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As I look back on my quarter-century as a New Bedford journalist, the mayor’s annual State of the City address has always been an uplifting day.
No matter who is mayor, it gives that individual an opportunity to cast a positive light on the city’s recent accomplishments, and they are usually more impressive than I had thought. At least they seem so when you list them together.
The mayors, of course, always take a large share of the credit for the accomplishments and downplay the significant shortcomings that a long-struggling post-industrial city like New Bedford is inevitably experiencing. That’s the nature of politics.
Mayor Jon Mitchell’s 2026 State of the City address had a lot to work with in terms of accomplishments this year.
In the past year, New Bedford has completed the $37 million renovation of the historic Zeiterion theater, relaunched a multi-million dollar downtown arts hub in the Star Store building, broke ground on what will essentially be a national-level traveling exhibitions space for the Whaling Museum, completed the staging for the nation’s first major offshore wind farm, and re-established a passenger rail connection to Boston for the first time in almost 70 years.
That last achievement was largely an endeavor of a succession of state Legislatures and gubernatorial administrations. Still, Mitchell was there to insist on the signature design of the impressive new pedestrian-crossing bridge over Route 18 from the rail depot that now serves as the unofficial gateway to the city.
These projects I’m listing comprise just the big stuff Mitchell mentioned at his speech last week.
The now 14-year mayor also looked forward and had a bunch of plans that sound exciting, although the proof will always be in the details as the city strives to realize them. In New Bedford, it can sometimes take decades from conception to realization of a plan.
Still, it was encouraging when Mitchell talked about innovations like the vacant property initiative and housing director Josh Amaral’s efforts to push new residential projects through the pipeline. It’s a start, but the affordable housing shortage is so acute in this region that the 250 units created in the last two years, along with another 1,500 units allegedly in the pipeline, fall far short of the minimal 4,000 units of affordable housing the city needs.
Mitchell also talked about what is arguably the biggest complaint of city residents, the poor condition of the city’s roads. He touted an agreement with Eversource that could exponentially increase the pace of road repair, but he gave no details on what the city had to give up in terms of permitting-control in order to get that commitment from the public utility. Maybe Eversource just did it out of the goodness of their heart? I doubt it.
On the education front, the mayor justly touted the improvements in the high school graduation rate, from 58% to 87.5% over the last 15 years, but he didn’t even acknowledge the disheartening fact that the city’s public school system continues to be among the lowest-performing in the state in MCAS testing.
He also saw the glass as half-full in terms of Superintendent Andrew O’Leary’s innovative efforts to upgrade school buildings and the construction of the big new Congdon-DeValles Elementary School. But again he didn’t mention all the replacement school buildings (six schools still over 100 years old) that the city continues to need. The plain fact is that New Bedford remains far behind in its rebuilding of schools, which are now costing $100 million plus per building.
The mayor, of course, saved the bad news for late in his speech. The startling news was that New Bedford is facing an $18 million budget gap next year, as the unprecedented amounts of state and federal government funding of recent years have significantly decreased.
To his credit, Mitchell acknowledged the structural deficit problems that cities like New Bedford have in an era of escalating costs and dwindling subsidies. The only solution to that problem is to increase the city’s revenue stream, but even with new waterfront development and some building, New Bedford continues to lag far behind the level of commercial and industrial growth that it needs to support its services.
Yes, there is the long-hoped-for second industrial park, but that’s a goal that has failed once, and is yet to be proven realizable.
A big part of the problem is certainly due to the state Legislature failing to further reform the municipal pension law and adequately fund local aid. But the mayor has long had the bully pulpit on that issue and he continues to be ineffective in convincing either the Legislature or the City Council to make the hard reforms or cuts to benefits that are needed. Much of that problem is no doubt due to the fact that local and state lawmakers continue to cater to the employee unions that support them, but the mayor still needs to find a way to break through with them.
The dry-up of federal aid under the Trump administration is another matter that can only be solved by the American people. So the mayor acknowledged that hard decisions lie ahead: He didn’t say it, but that means either higher taxes and fees, or layoffs of city workers and cutbacks in city programs.
On the uplifting front, perhaps the single most exciting nod to the future was Mitchell’s pledge to submit detailed permitting plans for the long-awaited River Walk in the Near North End.
That’s an integral quality-of-life infrastructure idea that long predates Mitchell, but he cast it as an opportunity to revitalize the entire Near North End — both in commercial and residential development — in a way that I haven’t heard before. That could change that whole section of the city.
Mitchell wrapped up his speech, as he has the last few years, with a plea to the private sector — both the citizenry and the business community — to step up and volunteer for New Bedford. He gave the example of the board that governs The Zeiterion’s successful effort to raise much of the $37 million needed to transform the 100-year-old, city-owned former vaudeville theater into a first-class, 21st-century performing arts center.
“This is what it took to build a first-rate performing arts center, and it’s what it takes to build a great city,” he said.
When I later asked him if he meant to set up The Zeiterion rebuild as a prototype of the private and public sectors working together, he said that many communities own “public goods” like the Zeiterion that are extensively funded by the private sector. A sense of civic responsibility in the private sector is often needed to fund these services. In New Bedford, facilities like the art museum, golf course and zoo are funded this way.
Every city needs to be reminded that good things can happen when you have this kind of volunteerism and private-sector fundraising, Mitchell said.
“People need to know it takes effort to make stuff like this happen,” he said.
That’s as good a message as any as I can think of to wrap up where New Bedford was in 2025, and where it may be headed in the future.
It may well be time for the citizenry and private sector to step up even more.
Jack Spillane is a news and opinion columnist for The New Bedford Light. You can reach Jack at jspillane@newbedfordlight.org.
So much has been said and written about this, after over ten years, and a city budget that has more than doubled, it’s time to move on. Our city needs fresh leadership in city hall and a new vision for our city.
Please characterize the new vision of which you speak. The city may need more hands on deck from the legislative delegation. The city needs more of public and private partnerships, although it appears to be evidence. More ideas that might be pursued?
Great comments and yes there are several dinosaurs in our state delegation that need to be replaced along the present governor. The need for private industry that will contribute to our tax base is probably the most critical link to the future success of New Bedford.
More attention needs to be given to the roads in the city than beautification projects. Also rehabbing old buildings for housing is a waste of money. New housing can be built for less
This independent newspaper coverage is very important. I was born in and lived in NB for many years, left before the hurricane dike was completed. The city and its elected officials aren’t perfect but are so much better than our “leaders” in Washington. We need a national dike of honesty, compassion, real concern for folks who aren’t millionaires.
New Bedford stands at a familiar but decisive crossroads: a city defined by deep historical roots and civic resilience, yet constrained by structural fiscal pressures, uneven economic development, and persistent social challenges. Mayor Jon Mitchell’s recent remarks, as reported in the New Bedford Light, reflect both an awareness of these realities and an effort to project forward momentum. However, the distance between incremental progress and the scale of the city’s needs remains considerable. Meeting that challenge will require not only continued effort but a more integrated and ambitious strategy that aligns housing, infrastructure, education, and economic growth.
The most immediate concern is the severe shortage of affordable housing. While the addition of 250 units and a pipeline of 1,500 more signals progress, it falls far short of the roughly 4,000 units the city requires. This gap reflects structural barriers as much as limited output. New Bedford must pursue zoning reforms that allow by-right multifamily development in appropriate areas, expand inclusionary zoning policies, and incentivize higher-density construction along transit corridors. The adaptive reuse of historic mill buildings offers a particularly promising avenue for creating mixed-income housing while preserving the city’s architectural heritage. Public-private partnerships, in which the city provides land or infrastructure support, can further reduce development costs and accelerate timelines. Without such systemic changes, the housing deficit will persist despite ongoing construction.
The deteriorating state of the city’s roads is glaringly obvious and demands immediate attention. Long-term underinvestment has produced a backlog that cannot be resolved through piecemeal repairs. The mayor’s reference to an agreement with Eversource suggests an opportunity to coordinate infrastructure work more effectively, but meaningful progress will depend on transparency and planning. A data-driven asset management system can ensure that repairs are prioritized based on need rather than expediency, while a “dig once” policy would align utility work with road reconstruction to avoid redundant disruptions. Just as important is the establishment of stable funding mechanisms, whether through bonding or dedicated local revenues, to sustain improvements over time.
In education, New Bedford presents a more complex picture. The rise in high school graduation rates from 58 percent to 87.5 percent over fifteen years is a notable achievement. Yet persistently low MCAS scores indicate that many students are graduating without adequate academic preparation. This divergence points to a need for deeper, systemic reform. Early literacy and numeracy interventions are critical, as foundational skills strongly predict long-term success. At the same time, the city must invest in attracting and retaining high-quality educators, supported by professional development and incentives for service in high-need schools. Expanded learning time, including intensive tutoring, has proven effective in comparable districts and should be scaled where possible. Ultimately, accountability must focus not only on graduation rates but on demonstrated student mastery.
These educational challenges are compounded by aging infrastructure. Six school buildings over a century old remain in operation, despite replacement costs now exceeding $100 million per facility. Addressing this need will require careful sequencing and external support. Maximizing reimbursement through the Massachusetts School Building Authority is essential, as is phasing construction to distribute costs over time. In some cases, consolidation may offer a more efficient model, particularly where enrollment trends do not justify maintaining multiple underutilized facilities. While borrowing through municipal bonds can support these investments, the long-term costs of maintaining obsolete buildings, both financial and educational, make inaction untenable.
The city’s fiscal outlook adds further urgency. An $18 million budget gap underscores the structural imbalance created by rising costs and declining external aid. Although calls to increase taxes on the wealthy resonate politically, Massachusetts law limits the city’s ability to enact progressive taxation at the local level. As a result, New Bedford must rely on a combination of targeted overrides, strategic fee adjustments, and sustained advocacy for state-level reform. Ultimately, however, long-term fiscal stability will depend on expanding the city’s economic base rather than redistributing a limited pool of resources.
Economic development is therefore central to any lasting solution. New Bedford’s port and its emerging role in offshore wind energy present a rare opportunity for industrial revitalization. Realizing this potential will require streamlined permitting processes, alignment between workforce training and industry needs, and continued investment in waterfront and downtown development. Initiatives such as the proposed River Walk in the Near North End illustrate how targeted infrastructure can catalyze broader economic and residential growth, enhancing both quality of life and the city’s tax base.
At the same time, structural cost drivers, particularly pension obligations, must be addressed. Meaningful reform will largely depend on state-level action, as municipalities lack the authority to unilaterally alter pension systems for current employees. Nevertheless, incremental measures such as hybrid plans for new hires and negotiated increases in employee contributions can help mitigate long-term liabilities. Achieving such changes will require political persistence and transparent communication to build public support.
The decline in federal aid, shaped in part by shifting national priorities under leaders such as Donald Trump, further complicates the city’s position. This reality underscores the importance of civic engagement beyond the local level. Federal policy decisions have direct consequences for municipalities, and sustained advocacy is essential to ensuring that cities like New Bedford receive adequate support.
The mayor’s call for greater private-sector and civic engagement remains both appropriate and necessary. The successful revitalization of the Zeiterion Theatre demonstrates what coordinated volunteerism and philanthropy can achieve. However, such efforts must be organized around clear priorities and measurable outcomes. Public-private partnerships, civic coalitions, and targeted volunteer initiatives can amplify individual contributions by aligning them with broader municipal goals.
New Bedford’s challenges are substantial, but they are not insurmountable. The city possesses significant assets, its history, its location, and its community, that provide a strong foundation for renewal. What is required now is a shift from incrementalism to integration: a deliberate strategy that connects housing, infrastructure, education, and economic development in pursuit of sustainable growth. Only through such alignment can New Bedford move beyond managing its constraints toward realizing its full potential.
Your welcome to your opinion, write all the paragraphs you want, but it is real simple. If your running a major company for over 10 years and their are still severe financial issues, and your vision has not worked, you are replaced. After a decade of continuing to expand city government and spend money we don’t have, to see the announcement that city is facing another financial crisis (a $15.3 Million Dollar budget deficit as reported by the New Bedford Light). 100% New Bedford needs new leadership in City Hall and new vision for the future of our city.
Please reduce comments from people who have lost touch with reality and wants socialism and communism. SHAMEFUL
John Mitchell was elected mayor and took office in 2012
2012 – our city budget was $247.3 Million Dollars
From 2013 – 2026 City Budgets went up and were all approved by the City Council
In 2026 our present City Budget is $561.1 Million Dollars
This is an increase of $313.8 Million Dollars (over double of the 2012 budget)
Forward to this Year’s Budget we have another $15.3 Million Dollar budget deficit as reported by the New Bedford Light.
If passed by the City Council the city budget will increase to $576.4 Million Dollars.
After a decade of continuing to expand city government and spending money we don’t have, to see the announcement that city is facing another financial crisis this year ($15.3 Million Dollar budget deficit).
So I will repeat if your running a major company for over 10 years and their are severe financial issues and your vision has not worked, you are replaced.
100% New Bedford needs new leadership in City Hall and new vision for the future of our city.
What should the number be? Most of that money came fromm the state. Should city have sent it back?
When people talk about how well a mayor is doing, it’s natural to look at big, easy-to-understand numbers, like how much the city budget has grown. Mr. Rogers comment about New Bedford does exactly that, pointing out that the budget has more than doubled since Jon Mitchell took office in 2012. At first glance, that sounds like clear evidence that something has gone wrong. But a more careful look shows that the situation is more complicated than it appears.
To start, the budget increase is real. Going from about $247 million to over $560 million is a large jump, and it’s reasonable for residents to ask why. But a growing budget doesn’t automatically mean wasteful spending or poor leadership. Over more than a decade, costs naturally rise. Inflation alone, especially in recent years, has pushed up the price of everything from fuel to construction to employee salaries. On top of that, cities like New Bedford are required to spend money in certain areas, such as public education, pensions, and healthcare benefits. These are not optional expenses a mayor can merely cut.
There’s also the question of what’s included in the budget. City budgets often grow because they manage more funds overall, including money from the state or federal government. For example, grants or pandemic relief funds can temporarily increase a budget’s size without reflecting a long-term increase in local spending. So, while the total number has gone up, that doesn’t necessarily mean the city itself is “spending money it doesn’t have” in the way suggested.
The mention of a $15.3 million deficit also sounds alarming, but here again, context matters. In a budget of more than half a billion dollars, that gap represents a relatively small percentage. Municipal governments frequently deal with projected shortfalls during the budgeting process and then close them through adjustments, cost controls, or updated revenue estimates. Calling it a “financial crisis” may be overstating the situation without more details on whether the problem is ongoing or temporary.
Another important point is that the mayor does not act alone. All the budgets referenced in the comment received approval from the City Council. That means these decisions were reviewed and agreed upon by multiple elected officials over many years. A fair assessment would recognize that responsibility for the city’s financial direction is shared, not concentrated in a single office.
The comparison to running a private company, where a CEO would be replaced after financial trouble, doesn’t quite fit. A city government doesn’t operate like a business. It can’t choose its customers, stop providing essential services, or focus on profit. Its job is to maintain public safety, educate children, repair infrastructure, and meet legal obligations, even when the parts are expensive. Success is measured not just by balancing the books, but by how well the city serves its residents.
In the end, Mr. Rogers reflects a real and understandable concern: people want to know whether their city is being managed responsibly. That’s a fair question, and rising budgets and deficits deserve attention. But the argument presented relies on simplified comparisons and incomplete context. A more balanced view would treat these numbers as a starting point for deeper questions, rather than as definitive proof that leadership has failed.
When evaluating a mayor’s performance, it is tempting to focus on a single, striking number, such as how much a city’s budget has grown over time. In New Bedford, the fact that the budget has more than doubled since Jon Mitchell took office in 2012 has become a central talking point for critics. On its face, that increase can seem like clear evidence of overspending or poor management. However, a closer, more informed look at the underlying factors reveals a more complicated and revealing story.
The largest driver of budget growth in New Bedford has been education spending. Today, school-related expenses make up the majority of the city’s budget. This is not primarily the result of local policy choices, but of decisions made at the state level. Over the past decade, Massachusetts significantly increased education funding to cities like New Bedford, particularly through reforms designed to direct more resources to communities with greater needs. As a result, the city has received a substantial increase in state aid for schools. However, this funding comes with strict requirements: it must be spent on education and cannot be redirected to other parts of the budget. In practical terms, this means that a large share of the budget’s growth reflects an increase in state-supported school spending rather than an expansion of general city government.
Another major factor is the rising cost of pensions and employee benefits. Like many older industrial cities, New Bedford carries long-term obligations to retired workers. These costs have grown steadily and now consume a significant portion of the budget. Importantly, they are not easily reduced. Pension contributions are legally required and tied to commitments made decades ago, while healthcare costs continue to rise nationwide. These expenses do not typically improve visible city services, but they are unavoidable and must be paid. As a result, they place increasing pressure on the city’s finances regardless of who is in office.
State aid presents a mixed picture that further complicates the issue. While education funding has increased substantially, other forms of state support, those that cities can use more flexibly, have not kept pace with inflation. This creates a structural imbalance. The city is receiving more money overall, but much of it is restricted to a single category. At the same time, other essential services must rely more heavily on local revenue sources like property taxes. This dynamic can make the budget appear healthier in total size than it feels in practice when funding everyday services.
What is perhaps most surprising is that general city government spending, the kind people often associate with “City Hall,” has not been the primary cause of the increase. In fact, much of the growth has occurred in areas that are either mandated or largely outside the mayor’s direct control. A substantial portion of the budget is effectively fixed, tied up in education, pensions, healthcare, and debt obligations. This leaves limited room for discretionary spending on services like police, fire, and public works.
Taken together, these factors suggest that the dramatic rise in New Bedford’s budget is not simply the result of unchecked expansion or poor decision-making at the local level. Instead, it reflects a combination of state policy choices, long-term financial obligations, and broader economic pressures such as inflation and rising healthcare costs. None of this means that city leadership should be beyond criticism. Budget growth and fiscal challenges are valid concerns, and residents are right to ask questions about sustainability and priorities.
However, a fair and rational assessment requires acknowledging the structural realities of municipal finance. The increase in spending is largely driven by forces that extend beyond any single mayor’s control. Assessing leadership solely on the size of the budget risks overlooking the deeper dynamics at play. A more accurate evaluation would consider not just how much is being spent, but why, and how effectively the city is managing the constraints it faces.
Eileen writing multiple lengthy comments does not change things, but your welcome to your opinion. I stand by my comments and I think being mayor of this city is like running a major company and after over 10 years of expanding city government, with no economic development to contribute to the city’s tax base, and still spending money we don’t have while we deal with severe financial issues (short falls and taxes having to be raised), it’s crystal clear your vision is not working, and you should be replaced. Again New Bedford needs new leadership in City Hall and a new vision for our city.
Jeff, repeating the same talking points doesn’t make them accurate.
You’re ignoring context like inflation, mandated spending, and outside funding that all affect the budget. Also, every budget you’re criticizing was approved by the City Council, not just the mayor.
If you think the numbers prove failure, point to something specific instead of general claims.
And how about this on December 11, 2025 the auditor’s office showed a $4.8 million surplus plus another $8.5 million from better-than-expected tax receipts, this comes to a roughly $13 million total surplus. April 7, 2026 Chief Financial Officer Bob Ekstrom forecasted a $15 million deficit in the next fiscal year, which could potentially obligate the city to raise the tax rate. So the surplus of $13 Million Dollars is gone, and we now have a $15 Million Dollar Deficit, adding both together shows city spending of $28 Million Dollars. So if our political leaders that had some physical responsibility and financial restraint there could’ve been no deficit or at least a minimal hit to the taxpayers. 100% we need new leadership in city hall and a better vision for our city’s future.
Eileen for someone who writes lengthy comments, paragraph after paragraph you should not talk about anyone repeating one’s self. You accused me of ignoring inflation, mandated spending, and outside funding and nothing could be farther from the truth. All of these things have been in play for years and this administration has continued to expand city government, give money to non profits, and spend money we don’t have. Let me ask you where’s the financial responsibility when you blow a $13 million dollar surplus from Dec of 2025 and now in April of 2026 there is a $15 Million dollar deficit (isn’t that really $28 Million dollars blown). If you want to be a cheerleader for the mayor, that’s great, have at it, but not everyone has to feel the way you do. I acknowledge that the mayor’s position is a tough job, but after more than a decade of this administration, I feel it’s time to give someone else a chance to lead the city into the future. Have a great weekend.
No one is talking about it, but after over a decade of big bloated budgets the mayor has now decided to sit down with the city council to review the budget and discuss cuts. This should have been done from day one of his administration and maybe the budget wouldn’t have more than doubled and we wouldn’t be in a deficit position. This collaboration will amount to nothing and is basically just a big smoke screen and the say yes, rubber stamp, City Council will just go along for the ride. In the end Mayor Mitchell is a smart guy, even though it’s his budget, he’s seizing this opportunity, and will use the council to share the blame for raising taxes. 100% New Bedford deserved new leadership in city hall.