2025 Election Final Results

First time voter Benjamin Krieger PHILIP THIBODEAU PHOTO

On Wednesday the Town Clerk's office released the final vote tallies for the 2025 municipal election. The tallies served to confirm the preliminary results published by the Outsider Wednesday morning.

For the next two years, the membership of Southington's governing bodies will be as follows.

TOWN COUNCIL

Chris Palmieri (D)

Kristen Marie Guida (D)

David Zoni (D)

Paul Chaplinsky, Jr. (R)

Jennifer Clock (R)

Jim Morelli (R)

Joshua Serafino (R)

Michael DelSanto (R)

Tony Morrison (R)

BOARD OF FINANCE

Katie Wade (D)

Stephen Salerno (D)

Kevin Beaudoin (D)

John Leary (R)

Edward Pocock, Jr. (R)

Joe Labieniec (R)

BOARD OF EDUCATION

Zaya Oshana (D)

Bob Brown (D)

Lisa Cammuso (D)

Terri Carmody (D)

Dawn Anastasio (D)

Colleen W. Clark (R)

Cecil Whitehead (R)

Joseph Baczewski (R)

Sean Carson (R)

PLANNING AND ZONING COMMISSION

Susan Locks (D)

Justin McGuire (D)

Caleb Cowles (D)

Mike Goodrich (R)

Steven Walowski (R)

Todd Chaplinsky (R)

Robert Britton (R)

BOARD OF WATER COMMISSIONERS

Thomas J. Murphy (D)

Jacquelyn Salerno (D)

Robert M. Berkmoes (D)

Ralph Warner (R)

Domenic Perone (R)

Ron Lamoreux, Jr. (R)

TOWN CLERK

Kathy Larkin (R)

Finally, both referendum questions received a large majority of 'yes' votes.

Patterns In The Results

The specific motivations of the 11,000+ voters who came out to the polls Tuesday are unknowable. That said, a few basic patterns emerge from the results.

First, voters largely chose experience over innovation. Most of the highest vote-getters have served in office previously and been involved in Southington politics for a considerable length of time. The candidates who did not pass the threshold were, with one exception, making their first runs for office.

Second, women running for office met with notable success. Every woman who ran for office won and placed in the top half of the candidate list, as ordered by number of votes.

Third, for every governing body except the Board of Finance, the greatest number of votes went to a Democrat. The Democratic slate for Town Council achieved a rather paradoxical result: although three of the top four were Democrats, the other six candidates to pass the threshold were all Republicans, which means that the Republicans will retain a 6-3 majority on the Council. The elevated vote tallies for top Democrats can plausibly be correlated with the success the Democratic party had in municipal elections elsewhere in the state on Tuesday.

Finally, voter turnout was slightly lower than average for a municipal election. This year's figure - 35.38% - is lower than it has been for four of the past five contests: 37.83% in 2023, 38.27% in 2021, 36.68% in 2019, 35.12% in 2017, and 36.13% in 2015.

GOP Holds Town Council, Dems Take Board Of Ed

PHILIP THIBODEAU PHOTOS

Early in the evening Tuesday, the mood downtown among Democrats gathered at Anthony Jacks was somber, as the results of Election Day voting suggested big losses across the board. On the other side of town at The Back Nine, where the Republican election party was being held, hopes were high as the first numbers came in.

Then the early-voting results were released, results which painted a much sunnier picture for the Democrats.

As of Wednesday morning at 9am, the exact, official results of the election remain unknown. This is because 'hand-counts' - ballots rejected by the voting machines because of smudges, erasures, or related factors - have yet to be counted.

A few things seem clear, however.

The Board of Education will almost certainly have a 5-4 Democratic majority - Democrats Zaya Oshana, Bob Brown, Lisa Cammuso, Terri Carmody, and Dawn Anastasio, along with Republicans Colleen Clark, Cecil Whitehead, Joseph Baczewski, and Sean Carson.

This assumes that Republican Sean Carson's lead over Democrat Christopher Carnright (5,567 to 5,496) holds up after hand-counts are tallied.

The Town Council will almost certainly have a 6-3 Republican majority. The top six Republican vote-getters were Paul Chaplinsky, Jr., Jennifer Clock, Jim Morelli, Joshua Serafino, Mike DelSanto, and Tony Morrison. The top three Democrats were Chris Palmieri, Kristen Marie Guida, and Dave Zoni.

Again, this assumes that Republican Tony Morrison's lead over Democrat Shawn Grindle (5,662 votes to 5,614) holds up after hand-counts are tallied.

The Board of Finance looks to be tied, 3-3. The top Republican vote-getters were John Leary, Edward Pocock, Jr., and Joe Labieniec. The top Democrats were Katie Wade, Stephen Salerno, and Kevin Beaudoin.

The Planning & Zoning Commission will have a 4-3 Republican majority. Republicans Mike Goodrich and Steven Walowski will join Todd Chaplinsky and Robert Britton, who were not up for election this year. Democrats Susan Locks and Justin McGuire will join Caleb Cowles, who was not up for election this year.

The Water Board will continue to have 3 Republicans - Ralph Warner, Domenic Perone, and Ron Lamoreux, Jr. - and 3 Democrats - Jacquelyn Salerno, Thomas Murphy, and Robert M. Berkmoes.

Town Clerk Kathy Larkin was re-elected, running unopposed.

Both referendum measures passed by comfortable margins, meaning that money will be bonded for roof repairs on three elementary schools and for potential open space purchases.

Democrats gathered at Anthony Jacks

Republicans at The Back Nine

Board of Finance Candidates Q&A

PHILIP THIBODEAU PHOTO

The six members of the Board of Finance plays a crucial role in developing the Town's budget and creating a balance between revenues and expenditures. The Outsider sent a questionnaire with six questions to all candidates for the Board, asking them to state who they are and where they stand on various general issues. Printed below are the replies we have received as of October 27; we will update this page with more responses as they arrive.

Candidate names are listed in alphabetical order. Turn down the arrow (>) next to each name to read the candidate's response.

Kevin Beaudoin (D)

1. If elected to Southington’s Board of Finance, what relevant experiences, skills, and/or interests would you bring to the position?

I have proudly served eight terms on Southington's Board of Finance (BOF). Throughout that time, I have worked closely with the Town Manager and department leaders to address community needs while maintaining a strong commitment to fiscal responsibility. My experience demonstrates an ability to collaborate effectively across party lines and with the Town Council to resolve key financial issues.

Professionally, I work for the State of Connecticut Insurance Department, where I supervise financial audits of multi-billion-dollar Connecticut-domiciled insurance companies. My extensive background in financial management, budgeting, investments, and operations, combined with years of experience in auditing and budget review, uniquely qualifies me to continue serving Southington with sound, responsible financial oversight.

2. What are two of the main challenges facing Southington that the Board of Finance can have some impact on?

Southington’s greatest challenge is controlling town expenses while continuing to deliver the essential services residents depend on. Many costs, such as salaries, benefits, and bonding payments are contractual and non-negotiable. However, town leadership must be more disciplined in limiting new capital spending that drives up the tax burden. Over the past three years, taxes have risen significantly. Moving forward, we must identify and eliminate wasteful spending and ensure that true needs are prioritized over wants.

3. Are there circumstances under which you consider reducing a budget request from one of the town’s departments (schools, police, fire, etc.)?

I would consider reducing a department’s budget request if the proposed funding exceeds what is required to maintain essential services or if it does not align with the town’s financial priorities. Each budget line should be carefully reviewed in context, comparing prior spending trends and utilization to identify potential overestimates and find potential holes. Any proposed reduction would be made only after a thorough review, open discussion with the department head, and exploration of more efficient alternatives.

4. What are some of the factors you would consider before approving an adjustment to the mill rate?

It is important to evaluate how any proposed budget will impact taxpayers. If an increase would place an undue burden on residents, I will advocate for adjustments that keep the town fiscally responsible while ensuring essential services are maintained. My goal is to achieve a fair balance between prudent financial management and the quality of services our community relies on.

5. Are there innovations to the way the Board operates, or to the way the Town manages its revenue and expenditures, that you would want to see implemented?

The Town has recently implemented a new administrative system designed to improve transparency and efficiency by enhancing financial tracking, reporting accuracy, and real-time analysis. The Board of Finance also benefits from a strong, professional relationship with the Town Manager and Finance Director, which fosters open communication and efficient, productive meetings. I fully support continuing to modernize systems and strengthen collaboration to ensure accountability and transparency in all financial processes.

6. What do you like about Southington?

I have called Southington home for 23 years and deeply value everything that makes it special: its excellent schools, strong youth programs, and welcoming, community-minded spirit. Despite its growth, Southington has maintained the small-town character and neighborly connection that make it such a wonderful place to live.

Joe Labieniec (R)

1. If elected to Southington’s Board of Finance, what relevant experiences, skills, and/or interests would you bring to the position?

I have had the honor of holding a seat on the Board of Finance since 2009, currently serving as Vice Chairman. I am proud of the work our board has done during that time in helping maintain a low mill rate for all taxpayers, while working collaboratively with both the General Government and Board of Education to strategically position the Town of Southington for success moving forward. If I have the privilege of being reelected, I believe the experience gained serving over the past 16 years will be a valuable asset in helping the town navigate through increasingly difficult budget cycles.

2. What are two of the main challenges facing Southington that the Board of Finance can have some impact on?

One challenge all municipalities face is the ever-growing list of capital needs and improvements. The requirement to make meaningful progress in addressing this situation while at the same time balancing the cost to the town creates a real challenge. I am proud of the work our Board has done – in collaboration with other town boards, leadership and staff – in laying out a plan to both strategically and creatively address the Town of Southington’s capital needs. There is never a perfect answer, nor is there a ‘one size fits all’ solution. I believe we have made significant progress as a town addressing our capital needs while at the same time properly managing the cost to our citizens by researching all available solutions, remaining open-minded as respects all options and being committed to full transparency with the process. Our capital needs present no less a challenge in the future as they did in the past, so electing experienced board members with a track record of success is important.

3. Are there circumstances under which you consider reducing a budget request from one of the town’s departments (schools, police, fire, etc.)?

I invite any member of the public to attend any (or all) Board of Finance workshops they can in order to witness the process by which a budget is negotiated, deliberated and ultimately finalized. During my tenure serving on this board, I have taken action myriad times ranging from fully funding to eliminating requests. At all times the single most important aspect of any decision made is transparency. This is why I invite the public to attend any and all workshops they can to witness how requests are discussed, challenged, clarified and ultimately decided. There will never be complete agreement on all aspects of the budget, but there can always be a thorough analysis and explanation given for all decisions made.

4. What are some of the factors you would consider before approving an adjustment to the mill rate?

There exists no such thing as a “right” budget. What matters greatly to some people in town matters little to others, and vice-versa. There is, however, a completely right process. The right process comes first and foremost from understanding what is in the budget, which includes all Board of Finance members knowing how much an item or service costs, what value the residents of Southington are receiving from it, and what has been done to mitigate the cost or seek alternatives. The right process also includes an understanding not just of the present fiscal year, but of the path the town is on with respect to planning and preparing for future fiscal years. The most direct answer I can provide to the question is to commit to following the right process, collaborating with all other interested parties and at all times operating with full transparency as to my rationale for whatever vote I ultimately cast to adjust the mill rate.

5. Are there innovations to the way the Board operates, or to the way the Town manages its revenue and expenditures, that you would want to see implemented?

Building upon much of what has been answered already, during my tenure on the Board of Finance the way in which it operates has transformed from a focus on the transactional to a focus on the strategic. There are of course transactional and administrative tasks needing to be done, and our board completes all necessary work. However, as there exists more uncertainty as we look ahead into the future – two examples being general economic conditions and funding from the State of CT – it is critical we continue operating with the future in mind. Specifically for our board, that means not taking action that is convenient or temporary in nature for just the current fiscal year, but rather, balancing all decisions made with an eye toward long-range planning and an understanding of how every decision impacts the town’s future.

6. What do you like about Southington?

Southington is just a great place to live! The school system, the town services, the sense of community, the commerce available and – most importantly – the people all make for a place my wife and I feel very blessed to call home.

John Leary

1. If elected to Southington’s Board of Finance, what relevant experiences, skills, and/or interests would you bring to the position?

a. A strong commitment to my Catholic faith which guides me on my faith journey to always love and help others. To recognize the dignity of the human person and to place the common good at the forefront. Community service must be undertaken in a humble and honest manner carried out with integrity, transparency, and a strong resistance to corruption.

b. A diversified career in finance including accounting , auditing, financial planning, and global leadership of people, process, and systems for large corporations with over $3 billion in revenue.

c. A 47-year span in Scouting America (Formerly Boy Scouts of America) as an Eagle Scout, Troop Leader where I mentor youth on the values of Scouting. To do that effective I have lived my life in accordance with the Boy Scout Oath and Law.

2. What are two of the main challenges facing Southington that the Board of Finance can have some impact on?

a. The first challenge is supporting the strategic balancing the town tax base (industrial, commercial, residential, senior, open space) so it’s optimized to garner tax revenue to fund the annual budget. If it goes out of balance, we can see more expenses and less revenue to fund them.

b. The second is developing and supporting an annual budget and a 5-year capital plan that addresses the needs of Southington, the common good, with an approach that is both long term and conservative. To do that we need to optimize efficiency, define and fund agreed service levels, utilize debt responsibility, and have a well-defined plan for maintaining infrastructure. To accomplish that, all things need to be assessed for the long term, so we do not simply repeat what we always do. This is a continuous assessment and improvement cycle.

3. Are there circumstances under which you consider reducing a budget request from one of the town’s departments (schools, police, fire, etc.)?

a. Yes, all expense requests need to be scrutinized to assess the need, timing, the long-term implication, and alternatives. This is the bottoms-up approach which looks at spending requests by item and assesses them. This process can lead to reduction to requested spending increases. There is also a top-down approach where the impact of the proposed budget is assessed based on total spend , the spending growth rate, and impact on the mill rate and tax increases. This approach can also lead to the need to reduce the budget to ensure it’s a responsible budget passed onto the taxpayers.

4. What are some of the factors you would consider before approving an adjustment to the mill rate?

a. Necessity – Do we need the expense?

b. Timing – Do we need the expense now?

c. Understanding – Can we explain it, in detail, and justify it?

5. Are there innovations to the way the Board operates, or to the way the Town manages its revenue and expenditures, that you would want to see implemented?

a. There is a benefit to having a predictable and responsible annual tax increase and permit some control over it. Some will ask why does spending always have to increase? With 1,428 employees, where most are members of bargaining units, and others get the wage increases and benefits of the bargaining unit closest to them, its safe to say municipal expenses increase each year. One factor which helps businesses and families is to minimize spikes up and down in the mill rate increases. One way, albeit it controversial, is to tax a bit more when the mill increase is predicted to be low and then release the extra tax collected, when the mill rate is expected to be higher. This smooths the mill increase by using a multi year approach. This would need to be accomplished through financial policy with defined limits. Many favor the single year approach where the town taxes what it needs in the year it needs it and never over taxes its taxpayers. Many find an upward spike challenging to plan for and pay, while viewing a lower increase as a benefit. This innovation remains controversial but worthy of deeper discussion.

6. What do you like about Southington?

a. What I like about Southington is demonstrated sense of a strong resilient community. We have very generous townspeople who help one another in many ways. We have very good town government services and local businesses, restaurants, and non-profits that we take pride in. This coupled with a well-balanced community, from a zoning perspective, makes Southington a sought-after place to live, raise a family, and a great location to pursue healthy employment opportunities. Good location, good people, good services.

Andrew Manke (D)

1. If elected to Southington’s Board of Finance, what relevant experiences, skills, and/or interests would you bring to the position?

I have been in finance and accounting my whole career, I graduated Central Connecticut State University with an accounting degree then did some auditing work, moved into accounting at united healthcare were I managed the accounting for billion dollar entities. More recently I joined a start up insurance company who work with the Affordable Care Act population with a telehealth first option at the ground level as head of finance. In this role, I took over management of our accounting, cash management and financial and strategic planning we grew from $0 to $50M and anticipate significant increase in revenue in 2026 based off of market data.

2. What are two of the main challenges facing Southington that the Board of Finance can have some impact on?

Proper maintenance allocations and investment/debt management. The town has increased their debt significantly over the last decade. Managing that should be top priority. Making sure we are properly budgeting for maintenance allocations means we will have less “popup” expenses. We also want to make sure our investment and capital portfolio is properly utilized to make the maximum potential investment revenues while still maintaining a low risk portfolio and following governmental regulations.

3. Are there circumstances under which you consider reducing a budget request from one of the town’s departments (schools, police, fire, etc.)?

Every budget line item should be justified and evaluated against town wide priorities. I would support reducing or reallocating requests when if the department cannot demonstrate measurable outcomes or legal obligations tied to the funds, if there are lower-cost alternatives, the request duplicates other services that may be offered by other departments or town wide fiscal constraints require prioritization. Reductions should be targeted and data driven, and decisions should preserve core public safety and statutory responsibilities.

4. What are some of the factors you would consider before approving an adjustment to the mill rate?

As a long time resident of Southington, I’ve gone through constant property revelations and tax increases over the years. And like many people it does not feel great to get a letter from my mortgage company saying my escrow is going up again. The only way I would approve an increase in the mill rate would be:

1. If grants, one-time reserves, restructured investments, and debt-management tools have been considered.

2. Evidence that the budget reductions and efficiency measures have been pursued where feasible and we leave no other wiggle room.

3. A full review the distributional impact on households and vulnerable residents and the projected use of additional revenue has been completed.

4. A complete examination of multi-year projections to ensure the tax change addresses structural needs rather than a single-year gap or if some projects need to be delayed.

5. Are there innovations to the way the Board operates, or to the way the Town manages its revenue and expenditures, that you would want to see implemented?

1. Transparent, accessible debt and operations reporting: Publish an annual, plain-language debt report showing origin, purpose, repayment schedule, and per-household impact so residents understand how borrowing affects them for each instance. Tax payers should be able to understand exactly how certain programs or expenses affect them directly in real dollars and not just by the effect on the mill rate.

2. Maintaining a Multi-year capital and maintenance plan: Adopt a rolling 5–10 year capital maintenance plan with dedicated funding lines to reduce surprise expenses and borrowing.

3. Performance linked budgeting: Tie budget requests to clear performance measures and expected outcomes where possible to improve departmental accountability.

4. Prudent investment and debt policy: Review and, if needed, update investment and debt policies to balance low-risk returns with liquidity needs and to use debt only for long-lived capital investments.

6. What do you like about Southington?

I love Southington, I was born and raised here, went to Hatton Elementary School, Depalo Middle School, and Southington High School. When my wife and I were deciding where to start our family, we thought of no place better than Southington. We have a great school systems, great and plentiful parks, sport and activity options for kids. You also get a sense of community here, people in town really love their town, and I want to be a part of making sure the town can remain a great town for family’s and individuals young and old.

Edward Pocock, Jr.

No Response Received by Publication Time

Stephen Salerno (D)

1. If elected to Southington’s Board of Finance, what relevant experiences, skills, and/or interests would you bring to the position?

I have spent my entire career in public service and bring a hands-on approach to financial oversight. I’m not afraid to roll up my sleeves, take a hard look at budgets, and make practical, responsible decisions that protect taxpayers and strengthen our town’s future.

2. What are two of the main challenges facing Southington that the Board of Finance can have some impact on?

Southington’s biggest challenges are rising taxes and uncontrolled spending. We are taxing seniors out of their homes by approving one-time “wish list” purchases that aren’t essential. At the same time, we must do a better job planning and prioritizing necessary infrastructure upgrades for the future. The Board of Finance must take a more disciplined, long-term approach to spending, reducing waste, setting clear priorities, and investing responsibly in the town’s future.

3. Are there circumstances under which you consider reducing a budget request from one of the town’s departments (schools, police, fire, etc.)?

Yes, during this period of economic hardship, all budgets need to be carefully reviewed. Every department whether schools, police, fire, or public works should be asked to identify potential cost savings and operate as efficiently as possible. While essential services must be protected, it is important to evaluate each request critically to ensure taxpayer dollars are being used responsibly and that spending aligns with the town’s most urgent priorities.

4. What are some of the factors you would consider before approving an adjustment to the mill rate?

Before approving any change to the mill rate, I would consider the impact on taxpayers and whether the budget truly justifies it. In this economic climate, we must avoid unnecessary increases and focus on finding efficiencies and cost savings first.  We need to stop acting like every household makes 500k a year or more.  Our senior and working families are struggling.  We must realize this.

5. Are there innovations in the way the Board operate, or in the way the Town

manages its revenue and expenditures, that you would want to see implemented?

I would like to see the Town continue improving transparency and efficiency by modernizing how budgets are developed, tracked, and shared with the public. We should use data-driven means to identify cost savings, improve reporting, and make it easier for residents to understand where their tax dollars go. Increasing accountability and communication will help build greater trust in how Southington manages its finances. Which is strongly needed.

6. What do you like about Southington?

As a lifelong Southington resident and Southington public servant, I take great pride in our community. Southington is a town that values hard work, family, and service to others. We have a great downtown, but it’s in need of thoughtful revitalization. Our grand list needs to grow so we can strengthen our local economy, reduce the tax burden on residents and our working families and seniors, and ensure the town continues to thrive for the next generation.

Wayne Stanforth (R)

1.What relevant experiences, skills, and/or interests would you bring to the position?

Experience matters. I have served on this board from January 2008 through October 2013 and again from November 2023 to present. I have also served on the fire commission and conservation commission. In my spare time (chuckles) I operate a financial services firm and am a Certified Public Accountant.

2. What are two of the main challenges facing Southington that the Board of Finance can have some impact on?

The struggle we face is passing a budget that funds town services while keeping the mill rate as low as possible. We all want good roads, police and fire protection, recreational opportunities, blue ribbon schools, etc. Salaries, goods, services increase each year. New schools, open space opportunities, maintenance and repair of older structures must fit into a budget while keeping a steady mill rate.

3. Are there circumstances under which you consider reducing a budget request from one of the town’s departments (schools, police, fire, etc.)?

While great strides are made to honor department budgets, knowing they have already been scrutinized by the Town Manager, there are times new initiatives need to be eliminated or postponed.

4. What are some of the factors you would consider before approving an adjustment to the mill rate?

The mill rate is a mathematical function of the required expenditures less other revenue sources (i.e. permits and fees, grants, interest) and the assessed value of property. I have previously discussed expenditures. There are years the assessed value of property increases substantially with the addition of new property and other years when the assessed value may decrease, which we saw last year with the state change in automobile assessments.

5. Are there innovations to the way the Board operates, or to the way the Town manages its revenue and expenditures, that you would want to see implemented?

The Board receives timely financial information each meeting and may request additional information as needed. The Town Manager informs the board of major changes and events occurring.

6. What do you like about Southington? 

Southington is my adopted home town where I have resided for 46 years and raised three children. The town has a great educational system and many recreational opportunities. Close proximity to airports, Boston and New York, and the mountains of VT, NH and ME.

[Editor's note: Mr. Stanforth's replies were received on time for the first publication of this article, but were accidentally omitted. We regret the mistake.]

Katie Wade (D)

1. If elected to Southington’s Board of Finance, what relevant experiences, skills, and/or interests would you bring to the position?

I bring a combination of community leadership and business experience to this role. Earlier in my career, I worked in the insurance industry, where I developed RFPs involving complex budgets for large group coverage. That experience taught me how to make decisions that have real-world impacts. I currently serve as Co-Chair of the Southington Education Foundation, where I’ve led collaborative efforts to secure grants and manage funds that directly support local students. I previously served on the Parks and Recreation Board, working with town officials to improve town facilities while being mindful of taxpayer resources. Across these roles, I’ve focused on making informed, transparent decisions that strengthen our community. 

2. What are two of the main challenges facing Southington that the Board of Finance can have some impact on?

One challenge is maintaining the quality of our schools and town services while keeping the tax burden reasonable. Another is planning responsibly for growth. We need to be investing in infrastructure and community spaces that meet the needs of residents today and in the future. The Board of Finance can help by promoting transparency, encouraging long-term planning, and supporting community involvement in how public dollars are allocated.

3. Are there circumstances under which you consider reducing a budget request from one of the town’s departments (schools, police, fire, etc.)?

Yes. Every department plays an essential role in maintaining our community, but responsible budgeting means every request must be carefully reviewed. I would consider reductions only after a full review of data, historical spending patterns, and justification for the request. If a department’s proposal includes expenditures that exceed demonstrated needs, duplicate existing services, or could reasonably be delayed without impacting safety or essential operations, then a reduction might be appropriate. I would take a collaborative and data driven. I would endeavor to ensure that taxpayer money is used effectively to meet community priorities.

4. What are some of the factors you would consider before approving an adjustment to the mill rate? I would look closely at the town’s overall financial health, revenue trends, and our long term obligations. It’s important to understand not only what’s driving the change, such as rising costs, capital projects, or state funding shifts, but also how it would affect residents and local services.

I would also consider whether departments have made a clear, data supported case for their needs and whether the town has identified opportunities for efficiency before turning to taxpayers. Maintaining strong schools and essential services must be balanced with keeping Southington affordable for residents. Any change to the mill rate should be made transparently and only when it reflects a clear benefit to the community’s long term stability and quality of life.

5. Are there innovations to the way the Board operates, or to the way the Town manages its revenue and expenditures, that you would want to see implemented?

Yes. I believe the Board of Finance can strengthen public trust and their decision making through greater transparency and community engagement. One innovation I’d like to see is the use of clearer, more accessible budget communication tools, visual summaries or dashboards that help residents understand where their tax dollars go and how spending decisions align with community priorities. I would also like to see a more deliberate use of data in long-term planning, especially in collaboration with the Board of Education. Tracking outcomes, such as the return on investment for capital improvements or educational initiatives, would help us allocate funds more strategically.

6. What do you like about Southington?

What I love most about Southington is its strong sense of community. People show up for each other here. Whether it’s through our schools, local nonprofits, or town events. I’ve seen firsthand how much pride residents take in supporting our students, caring for our parks, and volunteering to make Southington better. It’s a town that values both tradition and progress, where families put down roots and stay involved. That combination of civic pride and commitment to the next generation is what makes Southington such a special place to live.