1st Vice President Michael Passero, Mayor of New London
2nd Vice President W. Kurt Miller, Chief Administrative Officer of Seymour BOARD OF DIRECTORS
Arunan Arulampalam, Mayor of Hartford
Jason Bowsza, First Selectman of East Windsor
Jeff Caggiano, Mayor of Bristol
Mary Calorio, Town Manager of Killingly
Fred Camillo, First Selectman of Greenwich
Elinor Carbone, Mayor of Torrington
Paula Cofrancesco, First Selectman of Bethany
Justin Elicker, Mayor of New Haven
Carl Fortuna, Jr., First Selectman of Old Saybrook
Joseph P. Ganim, Mayor of Bridgeport
Matthew Hoey, First Selectman of Guilford
Matthew Knickerbocker, Town Administrator of Wilton
Rudolph P. Marconi, First Selectman of Ridgefield
Edmond V. Mone, First Selectman of Thomaston
Maureen Nicholson, First Selectman of Pomfret
Brandon Robertson, Town Manager of Avon
John L. Salomone, City Manager of Norwich
Caroline Simmons, Mayor of Stamford
Gerard Smith, First Selectman of Beacon Falls
Lori Spielman, First Selectman of Ellington
Erin E. Stewart, Mayor of New Britain
Mark B. Walter, Town Administrator of Columbia PAST PRESIDENTS
Thomas Dunn, Mayor of Wolcott
Michael Freda, First Selectman of North Haven
Herbert Rosenthal, Former First Selectman of Newtown
Executive Director & CEO, Joe DeLong
Deputy Director & COO, Ron Thomas
Managing Editor, Joseph Thornton
Writer, Christopher Gilson
Layout & Design, Matthew Ford
CCM STAFF
Letter From The Executive Director & CEO
Iwant to express my deepest gratitude to everyone who contributed to the overwhelming success of this year’s CCM Convention. From the meticulous planning and vendor displays to the spirit-filled sessions, awards ceremony and the enlightening Hot Topic session...every aspect of the event reflected the dedication and passion of our organization.
We exist in an age where virtual connections frequently outpace in-person gatherings. The successful culmination of this year’s convention stands as a testament to present and future successes when people with common goals and challenges unite with common purpose. CCM’s Convention serves as a hub for connection, innovation, and inspiration. Whether it’s a professional gathering among municipal leaders to catch up and share best practices or to simply check out the latest opportunities our many vendors have to offer, the success of our annual event relies on the collective efforts of all who were present.
To all who attended as participants, vendors and presenters, your presence added immense value to the event. Thank you for bringing your enthusiasm, expertise, and open-mindedness. Member attendance and engagement in sessions, workshops, and networking opportunities made this event not just a gathering, but provided a feeling of true community. To our vendors showcasing innovative products and providing handson demonstrations, you helped create a dynamic atmosphere. And, to our presenters, your contributions enabled attendees to explore new possibilities and discover valuable tools and solutions.
To our sponsors, your support allowed us to reach new heights. By investing in this convention, you invested in the growth and development of everyone who attended and we cannot thank you enough for your commitment to this year’s gathering.
I would be remiss if I did not mention how incredibly impressed I am with this year’s award recipients. They were selected as a testament to their hard work, vision, and the remarkable impact each has made in their field. We are proud to celebrate your achievements today and I am excited to see what professional achievements are still to come.
And to the CCM staff, your dedication and hard work did not go unnoticed. You displayed an inspiring commitment to excellence and proved what can be achieved through the spirit of teamwork and determination. Your contributions made a significant impact and left a mark of distinction on this annual event.
As we look ahead, I am filled with optimism and excitement for what we can achieve together. Thank you once again for making this year’s convention a resounding success. Here’s to the connections we’ve made, the knowledge we’ve shared, and the bright future we are building together!
Joe DeLong CCM Executive Director & CEO
CCM is committed to civility, and have partnered extensively with
A Legacy of Civility
A Pledge Promoting Understanding, Empathy and Mutual Respect
Former Connecticut
Governor Jodi Rell played a prominent role in promoting civility and bipartisan cooperation during her political career, as well as in her personal life. In 2005, then Governor Rell instituted a "Civility, Respect, and Cooperation Pledge." It was designed as a bipartisan initiative to encourage public officials and citizens to participate with dignity and respect during public discourse, and it is still in use today.
The pledge was part of her extensive efforts to reduce partisan division and foster an environment focused on collaboration and solutions rather than social and political upheaval. Governor Rell's advocacy for civility complimented her leadership style; often being described as “pragmatic and inclusive.” Her push for civility came at a time when political polarization was becoming more prominent, and it accentuated her devotion to ethical governance and a focus on productive dialogue.
To this day, Connecticut’s Civility Pledge plays an integral role for respectful engagement in politics and reflects a timely and much-needed undertaking to address divisiveness. While the pledge’s intentions are admirable, its ultimate success relies on the commitment of those who embrace its values.
In an era where discussions can often result in personal attacks, the Civility Pledge signals a call to action for all. By committing to civil behavior in discussions of all types, participants model respectful engagement that is at the very core of a strong and robust democracy. When widely embraced, it creates an environment where ideas and civil dialogue, rather than disagreements, influence the conversation.
The effectiveness of the pledge lies in its ability to influence accountability. However, a lack of enforcement risks reducing the pledge to nothing more than a simple gesture. Certainly, measures of accountability could reinforce its impact, but the mere fact that many of Connecticut’s CEOs are willing to commit to what it stands for is encouraging regarding its application in our daily lives. Importantly, the pledge must operate with bipartisan support to avoid being dismissed as an instrument of a particular party.
While the Civility Pledge largely addresses political behavior, the bigger issue is often the culture of communication beyond the political arena. All too often we witness social outlets and community interactions reward outrageous and divisive actions. To truly alter the
course, efforts like the Civility Pledge could coincide with educational components specific to deescalating volatile situations and conflict.
Connecticut’s Pledge should serve as a model for other states, signaling a broader movement toward respect and cooperation. Clearly its impact would depend on public acceptance and the willingness of leaders to practice the tenets of the pledge. It is clear, practicing civility isn’t to be mandated; but rather, it has to be nurtured: not only in politics, but society at as a whole.
To be fair, the Civility Pledge is not a universal remedy to ill-mannered actions, but it is a promising call for promoting respect. Its ultimate success hinges on whether it encourages not only compliance, but an authentic cultural shift toward productive and respectful engagement. Consistent commitment from leaders and organizations can gradually create a shift toward more civil and collaborative discourse.
The pledge emphasizes the value of respectful dialogue, mutual understanding, and courteous engagement among participants, and its value has many reasons. It’s not just a gesture with little practical effect—it is a commitment to creating a healthier culture in politics and society. By elevating respect, leaders can create forums focused on more meaningful dialogue, effective governance, and a stronger commitment to governing for all.
Governor Rell emphasized the value of productive communication through understanding rather than confrontation. Furthermore, she emphasized that being civil limits conflicts, promotes trust, and is integral to promoting positive social and political interactions focused on preserving purpose. By highlighting civility, she navigated a state through extremely challenging and difficult times more effectively and generated circumstances instrumental for growth, understanding and progress.
Certainly, a noble gesture and a legacy for all to embrace!
Laura Hoydick, CCM Board President and Mayor of Stratford
CCMs 2025 Legislative Priorities
by Brian O’Connor, Director of Public Policy and Advocacy
CCM is the voice of municipalities. And every year, we develop a legislative program that you, our members, developed, vetted and approved so that we can take that voice to the State Legislature and the Governor with the assurance of 168 towns and cities. We are proud to announce CCM’s 2025 Legislative Program that sets the foundation for work throughout this year’s long legislative session.
1. Increase the current level of education funding provided to towns and cities through adoption of Aligned Action 7 as recommended by the Young People First report adopted by the 119K Commission and CCM’s Board of Directors. These recommendations would review and revise the Education Cost Sharing (ECS) formula to provide an inflation adjustment to the per-student foundation and appropriate additional support and resources for special education services, including additional weights for students with disabilities within the ECS formula.
In addition, the recommended revisions to the ECS formula would increase the weights for school districts with higher concentration of students who are economically disadvantaged and live in concentrated poverty areas as well as add weights for the number of multilingual learners in the local or regional school district. Furthermore, review current funding levels to ensure equitable facilities are available to students in every district.
Increase the current level of special education funding provided to towns and cities and enact measures that may provide relief from existing mandates. Specifically, increase the current level of state funding for special education and reduce the current excess cost rate or threshold from 4.5% to 1.5%.
Modify the minimum budget requirement (MBR) related to special education costs so that expenditures above base student costs and deficit spending by local school districts are not included in the calculation of the MBR. Also, provide assistance to towns and cities to address non-budgeted mid-year expenditures related to special education costs.
2. Reduce the current number of required days to conduct early voting or increase state funding to carry out the requirements of early voting. Based on the low voter turnout and the higher than anticipated cost to conduct the 2024 elections, it is imperative that the state adjust and remedy early voting to make it more efficient and cost-effective.
3. Increase capacity to accept trash at the four existing trash-to-energy facilities and/or site additional trash-to-energy plants in Connecticut. Connecticut is shipping approximately 860 tons of municipal solid waste to out-of-state facilities, resulting in cities and towns facing increasingly higher tipping fees. The state must develop a comprehensive, sustain-
able strategy for confronting Connecticut’s solid waste and recycling crisis that addresses both environmental hazards and financial concerns. Increasing truck weight limits for vehicles hauling municipal solid waste and recycling will also increase cost savings to municipalities and decrease the amount of trucks on roads.
4. Enact statutory caps on damages for municipal liability by:
a) Capping any municipal negligence claim at $250,000.
b) Amending the highway defect statute for municipalities (CGS 13a-149) to cap damages (both economic and non-economic damages) at $20,000 per occurrence. Approximately 1/3 of municipal liability claims are associated with this statute and damages are ballooning into six-figure settlements. There needs to be a balance to ensure individuals receive proper compensation without undue financial impact on taxpayer funds.
c) Amending CGS 46a-60 (CT Fair Employment Practices Act) to cap damages based on employer size, specifically cap damages:
a. For employers with 15-100 employees - $25,000.
b. For employers with 101-200 employees$50,000.
c. For employers with 201-500 employees$100,000.
d. For employers with more than 500 employees$150,000.
This change will encourage greater claims to be filed in federal court rather than state court, thereby assigning it in a system that is better equipped to handle employment claims, as well reduce the caseload within the State Judicial Branch.
5. Provide more funding to support mass transit such as rail, bus service and highway improvements. Ensure mass transit policy is consistent with the state’s goal of more transit-oriented development projects and continue to invest in mass transit throughout the state, which is vital for its sustainability and success. Expand the Connecticut Department of Transportation’s Micro-transit Grant Program, which has been filling voids in public transportation in municipalities that have been utilizing the grants.
6. Modify the Paid Sick Leave changes made in Public Act 24-8 to allow employers to request reasonable documentation for employees using paid sick leave taken for the purposes permitted under the act. Prior to PA 24-8, municipal employers were permitted to request reasonable documentation to verify the illness or cause of missed work; these practices are almost always collectively bargained. By circumventing the collective bargaining process and eliminating the ability for employers to request verification of
CCM members vote on legislative priorities
sick leave, essential workers may now abuse their sick leave in a way that may threaten the health and safety of Connecticut residents. For example, a firefighter or police officer who is scheduled to work for minimum staffing requirements can call out sick a minute before his or her shift every Friday for several consecutive weeks —causing an administrative and cost burden for the municipality and a potential health or safety liability for the community — and the employer has no ability to address blatant abuse of sick leave. CCM opposes unfunded mandates that limit the ability or eliminate a municipality’s right to collectively bargain with employees.
7. Increase tax abatements for affordable housing. Seek to re-establish reimbursements from the state for tax abatements for affordable housing units and downtown development to incentivize and make projects more economically viable due to an increase in construction costs and high interest rates.
Increase Infrastructure Funding for Transit-Oriented Developments (TOD) and Affordable Housing Projects. Increase the amount of money allocated to the Clean Water Fund and dedicate this increase towards TOD and affordable housing projects without diluting existing Clean Water Funds. The lack of water and sewer infrastructure often limits the ability of municipalities to increase its affordable housing stock or to pursue TOD projects. Setting aside Clean
Water funds will make TOD and affordable housing projects more viable economically and environmentally and will help the state move towards its goals of facilitating building near transit hubs and increasing its affordable housing stock.
Prioritize available Municipal Redevelopment Authority (MRDA) funds for municipalities that adopt local TOD ordinances and protect Urban Act and STEAP funds from being tied to municipal TOD initiatives.
There will also be several “Legislative Issues of Importance” that CCM’s Policy team will be keeping a close eye on. Municipal options for resiliency planning, increased funding for existing infrastructure programs to combat flooding, measures to address street takeovers, illegal use of ATV’s/motorbikes, and vehicle break-ins, bills to allow towns and cities to diversify and develop other revenue streams in addition to the property tax and other proposals to reduce the burden of the regressive property tax on residents and businesses will all be on our radar throughout the session.
For full details, make sure to read our full State Legislative Program 2025 pamphlet that you can find by going to our website: www.ccm-ct.org
Rest assured, the voice of municipalities will be heard and we will be at the forefront of policy discussions in the 2025 legislative session.
CCM Establishes the Foundation for Youth Plans to Address Education Challenges in Connecticut
By Joseph Thornton, Director of Communications & Member Relations
The Connecticut Conference of Municipalities (CCM) announces the establishment of the CCM Foundation for Youth, a new entity aimed at addressing the critical challenges facing public education in Connecticut. The Foundation is dedicated to improving educational opportunities for all young people across the state, with a particular focus on equitable funding, access to resources, and community-driven solutions to the disparities that persist in Connecticut’s school systems.
The Foundation was developed in response to the “Young People First: A Bold Plan to Address Connecticut’s Statewide Crisis” report, which is a strong call to action to remedy the challenges faced by young people who are disconnected from education and employment. It is the Foundation’s mission to support our state’s youth with resources, mentorship, and advocacy for state and community support that will foster opportunities where young people can develop skills and connections to navigate life’s challenges and achieve their aspirations.
Further, the Foundation was created with a mind to address systemic challenges and a mission to advocate for a more equitable, sustainable, and student-centered approach to public education. The discrepancies in education funding are not just an issue of dollars and cents. It has real-life consequences for students,
families, and communities, particularly those in economically disadvantaged areas. Inequities in educational opportunities can lead to long-term societal disparities, perpetuating cycles of poverty and limiting social mobility for Connecticut’s youth.
“The establishment of the Foundation for Youth is an exciting moment for CCM and for the future of education in Connecticut,” said CCM Executive Director and CEO Joe DeLong. “Our mission is to create a brighter future for young people through collaboration to provide the tools and support they need to thrive. We understand that empowering youth requires a collective effort, and we are committed to fostering partnerships that drive meaningful change.”
The CCM Foundation for Youth is poised to transform the landscape of youth development by providing comprehensive support, opportunities, and resources for young people throughout the State. The foundation is dedicated to nurturing talent, fostering leadership, and promoting positive social change through targeted programs and initiatives.
Made up of a Board of nine directors from various disciplines, the Foundation for Youth begins its journey with optimism and dedication about its potential to create lasting change. With its focus on empowerment, education, and community, the foundation is set to become a beacon of hope and opportunity for young people throughout our great state.
A Voice From The Disconnect
By Erica Soares, CCM Public Policy & Advocacy Intern
Growing up, my world was filled with challenges that could have defined my future—homelessness, the incarceration of a parent, sexual assault, the loss of a parent, and an environment shaped by drugs and violence. At times, it felt like the system was stacked against me, leaving no clear path forward.
What changed my trajectory wasn’t luck—it was people and programs that believed in my potential when I couldn’t see it for myself. Coaches, mentors, and initiatives like GEAR UP gave me the tools to not only survive but thrive. They helped me see possibilities I didn’t know existed. Because of those opportunities, I graduated high school, pursued higher education, and am now working toward a master’s degree and a sixth-year certificate.
But my story isn’t the norm. Too many young people don’t have access to even one person or program to help them see their worth. Instead, they’re left navigating systems that feel more like barriers than bridges to success. This is why the Opportunity Youth Initiative matters so much.
Disconnected youth face challenges that go beyond being out of school or work. For them, it’s about survival—finding stability, accessing resources, opportunities to dream of something bigger are often out of reach. Yet, the systems designed to support them often fall short. From underfunded prevention programs to shelters that lack capacity, the message young people receive is that they’re on their own.
For justice-involved youth, we need a stronger focus on restorative practices and mental health support rather than disciplinary actions. Clear pathways to reintegrate into society and access resources that promote healing and growth are critical. The biggest opportunity lies in creating truly integrated systems where services collaborate seamlessly.
Today, I see many faces I’ve worked with over the past year—breaking down silos between education, justice, behavioral health, and community programs to create a network of support. This work inspires hope for a future where every young person in Connecticut feels seen, heard, and supported.
In 10 years, I hope we’ve built a system where access to opportunities is no longer based on ZIP code or status. Universal access to mental health services, career exploration, and skill-building programs must become the standard. Addressing disparities in education and creating safe spaces for young people to grow, learn, and feel valued are essential to this vision.
As someone who has tested these systems, I know how disheartening it is to follow all the steps—make the calls, fill out the forms—only to face dead ends or endless delays. For a young person already struggling, these barriers reinforce hopelessness. It makes me angry because it doesn’t have to be this way.
We must design systems that meet young people where they are, with no waitlists for opportunity. Programs like workforce development, life skills training, and mental health support aren’t luxuries; they’re necessities. Equity should be a given, not a goal.
Personally, I feel like I’m still catching up in this space. While I find this work deeply important, I often feel like I’m just beginning—bringing my story to the table but yearning for my talents to be fully utilized. Too often, opportunities are shaped by access to leadership pipelines or an understanding of systems like politics. When those aren’t accessible, people are left behind. That’s part of my story and why this work matters so much to me.
Let me share an example. In my role with Waterbury PAL, I work directly with youth facing homelessness, mental health struggles, and justice involvement. One young girl in my Girls Program came to us feeling disconnected and unsupported. Through mentorship, resources, and care, she began to rebuild her confidence and take steps toward her goals. It’s stories like hers that remind me why this work matters and how transformative these programs can be.
I urge policymakers to treat youth not just as beneficiaries but as partners in shaping the systems that directly impact them. Disconnected youth aren’t problems to be solved; they are partners in building solutions. By empowering them with workforce programs, trade opportunities, and equitable systems, we’re not just helping them succeed—we’re shaping a stronger future for all of us.
And it’s not just about the here and now.
Investing in these opportunities pays dividends later in life—both economically and socially—by creating stronger, more capable individuals who give back to their communities in meaningful ways. Opportunity gives young people the chance to dream bigger, build résumés, and grow into leaders. These opportunities create ripples of change that extend far beyond the individuals they serve.
We can’t afford to do nothing—it’s a cost our community cannot bear. Together, we can build a system that works—not by chance, but by design.
Young People First Building Momentum for Success
As we turn the page and close the chapter on 2024, the Young People First plan starts a new and incredibly important phase in its journey to re-engage youth disconnected or at-risk of disconnection from education and the workforce.
Last year saw the 119K Commission kick off a series of informational forums engaging youth, parents, service providers and educators in communities across Connecticut. The goal was to gather as much information about the challenges facing youth in the state today and build the Young People First plan that delivers the necessary adjustments to create environments for young people to find positive opportunities for success.
With the release of the Young People First plan in October, and recognizing the significant support of the plan, CCM collaborated with multiple stakeholders such as the School State Finance Project and the United Way of Connecticut on press events and informational hearings. The events delivered a resounding message from the educational arena, youth support services, municipal leaders, as well as hearing from youth from around the state regarding the significance of the crisis and stressing the time for action is now!
As we turn our attention to 2025 and the latest iteration of legislative work for the citizens of Connecticut, legislators play a crucial role in ensuring state youth are viewed as partners in a journey that determines much of Connecticut’s future. Many of the young people the report identifies are the of future Connecticut. They each deserve the opportunity to reach their full potential. Inaction and a commitment to the status quo leads to rising unemployment, increased reliance on government services and ultimately reducing the state’s competitiveness in emerging industries and ensures long-term economic decline. Through efforts such as coordinated support, improved conditions for youth success, coalition-building,
and increased capacity in education, workforce, and social sectors, Young People First stands at the crossroads of enhancing opportunity and status quo for our state’s future.
The Young People First plan is in the early phases of implementation, with efforts underway to build coalitions, coordinate support, and establish the necessary infrastructure to achieve its long-term goals.
CCM has also established The CCM Foundation for Youth, a 501c4, that is designed to support our state’s youth with resources, mentorship, and advocacy for state and community support and fostering opportunities where youth can develop skills and connections to navigate life’s challenges and achieve their aspirations.
Discussions are ongoing to kickstart a few of the important initial steps for the Plan’s development and implementation. A critical piece is the ongoing component of educating and enlightening a state to the significance of the crisis and the importance of a call-to-action in creating successful outcomes for our state’s youth. Secondly, the establishment of an Office of Youth Success that will play an integral role in coordinating the services many disconnected youth need. And, working with stakeholders to completely overhaul the state’s 211 system into a more functional — modern day — portal that will help youth easily find and access services through an app on their phone.
The upcoming legislative session is important to these efforts in terms of strengthening the ongoing support. However, just as important is encouraging and engaging those that are new to the issue or are simply in need of additional information to help make an informed decision.
Ensuring the next generation of state leaders are equipped to contribute meaningfully to society and lay the groundwork for a thriving and equitable future is in Connecticut’s best interests.
New Haven hosted one of several press events to promote the report’s release.
Voters Weigh In Insights and Perspectives on Education Funding in Connecticut
By Joseph Thornton
In collaboration with the new CCM Foundation for Youth, CCM commissioned a survey, through Strother Nuckels Strategies, with GreatBlue Research. The survey, completed on January 13th of this year, was conducted of registered voters regarding state residents’ overall assessment of education and education funding in Connecticut.
The poll’s results will assist the newly established CCM Foundation for Youth in its efforts to advocate for a more equitable, sustainable, and student-centered approach to public education. Additionally, the results will provide policymakers as well as education and educational support services with predictive insights, allowing them to assess public sentiment to current initiatives and make adjustments accordingly. Offering a snapshot of societal attitudes, it further helps decision-makers in prioritizing issues, allocating resources, and crafting policies that resonate with the public’s needs.
“The survey offers a fresh perspective regarding Connecticut’s educational system and reveals voters’ views on education and how it impacts Connecticut, not only today, but into the future,” said CCM Executive Director and CEO Joe DeLong. “These results provide valuable insights into public opinion, shaping the narrative around critical issues specific to education and helps appropriately drive critical decision-making processes.”
The polling data provides a clear direction for progress and opportunity. Results will help guide efforts that are aligned with the collective aspirations and values of
society, and will further help policymakers create more effective, equitable, and widely accepted policies for shaping educational opportunities for students, parents, educators, support staff and administrators.
Some key study findings are:
• 86% of respondents see property taxes as too high;
• 60% believe the state should provide a larger share of funding to reduce the property tax burden;
• 72% say education funding should be prioritized in the state budget over other spending; • 95% believe education is key to the future of the state and 65% believe all schools should be funded equally;
• 85% believe the state should have a hand in equalizing school funding throughout the state; • 72% believe education funding should be a top priority even if it means cuts elsewhere; • 82% of voters are more likely to support a candidate who advocates state education funding more equitably;
• 89% believe addressing education inequality is CRUCIAL for Connecticut’s future economic prosperity; and
• 88% express concerns about CT students graduating without basic literacy skills.
Survey results are indispensable for evidence-based policymaking, offering a structured way to incorporate public opinion into governance. These results highlight perceived barriers preventing equitable access to education and offers perspectives that can shape initiatives to overcome them. Further, it is clear, the public supports students in historically underserved communities and believes opportunities that level the playing field and reduce achievement gaps are necessary and attainable.
CCM Reissues Racial Equity Toolkit
by Max Friedman, Research Manager
In 2020, in light of the national discussion on racial equity and disparities after the murder of George Floyd, CCM issued a toolkit to assist municipalities in their efforts around diversity, equity and inclusion. The purpose is to help communities gather data and information to identify areas of change and improvement, including specific actions and targets to obtain improved outcomes for communities of color.
The National League of Cities instituted the Race, Equity and Leadership initiative (REAL) to “strengthen local leaders’ knowledge and capacity to eliminate racial disparities, heal racial divisions and build more equitable communities.”
NLC recommends 7 ways that municipal leaders can address racial inequities in their communities:
1. BUILD TRUST—community engagement that is part of a larger strategy to reach out to all parts of your city or town.
2. GET THE FACTS—get data about health, education, housing, income, criminal justice, economic develop ment and other relevant measures in your city or town that is disaggregated by race and ethnicity. (Consider using a racial equity assessment tool.)
3. LISTEN—offer strategic and consis tent opportunities to facilitate con versations and include all voices.
4. LEAD—be a vocal proponent in your community for racial equity policies, programs and practices. (Many cities and towns adopt for mal resolutions or proclamations declaring their intention to address these issues and laying out or committing to a racial equity action plan.)
5. CHANGE—use a racial equity framework (or lens) to determine how local policies, initiatives, programs and budgets impact racial equity in your city or town, then follow through on necessary changes.
6. PROVIDE TRAINING—make racial equity training available to elected and appointed leaders in your city or town, as well as staff and community leaders.
7. PRIORITIZE ACCOUNTABILITY—track qualitative and quantitative data indicators to mark measurable progress in racial
equity actions and initiatives. (Racial Equity Action Plans have been used to define what actions will be taken, how progress will be measured against established goals over what timeframe and who will be responsible.)
Other items in the toolkit include sample initiatives, policies and resolutions in Connecticut and across the country, focused information on housing and other topics, and a municipal checklist for racial equity, which includes concrete action steps that municipalities can take to advance equity in their communities.
To check out this resource, please visit https://issuu. com/ccm_ct
For research requests or more information, contact Max Friedman, Research Manager, at mfriedman@ ccm-ct.org
Racial Equity
Making Connecticut Work
Thank you for making he 2024 CCM Convention a Resounding success
It might have been our neighbors to the West that Frank Sinatra was singing about, but at CCM we still think the line “if you can make it here, you can make it anywhere” applies to the great state of Connecticut as well. We’re the state of the first submarine and the first hamburger, we have deep roots in air and space engineering, elite educational institutions, and a growing pharmaceutical industry that will help people live long and prosperous lives. And we may be biased, but at CCM, we know that our municipal leaders are the glue that make this state what it is — resilient, strong, and enduring. And that’s why our 2024 Convention theme was “Made In Connecticut”
Thanks to our sponsors, CIRMA, Cigna Healthcare, Post University, HalloranSage, ClearGov, QDS, GovDeals, Blue Line Solutions, NLC LIH Hub, Bank of America, GZA GeoEnvironmental, Inc., OpenGov, Connecticut Education Network, Lockton, Verra Mobility, Titan Energy, Murtha Cullina; as well as a big thanks to all of our exhibitors, speakers, and partners.
But most of all, thanks to you for making this the best Convention yet. We hope that you join us for this year’s convention on December 2, 2025.
Excellence On Display
A look at this year’s awardees
You may have noticed that CCM hands out awards every year — to towns and cities, municipal employees who go above and beyond, folks who champion municipalities year in and year out, and even middle school and high school students who know what is cool about local government. If we awarded everyone who goes above and beyond for their municipality, we might still be giving out awards, but here’s who we awarded this year.
#LoCoolGov
Middle School:
Charlotte Couture, 8th Grade, Glastonbury
“What is so cool about local government is that it is run by people in the community. Those people know what the community needs because they live in it, and they will experience the changes themselves, which makes them care. They also know what the community values, and if they don’t, they have access to the public to ask them. I have participated in many local election campaigns, and have met many different candidates from both parties. There is one thing I have noticed that all candidates have in common: even if they disagree, they both really care about the community and about making it a better place for everyone.”
High School:
Brianna Mowad, 10th Grade, Waterbury
“I thought back to a time when I didn’t have my own room.. or a house... or even a family. I thought about more than six years of my life moving from foster home to foster home. I thought of all the workers who supported me and my brother and worked hard to
find the perfect family for us. I thought of the Judges and Attorneys who made decisions on our behalf, the teachers that were our mentors and friends, and all the community events we would attend. I remembered my favorite Librarian who knew exactly what books to put aside for me because she knew that books helped me escape. I didn’t realize that at the time it was the local government workers and laws that made the difference in my young life but looking back now I see that bigger picture.”
Municipal Excellence
Joel Cogen Lifetime Achievement Award: Robert “Bob” Skinner, Former CAO, Canton
In the 16 years before his retirement in August 2024, Bob made significant and unique contributions to the Town of Canton. His unwavering dedication to advancing the Town’s best interests; his relentless promotion of governmental efficiency; his practical and pragmatic approach to address complicated issues in a timely and cost-effective manner; his uncanny ability to communicate effectively across various audiences; his creative and outside-the-box thinking; his unrivaled work ethic; and, perhaps most importantly, his compassion and respect for Town residents and employees, have made Canton an extraordinary place, one that cares about its citizens, community and environment.
Bob’s innumerable achievements and indelible mark on Canton could not possibly be summarized. He was instrumental in capital projects, finances, legal matters, environmental stewardship, human resources and General Administration/Civic Engagement. In addition to the normal rigors associated with being CAO,
each week Bob handled hundreds of emails, calls and inquiries from residents, staff and agency members, which is a seven-days-a-week process. He is proof that dedication lasts a lifetime!
Richard C. Lee Innovator Award: Gerard “Gerry” Smith, First Selectman, Beacon Falls
An innovator is someone who introduces new ideas or methods — someone who does something new or different to create value. Gerry began his service to the Town decades ago, volunteering and chairing the Planning & Zoning Commission and the Board of Finance. From 2011 to 2013, and again since 2019, he has served as First Selectman, transforming Beacon Falls through his visionary leadership.
Gerry’s faith guides him, treating his role as a true calling. His compassion flows through his work and reaches the people he serves, thriving on the connections he builds. He prioritizes strong partnerships with local nonprofits and neighboring communities, understanding that Beacon Falls is part of a larger regional landscape. By collaborating beyond town lines, Gerry enriches the lives of both Beacon Falls and Valley residents. His emphasis on teamwork and genuine care for his team make him a remarkable manager. He makes decisions thoughtfully, after listening to his team and
weighing their input. Like other small towns in the state, Beacon Falls operates with limited resources and a small staff who wear many hats. Gerry has a talent for bringing out the strengths in each team member while encouraging us all to think outside the box to improve the town. Gerry’s vision and approach have impacted every department, leading to numerous accomplishments over the past five years.
2024 Municipal Champions
Jennifer Lineaweaver - Town of Stonington
John Chaponis - Town of Colchester/Andover
At CCM, we celebrate all municipal employees, every area of work is crucial — otherwise we wouldn’t be doing it. This year, we are celebrating Jennifer Lineaweaver of Stonington and John Chaponis of Colchester/ Andover for their work as the chairs of the Connecticut Association of Assessing Officers. Without their leadership and expertise, many harmful policies — up to and including their work helping to secure a special legislative session to fixthe new motor vehicle tax law — might have caused significant problems for towns and cities, ultimately becoming a burden on the local taxpayer. Too often, the individuals in these positions go unsung, despite the value of their hard work being obvious every budget season.
Josh Brown - Domus Kids
For people who have been following the work of CCM around at-risk and disconnected youth, Josh Brown will be a familiar face. But he didn’t start out that way. Way back at our very first roundtable, he stole the show during the questions and comments portion of the evening, telling his story of disconnection — of homelessness and troubles with education — and how the right help put him back on the path. He participated in our 119K Commission, and as co-chair, he has been a driving presence in the work to reconnect young people because he knows all too well the troubles of disconnection. His efforts make him not just a municipal champion, but a champion for all of the residents of this state. To paraphrase a favorite saying of his — this is Connecticut, we can do this.
Bob Skinner receiving the lifetime acheivement award.
Mayor Hoydick presenting First Selectman Smith with the innovator’s award.
Municipal Champions
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Here at Titan, we know energy.
Competitively selected by CCM members, Tian Energy matches your municipality to the best possible energy service and pricing to meet your immediate and long-term goals. When you choose Titan Energy, you partner with the only full-service energy consultant that goes beyond electricity and gas procurement.
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Our Connecticut Certified Municipal Officials program is among the most popular offerings at CCM — with programs and workshops taught by experts and peers, as well as events like the CCM Convention and Emergency Management Symposium to earn you credits, becoming a CCMO is a no-brainer. Don’t trust us, though, hear from graduates!
I chose to begin the Certified Connecticut Municipal Official (CCMO) program because I wanted to deepen my understanding of municipal governance and enhance my ability to serve my community more effectively. The program offered a comprehensive curriculum that covered essential topics such as public finance, land use planning, and ethics in government, which are crucial for making informed decisions in local government. What I particularly liked about the CCMO program was the opportunity to learn from experienced professionals and network with fellow municipal officials. The interactive training workshops provided practical insights that I could immediately apply in my role. Throughout the program, I have learned valuable skills in leadership, strategic planning, and community engagement. These skills have not only improved my professional capabilities but have also strengthened my commitment to fostering transparent and accountable governance. The CCMO program has been an enriching experience that has equipped me with the tools to better serve my exceptional New London community.
Police Chief Wright, New London
I chose to begin the CCMO program because, as I was entering my second year as the Director of Human Services, I felt I understood the role enough to be able to enhance it, and our City Manager offered and endorsed the CCMO program as a perfect opportunity to learn how to do just that. I ended up enjoying the Women in Government Summit immensely; to be in a room with so many brilliant and driven women was inspirational. I also think Customer Service for Municipal Personnel should be incorporated into onboarding new staff; we all know Municipal work requires unique skill sets and the whole community benefits from us skilling-up! Through the CCMO Program, I have learned that staying engaged in one’s own professional growth while being equally invested in their organization’s success is essential.
Katherine Milde, Norwich
We’re always looking to elevate the CCMO program to create an even more meaningful and engaging experience for our members to help you advance in your municipal careers. Keep an eye out for future partnerships and updates over the year, so pay attention to emails. If you have any questions or comments about the CCMO program or if you’d like to submit a testimonial, please contact Danielle Walker, Training Coordinator at dwalker@ccm-ct.org
CCM Research Service
Every day municipal o cials from CCM member towns and cities turn to the CCM Research Service to get the information they need. Any municipal o cial - whether you are a chief executive, local legislator, board or commission member, or departmenthead - can make unlimited research requests on any topic related to municipal governance or operations – included in your municipality’s CCM membership.
We’re just a click or a phone call away...
CCM provides prompt, accurate, customized responses to every member research request. The department uses an extensive collection of reference materials. From our in-house library to online databases and publications to our accumulated catalogue of research requests spanning close to 50 years of municipal governance in Connecticut, we have the resources at our fingertips that will save your municipality time and money. CCM is only a phone call or email away and is truly an extension of your o ce.
We’ll find out for you how other municipalities improve local services and solve di cult problems. Whatever information you need, our research and information service provides the practical materials you need to do your job e ectively. Sample inquiry topics include:
• Budgets • Charter Provisions • Economic Development • Environment • Federal Laws
Our Hot Topic provided expert insight into the coming years
Yogi Berra once said that it’s tough to make predictions, especially about the future; but those that stuck around for day two of the convention were given a peak at a crystal ball. CCM presented “Connecticut Outlook — The Election and our Economy,” two presentations and a panel discussion on the topic of what to expect in the coming year.
Yale Professor Jeffrey Sonnenfeld and Cambridge Trust Wealth Management of CT President John Traynor helmed the presentations, and were joined later by Vice President of Public Policy for CBIA Chris Davis, and Senior Executive Director of Federal Advocacy for NLC Irma Esparza Diggs on a panel moderated by the Editor of the Hartford Business Journal, Greg Bordonaro.
If you took the entire presentation and tried to distill the message our guests had for towns and cities, it might boil down to — “it depends;” the famous Yankee might have been on to something with his aphorism, after all.
Traynor, who took a steely-eyed financial approach to his soothsaying, was optimistic about the economic shape of the State and Country. In his opinion, we were past high inflation and we were as solid on unemployment as we could be. This strength, he said, will carry on into 2025 — “rising productivity has been a surprise in 2024 and it’s continued strength in 2025 argues well for employment and wage growth.”
But that optimism was undercut by concerns of slowing immigration. Connecticut’s population growth is due to immigration, and the country as a whole is likely to avoid population collapses like are expected in China and India. Over the next 75 years, with no immigration, the country as a whole would experience the loss
of over 100 million people — which will have negative economic implications.
Sonnenfeld, who had a bit of Yogi’s humor, was equally concerned with workforce development and loss of population, tying his perspective on “brain drain.” Connecticut, for him, has had an immense turnaround of fortunes thanks to defense contracting, biotech engineering, and financial service — all of which require a pool of skilled workers.
In order to keep that cycle going, according to Traynor on the later panel, the state needs to retain the graduates from our elite colleges and expand beyond the big five cities — urging the exurbs and suburbs of New Haven, for example, to look at how Massachusetts invested in the areas around and beyond Boston when it comes to biotech.
Overall, the panel agreed that there are still roadblocks for Connecticut to reach its full potential. Both Diggs and Davis agreed that Connecticut needs to look at how other states are managing problems with things like investment in infrastructure — and making sure that municipal leaders are the individuals that are “convening the table” of experts to get projects on track.
Municipal leaders need consistency and dependability to set budgets and create growth — but too often it’s hard to read the tea leaves, to see where the winds of change are blowing, and unfortunately, even the best laid plans often go awry. The presenters and panelists at the hot topic were at least able to draw back the curtains for a moment, leaving those who listened better prepared for whatever future we may get.
Hot Topic Panel: (L-R) Professor Jeffrey Sonnenfeld, John Traynor, Chris Davis, and Irma Esparza Diggs
Save These Dates
Get Ready For 3/& April Events
Representation Matters
CCM is celebrating five years of Representation Matters, our two-day training in partnership with the Campaign School at Yale to educate and empower persons of color who are interested in running for local office. Once again, we will be offering this virtual session for free, on 3/1 and 3/8.
The focus of this year’s session will be on local municipal governance. Day one will be hosted by the Campaign School, who will discuss the decision to run, fundraising, finding your voice, and effective networking. During the day, Patti Russo will lead a panel of elected officials who have graduated from the Campaign School to give attendees a front row seat on what it takes to run and win.
We will take the helm on day two, with a day of conversations with the people who make this state run. Last year, when the focus was on State Level Governance, we heard from CT Secretary of the State Stephanie Thomas, State Treasurer Erick Russell, Attorney General William Tong, House Majority Leader Jason Rojas, Danbury Mayor Roberto Alves, and more. Stay tuned for updates on this year’s speakers.
Well over 700 people have signed up over the first four years of Representation Matters, including many people who have attended multiple years. Every individual who attends this training event is an inspiration to us all because it means that they want to be a part of it — of local government, giving back to their com-
munities, helping lead their towns and cities and this great state into a future that is more equitable than it is today. We hope you are all able to join us.
Registration via Zoom will be made available at www. ccmcares.com, and more information will be added there as it is made available.
Emergency Management Symposium
You loved it last year, so this year we are heading back to Camp Nett in Niantic for our 2025 Emergency Management Symposium on April 1, 2025, and that’s no joke!
The event is held in partnership with the Connecticut Division of Emergency Management and Homeland Security (DEMHS), the Connecticut Department of Emergency Services and Public Protection (DESPP), and the Connecticut Department of Public Health (DPH). EMS is the premier emergency management conference in Connecticut — attracting more and more attendees every year. With workshops, networking, and crucial safety updates, as well as an exhibit hall with vendors showcasing the latest and greatest technology, no other event comes close to EMS.
A registration link will be sent via email in the coming weeks, so be on the lookout — last year the event did max out registrations despite the larger event space. There is still no cost to register, and for our CCMO officials, EMS is six hours towards your certification.
Welcome to CCM!
Staff News
Hannah Lemek joins the Public Policy & Advocacy team reporting to Brian O’Connor, Director of PPA, in the position of Advocacy Manager. In this role, Hannah will serve as a senior lobbyist before the General Assembly and state agencies. She will assist in planning, developing and managing CCM’s annual state legislative programs and strategies, and analyze policy on complex issues and represents CCM on various commissions and panels.
Hannah, a resident of Bristol, received a BA in Political Science from the University of St. Joseph. Prior to joining CCM Hannah held the position of Lobbyist for Penn Lincoln Strategies and Press Secretary for Connecticut Senate Republicans.
Welcome Hannah!
Erica Soares joins the Public Policy & Advocacy team working with Brian O’Connor, Director of PPA, in the position of Public Policy & Advocacy Intern. In this role, Erica will support the Public Policy & Advoca-
cy team during the legislative session by monitoring various legislation committees and working with the General Assembly with a focus on Young People First.
Erica, a resident of Waterbury, is currently pursuing an MS in Strategic Communication with a focus on public relations and leadership. Erica is also working with the Waterbury Police Activity League as a CT PAL Chapters Liaison.
Welcome Erica!
Work Anniversaries
15 Years:
• George Rafael; Associate Deputy Director 20 Years:
• Sandra Amado; Administrative Associate, Public Policy & Advocacy
• Dave Higgins, Office Services Manager
Testing, Testing, 1, 2, 3
Suffield invites students on an audio-visual journey
Throughout the 119K Commission and extensively in the Young People First plan, key stakeholders and commission members pointed out the importance of workforce development. Not only would this benefit the state, with tens of thousands of open jobs, but it provides income and structure to young people. Key among workforce development criteria is training in jobs that will be needed — at Suffield High School, they are doing just that with their audio-visual program.
Depending on who you ask, the first movies were created 130 years or more ago and the first audio recordings a staggering 150 years ago, and since then, jobs in these worlds have been in high demand, but ever evolving. Far removed from “talkie” Hollywood pictures, these days podcasts, videos, and livestreams are an indispensable tool for just about anyone with a message to spread or an audience to reach. (You may have even caught an episode or two of CCM’s own Municipal Voice).
Although this technology is becoming more and more accessible to the amateur user, a select few individuals are finding this to be a professional career path. And that’s where Suffield steps in.
The Suffield Public Schools Director of Technology Becky Osleger was part of a profile in CT Insider on her efforts to combine the task of preparing audio and visual operations during Board of Education meetings
with on-the-job training programs for Suffield High School students.
Quoted in that piece, she said that the students “would set up and operate different pieces of the AV equipment, like the microphones, visual screens, presentations. They would learn how to ensure that there’s high-quality sound and that the video is high-quality for live meetings, and even the recording so that if someone couldn’t attend the meeting, they (would have) a really good, high-quality sound and visual experience.”
Statistics cited from the Bureau of Labor Statistics has shown that this field has grown in recent years — thanks to the aforementioned podcasts and streaming — but it would continue to grow over the next decade. In Connecticut companies like ESPN are hiring staff that know the technical aspects of a good AV setup.
These opportunities are few and far between for people starting up outside of school, and with this type of work, there’s only so much “book learning” you can do — you really need to get into the field with an XLR cord and a ¼” adapter, some gaffers tape and the right kind of microphone to make sure that the system works. With the right training, you could be working for Disney in a few years, or even better, for the right creative, you can be working for yourself. If this Suffield initiative is a success, plenty of students will at least have that chance.
By John Phelan - Own work, CC BY 4.0
Only You Can Help
With
At the start of the new year, it has been difficult to turn away from the devastation taking place in Los Angeles. Due to multiple unfortunate circumstances, they are shaping up to be some of the most destructive fires in the city’s history. CT last year too had several brush fires, leading to the death of a firefighter. While new information comes to light about the cause of the fires, some are caused through human involvement. But that doesn’t mean we are helpless in the fight against wildfires, and there are some easy ways to protect the environment and ultimately, our lives.
To start, as of early January, Connecticut is experiencing drought conditions that can be the underlying cause of fires burning out of control. That makes it extremely important to conserve water where possible. Out in Los Angeles, in extraordinary conditions, water systems had been used so heavily that pumps no longer worked to get water to fire hydrants, leading California Governor Gavin Newsom to investigate what happened.
Danbury announced that due to high demands on the city’s water system over the summer, they were going to be enforcing a watering schedule for lawns. During the off months, recommendations from the state Department of Energy and Environmental Protection include turning off water while shaving or brushing teeth, taking short showers, filling up the washing machine completely rather than more small loads, repairing leaky faucets and toilets, and washing fruits and vegetables in a bowl of water rather than running water. These small changes can make a huge difference on how much they tax a local water system.
more fires than ever, here’s what we can do In 2022, 87% of wildfires were caused by humans.
(Source: nifc.gov)
The state also offers some tips on forest fire prevention, stating that “the majority of wildfires in Connecticut are human-caused by improper burning of debris, arson, campfires, discarded wood ashes, and equipment.” View the sidebar for more tips on preventing fires. What remains true is that in Connecticut, conditions remain just right for things to go wrong. While it might not reach the levels of catastrophe that we are seeing in California, it does not mean that we should not protect ourselves from wildfires here in Connecticut. As we saw last year, even small brush fires can have deadly consequences.
The DEEP’s Forest Fire Control Office urges all who enjoy the use of Connecticut’s parks, forests and open spaces, to use fires with caution and heed the following recommendations especially during forest fire season:
• Obey local laws regarding open fires, including campfires.
• Keep all flammable objects away from fire. Scrape away leaves, twigs, and grass within a 10-foot diameter circle from fire.
• Have firefighting tools nearby and handy.
• Never leave a fire unattended.
• Carefully dispose of hot charcoal.
• Drown all fires.
• Carefully extinguish smoking materials.
For Connecticut homeowners, the following steps are suggested to protect your family members and home:
• Make a fire safe zone around your house. Clean flammable vegetation and debris from at least 30 feet around the house and any outbuildings.
• Prune away the lower limbs of evergreens that are within the fire safe zone. Evergreens catch fire easily during dry periods and burn quickly.
• Remove any limbs which overhang the roof or chimney.
• Regularly remove leaves and needles from gutters.
• Do not store firewood in the fire safe zone.
• Use fire resistant roofing materials.
• Make sure firefighters can find and access your home. Mark your house and roads clearly, and prune away limbs and trees along your driveway which do not allow fire truck access.
• Have an escape plan-- and practice it.
• Follow state and local open burning laws.
• Stay with outside fires until they are completely safe and dead out.
• Dispose of wood ashes in a metal bucket, soaking them with water before dumping them.
Hartford makes “significant escalation” in housing violation fight
If you travel to a state outside of New England, in the Midwest or down South in Texas, you’ll see something that you don’t normally see in Connecticut — open space. And it is on this empty space that they are capitalizing upon with new housing developments to keep up with demand. Connecticut — small, old, and developed — does not have this luxury. So what developments do happen are important, but towns and cities cannot forget about houses and buildings that have gone out of use, that is to say become blighted. Hartford has been taking aim at these properties in the hopes of putting them back to use.
According to the Center for Community Progress, “blight” has become a shorthand for people to describe houses or areas that they dislike for being “eyesores.” Unfortunately, when this problem becomes widespread, it changes the character of the neighborhood and perpetuates a negative cycle: “This intensifies poor living conditions, impacting the economy, community, housing stock, and residents, which in turn fuels more vacancy and abandonment.” So there are two sides to this coin — making sure that a neighborhood doesn’t become blighted on reputation alone and fixing it if it does start.
Hartford has done both of these things. Like so many other towns and cities, our state capital had begun revising blight ordinances and imposing fines in the past decade, but current Mayor, Arunan Arulampalam, has been tackling the problem. First with a survey that mapped out areas at-risk or already suffering from blight, being proactive about landlords who don’t respond to fine structures, and investing the remediation and redevelopment of blighted properties.
Each of these pillars is crucial in supporting the fight against blight. Over the past year, Hartford identi-
fied 250 structures that are blighted, and this information fed into a recent push to make landlords responsible for their homes. From a write-up in the CT News Junkie, Mayor Arulampalam made it clear that “landlords’ failure to meet their responsibilities creates unsafe environments for residents and contributes to neighborhood decline.” The city has gone so far as recommending charges against one landlord for housing violations, which the paper called a “significant escalation” in the fight against blight. The final pillar is bringing the city back to a virtuous cycle. This is the toughest part of the job as anyone who has seen the multi-decade efforts in Detroit. While Hartford doesn’t have nearly the extent of blight that the Motor City has, rejuvenating neighborhoods can be a lot like trying to put a car going
65 mph into reverse. It’s not going to happen right away — you have to brake first. But the city has been dutifully applying for grants and has received funds to assess and remediate properties in town. Likely uses for those lots and buildings — residential development, a public library branch, social service operations, and a digital inclusion center.
As noted, Connecticut does not have the luxury of wide-open spaces that are just waiting for developments to happen. Many times, in order for something to be built, something else would have to be torn down. Towns and cities must do what is necessary to make sure that all of their housing stock is thriving, following Hartford’s example shows that while it might not be easy, it is something that can be done.
Wait Until 8th - Stonington
General Entry Award: Category 1 (Population 20,000 and under)
In 2024, no one will argue that smartphones in classrooms are becoming an issue. At best, the phones are a minor distraction thanks to social media, messages, and games, and at worst, they can be a brick wall between the student and the teacher. Many towns and cities are reacting by banning the phones in the classroom, or even going the extra step to have students lock them up. For our Category 1 Municipal Excellence Award, we awarded the Town of Stonington for bringing something more to the table.
It begins in 2023 with a comprehensive program, created in partnership with the town and Stonington Public Schools to address the negative impacts of smart phones. They read The Anxious Generation: How the Rewiring of Childhood is Causing a Mental Health Epidemic as a community. They partnered with the University of Connecticut on a research study looking at the connection between increasing mental health needs in adolescence and the use of social media. They invited staff from the schools, Human Services, the Police Department, the First Selectman, as well as local business owners and parents to begin creating educational and outreach activities and opportunities for youth engagement.
And most importantly, they began getting parents of younger students on board with the Wait Until 8th Pledge, which asks parents to not get children a smartphone until the end of 8th grade. According to the national website for the pledge, the average age of children getting their first smartphone is now just 10 years old, an age when children should be spending more time just being children. The pledge in a town becomes active when the first 10 parents sign up, and in Stonington, there are 600 parents and counting.
And importantly, they’re not just removing the smartphones, but adding programs like pottery, 3d printing, sports, cooking, career path conversations and more so young people aren’t left with a blank space that social media can fill.
Including First Selectman Danielle Chesebrough’s work on the 119K Commission, it’s clear that Stonington has the innovative ideas to make youth mental health a priority. It’s about getting back to basics, looking into the issue, and offering young people an alternative to the social media rabbit hole. Towns and cities are up against billion-dollar corporations when it comes to combatting smartphone use, but towns and cities have something that corporations can never have: community. That’s what municipal excellence is all about.
MUNICIPAL CENTER CAREER Municipal Career Center
Love your town; work for it.
Watch videos, view open listings, and find resources to start your journey.
CCM Municipal Job Bank
The CCM municipal job bank is viewed by hiring administrators and potential candidates in every Connecticut city and town hall and those far beyond. Since its inception, hundreds of positions have been successfully filled through the job bank in every corner of the state.
The CCM municipal job bank is open to municipal officials across the country as well as to the public at large. A sampling of recently posted positions include town manager, health director, fleet manager, auditor, police officer, public works director, field engineer; superintendent of solid waste, senior accountant, building official, and the list could go on and on.
The CCM municipal job bank also has sections for private sector employers seeking workers with applicable public experience and for municipalities issuing requests for proposals. The CCM Job Bank is accessed not only by Connecticut municipal officials, but also by colleagues across the country and by interested members of the public at large.
The fee for a 45-day Job Bank listing:
•$150 for CCM members (Municipal, Local Public Agencies, Municipal Business Associates)
•$300 for non-members and their associated agencies.
Jobs can be posted to our website using the self-service system.
1. Navigate to www.ccm-ct.org
2. Click “Login” in the upper right corner.
3. Enter your login credentials.
4. Once you are logged in, you will see a new ‘Post a Job Ad’ drop down option under the Career Center menu.
5. Click on that.
6. Enter the position information.
7. You have the option to pay by credit card online or to receive an invoice.
There are so many reasons why a municipal career is right for you...
• A GREAT PLACE TO WORK
“I work for Middletown because for years I’ve been looking for a workplace that allows me to feel good about the job I do” - Brianna Skowera, Director of IT Systems, Middletown
• A CAREER WITH A PURPOSE
“One of the honors of my life and I don’t say that lightly I feel like I’ve contributed a lot to the well-being and health of the town in positive way” - Carlos Eyzaguirre, Deputy Economic Development Admin., New Haven
• BENEFITS FOR YOU AND YOUR FAMILY
“Municipal employment is a great opportunity to make good living providing for your community … the folks you’re caring for are your neighbors they’re your friends they’re your family” - John Lawlor, Director of Public Works, Meriden
If you have any questions, please contact Alison Geisler Municipal Services & Data Administrator, at 203-498-3029 or ageisler@ccm-ct.org.
MUNICIPAL EXCELLENCE AWARDS
Repair Café - Guilford
General Entry Award: Category 2 (Population 20,001 to 40,000)
Most cafés sell drinks. Imagine a café where you didn’t go to buy a cup of coffee, but brought your coffee machine to get fixed. The idea sounds a little wacky, but that’s exactly the idea behind the Guilford Repair Café at the Nathanael B. Greene Community Center
This innovative idea was brought to the town from the Sustainable Guilford Task Force, the town’s division of Sustainable CT, to tackle the problem of waste. From the submission, the town states that “the first thing many people think of when a household item breaks — buy a new one.” Far too many people view items as disposable and unfixable, when in reality this only adds to a waste crisis that has gotten much worse over the past few years to be ignored.
So, what to do instead of throwing away that old coffee maker that has a leak? Bring it to the Repair Café to see if it can be fixed. The town brought together volunteers with expertise in electrical, woodworking, electronics, textiles, jewelry, bicycles and garden tool sharpening to help the public — and over 100 individuals brought one or more items to be repaired at only the first event. There was even a kid’s craft table to
introduce them to the principles of sustainability.
It was so popular that the community has been asking for the café to become a regularly scheduled event in town, and many of the volunteers from the initial events are “ready to sign on for future events.” The town really had no choice but to happily continue providing this service for their community, now holding it twice a year, in the spring and fall, and with the exception of signage, the event was practically free to hold thanks to donations from businesses and of course the volunteers.
We would be remiss to mention that some of the donated items included refreshments from Haven’s Harvest as well as pastries from Claire’s in New Haven, so it was like a traditional café in this respect. But most importantly, sustainability is all about investing in now. That pair of jeans you have would be just fine with a little patch, that lamp would work just like new with a new plug, and you don’t need a new lawn mower, you just need to sharpen those blades. So think before you buy something new and turn the old one into waste, it might be a waste of money.
MUNICIPAL EXCELLENCE AWARDS
Community Resource Hub - Norwalk
General Entry Award: Category 3 (Population 40,001 and Over)
As we enter the year 2025, it’s hard to imagine that the pandemic was already a half-decade ago. To some, that might feel like yesterday, and to others it might be eons ago, but what we can say for sure is that we live in a post-pandemic world still. One of the most pressing issues that became evident in the winter of 2020 was the need for connection in a time of great disconnect. That is the thought behind the City of Norwalk’s Community Resource Hub.
Created in 2022, the Community Resource Hub was a response to new needs among children and families throughout the city following the launch of the city’s Family Navigation Program. Housed in the Community Services Department, the idea is to connect residents directly with providers of support services such as a food pantry, clothing, employment resources, and health and mental health resources.
Too often, communities are providing resources for individuals and families in need, but those connections are never made. Sometimes it’s because they weren’t aware of a program or there was a language barrier to accessing the program, and other times, it could be that they erroneously believed that they wouldn’t qualify. Norwalk’s Community Resource Hub helps these residents “identify, understand and navigate” these services and resources. The city makes it easy to access, as residents
can visit City Hall, call, email or contact via the website, and they have navigators who speak English, Spanish and Haitian Creole (along with forms in each language) to make sure the process is as simple as possible.
In Fiscal Year 2024, the resource hub helped well over 1,000 households, comprised of over 3,000 individuals, find the resources they needed including access to food and clothing, housing resources, and employment opportunities.
According to the submission, the program was initially set up for students who were struggling with remote learning, but the Chief Officer of Community Services noted that families in need of internet connectivity were likely to be particularly vulnerable during the pandemic and the program evolved to accommodate these needs, which they describe as a “no wrong door” approach to connecting residents.
That is the innovative idea behind the Community Resource Hub — there is no wrong way to ask for help, especially when the resources are there to provide that help. In Norwalk, it’s a matter of collaborating and streamlining to connect residents to a myriad of providers, some they might not have even known about before calling, that makes the difference in residents’ lives. To put it another way, there’s no wrong way to help.
Mayor Harry Rilling and Lamond Daniels, Norwalk’s Chief of Community Services, joined host Matt Ford on CCM’s Municipal Voice podcast to talk about the hub.
Camp Sunrise - Glastonbury
Topical
EAward - Creative use of resources MUNICIPAL EXCELLENCE
ach year, CCM chooses a special topic for the Municipal Excellence Awards, and in 2024 we chose to highlight the creative use of resources, partnerships, and collaborations. We know how important it is to work together in towns and cities, across municipal borders, and at the state and federal level — our motto is “collaborating for the common good,” after all. The many submissions we received for this award shows that there’s no shortage of innovative ideas amongst our members, but Camp Sunrise Summer in Glastonbury wowed our judges, winning this year’s special topic.
Camp Sunrise is a structured therapeutic day camp that provides a recreational environment for special needs children, ages 3 — 21. The camp is designed to accommodate children with physical limitations, intellectual disabilities, and social and emotional difficulties. According to the submission, the primary program goals are to enable each camper an opportunity to enjoy a typical summer camp experience at an individualized pace, explore a variety of activities designed for their capabilities, build friendships, and feel a sense of belonging.
Managed by Glastonbury Parks and Recreation and administered by the Glastonbury Recreation Supervisor, the camp runs seven one-week sessions from June until August, with structured activities like music and STEM, pool and splash pad time, as well as field trips to
youth-oriented destinations like beaches and mini golf. Of course, this summer camp is already a winning idea, aimed at helping a population of children and young adults who need special considerations. But Glastonbury has gone the extra mile when it came to planning Camp Sunrise. Right now, the camp is open not just to children who reside or attend school in Glastonbury, but students from surrounding towns like Rocky Hill, Wethersfield, Newington and Cromwell.
And to keep costs down, Glastonbury applied for and secured multiple grants as well as a successful volunteer program. According to the submission, the town partners with the Glastonbury High School Physical Education Department to offer a credit-based volunteer program. Students who take the AP Physics class can forego their PE class period in exchange for 60 hours of volunteer time at the camp. About 90 high school age volunteers assist weekly, and about half of the current staff are former volunteers.
Glastonbury exemplified not just one facet of our special topic, but showed the creative use of resources, partnerships and collaborations with Camp Sunrise. We hope that other towns and cities across the state look to this program as a model of excellence, and not just replicate it, but build upon this program for many summers to come.
Category: Creative Use of Resources, Partnerships, and Collaboration
Winner 2024: Town of Glastonbury
Project: Camp Sunrise Summer 2023
PUBLIC SAFETY
The Need For Speed? What
towns and cities need is for people to slow down
While distracted driving has become an undisputed cause of so many collisions in Connecticut towns and cities, speed is an aggravating factor in nearly all of them. What can be a minor accident easily turns into a severe crash with just a few milesper-hour. Speed cameras, approved by the State Legislature last year, are going to start appearing on Connecticut roads next year.
The Town of Washington will have the privilege of becoming the first municipality in the state to adopt the cameras. Writing in the publicly available plan submitted to the Department of Transportation’s Office of State Traffic Administration First Selectman Jim Brinton writes that the town’s plan “is designed to reduce the dangerous conditions within our community overall, and at the selected locations specifically. These dangerous conditions contribute to traffic collisions, serious injuries, and deaths involving pedestrians, bicyclists, motorists and vulnerable roadway users on our roads.”
Included in the 29-page application submitted to the DOT is the location of the proposed cameras, as well as data and use cases. One location was chosen because the “straightaway roadway feature entices motorists to accelerate through the area.” The town received resident complaints for this stretch of road, but because police resources are limited, alternative traffic enforcement, i.e., speed cameras, will help keep roads safe.
Public Safety resources are a typically under-referenced factor in the need for speed cameras, as cops and State Troopers cannot be maintaining all roads all the time. Per data in the application, speed related traffic stops account for anywhere between 35% and 45% of all traffic related stops in the town, averaging around 2380 stops a year for speeding. This technology
will not only free up officers from these locations, but allows them to do other safety-related tasks.
The technology might be new to Connecticut, but the first speed cameras were installed in two Texas towns nearly 40 years ago — so long ago that the technology involved a camera film that needed to be processed and developed in order to identify who was speeding. But like so many other pilot programs, the residents responded poorly believing that the towns were just out to make money, throwing rocks at the cameras and not paying the fines.
Today, the technology has ad-
vanced and has become more widely accepted — and in many cases, they have not become the cash cows many fear they would. The reasoning is simple, once people know where the cameras are, they stop speeding there. And at the end of the day that is the goal.
It’s likely that many more towns and cities will have plans approved over the coming year — New Haven and Stamford have been cited as two places with proposals already with the DOT. In 2025, towns and cities must use all tools at their disposal to make our roads safe for all. For more information visit https://portal.ct.gov/dot/programs
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