jos a bank hours today

Recognizing its dominant retail location in East Hampton, at the intersection of East High Street (Route 66) and North Main Street, Cornerstone acquired a dated, existing 57,000 square foot building in 2002 with the goal of redeveloping the site to meet the needs of today’s customers.

In addition to the Stop & Shop Supermarket, this Center includes a remodeled Bank of America branch with drive-through convenience, Wireless Zone, and a popular local restaurant. Its success has served the community by spurring retail construction and renovation of nearby properties and providing residents a shopping destination within the town.

East Hampton is located 22 miles southeast of Hartford and is easily accessible from Routes 2 and 9. Over the past decade, it has seen numerous new housing and commercial developments take hold.  Long known as Belltown, USA from its colonial history, East Hampton is a family-oriented community that supports an attractive rural/suburban lifestyle with the added attraction of boating, fishing and swimming on Lake Pocotopaug.  

City/Town;Weather Condition;Temp (F);Wind Direction;Wind Speed (MPH);Humidity (%)

Albany;Cloudy;33;NNW;2;79%

Binghamton;Mostly cloudy;26;WNW;9;81%

Buffalo;Cloudy;36;W;4;58%

Central Park;Cloudy;38;N;3;69%

Dansville;Mostly sunny;36;WNW;9;54%

Dunkirk;Flurries;38;W;6;64%

East Hampton;Mostly cloudy;42;N;15;55%

Elmira;Partly sunny;35;WNW;12;53%

Farmingdale;Partly sunny;41;N;12;59%

Fort Drum;Partly sunny;29;WNW;3;55%

Fulton;Mostly cloudy;32;WNW;9;63%

Glens Falls;Cloudy;29;ENE;5;81%

Islip;Mostly cloudy;43;NNW;6;49%

Ithaca;Cloudy;29;WNW;14;72%

Jamestown;Cloudy;31;WNW;8;78%

Massena;Mostly cloudy;27;Calm;0;66%

Montauk;Mostly cloudy;42;NNW;10;62%

Montgomery;Cloudy;38;NNW;9;64%

Monticello;Cloudy;33;WNW;5;75%

New York;Cloudy;41;NW;3;58%

New York Jfk;Flurries;39;NW;13;61%

New York Lga;Cloudy;41;N;8;62%

Newburgh;Mostly cloudy;36;N;6;80%

Niagara Falls;Cloudy;35;W;5;63%

Ogdensburg;Partly sunny;28;Calm;0;68%

Penn (Yan);Partly sunny;34;NW;7;56%

Plattsburgh;Mostly sunny;28;NNE;8;58%

Poughkeepsie;Cloudy;38;N;6;69%

Rochester;Partly sunny;35;W;9;56%

Rome;Cloudy;32;W;14;72%

Saranac Lake;Partly sunny;26;N;6;63%

Shirley;Mostly cloudy;43;NW;14;55%

Syracuse;Mostly cloudy;34;NW;7;75%

Watertown;Mostly sunny;31;N;7;61%

Wellsville;Cloudy;29;NW;9;74%

Westhampton Beach;Mostly cloudy;42;NNW;18;57%

White Plains;Mostly cloudy;40;N;13;62%

_____

Copyright 2021 AccuWeather

This page intentionally left blank.

2

4

5

9

Town Clerk 12

Tax Assessor 13

Collector of Revenue 14

Facilities Department 15

Police Department 16

Volunteer Fire Department 17

Fire Marshall 18

Chatham Health District 19

Youth and Family Services 20

Social Services 20

Senior Center 21

EastHampton Housing Authority 22

Public Works Department 23

Water Pollution Control Authority 24

Parks & Recreation 26

Public Apply for ein number irs 27

27

Planning, Zoning & Building Department 29

Community and Environmental Planning 30

1

It is a both a pleasure and honor to submit this 2008-2009 Annual Report of the Town of East

Hampton. Within this report you will find an exciting accounting of the activities of the town agencies

and departments for the fiscal year. We’ve had a tremendous year!

I will also take this opportunity to thank all of you for your continued support. Our elected leaders,

our appointed members of town boards, commissions, and committees, and the many other

volunteers we depend upon for the operations of our local government have worked really hard this

past year. They have made tremendous progress in moving our Town forward and improving the

quality of life for all of us. I also need to thank our dedicated employees for their strong commitment

to public service and their willingness to work together to enhance the sense of community. These

dedicated professionals are continually working to improve the quality of service that our local

government provides to its citizens.

EastHampton is a special place! We are blessed with significant natural resources within our boundaries including

Lake Pocotopaug, the Salmon River, State Forests, and many other natural features that make our town both

unique and inviting. We also have a rich history of progress and improvements that mark the success of our

residents through time. As a small town we enjoy the benefits of our villages including; Cobalt, Middle Haddam

and EastHampton that give us a sense of place and great opportunities for residents to enjoy a rural/suburban

lifestyle unmatched in New England.

EastHampton’s finances are well managed and our tax rates compare favorably with other communities our size.

Conservative fiscal management coupled with innovative management practices among our operating departments

has allowed us to deliver efficient, cost effective services to our residents. Under the stewardship of the Board of

Finance, Town Council and our professional Finance Director, our Town, in one of the worst economic times in

decades, was one of only a few throughout the country to enjoy a double bump in its bond rating, a two step bond

rating upgrade from A+ to AA. Our capital improvement program is geared to providing an effective prioritization

of annual and projected needs over the next five years, with a heavy emphasis on road rehabilitation and repair.

Our bridge on Main Street was completed; blighted properties such as the old water tower were demolished, and

the pump house was renovated. Significant work on roads and sidewalks has been accomplished and even a new

technology to reclaim roads at 2/3 the cost and in half the time was tested (we will see more of this next year).

The streetscape, the town wide beautification and wayfinding signage programs are updating our worn out

infrastructure and enhancing the image of our community. EastHampton has completed many large capital

improvement projects over time, while maintaining reasonable debt service levels and retaining appropriate

reserves as recommended by our investment advisors to secure very favorable interest rates when we go to the bond

market. Prudent fiscal management by our professional staff and fiscal planning by our elected leaders has

positioned the town to prepare for major new capital initiatives for the long term benefit of our community in the

ensuing years.

2

Our public safety agencies continually strive to keep EastHampton safe for our residents and their

dedication to their mission is notable. Our police department leads the nation in solving strings of

burglaries. They solved a five year old homicide case. And, even brought home “Socks” the kitten to

the four children who were distraught when their four month old kitten was stolen in a home burglary.

We are also particularly fortunate for our fire and ambulance department volunteers who put their lives

on the line in service to the community each and every day.

Our library was only one of a few throughout the entire country to be selected to participate in a national

program and continues to serve thousands of customers annually. The youth programs at the library

are some of the best in this State. Our senior center is positioned for growth and our newly formed

Commission on Aging is mobilizing to make it one of the best senior centers in the State.

Our building, environmental and community planning divisions have been hard at work. The Town

received a $50,000 grant to study the possible adoption of an “affordable housing incentive zone.” In

addition, they updated the Plan of Conservation and Development to include an implementation

schedule. Our environmental department has submitted a grant request to the State and Federal

government for upwards of $300,000 to begin the work necessary to improve our Lake.

Our many volunteer commissioners can be extremely proud as well! The Brownfields Redevelopment Agency

has secured over a million dollars for the assessment and environmental clean-up in our Village Area. Our

Conservation-Lake Commission has completed a two year study that lays san jose temperature in september foundation to improve our Lake.

The Water Development Task Force (after 40 years of long hard work) has secured a permanent water source

for the Town guaranteeing upwards of 1,000,000 gallons a day of fresh clean water for decades to come. The

Clean Energy Task Force is at the forefront of moving our strategic energy conservation program forward and

our Parks & Recreation Advisory Board has completed a Sears Park Improvement plan that could significantly

enhance our soon to be 100 year old beach front park.

There are several other significant highlights and accomplishments in this report and I encourage you to take the

time to read it. If you require additional information, do not hesitate to contact my office. We welcome you to

stop in any time, or better yet, volunteer to help…there is much work to be done!

To our citizens and east hampton food bank ct leaders, I thank you for being a part of a great family oriented community, East

Hampton, and for all that you do to support our community that we are all proud to call our home.

Growing and Prospering Since 1767

3

When entering EastHampton on Route 66 or 16,

residents and visitors alike are greeted by a large

scale sign that speaks to our community’s civic and

volunteer traditions.

Our civic and volunteer groups collectively spend

thousands of hours each year working to improve

our community’s quality of life. Whether it be raising

funds to help improve our lake and park; promoting

local history, literacy, arts & culture, or youth

activities; helping the blind or visually impaired, or

raising funds for our neighbors in need -- our

citizenry regularly expresses its can-do spirit.

Town Manager Call 267-4468

Town Council Call 267-4468

Deed for Properties Call 267-2519

Tax Assessments Call 267-2510

Tax Collections Call 267-2300

Birth, Marriage, Civil Union, Death Call 267-2519

Dog Licenses Call 267-2519

Elderly Services/Municipal Agent Call 267-4426

Food Bank Office Call 267-6124

Library Services Call 267-6621

Probate Court Judge Call 267-9262

Recreational Services Call 267-6020

Senior Center Services Call 267-4426

Senior Housing Call 267-8498

Social Services Call 267-6124

Youth & Family Services Call 267-9982

Superintendent of Schools Call 365-4000

Memorial School Office Call 365-4020

Center School Office Call 365-4050

Middle School Office Call 365-4060

High School Office Call 365-4030

Guidance Department Office Call 365-4031

Support Services Office Call 365-4009

Library Services Call 267-6621

Recreational Services Call 267-6020

Sears Park Stickers Call 267-6020

Senior Center Services Call 267-4426

Sports Licenses Call 267-2519

Youth & Family Services Call 267-9982

Ambulance Information Call 537-3415

Civil Preparedness Call 267-4468

Fire Marshal Call 267-0088

Dog Warden or Dog Pound Call 267-9922

or 267-8810

Call 267-9544

Co.#1 (Barton Hill) 1st edition machamp card value Call 267-2198

Co.#2 (Cobalt) Office Call 267-4226

Co.#3 (White Birch) Office Call 267-8217

Call 347-4333

or 537-2321

Building Permits Call 267-9601

Building Inspector Call 267-9601

Conservation Building Call 267-9601

Fire Marshal Call 267-0088

Health & Sanitation Call 267-9601

P&Z Administrator Call 267-9601

Wetlands Building Call 267-9601

Public Works Call 267-4747

State Highway Department Call 295-9040

Water Pollution Control Authority Call 267-2536

Health & Sanitation Call 267-9601

4

William G. Devine, Thomas M. Cordeiro, Christopher J. Goff (Vice-Chair),

John W. Tuttle, Melissa H. Engel (Chair), Scott A. Minnick, Susan B. Weintraub

the Town Council approved the contract for new Town Manager, Jeffery O’Keefe, who will begin

work on September 1, 2008. The Town Council heard a presentation on Project Graduation and provided

their endorsement of the program along with the Board of Education. The Council endorsed the Goff House

and encouraged the placement of the legislative bond authorization for the Goff House onto the Bond

Commission’s agenda. The Council approved a resolution supporting the application for a grant for elderly

transportation and approved a bid for a new police cruiser to Crowley Ford.

5

the Town Council sent the Tax Exemption on Farm Buildings Ordinance to a public

hearing. The Council approved an assessment deferral for Theater Square LLC for a period of two years.

The Streetscape project was awarded to Morais Concrete Services, Inc. of Ludlow, Massachusetts. The

Council voted to form the Clean Energy Task Force and accepted their goals and membership. Several

bids were approved during this month including; a bid award to Hugo Key & Sons of Newport, Rhode

Island for phase I of the Flanders Road Project; a bid award to Security Specialist for security system

upgrades for the schools; two bid awards to Accurate Door & Window, LLC for security door installation

and improvements east hampton food bank ct the schools and for door replacement at the High School; and a bid award to Haz

Pros for lead removal and stabilization and for painting at the Board of Education office.

two Public Hearings were held to

discuss an ordinance to create the Commission on

Aging and another to discuss a Farm Exemption

Ordinance. At the first regular meeting in September

the Council welcomed Jeffery O’Keefe to his first

official Town Council meeting as the new Town

Manager. The Council also congratulated Nancy

Hasselman on being appointed Collector of Revenue

after a trial period in safety 1st grow and go reviews position. A special

presentation was given by Dan Wolfram, Chairman of

the Brownfields Steering Committee, on the EPA

Assessment Grant Consultant Recommendation. The

Council voted to accept the recommendation of

Metcalf and Eddy as the consultant on the EPA

Assessment Grant project and authorized Mr. O’Keefe

to sign the contract. At the second regular meeting in

September, the Council voted to approve the farm

building ordinance exemption and voted in favor of a

recommendation from the Lake Commission to cancel

the stocking of walleye for the year. Two bid awards

were approved; the first for the relocation of the sewer

main on Bevin Boulevard and the extension of the

water main on Skinner Street to Provost Excavation,

LLC and the second for the drainage improvements to

the unimproved portion of Quiet Woods Road to

Sylvester Construction.

the Town

Council voted to support the Town Manager and Parks

& Recreation for their plans to prepare a Sears Park

Master Improvement Plan. An expenditure oneamerica financial partners from the Town Manager’s budget to perform

a functional assessment of boards and commissions by

an outside consulting firm. The Facilities Implementation

Task Force was created to investigate the pop tv one day at a time the EastHampton Facilities Sub-Committee and

make recommendations to the Council. A resolution

was accepted in support of Attorney General Richard

Blumenthal’s actions against the Department of

Homeland Security’s proposed Plum Island Facility.

The Council authorized the submission of a grant

application under the Housing for Economic Growth

Program for a Workforce Housing Grant. The Housing

Authority’s Payment in Lieu of Taxes (PILOT) was

reduced to 5% of rent minus utilities for 2009-2010. A

transfer of $45,000 from the Town’s Contingency

Fund to the Capital Reserve Fund to be used by the

Facilities Implementation Task Force for continued

work on the facilities plan implementation. A contract

was awarded for Town Hall copiers to A&A Office

Systems. At a Special Meeting in October, the Council

voted to sign a proposal from Milone & MacBroom,

Inc. to east hampton food bank ct an aquifer stress test for the Belltown

Place proposal located off South Main Street and to

sign an agreement to own 5th third bank customer service phone number operate the public water

system at Belltown Place designed to serve the number

of occupants which can be adequately supplied with

water without unreasonably impacting neighboring

wells as recommended by Milone & MacBroom, Inc.

the Council approved a contract with

Friar Associates for the EastHampton Feasibility Study

– Homes for sale by owner nj 2. The Senior Tax Initiative Task Force was

created to investigate a Senior Tax Initiative Ordinance.

Several new roads were accepted including Pocotopaug

Drive, Island View Terrace, Auburn Knoll, Hyde Farm

Terrace and Anderson Way. The Council created the

Lake Improvement Implementation Task Force to

begin to address some of the problems identified with

the Lake.

due to the holidays, was a light month for Council with only one

meeting held. Members were chosen for the Lake Improvement Task Force. Discussions were held on

the Budget Policy Statement, streetlights and road projects. The Council was provided a copy of the

proposed water regulations for new developments for their input.

with the approval of the Budget Policy Statement. The Council approved the sticker

fees for Sears Park for the 2009 season. The contract was awarded for the architectural and master

planning services for improvements to Sears Park to Ferrero Hixon Associates, LLC. Contracts were

awarded to J. Associates Architects for design work to improve the fire pump building at 3 Walnut

Avenue and to Eagle Environmental, Inc. to complete the pre-demolition survey at that location. A bid

was awarded to Lindquist Builders Supply to provide seven ADA automatic door openers for the

Community Center/Senior Center/Library. A presentation was given by Scott Ekman of Ekman

Consulting on the results of the Functional Assessment of Boards and Commissions.

a Special Meeting was held with the

boards and commissions that have recommended

action in the Functional Assessment of Boards and

Commissions. A Public Hearing was held to discuss a

proposed ordinance for a Property Tax Freeze for

Certain Elderly Homeowners. The Council voted to

approve this ordinance during their regular meeting.

The Council took action on several recommendations

of the Functional Assessment of Boards and

Commissions including not disbanding the Ethics

Commission, combining the Brownfields Steering

Committee and the Redevelopment Agency, combining

the Conservation Commission and the Lake

Pocotopaug Commission, sunsetting the Streetscape

Committee when the project is complete, creating an

internal Town 201 west mission street san jose Design Review Committee and

sunsetting the current Design Review Board once the

Design Review Guidelines are adopted. The Council

also voted to adopt and implement all of the

operational recommendations of the study. Contracts

were awarded to L. Wagner and Associates to assist the

town in preparing grant applications for the State’s

Small Cities Community Development Block Grant

Program and to Planimetrics, LLC to perform an

affordability study pursuant to the DECD grant. A

Public Hearing was held regarding the Additional

Appropriations Ordinance however, no action was

taken on this item. The Council voted to approve an

easement on the property of American Distilling and

set a town meeting date for a vote. The Lake

Implementation Task Force was sunset. The spellings

of three streets in town were clarified; Collie Brook

Road, Day Point Road and Spellman Point Road. These

spelling will be placed in the land records.

a Public Hearing was held to

review proposed changes to the Redevelopment

Agency Ordinance to create the Brownfields

Redevelopment Agency. The Council then voted to

approve the revised ordinance. Approval was given

for the application of a Historic Documents

Preservation Grant through the Connecticut State

Library. A presentation was given by Friar Associates

to present the three top priorities for the facilities

plan. Due to grant deadlines, Council pre-approved

contracts for the hazardous materials removal/

building demolition and the exterior improvements/

asbestos removal at the fire pump building at 3

Walnut Avenue.

Walnut Avenue fire pump

building (left) transformed

from dilapidated to useful

structure and surroundings

transformed from brown to

green.

7

a Public Hearing was held for a proposed project for Senior Center Renovations that

will be included in an upcoming Small Cities Community Development Block Grant through the

Connecticut Department of Economic and Community Development. At the regular meeting, the

Council approved the submittal of the grant application. The Council voted to adopt the 2009-

2010 budget and set the town meeting and referendum dates. A contract award was approved

for Business Automation Services, Inc. for the purchase, installation and implementation of

automated building permitting software.

a Public Hearing was held to the great awakening in america an ordinance creating the combined

Conservation-Lake Commission. The Council adopted the Conservation-Lake Commission

ordinance at their regular meeting. Since the first proposed budget was voted down, the Council

approved a revised budget for 2009-2010 and set new town meeting and referendum unify financial credit union los angeles. A

temporary skate park was approved to be located at Sears Park. A Public Hearing was held to

abolish the current Lake and Conservation Commissions. Probate Judge Anne McKinney provided

a presentation regarding the proposed bill to consolidate probate courts in Connecticut. The

Council approved a resolution in support of the consolidation of the EastHampton, Portland and

East Haddam probate courts.

the Council voted to adopt the ordinance to abolish the current Lake and Conservation

Commissions. A bid was awarded to Vision Appraisal for the purchase of Computer Aided Mass Appraisal

(CAMA) software for the Assessor’s Office. Red McKinney spoke about Old Home Days and the Council

approved the town paying the cost of police coverage. The Council also approved the water system operating

budget.

Most of the land on which Sears Park sits was formerly owned

by the Sears Family who in May 1910, selflessly gave the land

to the Town for use as a local park. The Park has for almost

100 years served as an active place for recreational and

community-based activities for all ages. The Park has been

expanded four times; taxpayers and civic/volunteer groups

have funded many improvements. A Master Plan, or

blueprint for the Park’s future was published in May 2009.

8

The Finance Department is responsible for providing timely, accurate and relevant budgetary and financial

information to our citizens, customers and to various boards and assures compliance with established accounting

standards. The department is committed to enhance services to our customers through innovative ideas and to

think creatively on ways to operate more efficiently. The department also maintains the general ledger, accounts

payable and payroll systems.

The fund balance of the Town’s general fund increased by $180,000 during the current fiscal year. The key

factors in this increase were due to the following:

Actual expenditures were $571,996 less than budgeted. The major cause for this favorable variance was

staff turnover and vacant positions.

Actual revenues for investment income and fees fell below estimates by $390,406. This shortage was in

direct relationship to the economy.

The general fund is the chief operating fund of the Town. At the end of the current fiscal year, unreserved undesignated

fund balance of the general fund was $4,751,000. As a measure of the general fund’s liquidity, it may be useful to

compare both unreserved fund balance and total fund

balance to total fund expenditures and transfers out. It must

be recognized that a fund balance based on a modified

accrual basis for revenues is different from a cash basis form

of accounting in that the latter reflects monies “in hand” and

available for spending. The fund balances presented include

accounts receivable for revenues which are accrued but for

which cash has not been received, and accounts payable on

expenditures which are recorded but for which cash has not

been disbursed.

Unreserved undesignated fund balance represents 12.9% of

total general fund expenditures and transfers out for the fiscal

year ending June 30, 2009.

Taxes $ 26,899,116 $ 25,728,961 $ 1,170,155

Intergovernmental 9,640,555 9,358,984 281,571

Licenses & Permits 356,159 672,332 (316,173)

Investment Income 140,167 278-654 (138,487)

Miscellaneous Income 112,569 96,528 16,041

Other Financing Sources --- --- ---

9

General Government $ 2,957,204 $ 2,991,029 $ (33,825)

Public Safety 2,038,084 1,878,191 159,893

Public Works 1,857,134 1,736,436 120,698

Regulatory 393,046 321,864 71,182

Civic and Human Services 1,233,756 1,198,700 35,056

Education 25,220,711 23,885,346 1,335,365

Debt Service 1,910,926 1,983,253 (72,327)

Operating Transfers 1,357,226 1,513,973 (156,747)

10

During the year there was a $45,000 transfer from the general fund contingency account to the capital reserve fund.

This transfer provided funding to continue architectural work relating to facilities study.

At the end of the current fiscal year, the Town had total bonded debt outstanding of $10,511,516. The total debt is

backed by the full faith and credit of the government.

The Town’s total debt increased by $1,315,453 or 14.3% during the current fiscal year. The key factor for this increase

was due to scheduled debt payments ($1.670M) and the issuance of new debt ($2.985M).

In April 2009 Standard & Poor's Ratings Services raised the Town’s debt rating two notches to 'AA' from 'A+' based on its

assessment of the town's historical trend of financial stability and continued maintenance of a favorable debt profile.

State statutes limit the amount of general obligation debt the Town may issue to seven times its annual receipts from

taxation, as defined by the statutes. The current debt limitation for the Town is $188 million, which is significantly in

excess of the Town’s outstanding general obligation debt.

11

The Town Clerk’s Office maintains all public records and town

information so that each record is easy to locate and preserved

for future generations.

The Town Clerk’s Office is responsible for recording all land

related records; filing maps and surveys, liquor permits, trade

name certificates, veteran discharge papers, sexton returns;

issuance of marriage and civil union licenses, and burial

permits; certifying sbone issuing copies of vital records – birth,

marriage and death -- issuing dog and kennel licenses and

sports licenses, absentee ballots, as well as being the

repository for meeting agendas and minutes. The Town

Clerk’s office is also the official keeper of the Town Seal. Most

of the duties of the Town Clerk are governed by State Statute

and EastHampton’s Town Charter.

Purchased CG TermTracker which is another

software program used to manage the terms of

our members on the town’s boards and

commissions. CG TermTracker can print

standard reports which include group term

history, expiring terms, active members as of a

specific date, a member’s term history on all

commissions in which he or she served, etc. or

custom reports which are designed by our vendor

based upon Town needs.

In addition, our office also applied for and was awarded

a $5,000 Historic Preservation Grant from the State of

Connecticut for fiscal year 2009/2010 to continue the

re-indexing project of our oldest land records.

The Town Clerk’s office is a major collector of revenue for the

State of Connecticut as well as for the Town. In fiscal year

2008/2009, the office collected approximately

consisting of

funds relating to conveyance taxes, historic documents and

farmland preservation funds; vital records, dog and sporting

licenses; land recordings and other miscellaneous services.

In addition, the Town Clerk’s Office qualified and received a

$7,000 Historic Preservation Grant from the State of

Connecticut in fiscal year 2008/2009, for the preservation of

our public records. Below identifies how the grant was used:

The new Main Street Bridge replaced its crumbling and

dangerous predecessor. As a structure, the new bridge

is state-of-the-art and built to last. Set in a streetscape

that mirrors design features seen along the central area

of the Town’s Route 66 corridor, the bridge also echoes

our community’s place in history as the bell-making

capital of the world.

Purchased LaserFiche, which is a software program

used to scan and index documents. The Town Clerk’s

Office has indexed and scanned minutes as far back

as 1943. This program will allow the user to easily

locate a particular set of minutes and also provide a

backup of the documents for preservation purposes.

Purchased 24 minutes books and photocopied

minutes from various boards and commissions

previously stored in file cabinets. By photocopying the

minutes onto good quality minute paper, it will

preserve the text and reduce fading and further

deterioration.

The bridge serves as an

attractive gateway to the

Village Center and to the

Community Center,

traveling north or south.

12

The Assessor's primary objective is to ensure that all taxable property located within the town is assessed in

accordance with the Connecticut General Statutes and acceptable appraisal practices to ensure that every property

owner shares an appropriate share of the local property tax burden.

To accomplish this objective, the assessor must discover, list and equitably value all real estate, personal property,

and motor vehicles located within the Town of EastHampton. In addition, we are responsible for accepting,

reviewing and approving various forms of tax relief. This relief may be in the form of an exemption or a tax credit.

The result of these efforts is the Grand List: a record of all the taxable and tax-exempt property in the Town of East

Hampton. Section 12-55 of the Connecticut General Statutes provides that a certified Assessor must sign the Town's

Grand List when it is filed by the last day of January each year, unless an extension is granted .

Property is assessed as of the October 1st at 70% of its appraised value as of 2005, the revaluation year. We are currently

hearing bids from companies interested in conducting the 2010 revaluation. This process by statute must occur every five

years, with a full inspection every ten years. This means that if your home was inspected in the years from 2000 through

the current year, and you have made no new improvements upon the land, east hampton food bank ct your property may not need to be inspected

for the October 1, 2010 Grand List.

Motor vehicles are assessed at 70% of average retail. The values are taken from the NADA (National Automotive Dealers

Association) appraisal books using the October 1, 2009 values. Please bear in mind that these values listed will not reflect

financial incentives that most certainly have influenced current sales. We cannot appraise values differently for vehicles that

have been reduced by credit vouchers, tax incentives or other undo pricing incentives. You may think that you cannot sell

the vehicle for the values given, and you are probably correct, however, statutes govern that we must value these vehicles

as average retail.

Personal property is valued annually. If you own or do business in The Town of EastHampton, you must file a personal

property declaration with the Assessor on or before November 1 of each year. Filing after November 1, or not filing, will

incur a 25% penalty. This year the filing deadline is November 2, 2009, because November 1 falls on a Sunday. This

penalty must be applied by statute. The personal property declarations will be mailed by Oct 1, 2009. If you do not receive

a declaration, please call the Assessor, or stop in to pick one up. You must file this declaration whether you receive one in

the mail or not. The statute states that the Assessor must also mail declarations to companies that are out of state.

Therefore, it is the company’s responsibility to get a declaration from the Assessor if one is not received. These declarations

must be returned by mail or hand delivered. Remember, these declarations are not subject to Freedom of Information; if

you do not sign the declaration, you will not be allowed to view the information. We advise anyone wishing to view this

document to sign on the back of the form. Faxed or emailed declarations will be returned to the submitter.

Technology is an integral part of the Assessor's office service profile; our field cards and maps are online at

http://www.easthamptonct.gov, where you have sarah banks exercise bike xxx opportunity to view them. Please check to ensure that they reflect the

most current data and that this data is accurate. You need only to visit the town web site, town departments, Assessor’s

Department, scroll down a bit, and click on the GIS Mapping or the Online Real Estate Database Access. Mapping is a

new web addition and it is a great tool for discovering the best information available for acreage and boundaries, other

than a survey map.

Perfecting the Grand List, compiling state reports for reimbursement, Sales ratio reports for the Office of Policy and

Management (for educational grants), property transfers, map updating, accepting applications for exemption and credit

programs, making records available to the public, auditing personal property declarations, problem solving and attending

to the ever-ringing telephone are other areas of Assessor's office responsibility.

Complete interaction with the Building Department, Town Clerk and Tax Collector is critical to complete our office functions.

13

The Collector of Revenue is responsible for the billing, collecting and accounting of all tax monies levied by the

Town of EastHampton, and the collection and billing of all sewer use and all sewer assessment charges as

imposed by the Water Pollution Control Authority. All collections proceed under State of Connecticut Statutes and

Town of EastHampton ordinances. Accounting practices must be as set forth in Public Act 77-611, which outlines

accounting and auditing procedures and Generally Accepted Accounting Principals (GAAP).

All taxable property based on the Grand List of 2007 became due and payable on July 1, 2008. Real Estate and

Personal Property tax bills over $100.00 were payable in two installments, July 1, 2008 and January 1, 2009.

Supplemental Motor Vehicle tax bills were due January 1, 2009.

The goal of the Office of the Collector of Revenue is to bill, collect and account for all the payments due to and

made to this office. Every effort is made to do so in an efficient and equitable manner. The Office has utilized

the Quality Data Services Computer system and has also used postal services supplied by Pitney Bowes. There

has been additional bridging between the Collector’s office and the Assessor’s office enabling more expedient

corrections, adds/deletes, and pro-rates. Since the last annual report, staffing has changed due to the retirement

of the previous Collector: instead of three full time employees, two full time employees and two part time employees

now provide services to our taxpayers.

5988 Real Estate Tax Bills $23,935,261.57

888 Personal Property Tax Bills $567,690.97

14,194 Motor Vehicle Tax Bills $2,130,876.42

2356 Supplemental Motor Vehicle Bills $249,268.79

2007 Grand list $26,338,550.85

Prior years tax $295,188.82

Interest $183,419.67

Liens & Fees $4,792.03

Sewer use 2005-

2008 charges paid

$847,520.87 Sewer assessment

2006-2008 charges

paid

Interest $13,924.11 Bond Interest and

Interest

$11,288.98

$1,648.99

Liens and fees $1,550.31 Leins $24.00

Old Home Days marked its

30th consecutive year of

hometown fun during the

summer days of July 10-

12, 2008. Old Home

Days’ all volunteer effort is

always a summer season

highlight. Old Home Day

traditions date back to as

early as 1910.

14

The Facilities Manager oversees the daily operation, preventive maintenance, repairs, and improvements to

fifteen town buildings totaling 400,000 square feet. Additionally, he prepares and monitors the facilities

component of operating budgets for the Town Hall, Town Hall Annex, Library/Senior Center/Community Center,

Facilities Department, and Town Center Fire System, as well as manages the bidding, contract, and construction

of all capital building projects.

• Schools (all) - Security Door Installation

• Schools (all) - Security System Upgrades

• 3 Walnut Avenue - Building Demolition

• 3 Walnut Avenue - Water Tower Demolition

• 3 Walnut Avenue - Upgrades to Fire Pump Building

Our high school’s

curriculum-oriented

greenhouse, before

and after renovation.

• Board of Education Offices - Lead Abatement and Painting of Building Exterior

• Board of Education – Replacement of Exterior Doors & Hardware

• Library/Senior Center/Community Center - New Telephone System

• Library/Senior Center/Community Center - ADA Door Openers

• Public Works - Garage Exhaust System

• Sears Park - Improvements to Boat Parking

• Sears Park - Improvements to Tennis Courts

• School (Center) - Interior Painting

• Schools (Memorial, Middle, and High) - Building Envelope Repairs

• Schools (Memorial, Middle, and High) - Building Automation Systems Software Upgrades

• School (High) - Greenhouse Repairs

• School (High) - Two New Aluminum Entrances

• Schools (Center, Memorial, and Middle) - New Telephone System

• Town Hall - Capital Repairs

The Facilities Department has historically identified opportunities to implement cost-saving programs and strategies for

operational efficiencies and energy conservation. Continued participation in Connecticut Light & Power’s (CL&P)

energy conservation program is ongoing.

15

The EastHampton Police Department is operationally funded for sixteen full time officers and two clerical staff.

This past year, Sgt. Fitzpatrick retired after twenty two years of dedicated service to the Town.

Two new officers have joined the ranks, Officers Adam Brault and David Gionfriddo, who graduated from a

twenty-four (24) week training program at the police academy. These two officers are replacing officers who

have retired over the past several years.

The Department is in the process of hiring another officer to obtain full staffing levels.

The Administration division has the responsibility of

maintaining personnel and training records, payroll and

accounting functions, providing logistical support and

preparing and managing the department’s budget. The

Administrative Division is also responsible for conducting

Internal Affairs investigations and responds to all citizen

complaints.

The department continues its efforts to train sworn and

civilian personnel in law enforcement and service-related

topics. Sworn officers and civilian personnel will receive

training in state-mandated topics, as well as training that will

enhance their skills, knowledge and abilities.

Support Services process and maintain all reports produced

by Police Department staff and are responsible for the

maintenance and security of criminal records. The Support

Services staff greet customers; answer phones; prepare a

number of reports; perform data entry in regional and

national law enforcement telecommunications systems;

conduct background checks on arrested persons, and

process all permit applications.

The automation of the police case management system

provides technical assistance for the patrol force.

Information from these files is provided to the field officer

and assists in the analysis of crime trends and in case

preparation.

The Support Services Division also files mandated State and

Federal statistical crime reports and also assists in the case

preparation for the State’s Attorney’s Office.

Patrol is composed of three shifts of uniformed police officers

that provide services 24 hours a day. Patron is primarily

responsible for responding to medical emergencies,

immediate and routine service calls crime-related

incidents and quality of life issues. Officers are assigned

to patrol, conduct preliminary investigations, collect

evidence and arrest offenders.

Other responsibilities include: facilitating the safe,

expeditious movement of vehicle and pedestrian traffic;

minimizing property loss; recovering stolen property,

ensuring safety and protection glenview state bank review persons and property

through proactive and directed patrol; apprehending

offenders; rendering aid and advice as necessary and

providing the highest level of quality service through

problem solving and community-oriented policing.

The Department’s mobile data computer systems are in

the police vehicles to enhance officer safety. Theses

systems integrate into the CAPTAIN system through the

Capitol Region Chief’s of Police Organization. The

mobile data computers provide officers with the ability to

perform record inquiries and a number of other related

functions; e.g., DMV/license checks, wanted persons,

checks Department of Corrections information and

photos. All of these functions provide real time

information to patrol officers out on the streets.

Officers provide to the community professional and

thorough follow-up investigations of reported crime and

conduct a high level of case self-initiated investigations.

The division is comprised of officers that investigate

crimes against persons and property involving both adult

and juvenile suspects. Officers follow up on crime reports

from their patrol and investigate burglaries, auto theft,

fraud cases, identity theft and myriad other crime

investigations.

16

Patrols are responsible for the enforcement of state and local traffic laws, traffic accident investigation and traffic

control within EastHampton. Traffic patrols perform DUI and seatbelt checkpoints, conduct selective traffic

enforcement details as required. Through the use of DUI/Safety checkpoints, focused traffic enforcement details

and radar enforcement officers address high volume traffic issues and traffic-related problems that negatively

impact the community. Traffic Patrols monitor compliance with Alcohol Beverage Control laws utilizing a

three-prong approach. These approaches include education, awareness, and enforcement.

Total Calls for Service 12,157

Criminal Arrests 211

Burglary Investigations 66

Larceny Investigations 110

Drug Investigations 17

Sexual Assaults 0

Criminal Mischief 63

Protective/Judicial Orders 121

Identity Theft 23

Administrative Services 5,255

911 Hang-ups 121

Noise Complaints 107

Patrol/Property Checks 280

Suspicious Persons/Vehicles 433

Alarms 374

Medical Calls 565

Death Investigations 5

Directed Patrol (Traffic Enforcement) 109

Motor Vehicle Contacts (Total) 1,493

Motor Vehicle Complaints 186

Motor Vehicle Stops 843

DWI 51

Motor Vehicle Accidents 242

Two part-time officers staff this division. Animal control is responsible for handling calls for service concerning animals

and their welfare and acts as the department’s liaison to animal welfare agencies. Animal Control Officers enforce

municipal ordinances relating to animals including: dogs at-large, dog licensing and leash laws. They facilitate

veterinary care for injured animals and provide for the safe return of loose animals to their owners. They also host an

annual Rabies Clinic for low-cost immunization of dogs and cats. In order to enhance community service, Animal

Control Officers will attend an advanced training during the year. 261

The EastHampton Volunteer Fire Department’s primary goal is to

remove people from harm’s way and to provide fire protection to the

property owners within the town of EastHampton.

Major initiatives are as follows:

To maintain a trained membership and provide the best possible fire protection for the

community.

To provide manpower, equipment and expertise to extricate people from entrapment, water

rescue and land based search and rescues.

Provide Fire Prevention education to the children and the citizens of EastHampton.

Maintain proactive and progressive fire fighting/rescue techniques.

Work with the Fire Marshall’s office to maintain a viable water system through the use of dry

hydrants, throughout the town, to supply adequate water for fire suppression regardless of

location. The department currently maintains 38 water sources.

Maintain a working relationship with surrounding towns to nurture the mutual aid system.

17

The scope is as follows:

Fire protection and Emergency Services to the town of EastHampton is solely a volunteer effort. Governed by a

Board of Fire Commissioners, the Fire Department is comprised of about sixty fire fighters, supported by ten fire

police and eight junior fire fighters. The department is also supported by the Ladies Auxiliary. They maintain

three firehouses in town, Headquarters on Barton Hill, Company two in Cobalt and Station three on White Birch

road. They also maintain four engines, three tankers, a ladder truck, two rescue trucks, several brush units, a

rescue boat and various support vehicles, seventeen vehicles in total.

In the budget year 2008-2009, volunteer firefighters

responded to 362 emergency calls exerting over 8000

man-hours in call responses alone (not including training

and maintenance or paperwork). Over 120 hours of inhouse

training were offered to the membership as well as

outside courses for specialized training and NFPA certified

firefighter programs.

The department also has certified EMTs and is working to

receive R1 status from the state and our town. There is no

public water system in the town at this point in time. They

rely on dry hydrants, tankers and our mutual aid system to

supply water for large fires. There are 38 dry hydrants

strategically placed through out the town.

The department each year has applied for FEMA grants to

help obtain money for items which would otherwise not be

available. The Fire Prevention Trailer and all new

breathing apparatus were obtained thru these grants. The

department has applied for a $55,000 grant to obtain all

new radios for all the vehicles. These radios will enable us

to communicate more efficiently with our mutual aid

departments and other agencies in town.

The largest problem facing the Fire Department is the

aging of the fleet of vehicles. Each year, more and more

money has to be spent on the line item for Vehicle

Maintenance.

Many hours are spent each year by members using the Fire

Prevention Trailer to teach our children Fire Safety in a real

live environment. At Old Home Day the trailer was

available on the grounds and many people took that

opportunity to go through the demonstration provided by

the Fire Department members. The trailer is also used by

our mutual aid departments with the help of our members.

The department is more actively using the software

program Firehouse to maintain information on personnel,

vehicles, gear, and incidents. This will provide better

record-keeping and allow for more informed decisions.

The department played a major role in rebuilding the

Walnut Ave pumping station. This provides fire hydrants

and sprinklers in the center of town. A new pump and

engine have been provided. The old tower was removed

and the existing pond was excavated.

The members continually take on projects over and above

their fire fighting duties. A forestry tanker was made from

an Army truck, a fire rescue boat was created from a

donated pontoon boat, a computer room was built at

Company #2, a van was converted for the Fire Police, the

ambulance which was donated by the Ambulance

Association has been converted into a light rescue vehicle

for Company #2. There are also plans to convert a

donated ATV into a small all purpose vehicle.

The Fire Marshal’s Office is located in the Building

Department of the Town Hall and is responsible for the

enforcement of all applicable State and Federal Fire

Codes and Regulations and other duties as set forth in the

Connecticut General Statutes, as well as other legislation

enacted by the Town. Fire prevention is the primary

objective of the Fire Marshal, which is promoted through

inspections of properties and activities regulated by the

Connecticut Fire Safety Code, the administration of the

permit process for activities subject to those permits, and

by providing public fire education and guidance. The

storage, transportation and use of hazardous materials

and explosives are under the authority of the Fire Marshal,

as well as the administration of Connecticut Department

of Environmental Protection Open Burning Regulations, as

the Open Burning Official.

During the year, more than 200 site inspections of

properties subject to the Fire Code and Regulations were

performed. 11 blasting permits were issued, as were 300

Open Burning Permits. Plan reviews were performed of

proposed sites and/or buildings for code, regulation and

local requirement compliance. 35 hours were spent in

activities related to fire prevention education. 38 hours

were spent in professional training as required to maintain

Fire Marshal state certification.

18

Susan Bransfield,

Peter Hughes,

Mark Walter,

Jared Clark

Howard Dean

Kate Morris

Candace Casale

The Chatham Health District serves the towns of East Haddam, East

Hampton, Hebron, Marlborough and Portland.

The Board conducted nine monthly meetings, two special meetings, and

two public hearings, from July 1, 2008 through June 30, 2009. Minutes

of those meetings are on file at the office of the Director of Health and

with the Town Clerk of each participating town.

Municipal $431,335

State $113,204

Fees $80,093

Interest $575

Other $15,045

Expenditures $658,504

Use of Fund Balance $18,252

Septic 173

Water Supply Well 149

Soil Testing 170

B-100a and Eng.

Plan Review 498

Food Service 258

Day Care 8

Campgrounds 3

Housing Code - heat, water 28

Epidemiological Investigation of

EBL > 20 mg/dl and 2

Lead Paint Inspection 2

Public Health Complaints 78

Food Service Establishments 292

Temporary Food Service Events 243

Water towers have marked the Village

Center’s skyline for decades and in

many ways, told the story of our

town’s industrial past and the bellmakers

who shaped our identity as

Belltown USA.

The Walnut Avenue tower (right) came

down in 2008, launching a larger

project and upgrades to the Village

Center’s fire system.

The tower shown left, long a fixture on

Summit Street residents’ horizon, was

dismantled in 2007. The Watrous Street

tower (right), serves as the lone reminder

of water towers, once common features

of the Village Center’s industrial history.

19

EastHampton Social Services attempts to find services for those individuals and families in crisis situations.

These needs may be financial, medical, shelter, fuel or food related. This can be accomplished by directing

clients to the proper agency or in some instances help through town funds.

EastHampton Youth and Family Services provides at no-cost, individual, couples, and group counseling. The

agency provides crisis intervention and case management, as well as counseling services, to the EastHampton

schools.

The agency has an established working relationship with Connecticut State University’s master’s level counseling

programs. This intern program has given town residents additional availability for counseling that would

otherwise not be available due to limited staff and funding. This department has, at no extra expense to the

town, an additional counselor(s).

The following programs were offered:

• Juvenile Review Board (in conjunction with the EastHampton Police Department)

• Brave Girls Program

• Youth & Family Services Advisory Board

• Children’s Group (Center School)

• After School Enrichment Program (Middle School)

• Holiday Grief Group

EastHampton Youth & Family Services works closely with the Social Services Coordinator, to assist clients with needs such

as fuel, emergency food, and referral to appropriate state agencies.

Helped people in crisis situations who were in need of emergency aid, i.e. housing, food, medicine, fuel,

transportation, etc., through funds provided by the town and the EastHampton Volunteer Food Bank.

Attended monthly Youth & Family Services board of Directors meetings, juvenile review boards as needed and

determined by Y & F, attended energy meeting given by CL & P, and CRT, Salvation Army meetings, Food Bank Board

of Directors meetings, gave talks to organizations, attended any meetings and emergencies as needed.

Attended C.L.A.S.S. (Connecticut Local Administrators of Social Services) where speakers and other social service

agencies keep abreast of new programs for our clientele.

Administered all evictions for the town from residences including auctions.

Worked very closely with the EastHampton Volunteer Food Bank and Youth and Family Services.

Continue to provide aid to clients with immediate needs when in crisis with basic necessities and also to direct to other

areas for on-going help. Social Services and Youth and Family Services continue to work together to help clientele.

Conduct programs with State personnel on programs that EastHampton residents may be eligible for, i.e. Food

Stamps, Husky, energy assistance, etc. Clients may sign up and be certified same day in EastHampton office.

Call for service 865 1,000

Appointments 130 160

Human Services agencies are staffed by one (1) parttime

Social Services Coordinator and one (1) full-time

Youth and Family Services Director, as has been the

case for many years.

Families/Individuals served 70/240 80/250

20

The Senior Center is a community focal point where older adults come together for services and activities that

reflect their experience and skill, respond to their diverse needs and interests, enhance their independence, and

encourage their involvement in the community. The Center also serves as a resource for the entire community for

the information on aging, support for family caregivers, and development of innovative approaches to addressing

aging issues.

Transportation to medical appointments,

shopping and personal care is available to seniors and

persons with disabilities through the American Red Cross

Dial-A-Ride program for a charge of $1.50 per ride.

Applications are available at the Senior Center as well as

through the American Red Cross. Financial assistance is

available when income requirements are met.

The Center also provides enhanced transportation services

to the elderly community, via the EastHampton Senior Van.

The driver provides 10 hours of service for recreational and

social trips.

Middlesex Hospital Homecare offers a

blood pressure testing twice monthly and Annual Flu Clinic

at the Senior Center, as well as periodic cholesterol and

glucose screenings. The Connecticut VNA provides a foot

care clinic for a fee. The Hartford Hospital provides an

annual Mammography Clinic via their mobile unit. In 2009

we held 2 clinics due to the overwhelming response to the

first clinic offered.

Informational sessions

are offered by the Center several time per year. These

presentations equip the older adult with timely information

related to fitness, nutrition, financial planning, current

legislation, and legal issues, among others. Additionally,

the Center sponsors AARP’s Defensive Driving program

twice annually and offers AARP’s free tax preparation

assistance.

The Senior Center’s

Walking Club has been

active americas got talent season 14 episode 30 several years.

Just as the motto says:

EastHampton Senior

Center : Where Age Has

No Limits!

This year the Bank of America sponsored “Peace of Mind

in Retirement”. They offered six seminars addressing estate

planning, government benefits, How to De-Clutter your

life, Caregiver’s support and Reverse Mortgages.

Computers are available to the older adults with unlimited

access to the Internet via high speed connection.

Senior

Center personnel help the older adult and disabled

process annual energy assistance applications. This

assistance is provided through the Community Renewal

Team (CRT), with emergency aid available through the

EastHampton Food Bank, if needed. We also help people

with ConnPace applications, re-determination notices,

Medicare Part-D and other documents as needed. Social

Service needs are increasing at rapid rate. An average of

6 people enter the Senior Center daily with social service

needs.

The senior

center offers a variety of exercise programs. During the

year, classes such as, tap, and line dance, “Sit and

Stretch’, etc. are made available for a nominal fee. These

classes focus attention on proper breathing and balancekeystones

to increased mobility and vitality. Www walmart money card customer service program

is continually being challenged by increasing participation

and less space to manage the program. At present there

are 20+ participants. The Annex multi-purpose room is no

longer an appropriate space as there is not enough room.

We are now back using the Senior Center meeting area as

our exercise room. While this means changing rooms and

furniture arrangements daily, the room meets the groups

needs, today. An additional instructor and additional time

slot may be indicated in the near future to meet the

exercise group needs.

This year, we offered a class at Fit Trix through a grant

received from the state. Twelve people participated in this

8 week program. Five of these were new to the regular

exercise program.

21

The Community Renewal Team (CRT) provides well-balanced, nutritional meals Monday through Friday

at the Senior Center as well as Meals-On-Wheels programs for the home-bound elderly/disabled senior citizen.

CRT meals are funded by the Federal Title III Grants. Approximately 6,000 meals were dispensed over the year.

A donation of $2.00 per meal is suggested. The Food Site manager is always seeking volunteers to deliver the

Meals on Wheels to individual homes.

CRT has sponsored several meals to meet the needs of the Senior population and the Senior Center. For example

they have provided terrific boxed lunches for when the seniors traveled to the beach. They have provided our

birthday cakes this year for the monthly birthday party, and sponsored our Annual Picnic at Sears Park. It has been

a pleasure to expand our nutrition program and to reach out to others.

The Center provides a place for seniors to gather and socialize through various planned

program opportunities. Many also enjoy less structured time at the Center a place to chat over coffee, assemble

a puzzle or read the paper in the company of others.

This year the Center received a Wii game and the seniors are participating regularly in Bowling Tournaments and

increasing their skill levels with golf, tennis, boxing, and baseball. In addition, the Center was able to purchase a

50’ wide screen plasma TV via a state grant. The wide screen is a definite enhancement especially for the Wii

Games. It made the Bowling Tournament feel like you were in the actual bowling alley. Daily activities include

dancing, exercise, cards, singing and hand-chimes, making sojourn bears for cancer patients, and crafting. The

Center offers regular shopping trips to various malls and local communities. We also offer educational and

cultural excursions, to museums and special events.

Crafting provides entertainment, productivity and opportunities for community outreach.

Seniors bring vast amounts of experience and patience in working with school-age children through the ‘G.I.F.T.’

program (Generations Investing in Friendships Together) an intergenerational program. G.I.F.T. is a highly

successful and active volunteer program which fosters collaboration between the town’s seniors and local school

children.

The Seniors also contribute to the well-being of the community by volunteering for the

EastHampton Food Bank, Meals-On Wheels, Red Cross bloodmobiles, and through the Belltown Senior Citizen

Club’s various community-centered activities. The Senior Center benefited this year from over 4,000 volunteer

hours alone, in the office, answering phones and general office duties. Meals-On-Wheels volunteers logged in

nearly 2,000 hours and the kitchen volunteers put in approximately 2,500 hours. The Center could not offer all

the activities it does without the help of volunteers.

Patricia Dufour,

Jo Ann Ewing,

Monica Kangley,

Ann McLaughlin,

The Housing Authority of the Town of EastHampton maintains two senior housing

complexes; Bellwood Court on West Drive with 30 one bedroom apartments; 22

single @ 410 sq. ft. and 8 double @ 510 sq. ft. and Chatham Acres on Governor Bill

O’Neill Drive with 40 one bedroom apartments; 30 single @412sq.ft., 6 double

@518sq. ft. and 4 handicap accessible @600sq. ft.

The total number of occupants as of June 30, 2009 was seventy-one. The Housing Authority is required to have a state

approved Fair Housing Marketing Plan. As per this plan we advertise for new applicants from January through June

each year. To be eligible to apply, a person must be 62 or older or certified disabled under the Federal Social Security

Act. Income limits apply according to HUD medium family income estimates that are calculated using the Fair

Marketing Rent definitions. The Housing Authority maintains a waiting list for applicants. As of June 30, 2009 there are

eighteen names on the waiting list.

22

The Housing Authority considers both complexes to be in good condition. Upgrades are done as needed and as

funds are available either through grants or use of reserves. The Housing Board of Commissioners feel it is

essential to keep the apartments in good condition in order to provide safe, decent and affordable housing choice

for our residents and those seniors of low to moderate income who are looking to apply.

The Housing Authority receives a Grant from the Department of Economic and Community Development for a part

time Resident Services Coordinator (RSC). East hampton food bank ct RSC helps the residents apply for programs and needed services and

coordinate social activities and informational programs.

The Housing Board of Commissioners is planning on reviving the congregate housing project that east hampton food bank ct planned in

the early 90’s. The Housing Authority put out a survey in May 2009 to gather the interest of our town’s citizens and

also of seniors in the surrounding towns. We received a very positive response to the survey which the Board felt

showed a need for this type of rental housing in EastHampton. The Board has interviewed three consulting firms

who have experience in development of various types of housing and the expertise in finding various sources of

funding. Soon one firm will be chosen and the first step will be to have a feasibility study done.

The Public Works Department is responsible for the

maintenance of the Town’s infrastructure, some of which

includes the following: sweeping 82.8 miles (165.6 lane miles)

of improved roads, bituminous pavement repairs, cleaning of

approximately 2037 catch basins, and maintenance of the

Town’s drainage system.

The Department continually installs new street and traffic

control signs as well as the repair, replacement and cleaning

of existing signs. Inspection of all new roads and driveways

being constructed as well as work being performed pnc bank near me open late the

Town’s right-of-way, i.e., CL&P crossings; cable t.v. crossings,

etc. are done by the Public Works Department.

In the spring and once again in the fall, the Department grades

approximately 7.2 miles of unimproved roads as well as

touching them up after severe rainstorms.

The Department is also responsible for the maintenance of five

local cemeteries and assisting the Park and Recreation

Department in the maintenance of Sears Park. Public Works

operates the Town’s transfer station approximately 52 days per

year.

In-house services are provided to the Board of Education,

which includes sweeping parking lots, cleaning catch basins

and plowing and sanding parking lots. Public Works also

works closely with Parks and Recreation, Facilities and the

Police Department on special projects.

The Department’s primary objective in the winter months is

snow removal work.

During storms, the Department also plows and sands

7.0 miles of sidewalk and performs maintenance on

equipment.

Department personnel also respond to emergencies at

the request of the Fire and Police Departments.

The Middle Haddam Public Library celebrated its

centennial year in 2009. Originally dedicated in July

1909, the library has for 100 years served as a center

of community life in an

historic Village, previously

home to more than a

dozen sea captains and

the several shipyards.

The library serves as a

focal point for community

gatherings and routinely

offers a variety of cultural

events featuring writers,

poets; artists, artisans,

and craftsmen, as well as

local musicians.

23

Effective January 2, 1979 Town Ordinance 4.02 created a Water and Sewer Commission for the Town of East

Hampton, which is designated as the Water Pollution Control Authority. The Authority is responsible for the

operation of the Town’s water and wastewater systems under Chapter 102 and 103 of the Regulations of

Connecticut State Agencies. The Water Pollution Control Authority is a seven member board which meets every

first Tuesday of the month.

In 1978, an inter-municipal agreement between EastHampton and Colchester (Joint Facilities)

was entered into which governed the construction and operation of the Joint Facilities Water Pollution Control

Plant located in EastHampton. This wastewater treatment facility originally was intended for the public

sewerage needs of EastHampton and Colchester and was designed to process an average daily flow of 3.9

million gallons. Final design approval from the Connecticut Department of Environmental Protection (CTDEP)

allowed for future expansion capabilities to 7.0 mgd in order to regionalize the area by including portions of

the towns of East Haddam, Lebanon, Marlborough and Hebron. Currently parts of EastHampton, Colchester

and Hebron are being served. In 2006, the CTDEP approved the request of the Joint Facilities to add the eastern

portion of Portland to the planning area. In 2009, Marlborough will be completing a major wastewater project

to connect its central business district and surrounding areas of Lake Terramuggus. The treatment process

utilizes an activated sludge system to remove approximately 90% of the major pollutants and for over 25 years

this system has faithfully accommodated the needs of the served communities.

To keep the waters of the state clean the Joint Facilities consists of the Public Utilities Administrator, a

Superintendent, a staff of five certified wastewater operators, one laboratory technician and one fulltime and

one part-time office staff. In addition to operating the wastewater treatment plant and collections systems in

Colchester and EastHampton the Joint Facilities also provides contract services to Hebron and in 2009 the Town

of Marlborough. In the Town of EastHampton the WPCA is directly responsible for over 34 miles of collection

system and 20 lift stations. The EastHampton WPCA operating budget ending June 30, 2009 was

$964,676.00, which included $620,239.00 as EastHampton’s share of the Joint Faculties budget.

Users of the EastHampton wastewater system currently pay $270.00 per Equivalent Dwelling Unit (EDU) for the annual

use of the system. Users that have a grinder pump that is maintained by the WPCA pay an additional $80.00 per year.

Based upon the population served this user rate is at the median of a 16 town average. Pursuant to regulations established

by the State Department of Environmental Protection (CTDEP) the WPCA operates under an “

” i.e. all fees

paid by the users of the system must be used for the operations and maintenance of the wastewater system. There is no

Town tax revenue used for the operations or maintenance of the wastewater system.

In 2002 the Commissioner of the Department of Environmental Protection ordered that a Facility Planning Study be

commissioned to investigate the improvements necessary at the Joint Facilities Water Pollution Control Plant and collection

systems within the Towns. This study was necessary in order to achieve future State and Federal water quality goals while

providing for expected future growth within the wastewater service areas of a seven (7) town region as portions of the east

side of Portland were added to the regional plan. In June of 2005 the Joint Facilities submitted its’ Facility Plan to the DEP

containing $25,000,000.00 of wastewater improvements for the next 20 years. The plan is under review by the CTDEP.

Although development in the Town has slowed, the WPCA completed one of the largest infrastructure projects since the

wastewater system was built with the addition of the Marlborough Wastewater system. This 225,000 gallon per day project

was conceived in 2002 and provided the Town a unique opportunity to provide wastewater service to the Town’s Design

Development Zone (DDZ) along Route 66. By designing a collection system that took advantage of the work the Town of

Marlborough was performing in EastHampton, the WPCA installed multiple piping to accommodate the DDZ. These three

wastewater collection systems were installed in the one trench allowing the Town’s DDZ to be served at a fraction of the

cost. All funding for this project was generated thru the WPCA, no tax dollars were used.

24

Providing wastewater service to the DDZ required one additional wastewater lift station building bringing the

Town’s total to 20. The increase in the number of pump stations and the ever increasing environmental

regulations to protect our environment in the future will directly impact the 3260 users and the current sewer use

rate. It is the intent of the Authority that a substantial portion of the cost of the needed infrastructure improvements

to our 25 year old facility will be funded through a combination of CTDEP grants and/or low interest loans to

reduce the impact on sewer users.

The Town is the Exclusive Service Area provider for potable water service for the majority of the Town.

EastHampton has historically relied upon individual on-site rock wells for water. Over the last several years an

increasing number of quality and quantity problems, incidents of contamination, iron and manganese problems,

as well as decreasing water table levels, have been identified in the Town. In some areas these incidents of

contamination have rendered the water unsuitable for drinking. The full extent of groundwater contamination in

EastHampton is not known as groundwater moves very slowly and it may take many years before an affected

area is recognized.

Within the Town there are over 60 Community Water Systems

(CWS) ranging from those which serve housing developments

on an annual basis to those that serve public buildings,

schools, churches, campgrounds, stores, restaurants, etc.

which serve 25 individuals or more on an intermittent basis.

The Town owns and through the WPCA operates two of these

CWS, the Town Center Water System (TCWS) and the Royal

Oaks Water System (ROWS).

In 2009, the operation of the TCWS entered a new era of

efficiency with the rebuilding of the water treatment plant

pursuant to a Department of Health Service Consent Order.

Gone are the days when a leak at a customer’s premise

would render the system inoperable or the need to notify the

Department of Health that we were required to purchase

water in order to keep the system pressurized. The TCWS can

now be operated in a more cost effective manner with a

greater degree of dependability while providing additional

limited service to the Village Center.

In 2005, the WPCA began operating the Royal Oaks Water

System (ROWS) off of Smith Street which when completed will

serve 82 residents; presently there are 67 customers. In

2006, the WPCA expanded this water system to interconnect

the Memorial Elementary School (MES). This interconnection

provides safe, clean and reliable drinking water service for all

that use the building and provided closure to a long standing

DOHS Consent Order against the Town and MES.

For the immediate future additional Community Water

Systems are possible within the Town’s ESA. To address

operational and fiscal concerns the Town recently

adopted “Regulations for Acceptance of Public Water

Systems under the Certificate of Public Convenience &

Necessity for those systems operated by the WPCA. The

long term solution for potable water in EastHampton

remains a centralized water system which continues to be

pursued through the Town’s Water Development Task

Force and WPCA.

In FY09, the south side of our

town’s Route 66 commercial

corridor underwent change.

Owing to $500K in CT STEAP

Grant funding, improvements

included installation of curbs,

sidewalks, decorative crosswalks,

trees, and ornamental

lighting, among other

improvements.

The WPCA, through contract services with several State

certified water treatment and distribution operators, is

responsible for the day to day operations of both of these

systems. Due to their small size no presently

exists for the water budget and the Town’s General Fund

contributes to the operation and maintenance of these water

systems. Water rates established by the Town Council strive

to minimize this contribution from the Town’s General Fund

while maintaining a balance with surrounding communities.

25

Richard Norkun, Chairperson

Timothy S. Csere, Vice Chairperson

Tim Adams, John Wright, Mark Vickery,

Dan Roy, Len Heroux

The Parks and Recreation Department’s strategic plan to improve

efficiency in the delivery of services continued into the 2008-2009

fiscal year. The capital improvement projects that were funded

invested in more proficient equipment, improvements, and

preventative maintenance of facilities and grounds. Operating

budget initiatives also targeted improvements to parks and

grounds, as well as improving performance levels of service

delivery, and better resource alignment.

The Parks and Recreation Department’s total approved operating budget was $349,208. This

amount reflected a .03% increase over the previous year’s budget. The department’s portion of the town’s operating

budget accounted for .936% of FY08-09’s $37,283,721 approved budget.

Parks and Recreation’s portion of all capital improvement funding accounted for 5.943%

of $1,312,400, the town-wide capital improvement budget for FY08-09. Descriptions of capital expenditures follow:

$15,000 Ride-on mower and walk behind mower

$10,000 Tennis Court repairs at the High School

$12,000 Repairs and staining of Leathers Playscape

$15,000 Track sinking fund

$10,000 Sears Park Master Plan schematics

Our residents “unlock the fun” of fitness

and recreation and build life-long skills

and camaraderie via our year-round

programs and facilities.

Sears Park sticker sales generated $22,141 in

revenue for the 2009 season: 884 vehicle; 145 senior and 213 boat

stickers were sold. Improvements were made to the driveway and boat

parking areas in Sears Park (funded out of the Sears Park boat launch

improvement fund).

A master plan of Sears Park was completed.

The schematics took into consideration programming needs, patron

safety, environmental concerns and traffic flow. The plan was adopted by

the Town Council and will be the framework for future design and

construction plans as funding allows.

Recreational programming continues to

be a strong service area for the department. During FY08-09, programrevenue

totaled $221,000. The department supervised 230 program

instructors, staff, and volunteers; administered 275 programming

sessions/classes; processed 3,772 enrollments, and produced 20

publications. Forecasts of programming figures for FY09-10 are slightly

lower due to the economic recession.

Park & Rec’s

maintenance responsibilities include 93

acres of school grounds and athletic

complexes, Sears Park, town-owned open

space, trails, and some small areas in the

village center. The town’s beautiful grounds

and athletic fields are the direct result of the

hard work of 2 full-time and 3 seasonal

parks maintainers.

26

The library uses outcome measures; formal and informal feedback, and local data to evaluate

public interest in and sustained use of the services we offer. Our services grew in FY09 and the pace of growth picked

up notably in the last quarter of the year, with the opening of the new Main Street Bridge. Fiscal year highlights

include:

The library circulated over 129,700 items in FY09, a 3.9% increase over FY08. The library's circulation was

equivalent to every resident borrowing 10.3 items.

In-person library visits exceeded 104,000, a 6.5% increase. Remote usage of our online services jumped by

19%. Inviting, reputable, and locally-sensitive online services continued to attract interest in and use of inperson

services.

Provided deposit collections to five locations and expanded outreach visits to local childcare centers; delivered

over 2,600 books to non-library locations, including the Sears Park summer camp.

Program attendance increased by 5.3%; the number of programs by 2%. Over 13,000 people attended library

programs in FY09; our programs offered literacy-based, cultural, and amazon book discount code opportunities to people of all

ages.

Our staff fielded 13,000+ reference questions in FY09, by phone; email, and beginning in late third quarter,

via a limited IM pilot program. Ease of contact generated a 27% increase in use of our reference services.

Friends of the Library and youth volunteers continued to help the library connect to the community. In FY09, 50

volunteers contributed a total of 2,500 hours; these hours were expended on managing the Friends Book Store

and assisting on narrow projects. Volunteers were, by majority, middle/high school students and active older

adults with a strong interest in public service.

Exceeded estimates on revenue returned to the town via collection of fines and service fees, with no substantive

decrease in public good will.

Our staff used state of the art software to facilitate near 2,200+ interlibrary loan requests. Owing to greater

emphasis on local services and collections, the library loaned more than it borrowed.

Expanded library presence on the Internet using Web 2.0 tools; web logs in particular took hold with the public

as a convenient way to access information about our services.

In total, EHPL services remained an exceptional value in FY09; per capita library cost was $33 or less than $.64 per

month, per capita.

The Board of Education developed the following goals for 2008-2013:

1 The Board of Education will develop a long range plan to implement the EastHampton Public Schools Vision

Statement.

2 A review will be conducted of district facilities and infrastructure needs and a plan developed/created and

implemented for addressing these needs so that they reflect 21 st century educational standards.

3 An evaluation will be conducted of the alignment of programs, curriculum, instruction and assessment by grade

level and content area, within a framework of prioritized resources and structures, to create a pathway of

continuous improvement of student achievement for all students.

4 A review of the current district technology plan will be conducted, appropriate recommendations will be made,

and the implementation of the technology tools and student management system will be monitored and

evaluated.

27

The Board is appointing a group which spans the community to work with administration on

developing a vision statement this year. This group will also provide guidance for the format of future planning.

This year the Board Chairperson and the Superintendent served on a facilities task force whose charge

was to develop a plan for improving school and town facilities as a package. The Board of Education

subsequently approved a motion which would send a recommendation to the Board of Finance and Town

Council to build a new Center School and to renovate the high school. The Transportation, Buildings and

Grounds Committee has continued to work on having the schools develop educational specifications. This

committee is also following up on the need for a new roof at Memorial School and the replacement of the

underground oil tank. This work continues into the 2009-2010 school year.

During the past two years, significant professional development has taken place during which the staff

moved on to develop consensus maps in Curriculum Mapper and was trained in the developing of Enduring

Understandings and Essential Questions using Understanding by Design as the foundation for curriculum

writing. During the past year, the following curriculum has been completed or nearly completed:

K-8 Language Arts,

K-8 Mathematics,

K-10 Science,

Chemistry, levels 1 & 2, AP Statistics,

Physics and,

Mathematics and Language Arts probes and universal screenings for the SRBI process.

Staff have also been trained in the SRBI (scientific researched based interventions) model and in how to use the data the

universal screens and east hampton food bank ct give them on students. Data teams have been formed at the grade level, course, school

and district level to ensure that appropriate student data is analyzed and used to improve instructional practice. This is

a regular education program designed for use by all districts by the State Department of Education to provide early

intervention for students.

The Sitton spelling program was piloted and will be implemented in the 2009-2010 school year. This program

teaches high frequency words to students and holds them accountable for always spelling them correctly. This is a

departure from the weekly memorized list of words which is often quickly forgotten and rarely transferred to the

student work.

The results of the Connecticut Mastery Test (CMT) administered to grades 3-8 and the Connecticut Academic

Performance Test (CAPT) administered to grade 10 showed tremendous improvements in many areas. School

Improvement plans targeted these assessments in every school with specific plans for action.

Since the last annual report, the Board of Education has mrs dc america 2019 enormous changes in the technological capacity

of the school district. Through creative use of a leasing arrangement, the Board was able to refresh the entire high

school and much of the middle and elementary schools with state of the art computers. A special donation from the

Department of Agriculture of high end, two year old computers and lap tops has enabled us to upgrade the rest of the

middle school. Some wiring was done and a computer lab was installed in Memorial School. The current lab at the

middle school was upgraded and the multi-use lab was also restored to useable condition. Smart Technology has been

installed in 7 areas in the high school including the media center with two in the middle school and one in each

elementary school. Training for teachers will begin in September 2009.

The technology plan was revised by a district wide committee of teachers, technicians and administrators. The plan was

reviewed by Learn, the local area RESC, approved by the Board of Education and submitted to the State Department of

Education in the spring.

The school district was able to take advantage of a Comcast cable program which provides free cable to the schools.

We now use the cable for much of our traffic which has greatly improved the capacity of the network.

28

The Director of Support Services continued researching programs and

services that will enable students of special needs to remain in district and

budgeted for programs and services that will allow some students who are

presently out placed to return to district where they will be educated with their

peers. During the 2008-09 school year, The Learning Center was developed

and implemented in partnership with East Haddam Public Schools. The

lower level of the What is a trust company Legion Building was converted into a facility for

these students with a capacity of 8-10 students. This program has had three

major impacts; first, our students are able to stay in their home community;

second, there has been considerable cost savings in outplacement tuitions

and third; this was a wonderful opportunity to form a partnership with

another community.

The Chatham Historical

Society is dedicated to

preserving and sharing

knowledge about our

town’s rich history. The

society operates a museum

complex on Bevin Blvd.

There is a teacher, a social worker and a paraprofessional working in this

program. All students take their course work using the Virtual Learning

Academy sponsored by Learn and use computers to access their online

learning. The teacher oversees and supports their learning. There is also a

vocational component to the program provided by Kuhn, an agency based

in Middletown. Workers come to EastHampton and work with students to

prepare them and provide experiences for them in the real world of work.

The Planning, Zoning and Building Department is responsible for the regulation of building construction and the

administration of land use regulations and requirements. It staffs and supports the Planning and Zoning

Commission, the Zoning Board of Appeals, and committees and sub-committees thereof. It shares staffing

responsibility with the Public Works Director for the Inland Wetlands and Watercourse Agency. The Building

Officials enforce the provisions of the Ct. State Building Code and enforce the Zoning Regulations.

In fiscal year 2008-2009 the building department performed 973 residential and commercial inspections. These

inspections included electrical, mechanical, plumbing, structural and can you send money on zelle with a credit card inspections.

Six hundred eighty-six existing homes and businesses were expanded, homes for sale in damariscotta maine or otherwise improved and 16

new housing units were constructed during 2008-2009. The expansion of an existing shopping plaza and

construction of a medical office building were approved.

The Planning and Zoning Commission, the ZBA, and the IWWCA meet monthly to hear matters such as

subdivision applications, site plans and other land use matters. The Planning and Zoning Commission continues

to utilize and review the Plan of Conservation and Development and works to improve the Zoning & Subdivision

Regulations.

Fees are collected for building, zoning, electrical, plumbing, and mechanical permits. Subdivision, wetlands

permits; variances and site plans are also subject to application and inspection fees. This revenue is intended to

offset the costs associated with the administration of the functions of the department. These fees were in excess

of $85,000 for fiscal year 2008-2009.

29

The office is staffed by an Administrator (serving as a Zoning Enforcement Officer, Building Official, and Town

Planner). In August 2008 an office technician was added to the staff, bringing that number to two, and in

September 2008 a building official (also assisting with Zoning Enforcement) was added to the department staff.

In January 2009 the Chatham Health District relocated to their new facility at 240 Middletown Avenue allowing

the Planning, Zoning and Building Department to expand to full use of the building available to it and improving

both functionality and efficiency. Office hours are 8:00 A.M. – 4:00 Family first security credit union. Monday, Wednesday and Thursday,

8:00 A.M. – 7:30 P.M. on Tuesday and 8:A.M. – 12:30 P.M. on Friday. The office is located in a building directly

adjacent to the Town Hall at 20 East High St. The telephone number is 860-267-9601.

Further information regarding regulations, activities of the boards and commissions etc. can be found at

http://www.easthamptonct.org/

The Community and Environmental Planning Department is responsible for a progressive land philosophy, quality growth,

sustainability, and historic preservation and is made up of the Director of Community & Environmental Planning. The

director focuses on this philosophy while looking at economic development and redevelopment opportunities in the East

Hampton Village Center and other commercial corridors within Town. The director staffs and supports the Design Review

Board, the Economic Development Commission in conjunction with the Town Manager, and the former individual

Conservation and Lake Commissions. The department also supports the goals of the EastHampton Plan of Conservation

and Development for guiding future development and visioning future plans for the town.

This department was newly formed in 2009 to address the growing needs of the Town’s community and environmental

planning goals and to emphasize the importance the Town of EastHampton puts on its treasured natural resources

including state parks, the Salmon River, Connecticut River, Lake Pocotopaug and other natural resources. The department

functions to help achieve economic, redevelopment, and natural resource protection goals. In the near future the director

will be drafting a guiding principles document or vision for the Town to guide future goals for growth, preservation, and

East Hampton, Connecticut is a town rich in history, and it's home to the only bell factory in the U.S. which has earned it the nickname 'Belltown.'

Located in Middlesex County, East Hampton is home to the Bevin Bell factory, which produces the Salvation Army bells, and cowbells that are used at sporting events.

The town center has a variety of gift stores, a bakery, coffee shop and pizzeria.

The bakery produces hundreds of loaves of bread every morning, which the locals say go fast.

Author and historian Marty Podskoch says the town's historical society features a huge collection of toys that were made during the 1920s,1930s, and 1940s.

Some of the toys have bells on them which were made in town.

Podskoch says there's even a bike shop inside of an old bank.

He says biking has become popular, and people use the Air Line Trail in town to ride their bikes.

"In the olden days when you wanted to go from New York City to Boston, you would have to follow the coast up these long winding trails, so someone came up with an idea to make a what is a trust company that just goes straight as a bird flies," Podskoch says.

He says when the loads of the train became heavier and heavier, the bridge couldn't take it, so town officials filled it all in with gravel and sand and dirt, but under the dirt and sand is a wrought iron bridge built in 1873.

East Hampton, Connecticut is a town rich in history, and it's home to the only bell factory in the U.S. which has earned it the nickname 'Belltown.'

Located in Middlesex County, East Hampton is home to the Bevin Bell factory, which produces the Salvation Army bells, and cowbells that are used at sporting events.

The town center has a variety of gift stores, a bakery, coffee shop and pizzeria.

The bakery produces hundreds of loaves of bread every morning, which the locals say go fast.

Author and historian Marty Podskoch says the town's historical society features a huge collection of toys that were made during the 1920s,1930s, and 1940s.

Some of the toys have bells on them which were made in town.

Podskoch says there's even a bike shop inside of an old bank.

He says biking has become popular, and people use the Air Line Trail in town to ride their bikes.

"In the olden days when you wanted to go from New York City to Boston, you would have to follow the coast up these long winding trails, so someone came up with an idea to make a railroad that just goes straight as a bird flies," Podskoch says.

He says when the loads of the train became heavier and heavier, the bridge couldn't take it, so town officials filled it all in with gravel and sand and dirt, but under the dirt and sand is a wrought iron bridge built in 1873.

City/Town;Weather Condition;Temp (F);Wind Direction;Wind Speed (MPH);Humidity (%)

Albany;Cloudy;33;NNW;2;79%

Binghamton;Mostly cloudy;26;WNW;9;81%

Buffalo;Cloudy;36;W;4;58%

Central Park;Cloudy;38;N;3;69%

Dansville;Mostly sunny;36;WNW;9;54%

Dunkirk;Flurries;38;W;6;64%

East Hampton;Mostly cloudy;42;N;15;55%

Elmira;Partly sunny;35;WNW;12;53%

Farmingdale;Partly sunny;41;N;12;59%

Fort Drum;Partly sunny;29;WNW;3;55%

Fulton;Mostly cloudy;32;WNW;9;63%

Glens Falls;Cloudy;29;ENE;5;81%

Islip;Mostly cloudy;43;NNW;6;49%

Ithaca;Cloudy;29;WNW;14;72%

Jamestown;Cloudy;31;WNW;8;78%

Massena;Mostly cloudy;27;Calm;0;66%

Montauk;Mostly cloudy;42;NNW;10;62%

Montgomery;Cloudy;38;NNW;9;64%

Monticello;Cloudy;33;WNW;5;75%

New York;Cloudy;41;NW;3;58%

New York Jfk;Flurries;39;NW;13;61%

New York Lga;Cloudy;41;N;8;62%

Newburgh;Mostly cloudy;36;N;6;80%

Niagara Falls;Cloudy;35;W;5;63%

Ogdensburg;Partly sunny;28;Calm;0;68%

Penn (Yan);Partly sunny;34;NW;7;56%

Plattsburgh;Mostly sunny;28;NNE;8;58%

Poughkeepsie;Cloudy;38;N;6;69%

Rochester;Partly sunny;35;W;9;56%

Rome;Cloudy;32;W;14;72%

Saranac Lake;Partly sunny;26;N;6;63%

Shirley;Mostly cloudy;43;NW;14;55%

Syracuse;Mostly cloudy;34;NW;7;75%

Watertown;Mostly sunny;31;N;7;61%

Wellsville;Cloudy;29;NW;9;74%

Westhampton Beach;Mostly cloudy;42;NNW;18;57%

White Plains;Mostly cloudy;40;N;13;62%

_____

Copyright 2021 AccuWeather

This page intentionally left blank.

2

4

5

9

Town Clerk 12

Tax Assessor 13

Collector of Revenue 14

Facilities Department 15

Police Department 16

Volunteer Fire Department 17

Fire Marshall 18

Chatham Health District 19

Youth and Family Services 20

Social Services 20

Senior Center 21

EastHampton Housing Authority 22

Public Works Department 23

Water Pollution Control Authority 24

Parks & Recreation 26

Public Library 27

27

Planning, Zoning & Building Department 29

Community and Environmental Planning 30

1

It is a both a pleasure and honor to submit this 2008-2009 Annual Report of the Town of East

Hampton. Within this report you will find an exciting accounting of the activities of the town agencies

and departments for the fiscal year. We’ve had a tremendous year!

I will also take this opportunity to thank all of you for your continued support. Our elected leaders,

our appointed members of town boards, commissions, and committees, and the many other

volunteers we depend upon for the operations of our local government have worked really hard this

past year. They have made tremendous progress in moving our Town forward and improving the

quality of life for all of us. I also need to thank our dedicated employees for their strong commitment

to public service and their willingness to work together to enhance the sense of community. These

dedicated professionals are continually working to improve the quality of service that our local

government provides to its citizens.

EastHampton is a special place! We are blessed with significant natural resources within our boundaries including

Lake Pocotopaug, the Salmon River, State Forests, and many other natural features that make our town both

unique and inviting. We also have a rich history of progress and improvements that mark the success of our

residents through time. As a small town we enjoy the benefits of our villages including; Cobalt, Middle Haddam

and EastHampton that give us a sense of place and great opportunities for residents to enjoy a rural/suburban

lifestyle unmatched in New England.

EastHampton’s finances are well managed and our tax rates compare favorably with other communities our size.

Conservative fiscal management coupled with innovative management practices among our operating departments

has allowed us to deliver efficient, cost effective services to our residents. Under the stewardship of the Board of

Finance, Town Council and our professional Finance Director, our Town, in one of the worst economic times in

decades, was one of only a few throughout the country to enjoy a double bump in its bond rating, a two step bond

rating upgrade from A+ to AA . Our capital improvement program is geared to providing an effective prioritization

of annual and projected needs over the next five years, with a heavy emphasis on road rehabilitation and repair.

Our bridge on Main Street was completed; blighted properties such as the old water tower were demolished, and

the pump house was renovated. Significant work on roads and sidewalks has been accomplished and even a new

technology to reclaim roads at 2/3 the cost and in half the time was tested (we will see more of this next year).

The streetscape, the town wide beautification and wayfinding signage programs are updating our worn out

infrastructure and enhancing the image of our community. EastHampton has completed many large capital

improvement projects over time, while maintaining reasonable debt service levels and retaining appropriate

reserves as recommended by our investment advisors to secure very favorable interest rates when we go to the bond

market. Prudent fiscal management by our professional staff and fiscal planning by our elected leaders has

positioned the town to prepare for major new capital initiatives for the long term benefit of our community in the

ensuing years.

2

Our public safety agencies continually strive to keep EastHampton safe for our residents and their

dedication to their mission is notable. Our police department leads the nation in solving strings of

burglaries. They solved a five year old homicide case. And, even brought home “Socks” the kitten to

the four children who were distraught when their four month old kitten was stolen in a home burglary.

We are also particularly fortunate for our fire and ambulance department volunteers who put their lives

on the line in service to the community each and every day.

Our library was only one of a few throughout the entire country to be selected to participate in a national

program and continues to serve thousands of customers annually. The youth programs at the library

are some of the best in this State. Our senior center is positioned for growth and our newly formed

Commission on Aging is mobilizing to make it one of the best senior centers in the State.

Our building, environmental and community planning divisions have been hard at work. The Town

received a $50,000 grant to study the possible adoption of an “affordable housing incentive zone.” In

addition, they updated the Plan of Conservation and Development to include an implementation

schedule. Our environmental department has submitted a grant request to the State and Federal

government for upwards of $300,000 to begin the work necessary to improve our Lake.

Our many volunteer commissioners can be extremely proud as well! The Brownfields Redevelopment Agency

has secured over a million dollars for the assessment and environmental clean-up in our Village Area. Our

Conservation-Lake Commission has completed a two year study that lays the foundation to improve our Lake.

The Water Development Task Force (after 40 years of long hard work) has secured a permanent water source

for the Town guaranteeing upwards of 1,000,000 gallons a day of fresh clean water for decades to come. The

Clean Energy Task Force is at the forefront of moving our strategic energy conservation program forward and

our Parks & Recreation Advisory Board has completed a Sears Park Improvement plan that could significantly

enhance our soon to be 100 year old beach front park.

There are several other significant highlights and accomplishments in this report and I encourage you to take the

time to read it. If you require additional information, do not hesitate to contact my office. We welcome you to

stop in any time, or better yet, volunteer to help…there is much work to be done!

To our citizens and civic leaders, I thank you for being a part of a great family oriented community, East

Hampton, and for all that you do to support our community that we are all proud to call our home.

Growing and Prospering Since 1767

3

When entering EastHampton on Route 66 or 16,

residents and visitors alike are greeted by a large

scale sign that speaks to our community’s civic and

volunteer traditions.

Our civic and volunteer groups collectively spend

thousands of hours each year working to improve

our community’s quality of life. Whether it be raising

funds to help improve our lake and park; promoting

local history, literacy, arts & culture, or youth

activities; helping the blind or visually impaired, or

raising funds for our neighbors in need -- our

citizenry regularly expresses its can-do spirit.

Town Manager Call 267-4468

Town Council Call 267-4468

Deed for Properties Call 267-2519

Tax Assessments Call 267-2510

Tax Collections Call 267-2300

Birth, Marriage, Civil Union, Death Call 267-2519

Dog Licenses Call 267-2519

Elderly Services/Municipal Agent Call 267-4426

Food Bank Office Call 267-6124

Library Services Call 267-6621

Probate Court Judge Call 267-9262

Recreational Services Call 267-6020

Senior Center Services Call 267-4426

Senior Housing Call 267-8498

Social Services Call 267-6124

Youth & Family Services Call 267-9982

Superintendent of Schools Call 365-4000

Memorial School Office Call 365-4020

Center School Office Call 365-4050

Middle School Office Call 365-4060

High School Office Call 365-4030

Guidance Department Office Call 365-4031

Support Services Office Call 365-4009

Library Services Call 267-6621

Recreational Services Call 267-6020

Sears Park Stickers Call 267-6020

Senior Center Services Call 267-4426

Sports Licenses Call 267-2519

Youth & Family Services Call 267-9982

Ambulance Information Call 537-3415

Civil Preparedness Call 267-4468

Fire Marshal Call 267-0088

Dog Warden or Dog Pound Call 267-9922

or 267-8810

Call 267-9544

Co.#1 (Barton Hill) Office Call 267-2198

Co.#2 (Cobalt) Office Call 267-4226

Co.#3 (White Birch) Office Call 267-8217

Call 347-4333

or 537-2321

Building Permits Call 267-9601

Building Inspector Call 267-9601

Conservation Building Call 267-9601

Fire Marshal Call 267-0088

Health & Sanitation Call 267-9601

P&Z Administrator Call 267-9601

Wetlands Building Call 267-9601

Public Works Call 267-4747

State Highway Department Call 295-9040

Water Pollution Control Authority Call 267-2536

Health & Sanitation Call 267-9601

4

William G. Devine, Thomas M. Cordeiro, Christopher J. Goff (Vice-Chair),

John W. Tuttle, Melissa H. Engel (Chair), Scott A. Minnick, Susan B. Weintraub

the Town Council approved the contract for new Town Manager, Jeffery O’Keefe, who will begin

work on September 1, 2008. The Town Council heard a presentation on Project Graduation and provided

their endorsement of the program along with the Board of Education. The Council endorsed the Goff House

and encouraged the placement of the legislative bond authorization for the Goff House onto the Bond

Commission’s agenda. The Council approved a resolution supporting the application for a grant for elderly

transportation and approved a bid for a new police cruiser to Crowley Ford.

5

the Town Council sent the Tax Exemption on Farm Buildings Ordinance to a public

hearing. The Council approved an assessment deferral for Theater Square LLC for a period of two years.

The Streetscape project was awarded to Morais Concrete Services, Inc. of Ludlow, Massachusetts. The

Council voted to form the Clean Energy Task Force and accepted their goals and membership. Several

bids were approved during this month including; a bid award to Hugo Key & Sons of Newport, Rhode

Island for phase I of the Flanders Road Project; a bid award to Security Specialist for security system

upgrades for the schools; two bid awards to Accurate Door & Window, LLC for security door installation

and improvements at the schools and for door replacement at the High School; and a bid award to Haz

Pros for lead removal and stabilization and for painting at the Board of Education office.

two Public Hearings were held to

discuss an ordinance to create the Commission on

Aging and another to discuss a Farm Exemption

Ordinance. At the first regular meeting in September

the Council welcomed Jeffery O’Keefe to his first

official Town Council meeting as the new Town

Manager. The Council also congratulated Nancy

Hasselman on being appointed Collector of Revenue

after a trial period in that position. A special

presentation was given by Dan Wolfram, Chairman of

the Brownfields Steering Committee, on the EPA

Assessment Grant Consultant Recommendation. The

Council voted to accept the recommendation of

Metcalf and Eddy as the consultant on the EPA

Assessment Grant project and authorized Mr. O’Keefe

to sign the contract. At the second regular meeting in

September, the Council voted to approve the farm

building ordinance exemption and voted in favor of a

recommendation from the Lake Commission to cancel

the stocking of walleye for the year. Two bid awards

were approved; the first for the relocation of the sewer

main on Bevin Boulevard and the extension of the

water main on Skinner Street to Provost Excavation,

LLC and the second for the drainage improvements to

the unimproved portion of Quiet Woods Road to

Sylvester Construction.

the Town

Council voted to support the Town Manager and Parks

& Recreation for their plans to prepare a Sears Park

Master Improvement Plan. An expenditure was

approved from the Town Manager’s budget to perform

a functional assessment of boards and commissions by

an outside consulting firm. The Facilities Implementation

Task Force was created to investigate the findings

6

of the EastHampton Facilities Sub-Committee and

make recommendations to the Council. A resolution

was accepted in support of Attorney General Richard

Blumenthal’s actions against the Department of

Homeland Security’s proposed Plum Island Facility.

The Council authorized the submission of a grant

application under the Housing for Economic Growth

Program for a Workforce Housing Grant. The Housing

Authority’s Payment in Lieu of Taxes (PILOT) was

reduced to 5% of rent minus utilities for 2009-2010. A

transfer of $45,000 from the Town’s Contingency

Fund to the Capital Reserve Fund to be used by the

Facilities Implementation Task Force for continued

work on the facilities plan implementation. A contract

was awarded for Town Hall copiers to A&A Office

Systems. At a Special Meeting in October, the Council

voted to sign a proposal from Milone & MacBroom,

Inc. to provide an aquifer stress test for the Belltown

Place proposal located off South Main Street and to

sign an agreement to own and operate the public water

system at Belltown Place designed to serve the number

of occupants which can be adequately supplied with

water without unreasonably impacting neighboring

wells as recommended by Milone & MacBroom, Inc.

the Council approved a contract with

Friar Associates for the EastHampton Feasibility Study

– Phase 2. The Senior Tax Initiative Task Force was

created to investigate a Senior Tax Initiative Ordinance.

Several new roads were accepted including Pocotopaug

Drive, Island View Terrace, Auburn Knoll, Hyde Farm

Terrace and Anderson Way. The Council created the

Lake Improvement Implementation Task Force to

begin to address some of the problems identified with

the Lake.

due to the holidays, was a light month for Council with only one

meeting held. Members were chosen for the Lake Improvement Task Force. Discussions were held on

the Budget Policy Statement, streetlights and road projects. The Council was provided a copy of the

proposed water regulations for new developments for their input.

with the approval of the Budget Policy Statement. The Council approved the sticker

fees for Sears Park for the 2009 season. The contract was awarded for the architectural and master

planning services for improvements to Sears Park to Ferrero Hixon Associates, LLC. Contracts were

awarded to J. Associates Architects for design work to improve the fire pump building at 3 Walnut

Avenue and to Eagle Environmental, Inc. to complete the pre-demolition survey at that location. A bid

was awarded to Lindquist Builders Supply to provide seven ADA automatic door openers for the

Community Center/Senior Center/Library. A presentation was given by Scott Ekman of Ekman

Consulting on the results of the Functional Assessment of Boards and Commissions.

a Special Meeting was held with the

boards and commissions that have recommended

action in the Functional Assessment of Boards and

Commissions. A Public Hearing was held to discuss a

proposed ordinance for a Property Tax Freeze for

Certain Elderly Homeowners. The Council voted to

approve this ordinance during their regular meeting.

The Council took action on several recommendations

of the Functional Assessment of Boards and

Commissions including not disbanding the Ethics

Commission, combining the Brownfields Steering

Committee and the Redevelopment Agency, combining

the Conservation Commission and the Lake

Pocotopaug Commission, sunsetting the Streetscape

Committee when the project is complete, creating an

internal Town Hall Design Review Committee and

sunsetting the current Design Review Board once the

Design Review Guidelines are adopted. The Council

also voted to adopt and implement all of the

operational recommendations of the study. Contracts

were awarded to L. Wagner and Associates to assist the

town in preparing grant applications for the State’s

Small Cities Community Development Block Grant

Program and to Planimetrics, LLC to perform an

affordability study pursuant to the DECD grant. A

Public Hearing was held regarding the Additional

Appropriations Ordinance however, no action was

taken on this item. The Council voted to approve an

easement on the property of American Distilling and

set a town meeting date for a vote. The Lake

Implementation Task Force was sunset. The spellings

of three streets in town were clarified; Collie Brook

Road, Day Point Road and Spellman Point Road. These

spelling will be placed in the land records.

a Public Hearing was held to

review proposed changes to the Redevelopment

Agency Ordinance to create the Brownfields

Redevelopment Agency. The Council then voted to

approve the revised ordinance. Approval was given

for the application of a Historic Documents

Preservation Grant through the Connecticut State

Library. A presentation was given by Friar Associates

to present the three top priorities for the facilities

plan. Due to grant deadlines, Council pre-approved

contracts for the hazardous materials removal/

building demolition and the exterior improvements/

asbestos removal at the fire pump building at 3

Walnut Avenue.

Walnut Avenue fire pump

building (left) transformed

from dilapidated to useful

structure and surroundings

transformed from brown to

green.

7

a Public Hearing was held for a proposed project for Senior Center Renovations that

will be included in an upcoming Small Cities Community Development Block Grant through the

Connecticut Department of Economic and Community Development. At the regular meeting, the

Council approved the submittal of the grant application. The Council voted to adopt the 2009-

2010 budget and set the town meeting and referendum dates. A contract award was approved

for Business Automation Services, Inc. for the purchase, installation and implementation of

automated building permitting software.

a Public Hearing was held to review an ordinance creating the combined

Conservation-Lake Commission. The Council adopted the Conservation-Lake Commission

ordinance at their regular meeting. Since the first proposed budget was voted down, the Council

approved a revised budget for 2009-2010 and set new town meeting and referendum dates. A

temporary skate park was approved to be located at Sears Park. A Public Hearing was held to

abolish the current Lake and Conservation Commissions. Probate Judge Anne McKinney provided

a presentation regarding the proposed bill to consolidate probate courts in Connecticut. The

Council approved a resolution in support of the consolidation of the EastHampton, Portland and

East Haddam probate courts.

the Council voted to adopt the ordinance to abolish the current Lake and Conservation

Commissions. A bid was awarded to Vision Appraisal for the purchase of Computer Aided Mass Appraisal

(CAMA) software for the Assessor’s Office. Red McKinney spoke about Old Home Days and the Council

approved the town paying the cost of police coverage. The Council also approved the water system operating

budget.

Most of the land on which Sears Park sits was formerly owned

by the Sears Family who in May 1910, selflessly gave the land

to the Town for use as a local park. The Park has for almost

100 years served as an active place for recreational and

community-based activities for all ages. The Park has been

expanded four times; taxpayers and civic/volunteer groups

have funded many improvements. A Master Plan, or

blueprint for the Park’s future was published in May 2009.

8

The Finance Department is responsible for providing timely, accurate and relevant budgetary and financial

information to our citizens, customers and to various boards and assures compliance with established accounting

standards. The department is committed to enhance services to our customers through innovative ideas and to

think creatively on ways to operate more efficiently. The department also maintains the general ledger, accounts

payable and payroll systems.

The fund balance of the Town’s general fund increased by $180,000 during the current fiscal year. The key

factors in this increase were due to the following:

Actual expenditures were $571,996 less than budgeted. The major cause for this favorable variance was

staff turnover and vacant positions.

Actual revenues for investment income and fees fell below estimates by $390,406. This shortage was in

direct relationship to the economy.

The general fund is the chief operating fund of the Town. At the end of the current fiscal year, unreserved undesignated

fund balance of the general fund was $4,751,000. As a measure of the general fund’s liquidity, it may be useful to

compare both unreserved fund balance and total fund

balance to total fund expenditures and transfers out. It must

be recognized that a fund balance based on a modified

accrual basis for revenues is different from a cash basis form

of accounting in that the latter reflects monies “in hand” and

available for spending. The fund balances presented include

accounts receivable for revenues which are accrued but for

which cash has not been received, and accounts payable on

expenditures which are recorded but for which cash has not

been disbursed.

Unreserved undesignated fund balance represents 12.9% of

total general fund expenditures and transfers out for the fiscal

year ending June 30, 2009.

Taxes $ 26,899,116 $ 25,728,961 $ 1,170,155

Intergovernmental 9,640,555 9,358,984 281,571

Licenses & Permits 356,159 672,332 (316,173)

Investment Income 140,167 278-654 (138,487)

Miscellaneous Income 112,569 96,528 16,041

Other Financing Sources --- --- ---

9

General Government $ 2,957,204 $ 2,991,029 $ (33,825)

Public Safety 2,038,084 1,878,191 159,893

Public Works 1,857,134 1,736,436 120,698

Regulatory 393,046 321,864 71,182

Civic and Human Services 1,233,756 1,198,700 35,056

Education 25,220,711 23,885,346 1,335,365

Debt Service 1,910,926 1,983,253 (72,327)

Operating Transfers 1,357,226 1,513,973 (156,747)

10

During the year there was a $45,000 transfer from the general fund contingency account to the capital reserve fund.

This transfer provided funding to continue architectural work relating to facilities study.

At the end of the current fiscal year, the Town had total bonded debt outstanding of $10,511,516. The total debt is

backed by the full faith and credit of the government.

The Town’s total debt increased by $1,315,453 or 14.3% during the current fiscal year. The key factor for this increase

was due to scheduled debt payments ($1.670M) and the issuance of new debt ($2.985M).

In April 2009 Standard & Poor's Ratings Services raised the Town’s debt rating two notches to 'AA' from 'A+' based on its

assessment of the town's historical trend of financial stability and continued maintenance of a favorable debt profile.

State statutes limit the amount of general obligation debt the Town may issue to seven times its annual receipts from

taxation, as defined by the statutes. The current debt limitation for the Town is $188 million, which is significantly in

excess of the Town’s outstanding general obligation debt.

11

The Town Clerk’s Office maintains all public records and town

information so that each record is easy to locate and preserved

for future generations.

The Town Clerk’s Office is responsible for recording all land

related records; filing maps and surveys, liquor permits, trade

name certificates, veteran discharge papers, sexton returns;

issuance of marriage and civil union licenses, and burial

permits; certifying and issuing copies of vital records – birth,

marriage and death -- issuing dog and kennel licenses and

sports licenses, absentee ballots, as well as being the

repository for meeting agendas and minutes. The Town

Clerk’s office is also the official keeper of the Town Seal. Most

of the duties of the Town Clerk are governed by State Statute

and EastHampton’s Town Charter.

Purchased CG TermTracker which is another

software program used to manage the terms of

our members on the town’s boards and

commissions. CG TermTracker can print

standard reports which include group term

history, expiring terms, active members as of a

specific date, a member’s term history on all

commissions in which he or she served, etc. or

custom reports which are designed by our vendor

based upon Town needs.

In addition, our office also applied for and was awarded

a $5,000 Historic Preservation Grant from the State of

Connecticut for fiscal year 2009/2010 to continue the

re-indexing project of our oldest land records.

The Town Clerk’s office is a major collector of revenue for the

State of Connecticut as well as for the Town. In fiscal year

2008/2009, the office collected approximately

consisting of

funds relating to conveyance taxes, historic documents and

farmland preservation funds; vital records, dog and sporting

licenses; land recordings and other miscellaneous services.

In addition, the Town Clerk’s Office qualified and received a

$7,000 Historic Preservation Grant from the State of

Connecticut in fiscal year 2008/2009, for the preservation of

our public records. Below identifies how the grant was used:

The new Main Street Bridge replaced its crumbling and

dangerous predecessor. As a structure, the new bridge

is state-of-the-art and built to last. Set in a streetscape

that mirrors design features seen along the central area

of the Town’s Route 66 corridor, the bridge also echoes

our community’s place in history as the bell-making

capital of the world.

Purchased LaserFiche, which is a software program

used to scan and index documents. The Town Clerk’s

Office has indexed and scanned minutes as far back

as 1943. This program will allow the user to easily

locate a particular set of minutes and also provide a

backup of the documents for preservation purposes.

Purchased 24 minutes books and photocopied

minutes from various boards and commissions

previously stored in file cabinets. By photocopying the

minutes onto good quality minute paper, it will

preserve the text and reduce fading and further

deterioration.

The bridge serves as an

attractive gateway to the

Village Center and to the

Community Center,

traveling north or south.

12

The Assessor's primary objective is to ensure that all taxable property located within the town is assessed in

accordance with the Connecticut General Statutes and acceptable appraisal practices to ensure that every property

owner shares an appropriate share of the local property tax burden.

To accomplish this objective, the assessor must discover, list and equitably value all real estate, personal property,

and motor vehicles located within the Town of EastHampton. In addition, we are responsible for accepting,

reviewing and approving various forms of tax relief. This relief may be in the form of an exemption or a tax credit.

The result of these efforts is the Grand List: a record of all the taxable and tax-exempt property in the Town of East

Hampton. Section 12-55 of the Connecticut General Statutes provides that a certified Assessor must sign the Town's

Grand List when it is filed by the last day of January each year, unless an extension is granted .

Property is assessed as of the October 1st at 70% of its appraised value as of 2005, the revaluation year. We are currently

hearing bids from companies interested in conducting the 2010 revaluation. This process by statute must occur every five

years, with a full inspection every ten years. This means that if your home was inspected in the years from 2000 through

the current year, and you have made no new improvements upon the land, then your property may not need to be inspected

for the October 1, 2010 Grand List.

Motor vehicles are assessed at 70% of average retail. The values are taken from the NADA (National Automotive Dealers

Association) appraisal books using the October 1, 2009 values. Please bear in mind that these values listed will not reflect

financial incentives that most certainly have influenced current sales. We cannot appraise values differently for vehicles that

have been reduced by credit vouchers, tax incentives or other undo pricing incentives. You may think that you cannot sell

the vehicle for the values given, and you are probably correct, however, statutes govern that we must value these vehicles

as average retail.

Personal property is valued annually. If you own or do business in The Town of EastHampton, you must file a personal

property declaration with the Assessor on or before November 1 of each year. Filing after November 1, or not filing, will

incur a 25% penalty. This year the filing deadline is November 2, 2009, because November 1 falls on a Sunday. This

penalty must be applied by statute. The personal property declarations will be mailed by Oct 1, 2009. If you do not receive

a declaration, please call the Assessor, or stop in to pick one up. You must file this declaration whether you receive one in

the mail or not. The statute states that the Assessor must also mail declarations to companies that are out of state.

Therefore, it is the company’s responsibility to get a declaration from the Assessor if one is not received. These declarations

must be returned by mail or hand delivered. Remember, these declarations are not subject to Freedom of Information; if

you do not sign the declaration, you will not be allowed to view the information. We advise anyone wishing to view this

document to sign on the back of the form. Faxed or emailed declarations will be returned to the submitter.

Technology is an integral part of the Assessor's office service profile; our field cards and maps are online at

http://www.easthamptonct.gov, where you have the opportunity to view them. Please check to ensure that they reflect the

most current data and that this data is accurate. You need only to visit the town web site, town departments, Assessor’s

Department, scroll down a bit, and click on the GIS Mapping or the Online Real Estate Database Access. Mapping is a

new web addition and it is a great tool for discovering the best information available for acreage and boundaries, other

than a survey map.

Perfecting the Grand List, compiling state reports for reimbursement, Sales ratio reports for the Office of Policy and

Management (for educational grants), property transfers, map updating, accepting applications for exemption and credit

programs, making records available to the public, auditing personal property declarations, problem solving and attending

to the ever-ringing telephone are other areas of Assessor's office responsibility.

Complete interaction with the Building Department, Town Clerk and Tax Collector is critical to complete our office functions.

13

The Collector of Revenue is responsible for the billing, collecting and accounting of all tax monies levied by the

Town of EastHampton, and the collection and billing of all sewer use and all sewer assessment charges as

imposed by the Water Pollution Control Authority. All collections proceed under State of Connecticut Statutes and

Town of EastHampton ordinances. Accounting practices must be as set forth in Public Act 77-611, which outlines

accounting and auditing procedures and Generally Accepted Accounting Principals (GAAP).

All taxable property based on the Grand List of 2007 became due and payable on July 1, 2008. Real Estate and

Personal Property tax bills over $100.00 were payable in two installments, July 1, 2008 and January 1, 2009.

Supplemental Motor Vehicle tax bills were due January 1, 2009.

The goal of the Office of the Collector of Revenue is to bill, collect and account for all the payments due to and

made to this office. Every effort is made to do so in an efficient and equitable manner. The Office has utilized

the Quality Data Services Computer system and has also used postal services supplied by Pitney Bowes. There

has been additional bridging between the Collector’s office and the Assessor’s office enabling more expedient

corrections, adds/deletes, and pro-rates. Since the last annual report, staffing has changed due to the retirement

of the previous Collector: instead of three full time employees, two full time employees and two part time employees

now provide services to our taxpayers.

5988 Real Estate Tax Bills $23,935,261.57

888 Personal Property Tax Bills $567,690.97

14,194 Motor Vehicle Tax Bills $2,130,876.42

2356 Supplemental Motor Vehicle Bills $249,268.79

2007 Grand list $26,338,550.85

Prior years tax $295,188.82

Interest $183,419.67

Liens & Fees $4,792.03

Sewer use 2005-

2008 charges paid

$847,520.87 Sewer assessment

2006-2008 charges

paid

Interest $13,924.11 Bond Interest and

Interest

$11,288.98

$1,648.99

Liens and fees $1,550.31 Leins $24.00

Old Home Days marked its

30th consecutive year of

hometown fun during the

summer days of July 10-

12, 2008. Old Home

Days’ all volunteer effort is

always a summer season

highlight. Old Home Day

traditions date back to as

early as 1910.

14

The Facilities Manager oversees the daily operation, preventive maintenance, repairs, and improvements to

fifteen town buildings totaling 400,000 square feet. Additionally, he prepares and monitors the facilities

component of operating budgets for the Town Hall, Town Hall Annex, Library/Senior Center/Community Center,

Facilities Department, and Town Center Fire System, as well as manages the bidding, contract, and construction

of all capital building projects.

• Schools (all) - Security Door Installation

• Schools (all) - Security System Upgrades

• 3 Walnut Avenue - Building Demolition

• 3 Walnut Avenue - Water Tower Demolition

• 3 Walnut Avenue - Upgrades to Fire Pump Building

Our high school’s

curriculum-oriented

greenhouse, before

and after renovation.

• Board of Education Offices - Lead Abatement and Painting of Building Exterior

• Board of Education – Replacement of Exterior Doors & Hardware

• Library/Senior Center/Community Center - New Telephone System

• Library/Senior Center/Community Center - ADA Door Openers

• Public Works - Garage Exhaust System

• Sears Park - Improvements to Boat Parking

• Sears Park - Improvements to Tennis Courts

• School (Center) - Interior Painting

• Schools (Memorial, Middle, and High) - Building Envelope Repairs

• Schools (Memorial, Middle, and High) - Building Automation Systems Software Upgrades

• School (High) - Greenhouse Repairs

• School (High) - Two New Aluminum Entrances

• Schools (Center, Memorial, and Middle) - New Telephone System

• Town Hall - Capital Repairs

The Facilities Department has historically identified opportunities to implement cost-saving programs and strategies for

operational efficiencies and energy conservation. Continued participation in Connecticut Light & Power’s (CL&P)

energy conservation program is ongoing.

15

The EastHampton Police Department is operationally funded for sixteen full time officers and two clerical staff.

This past year, Sgt. Fitzpatrick retired after twenty two years of dedicated service to the Town.

Two new officers have joined the ranks, Officers Adam Brault and David Gionfriddo, who graduated from a

twenty-four (24) week training program at the police academy. These two officers are replacing officers who

have retired over the past several years.

The Department is in the process of hiring another officer to obtain full staffing levels.

The Administration division has the responsibility of

maintaining personnel and training records, payroll and

accounting functions, providing logistical support and

preparing and managing the department’s budget. The

Administrative Division is also responsible for conducting

Internal Affairs investigations and responds to all citizen

complaints.

The department continues its efforts to train sworn and

civilian personnel in law enforcement and service-related

topics. Sworn officers and civilian personnel will receive

training in state-mandated topics, as well as training that will

enhance their skills, knowledge and abilities.

Support Services process and maintain all reports produced

by Police Department staff and are responsible for the

maintenance and security of criminal records. The Support

Services staff greet customers; answer phones; prepare a

number of reports; perform data entry in regional and

national law enforcement telecommunications systems;

conduct background checks on arrested persons, and

process all permit applications.

The automation of the police case management system

provides technical assistance for the patrol force.

Information from these files is provided to the field officer

and assists in the analysis of crime trends and in case

preparation.

The Support Services Division also files mandated State and

Federal statistical crime reports and also assists in the case

preparation for the State’s Attorney’s Office.

Patrol is composed of three shifts of uniformed police officers

that provide services 24 hours a day. Patron is primarily

responsible for responding to medical emergencies,

immediate and routine service calls crime-related

incidents and quality of life issues. Officers are assigned

to patrol, conduct preliminary investigations, collect

evidence and arrest offenders.

Other responsibilities include: facilitating the safe,

expeditious movement of vehicle and pedestrian traffic;

minimizing property loss; recovering stolen property,

ensuring safety and protection of persons and property

through proactive and directed patrol; apprehending

offenders; rendering aid and advice as necessary and

providing the highest level of quality service through

problem solving and community-oriented policing.

The Department’s mobile data computer systems are in

the police vehicles to enhance officer safety. Theses

systems integrate into the CAPTAIN system through the

Capitol Region Chief’s of Police Organization. The

mobile data computers provide officers with the ability to

perform record inquiries and a number of other related

functions; e.g., DMV/license checks, wanted persons,

checks Department of Corrections information and

photos. All of these functions provide real time

information to patrol officers out on the streets.

Officers provide to the community professional and

thorough follow-up investigations of reported crime and

conduct a high level of case self-initiated investigations.

The division is comprised of officers that investigate

crimes against persons and property involving both adult

and juvenile suspects. Officers follow up on crime reports

from their patrol and investigate burglaries, auto theft,

fraud cases, identity theft and myriad other crime

investigations.

16

Patrols are responsible for the enforcement of state and local traffic laws, traffic accident investigation and traffic

control within EastHampton. Traffic patrols perform DUI and seatbelt checkpoints, conduct selective traffic

enforcement details as required. Through the use of DUI/Safety checkpoints, focused traffic enforcement details

and radar enforcement officers address high volume traffic issues and traffic-related problems that negatively

impact the community. Traffic Patrols monitor compliance with Alcohol Beverage Control laws utilizing a

three-prong approach. These approaches include education, awareness, and enforcement.

Total Calls for Service 12,157

Criminal Arrests 211

Burglary Investigations 66

Larceny Investigations 110

Drug Investigations 17

Sexual Assaults 0

Criminal Mischief 63

Protective/Judicial Orders 121

Identity Theft 23

Administrative Services 5,255

911 Hang-ups 121

Noise Complaints 107

Patrol/Property Checks 280

Suspicious Persons/Vehicles 433

Alarms 374

Medical Calls 565

Death Investigations 5

Directed Patrol (Traffic Enforcement) 109

Motor Vehicle Contacts (Total) 1,493

Motor Vehicle Complaints 186

Motor Vehicle Stops 843

DWI 51

Motor Vehicle Accidents 242

Two part-time officers staff this division. Animal control is responsible for handling calls for service concerning animals

and their welfare and acts as the department’s liaison to animal welfare agencies. Animal Control Officers enforce

municipal ordinances relating to animals including: dogs at-large, dog licensing and leash laws. They facilitate

veterinary care for injured animals and provide for the safe return of loose animals to their owners. They also host an

annual Rabies Clinic for low-cost immunization of dogs and cats. In order to enhance community service, Animal

Control Officers will attend an advanced training during the year. 261

The EastHampton Volunteer Fire Department’s primary goal is to

remove people from harm’s way and to provide fire protection to the

property owners within the town of EastHampton.

Major initiatives are as follows:

To maintain a trained membership and provide the best possible fire protection for the

community.

To provide manpower, equipment and expertise to extricate people from entrapment, water

rescue and land based search and rescues.

Provide Fire Prevention education to the children and the citizens of EastHampton.

Maintain proactive and progressive fire fighting/rescue techniques.

Work with the Fire Marshall’s office to maintain a viable water system through the use of dry

hydrants, throughout the town, to supply adequate water for fire suppression regardless of

location. The department currently maintains 38 water sources.

Maintain a working relationship with surrounding towns to nurture the mutual aid system.

17

The scope is as follows:

Fire protection and Emergency Services to the town of EastHampton is solely a volunteer effort. Governed by a

Board of Fire Commissioners, the Fire Department is comprised of about sixty fire fighters, supported by ten fire

police and eight junior fire fighters. The department is also supported by the Ladies Auxiliary. They maintain

three firehouses in town, Headquarters on Barton Hill, Company two in Cobalt and Station three on White Birch

road. They also maintain four engines, three tankers, a ladder truck, two rescue trucks, several brush units, a

rescue boat and various support vehicles, seventeen vehicles in total.

In the budget year 2008-2009, volunteer firefighters

responded to 362 emergency calls exerting over 8000

man-hours in call responses alone (not including training

and maintenance or paperwork). Over 120 hours of inhouse

training were offered to the membership as well as

outside courses for specialized training and NFPA certified

firefighter programs.

The department also has certified EMTs and is working to

receive R1 status from the state and our town. There is no

public water system in the town at this point in time. They

rely on dry hydrants, tankers and our mutual aid system to

supply water for large fires. There are 38 dry hydrants

strategically placed through out the town.

The department each year has applied for FEMA grants to

help obtain money for items which would otherwise not be

available. The Fire Prevention Trailer and all new

breathing apparatus were obtained thru these grants. The

department has applied for a $55,000 grant to obtain all

new radios for all the vehicles. These radios will enable us

to communicate more efficiently with our mutual aid

departments and other agencies in town.

The largest problem facing the Fire Department is the

aging of the fleet of vehicles. Each year, more and more

money has to be spent on the line item for Vehicle

Maintenance.

Many hours are spent each year by members using the Fire

Prevention Trailer to teach our children Fire Safety in a real

live environment. At Old Home Day the trailer was

available on the grounds and many people took that

opportunity to go through the demonstration provided by

the Fire Department members. The trailer is also used by

our mutual aid departments with the help of our members.

The department is more actively using the software

program Firehouse to maintain information on personnel,

vehicles, gear, and incidents. This will provide better

record-keeping and allow for more informed decisions.

The department played a major role in rebuilding the

Walnut Ave pumping station. This provides fire hydrants

and sprinklers in the center of town. A new pump and

engine have been provided. The old tower was removed

and the existing pond was excavated.

The members continually take on projects over and above

their fire fighting duties. A forestry tanker was made from

an Army truck, a fire rescue boat was created from a

donated pontoon boat, a computer room was built at

Company #2, a van was converted for the Fire Police, the

ambulance which was donated by the Ambulance

Association has been converted into a light rescue vehicle

for Company #2. There are also plans to convert a

donated ATV into a small all purpose vehicle.

The Fire Marshal’s Office is located in the Building

Department of the Town Hall and is responsible for the

enforcement of all applicable State and Federal Fire

Codes and Regulations and other duties as set forth in the

Connecticut General Statutes, as well as other legislation

enacted by the Town. Fire prevention is the primary

objective of the Fire Marshal, which is promoted through

inspections of properties and activities regulated by the

Connecticut Fire Safety Code, the administration of the

permit process for activities subject to those permits, and

by providing public fire education and guidance. The

storage, transportation and use of hazardous materials

and explosives are under the authority of the Fire Marshal,

as well as the administration of Connecticut Department

of Environmental Protection Open Burning Regulations, as

the Open Burning Official.

During the year, more than 200 site inspections of

properties subject to the Fire Code and Regulations were

performed. 11 blasting permits were issued, as were 300

Open Burning Permits. Plan reviews were performed of

proposed sites and/or buildings for code, regulation and

local requirement compliance. 35 hours were spent in

activities related to fire prevention education. 38 hours

were spent in professional training as required to maintain

Fire Marshal state certification.

18

Susan Bransfield,

Peter Hughes,

Mark Walter,

Jared Clark

Howard Dean

Kate Morris

Candace Casale

The Chatham Health District serves the towns of East Haddam, East

Hampton, Hebron, Marlborough and Portland.

The Board conducted nine monthly meetings, two special meetings, and

two public hearings, from July 1, 2008 through June 30, 2009. Minutes

of those meetings are on file at the office of the Director of Health and

with the Town Clerk of each participating town.

Municipal $431,335

State $113,204

Fees $80,093

Interest $575

Other $15,045

Expenditures $658,504

Use of Fund Balance $18,252

Septic 173

Water Supply Well 149

Soil Testing 170

B-100a and Eng.

Plan Review 498

Food Service 258

Day Care 8

Campgrounds 3

Housing Code - heat, water 28

Epidemiological Investigation of

EBL > 20 mg/dl and 2

Lead Paint Inspection 2

Public Health Complaints 78

Food Service Establishments 292

Temporary Food Service Events 243

Water towers have marked the Village

Center’s skyline for decades and in

many ways, told the story of our

town’s industrial past and the bellmakers

who shaped our identity as

Belltown USA.

The Walnut Avenue tower (right) came

down in 2008, launching a larger

project and upgrades to the Village

Center’s fire system.

The tower shown left, long a fixture on

Summit Street residents’ horizon, was

dismantled in 2007. The Watrous Street

tower (right), serves as the lone reminder

of water towers, once common features

of the Village Center’s industrial history.

19

EastHampton Social Services attempts to find services for those individuals and families in crisis situations.

These needs may be financial, medical, shelter, fuel or food related. This can be accomplished by directing

clients to the proper agency or in some instances help through town funds.

EastHampton Youth and Family Services provides at no-cost, individual, couples, and group counseling. The

agency provides crisis intervention and case management, as well as counseling services, to the EastHampton

schools.

The agency has an established working relationship with Connecticut State University’s master’s level counseling

programs. This intern program has given town residents additional availability for counseling that would

otherwise not be available due to limited staff and funding. This department has, at no extra expense to the

town, an additional counselor(s).

The following programs were offered:

• Juvenile Review Board (in conjunction with the EastHampton Police Department)

• Brave Girls Program

• Youth & Family Services Advisory Board

• Children’s Group (Center School)

• After School Enrichment Program (Middle School)

• Holiday Grief Group

EastHampton Youth & Family Services works closely with the Social Services Coordinator, to assist clients with needs such

as fuel, emergency food, and referral to appropriate state agencies.

Helped people in crisis situations who were in need of emergency aid, i.e. housing, food, medicine, fuel,

transportation, etc., through funds provided by the town and the EastHampton Volunteer Food Bank.

Attended monthly Youth & Family Services board of Directors meetings, juvenile review boards as needed and

determined by Y & F, attended energy meeting given by CL & P, and CRT, Salvation Army meetings, Food Bank Board

of Directors meetings, gave talks to organizations, attended any meetings and emergencies as needed.

Attended C.L.A.S.S. (Connecticut Local Administrators of Social Services) where speakers and other social service

agencies keep abreast of new programs for our clientele.

Administered all evictions for the town from residences including auctions.

Worked very closely with the EastHampton Volunteer Food Bank and Youth and Family Services.

Continue to provide aid to clients with immediate needs when in crisis with basic necessities and also to direct to other

areas for on-going help. Social Services and Youth and Family Services continue to work together to help clientele.

Conduct programs with State personnel on programs that EastHampton residents may be eligible for, i.e. Food

Stamps, Husky, energy assistance, etc. Clients may sign up and be certified same day in EastHampton office.

Call for service 865 1,000

Appointments 130 160

Human Services agencies are staffed by one (1) parttime

Social Services Coordinator and one (1) full-time

Youth and Family Services Director, as has been the

case for many years.

Families/Individuals served 70/240 80/250

20

The Senior Center is a community focal point where older adults come together for services and activities that

reflect their experience and skill, respond to their diverse needs and interests, enhance their independence, and

encourage their involvement in the community. The Center also serves as a resource for the entire community for

the information on aging, support for family caregivers, and development of innovative approaches to addressing

aging issues.

Transportation to medical appointments,

shopping and personal care is available to seniors and

persons with disabilities through the American Red Cross

Dial-A-Ride program for a charge of $1.50 per ride.

Applications are available at the Senior Center as well as

through the American Red Cross. Financial assistance is

available when income requirements are met.

The Center also provides enhanced transportation services

to the elderly community, via the EastHampton Senior Van.

The driver provides 10 hours of service for recreational and

social trips.

Middlesex Hospital Homecare offers a

blood pressure testing twice monthly and Annual Flu Clinic

at the Senior Center, as well as periodic cholesterol and

glucose screenings. The Connecticut VNA provides a foot

care clinic for a fee. The Hartford Hospital provides an

annual Mammography Clinic via their mobile unit. In 2009

we held 2 clinics due to the overwhelming response to the

first clinic offered.

Informational sessions

are offered by the Center several time per year. These

presentations equip the older adult with timely information

related to fitness, nutrition, financial planning,, current

legislation, and legal issues, among others. Additionally,

the Center sponsors AARP’s Defensive Driving program

twice annually and offers AARP’s free tax preparation

assistance.

The Senior Center’s

Walking Club has been

active for several years.

Just as the motto says:

EastHampton Senior

Center : Where Age Has

No Limits!

This year the Bank of America sponsored “Peace of Mind

in Retirement”. They offered six seminars addressing estate

planning, government benefits, How to De-Clutter your

life, Caregiver’s support and Reverse Mortgages.

Computers are available to the older adults with unlimited

access to the Internet via high speed connection.

Senior

Center personnel help the older adult and disabled

process annual energy assistance applications. This

assistance is provided through the Community Renewal

Team (CRT), with emergency aid available through the

EastHampton Food Bank, if needed. We also help people

with ConnPace applications, re-determination notices,

Medicare Part-D and other documents as needed. Social

Service needs are increasing at rapid rate. An average of

6 people enter the Senior Center daily with social service

needs.

The senior

center offers a variety of exercise programs. During the

year, classes such as, tap, and line dance, “Sit and

Stretch’, etc. are made available for a nominal fee. These

classes focus attention on proper breathing and balancekeystones

to increased mobility and vitality. The program

is continually being challenged by increasing participation

and less space to manage the program. At present there

are 20+ participants. The Annex multi-purpose room is no

longer an appropriate space as there is not enough room.

We are now back using the Senior Center meeting area as

our exercise room. While this means changing rooms and

furniture arrangements daily, the room meets the groups

needs, today. An additional instructor and additional time

slot may be indicated in the near future to meet the

exercise group needs.

This year, we offered a class at Fit Trix through a grant

received from the state. Twelve people participated in this

8 week program. Five of these were new to the regular

exercise program.

21

The Community Renewal Team (CRT) provides well-balanced, nutritional meals Monday through Friday

at the Senior Center as well as Meals-On-Wheels programs for the home-bound elderly/disabled senior citizen.

CRT meals are funded by the Federal Title III Grants. Approximately 6,000 meals were dispensed over the year.

A donation of $2.00 per meal is suggested. The Food Site manager is always seeking volunteers to deliver the

Meals on Wheels to individual homes.

CRT has sponsored several meals to meet the needs of the Senior population and the Senior Center. For example

they have provided terrific boxed lunches for when the seniors traveled to the beach. They have provided our

birthday cakes this year for the monthly birthday party, and sponsored our Annual Picnic at Sears Park. It has been

a pleasure to expand our nutrition program and to reach out to others.

The Center provides a place for seniors to gather and socialize through various planned

program opportunities. Many also enjoy less structured time at the Center a place to chat over coffee, assemble

a puzzle or read the paper in the company of others.

This year the Center received a Wii game and the seniors are participating regularly in Bowling Tournaments and

increasing their skill levels with golf, tennis, boxing, and baseball. In addition, the Center was able to purchase a

50’ wide screen plasma TV via a state grant. The wide screen is a definite enhancement especially for the Wii

Games. It made the Bowling Tournament feel like you were in the actual bowling alley. Daily activities include

dancing, exercise, cards, singing and hand-chimes, making sojourn bears for cancer patients, and crafting. The

Center offers regular shopping trips to various malls and local communities. We also offer educational and

cultural excursions, to museums and special events.

Crafting provides entertainment, productivity and opportunities for community outreach.

Seniors bring vast amounts of experience and patience in working with school-age children through the ‘G.I.F.T.’

program (Generations Investing in Friendships Together) an intergenerational program. G.I.F.T. is a highly

successful and active volunteer program which fosters collaboration between the town’s seniors and local school

children.

The Seniors also contribute to the well-being of the community by volunteering for the

EastHampton Food Bank, Meals-On Wheels, Red Cross bloodmobiles, and through the Belltown Senior Citizen

Club’s various community-centered activities. The Senior Center benefited this year from over 4,000 volunteer

hours alone, in the office, answering phones and general office duties. Meals-On-Wheels volunteers logged in

nearly 2,000 hours and the kitchen volunteers put in approximately 2,500 hours. The Center could not offer all

the activities it does without the help of volunteers.

Patricia Dufour,

Jo Ann Ewing,

Monica Kangley,

Ann McLaughlin,

The Housing Authority of the Town of EastHampton maintains two senior housing

complexes; Bellwood Court on West Drive with 30 one bedroom apartments; 22

single @ 410 sq. ft. and 8 double @ 510 sq. ft. and Chatham Acres on Governor Bill

O’Neill Drive with 40 one bedroom apartments; 30 single @412sq.ft., 6 double

@518sq. ft. and 4 handicap accessible @600sq. ft.

The total number of occupants as of June 30, 2009 was seventy-one. The Housing Authority is required to have a state

approved Fair Housing Marketing Plan. As per this plan we advertise for new applicants from January through June

each year. To be eligible to apply, a person must be 62 or older or certified disabled under the Federal Social Security

Act. Income limits apply according to HUD medium family income estimates that are calculated using the Fair

Marketing Rent definitions. The Housing Authority maintains a waiting list for applicants. As of June 30, 2009 there are

eighteen names on the waiting list.

22

The Housing Authority considers both complexes to be in good condition. Upgrades are done as needed and as

funds are available either through grants or use of reserves. The Housing Board of Commissioners feel it is

essential to keep the apartments in good condition in order to provide safe, decent and affordable housing choice

for our residents and those seniors of low to moderate income who are looking to apply.

The Housing Authority receives a Grant from the Department of Economic and Community Development for a part

time Resident Services Coordinator (RSC). The RSC helps the residents apply for programs and needed services and

coordinate social activities and informational programs.

The Housing Board of Commissioners is planning on reviving the congregate housing project that was planned in

the early 90’s. The Housing Authority put out a survey in May 2009 to gather the interest of our town’s citizens and

also of seniors in the surrounding towns. We received a very positive response to the survey which the Board felt

showed a need for this type of rental housing in EastHampton. The Board has interviewed three consulting firms

who have experience in development of various types of housing and the expertise in finding various sources of

funding. Soon one firm will be chosen and the first step will be to have a feasibility study done.

The Public Works Department is responsible for the

maintenance of the Town’s infrastructure, some of which

includes the following: sweeping 82.8 miles (165.6 lane miles)

of improved roads, bituminous pavement repairs, cleaning of

approximately 2037 catch basins, and maintenance of the

Town’s drainage system.

The Department continually installs new street and traffic

control signs as well as the repair, replacement and cleaning

of existing signs. Inspection of all new roads and driveways

being constructed as well as work being performed in the

Town’s right-of-way, i.e., CL&P crossings; cable t.v. crossings,

etc. are done by the Public Works Department.

In the spring and once again in the fall, the Department grades

approximately 7.2 miles of unimproved roads as well as

touching them up after severe rainstorms.

The Department is also responsible for the maintenance of five

local cemeteries and assisting the Park and Recreation

Department in the maintenance of Sears Park. Public Works

operates the Town’s transfer station approximately 52 days per

year.

In-house services are provided to the Board of Education,

which includes sweeping parking lots, cleaning catch basins

and plowing and sanding parking lots. Public Works also

works closely with Parks and Recreation, Facilities and the

Police Department on special projects.

The Department’s primary objective in the winter months is

snow removal work.

During storms, the Department also plows and sands

7.0 miles of sidewalk and performs maintenance on

equipment.

Department personnel also respond to emergencies at

the request of the Fire and Police Departments.

The Middle Haddam Public Library celebrated its

centennial year in 2009. Originally dedicated in July

1909, the library has for 100 years served as a center

of community life in an

historic Village, previously

home to more than a

dozen sea captains and

the several shipyards.

The library serves as a

focal point for community

gatherings and routinely

offers a variety of cultural

events featuring writers,

poets; artists, artisans,

and craftsmen, as well as

local musicians.

23

Effective January 2, 1979 Town Ordinance 4.02 created a Water and Sewer Commission for the Town of East

Hampton, which is designated as the Water Pollution Control Authority. The Authority is responsible for the

operation of the Town’s water and wastewater systems under Chapter 102 and 103 of the Regulations of

Connecticut State Agencies. The Water Pollution Control Authority is a seven member board which meets every

first Tuesday of the month.

In 1978, an inter-municipal agreement between EastHampton and Colchester (Joint Facilities)

was entered into which governed the construction and operation of the Joint Facilities Water Pollution Control

Plant located in EastHampton. This wastewater treatment facility originally was intended for the public

sewerage needs of EastHampton and Colchester and was designed to process an average daily flow of 3.9

million gallons. Final design approval from the Connecticut Department of Environmental Protection (CTDEP)

allowed for future expansion capabilities to 7.0 mgd in order to regionalize the area by including portions of

the towns of East Haddam, Lebanon, Marlborough and Hebron. Currently parts of EastHampton, Colchester

and Hebron are being served. In 2006, the CTDEP approved the request of the Joint Facilities to add the eastern

portion of Portland to the planning area. In 2009, Marlborough will be completing a major wastewater project

to connect its central business district and surrounding areas of Lake Terramuggus. The treatment process

utilizes an activated sludge system to remove approximately 90% of the major pollutants and for over 25 years

this system has faithfully accommodated the needs of the served communities.

To keep the waters of the state clean the Joint Facilities consists of the Public Utilities Administrator, a

Superintendent, a staff of five certified wastewater operators, one laboratory technician and one fulltime and

one part-time office staff. In addition to operating the wastewater treatment plant and collections systems in

Colchester and EastHampton the Joint Facilities also provides contract services to Hebron and in 2009 the Town

of Marlborough. In the Town of EastHampton the WPCA is directly responsible for over 34 miles of collection

system and 20 lift stations. The EastHampton WPCA operating budget ending June 30, 2009 was

$964,676.00, which included $620,239.00 as EastHampton’s share of the Joint Faculties budget.

Users of the EastHampton wastewater system currently pay $270.00 per Equivalent Dwelling Unit (EDU) for the annual

use of the system. Users that have a grinder pump that is maintained by the WPCA pay an additional $80.00 per year.

Based upon the population served this user rate is at the median of a 16 town average. Pursuant to regulations established

by the State Department of Environmental Protection (CTDEP) the WPCA operates under an “

” i.e. all fees

paid by the users of the system must be used for the operations and maintenance of the wastewater system. There is no

Town tax revenue used for the operations or maintenance of the wastewater system.

In 2002 the Commissioner of the Department of Environmental Protection ordered that a Facility Planning Study be

commissioned to investigate the improvements necessary at the Joint Facilities Water Pollution Control Plant and collection

systems within the Towns. This study was necessary in order to achieve future State and Federal water quality goals while

providing for expected future growth within the wastewater service areas of a seven (7) town region as portions of the east

side of Portland were added to the regional plan. In June of 2005 the Joint Facilities submitted its’ Facility Plan to the DEP

containing $25,000,000.00 of wastewater improvements for the next 20 years. The plan is under review by the CTDEP.

Although development in the Town has slowed, the WPCA completed one of the largest infrastructure projects since the

wastewater system was built with the addition of the Marlborough Wastewater system. This 225,000 gallon per day project

was conceived in 2002 and provided the Town a unique opportunity to provide wastewater service to the Town’s Design

Development Zone (DDZ) along Route 66. By designing a collection system that took advantage of the work the Town of

Marlborough was performing in EastHampton, the WPCA installed multiple piping to accommodate the DDZ. These three

wastewater collection systems were installed in the one trench allowing the Town’s DDZ to be served at a fraction of the

cost. All funding for this project was generated thru the WPCA, no tax dollars were used.

24

Providing wastewater service to the DDZ required one additional wastewater lift station building bringing the

Town’s total to 20. The increase in the number of pump stations and the ever increasing environmental

regulations to protect our environment in the future will directly impact the 3260 users and the current sewer use

rate. It is the intent of the Authority that a substantial portion of the cost of the needed infrastructure improvements

to our 25 year old facility will be funded through a combination of CTDEP grants and/or low interest loans to

reduce the impact on sewer users.

The Town is the Exclusive Service Area provider for potable water service for the majority of the Town.

EastHampton has historically relied upon individual on-site rock wells for water. Over the last several years an

increasing number of quality and quantity problems, incidents of contamination, iron and manganese problems,

as well as decreasing water table levels, have been identified in the Town. In some areas these incidents of

contamination have rendered the water unsuitable for drinking. The full extent of groundwater contamination in

EastHampton is not known as groundwater moves very slowly and it may take many years before an affected

area is recognized.

Within the Town there are over 60 Community Water Systems

(CWS) ranging from those which serve housing developments

on an annual basis to those that serve public buildings,

schools, churches, campgrounds, stores, restaurants, etc.

which serve 25 individuals or more on an intermittent basis.

The Town owns and through the WPCA operates two of these

CWS, the Town Center Water System (TCWS) and the Royal

Oaks Water System (ROWS).

In 2009, the operation of the TCWS entered a new era of

efficiency with the rebuilding of the water treatment plant

pursuant to a Department of Health Service Consent Order.

Gone are the days when a leak at a customer’s premise

would render the system inoperable or the need to notify the

Department of Health that we were required to purchase

water in order to keep the system pressurized. The TCWS can

now be operated in a more cost effective manner with a

greater degree of dependability while providing additional

limited service to the Village Center.

In 2005, the WPCA began operating the Royal Oaks Water

System (ROWS) off of Smith Street which when completed will

serve 82 residents; presently there are 67 customers. In

2006, the WPCA expanded this water system to interconnect

the Memorial Elementary School (MES). This interconnection

provides safe, clean and reliable drinking water service for all

that use the building and provided closure to a long standing

DOHS Consent Order against the Town and MES.

For the immediate future additional Community Water

Systems are possible within the Town’s ESA. To address

operational and fiscal concerns the Town recently

adopted “Regulations for Acceptance of Public Water

Systems under the Certificate of Public Convenience &

Necessity for those systems operated by the WPCA. The

long term solution for potable water in EastHampton

remains a centralized water system which continues to be

pursued through the Town’s Water Development Task

Force and WPCA.

In FY09, the south side of our

town’s Route 66 commercial

corridor underwent change.

Owing to $500K in CT STEAP

Grant funding, improvements

included installation of curbs,

sidewalks, decorative crosswalks,

trees, and ornamental

lighting, among other

improvements.

The WPCA, through contract services with several State

certified water treatment and distribution operators, is

responsible for the day to day operations of both of these

systems. Due to their small size no presently

exists for the water budget and the Town’s General Fund

contributes to the operation and maintenance of these water

systems. Water rates established by the Town Council strive

to minimize this contribution from the Town’s General Fund

while maintaining a balance with surrounding communities.

25

Richard Norkun, Chairperson

Timothy S. Csere, Vice Chairperson

Tim Adams, John Wright, Mark Vickery,

Dan Roy, Len Heroux

The Parks and Recreation Department’s strategic plan to improve

efficiency in the delivery of services continued into the 2008-2009

fiscal year. The capital improvement projects that were funded

invested in more proficient equipment, improvements, and

preventative maintenance of facilities and grounds. Operating

budget initiatives also targeted improvements to parks and

grounds, as well as improving performance levels of service

delivery, and better resource alignment.

The Parks and Recreation Department’s total approved operating budget was $349,208. This

amount reflected a .03% increase over the previous year’s budget. The department’s portion of the town’s operating

budget accounted for .936% of FY08-09’s $37,283,721 approved budget.

Parks and Recreation’s portion of all capital improvement funding accounted for 5.943%

of $1,312,400, the town-wide capital improvement budget for FY08-09. Descriptions of capital expenditures follow:

$15,000 Ride-on mower and walk behind mower

$10,000 Tennis Court repairs at the High School

$12,000 Repairs and staining of Leathers Playscape

$15,000 Track sinking fund

$10,000 Sears Park Master Plan schematics

Our residents “unlock the fun” of fitness

and recreation and build life-long skills

and camaraderie via our year-round

programs and facilities.

Sears Park sticker sales generated $22,141 in

revenue for the 2009 season: 884 vehicle; 145 senior and 213 boat

stickers were sold. Improvements were made to the driveway and boat

parking areas in Sears Park (funded out of the Sears Park boat launch

improvement fund).

A master plan of Sears Park was completed.

The schematics took into consideration programming needs, patron

safety, environmental concerns and traffic flow. The plan was adopted by

the Town Council and will be the framework for future design and

construction plans as funding allows.

Recreational programming continues to

be a strong service area for the department. During FY08-09, programrevenue

totaled $221,000. The department supervised 230 program

instructors, staff, and volunteers; administered 275 programming

sessions/classes; processed 3,772 enrollments, and produced 20

publications. Forecasts of programming figures for FY09-10 are slightly

lower due to the economic recession.

Park & Rec’s

maintenance responsibilities include 93

acres of school grounds and athletic

complexes, Sears Park, town-owned open

space, trails, and some small areas in the

village center. The town’s beautiful grounds

and athletic fields are the direct result of the

hard work of 2 full-time and 3 seasonal

parks maintainers.

26

The library uses outcome measures; formal and informal feedback, and local data to evaluate

public interest in and sustained use of the services we offer. Our services grew in FY09 and the pace of growth picked

up notably in the last quarter of the year, with the opening of the new Main Street Bridge. Fiscal year highlights

include:

The library circulated over 129,700 items in FY09, a 3.9% increase over FY08. The library's circulation was

equivalent to every resident borrowing 10.3 items.

In-person library visits exceeded 104,000, a 6.5% increase. Remote usage of our online services jumped by

19%. Inviting, reputable, and locally-sensitive online services continued to attract interest in and use of inperson

services.

Provided deposit collections to five locations and expanded outreach visits to local childcare centers; delivered

over 2,600 books to non-library locations, including the Sears Park summer camp.

Program attendance increased by 5.3%; the number of programs by 2%. Over 13,000 people attended library

programs in FY09; our programs offered literacy-based, cultural, and enrichment opportunities to people of all

ages.

Our staff fielded 13,000+ reference questions in FY09, by phone; email, and beginning in late third quarter,

via a limited IM pilot program. Ease of contact generated a 27% increase in use of our reference services.

Friends of the Library and youth volunteers continued to help the library connect to the community. In FY09, 50

volunteers contributed a total of 2,500 hours; these hours were expended on managing the Friends Book Store

and assisting on narrow projects. Volunteers were, by majority, middle/high school students and active older

adults with a strong interest in public service.

Exceeded estimates on revenue returned to the town via collection of fines and service fees, with no substantive

decrease in public good will.

Our staff used state of the art software to facilitate near 2,200+ interlibrary loan requests. Owing to greater

emphasis on local services and collections, the library loaned more than it borrowed.

Expanded library presence on the Internet using Web 2.0 tools; web logs in particular took hold with the public

as a convenient way to access information about our services.

In total, EHPL services remained an exceptional value in FY09; per capita library cost was $33 or less than $.64 per

month, per capita.

The Board of Education developed the following goals for 2008-2013:

1 The Board of Education will develop a long range plan to implement the EastHampton Public Schools Vision

Statement.

2 A review will be conducted of district facilities and infrastructure needs and a plan developed/created and

implemented for addressing these needs so that they reflect 21 st century educational standards.

3 An evaluation will be conducted of the alignment of programs, curriculum, instruction and assessment by grade

level and content area, within a framework of prioritized resources and structures, to create a pathway of

continuous improvement of student achievement for all students.

4 A review of the current district technology plan will be conducted, appropriate recommendations will be made,

and the implementation of the technology tools and student management system will be monitored and

evaluated.

27

The Board is appointing a group which spans the community to work with administration on

developing a vision statement this year. This group will also provide guidance for the format of future planning.

This year the Board Chairperson and the Superintendent served on a facilities task force whose charge

was to develop a plan for improving school and town facilities as a package. The Board of Education

subsequently approved a motion which would send a recommendation to the Board of Finance and Town

Council to build a new Center School and to renovate the high school. The Transportation, Buildings and

Grounds Committee has continued to work on having the schools develop educational specifications. This

committee is also following up on the need for a new roof at Memorial School and the replacement of the

underground oil tank. This work continues into the 2009-2010 school year.

During the past two years, significant professional development has taken place during which the staff

moved on to develop consensus maps in Curriculum Mapper and was trained in the developing of Enduring

Understandings and Essential Questions using Understanding by Design as the foundation for curriculum

writing. During the past year, the following curriculum has been completed or nearly completed:

K-8 Language Arts,

K-8 Mathematics,

K-10 Science,

Chemistry, levels 1 & 2, AP Statistics,

Physics and,

Mathematics and Language Arts probes and universal screenings for the SRBI process.

Staff have also been trained in the SRBI (scientific researched based interventions) model and in how to use the data the

universal screens and probes give them on students. Data teams have been formed at the grade level, course, school

and district level to ensure that appropriate student data is analyzed and used to improve instructional practice. This is

a regular education program designed for use by all districts by the State Department of Education to provide early

intervention for students.

The Sitton spelling program was piloted and will be implemented in the 2009-2010 school year. This program

teaches high frequency words to students and holds them accountable for always spelling them correctly. This is a

departure from the weekly memorized list of words which is often quickly forgotten and rarely transferred to the

student work.

The results of the Connecticut Mastery Test (CMT) administered to grades 3-8 and the Connecticut Academic

Performance Test (CAPT) administered to grade 10 showed tremendous improvements in many areas. School

Improvement plans targeted these assessments in every school with specific plans for action.

Since the last annual report, the Board of Education has made enormous changes in the technological capacity

of the school district. Through creative use of a leasing arrangement, the Board was able to refresh the entire high

school and much of the middle and elementary schools with state of the art computers. A special donation from the

Department of Agriculture of high end, two year old computers and lap tops has enabled us to upgrade the rest of the

middle school. Some wiring was done and a computer lab was installed in Memorial School. The current lab at the

middle school was upgraded and the multi-use lab was also restored to useable condition. Smart Technology has been

installed in 7 areas in the high school including the media center with two in the middle school and one in each

elementary school. Training for teachers will begin in September 2009.

The technology plan was revised by a district wide committee of teachers, technicians and administrators. The plan was

reviewed by Learn, the local area RESC, approved by the Board of Education and submitted to the State Department of

Education in the spring.

The school district was able to take advantage of a Comcast cable program which provides free cable to the schools.

We now use the cable for much of our traffic which has greatly improved the capacity of the network.

28

The Director of Support Services continued researching programs and

services that will enable students of special needs to remain in district and

budgeted for programs and services that will allow some students who are

presently out placed to return to district where they will be educated with their

peers. During the 2008-09 school year, The Learning Center was developed

and implemented in partnership with East Haddam Public Schools. The

lower level of the American Legion Building was converted into a facility for

these students with a capacity of 8-10 students. This program has had three

major impacts; first, our students are able to stay in their home community;

second, there has been considerable cost savings in outplacement tuitions

and third; this was a wonderful opportunity to form a partnership with

another community.

The Chatham Historical

Society is dedicated to

preserving and sharing

knowledge about our

town’s rich history. The

society operates a museum

complex on Bevin Blvd.

There is a teacher, a social worker and a paraprofessional working in this

program. All students take their course work using the Virtual Learning

Academy sponsored by Learn and use computers to access their online

learning. The teacher oversees and supports their learning. There is also a

vocational component to the program provided by Kuhn, an agency based

in Middletown. Workers come to EastHampton and work with students to

prepare them and provide experiences for them in the real world of work.

The Planning, Zoning and Building Department is responsible for the regulation of building construction and the

administration of land use regulations and requirements. It staffs and supports the Planning and Zoning

Commission, the Zoning Board of Appeals, and committees and sub-committees thereof. It shares staffing

responsibility with the Public Works Director for the Inland Wetlands and Watercourse Agency. The Building

Officials enforce the provisions of the Ct. State Building Code and enforce the Zoning Regulations.

In fiscal year 2008-2009 the building department performed 973 residential and commercial inspections. These

inspections included electrical, mechanical, plumbing, structural and finish inspections.

Six hundred eighty-six existing homes and businesses were expanded, renovated or otherwise improved and 16

new housing units were constructed during 2008-2009. The expansion of an existing shopping plaza and

construction of a medical office building were approved.

The Planning and Zoning Commission, the ZBA, and the IWWCA meet monthly to hear matters such as

subdivision applications, site plans and other land use matters. The Planning and Zoning Commission continues

to utilize and review the Plan of Conservation and Development and works to improve the Zoning & Subdivision

Regulations.

Fees are collected for building, zoning, electrical, plumbing, and mechanical permits. Subdivision, wetlands

permits; variances and site plans are also subject to application and inspection fees. This revenue is intended to

offset the costs associated with the administration of the functions of the department. These fees were in excess

of $85,000 for fiscal year 2008-2009.

29

The office is staffed by an Administrator (serving as a Zoning Enforcement Officer, Building Official, and Town

Planner). In August 2008 an office technician was added to the staff, bringing that number to two, and in

September 2008 a building official (also assisting with Zoning Enforcement) was added to the department staff.

In January 2009 the Chatham Health District relocated to their new facility at 240 Middletown Avenue allowing

the Planning, Zoning and Building Department to expand to full use of the building available to it and improving

both functionality and efficiency. Office hours are 8:00 A.M. – 4:00 P.M. Monday, Wednesday and Thursday,

8:00 A.M. – 7:30 P.M. on Tuesday and 8:A.M. – 12:30 P.M. on Friday. The office is located in a building directly

adjacent to the Town Hall at 20 East High St. The telephone number is 860-267-9601.

Further information regarding regulations, activities of the boards and commissions etc. can be found at

http://www.easthamptonct.org/

The Community and Environmental Planning Department is responsible for a progressive land philosophy, quality growth,

sustainability, and historic preservation and is made up of the Director of Community & Environmental Planning. The

director focuses on this philosophy while looking at economic development and redevelopment opportunities in the East

Hampton Village Center and other commercial corridors within Town. The director staffs and supports the Design Review

Board, the Economic Development Commission in conjunction with the Town Manager, and the former individual

Conservation and Lake Commissions. The department also supports the goals of the EastHampton Plan of Conservation

and Development for guiding future development and visioning future plans for the town.

This department was newly formed in 2009 to address the growing needs of the Town’s community and environmental

planning goals and to emphasize the importance the Town of EastHampton puts on its treasured natural resources

including state parks, the Salmon River, Connecticut River, Lake Pocotopaug and other natural resources. The department

functions to help achieve economic, redevelopment, and natural resource protection goals. In the near future the director

will be drafting a guiding principles document or vision for the Town to guide future goals for growth, preservation, and

City/Town;Weather Condition;Temp (F);Wind Direction;Wind Speed (MPH);Humidity (%)

Albany;Cloudy;33;NNW;2;79%

Binghamton;Mostly cloudy;26;WNW;9;81%

Buffalo;Cloudy;36;W;4;58%

Central Park;Cloudy;38;N;3;69%

Dansville;Mostly sunny;36;WNW;9;54%

Dunkirk;Flurries;38;W;6;64%

East Hampton;Mostly cloudy;42;N;15;55%

Elmira;Partly sunny;35;WNW;12;53%

Farmingdale;Partly sunny;41;N;12;59%

Fort Drum;Partly sunny;29;WNW;3;55%

Fulton;Mostly cloudy;32;WNW;9;63%

Glens Falls;Cloudy;29;ENE;5;81%

Islip;Mostly cloudy;43;NNW;6;49%

Ithaca;Cloudy;29;WNW;14;72%

Jamestown;Cloudy;31;WNW;8;78%

Massena;Mostly cloudy;27;Calm;0;66%

Montauk;Mostly cloudy;42;NNW;10;62%

Montgomery;Cloudy;38;NNW;9;64%

Monticello;Cloudy;33;WNW;5;75%

New York;Cloudy;41;NW;3;58%

New York Jfk;Flurries;39;NW;13;61%

New York Lga;Cloudy;41;N;8;62%

Newburgh;Mostly cloudy;36;N;6;80%

Niagara Falls;Cloudy;35;W;5;63%

Ogdensburg;Partly sunny;28;Calm;0;68%

Penn (Yan);Partly sunny;34;NW;7;56%

Plattsburgh;Mostly sunny;28;NNE;8;58%

Poughkeepsie;Cloudy;38;N;6;69%

Rochester;Partly sunny;35;W;9;56%

Rome;Cloudy;32;W;14;72%

Saranac Lake;Partly sunny;26;N;6;63%

Shirley;Mostly cloudy;43;NW;14;55%

Syracuse;Mostly cloudy;34;NW;7;75%

Watertown;Mostly sunny;31;N;7;61%

Wellsville;Cloudy;29;NW;9;74%

Westhampton Beach;Mostly cloudy;42;NNW;18;57%

White Plains;Mostly cloudy;40;N;13;62%

_____

Copyright 2021 AccuWeather