ANNUAL REPORT July 1, 2016 – June 30, 2017
TOWN OF GREENWICH CONNECTICUT
COAT OF ARMS GREENWICH, CONNECTICUT Adopted April 25, 1940
TOWN OF GREENWICH, CONNECTICUT
NOTICE
This annual report has been compiled and published by the Board of Estimate and Taxation in accordance with Section 7-406, General Statutes, State of Connecticut, and Section 224 of the Town of Greenwich Charter. It includes the various reports of Town Officers to the Representative Town Meeting, called for by such chapters, and also financial statements and statistics.
While the statements in this report are fairly comprehensive, further details may be found in the Annual Recommended Budget and in other office records of the comptroller and other Town departments.
Copies of the Audit Report are also filed in the office of the Connecticut State Tax Commissioner at Hartford.
The constant improvement of the Annual Report of the Town of Greenwich is earnestly desired. Corrections of errors and suggestions as to form or substance, forwarded to the Board of Estimate and Taxation, Town Hall, Greenwich, Connecticut 06830, will be very much appreciated.
ANNUAL REPORT ______
TOWN OF GREENWICH CONNECTICUT
FOR THE FISCAL YEAR JULY 1, 2016 - JUNE 30, 2017 ______
Published by the Board of Estimate and Taxation
TOWN OF GREENWICH, CONNECTICUT 2016 – 2017 ANNUAL REPORT TABLE OF CONTENTS
DEPARTMENTAL REPORTS: PAGE General Government: Representative Town Meeting Minutes ...... 1 Office of the First Selectman and Board of Selectmen ...... 7 Board of Ethics ...... 10 Purchasing Department ...... 11 Administrative Services Center ...... 14 Department of Human Resources ...... 16 Probate Court ...... 20 Finance & Board of Estimate and Taxation ...... 22 Retirement ...... 29 Information Technology ...... 32 Registrars of Voters ...... 38 Assessor ...... 40 Tax Collector ...... 42 Board of Assessment Appeals ...... 43 Law Department ...... 44 Town Clerk ...... 46 Planning and Zoning Commission ...... 48 Planning and Zoning Board of Appeals/Zoning Enforcement ...... 55 Condemnation Commission ...... 57 Flood and Erosion Control Board ...... 58 Conservation Commission...... 60 Inland Wetland and Water Courses Agency...... 65 Shellfish Commission ...... 70 Commission on Aging ...... 73 Historic District Commission ...... 81
Public Safety: Fire Department ...... 82 Police Department ...... 87
Public Works: Administration ...... 100 Engineering Division ...... 103 Highway Division ...... 106 Waste Disposal Division ...... 110 Building Construction and Maintenance Division ...... 112 Building Inspection Division ...... 114 Sewer Division ...... 116
TOWN OF GREENWICH, CONNECTICUT 2016 – 2017 ANNUAL REPORT TABLE OF CONTENTS
DEPARTMENTAL REPORTS CONTINUED: PAGE Fleet ...... 120 Health ...... 122 Nathaniel Witherell ...... 136 Human Services ...... 139 Schools ...... 147
Libraries: Greenwich Library ...... 148 Perrot Memorial Library...... 154
The Bruce Museum ...... 155 Parks and Recreation ...... 160 Housing Authority of the Town of Greenwich ...... 179 Parking Services...... 180 Community Development Block Grant ...... 182
Official Directory: (As on file with the Town Clerk) Town Officers ...... 186 Democratic Town Committee ...... 190 Republican Town Committee ...... 191 Representative Town Meeting Membership...... 192 Representative Town Meeting Committees ...... 195
Representative Town Meeting Districts, Boundaries, Registered Voters ...... 198
REPRESENTATIVE TOWN MEETING MINUTES SUMMARY 2016-2017
Regular Meeting – September 19, 2016 – 197 present- 31 absent and 2 vacancies.
Town Clerk Carmella Budkins swore in the following new members: District 2 – Fridolf Hanson, District 3- Allison M. Walsh, District 4- Alex J. Popp, Jr., District 9 - Christine Quackenbush, Lillian Shisler, Stefan Greenberg.
The following resolutions were adopted:
Appointing Frank DiVencenzo a member of the Board of Parks & Recreation for a term expiring 3/31/19.
Appointing Darius Toraby a member of the Historic District Commission for a term expiring 3/31/19.
Appointing Klaus H. Jander an alternate member of the Inland Wetlands and Watercourses Agency for a term expiring 3/31/20.
Appointing Donald R. Carlson an alternate member of the Harbor Management Commission for a term expiring 3/31/19.
Approving the Planning & Zoning Commission municipal improvement MI PLPZ 2016 00140 relating to the New Lebanon School project.
Approving that portions of the following public rights of way be discontinued, adjacent to properties of the Town of Greenwich, Board of Education – Church Street, New Lebanon Avenue, Richard Street.
The following resolutions were postponed until the October 2016 meeting.
Appoint Edward Schmeltz a member of the Flood & Erosion Control Board for a term expiring 3/31/2020.
Adopting the Declaration of Preservation Restrictions by the Town of Greenwich in favor of the State of Connecticut Historical Preservation Agency (Old Barn at Greenwich Point)
Regular Meeting – October 24, 2016 – 187 present – 41 absent- 2 vacancies
Town Clerk Carmella Budkins swore in the following new members: District 10 – Katherine B. Hynes, District 12- Aaron Leonard.
The following resolutions were adopted:
Appropriated the sum of $43,000 to be added to CDBG PY 2016, Account No. Q19716-59900 “Friends of Laurel House Inc, purchase of truck for Laurel House Thrift Store and “TAG” Acquistion of Handicapped-Accessible Vehicle.
Appropriated the sum of $29,900 to be added to CDBG PY 2016 Account No. Q19716-59900 – Hill House Kitchen Upgrade and Safety Improvement Project.
Approved the Community Development Block Grant proposed budget for year 2017.
1
Adopted the Easements, Declaration of Covenants, and Declaration of Preservation Restrictions granted by the Town of Greenwich in favor of the State of Connecticut for the “Old Barn” at Greenwich Point.
A resolution to approve the bargaining agreement between the Town of Greenwich and the Greenwich Municipal Employees Association was postponed indefinitely.
A resolution to reject the arbitration award between the Board of Education and the Greenwich Education Association was postponed indefinitely.
The following resolution was postponed until the December 2016 meeting.
Appointing Edward Schmeltz a member of the Flood & Erosion Control Board for a term expiring 3/31/20.
Regular Meeting – December 12, 2016 – 182 present- 45 absent- 3 vacancies.
A resolution recognizing the service and contributions of Valerie Stauffer, a member from January 1984 to November 2016, was passed by unanimous consent.
The following resolutions were adopted:
Appointing Edward Schmeltz a member of the Flood & Erosion Control Board for a term expiring 3/30/21.
Appointing Phyllis “Fifi” Sheridan a member of the Historic District Commission for a term expiring 3/31/21.
Approving the designating the property known as 117 Dingletown Road as an historic property.
Appointing Annie McGinnis an alternate member of the Historic District Commission for a term expiring 3/31/18.
Appointing Martin Kagan an alternate member of the Historic District Commission for a term expiring 3/31/21.
Appointing Suzanne Hogan a member of the Nathaniel Witherell Board for a term expiring 3/31/20.
The following resolution failed:
Approving the terms of the collective bargaining agreement between the Town of Greenwich and Teamsters Local 456 for the fiscal years of 2016-17, 2017-18, 2018-19 (by a vote of 70 in favor, 105 against and 4 abstentions.)
The following resolution was postponed until the January 2017 meeting.
Appointing Serena Totman Bechtel an alternate member of the Historic District Commission for term expiring 3/31/20.
Regular Meeting – January 17, 2017 –162 present -63 absent –5 vacancies
2 Town Clerk Carmella C. Budkins swore in three new members – District 3- Adam Rothman, District 6- Al McCready, District 7- Jill Cobbs.
The following resolutions were adopted: Appointing Serena Totman Bechtel an alternate member of the Historic District Commission for term expiring 3/31/19.
Appointing Nicholas Macri a member of the Planning & Zoning Commission for a term expiring 3/31/19.
Appointing Elliot R.Benton a member of the Inland Wetlands and Watercourses Agency for a term expiring 3/31/21.
Appointing Norma Kerlin a member of the Inland Wetlands and Watercourses Agency for a term expiring 3/31/21.
Appointing Joseph E.Rogers a member of the Inland Wetlands and Watercourses Agency for a term expiring 3/31/21.
Appointing Stephan Skoufalos a member of the Inland Wetlands and Watercourses Agency for a term expiring 3/31/21.
Appointing Peter Linderoth an alternate member of the Inland Wetlands and Watercourses Agency for a term expiring 3/31/20.
Regular Meeting – March 13, 2017 – 161 present- 66 absent- 3 vacancies
Town Clerk Carmella C. Budkins swore in new members – Andrea E. Anthony in District 1 and Ella D. Cohen in District 5.
The following resolutions were adopted: Appointing Abbott Jones a member of the Board of Social Services for a term expiring 3/31/20.
Amending sections of the Town Charter regarding the Department of Social Services and Board of Social Services by changing the name of the board to the Board of Human Services and the department to Department of Human Services.
Appointing Peter Levy a member of the Planning & Zoning Commission for a term expiring 3/31/20.
Appointing H. Andrew Fox a member of the Planning & Zoning Commission for a term expiring 3/31/20.
Appointing Dennis P. Yeskey an alternate member of the Planning & Zoning Commission for a term expiring 3/31/20.
Appointing Victoria Goss an alternate member of the Planning & Zoning Commission for a term expiring 3/31/20.
Appointing Joseph “Casey” McKee an alternate member of the Harbor Management Commission for a term expiring 3/31/20.
Appointing Bernard Armstrong a member of the Harbor Management Commission for a term expiring
3 3/31/20.
Appointing Bruce Angiolillo a member of the Harbor Management Commission for a term expiring 3/31/20.
The following resolutions were postponed until the April 2017 meeting.
Appointing Francis “Kip” Burgweger, Jr. a member of the Commission on Aging for a term expiring 3/31/20.
Appointing Stephen L. Bishop a member of the Historic District Commission for a term expiring 3/31/22.
Appointing Gary Dell’Abate a member of the Board of Parks & Recreation for a term expiring 3/31/20.
Appointing Scott Johnson a member of the Board of Parks and Recreation for a term expiring 3/31/20.
Regular Meeting- April 17, 2017 - 177 present ,49 absent,4 vacancies
Town Clerk Carmella C. Budkins swore in new members – Daniel E P Quigley in District 1, Ronald F. Carosella in District 4, Brian Peldunas in District 5 and Randy Caravella and Thomas F. McGarrity in District 8.
The resolution recognizing the service and contributions of the late Joan E. Caldwell was passed by unanimous consent.
The following resolutions were adopted.
Appointing Francis “Kip” Burgweger, Jr. a member of the Commission on Aging for a term expiring 3/31/20.
Appointing Stephen L. Bishop a member of the Historic District Commission for a term expiring 3/31/22.
Appointing Gary Dell’Abate a member of the Board of Parks & Recreation for a term expiring 3/31/20.
Appropriated the sum of $250,000 to be added to Account No. Z680 – Board of Education-Western Middle School Fields Contamination Project.
Appointed Dr. Ellen N. Wolfson a member of the Commission on Aging for a term expiring 3/31/20.
Appropriated the sum of $70,000 to be added to Account No. S670-53400 – Board of Education-Food Service.
Appointed Annalisa Fernandez a member of the Board of Human Services for a term expiring 3/31/20.
Appointed Anne Marie Hynes a member of the Commission on Aging for a term expiring 3/31/20.
Appointing Scott Johnson a member of the Board of Parks & Recreation was postponed until the June 2017 meeting.
4
Regular Meeting – May 8, 2017- 209 present- 21 absent and no vacancies.
Town Clerk Carmella C. Budkins swore in new members – District 1- Judy G. Dadia, District 2- Kristine S. Lowe, District 10- Robert C. Grayson and District 12- Daniel A. Abaroa.
A motion to reduce Account 105-100 – Office of the First Selectman- Personal Services- by $30,000 failed.
A motion to reduce Account No. 440- GEMS- External Entities by $75,000 was adopted.
A motion to reduce Account No. 600-100- BOE Administration (Personal Services) by $220,000 failed.
A motion to reduce Fixed Charges- 901 Employee Benefits Account 700 (Benefits) by $1,750,000 was adopted.
A motion to delete $100,000 from Capital Projects 105 First Selectman’s Office Account 973-18101 Other (Fire Services Study) was adopted.
A motion to reduce by $600,000 Account 312 DPW – Highway Streets & Bridges- Account 960-18120 Road and Sidewalk Maint (Annual Paving Program failed.
A motion to delete $600,000 from Capital Projects- 312 DPW- Highway Streets & Bridges Account No. 973-18128 Drainage (Steamboat Road Landing) failed.
A motion to reduce by $250,000 from Capital Projects 312 DPW- Highway Streets & Bridges Account NO. 960-18121 Road & Sidewalk Maint Greenwich Ave Streetscape and Repaving Implementation failed.
A motion to delete $970,000 from Capital Projects 380 Fleet Accounts 912-18138 Vehicles (213- Police Interceptor SUV w/upfitting-10), 912-18140 Vehicles (312-DPW Dump Truck-New), 912-18141 Vehicles (312-DPW Low Boy Dump Truck-New), 912-18148 Vehicles (822-Parks & Rec Dump Truck), 912-18149 Vehicles (Parks & Rec Pickup Truck) failed.
A motion to reduce by $214,395 from Account No. 450- Nathaniel Witherell 100- Personal Services failed.
A motion to amend a few resolutions in the proposed budget and to amend the amount in resolution on page 15 in heading and also in section 1 from $35,384,000 to $35,284, 000 was adopted.
The budget as amended was adopted.
Regular Meeting – June 12,2017 – 181 present-47 absent-2 vacancies
The following resolutions were adopted:
Appointing Scott Johnson a member of the Board of Parks & Recreation for a term expiring 3/31/2020.
Appointing Robert Sisca a member of the Board of Ethics for a term expiring 3/31/2020.
5 Accepting a gift of $13,500 from the Asia Society for “Confucius Classroom” which provides assistance in identifying and developing a partnership with a school in China.
Approving the programs under the Neighborhood Assistance Act No. 95-268.
Appropriating the sum of $200,000 to be added to the Law Dept. Account No. A140-51400 Professional and Other Special Services-Attorneys.
Accept a gift of a new audio system for the Hamill Rink from the Greenwich Athletic Association, having a value of $10,458.00
Approved the renewal of a lease with the Greenwich Garden Education Center and the Town of Greenwich for the new North Greenhouse and the west wing of the mansion located within Montgomery Pinetum.
Appointing Joseph Havranek a member of the Alarm Appeal Board for a term expiring 3/31/18
Appointing Alan Rossi an alternate member of the Inland Wetlands & Water Courses Agency was Postponed until the June 2017 meeting.
A resolution adopting an ordinance prohibiting waste associated with natural gas and oil extraction within The Town of Greenwich was referred to a joint committee of the Legislative & Rules and Land UseCommittees to report back at the September 2017 meeting.
6 OFFICE OF THE FIRST SELECTMAN AND BOARD OF SELECTMEN
2016-2017 2015-2016 2014-2015
Budgeted Personnel: 6 6 6 Expenditures: Current $944,398 $886,852 $918,328 Capital $1,060,183 $128,472 $10,230
Total: $2,004,581 $1,015,324 $928,558
OFFICE OF THE FIRST SELECTMAN
The First Selectman is the Chief Executive Officer of the Town of Greenwich. He serves the Town on a full time basis and is an ex-officio member of all boards, commissions, and committees, as well as a voting member of the Flood and Erosion Control Board. As the Chief Executive, the First Selectman directs the following departments and services: Community Development, Fire, Fleet, Human Resources, Information Technology, Labor Relations, Law, Parking Services, Parks and Recreation, Police, Public Works, and Purchasing and Administration. The First Selectman also appoints the members of the Conservation Commission. He is assisted by the Town Administrator, Ben Branyan, who serves as his representative, as directed.
The First Selectman establishes several advisory committees to provide insight and guidance on specific topics. Advisory committees currently active include the First Selectman’s Community Diversity Advisory Committee, the First Selectman’s Advisory Committee for People with Disabilities in Greenwich, and the Economic Advisory Committee. In addition to leading and appointing boards, departments, committees, and commissions, Section 7-47(a) of the Connecticut General Statutes designates the First Selectman as the collective bargaining representative of the municipality (except with regard to the terms and conditions of employment of certified teachers).
The major areas on which the First Selectman focused during the past year were:
1. Continuing to keep the overall cost of Town services moderate by limiting annual budget increases and establishing strong expenditure controls. 2. Limiting the property tax rate increase in the First Selectman’s FY 2017-2018 Proposed Budget in conformance with the budget guidelines. 3. Continuing to support the “Community First” customer service initiative and managing the departmental goal-setting process for customer service improvements. 4. Managing the Town’s Worker’s Compensation program to decrease costs and establish more effective claims management. 5. Nominating highly qualified Town residents to the Town’s boards and commissions. 6. Expanding implementation of Access Greenwich, the Town’s digital customer relationship system. This tool allows residents to submit service requests electronically through a web portal and a free mobile application. 7. Working with Eversource Energy to reinforce the importance of reliable energy to the Greenwich community, having ongoing conversations concerning the aggressive five-year Eversource Energy capital plan, and debating plans for a new substation. 8. Continuing refinements of the departmental Operations Plans to provide improved disclosure of departmental goals, strategies, achievements, and performance measurement statistics.
7 9. Training Department Heads and managers in Lean Six Sigma to develop skills surrounding process improvement, service delivery, and operational efficiency and effectiveness. 10. Integrating Youth Services into the Department of Human Services for a coordinated effort on juvenile justice, youth development, and community outreach. 11. Negotiating successor agreements to the labor contracts for the Greenwich Municipal Employees Association (GMEA) and the Teamsters Local 456. 12. Negotiating the migration of all bargaining units, except Fire, to the State Partnership Healthcare Plan. 13. Conducting the bi-annual Town-wide citizen satisfaction survey to evaluate resident satisfaction with Town services. 14. Publishing the first annual Financial Trends Analysis; a ten-year historical analysis of financial trends to provide context the Town’s broader economic environment. 15. Handling the drought crisis, updating protocol, and expanding educational outreach on water conservation.
The Office of the First Selectman is often the initial or primary point of contact for community members and provides a dedicated customer service experience to help citizens navigate to the appropriate Town departments or resources. The Office also documents citizen suggestions for improvement and leads a highly interactive process to address the needs and concerns of the community. The Office uses its position to reach across departmental lines to improve processes, communications, and operations.
BOARD OF SELECTMEN
The Board of Selectmen is the focal point of Greenwich Town government. Along with its many responsibilities and duties, constituent contact is an important function of the day-to-day business operations of the Board. For Fiscal Year 2016-2017, the members of the Board of Selectmen were:
Peter J. Tesei, First Selectman and Chairman of the Board John F. Toner, Selectman Drew Marzullo, Selectman
The Board of Selectmen generally meets in public session twice per month, unless special circumstances arise. Meeting minutes are taken and agendas, minutes, and portions of the packet are available online. The First Selectman may designate delegate responsibilities to one of the Selectmen during an absence.
The Board of Selectmen handled a variety of issues and topics during the year, including:
1. Quality of life 2. Traffic 3. Appointments and nominations to boards and commissions 4. Town fees and fees for service 5. Leases and rental/use agreements 6. Litigation and settlements 7. Community requests 8. Parking and Parking Services 9. Municipal Code revisions and improvements 10. Emergency management and community resiliency 11. Proposed Charter changes 12. Conservation efforts
8 CONCLUSION
The First Selectman supports and assists a variety of community interests, activities, and organizations through proclamations, statements, appearances, and participation. This continues the long-established tradition of civic engagement by all First Selectmen. Citizen interaction is the most rewarding, priority service of the Office of the First Selectman.
The Board of Selectmen continues to be gratified by the dedication and devotion to duty of the many exceptional employees of the Town of Greenwich. The Board expresses its appreciation to the citizens of Greenwich who so willingly volunteer to serve on Town boards, commissions, agencies, and special committees in order to advance and improve our community.
Peter J. Tesei First Selectman
9 BOARD OF ETHICS
2016-2017 2015-2016 2014-2015 Budgeted Personnel: - 0 0 Expenditures: Current $3,757 $0 $0 Capital $0 $0 $0
Total: $3,757 $0 $0
Revenue: $0 $0 $0
Expenditures in 2016-2017 were related to the maintenance of the Board’s hot line.
Below is a list of the current Board of Ethics Members showing their positions and their current terms of office: Name and Position Affiliation Term Expires Paul deBary, Chair Unaffiliated 3/31/18 Rev. Ian Jeremiah, Secretary Unaffiliated 3/31/19 John Margenot, Member Republican 3/31/18 Robert Sisca, Member Republican 3/31/17 Robert F. Grele Republican 3/31/17
This year the Board of Ethics received two complaints, one of which was dismissed after a preliminary investigation. The second complaint involved two Town Officers. After a preliminary investigation and a finding of probable cause in both instances, the Board held a public hearing at which the Town Officers, through their attorneys, each agreed with the Board’s Statement of Facts and Recommendations. In the first case, involving a Town Department Head, the Board found no violation of the Code of Ethics had occurred, but expressed concerns about operations and procedures of the Department that might create the appearance of violations of the Code. The Department Head acknowledged these issues and agreed to address them. In the second case, involving a member of the RTM, the Board found a violation of the Code, although it expressed the view that the violation might have been the result more of a failure to appreciate the requirements of the Code in the circumstances than a deliberate effort to violate it. It was noted that the RTM Member had written a letter to the Moderator of the RTM, for distribution to the other members, explaining the circumstances of the violation and pledging to work to implement changes that would reduce the chances of a similar violation occurring in the future. The Board also received two requests for advisory opinions. The first dealt with the ability of a member of the Commission on Aging to respond to a request for proposals by Nathaniel Witherell. This request resulted in a published opinion. The second request was submitted by the Chair and Vice Chair of the Commission on Aging regarding several aspects of its operations and particularly issues relating to its participation in the Age Friendly Communities Program American Association of Retired Persons under the auspices of the World Health Organization. An opinion or opinions related to this request was still under consideration at the end of the year. Paul deBary Board of Ethics
10 PURCHASING DEPARTMENT
2016-2017 2015-2016 2014-2015
Budgeted Personnel: 5 6 6 Permanent Part Time 1 1 1 Expenditures: Current $1,002,331.73 $1,081,116 $1,080,187 Capital $1,063,722 $302,579
Total: $1,002,331.73 $2,144,838 $1,382,766
Revenue: $563.24 $4,585 $236
The mission of the Purchasing Department is to provide centralized procurement services for all equipment, materials, services and designated construction projects in a timely manner providing optimal value for each dollar of expenditure. Associated with the above mission is the provision of contract development services to user departments.
For Fiscal Year 16-17, the number of Requests for Bid/Proposal processes conducted was eighty-four (84), an increase of four (4) from the prior year.
The number of contracts developed in the Purchasing Department was forty-five (45), a decrease of eight (8) compared to the prior fiscal year. All contracts submitted to Law for approval as to legal sufficiency were approved upon first submittal. In addition, ninety-four (94) contract renewal letters were issued for contracts with option years, a decrease of two (2). In fiscal year 2016-17 the decrease in the number of contract renewal letters issued was due to the number of contracts with option years being completed and is also in direct correlation to the number of contracts developed to replace expired contracts.
The Purchasing Department maintains and tracks current insurance documentation for all contracts developed. In doing so, the department also tracks Contractor name changes to insure the validity of the contract for its full term. Purchasing also monitors limits of coverage after contract execution to be sure limits of coverage have not been reduced when policy terms lapse and new coverage is provided. The Purchasing Department issued 298 letters requiring re-documentation of insurance coverage where a particular policy term was about to lapse. These letters are related to active contracts for services and projects which have been funded by the Town. Numerous phone calls and emails are required after issuance of the letters to insure that the coverage is provided in a timely manner and also meets the insurance requirements of the Town. As the prior year’s number was 240, this reflects a stable level of insurance re- documentation.
Fifty-eight (58) commodity awards are currently being managed for utilization by our departments. Most require rebidding on an annual basis, a few have option years that may be engaged if it is in our best interest to do so.
As always, a wide variety of Requests For Bid/Proposal processes were managed this fiscal year. To name a few, this fiscal year’s sampling includes the DB Pension Administrator, Rehab Therapy Services, Grass Island Lavatory Renovation, Pumper Trucks, Nathaniel Witherell Tower Renovation, Nathaniel Witherell Auditorium Renovation, Senior Center Egress Ramp, Greenwich Point Caretaker Cottage Rehabilitation, Skate Park Renovation Project, Milling and Paving Construction Project, Town of Greenwich Medical Services, and the Police Department Assessment. A sampling of Request For Bids conducted for facility related projects were the Grass Island Lavatory Renovation, Nathaniel Witherell Tower Renovation, Nathaniel Witherell Auditorium Renovation and 11 Greenwich Point Caretaker Cottage Rehabilitation. The Purchasing Department also assisted with the Senior Center Egress Ramp project for the Senior Center.
The Nathaniel Witherell Tower and Auditorium Renovation Projects, as well as the Greenwich Point Caretaker Cottage Rehabilitation, were large scale projects requiring several stages of development and implementation between the Purchasing Department and the Building Construction and Maintenance Division of the Department of Public Works and The Nathaniel Witherell Facility Management. Both the Nathaniel Witherell Tower and Auditorium projects as well as the Greenwich Point Caretaker Cottage Rehabilitation had very detailed technical specifications. The Purchasing Department ensured that the potential bidders understood the exact requirements demanded in the RFBs through several addendums clarifying any questions and plan revisions. Both Request For Bids required respondents with qualifications specific to their respective projects which needed to be confirmed prior to being awarded.
The Nathaniel Witherell’s Nursing Home Rehabilitation Services Project was a very complex project. The Nathaniel Witherell had the need to enter into a partnership with an experienced company that would provide exceptional rehabilitation services (management and staff). The area of expertise would be for Physical and Occupational therapy. The Purchasing Department, working in conjunction with the Nathaniel Witherell Management, was able to craft a detailed RFP. Following a very intense interview process and negotiation, the Nathaniel Witherell Nursing Home Management team was able to contract with an organization that is a leader in that field.
Purchasing worked closely with the Greenwich Fire Department on the Pumper Truck procurement. Purchasing drafted specifications specific to the needs of the Fire Department and Public Safety. This completed RFP ensured it encompassed all the requirements that were needed for a safety apparatus procurement. This project included several detailed interviews with fire truck manufacturers covering every aspect of the proposed Pumper Truck and its applications. The procurement was successful through rigorous negotiations and provided a substantial savings for the Town of Greenwich for the purchase of three pumper trucks.
Purchasing managed telecommunications for all Town Government locations, as well as public safety, The Nathaniel Witherell SNF, and the Greenwich Library. The Purchasing Department transferred the telecommunication responsibilities to the Information Technology Department which is now responsible for the implementation of the new VOIP system town wide. Purchasing assisted in this process ensuring a smooth transition.
Town Government and Board of Education continued to benefit from forward purchases of natural gas and electricity with fixed pricing. Savings are achieved as the result of locking in pricing for future fiscal years when market conditions are favorable. As natural gas and electricity are both two large components of cost, the Town and the Board of Education are able to benefit from reduced pricing for both commodities.
Cooperative purchasing activities continued, both internally between Town Government and the Board of Education, as well as externally between Greenwich, other municipalities and regional public purchasing entities, such as the Capitol Region Council of Government (CRCOG). There are positive aspects to cooperative purchasing processes for the Town. Where there is a similarity of need for commodities and/or services, cooperative procurement works well, avoiding duplication of effort on the part of Purchasing departments and adding volume to contracts which makes the bidding opportunity more attractive to potential bidders, thereby increasing competition and possibly lowering costs.
Examples of Town purchases which have resulted from cooperative purchasing activity, are office supplies and IT materials (Town Government and the BOE).
12 Work on the Town-wide document imaging project and back file conversion continued this fiscal year. Projects consisted of back file conversion of records for the Department of Public Works as well as for the Town of Greenwich Planning and Zoning Department. These projects were funded with the overall aim of improving the document imaging system, mainly to reduce the number of paper records held onsite while increasing the accessibility of those records. The project was successful and will be completed by December 2017.
In fiscal year 2016-17, Purchasing continued its practice of posting its Requests For Bid/Proposal and all addenda as well as bid results to the Town’s website so that they are readily available to the vendors and community through downloading. Using the website for this purpose has greatly reduced the number of mailings that need to be done to distribute procurement process documents and the associated costs of duplication and mailing. Purchasing continued to also post its Requests For Bid/Proposal to the State of Connecticut’s procurement website, as well as various other newspapers around the state, to gain a larger vendor “audience” and potentially increase competition.
A minimal increase to the Purchasing printing and binding budget for this next fiscal year will be required. With the consolidation of the Town and BOE Reproduction Departments, Purchasing will now have to absorb these costs. This consolidation of the two entities has improved the overall process and has saved the town a considerable amount of money.
The Purchasing Department will investigate and do a comparison with other equally sized towns and cities for current Purchasing thresholds. A decision will be made to determine if the Purchasing threshold should be increased for procurements made by town departments. The Purchasing Department will implement a new webpage which will elaborate on the mission statement as well as bidding guidelines. Purchasing will also change the website to be more user friendly by making Request for Bid’s, Request for Proposal’s, and Bid Tabulations and archives readily available.
Fiscal year 2016-17 was a year characterized by a continuation of the stabilization of the economy with departmental budgets continuing to be tight. Purchasing demonstrated the ability to reduce the number of Single Source Contract Awards. Also, savings have been documented from several projects through following purchasing procedures and practices. Four new items the Purchasing Department is tracking are:
Single Source Contract awards/cost savings per commodity Tracking system for expirations of all service agreements, commodity awards and license agreements Number of respondents per RFP/RFB using expanded advertising procedure Awarded contracts and dollar values for repeat vendors
The Town of Greenwich Purchasing Department purchases a variety of goods and services. In all of our procurement activities with actual and potential vendors, every effort has been made to enhance the Town’s reputation as a progressive agency, instituting the core values of business integrity, fairness and equity to all other vendors in its procurement process.
Charles J. Zsebik Director of Purchasing and Administrative Services
13 ADMINISTRATIVE SERVICES CENTER
2016-17 2015-16 2014-15
Budgeted Personnel: 5 5 5 Expenditures: Current $676,783.69 $629,907 $581,333 Capital
Total: $676,783.69 $629,907 $581,333
Revenue: $0 $0 $0
The mission of the Administrative Services Center is to provide support services to user Town departments in a timely and cost effective manner. This division provides all office support services to Town Departments including Reproduction Center services, mail processing, Town calendar, Notary Public and website management as well as central reception, under the supervision of the Director of Purchasing and Administrative Services.
The significant difference between the 2015-16 and 2016-17 is the result of two issues. One was, as of July 1, 2017, the consolidation of the Reproduction Center with the Board of Education. The other was the staffing in the mailroom which was reduced to one employee from two by streamlining the mailroom processes.
REPRODUCTION CENTER
The Reproduction Center provides services for all Town departments including Greenwich Library and other Town agencies such as the Housing Authority. The Reproduction Center consistently produces as many projects in-house as possible. When departments ask for large volume color copy projects, they are advised when offset printing would be a less expensive option. Offset printing is more expensive for initial costs (layout) but the cost per copy is significantly less for large volume projects. The Reproduction Center continues to use the Xerox D125 and D25 machines. Other services provided in the Central Reproduction Center include: construction of pads, folding, booklet making and other paper finishing. Both copiers are able to three-hole punch, create booklets, and fold (bi-fold and tri-fold), enabling many copy jobs to be done in-house.
The monthly volume on the central printer and color copier remains constant. Printing jobs include, but are not limited to: Assessor field cards and the Grand List, manuals, Town and departmental Annual Reports, flyers and pamphlets for programs (e.g., Parks and Recreation sports programs, health screening and testing, etc.), job postings, bids, Town-wide mass mailings, meeting minutes and agendas, event calendars, the telephone directory, the Town’s budget, its Charter and voter lists.
Purchasing was able to negotiate out of the contract with Xerox without any penalty and save approximately $19,000.00
MAIL HANDLING
Administrative Services continues to use Corporate Mailing Services, LLC to process the Town’s mail. This service merges mail from several pickup sites in order to be able to post mail at the lowest presort rate by barcoding and sorting the mail prior to delivery to the Post Office. This contract has continued to offset any postal increase and Administrative Services has been able to continue to meet the expectations as
14 budgeted. This contract will be expiring soon and we will go out to bid for a continuance of this service which has proven to be a good cost savings.
Mail handling consists of the following activities: metering and posting of mail, pick-up and delivery of mail between the Post Office, Public Safety and Town Hall, Senior Center, Fleet Department and sorting and distribution of outside and inter-office mail throughout Town Hall. Bulk mailings are numerous and include Town-wide mailings, such as beach applications and cards, voter registration forms, reassessment information, parking permits, and alarm ordinance bills. Administrative Services continues to save money by utilizing the special bulk mail rate and bar coding whenever possible. In this fiscal year, the average monthly volume is approximately 20,000 letters and 298 flats per month.
WEBSITE MANAGMENT
In the area of the internet, the Administrative Services Supervisor electronically updates the RTM meeting information and the Town calendar.
Administrative Services continues to provide cost effective office services and additional assistance with special projects to aid departments in meeting their growing and changing needs.
COMMUNITY FIRST INITIATIVE
Our Community First initiative was to compile Town services information, utilize that information to more effectively and accurately direct calls reducing the flow of basic questions to user departments and answer basic questions.
CENTRAL RECEPTION
The Central Reception provides not only a central answering service for all calls made to Town Hall’s main number but the Receptionist is available to answer the numerous questions asked by the public walking into Town Hall directing them to the appropriate departments. Access control for vendor deliveries, announcements during emergencies, communications by radios to building maintenance and Administrative Services’ staff is performed by this position. This position is also in charge of booking conference rooms and display cases as well as the management of the Town’s car loaner pool for all Town employees. Central Reception schedules the meeting rooms and enforces the Town Hall Meeting Room Policy.
Administrative Services continues to provide a wide variety of centralized support services to the public as well as all Town government departments.
Charles J. Zsebik Director of Purchasing & Administrative Services
15 HUMAN RESOURCES
2016-2017 2015-2016 2014-2015
Budgeted Personnel: 14 15 15 Expenditures: Current $2,928,368 $2,784,935 $2,705,136 Capital N/A $389,261 $895,777
Total: $2,928,368 $3,174,196 $3,600,913
Revenue: $29,810 $24,530 $18,020
MISSION STATEMENT
The Department of Human Resources provides excellence in human resources leadership and service delivery. We seek to attract, develop, motivate and retain a highly skilled, effective workforce capable of efficiently carrying out their responsibilities on behalf of the Town and to create a productive, supportive work environment characterized by fairness, open communication, personal accountability, trust and mutual respect.
GOALS STATEMENT
In support of our mission the Human Resources Department is committed to utilizing best practices to provide quality customer service and guidance. Specifically, the department’s key goals and objectives are: Recruitment, selection, hiring, development, evaluation and retention of a diverse, quality staff in compliance with all laws, regulations and contractual requirements. Strategic management and administration of the Town’s employee benefit programs. Effective and timely customer service and counsel to employees, appointing authorities, elected officials and volunteer boards in regard to employee relations and all other human resource matters. Development and implementation of relevant training and enhancement opportunities. Administration of payroll processes in an accurate, fair and timely manner. Development and implementation of fair, reasonable, ethical human resource policies and practices.
SPECIFIC ONGOING ACTIVITIES IN SUPPORT OF DEPARTMENT GOALS
Provision of direction and support to all Town departments and appointing authorities in the development, coordination and execution of human resource policies, practices and procedures. Development and implementation of all recruitment, hiring, promotional, and on-boarding activities. Administration of the Town’s managerial, confidential and elected compensation plan to provide the Town with the ability to attract retain and motivate competent managers. Provision of counsel and advice to all departments in the areas of employee conduct, performance, and performance management. Oversight and administration of the Town’s Performance Review Programs. Provision of guidance on staffing and reorganization issues
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Administration of employee relations’ services for all Town employees. Oversight of the Town’s Affirmative Action and Equal Employment Opportunity processes. Labor contract administration and interpretation. Administration of all employee pension and defined contribution plans. Cost effective management and administration of all employee and retiree benefit programs. Development of long term, strategic plans for employee healthcare benefits and wellness programs to ensure fiscal accountability in a changing healthcare environment. Administration of workers’ compensation and oversight of the safety initiative. Administration and oversight of the Employee Assistance Program. Timely and accurate administration of all payroll processes and functions in compliance with all federal, state and contractual obligations. Creation and administration of training and professional development opportunities to meet identified needs. Administration of the Town’s unemployment compensation program. Administration of the Town’s Employee Recognition Program. Administration of the Town’s Department of Transportation Drug and Alcohol Testing Program for town employees who hold a commercial driver’s license and perform safety sensitive work. Management and maintenance of all employee personnel records and files.
PROJECTS FY 16-17
Continued advancement of the Leadership Institute, a supervisory development program. In conjunction with the Health Benefits Task Force, development of plans to strategically address the Town’s future employee health benefit needs. Migration of 95% of Town and Board of Education employees to Connecticut Partnership Plan 2.0 medical coverage. Selection of health insurance consultant for ongoing strategy of health plans in the new environment of participating in the Connecticut Partnership Plan 2.0 medical coverage. Expansion of on-line benefits self-service for improved employee access to healthcare information, forms, and links to vendor websites. Continuation of review and development of payroll and timekeeping best practices and procedures for maximized utilization of Human Capital Management System. Creation of Customer Service Representative position, in the place of a general administrative assistant position, in order to provide focused and increased customer service to internal and external customers. Revision of generic administrative job descriptions to better identify specific job-related required skills, and revise the recruitment examinations to reflect same. Continued transition of Town and Board of Education to an out-sourced model for the Employee Assistance Program.
RECRUITMENT/EMPLOYMENT ACTIVITIES FY 16-17
Administration of the recruitment, examination, selection and hiring processes for all Town Departments and appointing authorities including some large and complex recruitment’s such as Police Captain, Police Sergeant, Police Officer, Fire Lieutenant, Director of Risk Management, Assistant Assessor, Senior Management Analyst, HRIS Manager, Facilities Manager Greenwich Library, and Building Operations Manager – BOE.
17 Receipt and review of 5,800 applications for employment. Administration of approximately more than 1,200 applicant tests for 62 full time new and promotional opportunities with some testing requiring more than one component of evaluation; for 56 part-time positions; for 92 temporary/seasonal positions with multiple people hired for each position; e.g. lifeguard; and for 53 transfer opportunities. Hiring of 52 full-time, 89 part-time and more than 262 temporary employees. Coordination of processing and orientation for all new full-time and part-time Town employees.
GENERAL HUMAN RESOURCES ACTIVITIES FY 16-17
Administration and facilitation of all personnel actions for Town employees from point of hire to separation including upgrade, reclassification, termination or retirement. Provision of advice and assistance to employees, appointing authorities, Elected Officials and Volunteer Boards on HR policy, procedures, federal and state statutes and contractual language effecting HR operations and employee relations. Investigation of all discrimination complaints with oversight of complaint resolution if required. Administration of the performance review process all employees. Facilitation of the managerial pay for performance based evaluation plan. Continued revision of job descriptions to reflect Customer Service responsibilities and additional education requirements. Administration of the Town’s unemployment compensation program. Oversight and administration of the Town’s Affirmative Action/EEO efforts. Provision of CDL Training for Drivers and Supervisors regarding drug and alcohol abuse, and monitoring of DOT rules regarding employees required to have CDL licenses. Oversight and coordination of all FMLA requests. Provision of assistance to the Law Department with employment related litigation. Promotion of mutual respect in the workplace through training, consultation and mediation. Administration of training for all Town employees on Sexual Harassment (harassment of all types) and retaliation. Investigation and resolution of Title VII issues. Assistance to the Community Diversity Advisory Committee.
HRIS/PAYROLL ACTIVITIES FY 16-17
Enhancement of the ADP HRIS/Payroll system. Processing of a biweekly payroll for approximately 3,600 employees per pay period. Review and maintenance of all payroll, eTime and benefit requirements of collective bargaining agreements. Administration of all information sent to outside vendors from the HRIS. Administration of the Employee Portal to provide information and training materials to employees.
HEALTHCARE ADMINISTRATION ACTIVITIES FY 16-17
Administration of healthcare benefits including medical, dental, prescription, life insurance, long- term disability, flexible spending (FSA), Commuter Tax Program and COBRA plans for 2400 Town and BOE active employees and employees on FMLA.
18 Administration of all healthcare benefits for 600 retired employees and counseling of retiring employees. Response to enrollment issues, changes, terminations and claim problems; negotiation of resolutions with healthcare vendors; education of employees. Coordination and administration of on-line open enrollment for all active and retired employees for annual elections of health insurance. Provision of assistance and healthcare information for collective bargaining negotiations. Coordination of annual flu clinic for all Town and BOE employees. Continued education for on-line information and tools in order to improve employee communications. Communication of updated HIPAA and Medicare D Creditable Coverage information to all employees and retirees. Review and processing of all healthcare provider fees.
WORKERS COMPENSATION AND SAFETY FY 16-17
Effective management of injury prevention and safety efforts, as well as case management of the 374 workers’ compensation claims filed in FY 16-17. Successful administration of return to work program transitioning injured workers with limited working capacity into temporary light duty assignments. Creation and implementation of a formal Work Safety Plan. Continued support of Town’s various safety committees, as well as provision of on-site customized safety training by Safety Analyst.
RETIREMENT BENEFITS FY 16-17
Administration of the Defined Benefit Plan for active, terminated vested and retired employees. Counseling of retiring employees. Orientation of new police and fire fighters. Coordination of accidental and non-accidental disability retirement applications. Review and confirmation of accuracy of employee data on Transamerica website to ensure availability for employees of current retirement information on-line. Timely notification of vested separated employees. Development of one-on-one retirement education programs for active employees in both Defined Benefit and Defined Contribution Plans. In conjunction with workers’ compensation, institution of pension payment offsets where appropriate. Resolution of Retirement Board or participant issues with vendors. Coordination between the Retirement Board and the Town’s Law Department on legal issues related to pension matters.
19 GREENWICH PROBATE COURT
2016-2017 2015-2016 2014-2015
Budgeted Personnel: 0 0 Expenditures: Current 43,161 43,624 $43,675 Capital 0 0 0
Total: 43,161 43,624 $43,675
Revenue: 0 $0 $0
The Greenwich Probate Court was constituted by the General Assembly on July 4, 1853 and has served the people of Greenwich since that time. Probate judges are elected by the voters of the Town for a four-year term. Our District covers only the Town of Greenwich. Judges serve four-year terms. Judges may appoint one or more clerks or other employees to assist in the operation of the Court; their salaries are paid by the judge. Pursuant to §45a-8 of the Connecticut General Statutes, each town is required to provide a fire- resistant safe or vault for the storage of Court documents, office space, and supplies for the Court and microfilming of Court records.
The jurisdiction of the Probate Court is established by the State Legislature. Major areas of Court jurisdiction include:
Probating wills and the administration of estates Overseeing testamentary and living trusts Determining title to real and personal property Construing the meaning of wills and trusts Appointing guardians for the mentally retarded Appointing conservators of the person and the estate of incapable individuals Committing those suffering from mental illness, alcoholism, or drug addiction to an appropriate facility Removing unfit parents as guardians of their children Terminating the parental rights of parents who cannot fulfill their parental responsibilities Granting adoptions Granting name changes
And other matters, many of which are extremely delicate and complex and some of which are confidential. By way of example, when one of our resident’s dies the Probate Court oversees the division of his or her property among those legally entitled to such property. The division of his or her property will be carried out according to the person’s wishes if the decedent has executed a will. If there is no will, the property will be divided according to certain laws known as the laws of intestacy. In addition to overseeing the distribution of the estate, the Court will ensure that any debts of the decedent, funeral expenses, and taxes are paid prior to the remaining assets of the estate being distributed. In the course of which proceedings, will contests and objections are not unknown.
There are 54 Probate Districts in the State of Connecticut. Each district functions with a single court, independent of the integrated State court system. Consequently, each court has developed its own unique characteristics. However, since the creation of the office of Probate Court Administrator in 1967, the publication of the Probate Practice Book, and the promulgation of the Rules for Practice and Procedure in the Probate Court by the State Supreme Court, more uniformity has been established. At the same time, this Court has retained a close informal relationship with our community. It is truly a “family court” as it deals with matters directly affecting the family and is easily accessible to all members of the public.
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All records of the Probate Court are put on microfilm and maintained in our vault and frequently used by the title searches, genealogists and various historical societies. The Court is current with respect to microfilming decedent’s estates and trust estates. Funds to complete required microfilming are being provided by the Town pursuant to its obligations under Section §45a-8 C.G.S. The files are filmed and put in compact books, and then the original files are sent to archives and stored
Importantly, the court seeks to serve our citizens and to insure the efficient, speedy and economical handling of all personal and family matters within its jurisdiction; to provide the people of Greenwich a forum to petition for a fair, equitable and compassionate arbiter.
David W. Hopper Probate Judge
21 FINANCE & BOARD OF ESTIMATE AND TAXATION
2016-2017 2015-16 2014-15 Budgeted Personnel: 15 15 15 Expenditures: Current $1,911,260 $1,931,000 $1,876,609 Capital $- 0 - $- 0 - $- 0 -
Total: $1,876,609 $1,931,000 $1,876,609
Revenue: $6,757,480 $6,185,587 $5,678,520
ORGANIZATION
The Board consists of twelve members, six Republicans and six Democrats, who are elected to serve two- year terms beginning January first in even years. For fiscal year 2016-2017, there were four bi-partisan standing committees, Audit, Budget, Human Resources and the Investment Advisory Committee, with four members each (two from each party). In addition, there was the Legal Services (Law Committee) and Policy and Procedures Committees, two-members each (one from each party). These committees function without chairmen and are responsible for the areas of government indicated by their titles. Bipartisan liaisons to Town departments or program areas assist in information gathering and evaluation for the benefit of the Budget Committee and full Board. Special Project Teams and ad hoc committees are created when needed for projects within the Board, and representatives from the BET are recommended by the BET Chairman to complete these assignments. During fiscal year 2016-2017 there were two Special Project Teams. A Special Projects Team was assembled to study the Nathaniel Witherell Nursing Facility in fiscal year 2015- 2016 and met twelve (12) times that year. The work of the team continued into fiscal year 2016-2017 with an additional twenty-one (21) meetings. The team consisted of two Democrats and two Republicans and was called The Nathaniel Witherell Strategic Planning Committee. A second Special Project Team was assembled in June 2017 and continued their work into fiscal year 2017-2018. They also consisted of two Democrats and two Republicans. The BET held four tours for fiscal year 2016-2017. Their visits were to; 1) the newly constructed Fire Station Headquarters, 2) Police Headquarters and Marine Operations, 3) Greenwich Emergency Medical Services (GEMS) Headquarters and 4) Greenwich High School MISA facilities.
DUTIES
The Board is responsible for the proper administration of the financial affairs of the Town: accounting and control, treasury, tax assessment and collection. The most visible responsibility is the development, approval, and monitoring of the Annual Budget of the Town and setting the Town tax mill rates. The Board also acts on requests for additional appropriations, transfers, and allotments made during the fiscal year. The Board is responsible for the investment of Town funds, including the General Fund, Sewer Funds, Parking Fund, OPEB (Other Post-Employment Benefits) Fund, Risk Fund, Internal Service Fund, Capital and Non-Recurring Fund, School Lunch Fund, Nathaniel Witherell Revolving Fund and the Griffith E. Harris Golf Course Revolving Fund. It is also responsible for risk management and internal audit. The Board annually selects the external auditors to examine the financial records of the Town and approves the Comprehensive Annual Financial Report (CAFR). The Annual Report of the Town is also under the purview of the Board. In addition, the Board conducts public hearings on sewer construction appropriation requests and determines the benefit assessment or tax to be levied against the properties located within the sewer district involved and the level of participation by general taxpayers when appropriate.
22 MEETINGS
There were eleven (11) regular monthly meetings, one BET Budget Decision Day meeting, three (3) special meetings, two (2) public hearings: one on the 2017-2018 Budget Committee budget recommended to the full BET and one on the adoption of the Community Development Block Grant application for 2017.
Highlights of BET actions during fiscal July 1, 2016, to June 30, 2017
July 2016
July 6, 2016 Regular Meeting
The Board voted to approve recommended Management and Confidential (M&C) employees’ salaries at 2% for fiscal 2017.
The Board voted to reappoint Mr. Robert Stricker to another three-year term as a member on the OPEB Board expiring June 30, 2019.
The Board voted to reappoint Mr. Robert Stricker as Chairman of the OPEB Board to a term expiring June 30, 2017.
August 2016
August 3, 2016 Special Meeting
The Board voted to pay Captain Pamela Gustovich a lump sum legal settlement payment from the Risk Fund of $143,000 to cover salary and legal fees, as well as to purchase an annuity of a present value of no more than $135,000 that would replace the retirement payments she would have received if she would have remained in the employ of the Town.
September 2016
September 19, 2016 Regular Meeting
The Board voted to appropriate $8,530.55 from the Risk Fund for the legal settlement of The Commerce Insurance Company, a/s/o C.H. Gauntlet v. TOG.
The Board voted to appropriate from the Risk Fund $12,840.43 for the legal settlement of Utica Insurance Company, a/s/o P. Montesdeoca v. TOG.
The Board voted to transfer $15,538 for the Information Technology Department to offset RTM Budget Adjustments.
The Board voted to accept and approve the use of $45,377 for the Health Department from the PHEP Funds Grant.
The Board voted to accept and approve the use of $65,576 for the Health Department from the Public Act Grant.
October 2016
October 4, 2016 Special Meeting
Chairman Michael Mason called a BET Special Meeting to meet with RTM District leaders and others to discuss a variety of budgetary matters.
23 October 17, 2016 Regular Meeting
Mr. Mason opened a public hearing on the Community Development Block Grant Budget for FY 2017. The Board later voted to approve the Community Development Block Grant budget of $751,160.92.
The Board voted to approve the use of 2016 reprogrammed Community Development Block Grant Contingency Funds in the amount of $43,000; $25,000 for a truck for the Laurel House Thrift Store and $18,000 for TAG to purchase a handicapped-accessible vehicle.
The Board voted to appropriate $29,900 of 2016 reprogramed Community Development Block Grant Funds for Hill House Security Improvements.
The Board voted to transfer $73,203 for the Fire Department to offset RTM Budget Adjustments.
The Board voted to accept and approve the use of $245,000 for the use of Small Town Economic Assistance Program (STEAP) Grant Funds for the Town of Greenwich Trunked Radio System Replacement Project.
The Board voted to accept and approve the use of $250,000 for the use of Small Town Economic Assistance Program (STEAP) Grant Funds for the Neighbor to Neighbor Program.
The Board voted to accept and approve the use of $246,096 for the use of Small Town Economic Assistance Program (STEAP) Grant Funds for the Town of Greenwich YWCA.
The Board voted to appropriate an additional $111,000 from the Risk Fund for the legal settlement of Gustovich v. TOG. This is addition to amount previously appropriated at a prior BET meeting.
The Board voted to appropriate from the Risk Fund $34,278 for the legal settlement of Chipouras v. TOG.
The Board voted to accept the BET Budget Guidelines for Fiscal Year 2017-2018.
November 2016
November 21, 2016 Regular Meeting
The Board voted to transfer $12,129 for the Human Resources Department to offset RTM Budget Adjustments.
The Board voted to transfer $50,000 for the Board of Education for the testing and remediation of Western Middle School fields.
The Board voted to appropriate $12,822.27 from the Risk Fund for the legal settlement of The Hartford Financial Group a/s/o Leven v. TOG.
The Board voted to approve the Retirement Board’s agreement with State Street Global Markets LLC. This agreement opened an account, which was intended primarily to hold Exchange Traded Funds (ETF’s) investments.
The Board voted to approve the BET Procedures for Review of Retirement Board Investment Agreements.
The Board voted to approve the Finance Department’s FY 17-18 Budget and Operations Plan.
The Board voted to reduce the usage of three credit rating agencies to two. The Board authorized Mr. Mynarski to determine which agencies to use.
December 2016
December 15, 2016 Regular Meeting 24 The Board voted to accept and approve the use of $52,500 for the Police Department from the DUI Grant
The Board voted to a release of conditions of $182,869 for the Greenwich Emergency Medical Services (GEMS) from a 911 Municipal Grant.
The Board voted to appropriate $182,869 for the Police Department for communications equipment from a 911 Municipal Grant.
The Board approved the Comprehensive Annual Financial Report (CAFR), State and Federal Single Audits and Management Letter for the year ending June 30, 2016.
The Board voted to approve the Amendment to the State Street Investment Management Agreement to include State Street U.S. Treasury Inflated Security Index Security Lending Fund (TIPS) and Daily MSCI Emerging Markets Index Non-Lending Fund, in the amount of $10 million to each of these funds.
January 2017
January 10, 2017 Special Meeting
Mr. Tony Turner replaced Mary Lee Kiernan on the BET. Ms. Kiernan resigned to take a position with the Greenwich YWCA.
January 18, 2017 Regular Meeting
The Board voted to accept and approve the use of $7,000 for the Police Department for Canine Training Tuition from Federal Asset Forfeiture Funds.
The Board voted to appropriate $250,000 for the Board of Education for Western Middle School fields for environmental contamination testing.
The Board voted to approve the Town of Greenwich 2015-2016 Annual Report.
February 2017
February 21, 2017 Regular Meeting
The Board voted to accept and approve the use of $15,456 for the Health Department from the HERR Funds Grant.
The Board voted to appropriate $70,000 for the Board of Education School Lunch Fund Program to pay for additional food costs.
The Board voted to appropriate $4,900 for the Parks and Recreation Department for Skate Park Upgrades.
The Board voted to appropriate $4,900 for the Parks and Recreation Department for Restaurant and Clubhouse replacement costs at the Griffith E. Harris Golf Course.
The Board voted to accept and approve the use of $155,326 for the Police Department from a FEMA DHS Port Security Grant with a 25% In-Kind match.
The Board voted to appropriate from the Risk Fund $36,241.66 for the legal settlement of McGuire & Schiappa vs. TOG.
The board voted to appropriate from the Risk Fund $9,479.36 for the legal settlement of Travelers Insurance & Schiappa vs. TOG.
The Board voted to re-appoint RSM US LLP as the Town of Greenwich external auditors. 25 March 2017
March 20, 2017 Regular Meeting
The Board voted to transfer $22,900 for the Land Use Departments for the GIS Mapping Data Conversion Project.
The Board voted to approve 2% increases for the First Selectman and Selectman salaries, effective December 1, 2017 and December 1, 2018.
The Board voted to approve 2% increases for the Town Clerk and Tax Collector, effective January 1, 2018 and January 1, 2019.
March 23, 2017 Public Hearing FY 17-18 Budget
Chairman of the Board, Michael Mason, explained the format for the Public Hearing regarding the proposed FY 2018 Budget. A number of people spoke on the Town’s and The Board of Education’s Operating and Capital Budgets.
March 27, 2017 Budget Decision Day
Chairman of the Board, Michael Mason, gave an overview of the meeting’s agenda regarding the FY 17- 18 budget and decision process.
The Board voted to condition the release of $30,000 for the Economic Development Marketing efforts proposed by the First Selectman.
The Board voted to eliminate two full-time positions from the Table of Organization for the Tax Collector’s Office. In addition, the Board voted to add funding for one part-time position.
The Board voted to reduce the Town Contribution to TAG by $6,202.
The Board voted to condition, subject to release, $93,698 of TAG funding upon mid-year review and approval of operating and financial performance.
The Board voted to condition, subject to release, $2,000,000 of the Town Contribution of GEMS funding upon a mid-year review and approval of operations, personnel, and finances.
The Board voted to increase the Fixed Charges contribution for Sewer Taxes by $60,000.
The Board voted to condition the release of $100,000 for a Fire Services Study upon 1) Review and approval of the scope and deliverables as presented in the Request for Proposal; 2) Establishment of an oversight Committee of representatives from the Office of the First Selectman, Fire Department, BET (2 members) and the RTM Town Services Committee (2 members); 3) Completion of arbitration proceedings with the IAFF.
The Board voted to reinstate $100,000 for Architectural and Engineering funding for the Round Hill Fire Station.
The Board voted to reduce the annual paving budget by $1,000,000.
The Board voted to condition $100,000 for Schools – Consultant Fees for Next FY Capital Projects (Advanced A&E).
The Board approved the Bonding Resolution in the amount of $35,384,000.
The Board voted to approve the amended General Fund budget in the amount of $412,888,556. 26 The Board voted to approve the General Fund Capital Budget in the amount of $44,336,000.
The Board voted to approve the budgeted appropriations in the Sewer Maintenance, Sewer Improvement, Nathaniel Witherell, School Lunch, Parking, Griffith Harris Revolving, OPEB and Retirement Trust Funds.
The Board voted to approve the resolutions of the Board of Estimate and Taxation and Representative Town Meeting on the FY 2017-2018 Budget.
April 2017
April 24, 2017 Regular Meeting
The Board voted to appropriate $6,000 from the Risk Fund for the legal settlement of Lakeman v. TOG.
The Board voted to accept and approve the use of $13,500 for the Board of Education from the Asia Society Grant.
The Board voted to accept and approve the use of $29,625 for the Police Department from the Distracted Driving Enforcement Grant.
The Board voted to appropriate $25,000 for the legal settlement of Luciano v. TOG.
May 2017
May 15, 2017 Regular Meeting
The Board voted to transfer funds of $485,000 for Nathaniel Witherell to cover shortfalls in various salary and insurance accounts.
The Board voted to appropriate $60,000 from the Risk Fund for the legal settlement of Shimchick v. TOG.
The Board voted to appropriate $17,183.61 from the Risk Fund for the legal settlement of Liberty Mutual Insurance Company a/s/o Zhornitsky v. TOG.
The Board vote to appropriate $200,000 for the Law Department for outside counsel legal fees.
The Board approved the amended 2017-2018 Bond Resolution. The RTM voted to reduce the total by $100,000. The BET approved the revised total of $35,284,000.
The General Fund Mill Rate of 11.369 was set for the July 1, 2017 – June 30, 2018 fiscal year.
The Sewer Maintenance Fund Mill Rate of .615 was set for the July 1, 2017 to June 30, 2018 fiscal year.
The Sewer Improvement Fund Mill Rate of .034 was set for the July 1, 2017 to June 30, 2018 fiscal year.
June 2017
June 12, 2017 Regular Meeting
The Board approved the contract with Neuberger Berman for Outsourced Chief Investment Officer (OCIO) management with the Retirement Board.
The Board voted to appropriate $20,253.05 from the Risk Fund for the legal settlement of Chubb Group v. TOG & Roberti
The Board voted to appropriate $10,437.58 from the Risk Fund for the legal settlement of Safeco Insurance Company v. TOG & Ballone.
27 The Board voted to transfer $13,000 for the Law Department for research, depositions and telephone expenses.
The Board voted to continue in force various amounts as follows:
Parks & Recreation $1,334,000 - Repair Greenwich Point Causeway Parks & Recreation $ 100,000 - Binney Park Improvement Parks & Recreation $35,000 - Greenwich Pont Master Plan Parks & Recreation $260,000 - Replace Byram Launch Ramp Public Works $200,000 - Byram Fire Station Rehab Design Public Works $170,000 - Eastern Civic Center Design
As Chairman of the Board, I want to express my appreciation to the members of the Board who contribute so much of their time and effort to serve the citizens of the Town and for their cooperation and courtesy extended to me as Chairman. I also want to acknowledge the contributions of the Town Comptroller, Budget Director, and all of the staff members of the Finance and Assessor’s Departments. Thank you.
Michael S. Mason Chairman
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RETIREMENT
2016-2017 2015-2016 2014-2015
Budgeted Personnel: 1 1 1 Volunteers 5 5 5 Expenditures: Current (Net) $587,000 $629,671 $494,191 Capital $0 $0 $0 Total: $587,000 $629,671 $494,191
Revenue: $0 $0 $0
RETIREMENT SYSTEM ADMINISTRATION
As provided in Article 14 of the Town Charter, a five-member Retirement Board is responsible for the operation of the Retirement System of the Town of Greenwich (“System”). The Retirement Board consists of two employee members elected by the active membership of the System: Kevin Coyner and Mark Kordick, two appointed citizens of Greenwich not employed by or members of the Town of Greenwich Retirement System: John Chadwick, Retirement Board Chair and Joseph Pellegrino; and the Town Comptroller, Peter Mynarski, who serves as a voting, ex-officio member of the board.
Terms of Office: John Chadwick 07/01/2015 – 06/30/2019 Kevin Coyner 02/01/2017 – 01/31/2021 Mark Kordick 02/01/2015 – 01/31/2019 Joseph Pellegrino 01/01/2016 – 06/30/2017 Peter Mynarski ex-officio
Mr. Chadwick resigned from the Retirement Board as of June 28, 2017. Mr. Pellegrino was elected Chairman effective June 28, 2017 and was reappointed for a four-year term by a vote of the RTM Moderator, the First Selectman, and the Chairman of the Board of Estimate and Taxation.
Mr. Kordick was re-elected on February 6, 2015 by the active membership for a four-year term. Mr. Coyner was re-elected in February 1, 2017 by the active membership for a four-year term.
The Retirement Board meets monthly with special sessions scheduled as required. Retirement Board members serve without compensation.
The Retirement Administrator function reports to the Human Resources Department Director. The Retirement Administrator is the primary contact for active employees, terminated vested employees, retirees and beneficiaries on retirement matters, and serves as the liaison between the Retirement System and its providers of professional services.
DUTIES
The Retirement Board acts as Trustee of the Retirement System and is responsible for the general administration, proper operation and fiscal soundness of the Retirement System. Acting as fiduciaries, the board selects, appoints and oversees the activities of professional service providers who perform as actuaries, legal counsel, pension consultants and investment managers to the Retirement System. It operates under the general oversight of the Board of Estimate and Taxation.
29
ASSETS AND LIABILITIES
The market value of the Retirement Reserve Fund was $438,448,693 as of June 30, 2017, compared with $385,271,718 as of June 30, 2016. Assets increased 13.8% and the fund showed a 14.8% investment return (net of fees and expenses) in FY17. The Actuarial Accrued Liability increased from $545.3 million to $561.2 million or 2.90%. The Unfunded Actuarial Accrued Liability decreased from $138.6 million to $127.7 million or -7.9%.
STRATEGIC ROLE
While benefit levels, contribution rates and eligibility provisions of the retirement plan are governed by Town Charter and applicable collective bargaining agreements, the Retirement Board is responsible for developing retirement plan provisions in the following areas:
(a) Determining the financial impact of proposed changes to the Plan; (b) Amending the Retirement Plan to incorporate negotiated changes, administrative changes and changes required by law; (c) Recommending and implementing changes in investment management and asset allocation as required to meet plan liabilities; and (d) Formulating and implementing changes in plan design applicable to those members of the System not represented by collective bargaining.
KEY ACTIVITIES AND STATISTICS
During the fiscal year covered by this report, eleven regular meetings and one special meeting (March 2, 2017) were held. Minutes from meetings are posted on the Retirement Board section of the Town of Greenwich web site. Other items posted are the annual valuation reports for the Retirement System, the monthly Investment Performance Reports, Statements and Policies.
Several projects were undertaken during the fiscal year as follows:
The Retirement Board approved the designation of the cash sweep vehicle for all excess cash within the Custody account from State Street Short Term Investment Fund to the Institutional US Government Money Market Fund (GVMXX).
The Retirement Board completed the process of identifying a third-party investment manager to make discretionary investment decisions on behalf of the Retirement System with the intent to transfer all funds to the selected manager.
The Retirement Board, Town’s Attorney and Board of Estimate and Taxation (BET) approved the contract between the Town of Greenwich Retirement System and a third-party Chief Investment Officer.
Approved the July 1, 2016 Retirement Plan Valuation Report.
Approved/processed the following:
New Participants 13 Terminated Vesteds 14 Nonvested ‐ Refunds 2 Retirees 42 30
Beneficiaries 7 Deaths 38 Full Worker's Comp Offsets 1 QDRO Payments 1 End of Guarantee Periods 0
There are 2,255 participants in the Retirement System as of July 1, 2017. o 892 Active participants o 167 Terminated Deferred Vested o 1,196 Retirees and Beneficiaries
The Retirement Board in consultation with Boomershine Consulting reviewed its investment assumptions. The assumptions below were approved by a vote of the Retirement Board.
Measurement Date (July 1ST) 2015 2016 2017 Assumed Investment Return 6.75% 6.75% 6.75% Assumed Inflation Rate 2.25% 2.25% 2.25% Asset Smoothing Method 5 years 5 years 5 years Asset Smoothing Corridor 80%-120% 80%-120% 80%-120% Amortization Method Period (Years) 18 17 16 Town Contribution ($ millions) 22.02 21.93 21.13
The Retirement Board used 3.0% for the annual interest rate applied to employee pension contributions.
Current eligible retirees received a Contractual Cost of Living Adjustment (COLA) to their retirement allowances for July 1, 2017 because the change in the CPI index was above the 1% threshold. The actual change in the CPI index was an increase of 1.98% for the period from May 2016 to May 2017.
The Retirement Board made the following investment commitments during the year:
1. Russell 3000 Exchange Traded Fund (Symbol: IWV) - $10 million. 2. State Street Emerging Markets Equity Fund - $10 million. 3. State Street SSgA US TIPS Index Fund - $10 million. 4. State Street U.S. Treasury Inflation Protected Securities (TIPS) Index Securities Lending Fund - $6 million. 5. Liquidated its holdings in the GMO Emerging Domestic Opportunities Fund and Allianz Emerging Markets Fund. Invested the proceeds into the State Street Daily MSCI Emerging Markets Index Non-Lending Fund - $18 million. 6. State Street Daily MSCI Emerging Markets Index Non-Lending Fund - $7 million. 7. State Street MSCI EAFE Index Securities Lending Fund - $16 million.
Approved by the Retirement Board December 18, 2017
31 INFORMATION TECHNOLOGY DEPARTMENT
2016-17 2015-16 2014-15
Budgeted Personnel: 13 12 10 Expenditures: Current $3,760,763 $3,746,041 $3,244,073 Capital $267,000 $716,000 $170,000
Total: $4,027,763 $4,462,041 $3,414,073
Revenue: $22,328 $23,285 $22,406
MISSION STATEMENT
The mission of the Information Technology Department is to deliver and support technology tools and capabilities that help improve the quality of life for Town residents. It does this directly through the operations of a GIS Office for the public, support of the Town Hall website, support of resident telephones at Nathaniel Witherell, and support of e-mail services for residents who volunteer their time conducting Town business on boards, commissions, and the RTM. Information Technology also serves the residents indirectly through partnerships with other departments in the Town’s general government by providing five key services to Town business users: IT Operations, Telephone Support, Geographic Information Services, Website Services, and Technology Solutions.
Key Department Services
IT Operations includes support and maintenance of the Town’s data and voice networks, data center, and related data services (refer to the IT Data Services section for a detailed and prioritized list of supported applications and services). IT Operations also maintains a business-hours technical help desk for the support of more than 1,600 digital devices, an e-mail system, and 106 applications utilized by employees of the Town’s general government. Telephone Support provides services for approximately 1,700 office phones and other ancillary telecommunications devices across the Town’s general government, three Greenwich Library locations, and Nathaniel Witherell. Also provides management of cellular service accounts for Town mobile devices, and 200 room telephones for Nathaniel Witherell residents. Geographic Information Services include support and maintenance of the Town’s GIS (Geographic Information System), which serves as the central source of record for cross- departmental land use activities. IT also operates the Town’s GIS customer counter where the public can purchase maps and abutters data. Website Services includes development and technical support for the Town government website. This also includes development and support of, and training for, the Content Management System enabling departments and divisions to add and maintain communications, documents, schedules, and general information on the Town website. Technology Solutions includes project management, business analysis, workflow architecture, and data integration for large cross-departmental technology initiatives for efficient use of enterprise applications such as CityView, onBase, and Office365.
Key Residential Services
IT Operations supports and maintains the Town’s email system, Town website, and the GIS server. IT Help Desk offers business-hours email support for residents who volunteer their time conducting Town business on boards, commissions, and the RTM.
32 Telephone Support provides telephone services for residents at the Nathaniel Witherell Nursing Center. Geographic Information Services maintains the Town’s GIS (Geographic Information System) and operates a customer counter where the public can purchase maps and abutters data. Digital Content Editor provides content governance of the Town’s government website.
2016-2017 ACTIVITIES AND ACCOMPLISHMENTS
Continued work on network resiliency by establishing backup network routing capabilities, and a back-up Internet connection at the Town’s IT disaster recovery location. Completed a Command Center in the IT Data Center for increased monitoring of key IT services. Kicked off a five-year project to improve the Town Hall website. Performed a site survey, analytics review, and resident survey. Selected a website platform specialized for municipal government. Began the implementation process with a go-live set for August 2018. Conducted a Cyber Security audit through the services of a cyber defense firm. Began remediation of vulnerabilities identified, and established a multi-year risk reduction effort. Created an online cyber-security awareness program for employees which will be rolled-out in FY2018. Continued with the multi-year VOIP implementation. Upgrade the core equipment for telephone services and retired the Town’s legacy voicemail system. Began the upgrade of phone systems in the Town government remote sites. Migrated all Town government employee email accounts from an in-house Lotus Notes system to Microsoft Office365 as a cloud service. Added 250 new email accounts for Police and Fire which increased overall email support base by 30%. Also added 60 RTM members number to IT supported email accounts. Continued efforts to increase the efficiency and effectiveness of the Town’s document management system. Began work to enable departments to publish online documents associated with land parcels. Began work to establish processes and capabilities to allow departments to delete documents when holding them is no longer required. Continued efforts to replace an unsupported legacy system in the Building Department as a prerequisite for enabling on-line building permitting. Supported and maintained the Town’s IT infrastructure including the continuous operations of the Municipal Area Network, the internal network, the file/application server environment, email, more than 1,600 digital devices, and approximately 1,700 business telephones. Amount of mobile devices for Town email access has risen by 77%, increasing from 192 devices in FY16 to 339 devices in FY17. ADP time clocks under IT support has risen 109%, increasing from 23 time clocks in FY16 to 48 clocks in FY17. These clocks are located in throughout the Town and often require onsite servicing. Performed server upgrades, network equipment repairs, and scheduled replacements of leased workstations.
PERFORMANCE AND CUSTOMER SERVICES MEASUREMENTS
Help Desk Incidents - July 2016 – June 2017 Total SLA Met Incidents SLA Met % ASAP 75 68 91% High 1,227 1,157 94% Medium 436 409 94% Low 4,619 4,489 97% Instant 444 382 86%
33 Web 505 470 93%
Supported Devices as of November 2017 Workstations 788 Printers 292 Smartphones 339 Servers (Physical and Virtual) 104 Scanners 53 Tablets 44 Time Clocks 48 Projectors 5 Phones 1,700 Total Devices 2,463
Email accounts as of November 2017 Town Employee E-mail Accts 890 Generic E-mail Accts 62 Active RTM, Boards, Commissions Accts 91 Total E-mail Accts 1,043
Scope of IT Support Supported network sites 30 General Purpose Applications 16 Department Specific Applications 104
IT Data Services Internet Access Municipal Area Network Infrastructure Email Telecommunications Support Device Support (workstations, printers, etc.) File Sharing Services (M, R, T, U, V drives) Town Website Zetron Firehouse Paging System MS SQL Server Databases Veeam Backup and Replication Solutions Remote Access to Desktops Payroll Systems Access Financial Systems Access CornerStone Teletrac IVR WasteWorks GIS Systems
34 RecTrac WebTrac
Public Safety Business Applications CityView Quality Data Lucity Assist for Storm Water Management Microsoft Office Document Management Systems Permit Card Application Matrix Access for Nathaniel Witherell BCM Work Orders Overtime Application for Fire Department Health Lab Log Book Application Granite XP Viewer Grand List Application TreeWorks Application Miscellaneous Server-Based Business Applications Miscellaneous Desktop-Based Business Applications
Town website page views – January through November 2017 January 184,535 February 172,580 March 212,579 April 204,394 May 222,380 June 238,487 July 253,839 August 202,241 September 172,662 October 176,616 November 189,000 Total Page Views 2,229,313 Page views are .5% higher versus previous year.
35 Devices used to access Town website – January through October 2016
GIS Maps and Abutter’s Lists Printed from July 2016 – June 2017 Maps Abutter's Date Printed Lists Printed Payments Jul 304 71 $ 1,615.00 Aug 354 74 $ 1,879.50 Sep 269 40 $ 1,501.50 Oct 393 61 $ 2,100.00 Nov 282 34 $ 1,523.50 Dec 211 56 $ 1,109.00 Jan 362 53 $ 1,837.00 Feb 364 61 $ 2,005.00 Mar 508 72 $ 2,592.00 Apr 368 57 $ 2,001.00 May 417 51 $ 2,189.00 Jun 347 49 $ 1,754.50
Supported Geographic Information Systems Layers Layer Department Voter Address Geocode (for update/correction of voter Voter Registration Assembly District designation) Community Development Block Grant Projects (Annually Community Development Updated) Hurricane Sandy Flood Surge points Engineering Green Space Mapping Planning and Zoning Fire Dept Response Zone Mapping / Analysis Fire Town Park Water Shutoff valves (in-progress) Parks and Recreation
36 Tree Stump GPS mapping (2010 Nor'Easter / Hurr Irene claim Public Works, Parks and Rec Town-wide GIS orthophoto basemap (Regional project All sponsored by Western Connecticut Council of Governments) Lockboxes Fire Dry Hydrants Fire Regular Fire Hydrants Fire Standpipes Fire Utility poles Public Works FEMA Flood Zones 2013 Planning and Zoning FEMA Flood Zones identifying properties that have changed Planning and Zoning between 2001-2013 Parking Meters / Smartcard Kiosks Parking Services Street Centerlines / Road Names (corrections) All Byram River Flood Study Engineering VE Flood Zone - Parcels Intersect (post-Sandy analysis) Engineering Parcel Grand List Splits / Merges (Annually Updated) Assessor Police Posts Police Town properties in Flood Zones Intersect Engineering Town Buildings / Facilities (Corrections and Additions) Building Construction and Maintenance Sewer/Storm Drains Engineering 2017 NEW: Mooring Points Harbormaster MS-4 Drainage mapping project DPW 2013 Basemap Project *Building Footprints* GIS all Town Departments
37 REGISTRARS OF VOTERS OFFICE
2016-2017 2015-2016 2014-2015
Budgeted Personnel: 4 4 4 Expenditures: Current 362,554 $381,174 $392,004 Capital $0 $0 $0
Total: $362,554 $381,174 $392,004
Revenue: $105 $270 $310
The Registrars of Voters are responsible for administering municipal, state and federal elections in the Town of Greenwich, as well as maintaining a centralized voter registration list. By state law, there are at least two Registrars, one from each of the two major political parties. Greenwich has one Republican and one Democrat Registrar of Voters. Once sworn in the Registrars provide assistance to all eligible citizens and residents in the Town of Greenwich, regardless of political party affiliation. The department also has two full-time staff employees who are designated as Assistant Registrars, and one part-time employee.
Statutory regulations governing the conduct of elections and related activities are numerous and complex. Registrars attend regularly conducted seminars and instruction sessions with the office of Secretary of State, Election Enforcement Division, and are members of ROVAC (Registrars of Voters Association of Connecticut).
In odd-numbered years (2017, 2019) local officials, such as the Board of selectmen, Board of Education, Board of Estimate and Taxation, Board of Assessment Appeals, Town Clerk, Constables, and Representative Town Meeting Members are elected.
In even-numbered years (2014, 2016) the three Assembly Districts representing (149th, 150th, 151st) comprise our State House Representatives in Hartford. Greenwich is located in the 36th State Senatorial District and in the 4th Congressional District. A state/federal election is held on even-numbered years. Federal officials such as President (4- year term) U.S. Senator (6-year term), U.S Congressman (2-year term), Governor, Secretary of State, Comptroller, Treasurer (4-year term) , Judge of Probate (4-year term), and Registrar of Voters (2-year term) are elected.
In FY 2017 the Registrars conducted a Presidential Election and a local election. More than 100 poll workers were hired for each event. The Registrars also added a new tool to their webpage so that one can view Greenwich voter registration data and analyze it in a variety of ways.
FY 2017 was the third year that the Registrars deployed electronic poll books to all polling places. The poll books not only provided enhanced reporting throughout the day, but also eliminated the need to provide unofficial checkers on behalf of each major party.
In the second half of the fiscal year, the Registrars completed an annual canvass to remove voters who have moved within or out of town.
In addition, the Registrars implemented a new system for high school voter registration which doubled the yield of new registrations, to more than 230.
38 Democratic Registrar of Voters, Sharon B Vecchiolla, retired after serving the Town for 25 yrs. Her retirement was celebrated at the 2nd Annual Poll Workers Appreciation Day held for our poll workers in December.
Republican Registrar Fred DeCaro III was part of the first graduating class of Certified Registrars of Voters under the new CT Registrar Certification program administered by the University of Connecticut.
Honors earned in FY 2017 included the Secretary of State’s “Democracy Cup” for the highest voter turnout in the Presidential Election for a municipality with a population greater than 50,000. The Registrars of Voters office was also recognized as the 2016-17 "Team of the Year" in Greenwich municipal government.
.
Fred A DeCaro III Michael A. Aurelia Registrars of Voters
39 ASSESSOR
2016-2017 2015-2016 2014-2015
Budgeted Personnel: 10 10 10 Expenditures: Current Operating $1,091,252 $981,614 $964,325 Capital $592,324 $516,162 $218,789
Total: $1,683,576 $1,497,776 $1,183,114
Revenue: $20,240.25 $23,514.91 $21,686.00
MISSION STATEMENT:
The Town Assessor's Office is responsible for the discovery, listing, and equitable valuation of all real and personal property and motor vehicles within the Town of Greenwich in accordance with Connecticut State Statutes for the annual production of the Grand List. In addition, all property was revalued as of October 1, 2015 and shall be revalued every five years thereafter.
2016-2017 ACCOMPLISHMENTS:
The Grand List of October 1, 2016 consisted of 21,363 taxable real estate parcels, 969 tax exempt parcels, 4,244 personal property accounts, 54,420 motor vehicle accounts, and 10,790 supplemental motor vehicle accounts. Total taxable assessment after the Board of Assessment Appeals as of October 1, 2016 was $32,636,596,124 an increase in assessment from the 2015 Grand List of $318,048,017. The tax exempt parcels total assessment was $3,447,299,240. 331 tax exempt parcels (total assessment of $2,745,153,950) paid sewer tax.
There were a total of 132 new housing starts in 2016, compared to 119 new housing starts in 2015, to 110 in 2014, 94 in 2013 and 81 for in 2012.
The Assessor’s office is continuing its efforts to discover new businesses in the Town of Greenwich which shall add to the personal property list. These new accounts shall be added to the 2017 Grand List. 884 income and expense report filings were sent to commercial and industrial properties. 166 appeals to Superior Court were filed on the 2015 “Revaluation” Grand List. An additional 27 tax appeals were filed on the 2016 Grand List. As of June 30, 2017, there were a total of 163 pending appeals outstanding.
The Town has continued to contract the services of Tyler Technologies. Tyler Technologies is currently aiding the Town in measuring and inspecting all parcels for the 2020 Revaluation. State law requires that every property be measured at least once every ten years. To reduce the cost of the 2020 revaluation, approximately 3300 parcels shall be measured each year by the Assessor’s Office staff and appraisers from Tyler Technologies.
Continuous updating of web pages, assessment maps, sale books and assessment listings by neighborhood, street address and type of building is ongoing. In addition, computer terminals and field card records are available to enable the public to better understand their assessments.
The Assessor’s office staff continues to participate in meetings with the Board of Estimate and Taxation, Representative Town Meeting districts, the Board of Assessment Appeals and BET special committees. The staff of the Assessor’s Office continually speaks to various groups within the community, to realtors,
40 neighborhood and business groups to continue to educate the public on assessment practices.
ASSESSOR'S TABLE OF VALUATION AS OF OCTOBER 1st 2016 ASSESSOR'S TAXABLE ASSESSED VALUES TOWN OF GREENWICH, CONNECTICUT
Type Property 2016 Grand List REAL ESTATE: Count Assessed Value
Residential (100) 20,042$26,239,755,920
Commercial (200) 955 $4,451,793,290
Industrial (300) 28 $79,617,230
Public Utilities (400) 12 $43,235,220
Vacant Land (500) 233 $53,571,770
Use Land (600) 36 $8,235,220
Apartments (800) 57 $372,569,050 Gross Total Real Est.21,363 $31,248,777,700 Gross I & E Penalties $15,479,478 RE Exemptions ($16,781,000) Net RE Assessed Value $31,247,476,178
MOTOR VEHICLES: Gross Regular MV 54,420$798,586,996 Regular MV Exemptions ($1,785,430) Net MV Assessed Value54,420$796,801,566
PERSONAL PROPERTY: Gross Total PP 4,244$666,222,850 PP Exemptions ($32,059,210) Net PP Assessed Value4,244$634,163,640
GRAND TOTALS: Gross Total 80,027 $32,729,067,024 Total Exemptions ($50,625,640) Net Before BAA $32,678,441,384
BAA Net Adjustments ($41,845,260) Taxable after BAA $32,636,596,124 70.0% Equalized @ 100% $46,623,708,749
41 TAX COLLECTOR
2016-2017 2015-2016 2014-2015
Budgeted Personnel: 6 6.5 Expenditures: Current $525,000 $549,745 Capital -
Total: $525,000 $549,745
Revenue: $733,248 $1,748,472
Collection of taxes due in the fiscal year ending on June 30, 2016 amounted to 99.2 %. Consistent and focused follow-up on the unpaid accounts has contributed to this successful collection rate.
I would like to express my heartfelt thanks to the entire staff for their patience and dedication to this office.
CURRENT LEVY (no 60 Day) *
The October 2014 tax rate for the General Fund was 11.271. The amount to be collected in fiscal year 2015- 2016 was $350,457,695* and represented 90,911 accounts.
Collections were distributed as follows:
No. of Levy Collections Accounts Real Property 21,358 $333,293,766 $331,263,844 Personal Property 69,553 $ 17,163,929 $ 16,358,218 90,911 $350,457,695 $ 347,622,062
During this same time period Sewer Maintenance Taxes in the amount of $10,990,291 were collected.
On June 7, 2016, 314 liens were filed against the October 1, 2014 GL list compared to 605 for the same time the previous year.
Respectfully Submitted Anthony Tod Laudonia Tax Collector
42 BOARD OF ASSESSMENT APPEALS
2016-2017 2015-2016 2014-2015
Budgeted Personnel: 0 0 0 Expenditures: Current $42,598 $42,400 $40,400 Capital 0 0 Total: $42,598 $42,400 $40,400
Revenue: $0 $0 $0
The Board Members listed below were elected November 2015. Their term started on January 1,2016 and will expire on December 31, 2017. This year the Board heard and acted upon 239 total appeals. There were 186 Single family homes, 35 Commercial properties. We also heard 106 automobile appeals of which 100 were for limousine companies. There were 18 Personal Property Appeals. The total Assessed change to the Grand List was minus $ 41,493,230
Elected Board Members:
Richard F. Kriskey Jack Kriskey Mary McNamee Jeff Reardon Laurence Simon Richard F. Kriskey Chairman Board of Assessment Appeals
43 LAW DEPARTMENT
2016-2017 2015-2016 2014-2015
Budgeted Personnel: 12 12 Expenditures: Current 2,918,461 $2,683,494 $2,405,386.72 Capital 0 0
Totals: 2,918,461 $2,683,494 $2,405,386.72
Revenue: $0 $0
The primary charge of the Law Department is to serve as legal advisor, attorney, and counsel for the government of the Town of Greenwich and its departments and officers. The office is comprised of the town attorney, four full-time assistant town attorneys, one part-time assistant town attorney, one special counsel, and an administrative staff. In the fiscal year 2016-17, the office represented the Town, its boards, commissions and agencies in cases that were instituted in federal and state courts as well as with administrative agencies.
The Law Department defends a large number of diverse lawsuits. A significant portion of these lawsuits is based on personal injury, including fall downs and motor vehicle accidents. Many of these cases involve serious injuries allegedly resulting from defective property, including roads, parks and other town facilities. The town is the subject of expanded theories of tort liability, which have made the Town increasingly vulnerable to tort lawsuits.
The Law Department also defends a number of administrative appeals. In some instances, these appeals are brought in the Superior Court to challenge determinations made by the Town’s Land Use and other Administrative Agencies. So, too, in the area of administrative law, there have been applications filed under the Freedom of Information Statute which in many instances result in litigation before that Commission, as well as appeals to the Superior Court.
The Department is also involved in defending cases alleging employment discrimination. We are seeing these cases filed before the Commission on Human Rights and Opportunities as well as in the Federal Court. We have seen the number of these cases on the rise.
Another trend that the Department is addressing is the increasing demand for special education services by parents of children in the public school system. These special education matters, including Due Process proceedings, have increased. They are handled primarily by Law Department staff; highly specialized matters are referred to outside counsel. In addition to the special education matters, the Law Department represents the Administration of the Greenwich Public Schools at expulsion hearings. There were 7 expulsion hearings in the 2016-17 fiscal year.
The Law Department has also reviewed and investigated 56 claims in the 2016-17 fiscal year. The majority of these claims, involving both property damage and personal injury, are settled, and do not result in the filing of a lawsuit.
One Hundred Forty-Eight appeals from the Board of Assessment Appeals are pending in the Superior Court where property owners are contesting the revaluation assessments.
44 On a daily basis, the office renders oral and written legal opinions, drafts ordinances, reviews and approves contracts, and attends the meetings of various Town departments, agencies, boards and commissions when necessary. The Law Department reviewed 143 contracts during the 2016-17 fiscal year.
In conclusion, I would like to thank the members of this department for their continued support and dedication in achieving the goals of this office.
John Wayne Fox Town Attorney
Statistics of Law Department Schedule of Litigation July 1, 2016 - June 30, 2017
Pending Commenced Concluded Pending 6/30/16 2016-17 2016-17 6/30/17 Appeals from Planning and Zoning Commission 2 3 2 3 Appeals from Planning and Zoning Board of Appeals 9 8 4 13 Environmental Litigation v. Town of Greenwich 1 0 0 1 Personal Injury/Property Damage Actions v. Town 10 20 6 24 Miscellaneous Actions v. Town 1 0 0 1 Miscellaneous Actions brought by Town 0 0 0 0 Appeals from Board of Assessment 153 27 39 141 Civil Rights/Human Rights 20 11 12 19 Freedom of Information Actions 0 2 1 1 Board of Education Litigation/Special Ed/Expulsions* 15 14 24 5 Totals: 211 85 88 208
*In addition to Special Education matters which proceed to Due Process Hearings, the Law Department attends all preliminary Planning and Placement Team meetings, resolutions sessions and mediations, which often take place several times per week.
45 TOWN CLERK
2016-17 2015-16 2014-15
Budgeted Personnel: 7 7 7 Expenditures: Current $640,180 $630,018 $618,604 Capital $0 $0 $0
Total: $640,180 $630,018 $618,604
Revenue: $5,996,271 $5,908,405 $6,266,625
(Note) Includes encumbrances and improvements financed in each year.
The Town Clerk's office continues its daily duties of issuing dog licenses and shellfish licenses; recording deeds, births, marriages and deaths and certifying copies of same; filing liquor permits and maps; receiving and processing Military Discharge papers; issuing absentee ballots; preparation of reports for primaries and elections; preparation and mailing Representative Town Meeting Call and Minutes; and responding to many other requests for information on various matters, the volume of which continues to increase.
The volume of activity in the office this year included recording 331 trade names, 75 maps and 20 Military Discharge papers. There were 2555 Dog Licenses and 0 Kennel License issued; 78 Resident, 34 Senior and 12 Junior Shellfish permits were issued. The Vital Statistics Division processed 2626 Births (Males 1335, Females 1291) (Twins - 40 sets - 11 male, 12 female and 17 male and female); 315 Marriages (Religious Ceremonies 145, Civil Ceremonies 170) and 587 Deaths (Males 247, Females 340) (Resident 364, Non-Resident 223).
On July 1, 1982, Public Act No. 81-34 was approved by the State and became law. The act provided that all Notary Publics record their certificates in the town in which they live. This year, the Town Clerk has recorded or renewed 190 certificates. The recording fee is $10.00, payable to the Town.
On July 1, 1989, the State of Connecticut amended Public Act 83-1 (State Real Estate Conveyance Tax). Public Act 89-127 imposes a tax of .0075 percent on the first $800,000 of the selling price and .0125percent tax on the amounts over $800,000. It is the responsibility of the Town Clerk to collect this tax and send it on to the State. The amount collected for the fiscal year 2016-2017 was $21,564,268).
On July 1, 2000 Public Act No. 00-146 (Preservation of Historic Documents) became law. The act imposes a surcharge of three dollars on each document recorded on the land records. The State receives two dollars and the Town retains one dollar. The town share collected for the fiscal year 2016-2017 was $10,717.
In March 2003, Public Act No.03-03 was approved by the State imposing a higher rate for the town conveyance tax from $l.10 per thousand to $2.50 per thousand of the selling price. The total conveyance tax collected was for fiscal year 2016-2017 was $5,285,599
On October 1, 2005 Public Act No. 05-228 became law. The act imposes a surcharge of thirty dollars on each document recorded on the land records. The State receives twenty-six dollars for the state’s Community Investment Account. The town receives four dollars for land protection and historic preservation.
There were 7 Regular Representative Town Meetings. There were 18 resignations and 2 deaths among the membership.
46
In the Presidential Election in November 2016 there were 37,569 eligible to vote and 31,156 voted or 82.93%. 4325 absentee ballots and 665 overseas ballots were issued.
LAND RECORDS STATISTICS
The total instruments recorded upon the land records which include deeds of conveyance, mortgages, release of mortgages, liens, releases, foreclosures, affidavits, declarations are: 2016-2017- 10,717- 2015-2016 – 10,608, 2014-2015 -10,395. Carmella C. Budkins Town Clerk
47 PLANNING AND ZONING COMMISSION/DEPARTMENT AND ZONING ENFORCEMENT
2016-17 2015-16 2014-15
Budgeted Personnel: Full-Time 7 7 7 Permanent Part-Time: 3 3 3 Expenditures: Current $958,946 $1,011,517 $857,518 Capital $0 $0 $0 Total: $958,946 $1,011,517 $857,518 Revenue $357,689 $360,512 $332,882
The Planning and Zoning Commission is a regulatory body composed of five (5) regular members and three (3) alternates appointed by the Representative Town Meeting upon nomination by the Board of Selectmen. The powers and duties of the Commission are defined in Special Act 469 of 1951, which states in part, “Said Commission shall, in addition to the powers and duties conferred by this act, have all the powers and duties conferred upon Zoning Commissions under the General Statutes of this state.” The Commission is charged with the task of preparing a plan for the development of the town, now known as the Plan of Conservation and Development, for adoption by the Representative Town Meeting. State Statutes and the Town Charter authorize the Commission to review Municipal Improvements and regulate subdivisions of land.
The Department has seven (7) full-time staff members, (Director Planning and Zoning/Zoning Enforcement Coordinator/Town Planner, Deputy Director Planning and Zoning/Assistant Town Planner, Senior Planner, Planner II, Planner II (re-classified from Planner I in 2015), GIS Planning Analyst (Land Use Technician in 2016), and one Assistant to the Director of Planning and Zoning (re-classified from Administrative Assistant in 2015), two (2) permanent part-time Administrative Staff Assistants, one (1) permanent part- time Planner I (eliminated the permanent part-time Civil Engineer in favor of a Planner I in 2016), and one (1) shared part-time receptionist with Conservation Commission and Inland Wetland and Watercourse Agency. Other staff (under the 174 account) includes two (2) full-time persons shared by P&Z, CC, and IWWCA: The Applications Coordinator and the Accounting Clerk II.
In November 2010 the Zoning Enforcement Officer and Zoning Inspection staff were transferred from DPW/Building Division to the Planning and Zoning Commission and they continue to report to the Director of Planning and Zoning/Zoning Enforcement Coordinator/Town Planner. Zoning Enforcement staff consists of the Zoning Enforcement Officer (ZEO), two (2) full-time and one (1) part-time Zoning Inspectors, and three (3) part-time Administrative Staff Assistants (the third was added in 2014). The Zoning Inspectors also enforce the Town Nuisance Ordinance.
In total, the Planning and Zoning Department along with Zoning Enforcement have ten (10) full-time staff members, two (2) permanent part-time professional staff members, and five (5) permanent part-time administrative staff members.
SPECIAL PERMIT – 70 The Commission reviewed seventy (70) special permit applications. This was a decrease of seven (7) applications from the previous fiscal year. Of the seventy (70) special permit applications; eleven (11) of these applications were in the Coastal Overlay Zone. Forty-nine (49) were approved, fifteen (15) were withdrawn, five (5) were denied, and one (1) was still pending as of June 30, 2016.
48 SUBDIVISIONS – 29 The Planning and Zoning Commission received a total of twenty-nine (29) subdivisions applications as contrasted with thirty-two (32) in the previous year. Eighteen (18) were submitted as final subdivision applications and eleven (11) were submitted as final re-subdivision applications. Twelve (12) proposed the creation of two or more lots, nine (9) proposed revisions to the lot lines, six (6) proposed consolidation of two or more lots and two (2) requested a lot confirmation. The Commission approved fifteen (15) applications, denied two (2) applications, found eleven (11) applications to be neither a subdivision or re- subdivision and one (1) application was withdrawn. Twelve (12) new lots were created and eleven (11) lots were lost as a result of lot consolidations for a net increase of one (1) building lot. A net increase of sixteen (16) building lot have been created in the past 5 years.
ELDERLY/ACCESSORY APARTMENT – 3 There were three (3) elderly apartment applications and no affordable accessory apartment approved this fiscal year. Last year there was one (1) affordable accessory apartment and one (1) elderly apartment approved.
ZONING MAP CHANGES – 5 Five (5) applications for re-zoning map changes were submitted. Two (2) were approved and three (3) were withdrawn. The Commission approved the rezoning of a property from the R-7 to the HRO zone and another property from the RA-2 zone to the LBR-1 zone.
ZONING AMENDMENTS – 8 Sixteen (16) zoning text amendments were submitted under eight (8) applications and four (4) were approved, one (1) was denied and three (3) were withdrawn. The approved amendments to the Building Zone Regulations include modifications to the section dealing with nonconforming buildings and uses, major changes to the R-6 zone consisting of eliminating multi-family developments and special permit requirements for two-family dwellings in the R-6 zone, modifications to FAR and grade plane regulations, and a moratorium for the subdivision of land in mixed use- condominium developments by way of a special permit. Eight (8) applications for amendments were reviewed in FY 16-17.
MUNICIPAL IMPROVEMENTS – 5 The Commission reviewed five (5) Municipal Improvements during FY 16-17, which is one (1) less than those reviewed in the last fiscal year. Of these five (5), three were approved, and two were withdrawn. The following list summarizes the projects reviewed:
Address Project Number Name Description BRUCE MUSEUM, PLPZ201600492 Bruce Museum Expansion Construction of a 39,593 sq. ft. 1 MUSEUM DRIVE addition to the existing Museum building, making interior renovations to the existing museum and constructing related site improvements, including new parking areas, stormwater management infrastructure and landscaping.
49 GREENWICH PLPZ201600483 North Concession Stand, Preservation Easement on the POINT, 11 TOD’S Old Barn – Greenwich North Concession stand "Old DRIFTWAY Point Barn" / De facto reliquishment of interest in property due to deed restriction of Town property.
PARSONAGE PLPZ201600658 Parsonage Cottage Front porch expansion. COTTAGE, 88 PARSONAGE ROAD BRUCE MUSEUM, PLPZ201700047 Bruce Museum Expansion Lease agreement for the Museum 1 MUSEUM DRIVE - Lease to use 14,970 sq. ft. of State land for parking.
BRUCE MUSEUM, PLPZ201700048 Bruce Museum Expansion Expansion of Bruce Museum 1 MUSEUM DRIVE - Changes to Town within Bruce Park. Property
SCENIC ROADS – 0 No applications for Scenic Roads were submitted in FY 16-17, which is the same as the previous year.
TELECOMMUNICATIONS – 3 There were three (3) applications processed in the past fiscal year, which is a decrease from the eleven (11) approved in the previous fiscal year. All three (3) were administrative applications proposing upgrades the existing equipment at existing sites.
STAFF SIGNOFFS FOR ZONING PERMITS, TCO, CO - 336 Professional staff signed off on more than three hundred and thirty-six (336) applications for permits, temporary and final certificates of occupancies. This is a decrease of 31% over the previous fiscal year primarily due to eliminating the permanent part-time Civil Engineer who reviewed “Drainage Exemptions” for P&Z applications. These are projects that are minor enough that the designing engineer could self- certify compliance with the Town Drainage Manual. That position was reclassified in favor of a Planner I in the early part of 2016.
NON- COASTAL SITE PLANS – 112 There were one hundred and twelve (112) non-coastal site plan applications handled and processed through the Department. This was an increase of nine (9) applications from the previous fiscal year. The Commission reviewed seventy-five (75) non-coastal site plan applications, fifty-six (56) were approved, fourteen (14) were withdrawn, four (4) were denied, and one (1) was pending as of June 30, 2016.
Department staff reviewed thirty-seven (37) non-coastal site plan applications through the administrative staff review and sign-off process. Of these, twenty-nine (29) were approved, four (4) were withdrawn, and four (4) were pending as of June 30, 2016.
50 COASTAL APPLICATIONS – 111 A total of one hundred and eleven (111) applications were reviewed within the Coastal Overlay Zone this fiscal year. Of those, one hundred and seven (107) were coastal site plan applications and four (4) were coastal subdivision/re-subdivision applications. This was a decrease of fourteen (14) coastal applications from the previous fiscal year.
Out of the one hundred and eleven (111) applications, the Commission reviewed twenty-four (24) coastal site plan applications, twenty-one (21) were approved, two (2) were withdrawn, and one (1) was denied. The Commission reviewed four (4) coastal subdivision/re-subdivision applications, three (3) applications were approved, and one (1) was denied. Planning and Zoning Staff, alone, handled eighty-three (83) coastal applications administratively. Of those, sixty-eight (68) were approved and fifteen (15) were pending as of June 30, 2016.
SPECIAL EVENT APPLICATIONS (TENT ADMINISTRATIVE SITE PLANS) – 55 Staff reviewed fifty-five (55) Tent/Special Event Permits. This represents a decrease of three (3) applications from the previous fiscal year.
OUTDOOR DINING APPLICATION (ADMINISTRATIVE SITE PLANS) – 22 Staff reviewed twenty-two (22) Outdoor dining Applications. The represents a decrease of two (2) applications from the previous year. Of these twenty-two (22) applications; all were approved.
TOTAL SITE PLANS - 636 There were a total of six hundred and thirty-six (636) site plans combined, which includes signoffs for zoning permits, TCO and CO’s. This is a 20% decrease over last fiscal year when there were seven hundred and ninety-four (794) site plans. The Commission reviewed ninety-nine (99) site plan applications as required by Charter or State Statutes. Eighty-four (84%) percent of all site plans were handled administratively by the staff.
NEW ADDRESSES – 65 The Planning and Zoning Department is responsible by Town Ordinance to provide street addresses to the public and post offices. There were a total of 65 street numbers for the fiscal year 2016-17. Of these 38 were new and 15 were corrections. This is an increase of 16% compared to a total of 55 for 2015-16 fiscal year.
ARCHITECTURAL REVIEW COMMITTEE – 194 A total of one hundred and ninety-four (194) applications were reviewed by the ARC; a three percent (3%) decrease in the number of applications over last fiscal year. Of the one hundred and ninety-four (194) applications, eighty-six (85) were sign and awning applications and one hundred and nine (109) were exterior alteration applications.
HISTORIC DISTRICT COMMISSION – 15 Fifteen (15) applications from Planning and Zoning were referred to the Historic District Commission for their review. Of these applications, seven (7) requested advisory opinions, three (3) of which were for proposed rezoning of properties to the historic overlay zone. Eight (8) applications requested a certificate of appropriateness for proposed renovations to building that were subject to site plan review by the Planning and Zoning Commission. The total number of referrals represents a fourteen (14%) increase from last fiscal year.
51 TOTAL APPLICATIONS – 1,033 A total of one thousand and thirty-three (1,033) applications were processed in the Planning and Zoning Department in FY 16-17; this is a fourteen percent (14%) decrease or one hundred and seventy four (174) applications less than last fiscal year.
HIGHLIGHTS OF DEPARTMENT ACTIVITY 2016-17 A. The Department handled a total application load of one thousand and thirty-three (1,033) applications. This is a fourteen percent (14%) decrease from FY 15-16. The Commission reviewed two hundred thirty-six (236) or twenty percent (23%) of all applications and staff reviewed seventy-nine percent (77%) of all submissions to the Planning and Zoning office. The Commission held a total of sixty (60) meetings, which is a decrease of five (5) from the previous year. This is on par with the significant increase in the number of planning initiatives over the last few years that are underway and are on track to be completed prior to the start of the next Plan of Conservation and Development. B. Revenues of $357,689 represent less than 1% decrease over the past fiscal year. This revenue figure represents thirty-seven percent (37%) of total expenditures of the department. C. During the 2016-2017 year the Planning and Zoning department staff conducted counter service to three thousand four hundred and twenty-eight (3,428) walk-in customers, which is a decrease over the previous fiscal year. D. The Department continued coordination with Town Administrator, DPW and Parks and Recreation on the implementation of the Plan of Conservation and Development (POCD), Neighborhood plans – Village District, and POCD committee to ensure all capital projects are in the CIP. E. The Director testified before the Connecticut Siting Council in Docket 461a, for the proposal by Eversource to build a new substation and associated underground transmission lines intended to increase electric capacity and reliability of the electric power distribution system. F. The Director worked with the Public Utilities Regulatory Agency through Docket No. 17-02-49 to formalize the processes and procedures that apply to commercial mobile radio service (CMRS) and other wireless service providers that apply to the Authority for permission to construct small cell antenna facilities or other similar technology facilities on utility poles in the public rights-of- way (PROW) pursuant to the General Statutes of Connecticut (Conn. Gen. Stat.) §16-247h and §16-234. The result afforded municipalities significantly more control over the siting of this equipment. G. Several presentations were made before numerous community groups and organizations to keep citizens aware and engaged in the planning process. H. Hired a temporary/seasonal employee to focus solely on the management of housing units created under Section 6-99 of the Building Zone Regulations (BZR) (Elderly and affordable units), Section 6-110 of the BZR (moderate income units), and Section 8-30g of the Connecticut General Statutes (affordable). With the revised job description of the Director of Community Development, the additional workload was placed on P&Z. I. Engaged a consultant and started work under RFP #7288 to develop a text amendment pertaining to commercial zones to update definitions (6-5 of the Building Zone Regulations (BZR)), parking requirements (6-158 BZR) and the organization of the Use Groups (6-100 BZR), which are used to codify where uses are permitted. The amendment will also codify the approval process in commercial zones to better support the business community. J. Amended the Building Zone Regulations pursuant to action items 1.30 and 1.33 of the 2009 Plan of Conservation and Development, to significantly reduce excessive manipulation of grade, commonly through the use of retaining walls. Amend how attics are counted in the gross floor area permitted. K. Worked with members of the Historic District Commission and the Greenwich Preservation Trust to revise the incentives offered in the existing regulations so as to further promote 52 preservation of these assets in perpetuity with the intention of submitting a text amendment to the Planning and Zoning Commission. L. Worked with the Conservation Director and other applicable community groups to establish a working group on sustainability, including water conservation, leaf recycling/composting, clean energy, climate change adaptation, and local foods. M. Worked with DPW Engineering, Conservation, and Wetlands to address the General Permit for the Discharge of Stormwater from Small Municipal Separate Storm Sewer Systems (MS4 General Permit), which is the product of a mandate by the U.S. Environmental Protection Agency (USEPA) as part of its Stormwater Phase II rules in 1999. N. Continued digitization and scanning of all back files and incoming applications through OnBase. Worked with IT to create portal through the new Town website to provide access to the data. O. Placed emphasis on technology (in coordination with IT) to increase efficiency: a. Created a streamlined scanning process complete with metadata and a digital dissemination policy for the public in compliance with FOI laws. This is a tremendous service to the public as digital information is regularly requested. b. Continued work with Imagesoft, consultant to provide access to a digital library that the public can access via the web for critical documents such as Meeting Minutes, Staff Reports, Decision Letters, and Meeting Transcripts. c. Started the planning phase for a web based alert system to the public for when new documents are received for a specific application. This ideal system is modeled after the Connecticut Court system. d. Purchased Ipads for all Planning and Zoning Commission members so that they can start functioning in a digital environment for plan review, which will in turn reduce Town storage and processing costs and will be a significant cost saving to the applicant.
P. Recognized as “Team of the Year” through the Employee Recognition Program for the adjustments made to internal processes that increased efficiency of application reviews. Q. The Senior Planner and the Assistant to the Director of Planning and Zoning were chosen to participate in and graduated from the Advanced Training Program, titled “The Leadership Institute”. The training included ten required workshops, as well as outside-the-classroom experiences that include guest speakers, panels, and one-on-one coaching opportunities. The training is designed to assist supervisors with a balance of practical management skills and techniques to apply in their current work environments. R. The Planner II completed the Lean Six Sigma Yellow Belt Training Program. S. Processed three (3) legal appeals filed on Commission actions regarding the site plans, 345 West Putnam Avenue (8-30g application), 220 East Putnam Avenue (Neighbor to Neighbor), and 68 Binney Road (Coastal Site Plan for new home) T. On-going utilization of the CityView software program by Planning and Zoning and Zoning Enforcement staffs for all department applications.
DIRECTIONS FOR NEXT FISCAL YEAR 2017-18 It is anticipated that the following will be critical work items for the Commission, Staff and Consultants in the next FY 17-18. 1. Engage the public to the greatest extent possible in the update to the Plan of Conservation and Development. 2. Work with IT to move our digital library onto the new website, while adding dynamic functionality for meeting management and information. 3. Continue to create efficiencies in our processes this time focusing on how applications are submitted and realizing any cost savings that could be passed on to them e.g., number of plans submitted. 4. Present complete re-write of Sign Regulations to the Planning and Zoning Commission 53 5. Examine the relationship between and submission requirements for the Preliminary and Final applications. 6. Participate in the multi-department Customer Experience Survey and Process Improvement project, where the objective is to improve the permitting process by assessing customer experience, measure satisfaction levels, and identify areas for improvement with the three primary permitting agencies: the Building Inspection Division, the Zoning Enforcement Division, and the Inland Wetlands and Watercourse Division.
Richard Maitland, Chairman, Planning and Zoning Commission Katie DeLuca, Director Planning and Zoning/Zoning Enforcement Coordinator/Town Planner
PLANNING AND ZONING COMMISSION MEMBERS AND TERMS Regular Members: Richard Maitland, Chairman, voted Chairman April, 2016, to serve to 3/31/2018, Margarita T. Alban, Secretary, voted Secretary April, 2016, to serve to 3/31/2019, Peter Levy to serve to 3/31/2020, H. Andrew Fox to serve to 3/31/2020, Nicholas Macri, appointed regular member January, 2017 to replace Nancy Ramer, to serve to 3/31/2019.
Alternate Members: Dennis P. Yeskey to serve to 3/31/2020, and Victoria Goss to serve to 3/31/2020.
54 PLANNING AND ZONING BOARD OF APPEALS/ZONING ENFORCEMENT
2016-17 2015-16 2014-15
Budgeted Personnel: 3 3 3 Full-Time 4 4 4 Permanent Part-Time: Expenditures: Current $488,836 $461,648 $392,618 Capital 0 0 0 Total: $488,836 $461,648 $392,618 Revenue $786,938 $770,771 $510,682
BOARD OF APPEALS The Planning and Zoning Board of Appeals is an administrative agency which acts in a quasi-judicial capacity, whose powers and duties are set forth in the Town Building Zone Regulations. These regulations authorize the Board to hear and decide appeals for (1) variances from the provisions of the regulations, (2) special exceptions for certain uses specified in the regulations, and (3) over-riding an order or decision of the Zoning Enforcement Officer. Also, the Greenwich Municipal Code provides that decisions of the Planning and Zoning Commission involving subdivisions may be appealed to the Board.
The Board consists of five regular members and three alternate members, one or more of who sit when one or more regular members are unable to attend a meeting. All members are nominated by the Board of Selectman and must be approved by the Representative Town Meeting. For an appeal to be granted it must receive four affirmative votes. All members serve voluntarily and without compensation.
Regular meetings of the Board are held at least once a month on the third Wednesday of each month. Immediately after hearing all the applications scheduled for that particular meeting, the Board engages in its decision-making process and renders its decision on each appeal heard that night.
A total of twenty-two (22) public hearings were held in FY 16-17 and one hundred and three (107) applications (4% increase over past year) were reviewed by the Board of Appeals; seventy-six (81) were approved and sixteen (16) were denied, one (2) was granted and denied in part and four (8) were under review, dismissed, continued or withdrawn.
ZONING ENFORCEMENT The Zoning Enforcement staff consists of the ZEO, two (2) full-time Zoning Inspectors and one (1) part- time Zoning Inspector, and three (3) part-time Administrative Staff Assistants.
The Zoning Enforcement Officer and staff were moved in November 2010 from the Public Works Department to the Planning and Zoning Department and they now report to the Director of Planning and Zoning/Zoning Enforcement Coordinator/Town Planner. Interpretation of the Zoning Regulations by the ZEO is also subject to the Planning and Zoning Commission per State Statutes.
A total of one thousand four hundred and forty-three (1,443) Zoning Permits/Amended Permits were issued by Zoning Enforcement, which is a one point six percent (1.6%) increase from the last fiscal year. This is the sixth full fiscal year where Zoning Permits were instituted and are required prior to any building permit issuance. Zoning Permits ensure that the project is in compliance with the Building Zone Regulations of the Town of Greenwich and are similar to other towns and cities Certificates of Zoning Compliance. Revenues generated $779,158 from these zoning permits, a $38,819 decrease over last year.
55 Nuisance Ordinance complaints and violations continue to be handled by the Zoning Inspector/Nuisance Abatement Officer positions working with the Town Administrator. This FY 16-17 there were a total of sixty-one (61) nuisance complaints or violations, which were handled, a decrease from the sixty-eight (68) last year; thirty-seven (37) were resolved, and twenty-four (24) remain open or unresolved.
Zoning Enforcement staff also handled two hundred and one (201) zoning violations or complaints; eighty- seven (87) were closed and one hundred and fourteen (114) remain open, some of which are still pending resolution by the property owners.
Katie DeLuca, Director Planning and Zoning/Zoning Enforcement Coordinator/Town Planner Jodi Couture, Zoning Enforcement Officer
PLANNING AND ZONING BOARD OF APEALS MEMBERS AND TERMS Regular Members: David Weisbrod, Chairman term expires 3/31/18; Arthur Delmhorst term expires 3/31/18; Lawrence Larson term expires 3/31/18; Patricia Kirkpatrick term expires 3/31/20; Wayne Sullivan term expires 3/31/20. Alternate Members: Ken Rogozinski term expires 3/31/18, John Vecchiolla term expires 3/31/20; Frank O’Conner term expires 3/31/20.
56 CONDEMNATION COMMISSION
2016-17 2015-16 2014-15
Budgeted Personnel: 0 0 0 Expenditures: Current $0 $0 $0 Capital $0 $0 $0
Total: $0 $0 $0
Revenue: $0 $0 $0
The Condemnation Commission consists of five members appointed by the Representative Town Meeting and serves without compensation.
In accordance with the applicable provisions of the State Statutes and the Town Charter, its duties include, but are not limited to, the taking of land for public purposes, determining the compensation for such property and apportioning the cost of installing sewers among the properties within and benefited by such sewer project.
Peter Mynarski For the Condemnation Commission
57 DEPARTMENT OF PUBLIC WORKS FLOOD AND EROSION CONTROL BOARD
2016-17 2015-16 2014-15 Budgeted Personnel: -0- -0- -0- Expenditures: Current $-0- $-0- $-0- Capital $-0- $-0- $-0-
Total: $-0- $-0- $-0-
Revenue: $-0- $-0- $-0-
The Flood and Erosion Control Board was organized as a result of the adoption by the Representative Town Meeting on November 12, 1957 "An Act Establishing a Flood and Erosion Control Board in the Town of Greenwich" pursuant to the provisions of No. 377 of the Special Act of 1955. The Board is authorized to plan, lay out, acquire, construct, maintain, supervise and manage flood and erosion control systems and may enter into agreements with State and Federal governments to accomplish its purposes. It has five members, and two alternates all of whom are appointed by the Representative Town Meeting for terms of three years except for the First Selectman who is an ex-officio member. The Department of Public Works provides administrative and technical support to the Flood and Erosion Control Board through the Engineering Division.
Regular meetings are held quarterly, typically on a Thursday, with interim meetings and workshops scheduled as needed and as Board member schedules permit. Four meetings and one workshop were held in FY 16-17.
The Board has continued its focus on reviewing the stormwater master plan and drainage study results and associated recommendations, as well as progress made on various projects underway, as presented to them by DPW staff and DPW’s outside consultant. A focus continues on public safety projects as the basis for establishing project priority. DPW continued its coordination with the Army Corps of Engineers on the Byram River Study, with progress slow and steady given limited funds available in the Corps budget.
The Board always asks DPW to track funding options available for stormwater system improvements. Similar to the last several fiscal years, given the current economic conditions, little if any money is available through federal and state sources. The Board continues to monitor this situation and consider funding options.
In its interest to see the Town move forward with necessary drainage and stormwater system improvements, the Board continued monitoring DPW’s progress with its capital projects. In FY 16-17, the Church St. / Route 1 drainage system improvement project continued. In addition, work began on drainage improvements in the Old Greenwich commercial district (Sound Beach Avenue, Arcadia Road area). Conceptual designs for the lower Strickland Brook area were underway. The Town continued to work with the Connecticut Department of Transportation (CTDOT) on potential improvements to the intersection at Hillside Rd. and Rt. 1 which when flooded prevents east / west travel by emergency services, severely reducing the Town’s emergency services ability to respond town-wide. As Route 1 is a state road, it is in the Town’s interest to see CTDOT fund these improvements.
These projects and others will be ongoing in coming fiscal years. Continuing pressures on the Town’s capital budget continue to create challenging conditions to capital project execution. The Board continues to reach out to the Board of Estimate and Taxation for support for this work.
58 Edward Schmeltz Chairman
59 CONSERVATION COMMISSION
2016-2017 2015-2016 2014-2015
Budgeted Personnel: 2.5 2.5 2.5 Expenditures: Current 304,190 $312,109 $272,188 Capital
Total: 304,190 $312,109 $272,188
Revenue – grants 159,570* $342,404** $236,787**
*Breakdown = $29,220 for reimbursable, $130,350 for Hazard Mitigation pass through **All = Hazard Mitigation pass through funds for home elevations
PROGRAM OVERVIEW
The Greenwich Conservation Commission is an advisory board set up under State Statute and local ordinance to assist the town with planning and management of its natural and cultural resources. As charged, the Commission provides technical assistance and guidance to the First Selectman and all other boards and agencies of the Town as needed. During FY17, the Commission held 11 regular meetings, and 1 special meeting for a site walk. Regular meetings are held on the first Thursday of the month in the Town Hall Meeting Room unless otherwise noticed.
Membership of the Commission consists of seven regular members and three alternate members, all appointed by the First Selectman for four-year terms. All members are volunteers and serve without compensation. William Rutherford continued to serve as Chairman and Eric Brower as Vice-chairman. Sue Baker, Nancy Dickinson, Chris Franco, Lisette Henrey, and Gary Silberberg remained on the Commission as regular members. Theodore Walworth continued to serve as an alternate member. Urling Searle moved from alternate to full member and Skip Parker was appointed as an alternate member. Nancy Chapin resigned as an alternate after many years of service.
The Commission operates with 2 full-time staff and 1 permanent part-time staff. These are all professional staff positions (equivalent of 2.5 staff). Denise Savageau, Conservation Director, continued to serve the Commission full time as the department head and is responsible for day-to-day operations of the department. The Environmental Analyst position focuses on providing support to the Planning and Zoning Commission and other departments, and also is involved with public education and outreach. The Conservation Resource Manager I is a permanent part-time position that focuses on non-regulatory programs. Administrative staff is budgeted in the 174 account which is a shared account with the other land use agencies. This position was unfilled from mid-November 2016 until mid-April 2017.
Commission members and staff continued a cooperative relationship with organizations both internal and external to the Town Hall creating a successful public/private partnership for conservation work in town. This includes working daily with Office of the First Selectman, Planning and Zoning, Inland Wetlands, Health, Parks and Recreation, Public Works, Shellfish Commission, and the Harbor Management Commission. It also includes regular coordination with many non-governmental organizations (NGOs) including but not limited to the PTAC Green Schools, Greenwich League of Women Voters, Greenwich Land Trust, Greenwich Green and Clean, Audubon Greenwich, Mianus River Watershed Council, Bruce Museum, Soundwaters, Greenwich Point Conservancy, Calf Island Conservancy, Garden Education Center, Greenwich Tree Conservancy, Greenwich Community Gardens, Friends of Greenwich Point, and all of the garden clubs in Greenwich. Regional partners include the Southwest Conservation District, Western Council of Government, Harbor Watch, CT Outdoor and Environmental Education Association, 60 and the Connecticut Envirothon Program. This strong public/private relations effort has allowed the Commission and staff to leverage volunteer efforts and funding to expand conservation programs beyond what could be accomplished by staff alone. Commission staff also maintains a cooperative working relationship with state and federal agencies including Connecticut’s Department of Energy and Environmental Protection (DEEP), Department of Public Health, University of Connecticut Sea Grant, U.S. Environmental Protection Agency (EPA), USDA Natural Resources Conservation Service (NRCS), and our state and federal legislators.
ADMINISTRATION
As with all departments, the Conservation Commission worked closely with Town administration to ensure that program was delivered within budget. The Commission met all FOI requirements and posts all meeting agendas and minutes on the website. Staff continued to identify small grants and public/private partnerships that would leverage non-salary budget allocations, however, because of the uncertain nature of grants, the Commission budgets revenue at $0. This varies for year to year with grants awarded in one year and often not received until the next or two depending on duration of the grant. In FY2016, the staff was awarded two new grants, which became revenue in this fiscal year. One grant was to leaf recycling from CT DEEP for $20K of which $15,720 was received this year. The other grant of $13.5K for energy conservation from the CT Green Bank was fully received and used for light projects by the Board of Education. The HMGP is a pass through program and another $130,350 was received and distributed to residents to elevate homes to mitigate coastal flooding.
PROGRAM
The annual work of the Commission is varied and is often influenced by external factors. Over the years, however, key program areas have been identified as follows: 1) watershed protection and management including drinking water supplies, 2) land use planning technical assistance, 3) community resiliency/emergency response planning, 4) open space protection and management, 5) wildlife/habitat management, 6) energy management/sustainable communities, 7) protection of cultural resources, and 8) public outreach. Priorities within these areas include heading the water supply team, education on flood management and hazard mitigation planning, open space planning, deer and goose management, energy efficiency for town buildings, adaptive reuse of historic buildings, and coordination of technical assistance to Planning and Zoning and other town departments. In FY 2017, the extended drought and the Eversource substation docket at the CT Siting Council were major drivers of workload.
WATER SUPPLY PROTECTION ISSUES
The Conservation Director serves as the lead staff for the Town’s water supply team which includes the First Selectman, Director of Health, Fire Chief, and Emergency Preparedness Operations Coordinator. Staff monitors water supply weekly using various USGS online real-time data and keeps the team informed as to status of supply. The Director also serves as the municipal representative on the Connecticut Water Planning Council Advisory Group. In late summer of 2017, an extended drought in across the state, hit southwestern CT hard. This resulted in severe water restrictions across four towns supplied by Aquarion: Greenwich, Stamford, New Canaan, and Darien, banning all outdoor water usage. This resulted in a huge workload for Conservation staff working closely with Aquarion enforcing restrictions and issuing variances. The drought continued through the winter and it was determined that permanent water restrictions would be put in place restricting outdoor irrigation to 2 days per week once the ban was lifted in May. Supply continues to be closely monitored by Conservation staff. Another issue emerged in the summer of 2015 relating to algal blooms particularly in the Mianus River. This impacts the taste of the water being delivered from the Valley Road water treatment plant operated by Aquarion. It also is a concern that the algal blooms will continue to be a problem and staff works closely with Aquarion as they monitor
61 the current situation. Conservation staff continued to work to develop watershed education aimed at both reducing water usage and reducing nutrient loading to the water supply.
WATERSHED PLANNING AND MANAGEMENT
In addition to protecting our public water supply, Conservation staff continued to work with DPW and other departments on the MS4 Phase II Storm Water Management Plan and the implementation of the Town’s drainage manual. Conservation staff also continued to work on implementation of the watershed plans for the Byram and Mianus Rivers. Conservation initiated coordination with a new partner, Harbor Watch, to facilitate monitoring and focused attention on water quality issues. In coordination with the Shellfish Commission, a new partnership with the University of Connecticut was formalized to work on research and outreach related to Long Island Sound, its water quality and habitat.
A clean and healthy Long Island Sound is important to the quality of life in Greenwich. Conservation Director Denise Savageau continued to serve on the Long Island Sound Study Citizens Advisory Committee which serves as an advocate for the protection of LIS and its watershed.
COMMUNITY RESILIENCY/EMERGENCY PREPAREDNESS
Conservation continued its support role on flood management efforts working across departments and creating a link between land use planning and emergency response. As a result of storms Irene and Sandy, this became a major focus of the Commission’s workload over the past 4 years. Staff began looking at ways to better use GIS and other technology in both planning and emergency response and has completed mapping of new LIDAR data created post-Sandy that was completed in FY2016 and tested this past fiscal year.
Towns are required to have NHMP in order to apply for funding and plans need to be updated every five years. This plan was finalized and adopted in FY2016. Conservation continues to coordinate with FEMA and DEMHS on the Hazard Mitigation Grant program to assist residents with home elevations. Conservation coordinated this program for the Town and 28 applications were submitted to the State and FEMA in November 2103. As of June 30, 2016, 14 grant awards had been made with 6 nearing completion. This will continue to be a major workload for the Commission for several more years.
TECHNICAL ASSISTANCE PROGRAM
Conservation staff continued to provide technical assistance to the other land use agencies on topics such as impacts of development, erosion and sediment control, conservation easements, landscaping plans and archaeological reports. Over 110 sites were visited and/or reports were provided to Planning and Zoning on various applications, a 20% increase over the previous year. This include the MI for the New Lebanon, School and for the Bruce Museum. With development taking place on more marginal lands and intensity of development on a given lot increasing, the applications are becoming more complicated, resulting in more time needed for each review. In addition, staff continued to assist P&Z and the zoning enforcement office with field reviews and inspections for compliance. Staff also continued to work with Parks and Recreation on compliance issues with DEEP permits at Greenwich Point.
OPEN SPACE PROTECTION AND MANAGEMENT
Open space protection has been a continuing effort of both the Commission and staff. Work continued on the Open Space Plan update and includes the addition of a natural resource section and involves re- classifying protected and unprotected open space according to more stringent criteria. A draft plan was approved by Conservation and P&Z in March 2015. This was sent to the RTM for approval in April 2015 but was postponed until September. Conservation withdrew to do further updates. Conservation continued
62 to take comments and revise the draft through early 2017. The plan is now slated to be approved as part of the POCD planning process.
Staff continues to look at coastal resiliency at Greenwich Point and our other coastal parks and the potential to implement a living shoreline that will protect the park from future storm damage and maintain the area as a buffer for Greenwich Cove. This effort is also looking at other restoration work including additional dune restoration, and tidal wetland restoration.
WILDLIFE AND HABITAT MANAGEMENT
The Commission and staff coordinate the Town’s wildlife program closely with DEEP Fisheries and Wildlife. Staff continued to work on the implementation of the deer management plan, focusing efforts this year on promoting hunting on private lands. Staff is researching alternative monitoring efforts including forest health as a better indication of how best to continue on with this management goal.
Conservation staff continues to oversee the Town’s goose management program working in cooperation with Parks and Recreation and the Health Department. Part of this program includes a town-wide egg oiling effort to reduce the population with an average of over 200 eggs oiled annually. Conservation staff continues to manage the goose hazing program that includes Byram Beach Park, Bruce Park, Binney Park and Greenwich Point Park. This program was expanded to include the Cos Cob Library in FY2017.
The habitat volunteer program that began in 1998 continued into its sixteenth year. A volunteer monitoring program is now well established at the Mianus Pond Fishway, greatly expanding the data collected at this site. This year fish counts were still below average at the fishway. This year the Town did not participate in the statewide effort to count horseshoe crabs. The exceedingly high population of menhaden in 2016 created a different workload for staff, responding to resident calls about menhaden die offs in our coastal ponds including Binney and Bruce Park Ponds. Conservation staff are working with DEEP officials to monitor this naturally occurring situation.
All habitat programs will continue into the next year. Conservation continued to provide education on black bear, coyotes and other predator species.
ENERGY MANAGEMENT AND SUSTAINABLE COMMUNITY PROGRAMS
Conservation staff continued to work on the Clean Energy program. In 2009, the Town completed the final steps to become a Clean Energy Community in Connecticut and renewed this commitment in FY2013. This has resulted in the Town being awarded $13,500 that was used for lighting upgrades in the public schools this part year.
With the CT Siting Council denying the Eversource application, staff participated in planning efforts with Eversource and other departments to find address Eversource’s concern about energy reliability in Greenwich. The Siting Council also challenged the Town to be more energy efficient resulting in Eversource and the Town beginning a strategic plan for energy efficiency. Although energy efficiency planning moved ahead, Eversource re-applied to the Siting Council for another substation. Once again, staff time was dedicated to reviewing the environmental impacts of the proposal.
Staff continued to work on a leaf recycling program aimed at reducing the amount of leaves collected by the Town. In FY2016, a grant of $20K was secured from CT DEEP to facilitate the development of the program. This program focused on mulching leaves and composting at home and at local schools and incorporated cafeteria waste. The program was expanded to include 9 schools and will continue next year.
In 2016, the State of Connecticut announced that it was developing a Sustainable CT program modeled
63 after a program in New Jersey, which challenges local communities to become more sustainable. Ms. Savageau served a subcommittee looking at natural resources. The program is planned for launch in fall 2017 and Conservation will be working with our partners on a Sustainable Greenwich program.
PROTECTION OF CULTURAL RESOURCES
Greenwich is rich in cultural resource both on public and private lands. The Town has many buildings on its properties, several of which are of cultural significance and works with various groups to protect these assets. In the summer of 2014, a violation occurred on the African American section of the Byram Cemetery. Conservation Commission members and staff stepped in to oversee restoration work. Conservation hired HPI consultants and worked closely with the State Archaeologist to stabilize the site. Although some map records show this as town owned property, no deed records have been located. To ensure that the cemetery is protected in the future and upon recommendation from the State Archaeologist, the Town is working its way through the abandoned cemetery acquisition process. This was delayed this past year but is expected to be completed in FY2018.
PUBLIC OUTREACH AND EDUCATION
The Commission continued its active outreach program working with many partners. The Commission continued its programming with the Greenwich Public Schools providing workshops at North Mianus, Riverside and Old Greenwich Schools. Once again, the Commission coordinated Earth Day activities with the Greenwich Environmental Roundtable and PTAC Green Schools with a kickoff at the Innis Arden Cottage at Greenwich Point. The fishway was opened to the public again this year with two open houses conducted Commission members. Staff continued to work with schools on CT Green Leaf Program and developing educational materials for the schools involved in the composting program.
As part of the UConn Greenwich Initiative, staff worked with UConn and the Shellfish Commission on bringing the BioBlitz to Greenwich. This is a 24-hour biological survey that will be conducted at Greenwich Point Park by scientists from UConn and across the state. The BioBlitz is scheduled for September 15-16, 2017.
Work of the Conservation Commission is multi-faceted and requires Commission members and staff to be up to date on the latest technologies and trends in the environmental field. Staff and commission members attended several different workshops and networking meetings to keep on top of current issues. In addition, staff continued to serve on several environmental education committees including the Connecticut Envirothon, Greenwich Tree Conservancy Program Committee, and as a facilitator for DEEP programs.
Denise Savageau Conservation Director
64 INLAND WETLANDS & WATERCOURSES AGENCY
2016-2017 2015-2016 2014-2015
Budgeted Personnel: 6 6 6.5 Expenditures: Current $523,802 $472,570 $501,522 Capital $0 $0 $0
Total: $523,802 $472,570 $501,522
Revenue: $658,338 $638,074 $603,509
Surplus: $134,536 $165,504 $101,987
The Inland Wetlands and Watercourses Agency is a regulatory authority comprised of seven members and three alternates, each appointed by the Representative Town Meeting upon nomination by the Board of Selectmen. The Agency acts by authorization and requirement of Connecticut General Statutes and local ordinance, adopted on October 9, 1973. Through the orderly administration of the permit process, the Agency advances its mission to protect, preserve and enhance the functional value of our Town’s lakes, ponds, streams, swamps, and marshes that serve as a vital resource to recharge and purify of our surface water, ground water, and minimize damage from storm events.
The day-to-day operation of the Agency is managed by the Agency director, who is assisted by three full time technical staff members, and one full and one part-time administrative assistants. The Land Use Departments also maximize efficiency by sharing three other full-time staff members by having those positions serve the Conservation and P&Z Commissions, in addition to the IWWA. The department is open Monday thru Friday from 8:00 am – 4:00 pm. Technical assistance is available to the public on a walk-in basis between 8:00 am – 1:00 pm, Monday – Friday.
When not in the office, technical staff conducts site inspections to assess prospective and current applicants, follow up on potential violations, meet with landowners to discuss wetlands and watercourses on their property, and conduct permit compliance inspections. On a monthly basis, these inspections amount to over 100 site visits.
For the approximately 175 applications made each year, staff works with applicants to evaluate the proposal in advance of Agency review, writes one or more staff reports, and make recommendations to the Agency regarding the disposition of the application. It is the role of the technical staff to assist the Agency and applicant alike, to help projects move through the process efficiently.
Internally, the department works with other land use departments to further town goals, provide field and technical guidance when needed, and comment on applications under the respective commissions’ review.
2016-2017 marked the third full year of leadership by Chairman Brian Harris, who has served on the Agency since 2009. Other seated members are Vice Chairman Elliot Benton (2008), Secretary Stephan Skoufalos (2006), William Galvin (2005), Joseph Rogers (2009), Norma Kerlin (2012), and Jay Schoendorf (2013). Agency alternates Scott Salisbury (2012) and Steven Fong (Appointed Oct. 2015) left the Agency and three new alternates, Klaus Jander, Peter Linderoth, and Alan Rossi were appointed.
The routine business of the Agency was carried out during twelve regularly scheduled meetings typically held on the fourth Monday of each month. In addition to these, the Agency also conducted special meetings to when workload dictated or to hold public hearings for projects with increased public interest and/or a
65 potential for significant impact to wetlands and watercourses. The Agency also held another ten special meetings to conduct site walks. All meetings of the Agency are open to the public.
Figure I. - Agency Operations Budget for FY 2016-2017:
Consultants, Court Reporter Legal Notices, Tuition Costs, $39,700 Fees, $1,630 $3,986 $455
Part-time Salaries, $50,569
Overtime, $172
Annual Mileage, $250
Full-time Salaries, $427,040
Wetland Expenses - 2017 Total $523,802
In conducting the work of the Agency, a core goal is to remain budget neutral by utilizing what is essentially a “user pays” approach. After several years of incremental changes, the revenue source has generated $600,000+ in the past two fiscal years. The revenue has exceeded the cost of reviewing and enforcing permits, and also allows the department to continue digitizing property records for the public access web portal, http://documents.greenwichct.org/publicaccess/. Accordingly, the $30 fee to review projects to make permit need determinations was eliminated. This change benefits a broad spectrum of people and addresses prior inconsistencies regarding what services had fees associated with them. Lastly, the Agency’s revenues were used to continue digitizing known wetland boundaries. This information remains usable for decades and is of significant value to our residents.
66 Figure II. – Agency Revenue for FY 2016 – 2017
Violation Fees, Compliance $35,500 Inspect. Fees, $0 Maps & Markers, $35 Photocopies, $359 Public Hearings, $0 Extensions, Non-Digital Fees, Disturbance Fees, Regulations, $0 $79,950 $0 $127,500 Municipal Ord. Greensheet Fees, Excess Acres, Enforcement, $0 $21,830 $22,980 Auction Vehicles, State Fee-New Ap., $0 $354
Application Fees, $369,830
Wetland Revenues-2017 Total $658,338
Other important expenditures allow for continuing education and protection of the Agencies decisions. Conferences and professional events enable staff to stay abreast of legal and scientific movement in their field of expertise. Not only does this feed the professional mind, it serves the Agency as well. Also in service of the Agency is the ability to hire outside consultants on complex or contentious applications. Such specialized expertise provides the best record for the Agency to consider and in the event of an appeal, will protect the Agency’s decision.
Table I. - Application totals for the period beginning July 2016 - June 2017: New Agent Bond Conceptual Orders to Permits Denials Approvals Releases Approvals Correct 142 3 57 127 0 16
In FY `16-17, staff processed 712 permit need determinations, aka “Green Sheets,” generating $21,830 in revenue. That total included 281 sites with confirmed wetlands or watercourse areas on the subject property, of which only 42 projects required a permit. In general, some 60+ Green Sheets are submitted monthly during public counter hours. September was the busiest month with 79 submissions and January was the slowest with only 34 permit determination requests.
In addition to Green Sheet reviews, counter hours are used by the public to seek information on wetlands and watercourses in the preliminary stages of project development, real estate transactions, resource management, and other topics. In FY17, over 2,900 residents, prospective residents, consultants, contractors, and realtors called on staff to address their questions. This number is up by nearly 400 customers over FY’16.
With most applications, the permittee is required to post a performance bond. Each year open bonds are proactively evaluated to determine which projects are complete and in compliance. Depositors and then notified that their bonds may be eligible for release. In FY `16-17, 127 bonds were released, totaling 67 $626,125. During this same period the Agency collected an additional 148 bonds for new projects. As of June, 2017 bonds are being held with a balance of $3,632,801. This is a slight increase from FY’16, when bonds were held for a balance of $3,522,140.
Despite the Agency’s continued reliance on a strong compliance program that places greater emphasis on consistent communications with applicants and residents to avoid violations, unauthorized activities occur each year. In FY `16-17, twenty-six (26) Stop Work Orders and twenty-four (24) Cease and Correct Orders were issued, resulting in $35,500 of additional fees for work performed without permits. Seven violations were deemed to be an egregious and warranted a citation under the Municipal Fine Ordinance. Appeal hearings were conducted by Attorney Philip Bartels, the independent hearing officer appointed by the Board of Selectman. Mr. Bartels is thanked for his continued professionalism and careful consideration of these matters.
Enforcement consumes a disproportionate amount of Agency time to resolve and considerable expense and distress to property owners. In order to head off violations, the Agency evaluates all properties transfers for the presence of wetlands and watercourses and alerts new property owners of these resources via direct mail
Performance Outcomes: The Agency strives to implement the following goals and objectives in protecting the town’s inland wetland and watercourse resources:
1. Provide superior customer service. 2. Assist prospective applicants with the application process and identify issues of concern early on to increase applicant likelihood of success of obtaining a permit and decrease the amount of time to work through the application process. 3. Promote smart growth and low impact development concepts to minimize the often irreversible effects of development on a parcel and surrounding neighborhoods. 4. Minimize site and community hardships created by the improper management of stormwater and erosion control measures by improving and expanding upon the Agency’s compliance program and its oversight of active development projects. 5. Provide technical staff assistance to other departments of the town. 6. Strengthen community awareness of both the importance of wetlands and watercourses and the Agency’s regulatory process through education, training, media and similar outreach efforts. 7. Maintain a working partnership with community groups and neighborhood associations. 8. Reduce incidences of noncompliance and development-related environmental hardships through education and community outreach. 9. Encourage staff to engage in opportunities to expand their professional knowledge. 10. Facilitate site walks for agency members and continue to modify the review process to assist agency members in their project assessments and decisions.
Litigation: 1. 345 West Putnam Ave. – Post Road Iron Works vs. Town of Greenwich IWWA – Administrative appeal Several longstanding violations have been turn over to town counsel to pursue temporary or permanent injunctions to gain compliance with town regulations.
General information about the Agency is available on the Town of Greenwich web page: www.greenwichct.org/inlandwetlands.htm. Connection to the web portal and closed permits through 2010 are also found on the Agency’s website.
68 Agency members and staff continue to take specific actions, recommend, and implement changes in policies and practices to enhance the protection of the Town's water resources, while ensuring fair and courteous review of applications.
Agency members and term expiration dates: Brian Harris, Chairman – 10/31/20 Elliot Benton, Vice Chairman – 10/31/21 Stephan Skoufalos, - Secretary – 10/31/21 Jay Schoendorf – 10/31/20 William Galvin – 10/31/20 Norma Kerlin – 10/31/21 Joseph Rogers – 10/31/21
Alternates: Klaus Jander – 10/31/21 Peter Linderoth – 10/31/20 Alan Rossi – 10/31/20
Brian Harris Agency Chairman
Patricia Sesto Agency Director
69 GREENWICH SHELLFISH COMMISSION
2016-2017 2015-2016 2014-2015 Expenditures: (Note 1) Current $26,156 $15,683 $17,273 Capital - - - Total $26,156 $15,683 $17,273
Revenue (Note 2) $ - $ - $ - (Note 1) Includes encumbrances and improvements financed in each year. (Note 2) Shellfish Program revenue is included in the Town Clerk's revenue figure.
On November 1, 1991, the Connecticut Department of Agriculture, Aquaculture Division (DAAD) permitted the Greenwich Shellfish Commission to reopen recreational shell fishing beds in Greenwich Waters after thirty (30) years of closure. Six years of water testing by the Town and State had ascertained that shellfish in some beds were safe for human consumption.
The Greenwich Shellfish Commission, under the aegis of the Office of the First Selectmen, is comprised of nine (9) volunteer members, including a Chairman, Vice-Chairman and Treasurer. The Department of Health’s Director of Environmental Services, a Shellfish Coordinator and (12) volunteer wardens, including a warden Chairman, serve the Commission.
The wardens spend about two hundred (200) hours or more on duty patrolling Greenwich recreational shellfish areas, enforcing regulation compliance and educating permit holders.
The Shellfish Coordinator Team, under the direction of and in coordination with the Bureau of Aquaculture (DABA), collects water samples to monitor water quality. Samples are taken from thirty-six (36) stations inside and outside of the Greenwich Harbor Area (GHA) and are taken, as mandated by DABA, a minimum of sixteen (16) times per twelve (12) month period.
In addition, in the event of a major rain or pollution event, the Director of Environmental Services will take action to close the beds and the Shellfish Coordinator Team will sample GHA as directed by the Bureau of Aquaculture. All samples taken are delivered to DABA’s Milford laboratory for analysis.
In the 2016-2017 fiscal year, one hundred eighty (180) permits were sold for recreational shellfishing. The Commission was able to hold four (4) educational sessions on shell fishing along with practical demonstrations at Greenwich Point during the season. These events were conducted at the Floren Family Environmental Center at the Innis Arden Cottage or by the Old Greenwich Yacht Club (OGYC) in the main shellfish beds A and B
The Commission again co-sponsored the second “Emily Fedorko Safe Boating Safety Day” this year at the Clam Bake area which drew seven hundred (700) attendees/walkers on the first Sunday in June.
In June 2017 the eleventh annual “Experience the Sound” took place at Greenwich Point planned once more, to coincide with the opening of the Seaside Center. A total of thirty (30) exhibitors participated, including the Atlantic Clam Farms Barge, the SoundWaters Schooner, Greenwich Marine Police Boat, Osprey Film Project producing team etc. Atlantic Clam Farms and StellaMar Oysters provided a raw-bar. Over seven hundred fifty (750) people were recorded as visiting the Seaside Center, exhibitors and the boats, that were docked at the Old Greenwich Yacht Club.
70 The oyster and clam population in all of Greenwich shellfishing areas remains healthy. A survey taken by local commercial shellfishermen, during 2016, estimated that on any one day more than twenty-six (26) million oysters were available in Greenwich waters along with over 1.2 billion hard shell clams, soft shell clams, mussels and razor clams.
The hard clam farming project undertaken by the Commission with Atlantic Clam Farms for Greenwich Cove continued in 2016 and the Mianus River project restarted in February of 2016.
Clam beds not previously located or farmed were identified. These beds are now being farmed under agreements with Atlantic Clam Farms. In addition, the beds are officially registered and permitted by the State Bureau of Aquaculture.
The oyster removal program which was awarded to Hemlock Oysters/StellaMar to move the oyster population from the Mianus River was completed. The purpose of this specific program was to remove the oysters from the River before the planned dredging in October of 2016, when silting would potentially smother the oyster population. The oysters farmed from the Mianus River were relocated to Areas A, B and C and used as a base for new beds and an oyster reef (in conjunction with Greenwich Land Trust).
The weir project in Riverside is completed. A documentary on building the oyster bed is being edited. The documentary will be used as an education tool for Greenwich Students.
The Shellfish Commission’s active role in cooperating with the State Department of Agriculture, Bureau of Aquaculture (DABA) on the required water quality sampling program remains current. Greenwich is the only Connecticut town that operates its own water sampling program.
This year the Commission again accomplished the State’s (DABA) minimum annual water and meat sampling requirements by utilizing the Commission’s boat, Commission captains and three “on call” Commission volunteers. In addition, all required sampling after significant rainfalls and pollution events was completed successfully and as a result, the Greenwich Department of Health reopened the shellfishing beds for use.
The partnership with NOAA Federal Fisheries Division on a water quality/shellfish ecosystem project continued. It will extend through 2017 as they work to complete their documentation of final results and the economic impact analysis of shellfish in Greenwich waters. NOAA will present their findings to the Town of Greenwich in the Fall of 2017. We are advised they will also approach Greenwich with a new project for 2017-2018.
The Shellfish Commission were actively involved with the Harbor Management Commission (HMC) helping to draft the Harbor Management Plan.
The Shellfish Commission and the Conservation Commission agreement with UCONN is moving forward with three (3) shellfish research projects underway utilizing UCONN Laboratories in Storrs and Avery Point in conjunction with DABA facilities in Milford. The results from the projects, which included testing for PCB’s and pesticides, all tested negative and will allow the opening of additional oyster beds in Greenwich waters. An additional project to determine the volume of Microplastics in Greenwich waters/shoreline is underway. On September 15, 2017, there will be a joint UCONN/Greenwich BioBlitz at Greenwich Point.
Finally, the Commission participated in a dye test project that measured the waste water flow from the Greenwich sewage treatment plant at Grass Island. To date, the official results of the dye test have not been released. Hopefully the results will be positive, allowing the Commission to obtain a state permit to move shellfish from the area to beds for cleansing in the fall of 2017.
71
Roger Bowgen Chairman
72 COMMISSION ON AGING
2016-17 2015-16 2014-15
Budgeted Personnel: 8 8 8 Expenditures: Current $895,822 $906,816 $881.282 Capital $0 $0 $0
Total: $895,822 $906,816 $881,282
Revenue: $51,500 $53,557 $53,241
The Commission on Aging is the designated overall planning department for older persons in Greenwich, and has been an official department of Town government since 1975.
The Director of the Commission on Aging, Lori Ann Contadino, and the Administrative Staff Assistant II, Palmira M. Krois, maintain offices at the Senior Center, 299 Greenwich Avenue. The Greenwich Senior Center, under the auspices of the Commission on Aging, is the Town’s focal point for independent recreation, life enrichment, volunteerism, health promotion and support services for older adults. The Greenwich Senior Center exists to provide a broad spectrum of services which empowers, enriches and improves the quality of life for residents. The Senior Center Administrator is Laurette Helmrich.
The Commission on Aging consists of seven members appointed for three-year terms by the Representative Town Meeting upon nomination by the Board of Selectmen. Members include: Patricia Burns (Chairman since 2014, term expires 2018); Steven Katz, Vice Chairman since 2015 (term expires 2019); James B. Dougherty, Secretary since 2015 (term expires 2018); Ann Marie Hynes (term expires 2020); Carol Burns (term expires 2019); Ellen Wolfson, MD (term expires 2020) and Frances Burgweger (term expires 2020).
The mission of the Commission on Aging is to improve the quality of life for older Greenwich residents through planning, coordination, advocacy, education and Senior Center programming.
As people grow older in Greenwich, they will be able to remain in Town with as much independence as possible. This can be achieved with the support of Town agencies and community organizations. Older adults, and those that support them, will fully participate as partners in this process.
The Commission on Aging conducts the following activities:
• Manages the Greenwich Senior Center; • Advocates on behalf of older adult residents of the Town of Greenwich; • Identifies unmet needs of older adults, conduct research and collect data; • Provides information to the community on the needs of older adults, serve as a clearing house for disseminating information, and provide public education on issues affecting their caregivers; • Facilitates information on and referral to programs, services, and benefits; • Convenes meetings and serve as a forum for issues concerning older adults; • Provides information on funding sources for programs and encourage funding partnerships; • Acts as an independent arbiter on problems or complaints affecting older adults; • Establishes and maintain collaborative relationships with community, professional and governmental agencies; and • Participates with Town offices and community health and human service agencies in community planning activities.
73 GOALS AND ACHIEVEMENTS
TRANSPORTATION Goal: Participate in transportation planning in the region, including engaging in advocacy for special needs and comprehensive transportation planning for older adults
Achievements: The Commission provided administrative services to the Greenwich Taxi Program - Share-the- Fare. New discount coupon books were professionally printed with security controls in accordance with the Town of Greenwich Audit Committee recommendations. Each book, valued at $20.00, were sold at a price of $10.00 each to residents 62 years of age and older. A total of $2,174 books were sold in FY 16-17 - a slight increase over the prior year. The Town contributed 40% and Greenwich Taxi contributed 10% toward the total cost of the rides. Utilization of the program continued to increase as Share-the-Fare offered the most flexible means of transportation for older adults who cannot drive and for those needing transportation in the evening and on weekends. The renewed agreement with Greenwich Taxi maintained an operational territory for the Share-the-Fare program to include transportation to medical appointments, social and faith-based activities and grocery shopping locations across the Stamford, CT border. Alternate transportation systems continue to be under investigation in an effort to expand transportation options for older adults while maintaining a high level of service and operational efficiency. Monitored the effectiveness of and alternatives to transportation, to and from the Senior Center, for older adults in our community. Collaborated with existing agencies that provide programs in driving cessation to publicize and expand their services. Coordinated with appropriate Town offices to expand parking availability for members of the Senior Center. Reviewed and negotiated various transportation contracts with Commission on Aging and Senior Center.
COMMUNICATION/OUTREACH Goal: Review effectiveness of information services delivery to service providers in the community to facilitate exchange of information and interagency linkages.
To provide comprehensive, current information on issues of aging.
Achievements: Managed and monitored effective communication strategy to older adults, caregivers and direct service providers in the community. Reviewed and revised the “Directory of Aging and Disability Services” in both print and digital format and its accessibility on the Town website. Curated enhanced web and social media presence. Engaged in State of CT initiative for agewellct/agewellgreenwich satellite website. Published and distributed monthly issue of the Senior Center “Lantern” newsletter; expanded newsletter circulation to reach a wider audience. Conceptualized and implemented the “Successful Aging: Health, Education & Wellness Series” and other community forums on relevant issues of interest to older adults, caregivers and industry professionals. Thirty-two direct service agencies supported 5 large-scale community events including two Distinguished Lectures at the Cole Auditorium at Greenwich Library, the annual Health and Wellness Expo for Older Adults, the annual Late Life Issues Professional Conference and the Older American’s Month community celebration. Award winning comedian and 74 Greenwich Resident performed “Laughing for the Health of It” at the annual Health & Wellness Expo in October 2016; Veteran Journalist, Paula Span presented “Caregiving: When the Time Comes” in November 2017; May 2017 brought a Murder Mystery evening of intrigue to the Town of Greenwich in honor of Older American’s Month as well as the Late Life Issues Professional Conference which focused on “Livable Communities: A Vision For the Future”; Dr. Cynthia Green, “America’s Leading Brain Health Expert” presented “Welcome to the Brain Age: 9 Strategies for Enhancing Brain Health and Wellbeing” in June 2017 to a crowd of over 325 at the Cole Auditorium. Collaborated with the Senior Providers Network, community organizations and agencies; local media; Faith communities; etc… to enhance their communications with older adults, family members, care partners and agency professionals. Monitored the effectiveness of the Commission on Aging page on the Town web site to provide time sensitive and useful information. Provided appropriate and timely information to seniors regarding relevant and timely issues such as Medicare D Counseling, educational forums, caregiver support, brain healthy programs and related socially and intellectually engaging programming. Branded and promoted marketing materials to inform the Greenwich Community about issues relevant to older adults and caregivers and to enhance visibility and utilization of the Commission on Aging and Senior Center. The Director maintained an active public speaking schedule with community groups, service organizations, housing and tenant groups, local agencies and organizations, and continued a monthly appearance on WGCH Radio discussing issues relevant to older adults. Topics discussed included: insurance, health care, property tax relief, memory, Total Brain Health, successful aging, managing anxiety and stress, sleep hygiene, caregiving, adult protective services, personal safety and scams, Advance Directives, poly-pharmacy, nutrition, retirement, Social Security, and Medicare with a special emphasis on Medicare Supplemental Insurance, Medicare Savings Program eligibility, Medicare Part D prescription drug program and annual “Open Enrollment” period. The Director convened the “Senior Provider Network” a coalition of 90 agencies providing direct services to the Town’s older adult population. The bi-monthly meetings promoted the sharing of information and expertise between agencies, and provided opportunities to learn about new and/or changed services. The “Directory of Aging and Disability Services” was re-formatted, published and distributed to community members and organizations to provide detailed information to help older adults, their care partners and those with disabilities about the vast network of services available in the community and in the region. The Directory is available free of charge at the Commission office, and is posted on the Town website. This important resource reached a wider target audience this year due the assistance of local faith communities, Meals-on-Wheels, Greenwich Department of Human Services, River House, At Home in Greenwich and the Distinguished Lecture Series at Greenwich Library. The Director chaired the Greenwich Commission on Aging’s Late Life Issues Committee and planned a professional educational conference entitled “Livable Communities: A Vision for The Future.” The conference focused on encouraging active aging by optimizing opportunities for health, participation and security in order to enhance quality of life as people age. Participants learned that an age friendly community adapts its structures and services to be accessible to and inclusive of older people with varying needs and capacities. Six continuing education credit hours were approved by appropriate accrediting agencies for nurses and social workers. The conference was fully subscribed and was held at the Greenwich Hospital Noble Auditorium.
75 The Caregiver Circle, a four-part series held over 8 weeks designed to give caregivers the resources and support they need, was held in both the Fall 2016 and Spring 2017. Participants received vital information on caregiving, a support network of peers, insight from professionals in the field and knowledge of the vast array of community resources to best assist in caregiving. The Caregiver Circle was held at River House and lunch was included for all participants. A unique feature of this program is that respite care was provided to participants who are caring for someone during the day so the caregiver can attend the lunch program. The Caregiver Circle was co-founded by the Junior League of Greenwich, the Greenwich Commission on Aging, the Greenwich Chapter of the Red Cross and River House and is offered free of charge to the entire community. Older Americans Month was celebrated in May 2017 with a theme chosen by the U.S. Administration for Community Living: “Age Out Loud.” The 2017 theme was celebrated with a special Murder Mystery dinner at First Presbyterian Church with over 200 attendees. “Crime and Pun-ishment” was intended to inspire laughter and give aging a new voice. The 2017 theme gave The Commission on Aging an opportunity to shine a light on many important issues and trends. More than ever before, older adults are working longer, trying new things, and engaging in their communities. They’re taking charge, striving for wellness, focusing on independence, and advocating for themselves and others. What it means to age has changed and the Commission on Aging recognizes and celebrates what getting older looks like today. What a better way to amplify the many voices of older adults by gathering together for an evening of intrigue and merriment. “Crime and Pun-ishment” was a fun-filled evening, overflowing with hysterical humor, fascinating fun and an intriguing murder to solve! SuperNoggin, a holistic, community based brain fitness program that teaches how to maintain or even improve mental acuity throughout life, was offered to Greenwich residents in both the Fall 2016 and Spring 2017. The comprehensive, evidence-based curriculum promoted cognitive strengthening, physical exercise, good nutrition, social interaction, stress reduction, personal reflection and other factors essential to a healthy brain. Three fully subscribed 8-week classes were offered at the Greenwich Library, Participants learned about lifestyle choices affecting cognitive health, practiced brain-healthy habits and tracked their progress as they moved through a year’s worth of fun and stimulating planned activities. Secured license agreement to offer Total Brain Health program to the Greenwich community. Total Brain Health is an evidence-based program best supported by actions across three pillars of well-being: Body, because physical health is closely tied to brain function; Mind, because intellectual stimulation is essential for brain health; and Spirit, because emotional well-being is essential for brain health. Program will be launched next fiscal year. Efforts to re-brand the Commission on Aging and Senior Center were launched. A new logo was created for the Commission on Aging which now accompanies the Town Seal on all printed material. Additionally, presentation banners were created for use at community fairs and forums to enhance public awareness.
PLANNING Goal: To provide leadership and work with the First Selectman, municipal offices and local organizations to coordinate Commission on Aging initiatives.
Achievements: A revised Strategic Plan was drafted to include the mission, vision and all core initiatives of the Commission on Aging.
76 Greenwich Commission on Aging cooperated with the Town of Greenwich Selectman’s Office, the Town of Greenwich Emergency Operations Center, appropriate local, regional, State and Federal Departments and Agencies for Emergency Preparedness, evacuation and shelter of vulnerable older adults in the Town of Greenwich. Collaborated with the Town of Greenwich Selectman’s Office and the Columbia University Consulting Workgroup on the Age Friendly Greenwich initiative. Submitted application to AARP National to join the network of Age Friendly Communities and commenced a multi-year process of enhancing the livability index of the Town of Greenwich for all residents. The Town of Greenwich was the first community in the State of Connecticut to apply for, and be accepted as a member in both the AARP and World Health Organization (WHO) Network of Age Friendly Communities. A framework for identifying and addressing barriers to participation and well-being of older adults was established and includes the following eight critical domains: Community and Health Care, Transportation, Housing, Social Participation, Outdoor Spaces and Buildings, Respect and Social Inclusion, Civic Participation and Employment, and Communication and Information. Internal and external stakeholders were identified, and a community engagement plan was conceptualized. Coordinated with appropriate Town Departments on the renovation plan of the Senior Center facility. Completed interior construction of new art room, 2 visiting service offices and a waiting room on the ground level as well as the construction of a handicap accessible ramp and redesign of the front entry of the facility. Conceptualized a new model for future programming for the Greenwich Senior Center. Conducted periodic research to identify emerging issues affecting older adults. The Commission on Aging continued to participate in “The Greenwich Health Improvement Partnership.” The Commission sustained active participation in Southwestern CT Area Agency on Aging (SWCAA) Advisory Board, Greenwich Hospital, Junior League of Greenwich and River House Community Advisory Boards. The Commission Director remained actively engaged with the Greenwich United Way Planning Council and At Home in Greenwich Board of Directors while Commission on Aging Board members actively participated in working groups focusing on Multipurpose Senior Center, Transportation, Senior Tax Relief, and Strategic Planning.
HOUSING Goal: To have diverse types of housing available to Greenwich older adults.
Achievements: Commission members and staff continued to work with Greenwich United Way, Greenwich Housing Authority, Housing Task Forces and Greenwich Department of Planning and Zoning. The Commission on Aging maintained close relationship with Greenwich Housing Authority, Senior Residences and Long Term Care facilities within the Town of Greenwich and the surrounding area. Advocated for the development of an array of housing opportunities for older adults which are appropriate to a broad range of income, personal desire, and degree of independence. Maintained a cooperative role between the Commission on Aging and all housing related agencies and services consistent with responsibilities defined in the Plan of Conservation and Development. 77 HEALTH CARE Goal: To advocate for a comprehensive system of health care services for older adults.
Achievements: The Health Insurance Counseling Program continued to operate in conjunction with Family Centers with special emphasis on assisting older adults in navigating the Medicare Part D Prescription Drug Program. More than 275 older adults and their care partners attended various educational programs led by staff and volunteers and 550 older adults received individual counseling during Medicare D Open Enrollment and assistance in selecting or changing a prescription drug plan. An aggregate savings of $230,000 to residents was realized. Health Insurance Counselors also met with Town of Greenwich retirees due to the migration of health benefits to the State Partnership Program. One-hundred thirteen retirees received individual insurance counseling resulting in over $300,000 savings to individuals that transitioned to traditional Medicare, Medi-gap and Medicare D plans. Special educational programs were conducted in cooperation with the Greenwich Library Health Information Center, the Greenwich Department of Health, the Greenwich Senior Center, Family Centers, Inc., The Mews, Hill House, At Home in Greenwich, Southwestern Connecticut Agency on Aging, the Greenwich Department of Human Services, Senior Clubs, Senior Providers Network and the Greenwich Housing Authority. The “Medicare in a Minute” program continued to be a successful offering at the annual Health & Wellness Expo. An additional 115 individuals were seen throughout the fiscal year to orient individuals “new” to Medicare through the many complexities inherent in the program, helping individuals understand Medicare A, Medicare B, Medicare Managed Care and varying levels of supplemental insurance coverage. The Commission on Aging recruited and trained new Health Insurance Counselor volunteers from the community. Formal intake, data collection and data entry continue to be managed by Commission on Aging staff and new changes to state reporting were adopted and implemented. Information and counseling was also provided on Advance Directives. The Commission was Lead Agent in planning the First Annual Health & Wellness Expo in cooperation with the Greenwich Department of Health and Greenwich Hospital’s Center for Healthy Aging. The event brought together more than 45 sponsor agencies along with approximately 750 seniors for health education, health screenings and immunizations. Award winning comedian, Jane Condon presented “Laughing For The Health of It” to a standing-room- only crowd. Free hot lunch was served to each event participant through the generosity of local agency sponsors. All attendees were given an opportunity to spin a prize wheel for a chance to win fabulous items generously donated by community merchants and area agencies. This offering provided a value-added element to the event. The Commission Director continued to work with partner agencies and departments to update the current event model and provide vision for alternate or additional community educational forums The Commission advocated for resources to address the needs of frail older adults including long term care options, respite care, community based or home care services and adult day care to support “aging in place. The Commission on Aging provided information and referral to over 1200 older adults and caregivers regarding agencies and organizations that provide quality-needed services. Over 1000 copies of the Commission on Aging Directory of Aging and Disability Services were distributed to direct service providers and community residents.
78 ADVOCACY Goal: To strengthen the role of the Commission on Aging in coordinating services for older adults Town-wide through cooperative planning, budgeting and program development with boards, agencies and departments of the Town of Greenwich and the community at large. To advocate at all levels of government, on behalf of Greenwich older adults.
Achievements: Maintained a liaison with the BET, the RTM and Town Departments to monitor budget items related to programs and services for older adults. The Commission on Aging worked with the Greenwich United Way Planning Council in its review of housing issues identified as critical in the 2016 United Way Needs Assessment and the Southwestern CT Area Agency on Aging to identify trends and determine areas needing support. Worked with appropriate Boards and Commissions to ensure that funds for the Commission on Aging and Senior Center are sufficient to carry out their mission. Maintained a strong role as liaison between members of the Senior Provider Network, elected officials at all levels and municipal department heads regarding services to older persons. The Commission on Aging continued to monitor the Town’s Senior Property Tax Relief Program that assists low-income older homeowners stay in their homes and facilitate direct referrals to the Assessor’s office. Promoted awareness of the program and worked collaboratively with the Assessor’s office. The Greenwich Department of Human Services continued to work in close cooperation with the Commission on Aging by providing an on-site Social Worker in the Senior Center for a designated number of hours each week. Promoted awareness of, and participation in, the Age/Dementia Friendly Greenwich initiative for designating Greenwich as an Age Friendly Community. Participated in planning and program development activities of the Southwestern CT Area Agency on Aging. Identified and secured private funding for the “Successful Aging: Health, Education & Wellness Series.”
SENIOR CENTER MANAGEMENT Goal: Operate the Senior Center as the Town’s focal point for independent recreation, life enrichment, volunteerism, health promotion and support services for adults age 62 and older.
Achievements: Increased age of Senior Center membership eligibility from 55 to 62 to reflect local and national trends. Offered a broad spectrum of programs and services designed to empower, enrich and improve the quality of life for older adults five days a week. Coordinated physically, socially and cognitively diverse and stimulating programs. Continued phased renovation of the Senior Center facility. Realized completion of two new offices, waiting room and art room on ground floor level, new handicap accessible ramp at the front entrance and regrading of front driveway and stairs. Planned and developed a program for the Senior Center of the future along with necessary spatial requirements in collaboration with the Department of Public Works, Commission on Aging Board and Friends of the Greenwich Senior Center. Maintained strong lines of communication with all Town and community organizations to encourage heightened awareness and utilization of the Greenwich Senior Center.
79 Launched collaboration with CT Alzheimer’s Association to provide a staff person for on-site information and referral, case management and consultation the second Wednesday of every month. Collaborated with Greenwich YWCA for “Silver Spin” class; Parks and Recreation for Beach card renewals; American’s Diabetes Association for an 8-week educational series; Greenwich Hospital for quarterly health education lectures and awareness of the Dr. Steven Mickley Community Health Library; Greenwich Water Club for summer aqua aerobics; Boys and Girls Club of Greenwich for Fall and Winter aqua fitness; Greenwich Library for hosting the Super Noggin program and the Junior League of Greenwich for sponsoring and organizing an evening Trivia Dinner. Additional enriching programming was generously and regularly provided by local agencies and organizations throughout the fiscal year. Implemented successful walking program complete with “Fitbits” for use by participants. Opportunities for volunteerism continued to thrive. Instituted and monitored new class registration protocol. Core programs remained well attended with many oversubscribed. The Senior Center Art Class continued to exhibit works of art at Town Hall, Senior Center and in the Greenwich community. Artists continue to donate ten percent of the proceeds from the sale of artwork to The Friends of the Greenwich Senior Center. Purchased and installed second “MySeniorCenter” database kiosk at ground floor level. Introduced Constant Contact as a communication mechanism to Senior Center members and the Senior Provider Network. Annually reviewed database of members using MySeniorCenter database to determine active member status and enable renewal of parking permits. Discussed potential expansion of designated Senior Center parking areas with the Parking Services Department. Discussed renovation of the ground floor restrooms and the relocation of Utilize Senior Energy to newly renovated office space.
Lori Ann Contadino, MS Director, Commission on Aging
80 HISTORIC DISTRICT COMMISSION
2016-17 2015-16 2014-15
Budgeted Personnel: 0 0 0 Expenditures: Current $6,980 $4,695 $- 4,394 -
Total: $6,980 $4,695 $- 4,394 -
During fiscal year 2016-2017, the Historic District Commission met 9 times to review proposed changes to structures and landscapes within the town’s Local Historic Districts, provide the Planning & Zoning Department and Planning & Zoning Commission with comments on applications, promote the concept of preserving historic structures and landscapes and gave support as a representative of Greenwich’s Certified Local Government.
The Historic District Commission rendered sixteen Advisory Opinions to the Planning & Zoning Commission for properties that included ones being listed on the National Register of Historic Places as well as those deemed historically and architecturally significant. This is five more than the prior fiscal year. The Historic District Commission approved nine Certificates of Appropriateness: four for Historic Overlay Properties, two for contributing structures located within a National Register of Historic Places district and three for properties located in a Local Historic District. Additionally, two meetings included rendering a “sense of the Commission” to better assist applicants in their design process prior to application submittal.
The Historic District Commission received confirmation on its application to have 117 Dingletown Road (also known as the Gershom Lockwood III house) owned by Margaret Larkin be designated a Local Historic Property (CGS, Section 7-147p defines the historic property as “any individual building, structure, object or site that is significant in the history, architecture, archaeology and culture of the state, its political subdivisions or the nation and the real property used in connection therewith”) pursuant to the provisions of the General Statutes, Sections 7-147p through 7-147y.
Monies were spent on recording and transcribing minutes of the meetings of the Historic District Commission, providing administrative services to applicants and Planning & Zoning Department as well as continuing processes outline and required by CGS, Section 7-147q (b) for 117 Dingletown Road to be designated a Local Historic Property.
81 FIRE DEPARTMENT
2016-2017 2015-2016 2014-2015
Budgeted Personnel: 107 107 107 Expenditures: Current $14,667,139 $14,486,189 $14,260,769 Capital $3,170,000 $261,000 $220,000
Total: $17,837,139 $14,747,189 $14,480,769
Revenue: $64,332 $11,628 $23,562
ADMINISTRATION
The Fire Chief and Assistant Chief are responsible for the administration and command of the department. The First Selectman by Town charter serves as the Fire Commissioner. Specific districts throughout Town (Central, Cos Cob, Byram, Glenville, North Street, Sound Beach, Round Hill and Banksville) are strategically located. Overall, a combined force of career and volunteer firefighters provide fire protection, prevention and rescue services for the Town.
The Fire Administration, Fire Marshals Division, Training Division, Engine1, Truck 1 and the Deputy Chief have returned to our Central Fire Station located at 15 Havemeyer Place.
ACCOMPLISHMENTS FOR 2016-2017
The men and women of the Greenwich Fire Department continue to respond daily to incidents supporting the citizens, business owners and visitors of the Town of Greenwich. The Officers and Firefighters continue to make this Department’s services the best in Town. The Line staff was redeployed into three firefighter companies thus eliminating our understaffed two firefighter companies. All of our units now respond with a minimum of three firefighters on board allowing them to deliver our services in a timelier and safer fashion than our previous deployment model. The Department purchased a new aerial ladder truck from Pierce Manufacturing. This ladder truck will serve the community, responding town wide from Headquarters, for the next ten years or more. We anticipate putting the new ladder truck in service in Jan 2018. In partnership with GPD, GEMS and Dispatch the Greenwich Fire Department assisted in developing training segments that centered around team building skills. These segments brought all four emergency services together in an atmosphere that was more conducive to learning and a great way to better discover each other capabilities in less stressful evolutions.
OPERATIONS
The Greenwich Fire Department responded to 4213 incidents during the fiscal year 2016-2017. The Fire department continues to provide quality service utilizing approximately 80 active volunteers, 95 career line Firefighters and Officers supervised by four Deputy Chief’s. Current peak career firefighter staffing is 24 per crew. Currently we have no vacancies.
The Operations division will continue to focus on succession planning by continuing to develop our firefighters and Officers. An Officer training program has been designed and is delivering additional supervisory level training to our acting and sworn Officers. This will better equip our personnel with the
82 ability to respond, stabilize and mitigate our ever-changing work environment. The segments are developed by our training division and Deputy Chief’s and are delivered on a monthly basis to our members.
The continued improvement of our departments technical rescue services remains a priority for the operations division. Weekly training improves our members’ ability to handle the many incident types we are assigned. Cold water, trench collapse, confined space, elevator and motor vehicle accidents are a few of the many rescue call types assigned to our department. Striving for continued improvement in these disciplines allows for top notch services in these areas.
Continued utilization of data gathering technology allows for identification of areas that need improvement. The use of FireCares website and deploying the fire house software analytics module have allowed us to gather data points that were unavailable previously. Call processing times, turnout times and response times are now available to use in a format that can be disseminated when requested. This allows for our department to easily identify areas where we can improve our response system
The Greenwich Fire Department continues to take an active role in the community. Service to the citizens is the number one priority of our Department and this is best accomplished by engaging the public and various neighborhood associations. By engaging the public we can better understand the current needs of our community and develop our services to meet those needs.
VOLUNTEER RECRUITMENT AND RETENTION
The primary mission of the Department’s Volunteer Recruitment and Retention Coordinator is to reach out to the community and recruit/retain Volunteers for the Department.
The Division utilizes various methods to get the message to the public that the Department is always actively seeking new Volunteer Firefighters. An ongoing relationship with The Greenwich Youth Council, Bruce Museum September 11th Anniversary Exhibit, churches, online social media forums and schools helps recruit volunteers. The Glenville and Sound Beach Explorer Programs open the door to youths between the ages of 14 and 18 brings awareness and interest to the Volunteer Fire Services available in the community.
The Recruitment and Retention Grant added a new public relations component. The Grant has given the Division a better concentration of aimed demographics to spread the word to members of the community to become a part of the Department. The Division continues to work with all local newspapers (Greenwich Time, The Sentinel) as well as web based informational portals (Greenwich Free Press and Greenwich Patch) to get the word out to the community. The Division has worked along with volunteer leadership to investigate expanding the Departments volunteer firefighter incentive cafeteria plan.
The Recruitment and Retention Coordinator continues to network with neighboring departments and CT Fire Regional Fire Schools, to find training opportunities for new recruits to become certified Firefighters and expand fire certifications for current volunteer members.
TRAINING
As the Greenwich Fire Department is an “all-hazard” response team it is imperative that the training and equipment provided to all personnel meet the mission. Therefore, the goal of the Training Division is to prepare all new and existing employees, career and volunteer, to perform their assigned duties to the best of their ability, safely and efficiently. Responsibilities of the division include:
Coordinating training for all career and volunteer personnel Ensuring mandatory Occupational Safety & Health Administration (OSHA) training compliance
83 Issuing entry tags to qualified personnel Evaluation, purchase, dissemination and inventory of all firefighting gear and equipment Database management
The training division has migrated all classroom and equipment storage to the new Central Station facility. The new space offers a more efficient and effective atmosphere to complete assigned tasks. The classroom space is utilized heavily and has proven to be an ideal central location for all fire companies.
Working closely with Greenwich Police Department and Greenwich EMS the division has facilitated eight joint training opportunities that have proven successful when operating on-scene with multiple jurisdictions. This Unified Command approach has helped all four public safety departments to operate smoothly during these dynamic events.
A major new initiative fulfilled this year was to train all career personnel in the use of personal “bail-out” kits. These kits are essentially a bag that is carried on the hip of the firefighter’s gear and can be deployed quickly to safely lower the person to the ground from floors above if normal means of egress are not available. Volunteer personnel will be trained in the upcoming months on the use of this gear.
This year at the Fire Training Center and in the classroom at Central station we have hosted the following certification classes: Firefighter 2 Fire Service Instructor 1 Fire Officer 1 These efforts are a continuation of the annual cycle of certification classes that will facilitate new volunteer personnel in receiving their training within the boundaries of Greenwich.
A new, multiple year, capital budget request for the replacement of the Structural Firefighting Turnout Gear (PPE) has been implemented. This capital budget project will replace all of the protective clothing for all members of the Greenwich Fire Department. Currently, this protective gear has a ten-year lifespan as dictated by NFPA standards.
In providing support for the primary mission of the Greenwich Fire Department the Training Division has continued to accomplish and facilitate the following training:
Firefighter I – Entry level training for volunteer firefighters Firefighter II – Advanced training for volunteer firefighters Hazardous Materials Training o Technician Level and Operational Level Recruit School Training o Two new recruits Technician level training for career and some volunteer personnel: o Trench Rescue Response o Confined Space Response o Rope Rescue Emergency Medical Recertification Rapid Intervention Teams (RIT) Mayday Procedures (Fireground Emergencies)
The Greenwich Fire Department has many of our own employees with vast experience and in some cases may be considered subject matter experts. Using our own career and volunteer instructors the Department can fine tune the instruction to be locally relevant. This also provides the added benefit of increased volunteer retention by allowing personnel to feel more invested in the organization. 84
In 2017 5 new career firefighters were added to the ranks due to attrition and 11 new volunteers started too. The five new career recruits attend a fifteen-week program at the Connecticut Fire Academy. This comprehensive training certifies the graduate to the Firefighter 1 & 2, Confined Space Operations, Hazardous Materials Operations and Incident Command levels. After graduation, the recruits complete a six-week Greenwich Fire Department orientation and training program designed to prepare them to operate as fire suppression and apparatus operators in the Greenwich Fire Department. The new volunteers are currently training or have completed a comprehensive training program that will prepare them for responding to incidents.
OFFICE OF THE FIRE MARSHAL
The Fire Marshals division continues to conduct inspections for fire safety and code enforcement in all occupancies in the town of Greenwich with the exception of one and two family homes. During the beginning of FY 16-17 the Office of the Fire Marshal moved into our newly constructed fire headquarters at 15 Havemeyer Place in downtown Greenwich.
In the ongoing effort to provide adequate water sources in the non-hydrant areas of town, a construction permit/license agreement to install two new dry hydrants on the South Stanwich causeway over the reservoir has been obtained and these hydrants should be installed in the next few months. The public education program for kindergarten and first graders in the Greenwich Public School system has been a huge success and we plan to include the private schools in this program also.
Personnel assigned to the Fire Marshal division conducted 1694 inspections during FY 16-17. Some of these inspections include:132 Certificates of Occupancy, 82 Liquor License inspections, 59 Day Care/Camp inspections, 213 Plan Reviews, 150 Special Event inspections and 29 Blasting permits. Every effort is being made to ensure that all statutory requirements for inspections are being met in all types of occupancies.
Members of the Fire Marshals division met their state mandated 90 hours of continuing education credit for their 3-year cycle. Some of the various responsibilities of the Fire Marshal’s office include:
Inspections of all buildings with the exception of one and two family dwellings according to State of Connecticut schedule Review of construction and demolition plans for all buildings subject to inspection Inspect all tents and portable structures for compliance with the Connecticut Fire Safety Regulations Enforce State Regulations with respect to the use, storage and transportation of hazardous materials Issue permits for the use and transportation of explosives Issue permits and supervise all fireworks shows Investigate origin and cause of all fires Public Education
Through prevention and education, the Fire Marshal division continues to address the fire safety needs and concerns of the Greenwich community.
GREENWICH FIRE DEPARTMENT RESPONSE HIGHLIGHTS Total Incidents = 4213 (07/01/2016 to 06/30/2017)
Fires 138 Car Seat Installations 241 Rescues 677 Good Intent Calls 263 Haz. Conditions (no fire) 497 Apparatus Responses 11,297 Service Calls 639 Number of Simultaneous Incidents 1079 (26%)
85 System Activation & False Alarms 1929 Total Reported Firefighter Injuries 30
Our Department continues to develop into an all hazards Department. The development of personnel is always a priority in an effort to provide top quality leadership to our men and women who respond admirably on a daily basis to meet the needs our community. The Fire Administration continually looks for ways to better protect our personnel while streamlining and improving the efficiencies of our operations.
Peter J. Siecienski Fire Chief
86 GREENWICH POLICE DEPARTMENT
2016-2017 2015-2016 2014-2015
Budgeted Personnel: 183 183 182 Expenditures: Current $ 21,327,988 $ 20,965,662 $ 20,210,135 Capital 661,000 569,000 586,000
Total: $21,988,988 $21,534,662 20,796,135
Revenue: $1,441,569 $1,333,041 $859,766 Note: Includes encumbrances and improvements financed each year.
The Greenwich Police Department is under the responsibility of the First Selectman in his role as Police Commissioner. Operational leadership and direction lies with the Chief of Police who is charged with the protection of life and property, the preservation of public peace, the prevention and detection of crime, the apprehension of offenders and the enforcement of state and local laws and ordinances, as well as a myriad of calls for service that the Police Department handles on a daily basis. In fiscal year 2016-2017, the Greenwich Police responded to 46,265 calls for service.
The Police Department side of the Greenwich Public Safety Complex continues to serve as an excellent facility for the Department. It also continues to serve the entire municipality by hosting meetings of various public and private groups. This greater access has served to further demystify the Police Department and its members to the public while furthering our community policing initiatives and public/private partnerships. The Police Department held its Fifth Annual “Police Day” Open House in May of 2017. During this fiscal year we were able to run two full Citizen’s Police Academy classes resulting in a total of eighty graduates. The Department offered four Women’s self-defense programs, three for adults and one for teens. The classes had twenty graduates each. The Department also held its third Youth Citizen’s Police Academy Camp attended by forty-six (46) campers as part of a new middle school Explorer program supported by the Boy Scouts of America which doubled in the number of previous year’s campers.
The Town’s Emergency Operations Center (EOC) is housed in the Police Department in support of a unified command response by all departments of the Town of Greenwich. Several exercises have been conducted to prepare the community’s leadership in the event of a disaster and the EOC has been utilized for several actual weather-related responses.
The Department practices a hybrid of Community and Intelligence-Led Policing. Now that the Department has fully incorporated Community Policing values and is successfully operating under that paradigm, it is vital that we are more efficient in targeting services based not only on community input, but also on measurable need. We not only provide traditional crime suppression and public assistance services; we continue a proactive rather than a reactive strategy. By combining input from the community with known statistical data from crime and calls for service, the Department is more able to meet and satisfy the needs and expectations of the public while simultaneously policing more effectively. Evolution of these policing strategies will continue with monthly COMPSTAT-like Operational and Performance Strategy meetings which have been tailored to GPD using software, programs and strategies that best fit our needs.
The Police Department continues to present its unmatched level of services both as a law enforcer and a community service provider. Our crime clearance rates are above the national averages (in almost every instance - well above) in all mandatory Uniform Crime Report categories. Crime continues to be at low rates and is absolutely an integral part of the desirability to live in Greenwich.
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Respectfully Submitted, Chief of Police James J. Heavey
POLICE OFFICER PERSONNEL BY DIVISION
2016-2017 2015-2016 2014-2015
211 Administration 5 5 5 212 Communications Technician 1 1 1 216 Criminal Investigations 32 32 33 217 Uniformed Services 117 117 116
Total 155 155 155
CIVILIAN PERSONNEL BY DIVISION
2016-2017 2015-2016 2014-2015
212 Public Safety Dispatch 16 16 16 213 General Services Division 12 12 11
GENERAL SERVICES DIVISION
The General Services Division is responsible for the following activities: preparing the Department budget (Line and Program), ordering and issuing of equipment and supplies, maintaining and releasing records, police fleet including coordination of vehicle maintenance with the Fleet Department, maintenance of buildings, research and procurement of new equipment, administration of the Town’s alarm ordinance, the hiring of off-duty police officers and the issuance of various permits.
The Director of General Services is assisted by a Business Operations Supervisor, one Administrative Staff Assistant, one Account Clerk, one Accounts Receivable Clerk and two part-time Administrative Staff Assistants. Three Animal Control employees and one Property and Evidence Clerk also report to the Director of General Services.
Revenues: 2016-2017 2015-2016 2014-2015 Alarm Ordinance Fees (Receipted to the Finance $ 387,298 $ 412,000 $ 405,231 Dept.) Animal Control Receipts 3,505 3,380 3,177 Block Party Permits 105 135 195 Copies, Photos, Fingerprints, etc. 23,224 22,024 19,846 Moving Violations Town Share 50,964 69,263 36,275 Not Otherwise Classified: Subpoena Services 0 0 85 Pistol Carry Permits 16,655 20,475 12,240 Precious Metal/Stone Permits 30 40 70 Raffle, Bingo, Games of Chance Permits 710 576 603 Recycling Rebate 517 Sale of Auctioned Vehicles 24,300 33,875 28,381 Sale of Found Valuables 0 50 0
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Sale of Town Equipment 0 3,355 0 Side Job Administrative Fees 344,804 183,457 0 Vendor Permits 5,200 6,200 6,050
Asset Forfeiture: State $ 85,755 $ 83,319 $4,974 Federal $ 93,380 $ 97,586 $ 26,990 Equitable Sharing $ 86,083 $ 48,240 0
Grants: State of Connecticut: DOT Comprehensive DUI Enforcement $ 52,192 $ 45,897 $ 39,269 DOT Click It or Ticket 0 0 4,970 DOT High Risk Rural Road – Speed 0 $ 24,554 30,301 Enforcement DOT Distracted Driving 34,821 45,331 0 OPM PVET Grant 2015 JAG Violent Crime Prevention 0 5,901 6,000 911 Telecommunications Fund 139,167 173,424 69,466 Gifts 0 6,000 0
Federal: Body Protection Vests 6,938 2,360 0 DHS Port Security 42,174 $ 15,967 $ 165,644
Task Force: United States Secret Service $ 22,709 $ 10,778 $ 17,861 Drug Enforcement Administration 22,028 20,319 14,763
Total Revenue $ 1,442,559 $ 1,334,507 $ 859,766
Animal Control Section 2016-2017 2015-2016 2014-2015
Roaming Dog Complaints 139 132 120 Barking Complaints 52 51 65 Impounds ( Not included in totals) 152 167 174 MV/DOA 10 17 8 Animal Bites 29 32 22 Welfare 89 87 88 Nuisance 61 57 54 Wildlife Rabies 195 173 274 Total Number of Investigations Conducted 575 549 631
Miscellaneous Services 2016-2017 2015-2016 2014-2015
Alarm Reports 4,898 5,377 5,155 Bingo and Raffle Permits 7 0 19 Gun Carry Permits Issued 232 285 188 Found Property Reports 238 210 203 Lost Property Reports 225 241 103 Lost Property Calls 157 163 27
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DETECTIVE DIVISION
The Detective Division performs investigations of serious crimes such as homicide, sexual assault, robbery, aggravated assault, burglary and fraud. Detectives also investigate suicides, missing persons and crimes against vulnerable populations such as the elderly and children. The Division is comprised of one Captain, one Lieutenant, five Sergeants, twenty-three Detectives, two Court Technicians, and one part-time Administrative Assistant. Three Sergeants and twelve Detectives are assigned to the Investigations Section, of which one Detective is assigned to Cold Cases. One Sergeant, five Detectives and the School Resource Officer are assigned to the Special Victims Section. One Sergeant and three Detectives are assigned to the Forensics Section. The Connecticut Financial Crimes Task Force, the State of Connecticut/FBI White Collar Crimes Task Force and the DEA New England-New Haven District Office-Tactical Diversion Squad Task Force each have one Detective assigned to them full time (Note: the tour for the Detective assigned to the DEA Task Force ended in September 2017).
Detectives successfully solved numerous serious crimes in the past year, including vehicular homicides, bank robberies, sexual assaults and burglaries. The Detective Division continues to work with other agencies in the greater Fairfield and Westchester County areas in addition to Federal authorities to suppress crimes that cross jurisdictional boundaries. Clearance rates remained high in other major crime categories and consistently rank well above national averages.
Crime Clearance Rates 2016-2017
Crime Category Total Cleared Percentage National Reported Average 2016 Arson 1 0 0% 20.4 Assault -Aggravated 5 5 100% 53.3 Assault - Simple 11 10 90% N/A Auto Theft ** 47 5 10.5% 13.3 Burglary * 65 17 26% 13.1
Homicide 0 0 N/A 59.4 Larceny 240 33 13.7% 20.4 Larceny/MV 138 7 5.0 N/A Robbery 10 8 80% 36.5 Sexual Assault 2 2 100% 36.5 Sex Offense ** 18 16 89% N/A
*Includes Residential, Commercial and Attempts. **Data Not Compiled by FBI Note: Many investigations, especially burglary ones, span multiple years and frequently will not be classified as closed as ‘arrest made’ or ‘open arrest’ until a year or longer after commission. Specifically, years 2014 and 2015 will now have increased clearance rates based on the 2016 arrest and indictment of a single suspect for numerous burglaries in Greenwich.
FORENSICS SECTION
The Forensics Section’s responsibilities include the processing all major crime scenes, the collection and preservation of physical evidence, the processing of submitted items of evidence for latent print, trace, and DNA evidence, crime scene reconstruction of major cases going forward to trial, providing expert testimony at trials, acting as the Police Department’s liaison with the CT Forensic Science Laboratory and the Prosecutor’s Office, and maintaining fingerprint and photographic files of arrested individuals. Our Forensics Section personnel have advanced technical training and hold numerous certifications and advanced degrees in the requisite areas of the forensic sciences, including but not limited to crime scene
90 processing, latent print processing, forensic mapping and reconstruction, and computer and digital evidence forensics and examination.
Fingerprinting:
2015-2016 2016-2017
Reason # Persons # Prints # Persons # Prints
Child Identification 0 0 0 0 Criminal Processing 548 2,192 591 2,364 Pistol Permits ** 287 287 240 240 Public Service 45 62 26 26 Re-Prints 92 95 256 256 Securities 45 62 223 444 Town Employment 278 275 256 256 Miscellaneous* 385 517 386 502
Totals 1,881 3,918 1,858 3,974
* Included but not limited to: Real Estate Licenses, Department of Justice, Racing Associations, Auctioneer Licenses, Gaming Licenses, Government Jobs, Coast Guard, Bail Bonds Licenses, Immigration/Visas, Liquor Licenses, Private School employment, Explosive permits, Insurance Licenses, Child Care Licenses, Adoption, Medical Licenses, Day Care Licenses, Nursing Licenses.** Note: Only one (1) card required)
Photography:
Photos: 2015-2016 2016-2017 Color/Black & White Rolls 0 0 Digitals 123,943 143,399 Photos Printed: 4 x 6 Prints 0 0 8 x 10 Prints 1,310 860 Revenue:
Excludes Town Employees (BOE), Pistol Permits, Criminal Fingerprinting $9,720 Arrests, Persons Reprinted and Child Identification Sale of FP Cards $650 $ 10 per fingerprint card requested by public Excludes photos printed for Court, Town Law Dept., and GPD Sale of Photos $126 Investigators
Total $10,496
Public fingerprinting is conducted on Tuesdays and Thursdays each week for the job-related reasons previously mentioned. The fee for this service is ten ($10) dollars per fingerprint card. An additional fee is collected for any fingerprint cards purchased by the public if needed or requested by same for five ($5) dollars each.
Further, 8 x 10, 35mm, and Digital photographs are printed for Insurance investigators and attorneys to be used in various reasons stated above. This Department produces these photographs for the cost of $.50 per printed page and/or $5.00 per CD. The resale price for 4” x 6” Photographic prints is determined via arrangement through the Director of General Services. The sale price is calculated to include the cost of film development as well as an added, predetermined surcharge assessed to the customer.
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SPECIAL VICTIMS SECTION
The Special Victims Section consists of one Detective Sergeant, five SVS Detectives, and one School Resource Officer. The SVS conducts criminal and juvenile delinquency investigations, with a focus on sensitivity to victims. Detectives assigned to the SVS investigate crimes by/or against children, crimes involving child or adult sexual abuse, crimes of abuse and neglect against the elderly, and crimes against individuals with special needs. SVS Detectives are also tasked with investigating runaways and/or missing persons. Currently, one Detective is assigned to the Department of Homeland Security Human Trafficking Task Force and works with them on an as needed basis. The SVS Detectives actively investigate Internet Crimes Against Children (ICAC), working closely with the Connecticut ICAC Task Force. Each Detective is assigned as a liaison with Greenwich’s public and private school. Prevention efforts are conducted on a regular basis in order to educate parents, children, and the community to lessen their chances of becoming a victim. Educating the public is a major focus of the SVS. Topics presented to the public include Internet Safety, Bullying, Risky Behaviors, Underage Drinking and Substance Abuse. The SVS created Town-wide self-defense classes for young women in an effort to reduce the chance of victimization. The SVS coordinates the Greenwich Juvenile Review Board (JRB), which is a restorative justice diversionary program. The JRB diverts minor juvenile offenders from Juvenile Court into a community- based provider network managed by Kids in Crisis (KIC). The network provides counseling, therapy, and community service to the juveniles in an attempt to curb delinquency recidivism and teach accountability. The JRB currently has a high completion rate 90%+. The SVS partnered with United Way and the Greenwich High School to create the Inter-Agency Team. The IAT is a restorative-based program aimed at identifying and filling a child’s service needs with community providers, similar to the JRB. The JRB and IAT are showing positive results in juvenile crime reduction and positive outcomes for children within the Town of Greenwich.
Special Victims Section Investigations/Activities:
2016-2017 2015-2016
Arson 1 2 Arrest Warrants 10 26 Assault-Simple 4 8 Board of Ed Letters 27 25 Board of Ed Hearings 3 2 Burglary-Residential 3 1 Casualty 24 17 DCF Referrals 68 67 Disorderly Conduct 8 20 Domestic Violence 16 8 Drug Laws Violation 10 5 Found Property 0 0 GPD Headquarters Tour 6 12 Inter-Agency Team 10 12 Juvenile Court Referral 41 52 Juvenile Review Board 15 9 Larceny 6 23 Lockdown Drills 40 25 Miscellaneous Offense 0 7 Misc. Reports – Juvenile 134 174 Miscellaneous Reports 46 55 Missing Persons 16 22
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Other Jurisdiction 11 3 Rape 0 4 Robbery 1 1 Search Warrants 4 44 Sex Offense – Other 19 6 Human Services Referral 2 5 Suicide/Suicide Attempts 1 1 Suspicious Activity 2 4 Talk – Public Relations 3 3 Talk – Students 44 38 Vandalism ____1______4____ Totals 576 685
OPERATIONS DIVISION
INFORMATION TECHNOLOGY/COMMUNICATIONS
As both individual criminals and large criminal enterprises leverage technology in advance of their nefarious ends, it is more important than ever for our investigative staff to be highly technologically savvy and have ready access to all of the computer-related investigative and crime control technologies we can bring to bear. Organizational integration of these important law enforcement functions is a logical step.
In addition to assisting investigators, the Greenwich Police Department Information Technology and Communications staff is responsible for the operation and administration of the Greenwich Public Safety Information Technology Network (GPSITN). In use by all three of Greenwich’s Public Safety agencies (GPD, GFD and GEMS) as well as the Police Department’s 911 Communications Center and extended to scores of desktops at six physical locations and over 70 vehicles and wireless devices, the GPSITN provides a common electronic platform from which critical emergency response information can be collected and shared immediately and securely. Further, the GPSITN provides Greenwich Police Department employees access to the Department’s records management platform and many secure federal, state and local databases containing law enforcement sensitive information.
MARINE SECTION
The Marine Section provides law enforcement, emergency medical services, and general assistance to boaters operating upon Greenwich’s 25 square miles of Long Island Sound. Town waters are bounded by 33 miles of coastline to the north, Stamford to the east, Port Chester and Rye to the west, and Nassau County/Long Island midway across the Sound to the south. Additionally, Marine officers provide walking patrols on the Town’s two Islands (Island Beach and Great Captain’s Island) which attract thousands of visitors each season who arrive by ferry or by private vessel. Marine officers also provide assistance to the United States Fish and Game Department by conducting security patrols on Calf Island, which is part of the Stewart B. McKinney Wildlife Foundation.
Operating on a year-round basis, the Marine Section is comprised of 5 Marine police officers, 1 Marine Technician, 1 Marine Sergeant and a 12-member dive team which is staffed by volunteer police officers who have specialized training. The Marine Section falls under the Operations Division and is under the command of the Operations Lieutenant.
The Greenwich Police Department Marine Section is an active partner in the Bridgeport Port Area Marine Group, which meets once a month to discuss mutual concerns affecting law enforcement in the western Long Island Sound. The group is comprised of federal, state and local law enforcement, fire departments and commercial operations.
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The Marine Section looks forward to another productive and successful season in the 2017-2018 fiscal year. Joint trainings will continue with the Sound Beach Fire Scuba team as well as other Regional marine- oriented assets.
Marine Section Statistics 2016-2017 2015-2016 2014-2015
Assist Other Town Departments 4 1 5 Assist Other Jurisdictions 4 5 7 Boat Accidents 5 4 10 Casualty 4 5 9 Community Speaking Engagements/Education 2 2 2 Directed Community Policing 13 1 11 Dive Maintenance 25 9 11 Dive Operations 5 1 3 Dive Training 11 12 18 Found Property/Returned 4 2 3 Grant administration 5 1 Larceny 3 2 3 Maintenance Building 26 17 15 Maintenance Vessel 44 416 322 Miscellaneous Other 179 118 40 Miscellaneous Public 5 0 5 Navigation Hazard 14 20 9 Number of Contacts w/ Boat Operators on Water 1,142 952 800 Ride-Along 53 25 20 Security Checks – Islands 83 117 20 Security Checks – Marinas 18 100 32 Summons Issued for Boating Violations 5 19 15 Suspicious Activity 0 0 2 Training Miscellaneous 16 13 12 Vessels Assisted (Disabled, Distress) 41 26 20 Vessel – Hazmat 3 0 1 Vessel Inspections 53 102 47 Vessels Towed 2 23 7 Written Warnings Issued for Boating Violations 50 73 40 Wildlife Calls 0 6 6
PUBLIC SAFETY DISPATCH
During the 2016-2017 fiscal period, the Police Department continued 24-hour continuous operation of the municipality’s Public Safety Dispatch Center for all three (3) of the municipality’s Public Safety Agencies (Fire, Police and EMS). During the period, Public Safety Telecommunicators were responsible for answering over 100,000 telephone calls which resulted in 46,264 requests for law enforcement service, 6,479 requests for EMS service, and 5,485 calls for fire service. The Public Safety Dispatch Section continued to work with its safety partners throughout the year, hosting monthly coordinated meetings with representatives from Police, Fire and EMS to improve the quality and accuracy of Public Safety telecommunications, Dispatching and associated services.
TRAFFIC SECTION
The Traffic Section is responsible for dealing with the issues associated with motor vehicles and traffic- related problems. These problems include the safe and efficient movement of vehicular and pedestrian
94 traffic, enforcement of traffic laws, investigation of all motor vehicle accidents, the computing and analysis of accident statistics and the implementation of a Selective Traffic Enforcement Program (STEP). In addition, the Traffic Section is charged with the coordination, supervision and management of small and large-scale special events, including the permits issued by the Town to the public associated with these events. The Traffic Section is responsible for planning and executing Town events such as parades, graduations and fireworks. They are also called upon to handle planning for VIP and dignitary visits to the Town. The Traffic Section also manages and supervises the School Crossing Guards that work throughout the Town of Greenwich.
Effective January 1, 2015, all Connecticut Law Enforcement Agencies were required to use a new Uniform Police Crash Report form developed by the State Department of Transportation. The updates to the crash form in Connecticut are based on the Model Minimum Uniform Crash Criteria Guideline (MMUCC) version 4. The purpose of MMUCC is to provide a dataset for describing crashes of motor vehicles in operation that will generate the information necessary to improve highway safety within each state and nationally. Prior to January 1, 2015, the Connecticut PR-1 was last updated in August of 1994. Input from investigators involved in development and pilot testing was used to modify the form and create a data collection tool that is compliant with national guidelines.
The Greenwich Police Department joined Law Enforcement agencies from around the country in increasing enforcement of Distracted Driving laws in April and August of 2016 with the assistance of a new Federal overtime grant.
Personnel of the Traffic Section consists of 1 Sergeant, 1 Traffic Technician, 3 Enforcement Officers (Motorcycle) and 26 School Crossing Guards.
Traffic Section Statistics 2016-2017 2015-2016 2014-2015 % % % Total Motor Vehicle Accidents 1,441 + 2 1,416 - 17 1,707 - 5 Fatal MVAs 2 0 2 + 100 1 0 Injury MVAs 183 + 25 146 + 1 143 - 7 Pedestrians MVAs 18 - 28 25 + 31 19 - 9 DWI MVAs 37 + 6 35 17 30 - 35 Total MV Violations Issued 6,148 - 16 7,332 - 27 10,086 - 9 Total MV Warnings Issued 3,031 + 5 2,876 - 2 2,922 + 68 DWI Arrests 78 - 41 133 + 41 80 - 42
Greenwich Special Police
The Greenwich Police Department’s Special Police Section was formed in 1941 and is organized under the authority of the Greenwich First Selectman as Police Commissioner. The Chief of Police has direct responsibility for the administration of this adjunct police unit. There are currently thirty (30) active members in the Special Police Unit. Special police officers are fully certified as police officers by the Police Officer Standards and Training Council in the same manner as full- time police officers and are vested with the same authority. They contributed approximately 1,800 volunteer hours in fiscal year 2016-17 serving the citizens of the Town of Greenwich.
Special police officers contribute in a variety of ways including supplementing the Patrol Division, providing police presence at Town beaches and parks, and assisting the Traffic Section with directed enforcement activities. They also provide added police personnel during parades, fireworks displays and special community events. In the event of a major incident or natural disaster, the Special Police Section can be called upon to provide additional police officers were needed. 95
PATROL DIVISION
Uniformed Patrol Officers provide comprehensive police services within the Town of Greenwich and respond to a diverse and wide variety of calls for service. They are on duty 24 hours a day, 7 days a week and provide emergency and non-emergency police response to incidents such as motor vehicle collisions, crimes in progress, breaches of peace, and assisting persons in need. Oftentimes the patrol officer is the first point of contact for the public seeking information or services from the Town government. As community caretakers, patrol officers often link citizens to the multitude of other service providers available at the local and state level. Patrol Officers are the first responders for all medical calls in Greenwich and as such almost all of them are certified and equipped as Emergency Medical Technicians. The primary purpose of the patrol officer is to protect life and property, as well as maintain the peace. In addition to reactive response to incidents, patrol officers attempt to proactively address community concerns such as traffic conditions, crime prevention and neighborhood quality-of-life issues. The Patrol Division, commanded by a Captain, consists of over 90 officers and is broken down into 4 patrol squads, each led by a Lieutenant and 3 Sergeants.
Uniform Classification of Offenses 2016-2017 2015-2016 2014-2015 Total Cleared Total Cleared Total Cleared Arson 1 0 1 0 0 0 Assault – Aggravated 6 5 5 4 6 5 Assault – Simple 25 22 25 20 39 32 Auto Theft 49 6 40 5 35 6 Burglary * 66 19 65 10 74 9 Larceny ** 264 48 291 34 329 48 Larceny from vehicle 67 7 36 2 54 1 Homicide 0 0 1 1 0 0 Robbery 8 3 7 1 7 5 Sexual Assaults 1 1 2 0 5 3 Sex Offenses 3 1 6 3 5 5 Totals 490 112 479 80 554 117
Clearance Rate: 22.80% 16.50% 21.11% *Includes Residential, Commercial and Attempts. ** Includes Larceny, ID Theft, Fraud, Prescription Fraud, Bad Checks, Embezzlement, Forgery
Incidents - Other 2016-2017 2015-2016 2014-2015
Missing Persons Reported 48 50 49 Missing Persons Located 48 50 49 Sudden Deaths Investigated 51 42 39 Suicides, Attempts Investigated 19 12 22
Classification of Arrests 2016-2017 2015-2016 2014-2015
Aggravated Assault 11 10 4 Arson 2 2 0 Auto Theft 15 7 4 Burglary 60 17 18 Criminal Homicide 0 1 0 Disorderly Conduct 140 134 124 Domestic Violence 99 92 89 Driving While Intoxicated 91 86 86 96
Embezzlement and Fraud 2 1 0 Family Offense – non-violent 13 9 12 Forgery and Counterfeiting 23 16 1 Larceny 115 56 82 Liquor Laws 1 0 0 Motor Vehicle Violations – Summons 6,148 7,336 10,060 Narcotic Drug Laws 81 28 53 Other Assaults 33 17 18 Robbery 9 7 2 Sex Offense 1 4 0 Sexual Assaults 0 0 1 Weapons – Carry, Possession, etc. 17 4 2 All Other Offenses 223 178 191
Totals 7,084 8,159 10,747 Miscellaneous 2016-2017 2015-2016 2014-2015 Arrests for Other Jurisdictions 34 34 24 Casualties (Non-Vehicular) 4,395 4,360 4,210 Doors/Windows Found Open 95 126 97 Miscellaneous Public Assistance 177 311 282 Reports for Other Agencies 15 50 68
PROFESSIONAL STANDARDS DIVISION
The Professional Standards Division is under the command of the Deputy Chief of Police who oversees both the Community Impact Section and the Training Section. During the 2016-2017 fiscal period, the Professional Standards Division continued to oversee the monthly updates to the Unified Policy Manual that were instituted by the Policy Review Committee. Upon approval of the Chief of Police, the changes were distributed electronically to all personnel. The Professional Standards Division responded to seventy- nine (79) pieces of civilian correspondence concerning officer conduct and behavior. Seventy (70) of the total number received were complimentary and nine (9) required follow-up. In addition, fourteen (14) Civilian Complaints were investigated and seven (7) Internal Affairs Investigations were conducted. During fiscal year 2016-2017 the Police Administration made significant changes to the policies and procedures involved in the hiring of off-duty police officers for extra-duty assignments. These changes have enhanced the administration’s oversight of these assignments and, through the implementation of an administrative fee, the Town has received additional income. A portion of this revenue is used to fund the part-time civilian position that was created to manage this operation. During this fiscal year the Town billed a total of $4,905,832 for off-duty services. After the officers were compensated, the revenue to the Town was $344,709.
After an examination process, a total of eleven (11) new entry level police officers were hired and one civilian Public Safety Dispatch Telecommunicator was also hired. As a result of retirements one Lieutenant was promoted to the rank of Captain, four Sergeants were promoted to the rank of Lieutenant and four officers were promoted to the rank of Sergeant. Many other Premium Pay Positions, such as Detective and Master Police Officer were also filled.
COMMUNITY IMPACT SECTION
It is the goal of the Community Impact Section (CIS) to “bridge the gap” between the citizens of Greenwich and their Police Department. To better serve the community, we strive to increase communications between
97 the Department and residents of the Town’s many diverse neighborhoods. The Section conducts many different types of criminal investigations as well.
The Community Impact Section’s responsibilities include performing security surveys, security and threat assessments, crime prevention and crime analyses. The CIS also coordinates the services of various government and private agencies in an effort to resolve identified problems within the community such as neighbor disputes, Greenwich Housing Authority issues, hoarding problems and other quality of life matters. The CIS conducts the Citizen’s Police Academy (CPA), the Youth Citizen’s Police Academy, the Women’s Self Defense Class (WSD), and the Community Emergency Response Team (CERT).
The Section is currently staffed by one Sergeant and two Community Impact Officers (CIO). Each CIO is responsible for one half of the Town and serves as the Department’s liaison within the Community and Police Partnership (CAPP) Program. The CAPP groups consist of Greenwich residents and business owners.
Following is a listing of 2016-2017 Community Impact Section activities:
Arrests performed 16 Arrest Warrants completed 7 Building tours 34 Burglary/Security Assessments 60 Citizen Police Academy Session 2 Community Meetings Attended 76 Criminal Investigations 77 Ex-parte Search Warrants completed 11 Initiatives (flyers, brochures for community) 26 Interviews/Interrogations 17 Neighborhood Issues/Disputes/Civil Matters 75 Police Applicant Background Investigation 6 Special Events 47 Surveillance Details 15 Women’s Self Defense Course 2 Youth Citizen Police Academy Session 1
TRAINING SECTION
The Training Section is responsible for providing all in-house training to our police officers as well as researching, evaluating and recommending all external training that officers request or are required to attend. The Training Section is currently staffed by two sergeants.
During the 2016-2017 fiscal year, seven (7) new officers were hired. Of the newly hired officers six (6) completed training at the Connecticut Police Academy in Meriden, CT, and one completed training at New Britain Police Department Academy in New Britain, CT.
Connecticut police officers are required by the Police Officer Standards and Training Council (POSTC) to attend 28 hours of mandated training and 32 hours of elective training for a total of 60 hours of continuing education every 3 years in order to maintain their police certification.
The mandated training topics are Firearms (9), Rape Crisis (2), Domestic Violence (2), Human Relations (3), Juvenile Matters (1), Police and the Law (7), Patrol Procedures (2), Gang Violence (1), Bigotry and Bias Crimes (1).
The elective training topics include: Police Ethics, Practical Police Skills, Human Relations, Criminal Investigations, Patrol Procedures, Supervision, Middle Management and Executive Management. 98
The mandated training also known as Fairfield County Regional Review Training was held at Western CT State University and University of Bridgeport. This training was coordinated by training officers from the Fairfield County Police Training Officers Association.
Additional certifications and/or re-certifications for officers and supervisory staff were completed in the following areas: Firearms Qualification, Emergency Medical Technician, Emergency Medical Responder, Automated External Defibrillation unit, NCIC/ COLLECT system users, Electronic Control Devises, and Draeger 9510.
Supervisors and officers completed FEMA offered training courses applicable for law enforcement such as Incident Command System and National Incident Management System, which are now part of the POSTC curriculum. It is the national standard which First Responders use across the country.
The Greenwich Police Department Training sergeants continue to be active members of the Fairfield County Police Training Officers Association. This organization founded in 1985 consists of training officers from law enforcement agencies located in Fairfield County, currently representing twenty seven (27) different police departments which include municipal, city, environmental transit, and university agencies. The Association’s goal is to ensure that training offered to its police officers remains current, timely, professional and safe. As n off shoot of its parent agency, the Fairfield County Chiefs of Police Association, it coordinates and funds POSTC certification for the member agency’s police chiefs.
The Greenwich Police Department hosted training classes that included Latent Prints & Negative Testimony, Supervisor/Subordinate Relationships, Management & Intervention and HIDTA Criminal Patrol & Hidden Compartments.
Several outside agencies such as Red Cross, United Way, Boy Scouts of America, Greenwich Board of Education, US Power Squadron, Coast Guard Auxiliary and AAA, held meetings and training in our facility.
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DEPARTMENT OF PUBLIC WORKS ADMINISTRATION
2016-2017 2015-2016 2014-2015 Budgeted Personnel: Full-Time 5 5 5 Perm. Part-Time 0.7 0.7 0.7 Total Personnel: 5.7 5.7 5.7
Expenditures: Current $619,133 $657,940 $594,509 Capital $0 $0 $0
Total: $619,133 $637,940 $594,509
Revenue: $0 $310,054 $0
The Department of Public Works (DPW) was established on January 1, 1940, under the provisions of the 1939 Reorganization Act, and is organizationally under the control of the First Selectman. The Department is directed by the Commissioner of Public Works who has charge of all matters involved in the development, construction, maintenance and repair of the physical properties of the town, except for school property.
The Department’s functions are distributed across six divisions: Engineering, Highway, Waste Disposal, Building Construction and Maintenance, Building Inspection, and Sewer, with all being supported by DPW Administration. DPW furnishes administrative and technical support to the following: Board of Selectman, Condemnation Commission, Flood and Erosion Control Board, Planning and Zoning Commission, Police and Fire Departments and other town departments. Additionally, DPW works closely with the Board of Estimate and Taxation, Representative Town Meeting, and many citizen committees and neighborhood associations.
Every year in DPW is a very active and productive year, and each annual report strives to include items of major interest.
TOWN AID ROAD GRANT
Under this program, the town received $748,741 from the state. These funds supplement the Highway Division's Asphalt Paving Program.
ENGINEERING
Division staff had over 40 projects under active management, from design to construction administration to inspection services. Projects included the Binney Park Dredging project, and drainage system improvement design and construction, including a major storm drain replacement on Mason St., Church St., Sherwood Rd., and Route 1, as well as in Old Greenwich on Sound Beach Rd., Arcadia Rd., Park Ave., and Highview. Our local bridge program which includes inspections, scour repairs, and rehabilitation/replacement continues to be very active. Engineering continued to work with the cooperatively with several other agencies, including Western Connecticut Council of Governments (WestCOG – formerly known as the Southwest Regional Planning Agency or SWRPA), CTDOT, and the Army Corps of Engineers on a range of projects, tracking funding opportunities wherever possible.
100 HIGHWAY
Division staff continued paving and roadway repairs that included 24.25 miles of roadway and one Board of Education parking lot. Highway also continued its work maintaining sidewalks, curbs, storm drains, guard rails, pavement markings, signs, street sweeping, leaf collection, and snow and ice control, as well as other services to maintain Town infrastructure. Staff have continued installing audible pedestrian signals at key signalized intersections to aid the visually impaired, upgrading traffic loops to a 360-degree panoramic video detection system, and performing ongoing maintenance activities.
WASTE DISPOSAL
The Town continued to manage contracts for yard waste removal, bulky waste removal, operation of the recycling drop-off center, and solid waste management. The Division continued to find single stream recycling to be very successful, with the overall recycling rate averaging over 40%, one of the highest rates in Connecticut. Work on the Holly Hill Master Plan was again delayed, with sewer and stormwater work being put off into a future fiscal year. Participation continues in the regional Household Hazardous Waste Day group, where Greenwich and several other towns each hold one event in their respective towns, allowing any resident of the group to bring waste that day.
BUILDING CONSTRUCTION AND MAINTENANCE
FY 16-17 was an active year. Highlights for this year include the completion of the Central Fire Station with the move of Fire Administration and Fire Operations from Holly Hill Lane and Horseneck Lane, respectively, back to Havemeyer Place; on-going renovations at Town Hall and the Senior Center, mothballing portions of the Pinetum Greenhouse; construction of a new employee restroom at the Pinetum Garage, and conversion of the Cos Cob Fire Station Dormitory back to an exercise room. Town Hall work included the completion of renovations of the Human Services Department as part of a multi-year phased renovation of the department. The Senior Center saw the completion of a new exterior access ramp, as well as a new ground floor activity room. This year also saw the start of construction on the buildings and pool at Byram Beach Park.
BUILDING INSPECTION
Business continued to increase for this Division, with building permits totaling 2,323, the fifth straight year with a permit volume over 2,000. Total permits (including building, demolition, special event, and trade permits) topped 7,008. Revenue in FY 16-17 was $5,533,801. This is approximately a 1% increase in revenue from FY 15-16. The Division’s inspection staff continued to be extremely busy with a wide range of construction projects throughout the Town.
SEWER
Like the rest of DPW, Sewer was also very busy with a range of projects at the plant and in the collection system. The Grass Island Wastewater Treatment Plant Final Settling Tank Upgrade Project construction continued; the Grit Improvement Phase 1 project design was completed and bid; and the Supervisory Control and Data Acquisition (SCADA) System Upgrade project design was completed, the project was bid and awarded. The Ballwood Road, Heusted Drive and Meadow Place Pumping Stations Rehabilitation Project construction efforts commenced. This project includes work to bring the stations into compliance with the current FEMA flood elevations and reduce the likelihood of future damage to these critical elements in our system. The Sewer Division completed a significant sewer rehabilitation project of four sections of a sanitary sewer main on Field Point Road to Horseneck Lane including through private property and underneath the culvert and railroad bridge. Design work for the next phase in the Old Greenwich Common Force Main Rehabilitation (which includes 3 segments) was completed, the project was bid and
101 awarded. Construction is scheduled to be completed the end of 2018. Design efforts will continue on other projects in the Sewer Division, such as sewer rehabilitation and projects at the WWTP.
GREENWICH HIGH SCHOOL SOILS REMEDIATION
DPW continued its work on the Greenwich High School soils remediation project in this fiscal year. Groundwater monitoring continued, showing no off site impacts. Work was ongoing with the regulatory agencies to obtain approval for the remaining remediation phases, and the project moved into the Connecticut Department of Energy and Environmental Protection’s (CTDEEP) Voluntary Remediation Program.
OTHER OPERATING PROJECTS
DPW continues to use several software applications to track data related to the maintenance of the Town’s infrastructure. These applications include Lucity, our Asset Management Software, which tracks Town assets for the Sewer Division, the Highway Division and the Highway Traffic Operations Division; Waste Works, which tracks incoming and outgoing materials at the Holly Hill Transfer Station; and the BC&M Work Order System, which tracks the maintenance costs and labor for all Town-owned buildings. Work continued to optimize these systems and expand their use where possible. DPW also continued implementing its part of the Town’s electronic document management system (EDMS), OnBase. This is a large undertaking that requires coordination not just within DPW, but across Town departments. Its use allows room to be freed up as records storage is pared down or moved offsite to a secure location. Finally, the Building Inspection Division continued its work to address its permitting system needs, aided by staff in the IT Department.
SUMMARY
DPW continues to play a very active and productive role in keeping Town infrastructure in good condition, supporting the Town’s quality of life. As residents, we frequently take for granted well operated wastewater treatment plants, well maintained storm drain infrastructure, well-marked and good quality roads, working traffic signals and signs, plowed streets, handsome town buildings, and the like – we don’t realize the amount of work and investment involved in keeping up all these systems. DPW staff are out in all weather and all times of day keeping this infrastructure working and safe. It is a privilege to work with the staff in this Department and see their accomplishments building over time.
Amy Siebert Commissioner of Public Works
102 DEPARTMENT OF PUBLIC WORKS ENGINEERING DIVISION
2016-2017 2015-2016 2014-2015 Budgeted Personnel: Full-Time 11 11 11 Perm. Part-Time 0 0 0 Total Personnel: 11 11 11
Expenditures: Current $1,025,450 $950,715 $1,011,497 Capital $616,445 $1,334,996 $4,633,489
Total: $1,641,895 $2,285,711 $5,644,986
Revenue: $609 $8,551 $836
The Engineering Division has 10 full-time staff positions: six Civil Engineers, one Engineering Technician, one Engineering Inspector, one Traffic Operations Coordinator, and one Administrative Assistant. NOTE: The Traffic Operations Coordinator salary is currently budgeted under the Parking Fund (G318). Engineering Division capital expenditures and revenue generation are captured under both the figures above and in Highway Division figures, as a result of the Town’s accounting system.
The Division has responsibility for the planning, design and construction administration of capital improvement projects and for providing professional engineering services for comprehensive reviews and reports on private development plans submitted to the Town’s Land Use Commissions (IWWA & P&Z). The Engineering Division also coordinates with the Planning and Zoning Commission on various neighborhood master plans. The Engineering Division handles traffic engineering, including capital project design and construction, coordinating with Highway and others to arrive at maintainable, practical, and safe designs.
Major services provided by the Engineering Division include project management, design, inspection services, and engineering reviews of major Town-funded construction projects. Additionally, the Division completes bridge inspections and storm water designs, and provides support to the Flood and Erosion Control Board. Services to the public include responding to complaints and inquiries concerning the Town’s roadway and drainage systems and providing information on engineering plans and other records kept by the Department.
Engineering receives numerous traffic inquiries from the public and other Town Departments. These inquiries are then investigated, accident reports are reviewed and analyzed, drawings and diagrams prepared, traffic counts obtained, field and sight distance measurements taken, and observations of traffic flow performed. The Division continues to follow the guidelines set by the MUTCD along with many reports such as the First Selectman’s Pedestrian Safety Committee Sidewalk Criteria, Traffic Safety Study, Bicycle Master Plan and Town-wide Traffic Calming program.
CAPITAL PROJECTS SUMMARY Stormwater Management Mason St, Church St, Route 1 & Sherwood: Work continued on a major drainage system upgrade project at this location. Numerous unforeseen utility conflicts have impacted the schedule of the project and added complexity to the construction. The drainage piping installation on Mason and Church St. has been completed with work on Route 1 and Sherwood anticipated to be completed in the late fall 2017. Final restoration and paving is anticipated to be completed by the summer of 2018.
103 Binney Park Sediment Study & Dredging: The project was bid in the spring of 2017 with construction scheduled to start in the summer of 2017. The majority of the work is anticipated to be completed by late fall 2017 and final landscaping and restoration to be done in the spring 2018. Storm Drainage System Inspection: A requirement of the new MS4 permit, DPW continues to inspect and map the storm drain network. As the Town identifies areas of concern with the network, in-house designs are completed and construction is undertaken. Byram River Feasibility Study: The feasibility study has seen significant delays due to staffing and budget challenges with the Army Corps of Engineers (ACOE). Multiple design alternatives have been explored and cost benefit analysis has been completed. A public meeting is to be scheduled for the fall of 2017 and the draft report is anticipated to be released in 2018. Phase 2 stormwater compliance activities / Town Drainage manual: Changes to the Town’s MS4 Permit, which governs the Town’s stormwater program, were released in 2016. These changes significantly increase requirements for review, inspection, and documentation that may present the need for additional staffing. Old Greenwich Drainage Design: Arcadia/Sound Beach/Park/Highview: The project was bid in the early spring 2017 and construction was started in June after school was out. The project includes a significant upgrade to the drainage network by the installation of larger piping. The project has been set up in phases and is anticipated to be completed by Fall 2018, including all final restoration. Strickland Brook / Cos Cob Preliminary Drainage Design: The preliminary design work on the modeling and creating alternatives was started in early 2016. The project will explore alternatives to improve the drainage in the Cos Cob neighborhood. A public meeting will be held in the winter 2017/18 to obtain additional feedback and discuss alternatives. The design process is anticipated to take about 18-24 months with construction anticipated to start in the summer of 2019.
ROADWAY INFRASTRUCTURE
Byram & Frontage Road: Intersection and roadway improvements design was completed and the project is awaiting construction grant approval from CTDOT. Bridge Inspections – Local Bridges: Engineering staff coordinated consultants to review local bridge conditions through field inspections, using the results to further develop the Bridge Maintenance Improvement program forecast. Bridge Maintenance Improvements: Engineering designed numerous minor bridge maintenance repairs, which were implemented through service agreements, thus helping to maintain the bridges at acceptable condition indices. Brookridge Drive Bridge: Bridge construction was completed in the fall of 2016. Brookridge Drive was scheduled to be repaved in 2017. Oneida Drive Bridge: Design plans were prepared with an anticipated completion date of late fall 2017. The project is scheduled to be bid in January 2018 with construction starting in spring 2018. Lake Ave and Lower Cross Road Intersection Improvements: Design work was completed, and the project bid, with construction scheduled for Spring 2018.
PARKS AND OTHER TOWN FACILITIES
Holly Hill Master Plan: The various elements of the master plan are on hold given financial constraints. A preliminary dredging plan for the small pond on Tom’s Brook was completed and will be moved to final design and construction funding in FY17/18. S. Water Street Park at the Pump Station: The Town sewer pump station parcel on S. Water St. was designated in the Byram Master Plan as a park location. The pump station improvements were completed in summer 2016 and the park construction started in Spring 2017. The park was substantially completed by the end of June 2017. The site has landscape areas and areas of paver paths with river views for the enjoyment of the residents of Byram.
104 Old Greenwich Train Station: The CTDOT is replacing the railroad bridges that span Tomac Road and Sound Beach Avenue. Construction started Spring 2015 and is expected to continue through 2018. Engineering coordinated with CTDOT and Parking Services and will continue in that role through the project.
The Division conducted studies and reviews, prepared preliminary designs and cost estimates, coordinated grant applications and design with state agencies and private consultants for numerous multi-year projects this past year. A partial listing of these projects with estimated grant monies (received over a multi-year period) is as follows:
Estimated Design Estimated Projects & Construction Grant Costs 1. Round Hill Road Bridge Replacement (Construction $2,000,000 $1,600,000 scheduled Spring 2018) 2. Bailiwick Road Bridge Replacement (Construction $3,000,000 $2,400,000 scheduled Spring 2018) 3. CMAQ – Arch St. Corridor - Adaptive Signal Control $2,750,000 $2,750,000 (design in Progress) 4. Sound Beach Avenue Bridge & Intersection (Design in $3,000,000 $2,400,000 Progress) 5. Frontage Road Improvements (New LOTCIP Funding $1,000,000 $1,000,000 Pending) 6. Byram River Flood Mitigation Study (Feasibility $3,000,000 $1,500,000 Study) 7. Dingletown Road Bridge (Design in Progress) $320,000 $48,000 8. Oneida Drive Bridge (Design in Progress) 2,325,000 $348,750 9. CMAQ – Glenville Road Corridor (Design to begin in $2,000,000 $2,000,000 2017) 10. Sunshine Ave. Bridge (Design in Progress) $1,750,000 $875,000 11. Davis Avenue Bridge (Design to begin in 2017) $4,000,000 $3,500,000
TOTAL $25,145,000 $18,421,750
Engineering continues to have an increased responsibility in coordinating projects with the Connecticut Department of Transportation. Bridge replacement or repairs have been coordinated on many Merritt Parkway bridges and the Route 1 bridge near Hillside Road. As mentioned above, the Old Greenwich Train Station improvements are requiring staff time for coordination and public outreach, which will continue through 2018.
Engineering is committed to seeking input from the Town’s residents during the planning and design phases of capital projects. The Division will continue to strive to improve the level of services it provides the residents of Greenwich. We would like to take this opportunity to thank the many individuals, committee members, elected officials, and others who provided advice and assistance to us during this year.
James W. Michel Deputy Commissioner 105 DEPARTMENT OF PUBLIC WORKS HIGHWAY DIVISION 2016-2017 2015-2016 2014-2015 Budgeted Personnel: Full-Time: 68 68 68 Permanent Part-Time: 0 0.6 0.6 Total Personnel: 68 68.6 68.6
Expenditures: Current $7,497,360 $7,147,595 $7,190,811 Capital 12,017,612 $12,797001 $11,054,574
Total: $19,514,972 $19,944,596 $18,245,385
Revenue: $850,243 $1,126,040 $3,368,850
*NOTE: Five full-time and one part-time staff (5.7 equivalents) are paid through the Parking Fund (G318), the result of absorbing the functions of Traffic Operations by both the Highway and Engineering Divisions.
Highway Division capital expenditures and revenue generation are captured under both the figures above and in Engineering Division figures, as a result of the Town’s accounting system.
The DPW - Highway Division conducts comprehensive programs of Snow and Ice Control and Highway Maintenance of 265 miles of public roads, 30 off-street parking areas and the structures within its right-of- way including storm water drains, curbing, approximately 150 miles of sidewalk, 130 trash receptacles, provides leaf collection on public roads in R-20 building zones and below, as well as operation, and maintenance of all traffic signals and oversight for installations of signs and pavement markings. Additionally, Highway provides the same services to all Board of Education Schools and properties.
GENERAL ROAD MAINTENANCE
Leaf Collection Program: Leaf collection was performed on all public streets in building zones R-20 and below. The effort took place from November 7, 2016 – December 14, 2016 and was successful with little inclement weather that effected progress. Town forces collected a total of 31,521 cubic yards of leaves, at a total cost of $324,989. Cost includes labor and equipment, along with reduced overtime due to budget cuts.
Snow and Ice Control: The winter of 2016 – 2017 deposited 38” of snow in-Town and 42” in backcountry during 10 snow control days. There were 21 ice control days. A snow control day consists of an actual snow storm day, not including routine snow control (storm clean-up during the regular work day after a storm event) and an ice control day is the day of the actual ice storm and/or call-outs for overtime for ice control such as snow removal, additional sanding or salting of roads, etc. (This does not include routine ice control during regular working hours). Snow and Ice Control operations encompassed 16,410 cubic yards of snow removal from the business districts for the convenience of pedestrians and motorists, the procurement of 8,051 tons of salt, 8 cubic yards of sand/salt mix, 10.55 tons of deicer, 20.59 gallons of liquid deicer, hired equipment and the wages of temporary and Town personnel for a total expenditure of $1,188,008.
Highway Materials: Various materials and supplies, including salt, sand, stone, concrete drain pipe, catch basins, manholes, masonry supplies, concrete, asphalt patching material, small maintenance tools, etc. were
106 purchased to accommodate Highway’s aggressive infrastructure maintenance and repair programs at a material cost of $637,871.
CAPITAL IMPROVEMENTS
Asphalt Paving Program: 24.25 miles of road and 1 Board of Education parking lot received asphalt overlay. Cutler Road was renovated by a new process to Greenwich. The roadway was reclaimed and asphalt applied. The process involves large reclaiming machines which pulverize the road, then the road was regraded, rolled and new asphalt installed. Our hope is that the new road will last significantly longer than overlay. Another test case was Bedford Road, where a portion of the road was hot-in-place reclaimed and overlaid. Both processes have potential of increasing life span of the pavement and eliminating costly milling and contributing to a greener, sustainable approach to Asphalt Paving. Cost of asphalt, roadway milling and roadway reclaiming was $4,071,860.
Utility excavations and installations for the benefit of homeowners, commerce, and providing safe utility service connections in the Town right-of-way, affect Town roads. Utility companies were responsible for the resulting repairs. An estimated 1,400 Tons of asphalt repair was undertaken and paid for by said utilities. This contributed to improving the road network by defraying cost that would otherwise eventually become part of the Asphalt Paving Program. Also, the State-Town Aid Grant funded $748,741. of this program. Together, Highway Division officials and the Town’s funding authorities have worked to continually improve the road network. We have constantly improved the PCI rating, making a significant budgetary investment in the system. Our goal continues to be to improve sub-standard roads and keep good roads good. This effort is always being challenged by the effects of weather, Town-wide construction activity, and continuing upward pressure on prices of material. 2016 Roadway Survey results indicate budget levels ill need to increase to keep pace with predicted roadway deterioration rates.
Micro-Surfacing and Crack Sealing: 3.16 miles of roadway was treated with Micro-Surfacing at a cost of $153,032 and 9,830 lbs. of crack seal was applied to various roads by private vendor and Town forces at a cost of $15,920 to help preserve and extend the life of the roadway wearing surface.
Sidewalks and Curbing: Sidewalk improvements, installation and reconstruction - 34,569 s.f. of sidewalk, 11,193 l.f. - granite and concrete curb, 3,811 s.f. – handicap ramps, with ADA tiles, 19,412 s.f. - residential ramps, 5,287 s.f. - commercial ramps and 8,680 s.f. of asphalt road repair/restoration at a cost of $1,411,148., as follows:
Bote Road, Granite Circle Canterbury Drive, Granite Circle Dayton Avenue, east and west side Julian Curtis School Lockwood Lane Orchard Street from Indian Rock Lane to Valleywood Road and Valleywood Road to Sinawoy Road Partridge Hill Lane, Granite Circle Senior Center, Greenwich Avenue, Curb, Sidewalk and Driveway Sinawoy Road from East Putnam Avenue to Taylor Drive; Taylor Drive to Field Road; Field Road to Ridge Road; Ridge Road to Jackson Street, Jackson Street to Orchard Street Sheephill Road from #98 to Lakeview Drive Swan Terrace, Granite Circle West Elm Street, south side Storm Drains: Installation of 2,696 l.f. of drainage improvements were accomplished at a cost of $213,675., as follows: Brookside Drive 107 Club Road Cutler Road King Street, area of 1381 – Emergency Repairs Lake Avenue, from #849 – 857 Lake Avenue, #995 Rapids Lane South Water Street Tod Lane Upland Drive
Maintenance of Bridges, Walks Guard Rails, etc.: Byram River Flood Control vegetation maintenance; guard rail/fence rehabilitation and maintenance of outside lighting were completed at a cost of $265,550.
Board of Education Infrastructure Maintenance: The Highway Division provides infrastructure maintenance at Board of Education properties including roadway sweeping, line striping and patching on a routine basis. Most of this maintenance, except that of an emergency nature, is compressed into the short span of summer break. Projects included GHS Emergency Access Road paving and Julian Curtiss School Paving Prep, at a cost of $64,431.
Equipment Purchased: 3 – Dump Trucks = $579,297.00 1 – Sidewalk Snow Plow = 158,086.00 1 – Loader = 182,178.00 3 – Pickup Trucks = 141,303.00
Traffic Signals: The Highway Division is responsible for installation, operation, and maintenance of all traffic signals, as well as the oversight for new installations of signs and pavement markings located on the Town’s 265 miles of roadway. Traffic operated and maintained sixty-three (63) traffic signals, twenty- eight (28) of which are located on U.S. Route 1 and five (5) flashing beacons. Twenty-four hour emergency repair service is provided for all traffic signals to maintain public safety.
Traffic Signal Fiber Optic Upgrade: The Town’s 30+ year old traffic communications network is being replaced by an advanced fiber optic network. This will allow for faster and more reliable communication between traffic signals, resulting in more efficient traffic flow throughout Town. Phase I of this project was complete in 2016-2017 at a cost of approximately $240,000.
Traffic Signal Maintenance: The Highway Division executes an ongoing Capital Improvement Project for the maintenance and installation of new traffic signal equipment including, but not limited to; vehicle detection cameras, pedestrian signal equipment, advanced traffic controllers, communication networks and many other appurtenances required to run an efficient and safe traffic signal network. Following is a summary of new and upgraded equipment installed during fiscal year 2016-2017 at an approximate cost of $132,000.
New 360o Panoramic Vehicle Detection Cameras: US1 @Orchard Street/Mead Avenue US1 @ Maher Avenue US1 @ Valley Drive Mason Street and Havemeyer Lane
Audible Pedestrian Signal:
US1 @ Sound Beach Avenue
108 Pedestrian Crosswalk RRFB (Rectangular Rapid Flashing Beacon):
Lafayette Place @ Volunteer Lane Sound Beach Avenue @ St. Clair Avenue
Signs: Traffic sign work orders are generated by requests from residents, as well as other town departments. Work orders may include new sign installations, repairs, relocations, removals, and also custom fabrication of new signs. Sign work completed is summarized below:
Resident Complaints: 45 (9%) Corrective Repairs: 69 (15%) Preventative Maintenance: 148 (31%) Requests from Town Depts.: 215 (45%)
Total Work Orders Completed 477
Pavement Markings: Below is the breakdown of the pavement markings installed on public roads during 2016-2017, as well as the painting done on town-owned parking lots at a cost of $153,000:
Public Roads Parking Lots 155,141 l.f. Yellow Centerlines Greenwich Avenue, On-Street Parking 70,539l.f. White Edge Lines Railroad Avenue, On-Street Parking 7,392 l.f. Crosswalk Lines West Putnam Avenue, On-Street Parking 1,424 l.f. Stop Lines Grass Island Sewer Plant 1,865 l.f. Legends and Symbols Police Station Parking Garage Julian Curtiss School 236,361 l.f. TOTAL – l.f.
SUMMARY
The Highway Division is continually engaged providing services and maintenance to the Town year-round. There is never a slow period, as our mission is driven by seasons, winter weather, spring/summer/fall maintenance programs and leaf collection in the late fall.
The Division continues aggressively working to complete many beneficial projects to maintain the Town infrastructure. The Asphalt Paving and Highway Maintenance Programs resulted in 24.25 miles of new pavement, 3.16 miles of surface treatments, 11,000 l.f. of curbing, 34,000 square feet of sidewalk, 2,600 l.f. of drains and repaving/curbing at Julian Curtiss School, helping us attempt to maintain the overall pavement condition index as per plan.
The Highway Division continued to provide excellent service, with many accomplishments, attributed to our dedicated staff and effective management.
Joseph P. Roberto Highway Superintendent
109 DEPARTMENT OF PUBLIC WORKS WASTE DISPOSAL DIVISION 2016-2017 2015-2016 2014-2015 Budgeted Personnel: Full-Time: 6 6 6 Permanent Part-Time: 0 0 0 Total Personnel: 6 6 6
Expenditures: Current $5,801,291 $5,738,614 $5,330,220 Capital $11,500 $0 $88,300
Total: $5,812,791 $5,738,614 $5,418,520
Revenue: $518,213 $639,093 $645,916
The Waste Disposal Division of Public Works provides solid waste disposal services to the public. Services provided include: disposal of solid waste materials - regular household and commercial trash, oversized bulky waste (construction & demolition material), organic waste (yard waste), single stream recyclables, other recyclables, and household hazardous waste.
The charts below list waste tonnage amounts and costs for the last three years:
FY 2016-17 FY 2015-16 FY 2014-15 Municipal Solid Waste (tons) 36,331 36,486 35,570 Organic Waste (Yard Waste) 6,928 7,622 6,173 Organic Waste (Leaves) 6,938 5,916 6,566 Oversized Bulky Waste (C&D) 9,071 9,517 8,662 Total (tons) 59,268 59,541 57,531
Municipal Solid Waste $3,811,830 $3,956,393 $3,671,830 Organic Waste (Yard Waste) $220,864 $242,979 $196,785 Organic Waste (Leaves) $192,416 $163,948 $183,172 Oversized Bulky Waste $693,944 $709,988 $643,953 Total $4,919,054 $5,073,308 $4,695,740
Municipal Solid Waste (MSW) disposal costs have decreased from $108.44 / ton in FY 15-16 to $104.92/ ton in FY 16-17. This per ton charge is all-inclusive (per ton disposal fee and monthly management fee). The MSW tonnage transferred and transported to local waste-to-energy plants in the area by our contractor, City Carting, was down by 155 tons of the prior fiscal year’s quantity. Single stream recycling (SSR) and economic factors continue to play a significant role in controlling MSW tonnages. In FY 16/17, SSR had decreased 563 tons from FY 15/16 for a total of 13,980. Our recycling programs (SSR, scrap metal, and electronics) brought in a total of $151,797 in recycling rebates in FY 16/17.
The move to single stream recycling has had significant cost savings for the Town. Had the recyclables been thrown away as MSW, the cost to Greenwich taxpayers would have been (per ton disposal fee and monthly management fee) approximately $1.8 million dollars.
110 Residential drop off for MSW in FY 15/16 was 8.7% and remained the same in FY 16/17. The total MSW tonnage was 4,393 tons at a cost of $442,524 (per ton disposal fee and monthly management fee). Residential drop off for Single Stream Recycling in FY 16/17 was 8.7%, 1,714 tons at a rebate of $12,850.
Ongoing customer traffic continues to stress the site and staff at Holly Hill as we strive to keep all visitors safe and all materials flowing efficiently, particularly on Saturdays. This increased traffic also impacts the local Byram & Chickahominy road network.
For the fiscal year, the average recycling rate among all 25 licensed waste haulers was 39.0% (the ratio of SSR to MSW delivered to the site). The Town’s overall recycling program continues to be one of the strongest in the state, recycling an average of over 40% of the total waste stream for FY 16-17. The program continues to go in the direction we are looking for - increased recycling volume as we look to reduce MSW volume.
Electronics, waste motor oil, anti-freeze, propane gas tanks, Freon (air conditioners, dehumidifiers and refrigerators), fluorescent light bulbs, tires and household & rechargeable batteries continue to be collected in quantity over the course of the year. A mattress recycling program has also been added to the site.
Town vehicles, primarily from Department of Public Works and the Department of Parks & Recreation, delivered a total of 13,823 tons of bulky waste (yard waste/leaves/logs or construction & demolition debris) at an approximate removal cost of $410,000.
The Greenwich Housing Authority delivered 462 tons of materials FY 16/17 for which no revenue is collected. This is an increase of 211 tons as compared to the FY 15/16 total of 251 tons.
Leaves were transported out of town by Royal Environmental at a cost of $192,416 (6,938 tons), an 8.5 % increase from the previous year’s cost of $163,948 (5,916 tons). This represents leaves delivered to Holly Hill both through public leaf collection and private contractors and landscapers as well as leaves transported from the Old Greenwich leaf consolidation site. A dry summer and fall season certainly has an impact on the cost of removal for leaves as shown in years past.
Our household hazardous waste day event this year on 6 May, 2017 saw 419 cars from Greenwich and 40 from out of town and delivered 579 whole units and 285 half units that cost the Town $19,743. This event was held at the Island Beach Parking Lot. Common materials such as flammables, corrosives and toxics were collected and properly disposed of at approved sites. We continue to be part of an agreement which allows Town residents to dispose of these materials at other participating Fairfield County Household Hazardous Waste Days across the calendar year.
The new Bulky Waste / Construction Demolition contract allows this transfer station to separate materials such as asphalt, stone, brick and concrete to be recycled. The old contracts allowed for such materials to be removed with the loose construction and demolition debris at a higher cost for removal. 1,024 tons of this material was recycled with a savings of $34,960. Street sweeping and vacuum truck material from the town’s catch basins are dropped at the Holly Hill facility by the Town Highway Department. Unfortunately, such material cannot be recycled and is delivered to a landfill. In FY 16/17, 2,287 tons of this material was delivered to the Holly Hill Transfer Station with a disposal cost of $187,000. This is almost a 400-ton increase from FY 15/16. While disposal volume and cost may be increasing, sweeping of our roads and maintaining our catch basins throughout the town, helps with storm water pollution prevention. This results in cleaner streams, rivers, ponds, wetlands, and benefits Long Island Sound.
Patrick Collins Environmental Operations Manager
111 BUILDING CONSTRUCTION AND MAINTENANCE DIVISION
2016-17 2015-16 2014-15 Budgeted Personnel: Full-Time: 23 23 22 Permanent Part-Time: 6.9 6.9 7.3 Total Personnel: 29.9 29.9 29.3
Expenditures: Current $3,951,065 $3,661,282 $3,994,760 Capital 10,396,849 $11,901,243 $4,473,856
Total: $14,347,914 $15,562,525 $8,468,616
Revenue: $6,135 $50 $0
The Building Construction and Maintenance Division (BC&M) is responsible for the administration, planning and execution of all construction and maintenance activities for town owned buildings except marine docking facilities and buildings assigned to the Board of Education.
In FY 2016-2017, the Division received 526 individual work requests that had an average response time (reception to completion) of 7.8 days. This is an increase in response time from last year of .5 days and can be attributed to work completed on 4 capital projects.
The Division allocated a total of 6,878 labor hours on 20 separate capital work orders where BC&M is directly supporting that work with its own staff. In addition to the individual work requests received, the Division also completed 293 preventive maintenance and cost center work order tickets with multiple monthly occurrences. Sometimes forgotten and overlooked are the Town administrative functions BC&M supports such moving election machines and setting up polling places (449 hours), supervising evictions (37 individual evictions) and repairing bus stop benches (332 hours).
The distribution of the Division’s cost in non-capital project labor, material and service for this past year by department is as follows:
BC&M 15/16 Distribution of Labor & Vendor Cost
Social Other DPW Commision Services 2% 17% On Aging 7% 9% Fire 9% GEMS 2% Fleet 1% Police 13% P&R RR 0% 20% 20%
Note: The large capital projects are not included in the above pie chart because their dollar values artifically inflate the results. 112
During the past year, the Division was involved with several large construction projects. The construction of the new Central Fire Station reached the 97% completion with the building receiving a full certificate of occupancy in April 2017. Fire Administration moved out of leased space at Holly Hill Lane and back into the new building in December 2017 and Fire Operations completed their relocation into headquarters in mid-April 2017. The temporary fire station on Horeseneck Lane was mothballed and will be used for the renovation of the Byram Fire Station.
August 2016 saw the groundbreaking for the new pools in Byram Park. As of June 2017, the project continues to make progress with all the buildings and pool structures at 60% complete. The target date for opening of the new pools is June 2018.
Also in the Fall of 2016, the Grass Island Locker Building Replacement project got underway. The old building was partially demolished and piles for the new structure were installed. This new building is compliant with the FEMA flood elevation and its main floor stands 6’ above the boat yard parking area. Construction will continue on this project to January 2018.
The Division continued its program of rehabilitation of interior space within Town Hall and the Senior Center. During this past year, the multiple phased rearrangement of the Human Services Department at Town Hall was completed after two years and 15 individual construction phases. At the Senior Center, the project to create a new ground floor activity room was completed as was the new exterior access ramp.
The majority of the work to plan and rehabilitate office space within Town Hall and the Senior Center as described above is executed by our internal Division manpower with the support of external specialty contractors. All this work was completed in conjunction with our normal demands for maintenance.
During 2016-17, the Division has initiated or completed several other capital projects; mothballing of a portion of the Pinetum Greenhouse, constructing an employee’s restroom in the Pinetum Garage, outfitting of the Central Fire Station, close out of Holly Hill lease space, conversion of the Cos Cob Fire Dormitory back to an exercise room as well as providing design support for a potential King Street Fire Station and Byram Fire Station renovation and the preliminary planning for the replacement of the Eastern Greenwich Civic Center.
The upcoming year will continue to keep the Division fully involved. The rehabilitation of the Assistant Caretaker’s Cottage at Greenwich Point will be starting as well as the Electrical Service Upgrade at the Parks & Trees Building. The interior renovations at the Town Hall will see the start of renovations in DPW and the ground floor restrooms will get underway at the Senior Center.
The Town’s complement of professional tradesmen and administrative staff are committed to the proper and effective maintenance of the facilities.
Alan Monelli Superintendent, Building Construction & Maintenance
113 DEPARTMENT OF PUBLIC WORKS BUILDING INSPECTION DIVISION
2016-2017 2015-2016 2014-2015 Budgeted Personnel: Full-Time 16 16 16 Perm. Part-Time 0 0 0 Total Personnel: 16 16 16
Expenditures: Current $1,635,663 $1,602,073 $1,526,049 Capital $ 100,614 26,505 51,568
Total: $1,736,277 $1,628,578 $1,577,617
Revenue: 5,533,801 5,506,233 $5,016,789
PERMIT STATISTICS
No. of Building Const. Value/Estimated Permits Cost NEW STRUCTURES Residential Buildings 118 147,146,813 Non-Residential Buildings 222 32,003,048 Tents/Special Events 172 1,667,410 SUBTOTAL 512 180,817,271
ADDITIONS/ALTERATIONS Residential Buildings 1264 136,065,150 Non-Residential Buildings 387 90,415,287 SUBTOTAL 1651 226,480,437
DEMOLITIONS Residential Buildings 100 1,868,462 Non-Residential Buildings 60 551,754 SUBTOTAL 160 2,420,216
TOTAL 2323 400,266,423
EVALUATIONS AND EXPLANATIONS
The Building Inspection Division is responsible for the administration and State mandated enforcement of the Connecticut State Building Code and all other codes and standards referenced therein. These responsibilities include reviewing applications for building permits and trade permits (including monitoring other Town agency approvals prior to permit acceptance), reviewing plans for code compliance, issuing building permits (and associated trade permits), inspecting work done under said permits, monitoring building permit conditions (including other Town agency approvals) and issuing a Certificate of Occupancy/Compliance for each permit.
The Division is headed by the Building Official who is supported by the following staff members: Deputy Building Official, Building Code Engineer, (3) Electrical Inspectors, (2) Building Inspectors, (2) Plumbing/HVAC Inspectors, Program and Operations Supervisor, Plan Examiner 1, Permit Coordinator 114 and a clerical staff of four. The Division employs 2 part- time clerks who staff the Permit Records Room from 9:00-noon, Monday, Wednesday and Friday.
Revenue generated in FY 16-17 by the Building Inspection Division, increased by 0.50 % compared to FY 15-16, and totaled $5,533,801. This is the largest revenue collected since FY 07-08 and is the 3rd year in the last 4 that the value has exceeded $5 million. It is also the 4th highest total ever collected.
Building permits totaled 2,323, a 7.5% increase over FY 15-16. This represented the highest number of building permits issued since FY 07-08 and was the 4th highest total ever issued in a FY.
Addition and alteration building permits for both residential and non-residential projects totaled 1,651, an 11% increase over FY15-16. In this category, residential permits (1264) increased by 12% and was the 2nd highest total ever issued [FY 14-15 at 1270 was the highest total]. Non-residential add and alter permits (387) increased by 8%.
Building permits for new structures for both residential and non-residential totaled 340, a 5.6% increase from FY 15-16. New residential permits (118) increased by 1%, and exceeded 100 for the 4th straight year after 5 years under 100. New non-residential permits (222) increased by 8% over FY 15-16, and represented 65% of the total number of permits in this category, a 2% increase over FY 15-16.
Residential building permits [both new and add/alter] totaled 1,382, which represented 60% of all building permits, a 1% increase over FY 15-16.
Residential additions and alteration permits [1264] was the largest single permit category and represented 54% of all building permits, a 2% increase from FY 15-16.
In addition to building permits, a total of 4685 trade permits were issued in FY 16-17, a decrease of 6% from FY 15-16. This total includes electrical permits (2,103 – 5% decrease), plumbing permits (1,290 – 5% decrease), HVAC permits (1,081 – 6% decrease), and generator permits (211 - 14% decrease).
The total number of building permits (2,323), plus trade permits (4685) that were reviewed, processed, issued, and work inspected was 7,008, a decrease of 2% from FY 15-16.
Construction value totaled $409,717,924., a 2% increase over FY 15-16. This total is the highest construction value recorded since FY 07-08.
The Building Code Board of Standards and Appeals did not meet as applicants currently submit modification requests from the State Building Code to the Office of the State Building Inspector.
William Marr
115 DEPARTMENT OF PUBLIC WORKS SEWER DIVISION
2016-2017 2015-2016 2014-2015 Budgeted Personnel: Full-Time 25 25 25 Perm. Part-Time 0 0 0 Total Personnel: 25 25 25
Expenditures: Current $4,158,114 $3,888,312 $3,841,787 Capital $4,721,363 $11,877,310 $9,189,401
Total: $8,879,477 $15,765,622 $13,031,188
Revenue: $283,487 $210,196 $281,771
The Sewer Division is responsible for the operation, maintenance and repair of 185 miles of sewer lines, 28 pumping stations, over 350 individual grinder pumps currently installed in the Milbrook and North Mianus sewer extension areas, and the Grass Island Wastewater Treatment Plant, all of which must comply with federal, state, and interstate regulations.
In FY 16-17, the Sewer Division completed the following: 386 Highway Road Opening Permit Reviews/Approvals 289 Sewer Permits Issued 92 Planning & Zoning Application Reviews 25 Approvals for Grease Traps 5,144 Utility Mark Outs for the Call Before You Dig (CBYD Program) Hundreds of inflow & infiltration inspections, dye testing and sewer inspections, manhole inspections, etc. Over 3-billion gallons of wastewater are treated annually (based on average daily flow data)
The Grass Island Wastewater Treatment Plant (GIWWTP) has the permitted capacity to treat 12.5 million gallons of wastewater per day. It uses an advanced activated sludge process to remove both organic material and nitrogen, followed by ultraviolet disinfection, resulting in excellent effluent quality.
The plant’s nutrient removal process provides environmental benefits to Long Island Sound. Based on the 1990 baseline set by the State of Connecticut Department of Energy and Environmental Protection (CTDEEP), all Connecticut sewage treatment plants that discharge into waters that are tributary to Long Island Sound were targeted for reductions of 64% from the 1990 baseline nitrogen loads by the year 2014. The plant process is continually monitored to optimize nitrogen removal and efforts are ongoing to improve this process and minimize adverse effects (such as washout of solids) from large storm events. This includes using a process model to help analyze potential improvements to maximize our nitrogen removal prior to spending capital funds.
In 2016, the Sewer Division has again beat permit limit goals and received nitrogen credit monies from the CTDEEP program. Since the program commenced in 2006, the plant has removed an additional 189,435 pounds of nitrogen beyond what is required by permit. Over $825,214 in nitrogen credits has been returned to the Sewer Division budget. However, the plant’s ability to remove more nitrogen is limited, and as the permit limit has reached its low point and other plants bring their nitrogen removal processes on-line, the potential for credits continues to decrease.
116 In 2016, the Sewer Division assisted scientists and engineers from Connecticut Department of Agriculture’s Bureau of Aquaculture (CTDABA), U.S. Environmental Protection Agency’s (USEPA) New England Regional Laboratory, together with staff from the U.S. Food and Drug Administration (USFDA) Shellfish Sanitation Program in their hydrographic dye dilution study in April 2017. The purpose of the study was to collect data that will be used by USFDA and CTDABA to evaluate the impact of wastewater discharges on shellfish growing areas in Greenwich, and will help the shellfish program and regulatory agencies determine where shellfish may be safely harvested. The final results of the study may not be known for approximately 1-year. However, there is the potential that the study findings may result in additional shellfish harvesting due in part to the high performance of Grass Island’s WWWTP.
GRASS ISLAND WASTEWATER TREATMENT PLANT
In the FY 16-17 period, the Sewer Division continued routine maintenance on various process equipment components throughout the plant to maintain the plant’s high level of treatment. This included repairs and maintenance to pumps, electrical systems, mechanical mechanisms, etc. The following capital improvement projects were substantially completed at the Grass Island WWTP:
Final Clarifier Upgrades This project includes the replacement of the sludge collection mechanisms, associated mechanical and electrical upgrades and some minor structural improvements to the three (3) 115-foot diameter final clarifier tanks at the GIWWTP. This project was designed in 2014/2015, bid and awarded in 2015 and construction commenced and will be completed in late 2017.
Grit System Upgrades – Phase 1 The design of this project was completed in 2016.The project was bid in March/April 2017 and awarded in May 2017. This is the first phase of the upgrade project, which will replace several of the mechanical systems that will improve system reliability. The second phase of the project, to be submitted under a future funding request, will replace the actual grit removal mechanism which will significantly improve the system performance and quantity of grit that is removed from the system. This will result in decreased wear and tear on equipment downstream within the plant processes.
Supervisory Control and Data Acquisition (SCADA) Upgrades Design was completed in 2016 and the project was bid in January/February 2017 with construction scheduled to start in September 2017. This will replace our existing plant SCADA system which provides electronic control of plant processes and is necessary to the proper functioning of our facility. This will replace the approximately 27-year old proprietary system with a new control system that is a more open platform and allow for the use of several system integrators and support contractors instead of just one with the existing system.
WASTEWATER COLLECTION SYSTEM
Work continued throughout the year on the wastewater collection system, including sewer rehabilitation and point repairs; work on the private inflow removal program; television inspection; and general collection system maintenance such as gravity line cleaning and inspection. The Sewer Division continued to be very busy with the private inflow program, conducting dye tests to confirm sources as well as permitting and inspecting residences removing their illegal connections. Sewer rehabilitation continued throughout the collection system.
Old Greenwich Common Force Main (OGCFM) Segments 9B, 10 and 11 The Town completed the design of the next three segments of the OGCFM which will occur in the Connecticut DOT Right of Way (north of I-95) and south of the Metro-North train tracks between Exit 4 and Davis Avenue. The project was bid in December 2016/January 2017 and awarded in February 2017.
117 Construction was scheduled to have started in June 2017; however, CTDOT has requested some additional permitting/agreements that are currently underway. Once construction is started, we anticipate construction will continue through 2018. Additional segments of this force main will be worked on separately over the course of the next several years with priorities based on a prior evaluation study completed in 2012.
Sanitary Sewer Rehabilitation In the Fall 2016, the Sewer Division completed another complicated sewer rehabilitation project of four sections of critical sanitary sewer main along Field Point Road, through the prior Eversource property at 330 Railroad Avenue, underneath the railroad bridge to Horseneck Lane. The Town also continued their work with an outside engineering consultant to design the rehabilitation of sanitary sewer lines within our collection system. The design will result in two different projects, with one project anticipated to bid 2017 and the second in 2018. Sanitary sewer rehabilitation is part of our ongoing capital asset management program and different locations of the sanitary sewer system will be targeted for improvements each and every year. As there are 185-miles of sanitary sewer in Town, we foresee this continuing to be part of our long term commitment to maintaining our existing infrastructure.
Pump Station Rehabilitation Design - Ballwood; Heusted andMeadow; Ballwood, Heusted, and Meadow Pump Stations were originally constructed in 1928 and include equipment from the 1980’s. The stations need to be brought up to current standards, including equipment replacement, new wet wells, pumps, and related control equipment, in addition to new roofs and significant building improvements. Station designs were further modified to reflect new FEMA flood elevations, which included raising the structures several feet. The project was bid and awarded in 2016 and construction has commenced. Construction is anticipated to occur for the next year and a half.
The Sewer Division continues to receive grease trap submittals for review for compliance with CTDEEP’s Fats, Oil and Grease (FOG) Regulations. The Sewer Division continues to educate establishments on the importance of compliance and continues to work with locations on their compliance requirements. Grease interceptor submittals for restaurants and food preparation establishments continue to be numerous and time consuming. These reviews are performed by the Sewer Division and copies are then forwarded to the DPW Building Division and Health Department. The average submittal requires two submissions in order to receive approval. The Sewer Division continues using and refining the computerized maintenance management system linked to the GIS and has been actively using a hand held GPS device to better locate all manhole structures and make corrections to the GIS mapping. This program supports the Division’s maintenance and planning functions, as it covers all of the wastewater utility’s assets.
Sewer Division Returns on Investment The Sewer Division continues to look for potential return on investments for capital improvement projects that are eligible for grant monies or rebates. Since 2010, the Sewer Division has received the following:
$705,349 related to our Infiltration and Inflow and Sanitary Sewer System Work $190,008 related to a Wet Weather Nutrient Management Project at the Grass Island WWTP $377,475 in CL&P Energy Reduction Rebates for the Blower Upgrades at our Grass Island WWTP This equals over $1.27 Million dollars returned to the Town.
The Sewer Division continues to look for ways to minimize energy consumption. The 2011 Energy Efficiency Lighting Project at the Grass Island WWTP was estimated to save over 84,000 kilowatt hours/year. The blower upgrade at the Grass Island WWTP was estimated to be saving hundreds of thousands of Kilowatt hours/year. As we upgrade equipment at both the pumping stations and the WWTP, we utilize variable frequency drives, where possible. Variable frequency drives (VFDs) are a method to control equipment, such as pumps, by varying the speed to match the actual flow needs, which results in decreased energy consumption. VFDs are an alternative to a constant speed (on/off) way to operate 118 equipment which turns on equipment at full speed regardless of what the actual needs are. Overall energy use has declined for Sewer Division facilities.
Finally, as we continue to find sources of clear water (inflow and infiltration) in the sewer system that do not belong there, and as we continue to make improvements along the system, we receive an indirect benefit. By reducing this extraneous clear water source, there is a reduction in the amount of energy consumed to both transport the flow to the treatment plant, as well as reduced energy to treat water (groundwater and/or stormwater) that should not be treated at the Grass Island WWTP. In addition, there is reduced operation and maintenance costs on the equipment.
Richard C. Feminella Wastewater Division Manager Dwayne Lockwood, Process Control Manager Chris Mandras, Maintenance Manager
119 FLEET DEPARTMENT
2016-2017 2015-2016 2014-2015
Budgeted Personnel: Full Time 11 11 12 Perm. Part-Time 1.14 1.14 .6 Expenditures: Current $2,273,383 $2,682,325 $2,914,955 Capital $136,875 $99,116 $317,522
Total: $2,410,258 $2,781,441 $3,232,477
Revenue: $27,535 $30 $7,050
Reporting to the First Selectman, the Fleet Department is responsible for the operation of the Vehicle Maintenance Center. The staff consists of eleven full time employees: Fleet Director, Fleet Operations Manager, Fleet Operation Assistant, Day and Night Shift Supervisors, (ASE Master Certified) and six Technicians of which five are ASE certified. One permanent part time Custodian and one permanent part time Administrative Assistant are also employed. The department utilizes a computerized fleet maintenance program to assimilate repair history, vehicle inventory, schedule preventative maintenance and control parts distribution. The department maintains the automated fueling system, GPS system and manages and assigns the Town’s Municipal license plates.
The Fleet Department’s mission includes providing the Town and the User Departments with comprehensive quality professional Fleet Management that ensures that the Town’s vehicles are reliable, safe and suitable for the job function. By means of an extensive preventative maintenance program, the Fleet Department ensures that the Town’s 191 light duty vehicles, 139 heavy duty vehicles (over 10,000 GVW) and 236 pieces of non-rolling stock assigned to the Police Department, Fire Department, Department of Public Works, Parks and Recreation Department, Board of Education, General Government, Health Department, Nathaniel Witherell, Social Service, and the Library are properly maintained and repaired.
For the twelfth consecutive year, the Department met the ASE (Automotive Service of Excellence) certification requirements to be a “Blue Seal” ASE certified facility. Several technicians have gone on to achieve additional certifications as Master ASE Certified in Light and Heavy Duty, EVT, Master EVT and equipment specific for additional stipends.
The Fleet Department continues to assist all User Departments with managing the GPS units. These units monitor vehicle speed, vehicle location and numerous other functions of the vehicles. In conjunction with the Risk Management Department, alerts and reporting parameters have been established for monitoring the vehicles. The units also monitor the powertrain performance of the vehicle through the vehicle ECM and reports potential maintenance problems directly to the Fleet Department. Vehicle idling time is now being monitored by the department.
The Fleet Department continues to measure outcomes and has found this process to be a helpful benchmarking tool and a measurement of our objective and goals. The evaluation of the results indicated areas that are on target, while others were plus or minus what was originally projected.
Examples of some of the Outcome Measures – Repeat repairs not to exceed 5% - Actual 2.75% The Vehicle Maintenance Center complies 100% of State and Federal rules and mandates – Actual 100%
120 Complete Safety Data Sheets (SDS) are on file 99% of the time – Actual 100% Automated fuel system site downtime not to exceed more than 0.04% - Actual 0.02% Downtime on User Department vehicles not to exceed 10% o General Fleet – .47% o Fire Department – 6.7% o Police Department – 2.05% Miles traveled - 1,919,150 PM’s performed – 879 Annual Inspections – 68 Mandated Brake Inspections – 8
Considerable time was again saved in the preparation and evaluation process by purchasing vehicles utilizing the Connecticut State contract, the NJPA contract and other state contracts with approval. The department converted five (5) pickup trucks to bi-fuel propane for a total of 10. The results are being monitored by the Connecticut Clean Cities Coalition. Installation and conversion to the new automated fueling system was completed.
Training to promote safety in the work place continues to be an integral part of the Department’s training program, as is the annual testing, inspection, and training required for the operation of the VMC facility to conform to OSHA Employee Right-to-Know Safety Rules, Regulations and Mandates of the Environmental Protection Agency (EPA), the Resource Conservation and Recovery Act (RCRA), the Occupational Safety and Health Administration (OSHA), and the Storm Water Pollution Prevention Plan. Also provided is specialized training on the new vehicles, equipment and their component technology, especially the new emission regenerative systems.
Jay Domeseck Fleet Director
121 GREENWICH DEPARTMENT OF HEALTH
2016-2017 2015-2016 2014-2015
Budgeted Personnel* 26 26 26 *Includes permanent Part-time positions Expenditures: (Note 1) Current (Note 2) $4,598,700 $6,706,115 $6,617,604 Capital -0- -0- -0-
Total: $4,598,700 $6,706,115 $6,617,604
Revenue: $423,694 $409,741 $372,389
(Note 1) Includes encumbrances and improvements financed in each year. (Note 2) Includes expenditures for Greenwich Emergency Medical Services, Inc.
ADMINISTRATION
Organized in 1887, the Department of Health has dedicated itself to providing strong leadership for the advancement of health in the community. As the primary public health agency, the Department will furnish guidance and direction to service health providers in an effort to prevent disease, premature death, illness and disability. Functioning under statutory direction, the Department of Health will promote public health activities, encourage a healthier lifestyle; facilitate community commitment for a safe, pollution free environment and advocate for health policies that enrich the quality of life. With community and political support, the Department of Health will also collaborate to identify critical health needs, allocate resources to those who need them, assist with the delivery of health services and work to reduce population disparities so that equal access to health care can be obtained by all.
Administered by a Director of Health whose authority derives from the Connecticut General Statutes and Town Charter, the position serves to oversee all events and activities that may impact on the health of the Town. The Director is mainly responsible for assuring that all essential public health needs of the community are met and she also manages the day-to-day operation of the Department whose function includes the delivery of unduplicated needed health services. The execution of this dual function requires extensive knowledge of public health practice, a high level of personal and professional commitment, responsiveness towards the needs of the population, flexibility towards changes in the environment and administrative direction to implement a community-wide health effort. Under the aegis of the Board of Health, the Director guides the Department to work harmoniously with public and private service health providers, individuals and organizations to meet community goals.
The multi-faceted functions of the Department are executed through the specialized activities of the Divisions of Environmental Services (includes Laboratory), Administration (includes Public Health Emergency Preparedness), Family Health, Dental Health, the Business Office and the Office of Special Clinical Services. Overall, the Department’s Operational Plan is structured according to the mission of public health which is responsible for monitoring health conditions, providing essential public health services, identifying unmet critical health needs, developing health policies, ensuring access to health care, enforcing health laws and regulations, allocating health resources, investigating disease outbreaks and planning for emergent events that would require a public health response.
According to the United Health Foundation’s 2016 American Health Rankings, Connecticut (CT) was the 3rd healthiest state in the Nation behind Hawaii and Massachusetts. In 2017, Connecticut was listed as one of the
122 top ten (10) wealthiest states in the nation to live in. While Connecticut is listed among the states with positive health indicators (example: low prevalence of smoking in the population and high childhood immunization rates), it is not immune to the opioid crisis which is currently sweeping across the nation. The opioid addiction is a complex problem impacting almost every state, every community and people with every kind of background. The problem has various root causes and there is no simple solution to remediate it.
Opioids are a class of drugs that are naturally produced, synthetically manufactured and include the illegal drug heroin. Opioids are pain relieving drugs (OPRs) that work by interacting with nerve cells in the body and brain. Addiction to OPRs is a chronic and relapsing brain disease that causes an individual to pursue using the drug not just for pain relief, but for its euphoric pleasurable feeling. In 2015, 2 million people in the U.S. had a prescription pain medication disorder.
According to the statistics for the year 2016, approximately sixty-three thousand (63,000) people died of opioid overdoses in the U.S., almost double from the year 2015. In 2015 the State of Connecticut reported seven hundred twenty (729) deaths from an overdose, which includes five (5) cases in Greenwich. The State reported nine hundred seventeen (917) deaths associated with an accidental overdose in 2016, with eight hundred fifty-three (853) involving opioids. Although Greenwich reported one (1) overdose death case that year, Greenwich Emergency Medical Services (GEMS) reported that they responded to fifty-six (56) calls concerning drug overdose and/or unintentional poisonings. For the years 2015 and 2016, Connecticut’s overdose death rates were higher than the national average (2015 U.S. = 16.1/per 100,000, 2015 CT = 20.3/per 100,000; 2016 U.S. = 18.5/per 100,000, 2016 CT = 25.6/per 100,000). Connecticut was also among the top ten (10) states with the highest rate of opioid-related hospital admissions as were other New England states such as Massachusetts, Rhode Island and Maine. According to the Connecticut Medical Examiner’s office, Connecticut’s drug overdose deaths have more than doubled between 2012 and 2015, which is consistent with nationwide statistics. For the first half of 2017 (January – June), the State reported five hundred thirty-nine (539) deaths due to drug overdose and/or unintentional poisoning. This number is expected to increase and could very well surpass the reported number of deaths in 2016.
The abuse of opioids by Americans is not something new, in fact the U.S. has been struggling with the recurring problem prior the 1900’s. In review of historical information, our nation had a long progression of importing addictive medicines into the country. Opium, which was used in Ancient times and branded as the evil Eastern drug in the Middle Ages, was used as a pleasurable drug and effectively suppressed pain. However, while looking for other drug substitutes, morphine was identified (1805) as a safe pain reliever and by 1847 heroin, a more potent form of morphine, was created. The national supply of opium and morphine became overabundant in 1849 and as a result, opioid use soared. It was soon after that America’s first epidemic of opioid addiction was documented. Just before the turn of the twentieth century (1898), the Bayer Company began producing heroin as a cough suppressant and pain killer. Given that few alternatives for treating patients with pain were available, the extended use of morphine and heroin was recommended. Unfortunately, many patients became addicted to these substances and by 1924, the U.S. Government banned production and the use of heroin. However, by that time addiction treatment clinics were opened. Although opioid addiction began to decline with these measures in place, additional treatment clinics were opened. Physicians still needed pain reliving medications for their patients and as a result, synthetic opioids (methadone, fentanyl and oxycodone), synthetic sedatives (barbiturates, tranquilizers) and stimulants (amphetamines) were manufactured. Many physicians were careful not to overprescribe these drugs, but long-term patient use did continue. By the early 1950’s, fatal overdoses from barbiturates alone killed a higher percentage of Americans than prescribed opioids in 2014. Medical reforms were then introduced, along with restrictions on pharmaceutical sedatives. The first wave of America’s addiction to pharmaceutical opioids ended with abundant additional treatment clinics operating.
The increased trade with China and Mexico made heroin and other drug smuggling into the U.S. easy and lucrative. Synthetic opioids such as Percocet and Vicodin were developed and marketed (1950s), but were
123 not being prescribed by health care providers due to their addictive nature. By the early 1980’s a few medical scholars objected to the non-use of opioids for pain relief and began to publish papers to downplay the addictive nature of opioids and their risk of long-term use. In response, health care providers began to believe that pain was under-treated and began to prescribe more opioid pain relievers (OPRs) in the 1990s. The pharmaceutical company Purdue Pharma introduced OxyContin, a purer form of oxycodone in 1996 and encouraged long-term use of this drug for chronic, non-cancer pain. Many organizations such as the American Academy of Pain Medicine supported this position and advocated more aggressive use of this drug and other OPRs. Both parties exaggerated the benefits of OPRs’ long-term use, even though clinical studies were never conducted to demonstrate their safety. As a result of this misleading information, opioids were once again overprescribed. As the twentieth century began to close, another opioid/heroin epidemic was evident in America.
By the year 2002, there were 2.7 million non-medical opioid pain reliever users in the U.S. The term “non-medical” OPRs refers to obtaining a pain relieving drug without a prescription and “medical” OPRs is having a prescription to obtain pain medication. As time passed, the opioid epidemic exploded and the United States government found Perdue Pharma guilty of misbranding their product OxyContin (synthetic opioid) as safe for long-term use and down playing its addictive nature. The government was eventually awarded six hundred thirty-five ($635) million dollars in a law suit settlement against Perdue Pharma.
In 2011, the Obama administration recognized the severity of prescription drug abuse in the nation and began to put measures in place to curtail the epidemic. By 2012, the statistics indicated that new non- medical OPR users declined to 1.8 million, but overdose deaths, additional clinic treatment admissions and adverse public health outcomes associated with overall OPR use continued to increase.
The opioid epidemic knows no boundaries as it touches lives in cities, rural counties and suburban neighborhoods. Heroin deaths have been climbing sharply as a result of the opioid epidemic. Research has shown that prescription opioid users go on to use heroin when they can no longer get a prescription for an OPR. Between 2000 and 2014, overdoses from heroin increased 137% in middle class adolescents and young adults. Prior to recent regulations, many emergency rooms across the U.S., including those in Connecticut, implemented emergency room guidelines on OPR prescribing. Today, Connecticut and many other states, have passed laws to restrict overprescribing OPRs.
In 2017, the State of Connecticut passed legislation “Act Preventing Prescription Opioid Diversion and Abuse” to curb the opioid epidemic. The law promotes partnership among health care providers by building in a security system to control prescription pain medications. Certain scheduled drugs must be electronically prescribed. The regulation also includes requirements for health care providers to communicate with consumers about drug risks, drug interactions and signs of addiction. It also outlines information on how health care providers can obtain a certification to prescribe medications used to treat opioid addiction. Finally, health insurance companies are now required to cover detox treatment when a medical provider finds is medically necessary.
Today, the media and policymakers widely believe that the current opioid epidemic is caused from adolescent/young adult non-medical (without prescription) OPR abuse; however, strong evidence indicates that the problem is also stemming from medical (with prescription) OPR use. In fact, the greater increase of overdose deaths in the last ten (10) years (2007 – 2017) is from the medical OPR user groups. Women, ages 55-64 experienced the largest increase in accidental opioid overdose deaths since 1993, mainly because women are more likely to visit their primary care provider when they have pain. There are many proposed solutions to remediate this crisis and government health officials believe that certain intervention strategies should be implemented. The first strategy and the primary focus is preventing new cases of opioid addiction. This measure will immediately reduce the number of overdose deaths. For this strategy to be successful, public health education on the non-safety and non-effectiveness of prescribing OPRs for long-term use
124 must be reintroduced to health care providers. Some strategists have commended the pharmaceutical companies’ efforts to reformulate their OPRs making them more difficult to misuse. However, these drugs have not been made to be less addictive and as a result this action by drug manufacturers should not be taken as an intervention strategy. Other strategies to be implemented include the use of a prescription monitoring program for medical providers who prescribe. This program is in effect in many states. Additional treatment programs should be assessed for their availability, effectiveness and affordability as to decrease overdose deaths and related health complications. The use of the antidote medication Naloxone (Narcan) to reverse an opiate and heroin overdose should be promoted and be made widely available to all those who are trained. The Town’s Greenwich Emergency Medical Services (GEMS) have been carrying Narcan for over twenty years and reported the use of the antidote thirteen (13) times in FY 2016/2017. According to the CDC, Narcan has reversed more than 10,000 overdose cases. Finally, public education on opioid addiction and the use of Narcan should be implemented in all communities.
The U.S. represents approximately 5% of the world’s population yet consumes 80% of the word’s opioid supply. Between 2007 and 2012 approximately two hundred and eighty-nine (289) million opioid prescriptions were dispensed in the U.S.
To bring this epidemic under control, the public must realize that the opioid addiction facing our nation today is from both non-medical and medical OPR use. Once this is understood, the epidemic crisis can be seriously addressed. It is estimated that one hundred twenty (120) people in the U.S. die each day of some kind of drug overdose. Everyone, including all segments of government (federal, state and local), the health care industry, law enforcement, drug manufacturers, public health and the general public must take an important and responsible role in eliminating drug addiction to opioids and other illicit substances. Americans can no longer be complacent, but must be vigilant about recognizing what this problem is doing to the nation. They must know and accept that the history of drug abuse in America has surfaced numerous times and residents have fallen victims to addictive drug use. They should know that every second of every day state and local public health departments in the U.S. work to keep residents healthy, reaching about 167 million people (54% of the U.S. population), but this crisis needs everyone’s help. Health officials work in the foreground and often in the background to prevent disease and injuries, promote healthy behaviors, prepare for and respond to public health emergencies and ensure access to safe food, water and clean air. Public health resources (staff and funding) have been dwindling in all levels of government throughout the U.S. despite the twenty-first (21st) century presenting challenging public health issues. These issues include, but are not limited to emerging diseases, terrorist attacks and climate change, which is widely misunderstood but causing an escalation of extreme weather events such as heat waves, severe droughts, destructive hurricanes, cold spells and flooding. Public health agencies must be recognized as the backbone and strength of a community’s health, for without this recognition and commitment of support, Americans will not be fully protected or prepared for a public health emergency.
BUSINESS OFFICE [Deborah Edwards, Manager]
The Business Office serves as a major support function in the areas of personnel, payroll and finance. The main focus of this program is financial and priority is given to the implementation and management of the departmental budget. As the centralized focal point for all divisions and programs, the Office manages salary allocations, orders supplies, monitors expenditures, authorizes processes, and records payments for the Department. Applications to the Board of Estimate and Taxation and Representative Town Meeting are also prepared and processed appropriately.
In addition to the management of Town funds, the Department received State and Federal funding which included Per Capita Funding in the amount of sixty-five thousand five hundred seventy-six dollars ($65,576) and funding for Public Health Emergency Preparedness in the amount of forty-five thousand
125 three hundred seventy-seven dollars ($45,377). In addition to these grants, the Department accepted Region 1 Emergency Preparedness funds of six thousand three hundred dollars ($6,300) from the Westport/Weston Health District to enhance Greenwich’s Medical Reserve Corps (MRC). The Department applied for and received the Health Education/Risk Reduction (HERR) grant funds to offer high cholesterol and high blood pressure self maintenance programs to the public free of charge and received fifteen thousand four hundred fifty-six dollars ($15,456). The Business Office prepares grant applications and detailed expenditure reports required by the State before funding requests are approved. Grant funds from the State provide the Department with an opportunity to conduct health and promotion programs that may not normally be funded through the municipal budgeting process.
EMERGENCY PREPAREDNESS [Joanna Lipson, Part-Time Coordinator]
Public health threats are always present. Whether caused by a natural, accidental or intentional means, these threats can lead to the onset of public health incidents and or emergencies. Being prepared to prevent, respond to and rapidly recover from public health emergencies is critical for protecting and securing the community of Greenwich.
Shortly after the terrorist attack on September 11, 2001, the U.S. public health system began receiving funds for public health emergency preparedness planning in recognition of its importance to national security. This investment resulted in increased capacity, mostly in well-populated states and communities. The terrorist attacks awakened the nation not only to our vulnerability, but also changed the way the U.S. responds to emergencies. As a result, local health departments are continuing an upward climb towards being accepted as a partner by traditional first responders such as fire, police and EMS agencies. Although federal funding supports the Public Health Emergency Preparedness Coordinator’s activities, dollars to each state are significantly less. In FY 2016-2017, the funding for Greenwich was reduced by 17% and further reductions are expected in the future.
During a public health emergency, residents, local businesses, health care providers and Town officials can become easily overwhelmed from a natural disaster, a disease outbreak or an intentional threat (chemical, nuclear or a radiological incident). Coordination and collaboration among all public and private entities in the community would be needed to ensure a unified response. Working under the direction of the Director of Health, the Public Health Preparedness Coordinator serves to address this need by fulfilling many of the preparedness target capabilities. These include, but are not limited to receiving, distributing and dispensing medical countermeasures and supplies during an emergency event. Essential duties undertaken this year included developing and updating public health response plans and training staff and volunteers. Recruiting additional medical and non-medical volunteers for the Greenwich Medical Reserve Corps (MRC) was also undertaken. Fortunately, the Department obtained a grant for the MRC program from the State. The Department hosted its annual meeting for approximately twenty-two (22) MRC members (medical and non- medical) in June 2017. The program consisted of an educational presentation from the Public Health Emergency Preparedness Coordinator/MRC Director, light dinner and a welcoming from the Director of Health. Members attending the meeting were also sworn in by the Town Clerk, a process which must be done annually to protect those who are called and serve during an emergency. The Public Health Emergency Preparedness Coordinator also fulfilled all grant funding requirements by submitting contract deliverables to the Connecticut Department of Public Health.
During the course of this year, various annexes to the Department’s Emergency Response Plans were revised. These included the Mass Dispensing Plan, Public Information and Communication Plan, Influenza Pandemic Preparedness and Response Plan, as well as Greenwich Medical Reserve Corps Operations Plan. In addition, due to emergence and spread of the Zika Virus in many areas of the world including the
126 continental United States, the Coordinator continues to update a Zika Virus Preparedness and Response Plan as new information becomes available.
The Department updated the Medical Reserve Corps activity reports on the national MRC website and updated the Factor for Success, a tool that provides guidance for MRC unit development. Volunteer recruitment continued through VolunteerMatch.org and Idealist.org. The Greenwich MRC Training Plan was also updated on TRAIN-MRC portal, which now aligns with the Competencies for Disaster Medicine and Public Health (DMPH). Many more training resources are now available to all Greenwich MRC members through this learning management network.
The Coordinator took advantage of several training opportunities and participated in local, regional and state emergency preparedness and response exercises. Those exercises included the 2016 Statewide Governor’s Emergency Planning and Preparedness Initiative (EPPI) Exercise, the Connecticut Department of Public Health Mass Fatality Exercise, Regional Ebola Response Exercise and Family Assistance Center for Mass Fatality Incidents Exercise. Several trainings and educational sessions were also attended which included the Medical Reserve Corps National Leadership Meeting and the Public Health Preparedness Summit, both in Atlanta, Georgia as well as the State Public Health Preparedness and Healthcare Coalition Building Summit. The Leadership Meeting and the Atlanta Summit, which were fully sponsored by the National Association of County and City Health Officials, provided valuable lessons learned and emerging practices that can be applied to improve community preparedness and resilience. Department staff worked with the Coordinator to assess the Department’s ability to plan for and respond to an emergency by completing quarterly communication exercises. The Coordinator also continued to be the Town’s liaison for public health emergency planning by attending state meetings and conferences on a regular basis.
The Department completed the quarterly Medical Countermeasure (MCM) Distribution Action Plan Objectives and Action Items as set forth by the Connecticut Department of Public Health in preparation for the future Operational Readiness Review (ORR). The review process is being redesigned to better measure a jurisdiction’s ability to plan and successfully execute any large-scale response requiring distribution and dispensing of medical countermeasures. The CDC will use collected data from the reviews as a baseline assessment to achieve an “established” status for all operational/planning elements by the year 2022.
Once again, the Board of Health tabled the endorsement of funding a full-time Public Health Emergency Preparedness Coordinator position in the Department’s 2016-2017 budget request because of the Town’s continued position of not creating new jobs during the sluggish economy. However, the Board of Health and the Director of Health continues to see the need for the full-time Public Health Emergency Preparedness Coordinator position due to the many recent terrorist strikes in countries around the world. Without this position, public health emergency planning and response activities will not be achieved effectively, thus leaving the Town in a vulnerable position.
OFFICE OF SPECIAL CLINICAL SERVICES [Robin Clark-Smith, Director]
The Office of Special Clinical Services is the primary HIV/STD prevention program in the Town of Greenwich. The Office collaborates with Greenwich Hospital to provide risk assessment, counseling, testing, referrals, and treatment to reduce the morbidity and mortality associated with HIV/AIDS, sexually transmitted diseases (STDs) and pregnancy. The Office of Special Clinical Services is responsible for bloodborne pathogen training and assessing occupational exposures for Town of Greenwich personnel. In addition to collaborating with Greenwich Hospital, the Office works with the Greenwich Department of Human Services, the Greenwich Board of Education and the State of Connecticut Department of Public Health STD Program (DPH) to provide programs and services to the community and, with Stamford CARES, for medical case management of persons living with HIV. Education, prevention, and strategic
127 interventions are key components in preventing additional cases of HIV/AIDS, sexually transmitted diseases, pregnancy and bloodborne pathogen exposures.
This year the program counseled and/or tested three hundred fifty-four (354) clients for HIV, sexually transmitted diseases (STDs) or pregnancy. In November the CT DPH laboratory updated the available tests and recommendations for two of the notifiable diseases, and changed the collection mechanisms. Of those counseled and tested, seventy-one (71) were treated on-site, a sixty-five percent (65%) increase. To prevent disease caused by the Human Papillomavirus (HPV), vaccination for uninsured at-risk clients was provided. Due to inclement weather on several clinic days, attendance was affected. In addition to on-site clinic counseling, two hundred ninety (290) telephone counseling sessions were conducted along with one thousand, two hundred fourteen (1,214) clinical samples collected and processed. A total of twenty-seven (27) clients were referred for additional medical care and psychological and/or social services. In addition to Hepatitis C (HCV) testing in the clinic, the Division participated in the National HCV testing day, and tested fourteen (14) people.
Seventy-seven (77) educational programs about healthy relationships, the risks of pregnancy, and acquiring HIV/STDs were conducted serving approximately one thousand seven hundred twenty-six (1,726) students. A program for sixth graders discussing communicable/non-communicable diseases was added at the request of the health program at a middle school. After the school year ended, the Director met with the curriculum team of one of the middle schools to enhance the current program. As a result, a pilot program was developed which will be tested at the school in the fall. The Director also conducted seventy (70) blood borne pathogen training sessions, with one thousand one hundred eighteen (1,118) Town employees attending. Twelve (12) Hepatitis B titers (blood samples) were collected from Town of Greenwich personnel (professional and volunteer). There were fifteen (15) occupational exposure referrals to the program.
This year the Director took on a special project to examine different aspects of social media. Numerous websites were reviewed and updated, and webinars and programs were attended. Capacity building assistance offered by the CDC to HIV prevention programs was requested. A consultant was assigned with the goal of identifying ways to provide resources for clients to get accurate and current HIV/STD information.
The peer education initiative continued with the group of high school students trained last spring. Their activities included a myriad of events, i.e. assisting in some of the health classes, distributing ribbons, educating their peers about World AIDS Day, challenging the students at the Greenwich High School health fair with a creative interactive activity on STDs, and answering questions at a table in the student center during STD awareness month. The program was well received by students and staff at Greenwich High School and at the Boys and Girls Club, where it was also offered. According to the most recent information available, the CDC estimates that about 1.1 million people in the United States are living with HIV. Of those people, about 15%, or 1 in 7, did not know they were infected. Early HIV testing and diagnosis are important as treatments continue to change and allow people to live healthier lives while reducing the risk of infecting others.
DIVISION OF ENVIRONMENTAL SERVICES [Michael Long, Director]
The Division of Environmental Services has two major subdivisions: Environmental Health and Laboratory. The Environmental Services program focuses mainly upon regulation enforcement, while the Laboratory performs environmental and clinical testing on various samples. Both programs function in tandem to help support the health status of the community. The services of this Division are provided to protect the public from potential health hazards, illness and disease through programs such as health
128 education, environmental inspection, sampling and testing, clinical screening, licensing, permitting and consultation with the social service community.
ENVIRONMENTAL HEALTH
The Environmental Health program is responsible for the establishment and execution of municipal environmental program functions that are either State or locally mandated. The program offers a variety of services, including body care facility inspection, housing code enforcement, sewage disposal inspection and plan review, food service inspection and environmental surveys. It also functions as a component of the land use agencies and provides consultation services to all citizens regarding public health issues. As part of a continuing arrangement, Division personnel were made available to the Greenwich Shellfish Commission in the conduct of its work.
During the 2016-2017 fiscal year the Division continued to be short staffed in an administrative/office position for most of the year. Limited support from another Division within the Department was obtained to assist with data entry and license processing. During the budget process of 2008-2009, the office administrative position and a part-time health inspector position were eliminated from the Division by the Town as a measure to save overall funds. As a result, the Division was not able to efficiently fulfill all of the required activities. This year, the Division did see a decrease in the number of well permits while the number of septic permits issued increased slightly over last year. The number of Class 4 food service licenses remained about the same in comparison to last year.
In 2016, there were two thousand thirty-eight (2,038) human cases of West Nile Virus (WNV) in the U.S. This number is about the same as the previous year. Of those cases, one (1) human case of WNV was reported from the State of Connecticut with no deaths. The Division managed the Town’s larvicide program which operated from June through September with applications to catch basins every six weeks. Information regarding WNV was also distributed to the public at various locations throughout Town. In 2016, the State continued to trap and test mosquito pools from designated testing locations, with several turning up positive in Greenwich. In an effort to battle nuisance mosquitoes, the Department of Parks and Recreation continued its program for mosquito control at facilities under its jurisdiction. In the 2016 mosquito season the State of Connecticut added testing for the Zika virus in mosquitoes and will continue testing in the 2017 season. There were no isolations of the Zika virus in mosquitoes within Connecticut.
Many staff members assisted with seasonal flu clinics held for the public. Carrying out one of the key functions of the Division, the staff worked closely with land-use agencies of the Town to implement regulations to control development, preserve resources and prevent environmental degradation. The Division continues to work with the Information Technology Department and the software developer to improve operations for users of the Cityview program.
The process of scanning documents of the Division (complaints and inspections) into the Town’s Digital Imaging software program continued with assistance from the summer staff person and the Administrative Assistant assigned to the Family Health Division. The progress of the project is slow due to available staff to assist. The majority of the documents (septic, well and food service files) that need to be scanned must be done by a hired contractor due to the complexity of file information.
The 2016 beach season experienced a number of beach closings due to rainfall events. Byram Beach was closed for a total of eight (8) days due to rainfall events over 0.5”; Greenwich Point was closed two (2) days due to rainfall. Island Beach and Great Captain’s Island had no closure days through the season. All beach facilities have written policies for automatic rainfall closures that are reviewed on an annual basis. A study was started in the 2014 beach season to determine if the existing rainfall beach closure policy for
129 Byram (criteria of 0.5” rainfall) could be changed. However, due to limited rainfall events during the summer seasons, the study will continue in FY 2017-2018. It is anticipated that when the study is complete, the data could indicate that Byram Beach would not need to close as many times during the season following rain events.
In 2016-2017, twenty-three (23) animals were sent to the Connecticut Department of Public Health Laboratory for rabies testing. The majority of animals submitted for testing were bats (19) found in the home. Of the total animals tested, none of them were found to be positive for the rabies virus.
Assistance was provided to the Department of Public Works in its effort to sponsor a Household Hazardous Waste Day. As in recent years in an effort to cut costs, only one event was offered. Approximately four hundred fifty-two (452) vehicles were served in May 2017, a slight increase from 2016.
The Division continued to enforce food service operation regulations in the three hundred fifty-six (356) food service establishments that are licensed by the Department which is a slight increase over last year. In addition, a considerable amount of time was spent reviewing more than one hundred seventy-four (174) building plans and forty-nine (49) building demolition permits. The number of building permit sign-offs increased thirty-five percent (35%) from last year while the number of demolition permits increased about fifty percent (50%) from last year. Approximately one hundred thirty-two (132) well and septic system permits were also issued which is about a sixteen percent (16%) decrease from last year. To determine septic system suitability, one hundred thirty-two (132) soil tests were conducted, along with seventy-three (73) septic system replacement areas being identified. The number of soil tests increased slightly over last year while the number of replacement areas has decreased by over twenty-five percent (25%) from last year. Division staff followed up on thirty-one (31) cases of enteric illness in Greenwich residents this year, which is about a twenty percent (20%) decrease from last year. A total of ninety-six (96) body care facilities and thirty-three (33) massage establishments were inspected for licensure. The Division also licensed twelve (12) indoor pools and fifty-two (52) outdoor pools, which are inspected annually and sampled throughout the year.
LABORATORY [Douglas Serafin, Supervising Director of Laboratory Activities]
The Laboratory is licensed by the Connecticut Department of Public Health to perform a wide range of environmental and clinical services necessary for the promotion and advancement of community health. It supports the entire operation of the Department, other municipal agencies, and most importantly, residents of the community. The laboratory provides a significant service to Town residents and the larger region through flexibility and variety of service and reasonable costs.
The occurrence of tick-borne disease is rising, not only within the Town, but also across the nation. In 2015, the latest year for which information is available, twenty-eight thousand four hundred fifty-three (28,453) confirmed Lyme disease cases were reported in the U.S., along with nine thousand six hundred sixteen (9,616) probable cases. Both types of cases have increased from last year. Among the states with the most reports, Connecticut still ranked fifth. In 2016, Connecticut reported a total of one thousand seven hundred fifty-two (1,752) confirmed and probable cases of Lyme disease. Among the eight counties in Connecticut, Fairfield County reported a total of three hundred ten (310) confirmed and probable cases of Lyme, the second in the state. Unfortunately, and believed to be not accurate patient cases, Greenwich reported eight (8) confirmed and two (2) probable cases of Lyme disease in 2016.
In an effort to protect the community against this endemic disease, the Laboratory continued its tick-testing program by identifying and testing deer ticks for the presence of Borrelia burgdorferi, the causative agent of Lyme disease. In 2016-2017, a total of six hundred ninety-one (691) ticks and other insects were submitted. This is an increase from last year. Of the four hundred five (405) ticks tested in-house,
130 twenty-seven percent (27%) were found to be positive for B. burgdorferi. Although this result represents a slight decrease from last year, it is still considered within normal range.
Examining infection rates by the life stage of the tick, it was observed that twenty-five percent (25%) of the adult ticks, which are active in the late fall and early spring, were positive for the Lyme disease bacteria, and fourteen percent (14%) of the nymphs, the juvenile stage active from May to July, were positive. This emphasizes the importance of protection against tick bites, since the much smaller nymph has a greater chance of remaining on the host, completing its feeding cycle, and passing on the Lyme disease bacteria.
In 2010, the Laboratory launched its tick testing program for Babesia microti, the causative agent for Babesiosis. Babesia can be present in the same tick as the Lyme disease organism. In 2016-2017, the Laboratory tested all of the in-house ticks for the Babesia organism with four (4) or two percent (2%) being positive. Of the total ticks analyzed, two (2) of them carried both the Lyme disease organism Borrelia and the Babesiosis organism Babesia microti. The percentages noted above are about the same as those of last year. There were two hundred eighty-six (286) cases of Babesiosis reported to the State in 2015, a significant increase from last year for which statistics are available.
In collaboration with the Department of Parks and Recreation, public beach water samples were collected and analyzed for enterococci, the indicator organism used for evaluating bathing waters. Environmental testing of all rivers, ponds, streams, public wells, public pools, and the public water distribution system was conducted for chemical and bacterial contamination. Reports indicating public well water compliance were routinely submitted to the State Department of Public Health’s Drinking Water Division. Lastly, laboratory personnel screened all Police vehicles for carbon monoxide and conducted monitoring at the Police firing range for airborne lead levels and ventilation efficiency.
During this year, the Laboratory continued its program to test children under the age of six for lead in blood, which is now legally required in Connecticut. One hundred forty-five (145) children participating in the monthly WIC (Women, Infant, and Child) Clinic and the Division of Family Health’s Maternal and Child Health Clinic were tested for lead in blood. Of the total number of children screened, one (1) was referred for follow-up. Also, one hundred fifty-six (156) hemoglobin/hematocrit blood samples from clinic children were analyzed and reported. Since no results were found above normal, there were no referrals to the Family Health nursing staff for follow-up. The Laboratory maintained its support of the School Health Program operated by the Board of Education in screening children for anemia and lead exposure.
The Connecticut Department of Public Health has long since terminated the program of collecting and testing corvids (i.e., crows, ravens and grackles) specimens as part of the surveillance for West Nile Virus (WNV). However, in order to help identify areas of virus activity, the Division recorded any sightings of dead birds and plotted them on a map using GIS system. This year there were no dead birds reported.
Since September 11, 2001, the Laboratory has been a contributing member of the Bioterrorism Laboratory Response Committee organized by the Connecticut Department of Public Health Laboratory. The Committee, which meets monthly, is assigned to evaluate lab surge capacity within the state should it be needed during a public health emergency. To assist the state with surveillance of biological and chemical agents, the Department’s laboratory continues to certify and maintain its Level 2 biological safety cabinet, which allows for the safe handling of biological specimens. In an emergency or disaster event, the Laboratory will be able to assist the state lab with sample repackaging. In addition to serving on this Committee, the Laboratory staff attended several training sessions on bioterrorism response. They also participated in various drills, such as bioterrorism agent identification and biodosimetry drill which allowed the staff to practice for a radiological incident.
131 Several years ago the Laboratory was awarded a Small Town Economic Assistance Program (STEAP) grant. As a result, the laboratory was able to renovate space on the ground floor of Town Hall. The new facility has greatly enhanced the laboratory’s ability to fulfill the mission of a public health laboratory - to support the health of the community by providing timely and accurate laboratory services, both routinely and during a public health emergency.
Twenty-five (25) cholesterol tests, measuring the lipid profile of a patient, were performed by the laboratory this year. Most of these tests were from the State grant screening programs the Department sponsors to the public. Fifteen (15) of the twenty-five (25) participants were found to have elevated total cholesterol levels and were referred for follow up.
Through assistance from State funds, the Laboratory conducted a successful Radon Outreach Program. Targeting specific sections of the town, a total of one hundred forty-five (145) residents were served with radon-in-air test kits. This number represents a slight decrease from last year. Overall, the testing results indicated an average radon level of 3.74 pico curies per liter, slightly lower than the Environmental Protection Agency (EPA) action limit of 4.0 pico curies per liter. The program, which continues to increase the number of homes tested for radon in Greenwich (10.1% of all households), also identified potentially hazardous living conditions for some residents. Of the total homes tested, twenty-five (25) were found to have elevated radon in air levels (above the action limit of 4.0 pico curies per liter).
The laboratory launched a second component of the radon-in-air program and began testing for radon gas dissolved in potable well water. After a pilot test conducted in the fall of 2016, the program was offered to the public in January of 2017. Twenty-four (24) private wells were tested and of those, three (3) or twelve and a half percent (12.5%) were found to be over the State Department of Energy and Environmental Protection (DEEP) action limit of 5000 pico curies per liter. Residents were given a list of companies that provide radon mitigation.
Finally, the laboratory continued to operate the weather station, located on the roof of the Town Hall. The station is considered an asset, providing current weather conditions such as rainfall amounts, temperature, wind speed, and direction. Connected to the Laboratory’s computer system, the station prepared reports and has been found to be critical when determining beach and shellfish bed closures. The total rainfall measured for FY 2016-2017 by the weather station was 40.17 inches, a measurement twenty-three percent (23%) greater than last year’s total.
DIVISION OF FAMILY HEALTH [Deborah C. Travers, Director]
The Division of Family Health has two major components: The Adult, Maternal, and Child Health Program. It also provides general oversight to the Dental Health Program. The Family Health program focuses upon health promotion and disease prevention in order to maintain and improve health status of Greenwich residents. The Division provides services to enable individuals to achieve and maintain optimum physical, emotional and social health. Components of all program areas include preventive health care sessions, early identification of health problems through screenings, health maintenance, health education, home visits, consultation and communication with the medical and social service community.
The Adult, Maternal and Child Health Program (MCH) encompasses several components: 1) Home Health Maintenance Program, which provides nursing care to homebound, frail or chronically ill residents whose care is not covered by insurance or other health care providers; 2) Senior Health Program, which provides health monitoring, preventive care and anticipatory guidance to ambulatory elderly in various clinical settings; 3) Tuberculosis Prevention and Control Program, which coordinates and monitors the health care of residents infected with tuberculosis; 4) Infection Control Program, which oversees the implementation of
132 the OSHA Blood borne Pathogen Standards and provides epidemiologic and surveillance support when a disease outbreak is suspected; 5) Immunization Program, which provides residents and employees with vaccination services; 6) Maternal and Child Health Program, which provides preventive health assessments, immunizations and anticipatory guidance to uninsured or underserved families; and 7) Daycare Licensing Program, which, in conjunction with the Division of Environmental Services, inspects daycare, preschool and after school facilities for licensure, the enforcement of State regulations and complaint investigation. MCH staff also provides consultation and health education on related health policy development and implementation.
The Family Health staff continues to provide much needed, high quality preventive health services to children, families and elderly residents. In the past year, public health nurses administered approximately fifteen hundred (1,500) influenza and pneumonia immunizations at twenty-five (25) community-based clinics. Community surveillance efforts during the influenza season included weekly contact with public and private schools, childcare programs and preschools, long-term care facilities and senior residences. Surveillance of reportable communicable diseases emerging trends is ongoing through review of filed reports. Communicable Disease and Infection Control nurses provided care to residents, in-service training programs on antibiotic resistance and tuberculosis, and hosted networking sessions for local infection control and prevention professionals.
Adult Health nurses in the Home Health Maintenance program visit frail and elderly clients and collaborate with primary care health providers to support independence in senior residents. The nurses conducted approximately six hundred (600) health status assessments, administered vaccines, and assisted with medication management and health referrals. In addition, public health nurses provided close to one thousand (1,000) hypertension screenings at regular weekly Town Hall clinics, the Senior Center, six (6) community locations which included referral and follow-up for at risk participants. Each month, the nurses provided resources and information about a variety of health topics such as diabetes, heart health, osteoporosis, cancers. They worked closely with elderly residents to conduct in-home fall risk assessments to assess safe living environments and promote healthy lifestyles.
The Maternal and Child Health (MCH) program continued wellness services and health education to children and families through Well Child Clinics, bi-monthly WIC program and prenatal health classes. Nurses review elevated lead screening reports and work with families to ensure appropriate follow up testing and services when indicated. The Well Child Conference staff continues their advocacy of early childhood literacy through the Reach Out and Read program by presenting a developmentally appropriate new book to children at each clinic visit. The clinic is recognized as a model program and often hosts informational site visits for the Regional program. The MCH nurse provided approximately one thousand (1,000) health promotion visits which included Passport to Good Health classroom lessons in early childcare programs, daycare licensing inspections, WIC healthy nutrition consultations and health care provider referrals for Greenwich children and parents.
The Director of Family Health represents the Department as a member of numerous Community advocacy and service provider groups, including but not limited to the Child Protection Team, Greenwich School Readiness Council, Read Across America, United Way Youth Council, Senior Provider Network, Greenwich Community Health Improvement Partnership, the Greenwich Prevention Council, and the YWCA Domestic Violence Task Force.
DENTAL HEALTH PROGRAM [Linda Conti; Jeannie Schnakenberg, Public Health Dental Hygienists]
Implemented by a staff of two (2) registered public health dental hygienists, the Dental Health Program applies the principles and practices of preventive dentistry through a comprehensive oral health program of services
133 to children, adolescents, adults and the elderly. The program consists of four initiatives: the School Dental Health Program, Community and School-Based Preschool and Head Start Programs; the Maternal and Child Health Clinic and the Adult Health “Caring in the Community” Program, which encompasses health fairs, wellness forums and programs for residents, Town of Greenwich employees and community businesses. Working collaboratively with the professional dental community, the Dental Center of Stamford and Optimum Health Care Center, the program strives to prevent dental health disease in persons of all ages by providing oral health and orthodontic care. The program also assists those who do not appear to have sufficient access to oral health care services.
The major program goal of preventing oral health disease is directed mainly to children in the public school system. The School Dental Health Program includes (11) elementary schools and three (3) middle schools. Despite dramatic successes in the reduction of caries in children over the past twenty years, oral health related diseases still appear in young children. The program is equipped to recognize early stages of dental disease by providing dental screenings and periodic assessment of oral health problems. Public health education sessions are taught to stress the importance of preventive oral health care measures in all grades where the program is offered. This year, a total of two hundred twelve (212) educational sessions were taught in kindergarten through fifth grade classes and six thousand fifty-three (6,053) of the six thousand one hundred fifty (6,150) eligible students received dental screenings. Of those examined, nine hundred seventy-five (975) or 16% were found to be in need of dental care and were referred to a dentist for follow-up. This number is consistent with last year. There were a total of sixty-seven (67) or 7% completed corrections. Tracking referrals is a long-term process. Compliance forms received by the Dental Health Office after the fiscal year will be recorded in the following year. Of the one thousand ten (1,010) students referred (including pre-schools) in 2015-2016, there were an additional four hundred twenty-three (423) students that had treatment completed but did not return the referral form in 2015-2016. Therefore, after examining these students in the beginning of 2016-2017, a total of five hundred fifty-one (551) or 54% of the students visited a dentist and received treatment for the fiscal year. As an ongoing objective, the dental program strives to provide oral health screening to at least seventy-five percent (75%) of the children entering school for the first time (kindergarten). This year, six hundred sixty-three (663) entrant forms were distributed. Of those, three hundred seventy-six (376) or 57% were returned, indicating the number of students who had received dental exams by a dentist. This number represents a consistent return rate for new students entering school as last year. Also, in this fiscal year the dental hygienists responded to eighty-eight (88) dental first aid needs.
Tooth decay remains the most common chronic disease of children aged 5 to 17 years. In the United States, tooth decay affects one out of four elementary school children, two out of three adolescents and nine out of ten adults. In Connecticut, by the third grade, 40% of Connecticut children have experienced dental decay.
Fluoride is a natural mineral that is shown to protect against tooth decay. It has long been recognized as the most effective, economical and practical preventive measure to reduce tooth decay (cavity) and promote good oral health. Fluoride works by stopping or even reversing the tooth decay process. It keeps tooth enamel strong and solid and helps to re-mineralize tooth surfaces. It also prevents cavities from continuing to form. Despite scientific facts, there is a perception that fluoride supplements are not necessary due to the presence of fluoride in toothpaste and water. In Connecticut over 87% of the state’s population receive some level of fluoride in their drinking water from public water systems. However, the remainder of the population is served by a private well water supply. The level of fluoride in this water system is generally not known without testing; however, measurable levels are infrequent unless natural pockets of fluoride are identified. As many as 2,500 Greenwich residences utilize private wells for their water supply. In addition, bottle water is fluoride- free and toothpaste provides minimal fluoride amounts. The weekly fluoride rinse initiative is offered to students in first through fifth grades in all eleven (11) elementary schools. Of the three thousand five hundred thirteen (3,513) eligible students, two thousand eight hundred seventy-one (2871) children or 82% participated. Overall, the program participation rate remained consistent with the previous year.
134 This year the staff collaborated with the Connecticut State Department of Public Health to participate in the CT dental health surveillance program which was also sponsored by the State Board of Education. This program is used to determine the need for additional health programs in the schools. This year the State selected at random Parkway and Old Greenwich Elementary Schools. The surveillance survey will be tabulated and the results will be available in September 2017 on the State Department of Public Health website.
This year, success toward providing access to needed oral health care was achieved through the staff’s outstanding effort in guiding families through the HUSKY insurance application process and finding a provider. Since the closure of the Greenwich Hospital Dental Clinic many dentists have begun to accept state insurance. Recognizing that oral disease, especially tooth decay, is the most chronic childhood disease, the staff dental hygienists worked collaboratively with community dental providers to obtain prompt appointments. According to the U.S. Surgeon General, tooth decay is five times more common than asthma and seven times more common than hay fever. In addition, more than fifty-one (51) million school hours are lost each year due to dental related illness.
In addition to the public school curriculum, four (4) elementary school-based pre-schools and seven (7) community-based pre-school programs were serviced with a total of two hundred ninety-seven (297) exams conducted and twenty-eight (28) educational classes taught (including Head Start programs). Assistance was given to two (2) Head Start programs (First Steps and Kid’s Corner) so that compliance performance standards could be met for Federal funding. All parents received a list of HUSKY providers for dentists and clinics. With 100% participation, thirty-two (32) children were examined and forty-six (46) conferences were conducted. Dental services were also coordinated for four (4) referrals to a dentist.
The program also served over two hundred (200) seniors through community outreach efforts at several functions, including the Senior Health Fair at the Old Greenwich Civic Center. According to the literature, untreated tooth decay is a significant problem for many vulnerable adults in Connecticut, particularly those living in long-term care facilities. Over one-half of long term care residents with teeth had untreated tooth decay. In addition, about 30% of older adults in general have untreated dental caries. A presentation on “A Beautiful Smile is Ageless” was given at the River House senior adult day care program with twenty-five (25) seniors participating. The staff educated one hundred sixty (160) children aged 5 to 10 at the Boys and Girls Club of Greenwich, an event that is offered annually in February during Dental Health Month. Lastly, literature and oral health aids were provided to approximately one hundred (100) students at the Greenwich High School Health Fair. A dental health presentation and a puppet show was provided for the students of the after school program at BANC. Approximately sixty (60) students attended.
This year the staff participated and offered parents of Greenwich Boys and Girls Club students the Connecticut Children’s Identification Program (CHIP). The program is provided by the Freemason Foundation free of charge and provides parents an opportunity to protect their children if abducted. Tooth imprints, DNA swabs, interviews and videos are all given to the parents in a packet. The program was well received and was much appreciated.
This year, eleven (11) children were examined as part of the Department’s comprehensive Well Child Clinic. Notably, seven (7) children or 64% required dental care. In addition, nine (9) parent conferences were conducted. The staff also teamed up with the Department of Social Services to provide accurate information to clients of the Women, Infant and Child (WIC) Program, which meets once a month in Town Hall. A total of fifty-eight (58) children were screened and none were referred for treatment.
Caroline Calderone Baisley, MPH, RS Director of Health
135 THE NATHANIEL WITHERELL ANNUAL REPORT – FY 2016-2017
The Nathaniel Witherell (TNW) Skilled Nursing/Rehabilitation Facility is owned by the Town of Greenwich and operated as a not-for-profit facility. TNW, licensed for 202 beds as a Chronic Care Nursing Home by the State of Connecticut Department of Public Health, provides rehabilitation and skilled nursing care while offering priority for admission to residents of the Town of Greenwich. All of its beds are certified by the Medicare and Medicaid programs. Major insurance carriers also contract with Witherell to provide rehabilitation services to their policy holders. Nathaniel Witherell is located on a 24-acre campus on Parsonage Road, two miles from downtown Greenwich.
TNW continues to incorporate a philosophy of providing individualized care for each resident by 1) maximizing choices; 2) building relationships; 3) helping to achieve personal goals; 4) celebrating life- cycle events; 5) maintaining relationships with the external community; 6) providing transition support into the Witherell community; and 7) collaborating with residents and their families. In nursing home parlance, this philosophical approach is called “person-centered care.” Consistent with this philosophy, TNW is committed to providing the highest possible quality of life and care for each of its residents based on their individual needs in the areas of nursing, rehabilitation, medical care, social work, dining services, pastoral care and therapeutic recreation. TNW employs support staff in Nursing, Maintenance, Housekeeping, Laundry, Finance, Admissions and Administration, all of whom are vital members of the total Witherell Care Team. Rounding out that Team are physicians, dentists, psychologists, therapists, dieticians, nurse practitioners, volunteers, and a Family Council whose members are also committed to enhancing the quality of life for our residents.
FINANCIAL SUMMARY
2014-2015 2015-2016 2016-2017 Expenditures: Current $18,229,424 $23,286,892 $22,026,703 Town Allocations (Fringe Benefits, etc) 6,525,443 7,094,933 6,062,020 Debt and Interest 3,481,989 1,283,064 924,578 Capital(Actual) 1,526,512 495,572 212,453
Total Expenditures: $ 29,783,368 $ 32,160,461 $ 29,225,754
Revenue: 23,658,418 26,741,112 27,248,534 DEFICIT ($6,124,950) ($5,419,349) ($1,977,220)
Contributions from External Sources - General Fund - 2,400,000 1,977,220 - Friends of TNW 750,000 850,000 - - Historic Tax Credit 3,105,400 1,514,674 - Net Revenue: $(2,269,550) $(654,675) $0___
Nathaniel Witherell staff and/or contracted personnel deliver customized care specific to each resident’s needs. Whether residents’ stays are for short-term rehabilitation or for the treatment of chronic and/or medical conditions that require long-term care, their needs are addressed by both professional and service personnel with training in areas, such as:
136 SERVICES
Physician-ordered care with Medical Direction Dietician supervised Nutritional Support Medication Management Renal Therapy Inpatient and Outpatient Enteral Feeding - Medical Rehabilitation Tracheostomy Care - Cardiac Rehabilitation Coma Care - Orthopedic Rehabilitation Palliative Care Wound/Skin Management Hospice/End of Life Care Pain Management Psycho Social/spiritual needs assessment Breathing Management Chaplaincy Service Alzheimer’s Disease and Dementia Care Hairdresser/Cosmetician Services IV Therapy Community/Volunteer Services
STATISTICS
2014-2015 2015-2016 2016-2017
Personnel – FTEs (F.T. + P.T.) 223 229 229 Admissions 556 593 654 Occupancy 90.2% 90.9% 94.0% Patient Days 64,891 67,179 69,340 Available Beds 197 202 202
MAJOR ACCOMPLISHMENTS AND ACTIVITIES
Again this year, the facility remained among the highest rated nursing homes in the State as measured by Medicare’s 5-Star Quality Rating index. Witherell has been awarded a 5-star rating from Medicare in every year since the rating program was initiated 9 years ago. The facility also maintains a top rating by U.S. News and World Report in its annual Best Nursing Homes Publications.
This year, a major focus was to prepare for renovations to the public areas (corridors, living rooms, dining areas, and resident hygiene centers) on each of the 4 Tower nursing units as well as to the auditorium/recreation room/solarium on the first floor. Both projects went out for bid and the low bidder was selected for the auditorium project. However the Tower project came in over the projected budget and capital appropriation by $377,000. Rather than reduce the scope of the project or plan the project in two phases by delaying a portion until the subsequent fiscal year, both of which options were considered, the Witherell Board determined the best option was to seek additional funding to cover the full cost of the project. The Friends of Nathaniel Witherell agreed to contribute $200,000 towards its completion and an additional appropriation of $177,000 was requested of and approved by the BET and RTM. Construction toward completing these two projects is now expected to begin at the beginning of calendar 2018, pending final approval by state and local authorities.
An RFP for contracted rehabilitation (physical therapy, occupational therapy and speech/language pathology services was issued during the year. The successful bidder was Select Rehabilitation, the current incumbent that has provided services for the past 10 Years. The terms negotiated for the new contract resulted in a 3.85% reduction in fee for service costs.
A significant conversion/upgrade to MatrixCare, the facility’s clinical/administrative data system, was also implemented this year. eMAR (electronic medication administration record) and nurse
137 order entry capabilities were added, involving extensive training of professional staff on all three shifts and upgrades to the building’s WiFi capabilities. A module for physician order entry will be added to Matrixcare next year and Rehab Optima (the documentation software used by physical, occupational and speech therapists to record their notes) will be integrated into MatrixCare next year. The Mealtracker module will also be added, which will provide automation to menu planning, food purchasing and production.
The Friendship Garden in the center courtyard was completed and dedicated in the Spring of 2017. Witherell appreciates the many contributors to the Garden project including the Small Town Economic Assistance Program of CT, Hortulus, Cummin Associates, Summer Rain Sprinkler Systems, Greenwich Tree Conservancy, The Woman’s Club of Greenwich, the Carolyn DuPont Gibbons Revocable Trust, Virginia L. and Dennis J. Brennan, Innis Arden Women’s Golf Association, Greenwich Garden Club, Garden Education Center of Greenwich, Garden Club of Old Greenwich, Cindy Bailey, Josephine and Gregory Larson and Julia Quincy.
A 15-year capital plan for ongoing maintenance and improvement of the Witherell campus and its buildings/equipment was presented to the Town of Greenwich. A new transport van and laundry equipment were purchased during the year in scheduled fulfillment of the plan.
Suzanne Hogan, a former Chief Operating Officer at Lippincott, joined the Witherell Board. Ms. Hogan’s professional expertise is marketing/brand strategy, design/innovation and marketing.
Respectfully Submitted by: Allen Brown Executive Director
138 DEPARTMENT OF HUMAN SERVICES
2016-2017 2015-2016 2014-2015
Budgeted Personnel: 51 52 52 Expenditures: Current $3,196,641 $3,172,519 $3,016,208 Capital 25,300 5,488 $92,650 Total: 3,221,941 3,178,007 $3,108,858
Revenue: 89,927 97,778 $146,192
Note: Fifty-one (51) budgeted positions in FY 2016-17 were filled: Twenty (20) full-time and thirty (31) part-time, and three (3) temporary seasonal. Expenditures included $2,863,641 in operating expenses and $330,000 in External Entities funding. Overall operating expenses increased by $43,934 over fiscal year 2016 and reflects a 2.0% increase in the operating budget. Revenues, generated through Homemaker Services were $89,927 in fiscal year 2017.
STATEMENT OF DEPARTMENT MISSION, GOALS, AND TARGET POPULATION
Mission The mission of the Department of Human Services is to enhance the quality of life of Greenwich residents through support in meeting basic human needs and promoting services that foster self-sufficiency.
Goal To provide for basic human needs; maintain the integrity of families; strengthen self-reliance and self- sufficiency; and promote positive social development and emotional adjustment for residents unable to access these services elsewhere.
Target Population Greenwich’s economically-disadvantaged residents; children and youth at risk of poor social or emotional adjustment; residents with confusion, dementia, and other declining abilities due to age and health conditions; those with intellectual disabilities and chronic mental illness; and those of limited income with physical and medical needs whose needs are not fully met by other agencies.
Oversight The Department is overseen by the seven-member, policy-making Board of Human Services. Board members serve three year terms. Board officers this year were: Ms. Barbara Nolan, Chairperson; Mr. Steven Gross, Vice Chairperson; Mr. Jeffrey Medina, Secretary. Other board members were: Mr. Alan Gunzburg; Mr. Abbott Jones; Ms. Natalie Queen; and Mr. Winston Robinson.
KEY DEPARTMENT OPERATIONAL ACTIVITIES IN 2016-2017
Name Change and Revision in Town Charter The Town approved a proposal by the Department to change its name from the Department of Social Services to the Department of Human Services. The changes were incorporated in section 62 of the Town Charter. The department drafted changes in the Town Charter on the role and responsibilities of the Board and the Commissioner that will be presented to the RTM for approval in FY ‘18.
Establishment of a Foundation The Human Services Department began the work of establishing a Foundation that will seek tax deductible donations providing financial support to programs operated by the department. The department is being assisted in the application process by the law firm of Ivey, Barnum & O’Mara who are providing their services pro bono. The expectation is that application process approval will be completed in FY ’18.
139 Greenwich Prevention Council With the successful completion of the Opioid Report completed by the Department of Human Services and Liberation Programs, the decision was made to revamp the dormant Prevention Council. The purpose of the Prevention Council is to develop and implement prevention strategies to educate the public on addiction issues (alcohol, substances and tobacco), with an emphasis on children and adolescents. A goal is to implement a health/behavioral health survey of middle and high school students in both the public and private schools. The Council is co-chaired by the Greenwich Police Chief and the Department of Human Services Commissioner. Plan is to seek a $5 million federal grant to support the prevention program.
1st Selectman’s Diversity Committee and Advisory Committee for People with Disabilities
The 1st Selectman appointed the DHS Commissioner to these two Committees. The Diversity Committee began work on developing a panel discussion on Immigration planned for the fall of 2017. The Disabilities Committee developed policy and procedures for the Town’s ADA compliance that will be included on the Town’s website. The Disabilities Committee will also review the facilities plan for the Town schools to ensure ADA compliance.
Achievement Gap Report The Achievement Gap Committee, chaired by Winston Robinson, completed its report and presented to the GDHS Board. Report was distributed to Town officials, Boards and BOE.
The department began work on a collaborative project with the United Way to develop a more robust approach for providing support to high risk children ages 0-3 and families. This was a central recommendation made by the Achievement Gap Committee. Discussion on developing a Group that includes providers, school administrators and funders for prevention programs.
Windrose Program The department continued its collaboration with the alternative high school program now re-named Windrose. Department was very active with supporting the program through its funding of the RITE employment program developing a career track in the Windrose program. Department introduced the Resource Foundation to the group and the foundation will provide funding stipends to those students completing job internships.
InterAgency Team and Juvenile Review Board Department is participating in a leadership position with both groups in advocating for behavioral support programs in the Greenwich school system. Goal is to establish the InterAgency team presence in all schools.
Meeting Community Needs During this past fiscal year, the increased demand for human services continues due to economic conditions and limited job market. This is reflected in the 2,336 client households served during FY ‘16-17; an increase of 14% over FY ‘16. With the continuing challenges related to the uneven economic recovery growth and limited employment opportunities, we anticipate the need and demand for services to grow.
The 2016 Greenwich United Way’s “Assessment of Human Service Needs Report”, states, “One of the key findings is that Greenwich’s at-risk individuals include the 5% living at or below the federal guideline and the 15% living at the ALICE level (Asset Limited, Income Constrained, Employed) who do not earn enough to adequately meet basic human needs such as shelter, food, transportation and child care. The number of individuals that are above the GDHS eligibility requirement of 200% Federal Poverty Level and the ALICE level are 4,469 at-risk individuals.
140 Following the goals established in its FY 2017-2019 strategic plan and responding to the needs of the community, the GDSS Task force groups continued to assist in developing an effective network of community agencies collaborating together.
Mental Health Provider Group – The Mental Health Provider Group brings together community organizations and consumer support groups, with the goal of provider collaboration, and establishing a more effective network of mental health services to assist those who need help by linking them with local resources. Over a dozen agencies are participating, and meeting on a monthly basis. The group is focusing on improving mental health and addiction issues.
Domestic Violence Prevention Group – This group’s goal is to develop a better organized approach in linking Greenwich residents that experience domestic violence with respective, appropriate programs. The Group is also reviewing and developing strategies on domestic violence prevention.
Hoarding Task Force – This group formed in the spring of 2012. GDHS identified hoarding as an issue with some clients and organized a group of Town departments to share ideas on how to approach this challenging issue. The Greenwich Hoarding Task Force met throughout FY ‘17 to discuss strategies for collaboration among Town departments.
Byram Family Enrichment Program – Brings together Town Departments and community agencies to discuss an organized approach on developing programs to meet the needs of the Byram community. The evening ESL program at BANC for adults continues to exceed expectations. The program includes an evening meal for families and childcare activities during the class. The Department is developing learning, cultural and recreational activities for children through its Banc after-school program. The curriculum now includes: reading champions, chess lessons, yoga classes, swimming lessons at the YMCA and a social and emotional learning program provided by the YWCA.
Accountability The Department management and Board are monitoring the Department’s accountability by using data extracted from the Department’s management information system. These reports assist in measuring the effectiveness and efficiency of staff’s productivity, clients’ services, as well as balancing services and the cost of delivering these services. The Commissioner’s monthly dashboard report to the Board of Social Services provides the Town’s stakeholders a better understanding of the Departments’ activities and accomplishments.
The Department service plans were created for each client and establish needs, goals, objectives, progress notes and timelines for achieving goals. In FY ’17, The Department added to its client evaluation process a mental health screening tool that includes a review of mental health and substance abuse need areas to assist staff in supporting clients. The department extracted from the service plan a results-based accountability report that shows achievement of client goals.
Strategic Planning: The Board of Human Services and Department completed the first year of its three- year strategic plan for FY ‘17-19. The Department successfully achieved a set of goals and objectives that were established in the FY17-19 Strategic Plan. DHS Board organized a Strategic Plan Group that included Board and staff and hired a consultant who worked with the Strategic Plan Group in developing a Strategic Plan for FYs 17-19.
KEY SERVICES TO THE COMMUNITY IN 2016-2017
The Department provides various direct and indirect services to Greenwich residents.
141 Direct Services In FY ‘16-17 GDHS provided services to 2,336 Households, an increase of 14% from FY 2016. The monthly departmental caseload over the year, per FTE was 155. There were 658 admissions to the Department.
The greatest client needs were for assistance with health care insurance, housing and utility assistance; food, Energy Assistance; counseling; financial assistance; assistance with entitlements; and seasonal programs such as Community Gifts. Other major services included: conservatorship and protective services for seniors; clinical case management and supportive group therapy to the chronically mentally ill; and homemaker services to seniors and the disabled.
Service: # Client Hours % Total Client Evaluation & Ongoing Support Services 6,084 53 Personal Sustenance 3,328 29 Community Gifts 718 6.5 Financial Aid 368 3.5 Protective/Legal Services 328 3 Homemaker 299 2.5 Education Services 280 2.5 Total 11,405 100
Ethnicity: # Households Served % Total White 1,012 43 Hispanic/Latino 817 35 African American 240 10 Asian 113 5 Other 154 7 Total 2,336 100
Age Distribution: # Clients % Total 0-17 2 .5 18-24 44 1.5 Gender: # Enrolled % Total 25-44 648 28 Female 1,780 76 45-64 853 37 Male 556 24 65+ 789 33 Total 2,336 100 Total 2,336 100
Case Management Services The Department continues to be the major entry portal for individuals and families who are seeking assistance with meeting basic human needs: housing, food, clothing, health care, and personal safety. Many clients have significant economic challenges and/or mental health issues that hinder their ability to address the problems. The Department’s case managers assess the degree of client need and establish service plans with the client that establish goals, objectives and timelines for achieving the goal. The case manager’s primary responsibility is to refer the client to the appropriate set of community service providers and follow up with the client to assess results/outcomes.
Education The Department’s Board has determined that the future success of clients breaking the poverty cycle is through improved education preparation. An Achievement Gap Committee recommended a strategic plan
142 for developing a community collaborative approach for identifying high at risk children and providing supportive programming.
Employment The Department established an on-site job development program through its Community Partnership Program with Family Center’s RITE Program. Over 140 clients were evaluated and provided with job development assistance through this program in FY ‘17.
Food Insufficiency GDHS screens and refers clients to Greenwich’s food and clothing bank, Neighbor-to-Neighbor (N-to-N). In addition, GDSS provides emergency food from the Department’s Food Pantry. There were 454 households/families, or 1,204 individuals, enrolled in N-to-N. This represented 622 adults, of which 162 were seniors, and 582 children.
Youth Services The Department oversees three programs geared to Greenwich youth:
Juvenile Review Board; InterAgency Team; and 1st Selectman’s Youth Commission
Greenwich Youth Conservation Project (GYCP) Program provides summer employment, educational, and recreational/socialization for 14 and 15 year-olds from all socio-economic groups and serves students from the public and private schools. In FY’17, 112 participants worked on environmental projects throughout Town. The program is operated through a collaboration with the Department of Parks and Recreation.
Greenwich Youth Corp Program is in collaboration with the Greenwich Land Trust and provided a working/learning experience for fourteen youth, ages 15-16.
Byram Archibald Neighborhood Center After-School Program (BANC) Serving children in kindergarten through 3rd grade. BANC served 85 children in FY ’16-17. The program is a licensed after-school day care program. Special programs included: yoga, chess, museum and library trips, swimming lessons and cooking. A Social and Emotional Learning program was also provided for students.
Homecare Services The Department provides Homecare Services for low-income seniors and disabled individuals who meet criteria. Services include light housekeeping, laundry, meal preparation, and, with a doctor’s authorization, bath assistance to clients unable to manage these tasks themselves due to frailty or illness. Homecare provided services to 130 seniors and individuals with disabilities, for an average of 8.24 hours per month per client. The Department continues with a contract with the Southwest Connecticut Agency on Aging (SWCAA) for Homecare Services and contributed revenues to Town General Fund for $89,927 in FY’17.
Transportation Services Transportation is provided for the physically and mentally challenged clients who receive case management services from the Department. These services help many clients to access their medical providers, food, and to meet other needs such as medication pick-up or translation during medical or legal appointments. Case Aides provided transportation services to 101 unduplicated clients, for an average of 1.3 hours per month per client. GDSS contracted with TAG for Neighbor-to-Neighbor food deliveries.
143 Elderly/Disabled Renter’s Program and Energy Assistance Program State law provides a Renters Rebate Program for Connecticut renters who are elderly or totally disabled, and have resided in the state for at least one year, and have incomes below certain limits.
Renters Rebate ‘16-17: GDHS submitted 365 applications for renters’ rebate that were granted with benefits to applicants totaling $186,131.
Energy Assistance ’16-17: GDHS completed 201 applications, with total awards of $51,565.
Operation Fuel Operation Fuel is a privately funded 501C-3 not-for-profit organization providing financial assistance to eligible low-income families with fuel or utility emergencies via a network of 100 fuel banks. $21,852 was awarded to 50 Greenwich households.
Community Gifts Program The Program involves Town and private sector collaboration distributing toys, food, cash, clothing and shoes to Greenwich families in need. There are several component programs:
The Holiday Aid Program provided for 826 households during the Thanksgiving and December Holidays.
Toy Distribution provided unwrapped toys to 402 children and the Angel Tree Program provided 584 gifts to 408 children.
The Campership Program provided partial and full scholarships to summer camps for 228 children ages four to fourteen, and 17 seniors. Total donations were $103,656.
The Boots and Shoes Program provided families with vouchers toward back-to-school footwear for 276 children, ages five to fifteen, through the Salvation Army Emergency Aid Program.
Backpacks and School Supplies – In collaboration with the United Way, Resource Foundation and Vineyard Vines provided back packs and school supplies to 235 children.
Indirect Services The Department works in collaboration with community agencies to identify human service needs and responds accordingly.
Community Partnership (External Entities) Since 2006, GDHS has assumed the responsibility for oversight of local Human Services Organizations that receive Town funding. In FY ’16–17, $345,000 was distributed to eighteen community agencies and 16 programs. Three programs funded by the Town’s 1st Selectman’s External Entities Budget (440), Kids in Crisis TeenTalk Program, River House and the Youth Services Bureau, continued with GDHS administrative oversight. Each program submits quarterly updates with established goals and outcomes.
Community Involvement The Department provides access to needed resources for clients through collaboration with various community organizations, and participation on Boards and Committees in the community. In 2017, GDHS continued its participation in the National Depression Screening Day, offering screenings and referrals to residents. The Department sponsored with the Southwest Regional Mental Health Board a mental health Training course for Town employees for a second year in a row.
144 Town Committees The Department is now represented on the 1st Selectman’s Diversity Advisory Committee and the Advisory Committee for People with Disabilities in Greenwich. The Commissioner was asked to join these two committees and plans are developing for an Immigration Panel in the fall and a review of the Town’s ADA policies and procedures. A proposed draft of policies and procedures was drafted and are under review.
DEPARTMENT ACCOMPLISHMENTS IN 2016–2017
Greenwich Veterans Council Department is taking a leadership position with the 1st Selectman’s Office in establishing an umbrella organization for all Veteran’s groups in Greenwich. Improve health and human services for Greenwich Veterans.
Greenwich Prevention Council Council was revamped in FY ’17, co-chaired by Police Chief Heavey and DHS Commissioner Barry. Representation from community agencies and public and private schools. Goal is to apply for a federal grant that will support prevention programs. School health survey is being promoted by the Prevention Council that will provide information on behavioral health issues from students and parents.
TeenTalk Program TeenTalk counselors are now available in Greenwich at all three middle schools. TeenTalk counselors working effectively in all three Middle Schools with 147 youth seen for individual counseling. Counselors provided 1,356 individual counseling sessions and group sessions were also provided by the counselors
Interagency Team DHS was invited and joined the leadership group for IAT. Plan is to expand program into the Middle Schools and increase number of youth being served by the program. Goal is to expand the program and identify high-at-risk youth who can benefit from program support and work closer with families.
Youth Services Bureau Coordinator DHS is working with the Youth Services Bureau Coordinator on the oversight of the IAT program. Providing supervision and support. Plan is to have position transferred to the Department in FY ’18.
Achievement Gap Achievement Gap Task Force formed and met throughout the FY. Department review of issues affecting achievement gap revealed the gap is widest in Title 1 schools reflecting greater need for low income children and youth. Additional stress issues for children experiencing poverty. Children are behind when entering kindergarten and do not catch up.
Need for: 1. Child Development Program for infants/children ages 0-3 to prepare for pre-school. 2. Organized and coordinated Social and Emotional Learning Program in schools. Employment/Job Development Program Through Department’s Community Partnership Program, an on-site job developer worked 3 half-days a week meeting with Department clients to assist in improving job skills and preparation for job market. Over 120 clients were seen in FY’17 and 45 clients were assisted in finding employment.
145 SPECIAL PROJECT PLANS FOR 2017-2018
Collaborative Projects As stated in the Department’s strategic plan, collaboration with community agencies in meeting the Town’s strategic needs remain a top priority. The United Way 2016 Needs Assessment Report identified the need to improve services to meet basic needs.
Implementation of Opioid Report recommendations for the Town of Greenwich in collaboration with Prevention Council.
IAT – Work to further develop the program and increase effectiveness of mental health programs integrated with school system.
Establishment of a department foundation so that donations to support department programs can be better managed.
The Department has successfully formed the following Work Groups:
Achievement Gap Mental Health Provider Group Domestic Violence Prevention Group Hoarding Group Byram Family Enrichment Group
Community Groups that Department staff participate on:
United Way Community Planning Council Southwest Regional Mental Health Planning Council National Alliance for Mental Illness (NAMI) School Readiness Council Youth Service Council Child Protective Team Juvenile Review Board Interagency Task Force After School Task Force Senior Provider Network Greenwich Community Health Improvement Project (GCHIP) Greenwich Prevention Council Greenwich Veterans Council Greenwich Education Alliance Family Center’s Health Center
146
Please refer to BOE District’s “Assessment Report and District Strategic Improvement Plan” on the Greenwich Public Schools website, www.greenwichschools.org, for Annual Reporting
147 GREENWICH LIBRARY
2016-2017 2015-2016 2014-2015
Budgeted Personnel: 62 62 62 Expenditures: Current $9,084,923 $9,049,194 $8,864,019 Capital $477,640 $1,343,680 $102,232 Total: $9,562,563 $10,392,874 $8,966,251
Revenue: $1,138,994 $1,172,425 $1,149,630
The year 2017 marked the end of Greenwich Library’s 2012-2017 five year Strategic Plan: My Library, Connecting our Community. To bring such an ambitious vision to fruition required active participation by all stakeholders: Library Staff, Friends, and Trustees. The Library is pleased to report that In 2016- 2017, progress was made on nearly every initiative set forth in the plan.
The following is a summary of some of the highlights of Greenwich Library’s accomplishments for the 2016-2017 fiscal year: The Library began to reverse a seven-year decline in circulation due to outstanding collection management efforts. For the first time since 2009-2010, total circulation rose 2% to 1,224,463. Staff completed a major collection evaluation of Library nonfiction and children’s materials at the Main Library and the Cos Cob Branch Library. Greenwich Library, in partnership with the Greenwich Public Schools, initiated an annual visit by all 1st grade classes at eleven elementary schools. The Library piloted in-depth, one-on-one technology support assistance for patrons at the information desk. The new service is proving to be highly popular. To make payments of fees and fines easier for patrons, credit cards are now accepted at the self- checkout kiosks at the Main Library, an example of using technology to improve operational efficiencies. At the sixth annual Greenwich Reads Together, 20 community organizations and more than 7,200 Greenwich residents engaged in reading and programs focused on Station Eleven by Emily St. John Mandel.
STATISTICS AND HIGHLIGHTS
The national appetite for digital content is reflected in usage by Greenwich Library’s patrons. Demand for digital content such as eBooks, downloadable audiobooks, and streaming video and music continues to be strong. Meanwhile, use of in-person reference services continues to decline. At the same time, there is a shift in print usage due to either a leveling demand for ebooks or the work of Library staff to evaluate, manage, and market print collections in a way that best appeals to patrons. As a result, circulation has increased for the first time in seven years. However, it is no surprise that older formats for music and video continue to decrease in circulation due to the growing ubiquity of streaming and downloadable services.
Total circulation rose 2% from 1,204,721 to 1,224,463. Circulation of digital materials continues to grow: o Downloadable Music increased 123% to 67,250. (*includes streaming music formerly included in database visits.)
148 o eBook circulation increased 4% to 102,567 and downloadable Audiobooks increased 15% to 34,980. o Streaming and downloadable video increased 12% to 6,426. o Periodical circulation, both physical and digital, increased 3% to 17,989. Circulation of some physical items decreased: o Music CDs decreased 14% system wide to 81,104. o DVD circulation decreased 2.6% to 223,025. o Audiobooks on CD decreased 16% to 31,005. Efforts to augment the quality of Library programs have been proving successful. Although the total number of programs was reduced by 2% to 1,773, attendance has increased by 6% to 52,900. Reference staff at the Main Library continued to provide tech support to patrons. Assistance increased at both the Byram Shubert (13%) and Cos Cob (14%) branches. Print management use rose 27% to 210,024 as more patrons enjoyed the convenience of printing documents at the Library. Wireless printing launched in July 2017. Other traditional in-person uses of the Library decreased including door count (-2% to 633,646) and reference assistance (-6% to 142,502).
SOURCES OF FUNDING
Greenwich Library has a long history of a public-private partnership with the Town of Greenwich. The annual operating budget is funded by the Town of Greenwich while the Board of Trustees Development Office raises private funds to support Library programs and initiatives. Additional program funding comes from the Friends of Greenwich Library, Friends of Byram Shubert Library, and Friends of Cos Cob Library.
Greenwich Library is supported by a long-standing private endowment from the Clementine L. Peterson Foundation. The Foundation was established under the will of Clementine L. Peterson in memory of her son, Jonathan, and her husband, J. Whitney Peterson. Peterson Foundation Trustees exclusively govern the investment plan and distribution of funds. The annual distribution is used for operating and staffing costs of the Peterson wing as well as for enhancing business and music collections and services.
STRATEGIC PLAN UPDATE 2016-2017
Throughout the year, staff and volunteers worked to complete the goals set forth in the 2012-2017 Strategic Plan, My Library: Connecting our Community. Some of the major achievements from the plan’s five topic areas are detailed below.
COLLECTIONS
Embrace and integrate emerging media into the collection.
After a full evaluation of the nonfiction collection at the Main Library, Library staff engaged in experimental changes in shelving and display. With the goal of drawing patrons to the materials and encouraging browsing, staff developed a new shelving method with fewer items on the shelves and books faced out to highlight signature titles in the collection. To accomplish this, all 70,000 items in the nonfiction collection were shifted, with different subject areas allotted shelving. Materials on display were rotated and monitored regularly (mirroring the process in retail), allowing for a fresh appearance. The results were gratifying. Patrons not only shared their appreciation about the new look, but during the 2016-2017 fiscal year, non-fiction circulation increased for the first time since 2009-2010. Greenwich Library staff also concluded a collection evaluation of the Children’s Room. In the picture book area, popular subjects among preschoolers have seen increased circulation due to
149 additional reorganizing by topics (i.e. pirates, princesses, learning concepts, etc). The Cos Cob Branch Library also concluded a collection evaluation and shelving analysis. Using circulation trends, target sizes for the collection were adjusted and weeding of the collection to meet this collection size was completed. Statistics measuring the impact of this effort will be available next year. In April 2017, Greenwich Library added Kanopy, a streaming video service, to its extensive digital resources. Kanopy features over 26,000 movies, documentaries, indies, and foreign films from the Criterion Collection, the Great Courses, Kino Lorber, PBS, and thousands of independent filmmakers.
TECHNOLOGY
Ensure that patrons and staff have access to established and emerging technologies and the opportunity to achieve technological literacy.
Expanded expert technology support was piloted for one-on-one patron assistance at the Main Library and the Cos Cob Branch’s reference desks for 22 hours a week. In June 2017, credit card processing for Library fees and fines became available at the self-checkout kiosks on the main floor. The process is easy, fast and convenient.
LIFELONG LEARNING & ENRICHMENT
Meet the needs and interests of Greenwich residents by making strategic programming choices.
The programming committee continued to evaluate current Library programs and addressed issues such as marketing, venue size, and subject matter. This group, along with the support of many Library staff members, initiated appropriate modifications to improve the delivery of consistently exceptional programs. As a result of these efforts, program attendance increased 6% from 49,978 to 52,900 even though the number of programs was reduced by 2% to 1,773. The Peterson Concert Series sustained full audiences in 2016-2017 with performances from Grammy-nominated pianist Eldar Djangirov in October 2016, world-class early music quartet Ayreheart in January 2016, and guitar virtuoso Jim Campilongo in March 2017. The annual Black History concert featured Bernard Purdie, arguably the most recorded drummer in history, performing with his quintet. Author and book programming at Greenwich Library supports our book collections in all formats and helps to remind patrons of the centrality and availability of books in our culture and at Greenwich Libraries. In 2016-2017, Greenwich Library hosted 12 authors which included Amor Towles (A Gentleman in Moscow), Beatriz Williams (Wicked City), Marc Wortman (1941: Fighting the Shadow War, presented in partnership with the Retired Men’s Association), Emma Cline (The Girls), and Mary V. Dearborn (Ernest Hemingway). As part of the Library’s efforts to bring in top authors, in November 2016, Nathaniel Philbrick (In the Heart of the Sea) presented as part of Greenwich Library’s Distinguished Authors Series.
Support the academic and life success of Greenwich children by promoting early literacy and a love of reading.
In partnership with the Greenwich Public Schools, Greenwich Library initiated an annual visit by all first grade classes at eleven elementary schools to tour their nearest library facility and receive a library card. In 2016-17, 445 new library cards were issued in 20 visits system-wide (including the Perrot Memorial Library).The goal of Greenwich Library’s summer reading program is to keep children reading during summer vacation so that valuable reading skills won't be lost. While Greenwich Library has always
150 provided print titles, its extensive offerings also include downloadable ebooks and audiobooks in support of the Greenwich Public Schools’ digital learning initiatives. On Your Mark, Get Set, Read!, Greenwich Library’s 2016 summer reading program, attracted 1,145 participants) throughout the library system.
SERVICE & COMMUNITY SPACE
Strengthen our community of readers by increasing patron connections to one another and to our collections.
In 2016, almost 20 community organizations and more than 7,200 Greenwich residents participated in Greenwich Reads Together (GRT), which centered on Station Eleven by Emily St. John Mandel. The Steering Committee leading this effort includes Greenwich Library, Greenwich Arts Council, Greenwich Historical Society, Greenwich Alliance for Education, Greenwich Pen Women, Greenwich Public Schools and Independent Schools, Friends of Greenwich Library, Perrot Memorial Library, and Retired Men’s Association of Greenwich. Numerous adult, children and teen book discussions were held across Greenwich. GRT’s lead sponsor is the Friends of Greenwich Library. News of the World by Paulette Jiles was announced as the 2017 selection.
Reimagine our public spaces to reflect changes in technology and how people use the Library.
Considerable time was devoted to a review of preferred practices for Library services and to identifying the best ways to adapt existing space to offer superior services to our patrons. In 2016, the Library engaged the architectural firm Peter Gisolfi & Associates to develop plans for the Main Library that respond to what we heard from recent community surveys and from broader national trends about future functions and uses of our buildings. The Library also engaged the services of Kimberly Bolan Cullin, an experienced librarian and designer, to consult on the Cos Cob branch as we evaluate and plan how best to utilize space.
Expand and focus our partnerships for the collective benefit of the Greenwich community.
The Library has enhanced and expanded its partnerships with organizations such as: League of Women Voters, Yale Alumni Association, SCORE, World Affairs Forum, Curiosity Concerts, Retired Men’s Association, Commission on Aging and others to host programs important to civic education and workforce development. Notable programs in 2016 included: Election Matters: The State of Voting in 2016 and Fake News in partnership with the League of Women Voters. Distinguished Yale professors such as David Bromwich on The United States after the 2016 Election, Dr. Roy Herbst and others on Recent Developments in Cancer Research, and Craig Buckley presenting Frank Lloyd Wright: On the Road to Broadacre City in partnership with the Yale Alumni Association of Greenwich. Partnering with Fairfield County SCORE provided access to programs such as Modern Networking, Buying and Selling a Business, How to Run a Successful Nonprofit, and others. These popular programs regularly draw 30-60 attendees. The World Affairs Forum continued their Great Decisions series in the Cole Auditorium with a presentation on US Foreign Policy and Petroleum in February 2017, as well Whither France and the EU in a Time of Resurgent Nationalism in April 2017. The Library’s Ashforth Children’s Concert Series continued to partner with Curiosity Concerts to offer high quality musical performances in the Cole Auditorium and Byram Shubert Library. In 2016-2017, four concerts were presented including Argus Quartet, Israeli woodwind virtuoso Anat Cohen, premiere chamber music ensemble American Brass Quintet, and Ethos Percussion. The partnership with the Commission on Aging, a department of the Town of Greenwich, has been fruitful, offering Medicare Part D consultations to patrons, as well as maximum attendance in the
151 Cole Auditorium in June 2017 for Welcome to the Brain Age: 9 Things You Need to Know About Your Brain Health with Dr. Cynthia Green.
LIBRARY BRANCHES AND FRIENDS
Byram Shubert Library The Byram Shubert Branch Library staff continue to partner with the Friends of Byram Shubert Library to offer educational and entertaining programs to children, teens, adults, and seniors in the Byram community. Regular programs such as Movies from around the World and cooking demonstrations provide a window into different cultures. Chess programs, storytimes, crafts, and book discussions are regularly offered for children. The Byram Shubert Branch also hosts rotating art exhibits featuring local artists including Cesar Alvarez, Sharon Shisler, Elizabeth Vazquez, and Katya Lebrija; as well as students from Glenville School. AuthorsLive at Byram featured visits from Anka Muhlstein (The Pen and the Brush) and Jane Wyker (Soul Selfish). In addition, Byram hosts three regular book discussion groups: Proust Group, Byram Book Club, and Byram International Book Club. The Friends of Byram Shubert Library again hosted two successful book sales in November and June.
Cos Cob Library The Cos Cob Branch Library, along with the Friends of Cos Cob Library, presented a variety of programs for all ages. Local Cos Cob author Sarah Darer Littman shared her YA novels Charmed I’m Sure and Fairest of Them All, Hirsh Sawney discussed South Haven, and Stacy Mozer spoke about her children’s books The Sweet Spot and The Perfect Trip. The branch exhibited works from local photographers Sally and Mike Harris and local painter Ilse Gordon, as well as student art from North Street School, International School at Dundee, and Greenwich Christian Preschool. Adult coloring time proved to be a popular way to relieve stress on Friday afternoons. Prominent children's programs featuring Robert the Guitar Guy and Critter Caravan proved popular. In addition, the Friends of the Cos Cob Library sponsored well-attended genealogy and family memoir writing programs.
Friends of Greenwich Library The support of the Friends of Greenwich Library continued to benefit the Greenwich community with a variety of educational and community events at the Library. The ever-popular Flinn Gallery launched the 2016-2017 season with American Lens: Black and White Photography, and closed with Cambodia: Looking Back on the Future. The Flinn Gallery partnered with the Friends Friday Films series to offer films which complemented the current art exhibit. The Flinn Gallery stayed open late on six Friday evenings so patrons could view the exhibit and enjoy light refreshments before the film. The esteemed Musicians from Marlboro returned as part of the Cole Concert series for three classical chamber concerts. The Friends presented two children’s shows including Alice in Wonderland as part of “Take Your Child to the Library Day” in February and History’s Alive! Thomas Edison: Inventor, Lecturer & Prankster in April. The Friends also funded the Library’s book van which visits 12 senior residences in Greenwich. Along with the Smith College Club of Greenwich-Stamford, and the Greenwich branch of the English Speaking Union, the Friends of Greenwich Library sponsored the annual Shakespeare Competition, offering students the opportunity to present a monologue and sonnet.
The Outreach Program implements monthly visits to the Greenwich Library Children’s Room for the students of Greenwich Head Start. This year, the program was expanded to reach two classes from the Arch Street Preschool. The Outreach Program introduces these young children and their families to many Library resources. Furthermore, the program encourages the love of reading in a welcoming place, and provides another opportunity to help develop early literacy skills for our youngest patrons.
The Greenwich Library Oral History Project is a collection of interviews with people who have helped to make or witnessed the history of Greenwich, Connecticut, since 1890. To date, the collection contains more than 950 interviews and 138 books.
152
LOOKING FORWARD
Over the course of the 2012-2017 Strategic Plan, the mix of Library holdings and services was changing and that pace of change continues to accelerate. Historic measures of Library usage—print holdings, circulation, number of visitors, number of reference questions—are less valid. Increasingly important is the continuous balancing of digital and print holdings, online access to resources, technology support for patrons, and programming for all age groups.
In 2017-2018, Greenwich Library will engage in a new strategic planning process, drawing on two community surveys and discussions among Library Staff, Friends, and Trustees. This collaborative effort will help set the course for the next five years.
153 PERROT MEMORIAL LIBRARY
2016-2017 2015-2016 2014-2015
Budgeted Personnel: 17.45 17.45 17.45 Expenditures: Current 1,679,719 $1,646,481 $1,606,644 Capital $0 $0 $0
Total: $1,679719 $1,646.481 $1,606,644
Revenue: $16,659 $13,078 $14,576
LIBRARY FACILITY
We replaced the readers’ chairs this year in our Waid Room, the quiet study room at Perrot Library. The previous chairs were twenty years old and beginning to wear out. We found a nearly identical replacement, a “Federal Reserve” style chair built to our specifications by Eustis Chair in Ashburnham, Massachusetts.
The Historical Society of Greenwich honored Perrot Library this year with a Greenwich Landmark Award. The award is given to recognize a building that “demonstrates eminent architectural or historical significance” in the Town. The Library Board of Directors is grateful to the Historical Society and the many residents through the years who have generously supported the Perrot Memorial Library.
LIBRARY SERVICES
Perrot Library offers free or discounted passes, to our Library card holders and their families, allowing them to visit several interesting museums and parks at low or no cost. This year we added three more to our list that have been wildly popular: The Museum of Modern Art; the Intrepid Sea, Air, and Space Museum; and the Solomon R. Guggenheim Museum.
LIBRARY STATISTICS
Our Library statistics continue to show the same trend we reported last year. People are increasingly using the electronic resources available through our shared catalog with the Greenwich Library: eBooks, downloadable audiobooks, movies, music and magazines. While the availability of digital materials continues to grow, books in print continue to be very popular with our community of readers.
FY 15-16 FY 16-17 % difference
Total Circulation 246,902 240,723 - 2.5 Library Visits 170,046 167,085 - 1.7 Program Attendance 12,485 13,069 4.7 Reference Questions 39,210 35,925 - 8.4 Computer Use 20,636 19,981 - 3.2
154 BRUCE MUSEUM
2016-2017 2015-2016 2014-2015
Budgeted Personnel: 0 0 0 Expenditures: Current Capital
Total:
Revenue: $0 $0 $0
SUCCESSES IN 2016 – 2017
The Bruce Museum is excited to share its many successes this year, including:
The Bruce mounted an exhibition focused on Impressionist Alfred Sisley. The show successfully drew record weekend attendance (exceeding 800 visitors per weekend). Manager of School and Tour Services, Kathleen Holko, won the statewide 2017 Outstanding Museum Education Award, Art Educator of the Year from the CT Art Education Association; The Bruce Museum’s Audience Engagement and Interpretive Services team published an article in New England Museum’s Association spring journal Museums Now; The Museum’s Science Curator was awarded National Science Foundation grants for research in avian paleontology; The Museum reached its highest attendance in over five (5) years with 90,000 visitors; The Bruce welcomed over 3,200 participants to our Youth and Family programs – a record for programs including Bruce Beginnings, Family Days, School Vacation Workshops New this year, Bruce Beginnings Junior was established for visitors ages 10 months to 24 months. Programs feature playful learning for babies and caregivers, and help to develop comfort in Museum setting; Sunday Programming has also been developed. It is free with admission, focused on both art and science, with hands-on activities for families.
EXHIBITIONS
The Bruce Museum offered a variety art and science exhibitions in 2016-2017 that educated and engaged our diverse, community audience. Each exhibition featured world-class art, objects and artifacts that focused on the needs and interests of our visitors and our surrounding community. The following summarizes each of the exhibitions from 2016-2017.
Electricity May 14, 2016 - November 6, 2016 Developed by The Franklin Institute, Electricity brings the science and history of electricity to life through engaging interactives including Plasma Tubes, Jumping Rings, Solenoid, and Jacob's Ladder. Visitors learn the fundamental principles behind electricity such as magnetic fields, electric charges, and battery technology. Sparks fly (safely) as museum-goers examine concepts such as static electricity, attraction and repulsion, sparking, magnetic motion.
Crowd pleasing favorites include the lightning tendrils of purple, pink, and blue extended by the Plasma Tube and the Jumping Ring, which allows guests to wield electrical discharge, repelling a ring into the air. Visitors learn how flowing currents relate to magnetic fields and how their own body can become a 155 battery. The exhibition also highlights the applications and uses of electricity, how electricity gets into your home, sustainability, and safety.
Electric Paris May 14, 2016 - September 4, 2016 Organized thematically into four sections––Nocturnes, Lamplit Interiors, Street Light, In and Out of the Spotlight––Electric Paris explores the ways in which artists responded to older oil and gas lamps and the newer electric lighting that began to supplant them around the turn of the twentieth century. While artificially illuminated public spaces and private interiors appear frequently in works of art and popular depictions of contemporary life during this period, the different types of lighting that animate such spaces– –and their distinctive visual properties––have not been considered in detail.
Electric Paris features approximately 50 works––paintings, prints, photographs, and drawings––by such artists as Edgar Degas, Mary Cassatt, Pierre Bonnard, Édouard Vuillard, Henri de Toulouse-Lautrec, Charles Marville, Jean Béraud, James Tissot, Childe Hassam, Charles Courtney Curran, Alfred Maurer, and Maurice Prendergast, among others.
Electric Paris at the Bruce Museum is curated by Margarita Karasoulas; it is an expanded version of an exhibition first organized by the Clark Art Institute in 2013, curated by S. Hollis Clayson, who is exhibition advisor to this exhibition.
iCreate 2016 June 11, 2016 - July 17, 2016 iCreate is an annual art competition that recognizes and celebrates local and young artistic talent. The goal of the iCreate program is not only to have these diverse pieces celebrated, but also to young artists to gain confidence and recognition from a respected Museum and their community. This high school art competition received over five hundred and fifty submissions from thirty-six high schools in the New York and Connecticut region. The collection was diverse in style, media, and subject matter. Forty-six pieces were selected for the gallery and all participating artists are featured in the Youth Committee’s iCreate video presentation.
Science In Motion: The Photographic Studies of Eadweard Muybridge, Harold Edgerton and Berenice Abbott July 16, 2016 - October 16, 2016 An exhibition of approximately 40 photographs offered a rich and extensive view of the scientific studies done by three of photography’s greats—Eadweard Muybridge, Harold Edgerton and Berenice Abbott.
Muybridge and Abbott, both primarily artists, became interested in science as a photographic subject. In the course of their efforts to document scientific phenomena and motion accurately, they became inventors, as well. First and foremost a scientist, Edgerton performed stroboscopic experiments and documented them photographically while teaching at the Massachusetts Institute of Technology (MIT), bringing him providentially into the world of art.
Though Edgerton, Muybridge and Abbott arrived at the nexus of photography and science in different ways, they revealed to us, intelligently and artistically, that which was previously unseen. Their successful partnering of science and photography led to the creation of new technologies and new teaching strategies that have helped to usher us into the modern age.
Flora and Fauna: Drawings by Francesca Anderson July 23, 2016 - October 30, 2016
156 Artist Francesca Anderson captures natural history in her exquisite illustrations of plants and wildlife. Winner of the American Society of Botanical Artists "Artist of the Year" award and two-time winner of the Royal Horticultural Society Gold Medal, Anderson works in pen and ink as well as scratchboard.
Flora and Fauna brought together a selection of twenty of Anderson's pen-and-ink botanical illustrations and life-size scratchboard illustrations of birds. The exhibition included two new pieces created from mounted birds selected from the Bruce Museum collection.
Her Crowd: New Art by Women from Our Neighbors’ Private Collections September 24, 2016 - December 31, 2016 Only yesterday, it seems, one was hard-pressed to name more than a handful of successful women artists; now the list would be extensive, and the choices rich and varied. Although numerous recent exhibitions have featured women’s art, scant attention has been paid to the collecting of art created by women. In fact, private collections are in the process of being dramatically transformed. Greenwich and nearby communities in Fairfield and Westchester counties are home to a number of the finest contemporary collections, and thus to some of the most exciting art being made today.
Her Crowd offered the rare opportunity to see what some of America’s most influential collectors of contemporary art consider beautiful, important, and compelling.
Small Scales: Lands of Enchantment October 29, 2016 - January 29, 2017 Continuing the Bruce Museum’s tradition of small-scale exhibitions at holiday time, Small Scales: Lands of Enchantment explored the works of contemporary fine artists working in minute scales with a focus on the natural world – landscape, seascape, and microcosms of the imagination.
In this exhibition, works were made from old books and repurposed suitcases, found objects and handcrafted items, glass and a living tree. The subject matter ranged just as widely from highly researched environmental and political issues to fanciful imaginary worlds and nostalgic memories of the family homestead. Lands of Enchantment showcased the Bruce Museum’s past with the display of natural history dioramas made by former director Paul Griswold Howes.
Towards Abstraction, 1940-1985: Brett Weston Photographs from the Bruce Museum Collection November 5, 2016 - February 12, 2017 Throughout his nearly seventy-year career, Brett Weston (1911-1993) was obsessed with abstracted micro- images of reality as well as of cities and landscapes captured by a long telephoto lens that diminished the depth of field, thus flattening the image. Weston used a medium or large-format camera and contact printed on high-gloss paper directly from the negative, selecting his subjects carefully rather than manipulating in the dark room. The subjects, always from nature, became increasingly less recognizable as time progressed.
The works in this exhibition came primarily from the 1940s through the 1980s and are a gift from the Christian Keesee Collection. They represent a portion of the gift received from collector and philanthropist Christian Keesee, who acquired the vintage prints from the Brett Weston Estate in 1996. Keesee created an archive in 1997 to organize and catalog the works as well as to increase the public awareness of the artist.
Alfred Sisley (1839-1899): Impressionist Master January 21, 2017 - May 21, 2017 The Bruce Museum and the Hôtel de Caumont Centre d’Art in Aix-en-Provence, France, mounted a major monographic exhibition of the art of the French Impressionist Alfred Sisley (1839 – 1899). The first retrospective in the United States in over twenty years of this purest of all the major Impressionists, the show is comprised of about 50 of Sisley’s paintings from private collections and major museums in
157 Europe and North America. The Bruce Museum premiered the exhibition and was the only venue in the United States.
A friend of Claude Monet and Pierre-Auguste Renoir, Sisley initially worked in the naturalistic landscape tradition of the Barbizon School but increasingly adopted a proto-Impressionistic style, creating a body of work that has an impressive internal consistency and cumulative authority. Throughout his career, Sisley adhered to the style of divided light and color, momentary effects of illumination, and an acute responsiveness to atmosphere that are the signature attributes of Impressionism. He dutifully painted en plein air in all manner of weather, recording his favorite sites in the environs of Paris – Bougival, Louveciennes, Marly-le-Roi, Saint-Mammès – in exhaustive detail, in all seasons, and under ever-changing skies. Born in Paris to British parents, Sisley studied the landscape paintings of Constable and Turner before enrolling in Charles Gleyre’s studio where he met Monet and Renoir. Little biographical information about his life has survived so his art must speak for itself, and does so with haunting beauty. The magic with which he was able to capture light sparkling on water, winter sun on snow, and trees rustled by a breeze create some of the most memorable Impressionist images.
Street Smart: Photographs of New York City, 1945-1980 February 18, 2017 - June 11, 2017 In the decades that followed World War II, New York City became a world cultural center and was host to a whirlwind of activity: jazz music by legendary practitioners like Charlie Parker and Ella Fitzgerald, feminist and anti-war protests, Stonewall riots in Greenwich Village, and race riots in Harlem. James Baldwin once called the city “spitefully inconsistent” and Le Corbusier described it as a “beautiful catastrophe.”
During the time showcased here, photographers raced around the city, capturing both cacophonous scenes of urban life and moments of quietude and respite from the chaos. This exhibition featured 30 photographs, chiefly drawn from the Bruce Museum’s permanent collection, including work by Larry Fink, Herman Leonard, Leon Levinstein, John Shearer, and Garry Winogrand. Street Smart provided a glimpse at life in the city during the post-war period and at how street- savvy New Yorkers navigated its bustling landscape.
Canvas and Cast: Highlights from the Bruce Museum’s Art Collection February 11, 2017 - September 3, 2017 In October 1912, the Bruce Museum hosted its first exhibition of art. At the time, the Greenwich Press noted that it was a welcome change to see “a long gallery hung with paintings from the best works of local artists.”
Since then, the Bruce Museum has not only exhibited many paintings and sculptures by local artists who were influential in establishing the American Impressionist movement, such as Theodore Robinson, John Henry Twachtman, Leonard Ochtman, and Frederick Childe Hassam, but has also acquired works that represent significant moments from the history of art.
Featuring 35 paintings and 7 sculptures from the Bruce’s growing collection, Canvas and Cast celebrated long-time favorites and many recent acquisitions representing significant moments in the history of art from the 16th through the 20th centuries. This exhibition examined art historical themes including sculpted and painted portraits, narrative scenes and statues, landscapes, still lifes, and genre scenes.
Last Days of Pangea: In the Footsteps of Dinosaurs November 19, 2016 - July 16, 2017
158 Last Days of Pangea highlighted local discoveries that place the Connecticut Valley at the epicenter of one of the most dramatic eras of prehistory. Two hundred million years ago, early dinosaurs lived alongside bizarre reptiles on the supercontinent Pangea. These denizens of "Triassic Park” included armored crocodile relatives, long-necked reptiles that swam like frogs, and a unique lizard-like animal that glided on a membrane supported by outstretched ribs. They wandered the region, leaving footprints along the muddy lake shores and skeletons in the sandy floodplains. Unbeknownst to these creatures, the age of Pangea would soon come to a violent end.
This exhibition explored the geological record of the sundering of Pangea and showcases fossils ranging from tiny oddballs to ferocious predators. Visitors encountered: a life size cast of Postosuchus, a 12-foot long bipedal relative of modern crocodiles that kept early dinosaurs off the top of the food chain; Coelophysis, a primitive dinosaur once believed to have eaten its own young; fleshed out life reconstructions created for the exhibition of eight species including the gliding Icarosaurus and armored Stegomus; historic footprints collected from throughout the Connecticut Valley in the 1800s including those of our Connecticut state fossil: the dinosaur track Eubrontes.
Educational Programs The Bruce Museum’s primary goal is to educate our visitors. The Museum’s Audience Engagement and Interpretive Services department tailors each learning experience to match our targeted audience segments: families; adult appreciators; schools/educators; and donors/collectors. Highlights from the Museum’s educational programming in 2016-2017 include the following:
Laura Stricker, Manager of Youth and Family Programs initiated a new program called Bruce Beginnings Jr., developed for toddlers, ages 10-24 months, and their caregivers. This monthly program creates a welcoming engaging experience in the Museum’s exhibits. In response to the high attendance at Bruce Beginnings programs, Laura started a special members- only session on Wednesday mornings. Corinne Flax, Manager of School and Community Partnerships, organized and executed numerous museum-based professional development workshops for art teachers in multiple school districts. Corinne Flax and Kathleen Holko, Manager of School and Tour Services, led workshop sessions for the Connecticut Science Teachers Association Conference, Connecticut Museum Educators Roundtable, and the Childcare Council of Westchester Inc.
Please contact me if you have any questions about the Museum's work. I thank you for your consideration of our application for support.
Sincerely,
Peter C. Sutton The Susan E. Lynch Executive Director and CEO
159 DEPARTMENT OF PARKS AND RECREATION ADMINISTRATION
2016-2017 2015-2016 2014-2015 Budgeted Personnel: Full-Time 9 9 9 Perm. Part-Time 1 1 1 Expenditures: Current 1,047,020 997,655 972,398 Capital 21,271 203,001 89,401
Total: 1,068,291 1,200,656 1,061,798
Revenue: 4,650 0 0
The Department of Parks and Recreation was established on January 9, 1971, by a home rule amendment approved by the Representative Town Meeting on April 27, 1970. The department, under the direction and control of the First Selectman, is headed by the Director of Parks and Recreation and includes the Division of Recreation, the Division of Parks and Trees, the Division of Marine and Facility Operations, and the Division of the Griffith E. Harris Golf Course.
The primary responsibility of the Department of Parks and Recreation is to provide leadership, planning, and direction in identifying, implementing, and administering the finance, personnel, areas, and facilities that are made available for leisure services. The primary objective of the department, in cooperation with other private and public agencies and departments, is to create a wholesome and beneficial use of leisure for all Greenwich residents through recreational opportunities in our parks, programs, and facilities.
MISSION STATEMENT
The mission of the Town of Greenwich Parks and Recreation Department is to deliver high quality leisure time opportunities through safe, well-organized, and affordable programs and a comprehensive network of parks, playgrounds, marinas, beaches, athletic fields, neighborhood community centers, ice skating rink, municipal golf course, and open spaces to promote the mental, physical and social well-being of our residents. We foster a sense of community spirit and civic responsibility through the use and preservation of the town’s natural resources for the enjoyment of current and future generations.
ACCOMPLISHMENTS IN 2016-2017
Developed and conducted a Parks and Recreation customer satisfaction survey to gain valuable insight into the views of our customers with respect to program offerings, facilities et al. Developed Memorandum of Understanding between the Department of Parks and Recreation and the Board of Education identifying responsible parties with respect to service deliverables i.e. playgrounds, turf, etc. Expanded the RecTrac system: o Provides capability for online payment of boating slips/storage fees. o Registrations for all Recreation programs can be done online. o Capture credit card information during reservations for Tee Times which enables us to charge no-show customers. o Allows the acceptance of American Express credit cards. Filed “Records Disposition Authorization” request with the State of Connecticut to delete customer personal data in accordance with Town of Greenwich Records Retention Policy.
160 A new module – Mobile RecTrac was added to the Parks and Recreation software to enable the scanning of Park Passes at locations without network capability; in particular, the Ferry Parking lot for the 2017 Park Pass season.
Joseph A. Siciliano Director, Department of Parks and Recreation
161 RECREATION DIVISION
2016-2017 2015-2016 2014-2015 Budgeted Personnel: Full-Time 10 10 10 Perm. Part-Time 3 3 3 Expenditures: Current 1,912,189 1,906,551 1,899,747 Capital 173,437 205,749 116,682
Total: 2,085,626 2,112,300 2,016,429
Revenue: 2,033,059 1,891,302 1,870,531
The Recreation Division is responsible for the implementation of both active and passive recreation and leisure programs to meet the needs and interests of Greenwich residents. Approximately 240 seasonal employees and a multitude of volunteers supplement the full-time staff. The division has several facets of operation; Organized Recreation, such as summer day camps, sports programs, special events, and more; Management and Scheduling of Specialized Recreational Facilities, including the Dorothy Hamill Ice Rink, Greenwich Skatepark, Eastern Greenwich Civic Center (EGCC), Bendheim Western Greenwich Civic Center (BWGCC), and the Cos Cob and William Yantorno Community Centers. The division works to provide safe and pleasurable recreational services. A wide variety of programs are offered at facilities throughout Town.
RECREATION DIVISION HIGHLIGHTS IN 2016-2017
Continued a semi-monthly e-mail newsletter through the use of Constant Contact. The newsletter contact distribution list grew to reach over 20,000 email addresses in the Greenwich Community. In addition to distributing Recreation programming and facilities information, it is used by other Parks and Recreation divisions and other town departments. Continued the use of Team Sideline’s website: www.teamsideline.com/greenwichct, to post programs and updates and a list and links to our program sponsors. Participants can register to receive e-mail and/or text message updates. Team Sideline is used for scheduling of leagues, posting schedules, and notifying participants of program and/or field closures. Continued our partnership with Abilis to help promote programs and assist in providing services for the community’s residents with special needs. We provide tennis court and building time at our Civic and Community Centers at a reduced rate or no cost to conduct their programs. Camp staff from Kamp Kairphree and Adventurers were trained in Spring 2017 by Greenwich Health Department to be able to administer medication to participants of each day camp. Additionally, medical forms were required from all campers of Adventurers, Music & Art Camp, and Kamp Kairphree during the day camp registration process. Although Greenwich Town camps are exempt from licensing by the State of Connecticut, this is a policy required of all day camps licensed by the State of CT. It is necessary in order to be able to administer medications to campers and provide a safer, healthier environment for all. A capital project was approved to add four (4) gas-powered heaters under the platform tennis courts. The work continued through Spring 2017 and was completed by Summer 2017. The heaters will provide efficiency in the removal of ice and snow during the winter months. They will also help reduce the amount of time needed by staff to clear the courts of snow and ice and the amount of time the courts are closed as a result. Conducted three (3) Positive Coaching Alliance workshops for staff, volunteer coaches, and parents of youth sports participants. Also conducted national background checks on temporary and seasonal staff and volunteers who work with youth.
162 Held third annual “Hot Shots” Basketball Competition for boys and girls ages 10-14. This program is affiliated with Connecticut Recreation and Parks Association. Winners in each age category were invited to participate in the State Finals held in Old Saybrook. With program registrations moving online, ticket sales for both Halloween Happenings and Brunch with Santa also became available online for Greenwich residents. Priority event registration was offered to Greenwich residents for the first two weeks. Tickets were printed at the Parks and Recreation office and all tickets purchased online or postal mail were distributed as will-call tickets on the day of each event. The new process proved very successful. The Winter Pickleball clinic was changed to an adult-only program for those 18 years and up, to accommodate the growing number of adults interested in learning the sport. We created a Request for Proposal and License Agreement for an operator for the spring soccer programs on Mondays and Wednesdays and our Saturday program for ages 9-11 years. This agreement was put in place to remove the two separate payment process and to have a legal contract with the soccer vendor. The Spring 2017 Mighty Mites Soccer program was moved in-house and completely run by Recreation Division staff. A Lead Soccer Instructor was hired to provide the on-site supervision of the program and other temporary soccer instructors. The Greenwich Indian Cultural Center became a new co-host for the annual Kite Flying Festival, replacing the previous co-host Greenwich Arts Council. The ICC was a great fit for the Kite Flying Festival, as this activity is an important and popular part of Indian culture. Hosted the Girls 14-U Babe Ruth CT State Tournament for the first time in early July 2017 for two days at Greenwich High School. This was great exposure for both the Town of Greenwich and the Recreation sponsored softball program. Bendheim Western Greenwich Civic Center removed the electrical outlets in the floor of room 204 (old computer room) and DancePointe installed a new marble dance floor in the room to have an extra dance room for overflow classes. This room is a shared space and still used for meetings when the dance program is not in session. BWGCC changed the open gym policy and procedures. Only Greenwich residents who show proof and guests accompanied by a resident are permitted to use the gym during open gym time. Age groups were changed to better reflect the groups that wish to play together. There are now times for adult 18+ and high school ages 14-18 years. New benches were placed in the BWGCC hallways to offer those waiting a proper place to sit. New tennis court lights were installed at the Eastern Greenwich Civic Center. We participated in community events to promote the Parks and Recreation Department to both residents and business, such as the Greenwich Chamber of Commerce Business & Culinary Showcase, and the Greenwich High School PTA SummerFare. The Spring Swim program was held at the Greenwich Boys and Girls Club pool as the Greenwich High School pool was not available on a consistent basis when requested. The Byram Picnic Field was renovated to add a sorely needed improved youth baseball/softball field to our inventory. The renovation included a new backstop and other amenities and was useful to our programs and other community groups. Permanent Pickleball lines were painted on the Loughlin Avenue tennis courts. This provides (4) playing courts at Loughlin Avenue Park during the late spring and summer months, as people can register platform tennis court time and reserve time on the regular tennis courts. Our Annual Fireworks Displays were held at both Binney Park and Greenwich Point Park. The display at Binney Park was enhanced by the addition of lawn signs for spectator information and to assist in enforcement of park rules. A gift of a new sound system for the Dorothy Hamill Skating rink was approved by the RTM in June 2017. The idea for the Dorothy Hamill Skating Rink Reconstruction Committee was birthed in November 2016, supported by the Parks and Recreation Department, Board of Parks and
163 Recreation, and First Selectman Peter Tesei. Its mission is to “work towards the reconstruction of the Town of Greenwich ice skating facility.” The DHSR Reconstruction Committee will be formed by members of the Board of Parks and Recreation, Parks and Recreation staff members, and residents of the community.” The Committee held its initial meeting on March 29, 2017.
SUMMER PROGRAMS
Under Organized Recreation, the Division offers three main day-camp programs for children and a few mini-camps. These programs are structured differently in order to provide parents a variety of options to meet their children’s recreational needs. For the three day-camps, we offer a reduced “Early Bird” fee for residents who register prior to May 31. This has proven to be a benefit to participants, as well as the Recreation division, by allowing us more time to properly plan for the programs, while offering a reduced price to residents.
Kamp Kairphree for children ages 5-12 ran four (4) two-week sessions out of the EGCC and Greenwich Point, and Wednesdays at Island Beach. 480 children participated in a variety of activities that included beach days, roller-skating, special trips, boating, and arts and crafts. Busing was included to and from camp with stops at a dozen locations in Greenwich. Shuttle busing was provided for the beach trips each week. Greenwich Summer Adventurers summer day camp, for ages 8-15, runs for two (2) sessions totaling seven weeks. The program meets at the BWGCC and provides trips to Greenwich Point, Island Beach, and other off-site locations. Campers are grouped by ages 8-10, ages 11 & 12, and ages 13-15. This is the first season that both sessions filled to capacity at 80 per session. New theme weeks, activities, and trips were added such as trips to Dave & Busters, and Rockin’Jump Trampoline Park. Music & Art Program, held for the 80th year, had 221 participants; a reduction from the previous year. Feedback from the community noted lack of a central location hurt participation numbers. This five-week program held at Riverside Elementary School in summer 2016, offered music instruction in the morning and art in both the morning and afternoon. The program was taught by professional musicians and artists with the assistance of high-school aged counselors. Two afternoon art sections were held and they both sold out. The program ended the season with an evening concert and art exhibit at the new Performing Arts Center at Greenwich High School. Skatepark Ramp Camps ran for 5 weeks in the summer of 2016. This program offered skateboarders and inline skater’s free skate time, a lesson, other fun games, and a chance to cool off in the sprinkler. The Summer Soccer with Aldwin mini-camp was expanded to offer a second session with a 15% discount off the Soccer with Aldwin fee for those enrolling in both sessions.
ATHLETIC FIELD SCHEDULING
Excluding school day and “after-school” activity usage by the Board of Education (largest field user), there were over 25,500 field hours scheduled by permit in the 2016-2017 year. This was about the same as the previous year. Field limitations due to remediation at Greenwich High School, Western Middle School and New Lebanon School continued to create a need for schedule adjustments. Western Middle School physical education classes, intramural, and inter-scholastic sports were all relocated to other sites, including Cos Cob Park Benvenuto Field, Strazza Field, and Pemberwick Park. In mid-June, the Old Greenwich School fields were closed due to a construction project. The snow and cold weather in March 2017 also severely limited the ability to use artificial turf fields for early season activities in the spring.
164 YOUTH AND ADULT PROGRAMS (list is not all inclusive)
Program Participants Program Participants Baseball (spring, summer, indoor) 246 Skatepark Clinics fall 2016 14 T-ball & Small Fry I 171 Ramp Camp summer 2016 48 Girls Softball (spring & 136 Town Skating Competition 175 indoor) Soccer (fall, indoor, spring, summer) 767 DHSR Group Lessons Ses. 1 210 Girls’ Basketball 16 DHSR Group Lessons Ses. 2 377 Co-Ed Basketball (Children) 132 DHSR Youth Hockey 110 Field Hockey 105 Tennis Cards & Guest Tennis Cards 2338 Adult Pickleball 154 Tennis Clinics 249 Adult Pickleball drop-ins 915 Tennis Tournament 22 Adult Pickleball Clinic 20 Platform Tennis members 14 plus 7 Seniors Pickleball Round Robin 56 Co-Ed Volleyball (Adult) 12 Teams Spring Swim 79 Men’s Basketball 17 Teams Greenwich Adventurers 160 Women’s Softball 7 Teams Kamp Kairphree 480 Men’s Softball 53 Teams Cos Cob Pre-school 26 Co-ed Adult Softball 8 Teams Halloween Happenings 153 Men’s Fall Softball 6 Teams Brunch with Santa 221 Jim Fixx Memorial Day Race 344
FACILITIES
Dorothy Hamill Skating Rink In its forty-sixth year of operation, this fully enclosed facility offers a wide variety of winter programs including group lessons, hockey clinics, youth and adult hockey instruction, a Town-wide figure skating competition, general skating sessions, stick and puck sessions, birthday parties, school physical education classes, PTA fund raisers, and more. 2017 was the first year we held on-line registration for the Town Skating Competition and we had an unusually high number of participants at 175. The rink is home for a number of school teams; youth travel hockey and home rink for the Windy Hill Skating Club, Greenwich Blues Youth Hockey Association, Greenwich High School, Eagle Hill School, and Greenwich Special Olympics. During the summer months, the rink also offers opportunities for play on indoor/artificial turf.
Eastern Greenwich Civic Center The EGCC hosted some major events including: Antique and Train Show, Gem & Mineral Show, Glass Show, Life-line Health Screening, Pigeon Show, Good Dog Training, and American Red Cross Safety Town. Also, organizations use the EGCC for meetings and programs such as Cub Scouts, Girl Scouts, Old Greenwich Art Society Painters, Monday Painters, Greenwich VFW, Greenwich Parkinson Support Group, Old Greenwich Riverside Community Center, GSR Support Group, Old Greenwich Garden Club, Riverside Garden Club, Greenwich Lions Club Pancake Breakfast, Zurich Group, Braking for Aids Ride, ONS Foundation Road Race, Greenwich Chamber of Commerce Business & Culinary Showcase, Ellington Management Group, Student Transportation of America, seminars, banquets, Connecticut Deaf Expo, Habitat for Humanity of Fairfield County’s “She Nailed IT” event, and the Cultural Care Au Pair. Furthermore, other Town Departments take advantage of the great space at the EGCC, for example, Office of the Aging for senior citizen programs, Greenwich Health Fair and Flu shots, Greenwich Police Training Classes, Greenwich Human Resources for tests and training, Greenwich Department of Public Works. The general public rents rooms for baby and bridal showers, children’s birthday parties, and more.
165 The EGCC offers much in the way of recreation programs, some in partnership with other organizations, and others strictly run by Recreation. Programs include: roller skating, men’s basketball, open recreation basketball, tennis for tots, softball pitching clinics, girls’ indoor softball, indoor baseball, pickleball, soccer clinics, basketball clinics, Brunch with Santa, Fit4Mom’s Stroller Strides, Deleary Boot Camp, indoor golf, and continuing education classes. In 2016-17 we added some new programs including Greenwich Archery, The Pinnacle School, Greenwich Education Group’s Secondary School Fair, Tiny Tots Consignment Sale, the Dance for the Cancer Cure Benefit, as well as the RMA’s weekly Hearts Competition. EGCC is home for the Kamp Kairphree summer day camp program.
Bendheim Western Greenwich Civic Center The center features a Weight Exercise Room, and a Multi-Purpose/Gym, Dance/Exercise Studio, Community Room with an attached kitchen, and seven activity rooms. The BWGCC meets the needs of the community by offering a wide variety of programs and services. Some services it offers are community meetings, basketball, volleyball, preschool programs, a full facility day care, different sports programs and clinics for children, dance exercise classes, karate, and ballet. Rental opportunities are available for private parties. New programs offered in 2016-17 include Hi Five Sports clinics, youth volleyball, Snowflake Fitness classes for children, Jay and Ray Music Classes, and Italian language classes.
The BWGCC continues to offer pickleball as a drop-in program played on Tuesday and Friday mornings and Wednesday evenings from 7:00-9:00 PM. It is targeted to seniors, but is a fun activity for all age groups. BWGCC gets approximately 10-14 players daily. The Civic Center also offers drop-in Co-Ed Volleyball every Tuesday evening. This program is popular with the community getting between 10 and 16 players nightly. The Dance Pointe Dance School is in its seventh year of operating out of our Dance Studio, running nearly 40 classes. One of the most popular programs at the BWGCC is open basketball for grades 9 and up. A schedule is put on the website every Friday informing the public when open gym is available each week. A youth summer basketball league continued in its second year, playing every Wednesday night for eight weeks.
A holiday live performance of a Christmas Carol continues to be offered, as well as a fun roller-skating party during the holiday break from school. In the summer BWGCC offers fun outdoor family movie nights on the field in July and August.
Greenwich Skatepark The original Greenwich Skatepark, which was a gift from the Junior League of Greenwich in 2003, continued to meet the needs of skateboarders in Town through Fall 2016. It was open daily during daylight savings time, and on the weekends during November and March, weather permitting. It was closed December, January and February. The Skatepark provides a safe, supervised, and fun facility for Greenwich youths six years and older. In a typical year, approximately 600 youths in Greenwich and the surrounding area use the Skatepark for clinics, camps, drop-in, and birthday parties.
The original Skatepark of 2003, located on Arch Street in a section of the Roger Sherman Baldwin Park, consisted of a series of ramps and rails two feet to five feet high. Some of the pieces included a four-foot half pipe, a series of quarter pipes, a fun box, different height ramps, and rails. The park is always supervised with at least two trained and first aid certified staff on duty. Skaters can purchase a monthly membership at the Park for $30 per month. Residents of Greenwich are able to buy membership passes; non-residents may enter the park for a $10-day pass. All users must wear elbow pads, kneepads, and a helmet. Every participant must sign a waiver form, and a parent or legal guardian must sign for anyone under 18 years of age. The park also offers skateboard and inline lessons, and birthday parties.
The Skatepark did not open in Spring 2017 in anticipation of a new concrete park being built. In January 2017, the new skatepark design created by Spohn Ranch, Inc. was put out to bid. The bid was awarded in March 2017 to Rampage, Inc. for a cost of $217,000. The old ramps and rails from the original skatepark
166 were auctioned off and the asphalt from the original skatepark was torn up and removed. In June 2017, the construction of the new Greenwich Skatepark began.
Neighborhood Community Centers The William A. Yantorno (Pemberwick) Community Center is used for social and family activities throughout the year. The Center is home to Greenwich Green & Clean. The Pemberwick/Glenville Neighborhood Association held its annual Pemberwick Day in the fall, featuring food and a live concert on the tennis courts bringing the Pemberwick/Glenville community together for a fun day.
The Cos Cob Community Center on Bible Street is used for the Pre-school Program from September through late May. The Pre-school is licensed by the State of Connecticut and uses a play-based curriculum. The Pre-school is for three and four year-olds and children may attend three, four, or five days per week. As many as 26 children attend per day. Due to budget constraints in 2016-17, we had to discontinue the additional 5-week camp-like program for the children.
Tennis Courts Monitored courts can be reserved with a valid tennis card located at Bruce Park; Loughlin Avenue; Binney Park; Eastern Greenwich Civic Center; Eastern, Central, and Western Middle Schools; Byram Park; and Greenwich High School. Courts not supervised are available on a first-come, first-serve basis located at Lyon Avenue and Pemberwick Park. The Greenwich High School and Western Middle School courts were resurfaced and painted this year.
Platform Tennis Courts Located at Loughlin Avenue Park in Cos Cob, the season runs November 1 to April 1. Lighted courts are open 5 days a week, Monday-Friday, 9:00am–9:00pm. Courts are also available Saturday, Sunday, and Monday, from 9:00am to dusk. In Summer 2016, the courts were used for a pickleball program for the fourth straight year.
VOLUNTEERS & SPONSORSHIPS
The Recreation Division utilized the help of several hundred volunteers with various sports programs and special events. Volunteers attend an orientation meeting and are trained by the division for program safety. Background checks covering a national search are done on our volunteers and staff working with youth. Baseball and softball coaches are offered free basic first-aid and CPR/AED training provided by GEMS, and coaches training by the Positive Coaching Alliance.
Sandblast 2016: A new sponsor, BeachMate, donated 4 beachmates, (beach bags with built in shovels & pails). Meli-Melo returned and donated 250 “free mini” juice coupons. Halloween Happenings: Sponsors for the event Valley Pediatrics gave toys for treat bags, PepsiCo donated assorted beverages, Meli-Melo donated two $25 gift certificates, and Code 20 Graphics donated volunteer event t-shirts. Brunch with Santa: Sponsorship included a new sponsor Citarella Gourmet Market and returning sponsors Corbo’s Corner Deli, PepsiCo, Garden Catering, Starbucks, Cassone Bakery, and Bistro V. Parks & Recreation donated gift certificates for “the Griff” and the Dorothy Hamill Skating Rink. Youth Baseball: Received sponsorship from Stop & Shop. Youth Softball: Sponsored by Stop & Shop, OrthoCare Surgical, and Vineyard Vines. The Pickleball Round Robin Tournament: Sponsored by Code 20 Graphics, who donated participant t-shirts. The Town Hall Annual Tree Lighting: Stop & Shop of Greenwich and Glenville donated hot chocolate, cookies, and cider and New England Custom Cleaners took care of Santa’s suit.
167 The Jim Fixx Greenwich Memorial Day Road Race: Featured J.J. Cassone Bakery and the Greenwich Old Timers Athletic Association as sponsors.
GIFTS & SCHOLARSHIPS
Gifts for the Parks & Recreation Scholarship Fund were received from various sources totaling $18,061.09, once again a record setting year, which includes the $5,770.00 generated from our ‘Tis the Season Campaign of 2015 via the use of Constant Contact. The Recreation Division provided partial scholarships for youth programs within the Department’s programs. The Scholarship Fund is supported by local donations and applicants are screened by the Department of Social Services and/or Parks and Recreation to ensure recipients are Greenwich residents in need of financial assistance. The amount of $11,139.00 in partial scholarships was given to 84 participants, compared to $6,671.00 for 62 participants in 2015-16. The Eleventh Annual Barbara Boruchoff Winer Memorial Awards were presented to two young ice skaters for their work ethic and potential in figure skating. These awards are funded by a $30,000 gift to the Parks & Recreation Foundation by the Boruchoff Family. The awards are presented at the annual Greenwich Town Skating Competition.
SPECIAL EVENTS
The Recreation Division plans and assists with approximately 100 special events throughout the Town during the course of the fiscal year. In some cases, Parks and Recreation operates these special events and in other cases, they are planned and operated by outside organizations with oversight by Parks and Recreation. See below a listing of many, but not all events, for 2016-2017.
Organization Name Location Purpose Date Parks and Rec Binney and GP Fireworks 7//2016 Parks and Rec RSBP (7) Wed Concerts 7-8//2016 Pemberwick Community Day Pemberwick Park Community Picnic 9//2016 Parks and Rec Island Beach Jazz on Sound 7//2016 Threads and Treads Greenwich Point 1 mile Swim 7//2016 Parks and Rec w/Arts Council Greenwich Point Sandblast 7//2016 Parks and Rec BWGCC Movie Night 7//2016 Perrot Library Binney Park Movie Night 7//2016 P&R w/Sound Beach Comm Binney Park (2) Concerts 7 &8/2016 Threads and Treads Greenwich Point Triathlon 7//2016 St Roch’s Church Ham Ave & roads Feast 8//2016 Greenwich Swim Committee Island Beach 2 mile Swim 8//2016 Parks and Rec Island Beach Jazz on Sound 8//2016 Parks and Rec BWGCC Movie Night 8//2016 Parks and Rec w/ Silver Shield Byram Park Sat Concert cancelled Perrot Library Binney Park Movie 8//2016 Saks 5th Ave. Greenwich Ave. Fashion on the Ave. 9//2016 Threads and Treads GHS & roads 20 mile Bike race 9//2016 Adopt A Dog RSBP Dog Show 9//2016 ONS EGCC & roads 5 K Run 9//2016 Westchester Triathlon designated roads Triathlon 9//2016 Unger Publishing RSBP Food & Wine Fest 9//2016 Glenville School Harvest Fest Glenville School PTA Fundraiser 10//2016 Dundee School PTA IS Dundee & roads 5 K Run 9//2016 Knights of Columbus Island Beach Lot Flea Market 10//2016
168 Robert Roth designated roads Autism Bike Ride 10//2016 Historical Society Fall Fest Strickland Park Fall Fest 10//2016 OG School PTA OG School Pumpkin Patch 10//2016 Abilis Greenwich Point Walk in the Park 10//2016 OGRCC Binney Park Sailboat Regatta 10//2016 Parks and Rec BWGCC Halloween Happenings 10//2016 Adopt A Dog Greenwich Commons Howl and Prowl 10//2016 Threads & Treads Greenwich Point Beachfront Bushwhack 10//2016 Parks and Rec BWGCC “A Christmas Carol” 12//2016 Parks and Rec EGCC Brunch with Santa 11//2016 Alliance for Ed RSBP & roads 5 K race 11//2016 Parks and Rec EGCC Gem & Mineral Show 11//2016 Parks and Rec Town Hall Holiday Tree Light 12//2016 OG Merchants Sound Beach Ave. First light fest 12//2016 TMK Prod. Greenwich Ave. Holiday Stroll 12//2016 Threads and Treads Designated Roads 5 K Race 12//2016 Historical Society EGCC Antique Show 12/2016 OG Lions Club EGCC Pancake Breakfast 3//2017 Parks and Rec EGCC Glass Show 3//2017 Greenwich Hibernians Town Hall & roads St Pat’s Day Parade 3//2017 North Mianus School Greenwich Point Champs Dog Walk 4//2017 Parks and Rec EGCC Glass Show 4//2017 Newcomers Club Greenwich Point Easter Egg Hunt 3//2017 P&R w/Grw Arts Council Greenwich Point Kite Flying Fest 4//2017 Threads and Treads Greenwich Point Half Marathon 4//2017 Breast Cancer Alliance Grw. Ave. & roads Walk for Hope 5//2017 Greenwich Academy GA Grounds & roads Meikle 5 K run 5//2017 North Mianus School PTA N.Mianus School Pow Wow Carnival 5//2017 Cancer Care Greenwich Point 5 K run 4//2017 Knights of Columbus Island Beach pkg lot Flea Market 5//2017 Riverside School PTA Riverside school & roads 5 K run 5//2017 Greenwich Safe Cycling EGCC GP and roads Family Bike Ride 5//2017 Cos Cob PTA Cos Cob School Field May Fair 5//2017 Rachel Franco RSBP Teen Center Gala 5//2017 Farmers Market Horseneck Pkg Lot Farmers Market 5- 12/2017 Save the Children Greenwich Point Kids 2.6 mile Run 5//2017 SBW Events Group RSBP Town Party 5//2017 SB Volunteer Fire Dept. Binney Park & roads Memorial Parade 5//2017 Parks and Rec Havemeyer & roads Jim Fixx Races 5//2017 The Fedorko Foundation Greenwich Point Boating Safety Day 6//2017 Greenwich Concours RSBP Car Show 6//2017 Pemberwick Association WYCC Pemberwick Day 6//2017 YWCA CMS Frisbee Tourney 6//2017 Hamilton Ave School PTA Ham Ave. School Carnival 6//2017 Jr League of Greenwich Town Hall Touch A Truck 6//2017 Threads and Treads Greenwich Point 3 mile run 6//2017 Kid’s Tri GHS Kids Triathlon 6//2017 Parks and Rec Binney Park Wed Night Concert 6//2017 Laura Daniel Cos Cob Park Kick Cancer Camp 6//2017 ALS Foundation RSBP & roads Tri State Trek 6//2017 OG Merchants Old Greenwich Block Party 6//2017
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Susan M. Snyder Superintendent of Recreation
170 PARKS AND TREES DIVISION
2016-2017 2015-2016 2014-2015 Budgeted Personnel: Full-Time 63 63 63 Perm. Part-Time 0 0 0 Expenditures: Current 4,759,973 4,785,148 4,379,052 Capital 1,305,490 1,921,287 1,303,217
Total: 6,065,463 6,706,435 5,682,269
Revenue: 120,890 71,675 68,828
The character of a community can be defined by its people and culture. Greenwich is uniquely fortunate to have those attributes set against the backdrop provided by its extensive collection of parks, shade trees, street trees, beaches, and Long Island Sound. The quality of life in Greenwich is greatly enhanced by well- designed and maintained formal parks, passive and natural recreation areas, delightful ‘pocket parks’, floral streetscape gardens, and scenic beaches.
The Parks and Trees Division is responsible for the maintenance of all parks, playgrounds, school campuses, athletic fields, passive recreation areas, beach parks, traffic circles, public cemeteries, shade trees, roadside trees, and public grounds under the jurisdiction of other departments of the Town (i.e. fire and police stations, Town Hall, libraries, etc.).
PARKS [Darrin Wigglesworth, Parks Operations Manager]
The Parks Division provides professional grounds maintenance services to all areas within our realm of responsibility, paying particular attention to formal parks and streetscapes in high use areas. Plants are selected that are attractive and pleasing, yet reasonable to care for and hardy enough for urban growing conditions. Maintenance responsibilities also include the collection and removal of leaves in parks and Town properties and assisting the Department of Public Works with ice and snow removal.
The Parks Division operates from five regional locations: Bruce Park (located at the Roger Sherman Baldwin Park complex) Binney Park Byram Park Montgomery Pinetum North Street (adjacent to North St. School)
Each area has a foreman and staff who maintain parks in their district as well as fire stations, libraries, traffic islands, and abandoned cemeteries. In addition, over 300 neighborhood cul-de-sac ‘islands’ are landscaped and maintained by the Parks Division.
The Parks Division continues to work cooperatively with community groups on various special park improvement projects that are in accordance with the Master Plan for the Department of Parks and Recreation.
FY 2016-2017 Capital Improvements and Accomplishments: Hosted and managed special events in Roger Sherman Baldwin Park: o Greenwich Town Party 171 o Concourse d’Elegance Car Show o Puttin’ On The Dog, Pet Adoption Event o Greenwich Wine and Food Festival Byram Park Gifted Improvement complete Binney Park Management Plan completed Binney Park Pond Dredge; nearly completed Binney Park Playground Expansion; Planned Pemberwick Park playground renovated with new play equipment added. 30,000 Crocus bulbs planted on ‘Monument Hill’ at North Maple Ave. & East Putnam Ave. o This project was done in conjunction with Greenfingers and Hortulus Garden Clubs.
TREE DEPARTMENT [Steven Gospodinoff, Tree Operations Manager]
The Tree Department is responsible for the care and maintenance of all trees on roadsides, in parks, schools, and all other Town owned properties. The Tree Department is trained and equipped to provide a complete range of tree care services for the Town of Greenwich. Tree care services include tree removal, stump grinding, safety pruning, maintenance pruning, bracing, cabling, tree planting, insect & disease control, hazard tree evaluation, and tree value appraisal. The Tree Department is equipped with dump trucks, crane hoists, wood chippers, aerial lift trucks, high pressure tree sprayers, and stump grinder.
The Tree Department removes dead and dangerous trees along public roads promptly in order to limit the Town's liability and to provide for the public's safety and convenience. Tree crews are on call at all times for trees damaged during occurrences of extreme weather. Trees and limbs are cleared from streets and Town properties to provide access for emergency services and to restore normal traffic conditions.
Trees are systematically inspected and pruned in parks, school campuses, roadsides, parking lots, and other Town facility properties to remove dead limbs for purposes of public safety. Ornamental and shade trees are also pruned to promote health and vigor as well as to enhance aesthetic appearance.
Town trees are also inspected and monitored for damaging insect and disease problems. Historically, insects and diseases have devastated some important shade tree and street tree species. All but a few American Elm trees have succumbed to the ‘Dutch Elm Disease’. There is currently a program to attempt to save some remaining significant elm trees in Greenwich with injections of fungicide. The American Chestnut tree has been eliminated from our streets, parks, and forests as a result of the ‘Chestnut Blight’ disease imported into this area in the early 1900s. Other trees similarly endangered are the White Ash (Ash ‘Yellows’ disease and Emerald Ash Borer), Eastern Hemlock (Hemlock Woolly Adelgid insect), and Butternut tree (canker disease). These trees will be inspected, monitored and treated if feasibly possible.
Although many trees are removed for reasons of public safety and scheduled management, many new trees are planted to replenish our Town’s tree population. Trees were selected that would conform to the limitations of a specific site. Trees planted under utility lines were selected so that their mature form would fit that site without any significant conflicts with overhead utility lines in the future. Small, medium, and large size shade trees were placed where they would fit the site and develop to their natural form while being compatible with the buildings, sidewalks, utilities, and the infrastructure around them. Diversity of the tree population with regards to tree species, form, function, and aesthetics was also considered when planting trees. This is important so that the town tree population would not become a monoculture collection of similar trees or become vulnerable to tree damaging insects or diseases.
FY 2016-2017 Capital Improvements and Accomplishments:
2,976 work orders logged for resident and inter divisional requests for services.
172 418 trees planted in conjunction with the Greenwich Tree Conservancy in a public/private partnership for environmental and aesthetic improvement of Greenwich. o 308 trees planted by the Tree Department, o 110 trees planted by the Greenwich Tree Conservancy, o All trees purchased by the Tree Department Purchased 1 Chipper/Dump truck with log loader crane; 577 storm responses to trees and/or limbs down by the Tree Department
TREE WARDEN [Bruce Spaman, Superintendent / Tree Warden]
As Tree Warden, the Superintendent of Parks & Trees is responsible for the enforcement of state and local laws pertaining to trees and plantings on all Town properties. This includes state mandated posting of trees for removal for public safety purposes or unavoidable conflicts with infrastructure improvements. Every city and town in Connecticut is required to have an appointed tree warden (Connecticut General Statutes, Section 23-58). The legislative intent of this statute is to assure that municipalities maintain, care for, and protect a valuable and essential natural resource - municipally owned trees. It is the responsibility of the tree warden to ensure that public trees are properly maintained, removed if deemed hazardous to the public, and replaced with appropriate species for the location.
FY 2016-2017 Capital Improvements and Accomplishments:
A Public Tree Policy Manual was developed and updated to address public tree issues as mandated by the Tree Ordinance that was revised and passed by RTM (Chapter 13. Trees, Shrubs and Woody Vegetation of the Greenwich Municipal Code). Tree Warden has managed public tree hearings as per CT General Statute Ch. 451 Sec. 23-559 for public trees posted for removal.
TURF OPERATIONS [Timothy Coughlin, Turf Operations Manager]
Since 1999 the Parks and Trees Division has assumed the responsibility of the care and maintenance of all school campuses and athletic fields. The Turf Operations Department of the Parks and Trees Division is responsible for the management and care of all athletic fields in the Town of Greenwich.
There are 61 public athletic fields in Greenwich located on 15 school campuses and in parks. In all, over 75 acres of athletic turf are maintained. A variety of field sports are played on Greenwich’s athletic fields including baseball, softball, football, lacrosse, soccer, little league baseball, cricket, rugby, tee-ball, field hockey, lawn bowling, and croquet.
Since 2004 five artificial sports turf athletic fields were constructed at Greenwich High School and one new artificial turf field has been constructed on the new Cos Cob Park. The High School sports facilities have been complemented by a recently renovated baseball field and a new girls’ softball field. All seven fields are owned by the Board of Education and maintained by the Turf Operations Department. Turf Operations also maintains the Lawn Bowling / Croquet green in Bruce Park. Turf Operations is located at the North Street maintenance facility adjacent to North Street Elementary School.
The superintendent of parks and the turf operations manager have drafted a comprehensive Athletic Field Inventory and Management Plan to guide the maintenance and renovation of all athletic fields. Athletic fields at all schools and parks are managed organically. Standard routine organic management practices for the athletic fields include fertilization, compost tea applications, aeration, insect & disease control, mowing, lining, seeding, sodding, weed control, irrigation, drainage, fencing, and complete field reconstruction.
173
FY 2016-2017 Capital Improvements and Accomplishments:
Organic Athletic Turf Management is ongoing for all athletic fields in Greenwich. Athletic Field Comprehensive Improvement Capital Program completes its 10th year resulting in great strides in improvement of all Greenwich’s athletic fields. Infield renovations for baseball and softball for Teufel, Byram Picnic, GHS varsity baseball, GHS softball, Julian Curtiss, Loughlin Little League, Strazza, and Western Middle School fields. Re-sodding Binney soccer fields (20,000 sq. ft.). GHS Synthetic Athletic Fields (4), deep cleaning of turf surface, and top dress infill material. Tennis Court Maintenance: Crack repair, paint and line GHS tennis (4) and Western Middle School (3) courts. Basketball Court Maintenance: Crack repair, paint and line Hamilton Avenue School (1).
Bruce Spaman Superintendent, Parks & Trees/Tree Warden
174 MARINE & FACILITY OPERATIONS DIVISION
2016-2017 2015-2016 2014-2015 Budgeted Personnel: Full-Time 19 19 19 Perm. Part-Time 1 1 1 Expenditures: Current 2,481,538 2,390,982 2,369,391 Capital 535,608 600,070 940,504
Total: 3,017,146 2,991,052 3,309,895
Revenue: 2,957,246 3,042,052 2,838,821
The Marine & Facility Operations Division (M&FO) of the Department of Parks and Recreation (M&FO) is accountable and responsible for the operation, budgeting, maintenance, and repair of all municipal beaches, ferry services, off-shore islands, 24 local aids to navigation, and the Town’s boating facilities. The department oversees, subject to the jurisdiction of the Town, the Town’s harbors and vessel activity.
The Division is responsible for the planning, construction, development, service, maintenance, alterations, repair, and storage of all physical properties under the control of the Department of Parks and Recreation. During the 2016-17 fiscal year, the department handled over 850 departmental work orders.
The Superintendent acts as a local enforcement officer in implementing Town policies with regard to all marine activities occurring on Town property, and works with other Town and State agencies in regulating and managing Town properties. He/she also works with various interest groups such as the Boater User Group, Town approved vendors, Town property lease holders, and the Friends of Greenwich Point.
BEACH ATTENDANCE
The Town beaches had a total of 652,619 visitors during the beach season 2017.
Byram Beach (May-Sept 2017) 54,011 Greenwich Point Park (Apr-Nov 2017) 565,106 Great Captain Island * (June-Sept 2017) 2,980 Island Beach * (June-Sept 2017) 30,522
* Ferry Service only; those using private transportation not included
PARK PASSES
A total of 44,777 seasonal park passes were issued to the residents of Greenwich.
Pass Type Issued Pass Type Issued Adult 28,295 Special Needs 103 Child 8,136 Emp/Nanny/ 808 Senior 7,435 Summer Res.
For the 2nd year in a row, the total number of Daily Park Passes and Daily Parking Passes purchased this season was down after years of increased seasonal purchases.
175 Single Single Entry Daily
Entry Senior Parking 2014 73,666 25,028 13,385 2015 86,577 25,192 16,458 2016 55,983 21,704 8,142 2017 52,219 20,115 7,895
Since the 2016 beach season, single entry passes were available on line and could be printed at home by residents who had proof of residency established with the P&R department.
FERRY SERIVCE
M&FO maintains and operates three Ferries to provide residents and out-of-town visitors access the Islands. The average age of the Town’s passenger carrying fleet is 68 years old. The ferries must meet all USCG requirements; from maintenance and repair, to crew training and homeland security. The vessels are:
Vessel LOA Year Built Type Indian Harbor 59’ 1937 Ferry Islander II 50’ 1948 Ferry Island Beach 65’ 1961 Ferry
During the 2016-17 fiscal year, in addition to USCG normal mandated repairs and upgrades, the following was accomplished:
Islander II – Engine was rebuilt with new block
WORK BOATS
M&FO operates with four main work boats: “Rocky Neck III”, “Skipper”, “Mini-me”. All these vessels we active and used throughout the season. The new “Goose” was usefully designed, built, and delivered.
SEASONAL STAFF
M&FO hires, trains, and supervises approximately 90 seasonal employees. These positions include Lifeguards, Beach Crew, Ferry Crew, Ferry Captains, Park Rangers, Ticket sellers, and Gatekeepers.
BEACH AND FACILITY IMPROVEMENTS
Four Town beaches are managed by M&FO: Island Beach, Great Captain Island, Greenwich Point, and Byram Beach. New sand was delivered and graded at Byram Beach in the Spring of 2017. The sand at Island Beach was also reclaimed and graded prior to the start of the 2017 beach season. The sampling and permitting process to dredge the ferry landing at Arch Street has commenced. Permitting and design for improvements to the kayak storage area at Greenwich Point was secured and permits to repair the Causeway at Greenwich Point continue. The Department worked with the Marine Police in redesigning the Arch Street docks to better accommodate the police vessels. M&FO installed a new shade shelter on the Island Beach pier and made upgrades to the Great Captain Island pier. In conjunction with BCM, M&FO refurbished both restrooms at Island Beach. Paving was done under the Greenwich Point Clambake area pavilion, and drainage and paving issues were addressed at the Grass Island shed.
176 HARBOR AND BOATING FACILITIES
The Harbor and Boating Facilities consist of four locations with three marinas. They are located in Byram, Cos Cob, Grass Island, and Greenwich Point. Each of these locations has landing floats, vessel launching ramps, and Grass Island has a Pump out facility. There are a total of five Dock Masters, (two Full-Time and three Seasonal), who handle the onsite operations. Use Permits are required for each vessel using our municipal boating facilities. We continued to provide bottom washing service at three of our locations for six weeks during the fall.
M&FO issued 1,393 General Use permits, 31 Non-Resident Launching permits, 49 Dry Sail permits, 25 Commercial Marina Vendor permits, and rented 462 boat slips, 419 boat rack spaces, 193 lockers. We had 372 boats in winter storage and 243 trailers in summer storage.
During the fiscal year 2016-17 in addition to the general maintenance and repair associated with marina operations, the following improvements were made to the four marine facilities;
Cos Cob Bib for a new launching ramp and launch dock facility. Added security cameras at the Dock Master building. Replaced twisted fingers.
Grass Island Continued with credit card payment for transient boaters, increasing transient revenue. Continued to improve yard security lighting. Replaced twisted fingers.
Byram Fabricated and installed more new finger piers. Improved lighting. Permitted dredge project with DEEP and ACOE.
Greenwich Point Updated waiting list for rack storage. Finished design and permits to replace the main pier. Finished design and permits for work on the Kayak storage area.
Jeffrey C. Freidag, CMM Superintendent of Marine & Facility Operations
177 GRIFFITH E. HARRIS GOLF COURSE
2016-2017 2015-2016 2014-2015 Budgeted Personnel: Full-Time 8 8 8 Perm. Part-Time 3 3 3 Expenditures: Current 1,807,135 1,795,566 1,812,004 Capital 93,529 12,414 52,639
Total: 1,900,664 1,807,979 1,864,643
Revenue: 1,887,467 1,953,382 1,790,847 Rounds Played: 37,377 39,723 35,595
FY 2016-2017 Capital Improvements and Accomplishments:
Restaurant/Clubhouse Building Improvements and Renovations: o Partial new roof o New air flow management system o New exhaust system o New hood with fire suppression/alarm system o New rugs o New toilets
Course Improvements/Accomplishments o Fairways aerated for 2nd year in a row to improve turf o All sand traps reshaped and edged for better playability o Built a gold tee for hole #5 o Pruned trees on holes 2 and 3 o Added a water cooler on the 13th tee o Added a row of evergreen trees along the 8th tee o Upgraded the irrigation pump system by replacing or having major repairs done to pumps o Added a 2nd rough mower to allow all rough to be cut in one day for consistency of play o Added Tashua Knolls to Sterling Farms for Reciprocal Days with The Griff
Enhanced the tee time reservation system to cut down on “no show” reservations
Louis Berlingo Golf Course Interim Operations Manager
178 HOUSING AUTHORITY OF THE TOWN OF GREENWICH NOT AVAILABLE AT TIME OF PRINTING
179 DEPARTMENT OF PARKING SERVICES
2016-2017 2015-2016 2014-2015
Budgeted Personnel: Full-Time 13 13 13 Perm. Part-Time 4 4 4 Temporary 0 0 1
Total Personnel: 17 17 18
Expenditures: Actual $2,549,634 $2,222,255 $2,444,465 Capital $270,740 $254,687 $605,596
Total: $2,820,374 $2,476,942 $3,050,061
Revenue: $5,536,879* $5,511,078* $5,689,852*
*Note: The revenue reflects the total gross revenue which in previous years was depicted as net revenue. The Parking Services department collects revenue from 28 parking parcel lots (21 Town owned parcels, 1 Metro North owned parcels and 7 Town/Metro North shared lots). The Town pays 70% of the revenue collected from permits, pay by phone, coins and daily fees to Metro North based on the breakdown of total Metro North and Town owned parking spaces.
Prior to 2004, parking operations were a function of the Traffic Section of the Greenwich Police Department but in 2004, First Selectman Jim Lash decided to separate the parking operations from the Police Department and establish parking as its own independent body. Since the formation of the Parking Services Department in 2004, the department and the operations have undergone numerous changes, and constantly changing to address new issues, concerns and the needs of Greenwich residents, merchants and the operations of the Town.
MISSION STATEMENT: The mission of the Parking Services Department is to provide an outstanding level of customer service to residents, merchants and visitors to the Town of Greenwich while recognizing the differing needs of the commuters, merchants and shoppers based on the current parking supply and demand.
ADMINISTRATIVE: The Department consists of a Director; two (2) Parking Facilities Technicians; a Business Operations Supervisor responsible for managing three (3) Administrative office staff; and two (2) Parking Enforcement Supervisors responsible for managing eight (8) Parking Enforcement Officers.
The Department of Parking Services is responsible for: Managing, disseminating and enforcing parking permits for the commuter/railroad parking lots; and o Horseneck Lot, Island Beach Lot, Cos Cob Railroad, Strickland Railroad, Old Greenwich Railroad, Arcadia Lot, Dockmaster’s Lot (Cos Cob Marina), Lafayette Lot, Town Hall Annex Lot, North Water Lot, Henry Street Lot, Milbank and Mason Triangle Lot, Town Hall Lot, West End/Sound Beach Lotd, William Street Lot, Cos Cob Fire Station Lot, Glenville Fire Station Lot, East Elm Lot (Liberty Way), Amogerone Lot, Bruce Place Lot, Grigg Street Lot, and Havemeyer Lot (Board of Ed. North). Enforce parking rules and regulations per Town Charter and Code Chapter 14. Vehicles and Traffic in Residential Zones; and
180 o Resident Zones comprise of 15 Zones throughout the Town of Greenwich. The zones cover Bruce Park Avenue, Ridge Street, Havemeyer Place, Locust Street, Davis Avenue (even numbers), Lincoln Avenue, Lexington Avenue, Lenox Drive, Washington Avenue, Lawrence Street, Prospect Street, Oak Ridge Street, Edgewood Avenue, Idlewild Manor, Grand Street, Josephine Evaristo Avenue, Rodwell Avenue, Stone Avenue, Ritch Avenue, Columbus Avenue, Wessels Place (odd numbers), Widgeon Way, Maher Avenue, Williams Street, Church Street West, Mead Avenue, Byram 14, 18, 22, 26, Loughlin Avenue, Butler Street, Valley Wood Road, Sachem Lane, Salem Street, Lake Drive, Chapel Lane, Park Avenue, Rockland Place, Arcadia Road, Highview Avenue, Mead Avenue, and Mulberry Lane (Cos Cob), and East Elm Street. Collect and process parking revenue from on-street and off-street locations; and Utilize License Plate Reader (LPR) for booting and immobilization of scofflaw violators; and Process fines and forfeitures, activation and replenishment of smartcards, special event permits and associated meter rental fees; and Maintenance and maintain 5,000 parking spaces, 14 LUKE Multi Space Meters, 2 MacKay reloading smartcard stations; and Maintain commuter/railroad lots for functionality, safety, cleanliness and aesthetics; and Update and review policies for compliance with Americans with Disabilities Act (ADA), Building Code and Town Charter and Code; and Identify potential green locations for alternative modes of transportation such as bicycles, mopeds and motorcycles.
HIGHLIGHTS: In Fiscal Year 2016-17, the Department of Parking Services collected approximately $1,020,000 in parking ticket revenue for a 97.25% parking collection rate. The Town also issued approximately 5,000 commuter permits for Town and MetroNorth owned parking lots; 800 Residental permits; processed parking rentals totaling in $45,000; collected approximately $300,000 in smartcards; and booted 60 vehicles totaling $40,000 in fines and forfeitures from Scofflaw violators.
Rita Azrelyant Director of Parking Services
181 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
2016-2017 2015-2016 2014-2015
Budgeted Personnel: 1.5 1.5 1.5 Expenditures: Current $138,351.77 $136,508.75 $123,208.79 Capital $400,378.79 $872,584.77 $577,470.82
Total: $538,730.56 $1,009,093.52 $700,679.61
Revenue: $15,842.92 $7,921.50 $38,718
Note: The CDBG Program Year is administered on a calendar year basis (January – December). Reported Current Expenditures represent annual program monies spent for Administrative budget while Capital Expenditures represent annual program monies expended as they are paid out to CDBG program recipients. Information and expenditures reflect data as of June 30, 2016.
PROGRAM DESCRIPTION
The Community Development Block Grant (CDBG) Entitlement Program provides annual grants on a formula basis through the Office of Community Planning and Development of the U.S. Department of Housing and Urban Development (HUD). The program is authorized under Title 1 of the Housing and Community Development Act of 1974, Public Law 93-383, as amended; 42 U.S.C-5301 et seq. This program provides annual grants to eligible entitlement communities (cities and states) for the purpose of addressing the needs of low- and moderate-income persons and families to provide decent housing, a suitable living environment and expanded economic opportunities. The Town of Greenwich receives an annual CDBG allocation to carry out a wide range of community development activities, including the improvement of community facilities and provision of services through non-profit sub-recipients. The Community Development Administrator coordinates with the Community Development Advisory Committee (CDAC) to plan for the allocation of funding to community partners. Attached is the CDAC membership list as of June 30, 2016.
STAFFING
HUD regulations limit the CDBG planning and administration budget to 20% of the total annual CDBG entitlement grant (plus 20% of the prior year’s program income, if any) to cover the administrative costs (salaries, fringe benefits, and other office expenditures) of the CDBG program. During PY2016 (the most recent program year that has been completed), the expenditures for planning and administrative activities totaled $136,508.75. Funds available during PY2016 were the entitlement grant of $738,876.00 plus $104,369.37 in reprogrammed funds from prior years.
CDBG PY2016 ACCOMPLISHMENTS
During PY2016, the CDBG Office worked with non-profit sub-recipient community partners to close out program activities that received 2016 CDBG funding from the Town as well as prior year activities that were completed during 2016. At the conclusion of PY2016, five CDBG-funded capital projects were completed:
PY2016 Bathroom Renovation Project at Franklin Common Family Housing (Inspirica) PY2016 Safety Renovation Project at McKinney House (Inspirica) PY2016 Interior Wall Renovation Project at Franklin Common Family Housing (Inspirica)
182 PY2016 Boiler Replacement Project at Abilis Headquarters PY2016 Installation of Emergency Generator Project at Abilis Headquarters
In addition, a total of fourteen public service activities were completed during Program Year 2016:
A total of 246 clients (children and their families) from low-income, underinsured and uninsured households were provided with access to mental health diagnostic and treatment services through the Mental Health Services program of the Child Guidance Center. A total of 308 persons (children and their parents) who are low-income public housing residents were assisted through the Comprehensive Education Program of CCI (Community Centers, Inc.). Some of the services provided under this program include tutoring, homework help, reading enhancement and career development. A total of 21 low-income uninsured or underinsured elderly/seniors were provided with access to dental care services through the Community Health Center Senior Dental Program. A total of 256 clients (preschool children and their families) who are low-income public housing or Section 8 residents were offered access to affordable early childhood day care, which provided quality school readiness skills to better prepare the children as they enter Kindergarten through the Head Start program of the Family Centers, Inc. A total of 206 low-income public housing/Section 8 residents were provided with access to comprehensive vocational skills support, training and guidance programs as well as job search services, educational opportunities and job skills training to increase their employability or level of employment through the Family Centers, Inc. RITE Program. A total of 13,146 low-income persons were assisted and supplied with non-perishable, nutritious and healthy food directly by non-profit agencies through the Food Bank of Lower Fairfield County Food Services Program. A total of 40 homeless women were provided with access to available emergency and transitional housing services which include case management and supportive services to become self-sufficient and eventually move into a more stabilized housing environment through the Inspirica Women’s Housing Program. A total of 141 low-income, homebound and frail elderly residents were assisted and provided with access to a grocery shopping and case management program that enables the elderly to continue living in their homes through the Supermaketing for Seniors Program of Jewish Family Services of Greenwich. A total of 40 children were provided with access to available therapeutic emergency shelter and crisis outreach, support, intervention, and counseling services through the Kids in Crisis Nursery Emergency Services Program. A total of 90 clients who are low-income, needy and/or infirm were provided access to a meal delivery service to ensure that nutritious and affordable food were available to those who are no longer able to prepare their own food through the Food Service program of Meals On Wheels of Greenwich. A total of 320 people (children and their families) from low-income households were offered supplemental food during the summer months (school break) ensuring access to healthy and nutritious food through the Neighbor to Neighbor Summer Supplement Program. A total of 386 who are HIV positive and homeless or at risk of becoming homeless received outreach, testing, linkage services and access to on-site recovery programs through the Shelter for the Homeless Substance Abuse and HIV Outreach Program. The same individuals were also provided emergency meals through a separate CDBG grant to Shelter for the Homeless. 1,367 victims of domestic abuse/physical violence (children and adults) were provided with access to available crisis intervention services and counseling support through the Domestic Abuse Services program of the YWCA of Greenwich.
183 CDBG PY2017 ACTIVITIES
The Town’s CDBG award for Program Year 2017 was $719,137.00. The following is a summary of the activities that were approved to receive CDBG funding (note: 2017 activities are underway at time of publication):
CDBG Program Year 2017 - Allocation of Funds Child Guidance Center (Support for Mental Health Services in Greenwich) $16,250.00 Community Centers, Inc. (Comprehensive Educational Program) $8,000.00 Community Health Center (Franklin Street CHC Senior Dental Program) $7,000.00 Family Centers (Armstrong Court Preschool Program) $7,500.00 Family Centers (RITE) $5,000.00 Food Bank of Lower Fairfield County (Food Bank Program Admin Support) $5,000.00 Greenwich Adult Day Care, Inc. (River House Wellness Therapy Program) $6,000.00 Inspirica (Women's Housing Program Case Manager/Life Planning Coach) $5,000.00 Inspirica (Jumpstart Career Program Employment Specialist) $5,000.00 Jewish Family Services (Supermarketing for Seniors) $5,000.00 Kids in Crisis Inc. (Crisis Nursery Emergency Services) $10,000.00 Meals On Wheels of Greenwich, Inc. (Food Service Program Support) $5,000.00 Neighbor-to-Neighbor (Summer Supplement Program) $8,000.00 Old Greenwich Riverside Community Center (Childcare Program) $5,000.00 Shelter for the Homeless (Emergency Meals Program) $6,000.00 YWCA of Greenwich (Emergency Housing & Crisis Intervention Services) $5,000.00 (Rehab) Abilis – HQ Parking Lot Expansion and Repaving Project $63,502.00 (Rehab) Boys and Girls Club of Greenwich - Facility Security Improvements Project $13,266.92 (Rehab) Family Centers, Inc. – Gateway Preschool Playground Soft Surface Replacement $24,452.00 (Rehab) Greenwich Historical Society - Handicapped-Accessible Elevator at Bush-Holley House (Phase II) $24,452.00 (Rehab) HATG McKinney Terrace I Painting and Upgrade $179,452.00 (Rehab) Inspirica, Inc. – Center for Children and Families Commercial Wing Elevator $59,452.00 (Rehab) Neighbor-to-Neighbor – New Building Elevator $78,452 .00 (Rehab) Pathways, Inc. – Emergency Generator at 258 Davis Avenue Group Home $14,452.00 (Rehab) Shelter for the Homeless – Emergency Shelter Bed Replacement $12,307.00 (Rehab) YMCA of Greenwich - St. Roch's Childcare Center Upper Playground Project $21,760.00 2017 Administrative Budget $140,000.00
Respectfully,
Tyler Fairbairn Community Development and Grants Administrator
184
COMMUNITY DEVELOPMENT ADVISORY COMMITTEE (CDAC) MEMBERSHIP FOR CDBG PROGRAM YEAR 2017 (Effective June 30, 2016)
District 1 District 10 Judith Goss Alberto Ferrer
District 1 – Alternate District 11 Ryan Oca William Collins (Vice-Chair)
District 2 District 12 Wilma Nacinovich Victoria Hackman
District 2 – Alternate Board of Estimate & Taxation Don Conway Bill Drake Elizabeth Krumeich District 3 Steven Rubin Greenwich Housing Authority Cathy Landy District 4 Samarpana Tamm NOW Phyllis Behlen District 5 Patty Roberts Planning and Zoning Commission Dennis Yeskey District 6 Alexis Voulgaris (Chair) Board of Social Services Abbott Jones District 7 Nanette Burrows Board of Social Services – Alternate Alan Gunzburg District 7 – Alternate Cathy Sidor Board of Health Kurt H. Schaffir District 8 Christopher R. vonKeyserling League of Women Voters Naomi Schiff Myers District 9 Thomas Eagan Citizen/Public Participants Winston Robinson District 9 – Alternate Betsey Frumin
185 TOWN OFFICERS DIRECTORY 2016 – 2017
ALARM APPEALS BOARD Jill K. Oberlander (4-year term - Term expires March 31st) Jeffrey S. Ramer Thomas E. Zack (2019) Leslie Tarkington James Daine (2018) CHR Nancy Weissler John A. Sluzarz (2019) Frederic H. Brooks, Jr. (2017) BOARD OF ETHICS Peter Yeskey (2020) (3-year term - Term expires March 31st) Paul deBary (2018) CHR ARCHITECTUAL REVIEW COMMITTEE Rev. Ian Jeremiah (2019) SEC (4-year term - Term expires June 30th) John Margenot (2018) Paul Pugliese, CHR Robert Sisca (2017) Tracey Anne Brown Robert F. Grele (2017) Rhonda Cohen Peter J. Tesei, Ex-Officio Kenneth Deck VCH James Doyle BOARD OF HEALTH Richard Hein (4-year term - Terms expire March 31) Nick Macri Mark Armstrong (2020) Joeb Moore Andrew Bronin (2018) Mark Strazza Marilyn Ross Cahn (2020) David Woods Robert F. Carangelo (2018) CHR Julia Chiappetta (2020) BOARD OF ASSESSMENT APPEALS Vick S. Sandhu (2020) (2-year term - Term expires Dec. 31, 2017) Kurt H. Schaffir (2018) Richard F. Kriskey Ex-Officio: Peter J. Tesei Jack Kriskey Director of Health: Caroline C. Baisley Mary McNamee Jeff Reardon BOARD OF PARKS AND RECREATION st Laurence Simon (4-year term - Term expires March 31 ) Nancy Caplan (2019) BOARD OF EDUCATION John M. Hartwell (2019) (4-year term - Term expires in Nov.) Scott Johnson (2017) Laura Erickson (2017) CHR Gary P. Dell’Abate (2017) Barbara O’Neill (2019) VCHR Rick Loh (2018) Debbie Appelbaum (2017) Patrick Slyne (2018) Jennifer A. Dayton (2019) Hans Christian Thalheim (2018) Lauren Rabin (2019) Frank DiVincenzo (2019) Gaetane Francis (2019) 1 Republican Member: TBD Peter Sherr (2017) Director: Joseph Siciliano Peter Bernstein (2017) Interim Superintendant: Dr. Sal Corda BOARD OF SELECTMEN (2-year term - Term expires Nov. 30, 2017) BOARD OF ESTIMATE AND TAXATION Peter J. Tesei, First Selectman (2-year term - Term expires Dec. 31) John F. Toner, Selectman Michael S. Mason CHR Drew Marzullo, Selectman John Blankley BOARD OF SOCIAL SERVICES Bill Drake SEC st Mary Lee Kiernan (3-year term - Term expires March 31 ) Elizabeth K. Krumeich Winston A. Robinson (2019) James A. Lash Barbara Nolan (2019) Leslie Moriarty Jeffrey Medina (2018) Arthur D. Norton VCHR Abbott Jones (2020)
186 Alan Gunzburg (2018) Comptroller & Finance Officer: Peter Mynarski Steven Gross (2017) Assessor: Lauren Elliott Natalie Queen (2018) Tax Collector: Anthony Tod Laudonia Ex-Officio: Peter J. Tesei Treasurer: Kathleen Murphy (Indefinite Term) Commissioner: Alan Barry FIRE DEPARTMENT COMMISSION ON AGING Fire Chief: Peter Siecienski (Terms expire March 31st) James B. Dougherty (2018) SEC FLOOD AND EROSION CONTROL Helen Dixon (2016) BOARD Wendy Blumenthal (2017) (4-year term - Term expires March 31st) Catherine Brennan (2017) VCHR Aubrey E. Mead, Jr. (2020) Carol A. Burns (2016) Peter J. Finkbeiner (2017) Steven Katz (2019) John Stankunas (2017) Francis J. Burgweger, Jr. (2017) Edward J. Schmeltz (2015) Patricia Burns (2018) CHR Ex-Officio: Peter J. Tesei
CONDEMNATION COMMISSION HARBOR MANAGEMENT COMMISSION (Term expires March 31st) (Term expires March 31st) Donald Conway Stephen Kinner (2018) Jackie Hemmock Michael J. Van Oss (2018) SEC Paul Settelmeyer Bruce Antiolillo (2020) CHR Carl G. R. Carlson, Jr. Peter J. Quigley (2017) P. Jude Collins Bernard Armstrong (2020) Frank Mazza (2018) CONSERVATION COMMISSION Lile R. Gibbons (2016) (4-year term - Term expires March 31st) William Rutherford (2017) CHR HISTORIC DISTRICT COMMISSION Lisette Henrey (2020) (5-year term - Term expires March 31st) Nancy Dickinson (2020) FiFi Sheridan (2016) Eric Brower (2020) VCHR Stephen L. Bishop (2017) CHR Sue Baker (2017) Aris Crist (2018) Gary Silberberg (2017) Katie Brown Urling Searle (2017) Darius Toraby Director: Denise Savageau Marie V. Williams (2017) Ex-Officio: Peter J. Tesei CONSTABLES (2-year term - Term expires Dec. 31, 2017) HOUSING AUTHORITY Donnie Romeo (5-year term - Term expires July 31st) Philip M. Pittocco Abe Curdumi (2017) James Fahy Sam Romeo (2016) CHR Donna Maloney James Boutelle (2017) John J. Thompson Angelo Pucci (2018) Frank C. Garr Robert Simms, Jr. (2017) Siegrun K. Pottgen Cathy Landy (2020)
CONSUMER AFFAIRS COORDINATOR INLAND WETLANDS AND WATER (Indefinite Term) vacancy COURSES AGENCY (4-year term - Term expires March 31st) FINANCE DEPARTMENT Brian Harris (2020) CHR (2-year term -Term expires Dec. 31, 2017 except Elliot Benton (2021) VCHR as noted) Stephan Skoufalos (2021) SEC
187 Jay Schoendorf (2020) Perrot Memorial Library: Kevin McCarthy, William Galvin (2020) Director Norma Kerlin (2021) Joseph Rogers (2021) NATHANIEL WITHERELL BOARD Alternates: (3-year term - Term expires March 31st) Klaus Jander (2021) Laurence B. Simon (2019) CHR Peter Linderoth (2020) Karen Sadik-Khan (2019) VCHR Alan Rossi (2020) Louise Puschel (2019) SEC Director: Patricia Sesto Richard W. Kaplan (2019) Nisha Hurst (2018) JUSTICES OF THE PEACE Elizabeth Siderides, MD (2019) (4-year term - Term expires Jan. 1, 2017) Lloyd Bankson, III (2018) Fred Baker Frank Ennis, MD (2018) Bill Bambrick Vacant Louise Bavis Ex-Officio: Peter J. Tesei Elizabeth Bonsal Executive Director: Allen Brown John P. Booth, Jr. Glen Canner PLANNING AND ZONING BOARD OF Carlo Cantavero, Sr APPEALS Carl G. R. Carlson, Jr. (4-year term - Term expires March 31st) Louis C. Caravella David Weisbrod (2018) CHR James Clifford Arthur Delmhorst (2018) SEC Jeffrey A Cooper Lawrence Larson (2018) Edward Dadakis Patricia G. Kirkpatrick (2020) Richard Delman Wayne Sullivan (2020) C. Nick Edwards, III Alternate Members: James Fahy Kenneth C. Rogozinski (2018) Frank Farricker John Vecchiolla (2020) Diane C. Fox Frank O’ Conner (2020) John E. Harkins Jonathan D. Hunt PLANNING AND ZONING COMMISSION Richard Kriskey (3-year term - Term expire March 31st) Lawrence Larson Richard Maitland (2018) CHR Linda D. Lavery Margarita Alban (2019) SEC Sue McClenachan Peter Levy (2020) Valentina Mislivets H. Andrew Fox (2020) Penny Monahan Nicholas Macri (2019) Heather Reed Alternate Members: Stuart Reider Dennis P. Yeskey (2020) Dominick Romeo Victoria Goss (2020) Mary B. Romeo Ex-Officio: Peter J. Tesei David Stich Town Planner/Zoning Coordinator: Frank Trotta Katie DeLuca George Von Tobel John K. Wetmore POLICE DEPARTMENT Police Chief: LAW DEPARTMENT James Heavey (Term at Discretion of Board of Selectman) Town Attorney: J. Wayne Fox PUBLIC WORKS DEPARTMENT Commissioner: Amy Siebert, Commissioner LIBRARIES Greenwich Library: Carol A. Mahoney, Director
188 PURCHASING STATE REPRESENTATIVES Director of Administrative Services & Assembly District 149: Purchasing: Chuck Zsebik Olivia Floren Assembly District 150: REGISTRAR OF VOTERS Michael Bocchino (2-year term - Term expires Jan. 9,2019) Assembly District 151: Michael Aurelia Fred Camillo Fred DeCaro, III SUPERIOR COURT Presiding Judge: REPRESENTATIVE TOWN MEETING Edward Karazin (2-year term - Term expires Dec. 31, 2017) State’s Attorney: Moderator: Kevin T. Kane Thomas J. Byrne Chief Clerk of Judicial District of Moderator Pro-Tempore: Stamford/Norwalk: Joan E. Caldwell Ann-Margaret Archer Town Clerk Ex-Officio: Family Services Supervisor: Carmella C. Budkins Valerie Quarles-Walker Chief Adult Probation Officer: RETIREMENT BOARD (4-year term) Lorraine Rodrigues John Chadwick Mark Kordick PROBATE COURT Kevin Coyner (Term expires Jan. 2017) Joseph Pellegrino David W. Hopper Comptroller: Peter Mynarski STATE MARSHALLS OF GREENWICH SHELLFISH COMMISSION (4-year term) Joseph Purcell Roger Bowgen (2017) CHR Siegrun K. Pottgen Susan Baker (2017) VCHR Sarah Crosby (2018) TAX COLLECTOR Joan Seguin (2018) (Term expires December 31, 2017) Jonathan Stone 92017) Tod Laudonia Wilfred Cameron (2018) TOWN CLERK (2-year term) Frank Cantelmo (2018) (Term expires Dec. 31, 2017) William Gremp (2018) Carmella C. Budkins Richard Kral (2018) UNITED STATES STATE OF CONNECTICUT Representatives in Congress from Connecticut Governor: 1st Congressional District: Daniel Malloy John B. Larson Lieutenant Governor: 2nd Congressional District: Nancy Wyman Joseph D Courtney State Senator: 3rd Congressional District: L. Scott Frantz Rosa DeLauro Secretary of the State: 4th Congressional District: Denise Merrill Jim Himes Treasurer: 5th Congressional District: Denise Nappier Elizabeth Esty Comptroller: Senators from Connecticut: Kevin Lembo Richard Blumenthal Attorney General: Christopher Murphy George Jepsen
189 DEMOCRATIC TOWN COMMITTEE (6-30-16)
District 1 Gerald Pollack John Blankley Penny Monahan Stephen Meskers Howard Richman Anthony Lopez David Snyder Vera Blankley Mary B. McNamee John Colbert Elizabeth Sanders Lori Jackson District 11 Helma Varga Rosemary Hyson Catherine Ladnier Nancy Brown Michael Carter William Finger Robert Simms Margaret McCreery Rebecca Steinfeld Amy McGrath Leslie B. Moriarty District 2 District 7 Barbara O’Shea Elizabeth K. Krumeich District 12 Jill Oberlander Laurence B. Simon Bill Bambrick Kenneth S. Greenberg Phylis Behlen Glen Canner Lynn Giacomo Debbie Appelbaum Patricia Hussey Linda Lavery William King Natalie Queen District 3 Donnie Romeo Michael Aurelia District 8 Larry Polansky Elias J. Cohen Peter Berg Teresa Ginsberg Michael Pittocco James Fahy Carl White Stephen Fuzesi Martin Mushkin District 4 Rommel Nobay Ann Blumensaadt Jonathan Perloe Joseph Kantorski Christine Edwards Patricia Kantorski Dita Bhargava Sharon Vecchiolla Drew Marzullo Samarpana Tamm Alicia A. Flores-Velazco District 9 Robert Beerman District 5 MaryAnn Ramos Laura Erickson Richard Delman Lucy Krasnor Pamela Toper Jennifer Dayton George Toper Nancy Kail Donald Sargeant Jeffrey Ramer Sharon Shisler Elizabeth Bonsal Robert Brady
District 10 District 6 Mary Lee Kiernan
190 REPUBLICAN TOWN COMMITTEE (6/30/17)
District 1 District 5 District 9 Carl G. R. Carlson, Jr. Rene Chronert James E. Clifford Victoria Goss Randall Smith Stephen A. Warzoha Konstantine Wells Paul A. Olmsted Lauren Rabin Christopher Sandys Catherine J. Johnson Richard Shapiro William Gremp Eric Lindberg
District 2 Melinda Sherman District 6 District 10 Lolly Prince Debra Hess Steve Walko Richard Kriskey Marc Ducret Anuj Patel Marc Johnson Lile Gibbons Lloyd N. Hull Jeff Dubas Mark Pruner Barbara O’Neill Lawrence Larson District 3 Kathleen Derene Louise T. Bavis District 7 District 11 Jacqueline A. Budkins Kimberly Fiorello Jonathan Redmond Carmella C. Budkins Leslie T. Tarkington Deborah Gunzleman Elizabeth McDaniel Joseph Fahys Karen Fassuliotis Rosa Fini District 4 Lucia Jansen Michael Spilo Anthony Stelluti David Budkins John Thompson District 8 District 12 Jeff Medina Michael Mason Peter Sherr Anthony Tod Laudonia Richard DiPreta Kerrin Coyle Holly Young Linda Moshier Fred DeCaro, III M. Irene Dietrich William Kalna
191 REPRESENTATIVE TOWN MEETING MEMBERSHIP (as of 6-30-17) Term Expires December 31, 2017
District 1, South Center
Andrea E. Anthony Dean L Goss CHR Russel G. Perkins, Jr. Judy G. Badia Judith G. Goss Daniel Quigley Carl G. Carlson,Jr VCHR Kieran Ingold, SEC Robert Robins Edward D. Dadakis Donald E. Kelly, Sr. Helma H. Varga Gregory S. Frumin Frederick Lee, James D. Vaughn Dean C. Goss Ryan C. Oca Maria M Weston
District 2, Harbor
Frank J. Baratta, SEC John C. Cracraft Wilma Nacinovich, CHR Duncan G. Burke Franklin I. David Eileen J. Toretta Nancy B. Burke Fridolf Hansen Douglas J. Wells Peter Jude Collins Katherine N. LoBalbo, VCHR Donald R. Conway Kristine Lowe Michael J. Metzger Cecilia H. Morgan
District 3, Chickahominy
Robert J. Allen Thomas P. Conelias, CHR Maude Ann Polo Louise T. Bavis,VCHR Dawn M. Fortunato Adam A. Rothman Rosalind Nicastro, SEC Stephen Rubin Sylvester J. Pecora, Sr. Allison Walsh M. Michael Warner
District 4, Byram
Steven Bozzuto Josiane M. Schaffner-Parnell Ronald Carosella Brian O’Connor Samarpaana Tamm Thomas J. Greco, VCHR Alex Popp J. Robert Tuthill Susan McCabe, SEC Maria M. Popp Donald R. Vitti Robert J. McKnight Jr., CHR Romulo E. Samaniego Bonnie Zeh
District 5, Riverside
Jason M. Auerbach Delbert G. Eberhardt Karen S. Oztemel, SEC Jeffrey S. Bardos Lucy B. Krasnor,CHR Brian Peldunas Joseph H. Benoit, Jr Robert Krasnor Thomas G. Petersen, Jr. Edward T. Broadhurst,III, VCHR Shawn J. McDonnell Patricia H. Roberts Elizabeth C. Campbell Timothy D. Oberweger Jeffrey B Sahrbeck Ella D. Cohen Paul A. Olmstead Anne Wichman Andreas Duus, III Danyal Ozizmir
District 6, Old Greenwich
Thomas J. Byrne Jacqueline Hammock Victoria Quake Marilyn R. Cahn Coline Jenkin, CHR M. Julie Pisani Michael Carter Gunnar Klintberg George A. Sorenson Robert A. Cenci John D. Lobrano Horst Tebbe Carol C. Ducret Arline Lomazzo Hans C Thalheim Candance V. Garthwaite, VCHR Al D.McCready Alexis Voulgaris Brian J. Maher George M. Weiksner Stephen Meskers, SEC
District 7, North Center
Gerrit Argento Karen Fassuliotis Elizabeth McDaniel Kimberly Morgan Blank Margaret Freiberg John P. Ryan Ellen Brennan-Galvin William W Galvin, III Catherine G. Sidor Mary G.Burrows Dean C. Gamanos, SEC Berrin Snyder Lance F. Bylow Hilary Adams Gunn,VCHR Luke T. Szymczak Jill S. Cobbs Donald Hamilton John H. Dolan,CHR Lucia D. Jansen Alice B. Duff
192 District 8, Cos Cob
Jonathan H. Bates Philip A. Dodson Thomas McGarrity Peter E. Berg John R. Eddy Richard J. Margenot Deborah D. Berner C. Nick Edwards, III Rommel Nobay Benjamin Bianco Christine L. Edwards Barry W. Rickert Joshua H. Brown,CHR Jason B. Ennis David H. Rudolph Francis J. Burgweger,Jr Jenifer L. Freitag John A Shulman Randy Caravella Steven A. Gordon Warren Silver Andrew M. Chapin Klaus H. Jander Joseph G. Solari, III M. Irene Dietrich Abbe F. Large Carol Swift Christopher R. vonKeyserling,
District 9, Pemberwick-Glenville
Jane W. Arnone Stefan Greenberg Richard Shapiro Paul F. Curtis Donna F. Gaudioso-Zeale Sharon Shisler Barbara T. Darula Deborah Krautheim Ralph Vizzari Thomas A. Eagan, Jr. Lauren B. O’ Keefe Stephen Warzoha, VCHR Sarah Edgar Abbe F. Large Carol A. Zarrilli Ann P. Fatsi Jason Podber Jason L. Zuckerman Betsy S Frumin, CHR Jonathan Shankman,SEC
District 10, Northwest Greenwich
Gerald L. Anderson,CHR Gina M. Furano Bertram M. Metter Granit Balidemaj Nancy E. Gray Anuj M. Patel Robert M. Byrnes Lloyd Hull Roger S. Shedlin Thomas F. Daly Katherine V. Hynes Alan A. Small David W. Detjen Lawrence E. Larson Louisa H. Stone, SEC Alberto Ferrer John M. Lucaarelli Dora P. Williams Nancy Marshall John Mastracchio
District 11, North East
William R. Collins Harry A. LeBien Stuart E. Reider Thomas M. Devaney Adam L. Leader William P.Richardson, Jr. Susan Fahey ,CHR Robert A. Maddux Michael Spilo Joseph Fahys Dana G. Neuman, VCHR Rebecca Z. Steinfeld Mystique E. Johnston Richard J. Neuman, SEC Meeta R. Vyas Todd Kennedy David E. Oliver Michael G. Wacek Ajit Laroia Ralph E. Penny Richard C. Wellington, Jr. Jonathan P. Redmond Gregory J. Zorthian
District 12, Havemeyer
Daniel A. Abaroa David L DeMilhau Ellen Murdock Thomas Agresta Teresa B. Ginsberg Carl R. Perelli-Minetti Francis Alvarez Victoria M. Hackman Samuel T. Telerico Craig Amundson Barbara G. Hindman, VCHR Donald Whyko Thomas E. Bancroft Aaron J. Leonard John M. Wissmann Glen A. Canner Edward M Manganiello Holly E.D. Young El-Shaffei Dada Robert T. May, CHR Miriam Mennin, SEC
Ex-Officio Members
Peter Tesei, First Selectman John F. Toner, Selectman Drew Marzullo, Selectman Carmella C. Budkins, Town Clerk J. Wayne Fox,Town, Attorney
Board of Estimate and Taxation Members
John H. Blankley William J. Drake, SEC Elizabeth A. Krumeich James Lash Michael S. Mason, CHR Leslie Moriarty Arthur D. Norton, VCHR Jill K. Oberlander
193 Jeffrey S. Ramer Leslie L. Tarkington Anthony Turner Nancy S. Weissler
194 REPRESENTATIVE TOWN MEETING COMMITTEES
2016-2017 (as of 6/30/16)
Districts Members Alternates
Appointments Committee
1 Carl G. Carlson,Jr. Marla Weston 2 Donald Conway 3 Thomas P Conelias Steven Rubin 4 Robert J.McKnight,Jr. J. M. Schaffner-Parnell 5 Joseph H. Benoit Shawn J. McDonnell 6 Brian J. Maher Candace V. Garthwaite 7 Alice B. Duff Berrin Snyder 8 John R. Eddy,CHR Carol A. Swift 9 Jayson Podber Susan L. O’Hara 10 Gerald Anderson Dora P. Williams 11 Stuart E. Reider, VCHR Todd Kennedy 12 Barbara G Hindman Samuel T Telerico
Budget Overview Committee
1 James D. Vaughn Russel G. Perkins,Jr. 2 Nancy Burke Donald R Conway 3 Robert J Allen Rosalind Nicastro 4 Romulo E. Saminiego Brian O’Connor 5 Danyal Ozizmir, VCHR Jason Auerbach 6 Hans C. Thalheim George A. Sorenson 7 Lucia D. Jansen, CHR William W Galvin, III 8 Benjamin Bianco, SEC Joseph G. Solari,III 9 Stephen A. Warzoha Caroll A Zarrilli 10 Bertram M Metter Alan A. Small 11 Robert A. Maddux Gregory J. Zorthian 12 El-Shaffei Dada Thomas Agresta
Claims Committee
Jane Arnone Francis J Burgweger, Jr Glen Canner Edward D Dadakis Lloyd N. Hull Klaus Jander Edward Manganiello Richard J. Margenot John Shulman Thomas J. Byrne
Education Committee
1 Robert Robins Gregory Frumin 2 Peter Jude Collins Christina P. Volkwein 3 Maude Ann Polo Steven Rubin 4 J. Robert Tuthill Matthew J. Crawford 5 Anne F Wichman Delbert G. Eberhardt 6 Stephen Meskers, SEC Horst Tebbe 7 Kimberly M Blank,VCHR John P. Ryan 8 Joshua H Brown, CHR Jennifer L Freitag 9 Barbara T Darula Abbe F. Large 10 Thomas F. Daly Anuj J. Patel 11 Susan Fahey Adam L. Leader 12 Thomas E Bancroft Holly E D Young
Finance Committee
1 Russell G. Perkins, Jr. 2 Michael J. Metzger Christina P. Volkwein 3 Michael Warner,CHR Robert J Allen 4 Brian O’Connor 5 Jeffrey Bardos Tony Turner 6 Jacquelin Hammock Robert A. Cenci 7 John Dolan,SEC Luke Szymczak 8 Barry W. Rickert,II Warren D. Silver 9 Thomas A. Eagan, Jr. Richard Shapiro 10 Robert M. Byrnes 11 Rebecca Steinfeld Jonathan P. Redmond 12 Carl Perelli-Minetti VCHR Edward A. Manganiello
195 Health and Human Services
1 Ryan C. Oca, SEC 2 Cecilia H. Morgan Eileen J. Toretta 3 Rosalind Nicastro M. Michael Warner 4 Samarpana Tamm Bonnie Zeh 5 Tony Turner Patricia H. Roberts 6 Alexis Voulgaris,CHR Coline Jenkins 7 William W. Galvin,III, VCHR 8 Rommel Nobay Sarah E. Darer 9 Donna Gaudioso-Zeale Lauren O’Keefe 10 Nancy E. Gray Anuj Patel 11 Ralph E. Penny Meeta R. Vyas 12 Ellen Murdock Teresa B. Ginsberg
Labor Contracts Committee
David Detjen Michael Warner Lucia Jansen Michael Wacek
Land Use Committee
1 Frederick Lee, Jr John A. Duge, Jr. 2 Frank J. Baratta Wilma Nacinovich 3 Dawn M. Fortunato Louise T. Bavis 4 Diane M. Roth 5 Edward T Broadhurst Jeffrey B. Sahrbeck 6 Michael C Carter,VCHR Gunnar Klintberg 7 Ellen M Brennan-Galvin,SEC Berrin Synder 8 Peter E Berg,CHR Klaus H Jander 9 Ann P Fatsi Jonathan R. Shankman 10 Louisa H Stone Nancy Marshall 11 Harry A LeBien Mystique E. Johnston 12 Miriam Mennin Francia Alvarez
Legislative and Rules Committee
1 Edward D. Dadakis Ryan C. Oca 2 Douglas J. Wells, CHR Duncan G Burke 3 Thomas P. Conelias Michael A. Aurelia 4 Maria M Popp Robert J McKnight,Jr 5 Robert M Krasnor Timothy D. Oberweger 6 John D. Lobrano Neil J. Bulger 7 Margaret B G Freiberg Hilary A. Gunn,SEC 8 Francis Burgweger, Jr,VCHR Benjamin Bianco 9 Jared L. Zuckerman Jane W Arnone 10 John M Lucarelli Lawrence E. Larson 11 Joseph Fahys Thomas M. Devaney 12 Glen A Canner David deMilhau
Parks and Recreation Committee
1 Dean C. Goss 2 Katherine N. LoBalbo Frank J. Baratta 3 Louis T Bavis Dawn M. Fortunato 4 Josiane Schaffner-Parnell, Bonnie Zeh 5 Karen S. Oztemel Timothy D Oberweger 6 Robert A. Cenci M Julie Pisani 7 Dean Gamanos Mary G. Burrows 8 Andrew M Chapin,CHR DeborahD Berner 9 Carol A Zarrilli,SEC Lauren B. O’Keefe 10 David W. Detjen,VCHR Alberto Ferrer 11 Dana G. Neuman William R. Collins 12 Victoria M. Hackman Thomas Agresta
Public Works Committee
Dean L. Goss George F Chelwick 2 Donald Conway 3 Sylvester J Pecora, Sr Rosalind Nicastro 4 Donald R Vitti Steven J Bozzuto 5 John W deCsepel Thomas G Petersen,Jr 6 Arline Lomazzo CHR Candace V. Garthwaite 7 Donald E Hamilton,VCHR Catherine G. Sidor 8 Philip A Dodson,SEC Jonathan H. Bates 9 Ralph Vizzari Susan L. O’Hara
196 10 Lloyd N Hull Lawrence Larson 11 Michael Spilo William P. Richardson, Jr. 12 Erford E. Porter, II Craig W. Amundson
Town Services Committee
1 Judith G. Goss Robert Robins 2 John C Cracraft Katherine N. LoBalbo 3 Michael A. Aurelia Robert J. Allen 4 Susan L. McCabe Donald Vitti 5 Paul A Olmstead Shawn J. McDonnell 6 Marilyn R. Cahn, SEC Coline Jenkins 7 Gerrit Argento Lance F Bylow 8 Steven A. Gordon Jason B. Ennis 9 Matthew D. Russell,VCHR Jayson Podber 10 John Mastracchio Gina Marie Furano 11 Richard J Neuman,CHR David E. Oliver 12 David L deMilhau
Transportation Committee
1 Helma H Varga Elizabeth J Sanders 2 Franklin I. David P. Jude Collins 3 Steven Rubin Maude Ann Polo 4 Steven Bozzuto 5 Thomas G Petersen, Jr John W. deCsepel 6 Carol C. Ducret 7 Karen Fassuliotis John P. Ryan 8 Jonathan H. Bates Richard J. Margenot 9 Sarah E. Russell,SEC Stephen A. Warzoha, VCHR 10 Alan A Small CHR Granit Balidemaj 11 Richard C Wellington, Jr Despina K. Fassuliotis 12 Donald T Whyko Teresa B. Ginsberg
197 REPRESENTATIVE TOWN MEETING DISTRICTS BOUNDARIES - REGISTERED VOTERS
DISTRICT NO. 1 - SOUTH CENTER (Registered voters – 2,741) Road, thence easterly on the Boston Post Road to Western Junior Bounded on the north by the center of the Boston Post Road; on the east by the center of Brothers Highway thence southerly along the center of Brook; on the south by the center of the Metro- Western Junior North Railroad; on the west by the center of Prospect Street from the Metro-North Railroad Highway to the intersection with Richland Road, northerly to the Boston Post Road. thence southerly on a direct line to the underpass of the Metro-North Railroad at Hamilton Avenue, DISTRICT NO. 2 - HARBOR (Registered thence directly south to the New York State Line voters – 2,191) in Long Island Sound; on the west by the New York State Line. Bounded on the north by the center of the Boston Post Road from Brothers Brook to the Mianus DISTRICT NO. 5 - RIVERSIDE (Registered River; on the east by the center of the Mianus voters –2,800) River and the center of Cos Cob Harbor and a line south from the center of the entrance of Cos Cob Bounded on the north by the center of the Boston Harbor in Long Island Sound; on the south by the Post Road; on the east by the center of Sound southern boundary of the Town of Greenwich in Beach Avenue to the center of Arch Street to West Long Island Sound from a line south of Cos Cob End Avenue and thence easterly on the center of Harbor to a line south from the Metro-North West End Avenue to the center of Long Meadow Railroad underpass at Hamilton Avenue; on the Creek, thence south on the center of Long Meadow west by a line from Long Island Sound directly Creek and the center of Greenwich Cove to Long north to Metro-North Railroad underpass at Island Sound; on the south by Long Island Sound; Hamilton Avenue, thence easterly along the center on the west by the center of Cos Cob Harbor and of the Metro-North Railroad from the underpass at the Mianus River to the Boston Post Road. Hamilton Avenue, to the center of Brothers Brook, thence northerly along the center of Brothers DISTRICT NO. 6 - OLD GREENWICH Brook to the Boston Post Road. (Registered voters –2,986)
DISTRICT NO. 3 - CHICKAHOMINY Bounded on the north by the center of the Boston (Registered voters – 1,454) Post Road; on the east by the Stamford City line to the southern boundary of Greenwich in Long Bounded on the north by the center of the Boston Island Sound; on the south by the New York State Post Road from Western Junior Highway to Line in Long Island Sound; on the west by a line Prospect Street; on the east by the center of in Long Island Sound north to the center of the Prospect Street southerly to the Metro-North entrance of Greenwich Cove, thence along the Railroad; on the south by the center of the Metro- center of Greenwich Cove and Long Meadow North Railroad to the underpass at Hamilton Creek leading northerly to West End Avenue, Avenue and thence northerly on a direct line to the thence along the center of West End Avenue intersection of Richland Road and Western Junior westerly to Arch Street; thence northerly along the Highway, thence on the center of Western Junior center of Arch Street and Sound Beach Avenue to Highway to the Boston Post Road. the Boston Post Road.
DISTRICT NO. 4 - BYRAM (Registered voters DISTRICT NO. 7 - NORTH CENTER – 2,472) (Registered voters – 3,017) Bounded on the north from the center of Comly Avenue from the New York State line to the center Bounded on the north by Pemberwick Brook from of the Byram River; on the east by the Byram the center of Weaver Street northerly to River southerly to Davis Avenue and then Rockefeller Pond and thence by Sherwood's Brook southerly from the intersection of Davis Avenue northerly to Clark's Drive and thence westerly of and the Byram River to a point 200 feet east of the the center of Clark’s Drive to Pecksland Road and New York State Line on the Boston Post thence northerly by the center of Pecksland Road
198 to Round Hill Road, Byram River to Comly Avenue, thence westerly along the center of Comly Avenue to the New and thence by the center of Round Hill Road York State Line, thence northerly along the New southerly to Lake Avenue, and thence southerly by York State Line to the Merritt Parkway. the center of Lake Avenue to North Maple Avenue, and thence by the center of North Maple DISTRICT NO. 10 - NORTH WEST Avenue and Ridgeview Avenue and Andrews (Registered voters – 3,226) Road to North Street, thence northerly along the center of North Street and easterly along the center Bounded on the north by the New York State line; of Fairfield Road to Stanwich Road; on the east by on the east by the center of Lake Avenue to Round the center of Stanwich Road southerly to the Hill Road; on the south by the center of Round Hill Boston Post Road; on the south by the center of the Road to Pecksland Road, thence by the center of Boston Post Road from Stanwich Road to East Pecksland Road to Riversville Road, thence on the Weaver Street; on the west by the center of East center of Riversville Road northerly to Bailiwick Weaver Street to Weaver Street, and by the center Road, thence westerly on the center of Bailiwick of Weaver Street to Pemberwick Brook. Road to the intersection with the Byram River, thence northerly on the center of the Byram River DISTRICT NO. 8 - COS COB (Registered to the intersection with the Merritt Parkway, then voters – 3,932) westerly at the center of the Merritt Parkway to the New York State Line; on the west by the New Bounded on the north by the center of Guinea York State Line. Road; on the east by the Stamford City line from Guinea Road to the center of the Mianus River, DISTRICT NO. 11 - NORTH EAST then south along the center of the Mianus River to (Registered voters – 3,667) the Boston Post Road; on the south by the center of the Boston Post Road from the Mianus River Bounded on the north by the New York State line westerly to Stanwich Road; on the west by the from Lake Avenue easterly to the Stamford City center of Stanwich Road northerly to Guinea Line; on the east by the Stamford City Line Road. southerly to Guinea Road, thence westerly along the center of DISTRICT NO. 9 - PEMBERWICK- Guinea Road to Stanwich Road, thence southerly GLENVILLE (Registered along the center of Stanwich Road to Fairfield voters – 3,056) Road; on the south by the center of Fairfield Road westerly to North Street, thence southerly along Bounded on the north by the center of the Merritt the center of North Street to Andrews Road, thence Parkway from the New York State Line to the westerly along the center of Andrews Road, intersection with the Byram River; on the east by Ridgeview Avenue and North Maple Avenue to the center of the Byram River southerly to the Lake Avenue; on the west by the center of Lake intersection of Bailiwick Road, thence easterly on Avenue from North Maple Avenue northerly to the the center of Bailiwick Road to Riversville Road, New York State Line. then southerly on the center of Riversville Road to Pecksland Road, thence easterly on the center of DISTRICT NO. 12 - HAVEMEYER (Register Pecksland Road to Clark's Drive, thence easterly ed voters – 3,167) on the center of Clark's Drive to Sherwood's Brook, thence southerly along Sherwood's Brook Bounded on the north and west by the Mianus to Rockefeller Pond, and thence by Pemberwick River; on the east by the Stamford City Line; on Brook to Weaver Street, thence on the center line the south by the center of the Boston Post Road. of Weaver Street to East Weaver Street, and thence by the center of East Weaver Street to the Boston Post Road; on the south by the center of the Boston Post Road from East Weaver Street westerly to a point 200 feet east of the New York State Line; on the west from a point on the Boston Post Road 200 feet east of the New York State line northerly to the intersection of Davis Avenue and the Byram River, thence northerly along the center of the
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