Ad Hoc Group Wants

Empowered Management At FFH, Eventually

By John Voket

The Fairfield Hills Ad Hoc Management Committee is not ready to hand over the keys to the store just yet.

It may seem from months of discussions about the future of the ad hoc advisory committee that members were motivated to endorse an independent management group or even a legally empowered authority to oversee day-to-day operations on the sprawling campus. But the serious consideration of those and other options appear to be issues left for another day.

The management committee conducted its last meeting of the year Tuesday evening. During that meeting, the group focused significant discussion on its own future.

And while the persons appointed to the group individually and collectively appear to want to remain engaged with the future development of the town-owned property, members unanimously agreed to take steps to research and possibly formalize their status as official municipal representatives with certain vested powers.

Chairman John Reed has articulated concerns in the past that in time, the symbiotic relationship currently enjoyed between the committee and the town’s political leadership, especially the first selectman, may change.

“We have an excellent relationship with Herb [Rosenthal] up to now, but what happens when and if we reach a point where we fundamentally disagree on something involving the use or operation at Fairfield Hills?” Mr Reed questioned. “Or what if there comes a time when the person serving as first selectman wants nothing to do with the hands-on management of this property?

“It’s up to our group to lay a foundation that will serve this community long after we have all moved on from our present roles here in Newtown, and at Fairfield Hills,” he said.

Mr Reed said that to get the job done right, he envisions the formation of a body with increased responsibilities and designated duties.

“There has to be a range of duties and decisions that can be made without going through the first selectman’s office,” Mr Reed said after the meeting. “It’s impractical, and I don’t see how the first selectman can expect to handle all the responsibilities here efficiently — and that’s no reflection on the existing occupant of that office.”

He said an ideal scenario may incorporate an appointed or elected body of six to eight people charged with carrying out routine, day-to-day responsibilities. Mr Reed also asserted that he foresees future use of the immediate campus as a community-oriented recreational facility, as opposed to featuring any significant level of commercial development.

“I don’t think there are any members of the committee who are proponents of commercial development,” he said. “There will likely be some commercial tenants; we do have to make some decisions on that.”

Before the committee went into closed executive session to discuss security matters, the group voted unanimously to form two subcommittees. One will establish what Mr Reed called a “roadmap” for the future of the committee, and the second would begin to explore the options regarding responsibilities of a project manager who would coordinate remediation and demolition activities that will occur on the property in the coming few months and years.

William Lavery’s motion to recommend a project manager for the job was endorsed unanimously. In regard to the long-term management question, Mr Lavery repeatedly reminded the group that any decisions made need to be consistent with the town’s charter.

If a separate governing body was to be installed to run the campus, it could be created by ordinance within the town, or by state legislative action. But for the body to have statutory powers through a local ordinance, there would likely be a need for charter revisions.

Committee member Richard Sturdevant told the group that early momentum toward establishing an independent authority or tax district on the campus grew out of two issues: the idea that there would be significant commercial development like a modest hotel or medical facility on the campus, and that the negotiation of leases for such businesses would be stymied under current charter provisions.

But, Mr Sturdevant said, ideas about the future scope of development on the campus have changed sufficiently for him to withdraw his former outright support for an independent tax authority or special services district.

“I think [a management entity] needs to be part of the government of the town, not some independent superagency,” he said.

If such a body was created, Mr Reed said he would like to ensure that that entity worked in cooperation with any or all town departments with responsibilities or interests in Fairfield Hills, as well as with the blessing of town residents.

“If Fairfield Hills can be looked upon as a service, and the customer is the town and the people of Newtown, then what is the best vehicle through which we can deliver that service?” Mr Reed asked the committee. “The public needs to understand that there are benefits [to creating an empowered management entity].”

In order to reach a consensus on the long-term management issue, Mr Reed proposed a series of hearings to get input from the public, as well as town officials.

“I’d like to see us build a consensus around what is possible,” he said. “All the organizations involved will have a role in making this a productive transition. I don’t want people to think we have come to any conclusions tonight.”