The Connecticut Conference of Municipalities (CCM) is proud to unveil a bold new logo for our flagship publication, Connecticut Town & City (CT&C). It’s a visual transformation that reflects the magazine’s evolving role as the voice of local government across our great state. More than a design update, this new logo marks a renewed commitment to innovation, clarity, and connection in how we tell the stories of our state’s towns and cities.
For many years now, CT&C has been a vital source of insight and information for our readers. As our communities adapt to new challenges and embrace new opportunities, we recognized the need for our visual identity to keep pace with our mission. The redesigned logo captures this spirit, bridging tradition with modern, and reinforcing our role as a unifying platform for municipalities statewide.
The new logo features clean, contemporary typography that symbolizes community togetherness, collaboration, and progress. The design draws inspiration from Connecticut’s forward-looking perspective. The color palette is grounded in the traditional blue, green and orange hues which echo both stability and growth, while subtle geometric shapes within the logo represent our history of working alongside our member towns and cities.
This unveiling is more than cosmetic: It’s a signal of transformation. Just as the magazine has evolved in its content and digital presence, the new logo embodies our desire to remain relevant, engaging, and forward-thinking. It is designed to be versatile across print, digital, and social platforms, ensuring a consistent and impactful identity wherever readers encounter us.
We believe that visual identity should reinforce trust and clarity, especially in a time when information moves quickly and civic engagement is more important than ever. Our refreshed look aligns with our purpose: inform, connect, and empower Connecticut’s municipal leaders and their communities.
As we move forward with this new logo, our core values remain unchanged. Connecticut Town & City will continue to deliver quality insightful analysis, and shared success stories that our readers have come to expect.
We invite you to turn the page on the next chapter of Connecticut Town & City and join us in celebrating a renewed vision for municipal storytelling in Connecticut.
CONNECTICUT TOWN & CITY
2025 Legislative Session Overview
by Taylor Adams, Policy Fellow
TPublic Policy and Advocacy
CCM Public Policy & Advocacy
he 2025 legislative session had its share of challenges and opportunities for Connecticut municipalities. This year approximately 4,000 bills were filed, which certainly kept the policy department busy and on its toes. Throughout the legislative process, CCM’s public policy team played a vital role in championing legislation that supports local governments and defending against problematic proposals that would have been harmful to towns and cities, but they could not have done it without the input from municipal leaders to help guide them.
Housing: A Call for Collaboration Over Mandates
This year, housing took center stage and was the subject of serious debate between the various housing stakeholders, including CCM. We emphasized that municipalities are committed to continuing to address Connecticut’s housing needs and expand not only affordable housing stock, but market rate units as well.
HB 5002 An Act Concerning Housing and the Needs of the Homeless became the vehicle for the omnibus housing bill, incorporating 22 different concepts and policy measures, including the controversial “Fair Share” methodology of allocating affordable housing unit targets to municipalities. Municipalities prefer to work in a collab-
orative manner in order to meet the state’s housing goals, but unfortunately HB 5002 undermined this approach by mandating that towns and cities plan for and accommodate 25% of their affordable housing allocation, as determined by the ECONorthwest Report (May 2025) commissioned by the state Office of Policy and Management (OPM), regardless of local infrastructure, planning, or community input.
Instead, CCM advocated for the regional council of governments (COG) conduct a housing needs assessment of all types of housing, not just housing for those making 0-30% of the area median income (AMI), which HB 5002 focused on, and a build out analysis. This analysis would contemplate existing water and sewer infrastructure as well as established and future transit hubs and job centers, which the Fair Share allocation methodology does not consider.
HB 5002 imposed new planning and zoning burdens and required many municipalities to submit additional “priority affordable housing plans,” and amend zoning ordinances to accommodate their suggested allocation—without assurance of state support or infrastructure funding. In fact, there is language that specifically deprioritizes municipal grant funding for municipalities that have not had their affordable housing plans approved by OPM or have not enacted transit-oriented development (TOD) ordinances.
Other key concerns with HB 5002 included state overrides of local zoning, prohibition of minimum off-street parking standards for housing developments of 1-24 units, the deprioritization of key discretionary funding such as STEAP grants, Urban Action Bonds, Clean Water Funds and Main Street Investment grants and potential court costs imposed on towns and cities that lose in court on an affordable housing appeals (8-30g) case.
The mandates and arbitrary allocations cited in HB 5002 unfairly place the blame for the lack of housing development on municipalities and their planning and zoning commissions when there are significantly more impactful reasons for the lack of housing development, not only in Connecticut, but nationwide.
Thankfully, Governor Lamont vetoed the measure affording another opportunity to enact meaningful housing legislation that will make a difference in fulfilling the housing needs of Connecticut. As we engage with the Governor’s Office, legislators and the various stakeholders, CCM is hopeful that this will be achieved.
Big Strides in Education and Special Education Support
The other issue that received a lot of attention was education funding, with an emphasis on special education. This remains a top priority for towns and cities across the state of Connecticut and the FY26 budget reflects this with a $94 million increase in Education Cost Sharing (ECS) to execute the plan to provide adequate resources to underfunded school districts. To offset the potential reductions towns and cities face under the current ECS layout, the legislature also appropriated $8 million in hold-harmless aid to 81 communities.
Additionally, in an action aligned with CCM-backed legislation, SB 1511 AAC Disconnected Youth, the budget established the Special Education Expansion and
Development (SEED) Fund. With $30 million allocated, this fund aims to support students with disabilities through a mechanism similar to the ECS grant, which will positively contribute to equity in educational opportunity. While just a start, CCM is optimistic the General Assembly will continue to focus its attention on special education funding.
Legislative Support for Firefighters and Workers’ Compensation Reform
In the budget, the legislature established a funding mechanism for the Firefighter Cancer Relief Fund through a $0.05 monthly surcharge on cell phone bills. This will help provide sustainable long-term funding support for firefighters battling cancer.
In the realm of municipal finance and employee protection, CCM successfully advocated for the repeal of the negative impacts stemming from the Gardiner v. DEMHS Supreme Court decision, which had threatened to spike municipal workers’ compensation premiums by up to 40%. Enactment of this legislation protects local budgets and maintains equitable protections for employees injured in the line of duty.
Decades in the Making
What Hartford’s early childhood strategy can teach
other Connecticut communities
By Felicia Famularo
The National League of Cities (NLC) has released a new toolkit designed to help local governments invest in and sustain early childhood systems that meet the needs of children, families, and providers. Titled Decades in the Making: How Four Cities Are Creating Lasting Early Childhood Impact, the toolkit profiles Boston, Hartford, Jacksonville, and Seattle — each with a distinct approach and long-term commitment to early learning and care.
Hartford is the only Connecticut city featured, and for good reason. It has become a national model for how a city can structure early childhood initiatives that are both data-informed and deeply grounded in community partnerships. Hartford’s work offers other Connecticut towns and cities a useful road map, but it also serves as a reminder that starting this work doesn’t require huge budgets or sweeping reforms. It does require leadership, persistence, and a clear strategy.
Building the Foundation: Hartford’s Early Childhood Infrastructure
Hartford was the first municipality in Connecticut to create a citywide Early Childhood Blueprint and to establish a municipal department focused exclusively on early childhood education. That early investment set the tone for two decades of sustained attention to children’s needs.
The city’s early childhood infrastructure is coordinated through the Department of Families, Children, and Youth, which oversees a network of community engagement bodies, data systems, and workforce partnerships. At the center is the Mayor’s Cabinet for Young Children, a cross-sector advisory group that includes parents, city department staff, nonprofit leaders, and education officials. This cabinet coordinates with the city’s School Readiness Council to streamline decision-making and maintain strong community input.
What makes Hartford’s structure noteworthy is how it blends formal governance with deep community participation. The city’s Early Learning Parent Cabinet, launched in 2022, is a parent-led body that helps shape program design and policy discussions. Together with the Mayor’s Cabinet, it ensures that parent perspectives are heard by holding frequent meetings to discuss pressing issues that families face, such as early intervention services and child care availability.
Data as a Strategic Asset
Hartford has placed data at the center of its early childhood work. Through partnerships with CTData and the Hartford Data Collaborative, the city has developed systems to track participation, measure outcomes, and guide continuous improvement.
The city’s Early Childhood Data System contains complete records on all children enrolled in publicly sponsored child care programs, as well as those enrolled in other state-financed programs with parental approval. This creates a comprehensive picture of the city’s early childhood landscape, helping identify service gaps, monitor kindergarten readiness, and align resources more effectively.
During the pandemic, Hartford used its data partnerships to better understand why enrollment was dropping and how families were making decisions. One major finding: A growing number of families were choosing informal care arrangements, such as home-based providers or care from relatives and friends. In response, the city
expanded support for its Staffed Family Child Care Network and strengthened relationships with kith-and-kin caregivers.
Hartford is also investing in long-term data alignment. The city is transitioning to PowerSchool, the system used by Hartford Public Schools, to connect early childhood and K-12 data. This will help city and school leaders better track student progress over time and evaluate the long-term impact of early learning investments.
Supporting the Workforce That Supports Children
Any successful early childhood initiative depends on the people doing the work. Hartford has invested heavily in developing a pipeline of well-prepared educators, administrators, and home-based providers.
In 2018, the Mayor’s Cabinet for Young Children conducted a comprehensive workforce survey with 277 participants. The results highlighted challenges that many municipalities will find familiar: low wages, a shortage of substitutes, difficulty recruiting new educators, and a workforce that often doesn’t reflect the demographics of the children it serves. That data continues to shape Hartford’s strategies.
The city has partnered with Capital Community College and other institutions to offer tuition and textbook assistance to early educators seeking credentials. It also provides individualized coaching and professional development, particularly to fam-
ily child care providers. Through its Staffed Family Child Care Network, Hartford supports both new and established homebased providers with training, business skills, and access to city resources.
This network is especially important in addressing equity and access. Home-based care is often the most culturally responsive and geographically accessible option for many families. By strengthening this part of the system, Hartford ensures that more children receive quality care in environments that reflect their communities.
Lessons for Municipalities
Hartford’s work isn’t without challenges, but it offers a number of practical insights that any Connecticut city or town can use:
1. Start small, but start now.
Hartford didn’t build its system overnight. It began with a few staff, some working groups, and a commitment to include the community. Over time, momentum can be built by starting with small, achievable goals, such as mapping daycare providers or creating a parent council.
2. Focus on relationships.
Sustained progress requires internal collaboration (across departments) and external partnerships (with families, schools, nonprofits, and funders). Hartford’s relationships with CTData, Capital Community College, and the Hartford Foundation for Public Giving have all been critical to its success.
a CONTINUED FROM 9
3. Build leadership that lasts. Changes in mayoral or city council leadership can disrupt even well-functioning programs. Hartford has worked to maintain continuity by embedding early childhood priorities in city departments, codifying working groups, and developing champions inside and outside of City Hall.
4. Center families in decision-making.
Hartford didn’t treat community engagement as a public relations step. It brought families into governance and paid attention to what they said. This builds trust and makes programs more effective.
5. Make the case across political lines.
Early childhood policy isn’t just about kids. It supports workforce participation, economic development, and public health. Hartford has framed its work in terms that resonate broadly, such as job readiness, return on investment, and neighborhood stability.
Final Thought: Early Childhood Is Local Government Work
If there’s one clear message from the NLC’s new toolkit, it’s that early childhood policy belongs in the local government toolbox. While state and federal investments are essential, the design, delivery, and oversight of early learning services often happen at the city or town level.
Hartford demonstrates that, like roads, schools, or public safety, early childhood systems can develop into long-lasting infrastructure when a city makes a long-term commitment, forms solid relationships, and pays close attention to its community.
Streamline your online payment collection with UniPay!
• No cost to your municipality!
• No Ticket System! Real time customer support — New England based!
• One consolidated solution for all city and town departments!
• Easy integration with your software for seamless posting!
• Over 300 Municipalities currently served!
Streamline your online collection with UniPay! www.unibankgov.com
Contact Lindsay today to learn more or get started!
Salut, Slainte, Prost, Kanpai, Yamas — no matter how you say it, the 2025 CCM Convention is saying “Cheers to Local Government.” We are heading back to Mohegan Sun on December 1 and 2, so be sure to save the date and be on the lookout for an email in August with full registration details.
We are changing up the agenda this year to get more out of both days — December 1 will feature a full networking reception for attendees and exhibitors, while December 2 will feature all of the workshops and sessions that you all know and love.
Municipal Excellence Awards
The 2025 Municipal Excellence Awards will once again be awarded in four categories, two for municipalities and two for individuals.
• Three General Entry Awards by Population Size
• Topical Award - “Creative Programs in Sustainability”
• The Joel Cogen Lifetime Achievement Award
• The Richard C. Lee Innovators Award
The award recipients will be honored at the Convention, as well as featured in a future issue of CT&C.
#LoCoolGov Youth Scholarship
Connecticut public middle and high school students have a chance to win a $1,000 scholarship. One scholarship will be awarded at the middle school level, and one at the high school level.
Participants must create their own original work themselves, but may get help from teachers, parents, or friends in the form of ideas. They may also collaborate on projects of no more than three people. All entries are due by October 3, 2025.
Certified Connecticut Municipal Officials
The Convention remains a place where municipal officials are recognized for their hard work. Those who have completed their CCMO credits by November 1st will graduate and receive their certificates at this year’s Convention.
2025 Hotel Room BlockEarth Tower
CCM has negotiated a room rate of $165.00 plus applicable state/local taxes, and a $9.99 resort fee. This rate is only guaranteed if you reserve your room by Friday, October 27, 2025. You will receive the room reservation link in your Convention registration confirmation email after you have registered.
2025 Food Drive
We are excited to once again host a food drive as part of the Convention. The food will be donated to the Gemma E. Moran United Way/Labor Food Center in New London. More info coming soon.
To be a part of this fun and informative experience, you can go to www.ccm-ct. org and follow the links to the 2025 CCM Convention. n
Montville Mohegan Sun
Tomorrow, Today with Titan Energy!
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
Member Shout-Outs
Our 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 have thoroughly enjoyed the Certified Municipal Officer program through the Connecticut Conference of Municipalities. I decided to join this program to broaden my knowledge base about municipal government, whether it be in the realm of finance and bonding, labor relations, the Freedom of Information Act, environmental initiatives, or the expansion of personal and professional growth. I hope to be able to better serve my community with the foundational principles explored during this program and I look forward to the follow-up courses intended to keep my certification current.”
Kori Wisneski, City of Middletown
“I chose to begin the CCMO program because I wanted to deepen my knowledge and skills as a municipal leader, specifically in areas that directly impact the community I serve. The program’s comprehensive curriculum and focus on practical, real-world applications were exactly what I was looking for. What I liked most about CCMO was the opportunity to connect with other municipal professionals, exchange ideas, and learn from their experiences. The courses offered a broad spectrum of knowledge, from leadership strategies to financial management, which I found incredibly valuable. Through this program, I’ve gained insights into best practices that I can apply directly to my role in Plainville. It has reinforced the importance of staying updated with evolving municipal trends and has equipped me with tools to drive effective change and innovation in local government.”
Andy Cirioli, Town of Plainville
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
Kori Wisneski Middletown
Andy Cirioli Plainville
CT schools need HVAC upgrades.
Resource Lighting and Energy, Inc. (RLE) works to reduce energy costs and improve Indoor Air Quality (IAQ) for CT schools by installing energy-efficient HVAC upgrades.
CT municipalities, towns and schools qualify for up to $5,000,000 in rebates at 0% financing!
RLE has provided energy-efficiency upgrades for...
• Meriden
• Waterford
• Guilford
• Windsor Locks
• Stafford Springs & more!
CONTACT US FOR A NO-COST CONSULTATION
Garrett Cudgma Business Development Manager
774-200-8890
garrett.cudgma@resourcele.com
Grant Writing Services
Services Include:
Federal, State, and Foundation
Grant Writing
Grant Research
Grant Preparedness Audit
Fund Raising Strategy
Setup a Discovery Call: Don’t miss another deadline!
We act as your town's grant GPS by delivering a roadmap with customized routes to funding and reusable assets that streamline every application.
Setup a Discovery Call: Grant Writing Services
860 309 5690 tim@dzurillaconsulting.com
https://dzurillaconsulting.com/
Services Include: Federal, State, and Foundation https://dzurillaconsulting.com/ 860.309.5690 tim@dzurillaconsulting.com
We act as your town's g GPS by delivering a d ith t i
Crew Call In Westport
“On their very first day, I will have them do something meaningful,” said David Bibbey, the media producer for Verso Studios at the Westport Library. The Crew Call program is a truly unique opportunity where community members can partake in production and live performance coverage. Being a part of the Crew Call program makes you more than a “volunteer” because of the hands-on learning opportunity and community use of AV equipment.
Recently, four productions from the Crew Call program were honored with Telly Awards! The Telly Awards honor excellence in media across all varieties of screens. Three silver trophies were earned for “Read To Grow:25 years of building literacy from birth,” “The Westport Library Medical Series,” and “The Night a Library got Stoned.” One bronze was earned for “BOOKED for the evening with Billie Jean King.” These programs were in the general-student category.
This program allows anybody, with or without experience, to start getting handson experience with professional equipment. David states, “They’re getting training. They’re being trained on how to use equipment and you’re basically getting people to work these events as they’re learning.” Despite some Crew Call members not having
much or any experience prior to partaking in the program, the productions made have still had a large community impact. One of these productions, “Read To Grow:25 years of building literacy from birth,” was about how the mission of libraries is literacy.
Crew Call had the opportunity to work with Read To Grow, which promotes childhood literacy. David Bibbey and Read To Grow agreed to produce a video for them for a lower rate as a part of a Crew Call training exercise. What is very interesting about the production of the Read To Grow video was that most of it was shot on an iPhone! David plans on using the video as an instructional example for future Crew Call members.
The final product that the Crew Call program produced was an award-winning video that highlights the significance of early childhood literacy. “We threw everything at it,” David said about how he and the Crew Call members felt about the video they produced. The video was shown at the gala held by Read To Grow at the Westport Library. The Crew Call program has proven itself as a successful learning opportunity for community members to take part in meaningful projects that allow for hands-on learning. n
Westport
Behind the Numbers, What’s at Stake
As Connecticut cities and towns struggle to balance budgets due to inadequate municipal aid, absorb unfunded mandates, and meet growing community needs, the numbers tell a stark story. And this is why it’s past time for a serious conversation about shared responsibility through sustainable policy.
For these very reasons, in early 2025, the Connecticut Conference of Municipalities (CCM) launched its “Do The Math” advocacy campaign. The focus is to highlight the financial pressures budget decisions and state policy place on local governments and residents. While representing Connecticut towns and cities, CCM’s initiative underscores the challenges local governments encounter when state aid doesn’t keep pace with rising costs. Simply put, it leads to increased property taxes, underfunded public services, and inadequate education funding.
Despite Connecticut’s sturdy fiscal health, CCM and municipal leaders argue that state support for local governments has not kept pace with growing budget reserves and surpluses. As emphasized by CCM’s Executive Director and CEO Joe DeLong, the state’s surpluses have not translated into
adequate municipal aid, which forces local leaders into tough decisions that negatively impact residents.
A significant concern is the Education Cost Sharing (ECS) formula. An analysis by the Boston Consulting Group revealed that, in real terms, ECS funding has decreased by $407 million over the past decade. This decline has strained local budgets, forcing municipalities to atone through higher property taxes, reductions in critical services, and layoffs of critical staff.
Key issues highlighted by the “Do The Math” campaign focus on Education Funding, PILOT (Payment in Lieu of Taxes) Program, Youth Programs, Property Taxes and Mandates — to name a few — that all work to create unnecessary issues for municipal leaders, as well as affordability challenges for state residents.
CCM’s advocacy focuses on urging state leaders to reassess budget priorities and provide stable, predictable, and sufficient funding for municipalities. The argument is, the state’s consistent surpluses and full rainy-day fund present an opportunity to invest in local communities, ensuring residents receive the services they need without bearing the burden through continually increased property taxes.
The “Do The Math” campaign serves as a call to action for equitable fiscal policies that recognize the essential role of municipalities in delivering public services. By advocating for fair state funding, CCM aims to lessen the financial burdens on local governments and ensure a more balanced approach to budgeting that benefits all Connecticut residents. n
9/11 - 10am - 11:30am A Practical Guide to the Municipal Employee Relations Act
9/16 - 12pm - 1:30pm Disaster-Proofing Your Town’s Communication: Lessons in Reliability, 911 Response, and Continuity
9/17 - 11am - 12:30pm A Deep Dive Into Trauma
9/23 - 10am - 11:30am Customer Service for Municipal Personnel
9/25 - 11am - 12:30pm CJIS 101: What Every Police Department Needs to Know.
Shaping Public Service:
Highlights from the CCM Women in Government Summit
Wednesday July 16th marked CCM’s second annual Women in Government Summit. More than 200 women in local government from across the state gathered at Aria in Prospect, Connecticut for a morning of networking and workshops.
The day began with remarks from CCM Board of Directors President and Mayor of Stratford, Laura Hoydick, and the Deputy Secretary of State, Jennifer Barahona.
Keynote speaker Thea Montanez, Senior Advisor to Governor Ned Lamont, gave an inspiring talk on the experiences of women in government. Montanez highlighted the challenging task of balancing work and life, especially when much of working in government is so personal.
The Summit’s workshop by the Director of Engagement at UCONN School of Public Policy, Ryan Baldassario, highlighted techniques for communicating across generations. Local government and the workforce at large are multi-generational; from Traditionalists to Generation Z, each with their own communication preferences.
Thank you to our sponsors Energia, Gilbane, Northwest Community Bank, and OneDigital for supporting Women in Government!
The sense of community at the event was palpable. Meeting other women in government positions helps to build a resource network for women across municipalities to lean on one another, share knowledge and advice, and advance their careers.
Annatouchur Kingland, Women in Government advisor and Senior Administrative
Assistant to the town manager of Bloomfield, outlined just what this day meant for women in government: “It gives us the opportunity to collaborate, to engage in great conversations, and also learning experiences.”
This day was such a success! Thanks to the Women in Government Advisory Board:
• Annatouchur Kingland, Town of Bloomfield
• Donna Hamzy Carroccia, CCM Consultant
• Arnetia Green, Town of Groton
• Korbi Kelly-Banks, CCM
• Kasia Purciello, Town of Manchester
• Danielle Walker, CCM
• Bonnie Rado, Town of Southbury
• Amber Knight, CCM
CCM staff welcome Women in Government attendees
Attendees networking at their tables.
Kaitlyn Higgins Photos
Empowering Connecticut’s Future:
Women in Government program ignites a bold new era of leadership
On a warm July morning in Prospect, Connecticut, more than 200 municipal leaders gathered at The Aria for the second annual Women in Government Summit, hosted by the Connecticut Conference of Municipalities (CCM). The event brought together a vibrant cross-section of the state’s public servants - mayors, first selectwomen, city council members, department heads, town staff, and emerging professionals - for a full day of training, connection, and celebration. The energy in the room reflected a shared sense of purpose: to elevate and empower women across all levels of municipal leadership.
The Summit is a signature event of CCM’s Women in Government Program, launched in 2024 as a strategic initiative to build leadership pipelines, expand access to professional development, and amplify the voices of women in Connecticut’s cities and towns. While the Summit offers a powerful moment of community and momentum, it is part of a broader and sustained effort to strengthen gender equity in local government.
A Vision for Equity and Leadership
At the heart of the Women in Government initiative is a clear mission: to ensure that more women not only enter public service, but are supported as they rise through the ranks into leadership positions. While women make up an increasing percentage of municipal workforces across Connecticut, there is still a strong need to increase female representation in executive, elected, and policy-making roles.
The initiative is addressing these gaps by building intentional structures around mentorship, visibility, and networking; resources that have long been available, but have not always been tailored to the needs of women in government.
Through regular workshops, peer mentoring circles, speaker series, and resource sharing, CCM’s program works to create spaces where women can connect, learn, and lead together. These opportunities not only support individual career growth, but also strengthen institutional knowledge and collaboration across towns and cities.
The Role of the Advisory Board
Guiding the program’s growth is the Women in Government Advisory Board, a diverse group of women leaders from across Connecticut’s municipalities. The Advisory Board brings together seasoned public servants and emerging voices to shape the initiative’s strategy, programming, and priorities. Their leadership ensures that the program remains grounded in real-world experiences and responsive to the evolving needs of women in local government.
Equity, access, and empowerment are key foundational values that inform every aspect of the program. Whether organizing statewide training or developing networking functions, the Advisory Board is focused on creating opportunities that reflect the diversity of Connecticut’s municipalities and the full range of public service pathways. Prospect
Building Toward a More Inclusive Future
The Women in Government Program is more than a series of events, it is a longterm investment in the future of local leadership. By providing practical insights, useful tools, and shared spaces for collaboration, CCM is helping to close opportunity gaps and elevate the contributions of women in government across the state.
At a time when municipal challenges are growing more complex and communities are demanding more inclusive representation, the need for strong, diverse leadership has never been greater. The Women in Gov-
ernment initiative meets this moment with clarity and purpose.
By continuing to support women’s professional development, create space for mentorship, and foster pathways to leadership, CCM is helping ensure that Connecticut’s municipal governments are reflective ofand responsive to - the people they serve.
With each new group of participants, each new Summit, and each new community touched by this work, the Women in Government Program is not only helping build individual careers, it is shaping a stronger, more equitable future for all of Connecticut. n
CCM Staff News
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 three individuals to celebrate.
Congratulations on 10 Years to Matthew Ford, Communications & Design Specialist and Michael Hamelin, Office Services Assistant; and Congratulations on 20 years to Carolyn Ryan, Executive Administrator!
2025 CCM/CIRMA Interns!
We are excited to welcome an exceptional group of interns who bring with them a wide range of talents, academic achievements, and diverse experiences. Please join us in giving a warm welcome — and welcome back — to our 2025 CCM and CIRMA interns:
TAYLOR ADAMS
CCM Public Policy & Advocacy Intern
Taylor Adams returns to CCM for her third internship with the Public Policy & Advocacy team in the Hartford office. A resident of South Windsor, Taylor graduated from Clemson University with a B.S. in Political Science and a minor in Criminal Justice.
NOLAN CONDERINO
CIRMA Underwriting Intern
Nolan Conderino is back for his third internship at CIRMA. He is entering his senior year at the University of Connecticut, majoring in Liberal Arts and Science with
a focus in Actuarial Science. A Simsbury resident, Nolan serves as Risk Management Chair for Phi Delta Theta and has been recognized by the National Latin Honor Society for his academic excellence.
RANIA DAS
CCM Public Policy & Advocacy Intern
Rania Das joins us as our first high school intern from Hopkins School in New Haven, where she is a rising senior. Rania, a New Haven resident, has received several prestigious awards including the 2024 Pulitzer Center’s Local Letters for Global Change (1st Place, Human Rights), the Stanley Daggett Leadership Award, and the Harvard Political Union Young Global Leaders Program Scholarship. Her interests include public policy, economics, writing, dancing, and learning new languages.
FELICIA FAMULARO
CCM Research & Member Services Intern
Felicia Famularo is a rising junior at Bryn Mawr College, majoring in Sociology with a minor in Data Science. A dedicated campus leader, Felicia serves as Head of Public Events for the BMC Feminist Coalition, participates in theater, and has held roles in dining services, tutoring, and residence life. She previously interned with the Mansfield Human Rights Commission and the Connecticut Secretary of State.
ZACHARY HALAS
CCM Communications Intern
Zachary Halas recently graduated from Roger Williams University with a B.A. in Communication Studies and double minors in Marketing and Spanish. He has experience in social media and communications, including internships at Mount Hope Farms and FJ IV. Zachary, who traveled to Europe to study WWII propaganda, also contributed to creative media projects for correctional facilities in Rhode Island. His interests include fishing, hiking, cooking, and gardening.
Matthew Ford 10 Years at CCM
Michael Hamelin 10 Years at CCM
Carolyn Ryan 20 Years at CCM
KAITLYN HIGGINS
CCM Communications Intern
Kaitlyn Higgins is a rising senior at Carnegie Mellon University, double majoring in Fine Arts and Environmental & Sustainability Studies. A Dean’s List student from Clinton, Kaitlyn works as a Student Supervisor, Lead Art Ambassador, and Facilities Assistant at CMU. Her artwork has been exhibited at NXTHVN, CMU, and various other art venues. In her free time, she enjoys painting, thrifting, and playing Scrabble.
DEANDREA WILLIAMS
CCM Finance Intern
Deandrea Williams is a rising junior at Brandeis University, majoring in Economics. A Glastonbury resident, Deandrea is active in student organizations such as BETA, the Brandeis Investment Club, and the Society of International Affairs. He received the Art
Internship experience has been ranked by recruiters as the number one candidate criterion.
of Social Justice Regional Award and competed nationally in track & field. He recently worked at Cruisebound Inc. as a Marketing & Digital Content Specialist and enjoys drawing and rock climbing.
Welcome — and welcome back — to all of our 2025 CCM and CIRMA interns! We are thrilled to have you on board and look forward to a productive and inspiring summer together. n
Rania Das, Nolan Conderino, Deandrea Williams, Kaitlyn Higgins, Felicia Famularo, and Zachary Halas
CIRMA Returns $5M to Members:
A Powerful Surplus of Purpose and Performance
Nearly $49 Million in Equity
Returned Over 15 Years
In a bold demonstration of its financial strength and unwavering commitment to the public good, Connecticut Interlocal Risk Management Agency (CIRMA) is distributing $5 million in equity to Connecticut cities, towns, public schools, and local public agencies. With this latest distribution, CIRMA has returned nearly $49 million to its members over the past 15 years.
In an insurance industry where profits typically flow to shareholders, CIRMA stands apart. As a dedicated member-owned and -governed organization, CIRMA’s success flows directly back to the communities it serves.
“This is not just a distribution of surplus — it’s a return on trust,” said David Demchak, President and CEO of CIRMA.“It reflects a legacy of disciplined financial management, a deep sense of responsibility to our members, and a strategic vision focused on shared success. When CIRMA thrives, our communities thrive.”
CIRMA Announces the Promotion of Pamela Keyes to Executive Vice President
Pamela Keyes
CIRMA is proud to announce the promotion of Pamela Keyes, ARM to the role of Executive Vice President. This significant milestone recognizes her exceptional leadership, long-standing contributions, and unwavering commitment to CIRMA’s mission and members.
Pam brings more than 35 years of experience in the insurance industry, with 28 of those years dedicated to advancing CIRMA’s impact and capabilities. Pam has progressively advanced through a variety of critical roles. In 2002, she was promoted to
CIRMA’s Members’ Equity Distribution program is one of many tangible ways the organization fulfills its mission. Whether members use their funds to enhance cyber-security, upgrade public infrastructure, or invest in frontline safety, the impact is real and intensely local.
“This program exemplifies what makes CIRMA exceptional,” said Carl Fortuna, First Selectman of Old Saybrook and Chairman of the CIRMA Board of Directors. “In an era of rising costs and shrinking municipal budgets, these distributions are more than financial relief; these funds reaffirm CIRMA’s commitment to strengthening local government. As a member myself, I can say this support truly matters.”
Amid complex risks and volatile markets, CIRMA continues to deliver top-tier financial results, striking a strong balance between stability, growth, and member value. Its long-standing public-purpose insurance and risk management model demonstrates that strong financial outcomes and community outcomes can, and should, go hand in hand.
Workers’ Compensation Unit Manager, and in 2012, she transitioned to a broader enterprise role as Business Analytics Manager. In 2015, she was appointed Vice President of Risk Management and Business Intelligence, where she built and now leads a high-performing team of professionals.
“Pam leads with purpose, dedication, and heart. Whether she’s championing new systems, mentoring the next generation, or building partnerships with colleges and universities, she brings people together and makes a lasting difference. I’m incredibly proud of Pam and excited for all she will continue to accomplish in this next chapter of leadership as Executive Vice President,” said David Demchak, ARM, CIRMA President and CEO.
Pam has led and implemented complex systems that have positioned CIRMA at the forefront of insurance technology. Among these innovations are the implementation of
the Guidewire Claims System and its associated data warehouse, member portal, and Cognos reporting tool; the introduction of Predictive Analytics; the rollout of Epic for Risk Management; the Legal Solutions Suite (LSS); and CIRMA’s legacy iVOS Claim system. Each initiative reflects Pam’s exceptional ability to align technology with business strategy, enhancing service delivery and operational efficiency.
In addition to her operational successes, Pam has made a lasting impact through her dedication to developing talent and fostering an inclusive workplace. She has led CIRMA’s internship recruitment program,
forging strong partnerships with local colleges, universities, and Historically Black Colleges and Universities (HBCUs) to attract diverse and emerging talent to the insurance industry.
As Executive Vice President, Pam will continue to lead CIRMA’s Risk Management and Business Intelligence teams while expanding her role in senior management activities and enterprise-wide strategic initiatives. Working closely with CIRMA’s CEO and leadership team, Pam will help shape the organization’s future direction and continue to drive initiatives that support CIRMA’s mission, values, and long-term success.
CIRMA Welcomes New Team Member and Summer Interns
Fresh perspectives. Proven Talent.
One Team.
We’re proud to welcome the newest additions to the CIRMA team, a group of talented professionals and rising leaders who bring valuable expertise, fresh perspectives, and a shared commitment to excellence. This summer also marks the return of our exceptional interns, who continue to bring curiosity, creativity, and drive to every project they support.
“Our newest employees and returning interns are already making a positive, lasting impact,” said David Demchak, ARM, President and Chief Executive Officer of CIRMA. “Their contributions strengthen our organization as we continue to innovate, evolve, and deliver outstanding service to our members.”
Nolan Conderino is returning this summer for his third internship with CIRMA working along side the Underwriting team. Nolan is entering his senior year at the University of Connecticut, where he is majoring in Liberal Arts and Sciences and Actuarial Science.
Nolan currently serves as the Risk Management Chair for the Phi Delta Theta fraternity. He has also been recognized for his academic excellence with a special designation from the National Latin Honor Society for outstanding achievement in Latin.
Krystina Rappa recently joined CIRMA’s Liability-Auto-Property Claim Department in the position of Liability Claims Specialist. In her new role, Krystina provides timely and thorough investigation of complex general liability and professional lines claims to establish and document the material facts with respect to each claim.
Krystina holds a Bachelor of Science Degree in Communications from UMass Amherst.
Amandeep Dhanda initially joined CIRMA’s Risk Management team as an intern in January 2025. Amandeep, a graduate student at the University of New Haven focusing in Fire Protection Engineering, brings experience in safety compliance and risk assessments through his prior experience as a Fire and Safety Officer. He has earned multiple professional designations in the area of Occupational Health and Safety and Safety and Risk Analytics. Amandeep has been integral in identifying and analyzing loss trends, leading to the development of educational materials addressing firefighter safety and property protections.
Krystina Rappa
Amandeep Dhanda
Nolan Conderino
Powering Connecticut’s Municipal Future
New Federal Law Alters Renewable Energy
Landscape: What It Means for Municipalities
On July 3, 2025, President Donald Trump signed into law the “One Big Beautiful Bill Act” (OBBB or OBBBA), marking a major shift in U.S. energy policy. The legislation reverses or eliminates many renewable energy incentives that were introduced through the Inflation Reduction Act (IRA), significantly altering the outlook for solar and wind development nationwide.
Municipalities — particularly those with sustainability goals or long-term infrastructure plans — may feel the impacts of this new law in several ways. Key tax incentives such as the Investment Tax Credit (ITC) and Production Tax Credit (PTC), which have supported local government renewable projects, now face early phase-outs and tighter eligibility. This change could make new solar or wind installations more costly for towns and cities.
According to analyses by Wood Mackenzie and the Center for American Progress, reduced federal support is expected to curtail investment in clean energy, potentially resulting in higher electricity costs and a return to greater reliance on fossil fuels. Some households could see electric bills rise by over $100 annually. Additionally, emissions and air pollution may increase due to slowed clean energy adoption — issues that local governments often work hard to combat through local climate initiatives.
Despite these federal setbacks, there are still immediate actions municipalities can take to stay on track with their energy goals.
Local Opportunities Remain
State policies, corporate energy commitments, and the continued competitiveness of renewables — thanks to declining installation costs — provide a buffer against federal rollbacks. Many towns also remain eligible for incentives at the state or utility level that can offset costs for clean energy projects.
One emerging opportunity is in Windham County, Connecticut, which is now designated as an Energy Community! This designation allows towns and businesses in the region to receive an additional 10% federal Investment Tax Credit (ITC) for solar projects — bringing the total from 30% to 40%. If the system meets domestic content requirements, it may qualify for another 10% bonus, increasing the total ITC to 50%. These incentives make municipal solar projects in Windham County significantly more cost-effective and financially attractive.
How Titan Energy Can Help
In this shifting policy environment, Titan Energy continues to serve as a partner to municipalities by providing expert guidance, feasibility assessments, and project development support. We help towns navigate incentive eligibility, analyze project value under current conditions, and make informed decisions about energy strategies in the face of policy uncertainty.
While the OBBBA represents a step backward for federal renewable support, municipalities still have tools, resources, and partners to drive local progress. Titan Energy is here to support that effort — today and in the future. n
Put Your Best Foot Forward:
Making the case for CEDAS’ Best Practices Program
by Kevin Bielmeier, President of CEDAS
cedas.org
CEDAS, the Connecticut Economic Development Association, a not-forprofit membership organization committed to advancing the practice and process of economic development in Connecticut, launched the Best Practices in Economic Development & Land Use Certification Program in 2019.
But the seeds of this program began long before, in conversations had by a variety of professionals whose work intersected one another in the arena of economic development. These individuals from varying sectors — developers, commercial brokers, land use officials, attorneys, project managers, economic developers, and more — shared with one another the process projects go through, from concept to fruition — if they even make it that far — in towns where they did work. They discussed the disparity of the practice of economic development from municipality to municipality. From these conversations an idea was formed: What if there were a set of principles, a series of best practices, that municipalities could follow or emulate?
In 2017, these initial individuals, many of whom were CEDAS members, decided to put this idea into action. They extended the invitation to many, and they gathered in Berlin, CT at Eversource headquarters, to brainstorm with whiteboards, post-it notes and colored markers. I attended, serving at the time as New Milford’s Economic Development Director. The outcome of this think tank session was a rough outline of what
two years later would become CEDAS’ Best Practices in Economic Development & Land Use Certification Program.
The program aimed to encourage best practices in municipal economic development and land use to spur continuous improvement. It further aimed to create an open resource library of model development examples that can be used by municipalities to update their policies and practices.
The program was also intended to drive communities to pursue excellence in land use and economic development practices and to recognize the communities that have established best practices. In pursuit of these best practices, planners and economic developers today can use this program to engage community stakeholders in discussions about how to achieve higher standards and develop creative, community-specific ways to implement them.
The first year, 2019, towns and cities who successfully completed applications received silver and bronze levels of certification. There were no golds the first year, but not because of an absence of any deserving municipalities, but rather, because the gold standards were not yet developed when the program began.
Certification is good for three years, after which recertification is required. The 20222024 recipients of Gold, Silver and Bronze awards can be found listed on the CEDAS website: https://cedas.org/resources/ ct-best-practices-in-land-use-economic-development/
The Best Practices Certification Program requires an application to be completed documenting various economic development and land use practices, policies, and programs taking place at the local level. The application contains four components:
1. Communications & Marketing
2. Coordination & Collaboration
3. Organizational Capacity & Strategy
4. Policies & Programs
If you would like to learn more about CEDAS, or join the organization, visit www.cedas.org.
The 2026 application period opened July 7 and extends through August. You can access the application online at www.cedas. org. I strongly encourage all of our state’s municipalities to participate. There is no cost to do so, and going through the exercise is quite informative, reinforcing what a town is doing well and revealing areas for improvement. Put your best foot forward and see where you stand in comparison to your peer municipalities, be rewarded for doing so, and learn something in the process.
It is open to all municipalities, not just those who are members or connected to CEDAS. Participating towns and cities will receive their 2025 Best Practices Awards at the CEDAS Annual Meeting and Awards Ceremony, held on October 30th. n
Questions regarding the program can be directed to the CEDAS Best Practices Program development committee chairs Sabrina Godeski at sgodeski@norwalkct. org or Aaron Marcavitch at amarcavitch@ enfield.org
Sun Day 2025
The Sun Shines on Sustainable CT’s Action Roadmap
Sun Day 2025 will be taking place on September 21, 2025 — the autumnal equinox — the planet’s celestial balance of day and night — to celebrate solar power and to support a rapid departure from fossil fuels. The event is the brainchild of Bill McKibben, renowned environmental writer, co-founder of 350.org, and founder and guiding force behind Third Act, a national movement of retired activists championing climate and democracy. Third Act is joined by a coalition of environmentalists, community organizers, and faith-based activists throughout the United States and around the world.
Thirteen separate actions in Sustainable CT’s certification roadmap for Connecticut municipalities deal directly with renewable energy and energy efficiency. These actions include streamlining permitting and installing solar power, electric vehicle (EV) charging stations, net-zero buildings, energy audits, battery storage systems, and much more — totaling 790 potential points in Sustainable CT’s certification and Climate Leader designation programs.
“Sun Day, encouraging municipalities to take meaningful action to support and advance solar and other renewable energy, very closely tracks with our program,” said Jessica LeClair, Sustainable CT’s executive director. “And, like Sustainable CT, Sun Day celebrates municipalities that are reducing harmful greenhouse gas emissions and preparing their communities for the impacts of climate change, while saving money, improving public health, and building community.”
Sustainable CT and Third Act Connecticut are inviting municipalities, community organizations, and individuals all over the state to rally, host events, and highlight solar projects. Activities might include ribbon-cuttings for new renewable energy installations, EV and e-bike parades, solar-powered concerts, tours of heat-pump homes, and supporting easier permitting of rooftop solar.
Any Connecticut city or town contemplating Sustainable CT certification should contact info@sustainablect.org to inquire how their renewable energy and efficiency plans and projects — in preparation for Sun Day or beyond — could qualify for certification credit.
Sustainable CT’s July episode of the IMPACT podcast features Bill McKibben speaking about Sun Day, how and why Americans can mobilize, and it begins with how we view solar energy. “The goal is to get across to people the idea that clean energy, power from the sun and wind, is no longer to be thought of as ‘alternative’ energy,” said McKibben. “That’s how we’ve been saying it for generations now, and it got too stuck in our heads, which causes us to think of it as kind of the Whole Foods of energy — nice but pricey. We need to get it through our skulls that this is the Costco of energy — cheap, available in bulk, on the shelf, ready to go.”
A July 9 webinar, hosted by Sustainable CT and led by Third Act Connecticut organizers Lynn Stoddard and Davida Foy Crabtree, showcased the vision for a marquee Sun Day festival in New Britain on September 21, with satellite events across the state on Saturday, September 20. Said Stoddard, Sustainable CT’s organizing founder and former executive director, “We’re getting all these partners together, we’re creating stories about amazing solar installations across Connecticut, so people realize how much is going on. There will be the events to get out information on the weekend of the 20th and the 21st and afterwards.”
Themes and Messaging
• Solar energy is mainstream. “It’s not ‘alternative’ anymore — it’s obvious, mainstream, common sense,” said McKibben. “And if we can get that through our minds, then the possibilities for doing things like winning some fights in Congress and in state legislatures and at city halls gets much, much easier.”
• Solar power is cheap. “The cost of energy from the sun and the wind is cheaper than the cost of burning coal or gas or oil,” McKibben pointed out. “We now live on an earth where the cheapest way to make energy is to point a sheet of glass at the sun.”
• Solar power is democratic power. Sun Day emphasizes that solar and wind energy aren’t controlled by multinational corporations or oil-rich countries, but by the public. “This is power that can’t be hoarded,” says McKibben. “It can’t be held in reserves. Nobody is going to fight a war over the sunshine.”
• It’s urgent. “If we didn’t have time pressure, if climate change wasn’t looming over us, then economic gravity would do the work by itself eventually,” maintains McKibben. “40 years from now, we’re going to run the planet on sun and wind because it’s so cheap, but if it takes us anything like 40 years to get there, then the planet we run on sun and wind will be a broken planet. So, our job is to force the spring here, it’s to catalyze this reaction. Hence, Sun Day.”
• Action + culture = change. It’s not just policy—it’s culture. With songs, art, dance, food and parades, Sun Day will celebrate the energy transition with joy and community engagement.
Toward a Solar Future
Sun Day is not just a symbol, but a movement for real change:
• Urging legislators to ease solar permitting and expand incentives.
• Celebrating and normalizing solar/wind, EVs, and efficient heating.
• Building intergenerational alliances, led by older activists (via Third Act) and young leaders alike.
• Cementing community-based environmental action across municipalities, faiths, organizations, and individuals.
Sustainability and Resiliency Week 2025
Sun Day will be quickly followed by Connecticut’s Sustainability & Resiliency Week, September 28-October 4.
Last year, Governor Ned Lamont and the Office of Policy and Management (OPM) spearheaded the inaugural Sustainability and Resiliency Week, uniting state agencies, municipalities, universities, and nonprofits. The central aim again this year is to bring together residents, elected officials, educators, and community advocates to learn about state-led efforts and identify innovative strategies to combat climate change while enhancing resource management. Like Sun Day, it serves as both a celebration and a strategic platform — building further momentum, forging connections, and empowering all sectors across Connecticut to pursue a more sustainable, more resilient future. “The timing couldn’t be better,” Stoddard said. “Sustainability and Resilience Week will place a perfect exclamation point on Sun Day’s push in Connecticut.”
September 21 — Sun Day 2025 — blends the celestial, the cultural, and the environmental in a single movement: a mass mobilization in support of solar energy. It’s led by Bill McKibben’s Third Act, with grassroots champions like Third Act Connecticut and Sustainable CT, and powered by communities, faith groups, and climate activists. It’s an invitation — to rally, to organize, to celebrate solar on the sun’s annual day of balance and beyond. n
A New Generation is Entering the Workforce
Filling entry-level positions in the future
In an age of disconnected youth and “experience necessary” for entry-level jobs, it is absolutely imperative that today’s youth get involved while they are young to help them prepare for their future. Mayor Arunan Arulampalam and the City of Hartford are tackling this issue by employing teens through their Summer Youth and Employment and Learning Program, also known as SYELP.
Founded under former Hartford Mayor Luke Bronin, this program was created by Capital Workforce Partners and Hartford Public Schools to ensure students gain valuable work experience and stay on top of their academics. Providing young people with these opportunities to gain valuable workforce experience leads young people who feel less disconnected and better
prepared to start taking steps towards their desired future. Fields available for participants to gain experience in are retail, healthcare, and education. The skills acquired while working in these positions are transferable to different aspects of life, whether it be work-related or not.
Some students partaking in this program are also finding themselves behind on the necessary number of credits needed to graduate. Thankfully for them, this program provides those students with a way of earning credits while working. This directly challenges the issue of disconnected youth by providing them with an opportunity of getting back on track academically.
The Young People First Report from the Connecticut Conference of Municipalities clarifies that, “These initiatives help avoid
Hartford
SYELP p artici p ant s g radu ate f ro m hig h s ch o ol at a higher rate .
mislabeling distracted students with behavioral and learning disabilities while equipping Connecticut’s youth with fundamental learning and vocational skills to support their chosen postsecondary pathways and achieve success in the modern workforce.”
*Students who applied but were not program par ticipants. Most recent data available.
This project was funded through a variety of contributors. The City of Hartford funded one million dollars for the youth summer employment opportunities. Other organizations that helped to fund this program are the Capital Workforce Partners, Connecticut Department of Labor, and The Hartford Foundation for Public Giving. The state has also budgeted money so that the program can operate. This experience will last from July 2nd to August 31st and will help the youths of Hartford gain career skills and confidence that will help them advance in the future.
SYELP participants graduate from high school at a higher rate.
*Students who applied but were not program participants. Most recent data available.
Ultimately, the Summer Youth and Employment Learning Program allows for the youths in the Hartford community to grow and learn the valuable skills that they will carry in many different aspects of life. It enables the youths of Hartford to gain real-world experience and catch up on academics if need be. Employers also get the opportunity to work with and train the next generation of workers — some of whom might just be the right fit for future entry-level positions. Employers having this opportunity also allows for them to have a large talent pool to select from when filling entry-level positions in the future. n
Washington
Drive Slow, Live Long
While reckless driving has been an increasing trend throughout the country, and noticeable here in Connecticut, most individuals might not have predicted the outcome of installing a speed camera for two weeks on two roads in a rural part of the state. According to figures cited in multiple news outlets, Washington, CT issued $21,000 in fines as the first municipality to install speed cameras in Connecticut.
As of this writing, just Washington and Middletown have installed the “automated traffic enforcement” cameras, with three additional municipalities (Greenwich, Marlborough, and Wethersfield) approved by the state. Five additional towns (Hamden, Milford, New Haven, Stamford, and Stratford) are under review by the state.
on their summer enforcement campaign. This figure tracks nationally, and “remains a significant threat to public safety.”
“As summer heats up, so will speed enforcement on our roads. Connecticut’s police officers will be stepping up efforts to ensure motorists obey posted speed limits. The simple truth is, speed kills,” said Watertown Police Chief Josh Bernegger, Chairman of the Connecticut Police Chiefs Association (CPCA) Traffic Safety Committee. “Please slow down, stay alert, and drive responsibly. Let’s make this summer safe for everyone on the road.”
*As the magazine was readied for publication, new figures came out for Washington.
The town now estimates over $335k in tickets, while Middletown issued over $600k in tickets in just one month.
The application from the Town of Washington describes the fine process, which gave a 30-day period in which written warnings were issued. After that grace period was over, fines began at $50 for a first offense and $75 for subsequent offenses. That means that in two weeks, that between 300 and 400 tickets were handed out, depending on how many were first-time offenses.
The effects of reckless driving are being felt across the state, with the Connecticut Department of Transportation saying that speeding alone was responsible for 104 fatalities in 2023, according to a press release
CTDOT provides municipalities with a roadmap for applying to the Automated Traffic Enforcement Safety Device Program, including a checklist and resources. Approved permits can be viewed are available on their dashboard to be viewed, so you can look at how approved municipalities have written their applications.
Now that figures have come back from Washington on their introductory period, it might not be so shocking to hear what other towns and cities report as they implement their programs. In a way, there’s no denying that reckless driving has become an ever-present problem on our roads. What remains to be seen is if the fines quell the leadfeet on our roads or they simply rack up fines for speedsters. n
Economic Growth Starts with Residents
With the current state of the housing market, Connecticut has become an increasingly expensive state for renters. The Town of West Hartford is taking action to ensure that their residents, especially seniors on fixed incomes, have affordable housing. They have just completed phase one of their affordable housing project which added 65 new apartments. Phases two and three will be carried out and completed by 2028, which will add even more affordable housing options. Once all the phases are complete, West Hartford is looking to have a variety of affordable housing options for individuals who are struggling in today’s tumultuous housing climate.
West Hartford currently has a housing inventory that is deemed 7.65% affordable, but would like to get that number beyond 10% to help address the needs of the people who cannot afford rising rents. Another affordable housing initiative that has been completed is the transformation of a former hotel, The Camelot, into an affordable housing complex for 44 families.
This specific unit is a short walk away from the downtown which provides residents with easy access to employment available in that area. This will then result in the local economy receiving a boost with the new residents being employed at local businesses and shopping from other establishments. This opportunity will allow for this community to grow and prosper while also creating stability in today’s uncertain market.
Not only do growing families benefit from having affordable housing as an option, but so do the elderly. Many elderly people find themselves needing a home that meets their needs as an aging individual on a fixed income, such as retirement savings or Social Security. That has become increasingly difficult because the rising prices of rents has led to fewer available apartments for the elderly to downsize into.
One program that helps the elderly and adults with disabilities with affordable housing in West Hartford is the West Hartford Fellowship Housing program. This program is located in the Bishops Corner area and provides a total of 169 housing options. Recently, the first phase of renovations was completed. This first phase saw the replacement of old buildings and the introduction of 65 brand new affordable apartments. The second phase will be starting this July and will see a new batch of 77 apartments added to the community. Phase three will begin shortly after phase two and will add an additional 77 apartments to the community.
The benefit of providing the elderly with a stable community that supports their needs medically and financially will potentially allow for younger generations to move into the family-sized homes that the elderly previously owned. This could ease the strain on the housing market in West Hartford, making it easier for younger generations to start families of their own.
The impact of the affordable housing processes in West Hartford won’t be felt until the multi-year phases are complete, but will allow for economic growth and the development of new communities. n
West Hartford
The Dutch Concept Changing City Streets in Connecticut
By Kaitlyn Higgins, CCM Communications Intern
Across Connecticut cities are embracing a transformative approach to urban design, drawing inspiration from a Dutch concept that prioritizes people over cars: the woonerf.
Woonerf, a term meaning “living street” in Dutch, reimagines the traditional street as a shared space for pedestrians, cyclists, and vehicles. In practice, this design slows traffic, removes curbs, and adds landscaping. Often including seating and public art to create an inviting, accessible environment for all. This design emphasizes safety, sustainability, and community building.
In 2023, the City of New Haven announced a $25 million upgrade to Long Wharf Park. The revitalization plan incorporates these principles into the remodel of the thru drive. The area will be transformed to include a promenade, green spaces, a
marketplace, and of course Long Wharf’s famous food trucks. Now, West Haven residents are advocating for a similar redesign of their downtown area.
The City of West Haven is currently going through a period of redevelopment. The city is simultaneously conducting a review of zoning regulations, revamping the 10-year Plan of Conservation and Development, and creating a downtown redevelopment plan through a state funded grant. West Haven received a quarter of a million dollars for their downtown.
Leading the charge for planning the downtown development is West Haven Assistant City Planner Cathy Conniff. She believes that residents should be the ones to guide the downtown revamp, saying “We want people to tell us what they want to see in our city.”
Westies have been sharing their visions of downtown, “a downtown that looks great, feels great, and feels safe.” Other residents want more accessibility, more housing, and an increase in local business and youth employment.
This shift toward woonerf development comes at a time when citizens across the state, and the country, are increasingly opting for more sustainable and affordable modes of transportation. With growing concern about climate change and rising fuel costs, residents are walking, biking, and taking public transit more and more. West Haven’s downtown, which is positioned near the train station, can support this transition by making it easier and more accessible to choose environmentally friendly travel options.
As municipalities across Connecticut consider how to make their downtowns more livable and resilient, New Haven’s and West Haven’s plans to adopt the principles of woonerf offers a promising future. It shows how smart design can foster safety, sustainability, and community pride, all while supporting the economic vitality of a town center.
With new design, downtowns become a destination. n
West Haven
A Belgian Traffic sign indicating the start of a woonerf
Advance your education
CCM Members, Employees, and Families* enjoy these benefits at Post University
• 20% reduced tuition on all online creditbearing courses
• Tuition assistance including tuition deferment, 0% interest payment plans, and help exploring your employer or union education benefits
• 100% Online classes for your convenience
• 8-Week terms for accelerated course completion
• Dedicated Student Success Advisors and other support services
• Transfer credits , life experience credits, CT POST-C Academy, and other alternative credit options considered
Police Officers, EMTs, and other
Public Safety employeesAsk about additional tuition reduction!
*family members living the same household
CHOOSE FROM 50+ DEGREES AND CERTIFICATES INCLUDING:
AS Criminal Justice
BS Criminal Justice
BS Emergency Management and Homeland Security
Master of Business Administration
Master of Public Administration
MS Clinical Mental Health Counseling
MS Counseling and Human Services
CT POST-C approved Police Recertification training courses
