Survey insights confirm our strengths and highlight where we can reach higher…together!
Joe DeLong Executive Director & CEO
At CCM, we take pride in being Connecticut’s trusted voice and leading resource for local government. To keep that promise, it’s essential that we listen to our members, to our partners, and to our own team.
Recently, we conducted a member survey resulting in 367 responses that offered valuable insights into our work, our impact, and our opportunities for growth. The results confirm that CCM is on solid ground, but also point to ways we can continue to strengthen and evolve.
Here are some highlights:
• Strong satisfaction across the board. Our members told us they are overall satisfied with CCM. They are especially pleased with our advocacy, research, and education services: core areas that define our value to Connecticut’s towns and cities.
• Trusted and effective. Of those who responded, 354 members said CCM has been effective in supporting their responsibilities, and 326 reported direct use of our services.
• Convention success. Members view our Annual Convention as well-run, offering meaningful engagement with vendors and invaluable networking opportunities. At the same time, many asked for greater variety in workshop offerings, a recommendation we are excited to take on.
• Room to grow. While many programs are well known, some members expressed less familiarity with certain CCM services. This tells us we need to do more to showcase the full breadth of resources available to them.
Internally, we also conducted a staff survey because an organization is only as strong as the people who drive its mission forward every day. I am proud to report that 93% of CCM staff rated the work environment as good to excellent, and 95% said they enjoy their job. These numbers reflect a dedicated, motivated team working hard on behalf of our members.
And yet, even with these encouraging results, we know we can always improve, both in how we serve members and in how we operate as an organization. That’s why we are committed to:
• Elevating CCM’s role as the trusted voice of local government in Connecticut.
• Helping identify the resources our members need while maintaining long-term fiscal sustainability.
• Enhancing member satisfaction and engagement through high-quality programs, services, and communications.
CCM is strong today because of the commitment of its members and its staff. With your continued engagement and feedback, we will keep building a stronger, more responsive organization. One that is ready not just to meet the needs of today, but to help lead Connecticut’s communities into the future.
Together, we can ensure CCM remains a powerful force for local government and for the people of Connecticut.
Max Friedman is exceptional!
“Whenever we need something printed we go to CCM first. The staff is very responsive and professional. The printed products are good quality. The service is fast and accurate and most importantly great pricing!
Member Survey
Familiarity with CCM
nSomewhat nVery nNot
Effectiveness of CCM
nSomewhat nVery nNot
C
CM continues to engage in a process to be the best organization we can be for you, our members. Some areas we are tackling immediately and others have been the products of wide-ranging discussions with staff. Here are some key takeaways we think you should know…
Overall, members are satisfied with CCM and are using our key services
We are extremely proud that so many of you consider us very effective at our core mission. n
Using CCM Services
nYes nNo
The CCM team works diligently to reach out to all the towns to understand how public policy impacts them at a local level and how they can best advocate for them. During session the team keeps town leadership informed of the challenges and proposed impacts. I depend almost exclusively on CCM to provide me with statewide policy information and to be a voice in Hartford.
Every training I have been to has been led by a HIGHLY QUALIFIED individual.
Stronger Together
Reflections from CCM’s Convention
By Mark Walter, Town Administrator, Town of Columbia Columbia
As a municipal leader, much of my time is spent focused on the immediate needs of my community, such as, budgets, infrastructure, and responding to residents’ concerns. Stepping into the Connecticut Conference of Municipalities’ Annual Convention, filled with hundreds of fellow local officials from across Connecticut, reminds me that Columbia is not facing these challenges alone. The convention provides a rare and valuable opportunity to learn, connect, share ideas and return home inspired with new ideas.
One of the most striking aspects of the CCM Convention is the sheer number of peers gathered in one place. Everywhere you turn, you meet colleagues and staff from communities both large and small. Despite the differences among our towns and cities, it quickly becomes clear that the issues we face are remarkably similar: housing, education, infrastructure, property taxes, fiscal stability, and civic engagement, to name a few. That shared sense of purpose makes every conversation meaningful and productive.
The workshops are consistently packed with actionable information and real-world best practices designed specifically for local officials. Topics range from sustainability and energy efficiency to grant opportunities and strategies for boosting civic participation, each offering takeaways that can be immediately put to use back home. Sessions that focus on things such as navigating federal and state funding opportunities, which can be a critical issue for smaller communities like mine. Securing outside resources can make or break a project, and hearing directly from experts and peers provides a clearer roadmap for successfully pursuing those opportunities.
Equally valuable are the more informal networking opportunities to exchange ideas. Whether during a roundtable discussion or a hallway conversation, there’s no shortage of candid dialogue on how to tackle the pressing issues we all face. There are challenges
in municipalities across the state with the Silver Wave, the large proportion of retirements we have been experiencing and expect to continue. Networking with peers at the convention prompts creative, achievable ideas that I can take back to Columbia to show the wealth of career opportunities in local government.
Some of the most insightful moments come from casual networking, like sharing stories, comparing strategies, and celebrating both successes and lessons
learned. These connections are more than professional contacts; they’re trusted resources I know I can call upon when facing similar challenges in the future. That sense of mutual support among Connecticut’s municipal leaders is one of the convention’s greatest strengths.
The exhibit hall is another highlight, featuring vendors and organizations that serve municipalities directly. From new technologies in public safety and energy savings opportunities to cutting edge public works equipment. It’s easy to discover tools that can help streamline operations and stretch taxpayer dollars further.
And, of course, the keynote speakers and general sessions provide moments of inspiration. Hearing from
leaders who speak about the future of governance and the importance of community leadership reminds us why we chose public service in the first place. It’s easy to get caught up in the daily grind, but experiences like the CCM Convention recharge your batteries and renew your commitment to serving your community.
By convention’s end, I leave Mohegan Sun with a fresh sense of purpose and optimism. Attending CCM’s Annual Convention reaffirms that, while each of us serves a different community, we are all part of something larger. Together, we are building stronger, more vibrant towns and cities, and a more resilient Connecticut. For me, the convention is more than professional development; it’s a reminder of the power of collaboration, connection, and shared dedication to the people we serve. n
A Balanced Path Forward
CCM Shapes State’s New Housing Framework Public Policy and Advocacy
CCM Public Policy & Advocacy
We are pleased to share positive news for Connecticut’s cities and towns. Following months of constructive engagement among municipal leaders, state officials, and key organizations, the General Assembly has passed a balanced housing policy that advances affordability while preserving the local authority essential to effective planning and community development.
From the beginning, CCM has worked in close collaboration with the Governor’s Office, legislative leaders, state agencies, local officials, the Connecticut Council of Governments Association (CTCOG), and the Council of Small Towns (COST) to help shape a policy framework that reflects the diverse needs, demographics, and infrastructure capacities of our communities.
Increasing Connecticut’s housing supply -both affordable and market-rate -- remains a shared statewide priority. Together, we have underscored that meaningful progress requires solutions that are flexible, equitable, and locally informed.
The draft legislation incorporates key CCM recommendations:
1. Establishes a Regional Housing Approach to Housing Allocations
The proposal removes the “Fair Share” housing model in HB 5002 An Act Concerning Housing and the Needs of the Homeless and in-
stead establishes a regional housing approach to determine the housing goals of municipalities, which CCM has consistently advocated for throughout the process and will more accurately reflect Connecticut’s housing needs. Working through the COGs, this approach will look at deeply affordable housing to market rate. Their analysis will contemplate water and sewer infrastructure as well as established and future transit hubs and job centers when determining the allocation, which the Fair Share allocation and methodology does not consider. Towns and cities will still be able to submit their own housing plans and integrate them with the regional plans if they choose to do so.
2. Mitigates the Elimination of Minimum Parking Requirements
Removing parking minimums can promote affordability in transit-rich areas, but a blanket repeal could create safety and accessibility issues in car-dependent communities. HB 5002 prohibited municipalities from enforcing minimum off-street parking standards for housing developments of 1-24 units anywhere within the municipality.
CCM pressed for a more tailored policy of eliminating minimums near transit hubs, but allowing limited local standards elsewhere to ensure safety and practicality. We were able to reduce the minimum parking prohibition to developments of 1-16 units and it allows for the creation of limited “conservation and traffic mitigation districts” where a town can extend parking minimums to smaller projects of less than 16 units.
CCM will continue to advocate for state investment, technical assistance, and incentives that empower municipalities to meet their housing goals sustainably and effectively.
3. Summary Review of Commercial-to-Residential Conversions
CCM supports converting vacant commercial properties into housing, but warned that unrestricted “as-ofright” conversions could harm local economies by eliminating needed business space. We advocated for a balanced approach that allows conversions while preserving local discretion to maintain ground-floor commercial use for developments of ten or more units, sustaining economic activity while adding housing above. Also, middle housing projects, two to nine units, will have a summary review rather than be “as of right,” which was part of HB 5002.
4. Removes Penalties and the Deprioritization of Municipal Discretionary Grants
HB 5002 penalized municipalities that didn’t meet state housing mandates by deprioritizing them for key discretionary funding such as STEAP grants, Urban Action Bonds, Clean Water Funds and Main Street Invest-
ment grants. This proposal eliminates these penalties and instead provides incentives to access the newly created Housing Growth Fund. We do want to note that municipalities will not be able to get points toward their 8-30g moratorium if they fail to submit a local housing plan or participate in the regional housing plan conducted by their COG. Furthermore, the “bad faith” provision, which exposed towns and cities that lose in court in an affordable housing appeal or 8-30g case was removed from the bill. HB 5002 would have had municipalities pay the expenses and attorney fees of the developer if a judge determined they acted in bad faith.
This outcome demonstrates the impact of unified municipal advocacy. Working together, we helped shape a housing policy that reflects both state priorities and local realities, while advancing affordability, preserving flexibility, and reaffirming the vital role of local government in planning Connecticut’s future. n
AI: Science Fiction or Groundbreaking Tool?
Point
Eric Couture First Selectman, Killingworth
What is being sold as “artificial intelligence” is not an intelligence at this point in time and should not be treated as such.
What companies are selling are glorified if/then flowcharts that are not able to adequately address issues that come up in the day-to-day work environment. Furthermore, the legal and ethical problems around generative “AI” are substantial as multiple tech CEOs have stated that without massive copyright violations their generative modeling cannot function.
As governmental entities, we should not support companies that are deliberately and openly breaking the law when we are supposed to enforce the law.
On top of those legal and ethical problems is the problem of “hallucinations” where a generative or predictive modeling program creates answers that may sound true but are completely incorrect or actively harmful. Generative AI models have completely failed to derive Newton’s Laws of Motion from real-world astronomical data. On the dangerous side, generative AIs have suggested that you add glue to your pizza to prevent the cheese from sliding off and been implicated in suicides after offering to write a suicide note.
There are enough problems around misinformation these days by private and foreign actors; municipalities and other governing bodies have to work strenuously to ensure that we remain a trusted source of informa-
tion in the community and cannot afford the loss of trust “AI” would bring. It is already a struggle to correct inaccurate or assumed knowledge that residents have; municipalities have a responsibility to ensure that they are providing correct information.
I want to be clear that the problems that AI poses primarily involve generative AI. Applied AI, programs that are used to streamline data analysis, have potential uses in municipal governance. Tracking utility or road usage, trends, and patterns, this is where applied AI shines and can be useful in providing better service to residents. But those uses are narrow in scope and focused on assisting human decision makers.
This is a critical point I want to make: Technology is best utilized when it assists people in doing their jobs. It is easier to dig a ditch with a backhoe than it is to dig with a shovel or your hands. Spreadsheets to track budget information are better than trusting people’s memories. Applied AI helps track and analyze the data that decision makers collect and work off of.
Generative AI instead seeks to replace humans with unintuitive, unintelligent, and incorrect facsimiles of a person built around data that has been harvested from the four corners of the internet.
We tread on dangerous water here. Public trust in institutions is at an all-time low. We have difficult work ahead of us to maintain and restore that trust. We should make our best efforts to avoid more damage.
Counter-Point
It is not a question of if but when local governments will utilize A.I. in local government. Whether we like it or not, this technology exists and will become more and more prevalent in years to come.
Local governments in CT stand at a pivotal moment where AI can be harnessed to dramatically improve public service delivery, operational efficiency, and civic engagement. As municipalities face increasing demands with limited resources, AI offers a transformative toolkit that can help leaders do more with less — while enhancing transparency, responsiveness, and equity.
Moreover, whether we like it or not, this technology is already being utilized by the public and private sector organizations. Failing to adapt to a changing technological landscape will further local government’s reputation as slow, unresponsive, and inefficient.
Connecticut’s towns and cities, many of which operate with lean staffing, can also benefit from AI’s ability to automate routine administrative tasks. Chatbots and virtual assistants can handle common resident inquiries 24/7, freeing up staff to focus on complex issues. Document processing tools can streamline permitting, licensing, and FOIA requests, reducing turnaround times and improving constituent satisfaction. These efficiencies are especially valuable in smaller municipalities where staff wear multiple hats and time is at a premium.
Importantly, Connecticut’s strong tradition of home rule and local autonomy means that each town can tailor its AI strategy to its unique needs. Whether it’s using AI to optimize snowplow routes in rural areas or to streamline housing inspections in urban centers, the technology is flexible and scalable.
Of course, responsible implementation is key. Local governments must ensure transparency, protect privacy, and guard against bias in AI systems. But with thoughtful governance and community input, AI can be a powerful ally in building more resilient, responsive, and equitable local governments.
Steve Stephanou, Town Manager, Manchester
Steve Stephanou Town Manager, Manchester
Stop For The Children
No one wants to be responsible for hitting a child when they are driving. Yet, every week hundreds of drivers across the state flout one very basic law: If a bus is stopped with their flashing red signals on and stop sign deployed, you must stop. The incidence of this violation was so great that in 2024 the legislature stepped in to allow towns and cities to digitally monitor by the use of “Stop Arm Cameras.” These cameras record instances of passing cars, and can be remotely viewed and monitored for possible citations. But with so many buses operating each day, it would take an untold number of workers to parse the footage. That is where a company like Bus Patrol steps in; their system utilizes Artificial Intelligence (AI) in helping municipalities monitor violations before passing it onto a human reviewer. While they are hoping to mitigate this problem, we must discuss how we got this new law, and chiefly, why.
Anyone who has been out on the road recently can give you an anecdote about reckless driving they’ve witnessed. Rapid U-turns in the middle of the street, double parking, infrequent use of blinkers are all examples of minor infractions we can see. But that’s not all – distracted driving is up, wrong way driving is up, street takeovers are getting more dangerous. And the aforementioned
passing school bus infractions are some of the most concerning. As a result, municipalities and the state legislature are doing what they can to curb these events.
Over the last several years, there has been a flurry of legislation and projects to calm our roads. Towns and cities are implementing safe streets construction projects that will naturally slow driver speed, the state is putting up wrong way signs at highway entrances, and they’ve even worked together on a trio of camera monitoring bills focused on speeding, going through red lights and passing buses with flashing red lights.
In July of 2024, Public Act. No. 24-107 took effect, which had amended previous versions of Connecticut law. While the law originally stated that “As with other traffic laws, police officers may enforce this law upon observing a violation,” going on to say that the bus driver is allowed to report an illegal passing to the authorities also. The amendments are written such that “expressly allows municipalities to adopt ordinances that establish a municipal-level stop arm violation and authorize the use of stop arm cameras to enforce the stop arm law.”
This is where Bus Patrol comes in. (Disclosure: Bus Patrol has signed on to be a
Shelton
New AI tech aims to help Shelton cut down school bus infractions
Municipal Business Associate with CCM, although work on this article began before they had signed on.) Originally piloted in Pennsylvania, they have since expanded across the nation. Karoon Monfared, Chief Executive Officer at Bus Patrol told us that they are “Proud to operate the nation’s most widely deployed school bus safety program, protecting students on nearly 40,000 buses across the country. Here in Connecticut, we’re partnered with Bridgeport, Shelton, and Danbury, and excited to launch with North Haven, Stratford, New Haven and Waterbury this school year.”
Bridgeport was the first municipality to test out the service, which was covered in a program on News Channel 8. Ray Baldwin, Administrative Aide to the Mayor for Special Events in Shelton, was watching the news that evening; after personally witnessing several violations, he decided to reach out to them: “I began doing inquiries with the City of Bridgeport. I got a lot of help from Dan Roach who runs the program down there, and he was reporting these incredible numbers they were getting with violations.” He said that it wasn’t a hard sell in Shelton, and Mayor Mark Lauretti was on board immediately.
A large part of what has made the program attractive to municipalities like Shelton is their AI integration. And although AI usage is hotly debated, towns and cities that have signed up with Bus Patrol feel that this is one area where the technology can serve a greater purpose. Monfared said that their AI platform, called AVA, “Is fully integrated with the school bus,” he continued; “She knows when the lights are flashing, and when a vehicle fails to stop. The evidence is securely shared with the city for review, and only then is a notice issued to the vehicle owner. It is about fairness, accuracy, and accountability.”
Baldwin said over the first two months of integration, there were only one or two
School buses are passed illegally over 45 million times a year in North America.
issues with a license plate, but incredibly, that went back to issues with information at the DMV. “We haven’t seen any glitches with the technology at all,” he told us.
While you might be thinking that this leading-edge technology must cost a lot to implement, the law provides towns and cities with the ability to enter into agreements with businesses to share revenue from violations. In the case of Shelton, Bus Patrol paid for the equipment – both external stop light cameras as well as internal cameras – and they split the fines 60/40, with the larger portion going to Bus Patrol, which is one of two designated uses of the violation fines.
“We manage everything end to end, from installation and maintenance to data management and court support, so our partners can focus on what matters most: protecting students. And we do not stop at enforcement. Education is a big part of what we do, from public awareness campaigns to ongoing community outreach.”
The other part of the law is that the 40% revenue has to be held in a separate account and used for public safety purposes, he said. The statute “requires funds received by the municipality from such fines to be used for the purposes of improving public safety in such municipality,” and Baldwin says in Shelton that means that “the Board of Aldermen will make a determination, along with the mayor, as to what they want to use the money for to promote public safety.”
Even still, this can, for a time, be a financial windfall: For the 2024-2025 school year in Bridgeport, they handed out over 20,000 tickets. Those figures aren’t that shocking
now for Shelton, who had approved over 450 violations when we spoke, saying that after clearing his queue the day before, he walked into 61 new violations. Each ticket from the Bus Patrol system is a $250 civil fine in Shelton, which would net about $100,000 for every 1,000 violations.
Because it is a civil violation, there’s no notification to the Department of Motor Vehicles or insurance. If a Police Officer were to witness a violation, the ticket would be over $400. The idea, according to Baldwin is “You pay the fine and you’d be done; and hopefully you learn the lesson from the program.”
Which is why it’s not necessarily a money-maker in the long-run: Monfared says that “Across the country, nine out of ten drivers do not reoffend after their first
“I’ve seen a few close calls – and that’s something nobody wants to live with.”
violation.” And there’s evidence from one of Connecticut’s other new traffic monitoring laws that will prove that: Speed cameras have drastically reduced speeding in areas where they have been set up. In Marlborough, Town Manager Dave Porter told the Courant that the number of cars speeding decreased by 65% after the first two weeks. In the same article, Washington First Selectman James Brinton said that 2,639 citations were issued in August, and only 710 in September.
For Bus Patrol, the safety comes first. Karoon Monfared said that “Bus Patrol is a technology company built on a public safety mission. Our goal is simple: to make sure every child gets to and from school safely. We give communities the tools and technology to make that happen.”
And asking Ray Baldwin, he echoes that sentiment with an added cautionary statement: “We just hope that people start being more conscious about their driving behavior, that they start paying attention to school buses because we’ve been lucky. But from viewing the videos, I’ve seen a few close calls – and that’s something nobody wants to live with.”
If the data from Bus Patrol’s national programs follows the same pattern in Connecticut’s towns and cities, there can and will be a reduction in these violations of stop arm laws.
Monfared said that Bus Patrol is “Proud to stand with Connecticut’s leaders who are choosing to put student safety first. Together, we are building safer roads and stronger communities for every child.” n
Can’t Network with 1,000 Peers? of Course You Can!
The 2025 CCM Convention will be an event to remember
WHEN: Monday, December 1 - Featuring a networking welcome reception for attendees and exhibitors! (5:30pm6:30pm)
Tuesday, December 2 - Full day event featuring a networking breakfast, awards, informational workshops and more...
Wednesday, December 3 - Board of Directors meeting (10:00am - 12:00pm) (Board members only)
WHERE: Mohegan Sun Resort & CasinoEarth Expo Center
Each fall, more than 1,150 attendees, including local government leaders from across the state and companies providing the best in products and services to towns and cities, gather together for two days of informative workshops, interactive discussions, and networking opportunities.
Workshops: A consistent favorite among attendees, these workshops are sure to impress again in 2025:
• Key to Writing Winning Grants;
• Building Consensus: The Role of Public Input in Project Success;
• What Did You Say? How Does the First Amendment Impact the Workplace? From Flag Poles to Social Media Posts;
• Fiber Benefits for Your Town;
• What to Do Before OSHA Knocks;
• Understanding Connecticut’s Freedom of Information Act (Including Recent Updates);
• A Better Path to Priority-Based Budgeting: How Do We Get There & What’s the Payoff?;
• Balancing Act: Creating Safe, Walkable Downtowns with State Roads Running Through Them;
• Resilience Improvement Districts: Municipal Pathway to Resilience;
• Avoiding a Crisis – Municipal Succession Planning;
• Innovative Delivery: Integrating Design-Build in Public-Private Partnerships;
• AI in Local Government;
• Business as Unusual – Fresh Approaches to Economic Development to Grow Your Grand List;
• How School Infrastructure Investment Creates a Ripple Effect of Economic Growth: An EPC Success Story with Cheshire Public Schools;
We have an impressive array of sponsors this year – Bus Patrol, CCi Voice, Comcast Business, RLE, GovDeals, Post University, Halloran Sage, ClearGov, Atlantic Computing Technology Corporation, CT Port Authority, Verra Mobility, GZA, Harris Beach Murtha, Verogy, Bank of America, Connecticut Education Network, Lockton, Readyly, OpenGov, and Paymentus.
And thanks to our brand-new conferencing software, we have too many exhibitors to list here! Please visit our website to see the full list.
2025 Charity Partnership
This year, we are excited to partner with United Way of Southeastern Connecticut’s Tommy Toy Fund. Please help us help those less fortunate than us by bringing a new, unwrapped toy with you. Help make a child’s holiday a little brighter this year and enter to win a gift card for your donation! Click here or scan the QR code to learn more about the toy drive. n
United Way
Tommy Toy Fund
Voices for the Future
Speakers Bureau: Amplifying Local Voices to Spark Change
Connecticut’s young people are at the center of our state’s future. Yet, for too many, the path to adulthood is marked by barriers – educational economic, and social – that leave them disconnected from opportunities that allow them to thrive.
Recognizing this challenge, the Connecticut Conference of Municipalities (CCM) launched its Young People First initiative in 2024 to prioritize youth engagement, opportunity, and success. Building on that commitment, CCM is working to establish Speakers Bureaus: an innovative tool to elevate local voices, foster collaboration, and advance solutions for the long-term success of Connecticut’s youth.
What is a Speakers Bureau?
A Speakers Bureau is a structured network of individuals made up of youth, educators, civic leaders, municipal officials, employers, and advocates, who are trained and prepared to share their stories, expertise, and strategies around youth engagement.
Through the Bureau, municipalities and community organizations can access a diverse pool of speakers to participate in
town halls, community forums, school programs, and statewide conferences. The goal is twofold:
• Amplify youth voices by ensuring young people are at the table and part of the conversation about their own futures.
• Sustain momentum by keeping municipal leaders, community organizations, and the public engaged in the work of addressing disconnection and building successful outcomes for the leaders of tomorrow.
Why a Speakers Bureau Matters
The establishment of a Speakers Bureau can play a critical role for several reasons:
• Consistency of Message - Efforts to support youth must extend beyond a single campaign or report. A Speakers Bureau creates a consistent, ongoing platform to deliver the Young People First message statewide.
• Local Relevance - Connecticut’s cities and towns are diverse, and the challenges facing youth vary by community. A Speakers Bureau allows messaging to be tailored to local needs, while also lifting up successful models that can be replicated elsewhere.
• Empowering Youth as Leaders - By including young people as speakers, CCM and municipalities can flip the narrative. Youth are not just recipients of services but leaders, advocates, and changemakers with lived experience that is vital to building effective solutions.
• Cross-Sector Collaboration - A Speakers Bureau is designed to bridge gaps between municipal government, schools, businesses, and nonprofits. It can provide a venue for shared learning and coordinated action, which is essential in addressing complex challenges like disconnection.
Building Toward Long-Term Success
The Speakers Bureaus are not an end in themselves, but a mechanism to advance broader goals:
• Education and Workforce Readiness: Ensuring youth have the skills, credentials, and networks to succeed in the job market.
• Civic Engagement: Encouraging young people to see themselves as stakeholders in their communities and future leaders in local government.
• Equity and Access: Addressing systemic barriers that disproportionately affect disadvantaged youth and those in rural or under-resourced communities.
Through ongoing presentations, storytelling, and dialogue, the Speakers Bureau will reinforce the principle that investing in young people shouldn’t be considered optional, but essential for Connecticut’s social and economic future.
How Municipalities Can Participate
CCM is in the process of developing training, resources, and organizational support for municipalities interested in establishing or participating in a Speakers Bureau. Town and city leaders will be able to help:
• Identify local voices – especially youth –to serve as speakers.
• Partner with schools, libraries, community centers, faith organizations and employers to host events.
• Share best practices and success stories with other municipalities through CCM’s statewide network.
CCM’s commitment is to ensure that interested communities, regardless of size or resources, have the opportunity to elevate voices and champion the Young People First message.
The work of connecting and empowering young people is ongoing. The development of a Speakers Bureau represents a powerful step toward embedding youth priorities into the daily fabric of municipal decision-making. By ensuring consistent messaging, empowering local voices, and fostering cross-sector collaboration, a Speakers Bureau will help keep Young People First not just as a campaign, but as a sustained movement for Connecticut’s future.
As CCM continues to work with towns and cities across the state on many important issues, the message here is clear: When we put young people first, we put Connecticut first. n
Falling Into Local News
CCM Interviews Pete Mezzetti
For over 20 years, Pete Mezzetti has been broadcast into the homes of Connecticut residents, talking about everything local – from governance to community. Now at Valley Shore Community Television, with Public Access Coordinator Emily Miner handling the behind-the-scenes production, Mezzetti said he won’t give up his hosting gig until “he can’t string sentences together.” CCM talks to them both about his show and the importance of local media. This interview has been edited for clarity and length.
CCM: We’re going to start off with the easiest question here - Who is Pete Mezzetti?
Pete: Oh boy. Pete Mezzetti is a fun-loving public access host who has been doing this for almost three decades.
CCM: And where did the Pete Mezzetti Show come from? Is there an interesting backstory?
Pete: The show first got started in 2005 when Willie Fritz, who was the First Selectman of the Town of Clinton at the time, and my mom was on the board. I went over to the Comcast facility in Clinton when they were downtown to drop something off.
I was talking to the public access coordinator at the time and he says to me, you know, the town of Clinton doesn't have a public affairs show, right? I'm like, I did not know that. So I left, went across the street to the town, went across the street to town hall to meet my mom and while they were finishing up their meeting, I said something to Willie Fritz, he looks at me, comes around his desk, shakes my hand. It says, congratulations, it's yours.
CCM: Just like that.
Pete: Just like that. And I still remember the first edition of the show that we did. Him and I did the first edition of the show. As a budget show for the town because it was around [municipal] budget time.
Emily: So, Valley Shore Community Television, and we're the public access TV station for the Shoreline community. We cover Durham, Haddam, Killingworth, Chester, Deep River, Essex, Old Saybrook, Westbrook, and Clinton. We've been around since 2013, and Pete's been with us the whole time, and he's been a great host.
We're all volunteer based. I'm the only employed person here, and basically my job is to coordinate shows like Pete's and train the volunteers to come in and crew the shows. We train them and get them ready to produce shows like Pete’s.
CCM: Now what is the importance of a show like the Pete Mezzetti show in terms of touching upon local topics of importance like the budget, like property taxes?
Pete: I would say being the voice of the people is very important, and so is public access TV, because with the show, it's important to get the word spread out on what's going on in the community.
Emily: I think of us as a way to give back to the community. The community gives so much to us, and this is our way to give back to them. And it's very rewarding to, to share what's going on around the town that you may not have known otherwise.
Pete: It varies from week to week. One week I could have a local mayor come in. I could have a candidate for First Selectman come in. I could have the executive director of CCM show up, which happens regularly.
I interview a very diverse and very wide range of people, and it's very important for me to get out in the community and see what's going on.
CCM: As you note, the show has become kind of an important stop for a lot of people, like local leaders, nonprofits, churches, CCM, of course. How do you decide which guests to have on?
Pete: No, I actually find all of my guests myself. The only thing that the station does is once I find my guest, I have to email the station to see if the station is available for me to come in and tape. I usually tape my show on Mondays.
CCM: Is there anyone that you would like to have on as a guest that you have not yet been able to land?
Pete: I would say one of the biggest that I would like to land is the governor.
CCM: And do you want to make an appeal to the governor in this interview to come onto your show?
Pete: I would love, I would love to make an appeal to Governor Lamont's office to come on. Come on the Pete Mezzetti Show and sit down for a half-hour or an hour and talk about what's going on in the state.
CCM: You’ve been doing this for over 20 years – has anything changed for you over that time? Do you do anything different?
Pete: No, I do not. I basically do the same thing, but it's a lot easier to sit down and write your show.
Emily: A way we adapted is we're more on streaming services. We have a whole video gallery that hosts all our shows and you can watch them on demand anytime. And we also recently got a VSC TV app. So, we've actually transitioned more to online than just cable and regular TV.
CCM: So, Pete, where do you see yourself in 5, 10, 15 years? Still hosting your show?
Pete: I think the only way I'm going to stop hosting the show is if I have a problem talking or putting a sentence together.
CCM: Emily, what does the station need to have a successful future?
Emily: I think just maintaining our shows and keeping the local community coming in and sharing their stories, sharing what's going on around the towns and just keeping it alive with all the stories. Keeping the community together.
CCM: Any words of advice for people who might be interested in following in your footsteps?
Pete: My advice would be if you have the idea you want to do this; you do your approach. My advice would be to be yourself and just be as genuine as possible. n
Creating Works of Life
Data-Driven Governance Made Simple
The Connecticut Municipal Data Hub
Connecticut's municipal officials now have access to a powerful tool that transforms how local government leaders make informed decisions: the Connecticut Municipal Data Hub. This comprehensive platform consolidates critical data from all 169 Connecticut towns and cities into one accessible, user-friendly interface.
Essential Information at Your Fingertips
Every day, municipal officials face questions requiring accurate comparative data: How does our mill rate compare to neighboring communities? What are similar towns spending on services? The Data Hub eliminates hours of research by providing instant access to comprehensive municipal information including population demographics, property valuations, tax rates, government structures, legislative representation, state aid allocations, and per capita income data.
Real-World Applications
The Data Hub proves invaluable for budget planning, enabling finance directors to benchmark spending patterns across similar communities. Policy developers can research how peer municipalities address shared challenges. Grant writers can rapidly gather comparative data demonstrating community needs. Elected officials can access authoritative information instantly when responding to constituent questions.
Designed for Every Community
The intuitive interface requires no specialized training or technical expertise. Whether you're managing a small rural town or a major urban center, the platform serves as your round-the-clock research assistant. Officials can view multiple communities simultaneously for side-by-side comparison, supporting transparent, fact-based governance.
Visit www.hub.ccm-ct.org to experience how accessible data empowers better municipal decision-making across Connecticut.
For more information, please contact Max Friedman, Research Manager at mfriedman@ccm-ct.org n
A Revolutionary Resource for Municipal Leaders
TOWN OF HAMDEN
Incorporated : 1786
Population: 60,014
COG: Southern CT Regional
“Our peculiar orthography of the name requires a passing notice. It has been generally written here without the silent p, while Hampden is the prevailing English orthography. Yet we find that Hume, in his history, writes the name Hambden. President Stiles, of Yale College, so late as the year 1791, referring in his diary to this town, writes the name Hampden.” - William Phipps Blake, Geologist - Yale Class of 1852
HAMDEN HISTORY
1920
1978
Named after British Statesman John Hampden
Notable Residents:
★ Glenn Beck
★ Ernest Borgnine
★ John Carpenter
★ The Rock
inventor Eli
From
to
New Haven Colony Founded
Hamden Incorporated 1888
Hamden Builds First Town Hall
Spring Glen developed
2013 Hamden receives a record breaking 40” of snow.
The Ghost Parking Lot
Towering traprock ridges form the Sleeping Giant
Cotton-gin
Whitney’s advances in gun manufacture helped the North win the war.
1920
1990 Hamden’s population grew 509%!
Municipal Finance Essentials
Purchasing and Procurement
CResearch & Insights
onnecticut’s municipal leaders face a critical challenge: delivering essential services while ensuring every taxpayer dollar is spent wisely. A comprehensive procurement policy isn’t just bureaucratic paperwork—it’s the foundation of good governance.
From police vehicles to road construction, municipalities contract for an enormous range of goods and services. Without clear policies, these transactions risk waste, favoritism, and public mistrust. A well-crafted procurement framework transforms purchasing into a strategic advantage.
The key is establishing transparent thresholds. Small purchases under $5,000 might require competitive quotes, while major projects exceeding $20,000 demand sealed bids with public openings. Smart municipalities differentiate between
fixed-price contracts for predictable work and performance-based agreements where innovation matters most.
But procurement extends beyond paperwork. Project managers must navigate prevailing wage requirements—$1 million for new construction, $100,000 for renovations—and ensure certified payroll compliance. Contract compliance language supporting minority-owned businesses isn’t just good policy; it’s often mandatory for state-funded projects.
Funding strategies matter too. While general obligation bonds offer low interest rates backed by municipal taxing power, a formal debt management policy prevents overleveraging. Multi-year Capital Improvement Programs help municipalities plan strategically rather than react desperately. The payoff? Competitive bidding saves money. Transparent processes build public confidence. Clear specifications prevent disputes. And thorough documentation withstands audit scrutiny.
Connecticut municipalities that invest in robust procurement policies don’t just comply with regulations—they demonstrate fiscal responsibility, support local economies, and earn their residents’ trust. In an era of budget constraints, professional procurement isn’t optional; it’s essential leadership.
Please check out our full report at CCM’s Research Library (https://www.ccm-ct.org/ Advocacy/Research/Research-Library). n
In essence, a procurement and purchasing policy provides a framework for towns and towns to conduct their purchasing activities in a structured, responsible, and ethical manner, ensuring that public funds are used efficiently and for the benefit of the community.
Member Shout-Outs
OCarrie F. Allen Clinton
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!
“I am extremely grateful to CCM for providing me with the educational opportunities they offer in workshops – from lectures on digital inequity, to annual school funding changes, to environmental injustice to statewide contracts. Over the past three years, CCM has allowed me to take 25 separate workshops on 25 separate subjects related to municipal government, and this is an opportunity I couldn’t have found anywhere else. As an elected official who has been serving for only three years, I feel that both my experience on the Clinton Town Council as well as the background knowledge CCM has provided, my ability to serve my community has been greatly expanded and improved.”
Carrie F. Allen, Town of Clinton
“As a dedicated public servant, I was eager to enhance my skills and knowledge to better serve my community. That’s why I chose to embark on the CCMO program – a comprehensive training initiative that has proven invaluable. From the very first session, I was captivated by the wealth of practical information and real-world case studies presented by the experienced instructors. The program delved deep into the nuances of municipal governance, covering everything from budgeting and zoning regulations to public-private partnerships and constituent engagement. What I appreciated most, though, was the emphasis on ethical leadership and the importance of transparent, accountable decision-making. Through interactive workshops and peer-to-peer discussions, I gained a more holistic understanding of the challenges and complexities inherent in local government. This program has not only expanded my technical expertise but has also instilled in me a renewed sense of purpose and commitment to making a tangible difference in the lives of the citizens I represent. I am proud to be a CCMO, and I know that the knowledge and skills I’ve acquired will continue to serve me well in this noble calling.”
Kelly Kearney, Town of Hamden
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
Work Anniversaries:
CCM would not be half the organization it is without our dedicated staff – many of whom have been with us for more than 10 years. This quarter we have two individuals to celebrate.
Congratulations to Zachary McKeown, Advocacy Manager, for 10 years and Michael Muszynski, Director of Research and Member Engagement, for 15 years with CCM.
Michael Muszynski
Zachary McKeown
Years at CCM
Built on Trust.
CIRMA 2026 Annual Meeting of Members
Save the Date Shaped by Strength.
Municipal Law Update
Friday, January 30th, 2026
Hartford Marriott Downtown 9:30 AM - 2:00 PM
Thought Leading Seminars
9:30 AM - Seminar registration begins at 9:00 AM
Presented by Attorney Thomas R. Gerarde, Managing Partner, Howd & Ludorf, LLC
Staying ahead of the latest legal mandates and court decisions can save municipalities thousands, perhaps even millions of dollars in unnecessary lawsuits and penalties. In this session, our expert facilitator will examine the latest legal requirements as they apply to elected and appointed town leaders. This year’s presenter will explore a number of recent claims, relevant laws and court decisions, and proven best practices that can help prevent similar losses in the future.
First Amendment Rights in the Workplace: Restrictions on Limiting Speech
Presented by Attorney Michael J. Rose, Managing Partner, Rose Kallor, LLP
This training session explores how First Amendment rights apply within the workplace and the limits of free speech in public entity employment. Participants will learn the difference between protected speech and conduct that may violate workplace policies or create legal risks. Real-world examples will help clarify employer responsibilities and employee rights. By the end of the seminar, attendees will understand how to navigate speech-related issues professionally and legally.
Presentation of 2026 Awards
11:10 AM - CIRMA Excellence in Risk Management Awards
- 11:10 A.M.
Presented by Carl P. Fortuna, Jr., Chairman, CIRMA Board of Directors, and Old Saybrook First Selectman
Each year, CIRMA celebrates its Excellence in Risk Management Awards program by honoring members who have demonstrated notable distinction as trailblazers in the risk management profession. Award recipients set themselves apart by establishing extraordinary programs that are augmented by dynamic teams of risk-management champions.
Four deserving recipients will be announced during this year’s Annual Meeting of Members. Each awardee will receive a handsome crystal award and a $2,500 Risk Management Grant from CIRMA.
Award categories:
Establishing Risk Management as an Organizational Priority
New and Innovative Risk Management Initiative
Substantial Impact on Total Cost of Risk
Sustained Risk Management Program
Carl P. Fortuna, Jr. Chairman, CIRMA Board of Directors, and Old Saybrook First Selectman
Thomas R. Gerarde Managing Partner, Howd & Ludorf, LLC
Michael J. Rose Managing Partner, Rose Kallor, LLP
President’s Report
11:30 AM - Built on Trust. Shaped by Strength.
Built on Trust. Shaped by Strength.
Presented by David Demchak, ARM; CIRMA President and Chief Executive Officer
CIRMA’s financial and operational achievements fortify its ability to invest in new technologies and provide its members with the absolute best products and services that the industry has to offer. This year’s presentation will highlight noteworthy 2024-2025 outcomes. Additional details will feature five-year cumulative results, demonstrating CIRMA’s undeniable long-term financial and operational accomplishments.
Keynote Speaker
12:00 Noon - Masters of Uncertainty
Masters of Uncertainty
Presented by Rich Diviney
Rich Diviney is a bestselling author, leadership and human performance expert, and retired Navy SEAL commander. In a career spanning more than twenty years, he completed more than thirteen overseas deployments. As the officer in charge of training for a specialized command, Rich was intimately involved in an extremely specialized SEAL selection process, which pared down a group of exceptional candidates to a small cadre of the most elite optimal performers. Diviney also spearheaded the creation of a directorate that fused physical, mental, and emotional disciplines. He led his small team to create the first-ever “Mind Gym” that helped special operators train their brains to perform faster, longer, and better in all environments—especially high-stress ones.
Since retiring from the Navy, Rich has worked as a speaker, facilitator, and consultant with the Chapman & Co. Leadership Institute, Simon Sinek Inc., and is now founder and CEO of The Attributes Inc. Currently, Rich speaks and consults on leadership, high performing teams, assessment and selection, and optimal performance. He has worked with thousands of businesses, athletic, and military leaders from organizations such as American Airlines, Meijer Inc., the San Francisco 49ers, Pegasystems, Zoom, and Deloitte.
In February 2025, Rich released his second book entitled Masters Of Uncertainty: The Navy SEAL Way to Turn Stress into Success for You and Your Team. In his new book, he offers a practical, science-backed framework to help individuals and teams thrive in stressful, unpredictable, and high-stakes environments.
Get Together
A CIRMA Community Networking Event
Networking Event
1:00 PM - Get Together - A CIRMA Community Networking Event
Guests are invited to join us for a casual hour of community, conversation, and camaraderie as we close out our Annual Meeting of Members event and embrace another year of success. Refreshments (and engaging conversation) will be provided.
Rich Diviney Bestselling Author, Leadership and Human Performance Expert, and Retired Navy Commander.
David Demchak, ARM CIRMA President and Chief Executive Officer
Unlocking New Savings
Energy Efficiency Incentives for Connecticut’s
Micro Municipalities
Across Connecticut, small towns and school districts are constantly balancing rising costs with the need to provide high-quality services to their communities. One of the biggest pressures municipalities face is the cost of energy — heating and cooling buildings, running lighting systems, maintaining refrigeration, and keeping operations running day after day.
Recognizing these challenges, Eversource has recently introduced a new program designed specifically to help micro municipalities — smaller towns with qualifying energy use — make meaningful upgrades through enhanced incentives. These incentives lower the financial barrier to implementing energy efficiency measures, offering towns a chance to capture savings now and in the years to come.
For municipal leaders, the opportunity is clear: reduce energy costs, extend the lifespan of critical infrastructure, and demonstrate environmental stewardship to the community. But understanding where to begin, what projects qualify, and how to navigate the incentive process can feel overwhelming. That’s where firms like Titan Energy come in. Acting as a full-service energy consultant, Titan Energy helps towns identify opportunities, manage projects, and maximize available incentives — all while reducing the burden on municipal staff.
Understanding the New Incentives
The Eversource offering for micro municipalities is designed to open doors for
towns with modest energy consumption that may not have had the resources to pursue major energy efficiency projects in the past. By providing enhanced incentives, the program makes it easier for small communities to invest in upgrades that will pay dividends for years to come.
Eligible Efficiency Solutions Include:
• Heating, Ventilation, and Air Conditioning (HVAC): Replacement of rooftop units (RTUs), chillers, and the integration of more efficient heat pumps. Municipalities can also implement HVAC control optimization, air flow reduction, and improved operational sequences to ensure heating and cooling systems run more efficiently.
• Building Management Systems (BMS): Smart control strategies, setbacks, and automation improvements that fine-tune how energy is used across multiple buildings.
• Manufacturing and Process Equipment: For towns with facilities that include process-heavy operations, upgrading or optimizing equipment can result in meaningful energy savings.
• Refrigeration: Centralized system controls, adding doors to open refrigeration cases, and replacing fan motors with high-efficiency alternatives.
• Hot Water Systems: Heat pump water heaters and pipe insulation reduce the costs associated with heating water in schools, town halls, and other public facilities.
• Weatherization: Investments in insulation, window upgrades, and sealing measures that reduce wasted energy and keep buildings more comfortable year-round.
• Lighting: Upgrading to LED lighting, with or without advanced control systems, delivers one of the fastest returns on investment while improving safety and usability in public spaces.
Together, these measures address nearly every aspect of municipal energy use. Whether it’s a school looking to improve comfort for students or a town hall trying
to reduce operational costs, the program creates opportunities for large and small projects.
Benefits for Municipalities
For municipalities, the introduction of enhanced incentives translates into a range of tangible benefits:
1. Lower Operational Costs
Energy efficiency projects can reduce utility bills significantly. In an era of tight budgets, these savings free up resources that can be redirected to other critical community services.
2. Improved Building Comfort and Functionality
New HVAC systems, better insulation, and modern lighting make public buildings more comfortable and functional for staff, students, and residents.
3. Extended Equipment Lifespan
By replacing outdated or inefficient systems before they fail, municipalities avoid emergency repairs and extend the useful life of key infrastructure.
4. Environmental Leadership
Many towns have sustainability goals or are striving to reduce their carbon footprint. Implementing energy efficiency projects demonstrates leadership and commitment to future generations.
5. Community Trust
Residents want to see their tax dollars used wisely. Investing in projects that deliver measurable savings builds credibility and trust between municipal leaders and the communities they serve.
6. Access to Additional Incentives
This program can also be combined with Eversource’s Comprehensive Project Offering, allowing towns to layer savings opportunities and expand the scope of their improvements.
Eligibility Criteria
To qualify for the enhanced incentives, municipalities must meet certain requirements:
• Projects must involve schools, regional districts, or municipal buildings in eligible towns.
• The offering cannot be combined with the Environmental Justice Communities Enhanced Incentives program.
• Municipalities may combine this offer with the Comprehensive Project Offering for additional savings opportunities.
For many small towns, these criteria make participation straightforward. The key is identifying which projects align with the program and how to maximize the available incentives.
The Challenge: Limited Bandwidth in Small Towns
While the incentives are generous, many municipal leaders face a familiar challenge: limited staff time and expertise. Town administrators, facilities managers, and school leaders are already stretched thin. The idea of taking on an energy audit, filling out paperwork, coordinating with vendors, and overseeing implementation can feel daunting — even when the result promises significant savings.
This is where municipalities can benefit from engaging a resource partner like Titan Energy.
Titan Energy as a Resource
Titan Energy is CCM’s exclusive partner for the CCM Energy Purchasing Program. As a Connecticut-based energy consultant, they have a long history of working alongside municipalities of all sizes. Their role is not to sell equipment or push a particular product, but rather to act as a resource — helping towns capture the full potential of available programs while minimizing the workload for local staff.
How Titan Energy Supports Municipalities:
1. Energy Audits
Titan Energy begins by evaluating existing buildings, systems, and energy usage. This comprehensive review identifies the full range of opportunities for efficiency upgrades that qualify under the program.
2. Incentive Navigation
Energy incentive programs can be complex, with specific requirements and documentation. Titan Energy manages the process, ensuring towns capture every available dollar and avoid missing opportunities.
3. Project Management
From vendor coordination to scheduling and oversight, Titan Energy handles the details. This ensures projects stay on track and municipalities don’t need to divert staff resources to manage the process.
4. Implementation Support
Titan Energy oversees the installation of new systems and upgrades, working with trusted contractors to deliver high-quality results.
5. Ongoing Guidance
Energy efficiency is not a one-time project. Titan Energy continues to provide support, monitoring system performance and advising on future opportunities.
By acting as a resource and taking on the heavy lifting, Titan Energy allows municipal leaders to stay focused on serving their communities while still realizing the full benefits of the program.
Real-World Implications
Consider a small town with an aging elementary school and municipal offices. Heating and cooling costs are high, lighting is outdated, and staff frequently complain about temperature swings. By leveraging the new incentives, the town can:
• Replace old rooftop units with efficient heat pumps.
• Add smart controls to optimize HVAC performance.
• Upgrade lighting to LEDs, improving classroom visibility while lowering costs.
• Insulate key areas to prevent energy waste.
With Titan Energy managing the process, the town’s role is limited to approving the projects. The result is a set of modernized facilities, reduced operational expenses, and a positive story to share with residents.
A Timely Opportunity
The introduction of enhanced incentives for micro municipalities comes at a critical time. Energy costs remain unpredictable, and infrastructure in many towns is aging. By acting now, municipalities can take advantage of funding that may not always be available at this level.
At the same time, these projects align with broader state and national goals around reducing energy use and greenhouse gas emissions. Municipalities that participate are not only saving money but also contributing to long-term sustainability efforts.
For Connecticut’s micro municipalities, the new energy efficiency incentives from Eversource represent a chance to make meaningful, cost-saving improvements that would otherwise be out of reach. From HVAC systems to lighting and weatherization, the program offers a pathway to lower bills, more comfortable buildings, and stronger community trust.
Yet the opportunity is only as valuable as a town’s ability to act on it. With limited staff and competing priorities, many municipalities will need a partner to help them navigate the process. Titan Energy fills that role — serving as a resource, guiding towns through audits, incentives, project management, and implementation.
The enhanced incentives are here. The savings are real. And with the right support, Connecticut’s micro municipalities can turn this opportunity into long-term benefits for their communities. n
At Titan Energy, we’re more than just an energy consultancy firm—we’re your partner in building data-driven strategies to cut costs and boost sustainability. Ready to make a lasting impact? Let Titan Energy electrify your future. Powering Tomorrow, Today with Titan Energy!
From Sidewalks to Strategy
Helping Manage the Complexity of Downtowns
By Christine Schilke, Communications & Strategy Director, Connecticut Main Street Center
ctmainstreet.org
Downtowns are the heart of our communities. They’re where we gather, celebrate, shop, dine, and connect. But for municipal employees, managing a downtown is often more complex than it appears. It’s not just about putting up pretty planters or hosting a few events – it’s about cultivating a cohesive vision, building capacity, and creating a vibrant place that reflects the character and aspirations of the community. This is true for a city neighborhood, an urban downtown, a suburban main street, and a village center.
At Connecticut Main Street Center (CMSC), we work with communities of all sizes across the state, and we’ve seen firsthand that while every town is unique, the challenges they face downtown are often strikingly similar. But fortunately, so are the solutions.
The Challenges Are Real –and Universal
Whether you’re in a small rural town or a bustling city, the obstacles to downtown revitalization tend to fall into a few key categories:
• Need for a Clear Vision: Many communities don’t have a clear idea of what they want their downtown to be. Without a “north star,” efforts tend to be reactive and piecemeal – one project at a time, without a cohesive strategy that guides decision making from developments to business recruitment to streetscape improvements to a brand identity.
• Negative Perceptions: It’s hard to move
main streets are for everyone.
forward when the prevailing narrative is that “nothing ever changes” or a handful of vacancies or one blighted building gives the feeling of stagnation or lack of safety. Often, there’s just one person trying to do everything, and burnout is real. But we remind communities: you’re not alone, and you don’t have to reinvent the wheel.
• No Strategic Plan for the Downtown –or No Way to Implement It: Planning is critically important to realize a vision for the downtown and so is its implementation. Especially when looking at the main street holistically, there are many different stakeholders, different rules managed by different entities, and different goals and interests that make for complex enactment; and many communities lack the capacity to fully execute.
• No Downtown Management Team: Without a dedicated team or entity focused solely on the downtown area, efforts can stall. Every town may not need a formal Main Street program, but every town needs someone – or some group – tasked with coordinating and sustaining revitalization efforts focused on the main street.
The Good News: The Solutions Are Also Universal
The Four Point Approach, developed nationally by Main Street America, championed by CMSC, and proven over our twenty years working with Connecticut communities, is a flexible, scalable framework that can be adapted to any community. It helps towns think holistically about downtown management and build a strong foundation for success.
Here’s how it works:
• Organization: Build the Team - Organization is about creating a structure that supports long-term revitalization. That might mean forming a Main Street program that is either a 510c3 or Business Improvement District (BID)/Downtown Special Services District (DSSD), but it could also mean training your Economic Development Commission (EDC) to take
on a more active role. In Bethel and Thomaston, for example, the EDC has been instrumental in supporting the Economic Development Director and helping implement the town’s downtown vision.
Developing main street shepherds who are passionate, trained, and empowered to carry the work forward is vital. Whether they’re municipal staff, volunteers, board members or a combination of stakeholders, they’re essential to sustaining momentum.
• Promotion: Tell the Right Story - Promotion isn’t just about throwing events. It’s about positioning your downtown as the heart of the community and a hub of economic activity. Events are great, but towns should ask: Why are we doing this? Are we using events to attract new businesses, to bring in visitors, or create community for downtown residents? How do we evaluate if we’ve achieved our goals? Promotion also includes marketing and public relations, leveraging digital and print to draw attention to your downtown.
A vibrant downtown needs more than foot traffic – it needs the right mix of businesses, amenities, and attractions that align with your community’s vision. Promotion should support that vision and help shift perceptions in a positive direction.
• Economic Vitality: Build the Base - At the core of every successful downtown is a strong, diverse economic base. That means supporting small businesses, attracting smart new investment, and making sure your downtown is a place where people want to live, work, and spend time.
It also means thinking deeply about who you’re building your downtown for. If your town wants to be “family-friendly,” do you have kid-friendly restaurants, safe crosswalks, and places for families to gather? Maybe you have a world-class children’s museum, but can parents push a stroller down the sidewalk comfortably? Can they cross the street safely before the light changes? These things collectively define your downtown, whether you actively address them or not.
• Design: Shape the Experience - Design is about more than aesthetics. It’s about creating a downtown that’s functional, welcoming, and reflective of your community’s identity. That includes everything from signage and storefronts to green spaces, playgrounds, and walking trails. Design choices affect how people experience your downtown—and whether they want to come back. A cracked sidewalk or poorly lit street can be just as much of a deterrent as an empty storefront.
You Don’t Have to Do It
Alone
At CMSC, we’re here to help. Whether you’re just starting out or looking to take your downtown to the next level, we offer a range of resources:
• Free webinars and Spotlight on Main events that highlight best practices and local success stories.
• Low-cost, in-person Summits featuring regional and national experts, real-life examples, and practical solutions you can start using right away.
• Robust Membership benefits, including our Main Street Management Assessment Tool, which helps communities evaluate their current efforts and provides customized recommendations for moving forward.
• Technical assistance, available to any community – member or not – on a contractual basis.
We’re also constantly developing new tools and refining our offerings to meet the evolving needs of Connecticut’s downtowns.
Let’s Do This – Together!
Managing a downtown is hard work. But it’s also incredibly rewarding. When done well, it creates places where people want to be – places that reflect the heart and soul of a community.
If your town is struggling with where to start, or how to keep going, know that you’re not alone. The challenges are real, but so are the solutions. And CMSC is here to help you every step of the way. n
Connecticut Municipalities Excel in 2025
Sustainable CT’s record-breaking fall certification cycle highlights local leadership in sustainability
The Pomperaug River Watershed and its underlying aquifer represent the predominant source of potable water in a southeast area of the state that includes Washington, Morris, Bethlehem, Watertown, Roxbury, Woodbury, Middlebury, Oxford and Southbury. The Pomperaug, Nonnewaug and Weekeepeemee Rivers, along with dozens of creeks and streams, wide their way through the region, past homes and farms, quarries and industrial sites, storefronts and schools.
The Town of Southbury knew it had an important role to play in protecting this valuable resource, and it rose to the challenge. The Town embraced low impact development strategies to manage stormwater. It promoted sustainable practices such as rain gardens, permeable pavement, and native landscaping to reduce runoff and improve water quality. The Southbury Public Works Department, in partnership with the Pomperaug River Watershed Coalition, supported myriad volunteer clean-ups and riparian restoration projects.
This is just one of the remarkable success stories told by 30 different Connecticut communities in 2025, culminating in a total of 36 awards being bestowed by Sustainable CT this year – 28 municipal certifications and eight Climate Leader designations. The number of awards achieved this fall represents a new record for a single certification cycle in Sustainable CT’s eightyear history.
Municipalities that achieved Gold certification, Sustainable CT’s highest honor, included:
• East Haddam • Hamden
• Manchester • Mansfield
• Norwalk • Vernon
These six communities demonstrated exceptional leadership and innovation. Their comprehensive sustainability strategies serve as models for other towns and cities across the state. Gaining a special distinction – Climate Leader Designation – is also required of all Gold certification recipients, marking these cities and towns as truly at the forefront of climate mitigation and resilience.
Silver certified municipalities included cities as large as Bridgeport and as small as Marlborough:
• Bridgeport
• Darien
• Madison
• Ridgefield
• Southbury
• Windham
• Coventry
• Haddam
• Marlborough
• Rocky Hill
• Stamford
Silver certification reflects advanced initiatives in sustainable practices and community engagement. This achievement highlights a proactive approach to sustainability and an extraordinary commitment to equity.
Sustainable CT Bronze certified communities made significant achievements across a range of sustainability actions, including environmental stewardship, public health, and social equity:
• Andover
• Cheshire
• Guilford
• Torrington
• Beacon Falls
• Essex
• Roxbury
• Waterford
• West Haven • Windsor
• Woodbridge
Bronze certification is a testament to a municipality’s dedication and collaborative efforts towards creating vibrant and sustainable communities.
This year also welcomed three first-time certified communities: Andover and Beacon Falls, earning Bronze; and Bridgeport earning Silver certification.
“We’ve worked hard on initiatives to preserve our tree canopy, in energy conservation and efficiency, climate mitigation and resiliency,” said Chadwick Schroeder, Sustainability Manager for the City of Bridgeport. “It means a lot to have our efforts recognized by Sustainable CT and share in the celebration of our peers. It’s great incentive to help us move forward to achieve even more.”
In addition to the Gold certified communities of East Haddam, Hamden, Manchester Mansfield, Norwalk, and Vernon being designated as Climate Leaders, two additional towns – Pomfret and Middletown –achieved this distinction as well.
The Climate Leader designation is reserved for municipalities making notable progress in cutting greenhouse gas emissions and strengthening climate resilience. These eight municipalities have set the bar for climate action in Connecticut.
“We’ve had a remarkable fall,” said Jessica LeClair, executive director of Sustainable CT. “This cycle resulted in a record number of awards, underscoring the creativity and dedication of our communities. We’re especially proud that some of Connecticut’s smallest and largest communities earned certification. The leadership demonstrated by our awardees ensures that Connecticut will continue to grow as a healthier, more resilient, and more vibrant place to live, work, and visit.”
Sustainable CT certifications are awarded based on municipalities completing a broad range of sustainability measures—covering everything from inclusive community
Bennett Park, Pomperaug River, Southbury
engagement and local economic development to arts, culture, and environmental health. To achieve certification, municipalities must show measurable progress in 12 impact areas. The Climate Leader designation recognizes towns that commit to ongoing greenhouse gas reductions and climate adaptation efforts.
Certifications are valid for three years, during which municipalities can continue to expand their initiatives. Sustainable CT provides a detailed framework and support for municipalities striving to enhance their sustainability and community well-being.
For more information about Sustainable CT and the certification process, please visit sustainablect.org.
Sustainable CT has strong multi-year support from the Emily Hall Tremaine Foundation, Hampshire Foundation, Common Sense Fund, Connecticut Green Bank and the Community Foundation of Eastern Connecticut. n
At CCM, we believe that local government is the beating heart of our community. More than state or federal officials, municipal leaders are accountable to their constituents and are therefore among the most trusted individuals. What our local leaders and local government employees do, on the other hand, is less well- known. In Avon, they held a special forum on local government to help change that.
Held in August, as towns and cities were preparing for municipal elections, Dr. Rafaele Fierro lectured on the topic of Local Government 101. A professor at nearby Tunxis Community College, he says that “participation in local government is as essential as ever in an era of declining civic engagement and increased incivility at the national level.”
Per the event synopsis, the lecture encompassed the idea that “all politics is local” with examples from school referendums, annual budget votes, and zoning issues from across the state. And not just your typical responsibilities, but many
Local government is considered the most trustworthy by constituents, but how much do they really know?
town positions can cause confusion: While everyone knows what a fireman or teacher does, maybe not everyone knows what an assessor or registrar does.
In a 2023 Gallup survey on trust in government, they found that 67% of individuals considered local government trustworthy. In a more recent survey, they found that local governments are more likely “to act in society’s best interests” than businesses and the federal government.
And while survey after survey has found that local politicians are the most trusted civic leaders, municipal elections have the lowest turnout of any elections. Compare and contrast the last four local elections, which averaged around 30% voter turnout with state elections around 60%, and presidential elections around 75%. This means that only around of a third of voting age adults are choosing our local governments.
For those that missed the lecture, there are several resources available online for those interested. Of course, both Connecticut Town & City and the Municipal Voice podcast remain excellent places to start.
If local government is to continue to be the most trusted form of government, it should follow that the people should know what our local governments are doing. It’s important for citizens to have information on their schools, their zoning, and their town budgets; all of which aeffect their local taxes. Hosting Local Government 101 is just one step of many that the Town of Avon has taken in a process to educate and engage their residents. n
Avon
Crushed!
New Haven and surrounding towns are saying no more street takeovers
New Haven
Although the amount of street takeovers seems to have subsided in response to greater fines and penalties for those who have been caught participating in these boisterous and dangerous spectacles, New Haven and the local ATV Task Force have taken advantage of one tool given to them over the summer to help further curb this behavior. That tool just so happens to be a vehicle crusher.
On June 23, Governor Ned Lamont signed legislation that includes “Increased license penalties for violating state laws against illegal street racing and street takeovers, including setting a two-year license suspension for anyone with three or more violations. It also authorizes municipalities to adopt their own local ordinances penalizing street takeovers, enabling towns and cities and their local police departments to respond to the specific challenges they face in policing this issue. Additionally, the bill empowers municipalities with the ability to destroy ATVs, dirt bikes, and mini-motorcycles seized from street takeovers.”
New Haven, looking at the piles of these recreational vehicles that were seized sit-
ting on city property taking up space, took up that final provision and began crushing them in late September of this year. In video captured by CT Insider, you can see a rusted blue and yellow trailer with the phrase “High Speed Crusher” emblazoned on it, slowly bring its full weight on several ATVs.
The event was a kick-off of sorts with New Haven Mayor Justin Elicker and North Haven First Selectman Michael Freda representing the ATV Task Force, according to CT Insider, in attendance for the inaugural crushing, among law enforcement individuals from 10 agencies. The other municipalities involved in the task force are Guilford, Hamden, Naugatuck, North Haven, Orange, Wallingford, West Haven, and Woodbridge.
In a piece on Stateline.org, it suggests that “enforcing laws against street takeovers can be difficult and dangerous” simply because of the large-scale nature of many gatherings. Not only that, but “targeting takeovers in one area can sometimes push the problem elsewhere.” That means that not only is the cooperation amongst towns and cities important, but the legislation is as well.
While street takeovers have existed for frankly as long as there have been cars, the ability to finally put an end to them has been just out of reach for towns and cities in Connecticut. The legislation enacted this past summer puts it within distance for the towns and cities that are working together through the ATV Task Force. Within crushing distance. n
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There When You Need It
Public restrooms are more than just a waste of space
One does not often think about bathrooms until a facility is needed. Then it might be practically all you think about. Of course, that is no problem when you’re at home or even a restaurant, but in many cases, finding a restroom is a difficult prospect. In New London, they are making an investment in public restrooms that are designed to be easily-maintained and there when you need it.
The first new public bathroom was opened in Toby May Park, replacing an old structure that was often closed due to maintenance or even vandalism.
Based on figures from that article – the Portland Loo structure is vandal-resistant, handicap-accessible, has a skylight, LED lighting, motion sensor, wash basin, baby-changing table, trash can, and a syringe disposal container in addition to a “cold weather toilet.” All told, the structure and the site work came out to be around $250,000, a figure that Public Works Director Brian Sear said might take people aback, but he also estimates that savings would come from decreased upkeep such as was needed on the previous buildings.
Several op-eds on the website strongtowns.org espouse the benefits of public bathrooms for all citizens. In one essay written in 2016, Rachel Quednau writes that “Public restrooms are a public health issue. Just as we build our sidewalks and businesses to be handicap accessible and equip crosswalks with brail and auditory signs for the blind, we should provide public restrooms for the millions of Americans whose health needs depends on them.” It could be argued that this reasoning has grown even stronger in a post-pandemic world where a quick and easy place to wash your hands would be welcome.
Portland Loo says that there are even some “unexpected benefits” to having a public restroom. For one, they argue that well-designed public restrooms like theirs “add to a city’s overall visual appeal instead of detracting from it.” Another point is that it can boost tourism – folks who might have otherwise left the area find themselves staying if they know they have access to a toilet.
Most of all, they argue that “restroom access is a fundamental human right.” And with that in mind, New London’s newest addition might just be the first. Other public restrooms are being discussed if the first one proves to be a success, as noted in the Day article. Perhaps one way to find out is to put a QR code to a survey in the bathroom itself – ask them how essential they thought it was. n
The New London Day reported that some vandalism of the old bathrooms involved baseball bats, and one was even set on fire!
Stamford Social Success
Subreddit was the key to solving one hit and run
Sherlock Holmes, Philip Marlowe, Hercule Poirot, Frank Columbo… these are the detective stories from days of yore that we read and we watch for entertainment. Unraveling mysteries, sleuthing, finding clues, and shaking down witnesses. But can you imagine Sherlock with a cell phone? Columbo with a Linkedin? Poirot with a mustache-themed Instagram? It’s 2025 and the times have changed – and so has public safety. Stamford Police Department have entered that brave new world with a new intentionality, and a goal of building community.
In a recent news release, they extolled the virtues of their online presence on platforms like Instagram, as well as Facebook and YouTube. This, they remarked, “Have become important tools for enhancing public safety communication, encouraging community assistance in solving crimes, and giving Stamford residents a closer look at the men and women who serve and protect them.”
This move is perhaps a no-brainer – according to some estimates, there are 250 million American users of Facebook alone, over two-thirds of the population. And this trend has held for so many platforms, with YouTube even becoming a competitor to cable TV.
But it was a move to expand into Reddit
that paid off immediately, according to the police department. Reddit, which calls itself the “heart of the internet,” is a message board platform that differs significantly from many other social media outlets. Users create accounts on the website and join what are known as “subreddits,” that vary in topic from major boards on popular topics to boards on niche memes and arcane subjects. (You can find all topics related to our state on R/Connecticut.)
It was after joining Reddit that the department was able to directly communicate with a resident that was the victim of a hit-and-run. The statement said that “Through direct communication on Reddit, the resident was able to share additional details with SPD personnel, leading to the identification of the driver and ensuring the victim could get their vehicle repaired.”
It might be hard to imagine our favorite detectives in their tweeds looking for clues on a messaging board – although it would be amusing to hear Holmes badgering Watson to explain memes to him – but it’s not hard to imagine our public safety officials on them. As community is increasingly built online, so too must our government, in all of its forms. While they hail the solving of one crime, the potential is so much greater; either Columbo or Stamford Police Department, what’s crucial is simply being there.
Stamford
But can you imagine Sherlock with a cell phone? Columbo with a LinkedIn? Poirot with a mustache-themed Instagram?
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HomesteadExemption?
New Milford might take advantage of year-old provision
The last five years have been a double-edged sword for many Connecticut residents. Homeowners, on one hand, have seen their properties increase in value as a result of a number of factors – lower new home starts, in-migration from out of state, low number of sellers due to high mortgage rates. On the other hand, that value has been reflected in state-mandated property revaluations that occur every five years, increasing the weight of the already burdensome property tax. New Milford is forging a path by taking advantage of a new property tax exemption provision enacted by the state legislature last year.
Part of House Bill No. 5524, Public Act No. 24-151, section 71 allows any municipality to “provide an exemption from property tax of not less than five per cent and not more than thirty-five per cent of the assessed value, for owner-occupied dwellings, including condominiums […] and units in a common interest community […] that are the primary residences of such owners and consist of not more than two units.”
New Milford would likely be the first municipality to take advantage of their year-old provision in the state law. In town itself, there has been much debate over adopting this as policy. According to CT Insider, Tax Assessor Brian Lastra advised the town and Mayor Pete Bass to look into the homestead exemption as properties are expected to increase by upwards of
tion period. And after several town council meetings and a public hearing on the issue, the town council approved the exemption in late September.
This is not the only property tax exemption on the books. For instance, there is a $1,000 property tax exemption for certain honorably discharged veterans, permitting they served during war time.
Being first in the state opens the town to litigation; a concern for a handful of residents at the public hearing. And there’s no guarantee that this will have the intended effect for the residents of New Milford, all of which depends on the rates of increases in revaluation and the number of residents eligible for this exemption, among other things.
Mayor Bass offered a concluding statement in the CT Insider piece that sums up the burden of successful leadership: “I’d rather be defending the ability to save taxpayer money than defending a revaluation where the property values went up too high.”
At the end of the day, town and city leaders are left to balance on the edge of that double-edged sword of property taxes. Showing growth is valuable, but it can’t be at the cost of pricing out residents. New Milford is choosing to use a tool that the legislature gave them – and betting that residents will appreciate the effort and the savings. n
New Milford
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