Town Council, Board Of Education Candidate Q&A's Released

Philip Thibodeau
2 days ago
48 min read

Updated: 20 hours ago

As part of our mission of community education, The Southington Outsider is releasing the results of questionnaires given to the candidates for Town Council and Board of Education.

The Board of Education questionnaires took the form of video interviews. On Monday, October 13, The Outsider held videotaped question-and-answer sessions with eleven of the twelve candidates for the Board of Education at the Southington Police Station's community room. The candidates had been told the questions in advance and were given a maximum of ten minutes to speak. The setup, filming, and editing of the videos was handled by Wayne Edwards, who is a member of The Southington Outsider's Board of Directors, and two of his students from The University of New Haven, Elisa Broche Lopez and Jay Sanders.

The video interviews with the Board of Education candidates can be found here on our Election 2025 page.

Town Council Written Questionnaire

The Outsider also sent a questionnaire with eight questions to all Town Council candidates, asking them to say who they are and where they stand on various general issues. So far we have received replies from ten candidates, which can be read below.

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

Paul Chaplinsky, Jr. (R)

1. If elected to Southington’s Town Council, what relevant experiences, skills, and/or interests would you bring to it?

I have served Southington for the past six years on the Town Council, including the last two as Chairman. Before that, I served for 11 years on the Planning and Zoning Commission, where I also held the role of Vice Chairman. Professionally, I’ve built my career in engineering, product development, innovation management, and new business models—many of those positions at the executive level. I have served on the Board of Directors for the Mill Foundation for Kids (a local non profit providing support to children and their families with serious illnesses) and Charter Oak State College Foundation, serving single moms and others in need through financial support for a college education. This combination of municipal and volunteer leadership and executive management experience has given me a strong foundation in strategy, collaboration, and fiscal responsibility—skills I bring to the Town Council every day.

2. Southington has a nine-person Town Council that hires and works with a professional Town Manager. What should the role of a Town Councilor be in this system?

Our primary role is to represent the residents of Southington—their voices, their perspectives, and their priorities. We translate those viewpoints into strategies, programs, and initiatives that deliver value-added services to the community in partnership with our dedicated team of municipal employees, led by the Town Manager and department heads. Councilors also serve as a conduit between residents and government when issues arise. I take great pride in being accessible to residents and business owners, listening to both their praise and their concerns, and helping find solutions that work.

3. What are two or three of the main challenges facing Southington that the Town Council can have some impact on?

One ongoing challenge is maintaining low taxes for residents—including seniors, veterans, and businesses—while continuing to invest in critical services such as public safety, education, and infrastructure. I believe we can continue to grow and improve while staying fiscally competitive with neighboring towns.

Another key priority is preserving Southington’s character through open space and farmland protection. We’ve now preserved over 800 acres through land acquisitions and development rights purchases, and I will continue to advocate for that balance between growth and preservation.

Lastly, infrastructure and safety remain a focus. We’ve made significant progress in recent years, but there’s more work to do—especially along key corridors like West Street and Queen Street. In October 2025, I represented Southington at CRCOG to highlight these priorities, and a public input session will be held virtually on November 19 for those who wish to contribute.

4. Southington’s current yearly general budget is about $188 million. If an extra $5 million per year was suddenly deposited into Southington’s coffers, how would you want the town government to deal with this opportunity?

It’s important to note that Southington’s budget process is built from the bottom up. Each board and department critically reviews what’s necessary to operate effectively, and only after those reviews does the mill rate get set to generate the required revenue.

If, after that process, an additional $5 million became available annually, this would mean it would be coming from the taxpayers in an ongoing basis, so my first instinct would be to return as much of it as possible to taxpayers. Before doing so, however, we should assess whether any critical grants for public safety or education were not awarded, or whether the state failed to meet certain funding commitments—as has happened in recent years. Addressing those shortfalls in identified, needed, and agreed investments first would ensure essential services remain strong, while still prioritizing taxpayer relief.

5. If $5 million per year was suddenly subtracted from Southington’s coffers, how would you want the town government to address this challenge?

This scenario is not unfamiliar. In recent years, the state legislature has withheld over $1 million in previously committed funding. Each time, we’ve responded collaboratively—working with department heads and boards to adapt spending and revenue plans responsibly while minimizing disruption to residents and services. I would approach any future shortfall with that same teamwork and strategic mindset, ensuring we continue to meet our obligations without unnecessary burden on taxpayers.

6. Are there innovations - in technology, infrastructure, funding opportunities, etc. - that you would like to see the town take advantage of (or avoid)?

Yes. We’ve had success in recent years securing outside grants, and I believe there are even more opportunities to pursue additional external funding. Continued investment in core infrastructure—roads, sewers, and sidewalks—will remain essential.

This term, we also created a Technology Subcommittee that has already implemented several new tools improving efficiency in municipal operations. Looking ahead, we should continue exploring cloud-based services and community engagement apps that can strengthen communication and accessibility for residents, businesses, and town staff alike.

7. How do you respond to residents who complain about vitriol and lack of civility in local politics?

Civility and collaboration are critical to effective local government. While the vast majority of Council votes are unanimous, disagreements do occasionally arise. When they do, I strive to foster constructive dialogue and seek win-win solutions. I genuinely believe that most people who serve—regardless of political perspective—do so with good intentions and the community’s best interests at heart. Keeping that in focus helps maintain respect and productivity, even amid debate.

8. What do you like about Southington?

Southington is a highly engaged and caring community, rich in volunteerism and compassion. We have an excellent school system that delivers strong value for families, a vibrant business and industrial base that sustains local jobs and a healthy grand list, and a growing network of open space and active farms that preserve our town’s rural charm. From recreation to community service, Southington offers countless opportunities for people to connect, contribute, and thrive—and that’s what makes it such a special place to live.

Jennifer Clock (R)

1. If elected to Southington’s Town Council, what relevant experiences, skills, and/or interests would you bring to it?

I have held a Vice President role in a national auditing firm for several years and hold an MBA with a focus in strategy and leadership. In addition to building teams, navigating staffing challenges and running daily operations, I’ve spent my career creating efficiency inside of a growing business. Most notably, I was able to navigate operations during one of the most difficult times, COVID19 without disruption and continue building our bottom line.

During this time and in my service to the town, I’ve been able to display levelheaded leadership. I can listen to all sides and collaborate with my colleagues to create actionable solutions for difficult situations. I take pride in assessing processes and improving them to create efficiency while maintaining a positive working environment.

2. Southington has a nine-person Town Council that hires and works with a professional Town Manager. What should the role of a Town Councilor be in this system?

The role of a councilor is to act as a liaison between residents and government. A councilor must be able to suggest and pass balanced budgets, create ordinances and policies, and provide guidance to the town manager on high level issues. Decisions must be made responsibly by considering the resources needed and what is best for the town as a whole.

3. What are two or three of the main challenges facing Southington that the Town Council can have some impact on?

Affordability is the most pressing issue facing us all. While this is not an issue limited to Southington, locally we must bear the brunt of national inflation. Together, we must make responsible decisions while factoring in financial limitations. Proposing realistic solutions and balanced budgets is what my teammates and I have done. It doesn't stop there, there must also be other areas where you look to find ways to provide more with less by identifying inefficiencies, duplications etc and creating ways to leverage technology in order to do that is something I have focused on the past two years to cut costs as chair of the town’s technology committee.

Lack of funding from unfunded mandates is another great challenge that increases year over year. We must work with our state delegation to create more awareness surrounding Southington’s needs for this funding or to help push to revise the mandates that are passed down. These are often onerous and not thought through to the local level which cost taxpayers more without receiving any benefit in most cases.

We should take queues from the extensive feedback we’ve received from our residents. Our most recent survey via the POCD process noted the highest priorities were infrastructure updates, preserving open space and supporting our first responders. However, much like a budget season this all needs to be assessed and wherever possible excess revenue from a fiscal bubble should be returned to taxpayers in the form of savings or reinvestment.

5. If $5 million per year was suddenly subtracted from Southington’s coffers, how would you want the town government to address this challenge?

We’ve encountered shortfalls before, and this is a situational handling. The council must assess where the shortfall is coming from, what the effect will be and then determine how best to proceed. There are levers you can pull depending on this assessment and we’ve done this each budget season to pass balanced budgets each time despite those shortfalls and unfunded mandates coming down from the state.

6. Are there innovations - in technology, infrastructure, funding opportunities, etc. - that you would like to see the town take advantage of (or avoid)?

Municipalities should always look to the technology available that is affordable and has had proven results. A few years back, car thefts were a huge issue, it was suggested we hire one more police officer to address the problem, this would have been a band aid. Smartly, our SPD did their due diligence and researched how best to address this crime and that is when the FLOCK system was funded. This is a great example of collaboration, forward thinking and taking advantage of technology to provide results and efficiency.

As chair of the technology committee, we identified priorities for the town to enhance security and create efficiency in early 2024. Now, just one year later, I’m proud to say that thanks to the hard work of town staff our top priorities have been addressed. This is the progress we should continue to strive for as taxpayers reap the benefits of this type of leadership and efficiency.

7. How do you respond to residents who complain about vitriol and lack of civility in local politics?

I encourage them to attend one of the many subcommittee meetings and Town Council meetings that take place during the year outside of the election season. The truth is, we make much progress by working together on a daily basis and that is not showcased nearly enough.

8. What do you like about Southington?

Our small-town community feel. I am always impressed by how large the town is yet we are able to work to maintain that small town feel. Through our community organizations, town staff, first responders and many residents, we come together to support one another in times of need. We continue to carry on traditions like the Apple Harvest, Town Green Concerts, Drive in Movies, local food drives, holiday events and the list goes on and on. It takes a village to preserve this culture, and I’m proud of all the work our community does to continue it.

Michael DelSanto (R)

1. If elected to Southington’s Town Council, what relevant experiences, skills, and/or interests would you bring to it?

I have been an elected official in Southington for the last 24 years. I have developed extensive experience and a deep commitment to the Southington community. My service began with the Southington Planning and Zoning Commission, where I was a member from 2001 to 2019 and held the position of Chairman from 2009 to 2019. In 2019, I was elected to the Southington Town Council and am currently seeking my fourth term. My involvement with the Economic Strike Committee has spanned 14 years, including the past six years as Chairman. During the challenging period of the COVID-19 pandemic, I chaired the Southington Long Term Recovery Committee from 2020 to 2021, which was established to help the town rebuild during and after the shutdowns. Since 2019, I have also served as Chairman of the Public Works Committee. As a lifelong resident of Southington, my dedication to serving the community is unwavering and I am proud of the loyalty I have demonstrated through my years of public service.

2. Southington has a nine-person Town Council that hires and works with a professional Town Manager. What should the role of a Town Councilor be in this system?

The Town Council in Southington serves as the legislative body for the town, holding several key responsibilities. One of its primary roles is to appoint the Town Manager, who oversees the day-to-day administration, budgeting, and municipal operations. This separation of duties allows the Town Council to focus on setting policy, advocating for residents, and shaping the overall vision for the community, while the Town Manager implements these policies and manages the town’s departmental staff.

In addition to appointing the Town Manager, the Town Council carries out important tasks such as adopting the annual budget, setting tax rates, enacting ordinances, and appointing boards, commissions, and a Town Attorney. This structure creates a clear and transparent chain of responsibility: the Town Manager reports directly to the Town Council, ensuring accountability to the residents of Southington.

3. What are two or three of the main challenges facing Southington that the Town Council can have some impact on?

Balancing the needs for new housing, business growth, and the preservation of open space has consistently presented a challenge for Southington’s elected officials. Each year, these issues remain at the forefront of local governance as leaders strive to accommodate the town’s evolving needs while maintaining its unique character and quality of life. Fortunately, Southington’s Planning and Zoning Commission has recognized the importance of these concerns and actively encourages smart, responsible development. Their ongoing efforts are complemented by the Town Council’s commitment to ensuring that development decisions remain under local control. Over the past year, the Town Council has actively opposed efforts by the State of Connecticut to assume authority over development matters, reinforcing the preference for local oversight in these critical areas.

The Town Council appointed Economic Strike Committee collaborates closely with the Economic Development Director to identify and pursue new business and industry opportunities for Southington. Their work aims to expand the town’s tax base, supporting economic growth while ensuring the community’s financial stability.

Southington’s Open Space Committee is dedicated to procuring land to add to our open space inventory. These efforts play a vital role in preserving the town’s natural resources and recreational opportunities for current and future residents. In 2026, Southington’s Plan of Conservation and Development will be updated. This important milestone will provide a clearer and more comprehensive understanding of the town’s needs.

If an extra $5 million per year were suddenly deposited into Southington’s coffers, my priority would be to encourage others on the Town Council to return it to the taxpayers. The Southington Finance Board consistently demonstrates fiscal responsibility by preparing budgets that only request the funds necessary to operate both the Board of Education and town government. Reducing the financial burden on residents rather than expanding spending unnecessarily should occur.

5. If $5 million per year was suddenly subtracted from Southington’s coffers, how would you want the town government to address this challenge?

The State of Connecticut continues to impose unfunded mandates and excessive spending requirements on Southington, often without providing sufficient financial support for their implementation. In 2025 alone, Southington’s taxpayers were responsible for nearly $1.5 million in costs resulting from these state mandates. These additional financial obligations directly contributed to an increase in the town’s mill rate, placing a greater burden on residents. This ongoing challenge underscores the need for greater equity and support from state coffers to ensure that mandates do not unfairly impact Southington’s taxpayers.

6. Are there innovations - in technology, infrastructure, funding opportunities, etc. - that you would like to see the town take advantage of (or avoid)?

Southington has made significant progress in updating technology to improve local government operations. The Town Council established a Technology Committee, which conducted a thorough review of outdated systems across Town Hall and other municipal buildings. Many of this committee’s recommendations have been implemented, resulting in notable cost savings for taxpayers. Although adapting to new systems can be challenging, these upgrades were essential for enhancing the town’s operational efficiency.

Southington has benefited from infrastructure innovations that replaced long-standing, obsolete systems. The town now utilizes advanced technology to assess road conditions, enabling officials to identify which roads require repair or replacement based on damage and wear. This data-driven approach ensures that resources are allocated efficiently and that infrastructure maintenance is both proactive and effective.

7. How do you respond to residents who complain about vitriol and lack of civility in local politics?

During my 24 years of service as an elected official in Southington, there have been significant changes in how residents and officials interact. Social media and smartphones increased engagement between elected officials and the community. Town Council meetings are streamed live, and within minutes of a meeting’s conclusion, any statement made can be quickly shared on social media, reaching thousands of residents. This can sometimes lead to situations where discussions spiral out of control, and unintended shifts in a narrative may occur.

Regarding tensions among Town Councilors, these instances often stem from increasing political polarization. Compromise may frequently be viewed as a weakness, contributing to moments of discord. While I admit that I sometimes wear my passion on my sleeve, my reactions are rooted in strong principles and a genuine commitment to making decisions that serve the best interests of all Southington residents.

8. What do you like about Southington?

Without compare, Southington is the best town in the State of Connecticut. Its landscape, its parks, its businesses, and its industry all contribute to the town’s exceptional charm and character. Southington’s prime location features multiple exits off two major highways, making it easily accessible for residents, visitors, and businesses alike. This convenient access strengthens Southington’s reputation as a desirable place to live, work, and play. The town’s education system is exceptional, serving its students well and fostering a strong foundation for future success. Southington is also known for outstanding youth sports programs, which are second to none and provide valuable opportunities for young residents. Southington boasts a variety of unique attractions, including apple orchards, a ski area, and amusement parks. Residents and visitors can enjoy some of the best restaurants, as well as unique places to shop, further enhancing Southington’s appeal.

George Doherty (D)

1. If elected to Southington’s Town Council, what relevant experiences, skills, and/or interests would you bring to it?

I have lived in Connecticut for most of my life, growing up in Wilton, and graduating from UConn with degrees in Finance and Political Science. My only two years living outside the state were when I was getting an MBA at the University of Chicago Booth School of Business. I have lived in Southington for over 24 years, and both of my children are graduates of Southington High School. In addition to my professional activities, I have volunteered for years with youth basketball, both as a coach for both girls and boys town league, travel and AAU teams, and currently as President of the Nutmeg Basketball Association, the primary travel league for Hartford County, in which Southington’s 4^th through 8^th grade boys and girls teams play.

I am also a small business owner, running a private equity firm that invests in small, emerging software companies. I have 25+ years of experience in finance and technology. I have helped build multiple successful technology companies, and have extensive experience in capital markets, finance and business that I believe are directly relevant to Town Council.

2. Southington has a nine-person Town Council that hires and works with a professional Town Manager. What should the role of a Town Councilor be in this system?

I have served on over a dozen company Boards of Directors during my career, and the Southington structure of a Town Manager reporting to a Town Council is very comparable to my current and previous Board experience. Effective Directors defer to the line employees and the CEO, or Town Manager in this case, but a Director also needs to know when to get involved. The most important role of a Board of Directors is to listen to all the stakeholders to drive strategy, and make sure the organization is optimized and working towards its long-term goals. I believe my extensive experience on Board of Directors will be an asset to the Town Council.

3. What are two or three of the main challenges facing Southington that the Town Council can have some impact on?

Transparency and respect for the residents – It should be non-negotiable that elected town board members are expected to listen to our town residents without responding with dismissive or aggressive statements. The response to resident concerns by Town Council members in recent meetings has been disappointing. Southington can do better.

Taxes – Town taxes are increasing but services are remaining flat, with frequent cuts at budget time. This is not happening in every town, and our town deserves more for the taxes we are paying.

Improving the schools – As a parent, I feel that Southington has good schools and I thought my kids were well prepared for college, although I do think the high school needs some work with helping college applicants. However, the public perception is not as strong, with a US News ranking of 74 among public high schools in the state, and this negatively impacts our graduates and the town overall.

I believe that the Town Council can work supportively with the Board of Education to drive targeted investments in College Counseling which would have a huge payoff for the school through better college acceptance performance and better results in Southington graduates receiving merit aid from colleges. This will lead to improved school perception and rankings, which would drive property value appreciation, which would attract businesses to town to increase the grand list and increase our tax revenue, ultimately lowering the taxes of individuals in the town. This is a virtuous loop, which many towns throughout the state and near us like Farmington and Glastonbury have experienced with highly ranked schools, good student experiences, better home prices, and a stronger business environment.

5. If $5 million per year was suddenly subtracted from Southington’s coffers, how would you want the town government to address this challenge?

The best way to address periodic shortfalls in revenue is to manage costs in advance. The fiscal cliff Southington ran into the last three years was the result of using short-term federal Covid funding for operating expenses. While this helped the Republican-dominated town government keep taxes low while maintaining spending on its priorities, and likely helped it win an election or two, this also created a large revenue shortfall which the town is paying for now with significantly higher taxes.

Another way the town can better manage itself fiscally is to stop spending on peripheral but expensive discretionary purchases like golf course development rights.

6. Are there innovations - in technology, infrastructure, funding opportunities, etc. - that you would like to see the town take advantage of (or avoid)?

I believe the town should closely monitor the experience of towns across the state that are using cameras to catch speeders. I would welcome the police and public safety officials to recommend ideal spots around town, although there are several roads, such as Meriden Avenue and Mount Vernon Road, where residents of the area could tell you that speeding is excessive and borders on reckless. If the experience of other towns with cameras is positive, I would support using speeding cameras to augment traditional law enforcement techniques to make our roads safer. I do not want to take away from the officers’ judgment in cases where that was needed, so I would recommend that initially the speed cameras are set at levels, such as 10 or 15 mph over the speed limit, where it would be indisputable that a person was driving at an excessive speed.

7. How do you respond to residents who complain about vitriol and lack of civility in local politics?

Southington’s elected officials set the tone for the local politics, and there is significant room for improvement. I refer to Town Council meeting on September 8 from the 37 minute mark, or at most of the September 22 meeting as examples. This is not a “both sides” issue, it is just one side acting this way.

Most other towns in the area, no matter which party is in charge, do not have this level of contentiousness by their elected officials, and I believe Southington can do better. The political tone in a town starts with the leadership, and I promise that tone will change if Democrats win the boards this election.

8. What do you like about Southington?

Like many, I enjoy the parks in this town, and the schools are good, but I believe that Southington’s biggest competitive advantage is its location. Like 72% of the people who answered the SLR Community Survey from August, my wife and I moved to Southington because of its location. Also like many Southington residents, we both commute to work. With the vast majority of homes in Southington close to an entrance of I-84, Southington is a 30-40 minute commute to Hartford and New Haven, 45 minutes to Danbury, and for those that need to go into New York on occasion, we can be on the Metro-North platform in Bridgeport in about 50 minutes. Our town is 2 hours from both mid-town Manhattan and downtown Boston, and an hour from the Connecticut beaches.

Our location and convenient access to other parts of the state and northeast is part of why Southington has transitioned so effectively from an industrial town to a bedroom community. It is also a defendable competitive advantage the town has in attracting new residents and new businesses.

I believe Southington’s future will be very bright if we take advantage of our strengths.

Charles E. Green, Jr. (D)

1. If elected to Southington’s Town Council, what relevant experiences, skills, and/or interests would you bring to it?

To begin, I hold an undergraduate degree in Political Science, a graduate degree in Political Science and a Juris Doctor degree in Law and consider myself a public servant. I am a practicing criminal defense attorney, helping low-income individuals fight for their rights and freedom afforded to them. In the 18 years that I have practiced criminal defense law, I have developed the following skills: art of communication, art of negotiation, art of Trial preparation/litigation, budget/financial management, community activism and most importantly public service. I am a current member of the Connecticut Commission on racial profiling that helps create and implement policy as it relates to combatting racial profiling in our Great State. To add I belong to many civic and community groups to have either a managing entity or board of directors that governs it, where I am a part of and work alongside and with them. If elected, I will bring leadership that is based upon compassion, active listening, empathy, a positive attitude, a sense of determination, excitement and engagement, resiliency and support. Let’s keep mindful and not forget, a public servant is an individual who holds a government job, whether elected or appointed, to serve the public’s interests.

2. Southington has a nine-person Town Council that hires and works with a professional Town Manager. What should the role of a Town Councilor be in this system?

The role of a Town Councilor in this system should be one that is Team Oriented. Team oriented in the sense that it will focus on being Action Oriented, meaning having a role that makes the Town Councilor someone that helps shape policy, implement ideas and helps finish jobs. Also being Thought Oriented, meaning have a role that allows for critical analysis of ideas, plans and policy best for the Town, and People Oriented, meaning having a role that allows for teamwork, mutual coordination and resource usage that best serves the Town, The Town Council should have a vision for Southington. This vision should be for the greater good of all citizens of Southington. The Town Council should hire a Town Manager that shares and agrees with that vision and then has the skills necessary to bring that vision to light, with the help and support of the Town Council. This is the phase of the system when the Team role aspects take effect and is of the utmost importance to bring about a positive working relationship between the Town Council and Town Manager, for the overall benefit of the Town of Southington and its citizens.

3. What are two or three of the main challenges facing Southington that the Town Council can have some impact on?

There are more than two or three challenges facing Southington currently that the Town Council can have some impact on, however, I believe that raising taxes and education is of the utmost importance at this time. Finding a way to stop raising taxes which affects a person’s life in all aspects will allow for greater growth for the town of Southington. How, you might ask? If a person has more money in his/her pocket, they have the ability to do more, like save for a rainy day, invest, make more daily purchases, solicit local restaurants and businesses and invest in their children’s future. As it pertains to education, the Town Council can and should allocate funds to the Board of Education to address all aspects of its business. Allow for the hiring of more teachers, allow for the purchasing of new resources, like books/classrooms materials, and most importantly allow for the upkeep and maintenance of all schools. Education is essential in every aspect and without it we will be lost.

I would like the town government to use this surplus to address issues dealing with our Educational System (of course allocating funds to the Board of Education to use appropriately). Address issues dealing with our roads, improve surface/drainage of our roads, and provide sidewalks were necessary. Use some of the surplus to increase staffing and programing at town sites for the public, such as the Library. The town should also look at allocating funds from the surplus to pay down on debt that we have. Once this debt has been eliminated, this will allow the town to save money and to spend money on other areas of town management that will benefit the town.

5. If $5 million per year was suddenly subtracted from Southington’s coffers, how would you want the town government to address this challenge?

To address this, I would want the town to make sure that every identity, meaning every person, company and/or the like, is paying their fair share of taxes. Taxing one sector of society more than the others is not fair and causes a divide among people. In times like this, society needs to be brought together to address this type of problem instead of being divided. The saying is true, “United we stand, divided we fall”. I would want the Town to aggressively try and sell some of the vacant lots in and around town to allow for new businesses to be created. This in turn will generate new jobs, and more taxable income from the new employees and new businesses.

6. Are there innovations - in technology, infrastructure, funding opportunities, etc. - that you would like to see the town take advantage of (or avoid)?

I would love the Town to install and/or use more speed monitors on our local roads. This will deter drivers from speeding on our local roads, which I think is becoming more of a problem in our Town.

7. How do you respond to residents who complain about vitriol and lack of civility in local politics?

I respond this way, “there is no place for vitriol and/or lack of civility in politics at all”. Let’s keep mindful and never forget, “the loudest person in the room is not always the smartest person in the room”. I have been raised and taught that respect for your fellow man/woman is of the utmost importance. This respect allows for discussion on issues and problems in a manner that will lead to resolutions, not added problems. I will not be a part of or take part in any political activity that allows for this type of behavior. This type of behavior is useless, wastes time, and is distracting. I would also remind these same residents that “We” the people have the power to vote out of office any political figure that exhibits this type of behavior to the determent of our Town and Political Process.

8. What do you like about Southington?

My wife and I decided to establish roots in Southington because of its location and school system. At that time Southington was perfectly located as it pertained to our places of employment. The commute was no longer than 15 minutes in either direction, which was a win for both my wife and I. Also at that time, we had a young family, children in elementary school and we were pleased with the results of our research into the school system. The number of schools, their locations throughout the town and the faculty was positive when we were first looking for a place to live. I am of the firm opinion that these two factors are still important to potential residents, and we must continue to support our school system at all costs, and create and maintain a culture that is warm, embracing and welcoming.

Shawn Grindle (D)

1. If elected to Southington’s Town Council, what relevant experiences, skills, and/or interests would you bring to it?

As a teacher, union leader, and long time community advocate, I bring experience in collaboration, communication, and problem-solving that directly transitions to public service. In my role as Political Action and Public Relations Chair for the Southington Education Association, I’ve built relationships with local and state leaders, coordinated grassroots advocacy, and led campaigns to engage various communities around education and labor issues.

My professional background also includes 15 years in media operations, where I managed complex projects and learned how to find practical, timely solutions under intense deadlines; skills that are essential in local government.

As an educator, I see firsthand how decisions affect families, schools, and neighborhoods. I believe in transparency, financial responsibility, and making sure every decision serves the people who call Southington home. My goal is to bring an educators heart, a communicator’s skill set, and a community advocate’s drive to the Town Council.

2. Southington has a nine-person Town Council that hires and works with a professional Town Manager. What should the role of a Town Councilor be in this system?

The role of a Town Councilor in this system is to set the vision, policy priorities, and the standards of accountability for the citizens of Southington. It’s not a Town Councilor’s role to manage the daily operations. As a Councilor, I won’t be pressing my thumb on the purview of the town employees or the Manager. However, I will listen to residents, understand the needs of the community, and use that knowledge to plan long-term goals and policy. Leadership, direction, and oversight are pillars a Town Councilor should govern by. We should ensure that the Town Manager and their staff have the support and clarity of mission they need to work at an effective level.

Listen, ultimately, as elected officials, we represent the citizens of Southington. We should be there to navigate short-term pressures with long-term planning. We should be transparent and hold ourselves to a high standard. I can tell you this: I will focus on policy, community building, and progress, I have no interest in micromanagement.

3. What are two or three of the main challenges facing Southington that the Town Council can have some impact on?

If James Carville came to my campaign war room, which is the corner of the living room that hasn’t been claimed by my two daughters, he would post a sign like he did for Clinton in ’92 saying, “It’s the economy, stupid.” Taxes have gone up 12% in the past three years here in Southington. On top of inflation, tariffs, and our elevated risk of slipping into a recession, everything comes back to the economy. Now more than ever, there is a need for strategic fiscal planning to make sure Southington can deliver needed services without causing extra pain to taxpayers. This is a massive challenge, but the Democratic slate is ready to work hard to deliver for the taxpayers of Southington. We cannot continue on the course that has been set by the majority. It’s time to let new civic volunteers take the lead.

Another challenge that has been bubbling up in town recently isn’t financial, but it’s a crisis of trust in local government. At so many of the doors I knock, people have stopped believing that change is possible, or worse, that their voice doesn’t matter. Personally, one of the reasons I jumped into this race was the feeling that decisions are made behind closed doors, a suspicion that has been proven out. The people of Southington are not stupid. They see the pattern of high turnover, costly lawsuits, and a closed network of the same players doing favors for friends of friends.

The members of the next Town Council have a real opportunity and responsibility to turn this sentiment around. Transparency and accountability are not just talking points; they have to become habits. I am not running to become part of the “good ol’ boys” club. I am running because I believe that people deserve to have someone who is open, honest, and shows that public service isn’t about who you know, but about who you represent.

You mean beyond having Zion Lutheran set up a year-round fritter booth on the green? Look, this is a great thought experiment. I would view this windfall as an opportunity to invest in the community and set up our town for long-term economic stability.

I am a longtime Mason and Shriner, as well as an Eagle Scout, meaning that giving back and building community has been at my core for most of my life. I’d target social programs in town that would expand support for seniors to stay in their homes, add childcare assistance for working families (including after-school care), and, near and dear to my heart, add to the mental health and special education services in our schools. All of these would improve the quality of life in town, which would, in turn, attract new families and businesses to settle here.

Secondly, I’d use a large portion of these funds toward economic development that will pay off long term. We need to attract and retain midsize employers in town from fields like manufacturing, tech, and professional services. When businesses see a skilled, stable community to operate in, we can grow the grand list responsibly without putting pressure on residents and town services.

5. If $5 million per year was suddenly subtracted from Southington’s coffers, how would you want the town government to address this challenge?

Well… looks like the year-round fritter booth isn’t happening, huh? If we suddenly lost around 3% of the town budget, some really tough choices would have to be made. A fiscal cliff like that could destabilize essential services if not handled carefully. We’d need to immediately create a clear roadmap out of the crisis - one that focuses on immediate, short-term, and long-term stability.

The first step would be to implement a temporary hiring freeze on nonessential positions and contracts, consider using a limited portion of reserves as a short bridge to avoid drastic service cuts, and defer any capital projects that can reasonably be postponed. That bridge, using rainy-day funds, must be a one-time fix,poor planning, like past practice of using COVID relief funds for recurring expenses, only creates false financial security and sets us up for a bigger mess later. In the long run, we’d need to explore responsible revenue options, conduct efficiency audits, seek shared services with neighboring towns, and identify where temporary cuts could do the least harm. Above all, I’d call for open public forums to build trust and ensure every decision is made transparently and equitably for all taxpayers and town services.

A crisis like this would be an opportunity for real leadership. I know the team I’d want working on a problem like this and it’s not the team whose poor planning likely caused the mess to begin with. Take a look at our BOF candidates we are running a great team that would help the Town Council dig out of a crisis such as this.

6. Are there innovations - in technology, infrastructure, funding opportunities, etc. - that you would like to see the town take advantage of (or avoid)?

Any innovation should aim to do two things: save taxpayers money and improve services. We should continue aggressively pursuing state and federal grants to support road work, park upgrades, and programs like brownfield redevelopment—helping to reduce the local tax burden. At the same time, the town needs to invest in energy efficiency across all municipal buildings and spaces through measures like solar panels, LED streetlights, and upgraded HVAC systems that cut costs over time.

That said, we must do our due diligence when it comes to relying on one-time funding for ongoing expenses or adopting new technology that promises efficiency but fails to deliver a real return on investment. Innovation should be smart, sustainable, and rooted in fiscal responsibility.

7. How do you respond to residents who complain about vitriol and lack of civility in local politics?

I’ve sat in on dozens of Board of Education and Town Council meetings over the past few years, and some of the things I’ve seen coming from the Republican side of the dais have made my jaw drop. I share the concern that there is a lack of civility, and, in some cases, a lack of professionalism, coming from certain elected members.

A few years ago, I spoke in front of the Board of Finance at a budget workshop. Even as someone who stands in front of 22 kids every day, speaking in front of “power” was nerve-wracking. Recently, residents who have tried to speak truth to power in front of various boards have been snickered at, ignored, misrepresented, or not taken seriously. Speaking out about injustice takes courage, and to see elected members respond so callously is inexcusable.

To my neighbors: I am not infallible. I have opinions, I am passionate, and I am not afraid to point out injustice, ethical missteps and poor management. I also try to find the humanity in everyone, form my own opinions, and strive to create connection. We all have to work with people we don’t agree with. When a group like the Town Council holds the future and well-being of its citizens in its hands, they owe it to one another, and to the community, to find common ground, act with professionalism, and work together.

8. What do you like about Southington?

It’s home. I love that for my two girls, it’s where their roots are growing. I love that tonight, as I walked into the crisp October air after a meeting, I could hear the SHS Marching Band practicing on the field. I love working at the Apple Harvest and seeing former students and their families, hearing how they’re doing and knowing I had a positive impact on them.

I love sitting in the air-conditioned comfort of the new library on a summer afternoon, digging into a new book. I love the blast of cold winter air when stepping onto Center Street after eating at one of our many restaurants. I love the crepes at Southington Coffee House and the humidity on the YMCA pool deck during swim lessons. I love the unions in town that form the backbone of our workforce. I love hearing kids yelling and laughing in the field before a drive-in movie, and I love when the lights dim before one of our amazing theatre shows, from elementary school performances all the way up to community theatre. I love the smell and vibe of Factory Square when I sit drinking my Americano from Perkatory.

I love the options for takeout, the breweries, and the ice cream shops. I love the feeling of helping Southington Community Services and Bread for Life. I love seeing coat drives, bottle drives, Backflips for Backpacks, and lemonade stands exceed their goals. I love all of my students even when they don’t stop talking when I am teaching! Most of all, I love the people here, people who, like me, proudly call Southington home.

Kristen Marie Guida (D)

1. If elected to Southington’s Town Council, what relevant experiences, skills, and/or interests would you bring to it?

If elected to Southington’s Town Council, I would bring years of leadership experience in healthcare, education, and public service. As Director of Nursing at CT State Capital and a practicing nurse practitioner, I understand teamwork, fiscal responsibility, and evidence-based decision-making. I’ve served as Past President of STEPS and CTAPRNS, on the Southington Library Board, and as an alternate on both the Zoning Board of Appeals and the Planning & Zoning Commission. I am civic-minded, deeply invested in our town, and eager to help Southington continue to flourish. My volunteer work in Haiti reinforced my belief in service, compassion, and the importance of community partnerships.

2. Southington has a nine-person Town Council that hires and works with a professional Town Manager. What should the role of a Town Councilor be in this system?

In my opinion, a Town Councilor’s role is to work cohesively with others for the common good of the town—acting always in good faith. In partnership with the Town Manager, councilors provide guidance, oversight, and thoughtful decision-making grounded in transparency and collaboration. My leadership experience has taught me the value of teamwork, integrity, and listening to diverse perspectives to achieve shared goals.

3. What are two or three of the main challenges facing Southington that the Town Council can have some impact on?

Three main challenges facing Southington are rising taxes, maintenance of roads and infrastructure, and sustaining a strong education system. The Council can help by encouraging responsible budgeting, prioritizing infrastructure projects, and ensuring continued investment in public education—all while protecting the town’s fiscal health and quality of life.

If Southington suddenly received $5 million, I would recommend investing in infrastructure improvements, such as paving local roads and installing sidewalks in high pedestrian areas to improve safety and accessibility. I would also consider using a portion of the funds to help support low-income

seniors through targeted tax relief. Our senior residents have contributed so much to this community, and providing them with financial assistance would be a meaningful way to give back while strengthening Southington’s sense of care and community.

5. If $5 million per year was suddenly subtracted from Southington’s coffers, how would you want the town government to address this challenge?

If the town faced a $5 million deficit, I would work closely with town leaders and the Board of Finance to identify areas where we could trim excess without compromising essential services or education. Responsible stewardship means maintaining efficiency while preserving the operations that keep Southington thriving.

6. Are there innovations - in technology, infrastructure, funding opportunities, etc. - that you would like to see the town take advantage of (or avoid)?

I would like to see Southington invest in modern infrastructure and smart technologies that improve traffic flow, public safety, and sustainability. These efforts not only enhance quality of life but also attract businesses and strengthen our economic base. Infrastructure investment supports economic

development and helps our town grow responsibly.

7. How do you respond to residents who complain about vitriol and lack of civility in local politics?

I understand and sympathize with those who feel disheartened by divisiveness in politics. It doesn’t have to be this way. Councilors can agree to disagree respectfully and seek middle ground. I believe in listening, empathy, and working collaboratively for what’s best for Southington—not political gain.

8. What do you like about Southington?

I love Southington—it’s been my home for nearly my entire life. It’s a friendly, vibrant town with excellent schools, great local businesses, and community pride. From our beautiful neighborhoods to our local attractions, Southington embodies the perfect balance of small-town warmth and forward-thinking growth. I’m proud to call it home and would be honored to help it continue to thrive.

Jim Morelli (R)

1. If elected to Southington’s Town Council, what relevant experiences, skills, and/or interests would you bring to it?

I bring 6 years of previous Town Council experience and a lifelong love of Southington. I have a manufacturing, building – construction, and sales experience along with an 8-year career in emergency medical response. I have a well-rounded knowledge of many of the issues that face us in a growing thriving community, and I am proud and honored toserve you.

2. Southington has a nine-person Town Council that hires and works with a professional Town Manager. What should the role of a Town Councilor be in this system?

The Town Council is abreast of all ongoings of the town and is an advisory board for the Town Manager. We approve the annual budget and assist with decisions that have short- and long-term impacts on the overall operation of our town. We are a biweekly monitor of operational challenges throughout Southington. And we are the control mechanism for the town charter.

3. What are two or three of the main challenges facing Southington that the Town Council can have some impact on?

The main challenge is always fiscal responsibility for our residents. This is a delicate balancing act of saving, spending and borrowing to ensure that our town continues to expand to adapt to our growing population. This is in various sectors such as education, infrastructure and emergency services. While keeping tax increases and spending in line with where we are each year financially.

Additionally, the Town Council deals with commercial and industrial growth that fits within our vision for the future. Along with housing and development.

The number one issue with voters in town has consistently been excessive building and growth. Therefore, the council must maintain a vigorous open space acquisition plan to retain the look and feel of our town.

That 5 million would almost make up for the unfunded mandates that Hartford Democrats put on our town. We never know what they will decide to cover and not cover so the budget process is difficult.

5. If $5 million per year was suddenly subtracted from Southington’s coffers, how would you want the town government to address this challenge?

Like in the previous question, that small percentage would likely not yield much change in our overall picture but if it did it would likely go to one-time expenses like equipment police fire and public works, park and public building upgrades etc. It should not be used to increase any rolling overhead costs that would increase our annual budget and ultimately increase taxes.

6. Are there innovations - in technology, infrastructure, funding opportunities, etc. - that you would like to see the town take advantage of (or avoid)?

We have made great strides in implementing technological upgrades and I wish to see that continue. I believe that advancements at the library would yield results that would impact all residents and that would be one focus. Also, any streamline of various town departments with automation to make public interactions seamless would be desirable.

7. How do you respond to residents who complain about vitriol and lack of civility in local politics?

Unfortunately, we are living in a mud slinging hide behind the keyboard society. You will not see any negative or derogatory posts or comments from me as I do not appreciate or participate in these antics both during and after elections by certain groups and individuals. This is so not necessary.

8. What do you like about Southington?

Southington has been my lifelong home and the best thing about Southington is our residents. Whether new or old this town rallies around each other in ways that are indescribable. Generosity, caring, and mutual respect for one another is what makes our community so fantastic. Again, to me our number one asset is our residents!

Tony Morrison (R)

1. If elected to Southington’s Town Council, what relevant experiences, skills, and/or interests would you bring to it?

I have run $100 Million business units in High Tech companies on three different continents, and so I have significant management, organization and financial skills. I have served Southington for the last eight years with three terms on the BOF and one term on Council. In addition, I have served on numerous committees such as Self-Insurance, Open Space, Economic Strike and Ordinance, as well as being Chair of Transportation, America250, and Sewer. My main reasons in serving Southington in these capacities is my love for the Town and my belief that if you want to improve the world you need to sweep your own doorstep first.

2. Southington has a nine-person Town Council that hires and works with a professional Town Manager. What should the role of a Town Councilor be in this system?

I see the Town Manager as the CEO and the Council as the Board Of Directors. This is not an exact analogy as Police, Fire and Education are governed by other bodies, but the Council controls the finance amounts and the debt service for all, and we are the ultimate legislative authority for the Town. Our responsibilities are essentially to drive, or ensure, the key initiatives for the Town, as well as providing a forum for any resident to express their opinion on any Town issue. Councilors of the majority party, which has been Republican since 2019, are responsible for setting the overall agenda for the Town, but all individual Councilors have oversight responsibilities and a duty to highlight what they see as issues and problems.

3. What are two or three of the main challenges facing Southington that the Town Council can have some impact on?

The biggest challenge right now is the Grand List growth. Next year we will have serious Grand List growth due to the inflation-driven property revaluation. However, the normal growth rate has slowed a little since Covid and we must build it back up. Weapons to do so include the Economic Strike Committee which works with the Economic Development Director. This directs and supports opportunities for growth. The number of initiatives in the last two years have been tremendous. Just one example - this year we have begun to develop the Industrial parcels on West Queen Street (industrial and commercial properties give us the biggest growth) with the first parcel has been taken. The revenue from businesses is critical for our funding of all our services - for example, 48% of Grand List growth funding this year’s budget was from business.A secondary challenge is that Southington is in Connecticut and the environment here is not very friendly towards businesses – State taxes are very high, as are energy prices. So we have to make our Town friendly towards business, as well as our residents. This requires serious, but controlled, spending on roads, infrastructure, public safety services, our schools. We are competing with other towns in Connecticut, as well as some in surrounding states. To ensure great services while keeping taxes attractive to business as well as our residents requires serious judgment capabilities from our elected officials.

Finally, the overall ambience of the Town is also very important. Which is why our Open Space strategy is so necessary. The Town has purchased more than 1000 acres of open space for all kinds of Town needs from farming to recreation. But more than that the green spaces ensure our residents have welcome breaks from suburban sprawl.

This is an interesting question as this may well happen next year. Revaluation of taxable property is when the value of property catches up with inflation. It occurs every five years and it is happening now for next year’s budget. Inflation is at 19% since the last revaluation and so our Grand List will increase significantly beyond normal growth. I will advocate strongly that these extra revenues are primarily used for decreasing the mill rate to lighten the tax burden. Republicans did this five years ago when we had a zero mill rate increase. As always, I operate on a question of balance, so I will also evaluate if any of our services need to be adjusted upwards as a secondary consideration.

5. If $5 million per year was suddenly subtracted from Southington’s coffers, how would you want the town government to address this challenge?

I would propose using the levers we have developed previously that Republicans on the BOF and TC have built up over the years. These include:

Pushing out capital spending. Our five year capital spending plan has some serious investments we plan to make beginning in 2026 totaling nearly $300 Million. They would have to be reviewed and moved out in order to minimize annual debt payments.
Disciplined spending cuts mechanism. The first year I was on the BOF we were faced with massive cuts in grants by the State of around $3 Million. We released budget dollars to both BOE and General Government on a quarterly basis only if they had made targeted cuts in their budgets going forward.
Across-the board limits to spending. We have made serious investments in our services over the last three years; partly to combat inflation and State unfunded mandates, and partly to make progress. These have averaged 4-5% increase annually. We would limit spending increases in the budget process to a much smaller amount of 2-3% a year until the crisis was resolved.
Tax increases. Only if necessary to preserve essential services.

Knowledge of what can be done is one thing; the critical element for Councilors has to be sound judgment. Balancing revenues and services is difficult at the best of times to get right in most budgets we pass - it is far more so during emergency situations.

6. Are there innovations - in technology, infrastructure, funding opportunities, etc. - that you would like to see the town take advantage of (or avoid)?

Technology offers us the biggest bang for the buck right now. The new technology committee has put a platform for the Town in place and we are busy working on developing capabilities using it for efficiencies. These efficiencies have delivered, and will continue to deliver to savings, such as the fact we have freed up time from staff to concentrate on completing schools grant audits which has just returned $281,000 to us.

The future sees some serious other opportunities which we have not investigated as yet. This is using what is called Generative AI (GenAI) for service delivery, cybersecurity, operations such as predictive maintenance and citizen queries. We have considerable shortened our permits processing, but this type of AI has lead massive improvements in other municipalities in this area. And other applications are numerous. Hartford, for example, is using GenAI for real-time language translation for 311 calls. Use of GenAI will have to be managed for privacy issues, just like we did with the Flock cameras where we delete the data after 30 days.

Public safety offers improvements as well, not just with GenAI for potentially helping our response times, but with technologies that have had success elsewhere. Firefighting drones have freed up firefighters from dangerous situations elsewhere, for example investigating smoke-filled upper rooms for where people may be trapped in a fire as opposed to sending in a firefighter.

The State of GovTech 2026 is next Spring in Arlington, VA. Even if we do not have time or money to attend, we need to be keeping abreast of what the future holds from conferences such as this.

7. How do you respond to residents who complain about vitriol and lack of civility in local politics?

This has not been my experience in Town politics as regards working on the BOF, Council and Committees. Generally, these are run cordially and with respect from all participants. Due to in-depth discussions, most votes are bipartisan and/or unanimous on most issues. There have been exceptions of course, mostly for budgetary issues and a few “hot topics,” but these have rarely descended to the level of vitriol.

Unfortunately, this cannot be said for the most part of some social media, particularly during elections. People feel free to express their opinions there in ways they never would face-to-face. As a free speech advocate, I like folks to feel free to express whatever they want (as long as they realize that speech says more about you than anything else). Republicans like me advise all to discuss politics and Town issues in terms of facts, policies and suggestions on how things can be improved. It is advice we follow ourselves but sometimes goes unheeded by others. I would advise residents to avoid the more problematic social media at election time and instead communicate directly with candidates. For example, my mobile number is readily available on the Town website – (860) 919-5192 – for texts or calls.

8. What do you like about Southington?

I love the Town for its diversity of experience. Just within our borders we have everything that makes life enjoyable - retail, restaurants, recreation (skiing, golf, swimming, amusement park), farms, orchards, wonderful views (Novick’s, Rogers Orchard), a beautiful lake with fishing and hiking, a senior center, three wonderful parks, outstanding community events (Drive-In movies, Music on the Green). We have housing available for all of us in a diverse economic community – from first time buyers to renters to mobile homes to government housing to senior developments to middle class and upscale housing. Our charities are superb and a tribute to the generous nature of our residents. Our schools are great, our Town Government is responsive and customer friendly. And we still retain the charming ambience of a New England Town where the downtown has a Town Green, a picture-perfect classic church with steeple and the Town Hall. Our finances are first-class, structured to meet any eventuality. Sometimes we forget we live in such a desirable place. It has not happened by accident of course. It needs constant work every day by our Town officials, our schools administration and our government bodies such as the Town Council. Choose wisely when you vote in November.

Chris Palmieri (D)

1. If elected to Southington’s Town Council, what relevant experiences, skills, and/or interests would you bring to it?

I am a lifelong Southington resident and am very excited about the opportunity to run for re-election to the Town Council. I was previously elected as a member of the Southington Library Board of Directors and Southington’s Board of Water Commissioners. I currently serve on several town committees including the Apple Harvest Festival Advisory Committee, the Open Space Committee, and the Economic Strike Committee. Last term I also served on the Ordinance Review Committee and the Public Works Committee. I previously served as the Chairman of the Town Council as well as the Minority Leader. I also previously served as the vice chairman of the Public Building Committee for Kennedy and DePaolo Middle Schools. I graduated from the University of RI with a BS degree in Business Administrations and also earned my Master's Degree and Professional Degree in School Administration from Sacred Heart University. As the Principal of DePaolo Middle School, I am extremely proud to serve as an educator in Southington.

2. Southington has a nine-person Town Council that hires and works with a professional Town Manager. What should the role of a Town Councilor be in this system?

In Southington’s Council-Manager form of government, I believe the role of a Town Councilor is to set the direction and priorities for the community. The Council should focus on policy, budget, and long-term planning, not on managing employees or daily operations. As a Councilor, my responsibility is to listen to residents, ask thoughtful questions, and make decisions based on facts, fairness, and what’s best for the town as a whole. It’s also important to maintain a respectful working relationship with the Town Manager and staff so that we can operate efficiently and collaboratively.

3. What are two or three of the main challenges facing Southington that the Town Council can have some impact on?

The concerns I hear most often from residents center around three key areas: the impact of the budget on taxes, maintaining our infrastructure, and ensuring public safety. Balancing a responsible budget is always a challenge because people want strong services, but they also want to know their tax dollars are being used wisely. The Council can make a difference by prioritizing spending, looking for efficiencies, and planning long-term to avoid sudden spikes in taxes. Properly maintaining infrastructure is another major area where the Council plays a role through planning and ensuring we invest in what will serve the community best over time. Finally, public safety is at the heart of what keeps Southington a great place to live. The Council can support our police, fire, and emergency personnel with the resources and staffing they need.

If the town suddenly had an extra $5 million a year, I would suggest we use those funds on improving our roads because that is what I hear about most often from residents. Investing in our roads isn’t just about convenience; it’s about safety, long-term cost savings, and maintaining the quality of life that people in Southington expect. By addressing these needs proactively, we can avoid more expensive repairs in the future and show residents that we’re listening and responding to one of their top concerns. I would make sure we approach it responsibly by setting clear priorities, using competitive bidding, and ensuring transparency so taxpayers can see exactly how that investment is improving our community.

5. If $5 million per year was suddenly subtracted from Southington’s coffers, how would you want the town government to address this challenge?

If Southington suddenly lost $5 million per year, I would suggest we prioritize spending to continue providing essential services. I would focus first on maintaining public safety, maintaining investments in critical infrastructure, and meeting contractual obligations. I would also look for efficiencies, eliminate unnecessary costs, and explore alternative revenue sources to minimize the impact on residents’ taxes. When decisions are finalized, it is important to communicate transparently with the community so residents understand the choices being made.

6. Are there innovations - in technology, infrastructure, funding opportunities, etc. - that you would like to see the town take advantage of (or avoid)?

I’d like to see Southington use technology and funding opportunities to make town services more efficient and effective. Things like online permitting, digital payments, and infrastructure monitoring can save time and money. I’d also prioritize pursuing grants and state or federal funding to help improve roads and public facilities. At the same time, I’d be cautious about adopting programs that are costly or untested without clear benefits for residents.

7. How do you respond to residents who complain about vitriol and lack of civility in local politics?

I understand that residents are frustrated by the lack of civility they sometimes see in local politics. I have always tried to lead by example by treating everyone with respect, listening carefully, and focusing on facts and solutions rather than attacks. I believe that meaningful discussion and debate can happen when we model the behavior we want to see in the community. I also encourage residents to engage constructively by attending meetings, sharing ideas, and participating in ways that move the town forward.

8. What do you like about Southington?

As I mentioned previously, I am a lifelong Southington resident. The thing I love most about our town is our sense of community. People truly care about each other and support each other in times of need. That spirit of connection and mutual support makes Southington not just a place to live, but a place where people feel at home. I’m proud to be part of this community and want to help ensure it continues to thrive for everyone.

Joshua Serafino (R)

1. If elected to Southington’s Town Council, what relevant experiences, skills, and/or interests would you bring to it?

As a lifelong Southington resident, small business owner, husband, and father, I bring practical experience and a deep understanding of our community’s needs. I founded Lock N Load Firearms, a local business that has grown into one of Connecticut’s highest-rated training centers and retail shops. Operating a business in town has provided me with firsthand experience in budgeting, customer service, and navigating local, state, and federal regulations. These are similar challenges that Southington residents and business owners face every day. I’m also deeply involved in our community and understand the importance of keeping Southington a safe, affordable, and family oriented town. I want to bring a strong, common sense voice to the council, focused on problem solving, fiscal responsibility, and protecting the hometown values that make Southington such a great place to live and raise a family.

2. Southington has a nine-person Town Council that hires and works with a professional Town Manager. What should the role of a Town Councilor be in this system?

A Town Councilor’s job is to represent the people of Southington, set priorities for the town, and make sure taxpayer dollars are being used responsibly. The Town Manager handles the day-to-day operations, while the Council provides direction and oversight to ensure those operations align with the goals of our community. It’s important for Council members to work together and maintain a respectful, open line of communication with the Town Manager. At the end of the day, our job is to listen to residents, bring their concerns to the table, and make decisions that keep Southington strong, affordable, and thriving for generations to come.

3. What are two or three of the main challenges facing Southington that the Town Council can have some impact on?

One of the biggest challenges Southington faces is keeping the town affordable for families and seniors while still delivering the services people count on. Everything costs more these days and the Town Council has to make smart, fiscally responsible budget decisions that protect taxpayers without hurting the quality of life in town. Another challenge is preserving open space so Southington keeps that hometown feel that makes it such a great place to live. Lastly, we need to continue supporting our first responders so they have what they need to keep our community safe. If we stay focused on fiscal responsibility, open space, and public safety, we can keep Southington a great place to live, work, and raise a family while building a strong future for everyone.

If there was an unexpected $5 million in Southington's budget, I would like to see it spent responsibly and for the long-term benefit of Southington. In addition to supporting our first responders, I would concentrate on making improvements in infrastructure, such as repairing and enhancing our public buildings, roads, and recreational spaces.

5. If $5 million per year was suddenly subtracted from Southington’s coffers, how would you want the town government to address this challenge?

If Southington suddenly lost $5 million from the budget, we would have to carefully look at where every dollar is being spent. The first step would be to review spending in each department and find ways to cut costs without taking away the services people depend on. Transparency would matter a lot here. Residents deserve to know where adjustments are being made and why. With smart budgeting and good communication, I believe we can manage a shortfall like that while keeping Southington running strong.

6. Are there innovations - in technology, infrastructure, funding opportunities, etc. - that you would like to see the town take advantage of (or avoid)?

I’d like to see Southington invest in technology upgrades that make town services more efficient and easier for residents to use. Small changes can make a big difference, whether it’s improving access to information or streamlining online permits and applications. When it comes to infrastructure, we should stay focused on maintaining and improving our roads, public buildings, and community spaces. I’d also like to see the town pursue more federal grants to help fund these projects instead of relying solely on taxpayers to cover the cost.

7. How do you respond to residents who complain about vitriol and lack of civility in local politics?

It's understandable why folks are annoyed with how nasty politics has become recently. Too often, it's all about personal insults instead of talking about things that actually matter. I think leaders should lead by doing the right thing. Elected officials need to show up, be truthful, and respect others, even when we don't see eye to eye. I'm not interested in political games or online arguments. My priority is the people of Southington and finding real solutions to real problems. That's how we make progress.

8. What do you like about Southington?

What I love most about Southington is that it’s home in every sense of the word. I grew up here, went through the school system, and now I’m raising my own family here. It’s a community where people still wave to each other, help their neighbors, and take pride in their town. I’ve built my business here and have seen firsthand how supportive Southington residents are. We have great schools, beautiful parks, and a strong local spirit that makes this town special. It’s a place that values family, hard work, and community, and that’s exactly why I’m proud to call it home.

David Zoni (D)

No Response Received by Publication Time

We would like to thank all the candidates who participated in these questionnaires for taking the time to do so. We would also like to thank Joanne Alfieri and Officer Michael Lukanic from the Southington Police Department for helping with the logistics of the video interviews.

Results from a questionnaire sent to candidates for the Board of Finance will be released shortly.

This article has been updated to include late responses.