Connecticut Town & City - Spring 2025

President Laura Hoydick, Mayor of Stratford

1st Vice President Michael Passero, Mayor of New London

2nd Vice President W. Kurt Miller, Chief Administrative Officer of Seymour BOARD OF DIRECTORS

Arunan Arulampalam, Mayor of Hartford

Jason Bowsza, First Selectman of East Windsor

Jeff Caggiano, Mayor of Bristol

Mary Calorio, Town Manager Canterbury, Chaplin & Pomfret

Fred Camillo, First Selectman of Greenwich

Elinor Carbone, Mayor of Torrington

Paula Cofrancesco, First Selectman of Bethany

Justin Elicker, Mayor of New Haven

Carl Fortuna, Jr., First Selectman of Old Saybrook

Joseph P. Ganim, Mayor of Bridgeport

Matthew Hoey, First Selectman of Guilford

Matthew Knickerbocker, Town Administrator of Wilton

Rudolph P. Marconi, First Selectman of Ridgefield

Edmond V. Mone, First Selectman of Thomaston

Maureen Nicholson, First Selectman of Pomfret

Brandon Robertson, Town Manager of Avon

John L. Salomone, City Manager of Norwich

Caroline Simmons, Mayor of Stamford

Gerard Smith, First Selectman of Beacon Falls

Lori Spielman, First Selectman of Ellington

Erin E. Stewart, Mayor of New Britain

Mark B. Walter, Town Administrator of Columbia PAST PRESIDENTS

Thomas Dunn, Mayor of Wolcott

Michael Freda, First Selectman of North Haven

Herbert Rosenthal, Former First Selectman of Newtown

Executive Director & CEO, Joe DeLong

Deputy Director & COO, Ron Thomas

Managing Editor, Joseph Thornton

Writer, Christopher Gilson

Layout & Design, Matthew Ford CCM STAFF

Letter From The Executive Director & CEO

Why Education Funding in Connecticut Is Central to Economic Stability

Connecticut is often praised for its affluence, natural beauty, and rich history. But behind the postcard image lies a harsh economic reality: property taxes in our state are crushing families and stagnating economic growth. This burden is not just unsustainable—it’s economically disastrous.

The driving force behind CCM launching the “Do The Math” campaign is to highlight the financial challenges faced by Connecticut’s towns and cities due to insufficient state funding for education. The campaign emphasizes that the state’s budget proposals are the leading factor to increased personal property taxes and, in many instances, reduced public services unless state funding disparities are addressed.

A Tax That Punishes the Middle and Working Class

Connecticut residents face some of the highest property taxes in the nation. For many homeowners—especially in middle- and lower-income communities—property taxes consume a disproportionate share of their income. Unlike income taxes, which scale with earnings, property taxes are fixed based on property value, not a homeowner’s ability to pay.

This system punishes stability. Owning a home, once a cornerstone of the American Dream, has become a financial liability in Connecticut. Families are forced to choose between staying in the communities they love or fleeing to states with fairer tax structures.

Economic Growth Suffocated at the Local Level

Behind the headlines about tech booms and online retail successes lies a quiet casualty: the small, independent business. These aren’t just stores, they’re cornerstones of our communities. Small businesses often become unintended victims of both online distributors and economic policies at the state level. High property taxes not only reduce consumer spending power, but small, brickand-mortar businesses struggle to compete—unable to match the prices or scale of the larger online competitors. If left unchecked, we’ll be left with hollowed-out main streets and communities without character.

The sad, but necessary, truth is local governments are forced to rely heavily on business and residential property taxes to fund basic services residents expect: education, police, fire departments, and public works to name a few. In fact, over 70% of municipal revenue in Connecticut comes from property taxes. This overreliance creates a perverse economic cycle: in order to maintain essential services, towns must continue raising taxes, even as residents and businesses struggle to pay them.

The Wealth Gap Widens

Property taxes exacerbate inequality across towns and cities. Wealthier municipalities with higher-value real estate collect more revenue, offering better schools and amenities without overburdening residents. Poorer towns must raise rates to provide the same level of services, putting them at a competitive disadvantage and further entrenching cycles of poverty.

This uneven playing field means where you live in Connecticut often significantly determines the quality of your child’s education, your access to necessary and life-sustaining public services, and your long-term financial security.

A Broken System in Desperate Need of Reform

State leadership has long known the system is broken. The “Do The Math” campaign has laid bare the underfunding of education, special education, and essential programs—failures that force towns to unfairly hike property taxes to fill the hole.

It doesn’t have to be this way. We need a serious conversation at every level about how the state funds local government. That includes fully funding the Education Cost Sharing (ECS) formula, modernizing the PILOT (Payment in Lieu of Taxes) program to compensate towns for untaxed state and nonprofit properties and— dare I mention—exploring regional revenue sharing and alternative tax models.

The Stakes Are High and The Consequences Are Serious

Connecticut is at a crossroads. Continue down this path and we risk becoming a state that only the wealthy can afford to call home and student education inequalities further widen. Reverse course, and we can ease the burden on working families, invigorate our economy, restore faith in our communities and ensure the educational system promotes a fair and balanced opportunity for successful outcomes for all students.

Fighting for increased educational funding and property tax reform isn’t about politics—it’s about survival. It’s about building a Connecticut where every student and every resident, regardless of income or ZIP code, has a fair shot at a stable and prosperous future.

Joe DeLong CCM Executive Director & CEO

CCM Interviews...

We sat down with Mary Calorio on her exciting new endeavor

We often extol the virtues of shared services here in Connecticut. The ability for towns and cities to provide all services, all the time, isn’t necessarily a bad thing of course—but is it the most efficient way to do so? Are there ways that services can be provided that would give individual municipalities a better product for less money? Is there a way to beat the “Brain Drain” affecting so many positions in our state?

CCM called Mary Calorio, the outgoing Killingly Town Manager, as she embarks on a novel idea in Connecticut—the shared Town Manager for Canterbury, Chaplin, and Pomfret. We talk about the challenges in working for three towns and what benefits she expects. This interview has been edited for length and clarity.

CCM: You are stepping into a new role, a first of its kind in Connecticut. How did the idea of “Shared Town Manager” even come up?

Mary Calorio: John Filchak [Former Executive Director of the Northeaster Connecticut Council of Governments] has been presenting this to the COG for at least five years, but what allowed it to gain traction was a couple of losses in First Selectmen roles. Some would probably be equivalent to professional management because they have done 10 or more years, but towns and especially the smaller towns need continuity of projects. If there were some transition, how can staff and projects continue to move forward without losing ground?

CCM: At the time of this interview, you are still the Town Manager of Killingly, what challenges do you expect leaving the Town Manager role for one town to Town Manager for three?

Calorio: I have an entire staff I wish I could take with me—they have such a great regional view, a great resource view.

CCM: That regional view is important, but towns and cities can be fiercely protective of their local character, how can you preserve that?

Calorio: To be able to do that, you have to know each community, right? And not each community has the

same goals or objectives, it does take a lot to be able to learn and understand. But I do have a little experience in that territory.

I had changed roles from Putnam as Town Administrator to Killingly, so what I did was Putnam during the day and Killingly at night because Putnam was in the middle of their budget process, and I won’t leave something undone.

So you just have to know what are the goals of each community, what is the outlook, what is the vision? And knowing when you’re in Canterbury, I have a Canterbury hat on. And the communities I have, they are all independent, they’re all unique in their own ways. They have a lot of the same vision, right? They have a desire to maintain a rural characteristic, to not have huge growth in government, but also maintain a certain level of services.

CCM: Will this concept work outside of the Quiet Corner, where towns are small?

Calorio: Yeah, I think to some extent, yes. When we get to bigger towns, in the northeast corner that is Killingly, the model might be ineffective. But smaller towns, nobody can exist without sharing components of ourselves.

CCM: How would you sum up this endeavor?

Calorio: So, I wish there was like one tagline—like what is this? I know a lot of people have looked at me and said, “You’re gonna be the town administrator for three towns, have you really lost your mind?”

But I do think this is a great new initiative, and I think it’s going to be hopefully something that gets modeled elsewhere and even change some of the dynamics in our state.

CCM: We look forward to that, and maybe we can talk again in a few months after you’ve been on the job for a few months?

Calorio: Absolutely.

CCM: Thank you for taking the time to talk to us, and we wish you the best. As always CCM will be there for you.

Calorio: Thank you!

So, I wish there was like one tagline - like what is this. [...] But I do think this is a great new initiative, and I think it’s going to be modeled elsewhere.

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Court Issues Decision With Supreme Impact

Decision had the potential to increase workers’ compensation rates by over 40%

Arecent Connecticut Supreme Court decision upended three decades of precedent in the state’s worker’s compensation system. This decision had the potential to significantly increase costs for towns and cities.

The issue is complex. In general, the ruling in Gardner v. DMHAS afforded an administrative law judge (ALJ) broader discretion to continue awarding temporary partial disability (TPD) benefits for up to 520 weeks (10 years) before transitioning the individual to permanent partial disability (PPD) benefits. Long-standing practice was to transition an injured employed to PPD benefits when they reached their maximum medical improvement (MMI).

What this means? Simply, this would have allowed for richer benefits for longer periods of time. In the specific Gardner case, which involved an injured nurse with an 8% disability rating to her wrist, the award would increase from approximately $20,000 to $619,320! This decision reinstated certain benefits to levels nearly equivalent to those before the 1993 workers’ compensation reforms.

This significant increase was not been accounted for in any premium pricing. In addition, for self-insured municipalities, this would have drastically impacted reserve scenarios.

The National Council on Compensation Insurance (NCCI) noted that the court ruling could have increased workers’ compensation costs by 41%. While NCCI data does not include municipal claims, it offers a good estimation on its impact – and it is staggering. In particular, their report noted that the decision would not only impact existing claims, but could also impact those claims eligible for reopening. Therefore, “an unfunded liability may exist due to the potential for retroactive implications related to additional costs for such claims that were not contemplated in the premiums charged

for policies written prior to this court decision.”

The decision unravels decades of progress and disrupts the balance that has been achieved since the 1993 reforms.

In addition to increasing workers’ compensation benefits, the decision subsequently impacts municipalities with greater significance than private businesses. This is because of CGS 31-284b which requires towns and cities to continue providing group health coverage –for the employee and any dependents - when providing TPD benefits. Private businesses do not need to provide these benefits.

In response to the decision, CCM worked tirelessly with the insurance industry and business partners to educate the legislature on the impact of the decision and encouraging them to modify the law accordingly. It was not easy. However, a compromise was reached amongst the employer groups, the Connecticut Trial Lawyers Association and organized labor representatives– who have been the most vocal group in support of the decision.

Through lengthy negotiations, the compromise was codified into law in HB 6863. The bill passed both the House and Senate, and among other things, ensures that injured employees transition to permanent disability benefits once they reach MMI. Without this change, workers could have remained on costly temporary benefits for up to ten years.

HB 6863 also enhances benefits for injured workers by adding new body parts to the compensation schedule, allowing parents of deceased employees with no dependents to collect benefits, providing additional 31308a benefits, and creating a working group to discuss vocational rehabilitation.

While it is not perfect, it is better than the alternative of letting the decision to stand.

The decision unravels decades of progress and disrupts the balance that has been achieved since the 1993 reforms.

Picking Your Brains!

Be on the lookout for an important new member survey

Donald Rumsfeld accidentally created a new meme when he first noted that there are known knowns, known unknowns, and unknown unknowns—“the ones we don’t know we don’t know.” Periodically, as an organization, we have to assess our known knowns and our unknown unknowns. Coming this June, CCM will be launching its most extensive member survey in over five years.

Our last member survey was in the heart of the COVID pandemic, and it’s hard not to believe that things have changed since then. At the time, we were completely remote, advocating at the federal level for county-level equivalency funds, and wondering what the next few years would hold. Some partnerships have changed, some have grown stronger, but the core services remain the same.

We need to hear from you: our members are our north star. We assembled the entire staff to put together this survey with the goal of improving services for you. The survey will be open after the Legislative Session ends in early June, and we expect to keep it open throughout the summer. Hopefully, this will give everyone ample time to answer the survey fully.

So, look for announcements from CCM for when the survey officially opens. We look forward to hearing from you.

The Home Stretch

CCM’s Public Policy staff weigh in on the closing days of the long legislative session

New bills, amendments, and compromises are falling like snowflakes in New England winter, but it’s nearly June, and that means the end of the long legislative session is near. We asked Brian O’Connor and Randy Collins, Director and Deputy Director of Public Policy and Advocacy to speak to a few topics at the end of the session. Here’s what they told us…

The Budget: What’s keeping me up at night right now is the budget, and so we are very much looking at where we can provide additional aid to municipalities. Unfortunately, as many of you know, the legislature is really constrained by the fiscal guardrails. We think this is especially frustrating because we’re looking at a record surplus or a near record budget surplus for the seventh year in a row.

The State’s budget reserve is now in excess of $4 billion, and they’re actually looking to change the statutory cap on that to deposit another billion at a time when we’re seeing a lot of towns that are going through revaluations. Because of COVID, we’re seeing a significant shift from commercial value to residential value, which is really putting a strain on residential property taxes. And people are screaming for relief wherever the legislature can assist.

Education: One of the primary things were proactive on is education. We did see, of course, a substantial increase within the appropriations budget on the excess cost grant, which was a huge win, but we are still seeing what we might be able to do with the foundation grant. We think that’s one of the key issues going forward – and it hasn’t been updated since 2013. We’re also looking at potentially seeing if we can add a weight for special education or for students with disabilities and add that to the ECS formula.

Municipalities are confined to property tax revenue and state aid, and state aid has been consistent over

the last few years. Not too long ago, when we were in consistent budget deficits, that wasn’t the case, but in light of a record surplus, state aid has not been keeping pace with just everyday costs going up. Municipalities are getting the same amount of revenue, yet, every single thing – insurance, energy costs, fuel costs, labor costs – all of those continue to rise.

We’re optimistic on a few of these issues, and SB 1511, which we’re going to continue to revisit, but there’s more to do. Most legislatures presume there’s going to be incremental change, we’ve got some ground on that, but it’s clear there’s still more to do.

Car Tax: We’re looking to get a little bit of relief with motor vehicle revenue. But year after year [the legislature] talks about getting rid of them. But we can look at the PILOT (Payments-In-Lieu-Of-Taxes), education; we’ve never been fully funded. One argument is – “pay for what you have on the books.”

And if you take on a billion-dollar revenue stream, are we going to be reimbursed dollar for dollar?

Not to mention towns who went through revaluations, they have to lower their mill rates to protect their property taxpayers, but that also reduces the motor vehicle reimbursement rate based on the cap that the legislature passed. We want them to – instead of having

those numbers fall off immediately – to reduce them almost at a phase down over a five-year period to ease that sticker shock a little bit.

Housing: Right now, we are knee deep in housing. The House Democrats, led by Majority Leader Rojas, are putting together an omnibus bill that we are trying to work through. We just want a workable bill.

Our members are concerned about fair share, very concerned. We need to make sure that developers and certain non-profits don’t have the ability to sue municipalities if they believed that they were not moving forward on housing allocations. A report released at the end of May suggested that we needed 120,000 units, most of which would be for those who make 30% of the area median income. We don’t believe it was as expansive as that. There are some other components, of course, parking standards can be a compromise issue.

And one final point on that, one of our recommendations would be to simply have the COGs, the regional councils of governments do housing needs assessments. They are the boots on the ground, they have a good feel for their communities – what would work, knowing the infrastructure like water and sewer, and even the transit hubs – so I think that is an approach that we are going to move forward with.

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Congratulations Joe!

Executive Director Joe DeLong celebrates his first 10 years with CCM

CCM has had just three Executive Directors in its nearly 60 years as an organization, including the inimitable founder Joel Cogen for 40 years, Jim Finley, and Joe DeLong who joined us in April of 2015. Hailing from West Virginia, Joe won over the CCM board after a nationwide search, beating out nearly 60 applicants. Over the next ten years, he has managed to walk the fine line of bringing his vision of change for the organization while still remaining faithful to what made it successful for its first 50 years—a steely dedication to its members.

In his time, Joe has seen membership increase to its highest levels ever, brought on new employees with an array of skills, and fostered an environment where both members and team members succeed. CCM under his leadership has won major victories at the Capitol in Hartford for municipalities and at the Federal level during the COVID pandemic when the organization

worked with NLC to secure county-level funds from the American Rescue Plan.

Initiatives like CCM CARES/Representation Matters and the Civility Pledge show his commitment to issues that connect us, even in times when we seem disconnected. And, we’d be remiss not to mention the 119K Commission, where Joe has been able to advocate on behalf of at-risk and disconnected youth while advocating on behalf of our members who want to provide a world-class education for their children.

CCM’s motto is to improve the every day life of every resident of Connecticut, and throughout his 10 years here, Joe DeLong has exemplified that through his actions and leadership. CCM would like to thank him and congratulate him on this milestone—whether or not he stays here for 40 years will be up to him.

Joe visited the LOB at the Capitol with members of our Policy team way back in 2015.

Municipal Finance Essentials with Research Brief on Municipal Pensions and Retirement Programs

CCM understands that the core function of local elected officials’ responsibilities are associated with municipal finance. Whether this involves general financial management of local government, revenue collection, debt management, or employee benefits, municipal finance is crucial for funding essential public services and infrastructure projects, such as schools, roads, and utilities. This Municipal Finance Essentials program is a series of research briefs on several vital components of municipal finance.

Connecticut municipalities sponsor a variety of post-employment benefits to provide ongoing financial security to their employees after their public service careers end. These plans vary based on the number of members, benefit structure, and funding mechanism, resulting in a diverse pension realm unique to Connecticut. Governing statutes, along with federal labor relations laws pertaining to union participation and certain sections of the Internal Revenue Code, also impact pension plan provisions and administration. Municipal pension plan sponsors, therefore, have diverse questions and issues.

Local government entities may sponsor a pension plan for its employees for a number of reasons, including:

• Reward employees for service to the municipality

• Attract desirable employees

• Retain employees

• Statutory compliance

In addition, local governments may sponsor multiple plans covering different groups of employees, or create one plan for all municipal employees. For towns and cities, the most commonly covered employee groups include police, paid firefighters, and non-uniformed employees (i.e. public workers, town hall staff, etc.).

Government plans are often different than private plans available in the traditional market and other businesses. In addition, most are exempt from the provisions of the Employee Retirement Income Security Act (ERISA), the major legislation governing private plans. However, some provisions of the Internal Revenue Code (IRC) do apply to government plans. The IRC provides the plan participant with special tax advantages and protections as long as the plan is considered “qualified” by meeting the requirements of Section 401(a) of the Code.

Types of Plans

Defined Benefit Plans:

These are retirement plans in which the employer guarantees a specific benefit amount at a predetermined retirement date (based on age and/or service), typically calculated as a percentage of salary or a fixed dollar amount per year of service. The municipality is responsible for funding the plan and assumes the

investment risks. Investment losses increase the town or city’s required contributions, while investment gains can reduce or even eliminate the need for further contributions. Benefits are generally paid monthly for the participant’s post retirement lifetime, and in some cases may continue to other beneficiaries.

Defined benefit calculations:

The calculation for this plan typically contains four components.

1. Normal cost

2. Anticipated administrative expenses

3. Amortization payment or funding adjustment credit

4. Anticipated employee contributions, which is deducted from the annual funding requirement to obtain the minimum municipal obligation.

Defined Contribution Plans:

These plans specify the amount of money that is periodically deposited into the pension fund for each eligible employee (e.g., annually, quarterly, monthly, or per paycheck). The municipality-required contribution is based on a predetermined amount, typically a fixed dollar amount or a set percentage of the employee’s pay, and remains largely unchanged regardless of investment performance. There is no guaranteed retirement benefit in a defined contribution plan. The retirement benefit depends on the total contributions made, investment returns, and any experience gains or losses credited to the individual’s account, meaning the employee assumes the investment risk. In these plans, benefits are usually paid out as a lump sum.

There may be instances where a municipality may transition employees from a defined benefit plan to a defined contribution plan for new employees. This is called to “piggy-back” the new defined contribution plan onto the existing defined benefit plan. This approach maintains the same eligibility criteria and allows both plans to be administered under a single trust.

A common type of defined contribution plan in local government is the 457(b) plan.

Hybrid Plans:

Over time, some government entities have chosen to blend elements of defined contribution and defined benefit plans into a single plan often known as a “hybrid” plan. On the surface, these plans usually resemble a defined contribution plan, with employers depositing a defined amount into the plan each year on behalf of each eligible employee. However, these plans may contain a guaranteed earnings level that is allocated to the employee’s “accounts.” Since the credited earnings are guaranteed, the plan is actually a defined benefit plan. The employer bears investment risk in a hybrid plan as in a defined benefit plan. If the

plan’s investment returns do not meet the guaranteed rate, the employer must make up the difference which results in an increase in the municipality’s annual required contribution. Conversely, if earnings exceed the guaranteed rate, the employer’s annual required contribution declines.

Deferred Retirement Option Program (DROP)

Regardless of the plan chosen above, a Deferred Retirement Option Program (DROP) is a plan option that can be offered as an additional benefit. It allows eligible employees to continue working for a specific period while deferring their retirement benefits into a separate account, which grows over time. Essentially, the employee “retires” on paper but continues working for a set period before actually leaving the workforce.

Key Features of a DROP:

A. Eligibility

• Employees who are eligible for retirement (based on age and years of service) can opt into the DROP program, often for a limited time. The age or service requirements vary by the employer’s plan.

B. Deferring Retirement Benefits

• Instead of beginning to receive retirement benefits immediately upon meeting retirement eligibility, the employee defers those benefits into a DROP account. These funds are usually deposited in an interest-bearing account and can accumulate over time.

The monthly retirement benefits the employee would have received if they retired immediately is deposited into this DROP account.

C. Continued Employment:

• The employee continues to work for a defined period (typically 3-5 years) while still earning their salary and maintaining their job responsibilities.

The employee is treated as an active employee, but they stop accruing additional retirement benefits (the benefits they would have received had they retired and started drawing from the pension).

D. Interest and Growth:

• During the DROP period, the retirement funds in the account generally earn interest, which can vary depending on the plan. This allows the employee to accumulate more savings than they would have by simply taking the retirement benefits immediately.

E. End of DROP Period:

• After the DROP period ends, the employee actually retires, and the funds in the DROP account are typically paid out as a lump sum or rolled over into another retirement account (like an IRA).

The employee also begins to receive their regular monthly pension benefits at this point.

For the full report from CCM’s Research Team, please visit https://cloudshare.ccm-ct.org/index.php/s/ b8D4AgS8XyoDdSR

The Two-Edged Sword of Municipal Finance

by Mayor Michael Passero of New London

On the one hand, the local economy in the City of New London is thriving. Investment is strong, property values have grown by a healthy margin, the fund balance is impressive and the bond rating is up. On the other hand, the city’s operating budget is the prisoner of a regressive state property tax system that disproportionately impacts the households in our city and chokes our general government and school budgets. The already inequitable property tax system is more so in New London because of the state’s exemption from taxation of nearly 45% of the real estate in our 5.5 square mile city. That additional tax burden is transferred onto the backs of the remaining already overburdened taxpayers.

The Payment In Lieu Of Taxes (PILOT) program was designed in the 1970’s to reimburse cities like New London for tax exempt properties. That never completely happened and it remains a bouncing ball our city budget has tried to follow.

Despite our city’s recent rise in influence and financial stability, the city’s FY26 budget is extremely grim. It requires that the city adjust its expenses to match a substantial drop in projected state revenues. Unfortunately, the state’s proposed budgets, both the Governor’s and the Legislature’s, cripples our revenues by cutting PILOT payments by $2.5 million. Such a drastic cut in a single fiscal year is nearly impossible to overcome for a small, tax burdened city.

Without compensation for the loss of this tax revenue, the burden of funding necessary municipal services to the tax-exempt properties shifts to the remaining taxpayers. That means some of the poorest taxpayers in the state are forced to subsidize municipal services to colleges, state properties, religious institutions, and to the numerous nongovernmental agencies located in the city that serve the region, like the hospital and numerous social service agencies.

The housing market in our state, region and city continues to create very difficult challenges but is also providing opportunities. The creation of new housing in our city is robust. The housing sector is providing many benefits including growth in the grand list, thus our tax base, and a growing population to support our small businesses. The new housing demand is proving that New London is a desirable urban community to call home. In the past five to six years over 800 new units have been built and we have close to 1,300 new units in the pipeline, either permitted, planned or under construction.

None of the inequities of our property tax system are new. What is new is the effect of the current housing market, compounding those inequities. New London’s recent state-mandated property revaluation reflects a historic rise in residential property values and a dramatic shift in the tax burden from our commercial sec-

tor to our residential households. As a result, the city made the responsible decision to lower the mil rate from 37.27 to 27.5 for the current FY24/25 municipal budget. While that decrease was essentially revenue neutral for the city, it nonetheless did not offset the substantial property tax increase for our households. The revaluation process led to the first increase in residential property taxes in seven years. Since 60% of our families are already housing insecure and working multiple jobs, but still living paycheck to paycheck, and 20% live below the poverty threshold, the shift in the property tax burden fell hardest on our working poor and desperately poor families. For this reason, raising local property taxes to fund next year’s budget is not a reasonable option.

City government does not control the housing market. The impact of the current inflation of housing costs is statewide and nationwide. Indeed, the situation is exaggerated locally because of migration to our area because of a robust employment market. Ironically, lowering the mil rate last year precipitated the dramatic $2.5 million loss in PILOT funding under the next fiscal year’s proposed state budget. Our local legislative delegation and I have been advocating in Hartford for relief from this projected draconian cut and relief from the broken system that led to it.

The city is hoping for a proverbial stay of execution by the legislature for the next fiscal year but we also continue the long fight for reform of our state’s property tax system.

Mayor Michael Passero

Save These Dates

Two upcoming events that you’ll want on your calendar

We are happy to announce that CCM’s Second Annual Women in Government Summit will be held on July 16 at Aria in Prospect.

This comes after a successful first summit held in June of last year, in which representatives from 73 municipalities came together to promote and support women in local governments. In addition to networking time, there was a keynote speech by Tina Sparrow, a Business Development Executive at OneDigital, as well as a self-empowerment workshop.

WTNH came and covered the event, and footage can be seen here: https://www.wtnh.com/news/ latest-news/ccm-hosts-annual-women-in-government-summit/

This year’s programming was developed by the Women in Government Advisory Board, which consists of: Annatouchur Kingland, Bloomfield; Kasia Purciello, Manchester; Arnetia Green, Groton; Bonnie Rado, Southbury; Donna Hamzy Carroccia, CCM Consultant;

Korbi Kelly-Banks, CCM; Amber Knight, CCM; and Danielle Walker, CCM.

More information will be provided when registration is opened.

CCADV Workshops

CCM is a proud supporter of the work being done at the Connecticut Coalition Against Domestic Violence. Over the years we have partnered with them in various ways—booths at our Convention, episodes of the Municipal Voice podcast. This summer we will begin a series of five workshops to encourage CCM members to become “purple ribbon advocates.”

CCADV is a network of 18 member organizations with over 400 advocates with a mission to “change the systems that impact the lives of survivors.” They operate under the belief that domestic violence is not simply violence, but a preventable public health crisis.

The workshops will take place on July 9, August 20, September 17, October 15, and November 12, covering topics like “Understanding Domestic Violence” and “Considerations and Complexities that Impact Victims and Survivors.” All of the workshops will be open for individual registration, but those that join for each session will be certified as purple ribbon advocates. An email will be sent out when registration opens.

CCADV Executive Director Meghan Scanlon has been a guest on the Municipal Voice, follow the QR code with your phone, or click to watch this informative episode of CCM’s podcast.

Another EMS For The Books

Thank you for making the 2025 EMS a success

We held this year’s Emergency Management Symposium on April 1, but the attendees were no fools. The event once again sold out for attendees and the exhibition hall, as we added more workshops than ever.

We’d like to thank our partners in the Connecticut Division of Emergency Management and Homeland Security (DEMHS), the Connecticut Department of Emergency Services and Public Protection (DESPP), and the Connecticut Department of Public Health (DPH) for bringing this all together, as well as our sponsors

at CIRMA, TetraTech, Everbridge and Eversource. We’d also like to thank the Connecticut National Guard and the fine folks at Camp Nett at Niantic for hosting, thanks to them the day went off without a hitch.

Most importantly, we’d like to thank all the attendees. What our first responders, emergency management personnel, and municipal representatives do—whether in an emergency or day-to-day—is crucial to the safety of all of Connecticut’s residents and cannot be understated. We look forward to seeing you all next year!

Ending The Cycle

CCM and 119K Honored with “Homelessness Social Justice Award”

The Connecticut Conference of Municipalities (CCM), the 119K Commission, Domus Kids and Dalio Education were recognized with the prestigious Homelessness Social Justice Award at the 22nd Annual Training Institute hosted by the Connecticut Coalition to End Homelessness. This accolade honors organizations that demonstrate exceptional commitment to innovative solutions addressing homelessness and advancing social justice.

CCM, 119K Commission, Dalio Education and Domus Kids have taken significant strides to address the pressing issue of disconnected youth in the state. This recognition not only celebrates the Commission’s work, but also highlights the critical role of municipal and stakeholder collaboration in the broader mission to end homelessness in Connecticut.

CCM Executive Director and CEO Joe DeLong emphasized how the award reflects the collective efforts of an agency and its partners collaborating for effective solutions that ensure housing stability for all residents.

DeLong further reaffirmed CCM’s dedication to fostering partnerships and implementing innovative approaches to end the cycle of disconnection for young people across Connecticut.

The event focuses on the importance of unity and collaboration in addressing homelessness prevention, crisis response, and housing stability.

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Member Shoutouts

CCMOs tell us what they love about being CCMOs

Our Connecticut Certified Municipal Officials program is among the most popular offerings at CCM—with programs and workshops taught by experts and peers, as well as events like the CCM Convention and Emergency Management Symposium to earn you credits, becoming a CCMO is a no-brainer. Don’t trust us, though, hear from graduates!

I chose to begin the CCMO program because I wanted to become a more versatile municipal employee and feel that the program offered me the most convenient way to increase my knowledge and skills. I liked the flexibility of the online classes which also provided the opportunity to collaborate with colleagues from across the state to help solve problems and form partnerships. The wide range of topics that are covered gave me a better perspective on important issues that affect all facets of municipal operations. Our local community is very involved and the CCMO program has helped me with all aspects of my job responsibilities.

Sebbie Preston, Bethel

I chose to begin the Certified Connecticut Municipal Official (CCMO) program to deepen my understanding of municipal governance and enhance my ability to serve my community effectively. As an appointed official, I recognized the importance of having a strong foundation in the laws, regulations, and best practices that guide our work. The CCMO program’s comprehensive curriculum, which covers topics ranging from ethics and freedom of information to land use and budgeting, was exactly what I was looking for. I appreciated the opportunity to learn from experienced instructors and connect with fellow officials from across the state. Through the program, I gained a much clearer understanding of my roles and responsibilities as a municipal official. I learned practical strategies for navigating complex issues, managing conflict, and building stronger relationships with my constituents. The CCMO program has been incredibly valuable in my work, and I am confident that the knowledge and skills I gained will serve me and my community well for years to come.

Paul Harrington, Winchester

We’re always looking to elevate the CCMO program to create an even more meaningful and engaging experience for our members to help you advance in your municipal careers. Keep an eye out for future partnerships and updates over the year, so pay attention to emails. If you have any questions or comments about the CCMO program or if you’d like to submit a testimonial, please contact Danielle Walker, Training Coordinator at dwalker@ccm-ct.org

PARTNERS

Local Action, Statewide Impact

Sustainable CT helps Connecticut communities thrive

“You can see the cloves,” says Kaitlyn Timreck, a teacher at Bristol’s Ivy Drive Elementary School as she breaks off a piece of fresh garlic, holding it up for her students to smell. “And this is what you put in your food—smell it—doesn’t it smell like garlic?”

Her students are not so attracted to the pungent aroma of fresh garlic, but they love the outdoor classroom. They dig their fingers into the rich mixture of topsoil and compost in the raised garden beds and laugh.

“How boring is it to be in school and have to just sit in the classroom every day for 180 days?” posits Lindsey Rivers, an analyst with the Bristol Department of Public Works and the driving force behind outdoor classroom construction. “This would be the funnest thing ever—to build an outdoor classroom, and it’s all about the kids.”

The Ivy Drive School’s outdoor classroom is just one of Bristol’s many sustainability projects supported by Sustainable CT.

“Establishing outdoor classrooms in every school with the help of Sustainable CT’s Community Match Fund, conducting multiple community resilience building workshops to better prepare for natural weather emergency events, and being a Mentoring Municipality for other Connecticut municipalities are just a few of the exciting projects that Bristol has completed with our friends at Sustainable CT,” says David Oakes, facilities manager in the City’s Building Maintenance Division.

A Bristol Journey

The City of Bristol began its journey with Sustainable CT in 2017 and earned Bronze Certification in 2018. Bristol advanced to Silver Certification in 2020, and in 2024, the “Mum City” joined the elite level of Gold Certification, including designation as a Climate Leader.

“Throughout, Sustainable CT has been a supporting partner and trusted friend to the city,” adds Oakes, “and we’ve worked in conjunction with other Sustainable CT-registered Municipalities to the benefit, not just of the City of Bristol, but the entire State.”

Bristol is one of 62 Connecticut cities and towns currently certified by Sustainable CT—including 37 Bronze, 19 Silver, and six Gold. There are also 15 municipalities currently designated as Climate Leaders for their extra efforts in reducing harmful greenhouse gas emissions and preparing their communities for the impacts of climate change. In all, 138 of Connecticut’s 169 towns, covering 91% of state’s population, are currently registered with Sustainable CT. The Community Match Fund has enabled 23,696 individual donations of more than $2.4 million in 85 registered towns, provided $2.1 million in matching funds, and facilitated a combined $4.5 million investment in Connecticut communities.

The West Hartford Tree Canopy

In West Hartford, Mayor Shari Cantor knows the value of trees, and of Sustainable CT. “Our West Hartford Tree Project is a grassroots effort supported by the community,” says Cantor, “and generously matched up to $7,500 by Sustainable CT.”

The West Hartford Tree Project aims to increase the Town’s tree inventory one seedling at a time. Each year, volunteers purchase and distribute more than 1,000 native trees in April to local residents. The project also provides advice, education, and tree cages to ensure the highest survival rate. A strong and healthy tree canopy cleans the air, reduces stormwater runoff, intakes carbon, cools summer air, buffers wind and noise, and increases property values.

“They began with seedlings and, thanks to donations and Sustainable CT’s support, they now distribute young, healthy native potted trees,” Cantor explains. “In 2024, more than 100 donors provided $16,000 and more than 370 recipients selected ‘shovel ready’ trees—a huge win for biodiversity and the Town’s tree canopy.”

West Hartford is currently a Gold certified town, and designated a Climate Leader, in the Sustainable CT program. The town first qualified for Bronze certification in

Outdoor classroom at the Ivy Drive School, Bristol

2018, Silver in 2021, and Gold in 2024. Over the years, West Harford has excelled in renewable energy adoption, tracking and planning. The town has also achieved remarkable success in land and natural resources management, and in the development of a clean and diverse transportation system, earning more than 2,100 points and completing 97 sustainability actions over the six years its been involved with Sustainable CT.

Old Saybrook Shines

Old Saybrook is another town that has been involved with the Sustainable CT program since 2018, earning Bronze, Silver and Gold certifications and Climate Leader designation. The town has accomplished some extraordinary sustainability achievements including coastal resiliency planning, enhanced walkability through expansion of the sidewalk network, invasive species education and management, solid waste reduction through composting and recycling, special events and a new website to promote local businesses, funding and support for arts and culture, and zoning regulation changes to allow more affordable housing through accessory dwelling units.

“The incredibly competent Sustainable CT team has provided no-cost assistance in identifying the steps needed to accomplish actions, pre-application reviews and feedback, and training opportunities,” says Lynette Wacker, Inland Wetlands Agent and Assistant Town Planner for the Town of Old Saybrook. “Sustainable CT’s Community Match Fund has provided substantial financial support by matching donations from the

community for projects making a local impact, including a free tree giveaway to help residents ‘green up’ Old Saybrook, and the rehabilitation of a greenhouse to allow Old Saybrook High School students to grow food for their culinary programs and pollinator garden.”

Old Saybrook achieved the most points ever awarded to a town in a single certification application—1,095—in May of 2024.

Wacker points out? that certification is not a static achievement. “We’re currently working on some exciting new initiatives from the updated Sustainable CT Action List in preparation for future re-certification,” she says. “We look forward to working with the staff and fellows at Sustainable CT to accomplish our goals to help Old Saybrook thrive well into the future!”

In Pursuit of State Funding

Sustainable CT is hoping to expand its reach and effectiveness well into the future, too. The organization is currently asking the Connecticut General Assembly to provide a baseline of funding to support its mission at $1 million over two years. As Sustainable CT’s executive director, Jessica LeClair, observed in her testimony before the General Assembly’s Appropriations Committee, “It’s an honor to work with passionate elected officials, municipal staff, and resident volunteers who care deeply about their communities.”

Looking to the future, she added, “We are eager to continue our work to support Connecticut towns—we hope to make a truly sustainable Connecticut.”

The West Hartford Tree Project seeks to restore and maintain a healthy tree canopy

Powering Connecticut’s Municipal Future

Titan & CCM bring innovation and savings to Columbia and beyond

In the ever-evolving world of municipal operations, energy remains a significant—yet often under-leveraged—area of opportunity. From budget predictability to sustainability goals, municipalities across Connecticut are discovering that strategic energy management is not just a cost center—it’s a powerful tool for long-term resilience and impact.

That’s where Titan Energy comes in.

As the exclusive partner of the Connecticut Conference of Municipalities (CCM) Energy Purchasing Program, Titan Energy brings over two decades of experience in helping towns, cities, school districts, and other public entities take control of their energy strategies. Our role is simple yet powerful: we help Connecticut’s municipalities save money, plan for the future, and meet their energy goals—without compromising their budgets or their bandwidth.

Spotlight: The Town of Columbia

One of our most impactful collaborations to date is the Town of Columbia’s energy transformation.

In partnership with CCM, Titan Energy guided Columbia through the implementation of a solar project at the Horace W. Porter School. The rooftop solar array

now generates about 350,000 kWh annually, with the district paying a fixed rate of $0.054/kWh under a 20-year Power Purchase Agreement (PPA) that runs through 2037.

Compare that to the average cost of electricity—roughly $0.165/kWh—and the savings become clear: approximately $38,850 per year with zero out-of-pocket costs.

“We looked at this as a long-term investment—not just financially, but in our community’s sustainability,” says Mark Walter, Columbia’s Town Administrator, in a new video highlighting the project. “And it’s been working exactly as planned.”

This video will debut at CCM’s June 2025 Legislative Committee Meeting, offering fellow municipal leaders a firsthand look at Columbia’s journey and the value of strategic energy investments. Hear directly from town leaders and energy experts about how they made it happen—and how your community can too.

Maintenance Made Simple

Municipalities often hesitate to pursue on-site generation because of concerns around ongoing maintenance. However, Columbia’s experience has been refreshingly hassle-free.

Mark Walter, Columbia’s Town Administrator and Brendan Kearney

“From a maintenance perspective, it’s been almost hands-off,” says Mark. “The system performs as expected, and Titan Energy’s monitoring support makes it easy to stay on top of things. We haven’t had any issues, and the peace of mind that brings is worth a lot.”

This low-maintenance model is no accident—it’s the result of careful planning, expert vendor selection, and performance monitoring tools that Titan Energy builds into every project.

Taking Charge with EV Infrastructure

Columbia didn’t stop with solar. Through Titan Energy’s guidance and a strategic push to capitalize on Eversource EV infrastructure incentives, the town installed 16 EV charging stations across key municipal locations. These chargers serve town employees, residents, and visitors alike, while positioning Columbia as a forward-thinking community. With federal and state incentives likely to evolve or expire in the coming years, municipalities have a critical window of opportunity to act.

Titan Energy helps towns evaluate EV readiness, identify ideal sites, and apply for grants and rebates—making the transition to clean transportation smooth and affordable.

Locked-In Rates for Budget Certainty

Energy procurement remains one of the most immediate and impactful ways Titan Energy supports municipalities. For towns like Columbia, where budgets are often tight and unpredictable, locking in energy rates is a game changer.

Through the CCM Energy Purchasing Program, Columbia has now secured multi-year energy contracts twice, locking in fixed rates that stretch through 2027.

“We budget every year with little wiggle room,” Mark explains. “Being able to project our energy costs for multiple years helps us plan smarter, allocate resources more effectively, and avoid the rollercoaster of market volatility.”

Looking Ahead

The future of municipal energy is not just about keeping the lights on—it’s about aligning every kilowatt with your town’s long-term goals.

With a rapidly changing regulatory landscape, rising pressure for sustainability, and the growing need for energy resilience, there’s never been a better time for Connecticut towns to rethink their approach.

Whether your municipality is just beginning to explore solar, looking to stabilize budgets, or aiming to create a cleaner, greener fleet—Titan Energy is ready to help you lead the charge.

Who We Are

Founded in 2001 and based in Hartford, CT, Titan Energy is an independent energy consulting firm that serves clients across North America. Our mission is to empower public and private organizations with customized, data-driven energy solutions that reduce costs, minimize risk, and support long-term sustainability.

Let’s power your town’s future—together. To get started or learn more about our services, visit www.TitanEnergyNE.com or email Brendan Kearney at BKearney@TitanEnergyNE.com.

PARTNERS

Discover Middletown Program

invites new residents to explore downtown

by Christine Schilke, Communications & Strategy Director, Connecticut Main Street Center

Middletown’s already bustling downtown is about to get a fresh infusion of visitors thanks to an enticing amenity from the developers of a new $100 million, 486-unit luxury apartment and townhouse community.

Springside Middletown, a sprawling new campus-style development featuring a pickleball court, walking trails, and community center with co-worker space situated on 48-acres near the Cromwell line, recently celebrated reaching the halfway point of its construction. The project was originally conceived by Landmark Developer Glen Russo who owned the site and entered a tax stabilization agreement with the city before transferring the agreement to current developers Newfield Residential Partners, a joint venture of PB Ventures and Harbor Group International. With its mix of housing styles and many amenities, Springside is expected to attract younger renters as well as older people looking to downsize while remaining in Middletown. It’s estimated that when completed, the development will have a $55 million economic impact on the city and generate about $1.5 billion over the life of the project.

While the scale of the housing complex and its economic impact is impressive on its own, what’s equally eye-catching is the developer’s “Discover Middletown” program through which the developers will purchase $100,000 worth of Downtown Business District gift cards. Although Springside Middletown is outside walking distance of the downtown, the developers felt it was important to support small local proprietors, according to Landmark Investment Group project liaison Alan Marshall. New tenants will receive luxury welcome baskets featuring a $250 downtown gift card, along with

chocolates, local maps, champagne, and other items.

The gift cards are valid at over 90 downtown restaurants, shops and venues, as well as parking meters. To date, the developers have already purchased $58,000 in gift cards from the Middletown Downtown Business District, with plans to purchase the rest of the $100,000 by the project’s completion.

Middletown’s robust downtown gift card program is administered by the Middletown Downtown Business District, a special services taxing district that promotes the district and works cooperatively with municipal leaders and the Middlesex County Chamber of Commerce.

DBD Coordinator Sandra Russo-Driska said when approached by Mr. Russo (who is not related) about administering the gift cards, she told him, “If you’re asking if we can do this, the answer is absolutely!”

While it’s too soon to know the impact of the development’s Discover Middletown program on the downtown’s merchants, both the DBD and the city are in favor of the endeavor. “The downtown is the heart of the city. If it’s flourishing, everything else flourishes,” said Ms.

Russo-Driska. Christine Marques, Director of Economic and Community Development, agreed, saying it’s a “great program to get people downtown and frequenting the businesses.”

As a resource for downtowns and main streets across the state, we at Connecticut Main Street Center are happy to see such a unique public-private investment, an initiative that can be easily replicated in other municipalities. It’s a terrific example of how developers can support a thriving downtown, offering a generous incentive for tenants to enjoy the local area while also bolstering the restaurants and shops that make the city a draw. As Ms. Marques says, “We’re all excited. It’s going to bring people to the downtown and new homes to the area.”

Does your downtown have a gift card program? Middletown DBD, a Connecticut Main Street Center member community, was the featured presenter for a CMSC webinar on how main street organizations can administer a successful gift card program. View the webinar or visit CMSC’s website for more information.

Beyond the Badge: Championing Law Enforcement Excellence at CIRMA

Few b ring the depth of experience and passion that Justin Stanko, CIRMA’s Law Enforcement Program Specialist, delivers daily when building meaningful partnerships with law enforcement agencies across Connecticut.

Justin Stanko, Esq.

Justin joined CIRMA in July 2024 after a remarkable 27-year career with the Derby Police Department, where he retired as an Operations Commander. With his extensive background in civil, municipal, and labor law, along with his status as an FBI National Academy graduate, licensed attorney, and certified police instructor, Justin’s arrival marked a significant enhancement of CIRMA’s capacity to support our law enforcement members through expertlevel risk management services. What truly sets Justin apart is how he leverages that experience to inform and empower.

Elevating Training, Enhancing Safety

Under Justin’s leadership, CIRMA’s Law Enforcement Risk Management Program has evolved to provide practical and cutting-edge training. He spearheaded the delivery of eight POST-recognized training courses designed to keep officers sharp, safe, and in compliance:

• CIRMA Defensive Driving for Police

• Basics of Civil Liability for Police (NEW)

• Laws of Arrest (NEW)

• Police Use of Force

• CIRMA Law Enforcement De-escalation Simulator Training (NEW)

• Physical Fitness in Law Enforcement (NEW)

• Understanding the Basics of Juvenile Law (NEW)

• Scenario-Based Training for Law Enforcement (NEW)

• Tabletop Exercises

These courses aren’t just check-the-box requirements; they reflect daily real-world issues facing departments. From navigating civil liability to honing physical fitness for officer wellness, each course is designed with intention and insight.

As a specially selected law enforcement professional on the Use of Force Subcommittee responsible for designing a statewide training program to implement the new Use of Force policy mandated by the Police Accountability Bill, Justin brings authority and accountability to every

session. “I don’t just teach the judicious use of force,” he says. “I incorporate critical de-escalation strategies, the duty to intervene, and the current legal landscape. It’s about giving officers the tools to make good deci sions in high-stress situations.”

Simulating Success: De-escalation Training in Action

One of Justin’s most transformative contributions has been CIRMA’s leading Law Enforcement De-escalation Simulator training, powered by VirTra. Rolled out in the Fall of 2022, this immersive, scenario-based training tool has already reached 11 departments, 415 sworn officers, and 30 armed school security officers.

Since Justin began facilitating the simulator training program in July 2024, usage has expanded significantly. In just a few months, 265 officers and 30 school security officers received the training.

The simulator’s impact hasn’t gone unnoticed; two departments even took to social media to publicly thank Justin and CIRMA for providing such a valuable and realistic training experience. These posts reflect the officers’ appreciation and highlight the significance and effectiveness of this cutting-edge training resource for real-world law enforcement readiness.

The simulator isn’t just high-tech; it’s high-impact. Officers engage in realistic, emotionally charged scenarios that test and refine their communication, judgment, and restraint. “It’s one of the most effective ways to reinforce de-escalation,” Justin shared. “Additionally, it’s a proactive method for helping departments reduce liability and keep Connecticut communities safe.”

A Deep Bench of Credentials

Justin’s qualifications are as comprehensive as his approach. His POST credentials span critical areas of law enforcement.

In addition to his hands-on training work, Justin continues to serve the profession through academic instruction at Quinnipiac University School of Law, and previously on the Police Accountability Bill Subcommittee for POSTC.

“Justin’s impact on CIRMA and our members cannot be overstated. His unparalleled expertise, commitment to training, and ability to engage with officers at all levels make him an invaluable member of our team and a true asset to public safety in Connecticut,” lauded David Demchak, CIRMA President and Chief Executive Officer.

With deep roots in law enforcement, unmatched instructional credibility, and a genuine desire to improve the profession from the inside out, Justin is helping CIRMA

Beyond the Badge - continued

raise the bar for what law enforcement risk management can and should be.

When he’s not teaching, presenting, or developing new courses, Justin enjoys spending time with his family and staying active which makes him a natural fit given his passion for officer wellness. “Physical and mental health go hand-in-hand in this line of work,” he notes. “I’ve seen

first-hand how small changes in fitness and mindset can make a huge difference in officer performance and morale.”

What motivates him most? “Knowing I can still make a difference. After 27 years in the field, this role lets me continue serving those who serve in meaningful and lasting ways.”

CIRMA Welcomes New Staff

Meet the New Faces of Our Team

CIRMA employees help our members navigate all that can go wrong by remaining committed to doing what is right. We’re thrilled to welcome

Syed Asar is the newest addition to CIRMA’s Business Intelligence Department as a Software Engineer. In this role, Syed is instrumental in designing, developing, and maintaining high-quality software solutions to support CIRMA’s operations and strategic goals. Syed holds a Bachelor of Science in Computer Science from the University of Connecticut, and brings experience from the insurance technology space.

Mark Esposito recently joined CIRMA’s Liability-Auto-Property Claims Department in the position of Liability Claims Specialist. Mark is responsible for the prompt and thorough investigation of complex liability claims, requiring municipal law knowledge, along with strong evaluation and negotiation expertise. Mark holds a Bachelor of Arts degree in Criminal Justice from Columbia College of Missouri and joins CIRMA with experience as a Casualty Claims Analyst. In addition, Mark proudly served in the United States Navy.

Adejoke Ifafesobi recently joined CIRMA’s Business Intelligence Department in the role of Senior Business Analyst. In this role, Adejoke will be responsible for bridging the gap between business needs and technology solutions, helping to deliver data-driven insights and process improvements across the organization. She brings her previous experience as a Technical Project Manager to her new position. Adejoke holds a Bachelor

our newest team members to the CIRMA Community.”

– David Demchak, CIRMA President and CEO

John Malavasi is the latest addition to CIRMA’s Underwriting Department in the role of Underwriting Technical Associate. John provides technical assistance and customer service to members of his team and to CIRMA members. John holds a Bachelor of Arts degree in Criminal Justice from Mitchell College and brings a strong foundation in public service and municipal operations.

Meagan Smith is the newest addition to CIRMA’s Liability-Auto-Property Claims Department in the role of Liability Claims Representative/ Trainee. In her new role, Meagan is responsible for investigating claims to establish and document the material facts of each case. Meagan holds a Bachelor’s degree in Psychology and Human Services from Central Connecticut State University.

of Science in Accounting from Adekunle Ajasin University Akungba-Akoko, and a Master of Science in Finance Analytics and Systems from the University of Bridgeport.

Mark Esposito

Adejoke Ifafesobi

Meagan Smith

John Malavasi

Syed Asar

12 Step Guide to Redesigning Your Flag

Ted Kaye, Secretary of the North

American Vexillological Association

Flags are powerful symbols that can inspire, unite and instill pride. Many cities, towns and villages have a municipal flag, whether their residents know it or not. Flags inspire civic pride inside the municipality AND they can serve as powerful brands to the outside. But city flags are often poorly designed.

So what makes a city flag so successful? And if people don’t like the flag or fly it, what is the best way to change it?

Below, explore 12 points to keep in mind as you consider whether and how to redesign your city’s flag.

The Process Can Bring People Together

1. Cities Do It All the Time

Hundreds of U.S. cities are changing their flags. Since Roman Mars’ 2015 TED Talk “Why city flags may be the worst-designed thing you’ve never noticed,” more than 400 cities have adopted a new flag.

2. Make it Public, Get People Involved

A city flag process can be a feel-good exercise.

Involve the public widely; get students and families involved. This is a chance to advance civic identity and build city pride around a popular new symbol.

3. City Flag Adoption is 10% Design and 90% Politics

The flag design is the easy part! Consider the flag change process as a public relations campaign. Dealing with the politics of change can be a challenge, so communication and intentionality about the process are key.

4. Flag Change Does Not Need to Be Costly

A flag redesign process can be easily managed by existing city staff or a volunteer committee. There are usually very few physical flags to replace.

Ensure Flag Has an Effective Design

5. A Simple, Memorable Design, Specific to Your City

A good flag can help with city branding and civic pride. Keep it simple, use two or three basic colors and use recognizable symbolism for your city.

6. Don’t Try to Do Too Much

A flag should be very simple. It should be recognizable at a distance, from both sides (any image should be reversible), and memorable. Imagine it as a shoulder patch or lapel pin.

7. No City Seals!

The seal belongs to the government; the flag belongs to the people. In most cases, the city seal is not a recognizable symbol to residents of your city. It is also too detailed to be legible on a flag.

8. Avoid Words

With well thought out symbolism, words are not neccessary. They also prevent the flag from being reversible.

Create a Successful Process

9. Make Sure the Decision-Makers Understand Good Flag Design

Educate them on the five principles of good flag design from the North American Vexillological Association:

• Keep it simple

Darien Considering New Flag

R• Use meaningful symbolism

• Use two or three basic colors

• No lettering or seals

• Be distinctive or be related

10. Decide to Change the Flag; Don’t Hedge

The decision to change the flag is separate from the decision to adopt a new flag. If you decide to change the flag, don’t include the old flag designs as one of the design options. Retiring the old flag and choosing a new one are separate decisions.

11. Consult the Public, Pick Through Representatives

Pick representatives to make the final decision on a new flag design. Involve the public through participatory methods such as a design competition and invite public feedback on a selection of final designs. You don’t need to have a public vote—that’s the elected officials’ job.

12. Adopting the Flag is Not the Finish Line

Use the opportunity to have a flashy public roll-out of the new design. Put flags on buildings, uniforms and lapel pins. Give out mini flags and sell flag merch. Celebrate your city! To encourage wide use, make sure to not place any copyright restrictions

ecently, the residents of Darien had the opportunity to vote on nine reimagined flags for the town. It was the brainchild of Harris Cavanna, a student at Darien High School, who approached First Selectman Jon Zagrodzky with the idea in 2024, according to a Patch.com article. Through two surveys, they narrowed down the field to three designs, which Cavanna has brought to the Board of Selectmen.

Perhaps most interestingly, over half of the respondents were supportive of the change, which Cavanna noted in a presentation was “support for change—but not overwhelming.” The current town flag was in the original survey and placed fourth overall.

PUBLIC HEALTH

Making A Difference

Clinton Go brings together resources to help disconnected youth

For most people, it would be no surprise to hear that young people are struggling these days with mental health issues. For a youth of 16 today, their entire adolescence so far has been defined by the uncertainty of a global pandemic, and their future is marked by an uncertain economic future. If we take these points at face value, the question is what role can a municipality play in helping them? The Town of Clinton helped to create a committee called Clinton Go, which aims to foster the growing disconnect in our youth.

Clinton Go is a committee that is aimed at young people from ages 17 to 25, provides courses on life skills such as painting, mock college interviews, tax preparation, and cooking and community-based social activities like trivia and thrifting for vintage clothes. Run by 12 volunteers, it was born out of a previous community group called “Community Conversations,” which itself was started to address the town’s troubling youth suicide rate.

From those discussions, Clinton Go was charged with identifying the at-risk youth, and in two focus groups, the message was clear— these kids wanted to socialize with their peers. A common theme now, disconnection cannot be solely blamed on one facet or another, but is the culmination of several factors that include social media and the pandemic.

One volunteer, Chris Carlisle, has a personal connection to the effects of youth disconnection—he lost his son to suicide just five years ago. He told Zip06 that he’s turned his grief into action, to help other young people who might be feeling this way.

Unfortunately, this is an all-toocommon problem for youth, and in particular, the town of Clinton.

According to a study conducted by the University of Connecticut, Clinton Public Schools had the highest suicide rate in the state.

Bringing people together is part of both the healing process and the path to a healthier future for young people struggling with disconnection. While this program is aimed at young people dealing with mental health issues, it’s not exclusive to this group. The courses and activities are open to any and all who may want to join them, and it gets local businesses involved as well. Many of the programs are sponsored by Clinton Family Services, but the thrift store Fringe, Guilford Savings Bank, Cindy Stevens Fine Art and Mary Culinary Classes are all doing their part to give back to the community.

And that is what so much of this issue is about. Bringing people together is the opposite of disconnection. Especially during the pandemic, social isolation was a real struggle. Even now, when many of the precautionary actions—distancing, masking—are gone, many young people did not stretch their social muscles for years during crucial developmental stages. Clinton Go shows that it is never too late to get out there, to connect. The success of the program is shown in the fact that it is growing, bringing on new partners and events, and never giving up hope that someone in need will be reached. Or as one committee member, Andrea Reu, told us, “We know the work we do makes a difference. That’s why we do it.”

PARKS & RECREATION

Getting There On Two Wheels

How Municipalities are investing in bicycle infrastructure

Connecticut has a long history with the bicycle that not many know about. Pierre Lallement patented the modern pedal bicycle in New Haven, before moving back to his home country of France. That design would go on to be made in Hartford as the brand of Columbia bicycles. Here are some updates that might encourage you to get out on the road on two wheels.

New Haven: We are starting where it all began—or ends? One of the final segments of the Farmington Canal Heritage Trail opened in early May as part of a larger expansion of the East Coast Greenway. Much of the Canal Trail is off-road multi-use trail that can take an enterprising rider from Long Wharf near the CCM offices all the way up to Springfield, Massachusetts, much of which had been completed over the past 20 years.

The missing piece was in development for such a long time because the old Canal path happens to pass right through the FBI complex on State Street. Today, some of the trail continues to streets, but completes a much more accessible ride from northern New Haven into Hamden.

Hamden: That’s where our next story takes place. Hamden High School as part of their larger “Complete Streets” efforts, is encouraging the next generation of cyclists with the installation of bicycle repair stations at Hamden High School. According to information

from a New Haven Register article, there will be two stands, a bike pump, communal bike locks, and extra bike racks. The project was funded by a microgrant from the U.S. Department of Transportation.

Manchester: The town of Manchester every year hosts the Charter Oak Park Gear & Bike Shop which hosts a “number of seasonal events and special drop-in activities.” They go a step further than Hamden though, bringing us back to the East Coast Greenway, by making yellow bikes and scooter rentals available for residents who may want to explore the bike trails. Finally, and most importantly, people must be safe when they are biking in areas with pedestrians and cars. There are a few key concepts that should be followed, notably, you should always wear a bicycle helmet when riding, and make sure you are doing so properly. Additionally, the NHTSA suggest riding with the flow of traffic (except where otherwise noted), obey all road laws as if you were in a car (stopping at a stop sign), and be mindful of the road and try to avoid any hazards before they happen.

With our long history with the bicycle, it’s no surprise that so many towns and cities try to encourage people to get out on their bicycles. It’s crucial that if you do, you get out there in a safe and mindful manner, but most importantly, have fun!

ECONOMIC DEVELOPMENT

Growing Neighborhoods

State looks to partner on transit oriented development

No town is without an economic development plan—but several are set to receive help from the state through the newly created Connecticut Municipal Development Authority. The burgeoning state partner looks to help “municipalities from across the state to grow their neighborhoods by expanding housing around transit hubs and in downtowns.”

Just a few months after the official launch, the CMDA already has ten official partners with more on the way. These towns and cities are joining with the promise that they will receive help in not only renovating downtowns, but getting back to the roots of what made Connecticut so great in the past—abundant walkable neighborhoods with thriving economic centers. (The Authority is so new in fact, the website as of publication still only has a form for you to sign up for more information.)

In a report from the CT Examiner, the Executive Director David Kooris said that the goal of the Authority was to provide a “carrot without sticks” in downtown revitalization plans. From the same article, they say that “Authority has been tasked with stimulating economic growth in ‘development districts.’” Tools to accomplish this include acquiring property, entering into contracts, and providing financial and administrative support. The municipalities include Derby, New London, Seymour, Waterbury, Torrington, Old Saybrook, Enfield, Norwich, Manchester, and Bridgeport, according to

the CT Examiner article. The first municipality to join was Naugatuck, which was written up in a news piece for the Hearst papers. In that article, Naugatuck grant writer Danielle Goeway noted that it was free to join CMDA and that the funding and technical support that was pledged would be helpful for projects in town.

Naugatuck Mayor Hess was quoted as saying that “the funding can apply not just to the municipality but to our development partners as well or for that matter anyone within a half-a-mile radius of the train station downtown.”

Kooris said that he had hoped to sign up at least a dozen municipalities in the first year, but a later article in the Hartford Business Journal suggested that the goals were already increasing—with two dozen municipalities in its sights. Importantly, the authority is non-binding. While towns must join to receive the benefits, there’s nothing holding any municipality to join.

Transit oriented development, or TOD, has been a hot button theme going on nearly a decade now. People— especially millennials and younger—like being able to walk their neighborhoods without having to own a car. Going to a market and the café, hopping on the train or bus to get to work isn’t a farfetched idea, it’s just the way things used to be. For towns and cities that are interested in growing their TOD, perhaps the CMDA is something you should be looking into.

In a report from the CT Examiner, the Executive Director David Kooris said that the goal of the Authority was to provide a “carrot without sticks”

CCM Education Workshops

June and July 2025

6/10 - 10am - 11am Grow Your Business in Connecticut: How to Work with the State

6/11 - 12pm - 1:15pm Responding to Employee Complaints of Bullying or Harassment - Legal and Practical Guidance

6/12 - 10am - 12pm Sustainable CT: Persuasion for Progress - Influencing Change in Community Attitudes

6/17 - 10am - 12pm Sustainable CT: Be READI© Leadership - Championing Equity at the Forefront

6/18 - 8am - 2pm State of Main 2025

6/25 - 11am - 12pm Guaranty Funds

6/25 - 10am - 11:30am Excel Training

6/26 - 11am - 12:30pm Time Management 101

7/9 - 11am - 12:30pm Understanding Domestic Violence

7/16 - 9am - 1pm 2025 Women in Government Summit

7/22 - 10am - 12pm Sustainable CT: Measuring What Matters - Assessing DEI Impact in Municipalities

7/23 - 10am - 11am An overview of Connecticut’s Sales and Use Tax ` for new and established businesses.

7/31 - 11am - 12:15pm Solar Projects for Board of Education facilities through Department of Administration (DAS)

A Great Experiment

Canton First Selectman encourages local participation

Believe it or not, New England is a fairly unique place when it comes to governance. The town meetings that we regularly hold are a rare example of “direct democracy,” not just in the United States but around the world. Lawmaking by assembly goes back to Greece in the fifth century B.C., but according to a write-up from Weber University, most of that has fallen to the wayside. Over 2,500 years later, New Englanders are not moving away from their form of democracy, and some are moving for greater participation in making our government.

This year, Canton First Selectman Kevin Witkos wrote on the town’s website that the town would be holding its first ever “Town Hall Round Table” on the proposed budget. This is what he wrote in full:

“As the Town begins the journey on the road to a developed budget for FY 2025-2026, I wanted to let you know of a new ‘pit stop’ that has been added. Whether you follow your local government at meetings or not, each Board or Commission offers a portion of the meeting time (usually at the very beginning) dedicated to public comment, usually without dialogue. Once all members of the public have had the opportunity to speak, the public comment section is closed and the Board or Commission moves on to the next agenda item.

“On February 19, 2025 the BOS will hold its first ever ‘Town Hall Round Table’ on the proposed budget from 6:00 to 7:30 p.m. at the Canton Community Center, Room B.

“What is the purpose of the Town Hall Round Table? This gathering will be one week following the budget presentations by the Chief Administrative Officer and Department Directors. The design

and intent of the Round Table is to hear additional comments from the public and offer bidirectional communication between the public and town government. The BOS will answer questions from the public and take input on the town’s side of the budget, prior to adopting the FY20252026 budget. The budget then goes to its ‘next stop’—the Board of Finance.”

This thinking goes a step beyond what other towns and cities across the country have instituted with measures like Participatory Budgeting, a process in which the public

get to decide how to spend a portion of the municipal budget.

At a time when people are looking for change and asking questions of their leaders more than ever, this level of transparency in government is nearly unheard of. In a comment to Patch.com, Witkos said that “The design and intent of the round table is to hear additional comments from the public and offer bidirectional communication between the public and town government.” Perhaps only in New England can you find this kind of revolutionary thinking.

ARTS & CULTURE

You Oughta Know Reggae

Gettin Ziggy with it in Greenwich

Most people who play an instrument or are in a band dream of the big stage—playing to a big crowd. But as with all things in life, that won’t happen for the majority of people. For five lucky bands in the Greenwich community, the dream isn’t over, as the Town Stage at the Greenwich Town Party is giving them a chance to open up for legendary acts at the annual festival.

Entering its twelfth year, the Greenwich Town Party has had legendary acts headline, including Billy Joel, the Eagles, Lynyrd Skynyrd, Eric Clapton, Steely Dan, Hall & Oates… and frankly the list goes on and on. This year’s headliners include Alanis Morissette and Ziggy Marley. The brainchild of a mysterious “community-minded town resident” as it says on the website, the Greenwich Town Party was inspired by annual town parties in his wife’s home country of Spain. “Motivated by the values of building community through celebration, he returned home and embarked on creating the Greenwich Town Party,” the site says, “His idea was met with tremendous support. The GTP launched in 2013 and has become a part of the fabric of Greenwich.” It is run by a non-profit corporation, with collaboration from the town on logistics.

What is so special about the Town Stage is it takes that idea one step further. It was “created to celebrate the diverse and abundant talent within the Greenwich community,” and is open to Greenwich residents & employees of all ages, backgrounds and skill levels. The artists who earned a spot this year include Jake Swamp & The Pine; North County Band; Marci Lynn And The Boys!; Kaintuck; and Connor Sobieri Group.

One of the local bands that played in 2024

Perhaps, not surprisingly, tickets for the event sell out every year despite the fact that the majority of the tickets are reserved for Greenwich residents and people who work in town. There are several “neighbor” passes that come with a steep price of $500, although that does come with a “designated waterfront” area with a custom menu and selection of premium beer & wine.

The same mysterious founder, who just so happens to be Ray Dalio, matched $5 million in donations to set up an endowment fund for the event so the Party can keep going. And while many people will continue to look forward to the legends, local bands will continue to look forward to the chance to play a big stage for their community.

“Ziggy Ziggy Ziggy can’t you see, sometime your words just hypnotize me” - Alanis Morissette

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