Category Archives: Economy

Westporters Help Food Pantry Meet Surging Demand

Posted on November 8, 2025 | 3 comments

The halt in SNAP (food stamp) benefits for millions of American during the government shutdown has gotten plenty of media attention.

It’s exacerbated by rising prices for food (and other items) — and uncertainty over what’s ahead for health insurance.

The national press is filled with stories of long lines at overwhelmed food pantries. People in line — some for the first time ever — talk about uncertainty, fear, and the very real pocketbook choices they must make.

It’s a frightening problem everywhere.

Including Westport.

Homes with Hope — the 41-year-old non-profit dedicated to preventing and ending homelessness and food insecurity in Fairfield County — runs an important food pantry.

 

It’s well stocked, and has always served a steady clientele.

Last week saw a surge in visitors.

Last week also saw, Homes with Hope says, “the true power of community.”

Since November 1 — the day SNAP benefits stopped — the pantry at the Jesup Road Gillespie Center, behind Barnes & Noble, has seen a 70% increase in the number of individuals and families seeking assistance.

Stocking up, at the Gillespie Center food pantry.

In just 4 days Homes with Hope greeted nearly 400 people, representing nearly 1,200 adults and children. New faces appeared every day.

The aid they receive is essential. Clients are grateful that the pantry helps relieve stress and uncertainty — and with healthy food. (The pantry includes meat and perishable goods, along with non-perishables.)

To help serve the increased number of visitors, and reduce wait times, HwH has  introduced a “Grab & Go” program. Quick pick-ups of pre-packed essential and fresh items can save 2 to 3 hours in line.

“Grab & Go” food, outside the Gillespie Center.

Homes with Hope says, “This overwhelming demand was met with overwhelming generosity. We thank everyone who participated in recent food drives, dropped off donations at the Gillespie Center, contributed financially, or sent items from our Amazon Wish List.

“Our shelves are still fully stocked during a time of urgent need. Westport always steps up!”

Residents have generously shopped, using Homes with Hope’s Amazon wish list. Food is delivered quickly to Westport.

Homes with Hope also thanks food retail partners: CT Foodshare, Trader Joe’s, Food Rescue US, Fresh Market and Stew Leonard’s. Their contributions of fresh, healthy food enable HwH to meet rapidly growing needs. 

Pantry organizers are also grateful for the encouragement of local officials. Several visited this week — including 1st and 2nd Selectwomen Jen Tooker and Andrea Moore, and state legislators — and affirmed their strong commitment to helping address food insecurity in this area.

From left: Homes with Hope director of development Katharine Murray, State Senator Ceci Maher, HwH board chair Becky Martin, State Representatives Dominique Johnson and Jonathan Steinberg.

“This has been an unprecedented week,” Homes with Hope notes.

“We look forward to greater stability and clarity in the SNAP program moving forward. We remain committed to ensuring that every person who needs help will find a warm welcome — and a full bag of groceries.”

NOTE: Food donations can be dropped off any time. The Gillespie Center on Jesup Road is open 24 hours a day, 7 days a week. Click here to donate cash, enabling Homes with Hope to purchase food.

The pantry is open Monday, Tuesday and Friday from 1:30 to 4.30 p.m., and Thursday from 1:30 to 6 p.m.

Another way to help: Shop directly from Greens Farms Church’s Amazon Wish List (click here).

Homes with Hope’s Community Kitchen is open daily for lunch (12 noon) and dinner (5 p.m.). It is at the Gillespie Center on Jesup Road (behind Barnes & Noble). 

Homes with Hope staff members — including CEO and president Helen McAlinden — offer individual tours of their facility. Call McAlinden: 475-225-5292.

Volunteers are always welcome — in the food pantry, and to serve meals at the Gillespie Center.

Click here for the Homes with Hope website.

FURTHER NOTE: Governor Ned Lamont announced yesterday that all eligible Connecticut households that receive food assistance through SNAP will have full amounts for November transferred onto their EBT cards within the next several days.

State funding will fill the lapse in federal funding, if the US Department of Agriculture does not follow Thursday’s federal court order to provide full benefits for November. 

 

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Posted in Economy, Politics

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“Where We Stand”: Selectman Candidates On 10-Year Capital Plan

Posted on October 20, 2025 | 11 comments

An informed electorate is the greatest bulwark of democracy.

Westporters understand this is a very important election. “06880” is doing our part, to help Westporters understand candidates’ perspectives on a variety of issues.

Once a week, between now and Election Day, we’re asking the men and women running for 3 important boards — Selectmen/women, Planning & Zoning, and Education — one specific question.

We’ll print their responses verbatim.

This week’s question for the Board of Selectmen/women is:

The 10-year Capital Plan is lengthy, and expensive. What are your top 5 priorities – and why?

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Republican Party-endorsed candidates Don O’Day and Andrea Moore say:

Westport’s current 10-year Capital Plan includes more than $400 million in proposed spending for town and school projects, not including interest on the debt. This is in addition to prior capital spending totaling $108 million, also excluding interest.

Despite this significant forecast, Westport recently received an exceptionally strong credit rating, reflecting the disciplined fiscal management of the administration, the Board of Finance, and RTM. This excellent rating helps lower our borrowing costs, allowing Westport to advance our Capital Plan efficiently and responsibly.

That said, the 10-year Capital Plan must and will be carefully re-evaluated when we take office in November.

Andrea Moore and Don O’Day

Important questions:

  1. What are our current capital spending priorities?
  2. How will we evaluate each item in the plan?

Our Capital Priorities

We have identified 3 projects that are long overdue and will be prioritized:

1. Parker Harding Plaza – the current estimate is ~ $6 million.

The current estimate reflects a full redesign of the entire plaza and parking lot. Our immediate focus will be bringing the parking lot up to code. This will reduce the number of spaces in order to address safety and accessibility requirements. We will identify replacement parking spaces before proceeding with paving and steps to find these spaces are underway. A new parking structure in the Baldwin Lot will be an option if needed.

2. Longshore facilities – the current estimate is ~ $14 million (shed, Clubhouse, cart barn parking and surrounding area – more is planned)

The Longshore redevelopment includes our private/public partnership with the Inn at Longshore and Delamar. The first priority in the Longshore development plan is replacing the maintenance facility. While the exact size, location and specific design of the shed can be debated, the need to replace the shed is clear.

The Clubhouse at Longshore also requires immediate attention, as its current condition limits revenue potential and does not reflect the quality of one of Westport’s most valued recreational assets. Longshore is a centerpiece of Westport’s recreational offerings, and improving these facilities ensures safe, enjoyable experiences for residents of all ages.

3. Coleytown Elementary School – the current estimate is $85 million

CES is significantly overdue for replacement or major renovation. Recent roof leaks forced the closure of a kindergarten class, highlighting the urgency. Planning for CES must begin immediately, even as Long Lots and Stepping Stones construction proceeds. Westport must be able to advance multiple major projects simultaneously, and CES is too important to defer. Investing in the school safeguards the learning environment and future success of our children.

Other critical projects requiring full attention include a combined police, fire, and EMS facility, as well as flood resiliency and bridge projects.

Evaluating the Capital Plan

Once in office, we will work with the finance director, the Board of Finance, the RTM and project sponsors to review every line item in the Capital Plan. Each project will be assessed and prioritized as high, medium or low based on safety, urgency, operational need, cost escalation risk and community benefit.

This process will not be a one-time exercise. It will become part of a disciplined, transparent, annual capital forecast process to ensure Westport invests wisely and delivers results for residents. We will make every dollar of taxpayer investment count.

Looking Ahead

We must ensure that our taxes remain competitive compared to other towns in Connecticut.  It is a source of strength and adds to our property values.

By focusing on urgent needs, rigorously evaluating all projects, and maintaining transparency, we will ensure that Westport continues to thrive while managing its resources responsibly.

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Independent Party-endorsed candidate David Rosenwaks says:

With more than 250 line-item capital requests presented in random order and spread over a decade, it’s difficult for all of us to grasp the logic, purpose, or prioritization behind this almost $500 million plan.

Quite frankly, I’m surprised by the lack of strategy, rationale and fiscal discipline. If we were to follow this plan as written, taxpayers could face up to a 20% increase in taxes solely due to capital expenditures. I’m perplexed by how we’ve moved from a fiscally responsible approach with stable tax rates to a proposal that would significantly burden our residents.

David Rosenwaks

Westport is at an inflection point. We can continue managing from crisis to crisis, or we can pivot to a higher level of proactive planning and proficient management. I will lead with a different approach, one that produces results through vision, strategy, and disciplined execution. My thoughts and priorities are as follows:

1. Deliver a Strategic Plan

My first priority, as your first selectman, will be to launch a comprehensive, long-range strategic planning process for the town, one that aligns our initiatives, priorities and expenditures. My commitment is to have this plan completed by the end of Q1 2026.

This plan will guide our long-term tactics, including capital investments, and provide a framework for annual budget decisions. It will engage all major town bodies — the Board of Education, Board of Finance, Planning & Zoning Commission  — to assess critical issues, identify opportunities, and establish a shared vision built on clear strategic pillars. Throughout this process, residents will have full transparency and an active voice.

2. Performance and ROI

My second priority is to ensure every initiative is clearly defined, categorized, and measured for performance. We will apply proficiency and ROI metrics to make certain every tax dollar is spent wisely and delivers measurable results. My commitment is to uphold the highest standards of efficiency, effectiveness and accountability in every expenditure. This disciplined approach will allow us to evaluate initiatives and alternative approaches using clear, comparative data.

3. Informed Prioritization

With a solid strategic framework and clear performance metrics in place, we can make smart, deliberate choices about which initiatives are essential and which can wait. We will know what initiatives provide the most immediate, most cost-effective impact.  Your voice will guide these decisions — it’s about your voice, your town, your government and your choice.

4. Guiding Principles

Our guiding principles should set our strategic priorities; be straightforward and enduring:

  • Safety: Support police, fire, traffic and infrastructure to provide a secure environment for all residents.
  • Schools: Preserve our most valuable asset, our schools, both academically and structurally, avoiding crisis-driven repairs.
  • Smart and Sustainable Development: Support thoughtful growth that enhances our community’s architecture and heritage, while proactively addressing environmental concerns.
  • Parking Concerns: Support residents and merchants alike.
  • Essential and Recreational Services: Enhance the quality of life of all members of the community.

5. Leadership with Purpose

It would be easy to simply dictate a list of capital priorities; but that’s not effective leadership. My approach is strategic, inclusive, and purpose-driven. My commitment is action and results, guided by passion for this community and a shared purpose to make Westport stronger, more sustainable, and more connected.

What matters most are not the ideas I impose, but my ability to lead and unify our values, interests, and priorities. By hearing every voice, I will find our common ground. I will not seek differences, but rather areas where we can align and collaborate. It is not each of our ideologies against one another, it is all of us together protecting the quality of life, the essence of our town, and the value of our tax dollars.

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Democratic Party-endorsed candidates Kevin Christie and Amy Wistreich say:

The 10-Year Capital Plan is a management tool, not a substitute for a vision for Westport.

Right now, it’s a $500 million wish list of nearly 300 projects submitted by town departments, including 67 estimated to cost $1 million or more. Items range from $65,000 for a sewer pump station generator to $92.5 million for a combined police, fire and EMS headquarters.

The job of the Town’s CEO is not simply to manage the list in conjunction with the superintendent of schools. It’s to understand Westport’s needs and provide the leadership, vision and discipline to set priorities, and ask what’s missing.

Kevin Christie and Amy Wistreich.

As your selectmen, we will:

Lead the process. Use the forecast not as a to-do list, but as an opportunity to prioritize projects based on how they fit into a larger strategy for Westport. That means launching a full review of the forecast, collaborating with the Board of Finance, RTM, Board of Education and the public so that the order in which we tackle projects reflects what Westport needs, what we can afford, and ensures things are done properly, on time, and on budget.

Be fiscally responsible. The capital plan is funded by your tax dollars. We take that responsibility seriously and will spend wisely and only when necessary. That means no wasteful studies, and no $7 million maintenance facility in the middle of Longshore’s golf course.

Balance wants with needs. Westporters want the town to be more active, walkable and bikeable. They also want our recreational facilities and playing fields better maintained. Priorities like these aren’t fully reflected in the forecast today. We can change that.

We come to the selectmen’s office prepared for this. On the Board of Education’s Finance and Facilities Committee, I helped develop the criteria to prioritize our school district’s capital needs after witnessing the mold issues at Coleytown Middle School and Long Lots Elementary.

The BOE’s and superintendent’s focus has been on infrastructure: keeping our buildings dry and maintaining air quality by investing in the building envelope and mechanicals, and these are reflected in the forecast. We’ve seen what happens when those aren’t prioritized: costly renovations and new construction. That’s a lesson I’ll carry to Town Hall.

Our current roles on the Board of Education and Planning & Zoning Commission give us comprehensive insight into the areas that need the most attention. With this, plus what we have learned during our campaign in talking to Westporters, town staff, board and commission members, and local businesses, we’re prepared with a preliminary list of our investment priorities, focused on our infrastructure. They include:

  • Fixing the problems that have taken too long: including Parker Harding and downtown parking.
  • Schools: We’re committed to ensuring that Long Lots/Stepping Stones comes in on time and on budget, planning ahead for Coleytown Elementary, and maintaining our schools to extend their useful lives.
  • Efficiency: Ending the cycle of “study and shelve” spending by using local expertise to act. 
  • Sustainability: Flood resiliency, and preserving open space when considering projects, including a sensible solution for the Parks & Recreation Department maintenance facility that protects the golf course at Longshore.
  • Securing grants: Aggressively explore state and federal funding and resources to support projects while reducing taxpayer burdens.

Together we bring decades of experience in finance, corporate strategy, land use, and construction. We know how to manage risk, sequence and execute complex projects, and ask the right questions before the taxpayer foots the bill.

Fiscal responsibility isn’t just about cutting costs. It’s about making smart, transparent, and forward-looking decisions — informed by our community — that strengthen Westport and respect both taxpayers and tax dollars.

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To read last week’s “Where We Stand” responses, click here.

For the second  “Where we Stand” question, click here.

For our first “Where We Stand” question, click here.

 

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Posted in Economy, Local politics

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“Blue House” Faces Foreclosure Future

Posted on July 19, 2025 | 19 comments

A lot has happened since 2019.

President Trump left office, seethed during the 4-year presidency of Joe Biden, and is now back in the White House.

The world went from never having heard of a “coronavirus,” to shutting down for months, to getting vaccinated, to hearing that vaccines are not really needed anymore — and now, pretty much forgetting that COVID ever existed.

Queen Elizabeth died. Pope Francis died. Taylor Swift took over the planet.

In all that time though, the “blue house” at 233 Hillspoint Road remains unfinished.

233 Hillspoint Road (outlined).

It will be for the foreseeable future, too.

The property is now in foreclosure.

An auction date of September 3 has been set for the land and building. It is marketed by Northgate Real Estate Group as a “single family home, mid-construction,” on a “rare beachfront property featuring 2 stories with an elevator.”

The 4-bedroom, 4 1/2-bathroom home sits on a 5,663-square foot Old Mill Beach lot, a “5 minute drive from the Compo Beach Yacht Club and Marina.”

Current status of 233 Hillspoint Road.

The saga began in 2015, when Positano restaurant — the successor to the popular Café de la Plage — closed.

(Positano subsequently reopened next to the Westport Country Playhouse. After several years, it was replaced by Gabriele’s. That’s not part of the story, but it does illustrate in another way how much time has passed.)

The restaurant building was demolished in 2018.

On July 24, 2019 — almost exactly 6 years ago — “06880” reported that a new 4,200-square foot home would replace it. The asking price would be $7.5 million.

Artists’ rendering of the house going up at 233 Hillspoint Road (July 24, 2019 “06880”).

Construction began.

And then … crickets.

For months — as COVID came and went — the house sat behind a construction fence, half-finished.

Wrapped in blue Tyvek, and swaddled in litgation, it spent years as a large headache for neighbors, and eyesore for all.

Finally — more than a year ago, on February 18, 2024 — “06880” posted good news.

The property had a new owner. He introduced himself to the town, via our blog:

My name is James Pendry.

I have lived in Westport since the late 1980s. I sent my children to Staples High School.

I was a member of Westport Rotary for years, and have lived in an antique home on the Mill Pond for over 2 decades.

I have logged many hours sipping coffee outside Elvira’s, and many summer days reading at Old Mill Beach. I’d like to think I know the neighborhood.

I know there have been many rumors, many fingers pointed, much outrage and vituperative attacks on everyone from the seller, Planning & Zoning Commission, Zoning Board of Appeals and Building Department.

Virtually everything I’ve heard is the worst form of gossip: false and mean.

A photo that ran with James Pendry’s story.

Unfortunately, and I guess to disappoint many of you, there is no villain here. There is only a profound lack of communication, the lost years of COVID, and the ill-effects of “silo-ing.”

At each turn in this drama, every actor was doing the logical and right thing from their specific and singular point of view. Omniscience was required — someone or some authority to look at the big picture, and forge a workable compromise.

That entity does not exist in the land use departments of the town of Westport — or in the halls of Congress of the United States. The result is the same: missed opportunities, little productive debate, and either no outcome or a bad outcome.

In the last week we have cleaned up the site, moved the security fence so as not to impede pedestrian traffic, and replaced all the blue skin on the exterior of the building.

233 Hillspoint Road in February 2024.

The neighbors, who had sued the previous owner, were gracious enough to meet with me and keep an open mind to some changes.  Ultimately, we were able to reach a compromise that each of the plaintiffs and I can abide by.

Construction will start in earnest, as soon as the ZBA signs off on the compromise reached.

I am hopeful that that can happen at their next meeting.

Hope springs eternal.

But as Vince Lombardi may have said, “hope is not a strategy.”

The ZBA did sign off.

Construction did resume.

And then — like a Metro-North train offering false hope when it starts chugging along after stopping randomly on the tracks — it halted again.

Now we know why.

The financing is not there.

The foreclosure notice described the property as “mid-construction.”

Let’s hope that “mid” does not literally mean “in the middle.”

Because if it’s only halfway done, that means it won’t be finished until 2031.

(“06880” reached out to James Pendry for comment. As of last night, he had not replied.)

Another recent view of 233 Hillspoint Road (foreground).

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Posted in Beach, Economy, Real estate

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Despite National Volatility, Westport Real Estate Market Still Strong

Posted on May 11, 2025 | 11 comments

Single family home sales in Westport continue to decline.

The good news — for sellers and our tax revenue, if not for buyers — is that prices continue to rise.

Homes are also spending fewer days on market than in prior years. That’s due to stronger buyer demand, and a shift in marketing strategy.

There were 69 sales of single-family homes between January 1 and May 5. The average price was $2.576 million.

Another 19 condos and townhouses were sold, at an average price of $1.364 million.

This 6- bedroom, 8 1/2-bathroom, 8,639-square foot home on 2 acres at Fraser Lane is on the market for $10.95 million.

Those are some analyses by our friends at KMS Team at Compass.

But — as is often the case with real estate — there’s more there than meets the eye.

“There have always been “off-market sales,” they say. Those are properties that change hands privately.

Off-market sales have existed for quite a while. Any homeowner can choose how to sell their home: a full MLS listing, to a family member, to a buyer directly, to a buyer represented by a buyer agent, to a builder, etc.

Sellers have various reasons for choosing to sell off-market, including privacy, discretion, ease of transaction, convenience, etc.

Not every homeowner is interested in attracting the most money for their property, and multiple bid situations. Many actors impact the decision on how to sell such a large investment.

Today, KMS says, the trend is to start offering a home for sale privately, to test the market and price.

That gives sellers time to properly prepare their home — and themselves — for the sale.

Beyond maintaining privacy, sellers believe this strategy helps drive serious, qualified buyers to their home. That makes the process easier, and less invasive.

Meanwhile — despite volatility in many areas of the American economy — Westport’s real estate market seems largely unaffected.

All markets are hyper-local, KMS emphasizes. In years past, when sales were sizzling nationally, Westport was less active.

Countrywide trends are not indicative of what’s happening in our town.

That’s why — in addition to pricing, preparing and selling a home, and handling all the associated paperwork — realtors also serve as trusted confidantes.

“We all have to be calm” in turbulent times, counsels KMS’ Karen Scott.

“Right now, the world is emotional. We try to help people think logically, and focus on the buying and selling task at hand.”

Clients (and realtors) “should not get caught up in national headlines.We have to focus on what’s happening here.

“People are more cautious, but they’re still buying and selling. Interest rates are higher, but it’s not complete doom and gloom. In Westport, there are still a lot of buyers, and a lack of inventory.”

(“06880” covers the Westport real estate market — and everything else that happens here with homeowners, renters, former residents and visitors. Please click here to support it all. Thank you!)

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Posted in Economy, Real estate

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Not Your Usual Toy Story: Tariff War Is A Dangerous Game

Posted on April 14, 2025 | 25 comments

Americans love their pets.

And their pets love the toys. Americans buy them by the millions each year, at stores like Walmart, Target, Petco and RiteAid.

Most Americans don’t know that a majority of those pet toys are designs from LRY Enterprises.

Fewer still know that LRY is run out of the home office of owner Leslie Yellin, right here in Westport.

That makes our town a major player in the pet toy world.

And it puts Yellin on the front line in the recent tariff wars that whipsawed that world — and every other business one.

Leslie Yellin with her latex pigs — the #2 best-selling pet toy in the US.

Yellin has spent her entire working career — beginning with baking dog treats in the back of Lick Your Chops, the Main Street pet store — in the industry.

She has never seen the turmoil she sees now.

For over 30 years she has built relationships with factory owners and companies oveseas. That’s where all her toys are made.

“Maybe once you could manufacture them here,” she says. “But there’s no way you can make a $2 cat toy in the US now, when you’re paying employees $15 an hour.”

Last week, President Trump slapped China with a minimum tariff rate of 145 percent. That stunned the country — and Yellin.

Leslie Yellin with pink pet toys she created to raise awareness of breast cancer.

“We’ve worked with generations of families” in China, Yellin says. “It would be painful to take business from them.”

Painful — but necessary. To survive, she must find factories in other countries.

“No one can do business this way,” Yellin notes.

“My company and big retailers can absorb some of the tariffs. But small companies, and most consumers, can’t. This is impossible. It will kill businesses, and lives.

“We are all in a daze,” Yellin says, speaking of manufacturers in many sectors. “We’re all asking: What’s the end game?”

When the first round of tariffs was announced, Chinese factories offered concessions. “They wanted to help,” Yellin says.

“But no one can absorb 145%. There is an entire group of manufacturers, just waiting and holding our breath.”

Yellin hopes there is a path to negotiation. If so, that must include recognition that China is treated with respect.

“Saving face is important” to those politicians and businesspeople, she says. “That’s the challenge politically,” for an administration that has not showed much respect for trading partners.

She could find manufacturers in countries like Cambodia and Vietnam. Trump announced tariffs of 49 and 45 percent on those nations, then paused them for 90 days.

No matter what happens, Yellin notes, “you can’t just flip a switch, and start manufacturing somewhere else. There”s a big learning curve, and a huge supply chain effect.”

In addition, she notes, all materials used in pet toys will still come from China.

“You can shuffle things around all you want, but the cost of goods may be even higher in the end if they have to be exported from there,” to be made somewhere else before arriving in the US.

Looking ahead, Yellin says, “People will spend less. They’ll buy cheaper products.” If the Chinese tariffs hold, “it will be devastating for middle- and lower-class Americans.”

Still, she says, her sector will not be hit as hard as some others.

“When a bad economy hits, pet toys and cosmetics do okay. During COVID our sales were up 25%. Pets are a source of happiness. People don’t let their pets suffer.”

But high tariffs are not a recipe for success overall. Major price increases in areas like medications and healthcare have particularly dire implications, Yellin says.

Meanwhile, she says, “I speak to major retailers all the time. We look at each other and say, ‘What are we going to do?’ Right now, we’re all in a holding pattern. Something has to give.”

Some Chinese factory owners have offered to change their invoices, to hide the source of a product (for, perhaps, a side payment). Some American companies may do that, she says. LRY Enterprises will not.

In this country, Yellin says, “Walmart says they don’t want to raise prices. I commend them. But we’re all going to have to eat these increases.”

Still, life goes on. The toy company owner is doing what she always would at this time of year: designing toys for the 2026 holiday season.

But, Yellin says, “I can’t do that forever. Something has to give. I’d love to know the answer: What’s the end game?”

(“06880” is where Westport meets the world — politically, economically, and every other way. If you appreciate stories like these, please click here to support our work. Thank you!)

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Posted in Economy, Local business, Local politics

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Rent Too Damn High? Westporters Have An Option

Posted on April 11, 2025 | 13 comments

Jimmy McMillan ran for mayor of New York twice, on the Rent is Too Damn High Party.

But if he lived in Westport, and did not like what his landlord charged, he would not have to run for first selectman.

He could complain to the Fair Rent Commission.

If you haven’t heard of it, you’re not alone.

Westport’s newest board was established recently, after a state law was changed to mandate a fair rent commission in any municipality with at least 25,000 residents. (Previously, it was limited to large cities.)

Westport’s population of 27,000+ includes new apartments …

The Commission is just getting organized. The state statute says at least one member must be a tenant, and one a landlord.

First Selectwoman Jen Tooker appointed 5 members: Adrienne Durkin, William Hickson, Tanya Kaur, Marisa Manley and Theresa Miles.

They had their first organizational meeting this week. Assistant Town Attorney Eileen Lavigne Flug helped members understand the ordinance, their roles, and how to hear complaints.

The Commission deals with renters of both apartments and single-family homes. Seasonal rentals (for example, those for just the summer) are excluded.

Michele Onofrio is the Fair Rent Commission administrator. A longtime employee of the town’s Building Department (and administrator of Westport’s Blight Prevention Board), she will receive complaints from tenants about their rent.

Tenants can complain about a rent increase they believe is unfair; a charge for utilities or services that used to be included in the rent; or unsafe or unhealthy conditions that may violate housing, fire or health codes.

Tenants do not need a written lease to complain. They also do not need a lawyer.

… and older ones. A 2-bedroom, 1,000-square foot unit on Franklin Street (above) is listed for $2,300 a month.

Onofrio will then attempt to resolve the issue, with the tenant and landlord. If she cannot, the commission will hear the case.

The law lists 13 factors to be considered when determining fair rent. They include rents charged for similar apartments or houses; health and safety; services supplied by the landlord (utilities, furnishings, etc.); the landlord’s taxes and other expenses; the tenant’s income; previous rent raises, and more.

After a hearing, the commission can decide that the rent is fair, and order the tenant to pay.

The commission can also determine that the increase is unfair, and set it at a fair level and order the landlord to accept it; decide that the increase must be phased in gradually, or delay an increase until repairs are made to fix code violations.

No complaints have been made yet.

Jimmy McMillan: Are you listening?

(For more information on the Fair Rent Commission — including a tenant complaint form — click here. You can also email fair-rent@westportct.gov, or call 203-341-5024.)

Single-family homes are also available. This 3-bedroom, 1,634-square foot house rents for $7,850 a month.

(No other media outlet knows — or covers — Westport like “06880.” But we can’t do it without reader support. You can make a tax-deductibe contribution by clicking here. Thank you!)

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Posted in Economy, Local politics, Real estate

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Roundup: Stew’s & Tariffs, Bird Flu & Westport, Zach De Brino & Playhouse …

Posted on March 10, 2025 | 14 comments

Everyone’s talking about tariffs.

In this area, many of those talking are businesspeople. Most have some skin in the game.

That includes Stew Leonard Jr.

The Westport native — now CEO of Stew Leonard’s, the company his father founded, with 8 locations in the tri-state area — sat down the other day with Business Insider. Among his comments:

As far as tariffs go, I’ve talked to our suppliers in Mexico with avocados and beer and tequila, and I’ve talked to our suppliers in Canada. We get some tomatoes on the vine from Vancouver, and salmon is our biggest item from Canada. There’s also lobsters, but it’s not lobster season yet.

Basically, take your darts out for your dartboard because nobody that I’ve talked to, even the experts in the field, knows what’s going to happen.

Throw a dart. Is this tariff going to last one day? Is it going to last a week? Is it going to last a month?

What we’re scrambling to do is find alternate sources if there is an increase in the tariff. We’re sitting here riding the market day by day….

Click here to read the full story. (Hat tip: Doug McCarthy)

Stew Leonard Jr. (Photo courtesy/Westchester Magazine)

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On the 5th anniversary of the pandemic, COVID is still here.

Is bird flu here too?

While the CDC website shows no reported cases in Connecticut — or east of Ohio — one Westport woman is not so sure.

She told “06880” yesterday that she found 2 dead birds in the waters of the Ned Dimes Marina at Compo Beach, and another nearby on the Longshore golf course.

She was advised to contact the Aspetuck Health District, just to be sure.

Dead birds at the Compo Beach marina.

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For a while, I’ve wondered why nearly every new house in Westport seems to be white (with black accents).

I’m not the only one.

Dan Kois has thought about the trend too.

Now he’s written about it.

He concentrates on Arlington, Virginia. But the style is national, he notes.

His piece in Salon answers a number of questions, including why they’re so big, and why they’re so white. Click here to read. (Hat tip: Scott Smith)

This 4-bedroom, 3 1/2-bathroom house on Spriteview Avenue is on the market for $3.499 million. 

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It’s less than 3 miles from Staples High to the Westport Country Playhouse.

It’s a lot longer through Ithaca, New York.

That’s the route Zach De Brino took. It was worth the detour.

Before graduating from high school in 2019, he was an assistant director for Staples Players.

Zach earned a BFA in stage management from Ithaca College in 2023. Since then he’s worked Off-Broadway and regionally, including production assistant and crew swing on “Teeth” at Playwrights Horizons, assistant stage manager for the Spoleto Festival USA in Charleston, and event production coordinator in New York.

Now he returns home. Zach is the production assistant “Theatre People,” which opens March 25 at the Playhouse.

Click here for more information on the show, including tickets.

Zach De Brino, checking props for “Theatre People.” (Photo/Andrea Quiles)

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Jay Norris’ new “Visionary” podcast has just dropped.

This week, the business/tech/media/retail/real estate/music entrepreneur talks with ESPN chair (and fellow Westporter Jimmy Pitaro.

To hear the strategy that led him to the world’s top sports network — and much more — click below.

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Signs of spring are everywhere. Bob Weingarten spotted this — a perfect candidate for “Westport … Naturally” — on Hillandale Road:

(Photo/Bob Weingarten)

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And finally … as noted above, Stew Leonard Jr. is worried about:

(Be a champ! Help support “06880.” Just click here — and thank you!)

 

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Posted in Beach, Economy, Environment, Local business, Longshore, Media, Real estate, Sports, Staples HS, Westport Country Playhouse

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10-Year Capital Forecast: $473,000,000

Posted on February 28, 2025 | 10 comments

This week’s charrette about a new public safety headquarters, to be shared by Police, Fire and Emergency Medical Services, drew public attention to Westport’s 10-year capital forecast.

It includes nearly 70 projects estimated to cost at least $1 million. They range from those well into the planning stages, to others far in the future.

The cost of all $1 million-and plus projects: $431,521,675.

Another 200 or so items are listed for than $1 million each. They bring the total 10-year capital plan to $473,517,178.

Not every project will come to fruition, of course. Those that do may be substantially altered. And the capital forecast changes annually.

Most would be funded by bonds. Private funds would be sought for major recreational improvements like artificial turf on athletic fields, a Longshore clubhouse cart barn, the Inn at Longshore renovations, and a pedestrian bridge across the Saugatuck River. ARPA is funding some previously approved projects. too.

The combined public safety facility is the costliest item. It’s listed at $92.5 million.

Coleytown Elementary School renovation/replacement is projected to cost $85 million, while the Long Lots Elementary replacement — much further along in development — is listed at $80 million.

The next most expensive project — listed for $12.2 million — is for replacement of the Coleytown fire station.

Coleytown Elementary School (center) and the Coleytown fire station (lower left) are both in the new 10-year capital forecast.

Click here, then scroll down to “2024-25” for the first 2 items: “10-Year Consolidated Capital Forecast,” and the forecast over $1 million. Here are the projects listed for at least $1 million:

Central public safety headquarters: $92.5 million

Coleytown Elementary School renovation/replacement: $85 million

Long Lots Elementary School renovation/replacement: $80 million

Coleytown fire station replacement: $12.2 million

Longshore pool area improvements: $8.83 million

Longshore construction fees/clubhouse cart barn parking and surrounds: $8.175 million

Inn at Longshore renovations: $8 million

Longshore parks maintenance facility: $6.695 million

Replacement of the Longshore maintenance shed has caused controversy in town.

Transform Parker Harding Plaze (combine with downtown project): $6 million

Staples High School roof replacement of 2006 addition/other areas not replaced in 2023: $5.275 million

Bedford Middle School roof replacement: $5.225 million

Jesup Road/Taylor Place design and construction: $5.1 million

Kings Highway Elementary School roof replacement: $4.993 million

ARPA projects approved previously (facilities, human services, health, arts, schools): $3.707 million

Saugatuck fire station renovation: $3.6 million

Staples High School Loeffler field and baseball field, artificial turf: $3.5 million

Loeffler Field at Staples High School. Artificial turf here, and on the adjacent baseball diamond, would be funded privately. (Photo/Lynn Untermeyer Miller)

Public ssafety radio system subscriber units replacements: $3.25 million

Greens Farms Elementary School roof replacement and replair, exhaust fans replacement: $3.235 million

Longshore golf course irrigation system: $3.095 million

Old Mill walkway reconstruction, rehabilitation of tide gates: $3.082 millionARPA funds, $2.498 million bonding

Saugatuck Elementary School HVAC upgrades (5 years out): $3.072 million

Longshore and Evan Harding renovations: $3.045 million

Longshore pickleball courts: $3.025 million

Cross Highway bridge over Deadman Brook: $2.5 million

Sidewalk rehabilitation: $2.5 million

Longshore waterline installation: $2.2 million

Pedestrian bridge across Saugatuck River design and construction: $2.15 million

Greens Farms Elementary School retrofit AHUs: $2.132 million

Like all Westport schools, Greens Farms Elementary needs constant attention. (Drone photo/Brandon Malin)

Fire Department replacement of ladder truck: $2.1 million

Deadman Brook at Jesup Road design, permitting and construction: $1.95 million

Longshore Zone 5 parking and enhancements: $1.948 million

Long Lots Road bridge over Muddy Brook design and construction: $1.8 million

Longshore tennis and platform courts renovation: $1.78 million

Town Hall space planning design and renovation for ADA compliance: $1.75 million

Revaluation — assessor: $1.69 million

Hillandale Road culvert replacement at Muddy Brook: $1.675 million

Charles Street, Park Street and Riverside Avenue signal streetscape: $1.675 million

Wakeman E field artificial turf: $1.65 million

Staples High School, replace sports flooring: $1.624 million

Fire Department, replace engine or quint: $1.6 million

Coleytown Middle School artificial turf: $1.6 million

Staples High School, evaluation of stage rigging: $1.576 million

Riverside Avenue and Bridge Street, landscaped roundabout: $1.575 million

Town Hall exterior repairs, painting, chimney replacement: $1.55 million

Town Hall needs upgrading too.

Fire Department, replace engine or quint: $1.5 million

Replace 6 Freightliner plow trucks: $1.5 million

Imperial Avenue parking lot, improve appearance and safety: $1.5 million

Long Lots Elementary School, athletic field renovations artificial turf: $1.5 million

Compo Road South sidewalk replacement: $1.47 million (grant)

Deadman Brook at Myrtle Avenue culvert: $1.4 million

Bedford Middle School, replace millwork: $1.358 million

Replace 5 Freightliner plow trucks: $1.25 million

Compo Beach entrance, walkway, fencing: $1.25 million

Longshore renovation, Cuttings Lane East: $1.215 million

Westport Library, partial roof renovation: $1.2 million

Partial Westport Library roof repair is in the capital forecast.

Greens Farms Elementary School, replace hot water boiler, pumps and valves: $1.186 million

Coleytown Elementary School, casework replacement: $1.143 million

Staples High School, AHU at gym with AC and BMS controls: $1.129 million

Staples High School, AHU at gym: $1.056 million

Staples High School, replace cooling tower filter, pump, water treatment, BMS controls: $1.046 million

Compo Beach retaining wall, north side: $1.025 million

Fire Department, replace rescue truck: $1 million

Staples High School, asphalt repair and replacement: $1 million

Pump station #8 rebuild: $1 million.

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Posted in Beach, Downtown, Economy, Education, Library, Local politics, Longshore, Police, Staples HS

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Quite A Grand List

Posted on February 5, 2025 | 1 comment

Town Assessor Paul Friia has announced details of Westport’s 2024 Grand List.

The Grand List is the sum of the net assessed value of all taxable property – real estate, motor vehicles and personal property.

Motor vehicles and personal property are valued annually, while real estate is updated based on the market values determined as of the town’s last revaluation date (October 1, 2020).

Changes to next year’s Grand ist will reflect the upcoming revaluation.

The net 2024 Grand List of $11,616,471,195 is an increase of nearly 1.3% from 2023 ($11,468,456,765).

Properties like this on Beachside Avenue help boost the Grand List.

There were increases in 2 of the 3 categories.

Friia says that the 1.6 percent increase in real estate assessment is a result of continued residential and commercial new construction, as well as renovation activity.

That includesthe completion of construction on 31 condos at 41 Richmondville Avenue (“The Mill”), and the renovation of National Hall.

The Grand List was also boosted by construction of approximately 40 new homes, and ongoing commercial development.

Personal property increased by just under 2%. Friia calls this “typical continued reinvestment in local new and existing businesses to include equipment and leasehold improvements.”

The motor vehicle portion of the Grand List decreased 7.8%. This was expected, following a change in state law that requires vehicles to be valued using MSRP, and a set depreciation schedule.

Other contributors to Westport’s Grand List.

 

The current 2024 Grand List totals are:

Assessment 2024 % of List
Real Estate 10,783,861,235 92.83
Motor Vehicle 428,120,510 3.69
Personal Property 404,489,450 3.48
TOTAL 11,616,471,195 100%

Friia also announced the top 10 taxpayers in Westport: 

Connecticut Light & Power Inc          Pers. Property                         144,150,180

60 Nyala Farms Road LLC                Real Estate                                83,335,700

Bedford Square Assoc LLC               Real Estate                                51,520,000

Aquarion                                             Real/Pers. Prop.                        40,247,920

Equity One Westport Vill. Center      Real Estate                                32,970,900

Bridgewater Associates LP                Pers. Property                           26,598,410

Byelas LLC                                        Real Estate                                24,856,700

41 Richmondville LLC                       Real Estate                                23,335,270

Southern Connecticut Gas Co            Pers. Property                           23,050,730

LCB Westport LLC                            Real Estate                                22,302,600

Much of Connecticut Light & Power’s property consists of utility poles.

 

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Posted in Economy, Local politics, Real estate, Transportation

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Westport Schools’ 2025-26 Budget: By The Numbers

Posted on December 27, 2024 | 11 comments

If it’s almost the new year, it’s almost time for the Board of Education to examine the budget.

The first work session is Friday, January 3. Superintendent of schools Thomas Scarice will present his proposed 2025-26 budget at Saugatuck Congregational Church. The day-long work session begins at 8:30 a.m.

He will recommend an operating budget of $150,357,411. That’s a 4.69% increase over the current (2024-2025) budget. Of this 4.69% increase, “current services” represents a 4.17% increase.

The budget’s primary drivers are:

  • Maintaining all current levels of staffing and programming, while honoring new contractual agreements (health insurance costs, salary increases, Westport Education Association contract, etc.)
  • Maintaining staffing in response to regular education and special education enrollment
  • Maintaining the technology replacement cycle.

Scarice explains: “Maintaining current programming is essential to our continued response to student needs. Public education is a human services endeavor, which is heavily dependent on human resources. It is no surprise that the most significant funding allocation is for human resources (i.e. staffing and associated costs).”

Salaries are the primary budget driver. The projected amount for certified staff in ’25-26 is $72.2 million, a 5.1% increase. That covers 48% of the total budget, and is equivalent to a 2.45% increase to the total budget.

Non-certified salaries account for $19.6 million, a 5.3% increase, and 13% of the total budget. This is equivalent to a 0.69% increase to the total budget.

In total, all budget salaries represent a 3.22% increase to the total budget.

Employee health benefits remain a significant cost driver. This item includes a projected 8.3% increase to medical benefits, and a 5% increase to dental benefits. Final projections will come in early spring.

To maintain the technology replacement cycle and to meet software needs, the ’25-26 budget includes a $318,131 increase. This 0.22% increase in the total budget “keeps the district on a relatively smooth year over year technology funding path,” Scarice says.

School technology is constantly evolving.

Budget “assumptions” — initiatives prioritized to advance the work of the school system — include:

  • Restoring 2 full-time elementary school assistant principal positions
  • Advancing and supporting the work of maintaining facilities
  • Implementing action steps of district plans in areas like equity study, academic initiatives, technology, etc.).

A 2-day leadership team budget workshop earlier this cycle reduced the original budget request of a 5.26% increase to the proposed 4.69% (a reduction of $816,000).

Items in the original budget request, but not in the final recommendation, include:

  • 1 financial literacy teacher ($104,180)
  • 1/2 special education teacher, Kings Highway Elementary ($71,265)
  • 1 paraprofessional to support coordinators ($79,035)
  • Extracurricular stipend for unified sports ($5,131)
  • Textbooks ($250,000)
  • Bedford Middle School fitness center equipment ($18,500).

Other cuts were made to unemployment benefits, and facilities (restorative and preventive maintenance, fire and security).

The district booked $180,000 in credit for providing parking for student transportation.

First Student buses, parked at the Greens Farms train station.

Key increases that remain in the recommended budget include:

  • Assistant principals at Coleytown, Greens Farms, Kings Highway and Saugatuck Elementary Schools ($405,888)
  • Elementary health teacher ($65,204)
  • Supervisor: Facilities project coordinator ($132,867)
  • Technology assistant ($89,807)
  • Permanent building substitute teachers ($50,940)
  • Professional development and services ($44,100).

The budget notes that the Westport Public Schools have 7 collective bargaining agreements for nearly 1,000 employees.

An agreement was reached with the WEA (teachers union) this past summer. Negotiations with 4 non-certified employee groups will take place this spring.

Scarice says that his proposed budget “fulfills the district’s obligations to local bargaining unit contracts, local guidelines and policy (e.g. class size guidelines), and state and federal mandates.

“This recommendation responds to the learning and social/emotional needs of students, while advancing forward thinking district plans. The team honored budget drivers and assumptions, and this recommendation clearly illustrates the need for ‘tradeoffs’ as the district continues to aspire to maintain the distinction and reputation that the community has enjoyed for decades.

“Along with the administrative team, I look forward to deeper discussions towards developing a greater understanding of the budgetary needs of our district.”

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