Life Shelton Biennial Report of Municipal Services of Shelton,CT 2021-2022
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Shelton
Life
Biennial Report of Municipal Services of Shelton,CT 2021-2022
Table of Contents
Balanced Growth for a Balanced Community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Greetings from the Mayor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Shelton’s Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Annual Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Governance and Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Shelton Schools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Educational Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Safeguarding Growth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Economic Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
A Balanced Community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Recreation and Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Security, Safety and Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Conservation in Shelton . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Canal Street Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Historic Canal Street Locks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
The Changing Face of Downtown . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
City Directory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Schedule of Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
All copy in this Biennial Report was provided by department heads and has been proofread for
grammar, not content. When necessary, copy was edited and cut to fit space allotted.
Shelton
Life
Back Cover
Cover Trap Falls Geese
Christmas tree harvest at Photo by Don Coiro
Q Company Communication
Jones Family Farm
Photo by Shelton Land Trust
Life
Shelton
Shelton
CON N E C TICUT
Balanced Growth for a Balanced Community
The Shelton Life publications which include the Shelton Life Newsletter and the Biennial Reports have provided various
articles and information regarding the City’s commitment to balanced growth and development.
New development, whether it is the construction of new housing or the expansion of commercial opportunities
throughout the community, continues at a fever pitch. The downtown district has now become a hotbed of opportunity as
private investments topped $100 million in just the past three years. These investments not only serve to expand social and
economic opportunities, but also increases the grand list which helps support the city’s goal to maintain a stable tax base.
Businesses in particular appreciate Shelton’s stable tax structure, as they pay taxes on production, people and property. The
ability for businesses to predict future taxes allows them to forecast investments which lead to further growth.
Since 1996 the City has focused on the brownfield remediation of former industrial properties along Canal Street bor-
dering the Housatonic River in downtown Shelton. Shelton is approaching the end of this long-established program as
only a few properties remain to be addressed. Over the past two and a half decades, the City has invested over $9 million,
administered grants totaling $18.2 million and leveraged $76 million in private investments in an effort to revitalize this
25.6 acre project. Within this relatively small area the city has promoted a balanced growth policy with the inclusion of
both residential and commercial development, along with public open space in the form of the Veterans Memorial Park,
Housatonic Riverwalk and the Shelton Farm and Public Market.
To further Shelton’s efforts of expanding public recreation and open space, the city is now embarking on an envi-
ronmental restoration and historic preservation of the former Shelton Canal Locks located at the northern end of Canal
Street. The program, which is supported by the City’s Conservation Commission, the Shelton History Center and the
Shelton Economic Development Corporation, identified as the Shelton Canal Locks Park and Riverwalk, will incorporate
pocket parks, walking trails, a historic restoration of the Canal Locks and provide public access to the Housatonic River.
Shelton has been masterful in balancing growth and development.
We welcome our entire community to join in the conversation and express their desires as we work together to en-
sure Shelton’s legacy as a “Wonderful Place to Live”.
1
Greetings From the Mayor
July 2021
Dear Shelton Residents and Businesses,
Welcome to the City of Shelton’s Biennial Report for 2021
and 2022. This publication represents the fourteenth biennial
report prepared by the City of Shelton since it was reinstitut-
ed in 1995 by the city’s Economic Development Commission.
The Biennial Report combines a detailed departmental
summary of the city with a clear vision for the future and
with many examples of the successful efforts our commu-
nity makes in the delivery of cost effective and responsive
services. City leaders work hard to share the vision which re-
flects the input of our local residents and businesses – the
important stakeholders who have chosen Shelton and who
invest their personal and financial resources in making our
city the best choice in Connecticut for their families and es-
tablishments.
Since the last publication of the city’s biennial report, a
global pandemic known as COVID-19 occurred in 2020. The
city had to adopt a new way of conducting business to serve
its citizens. All departments conformed to new public safety
protocols to ensure the health and well-being of its employ-
ees and the general public.
Throughout this pandemic, however, the administration
of municipal government, which has evolved into a high-
ly-regulated and technical undertaking, addressed the needs
of our community as efficiently as possible. The City of Shel-
ton’s public employees continued to provide the delivery of
high-quality services which our residents depend upon. Our
elected and appointed officials upheld their important roles.
The community became stronger as a whole. We commend their diligent efforts and commitment during this time. Kudos to all!
While the city has seen many changes since being incorporated over 100 years ago, one constant that remains is the tireless
and generous spirit of the city’s volunteers. This spirit and volunteer philanthropy continues to contribute to the success of our
wonderful community.
The City of Shelton works diligently to engender an environment conducive to a meaningful public/private partnership with
the business community. As you know, our partnership with the Shelton Economic Development Corporation is an example of
how community leadership combined with business leaders’ genuine interest in community economic development fulfilled
through inclusive citizen participation, encourages a promising future for years to come.
On behalf of the City of Shelton team, we thank you all for your successful efforts and investments making Shelton the commu-
nity of smart growth. We wish everyone good health as we begin to see some light at the end of the tunnel.
Sincerely,
Mark. A. Lauretti
Mayor
Shelton, CT
2
Shelton’s Government Life
Shelton
The Elected Officials Who Operate & Administer Shelton
S
helton’s local government is responsible for operating, managing and administering the business and
affairs of the City. The Mayor/Aldermanic form of government operates under a City Charter revised in
2012. It consists of an executive branch, the Office of the Mayor, and a legislative branch, the Board of
Aldermen. The Board of Apportionment and Taxation is also elected to help prepare the city’s annual budget
and to award bids.
The Board of Aldermen (left to right) Standing: Eric McPherson, Vice President; Anthony Simonetti, Bernie Simons.
Seated: Joanna Carloni, Noreen McGorty, John Angalce, President; Cris Balamaci; Missing: David Gidwani
Office of the Mayor
The Mayor is the Chief Executive Officer of the City and is achieved consensus, moving the city ahead on a number of
elected for a term of two years. The Mayor is responsible for important issues. The Board has focused on land preservation,
overseeing the day-to-day administration and operation of all economic development (especially downtown), maintaining
city departments as well as planning for Shelton’s future needs. low and stable taxes, streets and services, public health, safety
All administrative and department heads report directly to and emergency service improvements, an expansion of recre-
the Mayor, who is also responsible for preparing an Annual Fis- ation facilities and an improved educational system. A hallmark
cal Report and Annual Budget. of this Board has been its ability to study issues of primary im-
portance and to implement those studies in a cost-effective
The Board of Aldermen manner.
The Board of Aldermen is the city’s legislative branch. It con-
sists of eight members elected for two-year terms – two from The Board of Apportionment and Taxation
each of the city’s four wards. The Board of Apportionment and Taxation is an elected bi-
The Board of Aldermen governs the city on a bipartisan partisan board composed of six members with no more than
basis. There has been close communication, cooperation and three members from the same political party. They are respon-
agreement on major issues. Cooperation with the Mayor and sible for establishing, reviewing and monitoring Shelton’s city
city departments has been a cornerstone of this Board. Per- budget. The role of the Board of Apportionment and Taxation is
manent and Ad Hoc Committees have functioned well and crucial to maintaining effective city government. m
3
Finance
E
ach year the city handles a great deal of money. Determining how much money the city needs to
provide residents with comprehensive services and then spending this money wisely, is a process
that concerns and affects us all.
Over the years, city departments have gained a great deal of experience in the preparation of their budgets.
As a result, Shelton’s budget process has become highly efficient. As people hear of budget and tax battles that
occur in cities and towns across the state, they come to realize the effectiveness of our system in Shelton.
Where the Money Comes From
FY 2021-22 BUDGET REVENUE
Fund Balance:1.24%
Intergovernmental Revenues: 6.78%
Other Governmental Revenues: 0.86%
Licenses, Permits & Fees: 1.91%
Charges for Services: 3.68%
Fines & Forfeitures: 0.01%
Money Management Revenues: 0.02%
Miscellaneous Revenues: 1.07%
84.43%
Property & Personal Taxes
2021/2022 Income
Property & Personal Taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 108,928,238
Fund Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,600,000
Intergovernmental Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8,751,370
Other Governmental Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,104,703
Licenses, Permits & Fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,457,710
Charges for Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4,746,246,
Fines & Forfeitures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12,400
Money Management Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25,000
Miscellaneous Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,386,638
$129,012,305
4
Annual Budget Life
Shelton
T
he city’s fiscal year runs from July 1st to June 30th. Adopting an annual budget is a five month
process that involves the Director of Finance, all city department heads, the Mayor, the Board of
Aldermen, the Board of Apportionment and Taxation and the residents of Shelton.
Where the Money Goes
FY 2021-22 BUDGET EXPENDITURES
Administration: 13.1%
Safeguarding Growth: 1.0%
Recreation & Culture: 2.5%
Security, Safety & Health: 7.9%
Infrastructure: 9.1%
General Operating Costs: 9.4%
57.0%
Education
2021/2022 Expenses
Education . . . . . . . . . . . . . . . . . . . . . . . . .$ 73,509,538
Administration . . . . . . . . . . . . . . . . . . . . . . . 16,929,328
Safeguarding Growth . . . . . . . . . . . . . . . . . . . .1,239,710
Recreation & Culture . . . . . . . . . . . . . . . . . . . . 3,282,602
Security, Safety & Health . . . . . . . . . . . . . . . . . 10,186,734
Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . 11,749,657
General Operating Costs . . . . . . . . . . . . . . . . . 12,114,736
$129,012,305
General Operating Costs General Operating Costs: 9.4%
General Operating Costs cover a variety
Debt Service* . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 7,480,845
of City expenses and deserve further
explanation. The following is a more Management Information Service . . . . . . . . . . . . . . . . . . 500,782
detailed look at the elements that make
Miscellaneous Expenses . . . . . . . . . . . . . . . . . . . . . . . 1,400,806
up this line item.
Contributions to Outside Agencies . . . . . . . . . . . . . . . . . 387,297
Public Risk Management . . . . . . . . . . . . . . . . . . . . . . . 2,345,006
$12,114,736
*Includes Interest and principal reduction
5
Governance & Administration
O
ne of the most important functions of Shelton’s adminis-
tration is managing the City and its money. Since most
of the City’s revenues come from local taxes, residents are
especially concerned that their tax dollars are being used wisely. This
responsibility rests with Shelton’s Finance Organization.
The Finance Organization is made up of several departments and
is overseen by the Director of Finance. Its main goals are to provide a
strong system of internal controls to safeguard the City’s assets and to
promote economy and efficiency in the administration of city funds.
Making Shelton Work for You
Treasurer and provides timely reporting to de- sewer use fees is July 1st of each year. The
The City Treasurer acts as an agent partments to maintain oversight of their water main and sewer assessment bills
of the City deposit fund and other City budgets. The Accounting Department vary depending on when the project was
trust funds and coordinates all activities reconciles all cash accounts of the City completed. Taxes can be viewed and paid
with the Director of Finance. The City and works with the auditors to provide online. (cityofshelton.org).
Treasurer oversees the accounting func- an accurate financial picture of the City’s
tions of the city including timely and ac- operations.
curate reconciliations.
Tax Collector
Director of Finance The tax office collects real estate, busi-
The Director of Finance is responsi- ness personal property and motor vehi-
ble for keeping the accounts of the City cle taxes along with sewer use, water and 13.1%
which show the financial transactions sewer assessments. Governance &
for the City and its Boards and Commis- Real estate bills go out in June, and Administration
sions. The Director of Finance oversees cover the full year. Real estate taxes over
the Assessor, Tax Collector, Purchasing, $100 and personal property taxes over
Information Technology, Payroll and the $5,000 for the year are collected in two
Accounting Departments. The Director equal installments which come due July Governance & Administration: 13.1%
General Administration . . . . . . . . . . . . . . . . . . $633,142
of Finance is responsible for overseeing 1st and January 1st. The bills sent out in
BOE-Bus Transportation . . . . . . . . . . . . . . . . . 3,382,000
the investments of the City and main- June have three payment stubs, one to
Transfer to Capital Projects . . . . . . . . . . . . . . 2,196,250
taining the necessary cash flow to meet return with the July payment, one to re-
Employee Resources . . . . . . . . . . . . . . . . . . . . 7,242,290
the City’s financial responsibilities. The turn with the January payment, and one
Legislative & Ethics . . . . . . . . . . . . . . . . . . . . . . . 162,740
Director also works closely with the May- for residents’ records.
Elections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163,979
or in establishing the yearly budget. Motor vehicle taxes are collected in
Assessors Office . . . . . . . . . . . . . . . . . . . . . . . . . . 993,612
one installment. The regular motor vehi- Probate Court . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14,700
Accounting Department cle list comes due July 1st and is based Elected/Appointed Officials . . . . . . . . . . . . . . . . 18,450
The Accounting Department over- on what residents owned on the previous City/Town Clerk . . . . . . . . . . . . . . . . . . . . . . . . . . . 453,541
sees all of the accounts payable and October 1st. There is a motor vehicle sup- Public Employees Appeal Board . . . . . . . . . . . . . . 200
accounts receivable functions for all plemental tax that comes due January Legal Service/Corp Counsel . . . . . . . . . . . . . . . 200,971
City Funds including the General Fund, 1st of each year for any vehicle that a resi- Tax Collectors Office . . . . . . . . . . . . . . . . . . . . . . 337,967
Special Revenue Funds, Capital Project dent may have added to their household Purchasing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 371,986
Fund and Trust and Agency Funds. The since October 1st. The office also collects Accounting & Fiscal Control . . . . . . . . . . . . . . . 637,500
department maintains all of the records sewer use fees, water main assessments Board of Aldermen . . . . . . . . . . . . . . . . . . . . . . . 120,000
of the City’s revenues and expenditures and sewer assessments. The due date for $16,929,328
6
Life
Shelton
Assessor documentation. Local conveyance taxes collected are a valu-
The Assessor’s office for the City of Shelton discovers, lists able source of revenue to the city.
and measures all taxable and exempt properties in the City. The The Town Clerk’s office is the custodian of all vital records
Assessor conducts field inspections on building permit work, (birth, marriage and death) issuing certified copies to residents
i.e., residential, commercial and industrial, additions, porches, upon request and with proper identification. Vital statistic re-
garages, decks, etc. The Assessor files the Grand List October cords dating back as far as the mid-1700’s have been preserved.
1st of each year. Revaluation is the appraisal of all real property. The Town Clerk’s office issues hunting, fishing, archery and
The City is mandated by State Law to revalue property every dog licenses. Reservoir fishing permits are issued as well as
five years to ensure that each taxpayer pays their fair share of boat ramp permits.
the tax burden. Other functions are certifying Notary Public documenta-
The City is currently conducting a five-year revaluation for tion registering liquor permits and issuing Trade Name Certifi-
all properties located within the City limits. The updated assess- cates for LLCs after approval by Planning and Zoning.
ment will be mailed to every property owner at the end of No- The Town Clerk’s office also maintains a calendar and
vember and will indicate the informal appeal dates. schedule of all city public meetings. Meeting schedules, agen-
The Assessor’s office is now available on the City’s website das and minutes are posted on the City of Shelton website
under “city departments-assessor” and will show the break- along with a list of residents serving on boards and commis-
down of a field card. The Assessor’s office also values motor sions, city ordinances and appointed Justices of the Peace.
vehicles and business personal property and administers state All lawsuits, loss claims and Workman’s Compensation
and local programs for veterans, totally disabled, blind and el- claims are processed through the Town Clerk’s office and for-
derly homeowners. warded to the Corporation Counsel and Mayor’s office.
In cooperation with the office of the Registrar of Voters, the
Central Purchasing Department Town Clerk administers election law as per the Office of the
All City departments must purchase supplies and services Secretary of the State and retains voting results and statistics
through the Central Purchasing Department. The Central Pur- for general and special elections. All petitions and ballots are
chasing Department is responsible for the process of bidding prepared and filed by the Town Clerk’s office in conjunction
and securing quotations for the broad range of products and with the Elections Division of the Office of the Secretary of the
services used by the City and the Board of Education. State. Absentee Ballots are issued and returned to the Town
The objective of the Central Purchasing Department is to Clerk’s office.
support the purchasing needs of the departments while be-
ing compliant with the guidelines of the City Charter, state and Registrar of Voters
federal statutes. The office of the Registrar of Voters is regulated by Con-
While supporting the City’s operations, the Central Purchas- necticut State Statutes and the Connecticut Secretary of the
ing Agent has budget responsibilities for utilities, office supplies, State. Their duties include maintaining voter registration re-
office equipment, mailing services, stationary printing, bid ad- cords, annual canvassing of voters, compiling and retaining
vertising, telephone and telephone maintenance. The primary accurate statistical information for federal, state, and municipal
purpose of the Central Purchasing Department is to do what government agencies, and providing and managing free and
makes economic sense for the taxpayers of the City of Shelton. impartial primaries and elections. The office of the Registrar of
Voters is also responsible for secure operations of all voting tab-
City/Town Clerk ulators, polling place preparation, poll worker hiring and train-
The Office of the City/Town Clerk is the registry and repos- ing, and other duties as required by Connecticut Election Law.
itory of all land records and survey maps of properties in the To register to vote, you must be a U.S. citizen, a resident of
City of Shelton. All land records as far back as 1940 are presently the town in which you wish to vote and at least 17 years of age
digitized and land records dating back to the late 1700’s to the and turning 18 on or before election day.
present are located in carefully indexed volumes. Older land Registration requirements, registration and election
records have been preserved. forms, office hours, and voting locations and sample ballots
Survey maps are indexed and mylar maps are numerically for upcoming elections can be located on the City’s website:
identified in hanging map storage cabinets located in the Town cityofshelton.org. The office is located at the Belden Cultural
Clerk vault. All maps have been indexed and digitized. The older Center. m
survey maps are preserved in large binders located in the vault.
Upon recording of deeds all state and local conveyance
taxes are collected on the land transfers. Conveyance tax-
es collected for the State of Connecticut are sent to the De-
partment of Revenue Services on a regular basis with transfer
7
Education
T
he Shelton Public Schools Board of Education administrative
team and staff take the responsibility of educating and pre-
paring students for the future as the #1 priority. As a commu-
nity, all must work together to ensure that the responsibility to prepare
the next generation for their future roles are met.
Preserving the Integrity and Quality the school budget and all matters related
to finance such as Board capital improve-
of Shelton’s Future ment projects, maintenance and repairs.
• Policy Committee- This committee is
Board of Education committees. Each of these committees responsible to keep all Board of Educa-
The Shelton Board of Education is an function in their area with the uniform goal tion policies current based on education
elected group of nine members and essen- of improving student achievement, estab- statutes, laws and new legislation. The
tially embodies the “public” side of public lishing governing policies and regulations Board of Education policy book has been
education. Their responsibilities, to name as well as monitoring buildings, school updated and can be found on the district
a few, include the hiring and evaluation of grounds and transportation in the most website.
the superintendent, setting the annual ed- effective and efficient way to ensure safety • Buildings/Grounds and Transportation
ucational budget, assisting in negotiating and compliance with state and federal laws Committee- This committee was estab-
as well as approving contracts for various and regulations. The four committees are: lished to monitor the maintenance and
groups of employees and establishing • Teaching and Learning Committee- This capital projects that are scheduled or
policies and procedures that support edu- committee provides monitoring and need to be scheduled. The committee
cational programs which benefit students oversight of all matters pertaining to monitors the transportation of students
from Pre-K through High School. curriculum, instruction, assessment, and and the contract between the Board of
The Board elects a Chairperson, Vice professional learning of staff and faculty. Education and the bus vendor.
Chairperson and Secretary. The Chairper- • Finance Committee- This committee
son assigns members to the four standing provides monitoring and oversight to
57 %
Education
Education: 57%
Total Personnel & Benefits . . . . . . . . . . . . $60,303,418
Transportation . . . . . . . . . . . . . . . . . . . . . . . . . . 4,791,803
Maintenance & Utilities . . . . . . . . . . . . . . . . . 2,796,030
Outgoing Tuition . . . . . . . . . . . . . . . . . . . . . . . 3,223,861
Instructional Materials . . . . . . . . . . . . . . . . . . . . 649,727
Improvement & Development . . . . . . . . . . . . 102,840
The Shelton Board of Education
(left to right) Seated: Amy Romano, Kathy Yolish, Chair; Jim Orazietti, Kate Kutash Expenses & Equipment . . . . . . . . . . . . . . . . . 1,641,860
Standing: Carl Rizzo, Diana Meyer, Patricia Noonan, Amanda Kilmartin, John Fitzgerald $73,509,538
8Life
Shelton
Board of Education Budget II. Program Improvement & Staff Dev.: 0.1% VI. Student Transportation: 6.6%
Program Improvement & Staff Dev. . . . . . . . . . . . $87,090 Regular Student Transportation . . . . . . . . . . . . $3,150,000
I. Compensation: All Departments: 82.0% Conference & Travel. . . . . . . . . . . . . . . . . . . . . . . . . . . . 15,750 Special Education Transportation . . . . . . . . . . . . 1,257,756
A. Teachers & Administrators: 52.5% $102,840 Athletic Transportation . . . . . . . . . . . . . . . . . . . . . . . . 95,000
Teacher & Administrator Salaries . . . . . . . . . . $36,364,774 III. Instructional Materials: 0.9% Student Field Trips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,500
Other Payments, Certified . . . . . . . . . . . . . . . . . . . . . 934,663 Wide Area Network . . . . . . . . . . . . . . . . . . . . . . . . . . $114,456 School Bus Fuel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 286,547
Temporary, Certified Substitutes . . . . . . . . . . . . . . 916,397 Instructional Software . . . . . . . . . . . . . . . . . . . . . . . . 351,185 $4,791,803
Temporary, Certified Tutors . . . . . . . . . . . . . . . . . . 1,002,681 Instructional Supplies . . . . . . . . . . . . . . . . . . . . . . . . . 135,923 VII. Expenses & Equipment: 2.2%
$38,631,033 Curricular Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35,000 Telephone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $83,400
B. Classified Staff: 13.3% Library/Media Center Materials . . . . . . . . . . . . . . . . 10,050 Postage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22,384
Support Staff Salaries . . . . . . . . . . . . . . . . . . . . . . $9,223,937 Testing Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3,112 Printing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17,600
Other Payments, Support Staff . . . . . . . . . . . . . . . . 128,511 $649,726 Other Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18,413
Support Staff, Temporary . . . . . . . . . . . . . . . . . . . . . 105,000 Non-Instructional Supplies . . . . . . . . . . . . . . . . . . . . . 82,292
IV. Outgoing Tuition: 4.4%
Summer Help . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53,300 Dues & Fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70,481
Outgoing Tuition, Public Schools . . . . . . . . . . . $1,703,868
Part Time Custodians . . . . . . . . . . . . . . . . . . . . . . . . . 146,250 Other Professional Services . . . . . . . . . . . . . . . . . . . 796,815
Outgoing Tuition, Private Schools . . . . . . . . . . . . 1,363,447
Summer School- Special Ed . . . . . . . . . . . . . . . . . . . 133.500 Software Management Services . . . . . . . . . . . . . . 485,661
Adult Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156,546
$9,790,498 Insurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49,414
$3,223,861
C. Employee Benefits: 16.2% Instructional Equipment . . . . . . . . . . . . . . . . . . . . . . . . . 9,500
V. Maintenance & Utilities: 3.8%
Health, Dental & Other Insurance . . . . . . . . . . $9,008,747 Non-instructional Equipment . . . . . . . . . . . . . . . . . . . . 5,900
Electricity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $1,160,242
Social Security/Medicare . . . . . . . . . . . . . . . . . . . . . 1,344,191 $1,641,860
Natural Gas & Propane . . . . . . . . . . . . . . . . . . . . . . . . 601,838
Pension, Retirement . . . . . . . . . . . . . . . . . . . . . . . . . 1,166,449 Total: Non-Salary Expenditures: 18.0%
Water . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77,400
Unemployment Compensation . . . . . . . . . . . . . . . . 72,500 $13,206,121
Heating Fuel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8,900
Workers Compensation . . . . . . . . . . . . . . . . . . . . . . . 250,000
Equipment Repairs . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99,400
Other Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40,000 Total BOE Budget . . . . . . . . . . . . . . . . . . . . $73,509,538
Building Repair & Maintenance . . . . . . . . . . . . . . . 300,100
$11,881,887
Service Contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 269,892
Total: Compensation & Benefits . . . . . . $60,303,418 Equipment Rental . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139,258
Gasoline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15,000
Custodial Supplies . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124,000
$2,796,030
The Board of Education meetings are held on the 4th Wednesday Superintendent of Schools
of every month and are recorded and put on YouTube the following day. PTO/PTA Representative Meetings
The schedule of the Regular Board of Education meetings as well as The Superintendent of Schools meets with the PTO (Parent Teacher Or-
the committee meeting schedule can be found on the district website ganization) Alliance, consisting of members from all of the schools’ PTOs.
www.sheltonpublicschools.org. These ad hoc meetings include collaborative agenda building with the mem-
Photo by Ned Gerard / Hearst Connecticut Media bership and cover areas such as curriculum, budget, school site needs and
requests, student safety, school security, and other matters of importance.
Recently these meetings have focused on resources. Concerns about the
needs for School Resource Officers (SRO), additional counselors to support
students, and normalized fiscal support of the schools are the main topics.
These meetings are above and beyond each school’s monthly par-
ent meetings which involve many hours of volunteer time to ensure
that the children in Shelton get the best support educationally, financial-
ly, socially, and culturally. The Superintendent/Parent meetings work to
provide parents a direct and open communication with the superinten-
dent to discuss district efforts to provide quality education for all children
and youth as well as the opportunity to provide input in the decision-
making process when establishing district and school policies and discussing
school site or district issues and needs. m
Superintendent of Schools Kenneth Saranich
9Shelton Schools
T
he Shelton School System is made up of individuals passion-
ately committed to providing 4,800 students with education-
al programs and services that will enhance their ability to
become productive, adaptable adults in the emerging, complex global
society.
Shelton is home to five K-4 elementary schools, one upper elementa-
ry school for grades 5 and 6, an intermediate school for grades 7 and
8, and a high school serving 1,500 students. Shelton employs over 400
certified staff, which includes teachers and administrators, along with
a support staff of more than 200 employees. Opportunities are pro-
vided to participate in professional learning activities to keep current
with the changing needs of Shelton’s students.
Sunnyside 3rd grade STORM
Shelton’s School District Remains Strong
Elementary Education Exciting and challenging new cur- nurturing learning environment.
Each of Shelton’s five elementary riculum initiatives in mathematics and Partnerships are continually being
schools provides an enriched hands-on science have been introduced at the sought with parents and community
curriculum using a balanced approach elementary level in an effort to make organizations in an effort to expand the
to reading and writing which stress- learning more meaningful and relative richness of varied learning experiences.
es both skill development and the use to real-life experiences. Language Arts The mission is to assist every student
of real literature and nonfiction text. In instruction is delivered in 90-minute lit- to become a successful learner in a com-
addition, the elementary schools offer eracy blocks using the workshop model plex, technological information-based,
fully integrated art, music, physical edu- of instruction. The mathematics cur- rapidly changing 2lst century world.
cation, and technology instruction. Sup- riculum uses programs such as Eureka
port services are available in reading, Math and Big Ideas for core instruction Perry Hill School
special education, enrichment, social support. Both are aligned with the Com- Perry Hill School opened in Septem-
services and English as a Second Lan- mon Core State Standards, preparing ber of 2010. Students have the oppor-
guage. The K-4 elementary schools in- students for college and career. Engag- tunity to work with multiple teachers
clude Booth Hill, Elizabeth Shelton, Long ing, cross-curricular, project-based learn- and gain responsibility. The students
Hill, Mohegan and Sunnyside. A peer ing tasks have been incorporated into are presented with an academically
partner oriented Pre-K program also ex- the inquiry-based science curriculum. rigorous curriculum; however, a caring,
ists at Mohegan Elementary School. The use of Science, Technology, Engi- supportive environment is fostered that
neering and Math- values all students based on positive re-
ematics (STEM) lationships between students and staff.
allows teachers to Perry Hill School is set up in dyads. This
enhance students’ teaching model is based on teams of
exposure to STEM two teachers working with about 50
related curricula students and promotes the creation
and career opportu- of smaller learning communities. This
nities. model supports meeting the needs of
The instruction- each child through the use of best prac-
al staff serves as tices such as differentiated instruction,
facilitators and mo- response to intervention and positive
tivators inspiring behavioral support. One teacher teach-
students to raise es Language Arts and Social Studies, and
questions and share one teacher teaches Math and Science.
findings in a recep- Perry Hill’s academic support center ser-
tive, collaborative, vices the needs of all students.
10Life
Shelton
In addition, students are actively involved in exploring en- Students learn in an educational environment which supports
hanced curricula in Art, Music, Physical Education, and Health. each individual in the achievement of his or her goals.
They are also exposed to units in STEM. Enrichment and club In recent school years, over 340 SHS students annually
activities are also offered to round out a comprehensive ap- take rigorous exams in 17 different academic disciplines. Sev-
proach to education of the upper elementary student. enty-seven percent of those students participating in AP pro-
gram exams attained a three or higher. Shelton High School
Shelton Intermediate School has articulation agreements with the University of Connecticut,
Shelton Intermediate School (SIS) located at 675 Constitu- University of Bridgeport and Housatonic Community College.
tion Blvd. N opened in 2001. SIS proudly provides 7th and 8th Students are able to earn college credits in high school in the
grade students a wonderful environment with numerous op- areas of math, science, English, music, art and career and tech-
portunities to learn and grow as individuals. During this unique nical education.
time students experience a tremendous amount of social, Shelton High School offers courses to students through the
emotional, physical and intellectual growth. To assist students Virtual High School platform that are not currently available
during their years spent at SIS, a comprehensive academic pro- within the SHS program of studies or will not fit into a student’s
gram is offered. Academic programs are designed around a set schedule. Virtual High School is a non-profit accredited provid-
of learning principles, based on the concept of “learning for un- er “For Credit-Net Courses.”
derstanding.” Students will be constantly challenged to apply All students are required to complete a Capstone Project
their knowledge in a variety of contexts. upon graduating from Shelton High School. The Capstone
The goal at SIS is to offer a varied and expanded educa- Project is a culminating opportunity to demonstrate SHS’s Core
tional program for all students. SIS is dedicated to excellence. Value, Beliefs, and Learning Expectations and apply the knowl-
Students receive a developmentally-appropriate academ- edge they have gained over the course of their four years of
ic program that also allows for exploration experiences and schooling to real world experiences.
growth. Students are exposed to expanded programs struc- In addition to academic expectations, students attending
tured to meet their academic, developmental, and pre-voca- Shelton High School are expected to contribute civically and
tional needs. socially as they are encouraged to be responsible to the school
The basic core program, Language Arts, Mathematics, So- and community as well as to value and promote understand-
cial Studies and Science, is required of all students. Some stu- ing of the diversity of the student and world population.
dents are even eligible to receive high school credits for taking Shelton High School continues to expand its course offer-
courses like Algebra, Geometry, French, Spanish and Italian ings and experiences which include experiential learning, in-
while still in middle school. Other elective course offerings in- ternships, UCONN economics, illustration, ukulele, aviation and
clude: Band, Jazz Choir, Robotics, Business and Communication health science careers. m
Technology, Inventor’s and Nature’s Lab. Physical Education
and Health are also required courses
of all students in order to emphasize
overall student well-being and build
lifelong habits for good health.
The school continues to win a
number of awards for its academic
and extracurricular programs.
Shelton High School
The mission of Shelton High
School is to be a learning commu-
nity where students are expected
to meet academic and behavioral
standards while developing their full
potential. The school is committed
to providing a diverse student body
with a safe environment character-
ized by respect. The staff, students,
parents and community work col-
laboratively to encourage lifelong
learning and responsible citizenship. SHS Girls Basketball Team
11Educational Partnerships
T
he Shelton Public Schools are committed to developing and
promoting a partnership-driven system of education and
skill development between the Shelton Public Schools and the
local business community that prepares students to be successful and
productive lifelong learners and workers. Recognizing that organiza-
tional skills, decision making ability, responsibility, and interpersonal
skills are essential for future personal and professional success, the
district has worked with a variety of community and business partners
to encourage student growth and career awareness.
Community Partnerships Encourage
Student Growth
Hill School, and 5-12 programs at their provide all students the opportunity to
respective schools. learn firsthand about what the world of
• Therapeutic Learning Center - A K-12 work is really like.
Officer Christopher Brosz program, the Therapeutic Learning
Special Education Services Center is designed for students who Mentoring Programs
The Office of Special Education is have significant social, emotional, and The Shelton School System is for-
responsible for designing and imple- behavioral delays. The K-4 Therapeutic tunate to have a group of dedicated,
menting programming for students Learning Center program is housed at caring men and women throughout
identified with special needs, ages 3 - 21. Booth Hill School, and the grade 5-12 the greater Shelton area who volun-
Students who are suspected of having programs at their respective schools. teer weekly to meet with their mentees
a disability are evaluated and if eligible • Alternative Learning Centers 1 and during the school day. The volunteers’
are entitled to an Individualized Educa- 2 - A K-4 program, the Alternative gifts of time, self and positive influence
tion Program (IEP) which may include Learning Center is designed for stu- make the difference for a child that can
special education and related services. dents who have significant linguistic, last a lifetime Over 100 students are
Related services include services that social, behavioral, and motor delays. given such support by these dedicated
are intended to assist a student in better The Alternative Learning Centers are individuals who are the heart and soul
accessing one’s special education needs housed at Elizabeth Shelton School of the Shelton Mentor Program. Now in
and are secondary to special education and Sunnyside School. its 18th year, the program continues to
services. Examples of related services in- • Transition Program - A program de- grow with the inclusion of teachers, ad-
clude Speech-Language Therapy, Occu- signed for 18-21 year old students ministrators and support staff. Ongoing
pational Therapy, Physical Therapy, and who require additional services in recruiting sessions are occurring at busi-
Counseling. vocational, independent living, and/ nesses and civic organizations through-
Each of our schools in Shelton pro- or post-secondary education/train- out the valley, and those who have time
vides a continuum of services to stu- ing. This program is housed at Shelton and desire to volunteer, are encouraged
dents with special education needs in High School. to do so.
the following settings:
• Pre-Kindergarten - The Shelton Pre-K Junior Achievement (JA) Shelton High School Robotics
program is a special education lan- The Shelton Public Schools have suc- Program
guage-based program housed at Mo- cessfully partnered with Junior Achieve- The Shelton High School Robotics
hegan school. ment of Western Connecticut to provide Team consists of 33 student members
• Life Skills - A K-12 program, Life Skills over 3,000 students with meaningful working with 12 engineering mentors,
is designed for students who have career development and contextual two teachers, parents and alumni. This
global developmental delays. The K-4 learning experiences. On a yearly basis, team works together to provide over
Life Skills program is housed at Long JA programs at each elementary school 2,500 volunteer hours to design, build,
12Life
Shelton
program, and test an award-winning ro-
bot in a six-week timeframe. This team at
the end of 2020 was ranked #31 out of
210 teams in the New England District.
Many of the 2020 competition events
were cancelled due to the pandemic but
there were a few at home events in 2021
where Diya Patel was a FIRST Dean’s List
finalist, and the team earned a semi–fi-
nalist for FIRST Innovation Challenge.
During the pandemic the Robot-
ics Team found ways to work together
by holding socially-distanced, masked
in-person work sessions and remote on-
line meetings and sub-team discussions.
They initiated the STEM Challenge with-
in the Shelton School System, they put
Shelton High School Robotics Team
together 3-D printed PPE for local medi-
cal facilities and donated funds raised through The GreatGive® upgrade the networking infrastructure for all buildings. This
to the food bank. would allow for increased throughput, speed, and reliability
The team enhanced their educational experience by at- related to internet and wireless access while being able to sup-
tending machine shop training and C++ programming work- port the thousands of devices that are being added to district
shops. The team was able to visit the Ansonia Steel Fabricators networks in the contemporary online world. The second will
to see their laser cutter. Community Outreach is an important replace aging interactive displays with new reliable touch pan-
component for the Robotics Team. They were able to host els that will serve to facilitate more immersive and engaging
STEM demo events for Girl Scouts and FLL (First Lego League) educational experiences for students and staff alike.
teams. They also mentored five local FLL teams and ran FLL These new technologies and initiatives all serve to increase
qualifying events. The team is hoping to continue in 2021-2022 student engagement and access to modern education while
with community events such as Shelton Day and Shelton Trick allowing for increased reliability, efficiency, and security for all
or Trunk. constituents.
Technology Constantly Evolving
Shelton Public Schools have been hard at work implement- The Shelton Public Schools continue to work as a collabo-
ing new and engaging technologies throughout the district. rative community committed to bring passion and innovation
The district’s 1:1 student Chromebook initiative has been suc- into a comprehensive educational experience with high aca-
cessfully expanded to include Shelton High School during demic standards for all students. Together, the schools utilize
the 2020-2021 school year. The district has also maintained the foundation of the Vision of a Graduate and continue to
support for the original 1:1 pilot programs at Perry Hill School develop a learning environment focused on respect, responsi-
and Shelton Intermediate School by initiating a Chromebook bility and safety to align this collaborative commitment to de-
replacement strategy in order to provide students with new velop responsible citizens for an ever-changing global society.
devices that will continue to meet current technological needs This past year, the Board of Education has made a concert-
and standards for years to come. This makes the district fully ed effort to improve communication and collaboration be-
1:1 for students grades 5 through 12. K-4 elementary schools tween all stakeholders, including the City of Shelton officials
have also seen increased Chromebook access and utilization, in an effort to build a promising future for Shelton’s students.
and this is expected to continue. Together, the goal is to design practices that keep students’
The district was able to acquire laptops for staff which will growth and well-being the primary focus and meet the aca-
be implemented for the 2021-2022 school year. These laptops demic, social, and emotional needs of all students in an effort
will greatly increase collaboration, mobility, and efficiency to ensure college and career readiness and close achievement
amongst staff and students thus increasing the quality of edu- gaps. Shelton Public Schools strive to maintain a school cul-
cation provided. ture that reflects a positive district environment centered on
In addition, the district has been working diligently on se- a shared vision of excellence and innovative instruction. m
curing funding for two major initiatives, one of which would
13Safeguarding Growth
T
he responsibility for long-term growth
and sensible, orderly patterns of develop-
ment lies with several city departments.
They provide the necessary checks and balances
needed to ensure that all factors are carefully ex-
amined before facilities or residences are construct-
ed or altered. Additionally, they report to regional,
state and federal agencies.
New Development at Nichols Place
Preserving the Integrity and Quality
of Shelton’s Future
Planning and Zoning Recent Planning & Zoning Projects open space contributions, or pay-
Commission • A two-phase development called Ce- ment in lieu of.
The six regular and two alternate dar Village at the intersection of Hill
members elected to this commission Street, Coram Avenue, and Howe Av- Planning and Zoning Office
are the overseers and designers of Shel- enue with a combined 63 units and Applications for new construction or
ton’s future development. The Commis- commercial space on Howe Avenue. businesses in the city whether a shed,
sioners ensure that all development is • A development called Bridge Street pool, new house, office building, home
in the city’s best interest, is consistent Commons II at the intersection of Ca- office, or commercial business occupan-
with the Shelton Plan of Conservation nal Street W, Center Street and Howe cy must be submitted to the Planning
and Development, and makes the best Avenue, with 72 apartments and Zoning Office (P&Z). Overseen by the
use of previously developed and newly commercial space on Howe Avenue. city’s P&Z Administrator, the office ex-
available land. • A commercial solar panel farm on the amines plans and approves applications
The commission continues to see capped area of the Shelton Land Fill for construction that must conform to
a positive change for economic de- on River Road.
velopment throughout the city. The • A new CVS building at 705 Bridgeport
downtown area, the Bridgeport Avenue Avenue.
corridor, and River Road (Route 110) • A 10,000 square foot retail building
sustained industrial, residential, and at the corner of Todd Road and Platt
commercial growth. Downtown devel- Road.
opment showed tremendous progress • A 70,000 square foot light industrial,
1.0 %
along the River Front District (RFD) and office, and warehouse building on Safeguarding Growth
in the Central Business District (CBD) Waterview Drive.
where numerous mixed-use com- • A 34 town-house unit development
mercial and residential developments on River Road
were completed or are in progress. The • Approval for the renovations and site
Planning & Zoning Commissioners as plan adjustments for the commercial
Safeguarding Growth:1.0%
a whole are in the process of review- buildings attached to the Plaza Diner
Inland Wetlands Commission . . . . . . . . . . . . . $96,208
ing the Zoning Regulations including on Bridgeport Avenue.
Economic Development . . . . . . . . . . . . . . . . . . 157,501
Planned Development Districts (PDDs), • The reuse of 100,000 square feet of Planning & Zoning . . . . . . . . . . . . . . . . . . . . . . . . 437,975
the IA-1 and LIP zones, and CBD to de- industrial space at 710 Bridgeport Av- Conservation Commission . . . . . . . . . . . . . . . . . 66,556
termine if modifications are needed to enue for a new manufacturer. Zoning Board of Appeals . . . . . . . . . . . . . . . . . . 24,545
meet the influx of activity and future • Numerous subdivisions and DRD ap- Community Development . . . . . . . . . . . . . . . . . 82,025
growth in the city. provals for the development of sin- Building Department . . . . . . . . . . . . . . . . . . . . . 374,900
gle-family homes across town, with $1,239,710
14Life
Shelton
Shelton’s zoning regulations. Another function of the P&Z Of- act by diligent review and analysis of applications and data
fice is to ensure that zoning regulations are maintained as well research and field evaluations and encouraging alternative
as responding to complaints of zoning violations throughout design approaches. The balancing of growth over protection
the city. The office staff serves over 4,000 people on a yearly ba- and analysis of addressing cumulative impacts to the resources
sis offering advice to homeowners, developers, and members prove to be the most challenging aspects of the program.
of the Planning and Zoning Commission. Per charter, the Shelton Inland Wetlands Commission’s full
roster is comprised of seven regular and two alternate members
Inland Wetlands and that reside in town.
Watercourses Commission In spite of 2020 COVID limitations, the Inland Wetlands of-
It is the objective/goal of this agency to provide for the fice saw a near 27% increase of wetland certificates processed
protection, preservation, maintenance and use of the Inland over 2019. Present 2021 trends are consistent with 2020.
Wetlands and Watercourses. This includes minimizing distur- Certificates of Wetland Compliance are required for all con-
bance and pollution, maintaining and improving water qual- struction activities including but not limited to additions, free-
ity, preventing damage from erosion, turbidity or siltation, standing structures, decks, pools, grading, clearing, and tree
preventing loss of fish or other beneficial aquatic organisms, cutting. These certificates are issued when regulatory compli-
wildlife and vegetation and the destruction of the natural ance with agency standards are met. Permit actions have been
habitats thereof. lighter in recent years though are not considered a limit on
Shelton’s economic vigor but rather an indicator that develop-
ment designs have taken a positive approach to avoid wetland
activities that may relieve the need to process detailed reviews.
Such proposals include, but are not limited to, residential sub-
divisions, retail, multi-family, industrial, commercial site plans,
residential site plans and homeowner projects.
Community Development
The Community Development Office is responsible for iden-
tifying, securing, and administering funding resources to assist
the City of Shelton in the provision of certain programs and ser-
vices. The Community Development Director applies for funding
on the City’s behalf under the direction of the Mayor and often
in collaboration with other city departments. The department’s
efforts have resulted in obtaining several successful competitive
Photo by Joe Welsh, Shelton Land Trust President grants which include equipment and training for Police, Fire and
During these recent times many folks are staying home Emergency Management, improvements to municipal parks and
and undertaking various projects. Residents are reminded facilities, literacy programs, youth and parenting programs, and
that activities such as tree cutting, vegetation cutting, and capital improvements.
filling of any material in inland wetlands or within specified Anti-Blight Program
distances, (the upland review area, aka buffer or wetland The Community Development Office also oversees the
setback), may and often trigger formal permit processing be- city’s anti-blight program. Each year, and often in conjunction
fore such activity occurs. Penalties for after-the-fact requests with other city departments, the Community Development
are significant. Office responds to several dozen complaints from concerned
Also, the agency works to deter and inhibit the danger of residents regarding neglected properties in the community.
flooding and pollution, to protect the quality of wetlands and Residents concerned with properties that may be blighted, can
watercourses for public and private uses and values, and to pro- access the city’s website under community-development for a
tect the city’s potable fresh water supplies from the danger of list of qualifying factors and an anti-blight complaint form.
droughts, overdraft, pollution, misuse and mismanagement. Housing Rehabilitation Loan Program
It is important to ensure while balancing the need for the Through the Community Development Office, the City
economic growth of the city and the use of its land, the protec- of Shelton offers a Housing Rehabilitation Loan Program to
tion of the environment and ecology is maintained in order to qualified low-and moderate-income residents. The funds for
forever guarantee the safety of such natural resources for the this program come from the Department of Housing and Ur-
city’s residents and for generations to come. ban Development (HUD) and are administered through the
The Agency tries to accomplish this difficult balancing State of Connecticut Department of Housing (DOH). Home-
continued on page 33
15Economic Development
S
helton’s growth and pattern of success continues and increas-
es because of a strong citizen involvement and support in the
affairs of the city. As the city moves forward, concentration on
what can best be done to assure a healthy, steady growth while main-
taining the quality of life is emphasized. Shelton is unique as it has
over 1,000 acres of primeval forests, close to 1,500 acres of working
farms, bustling commercial and industrial activity, and is home to
over 40,000 residents.
Bright View Assisted Living
For Progress and Continued Growth
Economic Development The Mayor rated the Commission’s per- • Flag Day Activities: A business
Commission formance as “solid, successful and imagi- networking event to honor the
The Economic Development Com- native.” U.S. Flag
mission is established in accordance with The Economic Development Com- • School Art Contest: A collabora-
Shelton’s duly adopted City Charter. The mission has been active in the following tion with the Board of Education
organization of the Commission includes areas: focusing on stimulating students’
a five-member board of Shelton electors • Shelton Life Community & Business artistic talents and providing rec-
appointed by the Mayor. The Commis- News: A communication piece ognition for top achievers.
sion’s powers and authority conforms for the residents of Shelton. Over
to those described by state statute. The 18,500 copies are mailed and dis- Shelton Economic
Commission historically has taken on tributed an average of three times Development Corporation
the responsibility for the development a year. Thematic influence con- Organized in 1983, the Shelton
of advertisements and related marketing tinues to relate to “Shelton Going Economic Development Corporation
materials used to recruit new businesses. Green”. (SEDC), is a non-profit corporation that
In 1992, the Mayor formally charged the • Shelton Life City of Shelton Biennial focuses on the balanced development
Commission to develop an aggressive Report: A biennial report of the of Shelton. The SEDC acts as a catalyst
marketing campaign to promote Shel- City of Shelton, the state of its fi- for growth within the City by providing
ton’s positive image and retain current nances, commissions that serve direct links to all local government and
businesses as well as attract new ones. the city and various activities. business leaders as well as coordinating
between city and civic organizations.
The SEDC has relationships with finance
and development agencies, and pro-
vides a leadership role in emerging pub-
lic/private and statewide partnerships.
The SEDC provides access to a pro-
fessional staff with extensive experience
in economic development, real estate,
construction, finance and government.
The business of the SEDC is managed
by a board of directors. The board which
is elected at the annual meeting, con-
sists of at least 15 and up to 60 members
who represent a cross-section of the
New Commercial Plaza at 901 Bridgeport Avenue Shelton community. The board’s mem-
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