Waterbury Mayoral Evaluation

Waterbury
Mayoral Evaluation
Administration of Mayor Neil M. O’Leary, 2015
The Waterbury Regional Chamber is engaged and committed
to building the future of Waterbury as a premier place to live
and work, invest and conduct business. Mayor Neil O’Leary was
elected to a second term in November 2013. A primary focus of
the mayor’s administration has been economic development
and increasing the city’s Grand List. There have been a number
of key steps forward in this regard. Several manufacturing
companies have moved into and expanded in the city, as
well as a number of new retail and service sector businesses.
While we expect that Mayor O’Leary and his administration
will continue to build upon this success, we share this report
in order to document the business community’s priorities.
It should be noted in reading this document regarding items
that are deemed ‘Exceeds Expectations’, does not imply that
the Chamber feels work is completed on these topics. Also,
regarding items deemed as “Meet Expectations,” it does not
imply that substantial work has not been done to address these
issues, as the bar may have already been raised via efforts made
during previous years.
1
Waterbury Mayoral Evaluation
BUSINESS AGENDA ITEMS
Fiscal Control and City
Management
Current Status
Recommended Future Action
Exceeds Expectations
Inroads made toward fiscal stability
with the financial accountability
policies undertaken since Mayor
O’Leary’s 2011 election
The Finance, Accountability Review Commission (FARC), has
provided a number of valuable recommendations regarding
reducing city expenses; In addition, the Mayor’s own initiative
of putting the city employee healthcare out to bid for the first
time in decades will save taxpayers $2 million each year
Economic Development
Current Status
Remain committed to continuing to implement similar fiscal responsibility measures
to stabilize taxes; The impact of reducing healthcare costs represents the savings
possible through new review of city finances
Recommended Future Action
Exceeds Expectations
Making Waterbury more attractive
to private investment and retaining
businesses in the city is a key
component to Waterbury’s economic
recovery
The Waterbury Next initiative, a $19.2 million multi-faceted
investment of infrastructure upgrades and redevelopment
of key downtown buildings and properties in the city, was
announced in July 2014; This initiative will help spur private
investment in the region
Actively partner with state and federal officials, the Chamber, business community
and Waterbury Development Corporation to foster targeted economic development
initiatives
Waterbury secured a $14.4 million federal TIGER Grant to
fund the Waterbury Active Transportation and Economic
The City’s downtown and adjacent
areas play a key role in the strength of Resurgence (WATER) project; this multi-faceted mobility
enhancement project is designed to reform and revitalize the
outlying areas
city’s landscape
Actively seek additional funding opportunities for similar projects that will benefit the
local quality of life
Support the efforts of the Northwest
Regional Workforce Investment Board
(NRWIB) and local colleges to meet
the workforce training needs of local
businesses
The City has strongly supported the Northwest Regional Workforce
Investment Board’s efforts, which included securing a $197,000 grant
for training 50 new professionals in manufacturing and Brownfield
remediation in 2014
Continue to strive to ensure that the Waterbury labor market continues to outpace
the rest of the state in job creation through collaboration with the NRWIB and
local educational institutions; The gains made in the local job market send a strong
message to prospective stakeholders and investors
Working with the Waterbury
Development Corporation (WDC)
and state and federal programs
for redeveloping Brownfields
WDC has effectively cataloged all Brownfields in the city; Since
2011, Waterbury has reclaimed 10 former Brownfields, with
12 Brownfields currently being remediated and 5 Brownfields
identified for future remediation; (cataloging of these sites and
their respective stages of remediation is designed to better
prioritize projects)
Secure additional federal and state monies for Brownfield remediation;
Continue to actively work with landowners and remediation entities to build upon
the success that has been established through numerous Brownfield projects within
the city in the past several years
Rigorously enforcing provisions to
address blight
The City has addressed blight issues through working with
Police Department and WDC; approximately 40 properties
have been demolished during the past three years
Maintain such efforts to address what has been a longtime issue impacting public
safety, quality of life and economic development
Encourage volunteerism to address
Volunteer efforts have benefited the city’s quality of life,
local and community organized clean- including the annual Gathering event, Front Porch program
ups and improvements
and the beautification of multiple parks, including Fulton Park
2
Build upon these efforts to further involve community groups and neighborhoods in
volunteerism
3
Waterbury Mayoral Evaluation
BUSINESS AGENDA ITEMS
Fiscal Control and City
Management
Current Status
Recommended Future Action
Meets Expectations
Address the impact City pension
liability has on its finances
Indirect pension liabilities continue to have a major impact on
the budget and the mil rate; We are very encouraged that the
Mayor has put management of the city’s retiree health benefits
out to bid because of significant potential savings
Give serious consideration to keeping cash savings accrued to the pension liabilities
account to further reduce outstanding liabilities versus sweeping these funds for
general fund purposes; Paying down pension liabilities will result in further savings
Placing proposals for a four year
mayoral term and electing aldermen
by district before voters and
appropriate follow through after the
vote
Approval of the four year term and Alderman by District
provisions will take effect with the 2015 election; The City
hired a qualified demographer and appointed a districting
committee representing various constituencies in the City
Work to ensure voters are familiar with the new aldermanic voting districts and any
change in polling places from previous elections
Economic Development
Current Status
Recommended Future Action
Meets Expectations
Efforts to address the high local
unemployment rate
Since late 2011, the unemployment rate in Waterbury has
dropped from 15.6 percent to 11.1 percent and is currently
outpacing the rest of the state in job creation
Continue to aggressively court and advocate for prospective businesses to build on
this success
Working to address mass transit
needs
The 2014 demolition of the former SNET building provides key
opportunities for the Meadow Street Metro North Rail facilities
and represents a major step toward opening the potential of
this area as a multi-modal transportation center
Ensure that following the completion of the signalization study of the Waterbury
Branch Line, federal funds to implement signalization are secured
There has been major progress on bringing King Industries and
Directly increasing Waterbury’s Grand
its new $50 million facility to the city; Additional success in this
List builds value for city taxpayers,
regard includes the expansion of the Luvata Waterbury plant
neighborhoods, businesses and
and new Coca Cola facility; Available properties are now listed
employees
on a city website
Build on these and other successes and project a ready and willing partner in
building value in the City of Waterbury
Support the Waterbury Regional
Chamber’s efforts in presenting the
city to external target markets that
enhance Waterbury’s image and
facilitate economic development
initiatives
Work toward release of updated Be Here initiative, which has been recognized
as a factor by companies considering relocation to the city; Build upon the
strong collaborative working relationships with the Chamber and the Waterbury
Development Corporation to move new economic development initiatives forward
The City partnered with the Waterbury Regional Chamber
in a City Marketing/Public Relations Waterbury Be Here
campaign that began in 2013; An updated video is currently in
production with a scheduled release in spring 2015
4
5
Waterbury Mayoral Evaluation
The Waterbury Regional Chamber recognizes that education plays a major role in
the city’s economic well-being and quality of life. Apart from the intrinsic benefits
of creating opportunities for students, improving the public school system helps
maintain property values, retains and attracts residents committed to education
enhancement, and supports business growth and expansion by providing capable
employees for the workplace.
Education
Current Status
Recommended Future Action
Meets Expectations
A viable public school system
is a critical component
of economic growth and
development. Public
education is also a significant
component of the City
budget; A school system can
deliver a ready and capable
workforce, as well as the value
of life long opportunities to
grow and thrive
Implemented by Superintendent of
Schools Kathleen Ouellette, the district
has implemented the Waterbury Public
Schools Blueprint for Change designed
to improve student learning and
engagement
The Central Office transformation represents a key first step in improving student
performance; Continue to provide input into the education system where
appropriate to ensure follow through in reaching goals; The district also needs to
implement measurable student learning goals
The Blueprint For Change
contains several key
highlights
The Blueprint for Change for has devoted
comprehensive focuses on meeting
student learning targets, capitalizing and
building upon strengths of teaching and
administrative staff, effectively utilizing
facilities and addressing local cultural
needs and chronic student absenteeism
Move toward full implementation of the Blueprint for change with a
concentrated focus on infrastructure and resources to redress the learning
roadblocks to students, leveraging the value of education as outlined in under
its topics of Climate and Culture; Continue to build upon expanding the
neighborhood school concept to families and school communities in order to
create strong and engaged education committed neighborhoods
The 2012 opening of the
Waterbury Career Academy
High School (WCAHS)
marked a major step forward
in providing city students
education and training for
trade careers available locally
The school currently educates freshman
and sophomore classes
Continue to support the evolving needs of the school as it moves toward full
enrollment; It should also work to ensure the local curricula can best meet area
workforce needs and opportunities
6
7
Public Policy Committee
Chairman
Donald C. McPartland, Esq., Secor, Cassidy & McPartland, P.C.
David Ball, The Monroe Partnership
Peter L. Clayton, Bartenders Academy
Joseph Connolly, Saint Mary’s Health System, Inc.
Stephanie Cummings, Esq., Kolesnik Law Firm
Cesare Del Vaglio, Rollins Printing & Publishing, Inc.
John Famiglietti, Drubner Commercial
Ed Flynn, WATR-AM
J. Andre Fournier, Fournier Real Estate Investments
George Frantzis II, Quassy Amusement Park, Inc.
James H. Gatling, Ph.D, New Opportunities, Inc.
Derwin Griffith, D.P. Griffith Bailbonds, LLC
William Harris, American Copy Service Center, Inc.
Mark Lancor, Dymar
Curtis Jones, CIVIL 1
Jennifer Marecki, The HR Desk
Dr. Theodore H. Martland, Martland, Inc.
Andrew M. McGeever, Oxford Economic Development Commission
Gary B. O’Connor, Esq., Pullman & Comley, LLC
William J. Palomba, Blasius Chevrolet Cadillac
Armando Paolino III, Paolino Public Affairs Corporation
William B. Pape II, Republican-American
William J. Pizzuto, Ph.D, University of Connecticut Waterbury
Anthony D. Portanova, ADP Realty, LLC
Ronald J. Pugliese, Naugatuck Economic Development Corporation
Carl Rosa, Main Street Waterbury
Mary Rosengrant-Chiappalone, Biondi & Rosengrant, LLC
Jeff Santopietro, All About Services S&P Carting, Incorporated
Jack Traver, Traver IDC
James Troup, Naugatuck Valley Community College
Cynthia Tun, Edo Sushi Express
Lynn Ward, Waterbury Regional Chamber
Staff Liaison: John DiCarlo, Waterbury Regional Chamber
8
Board of Aldermen
Paul Pernerewski, Jr. (President)
Anthony T. Piccochi (Majority Leader)
Paul V. Ciochetti (Minority Leader)
Joseph E. Begnal, Jr.
Ernest M. Brunelli
Stephanie E. Cummings
Lawrence V. De Pillo
Steven Giacomi
Gregory A. Hadley
Victor Lopez, Jr
Ryan A. Mulcahy
Ronald A. Napoli, Jr
Jerry Padula
Anne Phelan
Christopher Ursini
9
P. 203.757.0701 • F. 203.756.3507
83 Bank Street • P.O. Box 1469 • Waterbury, CT 06721