Budget Guide for Connecticut Board of Finance Members
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Introduction Board of Finance members in Connecticut play a critical role in municipal governance. As stewards of municipal finances, Board members are responsible for preparing, reviewing, and recommending the annual budget for voter or legislative approval, setting the property tax rate, and ensuring the financial health of the municipality. This guide outlines the statutory framework, procedural steps, and best practices for managing the annual budget process in accordance with Connecticut General Statutes Chapter 106 and related municipal law.[1]
Legal Framework and Statutory Authority Board of Finance Authority and Composition Connecticut General Statutes Chapter 106 establishes the authority, structure, and responsibilities of municipal Boards of Finance. The terms of Board of Finance members vary by town, but most statutory towns have six members serving six-year staggered terms, with two elected every two years, while many other towns (often charter towns) elect members for four-year terms, sometimes with alternates serving shorter terms. Statutory Responsibilities (Conn. Gen. Stat. §§ 7-340 to 7-349): 1.
Budget Preparation and Recommendation – The Board prepares the annual municipal operating budget and recommends it for adoption by the legislative body (town meeting, town council, or referendum)
2.
Tax Rate Setting – After budget approval by voters, the Board sets the municipal mill rate
3.
Fiscal Controls and Accounting Standards – The Board determines how municipal financial records are maintained in accordance with generally accepted municipal accounting principles[2]
4.
Appropriations Oversight – The Board reviews, approves, and recommends all municipal appropriations
5.
Fund Transfers – The Board approves transfers of unexpended balances between appropriation accounts with limitations on amounts and purposes
6.
Audit Contracting and Review – The Board contracts with an independent certified auditing firm and reviews annual audit reports
7.
Special and Deficiency Appropriations – The Board reviews and approves requests for special appropriations and deficiency appropriations during the fiscal year
8.
Information and Records Management – The Board maintains financial records, meeting minutes, and publishes the annual town report
Key Statutory Constraints Balanced Budget Requirement: Operating budgets must be balanced; expenditures cannot exceed estimated revenues plus authorized fund balance designations. Any projected deficit in the current fiscal year must be addressed in the following year’s budget by identifying revenues sufficient to eliminate the carryover deficit. Appropriation Limits: Municipalities may not contract or obligate funds in excess of appropriations authorized by the legislative body. Any over-expenditure requires special appropriation or town meeting action. School Funding Obligation: The Minimum Budget Requirement (MBR) limits the ability of boards to reduce education funding from one year to the next. Generally, a school district budget cannot decrease unless the municipality demonstrates specific statutory exceptions, such as documented enrollment decline or approved operational efficiencies. 2026 | CCM Purchasing & Procurement Toolkit | 3
The Annual Budget Process Timeline Overview of the Budget Cycle The municipal fiscal year runs from July 1 to June 30. The budget process typically spans nine to ten months, beginning in the fall (often September through December for planning), continuing through winter and spring for development and review, and culminating in budget adoption and tax rate setting by the end of the fiscal year. Most municipalities follow this general timeline, though specific dates vary by charter.
Phase 1: Budget Planning and Development (September–December) Establish Budget Guidelines and Calendar
•
Analyze trends in key revenue sources and identify potential shortfalls or surpluses from the prior fiscal year
Phase 2: Proposed Budget Development (January–March) Department Review and Initial Board Consideration •
Department heads or finance staff present their budget requests to the Board of Finance, explain significant changes from the prior year, and answer Board questions.
•
Utilizing the budget and revenue projections, the Board of Finance holds a series of working sessions to review proposed budgets from each department and discussion of major projects from the Town Manager, Chief Elected or other elected members.
•
The Board may request revisions, deletions, or reductions to departmental requests as permitted under statute This phase typically includes multiple Board meetings, sometimes weekly or bi-weekly, depending on the municipality’s size and complexity
At the beginning of the fiscal year or in September, it is a best practice for the Board of Finance to: •
Establish and approve a detailed budget process calendar identifying key deadlines for department submissions, Board review meetings, public hearings, and final adoption;
•
Communicate budget development guidelines to all town departments, the Board of Education, Capital Committee, Recreation Committee, and Fire Commission;
•
•
Define budget assumptions, including estimated revenue growth, inflation factors, and any known expenditure pressures; Identify any extraordinary circumstances or capital projects requiring Board attention.
•
After reviewing all department and other budget submissions, finance staff compile a proposed budget incorporating Board decisions.
•
The proposed budget should clearly show:
Proposed Budget Assembly
Review the independent audit report.
➢
All appropriations by department and account
Department Budget Submissions and Revenue Projections and Financial Position Assessment (December – January)
➢
Comparison to the prior year’s appropriation and actual expenditure
➢
Estimated revenues and proposed tax levy
•
➢
Fund balance and contingency fund allocations
•
•
All town departments, boards, and commissions submit detailed budget estimates to the Finance Director or Town Manager. Submissions should include both operating expenses and any capital requests for the six-year capital improvement planning period.
•
The Finance Director consolidates all submissions and may provide initial review before presenting to the Board of Finance
•
Finance staff prepare comprehensive revenue estimates, including property tax, state aid, user fees, and other municipal revenues
•
The Board reviews the municipality’s current financial condition, including the fund balance, contingency fund status, and any existing fund deficits
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•
The proposed budget must be balanced (expenditures do not exceed revenues plus designated fund balance)
Board of Education and Capital Budget Integration •
If not already included, the Board of Finance formally reviews the Board of Education budget and ensures compliance with the Minimum Budget Requirement (MBR)
•
Capital budget proposals from departments and the Capital Committee are reviewed and prioritized for inclusion in the proposed budget
•
Multi-year capital improvement plans are reviewed to plan for future facility and infrastructure needs
Phase 3: Public Hearing and Community Input (March–April)
lights of any significant increases or new initiatives •
All registered voters, property taxpayers, and taxpaying organizations have the right to be heard concerning any budget item
•
The Board typically limits individual speakers to three minutes (except group representatives, who may speak up to five minutes)
•
Questions and comments are recorded; the Board does not need to respond immediately but should note substantive concerns Multiple hearings may be held if the proposed budget is complex or community interest is high
Public Hearing Preparation and Notice •
The Board of Finance schedules one or more public hearings on the proposed budget, typically in March or early April
•
Publish notice of the hearing in a newspaper having general circulation in the municipality at least twice, with intervals of not less than two days, with the first notice appearing 10–15 days before the hearing
•
Post notice on the municipal website and provide copies of the proposed budget document for public review
•
The hearing notice should clearly state the date, time, location, and contact information for questions
•
After the hearing, provide a reasonable time for written comments (typically 5–10 days)
•
The Board should carefully consider all public input when making final budget adjustments
•
Conducting the Public Hearing •
The Board chairperson opens the meeting and summarizes the proposed budget, including high-
Community Comment and Feedback Period
Sept – Dec Mill Rate Setting and Budget Enactment
Budget Planning and Development
June July Jan – March
Voter or Legislative Approval
Proposed Budget Development
May June
Board Deliberation and Final Budget Recommendation
April – May
March - April
Public Hearing and Community Input
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Phase 4: Board Deliberation and Final Budget Recommendation (April–May)
Budget Messaging and Communication •
Prepare a summary budget document highlighting key revenue assumptions, major appropriations, and multi-year financial trends
•
Create materials for public distribution explaining the budget process and major spending areas (general government, education, capital projects, etc.)
•
The Board should anticipate questions and prepare clear, accurate talking points about the proposed budget
Post-Hearing Board Meetings •
Following the public hearing(s), the Board reconvenes for deliberation on any proposed changes to the budget based on public comment and Board analysis
•
The Board may increase, decrease, or delete any proposed appropriation
•
The Board may also add appropriations if they support municipal services and the overall budget remains balanced
Approval of Final Recommended Budget •
The Board votes to adopt and recommend the final proposed budget for presentation to the legislative body (town council, town meeting, or referendum)
•
The Board chairperson signs off on the budget document and budget message summarizing major elements, changes, and recommendations
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Phase 5: Voter or Legislative Approval (May–June) Presentation to Town Meeting or Town Council •
The Board of Finance presents the recommended budget at the Annual Town Meeting or before the town council
•
The presentation should include: ➢
Summary of revenues, appropriations, and the proposed mill rate
•
➢
Explanation of major changes from prior year
Factors Influencing the Mill Rate
➢
Financial position of the municipality
Several factors may adjust the basic calculation:
➢
Any significant risks or opportunities facing municipal finances
•
Tax Collection Rate Adjustment: The Board typically estimates an uncollectible tax percentage (typically 1–2%) to account for delinquencies
•
Abatements and Credits: Property tax abatements granted to certain property owners and credits reduce the effective tax levy
•
Motor Vehicle Tax: Connecticut has standardized assessments and depreciation schedules for motor vehicles; these are calculated separately if applicable[17]
•
Assessment Changes: If a recent revaluation increased or decreased overall assessments, the mill rate may change even if the tax levy remains constant
Board members should be prepared to answer detailed questions about specific appropriations
Adoption by Referendum or Legislative Action •
The budget is adopted by one of the following methods, depending on the municipality’s charter: ➢
Town Meeting Vote: Voters present at the Annual Town Meeting vote to approve, reject, or amend the budget
➢
Referendum Vote: Registered voters vote on the budget at a separate referendum held usually 7–22 days after the town meeting
➢
Town Council or Mayor-Council Approval: In some municipalities, the council or mayor adopts the budget without a separate voter vote (though some charters provide for veto authority)
Budget Rejection and Resubmission
Board Action to Set the Mill Rate •
The Board of Finance votes to adopt the mill rate, typically at a meeting held within 10 days of budget approval
•
The mill rate becomes effective on July 1 (the first day of the new fiscal year) Property tax bills are generated based on the mill rate and the Grand List of assessed properties as of October 1 of the prior year
•
If a budget is rejected,, the Board of Finance meets to revise the budget based on community feedback
•
•
A revised budget is resubmitted for approval; this cycle may repeat if necessary
Budget Enactment by Ordinance
•
If no budget is adopted by July 1 (the start of the new fiscal year), the municipality operates under an interim budget consisting of the prior year’s appropriations until a new budget is approved
•
In municipalities where an ordinance is required, the Board prepares a budget ordinance for final adoption by the legislative body
•
The ordinance formally appropriates all expenditures and authorizes the tax levy for the fiscal year
•
Once the ordinance is adopted and signed (and the mayoral veto period has expired if applicable), the budget is legally enacted
Phase 6: Mill Rate Setting and Budget Enactment (June–July) Mill Rate Calculation After budget approval, the Board of Finance sets the municipal mill rate. The mill rate is calculated as follows:
For more information, check out CCM’s Guide to Purchasing and Procurement
Mill Rate = Current Tax Levy ÷ Net Taxable Grand List Where: •
Current Tax Levy = Total appropriated budget minus estimated non-tax revenues (state aid, fees, licenses, etc.)
•
Net Taxable Grand List = The assessed value of all taxable property in the municipality, as certified by the assessor
The mill rate is expressed in mills per $1,000 of assessed value. For example, a mill rate of 28.93 mills equals $28.93 in annual property tax per $1,000 of assessed value.
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Mid-Year Budget Management and Adjustments Special Appropriations A special appropriation is a request for funding that was not included in the original budget because: •
The need was unanticipated
•
Circumstances changed after budget adoption
•
A grant opportunity arose requiring matching local funds
•
An emergency expenditure became necessary
purpose may be used for any other purpose without Board recommendation •
The Board must affirmatively approve any transfer request
•
Transfers do not increase total appropriations; they merely reallocate existing appropriations
Typical Limits and Procedures: •
Transfers within a single department may require approval through CEO, Board of Selectmen or Finance for approval (depending on municipal policy)
•
Transfers between departments typically require Board of Finance approval
•
Large transfers (often exceeding $20,000) may require legislative body approval in addition to Board action
•
Transfer requests should include explanation of the reason for the transfer and the current status of the originating account
Board Authority and Procedure: •
Special appropriations may be approved from cash surplus, contingency fund, or other designated reserves (within statutory limits)
•
Requests must be submitted to the Board of Finance with clear justification for the need
•
The Board reviews the request and the municipality’s financial position before approval
•
Special appropriations under a certain threshold (often $10,000 or less) may be approved by the Board alone
•
Larger special appropriations typically require approval by both the Board and the Board of Selectmen or legislative body
Contingency Fund and Reserve Considerations Purpose of Contingency Fund: •
A contingency fund is an appropriation set aside to address unanticipated emergencies or extraordinary expenses that could not have been predicted during budget planning
Budget transfers reallocate appropriated funds from one account to another during the fiscal year when:
•
Funds in the contingency account are not designated for any specific department or purpose
•
Statutory and Charter Limitations:
•
The Board acts on special appropriation requests within 30 days of receipt
Budget Transfers
•
A department has unexpended funds in one account but faces a shortfall in another department account Circumstances change, requiring reallocation of resources (i.e. new state imposed mandates, budget shortfalls, cost overruns, unforeseen needs, etc.)
Statutory Authority (Conn. Gen. Stat. § 7-347): •
The Board of Finance may transfer unexpended balances from one appropriation to another
•
Key Limitation: No amount appropriated for any
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•
Most municipal charters limit the contingency fund to a percentage of total appropriations (commonly 2–3% of general government expenditures, excluding school and region appropriations)
•
The Board may not exceed this limit without char-
ter amendment or special voter approval •
Unused contingency funds typically revert to the general fund balance at year-end
Use of Contingency Funds: •
Requests to use contingency funds must be approved by the Board of Finance and the Board of Selectmen
•
Contingency funds should be reserved for true emergencies (equipment failure, natural disaster recovery, etc.) and not be used for routine budget shortfalls
•
The Board should maintain a policy regarding what constitutes a legitimate contingency expense
•
A positive fund balance can be designated for specific purposes (e.g., contingency, capital reserves) or left undesignated
•
The Board should follow a fund balance policy that maintains an adequate reserve (typically 10–15% of annual expenditures) while avoiding excessive over-taxation
Year-End Financial Management Encumbrance and Carryover: •
Departments may request that unspent appropriations be carried forward to the next fiscal year (encumbered) for committed expenditures not yet paid
•
Unencumbered balances typically revert to the general fund balance at the end of the fiscal year
•
The Board should establish clear policies regarding which expenditures may be encumbered and for how long
Fund Balance Adjustment: •
At year-end, the auditor prepares financial statements showing the final fund balance (revenues minus expenditures, including encumbrances)
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Financial Controls and Audit Oversight Audit Contracting and Selection
Board Responsibilities Following Audit:
Statutory Requirement (Conn. Gen. Stat. Chapter 111):
•
The Board meets with the auditor to discuss findings and any recommended improvements
•
The Board should request explanations for any material weaknesses or significant deficiencies noted
•
The Board ensures that management prepares a corrective action plan to address audit findings
•
The Board tracks implementation of audit recommendations at subsequent meetings
•
Every municipality must engage an independent certified public accountant (CPA) to conduct an annual audit of municipal finances[6]
•
The Board of Finance is responsible for contracting with the audit firm and overseeing the audit process
Audit Appointment and Notification: •
The Board selects an audit firm and notifies the Secretary of the Office of Policy and Management (OPM) within 30 days of appointment
Financial Reporting and Transparency
•
The auditor must be approved by the Secretary before conducting the audit
•
•
Auditors must comply with Government Auditing Standards (the “Yellow Book”) and Connecticut Auditing Standards
Annual Town Report:
Audit Process: • •
•
The auditor reviews municipal financial records, transactions, and internal controls The audit includes testing of expenditures, revenue collection, cash management, and compliance with state and local laws The audit typically occurs in August or September (after the fiscal year ends on June 30)
Audit Report Review and Findings Report Delivery and Filing: •
The audit report must be completed and filed with the Secretary of the Office of Policy and Management within six months of fiscal year-end
•
A copy is provided to the Board of Finance, Town Manager/Administrator, and other local officials
Contents of the Audit Report: •
Management Letter: Describes any deficiencies in controls, accounting procedures, or compliance with law
•
Financial Statements: Shows the municipality’s balance sheet, revenues and expenditures, and fund balances
•
Schedules and Supplemental Information: Details revenues by source, expenditures by department, and other financial data
•
Auditor’s Opinion: States whether the financial statements are presented fairly in accordance with generally accepted accounting principles
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•
The Board is responsible for publishing an annual town report that includes: ➢
Summary of municipal finances and fund balances
➢
Tax collection data
➢
Audit results and highlights
➢
Department summaries
The report serves as a primary vehicle for communicating financial information to the public
Other Financial Disclosures: •
Quarterly or monthly financial reports may be prepared showing revenue and expenditure trends
•
Special reports on capital projects, debt, or pension funding may be required by statute or charter
•
The Board should ensure that all financial reporting is accurate, timely, and presented in clear language for public understanding
Key Considerations and Best Practices Revenue Forecasting and Economic Assumptions •
Revenue forecasting directly impacts the mill rate and the overall budget balance
•
Conservative revenue estimates reduce the risk of mid-year budget cuts or contingency fund depletion
•
Aggressive revenue projections may result in budget deficits or carryover deficiencies to the next year
Key Revenue Sources to Monitor: •
Property Tax: The largest municipal revenue source; affected by changes in the Grand List (revaluation cycles) and tax collection rates
•
State Aid: Typically includes education cost-sharing grants and municipal grants; can be volatile year to year
•
Intergovernmental Revenue: Federal grants, state reimbursements for specific programs
•
User Fees and Charges: Parking fees, recreation fees, licensing fees; often grow modestly with inflation or service expansion
Variable Costs:
Other Local Revenues: Building permit fees, animal control fees, library fines, and miscellaneous revenues
•
Supplies, materials, and equipment replacements
•
Maintenance and repairs
•
Discretionary programs and services
Best Practice Assumptions:
•
Capital equipment purchases
•
Build in a conservative margin (1–2%) for revenue fluctuations
Challenge of Rising Fixed Costs:
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Review three-year historical trends for each major revenue source
• •
•
•
Fixed costs typically grow faster than revenues (driven by wage increases, pension obligations, and healthcare costs)
Monitor state legislation affecting education funding, revaluations, or tax policy
•
The Board must balance the desire to maintain service levels with the need to hold down mill rates
Coordinate with state agency officials regarding grant funding and timing
•
Strategic decisions about workforce, outsourcing, and service delivery must be made to accommodate these trends
Managing Fixed and Variable Costs Fixed Costs: •
Employee salaries and benefits (the largest component of most municipal budgets)
Capital Planning and Budgeting Multi-Year Capital Planning: •
The Board should work with the Capital Committee (or equivalent body) to develop a five- to sixyear capital improvement plan
•
Debt service (principal and interest on bonds, typically locked in)
•
Pension fund contributions (mandated by statute)
•
•
Contracted services (often locked in by multiyear agreements)
The plan prioritizes major equipment purchases, facility improvements, and infrastructure projects
•
•
Utilities and insurance (subject to market rates)
Early planning allows time for grant applications, financing analysis, and phased implementation
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Capital Reserve Funds: •
Municipalities may establish capital reserve funds to accumulate savings for major future expenditures (roof replacement, vehicle fleet renewal, etc.)
•
Contributions to capital reserves are funded from current year revenues or fund balance surpluses
•
Reserve funds reduce the need for bonding and lower long-term financing costs
➢
Timeline for rebuilding fund balance if it falls below target levels
Addressing Budget Pressures and Difficult Decisions Common Budget Pressures: •
Rising employee health insurance and pension costs
•
Deferred maintenance and aging infrastructure
Bond Financing:
•
Stagnant or declining state aid
•
Major capital projects are often financed through municipal bonds
•
Unfunded state or federal mandates
•
Bond issuance requires voter approval and creates ongoing debt service obligations
•
Economic recession reducing tax revenues
Strategic Responses:
•
The Board should ensure that debt levels are sustainable and do not crowd out operating budget funding
Fund Balance Management
•
Seek departmental efficiency improvements and cost-saving initiatives
•
Collaborate with neighboring municipalities on shared services
•
•
Fund balance represents the cumulative difference between municipal revenues and expenditures
Implement performance-based budgeting to prioritize high-impact programs
•
•
A healthy fund balance provides financial flexibility for:[21]
Engage community in discussions about service levels, fees, and mill rate impacts
•
Develop and regularly update a long-term financial sustainability plan
•
➢
Unexpected revenue shortfalls
➢
Unanticipated expenditure needs
➢
Avoiding mid-year tax increases
➢
Maintaining adequate cash flow between tax collections
Most financial advisors recommend maintaining a fund balance of 10–15% of annual operating expenditures[21]
Compliance with Statutory and Charter Requirements Essential Compliance Areas: •
Balanced Budget: Ensure appropriations do not exceed revenues plus designated fund balance
•
Debt Service Coverage: Maintain adequate reserves for principal and interest payments on outstanding bonds
Sources of Fund Balance Changes: •
Positive: Expenditures come in under budget, revenues exceed projections, state aid is higher than expected
•
Minimum Budget Requirement (MBR) for Education: Ensure school district funding meets statutory requirements
•
Negative: Expenditure overruns, economic downturn reduces tax revenue, budget deficiencies from prior years
•
Audit Completion: Ensure annual audit is completed, filed, and reviewed within required timeframes
•
Public Notice and Hearing: Comply with all public hearing notice and timing requirements
Fund Balance Policy: •
The Board should establish a written fund balance policy that addresses: ➢
Target fund balance levels by category (committed, assigned, unassigned)
➢
How surpluses are allocated (e.g., toward pension obligations, capital reserves, or one-time expenditures)
➢
Circumstances under which fund balance may be used to balance the budget
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Internal Controls and Records: •
Maintain organized financial records and supporting documentation
•
Implement segregation of duties in financial transactions (approval, authorization, execution, reconciliation)
•
Conduct regular bank reconciliations and balance sheet reviews
•
Document all Board decisions regarding budget
Specialized Municipal Situations Tier II, III, and IV Municipalities Under State Oversight
•
If no budget is adopted by June 15, MARB may impose an interim budget
Some municipalities with financial distress are designated by OPM as Tier II, III, or IV municipalities under the Municipal Accountability Review Board (MARB) or Municipal Finance Advisory Commission (MFAC) oversight:
•
MARB may approve proposed transfers in excess of $50,000
•
MARB reviews and approves Board of Education budgets on a line-item basis
Tier II Municipalities (MFAC Oversight):
Tax Intercept and Debt Service Payment Fund Requirements
•
Submit a three-year financial plan for MFAC approval
•
Provide monthly reports to the MFAC
•
Coordinate with MFAC on revenue assumptions and budget assumptions
Tier III Municipalities (MARB Oversight): •
Submit budgets to MARB for review and comment before adoption
•
MARB establishes state and local property tax revenue assumptions
•
MARB approves or disapproves issuance of general obligations and bonds
Tier IV Municipalities (Enhanced MARB Oversight): •
All budgets require MARB approval before adoption
•
No budget may take effect until approved by MARB
For certified municipalities and some municipalities with general obligations, Connecticut law establishes a debt service payment fund secured by a tax intercept procedure. This ensures that property tax revenue is deposited into the fund to guarantee payment of debt service: •
A specified percentage (often 100%) of collected property taxes is deposited into the debt service fund
•
Funds are used solely for payment of bond principal, interest, and sinking fund payments
•
Any excess above the annual debt service requirement may be returned to the municipality for general use
•
This requirement does not increase appropriations but allocates revenues to ensure debt service payment
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Further Resources: Handbook for Connecticut Boards of Finance https://www.ctsprague.org/resources/handbook_for_ connecticut_boards_of_finance_ocr.pdf) OLR Report 2014-R-0158: Municipal Boards of Finance
14. https://ecode360.com/38087619 15. https://www.bloomfieldct.gov/226/Public-Hearing-Notices
https://www.cga.ct.gov/2014/rpt/2014-R-0158.htm 1.
https://www.meridenct.gov/government/budget-process/
16. http://concernedwindsorcitizens.com/budgetrefs. pdf
2.
https://www.brooklynct.org/board-of-finance
17. https://portal.ct.gov/opm/igpp/publications/millrates
3.
https://www.eastonct.gov/board-of-finance
4.
https://law.justia.com/codes/connecticut/title-7/ chapter-106/section-7-347/
5.
6.
7.
https://townofreddingct.org/wp-content/uploads/2021/06/Redding-BOF-Budget-Transfers-JC. pdf https://portal.ct.gov/OPM/IGP-MUNFINS/Municipal-Financial-Services/Audit-Reporting-Requirements https://codelibrary.amlegal.com/codes/eastlyme/ latest/eastlyme_ct/0-0-0-273
8.
https://ecode360.com/7292829
9.
https://schoolstatefinance.org/resources/minimum-budget-requirement-mbr-by-town-ct-state-department-of-education
10. https://portal.ct.gov/sde/fiscal-services/2022_23-minimum-budget-requirement_ mbr 11.
https://www.ellington-ct.gov/government/budget-process/explanation-of-the-annual-budget-process
12. https://lwvwestonct.org/content/pages/LWV-Annual-Budget-Process.pdf 13. https://law.justia.com/codes/connecticut/title-8/ chapter-124/section-8-7d/ 14 | CCM Purchasing & Procurement Toolkit | 2026
18. https://www.brookfieldct.gov/assessor/faq/whatmill-rate-and-how-it-established 19. https://www.glastonburyct.gov/departments/department-directory-i-z/revenue-collection-tax-office/mill-rate-distribution-of-taxes 20. https://www.beaconfalls-ct.org/sites/g/files/vyhlif4141/f/uploads/beacon_falls_fin_policy_manual_8.16.23_final_tracks_accepted.pdf 21. https://www.simsbury-ct.gov/sites/g/files/vyhlif9751/f/pages/fund_balance_policy.pdf 22. https://portal.ct.gov/DECD/Content/About_DECD/ Audit-and-Compliance/Audit-Requirements/FAQ 23. https://law.justia.com/codes/connecticut/title-7/ chapter-114/section-7-492/ 24. https://www.cga.ct.gov/2023/pub/chap_117.htm 25. https://files.schoolstatefinance.org/hubfs/Reports/ Fiscal Oversight of Municipalities.pdf 26. https://law.justia.com/codes/connecticut/title-7/ chapter-117/section-7-560/ 27. https://www.housedems.ct.gov/node/25257 28. https://www.thompsonct.org/board-finance 29. https://files.schoolstatefinance.org/hubfs/Reports/ Connecticuts State Budget Process.pdf
30. https://law.justia.com/codes/connecticut/title-7/ chapter-117/
45. https://www.oxford-ct.gov/town-government/files/ article-3-legislative-body
31. https://ctmirror.org/2025/11/07/gov-lamont-callsspecial-session-lays-out-agenda/
46. https://www.cga.ct.gov/2021/pub/chap_106.htm
32. https://www.ctpublic.org/news/2025-11-13/whatto-know-about-cts-new-500m-relief-fund-in-response-to-federal-cuts 33. https://ctmirror.org/2025/11/03/facing-federal-cuts-lamont-oks-500-million-contingency-fund/ 34. https://law.justia.com/codes/connecticut/2019/ title-7/chapter-117/section-7-576b/ 35. https://www.homelight.com/blog/connecticut-transfer-tax/ 36. https://portal.ct.gov/drs/taxes/controlling-interest/ tax-information 37. https://www.easthaddam.org/board-of-finance 38. https://wp.cga.ct.gov/apa/wp-content/uploads/2019/01/CT-Agency-Audit-Guide.pdf 39. https://law.justia.com/codes/connecticut/title-7/ chapter-106/ 40. https://osc.ct.gov/wp-content/uploads/2024/02/ BudgetReserveFund_PolicyBrief.pdf 41. https://law.justia.com/codes/connecticut/title-4/ chapter-50/section-4-95a/ 42. https://law.justia.com/codes/connecticut/2022/ title-7/chapter-106/ 43. https://ctmirror.org/2024/07/23/ct-budget-reserve-guardrails-pension/ 44. https://www.youtube.com/watch?v=YF1Dg9dEUwY
47. https://www.beaconfalls-ct.org/finance/pages/ budget-operating-and-capital 48. https://codelibrary.amlegal.com/codes/hamden/ latest/hamden_ct/0-0-0-10053 49. https://www.pomfretct.gov/board-of-finance/files/ guide-to-the-budget-process 50. https://ctmirror.org/2025/04/22/ct-appropriations-committee-budget-proposal/ 51. https://law.justia.com/codes/connecticut/title-2/ chapter-16/section-2-36/ 52. https://www.cga.ct.gov/2025/TOB/H/PDF/2025HB-06864-R00-HB.PDF 53. https://seec.ct.gov/Portal/CEP/news/2016CEPGuide20160222.pdf 54. https://fam.state.gov/fam/04fam/04fam0080.html 55. https://legiscan.com/CT/supplement/HB06941/ id/392277/Connecticut-2023-HB06941-Summary_for_Public_Act_No_23-204.pdf 56. https://osc.ct.gov/stateacct/approp/appropriation. htm 57. https://law.justia.com/codes/connecticut/title-47/ chapter-828/section-47-261e/ 58. https://ctmirror.org/2023/02/08/ct-state-budget-process-bond-package-general-assembly/ 59. https://crhsnews.com/4612/news/minimum-budget-requirements/ 60. https://www.cga.ct.gov/2023/pub/chap_204.htm 2026 | CCM Purchasing & Procurement Toolkit | 15
CCM is the state’s largest, nonpartisan organization of municipal leaders, representing towns and cities of all sizes from all corners of the state, with 166 member municipalities. We come together for one common mission — to improve everyday life for every resident of Connecticut. We share best practices and objective research to help our local leaders govern wisely. We advocate at the state level for issues affecting local taxpayers. And we pool our buying power to negotiate more cost-effective services for our communities. CCM is governed by a board of directors that is elected by the member municipalities. Our board represents municipalities of all sizes, leaders of different political parties, and towns/cities across the state. Our board members also serve on a variety of committees that participate in the development of CCM policy and programs. Federal representation is provided by CCM in conjunction with the National League of Cities. CCM was founded in 1966.