The O’Day Moore Platform for Westport

Our Vision for a Stronger, More Connected Westport

The O’Day Moore team believes that leadership means listening, collaborating, and delivering results. Westport deserves a town government that is responsive, transparent, and focused on getting things done. Our platform reflects a practical, forward-looking approach to the issues that matter most: protecting the character of our community, managing growth responsibly, investing wisely in our future, and improving the quality of life for every resident.

Affordable Housing

Affordable housing is a vital part of our community. However, Westport is routinely targeted by developers who exploit our four percent ratio of affordable units, which is well below the state’s ten percent mandate. This leaves us vulnerable to dense apartment projects with little zoning oversight under 8-30g.

What we will do:
Work with local and state partners to achieve an 8-30g moratorium. In the meantime, increase efforts to identify land or buildings suitable for affordable housing. Westport already has strong partners in the Affordable Housing Committee, Housing Authority, and P&Z, and we must be ready to act quickly when opportunities arise. We should also encourage “friendly” 8-30g projects, as Darien has done, by collaborating with developers who are willing to work with the town.

Traffic

Every part of town is feeling the impact of increased traffic.

What we will do:
While we cannot reduce the number of cars, we can manage traffic more intelligently. We will explore remote monitoring of problem intersections as they develop and use technology to adjust light timing for better flow. We will also share guidance to help drivers make safer left turns onto Post Road from Wilton Road.

Pedestrian and Bicyclist Safety

Many parts of town are not suitable for walking or biking.

What we will do:
A three-part approach is needed. While we should continue the current administration’s Traffic and Safety Commission, we also need to:

Encourage the RTM to adopt an ordinance allowing speed and red-light cameras to improve enforcement.
Continue repairing existing sidewalks and constructing new ones throughout town.
Create well-defined bike lanes wherever possible, and ensure both motorists and cyclists respect them. Strict enforcement of the laws should improve compliance the laws.

These are costly projects, but ensuring public safety is among the First Selectman’s most important responsibilities.

Cribari Bridge

The Cribari Bridge is a beautiful, historic, state-owned bridge that is narrow and difficult to cross. Renovation or full replacement has been discussed for a generation, but decisions about its future have been delayed for years.

What we will do:
Westport does not own the bridge. We will review all options with the Connecticut Department of Transportation. While renovation is strongly preferred, if evidence shows replacement is the only viable option, the First Selectman and town leaders must ensure that any new bridge is aesthetically consistent with the existing one. We will also work with the state to limit truck traffic on the bridge. Any scenario that transfers ownership or maintenance responsibility to the town would be fiscally irresponsible and must be rejected.

Saugatuck

Saugatuck should be developed thoughtfully and all issues raised during the Hamlet proposal must be fully addressed.

What we will do:
We will continue dialogue with any developer presenting a serious proposal for Saugatuck, provided concerns raised during the Hamlet process are resolved. Other towns, such as Darien, have shown that collaboration with developers can succeed without relying on 8-30g protections. Westport can expand both market-rate and affordable housing while adding retail options that enhance the area.

Parker Harding Parking

Downtown parking remains a challenge, and the Parker Harding lot is long overdue for improvement.

What we will do:
We will follow the DPIC’s four-part strategy to address parking challenges and ADA concerns. No solution should be off the table.

Capital Projects

Westport faces more than $400 million in proposed capital projects, even before bonding costs. Every sponsor believes their project is most urgent.

What we will do:
We will re-prioritize the capital forecast by ranking projects as high, medium, or low priority, with the understanding that low-priority projects will not move forward. Our guiding rule is simple: if a building is functional, dry, warm in winter, and cool in summer, it is not an immediate priority. The Capital Project list should be viewed as a Westport list, not a school versus town list.

Senior Housing

Seniors face a severe shortage of housing options, especially single-level homes and condominiums.

What we will do:
We will establish a First Selectman’s Task Force that includes members of the Board of Finance, P&Z, Y’s Men and Women, and other stakeholders to:
a) Expand the senior housing inventory, including the potential retrofitting of existing office space.
b) Incentivize developers to include senior-friendly designs.
c) Explore financial tools such as tax abatements for new projects.

Communication

Our phones make it easy to find information instantly and Westport residents, aided by Town Hall, should have the same ease for all things related to our government and our town.

What we will do:
Working with the RTM IT Committee and the new town IT Director, we will:

Share regular video updates on town projects that explain what is happening, where, why, and when it will be completed.
Spotlight town employees who keep our community running.
Publish an easy-to-use community calendar with reminders for beach passes, voter registration, taxes, and dog licenses.
Distribute a weekly update from the Selectman’s Office.

Whether through social media, email, or short videos, residents will hear from us every week.

Our Schools

Westport’s schools are our brand and have been for generations. They must remain so.

What we will do:
The Superintendent must have the support and partnership of the First Selectman. Together, we can view capital projects through a unified Westport lens, not a school-versus-town lens. A healthy working relationship will allow both to thrive.