Fiscal Year 2021 Annual Report Part B (PDF)

ERF RD 
PUB.LIC 
R. ·KS DE 
RT E . NT 
. 
. 
ANNUAL REPORT FV21 
155 

From the Director: 
This past year saw many accoinplishinents, challenges addressed 
and changes made. This annual report will highlight the span of the 
department services and the expertise o.fthe staff. From the irritat­
ing pothole that needs to be taken care of to the handling of 20,000 
toM of waste, I hope the following will be an illustration of the impact 
to the community on what services the Department provides. 
The Department's goals are to; 
Protect and prolong the life ofour assets 
Support the advancement of the. quality of .life 
Provide cost effective and efficient services 
We are proud of what we do; what we have to offer, and will continue 
tq share that with the community throughout the year. 
Every day; not only do we accomplish typical public works tasks, we 
alsq·provic;
fe supportto other town departments, from assisting Re.c­
reation and Parks with our heavy and high reach equipment to.the 
Registrars. of Voters in the setup ofthe various. voting locations. 
In 2021, we saw the completion of the Municipal Complex, The pro­
ject, managed by the Municipal Building Committee will serve the 
Tbwn's needMar into the future. Another notable project was the 
Public Toilets at Waterford Town Beach. Public Works provided sup­
port such as tree removal, asphalt and accounting: 
Speaking of tree work; this pastyear has been hare:! on our trees. 
Public Works was not only addressing trees along our roads, we also 
assisted with removals in the Town Center; 
Next year looks Just as good as this last year. Infrastructure repairs 
and renovations, standing ready to assist in the Town Center project 
and to respond to what nature has in store us, all in a typical day of 
Public Works; 
156 
OFFICE 
CONTACTS 

2021 Public Works Annual Report 
Building new is easy, to maintain is difficult, but not impossible. 
The focus for Public Works is to maintain our Roads (asset valued at $28 million), our 
Fleet and Mobile Equipment (replacement costs of over $6 million), manage the col­
lection and disposal of solid waste and equally important, focusing on; 
* High level of Cu5tomer Service
* Excellent records management
* Compliance with Environmental Operating Permits
* Ability to respond to Emergency Management Incidents
This Annual Report provides not only general information, it provides the "how many 
or how much" of the major tasks assigned to the Department. There is also a section 
entitled 110f Special Interest" which has "Frequently Asked Questions" for Public 
Works issues. 
Funding: 
The Department is funded annually by several revenue streams. 
Figure 1 shows what was projected for the Fiscal year ending June 30, 2021. In gen­
eral, the revenue streams remains the same, with the majority of the funding from the 
general fund. 
Figure 2 represents where the budget is allocated. Note that 26% of the budget is to 
manage waste. 
Staffing: 
Figure 3 illustrated how the department is organized. Personnel are assigned to a 
division, but are moved between divisions to match the work flow. 
157 

Figure 1 
2021 PW Revenues 
1. Municipal Solir::I Waste
2. Bulky Waste
3. Curbside
4. Scrap Metal
5. Yard Waste
6. Carts
7. State Aid
8. General Fund
158 

2021 PW Budget 
1.-Administration / Clerical 
2.-Engineering 
3.-Equiprnent Maintenance 
4.-Highway 
5.-Sanitation 
6.-Snow removal 
7. -Environmental
8.-Facilities 
159 
Figure 2 

Figure 3 
160 

HIGHWAY OPERATIONS is not just the asphalt, but 
everything within ·the ·Right of Way. 
(This budget accounts fo(largcst portion of the Public Works Annual 
Budget.) 
It is important for the residents to have well-maintained and well-lit 
roads to ensure that traffic flows as smoothly and safely as possible. 
In order to accomplish that, the Department mixes in-house work with 
contracted work to provide a cost effective delivery of services. 
Resurfacing of our toads, bridge and culvert renovations and side­
walk replacements are funded from either the Capital Improvement 
Program or the Capital non-Recurring funds that are approved sepa­
rate from the annual Public Works operating budget. 
For our '120 miles ofimproved Lown roads and 0.27 miles of unim­
proved Town roads with a replacement value of over $28 million, 
our highway operations generally consists of: 
*Pothole and pavement repairs 
*Dead Animal removal
*Signs and roadway markings 
*Sidewalk and curbing repairs
*Stre:et Lighting
*Street Sweeping
*Snow & Ice response
*Tree Work
*Utter Control 
*Vegetation Control (mowing)
:1tStorm drainage system maintenance and repairs 
It also includes the maintenance of all town bridges, all Town drain­
age pipe; catch basins, and all sidewalks including those on state 
road$. 
Highway operations personnel also provide support for other activities 
such as the Transfer Station operation; substitute drivers for the sani­
tation division, polling place set up and break down and emergency 
response. The personnel also perform the residential curbside bulky 
waste and brush collections. 
161 
HIGHWAY STAFF 
SIDEWALK 
SNOWPLOW 

This Division, with the use of a 65-footaerial bucket truck, maintains approximately 8,200 street 
trees, assists Recreation and Parks in maintaining their ballpark lights and maintains the Fire De­
partment's preemption devices at the major roadway intersections, so that the emergency vehi­
cles ensure safe passage through busy intersections. 
Highway operations maintains everything within the right of way (usually 50 feetwide) , see 
E:xhilJil A of our streets and all easements for drainage. 
By the numbers, we maintain: 
•
20 l:!ridge & major culverts (plus 2 bridges shared with NL)
•
33 Miles of sidewalks
,+ 3,200 stormwater catch basins 
•
$$. miles ofsto.rmwater piping
•
.3 traff1(;: sigrtal locations
•
3,40OtrafficůJgns
·• 70.7 street name locations
•
;521 ·stop bars
•
4 Railroad crossing signage
•
44 Grosswalk lqcatipns
•
560,000 LF of center line markings
•
4.9 miles of guide rails (wire, rope, rail and guard posts)
•
1,900 street light units
•
8,200 street trees
162 

SO'RIGf!TOFVD.Y 
11-12'"1AAVEll-"'E 
11-12' TRAVEL lANE 
LOAM&!IYDR 
COMP.ACTEOGRAVEllVISECOURSE 
-----
PLACJ==i"J-; 
UllLITlrLm'---------
TYPICAL 2-LANE ROADWAY CROSS SECTION 
CROWNED-CURB OR BERM 
NOTTO SCALE 
163 
EXHIBIT A 

EQUIPMENT MAINTENANCE 
This Division's skilled mechanics perform services and 
repairs for the simple $125 weed wacker to the 
$350,000 automated collection truck. 
What is funded here? 
Funded from this division are all costs (labor & parts) 
for repairs to the Public Works assigned vehicles and 
an Administration vehicles assigned to other Town De­
partments. AU other vehicles and equipment 
repairs parts are charged to the.irrespective 
departments. 
164 
EQUIPMENT MAINTENANCE STAFF 
603WORKORDERS IN FY21 
Serviced by this. diVision: 
o
Senior Service vans
o
Police
o . Recreation & Parks
o
Utility Commission
o
Fire (admin & small trucks)
o
Public Works

_ 
 
Solid Waste (This budget is the second larg­
est portion of the Public Works Budget) 
(Curb$ide· collection and Transfer Station Operations) 
The best place to start this discussion is from 
where the waste is .generated, the home. Busi­
nesses, apartment complexes and condominiums 
may be a little different, but basically it follows the 
same. 
The Department collects from the curbside once a 
week for garbage (BLUE cart) and every other 
week for recyclables (GREEN cart). If you haven't 
heard from new residents who have moved into 
Waterford from the surrounding area, this color
scheme may be confusing. The color scheme is 
the reverse for all other communities. (blue for re­
cycling, green for garbage) 
soun WASTE STAFF 
­
Ing materialsnpe•te,11)' 
 .. J?·I 
:=.=:ncifflake 
Residents purchase a cart (s) fromthe Department. The Department delivers the 
newly purchased carts wee:kly. The Department maintains the carts by replacing the 
wheels and lids. 
For collection, we use automated side loading vehicles, dividing the town into 5 col­
lection areas (Monday-Friday). We also have a limited dumpster route that ser­
vices condominiums, public buildings and fire stations. 
Bulky waste is collected between April-October by appointment Yard waste is also 
collected curbside between April-November picking up the biodegradable paper 
bags. Appointments must be made for both of these, with some fees assigned. 
FY21 FUN FACTS 
297 Bulky Waste stops 
30 Paid Brush Stops 
1 ,4 76 Yard waste Stops 
165 

Now that it is on the truck. what happens next? 
The Town is a member of Southeastern Connecticut regional resources recovery 
Authority (SCRRRAor the Authority). The Authority has a long range disposal 
contractwith Wheelabr.ator, Inc. The waste on the truck is brought to the Waste to 
Energy Facility located in Lisbon, CT. in accordance with the Municipal Services 
Agreement which was si_gneo Tn October of 2019. The tipping fee or cost per ton 
has been established by the Authority at $58/ton for FY21. This tip fee has re .. 
mained stable:since 2014. The Waste to Energy Facility bills SCRRRA who then 
bills the Town. 
For single stream recycling, the Authority has also taken on this issue by including 
the disposal of recyclables in the Municipal Service Agreement. The Authority has 
a 5 year contract with WillimanJic Waste (Willimantic, CT) as the location to pro .. 
cess the recyclable$. The Authority forthe FY21 covered the processing cost 
($70/ton) for each of its member towns. For Waterford that number is close to 
$140,000 in avoided cost. Due to market changes, the Town no longer receives 
revenues from recyclables. 
Waterford Transfer Station 
The Bulky Waste Transfer Station is located at the Municipal Complex. This fa­
cility serves only the Town of Waterford residents and commercial businesses. 
The Transfer Station is open 4 days a week from April-December and 3 days 
from January-March. It accepts material for disposal. (see attached list for ac­
cepted ,materials and corresponding fees) 
166 

SCRRRA, as a service to its' members, provides at no cost the following services to 
the Town. Removal of: 
*Propane tanks (86)
*Flourescent Bulbs (3,594 pounds)
*Electronics (53. 72 tons)
*Batteries (3080 vehicle) (841 alkaline)
*Tires (736)
*Motor Oil (2,875 gallons)
*Freon (835units)
*Oil Filters and oily rags·
*Mattresses (1,631)
Wood Grinding and chip removal is provided to help us dispose of our yard waste. 
Regional Household Hazardous Waste Collection Days are offered to Waterford res­
idents from April-November which also include confidential paper shredding at 
each event. 
GARBAGE 
CURBSIDE 
,FY 
TONS 
18 
7,285 
19 
7,326 
20 
7,510 
21 
7,776 
RECYCLABLES TONNAGES 
FY 
TONS 
18 
2,242 
19 
2,171 
20 
2,012 
21 
1,658 
4 YEAR AVERAGE 2
021 
BY THE NUMBERS 
COMMERCIAL 
TONS 
TOTAL 
4,426 
11,711 
5,267 
12,593 
4,745 
12,255 
4,834 
12,610 
4 YEAR AVERAGE12,292 
CARTS IN THE TOWN OF WATERFORD 
11,570 BLUE CARTS 
8,430 GREEN CARTS 
25 LOCATIONS ARE PICKED UP EVERY WEEK BY 
OUR DUMPSTER TRUCK 
167 
45 GARBAGE DUMPSTERS 
35 RECYCLING DUMPSTERS 

WATERFORD TRANSFER STATION 
FEE SCHEDULE 
TIRES: 
FEE DETERMINED BY SIZE: 
Passenger Tires - (off rims) 
$ 2.00 each 
Truck Tires 7:50 x 16 & up 
$ 5.00 each 
Earth Moving Equipment Tires 
$50.00 each 
STUMPS: 
NOT ACCEPTED 
LOGS: 
> 6" in diameter
$110.00/TON 
BRUSH: 
BY LOAD SIZE 
. ;,.,:,,...,.., .. -, .. 
Pickup Truck 
1 Cubic Yard 
$5.00/Load 
Small Dump Truck 
3 Cubic Yards 
$10.00/Load 
Small Dump Truck (1-2 axle) 
3 Cubic Yards 
$10.00/Load 
Large Dump Truck 
6 Cubic Yards 
$15.00/Load 
ATTENDANT Will USE JUDGEMENT ON ODD SIZE LOADS 
DEMOLITION/CONSTRUCTION DEBRIS: 
$110.00/TON 
Demolition Debris/Shingles/Sheetrock/Lumber, etc. 
Sofas, Stuffed Chairs, Carpets 
$5,00 Minimum Charge 
ATTENDANT Will USE JUDGEMENT ON MINIMUM CHARGE. 
$110.00/ 
MIXED LOADS 
TON 
APPLIANCES: 
$15.00/Each 
Refrigerators, Freezers, Air Conditioners, Dehumidifiers, etc. 
TRANSFER STATION DOES NOT ACCEPT 
Regular household trash, bottles, cans, newspaper and magazines (collected curbside) 
Household Hazardous Waste (Special Collections, Call 860-444-5864) 
Grass Clippings, Rubble, Stone, Concrete, Asphalt, Dirt, Stumps:, Rock&: 
NO FEE ITEMS 
Used Motor Oil, Anti-Freeze, Flourescent light Bulbs, Propane Cylinders, 
Batteries, Metal, Leaves (NO PLASTIC BAGS) 
Matress, Boxspring, Stoves, Washers, Dryers 
Electronics: Computers, Monitors, TV's, Fax Machines, Printers, Scanners, 
Adding Machines, Stereos, Speakers 
168 

THESE CARTS ARE TOO 
CLOSE TO THE TELE­
PHONE POLE, SO NO 
COLLECTION. 
CART CONDITIONS 
THIS IS WHAT 
HAPPENS TO THE 
GARBAGE CARTS 
WHEN HOT 
COALS ARE 
PLACED IN THEM. 
ITEMS LIKE THESE RUGS NEED TO 
60 TO THE TRANSFER STATION 
THIS RECYCLING 
Will FALL ALL 
OVER THE smEET 
INSTEAD OFTHE 
TRUCK 
PLEASE 
PLACE 
\'OUR 
CARTS 
PROPERLV 
169 
THE SQUIRRELS 
LOVE OUR CARTS 

ADMINISTRATION DIVISION -
Broadly this division: 
•
Manages ancJ accounts for our assets
•
Manages personnel assigned to the Department
•
Prepares the Capital Improvement Plan
•
Plans for Emergency Management and Disaster Miti­
gation
•
Incorporates sustainable practices into Public Works
practices
ADMINISTRATION 
Engineering -- The engineering function is to provide engineeriqg reviews and recommendc1tions for 
the Town. Most of this work is performed by consulting engineering firms contracted by the Town 
to perform the work. It also includes engineering services in the form of plan reviews and bond esti­
mates for Town agencies. 
Maintaining a Balanced Buc:fget -- Finding solutions, including cost-containment options, to ensure a 
balanced budget ahd that resources are ptbvided to focus on the town's priorities. 
Legislative Analysis-The division completes reviews on State and Federal legislative proposals as· 
they pertain to Public Works, providing thorough analysis of policy and financial is.sues that could 
affect the Town. 
Fiscal Analysis -- The Division reviews in detail quarterly expenditures of 108 line items. 
Efficiencies -This division worked with all Public Works divisions to continue to find efficiencies in 
our operations. 
Human Resources-Weekly payroll, training, education and accident investigation 
Purchasing - Requested approximately 99 purchase orders with the proper JustJficationfor 
every purchase. 
Information Technology-- Eachdivision's needs are consolidated and presented to the IT Commit­
tee for action. 
Accounting -- Authorizing the payment of vendor and contractor invoices is a major endeavor of this 
division. Matching the "bill" to the proper account, ensuring the material has been received or the 
work completed and the invoice has the proper pricing is a continuous task. 
Approximately '200 invoices are process monthly. 
Emergency Management-'---Plan for response to weather and manmade events. 
Fuel-This D.ivision manages the fuel system for the Town. In FY21 a total of 203,157 gallons of 
fuel was purchased. 
170 

FY 21 CAPITAL PROJECTS 
Major repairs to our roads have moved to the forefront.after a decade of taking a back seat 
to other are'as of the infrastructure repair and replacement. Pavernentmanagementoffers 
the potential for improved road conditions with reduced maintenance cost. The goal is to 
maintain roads in .a good condition at a relatively low cost instead of allowing them to dete­
riorate to where a costly and extensive rehabilitation or reconstruction is required. 
Bloomingdale 
Road 
Gallows Lane 
Industrial Drive has very heavy traffic with the State DOT garage. on it,. so we used a thicker 
applicationtohelpthe life o
f this road. 
Industrial Drive 
171 

OF SPECIAL INTEREST 
•
Our new garage was used for a Covid Vaccination Drive through clinic by
Ledgelight Health District.
•
Public:: Works is responsible
for the LED street lights in
Town.
•
Then¡ are 2,072 Street lights
in town.
•
We took 71 complaints for is.,
sues with Street lights
•
There, are$' lq_c::ation¢ throughoutthe Town, that
Public Works is responsible for the maintenance
qf traffic slgnals
172 

ENVIRONMENTAL COMPLIANCE 
Public Works has always secured one-time permit approvals for all of its operations and con­
struction projects, but over the past several years the Department has been assigned the custo­
dian of numerus authorizations, permits and operational compliance reporting that require contin­
uous attention, reporting and updating. 
In general, the Department must monitor, inspect and address the following areas: 
•
Natural Pollutant Discharge Elimination System Permits (Clean Water Act)
Town Wide - MS4 General Permit 
•
Spill Prevention Control and Countermeasures Rule
2 sites 
•
Underground Storage Tank Regulations
4 Sites 
•
Gas Dispensing Facilities Regulations
3 Sites 
•
Solid Waste Regulations
2 sites 
•
Environmental Health and Safety
Of all the permits listed above, it is the compliance with general permit for Municipal Separate 
Storm Sewer Systems (MS4) (which falls under the first bullet, Clean Water Act) that has the 
most impact on our annual budgets and the Capital Improvement Program but it is also the one 
that residents can assist the town in reaching its compliance. 
The MS4 permit mandates the Town to develop, implement and enforce best management prac­
tices (BMP's) for the six Minimum Control Measures. For the six minimum control measures, the 
Town has identified 38 Best Management Practices or tasks that must be met. One of the larg­
est impacts is that the permit requires the Town to implement a screening and monitoring pro­
gram for all outfalls that discharge to impaired waters as defined in the most recent Connecticut 
Integrated Water Quality Report. The Town must also meet certain criteria for discharges to im­
paired waters, or waters which nitrogen, phosphorus, bacteria or mercury are Stormwater Pollu­
tants of Concern, or waters which have pollution load reductions specified within the Total Maxi­
mum Daily toad 0(TMDL is the water quality implementation plan established pursuant to Sec­
tion 303 of the Clean Water Act). There are now requirements for any new discharges to both 
impaired and high quality waters. 
173 

This program involves 
•
Inspect of retention/detention
•
Samples of Stormwater
•
Clean annually Catch Basins - (1,000 annually out 0(3,200 total)
•
Inspection of 283 outfalls (end of pipe)
•
Maintenance of58 miles of pipe.
What can a resident do to improve the health of our brooks, rivers and Long Island Sound? 
:...> Pick ·up. litter and pet waste so that is doesn'twash in the catch basins 
⇒Minimize the use of insecficides, herbicides ancl feJtilizers
⇒Install a rain barrel
--:>· Create a rain garden
⇒Never Qllmp <;1nything down the catch basin
⇒If you have a septic system, maintain it by inspections and regular pumping
INSTALL A RAIN GARDEN 
, 
, 
, 
Constrµct a rain garden toincrease 
your property's ability to absorb 
water and improve water quality, 
Direct roofrun--off or driveway run° 
off to. these.areas; 
174 
REDIRECT DOWNSPOUTS TO 
GRASS OR GARDENS 
Redirect run-off water from your 
driveway and away from the street to 
places where it can infiltrate irito the 
ground and decrease the amount of 
water thatentersstorin cjrains. 
SAVE WATER IN RAIN BARRELS 
Coilectand store water in ra,n· barrels 
for lawri and garden use. 

SNOW 
Snow Removal on: 
*
240 lane miles of roads
*
33 miles of sidewalks
*
Main traffic loops of 4
schools
Use treated salt (no sand) 
•
FY18-· 2,000 tons of salt
•
FY19-2, 700 tons of salt
•
FY20-1,542 tons- of salt
•
FY 21-· 2 ,544 tons ofsalt
The snow plow drivers are called out when the police officers Who 
are working in town determine conditions are getting hazardous. 
WATERFORD SALT SHED 
175 

TRAINING 
Increasing the focus on training: 
Connecticut Public Works Departments are fortunate.to have the UCONN T2 Center when even 
d:uring the COVID 1Q pandemlc, virtL1l:lJtraining was being offered in many PublicWorƦs disci­
plines. 
The AssJstance Center offers a Connecticut Road Master Program. From the T2 Center 
webpage "a properly maintained lo.cal road system is vital to the social, economic and environ­
mental well-being of'Connecticut's municipalities. In addition, the local road system represents 
a significant investment of public funds. Protecting and preserving this investment requires a 
force ofmunicipal personnel with sound training in the fundamentals of road maintenance man­
agement procedures and techniq1,1es. The Connecticut road Master Program provides an op­
portunity for municipal road maintenance perso.nnel to receive this specialized training. 
TheDepartrnentwiU be offering this training to our Highway personnel encouraging all to be­
come a Connecticut Road Master. 
The Center also offers other specific training in critical areas which the Department has taken 
advantage of Some examples are All AboutAsphalt, Flagger Certification, Chainsaw Safety & 
Defensive Driving for snow & Ice conditions, as well as· many others. 
T2 CENTER CAME TO THE 
PUBLIC WORKS OFFICE AND 
GAVE A FORKLIFT CLASS 
176 
FOR OUR EMPLOYEES WITH 
OUR NEW FORKLIFT. 

FREQUENTLY ASKED QUESTIONS 
How do I get an additional cart? 
Each home is allowed up to 3 of each blue and green carts. Carts cost $50.00 
each and the Town will deliver them to your home once we receive payment 
Residents can mail a check in or stop at the office to make the arrangements. 
How do I report a streetlight issue? 
The Town now owns the streetlights in town. If you call the Public Works office at 
860-444-5864 we will get the company out for repair. We must have the pole
number or an address that the pole is closest to.
How do I report a pot hole? 
Calling the Public Works number at 860-444-5864 will get the pot hole repaired. 
How do I schedule a bulky waste, brush or leaf collection appointment? 
.Bulky,- Bulky appointments are scheduled between April - October. The 
appointment charge of $20.00 must be prepaid before an appointment is given. 
Brush- Brush may be scheduled as long as it is cut/bundled in 4 foot sec­
tions, manageable by one person. There is a $20. 00 charge for brush pickups. 
Leaf collection- Please call the office to leave your address so you get on 
the list for the crews to pick up the bio-degradable bags. The appointments hap­
pen between April - November. 
Call the Public Works office at 860-444-5864 for information 
How can a resident use the Transfer Station? 
The Transfer Station is open for Waterford residents. Residents will be asked to 
show ID with their address. No appointment is necessary. For those items with a 
charge, cash or checks are taken at the Transfer Station, and must be paid at the 
time of disposal. 
177 

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178 

Waterford Recreation & Parks CommlSSio! · 
2021 Annual Report 
Fll'TEEN ROPE FERRY ROAD 
179 

FY21 Annual Report 
OVERVIEW: 
Our mission to provide opportunities for activity, inclusion, and engagement is 
always at the forefront of our daily routine. It is our responsibility to inform and 
educate the public on the advantages of health, wellness, and program-specific 
options available . 
. . . 

 
·•·
: In Fiscal year 2021, the COVID-19 Virus eliminated conventional 
programming, Community Center attendance, aquatics operations at WHS pool, 
summer concert series cancelled, playgrounds fenced off, basketball courts 
barricaded .... We obviously encountered a major obstacle with the continued 
navigation of the COVID-19 virus and the mandates and modifications surrounding 
how operations have routinely been run. 
•
How did we adapt and pivot when faced with challenges?
The Community Center was closed to the public for all but two (2) months in FY'21. 
We were able to open with modifications in May 2021. This obstacle created time to 
review and enhance other operations. 
1.
Recreation and Parks staff made the conversion to a new software program to
track and audit the department operations. This new change allowed our customer
service goals to be met in the way of:
a.
Online registration: Participants can now use the online registration portal to
sign up for programs, submit requests, and download forms to their personal
account.
b.
Credit card acceptance: A large gap was present in how we accept forms of
payment. The online registration allowed for the introduction of credit/ debit
card payments that translated to accepting them in person as well.
c.
Electronically capturing schedules and field use for organizations and groups
that were able to continue with their programs in a modified capacity. The
scheduling component allows for better tracking of field use and collecting
additional data.
2.
Expanding services to the park areas where operations continued.
Preparing paths and utilities to new bathrooms at Waterford Beach Park (which 
became available in July 2021) and accessible path to the waterfront attracted many 
residents to the park this year. Staffing was increased for user convenience in 
180 

FY21 Annual Report 
regards to information on any restrictions (masks, social distancing on the 
waterfront, etc.), parking assistance, etc. 
Trail enhancements throughout Stenger Farm Park, Barry Farm trail system, and 
the Civic Triangle were performed. Larger pathways, footbridges over difficult 
terrain, trail markers, etc. were completed to allow for increased traffic as residents 
and families gravitated towards outdoor activities that carried less 
modifications/ restrictions. 
3.
Education and Development:
Staff completed educational requirements for Youth Sports Administrator, 
Supervisory Pesticide and Pesticide Applicator, Certified Park and 
Recreation Profession, etc. 
Maintainers were present at a Welding workshop performed/volunteered 
by Charles Sedell who assists in maintaining and holding events at the 
Historical Society Blacksmith Shop. 
Regional R&P Department discussions and zoom meetings 
4.
During several storm events, the Community Center was made available to the
residents as a charging station, heating/ cooling refuge, etc.
•
How did we connect to our audience? Retaining participants and trying to engage new
ones?
a.
Zoom classes were offered to residents and notified through advertisements on
social media, town websites, etc. Yoga, story readings, etc. were offered to the
public.
b.
Community outdoor events were increased to provide opportunities for those
comfortable in an outdoor setting. Scarecrow contests, sand castle building,
pop up parades, movie nights in collaboration with other town departments,
enhanced activities at the New Year's Eve fireworks show and bonfire, Civic
Triangle community holiday decorating, etc.
c.
Supplied instrumental guidance to our youth sports groups in town for
applying to the state of CT for re-opening and Return To Play requirements as
made available through state health organizations and Department of
Education.
d.
Continued to provide assistance to other Town departments as needed for
Food pick-up and delivery from Food Centers and donations 
Event set up for parades, park ceremonies for Veterans 
Holiday events 
Stuff The Bus 
I 
ll 
•
Many sports were required to forfeit their seasons, thus reducing the need for field
maintenance and game prep/lining.
181 

FY21 Annual Report 
1.
Regardless of activity, field maintenance and care still follow a plan for long term
investments. All regular operations pertaining to mowing, integrated pest
management, and care were similar to previous year's hours. The reduced time in
field preparation and lining allowed for:
2 
Rest period. The fields being" offline" allowed for the turf to be alleviated from 
typical wear and tear. The continued fertilization and IPM plan allowed the fields 
to rest and establish better hirf. 
3 
A drain was installed at Leary Park baseball to prevent the outfield from 
historically being unplayable due to wet conditions. The work was done in-house 
and now allows for continued play with the re-direction of the water in that area. 
4 
Availability to complete major town projects with in-house labor. Our maintenance 
staff was able to perform valuable hours at: 
WBP bathroom and accessible path project. 
-
Civic Triangle/ Arnie Holmes Park project
5 
Gardens and park enhancements. 
Major garden install along the wetlands at Jordan Park green and clearing 
throughout the Historical Society /Nevins Cottage. 
-
O'Keefe Memorial at Waterford Beach Park
-
Memorial trees and benches installed throughout town parks
-
Quaker Hill Green clearing and plantings
Public Safety complex garden overhaul- EMS, PD, and WYFSB entrances
and walkways
Planted along the new accessible walkway to the Veterans park bathrooms
-
The use of cardboard as an alternative for weed barriers have proven
successful to this point.
Our responsibility to the BOE grounds provided garden improvements to
each WHS, CLMS, QH, OSW, and GN landscape.
A watering tank/apparatus was constructed and installed to be able to tend
to all watering needs in a mobile fashion.
6 
Coordination with the Town in recruiting and hiring a Maintainer I position as 
well as a promotion in house to a Maintainer III. 
7 
Installed Pickle Ball lines at Waterford Beach Park and Leary Park. Two (2) courts 
can be designed within one (1) tennis court. We were able to identify and modify 
two tennis courts at Leary into four (4) Pickle Ball courts and 1 tennis court at 
Waterford Beach Park into two Pickle Ball courts. Pickle Ball is a rapidly increasing 
sport/ activity that is generating a lot of participation throughout town. 
a.
The tennis courts at both Leary Park and Waterford Beach Park were also .
treated for crack repairs and new paint.
8 
Complied with any OSHA regulations that required attention or updating of 
emergency plans, hazard communications, etc. 
9 
Several large storm events required roadways and paths to be repaired from 
erosion, limbs and trees to be removed from parks, and relocation of equipment 
during these storm periods. 
182 

FY21 Annual Report 
10 The alternative heating wood program was extended past senior citizens and 
income requirements during the virus hardship. Over 66 homes had wood
deliveries. 
• Looking Ahead:
The Recreation and Parks Commission has been diligent in financial expectations with 
a submission in FY'22 coming in- 4.7% under budgetary guidelines. The management 
of funding to accomplish department and town-wide initiatives while also focusing on 
virus and participant driven changes to programming and outdoor needs. 
In addition to properly merging finances with expectations, the following goals and 
concepts can be explored: 
1.
Investigating operational savings through Eversource and D/E/F Electrical
services in updating fixtures and light systems through potential municipal grants.
Currently, the Waterford Beach Garage and Veterans softball field lighting are
submitted and being reviewed.
2.
Seeking to cut costs in maintenance Fleet Management by converting to the
Ventrac system from Toro. This change should allow for several machines to
operate off of base systems and share accessories and attachments (mowing decks,
tillers, blowers, stump grinder, etc.) to improve routine efficiency and lower rental
costs. We are also expecting a drop in preventative maintenance and repairs as
current supplier is a proprietary company that requires specific parts and company
licensed representatives/ mechanics.
3.
Targeting revenue opportunities at the Community Center during the week to
outside businesses looking for space with the growing remote work climate. This
will be in balance with identifying drop in use and program requirements.
4.
Beginning a composting operation in hopes of reducing loam orders in the future
as well as repurposing collected leaves and appropriate debris.
5.
Pursuing tennis/pickle ball and basketball court replacement with post-tension
concrete surfacing that provides a much safer environment and warranty. The post
tension concrete justification is similar to that of artificial turf fields in life
expectancy and wear and tear.
6.
A focused effort on outdoor gatherings and cGmmunity event programming to
bolster awareness of offerings and opportunities as well as providing stronger
sense of community. Additional adult leagues, contests, and festivals will be
attempted.
7.
Emphasis on the continuation of updating accessibility and performing any
necessary improvements at all areas. Current projects include PB entrance and the
Alice Sullivan Dog Park access.
183 

•
Special Notes and Considerations
FY21 Annual Report 
•
A monumental "Thank You" to the Utility Commission and their staff for the
instrumental assistance received in the accessible pathways and bathroom project
at Waterford Beach Park. We also have to mention the great assistance from the
Planning and Public Work departments as well for their involvement and
assistance. Alongside in-town service being provided to the project, the
department was also able to obtain grants and donations to help offset costs.
($10,000 grant received from the Christopher & Dana Reeves Foundation., $4,200
donations)
•
The town has been hit with an infestation of damage from the Emerald Ash Borer.
Numerous trees have been marked and taken down with countless remaining. We
continue to work with Public Works in remedying the situation. The R&P
Commission has already begun planting trees throughout parks for replacements
and will continue these efforts to restore these damaged areas.
•
A group has managed to get donations to help fund a new press box at Dedrick
field. Plans are underway and applications submitted.
•
We continue to receive generous donations to the Children's playground and
bicycle helmet rodeo (held annually at Harvest Festival) project with the
Gardiner's Family Foundation.
"I wanted to thank you for all you did 
to help make the Save The River 
Kayak Regatta a terrific event." 
Save The River, Save The Hills 
"You and your excellent staff are always there to 
make sure everything runs smoothly." 
Way Hedding 
184 
"It is evident that they take 
tremendous pride in their 
work. They pay attention to 
detail, and have gone above 
and beyond this summer in 
extremely hot and humid 
conditions." 
Christopher Discordia, 
Principal, Quaker Hill School 
 

FY21 Annual Report 
Veterans Park bathroom walk 
Veterans Park plantings 
Barry Farm trail hazard 
Barry Farm Trail Repair 
Clearing trail heads in Civic Triangle 
Clearing around pond 
185 

New trail markers 
Summer Concert Series 
Stenger Farm main pathway 
Waterford Beach Park 
Mobi (Accessibility)Mat Install 
186 
FY21 Annual Report 

Wat ford · e c 
187 
FY21 Annual Report 

FY21. Annual Report 
1 ordan  ark Wetl n · Garden 
188 

• Statistical Reference
Revenue 
■Beach
■ Education
mi Aquatics 
■Fitness
■Special Events
■Sports
FY21 Annual Report 
11 Facility Reservations 
■Tot Programs
A breakdown of the department revenue streams is presented. 
Due to programming restrictions put in place from COVID, there is a drastic 
difference between fiscal year revenue generated. The department was able to generate 
$89,104.87, which came in -%44 in comparison to FY'20 results of $200,250.60 
A snapshot of "typical" program operations for future comparisons: 
Programs Offered: 
Enrollments: 
Male 
Female 
Average Age 
Resident Participants 
Non-Resident Participants 
Community Center Drop-In: 
Fitness Room Participants: 
Program Efficiency 
100 
768 
261 (34%) 
507 (66%) 
29 
691 (90%) 
76 (10%) 
approx. 26,000 
2164 
100 Offered 
91 Administered 
91 % Success Rate 
90-95% Fee Based Recovery/
189 

•
Collected Data Comparisons
Athletic field permits issued 
Number of program registrations 
Community Center Admissions (1) 
Program Fees 
Wood Orders (deliveries/ residences) 
Concerts ( #of concerts held) 
Beach Attendance 
Resident 
Non-Resident 
FY2021 
1,494* 
27** 
493 *** 
815 
87 /66**** 
0 
25,436 
17,021 
8,415 
FY21 Annual Report 
FY2020 
1,026 
3,229 
19,524 
63,933 
30/16 
9,043 (7) 
27,685 
21,594 
6,091 
*Waterford High School was not using Veterans Field duri,ng this time for softball
practices as they had their own field.
Youth Football was not using the field during this time period as they were only
allowed skill training during the season.
Lacrosse was restricted and not able to use the fields.
**Programs started up in June 2021 so this number until June 30 ,2021 there were two 
classes. Many of the summer classes started after July 1, 2021. There were no classes 
from July 2020 to June 2021. Which effects the number of registrations as well as 
program fees. 
*** The Community Center did not open to the public until May 2021. Visitors were 
allowed restricted access to the departments housed within the Community Center, 
however, all other rooms and equipment were unavailable until May 2021. This explains 
the low number from May to June 2021. 
**** The Alternative Heating Wood Program was opened up to all residents in need 
during the pandemic 
•
Conclusion
The value and essential function of a Recreation and Parks department is to create and 
maintain spaces and activities that grow a greater sense of community and enhance the 
quality of life for its residents. These essential services - along with the high rate of return 
through fees - also represent a sound investment by the town. Physical inactivity is a 
serious, nationwide problem. Its scope poses a public health challenge for reducing the 
national burden of unnecessary illness and premature death. In order to fill this 
requirement, Waterford Recreation and Parks strives to ensure every 
Town park has equitable access and various points of interest for the 
public to enjoy. Accessible pathways, fishing piers, mobile beach chairs, 
trail footbridges, and more are essential to providing these services. 
Respectfully Submitted, 
Ken Hall, Chair of Recreation and Parks Commission 
190 

 
FXFTE.EN ROPE FERRY ROAD 
WATERFORD, CT 06385-2886 
PHONE: 860-442-0553 
www.waterfordct.org 
REGISTRAR OF VOTERS ANNUAL REPORT FY 2021 
The Registrars of Voters are responsible for the administration of the election process, the annual 
canvass and the maintenance of the town's voter database. 
The annual canvass of electors was completed by the end of May 2021 as required by law. An inactive 
list of voters was generated naming those voters Who have not responded to the annual canvass. To 
continue to keep our records as accurate as possible, we do daily upkeep of adding and removing 
electors as directed by the Connecticut Voter Registration System. 
The Registrars attended virtuaily the annual conference Tn June. All necessary town meetings and most 
monthly county meetings tield in Montville were attended virtually. 
Holding a Presidential Primary and Election during the pandemic proved to be very challenging both in 
terms of finding poH workers as well as ensurints the polling places were clean and sanitized throughout 
the clay. The number of people voting by absentee ballot for the Primary increased dramaticallyto 
1,502, whereas the normal amount is only a few hundred. Jn the November Presidential Election people 
voting by absentee ballot was 4,728, and is normally around 1,200. The Primary was held August 11, 
2020 after being delayed two times, from April to June to August. The turnout percentage was 31.6%. 
The November 3, 2020 Presidential Election had a town wide. turnout percentage of 87.1%. 
The current number of voters in Waterford as of June 30, 2021 is as follows: 
DISTRICT 
001 
002 
003 
004 
TOWN OF WATERFORD- VOTER REGISTRATION SUMMARY 
STATE DISTRICTS - ALL 
CON : 002 - SEN: 020 - ASY: 038 - STATUS : A- ENROLLMENT : ALL 
PRECINCT 
DEMOCRATIC REPUBLICAN UNAFFILIATED 
OTHER 
00 
1081 
654 
1549 
51 
00 
1107 
609 
1514 
53 
00 
1229 
898 
1800 
51 
00 
I 148 
837 
1454 
58 
TOTAL: 
4565 
2998 
6317 
213 
191 
TOTAL 
3335 
3283 
3978 
3497 
14093 

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192 

JIJFTEBN ROPE FBRRY ROAD 
WATERFORD, CT 06385-2886 
PHONE: 860·442-0553 
www.watc.-fordcl.org 
ANNUAL REPORT OF THE WATERFORD RETIREMENT COMMISSION 
FISCAL YEAR 2020-2021 
Pursuant to Connecticut General Statutes and Waterford Code of Ordinances, the Waterford 
Retirement Commission oversees the Municipal Employees Retirement System (MERS)-a cost­
sharing, multiple-employer, public employee retirement system-as well as the Public Employees 
Retirement System (PERS), which is a defined benefit plan. 
MERS 
MERS is considered to be a part of the State of Connecticut's financial reporting entity and is included 
in the State's :financial report that may be obtained by contacting the Retirement Services Division of 
the Office of the State Comptroller by mail at 165 Capitol Ave., Hartford. CT 06106; by email to 
osc.rsd@ct.gov; or by phone at 860-702-3480. 
Under MERS, any local government authority in the State of Connecticut (e.g., towns, cities, boroughs, 
regional school districts, housing authorities, or other special districts) may elect to have one or more 
ofits departments, including elective officers, participate in the state-administered system. All eligible 
full-time employees of the Town and the Board of Education must enroll in the MERS plan. Teachers 
covered under the Connecticut State Teachers Retirement System are not eligible for the MERS. 
MERS provides for retirement benefits, as well as death and disability benefits. Plan provisions are set 
by Connecticut General Statutes. MERS membership is mandatory for all regular full-time employees 
of participating departments, except for Police and Fire hired after age 60. A member is vested after 
5 years of continuous active service during which the member is actively working and contributing to 
the MERS. Any employee who terminated prior to Oct. 1, 2001, must have 10 continuous years of 
service or 15 years total years of active service to be vested in the MERS. 
Members are entitled to an annual retirement benefit, payable monthly for life, when they reach normal 
retirement age (age 55 with 5 years of service or 15 years of non-continuous active service) OR at any 
age if they have a minimum of 25 years of total service. For members age 62 and covered by Social 
Security-or. if earlier, in receipt of an SSDA--the annual MERS retirement benefit is equal to 1.5% 
of their average final compensation not in excess of the year's breakpoint, plus 2% of their average 
final compensation in excess of the year's breakpoint, times their years of service. 
MERS retirees are eligible for annual cost-of-living adjustments payable on each July 1 following their 
retirement date. The adjustment is 60% of the annual increase in CPI-W up to 6%, plus 75% of the 
annual increase in CPI-W above 6%. The minimum annual COLA is 2.5% and the maximwn is 6%. 
Disability retirement benefits are adjusted each July 1 based upon the performance of the fund's asset, 
with a minimum COLA of 3% and a maximum of 5%. 
193 

Retirement trust funds can be invested in various investment pools maintained by the State of 
· Connecticut. Investments in the pooled :funds are valued at cost. No investments in any organization
represent 5% or more of net assets available for benefits.
PERS 
The Public Employees Retirement System (PERS) is a single-employer defined benefit pension plan 
(The Plan). The PERS was established and is administered by the Town and The Plan covers 
employees who retired or tel1Illnated in a vested status prior to their department's participation in the 
MERS. No contributions are required from PERS members; the Town is required to contribute the 
amounts necessary to finance the benefits for the participants in the PERS plan. The PERS is 
considered to be part of the Town of Waterford's financial reporting entity and is included in the 
Town's financial reports as the Pension Trust Fund. 
The PERS plan provides retirement, disability, and death benefits to plan members and their 
beneficiaries. The PERS plan was closed to new members at various times over the years and there 
are no longer any current employees in that plan. On June 30, 2021, PERS plan membership consisted 
of 7 retirees, disabled, and beneficiaries receiving benefits. 
Under PERS, members who retired at their normal retirement date (age 62 with 15 years of service) 
receive benefits equal to 1.5% of their final average earnings (i.e., the average of the highest 5 years of 
earnings within their last IO years) per year of service, limited to 30 years of service. Members who 
retired at their service retirement date (age 50 with 25 years of service) receive benefits equal to 2% of 
their final average earnings per year, limited to 30 years of service, until age 62. Members who retired 
at their early retirement date (age 57 with 15 years of service) could elect either to receive benefits 
accrued to that date, reduced by 0.4167% for each month prior to their normal retirement date, or to 
defer benefits until their normal retirement date with no reduction. PERS benefit provisions are 
established, and can be amended, by the RTM. 
The PERS plan has a net unfunded pension liability of$198,424 as of June 30, 2021, to be amortized 
over an 11-year period. Employer contributions of $82,000 were made for the fiscal year ended June 
30, 2021, as required by the actuarial analysis. lfit is detennined that there are any excess assets in the 
PERS plan, they may be used to fund past service costs for employees who transferred to the MERS 
pension plan. 
The Town of Waterford :financial statements for PERS are prepared using the accrual basis of 
accounting. Employer contributions are recognized as revenues in the period the contributions are due. 
Benefits and refunds are recognized when due and payable in accordance with the terms of the plan. 
OPEB 
In addition to retirement, death, and disability benefits, the Town-is required to fund other post­
employment benefits (OPEB) for eligible retirees. The Town recognizes the cost of post-employment 
healthcare in the year the employee services are received, reports the accumulated liability from prior 
years, and provides information useful in assessing demands on the Town's future cash flow. 
Recognition of the liability accumulated from prior years, commencing with the 2006 liability, is being 
phased in over 30 years. 
The July 1, 2016, Actuarial Valuation prepared in compliance with Governmental Accounting 
Standards Board (GASB) Statement 45 requirements disclosed the net cost (unfunded accrued liability) 
of OPEB healthcare as $22,530,000. As of June 30, 2020 (the most recent biennial valuation), the net 
cost of OPEB healthcare was $19,277,319. 

Although the Town funds its OPEB costs annually on a pay-as-you-go basis, GASB Statement 45 now 
requires that municipalities recognize it as an actuarial accrued liability inclusive of implicit rate 
subsidies. The GASB does not require that the Town fund the liability, only thatit disclose the liability 
on the Town's financial statements. However, beginning with fiscal year 2016, GASB Statements 74 
and 75 require that the Town report the OPEB liability on the face ofits financi::i} statements rather 
than in a note to the financial statements. If the Town did not fund the liability then each year the 
liability would increase and possibly have an adverse effect in areas such as the Town's bond rating. 
On December I, 2014, the RTM approved the establishment and funding of a trust for the purpose of 
reducing the Town's unfunded liability. The trust was established ofFeb. I, 2017; the Retirement 
Commission appointed FIA (which, following a merger, became Fiducient Advisors in 2021) as the 
trust's investment advisors and Wells Fargo as the trustee/custodian of the funds. Contributions of 
$1,160,000 were made in FY18 and again in FY19. The Retirement Commission requested $2,058,613 
for OPEB trust fund contributions for FY20, as recommended by plan advisors due to actual and 
anticipated cost increases; the amount was reduced to $758,613 during the budget hearing process. The 
Commission's FY21 request of$1,400,000 for OPEB trust fund contributions was reduced by 
$300,000 during a round ofCovid-19 pandemic-related cuts during the budget process. For FY22, 
based on the Finance Director's discovery of duplicated reporting, the Commission's proposed (and 
ultimately approved) OPEB trust fund budget request was $750,000. Data from plan advisors needed to 
establish the Commission's proposed FY23 budget for OPEB trust fund contributions to cover current­
year outlays and reduce the unfunded liability were unavailable at the time of this report. 
RECENT LEGISLATION 
Public Act 19-124, which was effective July 1, 2019, increased employee contributions to the 
MERS plan during FY20 and in each of the five subsequent fiscal years. Related reductions in the 
employer contribution rates were offset by the OSC's Retirement Services Division's decision to 
reduce the assumed investment rate of return from 8% to 7% and resulted in increased employer 
contribution rate projections for FY20 through FY25. 
Respectfully submitted, 
4\J4 
Susan Driscoll, Chair 
Waterford Retirement Commission 
November 2021 
195 

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196 

FIFTEEN ROPE FERRY ROAD 
WATERFORD, CT 06385-2886 
1/VATER.Fbp.b ԸENIOR;SptViCESANNUAL REPORT 2011 
PHONE: 860·442·0553 
www.waterfoxdct.org 
Du ring the past fiscal year, Wefterford sawthe pc}Ssi 11g. of 2 28 sen_ior res.id ents; . Loss is diffjcy It, Loss is 
an unspoken butever j:treientpart ofour Work, We:spldier blJ 1:>utfrie1td:s·are.notforgQttert This · · 
report is dedicated'fothose whoarifnolb-hgetherebutwho made ah ·1ncl'elil:>lemarkqn uswhilethey 
were here. This especially ihdudes'our former First Sejectman, Pan steward' Thj,s teport wll  afao be a 
testamentto the resiliency of out Waterford