Selectmen Consider Forming Long-Range Planning Committee

By John Voket

Earlier this month, the Board of Selectmen began considering a proposal to form an ad-hoc committee of more than a dozen volunteers who would become involved in municipal strategic planning, and the qualifications of capital projects as far out as 20 or more years on the horizon. First Selectman Herb Rosenthal suggested a non-policy making, ad-hoc group of possibly as many as 15 citizens who would bring individual talents and expertise to the fore.

It was Mr Rosenthal’s hope that members of this so-called Strategic Long-Range Planning Commission would serve as a liaisons between members of the public, special interest groups and town agencies, and the Board of Selectmen in determining the need, scope, and cost of possible capital projects and initiatives beyond the scope of the town’s five-year Capital Improvement Plan (CIP).

“I would ask the selectmen to review and consider additions to the [proposed] charge, and to consider appointing a group of 15 members to allow for smaller subcommittees to focus on particular needs and projects,” Mr Rosenthal told fellow selectmen William Brimmer, Jr, and Joseph Bojnowski.

Mr Rosenthal admitted that such a broad scope of responsibilities would be challenging for a large group, especially considering such an organization had never been entertained before in Newtown.

“It’s a big task for a small group,” he said, referring to comments about the proposed size of the committee. “They would [first be challenged] to figure out the process of how to carry out the charge. Clearly an ad-hoc committee has never done this before.”

Mr Rosenthal referenced both Charleston, S.C., which he learned about during a recent National League of Cities conference in Washington, D.C., and the Connecticut communities of West Hartford and Manchester, all of which had various long-range planning processes. The first selectmen said by the next meeting he would make contact with representatives in communities with similar bodies to try and firm up a model for Newtown to follow.

That suggestion was met with approval from Mr Bojnowski. “It would be helpful to know how other towns do it,” he said.

In a subsequent conversation, Mr Rosenthal acknowledged that such a committee is still rare, but a growing trend among communities whose political leaders may be too engaged in day-to-day business.

“There are certainly a lot of corporate models out there to reference, but not a lot of long-range planning models in municipal government,” the first selectman said. “In many towns and cities, the elected officials are simply too busy doing the things they have to do on a daily basis, dealing with imminent concerns and short-range financial responsibilities.”

Mr Rosenthal said while Connecticut communities are at a significant advantage having capital improvement plans, and are bound by state law to engage updates of their Plans of Conservation and Development every ten years, those initiatives have a somewhat narrower focus.

“A long-range strategic plan is by its nature, more concerned with financial impact,” Mr Rosenthal said. “With all the issues beyond the range of the CIP involving our schools, especially the likelihood of significant improvements occurring at the middle school, and the needs of our Cultural Arts Commission, our seniors, our Parks and Recreation Department, possible construction of new pools, even a community or recreation center, we should have a formal group that can work with the Board of Finance and report to the Legislative Council.”

During a call to West Hartford’s director of community services, it was revealed that the community of 65,000 served by 1.8 million square feet of town-owned facilities actually taps a staff of creative individuals in its planning department to produce long-range advisories. But Ron Van Winkle, West Hartford’s top planning administrator, believes his community’s combination of long-range planning models can be modified to suit and help guide a volunteer-driven body in a smaller town.

“Our staff produces a 12-year capital plan for our P&Z and town council,” Mr Van Winkle said. “We also produce a separate report for the school department, as well as a ten-year plan for leisure services that remains available for review.”

The introduction of West Hartford’s Leisure Services “Blueprint for the Future,” notes the research summarized in the report, “clearly indicates that the primary challenge the Department of Leisure Services will face over the next ten years will be to balance existing resources and programs with new and changing community needs. Future demands for services are expected to be influenced by two key trends: the aging of the baby boomer population and the changing needs of residents. This report sets forth recommendations to guide policymaking, public investments, and town management of public recreation resources during the next decade through five key strategies: (1) increasing the use of multipurpose facilities, (2) increasing the use of partnerships, (3) increasing the use of technology, (4) providing unstructured recreation opportunities, and (5) administrative enhancements.”

Both West Hartford’s Leisure Services Blueprint and the 12-year CIP are posted on the town’s website.

According to the draft charge Mr Rosenthal proposed earlier this week for Newtown, the selectmen will likely request any long-term planning committee members to “consider the town’s financial capabilities as well as other funding sources. Develop a process for creating and updating a long-range strategic plan, and make periodic reports of finds to the Board of Selectmen.”

The proposal suggests such a committee would do well to review the current five-year CIP Regulations and Plan (as to Board of Finance methodology); the Town Plan of Conservation and Development; the Strategic Plan of Economic Development; Newtown’s Open Space Plan; the Bothwell and State of Connecticut Demographic Projections for school enrollment; as well as the Fairfield Hills Master Plan.

The full committee or members of its subcommittees, if seated, are recommended to meet with representatives of the Board of Finance for CIP, debt policy, fund balance policy; the Board of Education for future school needs, i.e., middle school, additional schools; the Parks and Recreation Commission for fields and recreation facilities, i.e., recreation center/community center, swimming facility.

In addition, members of the proposed long-range panel should tap the expertise of the Board of Fire Commissioners regarding future facilities and personnel; the Police Commission for similar concerns; the Commission on Aging for senior center/recreation center; the Economic Development Commission for Strategic Plan of Economic Development and Newtown Technology Park; the Planning & Zoning Commission for Plan of Conservation and Development.

Also, the Open Space Task Force on the open space plan and acquisitions strategy; the Fairfield Hills Authority on issues related to the master plan and implementation thereof; the Ad Hoc Cultural Arts Committee for arts center/community center, and the Water and Sewer Authority for regulations and capacity.

Staff contacts would include the financial director, community development director, public works director, and the superintendent of schools, incorporating the resources of the Connecticut Conference of Municipalities, the HVCEO (Housatonic Valley Council of Elected Officials) and the National League of Cities.

This week, Mr Rosenthal received a disc from the CCM containing numerous municipal long-range plans from communities across the state. He offered to provide copies of the information to fellow Selectmen when they met last Monday.

It is expected that further discussion, and possible action on the formation of the committee may occur as soon as the next Board of Selectmen meeting May 1.