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.

Letter to the Editor: Library is 'thinking smart' (Dec. 10, 2018)

Letter: Library is ‘thinking smart’

DECEMBER 10, 2018 BY ROBERT BUTMAN PRESIDENT, BOARD OF TRUSTEES NEW CANAAN LIBRARY

Editor, Advertiser:

This letter is in response to the Setting Priorities opinion column by John Engel, recently published in the New Canaan Advertiser. We appreciate the early support for the Library that John is voicing in his column. We expect the new library to make a major contribution to the vitality of town life and the local economy, and we are grateful that the Town has an earmarked funds for this project from the start.

We are humbled by the initial strong showing of support and enthusiasm from our donors. It is our aim to raise the majority of funding for this project from private resources. 

The Library’s mission has not changed — this new building will meet the clear demand for our services which are now severely constrained by the failing structure we inhabit. 

We are confident that beyond “thinking big,” we are thinking smart. We believe this project is a win for the whole community, an investment in the future.  As the last among our Fairfield County peer towns to build or renovate their library, we are long overdue. We are glad that Town recognizes the catalytic effect their investment will have.  

Robert Butman

President, Board of Trustees

New Canaan Library

Chairman's View: Town Inconsistent When Partnering with Private Funding (Sept 13, 2018)

Chairman’s View: Town inconsistent when partnering with private funding

SEPTEMBER 13, 2018 BY NEW CANAAN ADVERTISER

[UPDATED WITH CORRECTION Sept. 14.] Town councilman Bill Bach gave us the Bach amendment in 1997 (Article 2, Chap. 125 of the Town Code) outlining how New Canaan should think about capital projects. In short: “Take no donation that comes with an open-ended liability” or at least costs not fully understood. We do not understand the Bach amendment. Nor do we use it consistently. Consider:

A guest column from New Canaan Town Council Chairman John Engel.

Turf Fields. It’s clearly a Town responsibility to provide fields, yet private money built Dunning Field. This year private money paid for 78% of two new turf fields (Water Tower 2 and 3), zero for the replacement of the original turf field (Water Tower 1), 53% of new baseball fields, and about 17% for the new track and field. 

The Town Council will create a new Enterprise Zone in October that lays the foundation for a public / private mix of fields improvement and maintenance. The goal is to lay out clear standards and responsibilities, encourage optimum use and save money for replacement.

1. Library. Town is paying 74% of operations this year. Their capital budget has always been 100% their own. Now, the Town has helped purchase adjacent land and pledged to be a partner in the new building. Good. How much is fair? And can we afford 74% of a world-class library? Can we afford not to?
2. Irwin House. The first selectman wants to rent it to non-profits as they are priced out of the downtown. What would Mr. Bach say? Irwin capital needs are substantial but we don’t have many options here. It’s not a joint venture; it’s a rental in a park. Same with Brick Barn. Public Private Partnership rules shouldn’t apply to rentals. 
3. Irwin Barn. Could this be the permanent home of Summer Theater of New Canaan? They say they can raise the capital, an exciting proposal. We should be encouraging this kind of proposal in our parks, unlike the… 
4. Brick Barn. The Preservation Alliance proposed trying to take on 100% of the capital needs and ongoing maintenance. The Council split on the vote. The Selectmen promised to work with the Alliance, keeping an open mind if this space could be a community asset.
5. Waveny Conservancy. When the Council slowed trail improvement the Conservancy was there to see it through. This sets an odd but not unwelcome precedent. When Town doesn’t pay, private funds will.
6. Paddle Court. Town agreed to pay $70,000 when it had assurance private donations would pay about $30,000.

Let’s not imply that a high private-money percentage guarantees Town support. While there are no hard-and-fast standards, the Town must provide private partners with more clarity. We should draft a memorandum explaining the considerations the Town Council will take when we consider investment or co-investment.  

The requirement of an endowment fund is too high a bar, whether we are talking new fields or old barns. We need flexibility to achieve common sense results.

Chairman's View: With Compliments and Thanks

By John Engel

Town Council Chairman

Christmas is behind us. Before the New Year’s excitement I’ll take this opportunity to thank some volunteers.

Government

To Bill Walbert and John Sheffield, departing chairmen of the Town Council and Board of Finance. Neither asked for the job of chairman. John is a fiscal conservative: voted against an appropriation for land acquisition, an increase in the treasurer’s salary, and in the tax collection rate. It’s hard to say no, but you were tough. We will consider ourselves privileged to have a similarly involved leader in our next Board of Finance chair. Bill Walbert managed to lead the Town Council without ever saying a cross word. He told me the best part of the chairman’s job was thanking the incredible volunteers who serve this town everyday. Bill inspired this column.

The New Canaan Library

To Bob Butman and his Library board, the greatest example we have of a public-private partnership: The town pays only a fraction of your budget, far less than surrounding towns, and we recognize how deficient your current space is. We’ll ask you to build us a spectacular new library and tell us how you’ll pay for most of it privately (please!). All of New Canaan needs you to succeed. What you propose will last for generations.

The Waveny Park Conservancy

Thank you Bob Seelert and the Conservancy Board for exceeding all expectations in the 50th year of the Lapham gift, polishing the jewel of New Canaan. Trails are done, the cornfield is being renovated, gardens are planned, and restoration of the pond is a certainty after an outstanding gala earlier this month. Bravo.

The New Canaan Land Trust

To Art Berry and the Land Trust Board: Thank you for adding not just six acres in Fowler purchase but a vital public park in a neighborhood that had none. Thank you for linking the Nature Center to Irwin Park, pushing for a Land Acquisition Fund, and making us more appreciative of open space.

The Historical Society

To Mark Markiewicz and the other Historical Society board members working overtime to move beyond your revolutionary roots: Besides the Ice Cream Social, “House of Cars”, “Waveny, Then and Now”, “Art America,” and “New Canaan Modern Architects” in the Carriage Barn, you’re planning an art show on Orientalism, a belly-dancing performance, the Mad for Moderns gala, and the bi-annual Modern house Day Tour (Oct. 20, 2018). There’s a reason to go to 13 Oenoke besides the Advertiser Coffee.

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.