CCM Municipal Guide 2026

MUNICIPAL GUIDE

A Primer On Local Government In Connecticut

2026

TABLE OF CONTENTS & INTRODUCTION Introduction 2

Public Services

Forms of Government

•

Building

•

Economic Development

Administration 5

•

Housing

•

Meetings

•

Library

•

FOIA

•

Parks and Recreation

•

Town/City Clerk

•

Public Works

•

Charter Revision

Legal and Labor Relations

•

Ethics

•

Legal

•

Commissions

•

Risk Management

Budgeting 9

•

HR – Labor issues

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Finance

Education 19

•

Purchasing

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3

Basic Responsibilities of CEO

Public Safety and Health •

Police

•

Fire

•

Emergency Management

•

Health

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ocal leaders have a variety of responsibilities. In order to be effective, they must have the tools and resources to meet the needs of residents and businesses in their community. CCM continues to be a vital resource in providing education, research, advocacy and other initiatives to meet the needs of our members. We understand that these responsibilities can be daunting, especially for newly elected members.

In CCM’s continued effort to provide beneficial and meaningful information, this “Municipal Guide” is intended to provide an overview of the responsibilities and structures of local government in Connecticut. Even for seasoned veterans, we are hopeful that this may provide additional insight and considerations for the operations of municipal government.

The guide is outlined and structured to provide a basic understanding of the forms of government, operations, administration and particular responsibilities to ensure that you are adhering to current law and aligning with best practices. As laws and best practices change, it is the intent that this document will also evolve to incorporate those changes.

This guide should not be viewed as containing legal opinion or definitive information on matters of law or statutory interpretation. As this document presents information given current law, some information may evolve over time and legal counsel should be obtained for specific issues.

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FORMS OF GOVERNMENT

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onnecticut has 169 municipalities each with their own ability to choose how they are governed.

Fundamentally, a town or city must choose to either operate under the state’s “general statutes” or adopt its own charter. When adopting their own charter, they set forth their own structure and operations whereby the powers are executed through ordinances or resolutions that are adopted by the local governing body. When a town operates under the state statutes, they operate through a “town meeting” form of governance.

The following are the three most common forms of government in Connecticut: • Town/City Council and Mayor – The mayor is directly elected and serves as the chief executive officer of the municipality. The mayor is responsible for running the day-to-day operations, and responsible for all functions of the municipality. This structure often relies upon their own charter to determine particular roles and responsibilities. Depending on the local laws, the powers may allow the mayor to appoint department managers, as well as the ability to veto policies adopted by the town/city council. The

town/city council serves as the legislative body.

• Town Meeting and First Selectman – The First Selectman is directly elected by the voters, along with the other Board of Selectman. The First Selectman is recognized as the chief executive officer and is responsible for the day-to-day operations of the town.

In this form of government, the legislative body is the town meeting where residents can attend, provide input and vote on particular maters. These towns have no charter and operate under general statutes.

• Town/City Council and Manager – The town or city manager serves as the chief executive officer to run the day-to-day operations and responsible for all the functions of the municipality. They are hired by, carry out, and serve at the pleasure of the municipal council. All department managers report to the town/city manager for all major functions. In these structures, the council serves as the legislative body.

Many of these structures rely upon their own charter to determine particular roles and responsibilities.

Specific town manager responsibilities are outlined in CGS 7-98 to 7-100j.

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FORMS OF GOVERNMENT Basic Responsibilities

3.

A majority of municipal powers and authorities are found in CGS 7-148. Specifically, the legislative body has the power to create and enforce law, levy taxes and fines, approve budgets and control expenditures.

It is the source of all powers of government, in particular the various sections that will be covered later in this guide.

Nominate a health director for appointment by the legislative body, unless otherwise specified by charter; designate an acting director when the position is vacant (19a-200)

4.

Request assistance from another municipality in a civil defense emergency (2808a)

5.

Accept aid from the federal government, any person or corporation in a civil defense emergency (28-15)

6.

Appoint members of a port authority established by the board of selectmen and fill vacancies (7329a)

The duties and responsibilities of the municipal chief executive officer are detailed as follows: 1.

Appoint an official to administer the state building code (29-260)

2.

Serve as a non-voting member of the planning commission (8-19)

7.

Request police assistance from any other town (7-277a)

3.

Approve the destruction of documents (pursuant to records retention and maintenance policy) (727a)

8.

Close any street or highway laid out in violation of law (13a-71)

9.

Administer oaths in any matter coming before the board of selectmen

4.

Represent the town in collective bargaining with municipal employees (7-474(a))

5.

Estimate the damage done by dogs to domestic and farm animals and report it to the Connecticut Agriculture Commissioner within 24 hours (22355)

6.

Appoint special constables as deemed necessary (7-92)

7.

Appoint members of the local hazardous waste facility project review committee (22a127)

8.

Appoint members of the parking authority where one has been established (7-203)

9.

Appoint a civil service commission, remove any commissioners for cause, and fill vacancies (7-408)

10. Remove evicted tenants’ personal effects from the sidewalk, street or highway within 24 hours; sell these effects at public auction (47a-42 (c)) 11.

Appoint a committee to care for veterans’ graves (27-123)

12. Apply to the Veterans’ Home and Hospital Commission for headstones for veterans who die overseas and whose remains are not returned for interment (27-120 and 27-121) 13. (When the Municipality Does Not Maintain a Police Department) - Issue permits for the selling or carrying of pistols and revolvers as prescribed by the State Police Commissioners (29-28) Specifically, the First Selectman duties are detailed in CGS 7-12, which include the following: 1.

Serve as Chief Executive Officer (7-12a)

2.

Serve as an ex-officio member on all city boards and commissions

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10. Notify the Secretary of the State of a vacancy in the office of the town clerk (9-233)

ADMINISTRATION Meetings Overview

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unicipal meetings compliance is covered in CGS 7-1 to 7-9d. In addition to the specific requirements, meetings need to also be in conformance with the Freedom of Information Act (FOIA). In accordance with these rules, there are three types of public meetings: regular, special and emergency. Each of these meetings require particular public notice as well openness for the public to attend. Public attendance can either be in-person, virtually, or a hybrid.

(Particular requirements for virtual meetings are in found in PA 22-3). Public meetings are conducted in a proper manner often utilizing a form of parliamentary procedure.

Public meetings must be open to the public expect, (1) executive sessions (as defined by subsection (e) of CGS 1-18a (1-21)) which meet an affirmative vote of the members at the meeting; and (2) other non-public meetings.

Executive sessions could include: • employment search committees for executive positions • chance meetings • collective bargaining • single party caucus meetings, if the group does not constitute a quorum Other non-public meetings include: • Collective bargaining negotiations • Administrative staff meetings • Personnel search • Other HR related meetings Specific municipal compliance of meetings is outlined in statute as follows: • CGS 7-1 Annual and special town meetings

tions to take place. This is to allow all participants and the public time to properly prepare and be present to express their views.

Meetings must be properly recorded or transcribed (excluding any portion of the meeting that was an executive session). An accurate record of minutes must be kept, and available for public inspection. Among the items that need to be recorded in the minutes include any votes of the body, in addition: 1.

Time of convening and adjournment

2.

Date and place of the meeting

3.

Names of institution members attending, whether they attended in person or virtually, and how they voted on each issue

4.

Statement of each issue discussed or acted on

5.

Purpose of any executive session and who attended such executive session.

Any votes taken at the meeting must be posted within 48 hours. Meeting minutes must be posted within 7 days.

Freedom of Information Act (FOIA)

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he law guarantees public access to records of governmental bodies. Public records include any recorded data or information relation to the conduct of “the public’s business prepared, owned, used, received or retained by a public agency, or to which a public agency is entitled to receive a copy by law or contract.” Those requesting such information do not need to provide a purpose in seeking the information.

Connecticut’s Open Meetings Law is included in the state’s FOIA. It defines meetings that are covered by the Act as “all gatherings of, or communications to a quorum of members of a multi-member public agency with the intention of discussing or dividing public policy.” Multi-member public agencies include municipal government meetings.

• CGS 7-2 Convening special meetings • CGS 7-3 Notice of town and other meetings • CGS 7-4 Recording of meeting • CGS 7-5 Location • CGS 7-6 Eligibility to vote • CGS 7-7 Conduct of meetings • CGS 7-8 Power of the moderator • CGS 7-9 – 9d Petitions to vote and voting for referenda Conduct of Municipal Meetings Meeting agendas must be made available to the public at least twenty-four (24) hours before the meetings.

The agenda must explain the proposed topic and ac2026 | CCM MUNICIPAL GUIDE | 5

ADMINISTRATION Exemptions to the Connecticut Freedom of Information Act include: • Preliminary drafts or notes whose disclosure does not outweigh the public benefit of withholding them • Personnel or medical files and similar files the disclosure of which would constitute an invasion of personal privacy” • Records of law enforcement agencies which are still currently in pre-trial or trial phase or which would place victims or culprits in danger.

• Strategy or negotiation concerning pending litigation.

• Trade Secrets • Financial information, freely given and not required by statute • Licensing tests and statements of personal worth.

• Collective bargaining records and reports.

• Personal information including names and addresses of students enrolled in any school • Adoption records • Petitions • Records of complaints • Any information that would jeopardize security at correctional facilities, infrastructure, telecommunications or the security of any individuals

with State Statutes. A majority of this is conducted through the State Library each month. Clerks must apply each year for the grant available to each municipality for Historic Document Preservation. (see footnote) • Ensure that all records (including land use, maps, birth, death and marriage) are maintained in a manner to make them accessible and safe from deterioration. Any documents needing restoration need to be completed.

• The clerk must periodically review, codify, and update all municipal ordinances at least every two years to make sure that local laws reflect up-to-date amendments. Often this includes modifying the municipal website to inform the public about all aspects of voting, obtaining licenses and certificates, and the procedures and costs associated with obtaining any records. In addition, the website should be used to post minutes of various meetings, election results, what records are available to the public as well as the municipal ordinances.

• Ensure all municipal meeting agendas and minutes are filed, maintained, and available by the public. The clerk must put a program in place for all town/city government offices to receive a copy of the State’s Records Retention Schedule so that each employee who generates or receives a paper record, telephone message, or email is educated on the proper handling of these records.

• Home addresses of anyone within the Address Confidentiality Program

Professional Related Associations:

Municipal Clerk

Basic Steps For Revising Or Developing A Municipal Charter

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his function includes the retaining all public documents, including agendas and minutes, maintaining the vital statistics of a community (e.g., birth, death, and marriage records), and assists the Registrar of Voters. This office handles records management, including storage and retrieval systems, and elections administration. Licenses and permits are also coordinated through this office, in addition notices of all public meetings, including those of boards and commissions, are posted and coordinated through the Clerk’s Office. This office is also an important source of public information for citizens with questions about their municipal government.

The specific responsibilities include, among others: • Clerks are responsible for submitting all licensing reports and fees paid to the State in accordance

• Connecticut Town Clerks Association

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owns and cities which operate under charter are required to adhere to a particular process when modifying this document. Outlined below is the process that municipalities need to follow when making any changes.

STEP 1: Charter revision or adoption proposal must be initiated by either a 2/3 vote of the entire membership of the municipal appointing authority (common council, board of aldermen, selectmen, etc.), or a petition signed by not less than 10% of the electorate.

(CGS §§ 7-187(a), 7-188(b)) STEP 2: Within 30 days after step 1, the appointing authority must appoint a charter commission, charter revision commission, or home rule ordinance revision commission. The commission must consist of five to

Footnote: Item 2: This grant is guaranteed to those town/city clerks who apply if they file each month on time and send $2 of the $3 collected with the report. The annual amount is estimated to be $5,000 for small towns and up to $20,000 for larger towns/cities. There is also a competitive grant available for $50,000 – it is required that a town/city records assessment be done before applying – the first grant ($5,000 – $20,000) can be used for this assessment. It can also be used to merge land record indices, restore any historic document, purchase equipment for scanning – almost anything related to the town/city clerk’s office

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ADMINISTRATION fifteen electors, not more than 1/3 of whom may hold another public office, and with no more than a bare majority from the same political party.

(CGS § 7-190(a))

ipal clerk must file three certified copies of the charter, amendments, or revisions with the Secretary of State.

(CGS § 7-191 (g))

STEP 3: The commission must hold at least two public hearings: one prior to beginning “substantive work”, and one after the commission has completed a draft report, but before submitting it to the appointing authority. The commission may hold other meetings it deems necessary.

(CGS § 7-191(a))

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STEP 4: The appointing authority shall prescribe a date, no later than 16 months from appointment, by which the commission must submit the draft report, including the proposed revisions, to the municipal clerk.

(CGS §§ 7-190(b), 7-191(b)) STEP 5: The appointing authority shall hold its last public hearing, not later than 45 days after submission of the commission’s draft report.

(CGS §7-191(b)) STEP 6: The appointing authority may recommend changes to the draft up to, but not more than, 15 days after its final hearing.

Municipal Ethics unicipal officials must maintain a high level of ethical conduct to earn and foster the trust and confidence of the public. Most public servants do; however, problems do occur. Local government must be prepared to appropriately address any allegations of ethical breaches.

Ethics ensure that governmental decisions and policies are made through the proper channels, prevent public offices from being used for personal gain, and promote public confidence in our government.

Unlike other states, Connecticut does not require municipalities to adopt ethics standards for municipal officials to abide by. Rather, towns and cities have the ability to tailor to decide what is best for their community. However, it is common practice for each town and city to adopt ethics standards that best suit their structure and needs of the community.

• If there are recommendations, the commission has 30 days to make its final report to the appointing authority.

• If there are no recommendations, the commission has 15 days to make its final report to the appointing authority.

(CGS §§7-191(b), (c)) STEP 7: Not later than 15 days after receiving the final report, the appointing authority must, by majority vote, either approve or reject the charter, amendments, or revisions in total or in part. Following a vote to reject, the electorate has 45 days in which to file a petition for referendum.

(CGS §§ 7-191(d), 7-190(c)) *The commission shall terminate upon acceptance or rejection of its final report by the appointing authority.

(CGS § 7-190(c)) STEP 8: Not later than 30 days after the appointing authority’s approval or certification of a petition from the electorate, the charter, amendments, or revisions must be published at least once in a local, generally circulated, newspaper.

(CGS § 7-191(d)) STEP 9: After approval or the filing of electorate petition, the appointing authority decides by majority vote whether to hold a vote on the charter, amendments, or revisions at either a regular election (simple majority vote is needed for approval), or a special election (majority equal to at least 15% of qualified electors needed for approval. The election must be held not later than 15 months after approval by the appointing authority or certification for a petition. (CGS §§ 7-191(e), (f)) STEP 10: Not later than 30 days after the approval by the electors, the municipal clerk must notify the Secretary of State, in writing, of the results. Also, the munic-

There can be a variety of approaches to the practice of ethics. It is important to realize that there is a difference between adherence to the law and abiding by ethics. An action or conduct may adhere to the letter of the law, however may run contrary to particular ethical standards accepted by our society. This is where a municipal code of ethics can help guide actions and conduct of municipal officials.

Authority To Create Ethics Codes and Commissions • § 7-148h(a) Ethics commission; establishment and powers. Interest in conflict with discharge of duties. The statutes provides that “any town, city or borough may, by charter provision or ordinance, establish a board, commission, council, committee or other agency to investigate allegations of unethical conduct, corrupting influence or illegal activities levied against any municipal official, officer or employee of such.”

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ADMINISTRATION • CGS § 7-148(c)(IO) provides municipalities with the power to adopt a code of “ethical conduct.”

• CGS § 7-479 Conflict of interest. Allows any municipality to prohibit, by ordinance or regulation, its officials and employees from having financial or other personal beneficial interests in contracts, goods or services furnished to or used by the municipality. A municipality also may prohibit its officials and employees from accepting money or rewards in return for “any promise, obligation or contract for future reward or compensation.”

Code of Ethics Provisions Ethics codes are adopted through ordinance, policy or through their Town Charter. Local codes of ethics usually prescribe which officials are covered by the code and what constitutes a “conflict of interest”. In general, ethics codes apply to local elected officials, employees, as well as members of any municipal commission.

The Code may also provide other guidelines, including those to be used by ethics boards or commissions when they conduct their investigations.

A “conflict of interest” is used to describe the situation in which a public official or fiduciary who, contrary to the obligation and absolute duty to act for the benefit of the public or a designated individual, exploits the relationship for personal benefit, typically but not always financial.

or home rule ordinance explicitly allows it or (2) the official serves only in his capacity as a member of the town’s legislative body. The prohibitions against service on the other bodies do not apply if (1) a local charter or home rule ordinance explicitly allows it, (2) the town’s legislative body adopts an ordinance permitting an employee to serve, or (3) the official serves only in his capacity as a member of the town’s legislative body.

Additional resources: CCM has provided a variety of resources, training and tools to help local officials navigate municipal ethics.

For specific information, please contact CCM Research Staff.

Municipal Commissions

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n municipal government, power is often shared amongst various elected officials, boards and commissions. These commissions are often created through law or through the municipal charter. Several of these boards and commissions function independently from one another.

Typical Boards and Commissions: • Board of Finance • Board of Education • Planning Commission

A conflict of interest usually occurs when an individual, acting in one’s official capacity, has

• Zoning Commission

• A personal interest, such as a matter involving a close relative or business associate or your career; or

• Police Commission

• Inlands/Wetlands Commission

• A financial interest; or

• Building Commission

• A personal bias or predilection that prevents you from being objective.

• Energy Commission • Insurance Commission

Conflicts of interest can be difficult to identify, and even harder to define. Specifically, in distinguishing whether a conflict is perceived or actual. A perceived conflict may not have a constituted real improper influence, however it may still be a violation of an adopted standard.

• Pension Commission

Municipal Employees as Elected Officials Connecticut law does impose some restrictions regarding municipal employees running for, and holding elective office (CGS § 7-421).

Specifically, a municipal employee has the right to serve on any governmental body as an elected or appointed official in the town where he lives with some restrictions. However, an employee cannot serve on a body that is responsible for directly supervising him in his job. The law also bans service on (1) boards of finance; (2) bodies exercising planning, zoning, or land use powers; and (3) bodies regulating inland wetlands and watercourses. However, the ban on service on a board of finance does not apply if (1) a local charter 8 | CCM MUNICIPAL GUIDE | 2026

• Zoning Board of Appeals • Assessment Board of Appeals • Housing Authority • Youth Commission • Parks & Recreation Commission • Commission on Aging • Economic Development Commission • Emergency Services Commission • Charter Revision Commission • Ethics Commission

BUDGETING Finance Department

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he Finance Department is managed by a Finance Director who is responsible for directing and administering the Town’s municipal funds. This often includes the municipal accounting systems, accounting controls, purchasing controls, health benefits, payroll, pension, revenue controls, and preparation and monitoring of the municipal budget.

Specifically, there are a variety of general functions or programs that the finance department is responsible for, including: • Accounting and Analysis - the largest function, is responsible for preparation of monthly financial statements, forecasting general fund revenues and expenditures, as well as fixed asset oversight and reporting. This function is also responsible for debt issuance and management including bond rating presentations and preparing official statements for note and bond sales.

• Budget and Audit - assisting with the preparation of the annual budget, overseeing the audit and preparing the comprehensive annual financial report (CAFR).

• Cash Management - prepare the cash flow analysis

and cash investment plan to meet the payment requirements while maximizing the investment earnings of idle funds.

The finance department may also have other responsibilities, or shared with other departments. These include: • Payroll, Benefits and Risk Management - responsible for processing payroll and employee benefits, and employee worker’s compensation.

• Pension Administration and Retiree Benefits - oversees the administration of the municipal pension programs and retiree benefits.

• Purchasing - processes bids and collects quotes in accordance with town policies and processes payments for goods and services.

A majority of towns also have a Board of Finance who are responsible for setting financial controls by recommending annual budgets, town appropriations, and determining the tax rate. In other instances, this responsibility falls to the mayor, town manager or council.

While these controls are set by an elected board, the administration of finances is the responsibility of the finance department, tax collector and/or other appropriate staff.

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BUDGETING Budget Process The process and schedule for adopting municipal budgets often begins in December or January with department, offices, boards, commissions and others submitting estimates on expenditures and anticipated revenue.

While municipal government is responsible for funding local public education, they do not set the education budget. The local or regional Board of Education often submits their own budget during this process for consideration by the appropriate bodies. Once submitted, local government has limited ability to modify education funding.

Once the information has been collected, the finance director, mayor or town manager reviews the budget request together with estimates of receipts and expenditures for the current year and submits them to consideration to the Council or Board of Finance. Most communities then conduct a series of workshops or forums with respective town departments, which also includes public comment sessions.

A final budget public hearing is often held in March which allows residents further opportunity to comment on the budget. Following the public hearing, additional modifications may take place with a vote of the Board of Finance, Council or Selectman or Town Meeting, often in April or May. State Assistance Municipal revenue is largely generated through property taxes and state financial aid. Examples of state municipal aid include: • Statutory formula grants - including State Owned PILOT, College & Hospital PILOT, Mashantucket Pequot & Mohegan, Regional Performance Incentive, Grants for Municipal Projects, the Municipal Revenue Sharing Account, Adult Education, and Education Cost Sharing (ECS).

• Capital programs - Local Capital Improvement Projects (LoCIP), Town Aid Road (TAR), Small Town Economic Assistance Program (STEAP), and school construction are capital programs benefitting the municipalities. Other examples of capital funding benefitting municipalities include housing, public libraries, open space land acquisition, brownfields, economic development, and clean water.

Professional Association: • Government Finance Officers Association of CT (https://gfoact.org/)

Purchasing

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he trend over the years in municipal governments has been to centralize all purchasing functions at a single department. This is to ensure a centralized, uniform and legal process for purchasing.

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The best prices are obtained when cost quotes, formal bids, and an economy of scale are received in the purchasing process. Checks-and-balances are also common, whereby multiple signatures are required before making significant purchases. Every community has monetary thresholds, above which formal bids must be received for products and services. Sealed bids are typically used for goods, while a Request for Qualifications (RFQ) or a Request for Proposal (RFP) are used for professional consulting services, where the qualifications of the service provider mean more than the cost of the service rendered.

The purchasing function should follow recommended standards for records management as prescribed by local regulations and/or state statutes, sufficient checks-and-balances in place to ensure the integrity of the town or city’s requisitioning, ordering, and receiving functions, as well as policies (e.g., written in a manual form) that govern the authority and practices of those employees working in the purchasing function of your community.

The purchasing function should establish the criteria by which a contractor’s responsiveness to a municipal bid solicitation is determined, as well as the contractor’s capacity and anticipated ability to perform is evaluated. Limits and thresholds should be established (by the town or city’s elected officials) concerning the varying degrees of formality used in the community’s purchasing process (e.g., those purchases that require a formal written bid, those purchases that require three price quotes from different sources, and those purchases that can be made directly by employees with the approval of their supervisor).

The purchasing function should have the authority to prepare, review, and modify the specifications used when selecting a contractor or consultant to perform work for the community.

Where possible, municipalities should enter into cooperative purchasing agreements with other towns and cities, and/or other government agencies (e.g., the school district), including a process for vendors to appeal a purchasing decision made by the purchasing staff should the vendor feel dissatisfied with the process or the final decision made by the Purchasing Officer.

Best practices and state law require consideration of a “Set-Aside Program” to be available for minority and female-owned companies to facilitate their participation in the public procurement process. Specifically, Connecticut’s set aside law for municipal public projects is located at Conn. Gen. Stat. §4a-60g. Section (b)(3). This section requires particular municipal notice and contractor requirements.

Professional Purchasing Associations: • Public Purchasers Association of Connecticut (PPAC)

PUBLIC SAFETY AND HEALTH Police

of their initial certification, or through annual review.

aw enforcement include a variety of services and programs to protect and serve residents throughout the state. The most visible is the patrol and investigative services. Additional duties could include marine patrol, animal control, school safety, community policy, juvenile and DARE activities.

Dispatching services should be provided seven days a week, 24 hours a day, which includes providing access to other local, state, and federal agencies. There should be a back-up power system for the Department’s communications equipment. In addition, the Department should include a system or policy for prioritizing responses to calls-for-service. In Connecticut, there are multiple Public Safety Answering Points (PSAP) that provide dispatch services. Some are administered by the police, others by the fire service, or through regional PSAP services. Towns that use a State Trooper dispatch through a regional dispatching agency with all towns in the region contributing to personnel and capital costs.

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Many departments, in particular larger departments, have initiated community-policing programs. In addition, many departments have active crime prevention programs, where officers are trained to educate school children and the public in ways to reduce crime. In addition, police department are responsible for pistol permit applications and other document management.

Smaller towns who do not have a police department may contract with the State Police to have Resident State Trooper(s) assigned to their town to lead police activities, and they are supplemented by town constables and police officers. In these towns the First Selectman is the official Police Chief.

Professional Law Enforcement Associations:

Some communities do not have either a sworn department or contract with the state for police services. In these instances, the town is provided policing through the local state troop barracks. While no cost is incurred by the town for these services, the town may lose out on other services provided by a Resident Trooper as well as there may be a delay in any law enforcement response.

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Department Operations: Each law enforcement agency needs to be accredited either through the Police Officer Standards and Training (POST) Council or through the Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA).

The Department should adopt an operational strategic plan and actively pursue the goals developed from that process and include performance measures and periodic reports provided on the effectiveness of the strategy and/or its implementation, utilizing information programs and computer systems which have been developed to produce timely and accurate information about organization performance and other reports for the public.

Police Officer Standards: Police officers in Connecticut are certified by the POST Council. All officers should meet the training standards of the State, regular training conducted during the year on service excellence, ethics, and customer service. The Department should have a “General Orders” manual made available to all officers.

Training and development are also a major program since sworn personnel must be up-to-date on the latest laws, court decisions, and policing practices.

Current law mandates particular training either as part

• Connecticut Police Chiefs Association (CPCA) • Various organized labor unions which represent law enforcement

Fire/ EMS he typical fire department handles fire suppression, fire prevention, fire inspections, emergency services, and is responsible for responding to all hazardous materials incidents. While some communities have full-time paid professional fire fighters, many communities have volunteer fire departments.

Some towns/cities use a combination of both paid and volunteers fire fighters. Some municipalities may be serviced by multiple departments overseen by separate commissions from municipal government.

There should be a sufficient number of sworn fire personnel to support each fire apparatus and the procedures and equipment used to dispatch fire apparatus and personnel adequate to support rapid response to fire calls-for-service, as well as other emergencies.

All sworn fire personnel should be certified, and regularly trained to meet National Fire Protection Association (NFPA) requirements, and the fire equipment, both apparatus and personal fire-fighting equipment, should meet current NFPA standards for safety. In Connecticut, the basic firefighter training requires Firefighter I level certificate before they are actively involved in fire service activities.

Firefighter training in Connecticut is conducted through the Connecticut Fire Academy and the various regional fire schools. Each of them provides basic and advanced training for both paid and volunteer firefighters.

The Commission on Fire Prevention and Control is the authority responsible for certification, training and coordination of the fire service in Connecticut.

The Department should be accredited by the Commission on Fire Accreditation International, Inc. (CFAI), 2026 | CCM MUNICIPAL GUIDE | 11

PUBLIC SAFETY AND HEALTH and the municipality should receive at least a midpoint rating (5 points or lower) from the Insurance Services Office (ISO).

The Fire Chief, and other members of the department, are highly involved in emergency management. While fire suppression services are handled from neighborhood fire stations, fire prevention and fire inspection are typically performed by a fire marshal’s office at the town/city hall. In some communities the fire marshal serves within the fire department, in other communities they are separate.

forfeits the ability to proactively manage its local EMS system.

The Department of Public Health’s Office of Emergency Services (OEMS) is responsible for regulating EMS services in Connecticut. Their office has a wealth of service and support for towns and cities.

Revised statutes in 2014 in particular provide expanded municipal controls for towns that comply with the provisions of the local EMS planning statutes.

Professional Associations:

Additional issues to consider:

• Connecticut Career Fire Chiefs

• Are fire apparatus response times to calls-for-service adequate (e.g., does the fire apparatus, fully staffed, respond to the point-of-origin of the call-for-service within a timeframe of 8 minutes)?

• Connecticut Fire Chiefs

• Are formal written mutual aid agreements in place with all neighboring communities?

• Does the community’s Fire Marshal participate in the review of all development and construction plans?

Are they part of the fire department or separate?

• Are all fire lanes and fire hydrants properly identified and maintained? In particular, who is required for such maintenance? Is water available in appropriate volumes and pressures to provide adequate fire suppression services to the public?

• Are regular fire inspections and fire drills periodically held at schools and other public places within the community?

• Are fire records properly kept, maintained, and reviewed by appropriate authorities from time to time, as well as submitted to the State as required by law?

Emergency Medical Services (EMS) EMS is a vital component of public safety and health in our communities. Our towns and cities are responsible for ensuring that a provider is available to assist with any medical calls for assistance within their community. For some municipalities, this may be conducted as a separate municipal department, or through the fire or police department. Some communities rely on their service from a non-profit volunteer ambulance service, while other may contract with a corporate ambulance service.

A core component of EMS service is developing an EMS plan. Municipal leaders and the EMS organizations should meet to discuss the plan, enhance organizational relationships, improve system knowledge, and develop goals and objectives for the town’s EMS system. Current law does specify particular provisions that are required to be incorporated in these plans.

The organizations providing EMS to the municipality will be assessed for their provisions of services under the plan not less than every five years. A municipality that fails to implement a local EMS plan essentially 12 | CCM MUNICIPAL GUIDE | 2026

• Connecticut Firefighters Associations (largely responsible for volunteer department) • Connecticut’s Uniformed Professional Firefighters Association • Connecticut Fire Marshals Association • (The above mentioned comprise the Joint Council of Connecticut Fire Service Organizations) • Connecticut Association of Paramedics and EMTs

Emergency Management

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he purpose of emergency management is to limit the loss of life and property during a disaster, whether natural or human-made and to consider mitigation efforts in preparation for future disaster events.

Emergency management operations are overseen by the municipal emergency management director. It is not unusual for police and fire officers to have this assigned as a collateral duty. In many communities, a part-time or full-time employee typically manages this function. If housed in either the police or fire departments, those employees involved report to their respective chiefs. If this function is a freestanding department, the director usually reports to the CEO. These employees also coordinate the activities of other departments, and hold disaster training exercises, to improve the skills of all municipal responders.

The foundation of municipalities emergency management efforts is to prepare and maintain a current Emergency Management Plan (EMP), which includes clear lines of authority and decision-making in response to any manmade or natural disaster. In addition, these plans can also be useful in preparedness and mitigation efforts to ensure towns are best required to respond when necessary.

Part of the planning efforts include having a written legal mutual aid agreement with all other appropriate emergency providers (e.g., other communities and nonprofit organizations) and an emergency communications system that has interoperability within the mu-

PUBLIC SAFETY AND HEALTH nicipality for all first-responders, as well as within the region to communicate with other emergency officials outside of the community.

Emergency Operations Centers (EOC) need to be designated to coordinate municipal activities in the event of a declared emergency. Some communities have a standalone center while others designate multi-use areas in a municipal center such as town hall, police or fire department.

Emergency management operations ensure that all appropriate municipal personnel responsible for assisting during an emergency are properly trained as may be required by federal, state, or local government requirements, including having a communications network in place to adequately and promptly notify said personnel, as well as other government officials, private and nonprofit sector representatives that provide assistance, and the public, in the event of an emergency.

State, Federal and Non-Governmental Support Emergency management efforts in towns and cities often rely heavily on coordination with a variety of partners outside of municipal government. These include state partners from the Division of Emergency Management and Homeland Security (DEMHS) who are primarily responsible with coordination of disasters at the state level. Connecticut is separated into five DMHS regions, each with their own staff to offer support for their selected towns and cities. Each municipality has a dedicated state regional coordinator that will provide assistance with planning, preparedness and response efforts.

Other government partners often include the Department of Public Health, Department of Transportation, and Department of Housing.

Towns and cities often rely on support from non-government groups, in particular from the various utilities throughout the state. In addition, support is also provided by the American Red Cross, Community Emergency Response Teams, faith-based groups and other partners to assist in the response and recovery efforts.

Public Health

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onnecticut’s local public health infrastructure encompasses a mixture of municipal health departments and regional health districts. All health districts provide full-time public services to their communities. Connecticut’s local public health system is decentralized. Local health agencies are autonomous and under the jurisdiction of the towns/municipality or health district served. Local health agency staff are hired and employed by their respective local health agency. The DPH Commissioner reviews the credentials of the director of health for the local health agency to assure minimum qualifications are met, pursuant to CGS 19a-200 for municipal health directors and CGS

19a-244 for health district directors.

The traditional area of focus for the health department is the prevention and control of contagious and chronic diseases. Health departments have a particular focus on vulnerable populations, such as the young and the elderly. These are the ten essential public health services, according to the Center for Disease Control: 1.

Assess and monitor population health status, factors that influence health, and community needs and assets

2.

Investigate, diagnose, and address health problems and hazards affecting the population

3.

Communicate effectively to inform and educate people about health, factors that influence it, and how to improve it

4.

Strengthen, support, and mobilize communities and partnerships to improve health

5.

Create, champion, and implement policies, plans, and laws that impact health

6.

Utilize legal and regulatory actions designed to improve and protect the public’s health

7.

Assure an effective system that enables equitable access to the individual services and care needed to be healthy

8.

Build and support a diverse and skilled public health workforce

9.

Improve and innovate public health functions through ongoing evaluation, research, and continuous quality improvement

10. Build and maintain a strong organizational infrastructure for public health Local health departments have responsibilities as controlled through state regulations as well as mandated in state law through CGS 368e for municipally operated departments, and CGS 368f for health districts.

Local health departments may impose additional ordinances and regulations that are more stringent than the State’s mandates, however they cannot be less stringent or in conflict with state regulations and statutes.

Town charters and local board of health by-laws may include for provisions of services that exceed the basic public health program. Local health departments have the legal authority to levy fines and penalties for public health code violations. In addition, they are able to grant and rescind license permits (such as for food services establishments or septic systems) and to establish fees for their services.

Professional Association: • Connecticut Association of Directors of Health (CADH)

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PUBLIC SERVICES Building Department

the municipality.

he Building Department is responsible for enforcement of building codes that must be followed by property owners, developers and contractors when making improvements to real property.

The office is responsible for enforcing regulations that concern all matters of construction, alterations, additions, repair, removal, demolition, and occupancy of all buildings and structures to ensure public safety, health, and welfare and adherence to the Connecticut Basic Building Code. In addition, they are required to enforce local codes. As part of this process, the office reviews and approves building plans, issues building permits, and issues a final Certificate of Occupancy (CO) as the final step in a building project.

Municipalities will sometimes have an Economic Development Commission, a board tasked with expanding economic growth by facilitating the preservation and expansion of businesses and commerce. The Commission will often conduct research on the economic conditions currently affecting local businesses and then issue recommendations to the appropriate officials and agencies of how to improve the municipality’s economic conditions. Using the research gathered on current economic conditions, the Commission will also promote the municipality’s advantages (such as its location or resources) to recruit and retain businesses within their municipality’s borders.

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The Chief Building Official (CBO) is in charge of this department, who may have other code inspectors (building, electrical, heating, plumbing) as required by needs. The CBO may be full-time, part-time, or shared between municipalities. The building department may also work with other related departments, such as the fire marshal, public health, zoning officials and others to ensure proper standards are maintained.

Building Official Qualifications Their qualifications are detailed in state statute (CGS Sec. 29-260-262). To be eligible for appointment, a building official must have at least five years’ experience in construction, design or supervision. An assistant building official must have at least three years’ experience. The examinations and licensure are the responsibility of the Office of the State Building Inspector within the Department of Administrative Services (https://portal.ct.gov/DAS/Office-of-State-Building-Inspector/Office-of-State-Building-Inspector).

Professional Association: • Connecticut Building Officials Association (http:// www.ctbuildingofficial.org/)

Economic Development

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he Economic Development Department is responsible for fostering the creation of new jobs and expanding the local tax base through business partnerships and opportunities. This may be accomplished through economic development incentives. Typical financial incentives include lowcost financing, tax incentives, and tax rebates. Typical land-based incentives include density bonuses, land subsidies, and more lenient development regulations.

However, development incentives can be controversial, and some municipalities choose not to use them at all.

New businesses and industries are expected to generate more revenue for the municipality through the collection of property taxes and development fees. It is subsequently expected that this new revenue will facilitate an improved quality of life for the residents of

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Often, economic development partners with other departments. This includes zoning enforcement officers who are responsible for helping to maintain the integrity and character of neighborhoods. These officers enforce state and local regulations that apply to developments, site plans, structures, signs, fences, and the many other components of zoning. Generally, zoning permits are required before any construction, reconstruction, extension, enlargement, moving, or the altering of any building or other structure, as well as prior to the use or occupancy of any land, building, or other structure. In addition, the offices also collaborate with residential, commercial, and industrial developments.

Professional Association: • The Connecticut Economic Development Association (CEDAS) (https://cedas.org/) • Connecticut Association of Zoning Enforcement Officials (CAZEO) (https://cazeo.org/)

Housing

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ousing is an important component of economic development and expanding livable communities. While a majority of residential housing is privately governed, municipalities still have obligations to expand Connecticut’s affordable housing stock.

Housing Authority: The Housing Authority is responsible for preserving and expanding the number of affordable and market rate housing units within a municipality. The Housing Authority is often expected to promote a diverse range of housing options for its residents. Additionally, they partner with homeowners, developers, and other individuals and organizations to create more homeownership and rental housing opportunities for existing residents and relocators. Moreover, they will sometimes provide residential services such as the rehabilitation of current housing stock in order to reduce blight and enhance neighborhood stability.

State law establishes a housing authority in every municipality that finds there is a specific need for one

PUBLIC SERVICES power to restrict rental charges in residential housing that are “so excessive as to be harsh and unconscionable.” Typically, the commission holds hearings and makes decisions in response to tenant complaints in the same way as other municipal boards.

Smaller towns remain free to adopt such ordinances or can jointly create regional fair rent commissions.

The statute provides municipalities with flexibility based on your individual community’s needs. Housing advocates have offered their expertise on how to operate the commission smoothly and discuss the powers and authority of commissions which can be viewed here.

Affordable Housing Land Use Appeals Act (8-30g): The Affordable Housing Land Use Appeals Act (830G) allows housing developers willing to build housing with long-term affordability to low- and moderate-income households to challenge a town’s failure to approve the proposal even when they do not meet a town’s zoning regulation. This is in an effort to continue to expand affordable housing for low-income individuals and families. In traditional land use appeals, the developer must convince the court that the municipality acted illegally, arbitrarily, or abused its discretion. Provisions of 8-30g instead places the burden of proof on municipalities. (which are detailed in CGS 8-40). When a housing authority is created, the law provides various powers, including the power to enter into contracts; make and repeal bylaws, rules, and regulations; and investigate housing conditions and the ways to improve those conditions in its area of operation.

Municipalities with 10% or more of their housing units designated as “assisted” are exempt from the Act. Municipalities with a large level of affordable housing construction can obtain a 4- year moratorium from 8-30g applications.

• Some offer residential services, including providing Down Payment assistance for prospective home buyers and providing rental assistance to residents, among others.

Those with less than 10% still have a remedy through an appeals process. Municipalities also have the burden to prove, based upon the evidence in the record compiled before them, that: (a) the decision was necessary to protect substantial public interests in health, safety, or other matters the municipality may legally consider; (b) the public interests clearly outweigh the need for affordable housing; and (c) public interests cannot be protected by reasonable changes to the affordable housing development; or the application which was the subject of the decision from which the appeal was taken, would locate affordable housing in an area which is not assisted housing, as defined in C.G.S. Section 8-30g.

• When applicable, operate elderly and family housing communities, if such communities exist within the town.

For more information regarding 8-30g, please view the 8-30g Office of Legislative Research Brief.

Professional Housing Related Associations:

Fair Rent Commissions:

• Council of Large Public Housing Authorities (https:// clpha.org/)

Specific responsibilities include: • Responsible for administering local, state, and federal housing programs for eligible individuals and families, such as the Federal Section 8 Housing Choice Voucher program.

• Promoting real estate development to facilitate greater access to jobs, medical care, shopping, and entertainment for the town’s residents.

The Connecticut legislature passed Public Act 22-30, which requires each town with a population greater than 25,000 to adopt a Fair Rent Commission ordinance.

A fair rent commission is a municipal board with the

• Council for Affordable and Rural Housing (https:// www.carh.org/) • National Affordable Housing Management Association (https://www.nahma.org/) 2026 | CCM MUNICIPAL GUIDE | 15

PUBLIC SERVICES Library

Professional Associations:

he public library is funded by the municipal budget but is often operated independently from the town government. It is responsible for providing information services and community services for the children and adults of the town.

• Connecticut Library Association (https://ctlibraryassociation.org/)

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Community services include workshops and discussion groups, housing exhibits for public view, and administering educational programs. Libraries may also conduct literacy programs, typically with the help of library volunteers.

Nearly all public libraries offer free public access to computers and the internet. Most public libraries offer digital literacy training, in addition some offer classes on coding/computer programming, robotics, and 3D printing.

One of the major expenses for libraries is their acquisitions budget. Libraries use acquisition funding to obtain books, periodicals, e-books, and other materials and ensure that their collection is updated and reflects the needs of their community. While municipal budgets provide the necessary funding for these expenditures, there are additional grants available to assist with purchasing as well as expanding programs and services.

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• American Library Association (https://www.ala.org/)

Parks and Recreation

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unicipal parks and recreation are responsible for youth and adult recreational programs in the community. In addition, they are often responsible for maintaining the parks and recreational facilities including sports fields and sports complexes. The demand for use of these fields often increases dramatically during the summer months which will require them to often hire additional part-time employees during this period to accommodate the additional programs. In addition, parks and recreation departments often rely on volunteers to assist with the organization, support and coaching, in particular for youth programs. Examples of active youth sports include baseball and soccer leagues. Examples of passive recreation programs include camping and hiking activities.

Larger towns often have more specialized programs, such as golf courses, gymnasiums, and boat rentals at

PUBLIC SERVICES a municipal river or lake. Special programs are chosen by the community based on their service preference, quality of life, and their ability to pay for such services.

Parks and Recreational programs often include advisory and support groups. Additionally, some recreational departments sponsor adult education programs.

Examples include courses in Dance and Tennis, and swimming lessons.

Often, municipalities may create and maintain a Parks and Open Space Master Plan, which includes a comprehensive plan in detailing the goals, objectives, and site-specific recommendations needed to improve the municipal parks and recreational areas. Parks and Recreation Departments often have a long-range planning process in which citizens are invited to attend public meetings to provide input and recommendations to improve the department’s plans for parks and shared public spaces.

In several communities, parks and recreation departments often rely on the support from public works to assist in the maintenance of facilities, as well as from legal and risk management staff to ensure the department and municipality are not exposed to additional liability.

Professional Associations: • Connecticut Recreation and Parks Association (https://crpa.com/) • National Recreation and Park Association (https:// www.nrpa.org/)

Public Works

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his function usually encompasses municipal engineering services transportation systems, solid waste management, the maintenance of buildings and grounds, and central garage services.

Engineering services includes reviewing all municipal development plans, as well as those submitted by private developers. The development and maintenance of all roadways is performed by this staff. When a street project is contracted out to the private sector, it is the Public Works staff that inspects the project. Many towns and cities contract out their refuse collection services. In those communities that have a wastewater treatment plant, and/or water supply and distribution system, these programs are typically placed within the Public Works Department.

The department should maintain a list of all fixed assets including infrastructure (e.g., bridge inspection and replacement, pavement/road maintenance system, etc.) and equipment, and a maintenance or replacement schedule for each fixed asset. In addition, the department should have a Vehicle Maintenance Program that indicates cost and types of repairs performed, and when routine preventative maintenance is needed on municipal vehicles.

Some towns require public works to maintain and update master plans for Water Supply and Distribution, Sewer and Stormwater Solid Waste Management and Recycling and Snow Emergencies, which includes routes, alternative routes, as well as the assignment of vehicles and staff to meet various snow conditions.

These plans should be designed to meet the current and future needs of the community. In other communities, this responsibility is with separate commissions or departments.

The department should have a manager who is responsible for such projects as building construction/ repair and infrastructure construction/repair (i.e. roads and drainage systems, etc.). All municipal buildings and facilities should be clean and well maintained. The Department should have adequate and properly maintained equipment to properly conduct all public works related work assignments. The Department should have appropriate training programs for operations and engineering staff to comply with regulations and keep people abreast of new skills and technologies.

The municipality should have an ongoing Sidewalk Inspection and Replacement Program, including an incentive program to encourage citizens to replace their aging/damaged sidewalks. Staff should review flood control measures on an ongoing basis to ensure that appropriate steps are being taken to prevent flooding during periods of inclement weather. The Department should have a system for handling complaints and tracking costs associated with its various work efforts and projects.

Professional Associations: • Connecticut Association of Street & Highway Officials (CASHO)

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LEGAL AND LABOR RELATIONS

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egal support, risk management, human resources and labor relations are often intertwined within a variety of departments. In some municipalities each are separate and distinct, while in others a particular department or staffer may share these responsibilities. Regardless, each are vital components of municipal operations.

Legal The Corporation Counsel or Town/City Attorney serves as the chief legal officer. They are responsible for managing all legal matters pertaining to the municipality.

This includes reviewing proposed ordinances to ensure that it complies with state and federal statutes, in addition to ensure the municipality complies with all state and federal laws.

The Corporation Counsel or Municipal Attorney is appointed by the municipal leadership, and serves at their pleasure. In larger communities, this may be a full-time municipal employee, while others may contract with law firms to serve as the municipal attorney.

They are often responsible for advising on legal risks of actions by municipal employees and officials, and examining contracts and agreements to ensure that the municipality is protected. This also includes ensuring that parliamentary procedures are properly conducted during public meetings.

Risk Management The purpose of this function is to reduce the risks associated with providing municipal services, managing a town or city’s exposure to public liability, and to create a safe workplace for all employees. Municipal insurance policies of all types are usually handled by risk management employees. Specialized services, both medical and legal, are usually contracted out to the private sector. To ensure the best coverage, there should be a formal bidding policy in place to select insurance companies, and insurance agents-of-record, every three years.

Appropriate staff work with those employees with onthe-job injuries to ensure that they receive the proper medical treatment and return to work as expeditiously as possible. Many communities have light-duty assignments for those employees who can work, but maybe not in their typical job classification. It helps to have someone assigned to review and monitor property, casualty, and liability cases, with a records system maintained for these cases.

Best practices advise that each municipality should have an active Employee Safety Committee that meets at least quarterly, to monitor what accidents have been reviewed, as well as the actions taken to correct the circumstances that caused the accident(s). In addition, these committees may develop best practices to reduce overall liability.

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Each municipality should have a process in place to report all accidents for workers’ compensation and liability/property cases in a timely manner, and all department managers and employees should have the safety training required by OSHA to ensure they understand and use this process as needed. All such cases should be reviewed periodically with the CEO to make them aware of the status of these ongoing programs, including the number of employees who are not at work, their status, and when they are expected to return to the workplace. In addition, a municipality should utilize a Preferred Provider Network for the Municipality’s Workers’ Compensation Program and have a Return-to-Work Program been implemented for employees, with light-duty assignments in place for injured municipal employees that can work.

The Human Resources (HR) or Personnel Department These departments handle issues such as personnel rules and regulations, recruitment, hiring and on-boarding employees, handling employee benefits, and labor relations. In larger communities, municipalities may have a dedicated Human Resources Director, sometimes with an Assistant HR Director. In some Town Manager towns, this work may be done by an Assistant Town Manager who focuses on personnel issues. In smaller towns this role may be led by the CEO, Finance Director, or other appropriate staff.

These departments and staff are often responsible for negotiation and arbitration with any collective bargaining groups. They will also develop and maintain job descriptions and classification and compensation plans, as well as personnel rules and regulations to comply with federal and state mandates. Part of these efforts include developing and providing training for all employees, especially supervisors. They must ensure compliance with labor practices, the Municipal Employee Relations Act, the Family Medical Leave Act (FMLA), Americans with Disabilities Act. (ADA), workers’ compensation, and handling of other grievances.

Professional Association: • Connecticut Association of Municipal Attorneys (CAMA) http://www.cama-ct.org/cama • Connecticut Public Risk Management Association (PRIMA) • Connecticut Interlocal Risk Management Agency (CIRMA)

EDUCATION

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he public-school system is one of the largest and most important functions of a municipality. The right to a free public education is listed in the Connecticut State Constitution. While guaranteed by the state, this is primarily a local function, albeit one with a great deal of mandates and regulations from the state and federal governments.

It is important to recognize the distinction between local government and board of education. Local municipal government consists of the legislative and executive entities of a community, and the various departments that work for the residents under their direction. The local legislative body is responsible for administering the municipal budget, and in raising revenue through property taxes on the residents. Boards of Education, meanwhile, function as agencies of the State in charge of implementing its educational policies and interests within the city or town. At the same time, they do not have the ability to raise revenue, that is done through the local government.

State Funding While the individual municipality pays for the majority of the costs of education, the state provides a sizeable portion as well. The primary mechanism for this is the Education Cost Sharing (ECS) grant. Originally formulated to provide transparent and equitable methods of allocating assistance, flaws in the funding and consistent underfunding has led to aid not aligning with local needs, and being generally unreliable. It does not provide a student-focused approach to improve outcomes. For example, English-language learners and economically disadvantaged students require greater funding to make real and tangible progress in comparison to their peers.

Minimum Budget Requirement (MBR) A notable constraint on municipal finances is the minimum budget requirement (MBR) imposed by state statute. Under this policy, local governments must appropriate to the board of education at least the same amount of money for education as it did the previous year. This does not account for districts experiencing declining enrollment or finding other cost saving measures.

• An interdistrict magnet school is a public school designed to promote racial, ethnic and economic diversity drawing students from multiple districts. They often offer a special and high-quality curriculum, and are operated by school districts, regional education service centers (RESCs) or other entities.

• Regional agri-science centers are typically embedded in an existing public high school to offer a curriculum of agricultural science and technology. They serve a region of multiple local districts.

• Technical high schools are state-operated regional public high schools that provide vocational education as well as the standard high school curriculum.

They serve regions of local school districts.

Of note, the interplay between municipal government and boards of education is dynamic. While there remains a plethora of education related issues that are vital for local officials, this “Guide” is only intended to provide a broad strokes overview of that dynamic.

Other Schools

Professional associations:

Connecticut also offers charter, interdistrict magnet schools, agri-science centers, and technical high schools.

• American Federation of Teachers (AFT)

• A Charter School is a public, nonsectarian nonprofit school established under a charter that operates independently of a local or regional board of education. Charters are granted by the State Board of Education (SBE) or by a combination of a local board and the SBE.

• Connecticut Association of School Business Officials (CASBO) • Connecticut Association of Boards of Education (CABE) • Connecticut Association of Public School Superintendents (CAPSS) • Connecticut Education Association (CEA)

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