2026 WINTER ISSUE:
Don’t worry, another bandage from property taxpayers and it’ll be good as new.
•
ECS Funding
•
Municipal IT Budgeting
•
Brooklyn Citizen Guide
•
Rapid Transit
LEAD WITH INTEGRITY
MASTER OF PUBLIC ADMINISTRATION TRACKS AVAILABLE IN: — Nonprofit Management — Public Healthcare Management — State & Local Government
fairfield.edu/MPA
CCM BOARD OFFICERS • President, Michael Passero Mayor of New London • 1st Vice President, W. Kurt Miller Chief Administrative Officer of Seymour • 2nd Vice President, Carl Fortuna, Jr. First Selectman of Old Saybrook BOARD OF DIRECTORS
CONNECTICUT TOWN & CITY
• Arunan Arulampalam Mayor of Hartford • Jason Bowsza First Selectman of East Windsor • Pete Bass Mayor of New Milford
Inside this issue...
• Dorinda Borer Mayor of West Haven
Executive Director’s Corner
4
• Mary Calorio, Town Manager Canterbury, Chaplin & Pomfret
Municipal Excellence
6
Municipal Champions
8
• Fred Camillo First Selectman of Greenwich
ECS Funding
10
• Justin Elicker Mayor of New Haven
CCM Events
12
• Joseph P. Ganim Mayor of Bridgeport
Mayor Robert Chatfield
15
• N. Warren “Pete” Hess III Mayor of Naugatuck
Town Profile: Portland
17
• Matthew Hoey First Selectman of Guilford
Member Shout-Outs
19
CIRMA
20
Partner Articles
24
Innovative Ideas
35
• Matthew S. Knickerbocker Former First Selectman of Bethel • Rudolph P. Marconi First Selectman of Ridgefield • Connor Martin Mayor of East Hartford • 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
hey kids, wave
• Molly Spino Mayor of Torrington
goodbye to
• Steve Stephanou Town Manager of Manchester
affordability!
• Mark B. Walter Town Administrator of Columbia
CCM STAFF • Executive Director & CEO, Joe DeLong • Deputy Director & COO, Ron Thomas • Managing Editor, Joseph Thornton • Writer, Christopher Gilson • Layout & Design, Matthew Ford Connecticut Town & City © 2025 Connecticut Conference of Municipalities
4 | Connecticut Town & City
The Growing Gap Between Connecticut’s Promise and Its Price Tag A
Joe DeLong Executive Director & CEO
s the General Assembly convenes for the 2026 short legislative session, Connecticut once again finds itself at an important crossroads. Short sessions are often defined by discipline and prioritization: what can realistically be accomplished, what issues cannot wait, and where leadership must be most focused. This year, affordability must rise to the top of that list. For residents across the state, affordability is no longer an abstract policy debate or a line item in a budget document. It is a daily reality shaping decisions about where to live, how long to stay, and whether Connecticut remains a viable place to build a future. As lawmakers return to the Capitol, they would be wise to view every proposal, every adjustment, and every omission through the lens of what it means for the cost of living faced by the people they represent. Connecticut is a great place to live, work, and raise a family. Our communities are rich in history, civic engagement, cultural assets, and strong public services. But for too many residents, that pride is increasingly accompanied by anxiety over whether they can afford to remain here. Affordability is a kitchen-table issue. It shows up in conversations about housing costs, energy bills, child care, transportation, and, perhaps most persistently, property taxes! Seniors on fixed incomes, young families trying to purchase their first home, and workers whose wages have not kept pace with rising costs all feel the pressure. And it is safe to say, these challenges cut across income levels and geography.
Read CT&C issuu.com/ccm_ct
Municipal leaders see this reality every day. They hear it at town halls, during budget hearings, and in one-on-one conver-
sations with residents who feel squeezed. While cities and towns do not control every factor that drives affordability, they are often the most visible point of accountability when costs rise. Residents understandably turn to their local leaders when bills increase or when staying in their community feels less attainable. Property taxes sit at the center of this challenge. Connecticut relies on the property tax more heavily than nearly any other state to fund essential local services, including education, public safety, infrastructure, and public works. This reliance is not the result of local extravagance or inefficiency; it is a structural outcome of long-standing state policy decisions that have shifted responsibilities without providing sustainable alternatives. At the same time, municipalities face rising costs that mirror those of households: health care, energy, construction materials, insurance, contractual obligations, and state mandates that leave little flexibility in local budgets. Local officials are tasked with balancing these pressures while maintaining the quality of services residents expect and deserve. The result is a system that places an outsized burden on homeowners and renters alike, often creating stark disparities between communities. These challenges are compounded by the broader cost-of-living environment. Housing supply has not kept pace with demand. Utility costs remain volatile. Transportation expenses and insurance premiums continue to climb. These pressures do not exist in isolation. They stack, reinforce one another, and ultimately influence whether residents choose to stay in Connecticut or look elsewhere.
Winter 2026 | 5
Site & Civil
Construction Management
Buildings & Facilities
This matters not only for individuals and families, but for the state’s long-term economic health. Employers depend on a stable and accessible workforce. Municipalities rely on a healthy tax base. And Connecticut’s future depends on communities that are vibrant, inclusive, and attainable for people at every stage of life. The good news is that this challenge is solvable, but only if we are honest about its roots and collaborative about its solutions. At CCM, we believe the path forward begins with shared responsibility and shared goals. Municipalities stand ready to be partners in reform, bringing data, on-the-ground experience, and a clear understanding of local impacts. But lasting progress will require leadership at every level and a willingness to rethink long-standing assumptions.
Traffic & Transportation
Infrastructure
All Work is Local North Haven, CT | www.mjengineers.com | (203) 680-0907
Affordability did not become a crisis overnight, and it will not be resolved by a single policy change. But avoiding the conversation is no longer an option. Inaction carries a real human cost: families stretched thin, workers priced out, and retirees forced to leave the communities they helped build. As residents head to the polls later this year, they should remember that doing nothing is not neutrality: it is a record. History will not judge who won the argument, but whether action was taken. At the end of the day, Connecticut’s future comes down to a simple choice: policies that make life affordable for the next generation, or politics that only look to the next election. n
Bridges & Structural
Putnam Municipal Complex Newington Town Hall & Community Center
Beardsley Library
BUILDING YOUR MUNICIPAL FACILITIES SINCE 1934 200 Stanley Street, New Britain, CT 06051 Tel: 860.229.3755 www.downesco.com
6 | Connecticut Town & City
Municipal Excellence CCM Honors Two Exceptional Local Leaders with Lifetime Achievement and Innovation Awards
I
n towns and cities across the state, there are leaders whose careers reflect the history of their communities. People who have guided municipalities through change, challenge, and renewal. Their work rarely seeks the spotlight, yet its impact is intertwined into the daily lives of residents in ways both visible and invisible. The Connecticut Conference of Municipalities (CCM) is proud to announce the recipients of its 2025 municipal leadership awards, recognizing extraordinary public service and innovative local governance. This year’s honorees are Robert “Bob” Morra of Bolton, recipient of the Joel Cogen Lifetime Achievement Award, and First Selectwoman Sandra Allyn-Gauthier of Preston, recipient of the Richard C. Lee Innovators Award.
Robert “Bob” Morra: Joel Cogen Lifetime Achievement Award
B
at age 18, Bob has devoted 65 years to public service, often showing up with his own equipment to assist with storm recovery, support emergency operations, or help build community facilities. His leadership advanced regional cooperation through CRCOG pilot programs, creation of the Eastern Highlands Health District, and establishment of shared municipal services. Bob played a central role in forming the region’s first Water Pollution Control Authority to address sewer needs around Bolton Lake and securing multiple state and federal funding sources for the project. His advocacy has supported land preservation, trail development, capital improvements, and countless community enhancements. Known for his humility, persistence, and deep commitment to Bolton, Bob continues to serve as BLRWPCA Chair and remains an active community voice.
ob Morra is being recognized for more than six decades of service to the Town of Bolton, where his leadership, dedication, and hands-on commitment have shaped the community for generations. A lifelong resident, Bob has served in an extraordinary range of roles including First Selectman, Board of Selectmen, Deputy Fire Chief, Chair of the Bolton Lakes Regional Water Pollution Control Authority (BLRWPCA), and member of numerous boards and committees. “I’d like to thank you everyone, and I’m deeply honored and really humbled for this award,” said Bob Morra. “Being recognized for something that frankly you love doing your entire life is just something that’s, it’s incredibly awesome. I’d like to thank CCM for considering and choosing me for that award and the town of Bolton staff who nominated me. Now there’s one thing that you all, particularly those elected officials, should always remember about service. It’s not about you. It’s about the community and the people you serve. Remember that, and you’ll be successful forever.” Since joining the Bolton Volunteer Fire Department
Bob Morra accepting the Joel Cogen Lifetime Achievement Award at the 2025 CCM Convention.
Winter 2026 | 7
First Selectwoman Sandra Allyn-Gauthier: Richard C. Lee Innovators Award
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irst Selectwoman Sandra Allyn-Gauthier is honored for her exceptional leadership, innovative problem-solving, and collaborative governance that have transformed the Town of Preston. Elected in 2019, just months before the onset of the pandemic, Sandra guided the town through unprecedented uncertainty while advancing strategic investments and long-term community growth. Under her leadership, Preston has secured more than $12 million in grant funding to improve roads and bridges, upgrade public works facilities, enhance parks and recreation, and strengthen public safety. She has championed transparent operations, equity in municipal staffing, and modernization through a comprehensive compensation and classification study. “Thank you very much. I’m honored for this award and I think everybody in this room believes in giving back, which is one of the reasons I decided to run as First Selectwoman back in 2019,” said Preston First Selectwoman Sandra Allyn-Gauthier. “Similar to what Bob Morra said for the Lifetime Achievement Award, you can’t do it by yourself. I am very appreciative of the Preston team, the Preston boards and commissions, the Preston community, all of the partnerships that we’ve established. It’s truly a collaborative effort and none of these
would’ve happened without them.” Sandra’s emphasis on partnership has yielded a groundbreaking Joint Strategic Plan with Preston Public Schools, joint staffing in finance and payroll, and cost-saving regional purchasing. She has reinvigorated community engagement by restoring popular events, expanding recreational programs, and launching the Passport Program to boost local businesses. Her commitment to shared services includes regional collaborations in zoning enforcement, assessor services, and mechanical support that improve efficiency while reducing costs. With more than 20 years of service in elected and appointed roles, Sandra Allyn-Gauthier exemplifies forward-thinking leadership that strengthens communities and inspires innovation. n
8 | Connecticut Town & City
And They’ll Keep On Fighting Till The End Three Individuals Honored By CCM As Municipal Champions
A Montville Mohegan Sun
t the local level, leadership is personal. The people affected by policy decisions aren’t abstract, they are neighbors at the grocery store and familiar faces at town meetings. In Connecticut’s cities and towns, being a champion for nutmeggers means advocating for their desires and ensuring their voices are heard. Three leaders were honored for their essential work as Municipal Champions at the 2025 CCM Convention. The recipients this year include Betsy Gara, Executive Director of the Council of Small Towns (COST); Matthew Fulda, Executive Director of the Connecticut Metropolitan
Council of Governments (MetroCOG); and Matt Hart, Executive Director of the Capitol Region Council of Governments (CRCOG). This award is usually given out to legislators who show a deep commitment to their constituents and to the needs of town and city governments. This year, CCM presented the award to these three individuals for the immense amount of work they put in to help the legislators as well as Governor Ned Lamont craft a housing bill that works. The Governor was on-hand at the Convention to help CCM present the awards.
Winter 2026 | 9
After HB 5002 was vetoed, the Governor “opened the door” to collaborating on an effort that eventually became the signed bill HB 8002 “An Act Concerning Housing Growth.” Representatives from CCM, COST (led by Betsy Gara), and their respective Executive Committees, Matthew Fulda at MetroCOG, and Matt Hart at CRCOG, put in countless hours to help craft a bill that would make strides in the key area of housing, while giving towns and cities the ability to work collaboratively on their respective plans. “I can tell you for me at CCM, for Betsy, for our COG directors whose boards are
made up of municipal officials, our safe place was to say that when HB 5002 was vetoed, we were done. But the Governor invited us to come to the table, to speak on behalf of municipal officials, and to see if we could come to a better place, and I think that we did,” CCM Executive Director and CEO Joe DeLong said. “We knew not everybody would like it, but thanks to our Municipal Champions, we were able to respond to what our communities were telling us were their greatest, most critical concerns,” he continued. n
Want to know more about Public Act 25-1? Read on here.
F
or those who were not able to attend our webinar, “Breaking Down the Housing Bill and What Does it Mean for Your Community,” held in collaboration with the Connecticut Association of Councils of Government (CTCOG) and the Connecticut Council of Small Towns (COST), we are providing the recording, PowerPoint presentation, and a summary document prepared by CTCOG for your perusal.
10 | Connecticut Town & City
A Fair Shot for Students Municipal Leaders Urge State Action on ECS Funding and Property Tax Relief as 2026 Session Begins
W Public Policy
ith the 2026 legislative session underway, municipal leaders from across Connecticut are renewing a long-standing call for the state to meet its obligation to adequately fund public education through the Education Cost Share (ECS) formula. At a press conference held at the State Capitol’s Legislative Office Building, city and town officials joined the Connecticut Conference of Municipalities (CCM) to underscore a simple but urgent message: Properly funding ECS is essential for student success, municipal stability, and property tax relief.
and Advocacy CCM Public Policy & Advocacy
The event, organized around the theme ECS Funding: A Fair Shot for Students. A Fair Deal for Property Taxpayers, brought together municipal leaders representing communities large and small. Speakers highlighted how years of incomplete ECS funding have strained local budgets, undermined long-term financial planning, and shifted education costs from the state onto local property taxpayers. For far too long, Connecticut’s municipalities have been asked to do more with less when it comes to funding public education. Properly funding the state’s education commitment through the ECS formula is long overdue, and it is one of the most meaningful steps the state can take to improve affordability for families and ease pressure on the local property tax. When the state follows through, communities gain stability, taxpayers see relief, and students benefit. Municipal leaders emphasized that ECS is not a new or experimental program. Rather, it is a long-established, data-driven formula designed to align state education aid with student need and a community’s ability to pay. When the formula is not properly funded, they argued, the consequences are pre-
Winter 2026 | 11
Connecticut Falling Behind: Massachusetts has invested as high as 40% more per pupil in its neediest districts
dictable: Municipalities are forced to absorb rising education costs, often leaving property taxes as the only available revenue option. CCM CEO and Executive Director Joe DeLong stressed that the issue sits squarely at the intersection of educational equity and fiscal responsibility. “Fully and fairly funding the ECS formula is critical to ensuring every student in Connecticut has access to the opportunities and resources they need to succeed,” DeLong said. “When the state fails to keep pace with the true cost of education, that burden is shifted directly onto local property taxpayers. Adequate ECS funding strengthens educational outcomes for our students while providing meaningful property tax relief for residents, creating a more equitable, affordable, and sustainable future for communities across Connecticut.”
Mayors Justin Elicker of New Haven, Arunan Arulampalam of Hartford, Seymour First Selectwoman Annmarie Drugonis and Torrington Mayor Molly Spino joined Passero and DeLong in calling on state lawmakers to prioritize ECS funding early in the legislative session. Collectively, they framed the issue as both a moral and fiscal imperative, one that affects classroom resources, municipal stability, and household affordability alike. As legislators begin shaping the state budget, municipal leaders are urging them to treat ECS funding not as discretionary spending, but as a core state responsibility. The message from the Capitol was clear: fulfilling the promise of the ECS formula is one of the most direct and effective ways the state can support students, stabilize municipalities, and deliver real relief to Connecticut property taxpayers. n
12 | Connecticut Town & City
CCM Events Save these dates
Emergency Management Symposium
S
ave the date! The 2026 Emergency Management Symposium is heading back to Camp Nett in Niantic on April 23, 2026. The event is held in partnership with the Connecticut Division of Emergency Management and Homeland Security (DEMHS), the Connecticut Department of Emergency Services and Public Protection (DESPP), and the Connecticut Department of Public Health (DPH). EMS is the premier emergency management conference in Connecticut – attracting more and more attendees every year. With workshops, networking, and crucial safety updates, as well as an exhibit hall with vendors showcasing the latest and greatest technology, no other event comes close to EMS. You will be able to register on our website (registration is currently open), and it is still free of charge, which means that every year we hit our capacity. For our CCMO officials, EMS is six hours towards your certification.
CCM Convention
A
t CCM, we are always looking back at our previous convention or looking forward to our next one. And we can say that the 2025 Convention was one of our best conventions ever. Not only did we have more attendees than ever, but more exhib-
itors and workshops too. Thanks to everyone who made it such a great success! EMS is coming up next – but be on the lookout for this year’s convention. It will feature the gubernatorial debate and be a celebration of CCM’s 60th year!
Representation Matters
C
CM once again partnered with The Campaign School at Yale to host Representation Matters, two-day training to educate and empower persons of color who are interested in running for office, now in its sixth year. Held on February 28 and March 7, the training’s agenda focused on state governance and featured speakers who are keyed in on the best practices for up-and-coming candidates, as well as offering advice for those who just want to get involved. Day one, as always, featured Patti Russo’s irreplaceable guidance in fundraising, public speaking, and perhaps most importantly, knowing when to make the decision to run. CCM helmed day two, bringing together a host of public servants from around the state to explain just what it is that happens in state governance, and what your role can be. After our first five years, we are rapidly approaching 1000 attendees at these events, some of whom have gone on to run for public office and some who have volunteered for campaigns or commissions in state and local government. As we said last year, every individual who attends this training to be a part of governing our towns and cities and our state is an inspiration to us here at CCM, because it means that the work matters. Government matters because it affects every person who lives here, from children to seniors. And because government matters – Representation Matters.
Winter 2026 | 13
Newly Elected Officials Make It A Day! One-hundred-and-eighty plus newly elected officials! That’s how many people came to our one-day in-person training, smashing our old record by more than 50 attendees! From breakfast at the start of the day until the final workshop, attendees were raving about the networking opportunities and deep dive into crucial topics for municipal officials. We hope to see all who attended (and you too!) at our future workshops and events!
14 | Connecticut Town & City
CCM Workshops March-April 2026 3/17
Time Management 101
3/18
Media access and public safety
3/25
Building Trust and Cross-Town Coalitions
3/27
The CT Freedom of Information Act
4/1
AI in Action: Practical Tools for Today’s Municipalities
4/2
Fix Your Schools Without Raising Taxes — The Funding Source Most
Questions? For more info, contact ccmtraining@ccm-ct.org.
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Winter 2026 | 15
What About Mayor Bob? Mayor Robert Chatfield of Prospect is one of the longest serving Mayors ever, and he still isn’t done serving his community
Y
ou would never expect it, but a patch of gladiolus might be responsible for one of the longest serving mayors in United States history.
Robert Chatfield Mayor of Prospect
Mayor Robert Chatfield of Prospect, better known as Mayor Bob to the locals, told the story of a quaint restaurant on the outskirts of Spangdalhem where he was stationed as an Air Force man during the Korean War. Mayor Bob though picking a flower from a nice little pastel-colored house each week to bring to the proprietor’s daughter was a nice gesture. That is until as he tells it, the father comes bursting out of the kitchen, screaming and yelling, “Those are from the Burgermeister!” Of course, that is the German form of what we might call a Mayor. Or maybe it was that while he was stationed there, his mother sent him every newspaper article in the Waterbury Republican-American about his hometown, reminding him of life back in the States. He told us about Chatfield Road; a neighborhood built on his grandfather’s land, each family member receiving an acre to build on. There were 13 cousins who all grew up together. He talked fondly of his time at Prospect Community School. And there was, of course, his first job at Prospect Hardware when he was in high school before he joined the Air Force. Or more importantly, his time with Prospect Fire, who he was with for over 60 years; a calling that he got from his father, an assistant fire chief when he was growing up. Whatever truly inspired Mayor Bob to service, has kept him dedicated to the people of Prospect for nearly fifty years. At the
townofprospect.gov
time of this writing, he is the longest serving Mayor in New England and in the top 25 of all time, according to a list compiled on Wikipedia (which he cites as reference to his longevity). At his current term’s end, he might crack the top 20. As he looked back at what inspired him all those years ago, he still thinks about what’s ahead. He told me that as soon as the snow melts, they’ll be putting in speed cameras to quell the roads. And asking him for advice for other CEOs, he was brief. He said you just have to listen. Other advice he might have given: sometimes you have to stop and smell the flowers, but don’t pick them, because they might be the mayor’s. n
16 | Connecticut Town & City
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Winter 2026 | 17
TOWN OF
PORTLAND Incorporated : 1841 Population: 9,478 COG: RiverCOG
The Connecticut Valley is home to the first dinosaur tracks identified in North America. Outstanding specimens uncovered in Portland’s 19th century brownstone quarries found their way into museums throughout the world. Although no skeletal remains of the specific track making dinosaur have been found, the shape, size, and stride of the tracks indicate that the animal was closely related to the Western genus Dilophosarus.
PORTLAND HISTORY 1902
1767
Howard Taylor and his wife Gertrude finish building a grand European-style estate situated on 90 acres which they named Saint Clements Castle
Incorporated as Chatham, which included what is now East Hampton and Middle Haddam.
2025
Completed Wetlands Study clears way to finish Airline Trail
1862
1614
Civil War warship USS Cayuga launches from Gildersleeve shipyard
1936
The river flooded into quarry sites, effectively ending the industry
First contact between Wangunk tribe and Europeans
2017
Portland’s Susan Bransfield serves as President of CCM’s Board
FUN FACTS Portland’s quarries have provided stone for many famous buildings, including the NYC brownstone where Teddy Roosevelt was born.
Piano man Billy Joel chose to film a video for his song “River of Dreams” on the railroad bridge in Portland
The town has 8 marinas & boat clubs as well as THREE 18-hole golf courses
Notable Residents: ★ Erin Brady, Miss USA 2013 ★ Joey Logano, NASCAR Champ ★ Oscar Hedstrom, co-founder of Indian Motorcycle Company
In 2023, the Arrigoni Bridge was featured on a USPS First-Class Stamp!
18 | Connecticut Town & City
Federal funding is gone. Public media isn’t.
The mission lives on with your help. ctpublic.org/future
BINGE ALL SIX EPISODES EARLY WITH PASSPORT STARTING AUGUST 10! After Season 3’s shocking finale, Dan and Jasper are consumed by grief. Dan throws himself into work while the Professor hides in his lectures, avoiding the police at all costs. But Helena, Jasper’s therapist, helps him face back up to his police work and the team tackles complex and dangerous cases. But through the danger and mystery, love is very much in the air. Catch your favorite mysteries and more ALWAYS ON
Winter 2026 | 19
Member Shout-Outs O
ur Certified Connecticut 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!
“ Annatoucher Kingland Bloomfield
I selected the CCMO program because I wanted to strengthen my leadership skills, and gain a deeper understanding of municipal operations and dedicated programs. The program offered a unique opportunity to learn from experienced professionals, obtain a better understanding of unfamiliar governmental topics and connecting with peers who share the same commitment to public service. What I liked most about the program was the practical, real-world insight it provided. The virtual interactive sessions were invaluable, and I especially appreciated the chance to learn best practices that I can apply directly to my work. Through this experience, I learned new strategies for problem-solving and knowledge that allowed me to increase my skill set on areas that were new to me. One example is the Neighborhood Assistance Act Program. The CCMO program has truly enhanced my ability to serve my community more effectively.
“
Annatouchur Kingland, Town of Bloomfield
Peter Leclerc Suffield
Throughout my years of public service, there have been various training opportunities in municipal government. The Certified Connecticut Municipal Official (CCMO) certification stood out as a more comprehensive way to enhance my expertise in local government operations and leadership. The program provided training in a wide variety of topics, including: municipal governance, ethics, and public policy, equipping me with more tools and a fresh insight, to better serve my community. The CCMO curriculum also offered practical insights into budgeting, new labor laws, and community engagement, which are critical for addressing local challenges. This certification strengthens my ability to make informed decisions, broadens my perspective on current issues, and helps to drive positive change not only in Suffield, but throughout the State, in my role as a Board Member for the Connecticut Recreation and Parks Association. I have proudly added “CCMO” to my email signature, as it demonstrates my commitment to professional excellence and community service.
Peter Leclerc, Town of Suffield 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 email updates over the year. If you have any questions or comments about the CCMO program or to submit a testimonial, please contact Danielle Walker, Training Coordinator at dwalker@ccm-ct.org. n
2 20 | | Connecticut ConnecticutTown Town& &City City
CIRMA Celebrates Performance, People, and Partnership at 46th Annual Meeting of Members
T
he Connecticut Interlocal Risk Management Agency (CIRMA) reported strong financial and operational results at its 46th Annual Meeting of Members, held on January 30, 2026, in Hartford, Connecticut. Over 220 municipal leaders, members, business partners, and staff gathered to reflect on results, recognize excellence, and celebrate the people and partnerships that drive CIRMA’s success. Anchored by the theme Built on Trust, Shaped by Strength, the meeting highlighted how CIRMA’s longstanding commitment to stability, disciplined governance, and delivering member-focused value continues to produce unmatched results for Connecticut public entities.
Strong Financial and Operational Results CIRMA reported continued growth and financial strength in 2025. Total membership reached 382, with combined premium across the Workers’ Compensation and Liability, Auto, and Property pools exceeding $92 million. Member retention remained exceptionally strong at 99.9 percent, and market share increased to 89 percent, reinforcing CIRMA’s leadership position statewide.
participated in CIRMA risk management training programs in 2025. CIRMA’s Workers’ Compensation Claims team managed more than 6,300 claims, generating $24 million in managed care savings for the year and over $118 million over five years. The Liability Claims team handled more than 2,000 claims, achieving $7.7 million in claim management savings.
Recognizing Excellence Across the CIRMA Community The Annual Meeting celebrated excellence across the CIRMA community, highlighting the members, staff, and partners whose shared commitment, professionalism, and collaboration form the foundation of CIRMA’s success. “CIRMA’s strength begins and ends with its people,” said David Demchak, ARM, President and CEO of CIRMA. “Our members are at the heart of what we do, our staff delivers with expertise and purpose, and our partners extend our capabilites. Together, that collective commitment is what allows CIRMA to protect communities, deliver stability, and lead with confidence year after year, he added.”
“CIRMA is the only insurance organization in Connecticut that returns capital directly to its members. CIRMA approved a $5 million equity distribution in 2025. Over the past 15 years, more than $49 milion has been returned to member municipalities, public schools, and local public agencies,” Pamela Keyes, ARM, Executive Vice President of CIRMA, shared.
Carl P. Fortuna, Jr., Chairman of the CIRMA Board of Directors and First Selectman of Old Saybrook, presented the 2026 Excellence in Risk Management Awards to:
As the only insurance organization in Connecticut that returns capital directly to its members, CIRMA approved a $5 million equity distribution in 2025. Over the past 15 years, more than $49 million has been returned to member municipalities, public schools, and local public agencies.
• Town of Guilford for Substantial Impact on Total Cost of Risk
Operational performance continued to drive meaningful outcomes for members. More than 67,500 municipal employees
• New Canaan Public Schools for Sustained Risk Management Program • Town of Portland for New and Innovative Risk Management Initiative
• Town of Simsbury for Establishing Risk Management as an Organizational Priority CIRMA also recognized eight employees with National League of Cities Stutz Awards, honoring 25 years of dedicated service to the organization and its members:
continues on page 3
Winter 2026 | 21 Winter 2026 | 3 • Pamela Keyes, ARM Executive Vice President • Mike Wampold, Vice President of Workers’ Compensation Claims • Sherri Adams, SCLA Vice President of Liability Claims • Mark Budzyna, Senior Manager of Property and Special Services • Thomas Krol, AIC, Supervisor of Liability Claims • Sean Gaffney, Workers’ Compensation Data Specialist • Donna Norton, Liability Claims Administrator
National League of Cities Stutz Award Recipients
• Madelene Tassmer, Chief Executive Administrator National recognition was also highlighted through CIRMA’s long-standing reinsurance partnership. CIRMA received first-place national recognition from Safety National, earning a $10,000 award through its competitive Annual Grant Program for excellence in risk management programming.
Recognizing Chairman Fortuna A special moment recognized the conclusion of Carl P. Fortuna, Jr.’s tenure as Chairman of the CIRMA Board of Directors. CIRMA presented Chairman Fortuna with an engraved gavel in recognition of his leadership, integrity, and service. As First Selectman of Old Saybrook, Fortuna brought a memberfocused perspective that helped guide CIRMA through continued growth and stability.
Carl P. Fortuna, Jr. recognized for tenure as Chairman of CIRMA’s Board of Directors
Looking Ahead Together The meeting concluded with a keynote presentation by former Navy SEAL Commander and author Rich Diviney, whose insights on leadership, trust, and navigating uncertainty closely aligned with CIRMA’s mission and the realities public-sector leaders face. As CIRMA looks ahead, the organization remains focused on the people, members, and partners who make its success possible. Together, CIRMA continues forward, built on trust and shaped by collective strength.
Rich Diviney, keynote speaker
22 | Connecticut Town & City 4 | Connecticut Town & City
CIRMA Earns National Recognition for Law Enforcement De-escalation Training Program
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he Connecticut Interlocal Risk Management Agency (CIRMA) has been awarded first place nationally in the highly-competitive 2025 Safety First Grant Program by Safety National, recognizing CIRMA’s innovative law enforcement de-escalation simulator program designed to improve officer safety and reduce risk for Connecticut municipalities. The award, which includes a $10,000 matching grant, honors CIRMA’s use of advanced simulation-based training delivered through VIRTRA, a national leader in immersive law enforcement training technology. CIRMA was selected from policyholders nationwide for its measurable, forwardthinking approach to reducing workplace injuries and liability exposure in high-risk law enforcement encounters. The de-escalation simulator places officers in realistic, high-stress scenarios involving dangerous arrest and control situations. Using interactive video technology, officers must make split-second decisions, practice communication techniques, and apply de-escalation strategies in a controlled environment. This approach allows officers to sharpen judgment, improve situational awareness, and respond more effectively before incidents escalate to the use of force.
For Connecticut’s cities and towns, the benefits are significant. De-escalation training helps reduce the likelihood of officer injuries, workers’ compensation claims, and costly liability losses. Just as importantly, it supports safer outcomes for residents by reinforcing decision-making grounded in communication, restraint, and proportionality. The program also allows departments to train consistently without removing officers from duty for extended periods, making it a practical and scalable solution for municipalities of all sizes. Safety National cited CIRMA’s program as a model for innovation that directly addresses identifiable loss sources and delivers quantifiable risk reduction. As part of its annual Safety First Grant Program, Safety National supports initiatives that advance employee safety while building safer workplaces across industries nationwide. CIRMA’s national recognition underscores its ongoing commitment to proactive risk management and investment in programs that protect both municipal employees and the communities they serve. By leveraging advanced training tools and strategic partnerships, CIRMA continues to help Connecticut’s towns and cities manage risk more effectively while strengthening public trust and safety.
CIRMA receives 2025 Safety First Grant Program Award from Safety National
Winter 2026 | 23
24 | Connecticut Town & City
Navigating Energy Costs and Sustainability A Welcome Message to CT’s New Local Leaders By Titan Energy, Exclusive Partner of the CCM Energy Purchasing Program
C
ongratulations to Connecticut’s newly elected and re-elected town officials! Whether you’re stepping into the role of mayor, town manager, or finance director for the first time, or returning to continue serving your community, this is a moment of both pride and purpose. Each new term brings with it the opportunity to lead with vision; balancing the immediate needs of residents with the long-term sustainability of the town. As you begin to review budgets, priorities, and operations, one area that often deserves a closer look is energy. It’s an essential service — powering schools, municipal buildings, streetlights, and public safety facilities — but it can also be a significant and unpredictable expense. Energy costs often rank among the top three budget line items for Connecticut municipalities, and market volatility can make planning difficult. That’s where Titan Energy, the exclusive partner of the CCM Energy Purchasing Program, comes in. For more than two decades, Titan Energy has helped Connecticut towns and cities take control of their energy costs through transparent data, market expertise, and sustainability-focused strategies. Our role is simple: to make energy management easier, more predictable, and more cost-effective. We take on the heavy lifting, so you can focus on leading your community.
www.ccm-ct.org/Programs/Energy-Programs
A Trusted Resource for Connecticut Municipalities As part of the CCM Energy Purchasing Program, Titan Energy serves as an extension of your municipal team. We understand that energy procurement and management can feel complex, especially when balancing budget cycles, contract timelines, and market changes. Our goal is to simplify that process and equip towns with actionable information to make confident decisions. Every municipality’s energy profile is different. Some towns are managing dozens of accounts across multiple departments and facilities, while others may be focused on a single, large utility account. Titan Energy helps identify opportunities for savings and efficiency across all of them. We begin by reviewing your current energy contracts, usage data, and market exposure. From there, our analysts develop customized procurement strategies that align with your town’s risk tolerance, operational needs, and sustainability goals. Since Titan Energy works independently of any single supplier, we can ensure a truly competitive process. We solicit bids from multiple qualified suppliers and provide clear, apples-to-apples comparisons. We also help evaluate contract options, whether fixed-price or index-based, to find the best fit for your budget and tolerance for market fluctuations. The result? Transparent, informed decisions that protect taxpayers and stabilize one of the most volatile areas of a municipal budget.
Winter 2026 | 25
Beyond Procurement: A Data-Driven Approach to Energy Management For many newly elected officials, reviewing energy expenses might seem like an annual budget task — but energy management today is a year-round, data-driven effort. Titan Energy’s proprietary energy data management platform gives towns clear visibility into their energy spend, trends, and performance. This system allows municipalities to: • Track usage across all facilities in one dashboard • Identify anomalies or spikes in consumption • Monitor contract performance over time • Benchmark progress toward sustainability goals That data isn’t just helpful for tracking costs, it’s also essential for decision-making. When the time comes to explore energy efficiency upgrades, apply for grants, or pursue renewable energy projects, accurate and up-to-date data provides the foundation for smart, defensible decisions.
Helping You Plan for the Long Term As a new town leader, your first year is often about getting your arms around the big picture: the budget, the infrastructure, the people, and the policies that keep your community running. Energy may not be at the top of your list in those early months, but the right strategy can have a lasting impact on both your budget and your town’s sustainability profile.
Titan Energy’s team helps communities develop long-term energy plans that align with local goals and state initiatives. Whether your town is focused on meeting sustainability targets, modernizing facilities, or simply ensuring predictable energy costs for the next budget cycle, we’ll help create a roadmap that fits your timeline and resources. These plans often include: • Energy audits to uncover efficiency opportunities in buildings and infrastructure • On-site renewable generation (such as solar or battery storage projects) • Electric vehicle (EV) charging strategies for municipal fleets or public use • Demand response programs to offset costs during peak periods • Sustainability reporting support to track and communicate progress Titan Energy’s goal is not just to find savings, but to help towns become more resilient and energy independent. By reducing reliance on the grid, we help your town contribute to Connecticut’s broader clean energy goals.
Partnership, Not Just Procurement One of the greatest benefits of the CCM Energy Purchasing Program is the partnership it fosters between Titan Energy and Connecticut’s local governments. We understand that every town operates differently, with unique priorities, staffing levels, and budget constraints. Our role is to adapt to those needs and support your team however we can. For some municipalities, that means assist-
titanenergyne.com
26 | Connecticut Town & City
Creating Works of Life
ing the finance director in evaluating bids and managing supplier contracts. For others, it’s working directly with facilities or public works departments to identify operational savings or assist with sustainability initiatives. Whatever the case, Titan Energy becomes part of your extended team; offering expertise, data, and support every step of the way. We also recognize that many town leaders come from diverse professional backgrounds. If energy markets, procurement structures, or renewable technologies are new territory, that’s perfectly okay. We’ll take the time to explain every step clearly, without jargon, and ensure you have the context and confidence you need to make informed decisions on behalf of your community.
A Commitment to Transparency and Community Proud to support the towns and cities of Connecticut for nearly a century! 860.646.2469
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Connecticut • Massachusetts • Maine New Hampshire • New York • Rhode Island • Vermont
Titan Energy is headquartered right here in Connecticut, and our connection to local government runs deep. We’ve proudly been part of the CCM Energy Purchasing Program for more than a decade. During that time, we’ve helped dozens of municipalities lock in stable energy costs, implement energy-saving projects, and advance sustainability initiatives. Our approach is rooted in transparency and accountability. Municipal budgets are under constant public scrutiny, and every dollar spent must be justified. We take that responsibility seriously; providing detailed reporting, open communication, and documentation to support every recommendation we make. More importantly, we understand that energy management isn’t just about numbers on a spreadsheet. It’s about enabling communities to operate more efficiently, preserve taxpayer resources, and create a more sustainable future for residents.
Your Partner in the Year Ahead As you begin your term, your days will fill quickly with meetings, budgets, and community priorities. Energy may not always demand immediate attention, but when it does, having a trusted partner makes all the difference. Titan Energy is here to help you navigate energy markets confidently, manage your costs responsibly, and explore the opportunities that sustainability can bring to your community. We look forward to working with you through the CCM Energy Purchasing Program to make your town’s energy strategy as strong and forward-thinking as your leadership. Welcome to your new role — and to the next chapter of energy stewardship in Connecticut.
Partnering for Progress By Kevin Bielmeier, CEDAS President
A
new year offers a chance to view challenges through a fresh lens. In that spirit, four organizational leaders — Tommy Hyde (AdvanceCT), Michelle McCabe (Connecticut Main Street Center), David Kooris (Connecticut Municipal Development Authority), and myself — met in January to explore how our organizations could collaborate in 2026. When organizations choose collaboration over competition, progress accelerates, trust deepens, and outcomes improve. In a world marked by economic uncertainty, rapid technological change, and social inequality, no single organization has all the answers. Collaboration isn’t just idealistic — it’s a strategic advantage. The saying “a rising tide lifts all boats” captures this well. When organizations share knowledge, resources, and perspectives, innovation expands, blind spots shrink, and efficiency increases. By avoiding duplication and focusing on complementary strengths, partnerships become more resilient and impactful than any single entity alone.
Beyond practical benefits, collaboration builds trust and shared purpose. It shifts mindsets from “us versus them” to “we’re in this together,” signaling to stakeholders that cooperation matters. Most importantly, collaboration amplifies impact — strengthening policy influence, public awareness, and the ability to drive change at scale. Connecticut faces real challenges: high energy costs, aging infrastructure, transportation and housing gaps, workforce shortages, legislative gridlock, limited rural resources, and fragmented governance. Yet we also have extraordinary strengths — top-tier talent and universities, strong GDP growth, major military manufacturing, a prime geographic location, leadership in insurance and fintech, Aerospace Alley, and more than $1 billion invested in quantum research, workforce development, and innovation. While our organizations have distinct lanes, our missions and audiences overlap. As we seek shared solutions, collaboration makes a lot of sense. That’s why we’re encouraging other state and regional organizations to join us in our efforts to strengthen our ties and collaborate. n
[L-to-R]: Michelle McCabe, Tommy Hyde, David Kooris, Kevin Bielmeier
28 | Connecticut Town & City
Connecticut’s Downtowns in 2026 What Municipal Leaders Need to Know By Christine Schilke, Communications & Strategy Director, Connecticut Main Street Center
A ctmainstreet.org
s we settle into 2026 and prepare for an active legislative session, it’s a good time to reflect on the current environment for our downtowns and main streets. Communities across Connecticut are experiencing shifting housing needs, evolving economic patterns, and continued pressure to create safe, vibrant public spaces. Fortunately, recent policy changes offer new opportunities for municipalities to progress on their downtown goals.
HB 8002: Housing Reform Sets the Stage for 2026
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ne of the most impactful developments came late in 2025, when Governor Ned Lamont signed House Bill 8002 into law. This bill is designed to address several key factors affecting Connecticut’s housing shortage, including expanding affordable housing, encouraging Transit-Oriented Development (TOD) and Transit-Oriented Communities (TOC), and streamlining local zoning processes. Key provisions include municipal housing growth plans, updated parking requirements, and a ban on certain types of hostile architecture. The TOD/TOC component that encourages denser, mixed-income housing near transit hubs is especially relevant to our downtowns. Across Connecticut, we consistently see how a lack of nearby housing affects downtown vitality. When employ-
main streets are for everyone.
ees, customers, and small business owners don’t live close to where they work, the local economy suffers. This challenge is compounded by walkability issues, limited transit options, and lingering post-COVID shifts in office use. Without a strong residential base, downtowns struggle to sustain activity throughout the week. Fortunately, the state’s new housing bill helps address these gaps and is amplified by the Connecticut Municipal Development Authority’s (CMDA) role in incentivizing and supporting downtown development that increases housing options. However, while increasing housing density downtown is a critical step, it’s only one part of the solution.
What More Needs to Be Done
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ncreasing the number of residents living in downtowns is only one part of the vibrancy equation. Several priorities stand out: • Continue to address blight & vacancy – Vacant storefronts undermine community confidence and economic momentum. Municipalities would benefit from additional tools and funding to fill spaces and mitigate blight. Scaling up existing programs with demonstrated successes – such as façade improvement programs, streetscape programs, or “vanilla box” programs where spaces are brought to a readiness baseline that can
Winter 2026 | 29
be easily adapted to a business’s needs – would deliver quick, visible wins. • Improve walkability & pedestrian safety – Many Connecticut main streets double as state roads, creating design and safety challenges. At the recent CCM Convention, our session, When a State Road Is Your Main Street, generated strong engagement from both municipal leaders and the CT Department of Transportation. Excited and inspired by the many superb ideas that arose, a working group comprised of 22 communities is already exploring new strategies to make Main Streets safer, more walkable, and more pedestrian-friendly. • Recognize arts & culture as core infrastructure – Residents want more than just food and retail. They want vital, active spaces with creative artists and makers, theaters, libraries, public art and more. We need to make sure these institutions can thrive equally alongside the other elements of a vibrant downtown. Connecticut’s Cultural District designation program remains a powerful tool for elevating these assets and reinforcing arts and culture as the economic driver data shows them to be.
• Engage with the Legislative Main Street Working Group – This session, we encourage municipal leaders to connect with the Main Street Working Group, co-chaired by Representatives Jennifer Leeper, Jane Garibay, and Anthony Nolan. The group welcomes input from communities and continues to champion investments and policies that strengthen Connecticut’s downtowns. In 2026, Connecticut has a unique opportunity to strengthen the economic and social heart of every community. With thoughtful planning, collaboration, and the right tools, our downtowns can continue to grow into vibrant, welcoming places where residents, businesses, and visitors thrive. As the state’s premier resource for downtown vibrancy, the Connecticut Main Street Center provides education, training, resources, and technical assistance, and functions as the statewide champion for CT’s diverse downtowns and Main Streets. We work with over 100 member communities to create strong, resilient, people-centered downtowns. Our annual Main Street Management Assessment — built on more than 80 data points — gives municipal leaders a clear picture of what’s working, where challenges remain, and which strategic actions can make the greatest impact.
30 | Connecticut Town & City
Aye Yi AI What Successful Local Government AI Projects Have in Common Parth Shah, CEO and Cofounder, Polimorphic
G
overnments everywhere are experimenting with AI. Some pilots quietly stall. Others become case studies shared across city halls, CIO roundtables, and conferences. What separates the two isn’t budget size, technical sophistication, or even ambition.
Parth Shah Polimorphics
It’s how the project was designed from day one. Across agencies that have successfully deployed AI, especially in resident-facing services, clear patterns emerge. Here’s what those projects get right.
1. They Start With a Real, Measurable Problem
Successful projects frequently begin with resident-facing AI such as website chatbots or voice-based support lines, Why? Because these systems rely on approved information, which, reduces privacy and security risk, simplifies governance, and makes outcomes easier to measure.
3. They Make Governance Part of the Design, Not an Afterthought The best AI projects bake governance in early: • Clear boundaries on what AI can and cannot answer
Successful AI projects don’t begin with “Let’s try AI.” They begin with questions like:
• Defined ownership and oversight
• What repetitive work are we doing that takes up time?
This approach helps teams respond confidently to questions from leadership, legal teams, and the public.
• Where are staff spending time answering the same questions? • Which services are hardest for residents to navigate? The most effective projects target friction points that already exist and not hypothetical future needs. AI becomes a tool to reduce backlog, improve access, or relieve staff pressure.
2. They Focus on Public-Facing Use Cases First Many government IT leaders assume internal AI tools are the safest place to start. In practice, the opposite is often true.
www.polimorphic.com
• Transparent explanations for residents
4. They Deliver Value to Both Residents and Staff Projects that only benefit one side tend to lose momentum. • Successful deployments: • Improve resident access (24/7, multilingual, easier navigation) • Reduce repetitive work for staff Free up human time for complex or sensitive issues When staff feel the benefit directly, adoption follows naturally.
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5. They Are Easy to Explain to Non-Technical Stakeholders If a CIO can’t explain an AI project to a council member or resident at a town hall, it’s probably too complex.
Civil/Site Engineering • Permitting • Surveying New Haven, Connecticut (203) 789-1260 www.westcottandmapes.com
Successful projects are simple to describe: “This helps residents get answers faster and reduces calls to City Hall.” That clarity builds trust and trust drives longevity.
The Big Takeaway Successful local government AI projects aren’t about cutting-edge models or experimental tech. They are about clear problems, thoughtful constraints, practical outcomes, and responsible deployment. When AI is treated as infrastructure for service delivery, not a science experiment, it sticks. And that’s when it starts to matter. n
www.youtube.com/@CCM
Successful AI Projects: 1.Start With a Measurable Problem 2.Focus on Public-
Respond. Recover. Restore.
Facing Use Cases 3.Make Governance Part of the Design, Not an Afterthought 4.Deliver Value to Both Residents and Staff 5. Are Easy to Explain to Non-Technical Stakeholders
Committed to providing outstanding service and quality to our customers with individual care and compassion.
32 | Connecticut Town & City
Municipal IT Budgeting in Three Parts From Broken to Visionary
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nformation technology is a major component of every municipality’s annual spending, yet many towns and cities struggle with where to begin. A thoughtful IT budget helps uncover inefficiencies, reduce unnecessary expenses, and support operational and strategic goals. This overview explains how to use the budgeting process to fix broken systems, maximize long‑term investments, and align technology with municipal vision.
Part I: Fixing What’s Broken Outdated or unreliable technology quietly drains budgets. Your IT budget can highlight where underinvestment is costing you time and money. Start by asking: Is our data backup reliable and tested? A single data loss incident can halt operations and lead to major recovery costs. Municipalities with inadequate backup solutions often face the highest emergency expenses. Is our hardware older than five years? Equipment more than 3–5 years old becomes slow, unreliable, and expensive to
www.vc3.com
maintain. Delaying replacement may seem frugal, but outdated hardware reduces productivity and increases risk. Have we reviewed our ISP or telecom contracts recently? Long‑term contracts or years of auto‑renewing service may mean you’re overpaying for low‑quality service. Even if you have limited provider options, revisiting this line item can uncover potential savings. Are IT support costs unpredictable? Reactive IT vendors often appear inexpensive at first but drive up yearly costs with unpredictable billing. A proactive, fixed‑fee model provides stability and reduces emergency spending. Addressing these foundational issues often uncovers immediate, meaningful savings — even for smaller municipalities.
Part II: Maximizing IT Investments Long‑term strategic planning ensures you’re spending wisely and taking advantage of modern technologies. Consider: Do we need all our onsite hardware?
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Cloud solutions reduce — or even eliminate — the need for many onsite servers. With adequate internet bandwidth, municipalities can simplify infrastructure and maintenance. Do we follow a hardware lifecycle plan? Replacing equipment every 3–5 years ensures reliability and avoids costly downtime and maintenance. Have we reviewed software recently? Many traditional software programs now have affordable cloud‑based subscription models that reduce upfront licensing and server costs. Are our IT support needs fully covered? Minimal or reactive IT support can lead to recurring issues. Investing in proactive maintenance solves problems before they impact operations. Are we still relying on manual data backups? Manual backups are time‑consuming and risky. Automated solutions offer greater reliability and efficiency.
Part III: Let Technology Fuel Your Vision Municipal visioning and technology planning should go hand‑in‑hand. Align IT with your strategic goals by: • Bringing visionaries and IT experts together to connect goals with technology. • Breaking long‑term goals into projects and exploring cost‑effective alternatives. • Identifying operational improvements across departments. • Enhancing resident services through better websites, communication tools, and online services. • Embracing IT budgeting as part of your broader planning process empowers your municipality to advance operationally, strategically, and financially. If you need support navigating your municipal IT budget, we’re here to help as the Connecticut Conference of Municipalities’ partner in IT services. Contact us at vc3.com/get-started n
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34 | Connecticut Town & City
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Eliminate contracting hurdles by leveraging ESC’s status as a pre-approved provider of energy efficiency retrofits and cost savings services with the Connecticut Department of Administrative Services.
Capitalize on a variety of incentive programs offered by local utility providers working with ESC to support project implementation, including interest-free financing for up to one million dollars per municipality.
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Winter 2026 | 35
BRT Pack After CT Fastrak won world renown, will New Haven follow? New Haven
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t was just in 2024 that CCM was celebrating the success of CTfastrak, which had recently been named as the best rapid transit bus in the country. Connecting 10 municipalities surrounding its hubs of Hartford and New Britain, the Institute of Transportation and Development Policy saw a system that was on the leading edge. That success has led municipal officials and state leaders to ask – well, where else can we make Bus Rapid Transit work? A $25 million federal grant has been awarded to the City of New Haven to help improve services and build out a BRT system on top of the City’s already robust – if not inefficient – bus routes. Considerably smaller at the outset, the New Haven BRT corridor will connect New Haven’s Union station to Southern Connecticut State University, north to Hamden, West to West Haven and East to Foxon Boulevard, just at the border of East Haven. According to the press release from the state Department of Transportation, the focus will be on improving travel times, amenities and safety for travelers, while focusing on electric vehicles to be more environmentally friendly. Key features will be dedicated bus lanes and improved traffic light timing. Particularly impactful for New Haven drivers will be the addition of a roundabout where Whalley, Goffe, and Dixwell meet, per the New Haven Independent. Bus Rapid Transit systems are popular in mid-sized metropolitan areas like Hartford and New Haven because of the flexibility, according to the federal Department of Transportation. “Because BRT contains features similar to light rail transit, it is often considered more reliable, convenient
and faster than regular bus services,” the website says. “With the right features, BRT is able to avoid the delays that can slow regular bus services, like being stuck in traffic and queuing to pay on board.” New Haven is clearly a prime candidate for this kind of project. With transit projects from its peanut-shaped roundabout in its Westville neighborhood to the reimagining of State Street and Long Wharf, the Elm City has graced the pages of Connecticut Town & City many times over the past several years for innovative projects meant to make our roads safer for pedestrians, cyclists, public transit riders, and drivers alike. n
36 | Connecticut Town & City
Retirement Workshops for CT Educators
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Winter 2026 | 37
Citizen’s Guide Residents understand where they live, but many do not understand how towns are run - Brooklyn hopes to change that.
E Brooklyn
very day, people wake up, get their kids to a local public school taking public roads, maybe even stopping at a local café downtown for a latte and a muffin. But you, the local government officials and employees who make up our primary audience, can venture a guess that even the most in-tune resident doesn’t know what it’s like to craft a municipal budget. The Town of Brooklyn sent out an email in early January called the “Citizens’ Guide to the Town Budget.” Inside was a document, just a few pages long that outlines the essentials of creating a town budget, saying “This guide is designed to help residents and taxpayers better understand our town’s budget process and how they can participate in it.” The sections consist of: What is the Town Budget?, What is the Fiscal Year?, What is the Town Operating Budget?, among several other topics where they answer questions that are crucial to the process of adopting a budget. In the section on the town operating budget, they compare municipal budget terms to those of a household budget to make it easier to understand. Income for a household is revenue for a town, savings accounts vs. fund balances. Utilities are, well, utilities. Most helpfully, they give a calendar of the process, from December until May when the
Annual Town Meeting is held. Throughout this process, Brooklyn shows that “citizens have multiple opportunities to provide input throughout the budget process,” either through the committee meetings and workshops, public hearings, or the Town Meeting.
Why is this so important? For municipal employees, it’s fairly obvious. It sets the budget for the following year. For residents, the budget impacts taxes. Town budgets must be balanced, and currently the largest measure towns and cities have to raise revenues is through property taxes. Residents are impacted by the budget through the property tax whether they know it or not, and it can impact far more than local homeowners, as property taxes that are too high can stifle economic development. So this is to say kudos to the Town of Brooklyn for releasing this document to their residents. We have often stated in these pages that residents that are informed, that are part of the process, are important to our towns and cities functioning at their best. It can be difficult to know all the ins and outs of a municipal budget, but a primer like this can mitigate concerns and foster more civic and engaged communities. n
38 | Connecticut Town & City
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Winter 2026 | 39
And The Winners Are… CCM Announces 2025 Municipal Excellence Award Winners
T
he world isn’t standing still and neither can local governments. As change accelerates across every sector, municipalities are turning toward innovation and creative problem solving as core principles to meet the moment. Four Connecticut communities were honored at the 2025 CCM Convention for excellence in innovation, sustainability, and impactful resident services. The Connecticut Conference of Municipalities (CCM) is proud to announce the recipients of the 2025 Municipal Excellence Awards, which celebrate groundbreaking projects and individuals whose work has profoundly enhanced resident well-being, strengthened partnerships, and fostered meaningful community engagement. This year’s honorees exemplify the ingenuity and dedication driving Connecticut’s municipalities forward.
Topical Award: Creative Programs in Sustainability Town of Stratford – Stratford Animal Control “Sustainability in Action: A Community-Powered Approach to Animal Welfare” Stratford Animal Control is redefining what sustainable animal welfare looks like at the municipal level. Rather than focusing solely on recycling or resource conservation, Stratford has reimagined how a shelter can operate without placing additional burden on taxpayers. Through strategic partnerships, targeted fundraising, and an exceptionally engaged volunteer network, the shelter has built a self-sustaining model that provides high-quality care, robust enrichment, and long-term solutions for ani-
mals: all while maintaining the same operating budget since 2011. Accepting the award on behalf of the Town of Stratford was then-Mayor Laura Hoydick and Rachel Solveira, Municipal Animal Control Officer Supervisor.
General Entry Award: Population Under 20,000 Town of Montville – “You Good, Bro?” Suicide Prevention Campaign Montville Youth Services is being recognized for its innovative and youth-forward suicide prevention initiative, “You Good, Bro?” Launched in 2024, the campaign builds on Question, Persuade, Refer (QPR) suicide prevention training offered by the Southeastern Regional Action Council (SERAC), which also helps fund Montville’s prevention efforts. With a message that resonates deeply with young people, the campaign encourages honest conversations, peer support, and early intervention. By launching “You Good, Bro?”, the Town has significantly improved the quality of a critical public service by raising awareness about mental health, self-care, and the wide range of municipal support available to those in crisis or in need of help. This initiative has strengthened the community’s ability to recognize warning signs, connect residents to resources, and reduce stigma around seeking support. Accepting the award on behalf of the Town of Montville was Barbara Lockhart, Director of Youth Services.
U N I C I PA L Mexcellence AWARD
40 | Connecticut Town & City
Winter 2026 | 41
General Entry Award: Population 20,000–40,000 City of New London – New London Community Recreation Center (NLCRC) The New London Community Recreation Center, opened on June 25, 2025, stands as a transformative investment in the City’s physical, mental, and social health. Under the leadership of Economic Development and Planning Director Felix J. Reyes, the NLCRC has quickly become a cornerstone of community life. The facility has expanded and improved services, strengthened resident engagement, achieved notable cost savings, and created a more connected, healthy future for New London families. Accepting the award on behalf of the City of New London were Felix Reyes, Director of Development & Planning, and Josh Posey, Director of Recreation.
General Entry Award: Population Over 40,000 City of Bristol – Community Wellness Officers Program The City of Bristol is being honored for its forward-thinking Community Wellness Officers Program, launched in January 2024. Officers Travisano and Finkle, working within the Police Department’s Community Relations Division, provide compassionate outreach in mental health crises, support individuals facing homelessness, assist those struggling with substance use, and help de-escalate situations before they become emergencies. By using supplemental revenue from adult-use recreational cannabis, the City has funded this vital initiative without increasing taxpayer costs. Accepting the award on behalf of the City of Bristol was Mayor Ellen Zoppo-Sassu. CCM congratulates all four award recipients for their leadership, creativity, and commitment to building stronger, more resilient communities across Connecticut.
42 | Connecticut Town & City
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