Chairman's View: Picking Priorities (Dec. 6, 2018)

Chairman’s View: Picking priorities

DECEMBER 6, 2018 BY JOHN ENGEL. CHAIRMAN, TOWN COUNCIL

“I do have to pick my priorities. Nobody can do everything.” — Ray Kurzweil

We held the first joint offsite meeting among the four funding bodies (Board of Selectmen, Town Council, Board of Education, Board of Finance) in over 10 years, an important step toward approaching our town and school budgets with a spirit of cooperation.

Critical takeaways: 10 of us think that the budget is driven by the Board of Finance, 10 believe we all share it, and nine votes were scattered among Town Council, Board of Education and Board of Selectmen. It’s a shared responsibility but clearly, the BOF is driving the bus. Most of us believe that the budget should come in at an increase of between 0% and 1% this year, a big change since last year’s debates between 2% and 3.5%. We agreed a joint meeting should bookend the budget process every year: November and May. And, support was nearly unanimous for conducting a professional town-wide survey.

We had our last forum on town buildings in April. It is time to listen again. The Town Council is scheduling a public hearing for Wednesday, Jan. 9, to solicit input from the public and discuss our buildings within the context of the 5-year Capital Plan. Why is it necessary and why now? In April the focus was on preservation of important buildings and the need to decrease building expenses. There have been several articles over the last six months floating different possibilities for the Library, the repurposing or demolishing of Irwin House, purchasing the Covia Building, renovating the old Police Station (or repurposing it as housing), selling the Vine Cottage and renting the Outback. These options are interrelated and now we know the costs. Some of these initiatives should be put in the Capital Plan and others removed. We need to get serious and specific about our priorities and make sure they are accurately reflected in the Capital Plan and this year’s budget, reflecting the towns people’s appetite.

The Library was put in the 5-Year Capital Plan for $5 million by First Selectman Robert Mallozzi. It would help the Library board secure additional private funding and allow them to “think big” if we put the Library in the plan for $10 million. That is incredibly hard to do during the revaluation, but if we were to plan for a matching gift, 2-1 behind private donations, and stretch that commitment from three years to potentially five years it works within current Board of Finance guidance. I believe a $10 million earmark has the support from the majority of the selectmen and Town Council. If the Library cannot raise $20 million then Town Hall is not committed. But, by signaling a cap of $5 million in the capital plan, the Board of Finance is essentially killing the project. If you feel strongly that a new library will be transformational to the health of our downtown, let the Town Council and Board of Finance know.

Chairman's View: Improve our Planning for Town Building Maintenance (Oct 18, 2018)

Chairman’s View: Improve our planning for Town building maintenance

OCTOBER 18, 2018 BY NEW CANAAN ADVERTISER

New Canaan Town Council Chairman John Engel’s weekly guest column. New Canaan Town Council Chairman John Engel

First, let’s talk about the 100-point Pavement Condition Index (PCI). When a road scores above 86% PCI it’s excellent, requiring only corrective maintenance: crack sealing at about a $1 per square yard. Between 85% and 75% PCI a road is “good” and requires micro-thin overlays and cape seals at approximately $5 per square meter. When a road falls below 75% the road shouldn’t merely be patched, it must be repaved or reconstructed at a price of between $22 and $60 per square yard. “Very good” roads should be maintained for minimal investment and stretched to over 30 years of life.

In 2003, New Canaan’s roads scored 77% and in danger of needing reconstruction. Our Public Works department presented a 20-year plan in order to get our score back to 85% with the greatest efficiency. Unfortunately, between 2004 and 2008 the price of asphalt rose with the price of oil from $50 to $92 per ton and even with steady investment New Canaan’s average pavement quality declined to 74% below which roads need complete rebuilding.

And yet every year we challenge Tiger Mann, the head of Public Works, with questions designed to cut that road budget. Every year he patiently explains the math behind our most efficient system to get the Pavement Condition Index (PCI) from a score of 74% in 2009 to a score that is currently 81%. Every year our roads naturally deteriorate 2.5%. If we spend $2 million then the road quality stays about the same. Spending $2.5 million per year has allowed our PCI to rise about a half-point per year toward that goal. The Eversource road-paving investment amounts to about $3 million over five years and allows us to finish our 20-year plan in about 18 years, hopefully by 2021.

We have not managed the maintenance of our buildings with the same discipline and consistency we have applied toward our roads. This has caused some of us on Town Council to ask the obvious question, “Can we put together a building maintenance program, consistently funded at $1 to $2 million per year, that allows us to chip away at our $20 to $40 million obligation to repair and restore the 56 buildings that the Town owns?” 

First, 50% of that budget is Waveny House. If we are serious about Waveny we must wrap our heads around $1 million per year for the next 20 years. The second step is to identify the buildings that the Town should not own. Legally protect (with conservation easements) and then sell those buildings which are inefficient and inappropriate for a town to own and maintain: the Vine Cottage, the Police Station, the Outback, the Irwin House and Irwin Barn, the Gores Pavilion and the New Canaan Playhouse head that list.

Polishing the New Canaan Brand

New Canaan is a brand. The value of everyone's home is intimately tied to the strength of that brand. If you want to improve home values, to the degree it's possible, that brand must be polished, marketed and improved. The downtown, the schools, brick sidewalks, freshly paved roads, even the dog walk are all ways to distinguish New Canaan from the other strong towns from Westport to Scarsdale. New Canaan must not just be the best but be KNOWN as the best town in Connecticut and, indeed, in the entire New York City area. Distinguished as the best, storefronts will fill and property values will rise.

I believe our brand reputation will far exceed that of Darien, Wilton, Westport and Greenwich as we continue to do three things well. One, we have shown that with the finest schools, beautiful parks and safe streets New Canaan is the best place to raise a family. Two, ours must be a brand of paved streets and solid infrastructure without raising taxes. Three, our New Canaan brand stands for a community, not just a collection of houses, a community that comes together to play on our ball fields, march in our parades, teach and coach our children, discuss over coffee, sing on God's Acre, honor our Veterans, protect our Seniors, and shop in our downtown. We are a loved, and loving community and this is perhaps our strongest asset to the brand.

This is the essence of the New Canaan brand. I know this as a real estate agent but I don't get the sense that the town government is marketing our town that way. We might not have had to in the past but we need it in this day and age if we are looking to revitalize our downtown and rebuild the equity in our homes.

Part of the solution to most of the issues is the personal time and energy the Selectmen must put into working with the merchants, landlords, citizens and experts. The role of a Selectman is much more than attendance at some meetings and votes on issues presented. The job SHOULD take a great deal of time and energy. Getting a group together to save the theater and bookstore may have been completed at a Town meeting but it was assembled through a lot of time and energy on the street, leading.

During the debate you heard from my opponent that New Canaan needs an advertising campaign. I said no. That is not a solution borne of personal time and energy. I countered that it would take more than advertising on Metro North to turn things around and I suggested that the solution will come about from successful public/private partnerships. What does that mean?

New Canaan has a long history of utilizing public/private partnerships to address community needs: the Outback Teen Center, the Schoolhouse Apartments, the South Avenue Cottage, the Millport Apartments, and the new EMS building to name a few. If New Canaan's downtown is to be the vital center we all want, we cannot sit back and wait for things to happen. Nor can we simply throw money at the problem in the form of more studies and advertising. New Canaan needs a Selectman who will listen to ideas and then lead with a sense of urgency. New Canaan needs a Selectman who sees the role as an ombudsman for the town---a true representative, one who seeks continuous input and does something about it.

New Canaan needs a Selectman who is PROACTIVE, not one who merely weighs issues and reacts. New Canaan needs a Selectman who works closely with the Chamber of Commerce, who is constantly downtown, listening to merchants & residents, discussing current & upcoming challenges. New Canaan needs an action-oriented leader. The role of Selectman is defined by the person who fills it.

The people most vital to a vibrant town, the merchants and tenants downtown and the residents who shop there, don't have the time to come to all the town meetings. I make the time to come to them, talk to them, and I give them a voice despite their busy days.

If this resonates with you; if you agree that the role of Selectman is something more than playing a waiting game; if you want a Selectman who gives you a voice, who makes the time to connect, listen, and then lead in town hall, then please vote for John Engel for Selectman. New Canaan is a brand and I pledge to connect, listen and lead in order to build that brand.