CT&C December 2015 by Connecticut Conference of Municipalities

December 2015

2016 GENERAL ASSEMBLY SESSION: Big choices for Connecticut and its towns & cities

William Blair is proud to support the Connecticut Conference of Municipalities. As the top 5 underwriter in Connecticut each year since 2011*, we are committed to helping Connecticut cities and towns find the optimal solution for their financing needs. We offer a full range of services to municipal issuers, including tax-exempt and taxable underwriting, financial advisory, private placements, project finance, and sector-specific expertise to municipalities. For more information contact: Dick Thivierge +1 800 596 2028 rthivierge@williamblair.com *Source: Ipreo

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EXECUTIVE COMMITTEE

OFFICERS President, Mark D. Boughton, Mayor of Danbury 1st Vice President, Susan S. Bransfield, First Selectwoman of Portland 2nd Vice President, John A. Elsesser, Town Manager of Coventry

Inside this issue...

page 14

DIRECTORS Luke A. Bronin, Mayor of Hartford Joseph P. Ganim, Mayor of Bridgeport Catherine Iino, First Selectwoman of Killingworth Neil O’Leary, Mayor of Waterbury Curt Leng, Mayor of Hamden W. Kurt Miller, First Selectman of Seymour Scott Shanley, General Manager of Manchester Re-elected to CCM’s Board are: Robert M. Congdon, First Selectman of Preston Michael Freda, First Selectman of North Haven Deb Hinchey, Mayor of Norwich

4 10 Rudolph P. Marconi, First Selectman of Ridgefield Leo Paul, First Selectman of Litchfield 11 Lisa Pellegrini, First Selectman of Somers 12 R. Scott Slifka, Mayor of West Hartford Mark Walter, First Selectman of East Haddam 14 Steven R. Werbner, Town Manager of Tolland Toni N. Harp, Mayor of New Haven

Barbara M. Henry, First Selectman of Roxbury

CCM’s 2016 Legislative Priorities Mandates vs. Spending Cap CCM Rebranding CCM’s 2016 Board Members Project B.E.S.T Summit -Wrap-up & Findings

PAST PRESIDENTS Matthew B. Galligan, Town Manager of South Windsor Herbert C. Rosenthal, former First Selectman of Newtown

Regular Features 19 Executive Director’s Message 22 CCM Municipal Job Bank

HONORARY BOARD MEMBERS Elizabeth Paterson, former Mayor of Mansfield Stephen Cassano, Selectman of Manchester and State Senator for the 4th District

23 Q&A - Snow Removal 24 CIRMA News

CCM STAFF Executive Director, Joe DeLong Deputy Director, Ron Thomas

On the cover: Photos courtesy of CT News Junkie

39 Municipal Ethics

Managing Editor, Kevin Maloney Layout & Design, Matthew Ford Production Assistant, Joan Bailey Writer, Christopher Cooper Editorial Assistant, Beth Scanlon

THE BIMONTHLY PUBLICATION OF THE CONNECTICUT CONFERENCE OF MUNICIPALITIES

DECEMBER 2015 | CONNECTICUT TOWN & CITY | 3

Re-Invigorating The State-Local Partnership Working together for Connecticut’s social and economic future

onnecticut’s challenging times present opportunities for significant changes that will improve the quality-of-life of our state. This is the time to reinvigorate the State-Local partnership – because our hometowns and the State now need each other more than ever. Municipalities and state leaders can work together to make government more efficient at all levels and ensure the continuity of local public services. CCM stands at the ready to work with the Governor and General Assembly to address our state’s pressing issues.

CCM’s 2016 State Legislative Priorities Add Reason and Clarity to the Municipal Spending Cap CCM opposes the municipal spending cap imposed by the 2015 General Assembly, as it unnecessarily and unfairly ties the hands of local government. However, if the cap is not outright repealed, CCM seeks the following modifications in order to add reason and clarity: • Delay implementation of the municipal spending cap enacted in PA 15-5, until FY 20. • Amend the list of exemptions to the municipal spending cap to include (i) increased fees for state services, regulations and permits and (ii) state aid reductions from the previous year (in case the State cuts non-education aid or ECS, or a reduction in sales tax revenue, etc.). • Allow municipalities the option to request a waiver from OPM for exceeding the spending cap in the event that unforeseen circumstances require an increase in municipal spending. • Allow municipalities to override the spending cap with a 2/3 vote of local legislative bodies (board of selectmen in town meeting forms of government) -- without a reduction of funds. • Allow municipalities with automatic referenda to override the spending cap by a simple majority – without a reduction of funds. • Exclude arbitration awards from the list of exemptions to the cap.

Increase Fiscal Sustainability • Enact a statutory prohibition against new unfunded mandates. • Amend the Municipal Employee Retirement System (MERS) to establish an additional retirement plan within MERS, for new hires, that would: (i) maintain a defined benefit plan [such new tier would be modeled after the State’s tier III, which currently exists within the State Employee Retirement System]; and (ii) change the plan for new employees hired after a certain time period to be part of a town plan instead of the existing plan.

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Improve the Quality of Life in Communities Through Anti-Blight Efforts • Allow a municipality to place blight liens on any interest in a one-to-six family residential property for unpaid blight fines. Liens may be assessed on any property of such owner outside of the municipality, as long as impacted municipalities enter into an inter-local agreement regarding the lien. • Establish additional requirements for banks to maintain foreclosed properties. • Expand mental health programs to address hoarding.

b) Repealing the law that will require 100% of asset forfeitures funds go to the state general fund, effective FY16. Towns and cities would lose this funding that help supplement law enforcement efforts. 6. Enhance local public safety efforts by: • Amending current state statute (CGS Section 295) regarding the Resident State Trooper Program cost allocation by reducing and capping the municipal contribution rate to 75% for regular, overtime and fringe benefit costs.

• Establish a revolving loan fund for property owners for the remediation of blighted properties.

• Developing a sustainable funding stream to support the annual operational expenses of Connecticut Regional Fire Schools. In recent years, the funding levels for these schools has been highly unstable.

• Dedicate a “Blight Court” or docket within Housing Court to expedite municipal actions to combat blight.

• Maintaining funding for the School Security Grant program, and permitting other municipal buildings to be eligible for the funding.

ADDITIONAL 2016 STATE LEGISLATIVE PROGRAM ITEMS

• Providing additional funding for the Statewide Narcotics Task Force by expanding the percentage of asset forfeitures funds allocated to the Task Force.

• Eliminate the requirement for towns to store the possessions of evicted tenants.

(Listed by likely General Assembly committee of cognizance.)

APPROPRIATIONS 1. Add reason and clarity to the municipal spending cap by allowing municipalities to override the cap with a 2/3 vote of local legislative bodies (board of selectmen in town meeting forms of government) – without a reduction of funds. 2. Delay implementation of the municipal spending cap enacted in PA 15-5, until FY 20. 3. Provide local tax relief and reduce municipal dependency on the property tax by (a) examining opportunities for municipal revenue diversification, and (b) maintaining LoCIP, TAR and STEAP funding at current levels. 4. Assist local law enforcement in addressing mental health issues by earmarking specific state funding for local police departments to expand and improve crisis intervention training to deal with individuals suffering with mental health illness. 5. Provide law enforcement with advanced resources to combat illegal drug activity, by a) Amending state funding stream for the Statewide Narcotics Task Force1 from a grant to a direct line item in the budget.

CHILDREN 1. Promote healthy alternatives and nutritional education for children and families by providing incentives for local Farmer’s Markets, which stimulate local economies, and increase the use of Connecticut-grown food. 2. Protect needed services for vulnerable, at-risk and/ or underprivileged young people by maintaining funding to youth service bureaus and juvenile diversion programs.

EDUCATION 1. Provide needed relief to municipalities by the State adopting the federal standards pertaining to the “burden of proof” for special education services, as is current procedure in almost all other states. 2. Provide a substantive early childhood education investments to help close the Achievement Gap. In addition, provide merit-based incentives for municipalities that have already made efforts and investments to do so. 3. Require the Department of Education to conduct a statewide assessment of the number of students within the State in comparison to the number of available classrooms. The review is to determine continues on page 6

DECEMBER 2015 | CONNECTICUT TOWN & CITY | 5

whether the development of magnet and charter schools, especially the magnet building program in greater Hartford, has created a surplus of classroom space in the region. 4. Provide dependability of state funding of local special education services by (i) contributing a guaranteed level of funding that does not change during the course of the fiscal year; (ii) decreasing the Excess Cost reimbursement threshold to at most 2.0 times the district’s average per pupil expenditure or $25,000, whichever is less; and (iii) fully funding the state’s portion.

consideration for applications of net metering projects that would be located on identified and remediated brownfield sites. 3. Foster greater participation in sustainability efforts in communities by: • Encouraging DEEP to expand use of combined sewer overflow funding for green infrastructure. • Providing incentives for municipalities to create Energy Improvement Districts with bonding authority, and allow customers to opt out of the program rather than opting in.

ENERGY & TECHNOLOGY

ENVIRONMENT

1. Reclassify electricity generated by trash-to-energy facilities in the state as either a Class I renewable energy source, or create a new Class 1-A standard, in order to preserve the current municipal trash-to-energy market until new solid waste management treatment programs are developed and become economically viable.

1. Re-establish the Pesticide Advisory Council under CGS 22a-65 within the Department of Energy and Environmental Protection, to develop a science-based approach to regulation and use of synthetic and organic pesticides on municipal lands.

2. Encourage the development and siting of municipally-owned net metering facilities by increasing the current 10MW limit, easing restrictions on the siting of new facilities, and provide additional

2. Require the State to develop stringent regulations on mattress stewardship centers to ensure compliance with local zoning and fire code standards. 3. Support efforts to increase funding for the identification and remediation of municipal brownfields.

The Connecticut Green Bank is making green energy financing more accessible and affordable. We create jobs. We grow businesses. We promote healthier communities … We help people thrive. We are proud to be the nation’s first green bank. •

Commercial - Property Assessed Clean Energy (C-PACE)

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Solarize Connecticut

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Energy Savings Performance Contracting

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Anaerobic Digestion Projects

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Connecticut Microgrid Program

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Permitting Resources for Municipalities

4. Develop a process to expedite the remediation of decommissioned or abandoned electric generating facilities, and require any remediation costs to be paid when applicable by the owner of the electrical generating facility.

FINANCE, REVENUE AND BONDING 1. Provide a local option to increase the municipal portion of the real estate conveyance tax, to up to 1% of the sale price. Currently, with exception of 17 municipalities, the municipal tax rate is .25% of the sale price. [The state conveyance tax is .75% of the sales price up to $800,000, and 1.25% of the sales price above $800,000.] 2. Require the Program Review and Investigations Committee to examine the impact of nonprofits on the municipal tax base, and whether such entities should be assessed and at what level. 3. Support the State Tax Panel to ensure recommendations related to local-state taxing structures are directly linked to public policy objectives, specifically regarding tax-exempt property, revenue diversification, and intergovernmental transfers.

GENERAL LAW 1. Reduce criminal activity by requiring parity between jewelry stores and pawn shops regarding the acquisition of used jewelry. Currently, pawn stores are required to comply with safeguards to prevent the acquisition of stolen jewelry.

GOVERNMENT ADMINISTRATION & ELECTIONS 1. Provide relief to municipalities from unfunded mandates by requiring that the State fund the Registrar of Voters training that was developed as a result of PA 15224, or provide that such training be available in an online format.

Connecticut Green Bank 845 Brook Street, Rocky Hill, CT 300 Main Street, 4th Floor, Stamford, CT (860) 563-0015 CTGreenBank.com

6 | CONNECTICUT TOWN & CITY | DECEMBER 2015

2. Provide towns and cities the authority to collect fees from for-profit companies filing requests for local information that they will then sell (commonly

referred to as “data mining”). Prior to the information being provided, entities must affirmatively assert whether or not such data will be used for profit. Such fees shall be based on the municipality’s assessment of actual costs for the data retrieval. Exemptions from such collection fees shall be provided to media outlets using such information to inform the public. The authority of a municipality to collect, at local option, such fees under these circumstances shall not impede or interfere with the decisions of the Freedom of Information Commission.

HOUSING 1. Amend CGS 8-30g (the affordable housing land use appeals law) to allow for senior and supportive housing to be eligible in meeting municipal affordable housing goals. 2. Modify Public Act 4-90 (490 program) by: • Allowing towns and cities the right to refusal to purchase properties being removed from the program. • Expanding from the time period which land must be maintained as open space, from 10 to 15 years. • Allowing towns to remove land from the program if it has been zoned for subdivision. • Increasing the penalties for early withdrawal of 490 land. • Providing financial incentives to towns to examine local zoning based on soil conditions, and promote building on soil that isn’t suitable for farming.

HUMAN SERVICES 1.

Combat recidivism by expanding treatment and re-entry programs for individuals treated for substance abuse.

2. Assist local law enforcement in addressing mental health issues by modifying and strengthening the evaluation process for individuals suspected of mental illness.

JUDICIARY 1. Allow municipalities that are self-insured the right of subrogation against a tort-feasor, consistent with the Workers’ Compensation Act. Currently, self-insured municipalities do not have such opportunity, thereby making it a punitive statute on these municipalities.

LABOR AND PUBLIC EMPLOYEES 1. Amend State statutes to adjust the thresholds that trigger the prevailing wage mandate for public construction projects for (i) renovation construction projects, from $100,000 to $400,000; and (ii) new construction projects, from $400,000 to $1 million. Both thresholds should then be indexed for inflation thereafter. State prevailing wage mandate thresholds have not been amended since 1991. 2. Modify state-mandated compulsory binding arbitration laws to require that grievance arbitration and unfair labor practice awards be issued no later than 60 days following the date post-hearing briefs are filed. This would establish timelines for the issuance of decisions in cases before both the State Board of Mediation and Arbitration, and the State Board of Labor Relations. 3. Provide towns and cities the ability to conserve local property tax revenue by (a) creating a Tier III category for new hires under the Municipal Employee Retirements System (MERS), and (b) adjusting the thresholds that trigger the prevailing wage mandate for public construction projects for (i) renovation construction projects, from $100,000 to $400,000; and (ii) new construction projects, from $400,000 to $1 million. Both thresholds should then be indexed for inflation thereafter. 4. Amend the Municipal Employee Retirement System (MERS) to establish an additional retire-

ment plan within MERS, for new hires, that would: • Maintain a defined benefit plan. Such new tier would be modeled after the State’s tier III, which currently exists within the State Employee Retirement System. There has only been one tier within MERS since the system was established in 1947. • Change the plan for new employees hired after a certain time period to be part of a town plan instead of the existing plan.

PLANNING & DEVELOPMENT 1. Increase municipal authority when requiring a developer to post a maintenance or performance bond by a) increasing the cap on the bond a zoning commission may require for site plan modifications, and b) allowing towns and cities to require a bond or other surety to secure the maintenance of roads, streets, or other matters associated with project maintenance, after a municipality has accepted improvements. 2. Modify the requirements for the posting legal notices related to municipal planning and zoning in newspapers to allow municipalities to publish a summary of the notice in the newspaper, with reference to the availability of the full notice on the town website and the town offices, instead of having to publish the entire notice in the newspaper. 3. Provide relief to municipalities from unfunded mandates by: • Modifying the requirements for posting legal notices in newspapers to allow municipalities to publish a summary of the notice in the newspaper, with reference to the availability of the full notice on the town website and the town offices, instead of having to publish the entire notice in the newspaper; • Allowing operating costs, including rent and office supplies, of Probate Courts to come out of State Probate fees; and

DECEMBER 2015 | CONNECTICUT TOWN & CITY | 7

• Enacting a Constitutional amendment or statutory prohibition to prohibit the passage of unfunded or underfunded state mandates without a 2/3 vote of both chambers of the General Assembly. 4. Require the State to adhere to the Program Review & Investigation study requiring an assessment of group homes throughout Connecticut to examine, among other things, criteria used to determine location of facilities. 5. Ensure public safety and adherence to zoning, housing and building codes requiring all sober homes to: • Register with the municipality; and • Designate an on-site manager. 6. Allow a municipality to place blight liens on any interest in a one-to-six family residential property for unpaid blight fines. Liens may be assessed on any property of such owner outside of the municipality, as long as impacted municipalities enter into an inter-local agreement regarding the lien.

PUBLIC HEALTH 1. Enhance public health and spur economic growth by requiring the Department of Public Health to streamline the process for the permitting of public drinking water systems. 2. Ensure proper functioning of public health districts by maintaining state aid for local public health initiatives. 3. Require the State to establish a one-stop clearinghouse for information on opioid abuse prevention strategies. Currently, there are various opioid prevention task forces across the state, but the information they are compiling is not accessible in one place.

PUBLIC SAFETY AND SECURITY 1. Provide municipalities with state resources and incentives to consolidate Public Safety Answering Points (PSAPs) with neighboring communities, rather than forced regionalism, whereas sanctions can be imposed on municipalities that do not comply.

TRANSPORTATION 1. Develop a procedure to increase the authority of municipalities and COGs to plan, approve and implement local infrastructure improvement projects that meet Department of Transportation (DOT) design standards, allowing DOT to focus staff and resources on large-scale state and regional transportation improvement projects. 2. Ensure adherence to state motor vehicle laws by requiring mopeds be registered with the Department of Motor Vehicle (DMV). 3. Ensure that revenue and funding designated for transportation and infrastructure improvements (i.e., Special transportation Fund and TAR) are expressly used for those purposes. 4. Develop a state plan to ensure that state and local roads and bridges are brought up to standards by a specific date. The State must also develop an enhanced process to avoid bureaucratic red tape and redundancies between state and local efforts. 5. Make needed improvements to Connecticut’s infrastructure by: • Increasing state funding to maintain and improve local roads. • Encouraging the consolidation and enhancement of existing public transit networks. Provide grant funding to COGs to study and develop recommendations for enhanced regional coordination. • Finalizing consolidation of Metropolitan Planning Organizations (MPOs).

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The Assembly Giveth And The Assembly Taketh Away

hile the December special session of the General Assembly didn’t result in major additional mid-year cuts in municipal aid, a closer examination of the deal struck shows that aid was still taken away — slashed — for our towns and cities. Here is what CCM uncovered – cuts in aid that include: • Public school transportation: $1.0 million • Magnet Schools (lapse due to lower enrollment): $6.0 million • ECS (charter school funding): $2.32 million • Open Choice (lapse due to lower enrollment.): $1.45 million • Interdistrict Cooperation (lapse due to lower enrollment): $250,000 • School Readiness Quality Enhancement: $205,556 • Health and Welfare Services for Pupils in Private Schools: $152,000 • Young Parents Program: $9,173 • Community Services-Municipality: $3,141

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These cuts come on the heels of $15 million in cuts in direct municipal aid — enacted in September. Towns have already passed their budgets, and these reductions will place pressure on local governments to further cut necessary local services, impose higher property taxes, layoff more employees, and reduce municipal fund balances. In addition, another $135 million in funding was diverted to the General Fund as part of the deficit mitigation deal: This Includes $70.4 million from the Municipal Revenue Sharing Account. Revenues were not scheduled to be distributed to towns and cities until FY17 (see below); $35 million diverted from the Special Transportation Fund (STF); $2 million from a fund to retrofit school buses with seat belts; $27.8 million from various programs; among others. The $70.4 million in revenue is meant to (a) cover costs associated with capping motor vehicle taxes and (b) provide meaningful, dependable and sustainable property tax relief for hard-pressed residents and businesses.

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DECEMBER 2015 | CONNECTICUT TOWN & CITY | 9

Caught In The Middle

Mandates vs. Spending Cap

he 2015 Legislative session concluded as it always does – with good intentions. The last session brought us a measure of property tax reform designed to help relieve the burden on local taxpayers. However, this came with an onerous and ill-defined spending cap. Unfortunately, there are also more unfunded mandates and requirements that will continue to squeeze municipalities as they try to comply with the state’s new spending cap that was enacted in Public Act 15-5. CCM is committed to injecting more reason and clarity into the conversation as the 2016 session nears. It is essential that policymakers understand how the spending cap will be affected by various things, uncluding unfunded state mandates. The mandates include phosphorous management, set asides provisions and changes to the Municipal Stormwater Permit on the state level, and on the federal level, the looming “Cadillac Tax” of the Affordable Care Act. The health and welfare of our citizens is and should always be a top priority and that is what the phosphorous mandate set out to do – reduce potential harm and provide for a safe, clean environment. However, the cost of compliance to meet the state requirement is in the tens of millions of dollars. For example, the initial costs for plant upgrades to meet the state requirement would be $50 million for Waterbury, nearly $20 million for Wallingford and $25 million for Danbury, to name a few. Changes to the stormwater permit will result in increased recordkeeping and reporting requirements. There is also a mandate to map all municipal sewer systems within two years of the effective date of the permit. The overall scope of the permitting process will now require significant costs and more unfunded mandates to be borne by municipalities. These costs, again, are not contemplated by the municipal spending cap. On the federal level, the Affordable Care Act includes the High Cost Plan Excise Tax, aka “Cadillac Tax.” The tax will be levied on certain individual and employer 10 | CONNECTICUT TOWN & CITY | DECEMBER 2015

plans “presumably richer in benefits than most health coverage.” It is determined by premiums on insurance plans that cost above a certain threshold. In 2018, that threshold is $10,200 yearly for individual plans and $27,500 for family plans. Health plans will be taxed at 40 percent of the costs that exceed those thresholds. It will appear as a “plan tax” and will be added to fully insured premium rates and built into self-funded plans. CCM opposes the spending cap, as it unfairly ties the hands of local government. However, if the cap is not outright repealed, there must be the following modifications: • Delay implementation of the municipal spending cap until Fiscal Year 2020. • Amend the list of exemptions to the municipal spending cap to include: ü State aid reductions from the previous year (in case the State cuts non-education aid or ECS, or reduces sales tax revenue, etc.) ü Increased fees for state services, and costs regarding state regulations and permits. • Allow towns and cities the option of requesting a waiver from OPM for exceeding the spending cap in the event that unforeseen circumstances require an increase in municipal spending. • Allow municipalities to override the spending cap with a two-thirds vote of local legislative bodies without a reduction of funds. • Allow municipalities with automatic referendum to overrides the spending cap by a simple majority without a reduction of funds. • Exclude arbitration awards from the list of exemptions to the cap. CCM understands the financial dilemma our member towns face and we will continue to press the conversation and offer meaningful alternatives so that our lawmakers fully realize that dilemma as well.

New And Improved!

CCM web presence leads effort for CCM rebranding

ur new and vastly improved website, still at www.ccm-ct.org, is a ground-up redesign that compliments and supports our organizational rebranding efforts – CCM: Collaborating for the Common Good. Visit the new CCM website often to give us a thorough test drive and let us know how we are doing — tell us what you like, don’t like, and additional resources you would like to see. The new website is more robust with a wider range of useful, interactive information for municipal leaders, the general public, state officials, and the business community. We have worked particularly hard to design this new online portal so it increases the public’s understanding of CCM and our mission in Connecticut – as a means to further enhance support of your municipal government by voters and increase the accountability of state legislators to the public on key state-local issues. It is designed to better engage each of these visitor groups, communicate our brand message, and better educate our target audiences. The website includes in a new, more user friendly setup, comprehensive CCM databases on key municipal government information and municipal labor data statistics, and is organized around all new content mapping, with each section organized to maximize the user experience.

Other new highlights on our homepage include our member spotlight, homepage surveys, our twitter feed and easy links to other social media tools, event calendar, our ever-popular job bank, and new blogs.

Go to our Legislative Updates tab to get quick access to our Legislative Action Center, key state budget information, our incisive public policy reports, management bulletins, and advocacy resources – including quick connections with individual state legislators.

Over 1,500 municipal leaders are engaged in the new site gaining valuable access to our member’s only area for key information to support municipal best practices in their hometown and to advocate on behalf of key municipal issues at the State Capitol.

Access our News and Research tab for our latest news updates on key issues and the most recent CCM new releases, the latest issues of Connecticut Town and City, research bulletins, and municipal info kits, municipal labor resources, and last but not least, sending in research requests to CCM.

During the half century since CCM was established, we have built a solid reputation for being the voice of property taxpayers in Connecticut and the go-to source for information when town officials need to find something out fast. CCM has the largest database of all things municipal in Connecticut and a top-notch staff of researchers and analysts to get the information to you and help you understand it.

Click on our Connect with Community tab for our local business directory, CCM event participation opportunities, business member benefits, CCM mailing lists, an overview of each municipality, and other partner organizations. Go to the Save Money tab for key information on drug and alcohol testing, energy purchasing, our new grant finder tool, payment processing services, prescription drug savings, our purchasing program, solar/ PV program, Sprint savings program, streetlight program, and telecom expense management. Access our Be Inspired / Get Trained tab for detailed information on our events calendar, best practice resources, municipal training, CCM Convention, spring symposium, and Project BEST Summit

As CCM has grown, so too have the kinds of organizations that use our services. To build consumer awareness of our programs and services, CCM has undertaken a significant rebranding effort — CCM: Collaborating for the Common Good — with this new website being a leading effort for this rebranding. We believe our programs, services, and information can and will benefit other parts of Connecticut’s communities beyond local government. From energy programs to education funding data, CCM has created model programs and has information that can be used by many in the business community, as well as educators, students, church and volunteer groups, and others.

DECEMBER 2015 | CONNECTICUT TOWN & CITY | 11

CCM Elects New Officers and Board Mayor Mark Boughton of Danbury Elected President

CM elected its Officers and Board of Directors for 2016 at CCM’s Annual Business Meeting on Tuesday, December 15. Three new officers were elected, seven municipal leaders were elected for the first time as directors, and 11 directors were re-elected for another year. They join with two past presidents of CCM who continue to serve on the board. January 1, 2016 will mark the beginning of the terms of the CCM President, Officers and Board of Directors for 2016 which were switched in CCM’s by-laws in 2015 from fiscal year to calendar year terms. Here is CCM’s new leadership for 2016: Mark D. Boughton, Mayor of Danbury, has been elected CCM President. He had previously been CCM First Vice President. Prior to becoming Mayor, Boughton served as a State Representative from 1998 to 2001. He served as a member of the Legislature’s Education Committee and ranking member of the Environment Committee. Boughton was elected Mayor in 2001 and was previously a social studies teacher at Danbury High School.

and Code Enforcement. She is also a past president of the Connecticut Council of Small Towns. John A. Elsesser, Town Manager of Coventry, has been elected CCM Second Vice President. Elsesser has been Coventry’s Town Manager for over 25 years. He previously worked as Assistant Town Manager in Avon and Assistant to the Town Manager in Wethersfield. He serves as a member of the State Tax Panel, State’s Emergency Response Commission, State E-911 Commission, and on the Board of Directors of the Eastern Highlands Health District. Elsesser also is a past Chairman of the Board of CIRMA, the risk management and insurance services arm of CCM. Elected to the Board of Directors are: Luke A. Bronin, Mayor of Hartford Joseph P. Ganim, Mayor of Bridgeport Catherine Iino, First Selectwoman of Killingworth

Boughton succeeds Matthew Galligan, Town Manager of South Windsor, who served as CCM President for the past 18 months. Galligan led CCM with great success through a period of significant transition and redirection to set new, expansive priorities, which also resulted in the appointment of Joe DeLong as CCM Executive Director eight months ago.

Neil O’Leary, Mayor of Waterbury

Susan S. Bransfield, First Selectwoman of Portland, has been elected CCM First Vice President. She had previously been CCM Second Vice President. Before becoming First Selectwoman in 2003, Bransfield worked with the Connecticut State Department of Education. Bransfield serves as Chairperson of CCM’s Legislative Subcommittee on Public Safety, Crime Prevention

Michael Freda, First Selectman of North Haven

Mark D. Boughton, Mayor of Danbury, will serve as CCM’s President in 2016.

Leo Paul, First Selectman of Litchfield Lisa Pellegrini, First Selectman of Somers R. Scott Slifka, Mayor of West Hartford

Curt Leng, Mayor of Hamden

Mark Walter, First Selectman of East Haddam

W. Kurt Miller, First Selectman of Seymour

Steven R. Werbner, Town Manager of Tolland

Scott Shanley, General Manager of Manchester

Past presidents of CCM continuing to serve on the board are:

Re-elected to CCM’s Board are:

Matthew B. Galligan, Town Manager of South Windsor

Robert M. Congdon, First Selectman of Preston

Deb Hinchey, Mayor of Norwich Toni N. Harp, Mayor of New Haven Barbara M. Henry, First Selectman of Roxbury Rudolph P. Marconi, First Selectman of Ridgefield

12 | CONNECTICUT TOWN & CITY | DECEMBER 2015

Herbert C. Rosenthal, former First Selectman of Newtown Honorary Board Members Stephen Cassano, Selectman of Manchester and State Senator for the 4th District Elizabeth Paterson, former Mayor of Mansfield

Susan S. Bransfield First Selectwoman of Portland

John A. Elsesser Town Manager of Coventry

Luke A. Bronin Mayor of Hartford

Joseph P. Ganim Mayor of Bridgeport

Catherine Iino First Selectwoman of Killingworth

Neil Oâ&#x20AC;&#x2122;Leary Mayor of Waterbury

Curt Leng Mayor of Hamden

W. Kurt Miller First Selectman of Seymour

Scott Shanley General Manager of Manchester

DECEMBER 2015 | CONNECTICUT TOWN & CITY | 13

2015 PROJECT B.E.S.T. SUMMIT B E S T ringing

very

takeholder

ogether

Breaking new ground to find common ground

he idea of bringing together a group with sometimes dissimilar viewpoints under one roof to help move the state of Connecticut forward certainly turned heads when it was announced several months ago. Who could imagine labor, business, and local government all at the same table? CCM certainly imagined it and the result was the Project B.E.S.T. (Bringing Every Stakeholder Together) Summit, a genial gathering of ideas and input in Westbrook on November 12 and 13 organized by CCM, the Connecticut Business & Industry Association, and the Connecticut AFL-CIO. CCM Executive Director Joe DeLong set the tone early on the first night, highlighting the similarities that brought the more than 175 participants together. Municipal leaders facing their own re-election this past fall rolled up their sleeves to help coordinate the event largely because of those similarities, DeLong said. “It would have been easy so say, later. Now’s not a good time,” DeLong explained. “The municipal leaders knew there was value in the summit because the various groups are part of their communities.” “They told us they deal with these organizations and deal well with them. They go to religious services with the diverse groups, their kids go to school with them. These are communities with balanced budgets and surplus funds,” DeLong told the crowd. The point was that municipalities are making it work. Getting that to translate to the state level with all its budget problems, quick fixes and often cumbersome and unfunded mandates could be an arduous task. By all accounts, Project B.E.S.T. represented a promising first step.

The Budget To understand the problem, participants first had to understand the underpinnings of the fix the state is in. Keynote speaker Keith Phaneuf, budget reporter for the CT Mirror online news site, offered a brief history lesson of what he called the “sins of the past” that led to another looming deficit. The current fiscal year is projected to close with a deficit of between $120 million to $330 million. The state budget deficit forecast for 201718 – after legislative elections – is nearing $1.7 billion. The economy is growing, Phaneuf assured the crowd. It’s just not growing fast enough, not like it was before. “The economy is not broken. It’s changed,” he said.

14 | CONNECTICUT TOWN & CITY | DECEMBER 2015

“The economy is not broken. It’s changed.” - Keith Phaneuf

Gains from Wall Street — referred to by Phaneuf as the “golden goose” — used to bring in revenue that grew anywhere from 33 percent to regular double-digit increases, but that has now changed, he said. The “goose” isn’t as golden anymore and in the last five years, it provided an average increase of just 6 percent. That change in revenue stream coupled with massive debt obligations brought the state to this juncture in Phaneuf’s view. “Debt is shaping everything you’re talking about,” he said. Connecticut has been offering pensions since 1930s but didn’t start saving for them until the early 1980s, Phaneuf said. Many other states used the “pay-as-yougo” system but moved away from them sooner than Connecticut. The state employee pension is only 42 percent funded when a healthy ratio is considered to be 80 percent. Retirement health care is not even 1 percent funded and the temptation has been to put other ongoing liabilities “on the credit card.” The state’s payment to the state employee retirement system will double by 2025 and 80 percent of that payment has nothing to do with current employees. Retirement health care in the next budget cycle is projected to increase 14 percent. Any budget growth is already largely spoken for by the time it hits state coffers and Phaneuf noted that is affecting aid to education, social services, children and of course, municipalities. “But a change for the better is coming with new approaches to budgeting policy and pensions,” he said.

“It’s a long way off, but the needle is moving and moving in the direction that you like.”

The Brainstorming Day two of the Summit produced a flurry of ideas in a brainstorming session led by dynamic consultant Kenya Rutland. During the session, working group participants addressed the following: • Revenue and Governance • Education and Workforce Development • Transportation and Infrastructure • Regional Solutions Quality of Life Matters (See accompanying story for final reports from these groups.) The suggestions and concerns centered on predictability, taxing inequities, and a change to the state’s budget implementer process. Participants called for a cost-benefit analysis on regulations that seem to pile up year after year. Business leaders underscored the need to be able to plan and how fiscal instability and unpredictability hinder their planning. Other ideas pushed for the increased use of best practices and having lawmakers focus on the big picture rather than less important matters. DeLong said the suggestions from the working group will be part of an action plan that CCM, business, labor, and other groups will lobby for in Hartford.

The Buzz Project B.E.S.T. did move the needle and CCM will ensure that the momentum continues for effective change that can be embraced and supported by the diverse interests that made the Summit possible. In an editorial, the Connecticut Post called the Summit “a rare opportunity for groups that often are at odds, to hear in a non-combative setting the concerns of competing parties. We’d hope that all parties come to the table with the same intention expressed by Fairfield First Selectman Michael Tetreau, who said at a news conference that the goal is ‘progress, not about politics and posturing.’ Given the problems Connecticut faces with its economy, transportation infrastructure, and budgetary needs, this broad group has an opportunity to display the statesmanship and leadership the state needs.”

DECEMBER 2015 | CONNECTICUT TOWN & CITY | 15

CCM, CBIA & CT AFL-CIO Economic Summit Report released on top summit findings

he 175-plus Connecticut leaders who convened in mid-November in Westbrook for a first-ever economic summit — organized by CCM, the Connecticut Business and Industry Association (CBIA), and the Connecticut AFL-CIO — released a comprehensive report in mid-December on the summit’s top findings that include over 20 key policy objectives for state leaders to pursue in critical public policy arenas. The three statewide organizations partnered for the first time to convene a unique Connecticut summit meeting for key business, government, labor, education, and social service leaders to brainstorm on the best common pathways for Connecticut’s economic future. On November 12 and November 13, the Project B.E.S.T. (Bringing Every Stakeholder Together) Summit took place in Westbrook – with a group of key policy leaders and stakeholders from every region of Connecticut. “As one can see from the breadth and range of ideas presented, the summit achieved its first goal, but our work has only begun,” said Joe DeLong, CCM Executive Director. “We now have engaged with a subcommittee of interested executives from the summit who we will actively work with to advance these findings with state leaders in 2016.” Other participating organizations for the summit included: Connecticut Association of Boards of Education (CABE), Connecticut Association of Public School Superintendents (CAPSS), Connecticut Association of Chamber of Commerce Executives (CACCE), University of Connecticut, Trinity College, Greater Bridgeport Regional Business Council, Greater New Haven Chamber of Commerce, and Connecticut Association of Nonprof16 | CONNECTICUT TOWN & CITY | DECEMBER 2015

its. There was also extensive participation by executives from the regional councils of governments, the Connecticut community colleges, and other key groups. The summit was led by Kenya Rutland, principal of KJR Consulting, whose team facilitated the group of 175-plus Connecticut leaders, who each chose to work in a specific subgroup area that best pertained to their interests and professional backgrounds. As noted by CCM’s Executive Director, many of the leaders who participated in the summit agreed to serve on an ongoing committee to remain involved in advancing these issues during the 2016 General Assembly session and beyond. A steering committee comprised of Connecticut municipal officials helped oversee the summit. Chairing the steering group was Rudy Marconi, First Selectman of Ridgefield. The other members of the committee were Michael Frieda, First Selectman of North Haven; Mark Boughton, Mayor of Danbury; Patricia Llodra, First Selectman of Newtown; Philip Schenck, Town Manager of Bloomfield; and Michael Tetreau, First Selectman of Fairfield. The summit included a keynote address on the first evening by veteran Capitol journalist Keith Phaneuf of The Connecticut Mirror— a leading reporter on state budget issues for nearly 25 years. He was followed the next morning on the state of the Connecticut economy by Robert Triest, Vice President and Economist with The Federal Reserve Bank of Boston. Small group discussions followed these talks and produced a consensus on the key initiatives presented in the report findings today.

(L-R) CCM President Matt Galligan, CT AFL-CIO President Lori Pelletier, CBIA President Joe Brennan, CCM Executive Director Joe DeLong

Here are highlights of key consensus findings presented in each arena:

“lock box” to ensure adequate funding for necessary transportation projects.

Taxes and Regulations

— Prioritize congestion relief when choosing transportation projects to pursue.

— Reform the process for the “implementer” bill for the state budget to bring back greater transparency and avoid unvetted state legislative proposals. — Establish an advisory council across business, labor, and municipalities to define, create, and report on specific metrics that can assess the best pathways to grow jobs in Connecticut. — Create a truly sustainable business environment that attracts jobs, people, and opportunity across all levels. — Establish and enforce the discipline needed for the State to live within its fiscal means. — Bridge the economic growth and income gap between Fairfield County and the rest of the State.

Education and Workforce Development — Create one coordinated voice to represent educational administrators, teachers, boards of education, and other municipal officials, in order to best address and reduce unfunded state mandates. — Reformulate the Education Cost Sharing (ECS) Grant Program for towns and cities and local public schools to create a more transparent and equitable funding formula. — Enhance and expand the work of regional service centers to more extensively collaborate with boards of education, chambers of commerce, and teachers. — Give priority to community-college affordability and strengthen their community college links to high school programs across the State. — Better recognize that public education is a direct investment in the Connecticut economy.

Transportation and Infrastructure — Establish and maintain a long-term of state funding

— Apply a cost-benefit analysis, test for pursuing transportation improvements. — Ensure regional councils of government (COGs), local governments, and all stakeholders are at the table for all regional infrastructure projects. — Better engage the public and create a long-term master transportation plan.

Regional Solutions — Plan for and mandate consolidation and closing of public schools with inadequate enrollment. — Provide towns with municipal-revenue diversification options. — Increase financial incentives for municipal service collaboration and provide predictable state financial support. — Leverage Education Cost Sharing (ECS) funding to incentivize regional education cooperation. — Develop regional plans and one common set of regional boundaries based on many state studies already completed.

Quality of Life Matters — Use business incentives for workforce development (rather than the workforce doing it, business should provide the training). — Collaboration through communication is vital to enhance quality of life and to enhance what is already good about Connecticut — Fund and clean Brownfields for development. — Renew and develop strategic affordable housing plans. — Focus on long-term state plan to limit state debt. — Reform Connecticut’s tax structure. DECEMBER 2015 | CONNECTICUT TOWN & CITY | 17

2016 CCM Municipal Salary Survey

Get More Grants

CCM launches GrantFinder service

here can be a pot of gold at the end of the rainbow, but the path to securing a municipal grant can be confusing. In fact, in CCM’s survey of members’ needs a few months ago, grant-finding assistance was identified as one of the top priorities in terms of new programs that CCM might offer in the future. You asked for it – and you got it. CCM has launched GrantFinder, an online, searchable database of federal, state, corporate, and foundation grants. The new service allows municipalities to search the entire universe of grants available to towns and cities.

COMING SOON! To learn more or to get your copy, contact Kennedy Munro | 203-498-3071 | kmunro@ccm-ct.org

Benefits of GrantFinder Include:

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• Ability to create and save searches and search results

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• Access to grants as far back as twelve months and more than two years in advance

• Email alerts for updated results for saved searches • Six search filters • Real-time information updated daily

• Searching nearly 3,300 federal, state, and foundation grants • Personalized weekly notifications

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Activ. Fee: $36/line. Credit approval required. Early Termination Fee (sprint.com/etf): After 14 days, up to $350/line. SDP Discount: Avail. for eligible company or org. employees (ongoing verification). Discount subject to change according to the company’s agreement with Sprint and is avail. upon request for monthly svc charges. Discount only applies to Talk 450 and primary line on Talk Share 700; and data service for Sprint Family Share Pack, Sprint $60 Unlimited Plan and Unlimited, My Way plans. Not avail. with no credit check offers or Mobile Hotspot add-on. Other Terms: Offers and coverage not available everywhere or for all phones/networks. Restrictions apply. See store or sprint.com for details. © 2015 Sprint. All rights reserved. Sprint and the logo are trademarks of Sprint. Android, Google, the Google logo and Google Play are trademarks of Google Inc. Other marks are the property of their respective owners. N145634CA

18 | CONNECTICUT TOWN & CITY | DECEMBER 2015

CCM recently held a webinar demonstration of the GrantFinder. For those unable to sit in on the demo, a recording can be viewed by following a link from CCM’s website under “Save Money”/“GrantFinder Tool.” The Town of Durham became the first CCM-member town to subscribe to the service and now has the ability to search for grants that will best serve its community. Simsbury, Rocky Hill, and New London will join this month. Times change, needs change, and organizations must constantly evolve and develop new programs in order to achieve their missions. That includes local governments and the agencies that serve them, like CCM!

A M E SSAGE FRO M TH E

EXECUTIVE DIRECTOR

s the voice of local government, CCM has many dedicated staff members working diligently behind the scenes to hone our message and put the facts behind it so that when we speak, the needs of local governments and the people they serve are heard loud and clear. Each of our four Divisions – Government Relations, Public Policy and Advocacy, Member Services, and Communications and Member Relations — plays a critical, interconnected role in achieving our goal of helping you.

• Overseeing materials that are used in CTL visits

The last several issues of CT&C featured each of our Division Directors outlining the services and programs they provide and their division’s goals and plans for adding services and improving existing ones over the next year. In this issue, Kevin Maloney, Director of Communications and Member Relations, will discuss our communications programs and goals and what the division plans to achieve during the months ahead.

• Preparing and placing news releases and op-ed articles with Connecticut news media

Joe DeLong, CCM Executive Director

ow are you doing and what can we do to help?

That simple question is essentially at the core of the mission of CCM’s Communications and Member Relations area, headed by Kevin Maloney. Our staff of pros is committed to effective customer service that keeps you informed and addresses your concerns and questions. We ensure that your voice is heard and is central to the message that CCM delivers to state policymakers and officials year round. Our mission and your needs and satisfaction keep the staff busy and motivated. It’s a great kind of busy, especially this year in which we reached a milestone. For the second year in a row, we have retained all existing members — 158 cities and towns — the most members in the 50-year history of CCM. Masters at multi-tasking, our staff strives for efficiency and results in seeking to offer you a comprehensive array of services that will ultimately help you better serve your constituencies. The duties include: • Overseeing CCM Town Liaison (CTL) Program for 12 regions of the state • Monitoring and coordinating responses to municipalities considering or having dropped membership

• Monitoring how well members use our services • Supporting CTL staff for larger municipalities and the CCM Board of Directors The Communications and Member Relations division also oversees CCM’s comprehensive public relations activities and outreach to help build and maintain a positive public image for the organization. The multi-faceted approach includes:

• Overseeing the bi-monthly publication of CT&C • Overseeing publication design for all advocacy materials • Preparing individualized press statements • Coordinating media buys and scripts for advertising • Conducting news conferences and press availabilities • Using social media to advance issues and services With CCM’s rebranding efforts and robust membership, the staff is eager and prepared to keep up the momentum and the message as 2016 approaches. We have set new goals for outreach and communication for the New Year and are resolute in reaching them to better help you. Growing our membership continues to be a priority. Existing members will see more town visits from staff in the coming year. The staff also will be conducting a survey among municipal leaders to determine future services that CCM can deliver. We also are committed to enhancing our presence in state media. Watch for more op-eds and public affairs programs that feature municipal leaders and the CCM Executive Director. Our media buys will be effectively targeted to increase greater consumer awareness and we intend to meet with more editorial boards throughout the state. The Communications and Member Relations staff is motivated by your satisfaction and making sure the message of Connecticut’s towns and cities rings clear in 2016. Together, we can make a difference. We’re excited about what lies ahead in 2016 and hope you are too. Kevin Maloney, Director of Communications and Member Relations DECEMBER 2015 | CONNECTICUT TOWN & CITY | 19

CCM offers training and certification for newly elected local officials

ometimes winning the election is the easy part. No matter how well you know your town or city and its challenges, newly elected officials can have a lot of questions upon taking office – and CCM can provide the answers.

ing in these critical areas of municipal government.

How can you best support the social and economic health of your town? What resources are available to you as you prepare your first budget proposal? Where can you find the critical municipal-specific information you may need? CCM is prepared to assist as you serve as a leader in local government.

• Receive the 2016 General Assembly Forecast

To help you promote, protect, and advance the best interests of your community, CCM is offering two free sessions for new municipal CEOs, Board of Finance Members, and Local Legislators. The workshop sessions include presentations from recognized experts with lengthy experience covering three core local government subject areas: • Fundamentals of Municipal Government

All participants will also: • Get up-to-the-minute updates on the state budget deficit and the impact on your community • Discuss unfunded state mandates and their impact on your town’s ability to provide services, fend off property tax increases, and stabilize municipal workforce In addition, Scott Jackson, OPM Under Secretary and former Mayor of Hamden, will kick off each day and the networking luncheon will feature “Advice from your Peers.” And of special note, this workshop will serve as the kick-off of CCM’s Certified Connecticut Municipal Official (CCMO) Program. Town leaders will earn credit toward this designation through attendance at any CCM training, workshops, and conferences over the next 24 months.

• Budget and Fiscal Management • FOIA/Meetings/Ethics The subject matter will be covered in three rotating sessions so that all attendees – new municipal CEOs, new Councilmembers, and new Board of Finance members – all receive the same comprehensive train-

20 | CONNECTICUT TOWN & CITY | DECEMBER 2015

NEWLY ELECTED WORKSHOP Saturday, January 23, 2016, Trinity College, Hartford

Satisfied Customers

CCM bats a thousand on member retention During FY2015-16, CCM retained 100 percent of its municipal membership for the second straight fiscal year. In addition, two new towns joined CCM during the fiscal year and we want to welcome our newest members: Oxford and First Selectman George Temple and Wolcott and Mayor Thomas Dunn.

councilmembers and new board of finance members who won office in the 2015 municipal elections. We stand ready to assist our local officials with the challenges they face as they tackle their first proposed municipal budgets. CCM’s Town Liaisons (CTL) have already begun scheduling meetings with all newly elected mayors and first selectmen to introduce them to the full range of CCM services available to their municipalities and to prepare them for their municipal budget seasons and the 2016 session of the Connecticut General Assembly.

The latest additions to our municipal lineup mean that 158 of Connecticut’s 169 municipalities are now CCM members, representing the high-water mark for CCM membership in the 50year history of the organization! The unprecedented level of membership also represents the highest total of dues revenue for CCM, despite the fact that we have not increased its member dues in five of the last six fiscal years — and the one year that dues did rise, the increase was limited to 1.5 percent.

CCM’s Town Liaison (CTL) program was launched in August and in the five CCM welcomes our new member months since the initiative was introtowns Oxford and Wolcott. duced, CCM’s eleven Town Liaisons — each of whom covers a specific region of the state — have collectively visited the CEOs in over 130 towns. CCM also welcomes our 42 new member mayors, first selectmen, and council chairs, the hundreds of new Now that’s getting around!

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22 | CONNECTICUT TOWN & CITY | DECEMBER 2015

For more information, please visit:

SafeSidewalks.com

& QA

Sidewalk Snow Removal

ith the winter season bringing a large amount of snow and ice build-up to Connecticut, many municipalities may be interested in gathering information on the clearing of sidewalks after a winter storm. Included below is some useful information that should provide you and your respective municipality with some insight into what others are doing to manage this issue within their municipalities across the State.

Who’s responsible for removal of snow and/or ice from sidewalks? The Connecticut Supreme Court, in Robinson v Cianfarani (SC 19220), released an opinion in regards to sidewalk snow and/or ice removal in which they stated that a municipality must explicitly transfer liability to an abutting property through an ordinance. The Supreme Court’s Decision stated, “… that an ordinance merely imposing a penalty for failure to clear a sidewalk does not shift civil liability for injuries to abutting landowners… ‘An abutting landowner, in the absence of statute or ordinance, ordinarily is under no duty to keep the public sidewalk in front of his property in a reasonably safe condition for travel.’ Wilson vs. New Haven, supra, 123 Conn. 451. In order for a landowner’s duty to the public to exist, this common-law rule would have to have been abrogated by statute or duly authorized ordinance.”

Are there any sample ordinances that transfer liability for snow removal from sidewalks from the municipality to the abutting property owner? CCM’s Government Relations & Research Department has received a high volume of requests on this topic and has compiled some examples of ordinances that transfer liability for snow removal from sidewalks from the municipality to the abutting property owner.

We currently have sample ordinances that transfer liability from the municipality to the abutting property owner from the following municipalities:

• Bridgeport

• Danbury

• East Hartford • Ellington

• Hartford

• Middletown

• Newtown

• Seymour

• Stratford

• Waterbury

What are the penalties for abutting property owners that fail to clear their sidewalks of snow and/or ice? CCM’s Government Relations & Research Department has some examples of penalties enforced upon abutting property owners by different municipalities. We have included a few of those examples below: Municipality

Penalty for Failure to Clear Sidewalk

Bethel $50.00 Danbury $100.00 East Hartford 1st Offense: $50.00 2nd Offense: $90.00 Ellington 1st Offense: $25.00 2nd Offense: $100.00 Hartford $99.00

What is CCM doing in regards to educating municipalities on this issue? The Government Relations & Research Department has created a Municipal InfoKit, on the subject of Snow Removal, for members to review for further information. That InfoKit, as well as others, can be found on CCM’s website, www.ccm-ct.org, under the “Research Bulletins/Municipal InfoKits” section. *Member Login credentials will be needed to view the Tool Kit

DECEMBER 2015 | CONNECTICUT TOWN & CITY | 23

CIRMA Delivering ‘value beyond price’ for members

rom the start, CIRMA empowered its members to better manage risk by providing specialized risk management services and coverage programs tailored for municipalities, public schools, and local public agencies. CIRMA has continued to add to its wide range of programs and to address emerging risks and trends. Today, CIRMA provides Connecticut municipalities with a broad range of value-added programs that benefit every operation. CIRMA’s risk management value-added programs have helped members create a ‘virtuous circle’ of reduced losses that drives down claims costs for themselves and benefits the entire pool. In fact, the aggregate frequency and severity of losses has showed a continual decline over the years, even as CIRMA membership has reached new highs. David Demchak, CIRMA President & CEO, said, “When CIRMA members take full advantage of our programs, they not only reduce their own operating and claims costs, they also help improve the results of the entire pool, helping CIRMA to provide low, stable rates and affordable coverage year after year. Through these savings, we are able to provide additional services and programs to further benefit our members.” The value that CIRMA provides is a tremendous asset to every municipal and school operation, especially when funding resources are being reduced. Here is a quick look at CIRMA’s “toolbox” of value-added programs and the ways they help members improve operations: CIRMAcare®, CIRMA’s state-approved Medical Care Plan, provides a gold-standard of care tailored to the injury-care needs of municipal and public school employees. For employers, CIRMAcare provides flexibility to respond to the rapidly changing medical care environment and enhanced ability to reduce and control the cost of a Workers’ Compensation loss.

CIRMA’s Volunteer Firefighter Accident Insurance (VFA) Program provides accident, death, and disability coverage to the many thousands of volunteer firefighters and EMTs of its Workers’ Compensation pool members. The program is a powerful tool for towns to recruit, protect, and retain one of their community’s most valuable assets—their volunteer firefighters and EMTs. Volunteers receive peace of mind knowing that in the event of an accident, they can receive benefits (benefits may be in addition to any Workers’ Compensation benefits.) This is a no direct cost program to members so they no longer have the expense of a separate premium for Accident & Disability coverage. New in 2015, CIRMA’s E-Learning Center makes employee training and education easily accessible at any time, from any internet-connected computer. The center is an ideal way to provide instruction to employees whose work schedules or training needs do not allow time to attend classroom training. Employers can administer and track their training programs online. Courses for 2015-16 focus on OSHA safety topics; additional topics will be added as CIRMA’s members’ education needs change. CIRMA’s Risk Management & Training Programs present a broad selection of risk management topics of interest to both leaders and employees. Many of the programs were developed exclusively for Connecticut municipalities and public school and are available nowhere else. By taking full advantage of the programs, municipalities and schools can save thousands of dollars in training costs. Training reports on employee attendance are provided annually to members. Contract Review Services protect CIRMA members against assuming liability unnecessarily by assuring risk is transferred properly. At no cost to members, CIRMA’s legal staff and risk management experts review hundreds of contracts each year for risk allocation, insurance requirements, and waiver of subrogaCONTINUES ON PAGE 26

“They say ‘price is what you pay, value is what you get.’ With CIRMA, we get far, far more value for our premium dollar than we would anywhere else—our improved workplace safety, lower claims and operating costs are solid proof.” – Laura Francis, First Selectman of Durham 24 | CONNECTICUT TOWN & CITY | DECEMBER 2015

DECEMBER 2015 | CONNECTICUT TOWN & CITY | 25

CIRMA CONTINUED FROM PAGE 24

tion clauses to help protect members. CIRMA’s Law Enforcement Advisory Committee guides the development of programs for police departments and their unique safety, property, and liability exposures. Working with its strategic partners, CIRMA provides POST-C accredited safety and liability training programs and guidance. CIRMA protects its Liability-Auto-Property members’ K-9 units from financial loss if a police dog is injured or killed on duty. Many towns rely on public funding for their K-9 units, this program provides financial protection to protect the community’s investment and ensure the unit’s ongoing operation. Pollution Coverage is included as part of the CIRMA LAP program through a carrier rated ‘A++’ by A.M. Best. The program provides broad pollution coverage with high limits to LAP members where there is property insured by CIRMA. And, unlike other insurers’ policies, there is no lengthy application form to complete. CIRMA’s International Travel Insurance Program, at no direct cost to LAP members, provides a broad range of international travel coverages for school and town groups traveling overseas.

CIRMA’s TULIP program for special events, provides members a convenient source of coverage that protects both the renter and the town for property damage and many other liability exposures. With programs tailored specifically for Connecticut municipalities and public schools, CIRMA delivers value that touches every department and operation, improving performance, reducing losses, and improving morale. For more information about these services and programs, please contact your CIRMA Underwriter or Risk Management Consultant.

Reminder to CIRMA Workers’ Compensation members: Report claims online On January 1st, 2016, all non-catastrophic Workers’ Compensation claims must be reported online at NetClaim.net. To register to report claims online, please contact

Sean Gaffney at sgaffney@ccm-ct.org.

CIRMA welcomes its newly-elected CEOs: Berlin Mark Kaczynski, Mayor

Ledyard Michael Finkelstein, Mayor

Brookfield Steve Dunn, First Selectman

Madison Thomas Banisch, First Selectman

Canton Leslee Hill, First Selectman

Mansfield Paul M. Shapiro, Mayor

Clinton Bruce Farmer, First Selectman

Marlborough Amy J. Traversa, First Selectman

Colchester Art Shilosky, First Selectman

New London Michael Ernest Passero, Mayor

Coventry Julie Blanchard, Town Council Chairman

New Milford David Gronbach, Mayor

East Hampton Patience Anderson, Town Council Chair

Rocky Hill Claudia Baio, Mayor

East Windsor Robert L. Maynard, First Selectman

Tolland Rick Field, Town Council Chairman

Ellington Lori L. Spielman, First Selectman

Weston Nina Daniel, First Selectman

Haddam Lizz Milardo, First Selectman

Wilton Lynne Vanderslice, First Selectman

Lebanon Betsy Petrie, First Selectman

Windsor Locks J. Christopher Kervick, First Selectman

26 | CONNECTICUT TOWN & CITY | DECEMBER 2015

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ECONOMIC DEVELOPMENT

Phase One

Regional partnership helps fuel progress of Putnam tech park

ne technical park, one host town, and three additional partner towns are adding up to a recipe for success in the Quiet Corner.

The town of Putnam has been making great strides with the first phase of its Regional Technical Park, readying it for tenants while keeping an eye on future development opportunities. The $7.7 million project got a huge boost this summer when it was awarded federal grants and loans totaling more than $900,000 for sewer and water work. The nearby towns of Brooklyn, Pomfret, and Scotland each bought shares in the project and will benefit from tax relief from Phase One of the 62-acre park. The partnership also includes an advisory committee composed of members from each town.

The Regional YMCA will be among the first tenants and will encompass 15 acres for the building and fields. It is scheduled to open in early 2016. Four more lots are available for phase one development and are undergoing appraisal in order to market them to prospective customers. Economic development officials say the town has been fielding strong interest on the four lots.

“We want to make sure when someone comes looking we have a lot for them.”

Any expansion of the current footprint would require negotiations with abutting property owners, something Putnam officials say they have been prepared to do all along.

28 | CONNECTICUT TOWN & CITY | DECEMBER 2015

“We want to make sure when someone comes looking we have a lot for them,” Putnam Town Administrator Douglas Cutler said. “With economic development, the last thing you want is to not have a ready-made lot when someone has interest in your community.”

The Phase One partners certainly have interest in how the project is proceeding and so far, they like what they see. Brooklyn First Selectman Rick Ives is impressed with the pace of progress. “We feel good about where everything is,” Ives said. “If they want to talk about having partners for phase two we might be interested in that as well.” n

ECONOMIC DEVELOPMENT In Transit

Branford creating a new village from an old factory

ocation is everything and officials in Branford are confident that a proposed residential development certainly has the “where” to succeed.

The “what” is the town’s first Transit Oriented Development that will ultimately transform a shuttered wire factory into a vibrant neighborhood with access to the train station, town center, and the shoreline. The “who” would be the mix of young professionals seeking easy access to transportation and Baby Boomers looking to downsize and live in a neighborhood with all the conveniences. “People who live there can take the train to work to New Haven, or go to the city for the weekend, or invite friends from out of town to the area that will have hopefully some new restaurants and attractions,” Branford Town Planner Harry Smith said. “We’re excited and hope it will start additional development.” The proposed “Atlantic Wharf” development would create a new 7.5-acre village. It received approval from the town Planning and Zoning Board in February

and when completed it will be a mixed-use property with about 200 residential units as well as restaurants, retail, and office space, Smith said. The site was the former Atlantic Wire company that opened in 1908 and was shuttered in 2008. Since then, a portion of the complex has been used as storage. A local windows manufacturer purchased the property in 2010 and a year later received approval from the P&Z to warehouse his products there. The development will feature a walking trail that will connect to an expanded Shoreline Greenway Trail, which will stretch from Lighthouse Point in New Haven to Hammonassett State Park in Madison. Developers say the Branford project will have a quintessential New England shoreline character. The town is working with a developer who has brought similar transit-oriented projects online in Connecticut, including a 400-residential unit development in Milford that capitalized on the proximity of the train station, the town Green, and the waterfront. n

DECEMBER 2015 | CONNECTICUT TOWN & CITY | 29

CIVIC AMENITIES Better Beach Utilization

New paint, new patterns means more parking for Greenwich residents

reenwich is creating more parking at two local beach parking lots without increasing the size or footprint of the lots. A recently initiated parking lot reorganization plan at the town’s Island Beach and Horseneck Lane lots will result in better utilization of existing space. Better separation of the permit and daily fee spaces and clearer markings will end confusion and create more use at the Island Beach lot, freeing up space in the Horseneck lot which means more permit parking will be available. “My goal is to maximize the use of each parking lot in town,” Parking Services Director Rita Azrelyant said. “There’s a potential to pick up 15 to 20 spaces in each lot and we have about 17 parking lots, so that’s a significant amount if you pick up 20 spaces per parking lot.” New painting has been added to the pavement at the Island Beach lot, clearly marking that the west side of the lot is for daily fee users. The spaces for the daily fee users have been painted yellow with yellow numbers to use at the payment machine, while the east side of the lot is now painted with white markings indicating that the area is reserved for permit holders. Azrelyant said the old configuration of the Island Beach parking lot was “scattered all over the place

with white stalls for permits right next to yellow stalls for daily parking.” “We looked at parking trends and we saw the section of Island Beach where the permit spaces area was very underutilized,” she said. As part of the reorganization, the Horseneck Lot has been changed to permit parking only. “By reorganizing Island Beach, we’re preparing for the people from the daily fee spaces from Horseneck to come over,” Azrelyant said. “That frees up the 45 spaces in Horseneck for more permit holders.” The reorganization was initiated by the town’s Parking Services Department and Department of Public Works. n

Paws For Thought

Pups getting their own play patch in Guilford

og owners in Guilford may soon have a place to call their own.

The town’s Parks and Rec Commission recently approved a proposal that would section off about an acre of land at its 23-acre Nut Plains Park for a dedicated dog park. A community group, Friends of the Guilford Dog Park, spearheaded an enthusiastic grass-roots effort to establish the dog park. The group will handle most of the necessary maintenance and fundraising. “We have been on this for over two years so it has been a very long process and we are excited that the

Parks & Rec Commission saw this as an opportunity to provide a real service to the town,” said group member Jo-Anne Basile. She said the benefits extend beyond providing Fido with an opportunity to romp with other four-legged friends. “It gives some of our senior citizens who might not be able to take their dogs out on long walks an opportunity for them to get exercise for their animal in a controlled safe way,” she said. Parks and Rec Director Rick Maynard says the park, which is pending approval from zoning and wetlands officials, will keep many

30 | CONNECTICUT TOWN & CITY | DECEMBER 2015

of the large trees currently on the property. Unlike some dog parks that are wide-open spaces, the Guilford park will offer plenty of natural shade. “With the tree canopy, there’s not a lot of undergrowth and that will make maintenance low,” Maynard said. The park will also be sectioned off – one area for small dogs and another for larger dogs. Friends of the Guilford Dog Park say once the park gets all the necessary approvals they are hoping to break ground in spring 2016. n

A Bravo From Business

CIVIC AMENITIES

Milford making room for more parking

ilford merchants are hailing the city’s latest purchase that will bring more visitors and shoppers to its busy downtown. The city recently acquired just over 2 acres of land along River and High streets and Railroad Avenue to ultimately add more than 200 parking spots, with the first 100 spots available within the next few months. The purchase was made possible by $5 million in state funding that enabled the city to purchase the site of an old grocery store near the train station. The city will also use $150,000 in state funds for a market analysis and a site plan. The business community says

the parking will be “an incredible boost” for the downtown. “This is such an important piece of the puzzle,” said Tracy Bonosconi, president of the Downtown Milford Business Association. “I’m very happy to be in downtown Milford – it was the best decision I’ve made.” Chris Carveth, chairman of the Milford Chamber of Commerce Executive Committee, called the purchase a “feather in the cap for the city of Milford.” Milford Mayor Ben Blake said a city development committee will be appointed to oversee parking designs and help develop parking regulations and fees. Officials also are

working to attract an anchor-type store downtown. The development is expected to be consistent with the area’s quaint character. The Mayor said the project builds on the city’s economic development momentum over the past few years. Since 2011, the city has averaged more than 300 new businesses a year and its unemployment rate is now below 5 percent. “We intend on enhancing the business climate to ensure we retain our existing business and create new opportunities for job growth, capital investment, and new business opportunities,” Blake said. n

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GOVERNANCE Curb Appeal

Darien refining response to blight

n order to take a bite out of blight, the town of Darien is moving forward with plans to put a tad more teeth into its existing ordinances.

First Selectman Jayme Stevenson says the town is considering fines or other sanctions but is not seeking heavy punitive measures. Rather, officials are looking at a process that would allow the town to help bring property owners into compliance. “I’m very cognizant of personal property rights and want to limit government overreach but by the same token I want to help people in neighborhoods with blight situations,” Stevenson said. “Sometimes we can get action from carrots and sometimes we can get action by sticks. I think sometimes a modest fine is enough to get an owner to take action.” Officials say about 20 properties in town have been the focus of several complaints and would likely qualify under a blight ordinance. However, there is no staff

position or dedicated blight officer in town hall that specifically handles blight complaints. To craft a new ordinance Members of the Town Government Structure and Administration Committee are revisiting a proposal first floated in 2007 but failed to gain final approval. The proposal sought to define blighted properties as those with missing, broken, or boarded up windows, collapsed walls and roofs, unrepaired fire or water damage, vehicles in disrepair, and rodent infestations. The committee will also study blight ordinances established in nearly 30 cities and towns in the state, including nearby New Canaan, Westport, Norwalk, Ridgefield, and Brookfield. “To have an ordinance would give town officials the assurance that they are proceeding in a standardized way so they aren’t subject to complaints of favoritism or the opposite,” Committee Chairman Frank Kemp said. n

In The Zone

New Haven seeking a livable density

he city of New Haven wants to make the most of the type of mixed-used development that it has been courting and has begun revisiting its zoning maps.

Officials say that with much-needed upgrades to zoning, the Elm City could comfortably welcome an additional 10,000 residents to its current 130,000 population. Mayor Toni Harp has directed city planners to begin a thorough review of the city’s zoning map with an eye toward allowing denser development. “It’s really time for us to rewrite the code,” Harp said. Some of the existing zoning no longer makes sense, Harp explained. For example, one developer had to ask for a variance to bring nearly 80 apartment units in five buildings to the area of Crown and George streets because that block is currently zoned for auto businesses. “We don’t really have automobile companies that much in our town,” Harp said. “We’ve got to look at the map and make it modern.” The move to modernize comes as New Haven is undergoing a heightened activity in market-rate apartment projects in the downtown. The city recently welcomed a $40 million apartment complex on Chapel and Howe streets. City Plan Director Karyn Gilvarg said several zoning amendments that have been enacted over the past few

32 | CONNECTICUT TOWN & CITY | DECEMBER 2015

New development in New Haven

years to update rules included redefining an industrial zone around the Mill River to accommodate mixeduse development and slightly reducing the number of parking spaces required. Another proposed change would permit taller buildings. She said the re-mapping project will complement the work of the city’s recently completed 10-year comprehensive plan that sought broad input from the public. The city held dozens of meetings with various community groups and conducted an online survey. n

GOVERNANCE Redefining Branchville

Ridgefield wants to revitalize former railroad neighborhood

efined almost a century ago by the branch line of the Danbury and Norwalk railroads that once passed through, the Branchville section of Ridgefield is ripe for revitalization and it’s a change that residents have strongly backed. The results of a recent online survey indicate keen support for a makeover, one that would result in more specialty shops, dining, entertainment, and a more walkable, bikeable neighborhood. The changes could complement many of the Transit Oriented Development studies that have looked at potential development around Metro North routes along the Route 7 corridor.

Located in Ridgefield’s southeast corner, the Branchville section had been mostly farmland and some mill activity, but it was the railroad that ushered in an industrial boom to the small community. Passenger service continued there until about 1925 and rail freight service didn’t cease operations until the mid1960s. Some of the former tracks have now given way to recreational “rails-to-trails.” The survey was part of a partnership with the Western Connecticut Council of Governments. Additionally, the town fielded input from a series of public meetings. Town officials, including First Selectman Rudy Marconi, support the pedestrian improvements and have

described the Branchville section as “underutilized.” Their sentiments have echoed in the community. Nearly eight of 10 survey respondents support revitalization and fewer than 10 percent of the 300 who responded want to stick with the status quo. Many indicated a need to keep local dollars local rather than shopping and dining in nearby towns. Others said smart development in Branchville would add to their hometown’s quality of life. “I would love to see Branchville morph into a smaller Ridgefield,” wrote one respondent. “As a young married couple, my husband and I want to have places to walk when we have children in the future.” n

Keeping Up With Changing Times Westport creates panel to study fire fighting operations

he times, they are a changing – especially when it comes to protecting homes and businesses from destructive fires that can create economic havoc and disrupt lives. Fire fighting has changed over the past several decades and Westport wants to make sure its firefighting capabilities are up to speed with the changing times. That’s why Westport First Selectman Jim Marpe recently created a Fire Department Strategic Planning Steering Committee to make sure the town can “deliver high quality firefighting and rescue services in the 21st century.” In the years since the town’s existing four fire stations were built, Marpe said the department has changed from a volunteer to a primarily professional staff and home sizes have grown substantially, making the task of fighting house fires much more challenging and resource-intensive. Marpe said the new committee will examine the impacts of those kinds of changes on fire fighting operations, evaluate what they mean for the future and then make recommendations about the best path going forward. The new Committee represents the first effort to examine the town’s fire fighting capabilities since 2002 and it includes members of the Representative Town

Meeting, the RTM’s Public Protection and Long-Range Planning committees, as well as the Fire Chief, Assistant Fire Chief, and Operations Director from the fire department. Marpe expressed gratitude to “all the representatives of the areas of Westport who will give of their time and expertise to put forward the best recommendations.” “I am confident that with their leadership, our firstclass fire department will maintain its high level of capability, but with appropriate plans for the future,” Marpe said. n DECEMBER 2015 | CONNECTICUT TOWN & CITY | 33

GOVERNANCE The Drawing Board

Woodbury envisions sustainable future

he town of Woodbury is fine-tuning its wish list for future development, attractions, and amenities by inviting residents and business owners to be its sounding board. A team of consulting architects listened and is taking detailed notes.

Other committees recommended for formation was one composed of representatives from various community groups and town board members to improve communication between residents and municipal government.

The vision that resulted is a variety of recommendations that ranged from everything from more art space to a walkable village, a community recreation center, and enhanced communication with local government.

Redesigning narrower roads through the center of town would open up more space for tourist parking. It would also help to slow traffic for pedestrian safety. To better utilize open space, the town’s North Green seating could be reorganized and food vendors could be stationed nearby making it an optimal gathering spot, the consultants said.

Several residents suggested the town rebrand itself as more of an “artisan” community, moving beyond its recognition as home to several antique dealers. The bigger picture envisions a town where tourists could browse antiques, sample farm-to-table food, visit historic homes, and enjoy nearby natural resources. Among the draws would be a fall festival that celebrates a weeklong farmers market. To help formalize that vision, the architects recommended the establishment of an official Arts and Culture Commission.

One idea envisions a summer cafe area on Woodbury’s north green.

34 | CONNECTICUT TOWN & CITY | DECEMBER 2015

Officials say a comprehensive development plan from the consultants is expected in the next several months. The initiatives come on the heels of news that the town has secured state funds to help buy 250 acres of open space. “It’s a sign of how well things happen here when we all work together,” First Selectman William Butterly said. n

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ENVIRONMENT

Connecticut has over 825 miles of Blue-Blazed Hiking Trails that pass through 96 towns.

Connecting The (Open Space) Dots Cheshire creates a greenway with latest land acquisition

he grass is always greener on the other side -- and that’s especially true in Cheshire where the town recently added more than 100 acres of open space to its inventory of preserved land with the help of a state grant that paid for half the purchase of a piece that is connecting all the dots. The 109-acre Pulaski property, named for the owners of the expanse, is a mountainous, ridgeline parcel that borders other stretches of land already permanently protected, creating a greenway in the western part of town along the Cheshire-Prospect town line. “There’s a lot of preserved open space up there,” said Town Council Chairman Tim Slocum. “A key objective in obtaining the property is that it extends what we already have up on the ridge.” The property is home to diverse wildlife, forest lands, and wetlands and it is adjacent to the Roaring Brook

36 | CONNECTICUT TOWN & CITY | DECEMBER 2015

open space property to the south and another preserved parcel to the north. The land’s rocky terrain -- which includes cliff and ledge -- hindered its development but Slocum said three houses still occupy the property and they feature some period pieces like an old stone-lined pond built by the Pulaskis or their predecessors. The Quinnipiac Trail, part of Connecticut’s blue-blazed trail system, runs along the top of the ridge. Slocum said the town may add other trails in the future, an option made possible by the purchase of this parcel which creates a line of open space properties running along the town’s western border. The town recently placed an information kiosk near the property to tell the property’s story, according to Slocum who said the town also wants to create a similar green belt in the eastern part of town. n

ENVIRONMENT The Missing Link

State Greenway expands with Manchester connection

n providing more recreational activities for the community, the town of Manchester is gearing up to literally walk the walk. The completion of an essential section of a 3,000-mile East Coast greenway is scheduled to be celebrated in Manchester by spring of 2017. The nearly 3-mile trail section will run through Manchester, connecting the Hop River Trail that runs to Bolton and Willimantic. It is all part of the $6.5 million state recreational trail project that will expand the “Charter Oak Greenway” that begins at the Connecticut River in East Hartford. In Connecticut, rail beds that once shuttled freight and passengers

from town to town now bustle with mountain bikers, hikers, walkers, and equestrians on any given day as multi-modal recreational opportunities become increasingly popular in municipalities. The extension is one of the last links in the state’s nearly 200-mile contribution to the East Coast Greenway, a hiking trail that spans 26 major cities from Maine to Florida. It combines hiking trails, rail beds, old canal tow paths, bridges, walkways, and roads. Manchester officials say the new trail section will be the perfect fit for their community. “We are most proud of our recreation and trails,” Manchester Mayor

Jay Moran says. “We are not only proud of the health and wellness they bring, but also the economic side of things.” The work is expected to begin in spring 2016 and will be paid for by 80 percent federal funds and 20 percent state funds. The funding formula is a marked change from a prior time when towns had to shoulder most of the burden of maintaining recreational trails, say state officials. “This is a landslide change in our philosophy,” state Transportation Commissioner James Redeker explains. “It’s critical that these kinds of investments are made and sustained.” n

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HEALTH Saving Big

CCM’s Prescription Drug Discount Program shows continued success

ince it was introduced in September 2012, CCM’s ProAct Prescription Drug Discount Program has saved residents in participating municipalities hundreds of thousands of dollars on prescriptions filled in towns all across Connecticut. The ProAct program is free to CCM-member towns and targets uninsured and under-insured residents by providing savings on any prescriptions not covered by insurance. There are no costs to either the participating towns or their residents. The Town of Hamden began participating in August 2013 and Mayor Curt Leng recently reported that since the program began 24 months ago, Hamden residents have collectively saved more than $85,300 and have filled more than 1,800 prescriptions by using the assistance of the program. “Residents who are uninsured or under-insured are often forced to pay the full cash price for essential prescription medications, which can be extremely costly” said Leng. “We hope that by working with The Connecticut Conference of Municipalities, we can help to provide residents with an opportunity to purchase their necessary medications at a discounted price.” Hamden is one of over 120 municipalities throughout Connecticut that has helped provide its residents with access to more affordable medications regardless of

their insurance status. Under the program, every prescription medication is eligible to receive some level of discount, and even some pet medications are covered. There are no enrollment forms or requirements to use the ProAct discount drug card and all residents are eligible to participate. Residents in participating towns get immediate fiscal relief at the pharmacy counter by participating in the program: • anyone can participate regardless of age or income • all prescription medications are covered • there is no cost to the municipality or to participating residents • cost savings average 10-20 percent on brand medications and 20-70 percent on generics for a total average savings of 45 percent • 56,000 pharmacies participate nationwide, including most chain pharmacies and many independent pharmacies n

Fitness And Fun

Stamford employees embrace a healthy challenge

he city of Stamford is working to improve its employees’ health one step at a time. Actually, it’s more like 5,000 steps. City employees participated in a 10week Health and Wellness Challenge to help establish and maintain a healthier lifestyle. A prong of that initiative was a three-week step challenge that encouraged employees to take at least 5,000 steps a day. By the end of those three weeks, municipal workers had combined for more than 23 million steps. Almost 200 city of Stamford employees are participating in a 10-week Health and Wellness Challenge with the goal of developing and sustaining a healthier lifestyle.

The Wellness Challenge takes place over a ten week period with five different challenges designed to encourage healthy eating, fitness, and weight loss. “A little competition never hurts,” said Mayor David Martin. “We have been getting positive feedback and everyone participating seems to be having fun with it.” Participants competed in teams of four. In all, more than 40 teams competed and points were awarded on the team and individual level. Some of the results, like weight loss, were quantifiable. For others, the rewards were more intangible. One worker told city officials the challenge gave him more quality

38 | CONNECTICUT TOWN & CITY | DECEMBER 2015

time with his children because his steps included walking them to the bus stop. In addition to the step challenge, other facets of the campaign included eating more fruit and vegetables, creating a health dish, achieving a 10 percent weight loss, and a challenge to exercise at least 450 minutes over a three week period. Angie Murphy, the city’s Human Resource Assistant, says the challenge has bridged relationships among employees and departments and “changed lives for some employees as they now make conscious decisions on their overall health.” n

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our town sent you to a conference in Nashville. The town paid for your travel costs and you received travel per diem while you were away. When you checked into your hotel, you received an information packet regarding the conference. Included was a ticket stub that entered you into a drawing for a door prize to be made on the last day of the conference. When they drew for the door prize, lo and behold, you won! Can you keep the prize? “It’s always better to err on the safe side, so you could check with your municipality’s ethics policies to be sure, but since the prize was available to all conference attendees, there was no special treatment afforded to the door prize winner. Neither was the prize awarded based on the individual’s professional capacity and there is no quid pro quo involved. Since perceptions are very important in any government position whether elected or not, if the individual felt there was any question even about the perception, he or she could donate the prize to a worthy cause.” Chris Tymniak, Selectman Town of Fairfield

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TECHNOLOGY A Bright Idea

Norwalk residents turn out for light bulb swap

he city of Norwalk is making good on its pledge to leverage more clean energy sources and is getting help from the entire community to do so.

With a boost from a $15,000 Clean Energy Communities grant, the city purchased about 6,000 energy efficient LED light bulbs and offered them to residents in a citywide swap. A “Bright Idea” swap in September proved so successful that officials made plans to hold a second one in December. Mayor Harry Rilling said the turnout has been “tremendous.”

More than 500 city residents showed up at the first swap and exchanged about 3,000 traditional incandescent light bulbs for LED bulbs. An LED bulb can last about 23 years, each one saving about $10 a year compared to an incandescent bulb, which has a life span of less than three years. The Mayor said the city signed an Energize Connecticut Clean Energy Communities pledge in 2014 to reduce municipal building energy consumption by 20 percent and use more renewable sources by 2018. The “Bright Idea” swap has been an important part of that initiative. The event also provided holiday lights and other specialty lights at discounted purchase prices. Councilman John Kydes, who also heads up the Mayor’s Energy and Environment Task Force, said city residents helped make the grant available. The $15,000 was secured through participation in the Home Energy Solutions program in which energy specialists provided in-home energy efficiency assessments. He said the city is excited to “give residents a way to cut energy costs at home.” “Community participation is critical to helping our city reach its energy goals. With the support of our community, there are no limitations to what Norwalk can accomplish,” Kydes said. n

Sunny Side Up

Voluntown to reap solar savings with new panel project

hen cities and towns search for ways to save money, they often look at everything under the sun. In Voluntown, catching some rays also means saving some energy dollars after the town recently installed an array of solar panels at an elementary school after a year’s worth of planning and installing the 904-panel system. Once the panels passed their first photovoltaic test and the meters on the panels were configured, it was all systems go for the environmentally-friendly project. School Superintendent Adam Bur-

rows said testing each connection with the panels was a tedious project that also added to the project’s timeframe. Configuring the meters -- which record electricity consumption patterns – was the last step in the process. Voluntown officials say the solar array will generate about 215 kilowatts of power for the school. The solar array occupies over three-quarters of an acre behind the school’s playground. In total, the system is projected to generate in excess of 200,000 kilowatts per year and officials expect the panels to save the town between $30,000

40 | CONNECTICUT TOWN & CITY | DECEMBER 2015

and $50,000 in electricity costs each year. Officials say the project’s low-cost power purchase agreement will lock in a fixed price of electricity for the elementary school for 20 years. The agreement means the elementary school’s electric costs will be lower than its current electric costs and if utility rates continue to escalate, the savings will increase over time. In addition, the town will pay a flat rate of 9.5 cents per kilowatt hour through a solar power purchase agreement. n

VOLUNTEERS

New Leash On Life

Dogs on display for Berlin cancer fundraiser

very dog has its day and in Berlin it’s for a good cause and a lot of fun.

A recent American Cancer Society fundraiser brought out dozens of dogs and their well-trained owners for a variation on the organization’s “Relay for Life.” Berlin’s “Bark for Life” went all in for the dogs as the pooches paraded around the Berlin fairgrounds, put on demonstrations, danced, and donned Halloween costumes. At the heart of the all this fun, of course, is giving back. Organizers say the benefit raised nearly $4,000. “This is basically a mini version of our Relay for Life where canines are invited,” event manager Lynn Kipphut. “It’s a fun family event and it’s nice to see the relationships of the canines and their owners.” Berlin merchants banded togeth-

er this year to add to the fun with creative fundraising ideas. The “Dirty Dog,” a local dog grooming business put together a team and sold heart-shaped doggie cookies, decorated with pink ribbons. Owner Janet Leitao also sold paper paw prints that customers could display in the grooming business with their dogs’ names written on them. Additionally, the groomer set up a collection bucket for contributions. Those efforts raised more than $1,000. “We already have plans for next year on what we will do, what we will improve on, and what we will include,” Leitao said. Organizers say “Bark for Life” also honors the pets that are dealing with cancer as well. Those dogs are loudly applauded as they parade with their owners during a special “survivors lap.”

“Bark for Life” was born in 2013 after organizers had so many requests from participants in the Relay for Life to bring their dogs. n

Local PRIDE

Griswold volunteers raise money to help combat drug abuse

coalition of Griswold volunteers that banded together months ago to help make their town a safe, drug free community is making a difference.

The group, Griswold PRIDE, recently put together a furious fundraising effort, helping collect $3,000 in one month to go toward the purchase of a state police drug-sniffing dog. The volunteers learned recently that their efforts paid off when state police officials announced they will be bringing a new dog on board at Troop E barracks, which covers Griswold. The Troop has three dogs but only one is cross-trained to sniff out drugs. The new dog will give law enforcement a second weapon in the battle against drugs. “The need for a canine that’s cross-trained in narcotics is extremely high,” Jewett City Resident State Trooper Adam Chittick said. “Sometimes if we’re at a traffic stop or at a scene we make a call for the narcotics canine, and sometimes the handler isn’t working or the dog isn’t available. And that’s time-consuming, to have to wait for a dog to come from another location.”

The community formed Griswold PRIDE in response to the high number of heroin overdoses in the state. Its membership includes all segments of the community – residents, merchants, schools, clergy, town officials, state partners, health care, and other prevention professionals. The group has put together public awareness campaigns, collected data, and conducted an assessment of the community’s substance-abuse needs. “The key part of this is that the dog is not just for Griswold, it’s for the whole region,” said the Rev. Ted Tumicki, a PRIDE member representing the faith community. “Drugs are an issue that affects all of Connecticut and other communities nearby.” The campaign to add another drug-sniffing dog for state police brought an outpouring of support. “I grew up here and I’ve seen what’s happened here and what it’s done to the community,” said merchant Jessica Burzycki, “I think it’s great what PRIDE is doing. I reached out to see how I could help, whether it was time or money.” n DECEMBER 2015 | CONNECTICUT TOWN & CITY | 41

ENERGY Burning Bright

Woodbridge solar challenge nears record

hat started out as a challenge to encourage more energy efficiency among Woodbridge residents has exceeded expectations. The town is now on the verge of breaking a record since the Solar Challenge began in the state in 2013. Municipalities can earn free solar arrays depending on how many kilowatts of solar are installed. Woodbridge has already earned a free 5kW solar array for municipal use and now stands to gain a free 7kW solar array when the program ends on December 31. It would be the largest free solar array awarded through the statewide challenge initiative. According to Solarize Connecticut, the average residential solar system in Connecticut is approximately 7 kW and produces about 8,400 kWh per year. First Selectman Ellen Scalettar created an ad hoc Energy Advisory Task Force to help oversee the challenge and praised members for their effective implementation

“I am so glad that Woodbridge residents are taking advantage of this program to educate themselves about solar and to go green.” -Ellen Scalettar of the program that will ultimately help to maximize its use of clean energy. “I am so glad that Woodbridge residents are taking advantage of this program to educate themselves about solar and to go green,” Scalettar said. About 25 Woodbridge residents had signed contracts with the town’s vendor for 220 kW of new solar installations through October and 60 more households were considering it. There was an opportunity to add to that when the town

hosted a final workshop in November. Woodbridge would get the free solar array if interest reaches 250kW before the end of the year. Solar Challenge officials say the town’s response speaks volumes about its commitment to a cleaner environment and renewable energy. “The Challenge has achieved significant results, more than doubling the amount of solar in Woodbridge in 24 weeks compared to installations over the previous seven years,” said CT Solar Challenge Director Maggie Treichel. n

Digital BackOffice • ESCO Energy Services William Blair & Company

are platinum-level members of CCM’s Municipal Business Associate Program.

A. H. Harris & Sons, Inc. • DTC RealTerm Energy • Sertex, LLC Sprint • Tanko Lighting

are gold-level members of CCM’s Municipal Business Associate Program. CCM appreciates their support and commitment to CCM and its members. 42 | CONNECTICUT TOWN & CITY | DECEMBER 2015

AROUND TOWN Hamden recently conducted an Arts, Recreation, and Culture survey asking residents what they like, what the town can improve, and what they want to see in Hamden in terms of arts and culture in the future. The Killingly Law Enforcement Strategies Commission is finalizing its recommendations on the best way to police the town and will presents its findings in January for scrutiny by a new Town Council. The commission was formed in late 2014, a little more than a year after residents approved a charter amendment that eliminated the town’s five elected constable positions, which carried no law enforcement responsibilities. South Windsor has received the distinguished budget presentation award from the Government Finance Officers Association of the United States and Canada. Town Manager Matthew Galligan said the town budget is prepared and presented so that it’s easily understood by residents and banks, which help the town’s bond ratings and that the finance officers association uses certified public accountants to review town budgets, which gives rating agencies better confidence in their accuracy.

Niche.com has released its new list of “2016 Best School Districts in Connecticut.” The results are based on a variety of metrics, including test scores, college readiness, graduation rates, teacher quality, reviews by students and staff, and SAT scores. The Niche.com top 5 for Connecticut are: No. 1 - Westport, No. 2 - New Canaan, No. 3 - Wilton, No. 4 - Simsbury, and No. 5 Greenwich. Oxford has approved the purchase of a 3-acre parcel near an existing park, which officials believe will be perfect for a picnic spot. The land is adjacent to 97 acres the town previously acquired and First Selectman George R. Temple said the town next year plans to add two softball and a multi-purpose fields on the parcel. The New Canaan Housing Authority is moving forward with an affordable housing project that involves tearing down two houses in town and building 33 affordable housing units on the site. The new 33 units are expected to earn for New Canaan a four-year moratorium from the state’s 8-30g affordable housing law which allows developers to go into towns where less than 10 percent of the housing stock is deemed affordable and not be restricted by local zoning laws if their new development includes a certain number of affordable housing units. n

CCMTRAINING Customer Service for Municipal Personnel January 7, 2016, Wheeler Memorial Library, Monroe

Ethics, Accountability, and Conflicts of Interest January 21, 2016, Kent Town Hall

2016 Municipal Budgets January 9, 2016, Southington Police Department

Municipal Meetings / Parliamentary Procedure January 26, 2016, Southbury Town Hall

The Nuts and Bolts of Being A Supervisor January 14, 2016, Bristol City Hall

Full schedule at: http://ccm-ct.org

DECEMBER 2015 | CONNECTICUT TOWN & CITY | 43