Government Process, Affordability, and Function

• Identify areas for improvement, eliminate operational waste, and implement processes that ensure greater efficiencies; audit and critique current budgeting practices; identify and eliminate financial waste.

• Create policies and implement operational controls that allow for more sensible strategies, long-term budgeting, and capital planning.

• Create and present operating budgets that tighten the fiscal belt; fostering the opportunity for the Board of Finance to finally set a lower and more palatable tax mill rate. 

• Adjustments to schedules and office hours will be made to ensure that departments are open and made accessible during the most accommodating and preferred times for residents and taxpayers.

• All official meetings will be streamed live on a newly created and robust municipal social media platform; these meetings will also be videotaped and archived; official social media pages will be created for the Town of North Canaan and the Board of Selectman, so that timely and accurate information can be made available to residents.

• Hire a Grant Coordinator that focuses intently on bringing critical state and federal financial opportunities to North Canaan; the coordinator's compensation will be determined on the percentage of success in obtaining such grants.

• Grow North Canaan’s grand list by creating greater opportunities for new businesses and new homes to be built in approved areas; increase the opportunity for more homes to be built; drawing more families to North Canaan thus bolstering local school and sports programs; review the current list of town-owned properties in order determine what should be retained and what should be sold; in order to place expendable properties back on the tax rolls.

• Bring together a committee of municipal leaders and community leaders to create a collaborative task force, aimed at creating the frame work that will facilitate the design and implementation of our next Plan of Conservation and Development and Capital Infrastructure and Multi-Year Improvement and Design Plan. Variables within this plan will include, but are not limited to:

  • Identify department, commission, and town needs; short and long term. Essentially creating a needs assessment within each asset and office.​

  • Prioritize findings and begin to catalog needs with an attainable timeline. The the now, near, and far for capital allocations.

  • Review current financial footprint with that of potential future impact.

  • Review draft plan with all stakeholders, allowing public input.

  • Ensure the plan is multi-phased, creating a blueprint that his low-risk and high yield. 

 

Public Safety and Public Health

• Partnerships with local law enforcement personnel will be reinvigorated and restructured to ensure that crime, reckless driving, and drug trafficking are eradicated from our neighborhoods.

• A full review of the current Resident Trooper contract and program will be performed in a timely manner; recommendations and changes to the status quo will be discussed at various levels to ensure that North Canaan is truly receiving a return on investment that is both tangible and equitable.

• Excessive speed and erratic vehicle operations within the town limits and in our small neighborhoods will be curtailed through increased enforcement, including the possibility of implementing certain speed control mechanisms such as speed bumps/tables in areas that are deemed sensitive and high risk.

• Increased placement and usage of high visibility LED pedestrian lights and signage.

• School safety and security plans will be vetted within a committee of cognizance.

• Partner with leaders from the Canaan Fire District to repair sidewalks that need it, as well as create a feasibility plan for adding more sidewalks, while also ensuring ADA compliance.

• Create an opportunity for a shuttle transportation system that is dedicated solely to North Canaan.

• Create a feasibility plan for the creation of a reliable local Community Emergency Response Team (CERT), as well as a dedicated multi-platform emergency alert system. 

• Partner with local first responders to ensure that their facilities and existing infrastructure are adequate and reliable; create a strategic and financial plan for any potential physical relocation and capital upgrades.

• Create a more robust and modernized Emergency Management Department; identify leaders that are qualified, trained, and driven by the most current operational practices in order to ensure that North Canaan residents are properly prepared when emergencies arise. This process will also include the design and modernization of a Continuity of Operations Plan (COOP).

• Work with cellular companies to ensure that every corner of North Canaan is covered by cell service; preventing “dead spots” and increasing ability for residents to make emergency phone calls regardless of their location in town (lower Greenacres, Allyndale/Clayton section, Canaan Valley). Locally installed cellular signal boosters have become more technologically reliable, rather than large, outdated tower sites. 

• Ensure timely attempts are made to make North Canaan roads passible and accessible during episodes of inclement weather. Steps will be taken to ensure standby crews are available at a moment’s notice to assist first responders who need to safely traverse local roads.

• Partner with area health care systems in order to draw more primary care providers and family practice providers; to also include medical professionals specializing in pediatrics, mental health, dental, optometry, and physical and occupational therapy.

• Work with local property owners to create a portfolio of pre-existing buildings and vacant lots to prepare for medical based companies and contractors who quickly seek areas of growth and opportunity.

 

Business Support and Continuity

• Create a North Canaan Business Circle and Friends of Main Street, collaborating with all stakeholders to champion initiatives that allow North Canaan businesses to operate and succeed in a town that understands and appreciates their placement and purpose; Broadband internet connectivity should be made accessible to all commercial and residential properties throughout the town.

• Review current planning and zoning regulations; and work with commission to reduce and/or eliminate antiquated regulations that have become burdensome and unappealing to existing businesses, and uninviting to new businesses who want to consider North Canaan as a commercial option.

• Review the town parking structure with stakeholders; create greater opportunity for business patrons to gain access to local businesses in a faster and more efficient manner; stopping North Canaan’s reality of being a “pass-through” town.

• Work with Eversource and infrastructure related companies to develop a feasibility and action plan to run all utility lines on Railroad Street (Route 7) and Main Street (Route 44) underground or behind the street facing businesses; greatly enhancing the beauty of the current facades and removing unsightly power poles and transformers.

• Ensure that the local farming community receives the support and stability necessary to sustain operations for generations to come.

 

Sports and Recreation

• Review and evaluate the Region One sports program with all stakeholders; in order to establish a more attainable and fulfilling vision of future options for North Canaan’s youth.

• Review and evaluate the current state of North Canaan’s Recreation Commission, identify areas for improvement, and help facilitate the development of more camps and instructional programs.

• Install lighting at Lawrence Field and the Steve Blass Field as mechanism to draw twilight events.

• Create a feasibility and replacement plan for the Town Pool.

• Relocate the Lawrence Field playground to an area that is in greater view of the public, increasing a sense of welcoming and security.

 

Roadways, Environment, and Beautification

• Revitalize local green spaces and create a draw that makes North Canaan a true destination for nature lovers and outdoor enthusiasts.

• Ensure that all town properties are mowed, trimmed, and esthetically maintained on a weekly and as-needed basis to ensure that our town’s image remains bucolic and eye-catching.

• Create stronger and more enforceable policies to curtail blight and create the position of Blight Enforcement Officer.

• Review and create a strategic plan for the maintenance and reliability of North Canaan’s roads.

• Work with local arborists and environmentalists to ensure that North Canaan’s open spaces remain vibrant, inviting, and healthy for generations to come.

• Partner with established Beautification Committee to identify the main entrances of North Canaan and create robust gardening areas to welcome travelers to town.

• Partner with local veterans and Scouting organizations to refinish and refurbish all Flag Poles; to include any necessary lighting, paint, and pulley systems. (Finally replace the Sam Eddy Field flagpole after 20+ years)

 

Education and Vocational Programming

• Audit current position within the Region One budgeting model and determine feasibility options for a future that offers a greater return on taxpayer investment.

• Work with NCES leaders and Board of Education to invest capital that enhances the current school facility and property, creating a safer, healthier, and more secure environment to learn.

• Create a strategic planning committee to determine the need for any possible expansions of the current NCES interior and exterior footprint.

• Identify opportunities for expanding options for our young students and young adults. Foster safe, unique, and licensed after school programs so that working parents/guardians can be assured that their children are continuing to be taught and cared for; while the students themselves are given a place to further learn, grow, and socialize in a collaborative space that allows them to truly be themselves, without fear and trepidation.

• Partner with area labor advocates and businesses to create vocational training programs for middle school students, giving youth an earlier exposure to high demand trades.

 

Civic Engagement and Volunteering

• Maintain a work ethic and reputation of being straightforward, accountable, reasonable, and transparent; remaining fully engaged with everyone: Democrats, Republicans, Unaffiliated, and anyone else who is committed to making North Canaan an even better place to live and work.

• Encourage volunteering at all levels. North Canaan was founded on the very principles of volunteerism and community spirit.

• Encourage civic engagement and expect civil dialogue at all official town meetings, boards and commission meetings, and workshops.

• Remain fully committed to finding common ground and compromise, no matter how big or small disagreements may be.

• Create a work group that considers the feasibility of offering residents tax credits as an incentive for volunteering with non-profit 501(c)(3) organizations that are registered in North Canaan.

• Partnership with the Douglas Library to create a strategic plan for the future; one that encompasses options ranging from increased size, scope, and overall capabilities.

 

Veterans and Seniors

• Work with area medical providers to ensure that their offices remain open and accessible for seniors and veterans who need greater scheduling accommodations and transportation; partner with local shuttle transportation organizations to ensure that travel routes cover the most frequently requested destinations and that shuttle rides remain free to riders.

• Partner with state Veterans Affairs service officers in order to ensure that more appointments are held within North Canaan; so, veterans can seek more in-person counseling on their compensation and pension benefits.

• Partner with local VFW Couch Pipa Post to review and audit the Doughboy War Memorial; ensuring that all monuments and plaques reflect correct and present-day information; partner with leadership and military officials to add monuments that honor North Canaan Vietnam Veterans and those who have been impacted by Agent Orange.

 

Town Branding, Marketing, and Tourism

• Through collective efforts with all stakeholders, work to establish a town marketing campaign that captures and honors our history, but still be bold and forward-thinking.

• Review the many marketing pros and cons for having two “names” for the town, Canaan and North Canaan. Ultimately make a decision that must then be used for all official purposes. We live in North Canaan!

• Partner with Beautification Committee and Economic Development Commission to establish attainable goals that will result in greater tourism opportunities and a more cohesive brand for the town.

• Collaborate with leaders, rail owners, and various stakeholders along the Route 7 corridor, from Pittsfield, MA, down to New Milford, CT, to garner interest and feasibility regarding restoration of limited passenger rail service.

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POSTED ON 10/19/25

2025 Biennial Address with Town Clerk Update - ​

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Dear Friends, 

 

As we approach the halfway point of October, the realization of the upcoming municipal election is becoming even more clear. Below is the transcript of my Biennial Address that was read into the record at Monday night’s Town of North Canaan Board of Selectmen meeting. For those who may have missed it, you can watch the meeting in its entirety at the link below. 

 

https://youtu.be/2OzI-qDFNzY?feature=shared

 

- A full timeline and explanation of our Town Clerk’s legal actions begins at 28:00:00

 

- A full financial overview of the Bunny McGuire Park begins at 1:05:00

 

- Biennial Address begins at 1:10:00

 

Biennial Address Transcript:

 

It’s quite hard to believe that our two-year term is nearing its completion. This position is one that we’ve certainly never taken for granted, working tirelessly to ensure that we’ve done our absolute best to serve the people of North Canaan. A town that has given so much to me and my family. A family that now, after the birth of my precious little daughter, now spans 6 generations. 6 generations spent plowing our soils, mining our mountains, teaching our youth, cooking for patrons, building and renovating our downtown spaces, serving our town, state, and nation, and so much more. This mutual love, respect, and appreciation have allowed us, our North Canaan, to accomplish so much in just two short years. Collectively, we set out on a mission to honor our past, to truly value the present, and to look into the future with a vision that was deeply rooted in progress, modernization, and ultimately, prosperity. And yes, we hit the ground running, chipping away at our detailed 50-point plan. With our diligence, vision, collaboration, and cooperation, I’m very proud to say that we’ve checked off nearly 2/3 of those 50 items!

 

- We made local government more visible and far more transparent, while also creating more consistent and reliable methods of communication. For the first time in our town’s history, we have established town wide information channels on YouTube, Facebook, Zoom, Constant Contact, and via our own website. These media platforms, together, have reached more residents and businesses than ever before.

 

- We made sure that residents and business owners were heard and seen at all meetings, creating a virtual meeting platform for full access and accountability. Residents have raved and applauded these efforts, stating that they have never before in their life felt so informed and so connected when it comes to our local government.

 

- We made sure that municipal operations were in check, rolling out more modernized processes that ultimately reduced costs and greatly increased department efficiencies. The people wanted a town hall that was more open and accessible, creating hours that made more sense for those who work longer hours or out of town. To date, I am proud that our front office, town clerk’s office, tax collector’s office, and the building office, have all made adjustments to the overall hours and lunch hour offsets. Our transfer station continues to be a gem amongst our long list of structural changes. We made operations there far more efficient, while ensuring strict cleanliness and order; which in the end has created a consistent, month after month, stream of revenue surpluses and drastically reduced expenses. All of this was made possible through our united vision, some sweat, and the amazing dedication of our team. We are so grateful for you. We must all find great value in the dedicated and talented municipal team that we have established. Sure, turnover is natural in any organization, especially when leadership lays out a new plan with a robust vision, with higher expectations. The team we have now has come so far in just two years’ time. They are more willing and able to perform at a higher standard, morale is far higher due to the constant support that they receiving, along with all of the tools and resources that they need to perform their tasks. I also believe, given the daily growth and modern day demands of local governance, it is a healthy time to begin having conversations about establishing a town manager or administrator position.

 

- We leaned on our experiences and partnerships with government agencies such as CCM, COST, NWHCOG, and the Chambers, to ensure that North Canaan was receiving the proper support. Eversource has become a frequent sight in North Canaan due to our lengthy emergency management partnership with them, creating a level of awareness that has drastically focused on our power redundancy and overall reliability. This partnership is one that I am particularly fond of, a testament of our mutual respect and understanding of the demands and expectation when it comes power generation and storm responses.

 

- We also take great pride in the many relationships that we have established over two short years. The United Way, the Berkshire Taconic Community Foundation, the Canaan Foundation, The Jane Lloyd Fund, Fishes and Loaves, SAGE, HYSB, are all just a handful of not-for-profit organizations who have stepped up to assist North Canaan during our varying times of need.

 

- We are proud to have upgraded and improved many of our municipal buildings, war memorials, parks, and critical infrastructure. Our road and bridges are being assessed and examined with a finer tooth comb, resulting in resurfacing projects that increase the overall lifespan of these critical transportation lanes. Our town facilities have finally transitioned from antiquated internet connectivity, to more robust and reliable fiber optic transmission. We have also taken the first steps to bring a more practical solar project to the transfer station property, with a sensible annual revenue return project to be well over $75K. We have even happily created an adopt-a-garden program that has fostered lasting relationship with residents and businesses who have grown to love and truly care about our beautification. These investments greatly improved the beautification of our town, instilling a strong sense of pride in our town.

 

- We proudly presented and passed reduced municipal spending budgets for two straight years, and we reduced our mill rate; the ONLY town in northwest Connecticut to do so. Year after year, our fully independent municipal financial audits are returned with zero cause for concern, while also followed up with praise for the consistent and commendable treasury practices that are executed by our long-time treasurer. It should also be noted, that we finished the 23-24 fiscal year under budget by $34K. This past fiscal year, we are proud to say that we finished $200K under budget!

 

- We’ve proudly laid the groundwork, and have begun to focus intently on our workforce housing, our town’s legitimate pathway to economic viability, our formal cultural district designation, and our renewed plan of conservation and development.

 

- And, for the time since Governor Lamont made his final determination over the summer, I am very proud to announce that after decades of negotiations, stalemate, pushback, and traditional government bureaucracy, the State of Connecticut has formally conveyed 27.45 acres of open green space to the Town of North Canaan. This land is otherwise known as Camp Brook Greenway, running parallel and to the east of North Elm Street. It was a real pleasure of mine to help usher this conveyance request through the legislative process, along with my good friend and legal expert Geoff Drury, who has been a longtime advocate for our green space in particular. This conveyance was also made possible due to our renewed relationship with Garret Eucalitto, Commissioner of the CTDOT. He has become a trusted leader, and one who has finally taken notice of North Canaan.  A testament to our constant effort to champion all things that will benefit North Canaan, such as improved roads, expanding sidewalks, streetscape projects, and railway investments. Once the deed for Camp Brook is formal and the transfer has been made to the town, a more in-depth conversation will then take place about who and whom will monitor its care. This will also soon coincide with the legislative conveyance that is expected to soon take place with will transfer 8 acres of land located behind Daves Tire and Auto, also along North Elm Street. We are also very pleased and ecstatic to learn that the State of Connecticut has agreed to our request that certain acreage within this parcel be set aside for the possibility of a new firehouse for the all-volunteer Canaan Fire Company. The fire department has been weighing their options for potential relocation for decades, and so we are pleased that this could be a viable option for them. The cost for these two land conveyances is zero dollars. We must also give special thanks to State Senator Stephen Harding and State Representative Maria Horn for their tireless advocacy and support with these two conveyance requests.

 

These aforementioned tenants of local government are vital and foundational to our overall growth and sustainability. These require an impenetrable commitment, a strong desire for value-added collaboration, and an unwavering bond that will ultimately bring stakeholders together in a manner that will foster bipartisanship, comradery, and a sustained love for North Canaan.

 

We will continue to build upon our many collective successes, yet there is still much more that is currently building within North Canaan’s social and economic pipeline. Affordable workforce housing, strengthening our small businesses, redesigning economic development, enhanced social health and wellness, and youth engagement, are just a handful of the items that are now brewing in our big basket of goals! This mission has allowed me to connect with so many of you, to serve you, on items that range from productive, to trying, to overtly aspirational. What was most obvious to me, was that whenever the phone rang or whenever an email came through, my decision to answer that call for help was never prefaced or screened by class, color, creed, or party affiliation. That’s because we are one town. Our interests and desires to see North Canaan continue down this road of progress, affordability, and prosperity, is a road that we can all walk together. That is what makes us such a special place. That is what will keep us going well into the future. I thank you all for the immense honor and privilege to serve you and your families.

 

Written by:

 

Brian M. Ohler 

First Selectman

Town of North Canaan

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Goals and Initiatives from 2023

 

8/4/23 Update: 

The North Canaan Transfer Station 

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The current state of our local Transfer Station has been the focus of many conversations. Residents and business owners alike have certainly found common ground when it comes to the need for some drastic structural and operational changes at the facility. This is an area that I intend to prioritize if I am elected First Selectman on November 7th.

 

I have already had conversations with our current Transfer Station manager, as these changes are not personal but in fact a long overdue necessity. Below is a list of items that I plan to address immediately. 

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• The overall safety of station patrons and attendees will guide all decisions going forward. 

• The traffic flow will be routed in a manner that allows for greater ease of use, as well as a safer and clearer view when entering and exiting the facility.

• I will close down the newly opened entrance/exit as it has now become a site of vehicular congestion and overgrown shrubs, creating blind spots and unsightly fence lines that span both directions. 

• The area where appliances have been disposed of will be cleaned up and graded off. Appliances will be given a new drop off location, in a more controlled and cleaner environment. 

• The large bulky waste area will be redesigned/relocated in order to allow patrons to safely maneuver their trailers and vehicles without competing for space with the general flow of traffic. This redesign will also ensure that patrons can dispose of their items safely and not feel rushed. 

• A new location, away from the general traffic flow, will be designated for gently used items. These items would be available to town residents only. 

• The trash and cardboard hoppers will be monitored continuously by a station attendee, ensuring proper use and greater safety for patrons. 

• All vehicles will be checked for proper sticker compliance, without exceptions. Bulky waste charges will also be enforced and consistent with posted information/placards. 

• Transfer station business operations and disposal practices will be vetted and compared with other small towns, all in an effort to ensure that residents and business owners are getting the greatest return on their tax dollars. 

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8/13/23 Update:

A pledge to bring formal vocational education training to North Canaan…

 

As a proud graduate of the Oliver Wolcott Technical High School, I cannot help but think about the countless young lives that would be changed for the better if they only had more exposure to formal vocational education and training, even after their traditional high school graduation. As adults, we often change professions depending on the direction of the wind and day of the week. It’s quite common now to jump from one job to another, searching for what we are truly passionate about.

 

Unfortunately, for the past thirty years our local teenagers and young adults have been urged to move as far away from North Canaan and the Northwest Corner as possible. There has always been this stigma associated with our beloved home. I can’t tell you how many times that I’ve heard people say, “Don’t stay here. There is nothing here. Go, move away to a big city and enjoy your life.” As a result, this 30-year outward migration of young adults has created a drastic void in our skilled trades. Plumbers, Carpenters, Electricians, HVAC-R Techs, Medical Associates, and EMS personnel are so hard to come by that many veteran trade workers are simply retiring and closing their businesses for good, all because they have nobody else to hand it off to. Sure, there may be some “shop” classes offered at our local high schools but I want to see more formalized vocational education (licensed) training offered right here in North Canaan.

 

Located at the crossroads of Route 7 and Route 44, nestled right in between three large states, I am confident that North Canaan can attract the necessary number of students to justify an investment from an existing training institute (Porter and Chester, Lincoln Tech, etc.). Or, perhaps there is an opportunity for the State of Connecticut to build a vocational education training center like the one that they have in Bristol. Or, perhaps we can consider creating a private-public partnership with some of our existing large-scale manufacturers as a way to fund these programs, and thus create a larger labor pipeline for them in return.

 

We need to change the culture and erase the stigma. You can survive working in the trades! You can thrive when you work with your hands and show the world just how talented and skilled you are when you finish building that one-of-a-kind masterpiece, or repairing a catastrophic failure, and even saving a life. There are some high school graduates who feel so much pressure from society, that they must go right into a four-year college program, regardless if they are even sure about what they’re truly passionate about. The result of that misguided pressure is a young adult, a new college graduate, who may now have to move back home with their parents because they decided that what they majored in isn’t in fact what they really want to do anymore. So, now they’re stuck with no more options and $100,000 in student loan debt, all at the ripe age of 22.

 

North Canaan can be, and will be, a home for this type of opportunity. We will erase that stigma, and we will once again prove to our young adults that it is ok to stay home after high school. North Canaan isn’t just located at the crossroads of Route 7 and Route 44, in fact, I believe it’s located at the crossroads of Possibility and Success.

 

I am not waiting a minute longer to start having these conversations. This mission begins now, and it is my hope that you all share the same level of optimism and enthusiasm as I do.

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8/20/23 Update:

Government process and operations…

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After receiving such positive feedback I’ve decided to build upon my weekly campaign updates by selecting different sections from my 50-point action plan and elaborate on them in greater detail. This plan is aggressive and robust, and it’s only a launching pad for the many other tasks that my team and I are hopeful to take on if we’re fortunate enough to be elected on November 7th.

For over twenty years my life has been completely immersed in the professions of healthcare operations, facilities and asset management, risk management, quality improvement, project management, public safety operations, strategic development, infrastructure security, emergency management, c-suite protection, and governmental affairs. While each area maintains its own unique mission and set of challenges, it has been my experience, many times over, that they all do in fact coexist within the broader spectrums of strategy and operations, planning and policy, and preparedness and response. Best practices and lessons learned have enabled all my teams to be successful on many levels.

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Governmental process and operational function are undoubtedly two target areas within my action plan that will be taken on in numerous phases. Change is a good thing, especially when it comes to modernizing local government, assessing daily operations, and examining boards, commissions, and departments; ultimately making the necessary decisions that will enhance the aforementioned target areas by placing them in a more responsible, sustainable, and equitable position for the future. Taxpayers want to know what their return on investment is. They want to see where their tax dollars are going and they want to understand how it is being spent; moreover, why is it being spent. Taxes go up and taxes go down. Budgets go up and budgets go down. Mill rates go up and mill rates go down. Property valuations make some people smile, while others may scowl. But, do you all know why? Well, you certainly should.

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I believe that my background and experience have put me in the best possible position to be North Canaan’s next First Selectman; in order to serve in a capacity that also leads through heightened awareness and constant education. I want to inform and educate as many residents and taxpayers as possible about the process and operations of municipal government, and I want you all to know why certain things may be the way that they are. And, when items need to be changed, I want you all to understand the pros and cons.

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The result of this effort, I am proud to say, will be a North Canaan that is truly centered on the success and prosperity of every resident, family, taxpayer, and business. As First Selectman I will rely heavily on the diversity of my professional experiences, my operational and situational awareness, and my formal training and education to help create a government that is guided by principles of trust and transparency, and respect and responsibility.

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9/18/23 Update:

North Canaan’s dire need for more affordable housing options…

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According to the National Low Income Housing Coalition 70% of low income families pay more than half of their income on rent and more than 580,000 Americans face homelessness on any given night. Reliable, affordable housing truly is a paramount variable when rural towns are aiming to reduce intergenerational poverty and increase economic vitality. Affordable housing is also a social determinant of one’s own health. Just as income and education influence a person’s own physical and mental well-being, so doesn’t their housing. When people are spending more than half of their income on rent they become unable to afford quality medical care and quality meals.

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North Canaan has become one of the last bastions of hope when it comes to the need for increased affordable housing development. At a time when neighboring towns are seeing their local housing prices increase drastically over the past three years, North Canaan has been able to retain some level of stability. Unfortunately, as housing options begin to dry up, those homebuyers and investors are now beginning to focus more on North Canaan. A housing battle that will inevitably drive up home costs even more.

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Addressing this crisis is multifaceted. There are a host of variables that all contribute to the pros and woes of affordable housing. Many leaders tend to focus solely on young families and young professionals when it comes to planning for future developments. However, we can’t forget about our older adult and senior populations. This demographic undoubtedly contributes to a vast percentage of North Canaan’s low-income and fixed-income population. So, as we begin to tackle this issue we must look at this from a broader and more holistic point of view. We must take inventory of all open spaces and then begin to categorize each parcel pertaining to its location, current use, level of feasibility, and distance from required infrastructure. Housing trusts have also proven to be equitable vehicles for affordable housing initiatives.

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Town government should also be viewed as a partnership when it comes to potential developments and renovated/redesigned pre-existing housing. If existing housing options are in fact drying up to the point where there just aren’t any more houses to buy, or prices have simply become far too great for anyone to even consider, then we must be able to have conversations about the potential of development. This shouldn’t scare anyone. Rather, it should be viewed as a dialogue that is healthy and focused on the financial and economic viability of the town, and, that of its residents. Local planning and zoning commissions, and local inland wetlands commissions will also play significant roles in this process. Their cooperation, understanding, and support for these projects will greatly contribute to a more streamlined application and review process. Thus, creating an even more predictable approval process.

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9/30/23 Update:

A safer, healthier, and more resilient North Canaan…

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Local elected officials have a fiduciary obligation to their residents, families, and businesses; understanding that, without bias, they must make decisions and put into action various plans and processes that will ensure the overall health and safety of their constituency. As First Selectman I intend to rely heavily on my 20+ years of public safety, public health, and emergency management experience in order to create a safer, healthier, and more resilient North Canaan.

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Below is just a snapshot of the items that my team and I will tackle in the days and weeks following the election on November 7th.

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- Partnerships with local law enforcement personnel will be reinvigorated and restructured to ensure that crime, reckless driving, and drug trafficking are eradicated from our neighborhoods.

​

- A full review of the current Resident Trooper contract and program will be performed in a timely manner; recommendations and changes to the status quo will be discussed at various levels to ensure that North Canaan is truly receiving a return on investment that is both tangible and equitable.

​

- Excessive speed and erratic vehicle operations within the town limits and in our small neighborhoods will be curtailed through increased enforcement, including the possibility of implementing certain speed control mechanisms such as speed bumps/tables in areas that are deemed sensitive and high risk.

​

- Increased placement and usage of high visibility LED pedestrian lights and signage.

​

- School safety and security plans will be vetted within a committee of cognizance.

​

- Partner with leaders from the Canaan Fire District to repair sidewalks that need it, as well as create a feasibility plan for adding more sidewalks, while also ensuring ADA compliance.

​

- Create an opportunity for a shuttle transportation system that is dedicated solely to North Canaan.

​

- Create a feasibility plan for the creation of a reliable local Community Emergency Response Team (CERT), as well as a dedicated multi-platform emergency alert system.

​

- Partner with local first responders to ensure that their facilities and existing infrastructure are adequate and reliable; create a strategic and financial plan for any potential physical relocation and capital upgrades.

​

- Create a more robust and modernized Emergency Management Department; identify leaders that are qualified, trained, and driven by the most current operational practices in order to ensure that North Canaan residents are properly prepared when emergencies arise. This process will also include the design and modernization of a Continuity of Operations Plan (COOP).

​

- Work with cellular companies to ensure that every corner of North Canaan is covered by cell service; preventing “dead spots” and increasing ability for residents to make emergency phone calls regardless of their location in town (lower Greenacres, Allyndale/Clayton section, Canaan Valley). Locally installed cellular signal boosters have become more technologically reliable, rather than large, outdated tower sites.

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- Ensure timely attempts are made to make North Canaan roads passible and accessible during episodes of inclement weather. Steps will be taken to ensure standby crews are available at a moment’s notice to assist first responders who need to safely traverse local roads.

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- Partner with area health care systems in order to draw more primary care providers and family practice providers; to also include medical professionals specializing in pediatrics, mental health, dental, optometry, and physical and occupational therapy.

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- Work with local property owners to create a portfolio of pre-existing buildings and vacant lots to prepare for medical based companies and contractors who quickly seek areas of growth and opportunity.

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