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

June 2017

Blind

Budgeting

The Stateâ&#x20AC;&#x2122;s failure to produce a timely budget puts towns and cities in a precarious position. Without adequate and reliable municipal aid numbers, local leaders run the risk of reopening budgets, overtaxing or undertaxing residents, and slashing services this summer.

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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 Scott Shanley, General Manager of Manchester Jayme A. Stevenson, First Selectman of Darien Erin Stewart, Mayor of New Britain Daniel Syme, First Selectman of Scotland Mark B. Walter, Town Administrator of Columbia Steven R. Werbner, Town Manager of Tolland

Inside this issue... 4 7 8 12 16

State Budget Woes Workers’ Comp Mandate Defeated Good Bills, Bad Bills New CCM Programs & Publications New CCM Member Towns

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 14 Point/Counterpoint

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

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

CIRMA News

Town News Stories

On the cover: CT towns are trying to finalize budgets without the info they need from the state

Managing Editor, Kevin Maloney Layout & Design, Matthew Ford Production Assistant, Joan Bailey Writer, Jack Kramer

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

JUNE 2017 | CONNECTICUT TOWN & CITY | 3

Massive Headache Continues

No state budget leaves municipalities between a rock & hard place

he gridlock at the State Capitol over the state budget crisis has put town and city officials in an impossible situation as they try to plan and carry out their 2017-18 finances. With the new fiscal year at hand and a special session of the state legislature now underway, CCM’s message has remained steadfast: the solid path forward for towns and cities is serious state action this summer on municipal cost containment, local revenue diversification, and enhanced service sharing.

the punishing property tax,” said DeLong. “While these recommendations may not be perfect, they demonstrate an ability to work collectively for the greater good.

Connecticut’s fiscal ship remains adrift, lost at sea and in uncharted waters as June 30 approaches and the first two months of the summer come upon us. As CT&C went to press, the state budget continued to take on fiscal flood waters for the next fiscal year, while the Governor and the leadership from both parties remain unable to find common ground on which to land our fiscal ship.

Towns and cities across the State have been forced into enacting local budgets for the new fiscal year with no meaningful, dependable level of state aid to count on; the still looming specter of a $1 billion tax bill for the teachers’ retirement fund; and the likelihood of possible massive aid cuts that will force them to reopen their budgets, send out supplemental tax bills, or even freeze municipal spending just to start the new year.

“If you exclude K-12 education, local general government expenditures in CT rank 50th out of all states,” noted Joe DeLong, CCM Executive Director. “Additionally, state and federal payments to local governments are lower in Connecticut than most other states. These undisputed statistical facts show clearly that local governments are by no means the cause of Connecticut’s fiscal mess. “However, our towns and cities came together and put forth a series of bipartisan recommendations to control costs, increase efficiencies, and reduce reliance on 4 | CONNECTICUT TOWN & CITY | JUNE 2017

“Local officials and state officials represent the same taxpayer,” concluded CCM’s CEO. “It is only by working together that the residents of Connecticut are best served. When local communities are pitted against the state it is like asking our residents which side of their face they would prefer to be punched.”

At the same time, the State has yet to enact the key elements of CCM’s proposals that call for ground-breaking initiatives on municipal cost containment, local revenue diversification, and enhanced service sharing. The confusion regarding how towns should have attempted to budget for state aid under this scenario is mind boggling and unprecedented. Some towns budgeted for the Governor’s proposed cuts in education aid and other towns did not.

Some towns budgeted for the Governor’s proposed municipal payments (or some portion of) to the Teachers’ Retirement System and some towns did not include it in their budget proposal. Some towns budgeted for the Governor’s proposed new special education grant and other towns did not. Some towns abided by their established budget approval schedules; others revised them to delay their final approvals by weeks, a month, or more; and some suspended their schedules and are waiting as late as possible into June (or beyond) to set their budget and mill rate. No town has budgeted for the State sharing an additional portion of the state sales tax with municipalities, as called for by CCM. Some urban centers budgeted for (some did not) the Governor’s proposal that would allow towns to collect property taxes from tax-exempt hospitals in their community. For the first time anyone can remember, the Appropriations and Finance Committees could not and did not present a proposed budget plan to give municipal leaders some dependable guidance in late April. The frustration felt by town officials can be seen at almost every level of municipal government, in every town and city, as the drama continues to play out in Hartford. The headaches towns are dealing with are endless.

necticut towns on property taxes due to the state’s failure to enact meaningful property tax reform, and we will work very hard to minimize any local impact. “The state proposal is particularly disappointing because our Board of Education and employee groups have worked together to reduce costs — especially in health care — and by changing from defined benefit pension plans to defined contribution plans. The Board of Education has also properly funded those pensions. Regrettably, over decades. the State chose not to do the same.” CCM successfully pursued legislation that would be part of the final state budget agreement — whenever that may be — that will allow towns to reopen their local budgets after the fiscal year is underway to make adjustments, if necessary, in revenues and mill rates after the new state budget is finally enacted. The legislation states that (in essence) notwithstanding any local charter, municipal ordinance, or state statute, municipalities may amend any adopted local budget for the fiscal year ending 2018.

“It’s time our state policy makers stop shoving their problems onto property taxpayers and start doing things a different way.” — Joe DeLong

For instance, some, like Branford, on the advice of its finance director, budgeted for the full cost of the teacher retirement pension program being footed by the taxpayers of Branford — at a cost of $2.7 million. What that means is the Branford Representative Town Meeting (RTM) approved a $111 million-plus budget, with about a 5 percent tax hike for Branford residents. Branford RTM members, in approving the budget, said they were hopeful that the town, and eventually the taxpayers, would be getting some of the money back from footing the teacher retirement program. In Berlin, where officials did not include the cost of the teacher pension in the $83.2 million budget request, a 2.8 percent hike over the current year’s expenditures, voters still overwhelmingly rejected the budget plan at a referendum vote. William Bloss, chairman of Guilford’s Board of Education, conceded that the state budget issues — and the impact it will have on towns such as Guilford — will dictate what happens next with the school budget. “We are acutely aware of the over-reliance of Con-

In his late-May, revised budget proposal for the next two fiscal years, Governor Malloy recommended cutting $362 million a year in funding towns and cities currently get from the state; while still requiring municipalities to pay $400 million annually for teacher pension costs.

Alternative proposals presented by the Democratic and Republican leadership ameliorated some of the cutbacks, but still left town and cities floundering regarding state aid levels as they tried to close out their proposed new local budgets. Prior to that proposal, the Governor called for withholding the fourth quarter payments under the Pequot Mohegan Fund to help close the deficit for the current fiscal year. Wisely, the deficit mitigation package enacted by the General Assembly in late May did not include any cuts in municipal aid. DeLong has repeatedly emphasized that, “It’s time our state policy makers stop shoving their problems onto property taxpayers and start doing things a different way. This situation is yet another of what has become a constant reminder of the need for more comprehensive reforms.’’ CCM’s Executive Director said the best path forward remains serious action on municipal cost containment, local revenue diversification, and enhanced service sharing. He also noted that under this extremely unsettled scenario regarding municipal aid, towns and cities run the risk of overtaxing or undertaxing their resiJUNE 2017 | CONNECTICUT TOWN & CITY | 5

dents. CCM’s comprehensive recommendations, first presented in January, must be key components of any final budget package. They focus on:

will be represented by a coalition of bargaining units or a new bargaining unit will be created to represent the collective interests.

Cost Containment

Revenue Diversification

1. Amending the Municipal Employees Retirement System (MERS) to create an additional tier modeled after the State’s Tier III, allowing new employees hired to be part of a town plan instead of the existing plan, and permit municipal employers to negotiate the contribution rate with employees.

While CCM’s members feel strongly that the state of Connecticut is overly reliant on an incredibly regressive property tax system, our revenue diversification proposals also come with the following caveats:

2. Providing municipalities with the ability to scrutinize board of education (BOE) budgets by line item. 3. Allowing local governments or legislative bodies to reject arbitrated awards by a two-thirds vote, provided that in such an event contract negotiations start anew.

Service Sharing 1. Changing state law to ensure that municipalities cannot bargain away, or be required through arbitration to give up their right to assign employees to carry out their normal responsibilities in a new location or provide services to a different municipality. 2. When service-sharing arrangements affect two or more bargaining units, the interests of all employees

CCM-member towns’ support of a local sales tax is contingent upon the adoption of meaningful cost containment measures. Any new local revenues generated outside of the property tax should not be considered an increase in a municipality’s ability to pay for purposes of collective bargaining. 1. CCM-member towns and cities support the addition of a statewide local sales tax, provided that the tax is identified as local revenue and not subject to state appropriations. Furthermore, in order to remain competitive, the addition of a local sales tax should not make the combined rate (state + local) exceed 6.99 percent. 2. Require property owners of properties subject to state PILOT reimbursement to pay the difference between the state’s statutory PILOT rate.

“Can you see next year’s Municipal Aid numbers?” 6 | CONNECTICUT TOWN & CITY | JUNE 2017

CCM Defeats Legislation

Onerous workers’ comp mandate defeated — again

CM led the successful fight in beating back proposed workers’ compensation benefit legislation for police and fire personnel that could have bankrupted municipalities. The legislation would have mandated full wage replacement workers’ compensation benefits for all local police and/or career and volunteer firefighters diagnosed with a mental or emotional impairment, as the result of visually witnessing the death or maiming, or the immediate aftermath of death or maiming, of another human being. During public hearing testimony before the Labor and Public Employees Committee at the General Assembly, CCM made it clear that it acknowledged “the important role public safety personnel have in our communities. We are grateful for the commitment they have made to protect and serve all of Connecticut’s residents.” However, despite efforts, legislators said they were made to require the state to purchase an insurance policy to help cover those who would be covered. Mayor Neil O’Leary of Waterbury, testifying for CCM, said there were too many unanswered questions about costs. “The Office of Fiscal Analysis has determined that the amount of a workers’ compensation insurance policy similar to that referenced in section two of the bill would be dependent on …’unknown and highly variable factors.’ Accordingly, CCM has serious concerns regarding the likelihood of such a proposal being included in the final draft of this bill,” stated Mayor O’Leary. “Towns and cities cannot afford to pay these benefits without the help of the state,” Mayor O’Leary said. “Depending on the circumstances, the cost of an individual ‘mental-mental’ case for either partial disability or a permanent total claim could range from tens of thousands of dollars, to over $1

million for the duration of the claim.

emotional impairments.

“Additionally, once an injury is identified as a work-related injury and covered under the workers’ compensation system, any subsequent injury or impairment which can be causally linked to the initial injury is also covered by workers’ compensation. This would result in a wide range of potential per claim costs,” Mayor O’Leary testified.

These existing benefits provide employees access to counseling, therapy, and other essential services to assist them and their families during difficult periods. Municipalities have also provided benefits above and beyond contractual obligations in response to the most horrific circumstances.

Without such an insurance policy in place, property taxpayers would likely be forced to shoulder an undue burden that would cripple municipal budgets,” Mayor O’Leary said. Oxford First Selectman George Temple also testified against the legislation. He said although he believed the bill is “well intended, it will have a severe economic impact on Connecticut towns and cities. It is another unfunded mandate, especially in these trying times.” Mayor O’Leary noted that towns and cities already offer health insurance, disability leave, and Employee Assistance Programs (EAPs) to employees suffering from mental or

Police officers already have mandated coverage for mental or emotional impairments for instances in which they use deadly force or are subjected to deadly force. Firefighters already have mandated coverage for mental or emotional impairments for instances in which they witness the death of another firefighter while on-duty. The issue of determining how to assist state and local employees who are affected by certain tragic events must be solved with a statewide solution, Mayor O’Leary said.

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JUNE 2017 | CONNECTICUT TOWN & CITY | 7

The Good, The Bad, And The Pending

Good bills passed, bad bills killed during regular session and issues still hanging fire in special session

ith the General Assembly concluding its 2017 regular session, here is a round-up on key issues still hanging fire in for special session; and examples of good legislation enacted, harmful bills killed; and beneficial legislation that fell short. During the 2017 legislative session, CCM tracked over 1,200 legislative proposals. Among these bills were 112 new unfunded mandates and 102 mandate relief measures. When the clock struck midnight on June 7, there were still over 300 bills, including 29 new unfunded mandates and 10 mandate relief proposals that fell victim to inaction.

Proposed legislation pending in the special session, which started June 8th: Teachers’ Retirement Contribution — Proposed changes to the Teachers’ Retirement System would require towns to contribute over $400 million next year and almost $1 billion over two years. The Speaker of the House is considering phasing-in the first $400 million over a period of five years. Education Aid — Proposed changes to the Education Cost Sharing (ECS) grant would totally eliminate grants for 22 communities and severely cut it back for more than 100 towns (although some of these would have received increases in special education funding). Revising Local Budgets — The measure would guarantee municipalities the option to revise their budgets, after adoption, to reflect any difference between the grant levels anticipated in those plans and the exact amounts included in the state budget — even if prohibited by local charter. Currently, property tax obligations may be split only into two, equal installments, due in July and in January. Would also allow local officials to increase or decrease the January installment to compensate for any variance in state assistance. Crumbling Foundations — State assistance for homeowners in 36 towns in central and eastern Connecticut which have homes that are experiencing crumbling foundations. Requires a complete replacement of the foundation at an estimated cost between $70,000 and $300,000 per home. Over 500 homeowners have self-reported the issue, but the true scope of the number is unknown. Addressing just the homes identified to-date would cost $75 million. State-Mandated Cap on Motor Vehicle Taxes — Determining whether the state-mandated tax cap on motor vehicles in each community drops from 37 mills to 32 mils — as called for under current state statute or the car tax cap may be removed altogether. Resident State Trooper — Would make towns responsible for 100 percent of costs associated with the 8 | CONNECTICUT TOWN & CITY | JUNE 2017

Resident State Trooper program. There would be an additional $750 surcharge for each constable supervised by a trooper. Municipal Spending Cap — Would eliminate the state’s municipal spending cap. Protecting Municipal Budget Reserve Balances — Would create an irrebuttable presumption that a budget reserve balance of 15% or less is not available for payment of costs associated with items subject to arbitration. Minimum Budget Requirement (MBR) Reform — Would allow a municipality to reduce its MBR in an amount equal to any reduction in education aid it might experience. This proposal would also eliminate the cap on reductions a municipality may make to its MBR if it experiences an education aid reduction or decline in student enrollment.

CCM State-Local Partnership Panel recommendations: Cost Containment — Amending the Municipal Employees Retirement System (MERS) to create an additional tier modeled after the State’s Tier III, allowing new employees hired to be part of a town plan instead of the existing plan and permit municipal employers to negotiate the contribution rate with employees; Providing municipalities with the ability to scrutinize board of education (BOE) budgets by line item; Allowing local governments or legislative bodies to reject arbitrated awards by a two-thirds vote, provided that in such an event contract negotiations start anew; and Eliminating overtime pay from pension calculations.

Service Sharing — Changing state law to ensure that municipalities cannot bargain away, or be required through arbitration to give up their right to assign employees to carry out their normal responsibilities in a new location or provide services to a different municipality; When service-sharing arrangements affect two or more bargaining units, the interests of all employees will be represented by a coalition of bargaining units or a new bargaining unit will be created to represent the collective interests. Revenue Diversification — Enacting an addition of a statewide local sales tax, provided that the tax is identified as local revenue and not subject to state appropriations (Furthermore, in order to remain competitive, the addition of a local sales tax should not make the combined rate (state + local) exceed 6.99 percent); and requiring property owners subject to state PILOT reimbursement to pay the difference between the state’s statutory PILOT rate and what towns receive. Our proposal identified the PILOT and LoCIP formulas as vehicles to appropriate the sales tax revenue.

Bad legislation killed Mental Stress Benefits — Would have expanded workers’ compensation to cover post-traumatic stress disorder for municipal police officers and career/volunteer firefighters. This legislation would have cost towns upwards of $1 million per case. Regional Health Districts — Would have consolidated the current 100-plus health districts across the state down to 15 regional districts. Business Property Exemption — Would have eliminated personal property taxes for businesses with total personal property valued at less than $10,000. School Construction — Would have reduced funding for school construction projects. The state share of construction costs would have been lowered from the current 10 - 80 percent, depending on town wealth, to 5 - 70 percent. Assessment of Partially Constructed Dwellings — Would have required that land planned for residential construction be assessed only on the value of the land until (1) a certificate of occupancy is issued; (2) the dwelling is first used; or (3) title is conveyed to a buyer. The bill would have imposed a potential grand list reduction resulting from partially completed structures from property taxes. Liability for Unfair Insurance Practices in Workers’ Compensation Claims — Would have allowed a claimant who has filed a claim with the Workers’ Compensation Commission to pursue a lawsuit against an insurer or third party administrator (TPA) if the claimant reasonably believes the entity unreasonably contested liability or unreasonably delayed compensation. Liability for Youth Concussions — Would have, among other things, required operators of youth athletic activities to (a) obtain an informed consent of a parent or guardian of an athlete child (b) remove liability for failure to provide the consent form, (c) require coaches

to complete training courses regarding concussions, and (d) require coaches who witness a youth athlete with apparent concussion symptoms to remove them from the game and prohibit them from re-entering the game or practice unless they have been certified to do so by a medical professional. Assignment of Certain Liens — Would have prohibited the assignment of any municipal lien under $3,000 or totaling three years of unpaid liens, as well as required such assignments be memorialized by contract executed by the municipality and assignee to be provided when notice is sent to the taxpayer regarding the assignment of the lien. Bottle Bill — Would have repealed the bottle redemption law. Repeal of the law would have resulted in a cost increase for municipalities by redirecting tons of material into the municipal garbage and recycling streams.

Some beneficial legislation that fell short of enactment Consolidation of School District Resources — Would have changed state law to allow town governments to require consolidation and/or sharing of non-instructional services and resources between school districts and the municipality in which they are located. Sober Homes — Would have provided towns with more regulatory authority over the establishment and operation of sober homes, which have been popping up in an increasing number of communities across the state. Complying with Subpoenas — Would have mandated that complaining parties reimburse towns for the cost of town officials who were subpoenaed to testify in court proceedings. Property of Evicted Tenants — Would have required evicted tenants and foreclosed property owners be responsible for all costs of removal and storage of their property. Increasing Fees Remitted to Municipalities for Moving Violations — Would have increased the fee remitted to the municipality in which a violation other than speeding occurred. Local Building Permit Fines — Would have permitted local building officials, of a municipality with a population of fifty thousand or more, to fine individuals who commence construction without first obtaining a building permit. Property Tax on Motor Vehicles Registered Outof-State — Would have prevented the avoidance of property tax payments on motor vehicles registered out of state.

Some good legislation enacted Trash-to-Energy Facilities — (1) Provides solicitation of proposals for procurement from trash-to-energy facilities that are registered Class II renewable energy sources, as defined in Section 16-1 of the general statutes, provided such facilities (i) advance the state’s recycling and waste diversion goals by acquiring and JUNE 2017 | CONNECTICUT TOWN & CITY | 9

installing new or upgraded material recovery technology, and (ii) develop new Class I anaerobic digestion facilities or partner with existing Class I anaerobic digestion facilities to divert material recovered from the waste stream, (2) provides a mechanism for zero-carbon electric generating facilities to sell power to electric utilities, and (3) extends the ZREC & LREC programs one more year.

at the local level. Currently, the games are regulated at the Department of Consumer Protection with the host community getting only a portion of the permit fees. The bill allows the town or city to issue a permit and establishes a maximum amount in which the host community may charge. It also provides the municipality with flexibility or discretion when regulating certain raffles, such as church fairs, local civic groups, etc.

Police Accountability — Expands a grant program that reimburses municipalities that increase the police use of body cameras, dashboard cameras, and cameras that are automatically activated whenever police use Tasers or similar defensive weapons.

Preventing Prescription Opioid Diversion and Abuse — Would, among other things, (1) require at least one EMS provider carry an opioid antagonist and complete the training and (2) extend the required local EMS plans to October 1, 2017, and (3) require certain individual and group health insurers to cover specified medically necessary, inpatient detoxification services for an insured or enrollee diagnosed with a substance use disorder.

Affordable Housing — Eases affordable housing requirements for municipalities by making it easier for cities and towns to qualify for moratoriums under the 8-30g law that requires municipalities to have 10 percent of their housing stock deemed affordable. Solar Farm Development — Provides for more additional restrictions on developers coming into a town to build large-scale solar farm on agricultural or other undeveloped parcels of land. Municipal Grant Portal — Would require that OPM establish and maintain a single electronic portal available on the Internet and located on the OPM website for the purpose of posting all state funded municipal grant applications, known as the Municipal Grant Portal. Recovery of Funds of Municipal Health Care Plans — Would provide a municipality with a self-insured health plan a lien on the part of certain judgments or settlements to an employee (or their dependent or family member) for medical, hospital, and prescription expenses incurred due to a third party’s negligence or recklessness. The lien would only apply to certain types of “tortfeasor recoveries” and instances when a municipality incurs more than $15,000 in medical, hospital, and prescription expenses. Under current state law, municipalities that are self-insured are not allowed to recover collateral source benefits – expenses for medical /health/ dental treatment paid by another - against the person causing harm necessitating the medical treatment. Bingo, Bazaars and Raffles — Would allow local officials the ability to regulate bingo, bazaar and raffles 10 | CONNECTICUT TOWN & CITY | JUNE 2017

Legislation CCM opposed that became law Maintenance of Fire Apparatus — Requires that municipal and volunteer fire departments maintain pump and aerial components of the department’s fire apparatus in compliance with inspection, maintenance, and testing requirements of standard 1911 of the National Fire Protection Association and state motor carrier regulations. Municipal Option Property Tax Freeze for Qualified Disabled Veterans — Allows for municipalities to provide freeze property tax assessment for disabled veterans. Municipal Option Property Tax Exemption for Gold Star Parents — Allows municipalities to provide a property tax exemption for $25,000 of the assessed value for the parents of service member killed in the line of duty.

Regulatory Victory Siting of Small Cell Antenna Systems — Connecticut’s Public Utility Regulatory Authority (PURA) decision on siting small cell antennas in municipalities across Connecticut now requires that companies in this emerging field engage local governments in more advanced consultations and notification as they consider and propose sites in a community. (See full story on next page.)

Big Win On Small Antennas

PURA decision on small cell antenna issue a victory for towns

he recent decision by Connecticut’s Public Utility Regulatory Authority (PURA) on siting small cell antennas in municipalities across Connecticut now mandates — thanks to CCM efforts — that companies in this emerging field engage local government in more advanced consultations and notification as they consider and propose sites in a community. The plan and process for siting small cell antennas and distributed antenna systems in public rights-ofway has been a hot button issue for towns and cities for over a year. The new process calls for greater participation by the municipality where such small cell canister antenna and distributed antenna systems are proposed to be sited. Given the uncertainty of the General Assembly this session and the formidable lobbying force of Verizon and other providers, this ruling is a big win for CCM’s membership. Senator Gayle Slossberg was a major actor in bringing this pro-municipal decision to the finish line. “She addressed CCM’s Legislative

Committee on the issue early in the session and as promised then, remained a steadfast supporter of cities and towns throughout these proceedings,” said Joe DeLong, CCM Executive Director. “Senator Slossberg took up the fight on our behalf during a time when other issues before the General Assembly were of much higher visibility.” Major points for CCM and its members include: 1. Notice and “a request for a Municipal Consultation” at the same time the provider notifies adjoining property owners, which is at least 30 days prior to filing of an application. 2. Host municipalities will automatically be included in any small cell proceeding: If there is no objection to the proposed site from the adjoining property owners, the municipality will be designated a “Participant” in the proceeding, which means that the municipality will get notice of all filings and rulings in the docket. This also allows the

municipality to submit comments, including its own objection. There is nothing in the decision which requires the PURA to abide by the municipal comments, but the Siting Council does not have to follow such comments either. If there is an objection and the proceeding is deemed a “contested case” by the PURA, the municipality is automatically “elevated” to intervenor status in the docket, without any affirmative request having to be made by the municipality. This is a major win for towns and cities. If the municipality is an adjoining property owner, which occurs from time to time, the municipality becomes a party “upon expressing an objection to the installation.” 3. In the notification letter or during the municipal consultation, the provider must identify a company representative who is familiar with the specific facility proposal for that municipality.

What You Don’t Know

Towns face cyber security threats head on — with CCM’s help

yber security threats are in the news daily and CCM is doing what it can to help its members combat the problem.

CCM’s member towns have access to advisory bulletins designed to alert technology infrastructure owners and administrators. This will make them aware of threats or activity with the potential to impact computer networks and IT infrastructure. Those bulletins can be on topics ranging from data breaches, to phishing scams, to warning of browser vulnerability. Connecticut GMIS, in partnership with CCM, is holding a cyber security summit entitled “You Don’t Know What You Don’t Know!” in Berlin on June 21, to educate municipal officials about cyber security issues in the workplace. The fee is $15 for GMIS members and $20 for non members. CCM Executive Director Joseph DeLong will give open-

ing remarks at the event, which is being held at the Casa Mia at the Hawthorne, at 2421 Berlin Turnpike in Berlin, CT. Also speaking at the event will be Art House, Chief Cyber Security Risk Officer for the state of Connecticut. He will be discussing types of cyber security threats and how Connecticut is addressing those threats. There will also be a panel discussion and break-out sessions on how workplaces can better protect themselves from cyber attacks. The Summit is from 9:00 a.m.-4:00 p.m. with registration beginning at 8:00 a.m. with a continental breakfast. The cost also includes lunch. To register go to http://www.enfield-ct.gov/FormCenter/Information-Technology-17/GMIS-Technology-and-CyberSecurity-Sympos-80 . For more information about the Symposium, contact Cindy Andersen at 860-253-5135 or candersen@enfield.org. JUNE 2017 | CONNECTICUT TOWN & CITY | 11

Teaming Up

CCM, StreetScan collaborate on state-of-the-art pavement management

CM is teaming up with StreetScan in an effort to enhance and improve road management programs, enabling its member municipalities to make the right repairs, in the right place, at the right time. StreetScan’s patented technology, the result of five years of research, grew out of an $18 million grant from the National Institute of Standards and Technology. In a nutshell, its new pavement technology uses a mobile sensor system that detects road defects and helps local decision-makers with pavement budget and maintenance planning. “CCM partnered with StreetScan because its unique capabilities enable the kind of data-driven decisions that are essential to the

success of our member towns and cities,” said Joe DeLong, CCM Executive Director “CCM recognizes that better data means better planning, better planning means better decisions, and better decisions means lower costs,” added DeLong. Specifically, StreetScan: • Provides 100 percent survey mile coverage via its patented automated data collection system • Requires no manual field survey data collection • Includes an online-based GIS software app tool that allows for unlimited users and software support (no servers required) • Presents imagery of your entire road network which you can

click anywhere in the web app to visualize • Overlays data by type, e.g., potholes, metal objects, cracks, etc. • Provides a built-in online decision/ maintenance prioritization tool A key benefit of the StreetScan technology is its ability not only to project the cost of road repair, but also to predict the deterioration of existing road conditions by taking into account other factors such as weather. Finally, as a means to support the savings achieved by inter-municipal cooperation, StreetScan offers a substantial discount for projects involving several CCM-member municipalities.

Read All About It

New publications on innovations and technology hit the street

CM has come out with two new publications — Innovative Ideas (For Managing Local Governments) and Municipal Tech (Local Government in the 21st Century) — to help members with new thoughts on governmental challenges. Innovative Ideas is a compilation of programs and initiatives member towns and cities are using to save taxpayers money while providing municipal services that enhance community life. In this month’s issue of CT&C you’ll see some of those ideas — from the use of social media by town leaders to communicate with constituents, to regulating the use of food trucks, to controlling the amount of overtime costs that popular annual spring and summertime events incur on town budgets. We also share some nice plaudits in this month’s magazine, including the city of New Britain being named an All-America City finalist for the second year in a row and Mayor Toni Harp of New Haven being recently named the African American Mayors Association’s first woman President. The Municipal Tech publication is our attempt to bring members up-to-date on the massive expansion in broadband networks and mobile technology experienced over the past decade. This connectivity provides towns and cities with many opportunities to improve 12 | CONNECTICUT TOWN & CITY | JUNE 2017

public safety and government-constituent engagement. The first issue includes articles on cyber security in governmental offices, governing the sharing economy, civic amenities, drones, and green technology — just to name a few topics covered. We hope you enjoy the new publications and if you have any feedback on what you’ve read or any ideas for future articles, please let us know.

White House Budget Raises Concerns States, towns would be hit hard by cuts

nderstandably, towns and cities in Connecticut have been laser-focused on state budget negotiations in Hartford, knowing that the state’s current fiscal crisis will have an impact on what property taxpayers in the state’s 169 municipalities eventually have to pay for. But there’s another budget negotiation going on that could have an equally important impact on the state of Connecticut, its municipalities, and its taxpayers — the federal 2018 fiscal year budget. The White House’s plan has been universally panned by organizations that lobby for towns and cities across America, including the National League of Cities (NLC). The proposed budget would eliminate the Community Development Block Grant (CDBG). CDBG has been a staple of community development for 40 years. It is one of the few remaining federal programs available to assist Connecticut communities in their efforts to create jobs, provide affordable housing, eliminate blight, and generate new economic development. Other proposed cuts include (a) reductions in EPA and FEMA funding that could cut back on more than two dozen programs that allow municipal leaders to protect resources and prepare for disasters; and (b) elimination

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of the Community Oriented Police Services (COPS) grant which would jeopardize some key public safety programs. NLC said it is concerned that small communities would fare the worst under the proposal, since they are less able to compensate for the cuts. Many states limit the amount of additional revenue cities may raise, leading to a real possibility of municipal bankruptcy for some small cities. In response, NLC President Matt Zone, said: “The administration’s budget proposal would be devastating to cities and towns. No community in America would be better off with this budget, and it could bankrupt smaller municipalities. It does nothing to create jobs in our communities. “The budget proposal would have a disproportionate impact on America’s small cities and towns, whose budgets are already stretched thin. In these communities, the programs being targeted are a lifeline for maintenance and investment. “As the leaders of America’s towns and cities, we call on Congress to throw out this budget proposal and develop a new plan focused on building prosperity, expanding opportunity, and investing in our future. Congress must reject this budget proposal or risk derailing local economies nationwide.”

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JUNE 2017 | CONNECTICUT TOWN & CITY | 13

Point / Counterpoint

Issue: Defined Benefit/Defined Contribution Retirement Plans Municipalities need to move out of traditional defined benefit plans by Michael A. Milone, Town Manager, Town of Cheshire

ost of us working in municipal government are the beneficiaries of a defined benefit (DB) retirement plan, and as leaders of our respective municipalities we are faced with the increasing challenge and fiscal strain of sustaining these plans.

The drain on assets with the retirement of long term employees in conjunction with the reduction in interest earned by pension assets has caused many municipalities to fall behind in the funding of their DB plans. The recession of 2008, the stateâ&#x20AC;&#x2122;s continuing fiscal decline and corresponding erosion of municipal aid, and the limited authority to generate municipal owned source revenue is exacerbating the situation, which is not likely to improve in the near future. According to the most recent edition of the Office of Policy and Managementâ&#x20AC;&#x2122;s Municipal Fiscal Indicators, there are approximately 180 municipal DB plans statewide. Only 24 plans, or 13.3%, are funded at 100% or more. The average funding level is 77.7%. In addition, over the past ten years, seven municipalities have issued a total of $1.140B in Pension Obligation Bonds to fund their DB plans, yet only one of these seven plans is fully funded. The harsh reality is that sustaining our current DB plans is untenable. Changes are necessary to protect our fiscal sustainability; but any changes must be carefully and thoroughly analyzed and planned for, as there is no panacea and every change 14 | CONNECTICUT TOWN & CITY | JUNE 2017

could have unintended consequences. The most immediate and obvious approach when negotiations permit is to close out an existing DB plan to new hires and enroll them in a defined contribution (DC) plan. However, there are no immediate savings in this type of conversion unless you are able to simultaneously renegotiate the plan design of your current DB members, which is no easy task. In addition, you might run the risk of not attracting and retaining the best candidates, since the key feature of the DB plan for municipal employers is its effectiveness in attracting and retaining qualified employees. This risk has become quite apparent in my own experience in Cheshire where some recent police hires, now covered by a defined contribution plan only, are considering employment opportunities in other communities with DB plans. Another option is a hybrid plan, which offers new employees a very limited, strictly designed DB plan with modest disability protection combined with a DC plan. A key element of this approach is to also modify the plan design of the current DB plan for members to effectuate savings. The stark reality is there is no easy, simple, quick, one-approach-fits-all fix to the DB plan challenge, especially given the varying circumstances of each of our respective communities. However, it is in the best long-term financial interests of the vast majority of Connecticut municipalities to move out of a traditional DB plan design to avoid an increasing funding burden.

Pensions are sustainable – and necessary By Sal Luciano, Executive Director, Council 4 AFSCME

cross the country, well-funded special interests have relentlessly attacked defined benefit retirement plans as an unaffordable and undeservedly rich benefit for dedicated public servants.

As a union representing 17,000 local government and board of education employees, we beg to differ. The question is not whether public pensions are sustainable, but rather: how can we protect and expand defined benefit plans? To jettison pensions is to risk economic mayhem. Last year, the non-partisan National Institute on Retirement Security (NIRS) found that the expenditures stemming from state and local pensions in Connecticut supported: • 33,792 jobs that paid $1.9 billion in wages and salaries • $5.4 billion in total economic output • $1.3 billion in federal, state, and local tax revenues Interestingly, each dollar “invested” by Connecticut taxpayers in these plans supported $3.41 in total economic activity in the state. It’s clear pensions have a virtuous and positive rippling effect in our cities and towns. It’s equally clear that a fully funded pension plan, such as CMERS (the Connecticut Municipal Employee Retirement System) provides a way for employees who spend their lives serving their communities a way to retire with dignity. Abandoning pensions for riskier 401(k)-style savings plan is a fool’s errand. Taxpayers lose due to unexpectedly higher plan costs; unfunded liabilities skyrocket when pension systems are closed and funding obligations are exacerbated; and workers take a big hit thanks to high administrative costs and dramatically lower savings. (Even Sheldon Whitehouse, one of the

creators of the 401(k) revolution, told the Wall Street Journal that defined contribution plans are failing working Americans and the broader economy.) A great example of the downside is West Virginia, which shuttered its Teachers Retirement System (TRS) in 1991 and moved new hires to a 401(k) plan. With funding levels sinking, and thousands of teachers grossly unprepared for retirement, the state reopened TRS. There are interesting lessons to be learned right here in Connecticut. After the Great Recession decimated 401(k) accounts across the country, state employees in our higher education system banded together and successfully campaigned for the right to join the closed state pension system. Transfers out of the faltering 401(k) plan and into the pension began in 2012. Estimates place the total cost savings for state taxpayers at $10 million per year. State employees weren’t the only ones in Connecticut to recognize the value of a pension. Firefighters in the city of New London moved back to a pension in 2014 after the previous defined contribution plan failed to provide adequate financial security for retirees. It’s a move that’s saved money for New London taxpayers. It’s unfortunate that the retirement security of public servants is routinely under attack by ideologues and Wall Street interests. Teachers, firefighters, plow drivers, paraprofessionals, librarians, police officers and thousands of other public workers are the backbone of Connecticut’s middle class, thanks in significant part to their pensions. That’s why we urge municipal employers to maintain their commitment to funding defined benefit pensions, and join with us in a campaign to ease Connecticut’s over-reliance on property taxes for funding local services. Note: Council 4 AFSCME represents 35,000 state, municipal, and private sector workers across Connecticut.

JUNE 2017 | CONNECTICUT TOWN & CITY | 15

Bigger And Better! Three new members join CCM

he state’s largest, nonpartisan organization of municipal leaders keeps getting bigger.

The organization’s stated goal is to bring municipalities together for one common mission — to improve everyday life for every resident of Connecticut.

New Canaan, Canaan, and Cornwall are the latest municipalities to join the Connecticut Conference of Municipalities, bringing membership to 166, the most ever in the history of CCM.

CCM shares best practices and objective research to help its members govern wisely. CCM advocates at the state level for issues affecting local taxpayers. CCM pools its buying power to negotiate more cost-effective services for our communities.

“With the dire state of Connecticut’s finances it’s more important than ever that towns and cities have an active group in place to fight the good fight,” said New Canaan First Selectman Robert Mallozzi.

CCM is governed by a board of directors that is elected by the member municipalities. Our board represents municipalities of all sizes, leaders of different political parties, and towns/cities across the state. Our board members also serve on a variety of committees that participate in the development of CCM policy and programs.

“I’ve watched from the sidelines as CCM has played this vital role and felt compelled to support CCM as I do other efforts,” Mallozzi added. “I’ve also come to appreciate the wealth of information and programs available to my colleagues here at Town Hall, and to my community at large, through our renewed association with CCM,” the New Canaan first selectman added.

Federal representation is provided by CCM in conjunction with the National League of Cities. CCM was founded in 1966 and celebrated its 50th anniversary of service to towns and cities this past year.

CCM represents towns and cities of all sizes from all corners of the state. North Canaan

Hartland

Colebrook

Salisbury Canaan

Granby

East Granby

Barkhamsted

Goshen

Cornwall

Canton

New Hartford Torrington

Harwinton

Litchfield

Warren

Burlington Farmington

Morris Washington New Milford

Plymouth

Oxford

Seymour

Redding

Shelton

Orange Easton

Trumbull Stratford Bridgeport

Wilton Fairfield Westport

Canaan Norwalk

Andover

Darien

Plainfield

Scotland

Hebron

Canterbury

Marlborough

Sterling

Sprague

Lebanon

Voluntown

Franklin Lisbon East Hampton

Colchester

Bozrah

Norwich

Griswold

Preston

Salem

East Haddam

Haddam

Durham

Chester

New Haven West Haven

North Haven

Killingworth North Branford

East Haven Branford

Guilford

Clinton Madison

Deep River

Lyme

Old Saybrook Westbrook

As of May 25, 2017

166 Members - Over 99% of Connecticut’s Population

Waterford East Lyme

Essex

CCM Members

16 | CONNECTICUT TOWN & CITY | JUNE 2017

North Stonington

Montville Ledyard

Stamford Greenwich

Windham

Columbia

Milford

Weston

HNew

Derby

Brooklyn

Chaplin

Bolton

Hamden

Woodbridge

Ansonia

Monroe

Manchester

Cromwell

Bethany

Newtown

Killingly Hampton

Mansfield

Coventry

Middlefield

Wallingford

Beacon Falls

Pomfret

Ashford

Glastonbury

Meriden

Prospect Naugatuck

Southbury

Willington

Vernon

Rocky Hill

Berlin

Putnam

Eastford

Tolland

Portland

Cheshire

Middlebury

Brookfield

East Hartford Hartford

Middletown

Waterbury

Bethel

Ridgefield

Wolcott

Ellington East Windsor

Wethersfield Newington

Woodbury

Bridgewater

Danbury

Plainville New Britain

Southington

Watertown

Roxbury Sherman

Bristol

Thomaston

Bethlehem

New Fairfield

West Hartford

Thompson

Woodstock

South Windsor

Bloomfield Avon

Kent

Windsor

Union

Stafford

Enfield

Windsor Locks

Winchester Simsbury

Sharon

Somers

Suffield

Norfolk

Old Lyme

Groton New London

Stonington

Canaan

First Selectman Patricia Allyn Mechare

Cornwall

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JUNE 2017 | CONNECTICUT TOWN & CITY | 17

Congratulations!

Mayor Harp is first woman to lead national African-American mayors group

he African American Mayors Association (AAMA) recently named New Haven Mayor Toni Harp as the first female AAMA President. Harp was sworn in during the national conference in April in Washington, D.C. among hundreds of mayors from across the country. “As the new president of the AAMA, I’m excited and optimistic about the prospect for collaboration. Mayors from each member city have a unique chance to share and export what works for their residents in terms of security, opportunity, and hope for the future,” Mayor Harp said. “As part of that exchange, I’m eager to describe New Haven’s successful initiatives of these past few years and showcase the national leadership New Haven and cities and towns in Connecticut demonstrate in so many policy areas.”

At the conference where Harp was sworn in, AAMA mayors connected with cross-sector stakeholders and leaders to share best practices and discuss strategies to influence policy-making in technology, gun violence, infrastructure, and more. Former U.S. Transportation Secretary and former mayor of Charlotte, North Carolina, Anthony Foxx; Senator Tim Scott (R-SC); and Congressional Black Caucus Chair, Rep. Cedric Richmond (D-LA) were among a host of other policymakers and leaders who participated in the conference this year. Some of the conference highlights included a session exploring the benefits and challenges of smart city technologies, focused especially on the reforms needed to ensure communities of color are full beneficiaries when these new technologies are deployed; a session on removing local barriers to technology

Toni Harp: Mayor of New Haven, CCM Board Member, and now AAMA President!

and increasing diversity in the tech industry to promote innovation; and a session on how local governments can position themselves to maximize potential new federal investment in infrastructure.

The 2017 City Summit will give you plenty of opportunities to learn with NLC University seminars to build your technical and leadership skills, Host City Mobile Workshops around Charlotte that showcase real-world collaborative solutions to issues facing local government, and an abundance of conference workshop sessions spanning the topics most relevant to you and your community: • Economic Development • Technology and Data Uses for Cities • Sustainability • Leadership Skills • Workforce Support and Development

• Infrastructure • Transportation and Alternatives • Climate Change and Impacts on Cities • Cultural and Social Issues in the Community

Find more information & register online at: citysummit.nlc.org 18 | CONNECTICUT TOWN & CITY | JUNE 2017

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CIRMA Medicare Secondary Payer Compliance It’s the law: it’s not optional and it’s not simple, and it will affect Connecticut’s towns and cities

hanges related to Medicare Payer requirements made in past years are now being implemented and will likely have significant impact on municipalities and public schools. The changes will affect claims management, claims settlement strategies, and may likely increase administrative and appeals costs.

Helping CIRMA members anticipate changes in Medicare Secondary Payer requirements On June 22, 2017, CIRMA will host a breakfast seminar to familiarize CIRMA members with the expected impact of CMS’s Secondary Payer requirements and MMSEA. While MMSEA has been on the books for almost a decade, enforcement has been delayed while CMS administrative processes were put in place. With enforcement of the requirements now on the horizon, experts expect that there will be financial impact to municipalities, with increased exposure to medical care and or administrative and appeals costs.

“CIRMA’s mission is to anticipate the needs of members in a changing environment. While slow to arrive, the enforcement of the requirements surrounding Medicare’s Secondary Payer laws will change our members’ financial exposures and the legal environment. We’re hosting this seminar to help provide our members a fuller understanding of the legal issues, so that they can better prepare for its impact,” said David Demchak, President and CEO of CIRMA. CIRMA encourages municipal leaders, especially its large deductible and self-insured members, to attend this event. The seminar will be presented by Roy A. Franco, Esq., Chief Client Officer, and Nicholas Collins, Executive Vice President, of Franco Signor, LLC, the nation’s leading expert on Medicare Compliance. The seminar is free. Breakfast will be served. To register, please visit www.CIRMATraining.org page and click on the seminar link.

Employment Practices

CIRMA helps public employers navigate the challenges

IRMA’s Employment Practices Liability Helpline program, launched in October of 2016, has assisted dozens of municipal officials with questions surrounding employment practices. First Amendment rights, employee dismissal, management of personnel files, and union rights are a few of concerns that have been asked of and answered by the employment practices experts at CIRMA’s Employment Practices Liability Helpline. Employment practices law is complex, and CIRMA developed this program to help its members manage this exposure. The program also includes a free subscription to its News & Alerts service, with articles and webinars highlighting trends in employment law. For more information, please visit www.CIRMA.org/EPLHelpine page.

20 | CONNECTICUT TOWN & CITY | JUNE 2017

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With long-term rate stability and innovative programs and services. Working together with our members and strategic partners, CIRMA delivers outstanding value to help build a safer, more secure future for Connecticutâ&#x20AC;&#x2122;s cities and towns. Visit www.CIRMA.org for more information about the many benefits of CIRMA membership.

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CIRMA’s Cyber Risk And Security Awareness

igilance and awareness is an important defense against cyber attacks. CIRMA recently released a new white paper, Cyber Security, and is presenting a new “Cyber Security: Understanding the Basics” training and education program, with sessions scheduled for June. The white paper and education session describe recommended essential cyber best practices for local public entities. “Experts estimate that two-thirds of all cyber breaches can be prevented by following a few basic best practices,” said David Demchak, CIRMA President and CEO. “While these threats are sophisticated and continuously evolving, they often rely on a few distinct vulnerabil22 | CONNECTICUT TOWN & CITY | JUNE 2017

ities to be effective. Beneath those vulnerabilities are behaviors that can be changed,” he added. CIRMA, in partnership with its strategic partners, will also issue advisories and alerts for its members to help provide them some tools and resources to help their staff defend against cyber attacks. CIRMA encourages its members to use them to help educate their staff on cyber best practices. CIRMA urges its LAP pool members to report cyber incidents immediately. For more information and resources, please visit CIRMA’s Cyber Risk & Alerts page at www.CIRMA.org/Risk &Alerts and www.CIRMATraining.org page.

CIVIC AMENITIES Making Money Off Of Greens Guilford hires pro to help golf course turn profit

owns and cities need to be more creative than ever these days when thinking of potential new revenue streams. Sometimes it’s luring new business to town but sometimes it’s taking better advantage of an old one. The Guilford Lakes Golf Course has always been a popular spot for golfers on the shoreline. More than 13,000 golfers used it last year. One of the main attractions is it’s more affordable than the higher-end country club golf courses. But that’s the problem. Currently, it doesn’t make money for the town which owns the course. In fact, it actually runs a little deficit. This year, in an effort to turn that around, the Guilford Lakes Golf Course Commission recently hired PGA Golf Professional Mike Papp. Papp, an independent contractor and Master Golf Teaching Professional, will be available to give lessons to kids and adults. He will be working with Parks and Recreation Director Rick Maynard to create a Junior Program. It’s that Junior Program that town officials are hoping may turn the golf course from a program that runs in the red into one that makes money for the town. In his career, Papp ran many junior programs, which had participation rates of 85 to 100 kids. He would put together a year-end tournament and hand out trophies and awards to all the kids. Mike was also voted Best Teacher in Connecticut five years in a row by Golf Magazine from 1998 to 2002. “That’s how you keep people coming back to the course,” says Papp. “You teach the learners and turn them into paying customers.” Papp plans to create a teaching area in the back of the course and is planning on developing a co-relationship with area driving ranges. He said he is also looking to

create a ladies program and build an after work league. Papp also plans to manage a fully stocked golf shop, with clothing and accessories. His plans for clubhouse improvements include: graband-go food from the Little Store, items from the grill on Mondays and Saturdays, additional seating space, and a second television so players can relax between games. “I am very excited about being a head pro again and moving here from New Milford,” says Papp. “Guilford is a beautiful town and I hope to do great things for the course.” Papp’s services have been retained for six months from April 1st through September 30th. According to First Selectman Joseph Mazza, having Papp serving as the golf shop attendant, among his many other duties, will eliminate the need for one of the current attendants. “We are very excited to have a pro of Mike’s caliber to teach the kids how to play golf and to help us market this beautiful course,” says Golf Course Commission Chair Chris Hodgson.

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JUNE 2017 | CONNECTICUT TOWN & CITY | 23

CIVIC AMENITIES Bridgeport Gets “Smart” Park City adds specialized parking meters

he City of Bridgeport has joined the growing number of cities in Connecticut and New England that have gone to using so-called “smart” parking meters in crowded parking areas. Bridgeport began using the meters at the end of 2016 and now has a total of 111 state-of-the-art parking meters in the central business and government district downtown fully operational. Building upon the city’s commitment to economic development, the Smart Parking System will be a boon to residents and businesses alike, providing a host of benefits, including making parking payment easier and more convenient. The additional meters will control 203 parking spaces in the Downtown Special Services District area. The meters are payable with cash and credit cards, and a mobile app to pay for parking remotely is also downloadable. “This long-overdue change makes downtown Bridgeport more convenient for residents, consumers, and businesses,” says Mayor Joseph Ganim. “Consumers will be able to pay for parking with coins or a credit card. There is also a mobile app you can download that allows you to pay using your phone and that even shows where there are parking spaces available in downtown Bridgeport, saving valuable time,” Ganim says. “I really look forward to our downtown business and residential customers having a better parking experience due to this new technology.” The Smart Parking System features include: 1. Wayfinding that includes the ability to find open Smart parking spaces with the mobile app, eliminating the need to wait for spots to open up or driving around

searching for a spot, and reducing congestion and greenhouse gases. 2. Flexible payment options including coin, credit and debit cards, and mobile payment using the “MobileNow®” application available on iOS and Android phones. 3. Public safety features including a 911 call button, community service. 4. The meters have large, high-definition touch screens. The City of Bridgeport chose Connecticut-based LAZ Parking as the vendor to manage its new parking system. The technology was developed by the firm Municipal Parking Solutions (MPS), who will provide technical support for the new meters. Complus Data Innovations, Inc. will oversee violation management and collections. LAZ, MPS, and Complus will work jointly to provide a managed parking solution for all city parking meters. Joe Caldwell, Chief Executive Officer of MPS, says, “Bridgeport is on the leading edge of cities that understand the value of advanced parking technology that’s simple to use and convenient, and can provide ease of use to their citizens and local businesses. Everywhere around us technology is enhancing our lives — parking should be no different.” The convenience of multiple pay-

24 | CONNECTICUT TOWN & CITY | JUNE 2017

ment methods requires that smart meter violations be mailed. Before mailing, LAZ personnel will review the captured meter violations to ensure that they are validly issued (e.g., at a broken meter, at an inaccessible meter, where the coin box is full, etc.). Violations will be mailed a few days after the meter captures them. The new parking meters have a grace period of five minutes before a violation is recorded. Parking Enforcement Officers will continue to issue paper tickets on the city’s older meters. LAZ and the Downtown Special Services District will use mobile “ambassadors” in the area of the new smart meters to explain how the meters work and to answer other questions from the public for a preliminary period. LAZ will also have a downtown office at 333 State Street where tickets can be paid and other parking information obtained. Local parking ordinances remain the same. The hours of enforcement are Monday through Saturday, from 8 a.m. until 6 p.m. Parking is free of charge on Sundays and holidays. LAZ and Complus are experienced in municipal parking management and enforcement. MPS has successfully implemented its Smart Parking System in a number of cities throughout Connecticut, New York, New Jersey, and Massachusetts. The company is based in Minnesota.

Regulating Food Trucks

CIVIC AMENITIES

Towns and cities work to appease trucks and local business

s food trucks have increased in popularity the past few years, towns and cities that house them have struggled with how to appease fans of the trucks without angering brick and mortar businesses that pay taxes in town.

Long Wharf Drive, one downtown, one on Cedar Street by Yale-New Haven Hospital, and one on Sachem Street by Yale’s Ingalls Rink. These districts legalize a number of vendors who currently operate illegally because of zoning restrictions.

The issue has been a particularly contentious one in some New Haven-area shoreline towns such as Madison and Guilford, where trucks have been moved to different locations around the center of town in an effort to find a compromise that works for everyone.

• Establishes a process for those interested in vending in the Special District to apply for a site license every two years. Current vendors in these locations will be “grandfathered” into a site at their current location. New vendors will be selected by lottery, and those who do not receive a space because of high demand will be placed on a waiting list for each district.

New Haven, which has a lot of food trucks, recently came up with a new ordinance for food truck vendors. That means food truck operators, starting this summer, will need to follow new rules when they vend downtown, near the hospital on Cedar Street, and on Long Wharf and Sachem Street. East Rock Alder Jessica Holmes, chairwoman of the Legislative Committee in New Haven, says the new ordinance “balances the interests of brick and mortar establishments with local vendors.”

• Enables the city to collect two types of annual licensing fees: $1,000 for pushcarts or stands (which can only occupy sidewalks) and $2,500 for trucks or trailer carts (which can occupy only parking spaces). Vendors at Long Wharf also will be charged $500 a year for electricity costs. • Through the collection of license fees, the city will hire a full-time vending enforcement officer, as well as provide for periodic cleanup of the Special Vending Districts.

The new ordinance does the following: • Creates four new Special Vending Districts: one on

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JUNE 2017 | CONNECTICUT TOWN & CITY | 25

ECONOMIC DEVELOPMENT Futuristic McDonald’s Self-serve kiosks In Norwich

ears from now, if the trend catches on, the McDonald’s franchise in Norwich will be able to brag they were the first in the state to do it. Do what, you ask?: Use a standalone self-order kiosk. McDonald’s officials say the kiosks can save an average of seven seconds in order time per customer versus having the order taken by an employee. There are four ordering stations along with traditional order clerks to take your order, which comes up on the screen in the kitchen and is prepared just as you ordered. Then that order is delivered to your seat.

While the Norwich location is the first in Connecticut, there are 2,600 McDonald’s locations around the globe with the kiosk technology. The interactive menu is colorful and easy to navigate. Items are represented with high-definition photos, and each choice offers a calorie count. Customers have a chance to pay at the machine or walk up to the cash registers. McDonald’s officials say that by 2020, most — if not all — locations will have the kiosks. Norwich store owner Rachel Deane said the kiosks don’t replace employees but complement her team of service representatives.

“So this allows us to really focus on what the customer needs. We can show them exactly what they’re getting just like we do at the screen in the drive-thru. We’re doing that right for them inside the restaurant today,” Deane says. Deane says she added 28 employees to the newly renovated store. “We’ve actually added staff to support the technology. Technology is really to help us sell more products and to make sure the customer gets the best sandwich they possibly can,” Deane says. The Norwich location also offers table service for guests, according to McDonald’s.

A Bright Future

Fairfield officials map out development goals

t’s been more than a decade in the making, so it’s easy to see why Fairfield officials are excited about a new economic blueprint for the town’s future.

Fairfield Community & Economic Development Director Mark Barnhart recently announced that the Fairfield Economic Development Commission (EDC) has completed work on “Creating a Strategic Vision for Fairfield.” The report represents the culmination of a year-long planning effort that involved high-level stakeholder interviews, focus group sessions, public workshops as well as a business and resident survey. The report focuses on several key areas including improving the regulatory process, supporting mixed-use development opportunities around transit, strengthening cooperation with the Town’s two universities, and developing a marketing and communications plan.

so in a responsible way that is sensitive to our community character,” states Barnhart. First Selectman Michael C. Tetreau comments, “I think it’s vitally important that we periodically re-examine the work that we are doing in view of the competition and industry-wide best practices. Fairfield continues to be a great place in which to live, work, and have a business, but we are constantly searching for areas in which we can improve. I commend the Commission on their work to date on this important initiative.” “This plan really serves as a blueprint for the town to follow in order to achieve its economic development goals,” states Peter Penczer, Chairman of the Fairfield Economic Development Commission. “The EDC will begin work on implementing key recommendations from the study in the coming months,” Penczer adds.

The first such effort in more than a decade, the plan is intended to establish goals and priorities in the Town’s economic development programs to support the local business community, to encourage entrepreneurship and new business formation, and to attract businesses to Fairfield.

The report was prepared with the assistance of the Connecticut Economic Resource Center (CERC), a non-profit corporation based in Rocky Hill that provides its clients with strategic business, real estate, research, and marketing services with a focus on economic development and leveraging the state’s advantages as a premier business location.

“Our focus remains on how we can grow the business sector and the commercial grand list as well as create employment opportunities for our residents, but to do

The study was partially underwritten by a grant from the United Illuminating Company and Southern Connecticut Gas.

26 | CONNECTICUT TOWN & CITY | JUNE 2017

ECONOMIC DEVELOPMENT Coffee, Tea And Train Fairfield train station serving food and beverages

he Connecticut Department of Transportation (CTDOT) has announced that Best Food Fast LLC has been selected to operate a food and beverage truck at Fairfield Metro Station in Fairfield during the peak weekday morning rush hours. “This service will be a great amenity for the hundreds of commuters catching trains at Fairfield Metro every morning and I am delighted that we have been successful in bringing it to fruition,” says DOT Commissioner James P. Redeker. “Best Food Fast is well known and popular around Fairfield and I’m confident our commuters will keep them busy.” More than 1,200 commuters take the train from Fairfield Metro on an average weekday morning. The Best Food Fast truck will be located in the parking lot on the eastbound (New Haven-bound) side of the station. There is an “up and over” walkway at the station for commuters heading westbound toward New York City. In addition to coffee and juice, the vendor will offer breakfast sandwiches and wraps, and “healthier” options like yogurt and fruit. Customers may call ahead or text orders to 203-871-8016.

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Fairfield State Rep. Laura Devlin worked with CTDOT for months on a process to get a vendor in place for rail commuters. She says, “Having been a long-time commuter, I know the value of having that cup of coffee and other options available for your morning commute. This will be a fabulous addition to the Metro station and I’m happy we are supporting a local business.” Aaron Hagel and Richard Hewitt, both of Fairfield, will operate the Best Food Fast service. Best Food Fast LLC was selected in a competitive procurement process. CTDOT is interested in pursuing similar services at other rail stations in Connecticut.

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JUNE 2017 | CONNECTICUT TOWN & CITY | 27

ECONOMIC DEVELOPMENT Wineries Flourishing 800,000 bottles made in state last year

uch has been written the past few years about the growing craft beer brewing industry in the state of Connecticut.

But there’s another alcohol-related industry that has also been doing well – wineries. From Shelton to Brookfield, to East Granby, to Wallingford, to Clinton, to New Hartford, to Stonington and North Stonington, to North Branford, to Preston, to Coventry and beyond, the wine industry is flourishing in the state. “We want to continue to grow the wine industry in the state,” Gov. Dannel P. Malloy said during a recent visit to Jones Winery in Shelton, adding that Connecticut has seen more growth in the industry than any other state in New England. “We made 800,000 bottles of Connecticut farm wine last year,” Malloy says. “This is a great time of year to visit a vineyard, and Connecticut is a great destination for people looking to explore quality, farm wineries,” Malloy says. “We have more than three dozen vineyards that produce a number of high-quality wines. Our state’s Passport to Connecticut Farm Wineries program offers folks a perfect opportunity to explore the diversity that each of our unique farm wineries has to offer.” To participate, guests can obtain a booklet which was designed to look like an actual passport at any of the state’s 37 farm wineries. Each time they visit a new winery during the season, they should bring the passport with them and have it stamped. Once they have obtained at least 16 stamps, they can enter to win a number of prizes, including a two-week trip to Spain. A complete listing of Connecticut’s wineries and additional information is available at www.passporttoctfarmwine.com. “This program really highlights the diversity of what each of our unique farm wineries has to offer,” Agricultural Commissioner Steven K. Reviczky says. “It’s a great way to promote the hard work of our growers and to encourage visitors to make these wineries a destination.” The passport program has generated about $2.2 million over the last two years, according to Jason Bowsza, a spokesman for the Connecticut Department of Agriculture. Participants must be at least 21 years of age and can only submit one passport per person in the drawing. The program is operated by the Connecticut Department of Agriculture and runs from May 5 to November

28 | CONNECTICUT TOWN & CITY | JUNE 2017

5, 2017. The drawing will be held on December 7, 2017. Jamie Jones runs the wine operation for the Jones Family Farms in Shelton. “The passport program is really important to our business,” Jones says. “We’ve probably doubled our wine business in the past six years,” pointing out that’s the amount of time that Malloy has been governor. Malloy came to Shelton after giving an address at the state’s annual tourism conference in Hartford in May. Malloy’s budget calls for $8.3 million in tourism spending next year, which is an increase from this year’s $6.5 million but nearly $4 million below what the state spent in 2014. Connecticut tourism industry officials are worried that the state’s multi-billion dollar deficit could lead lawmakers to reduce tourism spending even below the level recommended by Malloy. They add that ideally the state would go back to its old system of funding tourism, which was setting aside three percent of the state occupancy tax on hotel rooms and other lodging to be dedicated, solely, to promoting tourism. Malloy says he understood that concern, but adds that “Before I became governor, we spent zip, nada, on tourism.” “I am proposing spending $8.3 million. We should be spending $15 million,” Malloy says. “That money would pay for itself if the legislature would let it, instead of taking money that tourism brings in and redirecting it into the general fund.” The tourism budget was cut back in 2009 when Connecticut faced an $8 billion two-year deficit, which is smaller than the $5.1 billion two-year deficit it currently faces.

EDUCATION The Education section of CT&C is sponsored by Gateway Community College’s GREAT Center. Learn more at: www.gatewayct.edu/Great-Center

Green Ribbon Winner

Norwich school cited for environmental efforts

overnor Dannel P. Malloy has announced that Moriarty Environmental Sciences Magnet School in Norwich has been named a 2017 U.S. Department of Education Green Ribbon School. Green Ribbon Schools are honored for their efforts to reduce environmental impact and utility costs, improve health and wellness, and provide effective environmental education. Moriarty Environmental Science Magnet School shifted to a focus on environmental science in 2013. Moriarty students now benefit from lessons in the butterfly and vegetable gardens, and in its outdoor classroom. Students also learn about health, school energy management, composting and recycling, tapping the expertise of the Food Corps, Norwich Public Utilities, Backus Hospital, and many others. “We must commit to cleaner, more sustainable ways of living and Moriarty Environmental Science Magnet School is helping to lead the way to a brighter future for all of us,” Malloy says. “We have to change our behavior today if we expect to reduce our impact on the planet tomorrow. We’re proud of this school and of Connecticut as a whole for stepping up to the challenge of protecting the environment.” “Connecticut’s young people are among the savviest of next-generation environmentalists. It’s imperative that our schools are leading efforts to curb pollution, improve efficiency, and reduce our overall impact on the planet,” says Lt. Governor Nancy Wyman. “I applaud Moriarty Environmental Sciences Magnet School for protecting our

environment today and setting us on a course toward a more sustainable future.” “I am so proud of Moriarty Environmental Sciences Magnet School for bringing environmental stewardship, sustainability, and lessons about health and wellness into their educational programs,” says Commissioner of Education Dianna R. Wentzell. “The opportunity for students to study and grow in this type of learning environment sets an excellent example of how to be a global citizen while making a difference in their lives and the lives of others here at home.” “We are thrilled to have Moriarty Environmental Sciences Magnet School receive the Green Ribbon School Designation,” says Norwich Schools Superintendent Abby Dolliver. “The staff, students, and families work hard to create and maintain healthy learning environments.”

Across the country this year, 45 schools, nine districts, and nine colleges and universities are receiving Green Ribbon honors. They were selected from a pool of candidates voluntarily nominated by 29 state education agencies. The selections include public and private schools. Fifty percent of the 2017 honorees serve a disadvantaged student body. Since 2013, Connecticut has had 13 schools and one district honored by U.S. Department of Education Green Ribbon Schools. Connecticut has 112 schools that participate in the Connecticut Green LEAF Schools program, which helps schools grow “greener.” Through the CT Green LEAF partnership, state agencies work with education and environmental organizations to guide schools toward more sustainable practices.

JUNE 2017 | CONNECTICUT TOWN & CITY | 29

EDUCATION All-America Finalist Again! New Britain tabbed for prestigious honor

or the second year in a row, the National Civic League has named the City of New Britain an “All-America City” finalist in recognition of the community’s efforts to boost school attendance, stem summer learning loss, and increase grade-level reading skills. “We are excited that the National Civic League has recognized the innovative and measurable efforts we have undertaken to make sure that students are well prepared for the rigors of the classroom so that they are successful there and beyond,” says Mayor Erin Stewart. “It is an honor to be recognized by the National Civic League two years in a row for the work we are doing to improve the lives of our children.” Twenty-seven communities from across the country are currently in the running to receive the coveted All-America City Award — America’s oldest and most prestigious community recognition. This year the National Civic League is working with the Campaign for Grade-Level Reading to recognize communities that have made measurable progress for low-income children in the areas of school readiness, school attendance, summer learning, and grade-level reading — all key drivers for student success. “One of the things that New Brit-

ain has done very well is develop strong partnerships with the school system and community organizations to reduce absenteeism and boost reading levels. These partnerships have helped us to integrate our work in unique ways that benefit our children,” says Robin Lamott Sparks, Executive Director of the Coalition for New Britain’s Youth. Nancy Sarra, Superintendent for the Consolidated School District of New Britain, says, “It is truly an honor to be named an All-America City finalist for a second consecutive year. This recognition affirms that the collective impact of our city residents can accomplish great things. I am proud to lead the school district and partner with the mayor and the Coalition to make brighter outcomes for our students.” From 2013 to 2016, the number of low-income kindergarten students scoring in Performance Band 1 on the NWEA Reading Assessment increased from 30.4 percent to 41.8 percent. The number of first-grade students who were chronically absent declined from 25.1 percent in 2011-12 to 13.3 percent in the 2015-16 school year. Additional indicators show that there was a decrease in summer learning loss amongst participants in the school system’s Summer Enrichment Experience, and an increase in grade-level reading profi-

Mayor Erin Stewart

ciency amongst second graders. The All-America City Award finalists will travel to Denver, Colorado from June 14 to 16 to share the efforts and strategies they have used to improve student successes. Finalists will be announced on June 16 at the gathering. On June 19, 2016, the National Civic League first named New Britain one of only 10 towns and cities from across the country a 2016 “All-America City” based on partnerships in the community that have led to reducing chronic absenteeism among students, a decline in youth obesity rates, and a drop in summer learning loss.

Home Run

Bridgeport students can now use batting cage

batting cage with pitching machine has been installed at Bassick High School, paid for with grant funds issued by the State of Connecticut Court Support Services Division. The equipment will be available to more than 150 kids who participate in baseball and softball programs at Bassick, Harding, and Central high schools. “This is just one of our commitments to giving back to 30 | CONNECTICUT TOWN & CITY | JUNE 2017

Bridgeport students,” says Mayor Ganim. “Our focus has to be the youth and supporting their athletic activities. Sports and other extracurricular programs are an integral part of an educational experience. We need to build on this to make our students well-rounded individuals to prepare them for the future,” Ganim says.

EDUCATION

Top Notch

Guilford becomes fourth in state to offer IB program

uilford High School (GHS) recently became only the fourth district in the state, and the first in the New Haven area, to be qualified to conduct an International Baccalaureate (IB) program. Superintendent of Schools Paul Freeman recently reported to the Board of Education that the first IB classes will be offered in the beginning of the next school year in September of 2017. School board Chairman William Bloss says that the IB program will be an alternative to the Advanced Placement program that students are currently enrolled in. Students will have a choice. A U.S. News & World Report article on high schools describes AP courses as “focusing intensively on

a particular subject, while IB courses take a more holistic approach.” Bloss described the IB program as an “especially rigorous curriculum.” “The approval of GHS as an IB school, among only a handful in Connecticut and the first in the New Haven area, is an exciting and rewarding development for our students,” says Bloss. “The Board of Education investigated the program thoroughly, including discussions and meetings with university admissions officers and administrators, and field trips to an IB school in New York where board members met with faculty and students in an established program,’’ continues Bloss. “We are convinced that the IB program will be a valuable addition

to GHS because of its emphasis on connections between disciplines and encouragement of deep critical analysis and communication,” adds Bloss. There will be minimal costs for materials and training associated with the program, according to school officials, and no additional staff will be added. Additionally, parents of the students enrolled will be responsible for any costs associated with exams that the program entails. The other IB high school programs in Connecticut are at Fitch High School in Groton, Metropolitan Learning Center in Bloomfield, Harding High School in Bridgeport, and Connecticut IB Academy in East Hartford.

Keeping The ‘Community’ In Community College Affordable education and training are beneficial to municipalities

t’s no secret that community colleges are a strong, reliable and affordable resource for regional workforce development, or that they offer short-term training programs that work hand-in-hand with local workforce alliance boards and government agencies to train disenfranchised workers for new careers. What seems to remain a secret is that Community Colleges also serve as a resource for economic and community development. While Connecticut’s towns and cities are busy developing long-range economic development plans to meet the needs of their communities, community colleges are at the ready to assist with specialized and industry-specific training, workshops, and strategies that bring the plans to life. They are the secret resource that understands best how to bring goals to fruition, largely because they are also in your community. They serve same constituents and understand the challenges and opportunities that are specific to the region. Colleges like Gateway Community College (GCC) in New Haven, currently the state’s largest, offer dedicated divisions that specialize in workforce and business and industry development. Working closely with the Chambers of Commerce, local government, and state agencies in their service region, these centers partner to provide

everything from leadership development to specialized training programs for entry-level workers. Each designed to meet a specific need for a specific municipality. Community development initiatives are often dependent on entities with specialized training to meet grant qualifications. Partnerships with community college centers, like Gateway’s Resource, Education And Training center, are an ideal option for assuring that contractors understand and manage grants properly while also having the option of earning certifications that will keep them qualified to work with municipalities. “We are a part of the community and we understand. It helps that we have the right people to provide the necessary training and services along with the facilities to make it all work,” says GCC Great Center and Dean of Workforce Development, Vicki Bozzuto. “We have access to the latest technologies and we provide the appropriate learning environment that allows us to provide customized and relevant training.” Whether it’s food safety training in customized kitchen-labs, firefighter safety training or consulting services, there is a wealth of knowledge and flexibility that make working with the local community college efficient, attractive and affordable. JUNE 2017 | CONNECTICUT TOWN & CITY | 31

ENVIRONMENT

Last Greenway Link

Cheshire work will complete 23-mile project

tate and town officials recently held a ceremonial groundbreaking in Cheshire for the last link in a continuous 23-mile section of the East Coast Greenway (ECG) between New Haven and Southington. The new section, part of the Farmington Canal Heritage Trail from Cornwell Avenue to West Main Street, includes 12-foot-wide pavement and will include a precast concrete boardwalk style structure to cross over wetlands, as well as pedestrian bridges to cross Willow Brook at two locations. Fencing and landscaping will also be provided along the trail as needed. Other amenities will include a restroom, bike lockers, park benches, and picnic tables to provide rest areas for trail users. There will also be a 10 space parking lot off Railroad Avenue. The $4.48 million project is being constructed by Richards Corporation of Terryville, and is expected to be completed in the fall of 2018. “It is exciting to get the final link done,” says Department of Transportation Commissioner James P. Redeker. “We are committed to completing the East Coast Greenway through Connecticut and this beautiful trail in Cheshire is an excellent illustration of that commitment. Projects like these enhance the quality of life in our state and help ensure a strong transportation and economic future.” “The Department of Energy & Environmental Protection (DEEP) is pleased to add this final section in Cheshire to Connecticut’s growing and appealing trail system. It marks the end of decades of negotiations and the continuation of our successful partnerships

32 | CONNECTICUT TOWN & CITY | JUNE 2017

with both the Town of Cheshire and the Connecticut Department of Transportation (CTDOT),” says DEEP Commissioner Robert Klee. “Importantly, this section will greatly enhance our trail users’ experience, taking them off roads and through a safe, unique natural environment that we hope will inspire stewardship.” “We are extremely excited at the near completion of this trail link and especially grateful to Commissioner Redeker and his great staff at the CTDOT for making this a reality, says Cheshire Town Manager Michael Milone. “Without their intervention, this trail section, which was expected to be extended in 1995, might never have materialized due to the confluence of major obstacles that we encountered.” Bruce Donald, Tri-State Trails Coordinator for the East Coast Greenway Alliance, states, “We are once more proud to announce the closing of another gap in the 200-mile spine trail in Connecticut. This last piece in Cheshire is historic as one of the more difficult in the state, and as such represents years of planning, the tenacity of the Town of Cheshire, tireless volunteer advocacy, and a huge commitment from CTDOT.” The East Coast Greenway winds some 198 miles through Connecticut, of which 55 percent, more than 100 miles, has been completed. The state is in the middle of a five-year Statewide Trail Program to fill in the gaps along the Greenway. The entire ECG runs 3,000 miles from Key West, Florida to Calais, Maine. More on the ECG can be found at www.greenway.org. The Farmington Canal Heritage Trail runs 84 miles, from New Haven to Northampton, Massachusetts.

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GOVERNANCE Working Together

Hamden, water authority collaborate on guide rail project

owns and regional agencies can work together to achieve mutual goals and save money.

That’s what’s currently going on in Hamden where the town has entered into an agreement with the South Central Connecticut Regional Water Authority that will allow for the provision and construction of guide rails along portions of Waite Street and Mather Street. These guide rails are being constructed to help address issues with vehicular accidents in the area of Lake Whitney. As part of the agreement, the Regional Water Authority (RWA) has agreed to share, with the Town of Hamden, a significant portion of the project costs associated with the purchase and installation of the guide rails. Commenting on the upcoming guide rail installation, Mayor Curt Leng said, “I thank the Regional Water Authority for their cooperation and leadership on this essential public safety project.

“For far too long, the areas along Lake Whitney on portions of Waite Street and Mather Street have needed important protective traffic improvements. These safeguards will protect Hamden’s motorists, while also protecting Lake Whitney, an important natural resource which supplies drinking water to the local area. I encourage all Hamden motorists to stay mindful, and to drive safely and carefully,” says Leng. “We are pleased to pool resources with the town of Hamden as they work to install safety guide rails along portions of Waite and Mather streets that border Lake Whitney,” says Larry L. Bingaman, President and CEO of the South Central Connecticut Regional Water Authority.

“The new guide rails are an important safety measure that will help protect the town’s residents and roads, as well as our public water supply.” Stephen Mongillo, Hamden’s RWA representative, commented, “The installation of guide rails along Mather and Waite streets is a very positive step toward protecting both motorists and our public water supply. Because of multiple considerations, it took some time and a collaborative effort between the RWA and town officials to plan for this upgrade. As Hamden’s representative to the RWA, I’m pleased that this additional protection will now be provided to residents and a valuable resource within our town.”

Lending A Helping Hand

Milford starts program to assist small businesses

ilford officials are doing everything they can to help small businesses grow in the city.

The City’s Department of Economic and Community Development is partnering with the Connecticut Small Business Development Center (SBDC) to offer a Micro-Enterprise Assistance Program (MEAP). The program, funded through the U.S. Department of Housing and Urban Development (HUD), is intended to provide small businesses with the tools for expansion and growth in order to create and sustain viable and productive small businesses in Milford. To be eligible for assistance under this program, applicants must be a registered, existing commercial enterprise (for at least a year) that employs five (5) or fewer employees, at least one of whom must own the enterprise. The enterprise must have its principal operations located in Milford and may be organized as a sole propri34 | CONNECTICUT TOWN & CITY | JUNE 2017

etorship, partnership, corporation, or any other recognized form of business. Additional details are located on the City’s website. “We have partnered with the SBDC on this because they have access to a host of additional programs that are beneficial to business. If a business is not right for this particular support or we can combine this with other types of assistance through SBDC and/or the State of Connecticut, then we are covering all available aspects,” says Julie Nash, Director of Economic and Community Development in Milford. Mayor Benjamin Blake commented on the collaboration, stating, “The City of Milford is dedicated to enhancing our current business climate to ensure that there are opportunities for business growth and expansion. The micro-enterprise assistance program is yet another step in the right direction to ensure that Milford remains the place to do business.”

GOVERNANCE

Fests, Fairs Are Fun — But Officials worry about cost of security

ne of the things that makes Branford a special town is the annual activities — the Branford Festival, the Branford Road Race, the Branford Memorial Day Parade, and the annual fireworks show. What many people don’t know, though, is that the town came very close to cancelling one of those events, the Branford Road Race this year, because of the cost of hiring police department personnel to work overtime shifts to cover the event. As the weather warms up, towns get ready to hold annual festivals that are signature events in each and every Connecticut community. Whether it is the Durham Fair, the East Haven Festival, Litchfield Jazz Festival, or the Branford Festival, you get the picture. These events that traditionally attract thousands of people, not just those who live in town but visitors from throughout the state, are staples of our Connecticut towns and cities. But one issue many don’t think of is the costs involved, beyond the obvious ones, for holding these annual shindigs that are getting more and more difficult for towns to handle in these tough budget times. Hiring police, often on an overtime basis to cover security for these well-attended events, is a costly expense. In Branford, recently, the Board of Finance was told that the always popular Branford Road Race, tradition-

ally attended by thousands of runners not only from throughout Connecticut but from throughout New England, was almost shelved this year. The finance board wound up allocating funds to the police department budget to pay for the approximate $5,000 cost of providing security at the race. Police Chief Kevin Halloran told the finance board that the cost of the security for events like the road race is becoming more and more difficult to obtain, as budgets are getting squeezed for each dollar. In fact, Halloran said the race organizer was even considering cancelling the popular road race when he heard that the race might have to pay for the cost of private security, which the chief said would likely be triple the cost of having Branford police provide the coverage. The finance board did vote to allocate the funds to the police department for overtime coverage of the signature town events because members said in the end, it is events like these that make Branford a special place to live. First Selectman Jamie Cosgrove told the finance board that events like the road race and the Branford Festival also “have a significant impact on local business” during the days that the events are held. Additionally, Cosgrove says, the road race, for instance, is a major fundraiser for area nonprofits, donating, he says, close to $4,000 annually. JUNE 2017 | CONNECTICUT TOWN & CITY | 35

HEALTH Battling The Opioid Crisis More towns, cities accepting old medications

hat started out a few years back with a handful of police departments in the state has grown tremendously as officials from all over Connecticut work together to battle the growing drug abuse epidemic. Half of the police stations in the state now participate in Drop Box Drug Disposal programs, where residents can discard their unwanted or unused medicines in special locked boxes any time the police department is open. Residents do not need to complete forms or answer questions about the items they drop off. (Needles or liquid medications are not accepted.) State Representative Sean Scanlon, from Guilford, who has been one of the leading spokespeople in the efforts to fight heroin and opioid abuse among young people in the state, says the growing town-by-town participation in drug take-back programs is a huge help. “As Connecticut grapples with an opioid epidemic that will take more lives this year than car accidents and gun violence combined, we can all contribute to combating this crisis by properly disposing of our unused prescription drugs at safe disposal boxes located in most police stations across the state,” Scanlon says. “Four in five new heroin users begin by abusing prescription drugs, according to the Centers for Disease Control, and taking the simple step to clean out your medicine cabinet can without a doubt help save lives.” “The Pharmaceutical Collection Program reduces the risk of prescription drug diversion and abuse, sickness and hospitalizations attributable to inappropriate or outdated medication consumption and environmental

The Town of East Hartford’s drug disposal drop box is located in the lobby of the Public Safety Complex.

damage including groundwater contamination and non-point watercourse pollution,” East Hartford Mayor Marcia Leclerc said. “Medication disposal is a major public health and safety concern.” Kristen Granatek of the Governor’s Prevention Partnership added that there are now more than 70 drop box locations in Connecticut. “Drop boxes and take-back days are an effective strategy for disposing of medications,” says Granatek. “There has been a great deal of outreach and promotion of the boxes, take-back days, and other safe methods of disposing of medications. My guess is that this promotion, combined with the increased attention to the opioid crisis, is behind this,” Granatek adds.

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36 | CONNECTICUT TOWN & CITY | JUNE 2017

Good Neighbors

HEALTH

Medical marijuana facilities doing strong business with little ruckus

ne business that has been doing quite well in many towns in the state of Connecticut, with very little controversy, is the medical marijuana business.

The number of medical marijuana patients in the state has grown to 18,071 as of May 5 according to the latest figures from the Connecticut Department of Consumer Protection.

Branford Town Planner Harry Smith told zoners there have been no problems or complaints about the medical marijuana business since it opened for business two years ago. Branford First Selectman Jamie Cosgrove has repeatedly said that Bluepoint has been a good business for the town.

There are 4,453 patients in Hartford County; 4,241 in New Haven County; 3,678 in Fairfield County; 1,943 in New London County; 1,114 in Litchfield County; 1,111 in Middlesex County; 872 in Tolland County; and 659 in Windham County.

“The state guidelines are very stringent as far as security is concerned,” Cosgrove says. “These places are highly, highly regulated. Frankly, I heard some concerns about this when the place first came to Branford. But I haven’t heard a single word since it’s been open.”

The dispensaries are located in Hartford, Branford, Waterbury, Bethel, South Windsor, Uncasville, and Bristol, with two in Milford.

There are 22 debilitating conditions for adults and six for patients under the age of 18 that the State Board of Physicians has certified for medical marijuana use.

The dispensaries all have to meet strict state and local guidelines.

“We’re incredibly proud of the Connecticut medical marijuana program’s thoughtful expansion,” Acting Consumer Protection Commissioner Michelle H. Seagull says.

None, according to officials in towns that house them, have been a problem. In Branford, the Planning and Zoning Commission recently unanimously granted approval for Bluepoint Wellness to move to a bigger location at a former bank building on West Main Street.

“Our program is the first pharmaceutical model in the country, and always had made great health care the number one priority. This program supports more than 18,000 patients in Connecticut with severe debilitating conditions and allows them to lead healthier lives,” Seagull adds.

Nick Tamborrino opened one of Connecticut’s first medical marijuana dispensaries, Bluepoint Wellness, in Branford.

JUNE 2017 | CONNECTICUT TOWN & CITY | 37

TECHNOLOGY Mobile App Helps Biz

West Haven seeks to promote online marketing presence

est Haven and the West Haven Chamber of Commerce are partnering with a Bridgeport mobile application company to help West Haven businesses enhance their online marketing presence. The startup company, URHere, has rolled out an advanced smartphone app that functions to help people find their way, whether they are indoors or outdoors, says its founder and CEO Mark Lazarus. Lazarus, a cyber security expert, says the cost-effective program, which combines maps and indoor GPS into one application, allows businesses to plug their name and connect with patrons for improved satisfaction. To boost customer engagement, the creative app enables business owners to post their own video or audio commercials and photos. Lazarus says the app, available to the public as a free download on Apple’s App Store and soon on Google Play, also tracks foot traffic for businesses and displays bus routes. “URHere gives users access to a menu of easy-to-use operations to locate businesses and destinations and rate their experiences,” says Mayor Edward M. O’Brien, who owned and operated GoldWorks, a jewelry repair and retail shop at 499 Campbell Avenue, for nearly three decades before taking office in 2013. For instance, Lazarus says, to promote a social event or special sale offer, a business can post a commercial, coupon, or flyer via URHere and anyone with the app will receive a notification about the event or special. Merchants can also send a link of their business or social media account to a potential customer’s Apple or Android smartphone, Lazarus said. “My administration is dedicated to making our city a better place to live, work, shop, dine, and stay,” O’Brien says. “URHere is a surefire marketing strategy to showcase your business while helping to bolster and stimulate tourism in our city.” The URHere program is being financed by the Department of Planning and Development to the tune of $5,000 per year, as a tool to give city businesses a shot in the arm, says Joseph A. Riccio, Jr., Commissioner of Planning and Development. “We are constantly exploring new initiatives to foster and increase business, economic development, and tourism in West Haven,” Riccio says. “I believe this innovative app can make businesses stronger and more prosperous.” The URHere contract provides the city with 10 beacons, with additional beacons costing $300 each. The lithium battery-operated beacons, which contain

38 | CONNECTICUT TOWN & CITY | JUNE 2017

information relevant to where they are installed, are being deployed in popular public areas, including City Hall and parks. Riccio says the city can also use the 2-inch-by-2-inch beacons to publicize news and events. To help decrease the cost of online marketing for chamber-member businesses, chamber director Alan R. Olenick has negotiated a reduced rate with Lazarus that supplies each business with one free beacon for a $45 monthly subscription to URHere. The service costs $100 per month for non-chamber members, Lazarus says. Lazarus says the service includes uploading commercials and photos to the URHere website portal and receiving a beacon to blast out notifications. He said subscribers will also receive data on how many people visited their establishment and how many people they sent messages to. “This is an exciting mixture of technology and business engagement that will give business owners direct marketing with their customers,” Olenick says. “More and more people are finding information immediately on their cell phone. The app will allow marketing directly to the consumer, and hopefully that will create revenue from increased sales.” “I would like to thank Mayor O’Brien for being a visionary for making this partnership possible,” Lazarus says. “I believe URHere will help businesses in West Haven move forward and make them more competitive in the marketplace. It is a true honor to work with the mayor and his team, and I look forward to working with the businesses of West Haven.”

TECHNOLOGY Driverless Future

New autonomous vehicle guide helps cities prepare for the future

ecently the National League of Cities (NLC) released a new guide to help cities prepare for the roll out of autonomous vehicles (AV) in their communities. The report, “Autonomous Vehicles: A Policy Preparation Guide,” provides an overview of AV technology and answers frequently asked questions around AV manufacturers, public policy considerations, municipal coordination, and infrastructure investment.

ies play a critical role in maximizing the benefits of autonomous vehicle technology, and are in the unique position of understanding how and where these new technologies will work best.”

“Autonomous vehicles are rolling out on city streets across the country at a rapid pace – much faster than anticipated just a few years ago,” said Brooks Rainwater, senior executive and director of the Center for City Solutions at the National League of Cities (NLC). “While state and federal entities have always played a role in regulating transportation, cities are where this new technology is being deployed now.”

• Cities should start planning now because AVs are on streets today

The guide acts as a city-focused complement to the U.S. Department of Transportation’s (DOT) 2016 Federal Automated Vehicles Policy, which focuses heavily on the role of the federal and state governments in AV policy. “For self-driving vehicles to be truly successful and reach their full potential, cities must work in partnership with their counterparts at the state and federal level to ensure travel within – and between – states is seamless,” continued Rainwater. “Ultimately, cit-

This policy guide comes at an important time for city leaders planning for the future of transportation and mobility. In addition to outlining answers to pressing questions, the report recommends:

• Policy development must have the right people at the table, including city staff in charge of planning and transportation, procurement, IT, and law enforcement • Cities should track and monitor federal and state developments and make sure their interests are voiced • Cities should begin planning infrastructure needs and building data and computing capacity to take advantage of an automated mobility future The full guide can be accessed at: nlc.org/AVPolicy The National League of Cities (NLC) is dedicated to helping city leaders build better communities. NLC is a resource and advocate for 19,000 cities, towns and villages, representing more than 218 million Americans. www.nlc.org

JUNE 2017 | CONNECTICUT TOWN & CITY | 39

TECHNOLOGY Modern Day Communication Using social media helps get message across

ommunicating to constituents these days – let’s face it – is more challenging than ever in the fast-paced, 24/7 Twitter, Facebook, Instagram, and text world that we live in. People, at least most of them, just don’t sit down and read their morning newspaper or watch the morning or evening news with a cup of coffee. So, how’s an elected official supposed to keep in touch with those he or she was elected to serve? Well if you can’t beat them, join them. One of the best ways to communicate with people

these days is social media. And one of those who use social media – a lot – to communicate with his constituents about what’s going on in the town of Hamden is Mayor Curt Leng. Leng generally posts to social media daily, updating his followers on new businesses coming to town, warning about severe weather conditions, praising workers for going above and beyond, etc. Below is a condensed version of a message he sent out via Facebook at the end of his first term as the town’s mayor.

Looking Back at My 1st Full Term Year as Your Mayor: Just recently, I recognized that it was just past the one-year anniversary since being sworn in as your Mayor for my first full term in November 2015. When I ran for Mayor, I focused on public safety programs, enhancing parks, investing in our neighborhoods’ streets, bridges, and sidewalks, supporting improvement of our public schools and school facilities, focusing on the importance of superior constituent services for our residents and continuing to strengthen our Town’s finances — the foundation that allows us to work on all other things. I am proud to report that we’ve improved our Town in each of these goal areas with demonstrable success. There’s much more work to do — and we’re just getting started! I am extraordinarily proud that Hamden was chosen as one of Money Magazine’s top 50 “Best Places to Live - 2016” in the United States. This is an accomplishment all residents are both responsible for and should share in celebrating, because this level of national recognition only happens when so many are working together — individuals and neighborhoods, businesses and civic associations, public servants and community activists — to keep Hamden the very special place we call home. This recognition is even more impressive when we consider that 60 different categories were comprehensively reviewed and considered in determining the municipalities across our Nation selected for this impressive list. Working to Build a Stronger Hamden, Curt Balzano Leng

40 | CONNECTICUT TOWN & CITY | JUNE 2017

TRANSPORTATION Riding The (Future) Rails Consulting team picked to map out future statewide rail system

he Connecticut Department of Transportation (CTDOT) has announced the selection of a consultant team to assist the department with planning for the future of the New Haven Line and the entire statewide rail system. Developing the investment program to significantly improve the performance of the rail system is a key element of Governor Dannel P. Malloy’s “Let’s Go CT!” 30-year, $100 billion transportation vision. The team will be composed of experts from three nationally respected firms, AECOM, WSP USA, Inc., and STV, and will initially be tasked with developing a strategy to improve capacity, frequency, and speed of rail service on the New Haven Line. This plan, informally known as the “2+2” Plan, calls for running local trains on two outer tracks and express trains on the two inner tracks. The study will develop service and infrastructure investment strategies to achieve key performance targets for the rail system and evaluate the optimal strategy for creating direct service to New York Penn Station as well as to Grand Central Terminal. This work effort, funded by an initial allocation of $3 million by the State Bond Commission from Malloy’s “Let’s Go CT” ramp-up program, will inform future capital investment decisions such as the configuration of new rail stations, rail yard improvements, interlockings, and procurement of additional rail cars and locomotives. “This critically important initiative marks the beginning of a new era in the state’s rail system, moving us from the traditional commuter business model to a dynamic, interconnected transit network. Customers and business leaders are demanding these new services, which will

unleash the true economic potential of Connecticut’s communities,” says CTDOT Commissioner James P. Redeker. “With the opening of the Hartford Line next year, we have an opportunity to take a fresh look at rail service across the state, to rethink schedules, fares, branding and other operational details. It will soon be possible to travel with ease between Hartford and the state’s major cities along the coast,” says

CTDOT Bureau Chief of Public Transportation Richard Andreski. The initial phase of the study will look at various concepts and alternatives for future train service and potential investment needs. The first phase, including recommendations on the future rail car and locomotive purchases, will be completed next year. It will then be up to CTDOT, the General Assembly, and the governor to act on any recommendations.

JUNE 2017 | CONNECTICUT TOWN & CITY | 41

SENIORS Giving Seniors A Break

Madison latest to adopt tax relief program

adison has joined the growing list of Connecticut municipalities that have a senior tax relief program in place.

The plan is something that has been a priority of First Selectman Tom Banisch since he was first elected to office in 2015. Once elected, he named a committee to investigate a program to ease the property tax burdens for town seniors most in need. Banisch says “The intent of the freeze program is to help the neediest seniors in Madison be able to stay in their homes. To that end, both income and property valuation are considered.” The senior tax freeze committee appointed by the Board of Selectmen, once Banisch took office, was tasked with figuring out a way to give seniors a break and minimize the impact on residents. Banisch says, “The committee that proposed the freeze ordinance said that based on our suggestions, the projected utilization of tax relief benefits would increase from the current 12 percent level to 18 percent and continue to assist a greater number of seniors going forward.” The first selectman adds, “The combined (all tax relief programs) cap shall not exceed one percent of the

MUNICIPAL BUSINESS ASSOCIATE

previous year’s total town and educational budgets. The Board of Finance shall review the percentage of the cap of the senior tax freeze program and shall set the dollar amount of the cap.” Banisch adds that based on last year’s budget, if the senior tax freeze program was in place, the cap would have been $772,720. As to who will bear the additional payments that those who qualify for senior tax relief will be spared, Banisch says: “Everyone who pays taxes in Madison.”

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MUNICIPAL BUSINESS ASSOCIATE GOLD

BL Companies • CDM Smith Inc. Celtic Energy • The ECG Group Fuss & O’Neill • Menefee Associates Consulting, LLC • PowerSecure, Inc. RealTerm Energy • Sertex LLC Tanko Lighting • TRC

CCM appreciates their support and commitment to CCM and its members. 42 | CONNECTICUT TOWN & CITY | JUNE 2017

VOLUNTEERS Helping Kids

New Haven Reads continues to flourish

16-year-old organization founded with the simple goal of helping urban children become better readers is thriving, as New Haven Reads recently opened its fourth location earlier this year. Hundreds of volunteer tutors help more than 500 children improve their reading at four locations, including the newest branch at 85 Willow Street. It accommodates 150 students. New Haven Reads Executive Director Kirsten Levinsohn says the opening of the new site “allows us to serve the kids who have been on our waiting list for some time.’’ Levinsohn who, in addition to being in charge of the program, is a reading tutor herself, says the need “has never been greater.’’ New Haven Reads was founded in 2001 by Chris Alexander, the late wife of Bruce Alexander, Yale’s Vice President for New Haven and State Affairs. It was created as a community book bank and has grown so that every week it hands out hundreds of books. The program is funded by a combination of donations and grants, including $80,000 from the state of Connecticut for the Willow Street branch. New Haven reading scores show that only 29 percent of students in grades 3 through 11 are reading at grade level or above. All of the students at New Haven Reads are struggling readers and the vast majority come from low-income families. The demographic breakdown of the program’s students is: 61 percent African American; 29 percent Latino; 4 percent White; 3 percent Asian and 3 percent other. Students come from across Greater New Haven with approximately three-quarters coming from the city of New Haven. Trained community volunteers, who range from high school and college students

“Having the opportunity to have this tremendous impact on a child’s life is just so fulfilling,” to senior citizens, are matched with students who need help with reading in grades 1 through 12. The tutoring pairs work together for at least one hour a week on the child’s literacy need. More than nine out of ten students in grades 1 through 3 reported improvement in their reading grades after being tutored, New Haven Reads officials say. One of the volunteer tutors is John Horkel, a retired nature center director, who has been reading to New Haven Reads kids for four years. “It’s my little way of giving back,” Horkel says. “Even though we live in this technology-driven society, if you can’t read, you are sort of stuck. Maybe, in a small way, I can make a difference.’’ Levinsohn, who was a school teacher in New Jersey before she moved to Connecticut, said she first started volunteering at New Haven Reads in 2010 and she “fell in love”

with the program and its mission. Levinsohn says what strikes her about New Haven is that “the very same city that is the home of one of the finest universities in the world, Yale, also is where we have children who are growing up facing such difficult educational challenges. Really, it is appalling.” She says she, her staff and the hundreds of tutors work with the children “not just to make them better readers, but to make them better people.’’ Often that work, Levinsohn continued, means being the liaison between the child who is being tutored and the school he or she is attending, as an advocate for the child and/or the parent. “Having the opportunity to have this tremendous impact on a child’s life is just so fulfilling,” Levinsohn says. The program’s other locations are at 45 Bristol Street, 101 Ashmun Street, and 4 Science Park.

JUNE 2017 | CONNECTICUT TOWN & CITY | 43

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