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Charting a New Course
Bridgeport's Fabrizi brings energy and a commitment to ethical standards in his new job at the helm of the state's largest city
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Business New Haven
7/7/2003
By: Melissa Nicefaro
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Following former Mayor Joseph Ganim's resignation from the city's top post and subsequent conviction on corruption charges, the city of Bridgeport has a new top guy. Former City Council President John M. Fabrizi, a Democrat, was sworn in as mayor on April 7. Now that Fabrizi has had ten weeks on the job, he and we took some time to play 'getting to know you' on June 21.
What is your vision for Bridgeport?
Our vision is to move ahead. We are focusing on several areas.
In the area of economics, we continue to take a hard look at our tax rate, continue to move our mill rate in a downward spiral and stabilize our tax base. We have a high mill rate. We just lopped off about eight mils. We've cut the budget in certain areas and we have challenges in lack of anticipated funding from the state.
Do you have an ethical vision as well?
We know we need to re-establish credibility and a positive image for Bridgeport and to rebuild our trust and confidence - not only among our population, but our employees as well. We instituted a couple of things to immediately help address the issues and they are in the areas of ethics and purchasing/procurement.
You mentioned in your June 19 State of the City address that you have an ethics plan. Is this a formal document, or just something you're keeping an eye on?
It's very specific. It's a four-part plan. The first part deals with myself personally pledging and committing full cooperation with the U.S. Attorney's Office on any further corruption investigations in Bridgeport.
Are there investigations ongoing?
None that I'm aware of. The second part would be dramatically strengthening the city's Ethics Commission. The commission has not met for a long time prior to me coming here because of a lack of a forum because of either vacant or expired [commissioner] terms. In the short period of time we've been here we have a full complement of commissioners on the Ethics Commission. I appointed through council ratification one local judge and several local attorneys.
For the third part of the plan, I am also asking the City Council's ordinance committee to consider expanding the Ethics Commission from five to seven members. I'm also asking the City Council to hire an executive director for the Ethics Commission.
Will this be a full-time position?
The executive director would be selected through the civil-service process. I've recommended that it be one five-year term, which would exceed any mayoral term. The selection process would be through civil service where they would empanel a group of respected state law-enforcement officials who will interview candidates and present three finalists to the mayor. The mayor would select of those three finalists and pass that selection on to the city council for approval and ratification.
What's the fourth part?
As the fourth part of the plan, we're offering ethics and conflict-of-interest training for city employees. We've already had our first ethics and conflict of interest training in June. It was given by the Connecticut Conference of Municipalities to every single department and agency head at the city.
What are your priorities as mayor?
To rebuild trust and confidence in city government. That's a two-pronged approach with what I just talked about involving ethics and a revised and strengthened purchasing practice. We'll also move forward with economic development.
Bridgeport has a long and storied manufacturing history. What can the mayor do to keep manufacturing alive and well in Bridgeport in 2003?
We have to make sure that we retain our companies and help existing companies grow. I know that manufacturing across the United States has for the most part suffered because of international competition. I haven't specifically addressed these issues while in the City Council, but there are initiatives that will help existing companies expand in certain areas of Bridgeport by either widening roads, or making sure the infrastructure is right. On a more specific basis, we know that we have to communicate with companies.
I'll be going out to a manufacturing company that wanted to give me a tour. We know that we have to prioritize site opportunities, but we haven't started to do that yet. Our Department of Economic Development has addressed some areas in this issue, but I have not yet. We also have to advocate state support via favorable treatment and tax codes and advocate for appropriate state investment incentives. I have not specifically yet delved into these areas, but I will.
Since assuming office ten weeks ago, you passed a budget, and helped to settle fire and police union contracts that expired in 2001. You're generating momentum. Can you keep it up?
I'll be honest with you - I don't know how much longer I want to work 16-hour days. From the minute we walk into this office to the minute we leave, we roll our sleeves up and work. I have a very assertive, capable and knowledgeable staff and I think for the most part, we have a phenomenal existing workforce. I refer to them as the nuts and bolts of the city, who continue to make this city work and will help us to move it forward.
But can we keep it up? Yes, we can, but I don't know how many more 16-hour days there are in me. Really, we know the job is 24 hours a day, seven days a week. And at the risk of sounding corny, we have the passion, the drive and the energy. We're going to continue this momentum.
You've said there are about 100 projects in the works in Bridgeport. Aside from Steel Point and Lake Success, what are the most significant?
The West End/State Street Industrial Park is a big one. The city will fulfill our multi-year commitment and help three different businesses build new places for their operations along the State Street corridor. This effort has had a series of false starts and we will get it going once and for all.
Phase 2 of the Intermodal Transportation initiative, which involves building the new bus terminal. We have a commitment of $8 million in federal funds that requires a $2 million match from the state. If we don't secure that $2 million by September 30, we lose the federal dollars. Simply put: We need this item on the state Bond Commission's agenda. We've already talked to the governor about this and we're going to push until it's done.
Also, the [former] Read's [department store] Artist Housing Project in downtown Bridgeport. There's a $750,000 budget gap in this proposal that we believe the state Housing Authority can close. We will be working with them to do that so we can begin construction this year. I believe this project is extremely close.
We're also working on expanding the Arena/Transit Center parking garage by two additional decks. This has been recommended by the Transportation Strategy Board and is included in the governor's budget.
What is the status of the Steel Point project?
The state Bond Commission has awarded $900,000 for an environmental impact study for part of that land, and we anticipate that will be over in about six months. There are some things that can happen in the short term if we do get some funding that the legislature authorized but didn't bond yet.
With an initial $10 million, we could probably rebuild the lower part of East Main Street, the entire infrastructure from East Main Street to the waterfront, provide for a public waterfront park and simultaneously, the developer committed that he, with private dollars, would put up some restaurants and other buildings immediately if we can get this East Main Street corridor committed and done.
I met with the developer [RCI Marine] in mid-June and told him this thing's been running around for 20 years with all different names. Until the city and developer put a shovel in the ground, people still question the ability to get it done and question the commitment in getting it done.
My bottom line is: the sooner we can get a shovel in the ground, the better, because it will reinforce our efforts and the commitment and the focus that's needed to get it done.
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