Various local organizations have asked candidates to answer specific questions which will assist voters in making informed decisions in the November 7th municipal elections. The following are my written responses to questions asked by The Naugatuck Teaches League.  I was honored to participate in the NTL candidate forum held at Naugatuck High School on October 5, 2023.

Naugatuck Teachers’ League 2023 Candidate Questionnaire

Candidate Name:   Bob Mezzo

Office Sought:         Board of Education

Party:                        Democrat

Home Address:       43 Olde Farm Lane, Naugatuck, CT

Phone Contact:       203-217-0876

Email Contact:         bob@bobmezzo.com

Website:                  www.bobmezzo.com

Past and/or current elective offices:

                                  Mayor: 2009 – 2015

                                  Burgess: 1999 – 2003 (Deputy Mayor 2001 – 2003)

Occupation:             Commercial Lender, Ion Bank

1. Why are you running for elected office and what are your three top priorities to impact education in our public schools once elected?

I have a lifelong connection to and love for Naugatuck Public Schools. Our district has been a constant presence in my life in numerous roles: as a student, parent, spouse of a 34-year educator, member of the Board of Education for 6 and a half years, volunteer, and even an employee. I welcome the opportunity to return to public office and work together for positive change.

My top three priorities are as follows:

*         Work collaboratively with all stakeholders to create a positive climate in which students, families and educators feel empowered and supported to be their best.

*         Prioritize resources that have the greatest impact on fulfilling our District’s mission of making the Vision of the Graduate a reality.

*         Ensure that all families have access to the necessary tools and community resources that will allow our children to focus on learning.

2. What special strengths do you believe you would bring to the board?

I can communicate effectively with stakeholders from various backgrounds and view points through calls/texts, emails, social media or my favorite: face to face communications. My experience on the board as mayor gives me a unique knowledge of how both the board of education and the municipal government operate and when they can collaborate to maximize limited resources. My wife and I have also had children in the district since 2003: two who have graduated and gone to college, and a 7^th grader at City Hill.

3. At a time when public education and teachers feel devalued, how do you suggest increasing the value and/or climate of our school and our teachers?

Other than being a police officer or a medical provider, there are few professions that can be more stressful today than being an educator. Our district needs to create a climate where its professionals and staff feel supported and valued during good times and those more challenging. Mistakes will be made in any profession, but they often yield an opportunity to learn, grow and connect with students and families. Sometimes it is up to the leaders of the district to stand firm in support of its people who are on the front lines of education. We can work together to educate families and the community at large so they understand and support our efforts to provide a nurturing and safe environment while keeping expectations high for all students.

4. How would you plan to keep communication channels open and work with the LOCAL as well as its members?

As mayor, I never formed a committee or sub-committee without including a representative from organized labor. While I might not always agree with you’re the bargaining unit on every issue, I will listen, be responsive and always communicate in a timely and respectful manner.

5. What will you, as a board member, do to assure that teachers have the support and materials needed to successfully assist students in meeting state standards?

I have been a part of 11 municipal budget processes and 7 on the board of education side. I have consistently fought to protect education budgets from unreasonable, reactionary and sometimes arbitrary cuts to funding. This has not always been popular, but educating our children is the most important thing we do as a community. I will continue to fight to make sure we have adequate resources to pursue our Vision of the Graduate, and use those resources efficiently and effectively.

6. What do you view as the district’s greatest capital needs right now? How do you think those needs should be addressed?

Naugatuck High School is an impressive, modern educational facility. Unfortunately our middle, intermediate and elementary schools are showing their age. The Long Term School Facilities Planning Committee (LTSFPC) envisioned renovations/consolidations to our schools after the renovation of the high school, which also complemented our downtown revitalization efforts. Mayor Hess and his team have positioned the Borough for some exciting initiatives that will transform the image of our downtown and positively impact the grand list. Revisiting some of the LTSFPC’s recommendations should be timed accordingly with downtown redevelopment.

7. In your view, what has the district done well over the last three years? What has the district done poorly that you would change?

Naugatuck Public Schools (NPS) has done a great job protecting the diverse programming and extracurricular activities that enhance the educational experience for all students. As a community we have also recognized that our educators and support staff should reflect the diversity of our student population. While there is still much work to be done, NPS has done a better job making this a priority. The resilience of our educators during the challenges of the Covid-pandemic was amazing. No one could have planned for such an event and all the passions that the Covid restrictions aroused, but the people who work for our district got our kids back to school and kept their focus on their students.

We can do a better job in some areas. The outward appearance of our school buildings often leaves a lot to be desired and sends a bad first impression to newcomers and those from out of town. Overgrown brush, un-mowed grass, litter and graffiti often are the first things that one sees when driving into our campuses. Broken scoreboards and concession facilities or bathrooms without soap or paper towels leave visitors with an impression that does not reflect the pride that most of us take in our district. Money will always play a role, but we must instill a level of pride in the appearance of our buildings and grounds and an acknowledgment that perception is important. Little things matter and speak to a broad audience of people about what kind of community we are.

We can also do better by creating a climate of support, collaboration and professional growth rather than one of fear. This must start at the top. Embracing fear as a motivator to achieve results is a non-sustainable model that does not encourage educators, particularly young ones, to grow.
 

8. What do you see as the opportunities and challenges in this district?

We are a fairly large district with significant socio-economic challenges. While income is not the sole factor in determining educational success, it is naïve to think it does not play a role. Some families struggle with the basic needs of food, shelter and clothing that impact a student’s readiness to learn. Many also struggle with mental health and/or addiction. NPS needs to continue to partner with community stakeholders to ensure that families have access to the resources that put their children in the best position for academic success. The partnership with Wellmore is a good example of this.

There is a lot of excitement with the redevelopment plans that are proceeding for downtown. Shovels in the ground and cranes in the air will energize the community and renew discussion to ensure that our school district has the resources necessary to be a vibrant, successful school community able to meet the educational needs of new families moving to the Borough.

9. Describe the achievement gap in this district. What causes it? What can be done to fix it?

The achievement gap is the disparity that exists in educational outcomes between different groups. It can be analyzed by comparing standardized testing data through subcategories such as race, gender, ethnicity, sexual orientation, disability and language barriers. Disparities can be caused by a variety of factors, many of which are beyond a school district’s direct control.  These include economic challenges faced by families, historical patterns of discrimination, access to physical and mental health care or cultural value placed on the importance of education, just to name a few.

Numerous studies have been done about the best ways to address this, but it is not easy. Positive measures to reduce the achievement gap in Naugatuck involve early intervention, smaller class sizes, individualized and supplemental instruction, access to mental health resources and connecting families to community resources that will ease economic and health care challenges.

We also need to realize that we can’t measure the Vision of the Graduate solely through a standardized test score. Many such tests contain cultural biases that perpetuate the achievement gap. Results often show conflicting patterns of improvement or decline that are not easily explainable. Data is an important tool, but not the sole predictor of future success for every student. The life path may look very different from student to student, particularly those from different backgrounds, but long-term success and happiness can take many forms.

10. How will you assess district leadership’s attainment of key goals? How will you know when a program or decision has been successful?

Data-driven decisions provide a level of measurement that allows some conclusions to be drawn. Data can sometimes, however, be deceiving and also manipulated. Our mission is well-defined for our students in the Vision of the Graduate, but we often do not know what that looks like until many years after a student leaves the district. I would like to see our district track post-graduate outcomes from our students who enter college, the military and/or the workforce.

District leadership should be judged by the climate it creates for professional growth, open collaboration and overall support for all stakeholders. Diverse focus groups and surveys that can’t be traced to IP addresses can be helpful to gain valuable and honest feedback in this area.

11. In your view, what is the role of the teachers’ association in this district?

NTL is the leading voice and representative for the incredible teachers in our district. While there are always diverse thoughts and opinions in any bargaining unit, NTL is the collective voice of our local teachers and should always be included in the decision-making process.

12. As a school board member, from whom will you seek advice or input in weighing key decisions?

I have learned from experience and often my own failures that careful listening is often more important than drawing conclusions on issues impulsively. Decision-making often requires choosing between differing viewpoints which inevitably will not make everyone happy. I believe it is important to seek the opinions of all stakeholders, consider all opinions, and then make the decision that is in the best interest of our district. The NTL will always be one of those stakeholder. Compromise is always part of the consideration, but there are times when adhering to core principles and beliefs is just as important.

I would by lying if I did not acknowledge that I will and always have sought the counsel of my wife and best friend, Eileen. As a 34 year educator in NPS, an administrator for the last 20, a resident of Naugatuck and the mother of our three NPS student-athletes; she has a unique perspective, expertise and experience that is invaluable. She also has a strong moral compass and is far smarter than me. We often disagree on educational topics, but I am able to see a different, more educated perspective on complex issues or initiatives that I do not fully understand. I now get to listen to the insight from our daughter Ally, a fourth generation educator who teaches history at Platt High School in Meriden. Her perspective as a new teacher allows me a different understanding of the challenges that face the next generation of educators who will one day be the future of our school district.

I am happy to discuss the issues discussed above in greater detail with the leadership of NTL. Please feel free to contact me at any time. I look forward to the forum and appreciate all who are working to make it happen.