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Lori Hopkins-Cavanagh

Published October 19. 2011 4:00AM
New London Mayor Candidate

Party affiliation: Unaffiliated

Are you an incumbent for this seat? no

Campaign website: loriformayor.org

Education/degrees: Bachelor of Arts University of Connecticut 1983
Masters Marketing University of New Haven
Real Estate Broker

Occupation: Real Estate Broker

Civic involvement: Founding Board Member, New London Main Street Organization, First Vice President and Volunteer of the Year. Served on the Board of Directors of the following organizations: Children's Museum of Southeastern Connecticut, Better Business Bureau, New London Maritime Society, National Organization of Woman and the YWCA.

Endorsements: No special interests.

Previous offices held and other government service: Director, City Center Tax District, President and Chief Executive Officer, Hopkins Advertising and Public Relations, Inc., Broker, ShoreViews, LLC

What are the major issues for your town? 4 YEAR PLAN OF OPERATIONS to ADDRESS NEW LONDON'S MAJOR ISSUES
LORI HOPKINS CAVANAGH – MAYOR, CHIEF EXECUTIVE OFFICER


Lori will establish a TEN MEMBER MAYORAL ADVISORY PANEL consisting of individuals possessing expert knowledge in one or more of the following critical areas:

DIVERSITY • EDUCATION • LEAN SIX SIGMA METHODOLOGY • FACILITIES
HEALTH, WELFARE AND HOUSING • NEIGHBORHOOD PRESERVATION AND RESTORATION • TECHNOLOGY • TOURISM • TRANSPORTATION • PUBLIC SAFETY AND EMERGENCY SERVICES

This unpaid advisory panel will identify major policy issues, provide data and analysis, identify opportunities and obstacles, and make practical and feasible recommendations to the Mayor.

CHIEF ADMINISTRATIVE OFFICER: Lori will conduct a nationwide search for Chief Administrative Officer with preference given to Lean Six Sigma accreditation and administrative experience.

DEPARTMENT HEADS, ADMINISTRATORS, AND SUPPORT STAFF:
Review and reorganize as necessary. Implement Lean Six Sigma adoption.

INITIATIVE ONE
GOAL: TO REDUCE COST AND INCREASE THE QUALITY OF MUNICIPAL SERVICES

• A NEW MUNICIPAL CULTURE
• LEAN SIX SIGMA ADOPTION

Enhance value of Municipal services to the public customer and CUT WASTE BY 50%. Implement ONGOING LEAN SIX SIGMA METHODOLOGY TRAINING, to increase workplace efficiency, empower employees, and improve the delivery and quality of public services. DEPARTMENT-BY-DEPARTMENT from the front line to the top this training includes staff, administrative, and department heads.

• A NEW MUNICIPAL CAMPUS
• UNIFIED MUNICIPAL SERVICES

Begin inquiry and feasibility study of FEDERAL POST OFFICE BUILDING ACQUISITION and alternate plans to combine municipal services.
SELL ALL VACATED CITY OWNED PROPERTY: Appraised and sold to tax generating buyers.

INITIATIVE TWO
GOAL: TO STABILIZE CRISES NEIGHBORHOODS

• INCREASE MULTI-FAMILY OWNER OCCUPANCY
• INCREASE PUBLIC SAFETY
• REDUCE CRIME

Develop and adopt new FIELD TECHNOLOGY including digital forms to share data across fire, police, zoning, and tax assessor offices. Restructure and expand NIP IT and CLEAN SWEEP efforts to include zoning enforcement officials utilizing existing FIRE DEPARTMENT personnel in expanded role.
Identify distinct NEIGHBORHOOD BOUNDARIES and ASSESS CRISES COMPONENTS. IDENTIFY ABSENTEE LANDLORD APARTMENTS and require registration of all non-conforming, multi-family properties. Require CONFORMITY UPON RESALE and OWNER OCCUPANCY INCENTIVES.
Introduce OVERLAY ZONES to prevent expansion of additional public housing and new apartment complexes. Requires cooperation and support of Council appointed P&Z Commission. Bolster Loan Programs to encourage first time home buyers and existing homeowners to purchase and/or rehabilitate foreclosed, abandoned, short sale, or bank-owned properties. Bolster efforts of HABITAT FOR HUMANITY and affiliated partners to increase OWNER OCCUPIED housing efforts. Work with New London Housing Authority, HUD, and State to reclaim Thames River High Rise property and relocate residents according to need into better housing in the city and possible habitat houses.

INITIATIVE THREE
GOAL: TO PRESERVE ASSETS

• ESTABLISH DESIGN REVIEW BOARD
• EMPOWER HISTORIC DISTRICT COMMISSION

Encourage HISTORIC PRESERVATION, AND RESTORATION of existing housing stock. Bolster support and involvement in the NEIGHBORHOOD ALLIANCE. MAINTAIN AND PROTECT opens space, recreational facilities, and parks. Encourage MIXED USE neighborhood districts. RE-CONNECT neighborhoods with bike paths and new transportation alternatives. I am opposed to the sale of Riverside Park, the only public open space in East New London. Open space and recreation is one of the top ten reasons why people choose a neighborhood to live in. Selling the park will destroy the chance to revitalize East New London. I will work with UCONN and the State to restore the park to its former glory.

INITIATIVE FOUR
GOAL: TO STOP THE DECLINE

• IMPROVE HOUSING, TRANSPORTATION & CARE OF THE ELDERLY
• STOP ANY INCREASE IN RENTAL UNITS

Work with LAWRENCE AND MEMORIAL, POLICE AND FIRE to develop a solution to prevent frequent flyers, drug addicts, and violent criminals in the EMERGENCY DEPARTMENT. Schedule a HOMELESS SERVICES CONSORTIUM hosted by the City of New London to educate and work with towns and municipalities, to open shelters and kitchens to care for their own homeless community. Support Service organizations that are ACCOUNTABLE AND SUCCESSFUL in reducing versus enabling the problems they exist to serve. Expanding services must be REGIONAL, not New London centric, for continued support. Strengthen our support of single mothers and children from one parent households with job training, education and child care.

INITIATIVE FIVE
GOAL: TO FIX THE FORT FIASCO

• SCRAP THE FORT TRUMBULL MDP
• PRODUCE A PLAN OF DEVELOPMENT BENEFICIAL TO NEW LONDON

DISSOLVE the City's association with NLDC and demand, through writ if necessary, that our deeds be immediately placed in the name of our City, and all activity conducted in the name of the City cease and desist. Evaluate necessary ZONING CHANGES AND RESTRICTIONS to develop appropriate plan for an owner occupied, multi-use, business, and residential neighborhood. Incorporate LIVE AT WORK residences to attract professionals. Incorporate GRADUATED ASSISTED LIVING RESIDENTIAL to provide housing to our elderly. CAPITALIZE on historic significance of The Fort, the peninsula's exceptional waterfront location and wonderful neighborhood attributes to ATTRACT AND SUPPORT DEVELOPMENT of owner occupied condos, small businesses and work at home residences. Add The Fort to the new TROLLEY ROUTE as a DESTINATION for Tourists and local visitors, and provide transportation alternatives for residents who want to connect to Downtown shopping, rail, bus and ferry service, and the colleges.

INITIATIVE SIX
GOAL: TO IMPROVE THE QUALITY, TRANSPARENCY, METHODOLOGY AND CUSTOMER SERVICE OF OUR TAX ASSESSORS OFFICE

• EQUITABLE & SCIENTIFIC ASSESSMENTS
• LICENSED APPRAISER ASSESSOR

Per Charter the method of assessment must be scientific and this is not the current state. In the future, the City's methods of evaluation shall be available to the public by electronic and paper worksheet.
Taxpayers shall be given the opportunity to evaluate their own properties using this scientific method of evaluation and encouraged to include additions or subtractions in value subject to review, prior to the tax appeal process. Selected Board of Assessment Appeals electors and all staff shall be trained in the scientific method and apply that method equitably. I am firmly opposed to any adoption of Land Value Tax in our City - NLDC deja vu! Land Value Tax is eminent domain seizure by levy and it will hurt the poor, elderly and small business owners the most. LVT is immoral and gives the government free reign to take away poor people's real property rights. There is little blight and few, if any, abandoned buildings in New London. There is no justification for implementing Land Value Tax. With the exception of one property owner in town, the reasons why owners do not fix up their property has little to do with taxes and everything to do with lending, fixed income and cost of repairs. Banks, licensed appraisers, and real estate agents will not recognize this method of assessment making it IRRELEVANT TO THE ENTIRE REAL ESTATE BUSINESS AND LENDING INDUSTRY. As a non-conforming method of assessment, LVT, with great certainty, will create a sizable unnecessary expense and physical burden, without any demonstrated benefit, and will increase the number of foreclosures. LVT defies FREE MARKET determination of value which, when done SCIENTIFICALLY and EQUITABLY, is the only fair assessment of worth.

INITIATIVE SEVEN
GOAL: TO GROW OUR TOURISM INDUSTRY

• RAPID IMPROVEMENT FOR OPSAIL, JOBS AND BUSINESS GROWTH!

TOURISM will be a major focus with development of a strategic plan to capitalize on New London's wealth of historic sites, recreation facilities, museums, dining, and arts assets. AN 'OFFICIAL' VISIT NEW LONDON TOURISM WEB SITE will be created similar to Newport RI's. A TEMPORARY VISITOR'S CENTER will be open in time for OpSail 2012 and A PERMANENT VISITOR'S CENTER will be opened where the existing police station is located. TROLLEY SERVICE from Conn College to the Mitchell College will be operable for OpSail 2012. COMMUTER/EVENT PARKING LOTS will be identified along the trolley line to handle parking and transportation issues. A permanent Visitors Center will be considered in place of the existing police station and incorporate trolley service.




INITIATIVE EIGHT
GOAL: INCREASE RETAIL BUSINESS & ATTRACT TOURISTS

• THE INTERNATIONAL SHOPS
• THE INTERNATIONAL PORT OF NEW LONDON

Position and market the International Port of New London and The International Shops as a destination shopping center to attract tourists visiting the area and world-wide with e-commerce catalog/website. Bolster retail sales of International Shop businesses with virtual e-commerce catalog/website. LEASE AND IMPROVE VACANT STOREFRONTS and create new job opportunities. THE INTERNATIONAL SHOPS will be introduced and requests for landlord, lender, and existing and new business participation implemented within first 60 days of election. The COOPERATIVE ORGANIZATION will be formed and marketing strategy launched in time for OpSail 2012. ETHNIC PRIDE PARADES/FESTIVALS and Schools will be encouraged to celebrate our rich ethic and immigrant history.

INITIATIVE NINE
GOAL: TO BUILD A NEW, 'GREEN' POLICE DEPARTMENT

• MOVE AND IMPROVE FACILITY FOR PUBLIC SAFETY

BUILD a new state-of-the-art, energy efficient/ independent facility utilizing Green technology. Gain NATIONAL RECOGNITION for technologically progressive and responsible urban development.
Preferred location is the corner of Howard and Bank Street on lot that has remained vacant since the 1970s. Move will also increase business in that area with esthetic enhancements and increased foot traffic. Implement the Resurrect New London Initiative to REDUCE crime and the number of police officers in the City.

INITIATIVE TEN
GOAL: TO IMPROVE THE RELATIONSHIP BETWEEN BOARD OF ED AND THE CITY

• THE MAYOR, AS CHIEF EXECUTIVE OFFICER AND LIAISON, HAS A SEPARATE AND DISTINCT ROLE IN DELIVERING QUALITY EDUCATION TO ALL NEW LONDONERS AND A RESPONSIBILITY TO CREATE A SAFE ENVIRONMENT.

Relocate the Superintendent's Office and incorporate within the new Municipal Campus. Focus on student safety and SERIOUS INCIDENT improvement. Address not only the High School but all other facilities in the City that require handicap accessibility. Provide work based experiences within our city's businesses for teachers and students. Support career academics including hospitality training to support tourism industry, because college isn't for everyone. Implement Parental support and involvement initiative. Implement CHILD CARE support initiative. Recognizing the growing number of education alternatives that exist and are planned in the future, including regional and city magnet schools, it would be irresponsible to build a new middle or high school at this time. School vouchers and career trade schools are a viable solution to our failed system. Our children and teachers deserve to work in a safe and nurturing environment. Until our environment improves, none of the band aid education program will have any impact. Teachers cannot teach and students cannot learn in our present environment.

My Resurrect New London Initiative will improve our schools from the outside in!

What makes you the best candidate for this office? Because experience matters and political party should not.

SHOREVIEWS, LLC (current position) Broker, Owner, Realtor
• Recipient of Eastern Connecticut Association of Realtors Master Club outselling 95% of all other agents in Eastern Connecticut.
• Started a successful New London based full service real estate agency in 2009 in the midst of the worst real estate depression in our country's history and grew to a large regional business.
• Short sale and foreclosure expert with designated short sale department to help home owners in crises.
• Awarded contract by the Federal Department of Housing and Urban Development to represent the government to manage and market HUD homes in CT & RI handling Tolland, Middlesex, and New Haven, Windham and New London, Washington and Newport counties
• Recently sold the most expensive non-waterfront private home in the City in the past ten years, for $1.1 million.
• Currently working with developer on a 125 acre subdivision.
• Extensive knowledge of government and municipal loans and grant programs to assist first time home buyers.
• Licensed in CT and RI • Member of the ECAR Grievance Committee and former member of the Legal Forms Committee

HOPKINS ADVERTISING AND PUBLIC RELATIONS, INC President and Chief Executive Officer
• Started a New London based corporation in 1985 and dissolved in 2011.
• Grew to be one of the largest advertising and PR firms in New England by 1998.
• Employed by approximately 600 business, government and non-profit entities to provide a diverse range of marketing research, public relations, advertising, events and promotions, and creative services.
• Goal oriented and strategic marketing driven, full service company.
• Departments within corporation included: marketing research, public relations, media buying, graphic design, creative copy writing, television and radio production, events and promotions, and internal and client budgeting, billing and accounting.
Highlights
Pontiac Division of General Motors - Hired to represent dealer advertising accounts nationwide, and selected by Pontiac Dealers Associations of Connecticut, Western Massachusetts, Upstate New York, Vermont and New Hampshire; representing approximately 250 dealers crossing two independent manufacturing zones, New York and Boston. Grew account from $250,000 per year to over $6 million in three years. Handled all cooperative media buying and accounting working with hundreds of media vendors and manufacturer co-op dollars. Developed all creative production for print, radio, television, point-of-purchase and direct mail.
TCI Cablevision - Hired to produce a marketing strategy and creative, for corporate channel expansion project, including magazine and channel guide and cross station promotion.
Mohegan Sun & Foxwoods Resort and Casinos - Provided Human Resource advertising & media buying internationally.
Pfizer - Developed and implemented a strategic international, focus group research project for software use between scientists, project management and executive departments, in four countries and six locations.
Century Communications - Produced cable advertising and public relations campaign to promote positive image and increase customer satisfaction.
THE FOX radio station in Fairfield County, CT - Develop outdoor campaign to introduce new traffic talent and increase listeners with strategic Billboard, Bus board and Bus Shelter advertising in New York Metro market.

In addition to the aforementioned businesses, Hopkins Advertising and Public Relations, Inc.
worked for the following local, regional and national entities, among others:

Captain Scotts Lobster Dock, T.A. Scott, WQGN, Old Saybrook Auto Mall, Toyota of Newport, RI, Herb Chambers Auto Group in Connecticut, Massachusetts and Rhode Island, Backus Hospital, The Woman's Center of Southeastern Connecticut, Bee Bee's Dairy, Ocean Beach Park, Lyme Rock Park Raceway, Hartford Whalers, The Connecticut Coyotes Indoor Arena Football Team, Mashantucket Bingo Hall, Manitock Springs Water Company, Kodak, C-Mor Mirror Manufacturing Company, Moral, Welfare and Recreation Department of US Submarine Base, US Coast Guard Academy Otto Graham Legacy Fund, O'Brien, Shafner, Stuart Kelly and Morris, PC, BJ's Wine and Spirits, Polomini Builders, Curtin Limousine, Attorney Falvey, Aqua Pools and Spas, Shoreline Vein Clinic, Cherenzia & Associates, Rails to Trails Action Coalition, National Audubon Society, The Norwich Bulletin, Century Toyota, MJ Sullivans Auto Mall, Sud-EZ Manufacturing Company, Heritage Properties, New London Main Street, Downtown New London Association, Harbor Motors, Acura of Old Saybrook, Yost Manufacturing, and many more.

Career Summary

Lori has been self-employed since the age of 25, when she founded her first corporation which grew to be one of the most successful ad agencies in New England by 1998. As president and founder, Lori was featured on the cover of AdWeek Magazine. Over time, Hopkins became a trusted source for multi-media creative advertising, public relations, media buying and promotions.

ShoreViews, LLC is Lori's second successful business that she has started from scratch in New London and where she currently works as a real estate broker. This real estate company has defied the odds as a start-up with no franchise backing, especially during this economic real estate depression.

As a community citizen and advocate of honest business practices and women's rights, in the 1980's she served on the board of directors of the Better Business Bureau, the National Organization of Women SECT Chapter and the YWCA. Lori has also served on the boards of the Children's Museum of Southeastern Connecticut and the New London Maritime Society.

As Director of City Center Tax District, she spun off the defunct New London Main Street organization as a founding board member, first vice president and selection committee chair. The re-energized organization awarded her their first volunteer of the year award.

During that period, Lori also joined a think tank group to establish a Downtown New London retail cooperative called 'The International Shops'. That project was derailed by the president of NLDC's plan to bring dorms and classrooms downtown and NLDC's promise that the Fort and Pfizer would cure the downtown of empty storefronts.

Lori's careers in marketing and real estate span 30 years. Prior to starting her own company, Lori worked two years as an on air weather anchor for WTWS and two years as a week-end news reporter for WNLC-WTYD. Upon graduating from college, Lori worked as marketing director for a mega-dealer group with agencies in California, Connecticut, Rhode Island and New Jersey. She also assisted in the roll-out of a national auto consignment franchise, setting up franchises and training franchisees.

She attended the University of New Haven for graduate studies in marketing and received her undergraduate degree from the University of Connecticut in 1983. She interned in the news department with WVIT in New Britain. She is Saint Bernard alum and attended St. Mary elementary school in New London.

Lori is married to Timothy Cavanagh, Director of Process Innovation at Lawrence and Memorial Hospitals. She is the mother of two 'tweens' and step mother of two college students, in a melded family.

What was the last book you read, and what did you think of it? The last book I read was Whack a Mole by David Marx. I read this book to expand my knowledge of solutions to issues in the workplace that endanger employees, clients and customers. It is worthwhile reading for public policy makers as part of Lean Six Sigma training and an introduction to Just Culture training, in the workplace. It is especially worthwhile for municipal employees and leaders in our public education system. Serious incident reporting procedures, basic human nature and our desire for improvement creates a dangerous environment for our children and employees. Outcome engineering should be adopted in the public sector as it has been in the private sector, to prevent accidents and mistakes before they happen.

MORE

LORI HOPKINS-CAVANAGH

Email: info@loriformayor.org

Address: 943 Ocean Ave,
New London, CT 06320

Marital Status/Children: Married with 4 children.

Age on Election Day: 51

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