Hamden Transition Report - Mayor Lauren Garrett Transition Team
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Hamden
Transition
Report
Mayor Lauren Garrett
Transition Team
Februrary 2022
Photos: Salvatore McClain and Tameeka Parks
TABLE OF CONTENTS
2 ……. Letter from the Mayor
3 ……. Introductory Letter from the Co-Chairs
4 ……. Committee Members
5 ……. Process & Structure
6 ……. Intersecting Themes
8 ...... Good Governance
12 ……. Arts, Culture & Recreation
15 ……. Economic Development, Neighborhood, Planning & Zoning
17 ……. Education & Youth Services
20 ……. Environment & Climate Change
23 ……. Fiscal Stability
27 ……. Health, Human Services, & Housing
30 ……. Public Safety
32 ……. Transportation, Infrastructure, & Public Works
34 ……. Closing Remarks
34 ……. Resources
35 ...... Information for Legislative Council, Board of Education, and
Boards and Commissions Meetings
Photo: Tameeka Parks
LETTER FROM THE MAYOR
On November 2, 2021 voters in Hamden voted for a new direction and for
the first time in two decades, the current administration was not groomed
by the previous administration. Given the nature of this transition and the
serious challenges we face in Hamden, I asked for a transition committee
with diversity of life experience and professional expertise for a transition
report.
I am appreciative and inspired by the work that has been done by the
transition committee. Their report is thorough and offers solutions and
steps to a more prosperous and inclusive Hamden. The broad range of
issues and specific solutions will help to guide our work in the coming
years. Thank you for the time and energy you have dedicated to me, my
administration, and our town.
During the few short months I have been in office, nothing has been
reinforced more than working together. I will forever be grateful and
humbled by the trust you have all placed in me to lead Hamden through
these challenging times. I know that we can do anything if we work
together.
2 Hamden Transition Report 2022
INTRODUCTORY LETTER FROM THE CO-CHAIRS
The winter of 2021 we, the Co-Chairs of the Transition Committee embarked on something new to
Hamden; something never done in any previous administration. We answered the call to collaborate on
behalf of newly elected Mayor Lauren Garrett and her administration in creating a Transition Plan to
ensure we were unified in the hope of a new Hamden; one of fiscal responsibility, accountability, governing
transparency, and succinct communication.
It is our pleasure to present this Transition Plan to Mayor Lauren Garrett and her administration for review
on behalf of the Town of Hamden.
The Transition Committee was made up of approximately 30 people of varying backgrounds in public and
community service, as well as stakeholders with different levels of investment in Hamden. The Transition
Committee members were comprised of subject matter experts in the areas that were assessed. While faced
with the public health emergency of COVID-19, we were unable to hold public forums. We also pursued
and received feedback from approximately 1000 Hamden residents by way of two different surveys. The
public input also included emailed recommendations to the Transition Co-Chairs; some of which were
forwarded immediately to the new administration, and others were added to the Transition Plan.
The Transition Committee met for several hours over a time span of 8 weeks, once per week on a group
Zoom and oftentimes outside of the formal meetings on the phone and in person, when possible, to do so.
The Zoom meetings encompassed brainstorming ideas/ideology and lively conversation regarding the
current state of Hamden. Small groups met in the breakout rooms, outlined the challenges of Hamden, and
discussed what Mayor Garrett committed to accomplishing during her term. The following areas were
addressed: 1) Good Governance, 2) Arts, Culture & Recreation, 3) Economic Development,
Neighborhood, Planning & Zoning, 4) Education & Youth Services, 5) Environment & Climate Change,
6) Fiscal Stability, 7)Health, Human Services & Housing, 8) Public Safety & Accountability, and
9)Transportation, Infrastructure & Public Works.
The Transition Committee presented a set of recommendations in the following format: Background &
Context, 100 Day Goals, Year One Goals, Year Two Goals, and Long Term Goals. The 100 day period
begins when the report is presented to the mayor. Hamden currently has a 2-year mayoral term; as such,
we are acutely aware that some of these recommendations will take more than one term to accomplish. We
are hopeful that the newly formed administration is committed to creating the foundation for much needed
and long overdue change.
Please know, this Transition Plan is only the beginning. While we recognize this was an imperfect process,
this is groundbreaking for Hamden as we work for a better future. The new administration is committed to
transparent communication and input from the valued Hamden residents. This is an ongoing process; we
invite you to continue to share your feedback.
Join us in unison as Mayor Lauren Garrett and her administration work to make Hamden a better place to
live for all the beloved Hamden residents.
In Unity and On One Accord,
The Transition Committee Co-Chairs
Karen Bivens, Salvatore “Andy” McClain, Tameeka Parks
Hamden Transition Report 2022 3
COMMITTEE MEMBERS
Council President Dominique Baez Joseph McDonagh
Karen Bivens (co-chair) Christian McNamara
Pastor Daniel Bland Marissa Dionne Mead
Senator Jorge Cabrera Town Clerk Karimah Mickens
Rhonda Caldwell Margaret Middleton
Erik Clemons Councilor Cory O’Brien
Representative Michael D’Agostino BOE Secretary Reuel Parks
Representative Josh Elliott Tameeka Parks (co-chair)
Megan Goslin Jennifer Pope
Nancy Hill Representative Robyn Porter
Diane Hoffman Tai Richardson
Rabbi Brian Immerman Betsy Rosenblum
Melissa Jones Sana Shah
BOE Chair Melissa Kaplan Councilor Ted Stevens
Y'Isiah Lopes Councilor Adrian Webber
Salvatore McClain (co-chair) Travis Woodward
Photo: Tameeka Parks
4 Hamden Transition Report 2022
PROCESS & STRUCTURE
The Transition Team was selected and volunteered from various backgrounds for their
knowledge and involvement with the Hamden community. The Transition Team’s primary goal
was to collect data using various methods from Hamden’s residents in support of their
concerns and where they would like to see the direction of Hamden’s future.
Faced with the obstacle of the Omicron surge during this COVID-19 public health emergency,
we were unable to reach out through in-person avenues. With the data collected from surveys
and emailed suggestions, the Transition Team was able to identify residents’ primary
concerns and current issues with the Town of Hamden. The recommendations in this report
were written by the Transition Team and co-created with informational support from the
Hamden community.
The Transition Committee Identified 9 key areas to address:
·Good Governance
·Arts, Culture & Recreation
·Economic Development, Neighborhood, Planning & Zoning
·Education & Youth Services
·Environment & Climate Change
·Fiscal Stability
·Health, Human Services, & Housing
·Public Safety & Accountability
·Transportation, Infrastructure, & Public Works
Among these Good Governance is listed first as a foundational area for the rest.
The format within each area includes the Background & Context detailing the complexities of
the issues followed by the recommended actions listed as 100 Day, Year One, Year Two, and
Long Term Goals to address each focus.
Photo: Salvatore McClain
Hamden Transition Report 2022 5
INTERSECTING THEMES Through the process of creating this Transition Report, a number of common themes were realized across multiple areas. Similar concerns and recommendations have fallen into different key areas of this report. These intersecting themes took shape in a myriad of ways as we look to not only transition but transform how our municipal government serves the people of Hamden. EQUITY Equity is at the forefront of issues in Hamden. The diversity of our community must be represented in our town employees, public safety departments, on boards & commissions, in our policies, actions, and community services. The interests of all our residents must be sought and exemplified in our every day. It is time for all voices to have a seat at the table and occupy these spaces. Hamden must define a town-wide set of goals to promote Inclusion, Diversity, Equity, and Access (IDEA) among town agencies to increase participation and representation in all areas of town governance and management. Engaging with an external IDEA expert to conduct an audit of the Town’s current IDEA policies and practices within the public safety agencies to better understand the Strengths, Weaknesses, Opportunities, and Threats (SWOT) will provide guidance to engage public sector, private sector, and community leaders to develop a town-wide strategic and implementation plan. We seek equity not only in representation but in accessibility and inclusion as well. There should be opportunities for all residents to access and participate in arts & recreation programs. Sustainable efforts with a focus on infrastructure, environmental and climate issues affect all of our neighborhoods and should consider every area of town. We must address the root causes of crime and continue to build trust and equitable practices in public safety. The disparities in health and housing due to systemic biases must be addressed. A dynamic approach to address equity in all policies will be uncomfortable for some and threatening to the status quo but will be necessary to combat the inequities in our town as we develop an accord that emphasizes that the wellbeing of all our residents is crucial to the growth and future of our town- wide community. GRANTWRITER Across the board, there was a call to hire a grant writer. Doing so will enable Hamden to open more streams of funding for current and new projects and services. Every area of focus presented the dire necessity for a grant writer. Grant funding will help produce greater community services, provide arts and recreation events, and help our children grow stronger and brighter through increased education and youth services programs. Infrastructure, economic development, and public safety are enhanced with grant funding. Through grants, we can better meet the needs of residents with issues in health, housing, and entrepreneurship. And our fiscal situation can improve when we seek out and apply for funding with an exceptional grant writer who sees the prosperous vision of what this town could be. Hamden is leaving money on the table and it's time to reach for it. 6 Hamden Transition Report 2022
INTERSECTING THEMES CONT'D
COMMUNITY COMMUNICATION: INPUT AND FEEDBACK
Hamden residents hold the biggest stake in this town. The residents we serve deserve to give their
input. In fact, it is required in order for this town to work for its community. We must find ways to
seek out and gather feedback. We must find ways to listen. There are so many opportunities to
reach out; through community meetings both virtual and in-person, forums, phone and email
communications, surveys, and other avenues. Not only is input valuable, but communication is
necessary to bring awareness of issues and business to the entire community.
DATA COLLECTION
Collecting data about what type of programming communities want, need, and would like to see,
how well services are working for them, and what is missing will provide the Town the opportunity to
work through evidence-informed practices. These assessments are not only informative but
required for planning and development.
QUALITY MANAGEMENT: AFTER ACTION REVIEW
With the number of recommendations and goals set forth by the transition team, and for the overall
practices of our town government, a quality management system should be implemented. This
involves a multi-faceted approach, setting metrics, to ensure a high level of quality not only in the
services we provide but, in the accomplishments, and outcomes of our measures. Extremely
valuable to this process is an After-Action Review, commonly used in quality assurance. It
encourages process improvement and accountability by asking questions about what was
supposed to happen, what really happened, what went well, and what can be improved. The After-
Action Review will provide space for accountability.
KEEFE COMMUNITY CENTER
The Keefe Community Center plays a vital role in the Hamden community, offering programs and
services in support of community needs. Their mission is to enhance the quality of life for all
Hamden residents. Due to past neglect, poor funding, and no clear visual direction, the Center
needs many improvements. Playing such a role in the community, it is crucial to elevate community
support, donors, and resourceful funding options to a level of optimal sufficiency. It is essential to
create a larger youth space and community center for ALL of Hamden to enjoy.
Photo: Salvatore McClain
Hamden Transition Report 2022 7
GOOD GOVERNANCE BACKGROUND & CONTEXT The new administration has the opportunity to proactively address structural inequities perpetuated in laws, the Town Charter, and regulations. The Town needs to apply an equity lens through all aspects of city governance and observations. Hamden must address and increase transparency, accountability, inclusion and racial equity, engagement and accessibility, operational efficiency, and ethical behavior throughout the town government and identify new and creative mechanisms to engage with its residents. In Hamden, we have a lack of transparency and accountability throughout the town government and the Board of Education and minimal opportunities for oral public input. It should not be the responsibility of residents to look into issues that the Town should be investigating for the public. When the Town does not investigate concerns and take corrective actions, how can residents trust that the government will address their concerns? We need transparency with the Administration, finances, our debt, schools, policing, and the full host of operations and services we provide for Hamden. Hamden needs to make the consistent investment in our infrastructure to fully serve our residents. Our town lacks the technology and resources required to provide the accountability and transparency our constituents are looking for. Investing in our infrastructure is critical to the successful functioning of our town and to ensure its future growth – this includes internal (employees, leaders, boards and commissions) and external (residents). To improve the functionality of our government, we must invest in our town employees by providing ongoing diversity and equity training, collaboration tools that leverage technology, and the resources they need to be efficient and provide quality service, as we move away from the siloed approach to implement and open government policy. Hamden residents access the town website as a resource for information including public works, contact information for public officials, social services, tax information, meeting dates, and agendas. However, they do not find it very easy to navigate. Information should be provided to all neighborhoods and parts of our town equally, with translations provided where needed. The solution is honest, forthright accessible communication regarding all aspects of the Town and Board of Education business. Work to make Information accessible in as many formats as possible and public input, both oral and written, should be allowed and encouraged to ensure more citizen participation in government. This information should be shared across all town platforms of communication, which includes websites, email, Zoom meetings, social media, and press releases. Hamden is a wonderful town to live in, exemplified by its beauty in diversity and landscape. Often, too much focus is placed on the negatives, and they are more frequently publicized than the positives. Although we need to make many recommended improvements, the Town has much to offer. We have a wonderful community of people from all walks of life. Hamden has the potential to offer opportunity and growth for its people, neighborhoods, and businesses. As we continue to cultivate and progress in this work, we must promote all the goodness we have and the progress we are making to attract resources, businesses, people, and families to join us and want to stay. 8 Hamden Transition Report 2022
GOOD GOVERNANCE CONT'D
100 DAY GOALS
Create a town-wide Mission, Vision, and Values that drive a more deliberate culture. Create
Standards of Behavior that align with the Mission, Vision, and Values.
Create a communications department within the mayor’s office, to guarantee that the mayor’s
message is consistent, and is available to the public daily through multiple outlets (website,
social media, newspaper).
Establish, in coordination with the department of economic development, a branding/marketing
message for Hamden, identifying what we have to offer.
Develop processes to increase alignment and efficiency at multiple levels of government and
administration (e.g., between the Administration and department heads, department heads and
the legislative council, the legislative council, and local constituents) with key performance
indicators to measure progress.
Require each department to develop measurable goals, which are aligned with the mayor’s vision
for the Town, that will be reported at regular (quarterly) intervals, which will allow the Town to
evaluate progress towards commitments.
Create a schedule to convene regular meetings with department heads, as well as quarterly
Multi-Disciplinary Team meetings consisting of Department Heads, Administration, Legislative
Council leadership, etc., as a mechanism for information sharing, town-wide strategic planning,
and consistency across all town departments.
Ensure that all messages from residents to all departments within the new administration are
acknowledged and receipt confirmation is relayed to the sender. (Automatic acknowledgment
message generated).
Update the town website so that it is easy to
navigate, providing information for all departments,
schedules, town job postings, and other
governmental operations information. Emergency
notifications should be posted on the top of the
Homepage. Create a link to the Board of Education
website. Ensure it is updated monthly. If necessary,
recruit a webmaster to hold accountable.
Ensure that all communications and information are
properly translated, sent, and posted in Spanish.
Establish or contract a system to share text, email,
phone calls for covid, weather emergencies, utility
problems, etc. (one-call now, robocalls, or similar).
Develop a Town Clerk education program to help
residents become better informed on the
responsibilities of the Town Clerk office.
Photo: Salvatore McClain
Hamden Transition Report 2022 9GOOD GOVERNANCE CONT'D
YEAR ONE GOALS
Recruit town residents to the many boards and commissions in town and ensure they are
representative of the whole community. Post board and commission members and vacancies on
the town website with their terms, party affiliation, and district of residence.
Establish an “open house” policy for the mayor, giving residents a regular opportunity to meet
the mayor (recognizing the impediments of Covid-19). These opportunities should be held
throughout Hamden and include rotating members of the Legislative Council.
Devise a sustainable plan to invest in our infrastructure regularly so that the Town is staying up
to date and doing regular maintenance rather than repairs in response to deterioration.
Create a robust community calendar, one that would incorporate not only official town events,
legislative council meetings, commission meetings, etc. but also community events as
submitted by community organizations. Include Zoom links and access codes.
Use the town website to encourage residents to sign up for regular updates, via e-mail and/or
text messages.
Ensure every department’s responsibilities are clearly explained on the town website and
encourage residents to refer to the town website to learn about town departments and whom to
contact when support is needed.
Develop best practices for boards and commissions including regular meetings, timely
appointments to fill vacancies, the same standard of communications as set for all of town
government, with regular review of commission webpages to ensure accuracy, clarity,
consistency, and up-to-date information with updates made as necessary.
Hire a technology consultant to review our current technology infrastructure and assess where
we are and what it will take to provide the services needed to execute internal/external goals.
Investment in employees through leadership training development training, diversity training,
competency training.
Conduct an annual employee engagement survey to consistently seek feedback from
employees and allow them to share valuable input that will drive success.
Require all departments to develop performance plans and accountability reports at the
beginning of each year, and to publicly release a year-end report.
Invest in Town Hall Building/ add push open buttons for easy access once disabled residents
enter the building.
Create sessions for town residents and employees to learn the inner-workings of government
processes and how to engage with the Town Government.
Create a mechanism for individuals to make online payments to the Town for donations
and/services (e.g. Hamden Food Bank, Holiday gift drive).
Inventory reports submitted in SeeClickFix, clear resolved or unneeded issues, rank remaining
issues for resolution. Create a system for reviewing new complaints, addressing urgent needs,
and a plan for each.
10 Hamden Transition Report 2022GOOD GOVERNANCE CONT'D
YEAR TWO GOALS
Develop an OPEN GOVERNMENT DATA SYSTEM to ensure transparency.
Establish and update a list of “shovel ready projects,” infrastructure. improvements, etc., that
are needed, and work to see that they are implemented.
Ensure IT services are robust and able to allow reliable communication between residents and
town officials (either elected or employees).
All accounts payable are open to the public on the website and are updated daily such as the
State of CT’s OPEN CHECKBOOK.
Build a culture of racial equity in town government.
Continue to focus on identifying and dismantling deeply racialized systems and cultures that
drive the production of inequities in Hamden.
Develop and launch a public education campaign that acknowledges the government’s role in
structural inequity and introduces a new framework to improve outcomes within the Town.
Address inequities in broadband. Coordinate digital literacy, broadband access, and device
access efforts across town agencies.
Conduct assessments of job opportunities already available in the Town government for
residents in need of job opportunities. The Town should also assess similar opportunities in
outsourced and contracted projects managed by town agencies.
Require Department Heads to develop and implement a mentoring plan to support residents that
belong to equity-seeking groups so that they can be adequately prepared for upcoming
opportunities.
LONG TERM GOALS
Ensure that the one- and two-year goals are codified, so that future administrations remain
committed to these goals of transparency, consistent communication, and availability of the
Town’s elected officials.
Audit the existing membership of boards and commissions within town government to assess
their diversity concerning race, gender, socioeconomic background, and district.
Review and analyze appointment requirements for boards and commissions, and determine if
those requirements present a barrier to equitable participation by all town residents.
Consider, if necessary, proposing legislative reforms that alter board membership requirements.
Develop a strategic plan for the selection of new board members that will ensure equitable
representation.
Coordinate across all departments, with Hamden High School and local universities to create
internship opportunities for students to develop an employment pipeline for young Hamden
residents to grow, stay, and prosper in town.
Hamden Transition Report 2022 11ARTS, CULTURE, & RECREATION BACKGROUND & CONTEXT Arts and Recreation are not a luxury but an accessible human right. Culture is the activity of human expression as art and creativity are the linchpins of innovation, emotion, and one of the ways we distinguish ourselves as a species. Participation in activities and experiences has important developmental implications for all. Their many benefits include improving the health and well-being of individuals, contributing to the empowerment of individuals, and promoting the development of inclusive communities. Arts, culture & recreation activities may involve individuals, small groups, teams, or whole communities and are relevant to people of all different ages, abilities, and levels of skill. A thriving arts, cultural, and recreation sector is a critical component—and driver—of any town’s health, wellness, and success. They should not only be viewed as a social right but as an essential community service and change agent that can provide economic benefit to the community. The economic argument is a powerful one that incorporates a reduction in anti-social behavior, capacity building, developing and improving life and work skills, helping diverse people get to know one another while building associative contexts in neighborhoods and bringing visitors to Hamden through special events contributing to economic development and the community quality of life. Hamden lacks a thriving Arts, Culture & Recreation department. The Town must put creatives to work and instill value in creative hubs and cultural institutions as partner organizations. Over the last 15 years or so Recreation services in Hamden have been very seriously shredded and compromised. Currently, there is no coherent vision of department policies, staffing needs, and future advancing improvements to enrich all communities in Hamden. With minimal accessibility and advertising, challenges remain for supporting area artists, attaining funding, tackling diversity and inclusion, and providing a modern selection of affordable services for all communities. The southern Hamden community feels marginalized in the cultural planning process of programs, concerts, events, accessibility, and marketing communications. Hamden’s library and community center (The Keefe Community Center) suffer from several deficiencies; security, funding, and dated infrastructures are just a few. The power of Arts, Culture, and Recreation as a social tool and the economic benefit of a strong delivery system to enhance the quality of life of Hamden residents was neither recognized nor prioritized. The goals have been written to address deficiencies to benefit the Town of Hamden and its people. 12 Hamden Transition Report 2022 Photo: Salvatore McClain
ARTS, CULTURE, RECREATION CONT'D
100 DAY GOALS
Reinstate department integrity by having all services brought back under one department – the
Department of Parks, Recreation, Arts and Culture.
Hire a recreation professional to head the Department. Experienced in broadly conceptualizing,
planning, implementing, delivering, and managing programs, services, parks, and facilities.
Audit and assess staff, programs, services, and needs required to rebuild the functioning of the
department. Staff will define their active roles and staffing needs, describing their currently
offered services, programs, upcoming events, plans for improvement with robust ideas for the
community.
Develop an all-inclusive planning process executing a publicly input series of services,
programs, and events showcasing various art, cultural and recreational structures formulated
to better service all of Hamden's residents with more community involvement.
Establish outlets of outsourced funding by opening avenues of collaboration with bordering
towns making expenses sharable, acquiring a 5013C status, employing a grant writer to utilize
government, and seeking area and national sponsorships. Utilizing all financial resources
efficiently and equitably for all departments.
Strategically increase marketing communications to serve the full community. With online
marketing, area marketing through posters banners placed in all areas to the community, local
business postings.
YEAR ONE GOALS
Provide efficient services to residents regardless of income, background, and ability.
Anticipate the needs of the changing community and structure programs and facilities
accordingly with continued community input.
Begin to build Volunteer Corp.
Devise a plan to improve services for the Town's elderly population with social, recreational,
active, and healthy opportunities.
Provide site furnishings around our sites such as benches, bike racks, dog waste stations, trash
containers.
Support the continued development and diversification between arts, culture & recreation and
Hamden Public Schools, businesses, and non-profit organizations.
Provide arts, culture & recreational opportunities, and facilities to meet the physical, social,
environmental, and cultural programming needs of town residents.
Focus on expanding community-wide special events and other revenue-generating initiatives.
Begin to address facility deficits.
Hamden Transition Report 2022 13ARTS, CULTURE, RECREATION CONT'D
YEAR TWO GOALS
Revisit departments to ensure they are fairly and effectively serving the community and adjusting
methods to achieve that goal.
Continue to advocate for funds with a heavy focus on grant securement.
Continue focus on rectifying facility deficits.
Research and structure future programs, services, and events enriching the lives of residents.
Establish yearly programs, activities, and special events for all ages ranging from toddlers to the
elderly population. Possibly in the forms of Movies in the Park, camp for kids, Fall Fest, Holiday
Parades, Easter, Diwali, Christmas, Hanukkah, Kwanzaa, and other holiday festivities.
Preserve, protect, maintain, improve, and enhance arts, culture, and recreation for the community.
Anticipate needs, recognize trends and innovation in technology to deliver important services,
operations, and communications to the community.
Integrate programs in the Town at different parks, areas, and facilities into the lifestyle of
residents through public input and enhanced awareness of the Town.
Continue to evaluate the demand for new programs and services.
Provide residents with safe, reliable recreation equipment.
Increase the number of senior recreation programs.
Further develop off-season arts, culture & recreation programs.
Increase in the development of programs for middle school-aged kids.
LONG TERM GOALS
The arts, culture, & recreation departments will maintain and develop facilities and parks to meet
the current and future needs of our residents.
Provide quality recreation programs/services and customer support that will enhance the quality
of life for all residents in the Town of Hamden.
Provide staff and departments with 21st-century technology to help assist with a working
environment that helps align the department with other arts, culture, & recreation departments
across the nation.
Provide ongoing staff and management training to help foster personal and professional growth.
Effectively administer the revenues and expenditures of arts, culture, & recreation to maximize
programs, facilities, and parks.
Effectively administer Town-owned land by leasing for public use or programs to expand open
space and conserve natural resources for present and future populations of the Town.
Cooperate with other public and private agencies, and with private landowners to set aside land
and resources necessary to provide high quality, arts, culture, & recreation facilities before the
most suitable sites are lost to development.
Provide high-quality, diversified arts, culture, & recreation and open space system that provides
for all age and interest groups.
Where appropriate and funding is available, incorporate art into park facility features, such as
railings, benches, buildings, and other park amenities.
14 Hamden Transition Report 2022ECONOMIC DEVELOPMENT, NEIGHBORHOOD,
PLANNING & ZONING
BACKGROUND & CONTEXT
Economic development is often a significant focus of both state and local governments because of
the many tangible impacts that strong development has on residents’ quality of life. Not only does
economic development provide employment, recreation, and commercial options for residents and
visitors, but it can help improve government finances as well. This is especially important for
Hamden because of its precarious financial situation and the desire of residents and the
administration to lower the Town’s mill rate.
While Hamden currently has an array of industrial and commercial enterprises in town, there are
many locations that are underutilized and in need of focused economic development. By developing
vacant and underutilized properties, the value of both those properties and surrounding ones can be
increased, thereby increasing both the Town’s grand list and property owners’ equity. While Hamden
has a number of assets in terms of its economic development potential (a well-developed
commercial corridor, direct highway access to the Wilbur Cross Parkway, proximity to a medium-
sized metro area from which to draw customers and employees), it faces challenges also. Among
these challenges are a lack of sewer infrastructure in the northern end of town, limited availability of
land for new development, and planning and zoning regulations that have not been comprehensively
updated since 2017 and in some cases no longer align with the Town’s Plan of Conservation and
Development (POCD).
Enacting and carrying out an economic development plan also faces some administrative hurdles.
Perhaps the largest is that the Town’s Economic Development Director is also currently the Town’s
Acting Town Planner, which limits his effectiveness and ability to concentrate on Economic
Development. Furthermore, until zoning changes are implemented to align with the POCD, some
opportunities for economic development are lost because of cumbersome zoning regulations. While
these regulations can be appealed through the Zoning Board of Appeals (ZBA), state regulations
govern parts of the ZBA process, such as the size of the ZBA being capped at five members and
four votes being required to approve variances. However, as currently construed, it is not uncommon
for the ZBA to only have three members at its meetings, thereby making it impossible to approve
applications and putting a damper on development opportunities.
The goals below have been written with both these assets and challenges in mind.
100 DAY GOAL
Fill the positions of Town Planner and Economic Development Director
Hamden Transition Report 2022 15ECONOMIC DEVELOPMENT, NEIGHBORHOOD, PLANNING & ZONING CONT'D
YEAR ONE GOALS
Develop a checklist/guidance for permit applicants that informs them of necessary
processes/permits/signatures needed for project approval.
Revise the Hamden zoning regulations, so that they conform with the Plan of Conservation and
Development.
Require Planning and Zoning to have an environmental statement for all agencies/industries that
may have significant impacts on the environment on all new construction projects.
Modify the regulations, to streamline the approval process.
Strengthen and enforce anti-blight regulations for the health, safety, and beautification of
Hamden.
Resolve and develop High Meadows.
Create an Economic Development Strategic Plan to help grow business, support workforce
development, capacity building, that is sustainable.
Work with neighborhoods to introduce businesses that will help enhance the area.
YEAR TWO GOALS
Create a public database or searchable map of open spaces, lots, and commercial spaces
available.
Create a master plan to develop Dixwell Avenue, from the New Haven line to the Parkway including
an emphasis on mixed-use development.
Create a master plan to develop Whitney Avenue, from the Connector to the Cheshire line.
Create new zones that would encourage manufacturers and similar businesses to relocate.
Address ways to support the creative economy - arts, culture, and creative businesses - to
ensure a high quality of life, and attractiveness for residents, visitors, and businesses.
Develop a plan to support and encourage minority businesses through incentives and guidance.
LONG TERM GOALS
Create a new “Open for Business” brand for Hamden’s growth strategy that focuses on
entrepreneurship at all sizes and stages.
Simplify the procurement process and combine various procurement documents into a single
transparent resource.
Develop a plan for development along Whitney Avenue, from the Route 10 Connector to Mt.
Carmel Avenue, creating a “college district,” with input and cooperation from Quinnipiac
University, the State of Connecticut (since Whitney Avenue is a state highway), the West
Woods Neighborhood Association, and the existing businesses in the area.
Develop a plan for development along Dixwell Avenue, from the Wilbur Cross Parkway to the New
Haven line, including a mix of residential and commercial properties.
Develop a plan to remediate/rehabilitate the 102.5 acre Olin Powder Farm to create a green
recreation space in southern Hamden.
16 Hamden Transition Report 2022EDUCATION AND YOUTH SERVICES
BACKGROUND & CONTEXT
Equitable access to education is a fundamental right of all children. Hamden Public School (HPS)
administration, elected officials, educators, and families should collaborate to create an optimal
learning environment that allows all students to reach their potential. Achieving this learning
environment requires active, open, and bi-directional communication with the Board of Education,
with public input seen as essential for reaching key decisions. Equitable access to education in
Hamden is one critical component of dismantling systemic racism and discrimination against
students with disabilities. The new administration is committed to working with the Board of
Education to accomplish these goals.
Although communities love their schools and HPS educators are deeply committed to their students.
There are multiple opportunities for dismantling systemic racism and improving equitable access to
education for all Hamden students. HPS elementary schools are racially segregated. Black and
brown students and those with disabilities are disproportionately impacted by exclusionary
discipline practices. As a group, HPS educators do not reflect the diversity of the student population.
The HPS curriculum is not universally culturally responsive. Opportunity gaps interfere with students
achieving grade level, particularly for Black, Brown, English Language Learners, students receiving
free and reduced lunch, and special education students. School-based mental health providers have
little time for direct student intervention due to other demands. Special education students are often
segregated from their peers and moved from school to school to participate in specialized
classrooms called Individualized Instructional Centers. COVID-19 has exacerbated pre-existing
inequities in education. Recent social media threats have led to an increase in policing in our schools,
including security measures such as metal detectors and increased police presence, without
systematic input from students and other stakeholders and without regard to the lack of
demonstrated efficacy of these measures and their potential for reducing instructional time and
causing harm via the school-to-prison pipeline. We must strive to create policies that include
trauma-informed solutions for the health and wellness of our youth.
Youth services are vital to the Hamden community. As such, Hamden Youth need a safe space to
congregate, build with each other, and feel supported. Currently, Hamden Youth Services is limited in
their ability to fully support our young residents. We need to offer more expansive services for our
youth that are affordable and accessible for all our families. The Keefe Center is a benefit to
Hamden and houses some youth services, but there is a greater need for more space.
We encourage the new administration to support high-quality education for all Hamden students,
with a focus on equitable access.
Hamden Transition Report 2022 17EDUCATION AND YOUTH SERVICES CONT'D
100 DAY GOALS
Encourage the Board of Education, as part of Superintendent search, to identify and hire a
candidate with demonstrated experience and success implementing Diversity, Equity, Inclusion
initiatives.
Start a recruitment process to hire a (DEI) Consultant to specifically address issues in
curriculum and staffing for Hamden Public Schools.
Support a budget prioritizing and advancing DEI initiatives.
Reconsider security initiatives that have resulted in the implementation of metal detectors and
increased policing. Systematically seek input from key stakeholders (e.g., students, educators,
caregivers).
Identify mental health staff through classroom assemblies, introducing staff to the students,
and making sure the students are aware of the locations of the personnel’s office along with
time frames in which students can visit.
Create an anonymous platform for students to seek help for themselves or a peer.
Ongoing assembly discussions regarding mental health issues and the severity of suicide and
other destructive/ abusive behaviors.
Ensure every student knows how to get help from the 211 or any other mental health platform.
YEAR ONE GOALS
Incorporate a culturally responsive, anti-racist curriculum at all levels of education, with
appropriate and ongoing professional development opportunities for educators.
Incorporate a universal social-emotional learning curriculum, beginning at pre-kindergarten.
Incorporate families into this learning.
Create criteria for data about exclusionary discipline publicly available on a yearly basis,
including how discipline is experienced by black and brown students and those with disabilities.
Strive for transparency and public input regarding all HPS policies.
Implement policies for recruitment and hiring of black and brown teachers and support staff.
Discuss with potential mental health providers, (whomever the BOE have contracted to work
with our schools) whether they have the bandwidth to create a hotline for students to report
their struggles.
Increase funding toward behavioral health support staff, including school counselors, social
workers, school psychologists, school nurses, and paraprofessionals trained to promote
positive school climates.
Build school capacity to offer school-based behavioral support and intervention services and to
promote restorative, non-exclusionary approaches to managing student behaviors.
Create a wraparound service process- physical and mental health embedded.
Access funding to assist with programming and summer camps to bring down the costs for
families and remove exclusionary practices.
18 Hamden Transition Report 2022EDUCATION AND YOUTH SERVICES CONT'D
YEAR TWO GOALS
Increase diversity of educators as a group.
Address the needs of; students, families, educators facing adversity and trauma, for example,
related to the effects of COVID-19.
Enhance opportunities for communication between families, BOE, HPS administration, and HPS
educators regarding educational policy.
LONG TERM GOALS
Reconsider exclusionary discipline approaches and investing in alternate approaches (e.g., SEL
infused throughout all levels of education; investing in school-based mental health professionals
and reallocating tasks which limit their direct student contact time; invest in trauma-informed
educational practices; providing positive behavioral supports and utilizing restorative justice
models; reconsidering the role of School Resource Officers).
Work to bring racial balance to HPS elementary schools.
Make data about student achievement publicly available on a yearly basis, including
achievement levels of traditionally underserved students.
Seek opportunities to Incorporate universal access to pre-kindergarten.
Create a pathway for our Hamden High School students by providing resources, job training, and
increasing access for Hamden’s public service careers.
Photo: Salvatore McClain
Hamden Transition Report 2022 19ENVIRONMENT & CLIMATE CHANGE
BACKGROUND & CONTEXT
Hamden is a beautiful town with wonderful green spaces and a diverse community. Many
investments could be made to utilize and preserve our natural resources; however, Hamden has not
proactively pursued environmentally sustainable actions. Environmental concerns and needed
actions are consistently put on the back burner, and the environmental consequences of previously
made economic decisions on our most vulnerable residents continue to be tolerated by the Town.
The solution lies in recognizing we are in the midst of an environmental crisis and we must take
proactive measures by addressing environmental issues and enforcing compliance to mitigate
threats and increase Hamden’s environmental resiliency.
The Governor’s Council on Climate change and the Governor’s December 16, 2021 Executive Order
21-3 recognize that climate change is creating longer, hotter summers, and more extreme weather
events. Both recognize that our poorer residents suffer at a disproportionately higher rate than
residents who live in neighborhoods with trees and lower fossil fuel emissions and have more
resources at their disposal to meet their needs.
Hamden residents have already experienced the devastating impact of tornadoes and power
outages due to powerful storms. Flooding is a common occurrence in many streets in Hamden and
the heat island effect on streets that do not have shade trees to provide relief, exists on too many
of our streets, especially in Southern Hamden. Respiratory illnesses such as asthma, emphysema,
and lung cancer are not uncommon and now Covid respiratory illnesses must be considered.
Greenhouse gasses from fossil fuels are a primary driver of these problems. Governor Lamont’s
Executive Order 21-3 calls for a “whole government approach” to deal with climate change and
Hamden must do the same.
Please see these links for more information on the benefits of trees and the Governor’s Executive
order 21-3:
22 Reasons Trees in Cities Keep Us Healthy and Save Us Money - Blue Zones
https://www.bluezones.com/2018/09/22-reasons-trees-in-cities-keep-us-healthy-and-
save-us-money
The Governor’s Council on Climate Change (GC3) Science and Technology Working Group
https://portal.ct.gov/-/media/DEEP/climatechange/GC3/GC3-working-group-reports/GC3-
Science-and-Technology-Working-Group-Final-Report-11-19-20.pdf
20 Hamden Transition Report 2022ENVIRONMENT & CLIMATE CHANGE CONT'D
100 DAY GOALS
To address systemic racism, determine the greatest environmental concerns/needs of our
vulnerable communities and begin to systematically address these concerns. (refer to ‘heat’
map).
Utilize Hamden’s Plan of Conservation & Development (POCD) and Governor’s Council on Climate
Change recommendations (GC3) as support for needed changes.
Continue efforts to maintain and improve surface water quality and groundwater quality in
Hamden, with emphasis on the southern part of the Town.
Support passage of a Tree ordinance to establish legal responsibilities for the care and planting
of trees in Hamden.
Approve investment of 1% American Rescue Funds to purchase, plant, and care for trees, tree
education, and a youth employment program to help do the work and other efforts to increase
environmental sustainability.
Appoint a responsible person/office to receive and respond to calls/emails regarding UI tree
work.
Name Sustainable CT liaison and energy efficiency officer or another person to monitor and
ensure environmental concerns in all departments are addressed to avoid/minimize damaging
environmental consequences.
Establish a plan for quarterly meetings with all environmental commissions.
Reach out to environmental justice partners.
Establish a protocol or check-off list to ensure environmental impacts are being considered in
every department when making decisions, so environmental concerns/issues are not ignored or
fall through the cracks.
YEAR ONE GOALS
Designate existing public areas with large trees as Hamden parks for natural cooling.
Re-open conversation on Community Choice Aggregation (CCA) and have a public information
meeting on CCA and bring it before the Hamden Town Council.
Meet with the police chief, fire chief, and public works director regarding enforcement of idling
laws when not on emergency calls.
Enforce and strengthen, as needed, anti-blight regulations.
Educate the public on the cost of disposing of food waste and increase recycling food waste.
Require Planning and Zoning to have an environmental statement for all agencies/industries that
may have significant impacts on the environment. If a decision is made to waive the filing of such
a statement, a signed letter of explanation should become a part of the file for that project.
Develop a plan to encourage the installation of solar panels on all town buildings and encourage
private property owners, including commercial property owners, to install solar panels on their
roofs where possible and appropriate. Involve Chamber of commerce and EUCC commission.
Enforce blight ordinance and require commercial businesses abutting the Farmington canal bike
trail to clean up their areas.
Hamden Transition Report 2022 21ENVIRONMENT & CLIMATE CHANGE CONT'D
LONG TERM GOALS
To reduce power outage and tree destruction threats; establish a committee on microgrids and
undergrounding of electric wires. Work with utilities and town experts including Energy Use &
Climate Change (EUCC) to determine the most strategic and impactful locations to install wires
underground.
Work with Dept. of Transportation to get needed bus routes In Hamden to reduce pollution and
provide needed transportation.
Develop a plan to create mini parks throughout Hamden and plant trees with watering
provisions.
Clean up the Olin Powder Farm to use for recreation and appreciation of the natural beauty. Turn
brown to green for this rare opportunity to have a State Park in an urban setting.
Encourage remediation/rehabilitation of existing sites throughout the Town before developing
new areas in town.
Installation of green islands along the middle of Dixwell Ave. to aid in preventing heat islands and
promote traffic calming and safer crossing of the street also contributes to the “complete
streets” plan for Hamden.
Find a solution that reduces the amount of trash disposal and where it goes due to
Connecticut’s decreasing options for trash disposal.
Photo: Salvatore McClain
22 Hamden Transition Report 2022FISCAL STABILITY
BACKGROUND & CONTEXT
As a result of a long history of fiscal mismanagement, Hamden faces significant financial challenges.
For many years, the Town has lived beyond its means – taking in less in revenue than the true cost of
running the Town. It has done this primarily by underfunding its long-term liabilities (pension, retiree
healthcare obligations, bonded debt). This underfunding pushed expenses into the future, causing
them to increase over time. Just as when individuals run up large bills on credit cards, these
expenses are now coming due, and they are placing an enormous amount of stress on the Town’s
budget. Increased expenses associated with the need to finally begin fully funding our liabilities have
driven Hamden’s mill rate to 52.44, among the highest in the state.
Despite these tax increases, Hamden has been unable to balance its annual budget in a consistent
and sustainable way. Overly optimistic revenue projections have been a persistent issue in recent
budget years. When anticipated revenues failed to materialize, the Town faced budget shortfalls
that damaged its financial position. Hamden’s general fund balance (what some refer to as the
Town’s “rainy day fund”) would need to be approximately $15 million to $25 million to be considered
healthy. For many years it hovered around $2 million to $4 million, before dropping to negative $2
million as of the end of the 2020 fiscal year. These results have eroded the Town’s credit rating.
Hamden’s bonds are now rated by Moody’s just one level above “junk” status. This makes it more
difficult and expensive for the Town to borrow money when it needs to do so.
A lack of transparency and long-term planning have been major problems as Hamden confronts
these challenges. Residents have received little insight into how they can expect the Town’s
financial situation to evolve. Each new tax hike has come as a surprise to residents previously told
that the Town had rounded a financial corner. The Town’s decision-making process on key financial
questions has also been flawed, too often characterized by rushed action with incomplete
information in late-night Legislative Council sessions. During budget season, discussions often
focus on specific line items of minimal impact rather than on making larger, structural improvements.
Budget documents themselves are poorly formatted and are not easily digestible.
The good news is that a path to financial stability does exist. By controlling costs, attracting new
development to Hamden, and refusing to continue pushing expenses out into the future, the Town
can reach a point where it is able to meet its expenses in a sustainable way. This will allow the mill
rate to stabilize and ultimately come down. This section sets forth the interim goals that it will be
necessary to reach in order to achieve this outcome.
Hamden Transition Report 2022 23FISCAL STABILITY CONT'D
100 DAY GOALS
Hire a grant writer.
Develop a set of 5-year baseline projections (i.e., this is how we anticipate our finances will
evolve over the next five years as things currently stand).
Conduct an analysis of the Town’s medical/OPEB liabilities to inform projections of future
medical/OPEB spending.
Prepare a set of principles for how town budgets will be developed (e.g., “no reliance on capital
sweeps to balance the budget”, “budgeted amounts significantly different from historical
averages justified with rationale”, etc.) and develop a proposed FY23 budget that adheres to
these principles.
Prepare a set of principles for how major financial decisions will be made (e.g., “full information
provided 48 hours in advance of meetings”, etc.) and ensure decisions are made in accordance
with these principles.
Develop a schedule of quarterly budget update presentations during which the Administration
will share year-to-date financial results and revisions to expected results for the year.
Re-establish the fiscal stability committee.
YEAR ONE GOALS
Develop a 5-year plan with projections, together with a set of metrics for measuring successful
implementation of the plan (including targeted fund balance levels).
Develop a plan for cost reduction through efficiency measures for essential services while
protecting our most vulnerable community members.
YEAR TWO GOALS
Ensure that the practices and procedures developed as part of earlier goals have become a
routine, predictable, and accessible part of the Town’s operations.
LONG TERM GOALS
Ensure that the practices and procedures
developed as part of earlier goals have
become a routine, predictable, and
accessible part of the Town’s operations.
24 Hamden Transition Report 2022 Photo: Salvatore McClainHEALTH, HUMAN SERVICES, & HOUSING
BACKGROUND & CONTEXT
The health and wellness of Hamden residents are key to our thriving community. Hamden has
numerous issues regarding health, human services, and housing. All these issues are strongly
connected and should be explored from a variety of perspectives. But no perspective is more
important than understanding the Social Determinants of Health; that is the relationships that
racism and inherent bias, poverty, housing, access to healthy food, income, environment, safety,
and other aspects of life have with one another. These structural conditions contribute to poor
community health and quality of life outcomes. Upstream solutions to address physical, mental,
behavioral, and social care needs are necessary to help people and their communities achieve their
highest potential for health.
Hamden has had a decades-long history of inequity of resources and opportunity being split
between northern Hamden and our community south of Hamden High School. Southern Hamden has
experienced an increase in underserved populations. The area is a food desert and food swamp
contributing to the food insecurity faced by residents in those neighborhoods. There are no large
grocery stores to purchase healthy foods but there are many fast-food establishments. Southern
Hamden business development has been neglected for decades. Streets and sidewalks have been
falling apart in all of Hamden for decades. This area of town also lacks infrastructure and usable
green spaces that support walking, biking, and other activity.
Other social determinants of health continue to affect Hamden residents, including crime, lack of
access to care, and cost-burdened households. As with the rest of the country, crime has
increased. Crime is a result of multiple factors and requires a commitment to a trauma-informed
approach. Overall, the drug overdose deaths involving fentanyl have increased over the past five
years. Although Hamden neighbors Yale, one of the most well-known medical and research
institutions in the world, many residents still lack access to the care they need and are uninsured or
underinsured. Over a third of residents live in cost-burdened households, spending more than 30
percent of their income on housing costs due to lack of affordable housing and living wages. The mill
rate is high for all residents and all businesses. These factors are determinants of health in a
community. Careful master planning will help to avoid exacerbating segregation caused by
concentrating affordable housing in historically underserved areas.
Residents of color experience poorer health outcomes while white residents tend to have a higher
average life expectancy. Residents in Southern Hamden experience higher incidences of high blood
pressure, heart disease, asthma, and diabetes. Residents of color are more afflicted with anxiety,
depression, and poorer maternal-fetal health outcomes than white counterparts. The Keefe Center
offers many services but are these services enough? Have they kept up with the growing and
changing needs of the community? Many residents are not aware of the services offered at the
Keefe Center and the majority are not satisfied with them.
Hamden Transition Report 2022 25You can also read
