An Interview with Former Mayor Michael Pavia

Our Stamford Community Service Award Winner!

STAMFORD - The Salvation Army of Stamford recently held their Annual Recognition Breakfast and awarded former Mayor Michael Pavia with their "Community Service Award." Mayor Pavia was kind enough to answer a few questions about Stamford, The Salvation Army, and his term as Mayor.

Were you familiar with the Army before the Office of Mayor?

Of course! I am sure everyone knows The Salvation Army and has a general understanding of why it exists. Before I became Mayor, I had a general understanding of the good things it does, which is probably universally known. I certainly did not know the full extent, nor specifics, of the programs and activities the Army performs. The Salvation Army is branded by bell ringers and "red kettles" on street corners and in front of stores during the Christmas season. That scene has been depicted over and over again in many holiday movies. The Army is also known to respond almost automatically to human needs when and where disaster strikes. The depth and detail of all that the Army does may not in large be fully known.

Tell me something that you learned about The Salvation Army?

(Mayor Pavia, with Lieutenants Droz and advisory board members, at "Dry Bottoms Diaper Bank" ribbon cutting in 2012.)

When as Mayor of Stamford, I participated in the ribbon cutting event that opened an important new distribution center that provides baby care products to those most in need of them. I realized then how perceptive and dynamic the organization really has become. It recognized a real need and created a local program designed to respond to the community. Baby care products like diapers are a necessary and expensive commodity that can strain family budgets. Regardless, children should not be denied these basic necessities. The Salvation Army Diaper Bank has been established to collect and distribute these products to the community, where they are needed most.

I realize now that this is probably one of the many, many other good things The Salvation Army responds to when there is the need.

Tell me about working with Stamford Corps Officers Lieutenants Walter and Lila Droz.

As Mayor of a dynamic City like Stamford, I became familiar with all the different social services and not-for-profit organizations that exist to do good things, everything from meals and education to art and recreation. They exist to provide a variety of public service that may not be available otherwise.

There are several words that direct an organization and upon which its success is dependent. The first is Passion. There must be a passionate belief in the purpose, which brings people and resources together. The next word is Commitment. Commitment is what is needed to achieve the mission.

Add the word Leadership to the equation and you have Lieutenants Walter and Lila Droz and a most successful organization. Together they create a team specifically committed to serving human needs, a passion that provides community service, and the strong leadership in exactly what is needed to bring resources and volunteers together in fulfilling an essential mission.

Tell me anything you want to talk about regarding your experience with The Salvation Army.

In addition to the leadership Lieutenants Droz bring to The Salvation Army, one cannot help but notice the quality and caliber of the people who serve as staff, volunteers, and supporters of the organization. I know many of them and their capabilities and what they can accomplish when called upon. It is obvious to me that this is network of people who believe in the cause and will lend themselves in a minute’s notice to helping whenever called upon. It is a powerful, yet modest, group of people, and I congratulate the organization for enlisting them.

How did you go from: Environmental Health - Police Commissioner - Public Works Commissioner - Developer - to Mayor?

If you follow my career path, you will notice that I have had a strong commitment to public service. The different positions held were varied and some were unique, but the general theme was to serve my community. I wove community service into my professional career, where I served in several volunteer positions. I was also employed in several challenging jobs in local government. The latest and most compelling, as you may imagine, being Mayor for four years.

What would you do differently?

I brought my commitment to public service into the Mayor’s Office and worked long days and weekends. I often remarked how the Mayor can easily work 24 hours a day, 7 days a week, if that were physically possible, and yet not be able to do all that needs to be done. I think I probably should have delegated more and took on less.

What is your best memory from Office?

My best memory as Mayor is when I reflect on my cabinet. My cabinet was a group of the most passionate, committed (familiar words?), and loyal people you could ever have. Each and every cabinet member strongly believed in public service and performing well for the taxpayer. Additionally, each interacted famously and enjoyed each other’s company. The knowledge each possessed, and depths of experience everyone had, gave us tremendous decision-making capability.

The cabinet collectively discussed issues and problems of the City and worked together until the right solutions were found. There is no doubt in my mind, and others will agree, the cabinet team was the best ever assembled. The degree and extent of good things produced on behalf of the citizens in a short time was unprecedented.

What is your worst memory from Office?

The self-serving politics and the process.

The greatest misconception is that everyone who is elected or appointed to serve in government has the same purpose and motivation for being there, which is serving the public, a belief that everyone will work as long and as hard as it takes toward that end. I found out many times that what is in the best of the public interest is not necessarily what others in politics wish to accomplish.

The process that was created by politicians and for politicians will not be changed by politicians, even if change is good. The process seems to always matter more than efficiency in governance.

What is your funniest memory from Office?

A 5th grader won an essay contest in school that awarded him a visit to the Mayor’s office. He spent about half an hour watching and listening to what the Mayor does. This particular day was very busy and a great deal of interaction was taking place. It was perfect. I abruptly got up from the desk and announced I had to leave, telling this young man that he must act as Mayor. I told him to sit at the desk and answer the phone if it rings. He anxiously ran over and sat in the seat. "What if the phone rings?" You must answer it, and you must resolve the matter as best you can. Can you do that? "You bet," he replied, without hesitation.

We then retreated to an outer office, leaving the young man by himself. The phone rings. He answers. The caller tells him there is a bank robbery taking place downtown and asks for instructions.

"You have to call back later" he states, then hangs up as fast as he had answered.

The funniest moment was what I had just learned from a 5th grader and thinking how many times I could have done that exact same thing.