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.

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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

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

Economic Development Current Status 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

The City’s downtown and adjacent areas play a key role in the strength of outlying areas

Waterbury secured a $14.4 million federal TIGER Grant to fund the Waterbury Active Transportation and Economic Resurgence (WATER) project; this multi-faceted mobility enhancement project is designed to reform and revitalize the 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 local and community organized clean-ups and improvements

Volunteer efforts have benefited the city’s quality of life, including the annual Gathering event, Front Porch program and the beautification of multiple parks, including Fulton Park

Build upon these efforts to further involve community groups and neighborhoods in volunteerism

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BUSINESS AGENDA ITEMSFiscal Control and City

ManagementCurrent 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

Directly increasing Waterbury’s Grand List builds value for city taxpayers, neighborhoods, businesses and employees

There has been major progress on bringing King Industries and its new $50 million facility to the city; Additional success in this regard includes the expansion of the Luvata Waterbury plant and new Coca Cola facility; Available properties are now listed 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

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

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

Waterbury Mayoral Evaluation

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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

Waterbury Mayoral Evaluation

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ChairmanDonald C. McPartland, Esq., Secor, Cassidy & McPartland, P.C.

Catherine Awaad, Northwest Regional Workforce Investment BoardDavid 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 CommercialEd Flynn, WATR-AM

J. Andre Fournier, Fournier Real Estate InvestmentsGeorge Frantzis II, Quassy Amusement Park, Inc.James H. Gatling, Ph.D, New Opportunities, Inc.

Derwin Griffith, D.P. Griffith Bailbonds, LLCWilliam Harris, American Copy Service Center, Inc.

Mark Lancor, DymarCurtis Jones, CIVIL 1

Jennifer Marecki, The HR DeskDr. Theodore H. Martland, Martland, Inc.

Andrew M. McGeever, Oxford Economic Development CommissionGary B. O’Connor, Esq., Pullman & Comley, LLCWilliam J. Palomba, Blasius Chevrolet Cadillac

Armando Paolino III, Paolino Public Affairs CorporationWilliam B. Pape II, Republican-American

William J. Pizzuto, Ph.D, University of Connecticut WaterburyAnthony D. Portanova, ADP Realty, LLC

Ronald J. Pugliese, Naugatuck Economic Development CorporationCarl Rosa, Main Street Waterbury

Mary Rosengrant-Chiappalone, Biondi & Rosengrant, LLCJeff Santopietro, All About Services S&P Carting, Incorporated

Jack Traver, Traver IDCJames Troup, Naugatuck Valley Community College

Cynthia Tun, Edo Sushi ExpressLynn Ward, Waterbury Regional Chamber

Staff Liaison: John DiCarlo, Waterbury Regional Chamber

Public Policy Committee

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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

P. 203.757.0701 • F. 203.756.350783 Bank Street • P.O. Box 1469 • Waterbury, CT 06721