Connecticut Town & City - February 2017 by Connecticut Conference of Municipalities

February 2017

Connecticut is facing unprecedented fiscal challenges, and this new reality requires new thinking. CCMâ&#x20AC;&#x2122;s State-Local Partnership Panel has taken a hard look at the issues and offered a vision for securing the future of our state.

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EXECUTIVE COMMITTEE

OFFICERS President, Susan S. Bransfield First Selectwoman of Portland 1st Vice President, Neil O’Leary Mayor of Waterbury 2nd Vice President, John A. Elsesser Town Manager of Coventry DIRECTORS Luke A. Bronin, Mayor of Hartford Robert M. Congdon, First Selectman of Preston Michael Freda, First Selectman of North Haven Joseph P. Ganim, Mayor of Bridgeport Toni N. Harp, Mayor of New Haven Barbara M. Henry, First Selectman of Roxbury Deb Hinchey, Mayor of Norwich Catherine Iino, First Selectwoman of Killingworth Marcia A. Leclerc, Mayor of East Hartford Curt Leng, Mayor of Hamden W. Kurt Miller, First Selectman of Seymour Rudolph P. Marconi, First Selectman of Ridgefield Leo Paul, First Selectman of Litchfield Lisa Pellegrini, First Selectman of Somers Scott Shanley, General Manager of Manchester Jayme A. Stevenson, First Selectman of Darien Erin Stewart, Mayor of New Britain Mark B. Walter, Town Administrator of Columbia Steven R. Werbner, Town Manager of Tolland

Inside this issue... 4 6 8 12 14

Message From The Executive Director CCM Panel Findings Legislation That Works Expanded Municipal Salary Survey CCM 2016 Annual Report

PAST PRESIDENTS Mark D. Boughton Mayor of Danbury Matthew B. Galligan Town Manager of South Windsor Herbert C. Rosenthal former First Selectman of Newtown

Regular Features 18 Point/Counterpoint

HONORARY BOARD MEMBERS Elizabeth Paterson, former Mayor of Mansfield Stephen Cassano, Selectman of Manchester

CCM STAFF Executive Director, Joe DeLong

CIRMA News

Town News Stories

On the cover: CT has problems, CCM’s new report offers sensible solutions.

Deputy Director, Ron Thomas Managing Editor, Kevin Maloney Layout & Design, Matthew Ford Production Assistant, Joan Bailey Writer, Christopher Cooper

THE BIMONTHLY PUBLICATION OF THE CONNECTICUT CONFERENCE OF MUNICIPALITIES 900 CHAPEL ST., 9TH FLOOR, NEW HAVEN, CT 06510-2807

FEBRUARY 2017 | CONNECTICUT TOWN & CITY | 3

A M E SSAG E FRO M TH E

EXECUTIVE DIRECTOR A New Way Forward for Connecticut By Joe DeLong, CCM Executive Director

espite much of the rhetoric that’s out there, let’s acknowledge that Connecticut is a great place to live. We have natural beauty. Many of our school systems are top notch. And it’s hard to drive in any direction for more than 30 minutes without running into authentic American history. Our state has tremendous assets. However, we are still beset with real challenges. As the entity responsible for advocating for Connecticut’s 169 towns and cities, it is clear that the uncertainty coming out of Washington, D.C., coupled with the state’s financial problems as depicted in Governor Malloy’s recent budget proposal, means local leaders can’t rely on the same levels of financial assistance that have traditionally been available. Nor can they simply turn to the property tax for help; our property taxes are among the highest in the nation, and local taxpayers are already stretched way too thin. So what can be done? A lot, actually. Beginning with finding a new way forward. That’s why the report CCM released in late January is so important; it’s indeed different. It contains new ideas that, if implemented, will help free towns and cities from the vagaries of state aid, and the harsh burden of the regressive property tax. This report provides a roadmap for municipalities to have greater control over their own destinies: new decision-making authority, new sources of funding. Together, that would allow them to rely more on themselves and less on others. As local leaders delve deeper into their budget season, most of them are scurrying to find a plan of action — or an alternative aid scenario — to deal with Governor Malloy’s new budget proposal; one that takes significant amounts of state funding away from most Connecticut communities — 138 — while targeting additional funding toward the neediest cities and older suburbs. The Governor has opened the door to a vital conversation that will take place in the weeks and months ahead. However, the stark public education winners 4 | CONNECTICUT TOWN & CITY | FEBRUARY 2017

and losers — a time when the Education Cost Formula is underfunded by over $600 million — is untenable. CCM is committed to enacting sustainable change that helps all communities. Governor Malloy’s proposed changes to the Teachers Retirement System would require towns to contribute almost $1 billion over two years; that is tantamount to a $1 billion bill to property taxpayers across Connecticut. Such a colossal cost transfer — even given the current fiscal realities and the need to look at all areas of state and local spending — only reinforces the urgency to enact the structural changes needed to give municipalities new tools to provide relied-on local services. Revenue diversification is an idea whose time has come. The overwhelming number of other states use it as a tool to constrain property taxes. For nine months, 21 municipal CEOs across all demographics met and discussed the challenges facing the State and towns and cities, and a sustainable path forward. The proposals contained in the CCM report entitled “This Report is Different — Securing the Future: Service Sharing and Revenue Diversification for Connecticut Municipalities,” could now easily be entitled “This Report Is Better”. CCM commends Governor Malloy for proposing a credible and wide-ranging mandates relief package that would provide fiscal relief to towns and cities. He also proposes reallocating a portion of ECS grants to a new initiative to pick up a greater share of local special education costs. Importantly, the governor’s budget would maintain an existing initiative to share sales tax receipts with municipalities. Towns and cities have long worked cooperatively to achieve efficiencies, while providing quality services. But such efforts are often thwarted by existing policies and practices. This must change. The report makes necessary recommendations, such as: a. Removing service sharing arrangements as a subject of collective bargaining; b. Changing state law so that interlocal agreements or service sharing contracts involving two or more mu-

nicipalities will override any participating municipality’s charter; and c. Revitalizing the Connecticut Advisory Commission on Intergovernmental Relations and charge it with identifying services that are currently duplicated by the State and its municipalities. This report contains the necessary structural changes to help towns from Bozrah to Bridgeport thrive. You may read about them completely at ccm-ct.org.

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Here are a few other examples: • Create a labor relations task force to systematically review and recommend updates for Connecticut’s municipal labor laws and dispute resolution processes; • Modify the state-mandated compulsory binding arbitration laws; • Amend the Municipal Employee Retirement System (MERS) to establish an additional retirement plan for new hires. The CCM panel has identified long-needed opportunities for revenue diversification to help relieve the burden on property taxpayers. Communities must be given the flexibility to use alternative revenue sources to meet pressing financial needs and/or grant property tax relief. They need policy changes that would result in greater revenue flexibility at the local level and generally less reliance on state aid. There are many clichés that come to mind when thinking about the challenges our towns and cities face. Maybe the most appropriate one is this: in crisis, there is opportunity. An opportunity to try things that are new and different. An opportunity to think outside the box — to bring the State along the path that leads to greater and shared prosperity. Local leaders in Connecticut stand ready to make tough decisions. We have talked ad nauseam about Connecticut’s great albatross – crushing property taxes. Now is the time for action. The CCM report is that pathway for self-reliant and sustainable communities to develop new solutions to the State’s and municipalities’ challenges.

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This Report Is Different

CCM’s comprehensive plan for a “New Way Forward” for towns and cities immersed in state legislative debate

tate legislators on both sides of the aisle as well as General Assembly leaders heading up critical committees are immersed in their review and evaluation of the comprehensive proposals put forth by CCM in a major report deemed to be a “new way forward” for Connecticut towns and cities. The report represents significantly new and different thinking by Connecticut local leaders, emphasized Susan Bransfield, First Selectwoman of Portland and CCM President. The late January news conference presenting the report took place at the Keeney Memorial Cultural Center in Wethersfield. CCM’s State-Local Partnership Panel worked for months to develop this ground-breaking package of state legislative initiatives for the 2017 General Assembly. Speakers at the new conference were: Susan Bransfield, First Selectwoman of Portland and CCM President; Luke Bronin, Mayor of Hartford; Neil O’Leary, Mayor of Waterbury; Leo Paul, First Selectman of Litchfield; and Michael Freda, First Selectman of North Haven. CCM’s Board of Directors established the State-Local Partnership Panel last summer comprised of 21 municipal CEOs to develop statewide policies that govern the delivery and financing of municipal services. After months of study the Panel has completed its work. It recommends a package of proposals that lays the foundation for a vibrant future for Connecticut towns and cities. Panel recommendations are divided into three sections — shared services, cost containment, and municipal revenue diversification. “We have all seen a thousand reports over the years on tax reform, regionalism, mandates, property tax relief, etc. WELL, THIS REPORT IS DIFFERENT,” said Bransfield. “It’s different because it puts forward new recommendations that haven’t been made before. It’s also different because it is backed by a group of local elected officials from both parties – and from the suburbs, rural areas, and urban areas. In other words, while not everyone agrees with every idea, everyone DOES agree that, as a body of work, this report deserves to be at the heart of a robust public discussion.” Here are some examples from the municipal tools that the report calls for: • Removing service sharing arrangements as a subject of collective bargaining; state law should be changed so that interlocal agreements or service sharing contracts involving two or more municipalities will override any participating municipality’s charter. • Allowing municipalities to establish service districts to perform and deliver specified municipal or educa6 | CONNECTICUT TOWN & CITY | FEBRUARY 2017

tional services. • Allowing general government more control over education expenditures and boards of education; and amending the Municipal Employee Retirement System (MERS) to establish an additional retirement plan for new hires. • Creating a labor relations task force to systematically review and recommend updates for Connecticut’s municipal labor laws and dispute resolution processes. • Expanding the sales tax base by repealing 10% of the exemptions for selected consumption categories; reducing the state sales tax rate by 0.75% to 5.60%; and levying a statewide local sales tax at the rate of 1%. • Revenue generated as a result of implementing any or all of the recommendations contained herein not being considered an increase in a municipality’s ability to pay for purposes of collective bargaining. • Changing state law and permit municipalities to require on-going fees for the use of the public rights of way. • Requiring property owners of properties subject to state PILOT reimbursement to pay the difference between the state’s statutory PILOT rate and the amount towns actually receive in state PILOT payments, up to 20 percent of the mill rate. • Requiring property assessment services be consolidated and/or shared in Connecticut regions for assessment offices servicing less than 15,000 parcels. Governor Dan Malloy stated “I commend CCM for putting new ideas on the table in an effort to confront Connecticut’s economic reality, and for recognizing that part of this year’s budget discussion must include changes to how we provide town… I look forward to an open dialogue with CCM and other stakeholders throughout this session.” House Speaker Joe Aresimowicz commented “A solid partnership between the state and each municipality is important to both our economy and overall quality of life, and CCM does a great job as a liaison and voice for our towns and cities. They have offered a thoughtful agenda, including some intriguing ideas on improving municipal collaboration and diversifying town revenue beyond the property tax. We will be assessing their proposals and working together on our common goal of moving Connecticut forward.” The CCM report and its policy recommendations are driven by such key facts as: While the state economy grew by 17% between 2006 and 2015, state expenditures grew by 49%.

Susan Bransfield, First Selectwoman of Portland and CCM President, spoke at the late January news conference presenting the report at the Keeney Memorial Cultural Center in Wethersfield.

Connecticut local governments are not as large as other states. In 2015, state and local government employment as a percentage of private sector employment ranked 41st compared to other states. Excluding education, local general government expenditures in Connecticut rank 50th out of all states, as a percentage of total taxable resources. Local education spending ranks 25th. State and federal payments to local governments are lower in Connecticut than in most other states. Connecticut stands at a crossroads. For over a decade prior to the Great Recession, governments in the state benefited from a strong economy and stable revenues. But this stability has depended crucially on the local property tax and reliable and adequate state aid. The lack of diversity in revenue sources and uncertainty at the state level are now eroding the capacity of local governments to meet their obligations to the public. And here are the views of some other municipal officials who worked on the report: “This report represents a notable departure from all CCM has done before – its provisions would make new

revenue available to towns and cities where there were few or no options for that revenue before,” New Haven Mayor Toni N. Harp said. “As it stands, Connecticut municipalities have only one revenue tool available to them – the property tax – and it is an exceptionally regressive tax. Towns and cities need additional options to underwrite the necessary services they provide.” Mark Boughton, Mayor of Danbury said, “I have no interest in raising taxes. What I like about this report are two things: it’s different, and if we’re able to turn some of these ideas into laws I believe we’ll be able to help reduce property taxes at the local level. I look forward to participating in a robust, very public debate about the ideas included in this document.” “These initiatives are clearly different,” noted Deb Hinchey, Mayor of Norwich. “They would break the mold and reset the relationship between the state and local governments. They are long overdue.” “The detailed proposals clearly show that town and city leaders can think outside the box and offer real changes that will benefit Connecticut taxpayers across the state,” John Elsesser, Town Manager of Coventry, emphasized. FEBRUARY 2017 | CONNECTICUT TOWN & CITY | 7

Positive Impact

Legislative changes to workers’ compensation reaping benefits across Connecticut By Cathy Osten, State Senator and First Selectman of Sprague

hanks to a 2014 legislative change in the way that Connecticut sets its workers’ compensation service and health care payments, businesses and municipalities across our state have saved tens of millions of dollars in workers’ compensation costs over the last few years. Now these savings are poised to grow even bigger. Public Act 14-167 – which was improved by the legislature again just one year later with Public Act 15-5 – changed the default pay rate for workers’ compensation-related services at hospitals and replaced it with a Medicare-based formula. Yet even as hundreds of businesses across Connecticut reap the rewards of those changes, there is more good news on the horizon. The state Insurance Department is now poised to approve the National Council on Compensation Insurance’s request to reduce voluntary loss cost and assigned risk rate filing. This approval will reduce current voluntary loss costs by 10.9%, and reduce the current assigned risk rate level by 10.9%. Those are the biggest such rate drops of any state in America over the past three months. As the daughter of parents who grew up running two restaurants, and as the first selectman of a small town, and as a state senator who is committed to business growth and job growth in Connecticut, that is fantastic news. My experience as a small-business employee, as the CEO of a municipality, and as a state senator have shown me the wisdom of paying attention to and celebrating small but important changes in the sometimes byzantine world of workers’ compensation law. Let’s go back to that 2014 workers’ compensation legislation for a moment, or even to 2012, when small business owners and municipalities complained to me about a 2012 court ruling that reaffirmed a hospital’s right to charge outrageous, expensive fees in workers’ comp cases. I had to act. Prior to that 2014 change in state law, an insurer was required to pay a hospital for the “actual cost” of treating an injured worker, and the insurer paid using that hospital’s own “master charge list” for the cost of various treatments. In reality, employers, insurers, and the hospital generally negotiate discounted rates for hospital services. If they don’t negotiate, the business or insurer has to pay the hospital’s billed rate. 8 | CONNECTICUT TOWN & CITY | FEBRUARY 2017

“Good legislation is built through communication, and we are seeing the positive impact that can have in our state.” — Sen. Cathy Osten

The law I helped put into place in 2014 requires the State Workers’ Compensation Commission to consult with employers and their insurance carriers, with self-insured employers, with hospitals, with ambulatory surgical centers, with third-party reimbursement organizations, and others to negotiate a new fee schedule: the result was establishing and publishing Medicare-based formulas for determining pay rates for workers’ compensation-related services at hospitals. That’s a fancy way of saying you just saved a bunch of money on your worker’s comp costs. So let’s put tomorrow’s good news in its proper, larger context: These ongoing decreases in workers’ compensation costs in Connecticut are a testament to the fact that the legislature has been and continues to be a partner with private-sector businesses in improving workplace safety and reducing accidents in the workplace. That saves business owners money on their workers’ comp insurance premiums. The pro-business changes to how costs are assigned in Connecticut are having a clear impact on the bottom line for businesses and municipalities, and that will continue to save the private and public sector millions of dollars on workers’ compensation costs.

But I have to caution you that these savings aren’t automatic; I believe very firmly that businesses should avail themselves of their option – their responsibility! – to shop around for the best workers’ compensation insurance policy they can afford which reflects these new rate standards. Insurance companies won’t necessarily volunteer to business owners that they’re overcharging them now that the voluntary loss cost and assigned risk rates have changed, because that would decrease their profit margins. But companies and municipalities must now seek the best deals possible; that will force the workers’ compensation insurance marketplace to respond with lower prices. These savings will continue to benefit the business community and municipal agencies. Good legislation is built through communication, and we are seeing the positive impact that can have in our state.

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NLC’s Congressional City Conference March 11-15, 2017, Washington, D.C.

he National League of Cities’ (NLC) annual Congressional City Conference is the go-to advocacy event for local leaders to learn about the important and emerging issues for towns and cities and gain the perspective of members of Congress, Administration officials, and other experts on government policy. The conference brings together more than 1,000 elected and appointed municipal leaders to focus on the federal issues that are important to local governments. At the conference in March, municipal leaders from across the country will join together to advocate for the priorities of towns and cities in Washington. With new faces in the White House and on Capitol Hill, this year it will be more important than ever to present and discuss the issues that are vital to our communities.

will also have designated time to visit your congressional delegation on Capitol Hill and the opportunity to share insights with members of Congress, the White House, and federal agency representatives. The conference will include sessions and learning opportunities providing tangible takeaways to bring back home on a variety of topics including: • Energy and climate under the new Administration • Economic mobility and opportunity • Future of policing • Affordable Care Act • Judicial updates • Federal advocacy training

Attendees will learn about the priority issues being discussed during the first 100 days of the Administration and Congress and will hear directly from policy makers and thought leaders on the issues that matter as we transition to the newly-elected government.

• Water infrastructure

You will also get up to speed on the federal policies that affect towns and cities, the latest funding opportunities and emerging best practices relating to infrastructure, public safety, community resilience, and federal regulations.

• Tax reform and bonds

During the 2017 Congressional City Conference, you 10 | CONNECTICUT TOWN & CITY | FEBRUARY 2017

• Immigration reform and integration • Innovative pathways to digital inclusion • Primer on public-private partnerships • Broadband and infrastructure • Workforce and city economies • Future of transportation Registration info: nlc.org

CCM Freezes Member Dues Again Once again, even more value from your CCM membership!

or the seventh year out of the last eight, CCM is freezing membership dues at the current level for the next fiscal year so CCM members will once again have a zero percent increase in their annual dues. In the memo sent in January to member CEOs and finance directors, Joe DeLong, CCM Executive Director and Ron Thomas, CCM Deputy Director, said: “CCM members will (again) see NO CCM DUES INCREASE FOR FY 201718. The dues amount you are paying CCM for this fiscal year will remain the same for the next fiscal year. CCM is taking this action to continue to be very sensitive to the fiscal challenges facing our towns and cities. This also will mark the seventh year out of the last eight that CCM members have had a zero percent increase in their annual dues. “With the continuing severity of the

state’s fiscal condition, now more than ever the power of our collective is of paramount importance. Towns and cities must stick together under the CCM banner to present a unified message on behalf of Connecticut local governments. “CCM is the state’s largest nonpartisan organization of municipal leaders, representing towns and cities of all sizes from all corners of the state, with 163 member-municipalities of the 169 towns and cities in our state. We come together for one common mission – to improve everyday life for every resident of Connecticut. “CCM’s unparalleled services — from our top-flight, effective advocacy and invaluable research and information services, to our free training, energy savings, drug testing, labor relations, discount prescription drug program, grant finder service, bank card services,

telecom cost reduction, and much more to come — ensure a return on your investment that far and away exceeds your CCM member dues. “On behalf of all of us at CCM, we look forward to working hard on your behalf in 2017 to protect the interests of your local government and your taxpayers.”

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Putting Data Technology To Work

CCM and CRCOG collaborate on revamped Municipal Salary Survey

CM has partnered with the Capitol Region Council of Governments (CRCOG) for the development of an expanded Municipal Salary Survey, a new initiative that builds on CCM’s longstanding Annual Salary Survey. The two organizations have collaborated over the past several months to develop an online survey that is more in-depth and comprehensive than in prior years. The 2016-2017 Municipal Salary Survey features an online data-entry system, expanded reporting capabilities, and allows towns to benchmark themselves against neighboring and peer communities. The new survey tool has been rolled out to all municipalities across the state. CCM conducted several webinar training sessions to walk attendees through inputting and extracting salary information. During the initial data entry phase, municipal officials only had the ability to input, review, and submit their salary information. Access to statewide data and the system’s reporting functionality

was rolled out in late fall. Report-generating training sessions were held in January. The CRCOG-CCM Salary Survey partnership was funded with a state Regional Performance Incentive Program Grant as a human resources best practices project. CRCOG officials said rather than start from scratch, it made sense to build on CCM’s existing survey. The partnership is outlined in a memorandum of understanding and includes nine pilot towns: • Columbia • Danbury • Hebron • Manchester • Milford • Pomfret • Southington • South Windsor • Windsor Locks The pilot towns were designed to be diverse in both geographic loca-

Meeting Of Minds

tion and size and the data collected by the new survey “will be an extensive system with an expanded data set from what has been collected in the past,” officials said. New, expanded, online offerings for 2016-2017 and beyond will eventually establish a clearinghouse that will include model documents, job descriptions, personnel manuals, and human resources checklists. 2016-17 Salary Survey Data will include: • Municipal Organizational Chart (to be uploaded as a pdf) • Job Descriptions (to be uploaded as a pdf) • Staffing Information (FTE, FT, PT) • Pension Information (vesting schedules, employee and employer contributions, benefit formulas) • Position-Specific Data (hours worked per week, union status, OT exemption status, date of hire or years of service, years of relevant experience, salary ranges and actual salaries, and additional compensation/stipends)

CCM hosts municipal associations meeting to coordinate legislative priorities CCM again convened its annual major coordinating meeting in mid-January with more than 15 key representatives of municipal associations from across the range of town-hall department directors, as well as key organizations representing boards of education. This year’s meeting was hosted by the town of Wethersfield and held in their council chamber. The intent of the meeting was to share and discuss each organization’s legislative agenda for the 2017 General Assembly session and to ensure a coordinated effort – led by CCM as the umbrella organization on advocacy for all the groups. Organizations that participated were the CT Association of Boards of Education, CT Town and City Management Association, CT Town Clerks Association, CT Association of Conservation & Inland Wetlands Commissions, CT Association of Municipal Attorneys, CT Economic Development Association, CT Association of Town and City Planners, and the CT Fire Marshals’ Association. 12 | CONNECTICUT TOWN & CITY | FEBRUARY 2017

Emergency Management Symposium

ach year CCM co-sponsors the Symposium, a much-anticipated event that attracts hundreds of local public safety officials and others responsible for responding to mass emergencies. And each year it is the biggest, the best, and the only statewide municipal government public safety event that offers a full day of informative workshops, interactive discussions, networking opportunities, and dozens of vendors showcasing the latest products and services at the allday trade show.

Past symposiums have explored the lessons learned from floods, hurricanes, blizzards, and a train derailment – and heard first-hand accounts from responders to the Boston Marathon bombings, comprehensive community planning from FEMA, briefings on critical infrastructure protection, cyber-security, school security, and FIRST NET, the nationwide interoperable broadband network. The 12th Annual Connecticut Emergency Management Symposium is Tuesday, April 25, 2017 at the Radisson Hotel in Cromwell.

But what makes it a can’t miss Co-sponsored by CCM, the CT event is what’s new each year – Division of Emergency Managea day devoted to cutting edge ment and Homeland Security information, technologies, best and the CT Department of Public practices, and strategies, all FREE • SAVE THE DATE! Health, the day-long event grows explored through workshops and larger each year and is FREE presentations at the top clearfor municipal, local, and state inghouse in the state for informaofficials! tion, technology, and first-hand Registration info: www.ccm-ct.org/2017-EMS shared knowledge about emergency preparedness and Exhibitor info: www.ccm-ct.org/2017-ems-exhibitorinfo response.

Tuesday, April 25, 2017

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Since 1966

CCM 2016 Annual Report Building on our successes together

ometimes you need to look back to realize just how far you’ve come. As CCM embarks on our next 50 years, our mantra “Collaborating for the Common Good” has never been more important. CCM’s first annual report offers a comprehensive look at the partnerships, programs, and goals that we strive every day to achieve in order to best serve each of our towns and cities and ultimately the state of Connecticut. For our record-high of 163 members, 2016 underscored the successful accomplishments as well as the work still ahead. Here are just some of the successes included in the report – touchstones that we can reflect upon and know with confidence that we are headed in the right direction.

The State Budget Towns and cities received more state aid in FY 17 than in FY 16, despite the fact the state was staring at a $1.3 billion deficit at the start of the 2016 legislative session. Additionally, CCM’s advocacy helped prevent the enactment of costly unfunded state mandates. The organization provided town-by-town budget information on various proposals and analyzed all caucus budget plans for their impact on property taxpayers.

Legislative Review CCM reviewed more than 1,000 pieces of proposed legislation and 960 amendments to determine their potential impact on municipalities. We monitored 432 individual pieces of legislation and 114 committee bills, offering testimony on many of them. We kept members updated throughout the process, providing more than 70 notices and alerts on particular bills, upcoming hearings, and other action items of significant interest to our members. 14 | CONNECTICUT TOWN & CITY | FEBRUARY 2017

Research You asked and CCM delivered. In 2016, we completed more than 700 requests for information from municipal officials. Our research services were shared with 127 towns and cities. We worked hard to make access to that data as easy as possible. For example, CCM developed an electronic online version of the Municipal Salary Survey in partnership with the Capital Region Council of Governments (CROG).

Intervention We’ve got your back! CCM intervened on critical non-legislative issues, such as the proposed MS4 permit, the siting of small cell wireless antennas, and school construction. We also provided amicus briefs on cases that had an impact on member towns, such as West Hartford v. Walgreens.

COG Partnerships CCM’s advocacy staff members actively participated in monthly meetings of all nine regional councils of governments to ensure that our efforts are coordinated and that we fully understand our members’ relationships with their respective COG. CCM staff served as town liaisons for 65 members.

Communications We’re listening and also getting the word out! In 2016, our 12 Town Liaisons visited municipal officials in all 163 member towns and cities. Many of those meetings were followed by meetings with town councils, boards of selectmen, and boards of finance. Our communications staff issued more than 40 press releases on CCM programs and initiatives. We traveled around the state meeting with 14 editorial boards of some of Connecti-

cut’s largest news organizations. We used an effective combination of public affairs programs, social media, and mainstream media to amplify our message, and we unveiled our new logo and motto, “Collaborating for the Common Good.” A special logo was designed to highlight CCM’s 50th anniversary.

Municipal Training Our Member Services staff organized and conducted training programs for nearly 1,500 municipal leaders, an increase of nearly 200 people from the year before. We held more than 40 workshops and nearly 1,000 municipal officials attended the CCM Annual Convention.

Discount Prescriptions This popular program continued to provide real relief for the bottom line for thousands of citizens in member towns. From 2012 through 2016, CCM has processed more than 180,000 prescriptions for residents in 128 towns. That amounted to a savings of more than $9.2 million, nearly a 50 percent savings for participants.

What’s New! In 2016, CCM provided several new programs for members. They included GrantFinder, a cost-effective, comprehensive grant-searching tool; BankCard Services, a low-cost merchant service that offers secure, fast, and affordable payment solutions; and Schooley Mitchell, a telecom consultant that helps members save money on local service, wireless, long distance, data connectivity, and the Internet.

What’s Next? With solid membership, collaboration, effective communication, and a commitment for the common good, we know we can and will make a difference for our towns and cities. The path forward is promising indeed.

More Information The full report can be downloaded as a PDF at: http://bit.ly/2l8iNM2 Or read the browser and mobile friendly version at: http://bit.ly/2l11cTO

FEBRUARY 2017 | CONNECTICUT TOWN & CITY | 15

Member Services

CCM consulting firms BankCard Services and Schooley Mitchell saving towns money wo programs launched by CCM in October 2015 to help towns save money on merchant services and telecom services are achieving significant results in 2016.

than they should be for telecom services. Now towns can make sure they’re not paying more than necessary for telecom expenses through the CCM partnership with Schooley Mitchell.

BankCard Services is a leading provider of low-cost merchant services specializing in secure, fast, and affordable payment solutions. Committed to timely customer service, Bankcard Services helps member municipalities process credit card payments faster, easier, and more safely.

In business since 1980, Schooley Mitchell has reduced their clients’ expenses by 28 percent on average by analyzing clients’ current telecom services and expenses and recommending cost-saving solutions. And if you don’t save, you don’t spend because the analysis is provided on a contingency basis.

Towns that have not upgraded to the latest technology terminals can also leverage Bankcard program experts to help transition their payment terminals to EMV/chip terminals for optimal service and security.

Both Canterbury and East Hampton worked with Schooley Mitchell last year regarding their telecommunications needs. First Selectman Roy Piper said the town of Canterbury reached out to Schooley Mitchell to conduct “an analysis of our current phone system to determine if we could reduce the number of copper telephone lines coming into Town Hall in an effort to reduce overall costs.”

Madison utilized BankCard Services during 2016 and gave them two thumbs up. “We were very pleased with the service that BankCard Services provided. After a long search and many meetings with other possible vendors, Deborah Winick, Consultant, was able to simplify the process and make it work for the town of Madison,” said Stacy S. Nobitz, CPA, Director of Finance, town of Madison and Madison Public Schools. For the second program, CCM partnered with Schooley Mitchell, the largest independent telecom consulting organization in North America, to provide member towns expertise in all areas of telecom including review of local service, wireless, long distance, data connectivity, Internet, and conferences. Data shows that most organizations are billed more

Piper said Schooley Mitchell did a thorough telecom evaluation and recommended switching most of the telephone lines to Internet-based Voice Over Internet Protocol (VOIP) lines. This technology allows you to make voice calls using a broadband Internet connection instead of a phone line. The 17 lines into the town hall were reduced to 3 and the other 14 were switched to the IP infrastructure. “It definitely cut our phone expenses,” Piper said. “In the Town Hall alone, we will save about $3,000 per year over the next three years and the new system is working great.”

“In the Town Hall alone, we will save about $3,000 per year over the next three years and the new system is working great.” — Roy Piper, First Selectman of Canterbury

16 | CONNECTICUT TOWN & CITY | FEBRUARY 2017

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FEBRUARY 2017 | CONNECTICUT TOWN & CITY | 17

Point / Counterpoint Issue: Regionalism

Inter-municipal service sharing can save cost and improve service quality By Carl Amento, Executive Director, South Central CT Regional Council of Governments

“G

oing it alone” no longer is a viable option for most of Connecticut’s 169 municipalities. Connecticut municipalities have only one revenue stream — the local property tax — to fund essential services such as police, fire, and public works. This leaves municipalities dependent upon highly variable, and even uncertain, state funding. Without counties, Connecticut has come to rely upon its nine Councils of Governments for finding and implementing collaborative arrangements for sharing services on a multi-town basis. The multiplicity of small governments in Connecticut can be a problem, but it can also be an undeniable benefit. Small units of government are close and responsive to their citizens. They represent democratic governance and authentic communities. However, they can be terribly inefficient and duplicative. The challenge is finding efficiencies and cost-savings without losing the quality of life and small-scale governance that so often characterizes our towns and cities. What we have learned from seeking shared services opportunities is that one size does not fit all, and that all services are not amenable to sharing. We must determine what is the “right size” for any given municipal service. Services whose costs are “labor intensive” are not good candidates for service sharing, because no economy of scale results from the combination. Services which directly touch local citizens are also often not good candidates for sharing. Maintaining the personal touch and the small scale are desirable features of our local government. That is why “back office 18 | CONNECTICUT TOWN & CITY | FEBRUARY 2017

operations” are such good candidates for service sharing. They make the internal administration of government work more efficiently and more cost-effectively without affecting the citizen experience. The Capital Region Council of Governments (CRCOG) has taken the lead in piloting shared services projects for municipal back office functions. CRCOG also operates the Capital Region Purchasing Council which our COG, the South Central Regional Council of Governments (SCRCOG), joined as a region on behalf of our 15 towns, and the municipal savings have been spectacular. SCRCOG’s successful back office regional collaborations have included a high level Geographic Information System (GIS) and a road condition and sign inventory database for all of our member municipalities. Other lessons learned in our work on promoting and implementing shared service initiatives are: The best candidates for sharing of services involve multitown implementation of new technology. In addition to deploying these in the back office, citizen-facing software applications such as online permitting, and citizen relations management tools like SeeClickFix, make citizen interaction with local government more convenient. While assisting our municipalities to share services is a fruitful area for producing cost savings and better quality services, probably the greatest opportunity for cost savings from sharing of services exists between town governments and their boards of education. COGs are well-positioned to become convenors of, and service providers to, our member municipalities. However, COGs will need greater resources, technical assistance, and support. We are grateful to the Connecticut Conference of Municipalities for stepping up to facilitate this important work.

Regionalism — for sure, but frustrations persist By Ralph Eno, First Selectman of Lyme

egionalism is a term state officials and newspaper editorial page directors love to bandy about as a panacea for solving the state’s budget woes. For the last several years, suburban and small town mayors and first selectmen have been cast as unresponsive villains more interested in protecting our individual “fiefdoms” than initiating collaborative endeavors across municipal boundary lines to save taxpayers money. The frustration from my perspective is that, as this discussion has evolved, municipalities’ myriad regional initiatives across the state have never been sufficiently acknowledged while cost saving measures we would like to put in place, but require state approvals, languish at the capitol. For example, many communities would like to merge their Public Safety Answering Points, or PSAPS which provide emergency 911 coverage. Consolidation would definitely provide significant savings, but without the legislatures help in dealing with multiple existing collective bargaining agreements which present a significant impediment, the process is difficult if not impossible. As of this moment, there is no tangible relief in sight from the Capitol. Let me take this opportunity to provide a partial list of a number of regional services municipalities offer not only to save money, but also deliver them in a more effective fashion than if they were to be undertaken on a town by town basis. We operate multi-town transit districts, regional health districts (which the Department of Health proposes to dissolve to form much larger operating areas at greater cost), household hazardous waste disposal facilities, regional senior centers whose services include congregate meals, medical transport and wellness programs among many others, regional GIS mapping, and perhaps most important of all, regional school districts. What makes these and most other regional programs successful is that they were developed at the grassroots level. Local officials identified particular needs, worked with colleagues in surrounding communities, or their councils of government to create and fund programs to address them, while fostering buy-in by local taxpayers whose support is crucial to maintaining same. This is not necessarily the case when regional solutions for providing services are imposed from the top down in the form of state mandates. The probate court consolidation imposed during the Rell Administra-

tion offers a telling example. Expanded districts were created and small, local courts disbanded. Now, we hear that there may not be adequate funding in hand to support this new model which will most likely result in increased fees imposed on clients needing court services. It is not clear at this point as to whether municipalities in these consolidated districts will be liable for a share of these costs as well. Hypothetically, the regionalism concept seems to present a compelling categorical truth: combining municipal services across town lines will generate significant savings as well as enhance delivery. However, when examined in greater depth, this hypothesis does not always hold true. Steven Lanza, an economics professor at the University of Connecticut and former Executive Editor of The Connecticut Economy, which is no longer in publication, created two models to examine the cost of providing services in the state’s 169 towns and cities. His analysis appeared in the publication’s summer 2008 edition and was entitled “Town Government: Is Bigger Better, or Is Small Beautiful.” The empirical data resulting from his models indicated that “municipal consolidation or other service-sharing plans offer no silver bullet for the problem of costly local public services.” He further notes that public service consolidation “doesn’t appear to offer the same economies of scale for public works, safety, and other services that it does for education.” In other words, public education may be the only opportunity for achieving meaningful regional economies of any consequence. He concludes however that we should continue to look for opportunities and take advantage of them when they present themselves, Finally, a cautionary note. Any progress that may have been made during the past few years to foster more regional cooperation, including the merging/ consolidation of the state’s planning regions to form larger councils of government could be in jeopardy if a legislative initiative granting larger member towns a disproportionate, weighted vote comes to fruition. Such an action most assuredly would severely diminish the possibilities for any more regional cooperation. Also of increasing concern is the notion that regionalization may become a policy tool employed to assist Connecticut’s large cities which are all experiencing critical levels of economic distress. The concept of diverting suburban and small town revenues in some fashion to stabilize our urban areas may be the only solution as the state simply does not have the resources given its own fiscal woes. Such an approach warrants careful analysis and a buy-in from all parties or “regionalism” will take a public relations hit from which it likely may not recover. FEBRUARY 2017 | CONNECTICUT TOWN & CITY | 19

Team Players

CCM introduces new employees: Advocacy Manager, Events Administrator

CM is pleased to introduce two of our newest team players who have hit the ground running to serve our members. Donna Hamzy, our new Advocacy Manager, is a familiar face whom we are delighted to welcome back. Jennifer Cruz has joined CCM as our new Education and Events Program Administrator, bringing a wealth of experience and award-winning work.

Donna first joined CCM in 2007 as a Legislative Associate and helped provide thorough, detailed work — analyzing statutes and reports, tracking legislation, and preparing and delivering testimony. Since her departure in 2012, she continued to advance her career in governmental policy analysis and public relations. Donna’s most recent position was Government and External Relations Manager for Frontier Communications, Inc. Now as CCM’s Advocacy Manager, Donna brings veteran experience in her role as a senior lobbyist where she assists in planning, developing, and managing our annual state legislative programs and strategies. She will represent CCM before the state legislature and the executive branch agencies by direct one-on-one lobbying and bill analysis. The committees that she will closely follow are: Appropriations, Judiciary, Govern-

ment Administration & Elections, General Law, Public Safety, and Public Health. Donna, a resident of Farmington, received a Bachelor of Liberal Arts degree in Political Science from the University of Connecticut. As CCM’s new Education & Events Program Administrator, Jennifer Cruz has more than 20 years of event and project management experience. Prior to joining CCM, Jennifer was Project Manager for Villwell Builders. Jennifer also held the position of Director of Industry Development/ Event Planning for Reed Exhibitions and Event Manager for Urban Expositions. Jennifer will design, orchestrate, and implement educational training programs for CCM members. You can expect to hear from Jennifer because she will be surveying members to determine what specific topics or needs would be of value for workshops or other educational events. She’ll also make sure that members have access to a library of subject matter information. Jennifer earned her B.A. in Communication from Western Connecticut State University.

MUNICIPAL CONSULTING SERVICE Because experience & integrity count.

MCS services are provided by highly qualified consultants with a variety of experience working with and for local governments and school districts.

MCS assists CCM members, their school districts and local public agencies with a full complement of essential services, including:

Grant writing and researching • RFP drafting • Project management Operational reviews • Change implementation • Organizational studies Strategic planning • Finance and budgeting • Purchasing Facilities management • Temporary staffing Contact Andy Merola: 203 498-3056, or amerola@ccm-ct.org for additional information. 20 | CONNECTICUT TOWN & CITY | FEBRUARY 2017

CIRMA

“We Are CIRMA” 2017 Annual Meeting of Members

t its 36th Annual Meeting of Members on January 27th, CIRMA celebrated the unique partnership between CIRMA members, staff, business partners, and strategic alliances that enable CIRMA to deliver outstanding value to its members’ communities. The event capped a successful year of increased financial strength, organizational growth, and risk management achievements by its members.

Financial Strength

Lower rates, long-term stability One of many highlights was the announcement of a reduction in aggregate rate need for 2017-18. Aggregate rate need for the Workers’ Compensation pool is -2.1% and for the Liability-Auto-Property pool -1.1%. The reduction in rates in today’s volatile business environment is a testament to CIRMA members’ risk management programs and CIRMA’s operational excellence and expert financial management.

The event’s keynote speaker, Daniel Smereck, Managing Director of Strategic Asset Alliance (SAA), CIRMA’s asset management partner, described their role in providing strategic guidance for managing CIRMA’s in partnership assets and he discussed changes taking place in today’s business members, CIRMA and social environment. As in previous years, CIRMA hosted important role by two seminars on emerging risk management topics that were our communities presented by strategic partners.

“2015-16 was a year of tremendous accomplishment and progress for CIRMA. None of CIRMA’s achievements would have been possible without the engagement of all of our stakeholders,” said David Demchak, “By working CIRMA President and Chief Executive Officer.

with our

CIRMA’s achievements were plays an many: new highs were reached in Premiums of $94 Million, helping Members’ Equity of $115 Million, and Total Assets of become better places to live Member Owned and $344 Million. A full 100% of Governed CIRMA members renewed for and work in. 2017-18, and, with the addition At the heart of the CIRMA orgaof new members, CIRMA’s Together, we are CIRMA.” nization is its Board of Directors, membership reached a new elected solely from CIRMA memhigh of 396 members for 2016- - David Demchak, President & CEO, CIRMA bership during the Annual Meet17. CIRMA members ‘took the ing. New to the Board for 2017 are stage’ in a video presentation Jayme J. Stevenson, First Selectthat described the value they experience through their man of Darien, and Marcia A. Leclerc, Mayor of East CIRMA membership. Hartford. The business meeting included the presentaMr. Demchak reported that all of CIRMA’s core operations have successfully completed major initiatives to provide members with innovative coverage programs, expert claims management, and impactful risk management services.

Barbara Henry, Chairman of the Board, presented the nominations for CIRMA’s 2017 Board of Directors.

tion of the Excellence in Risk Management Awards for 2017 (see following article.)

The 2017 Annual Meeting of Members showcased how CIRMA works in partnership to help its members build better communities.

Over 230 member municipal and school leaders and CIRMA business partners attended the Annual meeting and seminars.

David Demchak, President & CEO, reported on the year’s success.

FEBRUARY 2017 | CONNECTICUT TOWN & CITY | 21

CIRMA

CIRMA Presents the Excellence in Risk Management Awards, 2017 CIRMA members’ thirty-six years of risk management achievements have played a major part in creating the financially strong, stable, and innovative organization that CIRMA is today. This year, CIRMA reinvented the way it honors the risk management successes of its members with its new Excellence in Risk Management Awards program. “CIRMA’s new Excellence in Risk Management Awards program honors excellence. The four recipients achieved outstanding savings and improvements for their communities through their risk management initiatives,” said David Demchak, CIRMA President & Chief Executive Officer. The four recipients for 2017 are: Southington - Substantial Impact on Loss Cost Factors Westport Police Department - New and Innovative Risk Management Initiatives Vernon and Vernon Public Schools - Sustained Risk Management Programs

New Fairfield Public Schools - Establishing Risk Management as an Organizational Priority

Expertise at your fingertips— CIRMA’s Employment Practices Liability Helpline Program Staying current and informed on the latest trends and best practices in employment law is more important than ever for Connecticut’s municipal and public school leaders. With employment law changing rapidly and budgets getting tighter, CIRMA’s Employment Practices Liability (EPL) Helpline program provides CIRMA Liability-Auto-Property members a fast, free resource for expert legal advice on matters relating to employment law. Considering a change in promotion practices? CIRMA’s EPL Helpline attorneys provide expert advice on changes to municipal or school hiring, promotion, and termination policies, as well as compliance areas, including wage and hour law, Americans with Disabilities Act, and CHRO. Facing an employee complaint? The Helpline can provide immediate legal guidance on harassment, discrimination, retaliation, and discipline issues. Or getting ready to negotiate labor contracts? The Helpline offers guidance on union and labor relations issues.

News & Alerts CIRMA LAP members’ municipal and school leaders receive bi-weekly updates on employment law through Employment Practices Liability (EPL) Helpline News & Alerts subscription. With timely articles and webinars on the latest trends in employment law, CIRMA’s EPL program is an invaluable resource for CIRMA LAP members.

22 | CONNECTICUT TOWN & CITY | FEBRUARY 2017

CIRMA A partnership that delivers long-term stability for Connecticut’s municipalities and public schools.

Liability-Auto-Property

Workers’ Compensation

Outstanding rate stability year after year!

2011-12

2012-13

2013-14

2014-15

2015-16

2016-17

2017-18

CIRMA’s financial strength delivers outstanding rate stability and value for Connecticut’s municipalities and public schools. Our aggregate rate need for 2017-18 is -2.1% for the Workers’ Compensation pool and -1.1% for the Liability-Auto-Property pool. Contact your CIRMA Underwriter for more information. www.CIRMA.org | 203.946.3700

CIVIC AMENITIES

Knock On Wood

Free trees are enhancing New Haven neighborhoods

ome this spring, there will be new bursts of color along some New Haven streets as newly planted trees begin to blossom.

Urban Tree Canopy Neighborhood Metrics for New Haven, CT West Rock Ridge State Park

The city of New Haven is turning to trees to enhance its neighborhoods and improve the ecosystem by offering free tree plantings to homeowners. The city is working with the Urban Resource Initiative (URI) and has allocated $20,000 in FY 2016-17 for tree planting.

North Haven

Amity 40%

“Tree cover comes with different associated environmental and economic benefits,” URI Director Colleen Murphy-Dunning said. Those benefits include reducing energy costs by providing shade, increasing property values, soaking up pollution, and providing a home for birds and other animals. The free trees do come with one condition, however. The property owners have to promise to water them. Organizers provide pamphlets that advise on best practices for watering and weeding. Due to the drought, experts say the young trees need at least 10 gallons of water per week and mulching can help maintain moisture in the soil. 24 | CONNECTICUT TOWN & CITY | FEBRUARY 2017

Beaver Newhallville Prospect Hill 38% Hills 41% 40%

Westville 55%

“The return on this investment is beautiful, tree-lined streets, glorious city parks, and repeated recognition by the Connecticut Audubon Society and other environmental advocates for providing welcoming wildlife habitat,” Mayor Toni Harp said. URI planted 330 trees this past fall. They were provided to homeowners or businesses who requested them. at no cost. The goal was to plant the trees in areas that have less tree cover than others, say program organizers. The group aims to plant more than 550 trees by the end of this spring.

West Rock 64%

New Haven

Edgewood 42% West River 29%

Dixwell 28% Dwight 23%

Hill 23%

Downtown 20% Wooster Sq/ Mill River 23%

Long Wharf 6%

Quinnipiac Meadows 32%

East Rock 43% Fair Haven 23%

Fair Haven Heights 57%

Annex 29%

Existing UTC Orange

East Haven

6.5% - 10% West Haven 10.1% - 20%

East Shore 37%

20.1% - 30% 30.1% - 40% 40.1% - 50% 50.1% - 60% 60.1% - 70%

0.45

0.9

1.8 Miles

UTC: Urban tree canopy (UTC) is the layer of leaves, branches, and stems of trees that cover the ground when viewed from above. Existing UTC: The amount of urban tree canopy present when viewed from above using aerial or satellite imagery. Impervious Possible UTC: Asphalt or concrete surfaces, excluding roads and buildings, Milford Milford that city city are theoretically available for the establish-ment of tree canopy. (balance) (balance) Vegetated Possible UTC: Grass or shrub area that is theoretically available for the establishment of tree canopy. Woodmont Woodmont Total Possible UTC: The combination of Vegetated Possible and Impervious Possible

Map prepared by Stacey D. Maples of the Yale University Map Department for The Urban Resources Initiative at The Hixon Center for Urban Ecology. Data Sources:Keith Pelletier & Jarlath O’NeilDunne / Spatial Analysis Laboratory Rubenstein School of the Environment & Natural Resources, University of Vermont

“The trouble with newly planted trees is a less-advanced root system,” said Chris Donnelly, an urban forester for the state. “They need their roots watered.” Every tree planted by URI is tagged with a GPS, so the group can monitor its progress.

Rails To Trails

CIVIC AMENITIES

Pomfret to Putnam connector to get major upgrades

n old rail line converted to a hiking trail is getting a makeover, now that the town of Pomfret has applied to the state Department of Transportation (DOT) for a federal Transportation Alternatives Program (TAP) grant to upgrade the portion of the Air Line Trail that connects the towns of Pomfret and Putnam. The trail runs along the old railroad line that used to connect Boston to New York City. Twenty-one miles of it stretches from Windham to Putnam, all part of the East Coast Greenway. The project includes the construction of two pedestrian bridges and three culverts along the trail at a cost estimated at $5.5 million. The pedestrian bridges include a 100-foot span over Routes 169 and 44 at the old train depot and another near the Audubon Center. Three box culverts along the trail are also part of the work. Proponents say improved safety and usability of the trail represent just a couple of the project’s benefits — they also believe the

improvements will attract more people to the area. “Data supports the fact that when the trail is improved more people use it,” First Selectman Craig Baldwin said. “It’s likely more residents will use the trail and there will be an increase in tourism.” The Northeastern Connecticut Council of Governments is unanimously supporting the project and NECCOG Executive Director John Filchak said, “Where the trail has been finished or upgraded there has been an uptick in tourism. This will help us draw more people to northeastern Connecticut.” TAP funds are federal funds administered by DOT, used for the creation and improvement of transportation alternatives, including on- and off-road pedestrian and bicycle pathways, recreational trails, and community improvement activities. “I think it’s fair to say the state is pretty keen on this project,” Filchak added.

Oﬀering a dedicated and experienced team to meet the needs of our municipal clients Murtha Cullina is proud to serve as General Counsel to CCM

MUNICIPAL LAW

Kari L. Olson Co-chair kolson@murthalaw.com 860.240.6085 Alfred E. Smith, Jr. Co-chair asmith@murthalaw.com 203.772.7722 GOVERNMENT AFFAIRS

MURTHALAW.COM

Michael J. Martone* mmartone@murthalaw.com 860.240.6109 *Not an attorney

FEBRUARY 2017 | CONNECTICUT TOWN & CITY | 25

CORPORATE CITIZENS Furry Friends

Wilton pet care company helps save pets in home fires

he fidos and felines of the world face a special threat when a house fire breaks out. Pets can’t let themselves out of the house and when first responders arrive, they frequently find animals with symptoms of smoke inhalation and in need of oxygen. In fact, animals are more likely than humans to suffer smoke inhalation because often their owners are not at home and sometimes even when they are, pets will hide because they don’t know that they are supposed to leave the house. First responders have difficulty administering oxygen without specially sized oxygen masks that fit over the animals’ snouts and have often resorted to using Styrofoam cups with a hole poked through the bottom where the oxygen hose can be inserted. Human oxygen masks don’t fit the pointed snouts of most pets and while veterinarians have used pet oxygen masks for years, they are not standard issue for most fire departments. It’s a national problem, with an estimated 150,000 pet deaths in home fires each year, the majority from smoke inhalation. In trying to fix the problem, the firefighters aren’t the only ones to the rescue.

26 | CONNECTICUT TOWN & CITY | FEBRUARY 2017

Wilton-based Canine Company, a provider of pet care products and services, has been donating life-saving pet oxygen masks to fire departments since 2008. In 2016, the company donated 124 pet oxygen masks to 58 fire departments and rescue squads in Connecticut, Massachusetts, New Hampshire, New York, and New Jersey as part of its Canine Saves campaign. Canine Saves coordinator Debra Bennetts said 500 to 600 masks have been donated since 2008 and that “a lot of Connecticut has already been outfitted with the masks, including Wilton.” Cromwell, Danbury, and West Redding’s fire departments received pet oxygen masks from Canine Company last year. The cone-shaped pet oxygen masks fit securely over the animals’ snouts and connect to standard oxygen tanks carried by first responders. Each Canine Saves oxygen mask kit includes three sizes to fit pets of all sizes — from small mammals like rabbits, said Bennetts, to large pets like Great Danes. In addition to pet oxygen masks, Canine Company has provided first responders with more than 2,500 “Pets Inside” decals to distribute to pet owners for placement on the outside of their homes to alert first responders that there are pets inside.

ECONOMIC DEVELOPMENT Milford Seminars Small businesses begin with big dreams “The best time to plant a tree was 20 years ago. The second best time is now.” That advice from an ancient proverb is timeless and speaks to the opportunity awaiting those with an entrepreneurial idea in the city of Milford. For all those budding businessmen and women, now is the time to act on your dream. Milford’s department of Economic and Community Development and the Milford Regional Chamber of Commerce have partnered with the U.S. Small Business Administration (SBA) to offer a free series on small business start-ups. Other partners in this program include the Greater New Haven Score Chapter and the Connecticut Procurement Technical Assistance Program. “Small businesses are the lifeblood of any local community,” Mayor Benjamin Blake said. “This is an incredible opportunity for Milford entrepreneurs to better understand what it takes to be successful.”

Topics range from starting your own business to how to navigate the state and federal bid process. The seminars are designed to help new business owners get off on the right foot and that begins with choosing a business name and finding the most appropriate business model. Participants will learn the importance of a SWOT analysis — a process that identifies strengths, weaknesses, opportunities, and threats. Finding capital is also a critical component and seminar instructors offer pointers on the SBA’s guaranteed loan program and micro loan program as well as other available funding sources. For those who have designs on being a vendor with the state of Connecticut or federal government, an entire seminar is devoted to finding government bids, navigating state and federal contracting websites, and learning about set-aside programs.

YoYo Yum

Downtown New Britain getting a little sweeter this spring

ou scream, I scream, we all scream for…Thai fried ice cream?

YoYo Ice Cream, a Queens, New York-based franchise, has found a niche in New Britain and it’s one that has been vacant for a while. The Planning, Zoning & Housing Committee has unanimously approved a lease agreement that will allow the specialty ice cream store to set up shop in a city-owned building on Main Street that also houses police headquarters. The storefront has been vacant since the police headquarters was built more than four years ago. The city will receive monthly rent of $1,200 the first year and an annual 3 percent increase for the next five years. The ice cream shop has the option to extend the lease to seven years. The construction to get the space ready had been one of the snags over the years in getting a tenant. Bill Carroll, the city’s business development director, said potential occupants did not want to fund the work. But in this case New Britain offered a sweet deal. The city will organize the buildout and fund it with $50,000 in leftover construction bond money. It will be the first Thai fried ice cream shop of its kind in the area. YoYo Ice Cream is also known for smoothies, fruit drinks, and bubble tea. The signature Thai ice cream is made by spreading flavored cream on a flat

surface of minus 10 degrees or colder. When it hardens, the ice cream is made into rolls and coated with a variety of flavors. “It is definitely not your standard ice cream shop and there is virtually no competition for them in the central business district,” Carroll said. The shop is scheduled to open in the spring. FEBRUARY 2017 | CONNECTICUT TOWN & CITY | 27

ECONOMIC DEVELOPMENT

Right Track

West Haven transit-oriented development plans move forward

he city of West Haven has all the ingredients to move forward some economic development goals that center around transportation, people, infrastructure, and governance. With nearly 5,000 residents per acre, West Haven is the fifth densest city in Connecticut behind Bridgeport, Hartford, New Haven, and New Britain. It has the infrastructure in place. There is vacant former industrial space located just blocks from the train station. And now the city has the regulations in place too. West Haven recently passed a transit-oriented development (TOD) regulation that Mayor Ed O’Brien says “will attract much-needed development around our train station.” The new regulation comes just a few months after O’Brien presented the city’s plans to a national forum — the Mayor’s Institute on City Design. The mayor says that provided him with “positive feedback.” “It actually validated that I was on the right track,” O’Brien said. The “track” in question is the Metro-North line that runs through town. The station is near the former Armstrong Rubber Tire Factory. The underused, mostly 28 | CONNECTICUT TOWN & CITY | FEBRUARY 2017

vacant building is also directly across the street from a large supermarket. Proximity to public transportation, amenities such as grocery stores, restaurants, entertainment, and other services are at the heart of TOD projects. That type of development appeals to millennials and empty-nesters who have downsized and who don’t really need or want automobiles. What they desire, planners say, is convenience and an eco-friendly commute. The new regulations provide for more flexible standards and offer different setbacks, unit density per acre, and height limits based on the type of residential dwelling — single- or multi-family or townhouses. The regulations also provide for “Live-Work” spaces, development with businesses downstairs, and housing upstairs, said Assistant City Planner David Killeen. However, one size does not fit all when it comes to TODs, Killeen explained. Development differs from one town to the next. “But the thread that connects all of them is that they’re trying to create an urban, mixed-use village,” he said. And, of course, being on the right track helps.

EDUCATION It’s Cool To Stay In School

New Britain gains national recognition for anti-absenteeism efforts

ew Britain’s crack down on chronic absenteeism has significantly reduced the problem in the city’s schools and the National Association of Chronic Disease Disorders (NACDD) has taken notice. In a recent report linking school attendance and chronic health conditions, New Britain was cited as a district that has undertaken strong measures to combat chronic absenteeism. The NACDD report says the “New Britain School District is an example of a strong district-level effort. The district had a high chronic absenteeism rate of 19.1 percent that exceeded the state rate of 10.7 percent during the 2013-14 school year. Since 2012, the New Britain School District has reduced absenteeism for kindergarten students by approximately 39.7 percent and for kindergarten through Grade 3 students by 44.86 percent.” New Britain has implemented a variety of approaches to the problem including weekly meetings between the city’s attendance director and school-based intervention teams which include school nurses — teams

that are designed to identify student needs and monitor trends and common reasons for absences. In addition, the school district has hired family intervention liaisons to work with school nurses and families of kindergartners in an effort to determine the reasons for a student’s absenteeism and develop a solution. New Britain also provides case management services to students with severe cases of asthma and to help them with issues such as home-based environmental remediation. All in all, it represents a comprehensive and caring effort that has made a difference in the Hardware City. “Community agencies have all come to the table here in New Britain with the sole purpose of doing what’s in the best interest of our children,” School Superintendent Nancy Sarra said. “We have worked hard to implement strategies to reduce chronic absenteeism and the results show that what we are doing is working.” When New Britain was selected in 2016 as one of 10 All-America Cities, one of the reasons was its efforts to make sure kids are at their desks each day.

FEBRUARY 2017 | CONNECTICUT TOWN & CITY | 29

ENVIRONMENT Power Up

Bridgeport microgrid project will “energize” city buildings

ridgeport recently launched a new microgrid project that next summer will start supplying cleaner energy to city hall, police headquarters, and a local senior center.

duce fewer emissions. In addition, the system will give the city the option of expanding in the future to other city buildings like the Margaret E. Morton Government Center and the Fire Headquarters.

When completed the microgrid will provide non-stop, year-round power to the buildings, most of the heating for city hall and police headquarters, and it will also supplement the air conditioning of both structures. As part of the project, the existing buildings will be retrofitted in order to fully utilize the benefits of the new microgrid system.

“This is one of the first steps we as a city are taking to make Bridgeport environmentally conscious,” said Mayor Joseph Ganim. “It is my commitment to reduce our carbon footprint and make Bridgeport one of the leading cities in the country for green energy. Additionally, these generators will bring a reliable energy source that we can depend on when storms hit and power is compromised.”

Microgrids are environmentally friendly because they have higher conversion efficiencies which means they use less fuel and pro-

The new microgrid will be the first system in Connecticut to couple a

new traditional natural gas reciprocating engine generator that can run round the clock in all types of weather with a microgrid distribution system. The microgrid provides fail safe power in the event of a weather or blackout event, providing an operations command center for the city and a place for residents to obtain power for phones, computers, and medical equipment when other power is out. The project was funded with a DEEP grant, State Bond Commission financing, construction financing from First Niagara Bank, and term debt financing from Connecticut Green Bank.

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GOVERNANCE Zero Tolerance

Bridgeport cracking down on cleaning up

esidents in Bridgeport can take their trash to the dump at no cost, but for those individuals who nonetheless unlawfully dispose of refuse, city officials are sending a stern message. “We have zero tolerance for anyone who thinks they can trash our city,” Police Chief Armando Perez warns. Some of the most effective weapons in this crackdown on illegal dumping are the eyes and ears of the citizens. The city is offering a $200 reward for anyone who provides evidence that leads to an arrest. That tactic is paying off. Police have already seized a truck suspected in an illegal dumping incident and are looking for the public’s help in identifying a suspect in another case. A resident tipped off police about a pickup truck that was spotted dumping construction debris on a city street. A week after that tip, a suspect was captured on a security

camera illegally dumping debris on a street corner. Violators are subject to a $200 fine and can be charged with a misdemeanor. Mayor Joe Ganim says the city is also taking advantage of a state law allowing local police to seize assets and property used to commit crimes. The mayor’s office says the city is going to “drop the hammer” on quality-of-life crimes and escalate community policing. “If we catch people illegally dumping material, we can seize vehicles under state law, and we will,” Chief Perez explained. “Bridgeport has a very well-run transfer station that is easy to find and it processes waste very conveniently.” “That is where debris should be dumped,” the chief said. “Anybody who thinks they can dump on the cheap by just discarding materials on the side of the road in Bridgeport should know: Illegal dumping will cost you.”

Post Employment

Finding solutions for retiree healthcare

ationwide, the cost to provide retiree healthcare for employees is staggering. A Boston University study pegs the Other Post-Retirement Benefits (OPEB) at $862 billion — and nearly 70 percent of that is shouldered by municipalities. Another study found that the state’s four major cities — New Haven, Waterbury, Bridgeport and Hartford — have total estimated OPEB liability of $2.7 billion. What are the solutions for municipalities? More than a few, as it turns out.

accounts to employees to save for retirement healthcare. “It’s lowered our costs tremendously,” Town Manager Matt Galligan said. Negotiations between Danbury Mayor Mark Boughton and city employees in 2013 resulted in the city eliminating retiree healthcare benefits — except for police and firefighters. In addition, new employees are enrolled in a defined contribution plan instead of a pension system.

In Connecticut, merging plans, offering yearly vouchers, or moving to health savings accounts are just some of the changes that towns and cities are making to change retiree healthcare offerings and ultimately unburden local taxpayers.

New Danbury hires do not receive medical coverage but can choose COBRA benefits. While pensions remain for fire and police, overtime benefits are not included in pension calculations. They also must work at least 27 years before retiring and are limited to 68 percent of their pay.

The city of Norwalk moved its municipal workers to a high-deductible health savings plan in 2014 and eliminated retiree healthcare benefits for new employees beginning 2013. In its place, the city provides a $600 yearly voucher for retirees who have not reached the Medicare age of 65. Once they do, the yearly voucher drops to $300 a year.

Westport faced mounting liabilities due to current and retiree healthcare plans. In 2012, Westport faced a $106 million liability for healthcare retirement plans. The payments amounted to 12 percent of the town’s overall budget and per capita spending on retiree benefits was 8 times higher than surrounding towns, according to a 2015 study.

In South Windsor, retired employees can buy a health plan through the town. The town now offers a high-deductible plan and merged health plans with the school district, a change that resulted in an annual savings of $2 million. Additionally, the town has offered health savings

Since then, the town has moved new hires into high deductible health savings accounts and eliminated pension plans for non-union employees.

FEBRUARY 2017 | CONNECTICUT TOWN & CITY | 31

HEALTH Beyond Just Saying “No”

Berlin substance abuse forum seeks solutions

fter her cousin Lisa Andreana died from a heroin overdose, Berlin resident Samantha Grady wanted to find a way to bring meaning to her loss. She reached out to her long-time friend Kristin Campanelli who serves on the Berlin Town Council and proposed that the town sponsor a substance abuse forum, modeled after a similar community conversation held in neighboring Newington in 2016. The mid-January forum was hosted by a local group focused on substance abuse and opioid addiction and included town officials, health professionals, and residents. Campanelli said the goals of the forum were to “reduce the stigma around drug overdosing so people can get help, and to determine what is going on and what to do going forward.”

tating effects of addiction to a beautiful human being and a family.” During the forum, the state Department of Mental Health and Addiction Services reported that in 2015, 54 people in Berlin entered treatment for opioid addiction, a number that rose to 61 in 2016. Detective Fuini said that all police officers and supervisors now carry naloxone to treat overdoses. “Since we’ve implemented it, we’ve had almost a dozen saves already,” Fuini said. “One as recent as last week.”

“Unfortunately, it touches every community in the United States, every community here in Connecticut and it’s very serious,” - Mayor Mark Kaczynski

More than 100 people attended the forum whose panel participants included officials from the state Department of Public Health and the state Department of Mental Health and Addiction Services as well as Central Connecticut Health District Director Charles Brown, Berlin Mayor Mark Kaczynski, and Berlin Police Detective Ted Fuini.

The panel was also represented by a recovering addict, a family member of a recovering addict, and Lisa’s mother Amy Andreana who spoke about “the devas-

“This was a great community event,” Campanelli said. “We’re looking forward to carrying on Lisa’s work of helping others. She was very caring, even as she battled addiction.”

Vendors at the forum included the Connecticut Insurance Department, Berlin’s Social and Youth Services Department, the Central Connecticut Health District, the Berlin Police Department, the Berlin-Peck Memorial Library, the Berlin Board of Education, the Capital Area Substance Abuse Council, Coram Deo Recovery, the Rushford Center, Alcoholics Anonymous, and Narcotics Anonymous.

Like most municipalities, you want grants, you need grants, but you’re not sure how to get grants. Let us help.

For additional information, contact Andy Merola, (203) 498-3056 | amerola@ccm-ct.org.

32 | CONNECTICUT TOWN & CITY | FEBRUARY 2017

PUBLIC SAFETY Dogged Pursuit

Guilford’s newest officer hits the ground running

ne of the newest members of the Guilford Police Department arrived on the job already trained to do just about everything — find lost children, apprehend the bad guys, sniff out illegal drugs, and scale obstacles with agility and strength. After a 30-year absence in Guilford, the K9 unit is back. Kobe, a German Shepherd, recently graduated from the State Police Training Academy along with his two-legged partner Officer Brittany Bartlett. The team got down to business in a hurry. Just a few weeks after graduation, Officer Bartlett and Kobe tracked down a pair of suspects wanted for trying to use stolen credit cards at a local Walmart. Kobe led police to a thick marsh where the suspects were hiding. They were apprehended without incident. The pair successfully completed the grueling training along with seven other teams from around the state as members of the Connecticut State Police 184th Patrol Canine Training Troop. The program serves 42 departments across the state. The teams were trained in the basic areas of tracking, handler protection, evidence recovery, building searches, obedience, and classroom education. “This training, a rigorous and intensive 15-week-long course, has prepared both Officer Bartlett and her K9 partner to continue working within the patrol division, while adding an invaluable asset to the town and our

neighbors,” Guilford Police said. Officer Bartlett is a graduate of the University of New Haven with a bachelor’s degree in criminal justice. She joined the force in December 2015. Guilford’s last K9 unit operated in 1986 with Officer Stephen Spurrell and partner Lancer.

Green Means Go, Blue Means Snow

Hartford’s “Blue Light” special warns drivers of snow parking bans

he next time you see blue lights flashing in Hartford, it won’t mean the price on some household item just got slashed or that someone is doing their thing on the dance floor. Instead, the blue lights are part of the city’s new initiative this winter to save the drivers of cars and plows needless aggravation and expense by warning vehicle operators that a snow emergency parking ban is in effect — hopefully saving drivers a parking ticket and keeping the roads clear of cars so the plows can keep them clear of snow.

When the blue lights are on, it means all on-street parking is prohibited in the City of Hartford and cars left parked on city streets will be ticketed and towed. The blue lights are located at 16 intersections in the city. And to make sure motorists have parking options during storms, blue signs indicate free snow storm parking at city parks, recreation and senior centers, and all Hartford District School parking lots as well as other locations. “We worked closely with the Department of Public Works out of the real time crime center developing data and mapping as to where

the neighborhoods needed it most to have these types of lots and these types of notifications,” said Deputy Chief Brian Foley. “When we have a storm of four inches or more and need to declare a snow parking ban, those blue lights are going to be turned on and that’s going to send a signal to the city that when those blue lights are on a snow parking ban will be in effect,” said Hartford Mayor Luke Bronin. Officials said the blue light system will better inform residents and visitors of when the ban is in effect and help keep public works crews safe.

FEBRUARY 2017 | CONNECTICUT TOWN & CITY | 33

PUBLIC SAFETY Saving Lives

Meriden Police adding Narcan to their response

he city of Meriden is beefing up its response to the opioid crisis in Connecticut by ensuring that police officers are trained in the use of Narcan. Helping that cause is the addition of some 90 Narcan kits donated by a local mental health treatment center. “This is huge to get officers outfitted with the Narcan because in just a matter of seconds we can lose a life or save a life,” said Sgt. Darrin McKay of the Meriden Police Department. In Meriden, firefighters and EMS staffers are the designated first responders when there is an overdose. Police are not required to carry Narcan but the city is covering all its bases as opioid abuse is

becoming an issue in every community. More than 600 people died of overdoses in Connecticut in 2015 and the numbers are climbing. “We’ve had our share of heroin overdoses in town for years,” said McKay. Rushford, the local clinic that donated the Narcan kits, is also helping to train the officers in identifying the symptoms of an overdose and administering the Narcan nasal spray. Clinic staff welcomed the enhanced response and say the number of overdoses doubles each year. “It opens up communication,” said Rushford manager Sheryl Sprague. “The police can be seen more as partners where it’s not adversarial.” The police training is just one

segment of the city’s response to the opioid crisis. Getting the community involved and aware is another. This past summer, the city was home to a huge rally titled “Roadway of Hope,” a walk that helped raise addiction awareness. Proceeds went to a sober house, addiction education, and the purchase of Narcan kits.

On Hold

Some local police awaiting State guidance on drones

or many local police departments adding drones as public safety tools is not a matter of “if” but “when.”

While the small remote-controlled aircraft are already being deployed in some communities, the state laws and regulations pertaining to them are still a work in progress. As a result, some police departments are opting to wait until there is more guidance from Hartford. “I would kind of like to have one,” Groton City Police Chief Thomas Davoren said. “But the rules are changing so quickly. I would hate to invest in something and then not be able to use it.” Having the “eyes in the sky” has been a significant advantage for communities, particularly heavily wooded ones, when it comes to search-and-rescue, accident scene surveillance, and other hazardous situations. There are also other uses such as identifying blight or promoting a community’s resources and events. Cost isn’t much of a deterrent, either, for bringing a drone on board. Compared to the expense of using a helicopter that can cost $800 to $1,500 an hour, the cost to fly a drone for that same amount of time is “peanuts,” according to Groton Town Police Chief Louis J. Fusaro, Jr.

34 | CONNECTICUT TOWN & CITY | FEBRUARY 2017

Although cost isn’t an issue, privacy and safety are, Fusaro said. “There are definitely advantages, but the technology is relatively new,” he said. “Just like a lot of other things, the laws haven’t caught up to it.” State lawmakers have considered drone legislation the past couple of years but ran out of time each session to pass the bills. For example, the House overwhelmingly approved a bill that would ban the use of weaponized drones in most cases and require police to obtain a warrant before they could seize footage. The legislative session ended, however, before the measure ever got to the Senate. Using drones is also a possibility for the town of Ledyard, which just transitioned in 2016 from resident state trooper coverage to an independent police department. But first things first, said Ledyard Police Lt. Ken Creutz. “We’re relatively new here as an independent police department and are trying to get normal operating scenarios down smoothly before we try to introduce newer-edge technology like that,” Creutz said. “But I’m sure it will be a consideration down the road.”

PUBLIC SAFETY

Road Runner Beware

Police provide guidance as Connecticut coyote population soars Connecticut’s coyote population has exploded over the last few decades and the New London Police Department is warning residents that along with increased numbers, coyotes have also become adapted to a variety of new habitats including residential neighborhoods and local parks. The police department is providing information and guidance to better inform residents of the potential dangers coyotes present in these new habitats, as coyotes are increasingly taking advantage of food sources found in and around locations that put them in more frequent contact with humans. A coyote’s diet consists mainly of mice, woodchucks, squirrels, rabbits, deer, certain fruit, carrion, and garbage, but coyotes also prey on small livestock, poultry, and pets. Unsupervised pets like outdoor cats and small dogs less than 25 pounds are particularly vulnerable to coyote attacks. In a popular hik-

ing area in Manchester, for example, there were several coyote sightings and two attacks on unleashed dogs during the whelping (young-rearing) season of 2016. Coyotes sometimes exhibit bold behavior near people, but the risk of a coyote attack on a person is extremely low. However, the risk increases when coyotes are intentionally fed and learn to associate people with food. Coyotes are territorial and many reports of bold coyotes visiting yards, howling, or threatening larger dogs can be attributed to territorial behavior. Coyotes are most active at night but may be active during daylight hours, particularly during the whelping period and longer days of summer. The New London Police Department has also developed the following “Coyote Dos & Don’ts”: Do not allow pets to run free. Keep cats indoors, particularly at night,

and keep small dogs on a leash or under close supervision at all times. Never feed coyotes. Do not place food out for any mammals. Clean up bird seed below feeders, pet foods, and fallen fruit. Secure garbage and compost in animal proof containers. Always walk dogs on a leash. If approached by a coyote while walking your dog, keep the dog under control and calmly leave the area. Do not run or turn your back. Attempt to frighten away coyotes by making loud noises (shouting, clapping, etc.). Report any coyotes exhibiting behavior indicative of rabies, such as staggering, seizures, and extreme lethargy. Daytime activity is not uncommon and does not necessarily indicate rabies. Teach children to recognize coyotes and to go inside the house (do not run) or climb up on a swing or deck and yell if they are approached.

Eye In The Sky

Drone helps keep North Stonington firefighters out of harm’s way

dd North Stonington to the list of municipalities employing drones to their public safety arsenal.

In a town marked by 56 square miles, zeroing in on trouble spots can be akin to looking for a needle in a haystack. “Eight months earlier, we drove all over town looking for a column of smoke,” Fire Chief Charles Steinhart V says. “If you had a drone, you could drive it toward the column of smoke instead of searching blind,” Steinhart said. The North Stonington Volunteer Fire Department acquired the quacopter — a four-propeller drone — a few months ago. So far it has been used only once. It was deployed on a search-and-rescue mission high above the heavily forested Lantern Hill. The person was later found in a different area, but having the eyes in the sky “kept firefighters out of the woods.” Outfitted with two landing skids, the drone also has the capability of hauling lifesaving equipment to the scene

of an incident. A drone carrying a rope and floatation device can get equipment to a water rescue scene faster than it takes to transport and prepare a boat. The high-definition camera can rotate 360 degrees and send live stream video to an iPad. And it’s quick, too. It can go from the box to the sky in under three minutes. It can also be recalled quickly. The operator can hit a button and the drone will fly back and land where it took off. It’s not a toy, but in some cases it operates like one. “If you can play a video game, you can fly one,” Steinhart said. Eventually, the North Stonington Fire Department wants to add infrared capability to the drone to be able to pick up thermal patterns on the ground. “It’s all about firefighter safety,” Steinhart said. “If I can put a drone in a hazardous area and keep guys out of there, it’s a better way of doing things.” FEBRUARY 2017 | CONNECTICUT TOWN & CITY | 35

YOUTH The America I Believe In

Middle school students pen patriotic essays for VFW contest

ighth grade students from Pomperaug Regional School District 15 recently participated in the Patriot’s Pen youth essay contest, a national contest that requires students to write essays expressing their views on a patriotic theme chosen by the VFW Commander-in-Chief. Each year more than 132,000 students in grades 6-8 across the country enter the youth essay contest which encourages young minds to examine America’s history, along with their own experiences in modern American society, by drafting a 300- to 400-word essay. Eighth grade students from Memorial Middle School (MMS) in Middlebury and Rochambeau Middle School (RMS) in Southbury wrote essays based on this year’s theme, “The America I Believe In.” VFW members judge the essays on criteria that includes theme development, clarity of ideas, and knowledge of the theme. “The program’s purpose is to foster true patriotism and to put into action the students’ thoughts regarding their responsibility to their country, freedom, and democracy,” said Larry Williams, Commander of VFW Post 1607, the contest’s local sponsor.

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The contest consists of four levels: the entry level, which is sponsored by local VFW Posts; Post winners then advance to the VFW regional level; the first-place winner then advances to the VFW state level; and the first-place winner at the VFW state level advances into the VFW national competition. Seven MMS students were first place winners of the local post level, while an equal number of RMS students won at the local post level. Brendan Holleck, an 8th grade student at RMS, advanced to the VFW regional level and finished in 2nd place at the VFW state level, an accomplishment that was recognized in a ceremony in mid-January. The essay writing for the contest at the two middle schools is coordinated by 8th grade history teachers who say they use the opportunity “to integrate themes of patriotism, service, and freedom into student writing.” The contest’s national winner receives $5,000 and an all-expense-paid trip to Washington, D.C.

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VOLUNTEERS

Helping Hands

Students build prosthetics for disabled kids

iddle-school volunteers in Manchester are putting the pieces together for a good cause. As part of a nonprofit effort, they assemble basic prostheses to be distributed to children who need them all over the world. Each so-called Raptor hand is constructed for less than $50 and while they are not high tech electronic prostheses, children who are missing fingers can use them to catch a ball, hold a cup, and perform other basic tasks they could not do before. The middle school’s language arts teacher Jennifer Rainey heard about the project at a summit last October. When she came back and told her students about it, 20 of them from several of her classes volunteered. Over the past few months, the students have formed 34 parts on the school’s 3D printer that will be assembled for each of six hands to be distributed by the nonprofit organization The Hand Challenge (www. handchallenge.com). Each of the six sets of parts took 80 hours to print and once assembled, a completed hand comes with a kit that includes an elastic cord and straps that attach the hand to a child’s arm. The Hand Challenge is part the e-NABLE Community (www.enablingthefuture.org), a global network of people who use 3D printers to create hands and arms for those who were born without fingers and limbs or who have lost them due to war, disease, and natural disaster. The devices are not fully functional prostheses. The hands cannot hold more than a few pounds and the grip is not strong enough for playing on monkey bars, for example. But the e-NABLE folks say the plastic hands allow kids to grasp handle bars, to hold a baseball bat or catch a ball, and some children have been able to swim with the hands.

Rainey said the work is meant to instill empathy for others and to teach collaborative skills that students will need in the working world. “The students are doing this for the sheer joy of helping another person,” she said. “And building hands for others makes you appreciate yours.”

FEBRUARY 2017 | CONNECTICUT TOWN & CITY | 37

AROUND TOWN Coventry, East Windsor, Ellington, Windsor Locks, and Burlington are among the towns recently receiving grants from the Connecticut State Library to provide high-speed internet lines to their libraries as part of $3.6 million approved by the General Assembly in 2015 to 90 libraries across the state. The funding was approved to help towns connect to the Connecticut Education Network (CEN) which is part of Connecticut’s secure “Nutmeg Network” whose purpose is to deliver reliable, high-speed internet access and data transport to its members throughout Connecticut. Storrs ranks in the top 25 of America’s college towns and cities, according to a new report from the website WalletHub that ranked Storrs at number 15 on the list.

WalletHub analyzed 415 U.S. towns and cities on 26 different criteria, including cost of living, crime rate, housing costs, cost of burgers and pizza, and breweries and nightlife options per capita. The rankings also included indicators focused on academic and economic opportunities such as earning potential and unemployment rate.

in place since 2013, will receive the most money. Hamden police chief Thomas Wydra said the cameras “have led to an enhancement in community trust, agency transparency and legitimacy, and investigatory power.” Branford, Coventry, East Haven, Naugatuck, Orange, Plainfield, and Redding were also reimbursed.

The League of Bicyclists has named Hartford a 2016 Bicycle Friendly Community. The Capitol City joins New Haven, Farmington, Glastonbury, New Britain, South Windsor, West Hartford, and Simsbury on the list of Connecticut towns named in previous years.

The Hartland Land Trust has received a grant to complete a baseline study of the land trust’s Bassett-Kell Preserve. The study will include an inventory of the flora, fauna, and various habitats found on the 22.3 acre property and will identify any plants or animals on the property that are of particular conservation interest. It will also identify any endangered species as well as any invasive species.

The State is reimbursing 11 Connecticut municipalities for the purchase of police body cameras. Hamden, which has had a program

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38 | CONNECTICUT TOWN & CITY | FEBRUARY 2017

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SETTING THE STANDARD

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There’s no single route to becoming a Bicycle Friendly Community. In fact, the beauty of the BFC program is the recognition that no two communities are the same and each can capitalize on its own unique strengths to make biking better. But, over the past decade, we’ve pored through nearly 600 applications and identified the key benchmarks that define the BFC award levels. Here’s a glimpse at the average performance of the BFCs in important categories, like ridership, safety and education.

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