ANNUAL REPORT July 1, 2011 – June 30, 2012
TOWN OF GREENWICH CONNECTICUT
COAT OF ARMS OF 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, 2011 - JUNE 30, 2012 ______
Published by the Board of Estimate and Taxation
THIS PAGE INTENTIONALLY LEFT BLANK
TOWN OF GREENWICH, CONNECTICUT ANNUAL REPORT TABLE OF CONTENTS
DEPARTMENTAL REPORTS: Page
General Government: Representative Town Meeting Minutes 7 Office of the First Selectman and Board of Selectmen 14 Board of Ethics 16 Purchasing Department 17 Administrative Services Center 21 Department of Human Resources 23 Probate Court 27 Board of Estimate and Taxation 29 Retirement System 39 Registrars of Voters 42 Assessor 43 Tax Collector 45 Board of Assessment Appeals 46 Law Department 47 Town Clerk 49 Planning and Zoning Commission 51 P&Z Board of Appeals/Zoning Enforcement 56 Condemnation Commission 58 Flood and Erosion Control Board 59 Conservation Commission 61 Inland Wetland and Water Courses Agency 65 Shellfish Commission 73 Commission on Aging 75 Historic District Commission 78
Public Safety: Fire Department 79 Police Department 83
Public Works: Administration 95 Engineering Division 98 Highway Division 101 Waste Disposal Division 104 Building Construction and Maintenance Division 106 Building Inspection Division 108 Sewer Division 110
Fleet 113
TOWN OF GREENWICH, CONNECTICUT ANNUAL REPORT TABLE OF CONTENTS
Page
Health 115
Nathaniel Witherell 127
Social Services 130
Schools 136
Libraries: Greenwich Library 137 Perrot Memorial Library 140
The Bruce Museum 142
Parks and Recreation 145
Housing Authority of the Town of Greenwich 161
Parking Services 162
Community Development Block Grant 165
Official Directory: (As on file with the Town Clerks Office) Town Officers 170 Democratic Town Committee 176 Republican Town Committee 177 Representative Town Meeting Membership 178 Representative Town Meeting Districts, Boundaries, Registered Voters 181
REPRESENTATIVE TOWN MEETING
MINUTES SUMMARY 2011-2012
Regular Meeting - September 19, 2011 - 192 present, 32 absent, 6 vacancies
Town Clerk Carmella C. Budkins swore in Michael Spilo, a new member in District 11.
The following resolutions were adopted:
Recognizing the service and contributions of the late Dr. James Innes.
Recognizing the contributions and service of Roger Lourie.
Appointing John Slusarz a member of the Alarm Appeals Board for a term expiring 3/31/12.
Appointing Stephen L. Bishop a member of the Historic District Commission for a term expiring 3/31/12.
Appointing Darius Toraby an alternate member of the Historic District Commission for a term expiring 3/31/16.
Appointing Peter J. Finkbeiner an alternate member of the Flood and Erosion Control Board for a term expiring 3/31/15.
Appointing John Stankunas an alternater member of the Flood and Erosion Control Board for a term expiring 3/31/15.
Appointing Paul S. Marchese a member of the Planning and Zoning Commission for a term expiring 3/31/14.
Authorizing the First Selectman to accept a Homeland Security Grant for the purchase of a Multi Purpose Public Safety Boat at a cost of $600,000 to be added to fund F, Department 2138 (Police), Object 59250 and Project 12199.
Approving the Municipal Improvement to demolish the existing fire station and construct a new fire station at 15 Havemeyer Place.
Approving an additional appropriation of $24,835 for FY 2011-12 to be added to Account No. A161-51300 and A90157050 – Zoning Enforcement/Board of Appeals-Permanent Part Time Salaries and Social Security Services.
Approved a request to the State Representatives of Greenwich to propose legislation to amend Sec. 7- 474 (d) of MERA to provide that any collective bargaining agreement between a school board and its
7 non-certified employees may only become effective if the RTM approves such agreement in the same manner a required under Sec. 7-474(b).
Appropriating the sum of $1,165,000 to be added to Capital Account Number Z315-59830-12xxx, known as “GHS Soils Program”.
Regular Meeting – October 26, 2011 – 147 present – 78 absent – 5 vacancies.
Town Clerk Carmella C. Budkins swore in Kathy Derene a new member in District 3 and Lauren Rabin a new member in District 9.
The following resolutions were adopted.
Recognizing the service and contributions of the late Emil “Bennie” Benvenuto.
Approved the Community Development Block Grant Program for the year January 2012 to December 31, 2012.
Authorizing the Police Chief to accept a 2012 Harly Davidson Motorcycle, valued at $20,000 from America‟s 911 Foundation .
Approving the agreement between the Board of Education and the Greenwich Education Association for the period July 1, 2012 to June 30, 2015.
Approving a sense of the meeting resolution that candidates for Moderator and Moderator ProTempore may file a brief statement of their qualifications for inclusion with the call for the January 2012 meeting.
Regular Meeting – December 12, 2011 – 194 present – 30 absent- 6 vacancies
Town Clerk Carmella C. Budkins swore in William Gorgas a new member in District 7.
The following resolutions were adopted.
Recognizing the service and contributions of Richard Kral.
Appropriating the sum of $207,097 to be Account No.. Z834-59830-12XXX – Parks and Recreation- “Tropical Storm Damage-Byram Beach and Marina.”
Appointing Stephen L. Bishop a member of the Historic District Commission for a term expiring 3/31/2017.
Appointing John A. Sluzarz a member of the Alarm Appeals Board for a term expiring 3/31/2015.
Appointing James B. Dougherty a member of the Commission on Aging for a term expiring 3/31/2015.
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Appropriating the sum of $20,205,000 for construction and issuance of bonds for Nathaniel Witherell Nursing Facilitly “ Project Renew”.
Appointing Paul C. Settelmeyer a member of the Southwest Regional Planning Agency for a term expiring 3/31/15.
Regular Meeting – January 17, 2012 – 202 present,26 absent and 2 vacancies.
Thomas J. Byrne was re-elected Moderator with a vote of 190 in favor and 8 abstentions. Joan Caldwell was re-elected Moderator Pro Tempore with a vote of 113 in favor, 86 votes for Paul Curtis and 1 abstention.
The following resolutions were adopted:
Appointing Angelica Arenas a member of the Board of Social Services for a term expiring 3/31/15.
Appointing David Ormsby a member of the Nathaniel Witherell Board for a term expiring 3/31/15.
Authorizing the Director of Conservation to accept receipts from the National Fish & Wildlife Foundation”s Long Island Sound Futures Fund (LISFF) Program in the amount of $3,500.
Appointing Alan Gunzburg a member of the Board of Social Services for a term expiring beginning 4/1/12 and expiring 3/31/15
Authorizing the Planning and Zoning Commission to accept receipts from the Gulf of Main Council in the amount of $7,500.
The following resolution was postponed to the March meeting:
Appointing Lloyd Bankson to the Nathaniel Witherell Board for a term expiring 3/31/15.
The following resolution was postponed to the April meeting.
Appointing Frank Scarpa to the Nathaniel Witherell Board for a term expiring 3/31/15.
Regular Meeting – March 12, 2012 – 200 present , 29 absent, 1 vacancy.
Town Clerk Carmella C. Budkins swore in Gerrit Argento a new member in District 7 and Marion S. Beale, a new member in District 11.
The following resolutions were adopted.
Appointing Lloyd Bankson a member of the Nathaniel Witherell Board for a term expiring 3/31/15.
Appropriating the sum of $149,000 to be added to Account No. Z312-59600-12123 “ STP Pavement Restoration – East Elm Street and Milbank Avenue.
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Appointing Ennala Ramcharandas a member of the Planning and Zoning Board of Appeals for a term expiring 3/31/16.
Appointing Robert Ailleo a member of the Board of Health for a term expiring 3/31/16.
Appointing Marilyn Ross Cahn a member of the Board of Health for a term expiring 3/31/16.
Appropriating the sum of $225,000 to be added to Account No. A312-51100 – Public Works-Overtime Services.
Appointing Lauren E Rabin a member of the Board of Social Services for a term expiring 3/31/15. Approving a sense of the meeting resolution accepting the set of recommendations of the Finance Committee in their report on the Town land leases and licenses and that the recommendations be implemented by the Town by the end of the calendar year 2012.
Appointing Patricia G. Kirkpatrick a member of the Planning and Zoning Board of Appeals for a term expiring 3/31/16.
Appointing Julia Chiappetta a member of the Board of Health for a term expiring 3/31/16.
The following resolutions were postponed until the April 2012 meeting.
Appointing H. Andrew Fox a member of the Nathaniel Witherell Board for a term expiring 3/31/13.
Appointing Robert Shippee an alternate member of the Planning and Zoning Board of Appeals for a term expiring 3/31/16.
Appointing James Carr a member of the Board of Parks and Recreation for a term expiring 3/31/15.
Appointing Patrick Slyne a member of the Board of Parks and Recreation for a term expiring 3/31/15.
Appointing Donald M.Landsman a member of the Board of Parks and Recreation for a term expiring 3/31/15.
Appointing Noble Welch a member of the Historic District Commission for a term expiring 3/31/15.
Appointing Richard Maitland a member of the Planning and Zoning Commission for a term expiring 3/31/15.
Appointing Paul DeBary a member of the Board of Ethics for a term expiring 3/31/15.
Regular Meeting – April 9, 2012 - 189 present, 40 absent, 1 vacancy.
The following resolutions were adopted.
Appointing Patrick Slyne a member of the Board of Parks and Recreation for a term expiring 3/31/15.
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Appointing Noble Welch a member of the Historic District Commission for a term expiring 3/31/15.
Appointing Paul DeBary a member of the Board of Ethics for a term expiring 3/31/15.
Appointing Jane Arnone, Robert Beerman, Francis (Kip) Burgweger, Jr., Glen Canner, Edward Dadakis, Lloyd Hull, Edward Manganiello and John Shulman member of the RTM Claims Committee for a term expiring 12/31/13.
Appointing Robert Shippee an alternate member of the Planning & Zoning Board of Appeals for a term expiring 3/31/16.
Appointing Richard C. Loh a member of the Board of Parks and Recreation for a term expiring 3/31/15.
Appointing Donald M. Landsman a member of the Board of Parks and Recreation for a term expiring 3/31/15.
Appointing Norma Kerlin an alternate member of the Inland Wetlands and Watercourses Agency for a term expiring 3/31/15.
Appointing Kenneth C. Rogozinski an alternate member of the Planning & Zoning Board of Appeals for a term expiring 3/31/14.
Appointing John B. Margenot, Jr. a member of the Board of Ethics for a term expiring 3/31/15.
Appropriating the sum of $161,000 to be added to Account No. A140-51450- Law Department – Professional and Other Special Services.
Appropriating the sum of $200,000 to be added to Account No. Z315-59810-12199 – Public Works- GHS Remediation.
Approving the easement to Metro- North Railroad – State of Connecticut at the proposed Cos Cob Park ( formerly the Cos Cob Power Plant Site) for the purpose of constructing an underground duct bank.)
The following resolutions were postponed until the June 2012 meeting.
Appointing Francis J. Scarpa a member of the Nathaniel Witherell Board for a term expiring 3/31/15.
Appointing James Carr a member of the Inland Wetlands and Watercourses Agency for a term expiring 3/31/16.
Appointing Richard Maitland a member of the Planning & Zoning Commission for a term expiring 3/31/15.
Appointing William M. Galvin, III a member of the Inland Wetlands and Watercourses Agency for a term expiring 3/31/16.
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Regular Meeting – May 14, 2012 – 206 present – 23 absent – 1 vacancy.
A resolution recognizing the contributions and service of the late William C. Andersen was adopted.
A motion to delete $12,215,000 from 680 Board of Education Account No. 956-13163 New Buildings- MISA was lost.
A resolution amending several of the budget resolutions was adopted.
The budget as amended was adopted.
Regular Meeting – June 11, 2012 – 198 present – 30 absent- 2 vacancies
Blair Murphy of District 8 was recognized for his 12 years of service, especially his work onTreetops and land use and water issues.
The following resolutions were adopted:
Appointing Francis J. Scarpa a member of the Nathaniel Witherell Board for a term expiring 3/31/15.
Appointing James Carr a member of the Inland Wetlands and Watercourses Agency for a term expiring 3/31/16.
Appointing William W. Galvin, III a member of the Inland Wetlands and Watercourses Agency for a term expiring 3/31/16.
Appointing Richard J. Margenot a member of the Claims Committee for a term expiring 12/31/13.
Appointing Scott Salisbury an alternate member of the Inland Wetlands and Watercourses Agency for a term expiring 3/31/13.
Appointing Michael J. Franco a member of the Board of Health for a term expiring 3/31/16.
Approving the Neighborhood Assistance Act for the purpose of encouraging business contributions to non-profit organizations and government agencies providing services in Greenwich.
Approving the collective bargaining agreement between the Town of Greenwich and Locatl 456 IBT for the period of fiscal years 2011 to 2014.
Approving a sense of the meeting resolution directing the Town of Greenwich to join the law suit as a plaintiff opposing the cell tower construction on Valley Road against the Aquarion Water Company and New Cingular Wireless PCS, LLC a/k/a AT&T.
Accepting a gift from the Greenwich Point Conservancy, in an amount equal to the cost, not to exceed $850,000, to complete a full renovation of the interior and exterior space of the Greenwich Point North Concession building (Old Barn).
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Appointing Donald R. Conway, Jackie Hammock and Paul C. Settelmeyer David Sims and Christopher vonKeyserling as members of the Condemnation Commission for a term expiring 12/31/13.
A sense of the meeting resolution requiring a thorough review of the traffic and pedestrian patterns connecting the Innis Arden Cottage and the Old Barn buildings at Greenwich Point be conducted and a public hearing held before final plans are approved for the renovation of the Old Barn was lost .
Approving an ordinance prohibiting the use of gasoline powered leaf blowers in the Town of Greenwich during the month of August was lost.
Appointing David W. Detjen, Joan M. Caldwell, Robert M. Byrnes, Michael Wacek, Jill K. Oberlander, M. Michael Warner and Steven Rubin regular and alternate members of the Labor Contracts Committee for a term expiring 12/21/13 was referred back to the Appointments Committee.
Appointing Brian Harris a member of the Inland Wetlands and Watercourses Agency for a term expiring 3/31/16 was postponed until the September 2012 meeting.
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OFFICE OF THE FIRST SELECTMAN AND BOARD OF SELECTMEN
2011-12 2010-11 2009-10 Budgeted Personnel: 8 8 8 Expenditures: Current $971,382 $949,321 $979,659 Capital $0 $0 $0
Total: $971,382 $949,321 $979,659
OFFICE OF THE FIRST SELECTMAN
The First Selectman is the Chief Executive Officer of the Town of Greenwich. He serves on a full time basis and also is an ex-officio member of all boards, commissions, and committees and 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, Purchasing and Administrative Services. He is assisted by the Town Administrator, who serves as his representative as directed. Also associated with the Office of the First Selectman are committees such as the Affirmative Action Advisory Committee, Commission on Aging, Plan of Conservation and Development (POCD) Housing Task Force, POCD Downtown Plan Committee, POCD Town Owned Properties Committee, POCD Transportation Committee, POCD Plan Implementation Committee and Historic District Commission. 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 terms and conditions of employment of certified teachers).
The First Selectman appoints the Conservation Commission, and serves as an ex officio member on all Boards and Commissions within the Town of Greenwich.
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 measures. 2. Limiting the property tax rate increase for FY 2012-2013 to 2.75% in conformance with the budget guidelines. 3. Continuing to plan and fund the construction of the new Central Fire Station to protect Downtown Greenwich residents and businesses. 4. Initiating the “Community First” Customer Service training initiative to train Town employees to better serve the community. 5. Establishing a Town-wide Wellness Program for Town staff to assist in controlling health care costs. 6. Continuing a program of keeping vacant positions open to assist the budget and increase our fund balance. 7. Continuing to fund the Board of Education at 10.20 students per certified staff in keeping with the long term funding guideline ratio established by the BET. 8. Performing an IT strategic study to optimize Town efficiency and plan for the future. 9. Managing the Town‟s Worker‟s Compensation program with the BET by improving worker safety and establishing more effective claims management. 10. Working with Connecticut Light and Power to reinforce the importance of reliable energy to Greenwich residents and businesses and encouraging the implementation of an aggressive five year CL&P capital improvement plan as well as a new substation for the Town. 11. Continuing the process of nominating highly qualified members to the Town‟s boards and commissions. 12. Continuing the Office of First Selectman internal studies of Town functions to streamline operations, decrease costs and increase efficiency and accountability. 14
13. Ongoing efforts to increase departmental performance measurement through participation in national organizations that focus on benchmarking. 14. Continued refinements of the Departmental Operational Plans to provide improved disclosure of Departmental goals, strategies and performance measurement statistics. 15. Continuing a compensation plan for at-will employees that ties compensation to performance. 16. Securing funding through a port security grant from the U.S. Department of Homeland Security in conjunction with the State of Connecticut for a public safety vessel that will be custom built for the Town. 17. Providing resources and education to residents and businesses regarding emergency preparedness.
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 extremely important function of the day-to-day business of this office. As of December 1, 2011 the members of the Board of Selectman are:
Peter J. Tesei, First Selectman and Chairman of the Board of Selectmen David Theis, Selectman Drew Marzullo, Selectman
The Board of Selectmen generally meets in public session twice a month, unless special circumstances dictate otherwise. Minutes of such meetings are always taken. The agenda, minutes and portions of the packet are always available on-line. The First Selectman designates one of the other Selectmen to act in his place and stead during his absence.
The Board of Selectmen dealt with many issues during the year including:
1. Traffic matters 2. Appointments and nominations to Boards and Commissions 3. Fees 4. Leases 5. Litigation and settlements 6. Community requests 7. Parking and traffic matters 8. Tax District proposals 9. Municipal Code revisions and improvements 10. Emergency Management 11. Proposed charter changes 12. Human Resources Department policy 13. Energy Management and Conservation Efforts 14. Quality of life issues and nuisance abatements
CONCLUSION
The First Selectman, in addition to his regular Town government responsibilities and duties, supports and assists a variety of community interests, activities and organizations through proclamations, statements, appearances and participation, continuing a long-established tradition of commitment by all First Selectmen.
The Board of Selectmen continues to be gratified by the dedication and devotion to duty of the many fine employees of the Town of Greenwich. In addition, the Board expresses its genuine appreciation to the citizens of Greenwich who so willingly give of their time to serve on Town Boards, Commissions, Agencies and Special Committees in order to advance and improve our community.
Peter J. Tesei First Selectman 15
BOARD OF ETHICS
2011-12 2010-11 2009-10 Budgeted Personnel: 0 0 0 Expenditures: Current $1,229 $1,100 $900 Capital $0 $0 $0
Total: $1,229 $1,100 $900
Revenue: $0 $0 $0
The current members of the Board of Ethics are Jane Finn and Robert Grele, whose terms expire in March of 2013, Robert Sisca, whose term expires in March of 2014, and Paul deBary and John Margenot, whose terms expire in March of 2015. There are no vacancies on the Board. The Board has elected Paul deBary to act as chair and John Margenot to serve as secretary. Pursuant to Section 2.12 (c) of the Greenwich Code of Ethics (the “Code”), the Board of Ethics is required to prepare and submit an annual report of its activities to the Board of Selectmen and the Representative Town Meeting. The Board was pleased to submit its report for the fiscal year ending June 30, 2012 on September 15th, 2012. A copy of the full report has been posted on the Town's website. The following summarizes the key matters contained in the Board's annual report to the Selectmen and the RTM.
During the past several years, the Board worked closely with the Selectmen and various Town departments to improve awareness and understanding of the Code by Town employees, elected and appointed officials and members of the general public. In response to the results of a survey, conducted by the Board with the assistance of the Department of Human Resources in 2010, the Board has been working to improve the resources available to Town Officers regarding ethical issues and increase their awareness of the resources available to them. During the 2011-2012 Fiscal Year, we worked with the Department of Information Technology, the Department of Human Resources and the Town Controller's office to provide additional ethics related information on the Town website, to improve the user interface to make forms and other information more readily available and to initiate a quarterly ethics newsletter that is distributed by e-mail to key officials. The newsletter is also available to members of the general public on a free subscription basis from the Town website.
The 2011-2012 Fiscal Year also marked the beginning of the final phase of a project to report on the advisory opinions, decisions and other official statements of the Board of Ethics since its inception in 1965. The project was conceived of by the Board's former chair, Victor Coudert, in 2007, who enlisted the efforts of our current chair and provided access to his personal archives and recollections. The current chair served as editor of the reports and obtained volunteer assistance in organizing the Board's public records and checking these materials against the information contained in the Town's annual reports for the years involved. Members of the Board reviewed drafts, provided comments and approved the final form of the reports. In the coming fiscal year, these reports will be published and copies will be distributed to departmental supervisors and other key employees. Copies in formats suitable for viewing on eReaders will also be made available and distributed to key officials. In addition, print and e-book versions will be made available to libraries, law firms and members of the general public, without cost to the Town, through arrangements with several large on-demand printing operations and a number of wholesale and retail outlets.
Although we feel that increased funding for the activities or the Board would allow it to operate more effectively, we have been grateful for the funding we have received during a difficult budget period. In the 2011-2012 Fiscal Year, $1,229 of our $1,500 in budgeted funds were used to support the Board's hotline system 16 and to initiate the process of publication of the Board's reports. Maintaining the Board‟s upgraded hotline and phone system has provided an important resource for Town officers and the public in their interactions with the Board. This communications system is independent of the Town‟s phone system and provides a toll free number with a virtual switchboard, where persons can leave messages on the hotline, be connected directly to the various members of the Board or leave messages in their individual voicemail boxes. The number is (888) 432-2777 and is posted on the Town Website. The Board is hopeful to secure additional funds in future fiscal years to complete our other initiatives. We also will continue to request contingent authority for funds to support necessary expenses that may be incurred as necessary to properly deal with complaints that may be received by the Board. Although the Board has been able to conduct it‟s operations effectively for some time without the availability of such funds, and would expect to be able to continue to do so in future, we believe that public confidence in the Board and the overall integrity of the Town would be enhanced if such contingent funds could be appropriated.
There was one complaint concerning a violation of the Code filed with the Board of Ethics during the 2011- 2012 Fiscal Year. After a thorough preliminary investigation, the Board determined that there was no probable cause to believe that a violation of the Code had occurred as alleged in the complaint. There was one advisory opinion rendered in connection with a request was received on April 15th,, 20011. However, no additional requests for advisory opinions were received in the 2011-2012 Fiscal Year.
Four financial disclosure forms were filed with the Town Clerk for the 2011-2012 Fiscal Year as provided in the Code of Ethics. The Board has reviewed these filings. Of the filings, two were filed by a single member of the RTM and two by a single appointed official. The Board was pleased by the elimination of filings that disclose no interest to be reported. However, the absence of any filings by Town employees and the extremely low incidence of filings by the Town's elected and appointed officials concerns the Board and the Board believes that further efforts should be made to improve the awareness of Town Officers with respect to the reporting requirements of the Code.
After reviewing its operations during the 2011-2012 Fiscal Year, the Board has the following recommendations to the Selectmen: 1) consider forming a study group to consider how to make the reporting system easier for Town officers to comply with 2) continue with training to ensure that the Town's ethics policies, and particularly reporting requirements, are fully understood by all Town employees and elected or appointed officials, and 3) explore ways to provide orientation for new employees and elected and appointed officials with respect to the ethical issues attendant upon their service to the Town and to provide them with continuing ethics training during their service. Paul deBary Board of Ethics
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PURCHASING DEPARTMENT
2011-12 2010-11 2009-10 Budgeted Personnel: 6 6 6 Permanent Part Time 1 1 1 Expenditures: Current $981,978 $993,302 $941,707 Capital $48,812 $185,350 $158,612
Total: $1,030,790 $1,178,652 $1,100,319
Revenue: $134 $285 $586
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. An equally important Purchasing Department mission is to provide timely, cost effective telecommunications support and services to all Town departments.
For Fiscal Year 11-12, the number of Requests For Bid/Proposal processes conducted was eighty-five. This was an increase of four compared to the prior fiscal year‟s total of eighty-one, indicating a high level of centralized procurement activity.
The number of contracts submitted to and approved by Law remained stable at forty-seven, where the prior year‟s number was forty-eight. In addition seventy-one contract renewal letters were issued for contracts with option years, an increase of six. This is due to a larger number of contracts having option years available. Forty commodity awards were established for the use of departments, an increase of eleven from FY 2010-2011. This increase was due to the necessity of establishing new commodity awards to replace expired commodity awards as well as adding new commodity awards for ongoing departmental needs.
Related to active contracts for services and projects that were funded, Purchasing issued and followed up with 230 letters requiring re-documentation of insurance coverage where a particular policy term was about to lapse. This was an increase of thirty compared to the prior fiscal year. This increase in insurance re-documentation letters is related to a higher number of new contracts for services and projects being in place. Purchasing tracks all insurance coverage terms for contracts it develops and maintains current insurance documentation for close to 100 percent of contracts.
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 Canada geese site aversion program, food services management for the Nathaniel Witherell and the Senior Center, investment advisory services for the Town‟s 401K and 457b plans, auditing services, tree service contracting, the purchase of sodium hypochlorite for the WWTP, road salt and sand, the purchase of fireworks display services for July Fourth, bridge inspection services, armored car services, and the strategic technology study consulting services.
In the area of facilities, the temporary fire station at Horseneck Lane was bid and contracted out. Work proceeded on this project. A number of roof replacement projects were also bid out and completed this fiscal year. Those projects took place at the Eastern Greenwich Civic Center, the Newman Street Garage and Town Hall. The roof replacements were finished in the fall.
With the number of generators increasing that provide back up power to Town facilities, such as the Fleet Department and the Western Greenwich Civic Center, it became necessary to have a service agreement in place for these units. This was bid out and awarded to provide twenty-four hour emergency and maintenance service. 18
Given that in the prior fiscal year three separate Requests For Proposal (RFPs) were issued for the concessions at Byram Park, Greenwich Point and Island Beach for potential five year license agreement terms, the sole concession remaining to be done was the Dorothy Hamill Skating Rink concession. An RFP process for this concession was conducted, resulting in an award for a potential five year license agreement term.
Energy procurement activities were conducted in this fiscal year for natural gas, diesel fuel, heating oil and electricity. In regard to electricity, the fixed prices for the Town‟s large and small accounts for supply contract terms ending in June and December of 2016 were lowered substantially, resulting in a projected savings of $605,140 per year. Purchasing continued its practice of monitoring market conditions and was able to extend the supply contract for natural gas through the Capital Region Council of Government (CRCOG) at an opportune time, resulting in projected annual savings of $233,706 for each of the two additional twelve month terms going out through June 2016. Diesel supply savings were achieved by going out to bid in fiscal year 2011-12 for the contract term of October 2012 through September 2013, resulting in estimated savings of $122,956. The fixed price that was achieved for heating oil through its bid process was comparable to the prior year‟s price.
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 where the Town is concerned. 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.
As in the last few fiscal years, the Director arranged for continuing education in the form of online training for the purchasing staff by signing up for webinars on specific timely topics related to public purchasing. Given the challenging economic times that continued, these webinars allowed cost effective training through a well known authority in public purchasing, The National Institute of Public Purchasing.
Purchasing manages telecommunications for all Town government locations, as well as public safety, The Nathaniel Witherell SNF, and Greenwich Library. Telecommunications support services continued to be provided successfully and cost effectively this year by the Buyer/Telecommunications Coordinator with back up provided as necessary by the Town‟s telephone systems‟ maintenance company.
The major telecommunications projects this fiscal year were the installation of the phone system and service for the temporary fire station at Horseneck Lane and replacement of UPS batteries at several locations. At fiscal year end the temporary fire station‟s telephone system was in and waiting for service to be installed by Verizon. All of the UPS battery replacements at designated locations were completed.
As part of ongoing telecommunications equipment management, circuit packs for major telephone systems located at Town Hall and The Witherell were installed to provide additional capacity for increasing applications. Telephone system maintenance services, including service for the remaining Octel voice mail systems, were bid out and awarded for a potential five year term of service agreement.
Work on the Town-wide document imaging project continued throughout the fiscal year for both the Board of Education and Town government. With all departments except three having installed the OnBase software system, the next step was to review departments‟ requests for back file conversion. A committee of three consisting of the Directors of Purchasing and Information Technology as well as the Executive Assistant to The First Selectman, was formed to review and rank the departmental requests to have historical records imaged and indexed. This was achieved with the result being a ranking with an estimated cost to complete all back file conversion for all departments‟ records. Unfortunately the associated budget request to fund this work that was developed for fiscal year 2012 -13 was reduced to $50,000 from $350,000. Back file conversion projects for 19
Finance, the Nathaniel Witherell and the Purchasing Department proceeded with money that remained in the original allocation for the document imaging system.
In this fiscal year, 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 vendor 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. Purchasing continued to also post its Requests For Bid/Proposal to the State of Connecticut‟s procurement website to gain a larger vendor “audience” and potentially increase competition.
The online purchasing services survey which was begun in the spring of 2011 was carried through fiscal year 2011-12. Departments using the Town‟s procurement services were sent a link via email to an anonymous online survey after a department‟s Request For Bid or Proposal process had been completed. Results of the survey were very favorable to the department.
Fiscal year 2011-12 was a year characterized by some improvement in the economy. Despite this slight improvement, it was a challenging year, not only for Town residents, but also for Town government‟s departments that provide services to the residents. Purchasing continued to play its active role in keeping costs down while following ethical and appropriate public purchasing procedures.
Joan T. Sullivan Director of Purchasing and Administrative Services
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ADMINISTRATIVE SERVICES CENTER
2011-12 2010-11 2009-10 Budgeted Personnel: 5 5 5 Expenditures: Current $616,670 $678,877 $643,754 Capital
Total: $616,670 $678,877 $643,754
Revenue: $0 $0 $0
ANNUAL REPORT – ADMINISTRATIVE SERVICES CENTER
FISCAL YEAR 2011-12
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, document imaging, mail processing, word processing, desktop publishing and website management as well as central reception under the supervision of the Director of Purchasing and Administrative Services.
Reproduction Center
The Reproduction Center provides services for all Town departments including Greenwich Library and other Town agencies such as the Housing Authority. The Xerox Nuvera Printer, the Central Production printer, continued its excellent performance with essentially no downtime. Our lease will be expiring at the beginning of Fiscal Year 2012-13 so we have begun to explore other options for the replacement of the Central Production printer. We will be looking for a printer that has similar features as our current printer at the same cost or less. Additional features within our price structure would be a plus. Other services include: construction of pads, folding, booklet making and other paper finishing. The Xerox Colorqube uses a green technology in which the supplies are condensed into a cube which melts and adheres to the paper. There are no ink cartridges to be recycled, less energy is used and the copy quality is excellent. 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 has remained the same at approximately 348,000 copies per month on the Central Production Printer, with the color copier monthly volume holding steady around 24,100. The color copier volume includes black ink copies combined with color copies in integrated duplicating projects. 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.
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. Each fiscal year Administrative Services works in conjunction with the Board of Education Reproduction Center, which has offset printing capability, to continue to save money for user departments.
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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 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 and Town Hall, and sorting and distribution of outside and inter-office mail throughout Town Hall. Different classes of outgoing mail service such as standard service, special bulk mailings, express mail, and certified mail are utilized to meet the needs of individual departments in the most cost effective manner. 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 has continued its efforts to save money for the Town by utilizing the special bulk mail rate and bar coding whenever possible. In this fiscal year, the average monthly volume continues to be approximately 25,000 pieces per month.
Document Imaging
Administrative Services scans and indexes Accounts Payable documentation utilizing Hyland OnBase, the Town‟s document imaging software. This enables the Finance Department to have immediate access to the scanned material. At the onset of this project, Administrative Services had one full-time and one part-time position dedicated to document imaging. With the loss of one full time position two years ago, Administrative Services continues to struggle to meet the demands of Finance and other departments.
Desktop Publishing and Website Management
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.
In the area of the internet, the Administrative Services Supervisor electronically updates the Town calendar and posts information provided on Channel 79, the Town‟s public television station.
Central Reception
Town Hall‟s front desk responsibilities have now been split between three positions due to the loss of the position that was dedicated to central reception. The staff person at Central reception provides not only a central answering service for all calls made to Town Hall‟s main number but is available to answer the numerous questions asked by the public walking into Town Hall, provides access control for vendor deliveries, makes announcements during emergencies, communicates by radios to building maintenance and Administrative Services staff as required, books conference rooms and display cases and manages the Town‟s car loaner pool.
Administrative Services continues to provide a wide variety of centralized support services to the public as well as all Town government departments. In these times of reduced staffing levels across most departments, these services have become even more important.
Michele Hackett Administrative Services Supervisor
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HUMAN RESOURCES
2011-12 2010-11 2009-10 Budgeted Personnel: 17 17 17 Expenditures: Current $1,808,923 $1,711,225 $1,734,750 Capital $0 $0 $0
Total: $1,808,923 $1,711,225 $1,734750
Revenue: $49,855 $6,930 $7,180
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; 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 behavior, performance problems and performance management. Provision of guidance on staffing and reorganization issues. 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. Cost effective management and administration of all employee and retiree benefit programs. Development of long term, strategic plans for employee health care benefits and wellness programs to ensure fiscal accountability in a changing health care environment. Administration of all employee pension and defined contribution plans. 23
Administration of workers compensation and oversight of the safety initiative. Administration of the Town‟s 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. Coordination 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 11-12
Migration from paper and online application submission to online application submission. Installation of kiosk in Human Resources to facilitate online application process for those without access to computers. In conjunction with the Greenwich Library development of a program to assist candidates with the online application process. Institution of an application fee for full time and part time positions to help defray the cost of processing applications. Active promotion of full utilization of the Neogov online application system. Revision to the Human Resources policy and procedures manual. Coordination of CDL Training for Drivers and Supervisors. Successful completion of the RFP process for the Town‟s medical services provider. Selection of background investigation firm that will conduct employee background investigations on all new part time employees. Management and facilitation of the movement of over 500 employees to the new High Deductible HSA medical plan for January 1, 2012. Total High Deductible Health Plan participation at 1100 employees. Expansion of employee acceptance of the High Deductible health plan with Health Savings account through a robust series of training workshops and informational sessions for all employee groups involved. Management of the RFP process to change medical carrier from Anthem to CIGNA on 1/1/12. Development and implementation of a communication plan for all employees regarding the conversion to CIGNA. Expansion of on-line benefits self-service for employee access to healthcare information, forms and links to vendor websites. Implementation of pilot employee wellness program for Teamsters and M/C employees. Hiring of FIA as the Town‟s investment advisors for Defined Contribution plans. Incorporation of final Town department (Police) into central payroll.
RECRUITMENT/EMPLOYMENT ACTIVITIES 11-12
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 Fire Fighter, Fire Lieutenant, Fire Marshall, Police Officer, Workers Compensation Administrator, Facilities Director for the Board of Education and Assessor. 24
Receipt and review of approximately 5,000 applications for employment. Administration of more than 1,500 applicant tests for over 50 full time positions with some testing requiring more than one component of evaluation. Hiring of 57 full time, 52 part time and over 400 temporary employees. Coordination of processing and orientation for all new full time and part time Town employees. Implementation of background screening for all part time employees. Administration and facilitation of all personnel actions for Town employees from point of hire to separation including upgrade, reclassification, and 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. Facilitation of the managerial pay for performance based evaluation plan. Administration of the Town‟s unemployment compensation program. Administration of the Employee Assistance Program. Oversight of the Town‟s Affirmative Action/EEO efforts. Provision of CDL Training for Drivers and Supervisors 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.
HEALTHCARE ADMINISTRATION ACTIVITIES
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. Administration of all healthcare benefits for 700 retired employees and counseled newly retiring employees. Pension plan administration for active and retired employees. Counseling of newly retiring employees on retirement. Response to enrollment issues, changes, terminations and claim problems; negotiation of resolutions with healthcare vendors; education of employees. Coordination and administration of open enrollment periods for all active and retired employees for annual elections of health insurance including tax incentive plan changes for January 2012 and moving 550 Teachers into the High Deductible Health Plan and H.S.A. for the first time. Identification and implementation of the electronic transmittal of healthcare data via a confidential HIPAA compliant file to insurance carriers. Provision of assistance and healthcare information for collective bargaining negotiations. Coordination of annual flu clinic for all Town and BOE employees. Introduction of 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.
RETIREMENT BENEFITS Selection of Diversified Investment Advisors to bring the Defined Benefit Plan onto their platform and integrate it with the Defined Contribution Plan and to process payroll for Retirees. Update of Qualified Domestic Relations Order (QDRO) guidelines. Notification of Vested Terminations who were eligible to retire (20 former employees). Correction of tax records for accidental disability retirees who were being overtaxed for the past six years; recovery of past taxes overpaid. 25
In conjunction with workers compensation, institution of pension payment offsets where appropriate.
EMPLOYEE ASSISTANCE ACTIVITIES
Provision of a confidential vehicle to assist employees dealing with serious personal, family or workplace issues on a seven day a week basis. Provision of client evaluations for over 472 individuals (employees or members of employee‟s family), referred to or seeking assistance. Critical intervention for Town employees and their family members. Conduct of stress and critical incidence debriefing sessions with follow up for the employees and counsel to the Department Head, most particularly in public safety positions. Ongoing support and facilitation of recovery groups for employees. Evaluation of treatment centers and hospitals to maintain the Town‟s referral protocol for needed treatment facilities and private practitioners. Promote Workplace Wellness through counseling on unhealthy behavior, provision of tools for better communication and ongoing Life Skills sessions focusing on stress and anger management, and coping skills.
AA/EEO ACTIVITIES
Promotion of mutual respect in the workplace through training, consultation and mediation. Oversight of the AAO consultant engaged in responding to the employee hotline and employee complaints. Facilitation of confidential investigations and mediation into Title VII issues. Support to and provision of information to the Affirmative Action Advisory Committee and facilitation of their efforts on behalf of the Town workforce.
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GREENWICH PROBATE COURT
2011-2012 2010-11 2009-10 Budgeted Personnel: 0 0 0 Expenditures: Current $33,640 $30,369 $53,760 Capital $0 $0 $0
Total: $33,640 $30,369 $53,760
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 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 scanning 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 now scanned onto a computer hard drive which is available to the public and frequently used by the title searches, genealogists and various historical societies. The Court is current with respect to scanning decedent‟s estates and trust estates. Funds to complete required scanning are provided by the Town pursuant to its obligations under Section §45a-8 C.G.S.
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 District of Greenwich
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FINANCE & BOARD OF ESTIMATE AND TAXATION
2011-12 2010-11 2009-10 Budgeted Personnel: 16 16 16 Expenditures: Current $1,674,996 $1,733,714 $1,661,679 Capital $- 0 - $- 0 - $- 0 -
Total: $1,674,996 $1,733,714 $1,661,679
Revenue: $5,576,636 $5,475,076 $5,089,774
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 2011-2012, there were three bi-partisan standing committees, Audit, Budget, and Human Resources, with four members each. In addition, there were the Legal Services (Law Committee), Policy and Procedures and Investment Advisory Services, two-person committees (one from each party). They 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 2009-2010, there was an existing Other Post Employments Benefits (OPEB) Ad Hoc Committee previously formed that was dissolved. The OPEB Trust was legally created, effective January 1, 2008 and the Ad Hoc Committee was instrumental in transitioning membership of the Board from BET members to three Town citizens during this period. In addition, the BET reinstituted the Policy and Procedures Committee, noted above and consisting of two BET members, to update the BET Handbook.
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 Management/Internal Service Fund, Capital and Non-Recurring Expense Fund, School Lunch Fund, Nathaniel Witherell Revolving Fund and 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) and Component Unit Financial Report for the retirement systems. 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.
Meetings:
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There were eleven (11) regular monthly meetings, three (3) special meetings, one Organizational Meeting, one Orientation Meeting, one budget meeting, three (3) public hearings: one on the 2012-2013 Budget Committee budget recommended to the full BET, one on the adoption of the Community Development Block Grant application for 2012 and one for the Nathaniel Witherell Project Renew.
Highlights of BET actions during fiscal July 1, 2011, to June 30, 2012.
July 2011:
7/18/11 Regular Meeting
The Board voted to appropriate $24,835 from General Fund Balance to Planning and Zoning Temporary Salaries for a new permanent part-time Administrative Staff Assistant in the Zoning Enforcement Office.
The Board voted to approve $600,000 to the Police Department for a hi-tech Patrol Boat. This was a grant from the Homeland Security Department. It is expected that the Police Department will receive the boat next year.
The Board voted to a release of conditions of $100,000 for a Byram Pool study. The condition that private donations in the amount of $45,000 received has been met.
The Board voted to a release of conditions of $150,000 for Town Hall Space Utilization. The condition placed of a report on the systematic renovation of Town Hall to improve customer service and to redevelop the Health Department Laboratory and Probate Office has been met.
The Board voted to postpone a release of conditions of $175,000 for the King Street Fire Station until September 2011. The Department of Public Works was asked to investigate the feasibility of using the site given septic limitations.
The Board voted to transfer $10,000 for the Commission on Aging from Salaries to Household Supplies accounts.
The Board voted to transfer $1,550,000 from the Healthcare Fixed Charges account to Workers‟ Compensation and Unemployment accounts, due to cost overruns for fiscal year 2010-2011.
The Board voted to appropriate $43,218 for the Police Department for a 911 Grant. The appropriation was for data/word processing supplies and maintenance of buildings and structures.
The Board voted to accept the Town of Greenwich Fund Balance Policy, effective July 18, 2011.
The Board voted to accept the Town of Greenwich Debt Policy, effective July 18, 2011.
The voted to approve the reappointment of William Ferdinand to the OPEB Trust Board to a term to expire June 30, 2014 and to approve the reappointment of Robert Stricker as Chairman of the OPEB Trust Board to a term to expire June 30, 2012.
August 2011:
August 4, 2011 Special Meeting
The Board voted to release $1,338,000 of conditioned funds for Phase I Construction Costs to the Board of Education – MISA Building Committee. Mr. Joseph Ross, Chairman of the Greenwich High School MISA
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Building Committee, appeared before the BET with a request to release funds for environmental site work remediation of the original $17,000,000 appropriated for MISA.
September 2011:
September 12, 2011 Regular Meeting
The Board voted to accept the appointment of Mary Lee Kiernan to the Board of Estimate and Taxation, effective September 12, 2011. Ms. Kiernan replaced Nancy Barton, who recently resigned.
The Board voted to appropriate $7,500 from the Risk Fund for the settlement, Shapiro vs. Town of Greenwich.
The Board voted to appropriate $5,780 from the Risk Fund for the settlement, Weinreb vs. Town of Greenwich.
The Board voted to appropriate $300 from the Risk Fund for the settlement, Clark vs. Fischer, Town of Greenwich.
The Board voted to reallocate $5,000 from Architects Design Fees to Planning and Zoning Legal Cost for the Nathaniel Witherell Project Renew.
The Board voted to appropriate $1,165,000 from the Capital Non-Recurring Fund for Greenwich High School Fields Remediation program costs. These costs were for soil contamination, environmental testing and remediation.
The Board voted to accept a grant of a motorcycle valued at approximately $20,000 for the Police Department. The grant was from the America‟s 911 Foundation Award for the motorcycle.
The Board voted to accept and approve $8,267 for the Health Department for the HERR Funds Grant. The grant will fund various accounts such as; supplies small tools, lab supplies, advertising and public notices.
The Board voted to accept and approve $54,927 for the Health Department for the Emergency Preparedness Grant. The grant will fund temporary salaries.
The Board voted accept and approve $15,000 for the Health Department from an additional Emergency Preparedness Grant for salaries, office supplies, advertising and office services.
The Board voted to approve that effective July 1, 2011, the costs to be recognized in the OPEB Trust will also include all workers‟ compensation and heart and hypertension, healthcare, pharmaceutical, disability, legal and related costs considered post-employment benefits costs to retirees, their beneficiaries and former employees entitled to such benefits.
October 2011:
October 3, 2011 Special Meeting
The BET met in special session to review a Hay Group Presentation. Mr. Walko shared comments regarding the request for a review of the Town‟s and Board of Education‟s Human Resources functions, culminating in the draft report being reviewed. Mr. Walko requested further comments be forwarded for review by the October 17, 2011 BET meeting.
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The BET approved the updated BET Reference Book. Mr. Finger and Pellegrino had been working on the document with the Finance Department in their roles as BET Policies and Procedures Committee members.
October 17, 2011 Regular Meeting and Public Hearings
Mr. Walko opened a public hearing on the Community Development Block Grant for Program Year 2012. He welcomed Ms. Princess Erfe, Director of Community Development. There were no citizens wishing to comment on the item. The Board closed the public hearing and approved the Community Development budget for $963,718.
The Board voted to appropriate $58,059 from the Risk Fund for the settlement, Goldstein vs. Town of Greenwich.
The Board voted to appropriate $20,000 from the Risk Fund for the settlement, O‟Donnell vs. Town of Greenwich.
The Board held a second Public Hearing to discuss the Nathaniel Witherell Project Renew. The Public Hearing began at 6:36 P.M. There were a number of speakers speaking to the issue of Project Renew. The Public Hearing was closed at 8:28 P.M.
The Board voted to accept the FY 2012-2013 Budget guidelines.
November 2011:
November 21, 2011 Regular Meeting
The Board voted to appropriate $20,205,000 and approve a bonding resolution for Nathaniel Witherell Project Renew.
The Board voted to a release of conditions of $1,226,000 for Nathaniel Witherell Project Renew. Mr. Mason gave an explanation, stating that the request will allow the Town to evaluate drawings, designs, architectural and engineering cost estimates.
The Board voted to a release of conditions of $162,000 for the Board of Education MISA project for further soil remediation costs.
The Board voted to a reduction in interest costs for the North Mianus Sewer Project of $1,900,000 over twenty years. Ms. Tarkington gave a brief overview for the request stemming from lawsuits to reduce the $23,123,000 sewer assessment.
The Board voted to appropriate $207,097 from the Capital Non-Recurring Fund for the Parks and Recreation for hurricane damage at the Byram Marina.
The Board voted to accept and approve $73,594.24 for the Health Department from the Per Capita Grant for part-time payroll, advertising, office supplies, lab supplies, office equipment and tools.
The Board voted to accept and approve $38,282.98 for the Health Department from the Shellfish Commission Reserve for Restricted Receipts account for various items such as: temporary salaries, advertising, mileage allowance, office supplies, data/word processing, wearing apparel, motor fuels, and parts for boats, supplies and tools.
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The Board voted to accept and approve $56,625 for the Police Department from the Federal Highway Safety Program DUI Enforcement Program Grant for overtime services.
The Board voted to accept and generally approve the Hay Group report, Organizational and Staffing Review of Human Resources Service Providers, November, 2011, specifically including generally approving the Table of Organization as described on page 45 of the report, which Table of Organization shall serve as a framework for implementation.
The Board vote to approve the Finance and Assessor Department‟s 2012-2013 Budgets and Operational Plans.
December 2011:
December 19, 2011 Regular Meeting
The newly appointed Police Chief James Heavey and Captain Mark Marino met with the BET. Chief Heavey announced that Captain Marino will be promoted to the position of Deputy Police Chief on January 1, 2012 and invited BET members to learn more about the workings of the Police Department.
State Representative, Livvy Floren and State Senator, L. Scott Frantz presented an Official Citation from the General Assembly of the State of Connecticut to the retiring Assessor, Ted Gwartney, in recognition of his accomplishments.
The Board voted to a release of conditions of $100,000 for the Office of the First Selectman for an Information Technology Study. Mr. Mason stated that this is part of an effort to implement a consistent long term IT plan for the Town.
The Board voted to a release of conditions of $100,000 for the Fire Department for volunteer health care costs. Mr. Mason explained the request, highlighting the Fire Department‟s newly adopted Standard Operating Procedure as the reason for the release.
The Board voted to a release of conditions of $455,000 for fire fighter overtime. Mr. Mason explained the request was due to firefighter injuries and contractual obligations.
The Board voted to a release of conditions of $41,300 for the Volunteer Recruitment and Retention Officer. Mr. Mason explained the request was reviewed and recommended by the BET Audit Committee.
The Board voted to postpone a release of conditions of $175,000 for the King Street Fire Station Architectural and Engineering Account. The discussions centered on the necessity to the Town, additional costs, GEMS relocation and seeking alternative sites.
The Board voted to approve the Retirement Board Summary Plan Document.
The Board voted to a release of conditions of $19,000 for the Town Clerk for the Temporary Salaries Account.
The Board voted to a release of conditions for GEMS of $1,779,221 for the contribution from the Town.
The Board voted to accept and approve $3,500 from the Federal Highway Safety Program Grant for the Police Department for overtime services.
The Board voted to approve the Comprehensive Annual Financial Report for the Fiscal Year ending June 30, 2011, the Federal Single and State Single Audits for the Fiscal Year ending June 30, 2011 and to accept the Management Letter. 33
The Board voted to accept the contract for the Financial Advisor, pending receipt of insurance requirements and Law Department approvals.
The Board voted to accept the OPEB Actuarial Report, as of July 1, 2011.
The departing members of the BET expressed their gratitude and shared comments on their services to the BET. The departing members were Stephen Walko, Jim Campbell, William Kelly and Laurence Simon.
January 2012:
January 5, 2012 Organization Meeting
The Board observed a moment of silence in memoriam of former BET Chairman, Samuel Stowell.
The Board members took the Oath of Office administered by the Town Clerk, Carmella Budkins.
The Board elected the following officers:
Michael Mason, Chairman of the Board of Estimate and Taxation. Arthur Norton, Vice Chairman of the Board of Estimate and Taxation. Mary Lee Kiernan, Clerk of the Board of Estimate and Taxation.
Mr. Mason gave a brief overview and shared the member‟s assignments with Board members.
The BET appointed Peter Mynarski, Comptroller for a two year term effective January 5, 2012 and terminating on the date of the first meeting of the BET in January 2014.
Mr. Mason stated the current Assessor was retiring, so there was no appointment. Mr. Finger and Ms. Tarkington reported that the search process for a new Assessor had begun.
Mr. Fox and Ms. Ahmad gave a brief overview of the Freedom of Information Act.
January 10, 2012 BET Orientation Meeting
Mr. Mynarski introduced key members of the Finance Department staff and proceeded in giving a power point presentation entitled, “Introduction to Governmental Budgeting”.
Ms. Elaine Brown presented a handout of procedures used by the BET, regarding materials distribution, web posting and regular posting of BET agendas, meetings, schedules, deadlines and minutes.
Mr. Mason presented his comments to the BET members and a general discussion followed.
January 23, 2012 Regular Meeting
The Board voted to appropriate $149,000 from the Capital Non-Recurring Fund for the Department of Public Works for STP Pavement Restoration.
The Board voted to appropriate $225,000 from General Fund Balance to the Department of Public Works for overtime services. The appropriation will replace funds expended on two major storms, Irene costing $150,000 and Alfred costing $75,000. Mr. Pellegrino reported that a $170,000 reimbursement is expected from the Federal Emergency Management Agency for these storms. 34
The Board voted to transfer $25,000 for the Department of Public Works to replace overtime and temporary salaries funds expended on the two major storms, Irene and Alfred, and to continue supporting the transition from dual-stream to single-stream recycling at the Holly Hill transfer station.
The Board voted to a release of conditions of $8,000 for the Board of Assessment Appeals for temporary salaries.
The Board voted to a release of conditions of $32,000 for the Assessor for temporary salaries.
The Board voted to appropriate $3,500 for the Conservation Commission from the Reserve for Restricted Revenue Account for equipment.
The Board voted to appropriate $7,720 for the Planning and Zoning Department from the Reserve for Restricted Revenue Account for consulting.
The Board voted to approve and adopt the BET Policy and Procedure Manual. The manual was updated by Mr. Finger and Pellegrino in their role as BET Policy and Procedures Committee members.
February 2012:
February 21, 2012 Special and Regular Meeting.
The Board convened a Special Meeting to discuss pending claims in executive session. The Board adjourned the Special Meeting with no action and reconvened for a Regular Meeting.
The Board voted to accept and approve $54,860 for the Police Department from the 911 Grant. The grant will be used for data/word processing supplies, small tools and professional services.
The Board voted to appropriate $15,000 for the Office of the First Selectman from the Risk Fund for the settlement, Kelsey vs. Town of Greenwich.
The Board voted to a release of condition of construction as agent for the Nathaniel Witherell Project Renew.
The Board voted to accept the recommendation of the Retirement Board to change the Assumed Investment Return assumption from 8.00% to 7.75% and to change the Assumed Inflation Rate assumption from 3.50% to 3.25% effective July 1, 2011 for the fiscal year 2012-2013; and that the BET acknowledges the recommendation of the Retirement Board to phase in the additional actuarial assumptions over a four year period with the right to accept or reject such changes subject to periodic reviews on an annual basis.
Mr. Pellegrino and Ms. Kiernan were appointed to oversee a Hay Group Study Group of Town and Board of Education personnel to review the respective Human Resources functions in order to deliver better services and find operational efficiencies. The group will produce a set of recommended implementation steps recommended in the Hay Group Consultant Report.
March 2012:
March 19, 2012 Regular Meeting
The Board voted to a release of conditions of $250,000 for the Board of Education for the MISA Building Committee. The requested funds will be used for 1) redesigning certain aspects of MISA drainage and MEP, 2)
35 asbestos testing inside the walls of the existing auditorium; and 3) professional fees to Turner Construction, AECOM and legal counsel bills.
The Board voted to appropriate $200,000 from the Capital Non-Recurring Fund to the Department of Public Works for Greenwich High School Fields Soil Remediation.
The Board voted to a release of conditions of $100,000 for the Department of Public Works for the King Street Firehouse upon acceptance of a report for a solution to the septic system for the proposed King Street Fire Station and the determination if GEMS would be able to be stationed on this site has been met. The application was rejected and not accepted. The Board voted to accept and approve $2,703 for the Health Department from the State of Connecticut Lead Grant. The funds approve are for professional services, printing and binding, postage and office supplies.
The Board voted to appropriate $161,000 from General Fund balance for the Law Department to cover additional legal expenses.
The Board voted to approve the appointment of McGladrey and Pullen as independent accountants for the Town of Greenwich annual audits for fiscal years ending June 30, 2012 and June 30, 2013.
March 20, 2012 Public Hearing FY 12-13 Budget
Chairman of the Board, Michael Mason reviewed the budget process for the public. He reviewed the procedure for the Public Hearing and a number of people spoke on the Town and Board of Education Operating and Capital Budgets.
March 22, 2012 Fiscal 2012-2013 Budget Approval Meeting
The Board of Estimate and Taxation, after several minor amendments, voted to approve a final recommended budget for fiscal year July 1, 2012 to June 30, 2013 for submission to the Representative Town Meeting as follows:
For the General Fund-General Government $ 20,078,669 For the General Fund-Fire Department 13,670,895 For the General Fund-Police Department 19,098,268 For the General Fund-Public Works 19,307,142 For the General Fund-Vehicle Maintenance 3,242,966 For the General Fund-Health Department 2,211,873 For the General Fund-External Entities 4,874,000 For the General Fund-Social Services 3,060,500 For the General Fund-Board of Education 139,357,220 For the General Fund-Libraries 10,245,993 For the General Fund-Parks and Recreation 9,960,301 For the General Fund-Fixed Charges 113,006,487 For the General Fund-Capital 46,227,000
For the Sewer Maintenance Fund $ 9,991,847 For the Sewer Improvement Fund 9,175,000 For the Parking Fund 4,226,088 For the Parking Fund, State Portion 204,400 For the School Revolving Fund 3,860,740 For the Griffith E. Harris Golf Course Revolving Fund 2,020,459 For the Other Post-Employment Benefits 9,575,000 36
For the Nathaniel Witherell Revolving Fund 24,108,559
The Board voted to approve the resolutions of the Board of Estimate and Taxation and Representative Town Meeting on the FY 2012-2013 Budget.
April 2012:
April 16, 2012 Regular Meeting
The Board voted to approve the State Street Bank and Trust Company Fifth Amendment Restated Declaration of Trust for Investment Funds for Exempt Retirement Plans and Amended and Restated Fund Declarations, effective April 2012.
The Board voted to transfer $11,000 from various Emergency Operations accounts to Emergency Operations Professional Services.
May 2012:
May 21, 2012 Regular Meeting
The Board appointed Lauren J. Elliott as the Assessor for a term effective June 25, 2012 and terminating on the date of the first meeting of the Board of Estimate and Taxation in January 2014.
The Board voted to approve the Oaktree Opportunities Fund IX Agreement recommended by the Town of Greenwich Retirement Board.
The Board voted to transfer $12,030 for the Parks and Recreation Department from various accounts to cover costs incurred during the Parks and Recreation Department‟s effort to recreate lost data due to a back-up process failure within the Information Technology Department.
The Board voted to increase Cash Working Funds of $100 for Parking Services.
The Board voted to transfer $4,995 for the Police Department from the Federal Asset Forfeiture Account for software.
The Board voted to transfer $1,950 for the Police Department from Miscellaneous Services to increase the Petty Cash Account up to $3,000.
The General Fund Mill Rate of 10.389 was set for the July 1, 2012 - June 30, 2013 fiscal year.
The Sewer Maintenance Fund Mill Rate of 0.521 was set for the July 1, 2012 – June 30, 2013 fiscal year.
The Sewer Improvement Fund Mill Rate of 0.091 was set for the July 1, 2012 – June 30, 2013 fiscal year.
June 2012:
June 18, 2012 Regular Meeting
The Board voted to a release of condition of $700,000 for the Fire Department for overtime to fully staff the Glenville Station with professional firefighters in order to decrease response time to this sector. This arrangement is a one year experiment, and the Fire Department will provide quarterly progress reports.
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The Board voted to a release of conditions of $237,000 for the Board of Education for the MISA Building Committee to renovate the TechEd area at Greenwich High School that is adjacent to the MISA site.
The Board voted to appropriate $45,000 from the Risk Fund for the settlement, Crosdale vs. Town of Greenwich.
The Board voted to accept and approve $48,000 for the Health Department from the Shellfish Commission Reserve for Restricted Receipts Account for professional services and medical and surgical laboratory supplies.
The Board voted to transfer $45,000 for Social Services from temporary services to various accounts.
The Board voted to a release of conditions of $500,000 for the Department of Public Works Cos Cob Power Plant Site Remediation Project.
The Board voted to continue in force various amounts as follows:
Nathaniel Witherell $125,000 – Sprinkler System Nathaniel Witherell $268,317 – General Facility Maintenance Public Works $ 60,000 – Collection Easement Machine Public Works $300,000 – Grass Island Grit Screw Public Works $500,000 – Storm Water Master Planning Public Works $150,000 – Storm Water Regulation Compliance Public Works $300,000 – Field Point Road over Horseneck Lane Public Works $600,000 – Grass Island Restroom
Mr. Mason summarized the capital carry forward process and noted that $2,481,000 of funding in project will lapse at the end of the fiscal year and will be added to the Capital Noon-Recurring Fund.
The Board voted to reappoint Mr. Philip Skidmore to a term on the OPEB Trust Board, expiring June 30, 2015.
The Board voted to reappoint Robert Stricker of the OPEB Board, as Chairman of said board, for another term ending June 30, 2013.
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
Fiscal Year 2011-12 2010-11 2009-10 Budgeted Personnel: 2 2 2 Volunteers 5 5 5 Expenditures: Current $777,569 $1,263,655 $1,665,609 Capital $0 $0 $0 Total: $777,569 $1,263,655 $1,665,609
Revenue: $0 $0 $0
SYSTEM MANAGEMENT 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 Laurence Simon; and the Town Comptroller, Peter Mynarski, who serves as a voting, ex-officio member of the board.
Terms of Office: John Chadwick 07/01/2011 – 06/30/2015 Kevin Coyner 02/01/2009 – 01/31/2013 Mark Kordick 02/01/2011 – 01/31/2015 Laurence Simon 01/01/2012 – 06/30/2013 Peter Mynarski contingent upon employment
Mr. Chadwick was reappointed for another four-year term in July 2011 by unanimous vote of the RTM Moderator, the First Selectman, and the Chairman of the Board of Estimate and Taxation. Mr. Simon replaced Mr. Ronald Lenihan on January 1, 2012 and will serve out the term expiring June 30, 2013.
Mr. Coyner was elected in February 2009 by the active membership for another four year term. Mr. Kordick was elected on February 4, 2011 by the active membership for another four-year term.
The Retirement Board meets monthly with special sessions scheduled as required. Board members serve without compensation.
The Retirement Board appointed James V. Lavin Retirement Plans Administrator on October 3, 2005. Mr. Lavin retired February 1, 2012. That same day, Melissa L. Crowther replaced Mr. Lavin and currently, the function reports to the Human Resources Department. The Retirement Benefits Administrator is the primary contact for employees and retirees on retirement matters, and serves as liaison between the Retirement System and its providers of professional services. Moreover, this position is responsible for the daily administration of the Town‟s two 401(k) and one 457(b) defined contribution plans. Ms. Crowther also fills the Retirement Board Secretary position.
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 System. Acting as fiduciaries, the board selects, appoints and oversees the activities of professional service providers who perform as actuaries, legal counsel,
39 pension consultants and investment managers to the System. It operates under the general oversight of the Board of Estimate and Taxation.
ASSETS AND LIABILITIES
The market value of the Retirement Reserve Fund was $303,155,322 as of June 30, 2012, compared with $305,914,999 as of June 30, 2011. Even though the assets decreased, the fund showed a 1.22% investment return in FY12.
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 board is responsible for developing retirement plan provisions in the following areas:
(a) determining the financial impact of proposed changes to the Plan; (b) rendering advisory assistance for labor contract negotiations; (c) amending the Retirement Act to incorporate negotiated changes, administrative changes and changes required by law; (d) recommending and implementing changes in investment management and asset allocation as required to meet plan liabilities; (e) formulating and implementing changes in plan design applicable to those members of the System not represented by collective bargaining
KEY ACTIVITIES
During the fiscal year covered by this report, twelve regular meetings and one special meeting were held. Minutes from meetings are posted on the Retirement Board web site. The annual valuation reports for the Retirement System are also posted to the Retirement Board web site.
Several projects were undertaken during the fiscal year as follows:
Updated and approved the Investment Policy Statement Approved the COLA Policy, as amended, on July 28, 2011 Amended The Fifth Amended and Restated Declaration of Trust from State Street Bank and Trust Company Updated and approved the Town of Greenwich Retirement System Plan Document Approved the 2011 Retirement Plan Valuation Report Contracted with Diversified Investment Advisors to bring the Defined Benefit Plan onto their platform and integrate it with the Defined Contribution Plan. Also committed to bring payroll processing for Retirees to Diversified. This will allow the Town to have all retiree information with one vendor. Working on updating Qualified Domestic Relations Order (QDRO) guidelines Contacted Vested Terms who were eligible to retire (20 former employees) Corrected tax records for accidental disability retirees who were being overtaxed for the past six years and worked with them to recover past taxes overpaid. Worked closely with worker‟s compensation to offset pension payments in those cases where appropriate.
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The Retirement Board in consultation with EFI Actuaries reviewed its investment assumptions. The assumptions below were approved by a vote of the Retirement Board.
Measurement Date (July 1ST) 2010 2011 2012 Assumed Investment Return 8.00 % 7.75% 7.50% Assumed Inflation Rate 3.50% 3.25% 3.00% Asset Smoothing Method 5 years 5 years 5 years Asset Smoothing Corridor 75%-125% 80%-120% 80%-120% Amortization Method Period (Years) 23 22 21 Town Contribution (millions) 14.4 16.4 19.8 (projected)
The above assumption changes were also confirmed by a vote of the Board of Estimate and Taxation.
The Retirement Board uses the Five Year Treasury bill rate on the last business day of April for the annual interest rate applied to employee pension contributions. The rates have changed as follows: 2.43% (FY 09-10) to 1.97% (FY 10-11) to 0.82% (FY 11-12).
Current eligible retirees received a Contractual Cost Of Living Adjustment (COLA) to their retirement allowances for July 1, 2012 of 1.899% in accordance with collective bargaining agreements.
The Retirement Board made or was reviewing investment changes during the year as follows:
1. Made an Investment in Oaktree Opportunities Fund IX ($8 million), which was subsequently increased to $10 million. 2. Reviewed an Investment opportunity in First Reserve Fund XIII (pending as of June 30, 2012)
Melissa L. Crowther Retirement Benefits Administrator November 27, 2012
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REGISTRARS OF VOTERS OFFICE
2011-12 2010-11 2009-10 Budgeted Personnel: 4 4 4 Expenditures: Current $312,519 $339,097 $293,860 Capital $0 $0 $0
Total: $312,519 $339,097 $293,860
Revenue: $175 $320 $326
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 (2009, 2011) local officials, such as the Board of selectmen, Board of Education, Board of Estimate and Taxation, Board of Tax Review, Town Clerk, Constables, and Representative Town Meeting Delegates are elected.
In even-numbered years (2010, 2012) the three Assembly Districts representing (149th, 150th, 151st) comprise State House Representative in Hartford. Greenwich is located in the 36th State Senatorial District and selects one Congressman to represent it in Washington. The Statewide Election is held on every even number of 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 2012 the Registrars conducted municipal elections in November. About 200 poll workers were hired and trained for the election.
In the second half of the fiscal year, the Registrars completed a redistricting for all electors with regard to the Districts for State Representative. Working with the towns Georgraphic Information Systems Coordinator, the Registrars examined all properties in town to conform addresses to the new boundary lines created by the CT General Assembly based on the 2010 US Census.
The Registrars also conducted a Republican Presidential Primary in April of 2012. Approximately 80 individuals were hired and trained for this event.
In addition, in conjunction with the League of Women Voters, the Registrars conducted a voter registration session at the high school, registering 100 students. Fred A DeCaro III Sharon B Vecchiolla Registrars of Voters
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ASSESSOR
2011-12 2010-11 2009-10 Budgeted Personnel: 10 10 10 Expenditures: Current $994,332 $1,238,365 $917,065 Capital $0 $0 $0
Total: $994,332 $1,238,365 $917,065
Revenue: $5,309 $5,839 $5,807
MISSION STATEMENT:
The Town Assessor's Office is responsible for the discovery, listing, and equitable valuation of all real and personal property 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, 2010 and shall be revalued every five years thereafter. 2011-2012 ACCOMPLISHMENTS:
The Grand List of October 1, 2011 consisted of 21,361 taxable real estate parcels, 4,240 personal property accounts, 54,092 motor vehicle accounts, and 9,868 supplemental motor vehicles. Total taxable assessment after the Board of Assessment Appeals was $30,687,336,735, and increase in assessment from the Grand List of 2010 of $312,121,638.
850 new permits building permits were reviewed by the Assessor‟s staff, plus an additional 1100 outstanding permits reflective of properties still under construction from previous years. There were a total of 87 new housing starts, up from 68 for the 2010 Grand List.
The Assessor‟s office has continued the auditing of personal property accounts, an estimated 100 accounts were audited this past year. 1,100 income and expense report filings were sent to all commercial and industrial properties. An additional 22 appeals to Superior Court were filed on the 2011 Grand List. As of June 30, 2011, there are a total of 118 pending appeals outstanding, of which only 5 appeals remain prior to the 2010 Grand List.
The Assessor‟s Office is continuing to upgrade its computer applications, striving to make the office more efficient and create a higher degree of accuracy in assessments. 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, neighborhood and business groups to continue to educate the public on assessment practices.
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ASSESSOR'S TABLE OF VALUATION AS OF OCTOBER 1st 2011
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TAX COLLECTOR
2011-12 2010-11 2009-10 Budgeted Personnel: 6.5 6.5 7 Expenditures: Current $536,466 $529,440 $531,877 Capital - - -
Total: $536,466 $529,440 $531,877
Revenue $757,869 $778,374 $1,176,354
Collection of taxes due in the fiscal year ending on June 30, 2012 amounted to 99.25 %. Given these economic times a very good record has been achieved. Consistent and focused follow-up on the unpaid accounts has contributed to this successful collection rate.
I would like to thank my staff for their patience and dedication to this office.
GENERAL FUND
CURRENT LEVY
The October 2010 tax rate for the General Fund was 10.111. The amount to be collected in fiscal year 2010- 2011 was $307,624,513* and represented 90,688 accounts.
Collections were distributed as follows:
No. of Levy Collections Percent Accounts of Levy
Real Property 22,275 $293,610,033 $291,633,870 99.33% Personal Property 68,413 $ 14,014,480 $ 13,693,353 97.71% 90,688 $307,624,513 * $ 305,327,223** 99.25%
During this same time period Sewer Maintenance Taxes in the amount of $9,910,617 ** were collected.
On May 23, 2012, 582 liens were filed against the October 1, 2010 GL list compared to 614 for the same time the previous year.
Respectfully Submitted, Anthony Tod Laudonia, Tax Collector * adjusted levy ** 60 day collection
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BOARD OF ASSESSMENT APPEALS
2011-12 2010-11 2009-10
Budgeted Personnel 0 0 0 Expenditures: Current $33,206 $41,768 $37,327 Capital 0 $0 $0
Total $33,206 $41,768 $37,327
Revenue $0 $0 $0
The Board Members remained the same for 2010-2011. This year the Board heard and acted upon 259 Residential and Commercial properties. There were four personal property appeals. The Board changed 158 property values. We also heard about 65 automobile appeals of which 60 were for limousine companies
Richard F. Kriskey Chairman Board of Assessment Appeals
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LAW DEPARTMENT
2011-12 2010-11 2009-10
Budgeted F/T Personnel: 10 10 10
Expenditures: Current $2,470,443 $2,503,217 $2,339,396 Capital 0 0 0
Totals: $2,470,443 $2,503,217 $2,339,396
Revenue: 0 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 2011-12, 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. In contrast with what we have seen over the past few years, 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 6 expulsion hearings in the 2011-12 fiscal year.
The Law Department has also reviewed and investigated 86 claims in the 2011-12 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 Seven appeals from the Board of Assessment Appeals are pending in the Superior Court as a result of the 2010 town-wide property tax revaluation where property owners are contesting the revaluation assessments. Six appeals remain open from the 2005 revaluation as well as one appeal from the 2001 revaluation. 47
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 168 contracts during the 2011-12 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, 2011 - June 30, 2012
Pending Commenced Concluded Pending 6/30/11 2011-12 2011-12 6/30/12 Appeals from Planning and Zoning Commission 14 2 2 14 Appeals from Planning and Zoning Board of Appeals 25 4 2 27 Environmental Litigation v. Town of Greenwich 3 5 1 7 Personal Injury/Property Damage Actions v. Town 25 10 4 31 Miscellaneous Actions v. Town 9 2 2 9 Miscellaneous Actions brought by Town 1 1 0 2 Appeals from Board of Assessment 111 27 24 114 Civil Rights/Human Rights 10 15 6 19 Freedom of Information Actions 0 3 3 0 Board of Education Litigation/Special Ed/Expulsions 6 35 21 20 Totals: 204 104 65 243
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TOWN CLERK
2011-12 2010-11 2009-10 Budgeted Personnel: 7 7 7 Expenditures: Current $588,672 $531,940 $598,254 Capital 0 $0 $0
Total: $588,672 $531,940 $581,232
Revenue: $4,458,861 $5,084,930 $2,870,764
(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 390 trade names, 60 maps and 25 Military Discharge papers. There were 2491 Dog Licenses and 0 Kennel License issued; 78 Resident, 61 Senior and 21 Junior Shellfish permits were issued. The Vital Statistics Division processed 2195 Births (Males 1127, Females 1068) (Resident 471, Non-Resident 1724) (Twins - 61 sets - 24 male, 15 female and 22 male and female); (Triplets- 1 sets- 1 male and 2 female) 351Marriages (Religious Ceremonies 144, Civil Ceremonies 207) and 551 Deaths (Males 240, Females 311) (Resident 310, Non-Resident 241).
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 187 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 .5 percent on the first $800,000 of the selling price and one percent 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 2011-2012 was $13,515,796.37.
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 2011-2012 was $12,528.00
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 2011-2012 was $3,734,578.01.
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 and no Special Meetings. There were 13 resignations among the membership.
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In the Town Election in November 2011 there were 33,723 eligible to vote and 11,942 voted or 35%. In the Republican Presidential Preference Primary in April 2012 there were 12, 960 eligible to vote and 1671 voted or 13%.
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: 2011-2012- 13,360- 2010-2011 – 12,570; 2009-2010 -12,634; Carmella C.Budkins Town Clerk
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PLANNING AND ZONING COMMISSION/DEPARTMENT AND ZONING ENFORCEMENT
2011-12 2010-11 2009-10
Budgeted Personnel: 7 7 7 Expenditures: 856,888 $828,410 $709,271
Total: $856,888 $828,410 $709,271
Revenue: $301,185 $285,516 $209,565
The Planning and Zoning Commission is a regulatory body composed of five regular members and three 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 I, Land Use Technician, and Administrative Assistant), two (2) part-time clerical, and one (1) shared receptionist with Conservation Commission and Inland Wetland and Watercourse Agency. Other staff (under the 174 account) consists of two (2) full-time persons shared by P&Z, CC, and IWWCA, the Applications Coordinator and 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 now report to the Director of Planning and Zoning/Zoning Enforcement Coordinator/Town Planner. Zoning Enforcement staff consists of the Zoning Enforcement Officer (ZEO), 2 full-time and one part-time Zoning Inspectors, and one part-time Administrative Assistant.
In total the Planning and Zoning Department along with the Zoning Enforcement have ten (10) full time and two (2) part time professional staff and three (3) part time clerical staffs.
SPECIAL PERMIT – 78 The Commission reviewed seventy-eight (78) special permit applications. This was an increase of sixteen (16) applications from the previous fiscal year. Of the seventy-eight (78) special permit applications; twelve (12) of these applications were in the Coastal Area Management (CAM) Zone. Forty (40) were approved, eight (8) were still pending, twenty-nine (29) were withdrawn and one (1) was denied.
SUBDIVISIONS – 30 During the past fiscal year the Commission processed a total of thirty (30) subdivisions applications as contrasted with twenty-two (22) in the preceding year, a 36% increase. Eighteen (18) were submitted as subdivision applications, and twelve (12) were filed as final re-subdivision applications. Of the 30, eighteen (18) were subdivisions and twelve (12) were coastal subdivisions. The Commission acted upon twenty-two (22) subdivision applications this fiscal year. The Commission approved nine (9) applications, found eleven (11) to 51 be neither a subdivision nor re-subdivision and moved one (1) application to final. One (1) application was denied and four (4) were withdrawn by the applicant. Four (4) applications were left pending at the end of this fiscal year. This is the second fiscal year showing a positive trend in subdivision application submissions after two consecutive years of decline. The applications acted upon in fiscal year 2011-12 resulted in an estimated five (5) new lots. Over the last four years, the Commission has approved thirty-three (33) new lots further over the last 12 years, 380 new lots have been created.
ELDERLY/AFFORDABLE ACCESSORY APARTMENTS – 2 There were two (2) affordable apartment applications submitted this past fiscal year. One was withdrawn and the other was approved. This is one less than last fiscal year.
ZONING - 15 ZONING – 11 TEXT AMENDMENTS There were 11 zoning text amendments submitted under three applications as described below. Two were withdrawn and 9 were approved with modifications. This is a reduction over the 36 that were reviewed in fiscal year 10-11, which was noted as an unprecedented number of amendments. 1. The first was PLPZ 2011 00414 (WITHDRAWN) to: a. Modify Section 6-114 – Continuing Care Retirement Community Overlay Zone. 2. The second was PLPZ 2011 00447 (APPROVED) for GREEN AREA REQUIREMENTS IN THE RESIDENTIAL ZONES. It should be noted that the proposed Zoning Amendments, were a direct result of the goals outlined in the 2009 Plan of Conservation and Development. There review and subsequent approval involved significant coordination with the public and Town Departments, information sessions, public hearings, and subsequent educational sessions. The related goals of the POCD are: Goal 1.4: To reduce and manage runoff, establish regulations to limit impervious lot coverage and reduce site hydrology for all new construction on residential properties. Goal 1.9: Develop plans to protect water quality in Town watersheds using low impact and best management practices. Goal 3.1: Monitor Residential build-out and develop new land-use regulations to preserve traditional development patterns. a. Amend Section 6-5 (a)(7) Building Areas b. Amend Section 6-5(a)(34.1) - Lot Coverage c. Add definition - Section 6-5(a)(37) Green Area Requirement d. Renumber Section (6-5(37)) e. Amend Section 6-98 USE REGULATIONS FOR R-6, R-6 MULTI-FAMILY AND RMF ZONES (A)(2)(C) f. Amend Section 6-128 PROJECTIONS IN REQUIRED YARDS. g. Amend Section 6-131 Minimum frontage exceptions. h. Amend Section 6-205(a) to add Minimum Percent Green Area Requirements. i. Add Note Section 6-205(a) (7)(d). 3. The third was PLPZ 2011 00224 (WITHDRAWN) a. Section 6-100.1 Employee Density (this was submitted in the previous Fiscal Year but was acted upon in this fiscal year).
ZONING MAP CHANGES - 4 There were four (4) zoning map amendments an increase of one compared to the three applications from the last fiscal year. Two were withdrawn and two are still pending. a. PLPZ 2011 00501– Tollgate at 345 West Putnam Avenue, GB and RA-1 to CCRC – Withdrawn b. PLPZ 2012 00264 – 310 Greenwich Avenue, CGBR to CGBR-HO – Pending c. PLPZ 2012 00085 – 0 Steamboat Road, partial GB / partial P to R-6 – Pending
MUNICIPAL IMPROVEMENTS –5
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The Commission reviewed five (5) Municipal Improvements during FY 10-11, which is a decrease from the nine reviewed in the last fiscal year. Of these, all five (5) were approved. The following list summarizes the projects reviewed:
PLPZ 2011 00401 - 70 PARSONAGE ROAD Reallocation of space for single rooms, private rooms GREENWICH, CT 06830 - Nathaniel Witherell and semi-private rooms, expansion of rehabilitation wing, parking and circulation modifications, landscaping and storm-water management. PLPZ 2011 00444 - HORSENECK LANE Construct 52' x 60' dormitory building and 55' x 40' GREENWICH, CT 06830 - Temporary Fire House apparatus building on existing 2.208 acre lot. PLPZ 2012 00004 - 99 HOLLY HILL LANE Demolish one of the buildings, and construct two new GREENWICH, CT 06830 - Holly Hill Transfer buildings for office, storage, garage and locker facilities for workers, reconfiguration of the parking and traffic patterns, and installation of a storm water treatment and detention system. PLPZ 2012 00070 - 0 SOUND SHORE DRIVE Relocate an existing easement in favor of the State of GREENWICH, CT 06830 - Cos Cob -- Former power Connecticut on behalf of Metro-North Railroad over plant site land owned by the Town of Greenwich. PLPZ 2012 00136 - 381 NORTH STREET Renovations to North Street School Parking Lot. GREENWICH, CT 06830 - North Street School Parking Improvements
SCENIC ROADS – 0 No applications for Scenic Roads were submitted in FY 11-12, which is the same as the previous year.
TELECOMMUNICATIONS – 4 There were four (4) applications processed in the past fiscal year, which is one more than the previous year. All of the applications were administrative applications for existing sites to add additional antennas or replace existing equipment.
NON- COASTAL SITE PLANS – 385 There were three hundred-eighty five (385) non-coastal site plan applications handled and processed through the Department. This was a decrease of sixty five (65) applications from the previous fiscal year. The Commission reviewed seventy-four (74) applications, forty-six (46) were approved, four (4) were pending, twenty (20) were withdrawn and four (4) were denied. Department staff reviewed three hundred eleven (311) through the administrative staff review and approval.
SPECIAL EVENT APPLICATIONS (TENT ADMINISTRATIVE SITE PLANS) - 63 Staff reviewed sixty-three (63) Tent Permits. This represents an increase of nine (9) applications from the previous year. Of these sixty-three (63) applications: fifty-six (56) were approved and seven (7) were pending.
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COASTAL APPLICATIONS – 163 A total of one-hundred and thirty two (132) coastal site plans, nineteen (19) coastal subdivision applications, and twelve (12) coastal special permits were reviewed this fiscal year. This was an increase of thirteen (13) applications over the previous fiscal year. The Commission reviewed thirty-three (33) coastal site plan applications, twenty-seven (27) were approved, five (5) were pending, and one (1) was withdrawn. All twelve (12) special permit applications were approved. The Commission reviewed twelve (12) coastal subdivision applications, eight (8) were approved, two (2) were pending, and two (2) were withdrawn. Planning and Zoning Staff handled one hundred six (106) applications administratively. Of those, eighty (93) were approved, nine (9) were pending, and four (4) were denied.
OUTDOOR DINING APPLICATIONS (ADMINISTRATIVE SITE PLANS) - 14 Staff reviewed fourteen (14) Outdoor Dining Applications. This represents a decrease of three (3) applications from the previous year. Of these fourteen (14) applications: eleven (11) were approved, and three (3) were pending.
TOTAL SITE PLANS – 600 There were a total of six hundred (600) site plans combined. This is about equal to the past fiscal year when there were 602. The Commission reviewed one hundred seven (107) site plan applications (18%) as required by Charter or State Statutes. Eighty two percent (82%) were handled administratively by staff.
NEW ADDRESSES – 36 We have a total of 36 street numbers for the fiscal year 2011-12. Of these 20 were new and 16 were corrections. This is an increase of 6% compared to a total of 34 for fiscal year 2010-11. The Planning Department is responsible by Town Ordinance to provide street addresses to the public and post offices.
ARCHITECTURAL REVIEW COMMITTEE – 167 A total of one hundred sixty-seven (167) applications were reviewed by the ARC; a fourteen percent (14%) decrease in the number of applications over last year as a result of 25 less sign applications being reviewed. Of the one hundred sixty-seven (167) applications, seventy-five (75) were sign and awning applications and ninety- two (92) were exterior alteration applications. All but two of the exterior alteration applications and one of the sign applications was approved as submitted or approved with modifications. Twenty two (22) new signs and 13 exterior alterations were approved for businesses on Greenwich Avenue; this is just slightly more than last fiscal year and almost double in fiscal year 2009-10, all of which continues to show the turnover of businesses on the Avenue.
HISTORIC DISTRICT COMMISSION – 17 The Historic District Commission rendered seventeen (17) Advisory Opinions to the Planning and Zoning Commission for properties listed on the National Register of Historic Places or Historic Overlays. This is a 70% increase over the prior fiscal year. The Historic District Commission approved four (4) Certificates of Appropriateness: two (2) for Historic Overlay Properties, two (2) for properties located in a Local Historic District. This is 50% less than last year.
TOTAL APPLICATIONS – 1018 A total of one thousand eighteen (1,018) applications were processed in the Planning and Zoning Department in fiscal year 2011-12; this is an increase of 42 applications over last fiscal year.
HIGHLIGHTS OF DEPARTMENT ACTIVITY 2011-12 A- Department handled a total application load of 889 items. This is a 9% decrease over fiscal year 2010- 11; The Commission reviewed 240 or 27% of all applications and staff reviewed 73% of all submissions to the Planning and Zoning office. The Commission held a total of forty (45) meetings, an increase of 11 %over last year. 54
B- Revenues of $301,185 represented a 5.5% increase over the past fiscal year. It is the highest in Planning and Zoning history, and represents 35% of total expenditures of the department. C- Staff conducted counter service to over 2,887 customers, which is a 4% decrease over last fiscal year and about the same as in fiscal year 2009-10 as walk-ins who logged in for professional planner inquiries. D- A major highlight of this past fiscal year was the adoption of the new Green Area regulations requiring a percentage of lots in all the residential single family zones to have natural grass or landscaping. These regulations were adopted after many public meetings and extensive staff research on each residential lot and will still allow for additional development, but will limit the amount of lot coverage of buildings, driveways and other impervious surfaces, and will help in reducing runoff into town storm sewers and adjacent properties. These regulations are in harmony with the new DPW Drainage Manual. E- Fiscal year 2011-12 represented the first full year of the merger of the Zoning Enforcement Officer and Zoning Enforcement staff with the Planning and Zoning Department. This merger has meant better coordination between the two departments prior to any building permit issuances and ensures that Commission conditions on site plans and subdivisions are enforced and made part of any permit or CO on a property. F- There were no legal appeals filed on Commission actions. G- On-going utilization of the Cityview software program by Planning and Zoning and Zoning Enforcement staffs for all department applications. H- This fiscal year saw the final reports from the 4 POCD Committees submitted to the First Selectman. The Housing, Downtown, Town Properties, and Transportation and Parking Committees presented their reports to the First Selectman and the Planning and Zoning Commission at separate meetings. The POCD Open Space Committee is progressing in their work on updating the 2002 Open Space Plan and the recommendations for open space in the 2009 POCD. The Town Planner is a member of the Open Space Plan Update committee.
DIRECTIONS FOR NEXT FISCAL YEAR 2012-13 It is anticipated that the following will be critical work items for the Commission, Staff and Consultants in the next fiscal year 2012-13: . Staff will present proposals to Commission and public for revisions and updating of the Building Zone Regulations. Planning and Zoning and Zoning Enforcement staffs have been meeting weekly going over the entire book of regulations. . Town Planner and staff will work with selected consultant on the Cos Cob Neighborhood study with meetings with Cos Cob organizations and residents as recommended in the 2009 POCD. . Staff will review the need to create separate Waterfront Business Zones for the Byram WB zone, Cos Cob WB zone and Steamboat Road WB zone as recommended in the 2009 POCD. . Continue working toward full integration of Zoning Enforcement with Planning and Zoning in a common physical location. . Move forward with complete digitization of back files. . Work with DPW to update the 1954 Excavation and Fill Ordinance and present to the RTM for adoption.
Donald Heller, Chairman, Planning and Zoning Commission Diane W. Fox, Director Planning and Zoning/Zoning Enforcement Coordinator/Town Planner
PLANNING AND ZONING COMMISSION MEMBERS AND TERMS: Regular Members: Donald Heller, Chairman term expires March 31, 2013; Paul S. Marchese term expires March 31, 2014; Richard Maitland term expires March 31, 2015; Margarita T. Alban term expires March 31, 2013; and Fred Brooks term expires March 31, 2014. Three new alternates were appointed in March 2011, Peter Levy, Nancy Ramer, and Michael Borkowsky to replace Ellen Avellino, Margarita Alban, and Fred Brooks. Their terms will expire in March 31, 2014.
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PLANNING AND ZONING BOARD OF APPEALS/ZONING ENFORCEMENT
2011-12 2010-11 2009-10
Budgeted Personnel: 3 3 2 Permanent Part-Time: 3 2 2 Expenditures: Current $330,151 $126,378 $132,540 Capital 0 0 0
Total: $330,151 $126,378 $132,540
Revenue $273,713 $13,735 $23,649
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) overriding 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 23 public hearings were held in 2011-12 and 139 applications were reviewed by the Board of Appeals; 100 were approved and 19 were denied, and 20 are under review, dismissed or withdrawn. The Planning and Zoning Board of Appeals had three appeals of their decisions in FY 2011-12
ZONING ENFORCEMENT The Zoning Enforcement staff consists of the ZEO, two (2) full-time Zoning Inspectors and one part-time Zoning Inspector and two part-time Administrative Clerical staff.
Zoning Enforcement Officer and staff were moved in November 2010 from the Public Works department to Planning and Zoning Department and they now report to the Director of Planning and Zoning. Interpretation of the Zoning Regulations by the ZEO is also subject to the Planning and Zoning Commission per State Statutes.
A total of 2,235 Zoning Permits were issued by Zoning Enforcement since July 2011 through June 2012. This is the first full fiscal year where Zoning Permits were instituted and are required prior to any building permit issuance. Zoning Permits insure 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 exceeded over $270,000 from these zoning permits, which represents 83% of the total expenditures for this division.
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Nuisance Ordinance complaints and violations are now being handled by the new Zoning Inspector positions working with the Town Administrator. This FY 2011-12 there were a total of 100 nuisance complaints or violations which were handled; 78 were resolved, and 22 remain open or unresolved.
Zoning Enforcement handled 221 zoning violations or complaints; 144 were closed and 77 remain open, some of which are still pending resolution by owners and some are in court.
Diane W. Fox, Director Planning and Zoning/Zoning Enforcement Coordinator/Town Planner
PLANNING AND ZONING BOARD OF APEALS MEMBERS AND TERMS: David Weisbrod, Chairman term expires 3/31/13; Arthur Delmhorst term expires 3/31/13; Lawrence Larson term expires 3/31/13; Patricia Kirkpatrick term expires 3/31/16; Ennala Ramcharandas term expires 3/31/16; Alternate Members: Robert Shippee term expires 3/31/16; Ken Rogozinski 3/31/14.
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CONDEMNATION COMMISSION
2011-12 2010-11 2009-10 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
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DEPARTMENT OF PUBLIC WORKS FLOOD AND EROSION CONTROL BOARD
2011-2012 2010-2011 2009-2010 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 were held in FY 11-12.
The Board has continued its focus on reviewing the stormwater master plan and drainage study results presented to them by DPW staff and DPW‟s outside consultant. The prioritization process for potential stormwater system capital improvements continued to be applied as each study was completed. A focus continues on public safety criteria to establish project priority. By the end of FY 11-12, Brothers Brook, Church St, Cider Mill/Binney Park, Coastal Area One / Tom‟s Brook, Horseneck Brook, Mayfair Lane, Morningside Lane, Old Greenwich, Pemberwick Park, Strickland Brook, Coastal Area Three, and Mianus River were finished. In addition, DPW is studying limited portions of the Town‟s drainage system, based on flooding experience and budgets, and potential improvements for these systems are also under evaluation. DPW continued its coordination on the scope of work for the Army Corps of Engineers project in anticipation of an agreement between the Town and the Corps to proceed with the Byram River study.
The Board also directed DPW to continue tracking funding options available for stormwater system improvements. Similar to the last two 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.
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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. DPW completed the Church / Sherwood / Rt. 1 drainage network design and Pemberwick Rd. / Buena Vista area drainage improvements design. While DPW had hoped to move into Church/Sherwood construction in FY 12/13, the project was not funded. DPW continued its contact 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.
Anthony Macleod Chairman
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CONSERVATION COMMISSION
2011-12 2010-11 2009-10 Budgeted Personnel: 2 2 2 Expenditures: Current $265,139 $250,729 $199,675 Capital $0 $0 $0
Total: $265,139 $250,729 $199,675
Revenue**: $17,787 $0 $0
**$17,787 = Certified Local Government Grant for Historic Resource Inventory of Old Greenwich.
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 FY12, the Commission held 9 regular meetings, and 3 special meetings including 2 site walks. 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. Nancy Chapin and Karen Sadik-Khan continued to serve as alternate members. Giulietta Fargion resigned as alternate in December 2011 due to work obligations, and in April 2012 Gayle Hagegard was appointed as an alternate to fill the vacancy.
The Commission currently has the equivalent of 2.0 professional staff positions held by 3 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. Aleksandra Moch also continued working for the Commission as Environmental Analyst (EA) and Joseph Cassone continue to serve as Conservation Assistant (CA). The EA position is shared 50/50 with the Inland Wetlands and Watercourses Agency and works primarily in land use regulations and watershed management. The CA is a permanent part-time position that focuses on non-regulatory programs. Administrative staff is shared with the other land use agencies.
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 Planning and Zoning, Inland Wetlands, Health, Parks and Recreation, Public Works and the Board of Selectmen‟s office. It also includes regular coordination with many private groups including but not limited to the 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, Byram Watershed Coalition, and all of the garden clubs in Greenwich. Regional partners include the Southwest Conservation District, Southwest Regional Planning Agency, CT Fund for the Environment, and the Connecticut Envirothon Program. This strong public relations effort has allowed the Commission and staff to leverage volunteer efforts 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), U.S. Environmental Protection Agency (EPA), USDA Natural Resources Conservation Service (NRCS), and our state and federal legislators.
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Administration – As with all departments, the Conservation Commission worked closely with Town administration to ensure that program was delivered within budget. Staff continued to identify small grants and public/private partnerships that would allow programs to continue with no impact on the budget. A $30K state grant was awarded and accepted by the Town to conduct a Historic Resource Inventory with Conservation acting as the fiduciary for the Historic District Commission in FY2011. $17,787 was received in FY2012 and the remainder will be received in FY2013.
Program - 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) protection of water resources including drinking water supplies, 2) technical assistance on land use proposals, 3) open space protection and management, 4) wildlife/habitat management, 5) energy management, 6) protection of cultural resources, and 7) public outreach. Priorities within these areas include heading the water supply team, education on flood management, open space planning, deer and goose management, energy efficiency for town buildings, adaptive reuse of historic restoration, and coordination of technical assistance to Planning and Zoning and Inland Wetlands agencies.
Water supply protection issues continued to be a top priority for the Commission. 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 and keeps the team informed as to status of supply. During the fall of 2011 through early 2012, water supplies were watched closely particularly for residents on private wells. Rainfall in early spring 2012 averted a drought in our region but a nationwide drought was at its worst in decades. Staff continues to monitor the water supply using various USGS online real-time data. The Director also serves as the municipal representative on the Connecticut Water Planning Council Advisory Group and is chairman of a statewide workgroup was formed in January 2010 to review and make recommendations on the State‟s Drought Management Plan that is basis for all local plans. With droughty conditions in 2010 and 2011, this added additional information. Recommendations on the State Drought Plan will be made to the Water Planning Council in the summer of 2012.
Watershed Planning and Management – Conservation staff continued to work with DPW and other departments on the Phase II Storm water Management Plan and the update of the Town‟s drainage manual. Conservation staff also continued to lead the work of the Byram Watershed Coalition to develop a watershed management plan for the Byram River focusing on non-point source pollution. This program is being funded by CT DEP with monies provided by federal Clean Water Act Section 319 program. A draft plan was submitted to DEP in September 2010 and the final plan was submitted in September 2011. Conservation staff provided GIS mapping and worked to get all data digitized. Work in FY2013 will focus on implementing recommendations of the plan.
Conservation continued its support role on flood management efforts working closely with DPW and Emergency Management staff. In October 2009, staff coordinated with USGS on the installation a real-time stream gage on the Byram River. The gage is now incorporated into the water supply monitoring and has already proved useful during both drought and flood conditions. Conservation staff continues to correlate gage readings with in-field conditions to better assist emergency responders. This information proved effective during Hurricane Irene. Conservation staff worked in the Emergency Operation Center during the hurricane providing timely information on the stream gage to first responders and also providing evacuation maps based on topography and known flood levels correlated with the gage.
Sea-level rise and adaption to changing weather patterns is being discussed at the state and national levels. Conservation submitted a grant application to the New England Coastal Resiliency Program in coordination with Planning and Zoning. The award provided P&Z with funds to establish a database of first floor elevations of buildings in Greenwich that are in FEMA flood zones. This information, along with stream and tidal gage data and known storm elevations will be used to better predict and plan for storm events.
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Working with the CT Association of Conservation Districts and a coalition of other organizations interested in Long Island Sound, coordinated the development of a new Long Island Sound Partnership program which provided increased funding for water quality projects within the whole watershed. This is a new program of USDA Natural Resource Conservation Service.
The Southwest Regional Planning Agency has received a Clean Water Act grant and began a watershed management plan on the Mianus River. Conservation staff has attended meetings throughout the year. Planning is expected to be completed in the fall of 2012.
Technical Assistance Program – Conservation staff continued to provide technical assistance to the other land use agencies on topics such as erosion and sediment control, conservation easements, landscaping plans and archaeological reports. Over 74 sites were visited and/or reports submitted to Planning and Zoning. 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.
Conservation staff also provided technical assistance to Parks and Recreation coordinating with multiple departments to obtain DEEP permits for dredging and maintenance 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. This update includes the addition of a natural resource section and involves re-classifying protected and unprotected open space according to more stringent criteria. Mapping of conservation easements has proven to be a large task and extended the time frame for completion of the project. Expected completion is now spring 2013. The OSP committee meets regularly and is supported by Conservation staff.
Wildlife and Habitat Management – The Commission and staff coordinate the Town‟s wildlife program closely with DEP 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. Additionally, staff continues in a leadership role on the Fairfield County Municipal Deer Management Alliance. 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 GeesePeace, Inc, Parks and Recreation and the Health Department. Part of this program includes a town-wide egg oiling effort to reduce the population. Staff conducted training for residents in town and also for neighboring towns as part of promoting this program throughout the region. Conservation staff now manages the goose hazing program and expanded the program to include Greenwich Point. The other parks in the program are Byram, Bruce and Binney.
The habitat volunteer program that began in 1998 continued into its twelfth year. A volunteer monitoring program is now well established at the Mianus Pond Fishway, greatly expanding the data collected at this site. The Town received a small grant based on the eel survey conducted on the Byram River to implement an eel restoration program. A pilot was completed in spring 2012 and will continue into the next fiscal year. The town continued to participate in a statewide effort to count horseshoe crabs at Greenwich Point. All habitat programs will continue into the next year.
Black bear sightings are becoming a more common occurrence in Greenwich and the Conservation staff updated its fact sheet on black bears. In June, a black bear was sighted and trapped in the Chickahominy section of Greenwich. Conservation staff worked closely with our local police and CT DEEP to provide factual information to our residents and coordinate with the press. Conservation continues to provide education on black bear, coyotes and other predator species.
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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. As part of this effort, the Town received a 5kW photovoltaic system from the CT Clean Energy Fund. This was installed on Greenwich High School and a ribbon cutting was held in March 2012. Worked continued with the Connecticut Clean Energy Finance and Investment Authority (CEFIA - formerly the CT Clean Energy Fund), the Town is participating in a program designed to reduce barriers for solar installations in CT. This program will continue into the next year. CEFIA has updated the Clean Energy Community program and Conservation attended training on the new program and will continue into the next year.
The Commission also is assisting the newly formed Greenwich Community Gardens that is looking to create new gardens on town-owned land for residents to use. A visit was made to the community gardens in Norwalk, CT, and staff helped to identify potential garden sites. The Commission will continue to support this into the next year.
Protection of Cultural Resources – The Town has many buildings on its properties, several of which are of cultural significance and works with various groups to protect these assets. The Commission serves as advisory to the Greenwich Point Conservancy in its goal to restore buildings at Greenwich Point. The Commission will begin coordinating programming of the Innis Arden Cottage in June 2011 following its recent renovation. Staff works closely with DPW and Parks and Rec on management and maintenance of this new facility. Conservation board members and staff joined with the Historical District Commission to attain recognition from the State of Connecticut as a Certified Local Government. Work continued on the Historic Resource Inventory in Old Greenwich and Conservation served as the fiduciary for the $30K grant. Final documents were completed in June 2012. Partial funding was received in FY2012, and the final payment will be made in FY2013.
Public Outreach – The Commission continued its active outreach program working with many partners. A new program held in August 2011 was CARE, a training program to teach children and families how to fish. The Commission expanded its programming with the Greenwich Public Schools providing workshops at Julian Curtis, Riverside and Old Greenwich Schools. Once again, the Commission coordinated Earth Day activities with the Greenwich Environmental Roundtable. The fishway was opened to the public again this year with two open houses conducted. Additionally, over 300 youth toured the fishway either with schools or youth organizations. Staff was a featured speaker at several venues relating to water and water supply including a forum with the League of Women Voters of Greenwich.
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
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INLAND WETLANDS & WATERCOURSES AGENCY
2011-12 2010-11 2009-10 Budgeted Personnel: 6.5 6.5 6.5 Expenditures: Current $470,743 $448,272 $441,494 Capital $0 $0 $0
Total: $470,743 $448,272 $441,494
Revenue: $425,563 $375,786 $432,007
The Inland Wetlands and Watercourses Agency (hereafter referred to as “the 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 application 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 the recharge and purification of our surface water, ground water, and the attenuation of storm events.
The day-to-day operation of the Agency continues to be managed by the Agency Director, Michael Chambers, and is assisted with the supervision of staff by Robert Clausi, the Agency Senior Wetlands Analyst. Agency operations are carried out by six full-time staff members (four professional and two administrative), one full- time professional shared with the Conservation Commission, one full-time professional shared among the three Land Use Departments (the Agency, the Conservation Commission, and Planning and Zoning), one permanent part-time support staff and one permanent part-time receptionist (who is also shared amongst the three Land Use Departments). Respectively, these positions are as follows: Wetlands Agency Director, Senior Inland Wetlands Analyst, Wetlands Compliance Officer, Assistant Wetlands Compliance Officer, Administrative Accounting Clerk, Administrative Staff Assistant II, Environmental Analyst, Applications Coordinator, permanent part-time Administrative Staff Assistant II, and permanent part-time Administrative Assistant I. The department maintains operating hours Monday thru Friday from 8:00-3:30 pm with technical members of the staff made available for questions every day from 9–1 pm.
For the fifth and final year, the chairmanship of the Agency was assumed by Lawrence Perry. With thirteen years of service, Mr. Perry remains the Agency‟s longest-serving member. Remaining members the Agency Executive Board were by Vice Chairman John Conte and Secretary Martin Kagan. Seated members include Lawrence Perry, John Conte, Martin Kagan, Garrett Dietz, William Galvin, Stephan Skoufalos, and Elliot Benton. These members were joined by Agency alternates Brian Harris, Joseph Rogers and James Carr. Seated members Kagan and Dietz announced they would not seek additional terms with the Agency in March 2012. Their departure deprives the Agency of more than 15 years collective experience and unfortunately continues a distressing turnover of experienced Agency members. With the expected departures of Chairman Perry and Vice Chairman Conte at the close of their terms in March 2013, the department now enters a challenging transition period; since Fiscal Year 2007, the department has witnessed a slow yet noticeable exodus of seasoned members which included skilled attorneys and land use professionals of various trades. The specialized training afforded by these members has reduced related budget dependence on contracting outside engineers, landscape architectures and attorneys for some of the departments most pressing matters and their absence will be reflected in future budgets. Moreover, there is no doubt the continued loss of skilled professionals will jeopardize the legal standing of future decisions made by the Agency.
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The Agency‟s municipal role includes the review and analysis of development-related activities that introduce potential wetland and watercourse impacts. At the forefront of every review is the need to protect these valuable resources from the unnecessary and unregulated uses that present deleterious effect on otherwise viable systems that exist in the interest of our communities. Assisting with this effort is the Agency staff that is trained to concentrate effort on the issuance of permits, oversight of permit conditions, and enforcement of non-permitted activities that have presented environmental and stormwater effects on wetland and watercourse resources. Staff responsibilities also include routine comment to the Planning and Zoning Department on subdivision applications, as well as field assistance and technical guidance to other Town departments, when necessary.
Figure I. - Agency Operations Budget for FY 2011-2012:
As the Agency enters its 38th year of service to the community, we are all reminded as a community that the absence of environmental controls and awareness gives way to our Town‟s most vexing concerns. Consequently, the department finds today that we struggle with many of the same development pressures that were present in our inaugural year. In response, officials scramble to properly dispose of inorganic compounds and other hazardous materials while seeking to introduce viable alternatives such as floor area ratio requirements, defined “green space” on residential properties, and most notably, revisions to the municipal drainage manual to control and improve community woes. As these problems persist, taxpayers continue to expect a municipal response as well as to bear the rising costs of necessary clean-up. In response, the department has accepted that challenge and has made targeted efforts to modify conventional approaches to development that far too often reshape and permanently scar landscapes. Stressing the impact of awareness and education, the Agency continued efforts begun during FY 2010-2011 to communicate the benefits of sensible development through outreach as a significant objective in its annual operations plan. In its introductory year, the department enjoyed tremendous success training more than 300 residents and professionals, making the decision to carry the effort forward simple. As follow-up, the department again worked closely with the Department of Public Works to concentrate on significant matters facing both departments. This year‟s marquee session entitled “The Water Connection” provided an opportunity for the two departments to introduce to the community the interrelationship between development and flood management. Participants were provided a full 66 day seminar at no cost that offered alternative design concepts, case studies and other workable solutions aimed at improving the state of hydrology and hydraulics within the Town. Two seminars and numerous speaking engagements were scheduled during the year with the purpose of introducing alternatives designed to reduce pressures created by development, while promoting the natural benefits of wetland systems for flood attenuation and water purification. The success of the program was seen in the participants attending the educational forum, including representatives of multiple municipal and State agencies. Interested parties who were unable to attend previous sessions were reminded that copies of the power point presentation are found on the department‟s web page. Moreover, the department is pleased to announce that additional seminars are currently being planned.
The routine business of the Agency was carried out during twelve regularly scheduled meetings. The Agency also scheduled three Public Hearings reserved for activities with increased public interest and/or potential for significant impact to wetlands and watercourses. This included a Hearing to consider matters associated with the Continuing Care and Retirement Community, also known as “Tollgate,” at 325 West Putnam Avenue, amendment of departments Regulations, and progressive enforcement on properties failing to comply with the Regulations of the Agency. With a 169 applications submitted for permit, FY 2011–2012 figures reflect only a modest increase over the previous year which concluded with a total of 141 applications submitted for permit. This total remains far short of the department‟s 190 application historic average, but shows a positive upward trend seen in the department‟s revenue report. The department is pleased to report that only four projects were denied permits: two for likely effect on wetlands, and two for incompleteness.
Operation totals further include totals associated with the department‟s review of greensheet questionnaires. These questionnaires alert the department to activities on all properties in Town that may result in a potential and/or likely impact to areas containing wetland and watercourses. In FY 2011-2012, staff processed 1,047 greensheets. The total included 336 sites with confirmed wetlands or watercourse areas on the subject property - of which only 43 projects were determined to include activities that presented potential or likely impacts on wetlands and watercourses. The total shows fewer than 4% of all projects seeking permission to commence the building process required formal consideration by the Agency. Although the overall total reflects a significant increase over prior fiscal years, as expected the total did not produce a similar surge in applications since the increase was largely associated with the installation of emergency backup generators that typically do not require Agency action due to their use of existing utility lines and placement within established landscape areas.
Table I. – Agency Greensheet Submission totals for FY 2011-2012:
200 180 160 140 Number of Greensheets 120 Submitted 2011 100 80 Number of Greensheets 60 Submitted 2012 40 20 0
May July March January November September
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Table II. – Total Number of Walk-In Visits Counter Visits Fiscal 2011 & 2012
Months FY 2011 FY 2012 Jul 139 162 Aug 162 196 Sept 142 196 Oct 151 164 Nov 113 203 Dec 128 202 Jan 122 202 Feb 126 184 Mar 199 263 Apr 187 208 May 188 199 June 199 201 Totals 1,856 2,380
Current operational plans emphasize obtaining an annual budget reflecting little, to no cost to the general tax base. In other words, the department seeks to require only those utilizing department services to be responsible for covering the operational costs of the department. This business model has required innovative approaches to the fee schedule that recoups costs in part, based upon the hours staff dedicates to each project before and after approval. The operational goal has further required adjustments including higher application fees in part compensating for shortened life of permits, and as reported previously, provides a fee schedule that increases with the percentage of lot disturbance. We believes these changes make the department less dependant on the general fund, but also reduce impacts associated with construction since the condensed permit period encourages completion of projects within the prescribed time period.
Despite these efforts, achieving the Department‟s goal of budget neutrality continues to be hindered by an unfortunate series of Public Acts beginning in 2009 which reduced revenue generated through Permit Extensions. The fallout from this Public Acts was immediate, and was unsurprisingly reflected in the department‟s bottom line for the past two budget cycles. In recognition of the need to tap new revenue sources to offset the financial impact, the Agency unanimously convened a Public Hearing in March 2012 to discuss requiring a processing fee for all greensheets to be reviewed by office staff. After short deliberation and minimal public comment, the Agency unanimously modified the Departments Schedule of Fees. The increased revenue is not expected to compensate revenue lost from now-unavailable Permit Extensions. Regardless, the fee began on May 1, 2012 and requires submission of $30 for all greensheets reviewed only within the office and $65 for projects requiring a field visit or follow-up. The fee has been in place for two months prior to the close of the year but has generated approximately $4,000 in revenue. Should current submission totals continue, it appears the Agency may realize gains above those projected at the time the processing fee was considered and adopted.
While the increased number of greensheets may provide a promising source of revenue, the Agency is mindful that the current surge is a local response to a series of storms that resulted in widespread power failure throughout the area. In response, residents have been applying for the installation of backup generators to mitigate for such failures.
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Although the department did not achieve its goal of a balanced budget, the Agency recorded $425,563 in revenue during FY 2011-2012, which was approximately $81,000 more than the projected total ($339,195) set at the beginning of last year. This increase offsets significant losses in revenues resulting from Public Act 11-05, which as discussed above, extended the life of permits from 10 years to 14 years, and further prohibits requiring extension fees prior to the first 9 years of any permit issued between July 1, 2006 and July 1, 2011.
Figure II – Agency Sources of Revenue during FY 2011-2012:
Despite financial challenges, the Agency consistently maintained the most critical component of operations: the Compliance Program. The department continues to successfully administer a program that ensures regular routine inspections preclude or correct hardships created by development. Compliance Staff issued 33 Stop Work Orders, and 44 Cease and Correct Actions, resulting in $40,300 of additional fees. During this same period, a total of 133 projects were closed, allowing for releasing $474,000 in cash performance bonds. These totals reflect a precipitous drop over the previous fiscal year, which the Agency attributes to the overall success of the Bond Reduction Program. The Bond Reduction Program was implemented in 2007 with the specific objective to return bonds from permits older than 10 years, while phasing in protocols for new projects to ensure current bonds are returned in a timely fashion, e.g., when first appropriate. Agency staff continues to struggle, however, with effective methods designed to locate and return monies in the Agency possession that are attached to dissolved limited liability corporations and former owners no longer affiliated with properties against which bonds have been posted. Press releases, postings of names on the Town web page, and attention to professional associations and community groups are just a few outlets the Agency has tapped into in hopes of increasing awareness to remaining dollars contained with the antique bond account.
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Figure III. – Agency Expense Totals
With office space remaining at a premium, a decision to accelerate the Agency‟s conversion of paper documents commenced with funds from the Town Purchasing Department. Already completed is the conversion of project years 2000–2002. These projects now may be viewed in digital format from a computer kiosk made available to the public at the department‟s counter. With special thanks to the RTM - Land Use Committee and collective Board of Estimates and Finance, the department was able to continue this effort through a one-time appropriation allowing for the conversion of project years 1974-1999. Converting these documents will be a welcome addition to a growing digital archive that already boasts a survey accurate layer of information on the Town Geographic Information System (GIS), including wetland and watercourse boundaries along with critical drainage structures and foundations taken from department records covering years 1974-2006. As previously reported, the conversion of data on an annual basis will eventually be completely eliminated since the department has amended its regulations to require submission of all application data in a digital format. This information will eventually be uploaded to existing inventories and databases and made available to the public in a digital format. Additionally, applications presented as paper files are now assessed a $250 surcharge to cover the Agency‟s anticipated cost for an outside vendor to convert such data. The department anticipates releasing this information to the public through a web portal to be accessible to residents and professionals from their homes and offices.
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Performance Outcomes:
The Agency strives to implement the following goals and objectives in protecting the Town‟s inland wetland and watercourse resources:
1. Promote smart growth and low impact development concepts to minimize the often irreversible effects of development on a parcel and surrounding neighborhoods. July 1, 2011 to Letter of New Agent Permission Bond Conceptual June Modifications Denials Order 30, Permits Approvals (Exempt Releases Approvals to 2012 Activities) Correct
Totals 135 20 4 14 3 133 5 44
2. Minimize site and community hardships created by the improper management of stormwater and erosion control measures by improving and expanding upon the Agency compliance program and its oversight of active development project.
3. Provide technical staff assistance to other regulatory departments of the Town in matters requiring expertise in the implementation of sedimentation and erosion control practices and drainage abatement practices.
4. Strengthen community awareness of both the importance of wetlands and watercourses in our neighborhoods and the Agency‟s regulatory process through education, training, media and similar outreach efforts.
5. Maintain a working partnership with Community Groups and Neighborhood Associations.
6. Reduce incidences of noncompliance and development-related environmental hardships through education and community outreach.
Litigation:
1) 295 North Street – Stephan and Bobbi Feder – Appeal of IWWA Conditions - Settled 2) 0 Taconic Road – Greenwich Back Country Land Trust Inc. - Enforcement – Pending 3) 29 Byfield Lane – John Tsoi – Enforcement Action – Pending - Foreclosure 4) 27 Vineyard Lane – Enforcement Action – Pending – Foreclosure 5) Aleksandra Moch v. Town of Greenwich – CHRO – Pending 6) Aleksandra Moch v. Town of Greenwich – Federal Civil Rights Claim – Pending 7) 1093 King Street – Town of Greenwich v Ernest Rosato - Enforcement - Pending 8) 148 Glenville Rd. - Indian Springs Land Co. v Town of Greenwich – Administrative Appeal – Pending 9) 148 Glenville Road - Weld v Town of Greenwich – Administrative Appeal – Pending 10) 148 Glenville Road - Goodfriend v Town of Greenwich – Administrative Appeal - Pending 71
General information about the Agency is available on the Town of Greenwich web page: www.greenwichct.org/inlandwetlands.htm. Information available includes a meeting schedule with deadlines, office hours, a list of staff and Agency members, ways to contact the Agency, meeting agendas, application forms, Regulations, and minutes. 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. The Agency strives to enhance the environmental quality of the Town for its residents by protecting and preserving its inland wetland and watercourses through the fair and balanced application of appropriate regulations, and searching for prudent and feasible alternatives to any proposal which are likely to cause material impact to wetlands and waterways without unduly impacting the quiet enjoyment of private and public properties. Agency members and term expiration dates:
Lawrence Perry, Chairman - 3/31/13 John R. Conte, Vice Chairman - 3/31/13 Jim Carr – 3/31/16 Elliot Benton - 3/31/13 - Secretary Brian Harris – 3/31/16 William Galvin - 3/31/16 Stephan Skoufalos - 3/31/13
Alternates: Joseph Rogers – 3/31/13 Norma Kerlin – 3/31/16 Scott Salsbury – 3/31/13
Lawrence Perry Agency Chairman
Michael N. Chambers Agency Director
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GREENWICH SHELLFISH COMMISSION
2011-2012 2010-2011 2009-2010 Expenditures: (Note 1) Current $16,586 $11,629 $21,221 Capital - - - Total $16.586 $11.629 $21,221
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.
The 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. In addition, the Department of Health‟s Director of Environmental Services, the Shellfish Coordinator and approximately twenty-five (25) volunteer wardens, including a warden Chairman, serve the Commission. The wardens spend three hundred (300) hours or more on duty patrolling shellfish areas, enforcing regulation compliance and educating permit holders. The Shellfish Coordinator continues to collect water samples and monitor water quality from thirty-two (32) stations inside and outside Greenwich Harbor throughout the year.
On November 1, 1991, the Connecticut Department of Agriculture, Aquaculture Division (DAAD) permitted the Greenwich Shellfish Commission to reopen some recreational shellfishing beds 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. Since 1991, more shellfish beds have been reopened, some beds have had boundaries extended and rainfall restrictions have been reduced because of favorable water sampling results.
In the 2011-2012 fiscal year permit sales of recreational shellfishing were stable. A total of one hundred ninety-four (194) permits were sold, which is slightly below the number sold in 2010-2011. The Commission was able to conduct five demonstrations at Greenwich Point due to the mild fall and winter season. In addition, educational sessions and some virtual demonstrations were conducted inside the Floren Family Environmental Center at Innis Arden Cottage, which included utilizing the Bruce Museum‟s Touch Tank and the center‟s audiovisual equipment.
In June 2012 the sixth “Experience the Sound” took place at Greenwich Point, which coincided with the opening of the Seaside Center. The goal of the program is to promote awareness of outdoor activities available in Greenwich. A total of thirty-two (32) exhibitors participated, including Atlantic Clam Farms Barge, and the Soundwaters Schooner. In the end, over four hundred fifty (450) people attended, with many visiting the Seaside Center and the Commission‟s boat that was docked at the Old Greenwich Yacht Club.
Working in cooperation with the Bruce Museum and the Town‟s Conservation Commission, Shellfish commission members were active in the opening of the Environmental Center within the newly renovated Innis Arden Cottage. With completion of the project, the Commission purchased equipment for the Center that will be used to offer additional marine and environmental classes.
The Shellfish Commission will continue to work with State Representatives to pass a Bill that would replace bamboo stakes currently used to identify commercial shellfish beds with buoys and future GPS coordinates. Unfortunately, the Bill failed in the 2012 legislative session.
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The return of the oyster population in all areas of Greenwich continues to improve, showing large numbers at Greenwich Point and other surrounding locations. Also, there has been a noticeable increase in the number of blue mussels in several areas in the Cove again this year. Water quality improvements have led to this success.
The original hard clam farming project undertaken by the Commission with Atlantic Clam Farms for Greenwich Cove continued in 2011-2012 including the Mianus River project. The project, as designed, continues to thin out the larger clam population from Greenwich Cove, thereby supporting stronger growth of the smaller clams. Part of the larger clam population also went to the various “seed areas” such as the Long Island Nature Conservancy in Long Island Sound. With the Shellfish Commission establishing a more active role in the ongoing required water sampling program, an improved dialogue has been established with the Bureau of Aquaculture in Milford and with the Harbor Management Commission.
This year the Commission accomplished the State‟s minimum annual water and meat sampling requirements. In addition, sampling after significant rainfalls and pollution events was also met. As a result, the Bureau of Aquaculture worked with the Commission to reopen shellfish beds promptly after they were closed because of these events.
Roger Bowgen Chairman
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COMMISSION ON AGING
2011-12 2010-11 2009-10 Budgeted Personnel: 8 8 8 Expenditures: Current $780,262 $730,749 $748,400 Capital $0 $0 $0
Total: $780,262 $730,749 $748,400
Revenue: $65,329 $68,586 $52,180
The Commission on Aging is the designated overall planning agency for older persons in Greenwich, and has been an official department of Town government since 1975. The Director, Samuel E. Deibler, and the Administrative Staff Assistant II, Palmira M. Krois, maintain offices at the Senior Center, 299 Greenwich Avenue. The Greenwich 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: Lori Jackson (Chairman since 4/06 – term expires 2014), Catherine Brennan (Vice Chairman since 4/07 - term expires 2014), Karen LaMonica (term expires 2013), Howard Serrell (Secretary, term expires 2014), James B. Dougherty (term expires 2015), Stephanie Paulmeno (term expires 2013), Patricia Burns (term expires 2015).
The mission of the Commission is to improve the quality of life for older Greenwich residents. To accomplish this mission, The Commission:
Manages the Greenwich Senior Center, Advocates on behalf of the elderly population, Identifies unmet needs of the elderly, Conducts research and collects data, Provides information to the community on the needs of the elderly, Serves as a clearing house for disseminating information, Presents public education programs on issues affecting older persons, Communicates information to the elderly on programs, services, and benefits, Convenes meetings and serves as a forum for issues concerning the elderly, Provides information on funding sources for programs and encourages funding partnerships, Acts as an independent arbiter on problems or complaints affecting the elderly, Establishes and maintains collaborative relationships with community, professional and governmental agencies, and Participates with Town offices in community planning activities.
GOALS AND ACHIEVEMENTS
TRANSPORTATION Goal: Participate in transportation planning in the region, including engaging in advocacy for special needs and comprehensive transportation planning for the elderly. Achievements: The Commission provided administrative services to the Greenwich Taxi Program Share-the-Fare. Discount coupon books, valued at $10.00 each, were sold at a price of $5.00 to residents 62 years of age and older. A total of 2,872 books were sold. The Town contributed 40% and Greenwich Taxi
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contributed 10% toward the total cost of the rides. The program offered the most flexible means of transportation for older persons who cannot drive.
COMMUNICATION/OUTREACH
Goal: To provide comprehensive, current information on issues of aging. Achievements: The Director maintained an active public speaking schedule with community groups, service organizations, housing tenant groups, the RMA and AARP Chapters and continued a monthly appearance on WGCH radio discussing senior issues. Topics discussed included: insurance, health care, property tax relief, Social Security, and Medicare with a special emphasis on Medigap insurance and the Part D prescription drug program Annual Enrollment Period.
The Director convened the Senior Provider Network, a coalition of 76 agencies providing services to the Town‟s senior population. The bi-monthly meetings promoted the sharing of information and expertise between agencies, and provided opportunities to learn about new or changed services.
The “Directory of Senior Services” was re-edited to include information about services for persons with disabilities and is now published as the “Directory of Aging and Disability Services for Greenwich.” It is updated and published quarterly and distributed to community members and organizations to provide detailed information to help older persons and those with disabilities to utilize the network of services. It is available free of charge at the Commission office, and is posted on the Town website with interactive ”hot links” to listed services.
The Director participated in planning a community educational effort in conjunction with the United Way Planning Council, “Gender and Aging,” to address issues related to sexual, psychosocial and cultural perspective of men and women and how these issues impact gender identity, physical changes and role changes as people age. The program was presented in May, 2012. Continuing Education credit hours were approved by appropriate accrediting agencies for nurses and social workers
Older Americans Month was celebrated in May with a theme chosen by the U.S. Administration on Aging: "Never Too Old To Play!" A series of programs highlighted the role of Community Centers, Inc. in providing activities and enrichment to seniors living in the Greenwich Housing Authority housing complexes. The goal of CCI‟s programming is to help the elderly live independently and to lead satisfying lives through: on-site support, intervention and advocacy; weekly shopping trips to promote independence and social interaction; therapeutic recreation, such as museum trips, restaurants; discussions, games, films, arts & crafts programs and drop-in counseling.
PLANNING Goal: To provide leadership in planning for the needs of the elderly population in the Greenwich community. Achievements: The Commission on Aging continued to assist Greenwich Hospital in “The Greenwich Health Improvement Partnership” with staff assisting with the Implementation Team and Task Force on Access to Health Care. The Commission staff continued to participate in the United Way Planning Council and the Task Force on Housing, and board members participated on the POCD Downtown and Housing Task Forces.
HOUSING Goal: To have diverse types of housing available to Greenwich seniors. Achievements: Commission members and staff continued to work on the United Way and POCD Housing Task Forces.
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HEALTH CARE Goal: To advocate for a comprehensive system of health care services for seniors.
Achievements: The Health Insurance Counseling Program continued to operate in conjunction with Family Centers with a special emphasis on assisting seniors apply for the Medicare Part D Prescription Drug Program. More than 1,300 seniors attended educational programs led by staff and volunteers and 382 seniors received individual counseling and assistance in choosing or changing a plan. Special programs were conducted in cooperation with the Greenwich Library Health Information Center, the Greenwich Department of Health, First Congregational Church, the Greenwich Senior Center, Senior Net, Family Centers, Inc., The Mews, the Greenwich Hospital Center for Healthy Aging, the Southwestern Connecticut Agency on Aging, the Greenwich Department of Social Services and Senior Clubs and organizations in Greenwich.
The Commission was lead agency in planning the 18th annual Senior Health Fair in cooperation with the Greenwich Department of Health and Greenwich Hospital‟s Center for Healthy Aging. The event brought together more than 75 local, regional, state and federal exhibitors along with approximately 800 seniors for health education, health screenings and immunizations.
ADVOCACY Goal: To advocate at all levels of government, on behalf of Greenwich seniors. Achievements: Commission staff worked with the United Way Planning Council on its Housing Task Force in its review of housing issues identified as critical in the 2006 United Way Needs Assessment.
Commission staff cooperated with the Planning and Zoning on its update of the Plan of Conservation and Development, and board members participated in the POCD Downtown and Housing Task Forces.
The Commission continued to monitor the Town‟s Elderly Property Tax Relief Program that helps low- income older homeowners stay in their homes.
SENIOR CENTER MANAGEMENT Goal: Operate the Senior Center as the Town‟s focal point for independent seniors for recreation, enrichment, volunteer and paid employment, health promotion and social services. Achievements: A broad spectrum of programming designed to meet seniors‟ needs is presented weekdays.
Staff participated in the process to provide a supplement to The Witherell‟s new contract for management for the food service program at the Senior Center.
Goal: Plan and develop a new Senior Center Program and facility designed to address a variety of seniors‟ needs through 2030. Achievements: Continued to apply results of the 2008 “Market Analysis and Planning Study” to the staffing and program design that maintained increased participation in Center programs.
Samuel E. Deibler Director, Commission on Aging
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HISTORIC DISTRICT COMMISSION
2011-12 2010-11 2009-10 Budgeted Personnel: 0 0 0 Expenditures: Current $0 $0 $0 Capital $0 $0 $0
Total: $0 $0 $0
Revenue: $0 $0 $0
ACCOMPLISHMENTS
The Historic District Commission rendered 23 Advisory Opinions to the Planning and Zoning Commission for properties listed on the National Register of Historic Places. This is 13 more than the prior fiscal year. The Historic District Commission approved 6 Certificates of Appropriateness: 3 for Historic Overlay Properties and 3 for properties located in a Local Historic District.
As the study group for French Farm at 516 Lake Avenue, the Historic District Commission took steps to have that property designated an Historic Property. The property was recommended for approval as an Historic Property by the State Historic Preservation Office.
Stephen L. Bishop Chairman
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FIRE DEPARTMENT
2011-12 2010-11 2009-10 Budgeted Personnel: 107 107 107 Expenditures: Current $12,738,747 $12,360,720 $11,909,051 Capital $348,000 $1,140,000 $106,332
Total: $13,086,747 $13,500,720 $12,015,383
Revenue: $78,423 $2,113 $1,849
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, serves the Town.
Accomplishments for 2011-2012
For the sixth consecutive year qualified for National recognition for zero fire deaths and proactive fire prevention and education programs. Received a new water tanker truck for the Cos Cob district. This vehicle has already paid dividends to the Town of Greenwich in its use at multiple fires on I-95 and residential structural fires. Working with DPW on developing the plans for the central station headquarters and continue discussions, staffing review and construction options for the proposed King Street Fire Station. Developed public/private partnerships with various Town businesses and non-profit organizations in an effort to deliver our prevention and public safety messages. Continued implementation and installations for backcountry water supply utilizing dry hydrant and cistern applications. Received State Grants to help fund the project thus reducing the use of Capital funds. Design work and navigating the approval processes on the replacement training center continues to be a priority. Deployed hundreds of firefighters and responded admirably during several severe storm situations. Developed additional volunteer firefighter retention and recruitment techniques via our volunteer recruitment/retention coordinator. Provided a greater presence with community groups and events.
OPERATIONS
The Greenwich Fire Department responded to 4101 incidents during the fiscal year 2011-2012. The Fire department continues to provide quality service utilizing approximately 80 active volunteers, 95 career Firefighters and Officers supervised by four Deputy Chief‟s. Current peak career firefighter staffing is 24 with one shift having 23 individuals. There are no current vacancies in the Department.
The Firefighters and Officers that were stationed at Headquarters, 15 Havemeyer Pl. have been relocated to facilitate the demolition/construction process. The four Deputy Chiefs/Shift Supervisors and the sixteen personnel assigned to Engine 1 were relocated to the temporary Horseneck station. The twelve persons assigned to the Ladder Company were relocated to Station 2 Cos Cob. The Fire Administration, Fire Marshals Division and the Training Division are still located in an office building located at 75 Holly Hill La. The separation of the
79 above divisions with the Line Staff continues to be challenging. We shall continue to work with all of the other Town Departments to stay on schedule to open the new Fire Headquarters in late 2015.
In October 2011 the Greenwich Fire Department hosted a Public Safety Day at Station 4 Glenville. Staffed with career and volunteer firefighters the event was a great success and very well attended. Representatives from many other agencies also participated including: GEMS, Connecticut State Police, The Zac Foundation, Red Cross and many others.
In an effort to continually improve our service delivery Town wide GFD, GPD and Gems continue to meet on a monthly basis. These meetings started mainly focused on the transition into Public Safety Dispatch. The transition was completed and the group has continued to meet with a broader scope in an effort to improve our emergency services communications and delivery of services. Secondly, working with all of the other Town agencies our department continues to develop the ability to handle major incident through continuous improvements of our planning, response, mitigation and recovery efforts.
The Greenwich Fire Department has begun to take an active role in the community by developing relationships with various neighborhood associations and local non-profit groups. Our goal is to disseminate our public safety and prevention messages and answer any questions or concerns of our partners and the people that we protect.
We continue to improve our communications systems. The Department continues to add mobile repeaters to the front line apparatus. This allows Fire Dispatch to monitor all fireground radio traffic which enhances the safety of all personnel operating on the fireground.
VOLUNTEER RECRUITMENT AND RETENTION
Under the direction of Brian M. Kelly the Department‟s Volunteer Recruitment and Retention Officer, creative endeavors have been implemented to recruit and retain volunteers to our force.
The Greenwich Fire Department “Recruitment & Retention video” continues to get rave reviews and is used at numerous events to publicly promote this worthy initiative. The video will also be used to develop additional candidates to the Fire Explorer program that are currently operating in the Glenville, Cos Cob, and Sound Beach stations.
Recruitment efforts have taken to the “streets” with a strong presence at public events. Some of the events that were attended: St Roch‟s Feast, neighborhood associations, Pemberwick Day, Town of Greenwich Housing Authority – Adams Garden, Wilbur Peck Court, Armstrong Court, Puttin‟ on the Dogs, Knights of Columbus Flea Market, and Greenwich High School. The recruitment division is still actively partnered with many local youth agencies to promote the benefits of being a volunteer firefighter for the Town of Greenwich. The Division has been approved by the Greenwich Housing Authority to have recruitment signs at all 3 main housing complexes. The Recruitment Division‟s mission is to diversify its recruitment efforts by reaching out to all demographics for potential Volunteers. The Division has reached out to the Town of Greenwich Dept of Social Services and Good Will to create a good working relationship. The Division participated at a Career Job Fair this fall at Town Hall. The purpose of attending the job fair was to enlighten members of the public that there are Volunteer opportunities that can segway into a different career path. The Division now has a direct link with the Arch Street website, enabling Greenwich youth to join the Explorer Programs.
The Recruitment and Retention Officer continues to speak to our neighboring departments on the Town of Greenwich R & R program.
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TRAINING
The Training Division of the Greenwich Fire Department continues to build on the progress of the past several years. The Division remains committed to the training of all new and existing employees, career and volunteer. Other tasks involve the evaluation and purchase of new personal protective equipment and tools and recordkeeping.
Deputy Chief Larry Roberts and Lieutenant Chris Moynahan have worked diligently to support the efforts of the line firefighting force. Larry is in his 13th year of service to the Town with previous experience as a Lieutenant and as an inspector with the Fire Marshal‟s Office. Chris Moynahan is a 16 year veteran with the Fire Department and has served as Lieutenant for the past three years.
Two Capital Budget projects are active within the Training Division; the replacement of the Training Center on North Street and the second year of the three year planned Self Contained Breathing Apparatus (SCBA) replacement.
With recent Planning and Zoning approvals, the Training Center replacement is actively underway. The new facility will allow new Volunteer Firefighters to get their initial training within the Town of Greenwich as opposed to having to travel to other communities to complete this training. The Training Center will also provide a safe and realistic method of maintaining and expanding the Training needs of all members of the Department and allow for a more efficient use of the members‟ training hours.
The SCBA Capital Improvement project is in year two of three and ultimately will replace all air packs in the Department. Some of these SCBA units are approaching 30 years of service and the costs to maintain them have risen substantially. The replacement units integrate all of the newest technology and offer a greater level of safety to our firefighters.
With compliance comes documentation; as such, the Training Division has completed all of the initial data entry now uses the database to track everything from training class participation to equipment inventory. These strides in improved record-keeping and inventory tracking have allowed for greater compliance with required training as well as inventory tracking. The improvements have resulted in a quicker response to the needs of the Department while ensuring the efficient use of funds. Additionally, the new system gives members of the Department added time to complete required tasks by alerting them in a more timely fashion. Monthly automated emails to all officers ensure that everyone is aware of pending expirations and offer a proactive approach to compliance.
In providing support for the primary mission of the Greenwich Fire Department the Training Division has continued to accomplish the following training:
Firefighter I – Entry level training for volunteer firefighters Firefighter II – Advanced training for volunteer firefighters Hazardous Materials Training – Initial and refresher training for all staff Recruit School Training – Advanced, comprehensive training for 5 new career personnel Technician level training for career and some volunteer personnel: o Trench Rescue Response o Confined Space Response o Rope Rescue Emergency Medical Recertification
The Department, at times, employs outside vendors as subject matter experts, such as the State of Connecticut and Safety Consulting Group, Inc. which delivered courses for hazardous materials technician, confined space technician, trench rescue technician, and safety officer. The Fire Department has continued to train and equip 81 the career staff to an advanced technician level for rescue operations and WMD. These outside vendors have provided expertise training in all the areas of hazardous materials, confined space and trench rescue operations for 101 career firefighters and officers.
Efforts to utilize the experience of our own personnel to instruct within the Department have been employed. This offers a savings over hiring outside vendors and allows the vast experience of our personnel to be maximized. This also provides the added benefit of increased volunteer retention and develops continued education, which will provide a higher quality service to our customers.
In 2012 five new career firefighters have been added to the ranks to replace retiring staff. These new recruits attended a fourteen-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.
OFFICE OF THE FIRE MARSHAL
The 2011/2012-year was an extremely busy year for the Fire Marshal Division Plan review, fire investigations, building inspections and issues with underground storage tanks continue to require more and more time in an attempt to fulfill state mandates and public demands. Coupled to this is the requirement for planning/inspections and active participation in public events. (i.e. carnivals, large public gatherings such as antique shows, fund raisers, fire works displays, etc.) All of these functions require an involvement by the Fire Marshal‟s office. Because the Town of Greenwich is such an active community, it is anticipated that this type of workload will see an increase in all areas. Maintaining current training levels and adapting to demands for our rapidly ever-changing society place additional demands for all of our time.
Plan Reviews & Site Plans 95 Blasting Permits Issued 5 Inspections 1070 Special Event Permits 111
Greenwich Fire Department Response Highlights
Total Incidents = 4104 (07/01/2011 to 06/30/2012)
Fires 168 Car Seat Installations 218 Rescues 450 Good Intent Calls 249 Haz. Conditions (no fire) 554 Apparatus Responses 10,213 Service Calls 556 Number of Simultaneous Incidents 1142 (28%) System Activation & False Alarms 2039 Total Reported Firefighter Injuries 87
The implementation of new reporting initiatives is allowing the department to track accurately the type of incident, time of day and target hazards involved. The information gained is critical to providing services to areas of primary concern. The department will continue to analyze data to improve responses and service to the citizens of Greenwich.
Peter J. Siecienski Fire Chief
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GREENWICH POLICE DEPARTMENT
2011-2012 2010-11 2009-10 Budgeted Personnel: 184 184 184 Expenditures: Current $ 18,586,123 $ 18,158,390 $ 17,749,221 Capital 576,000 236,000 1,067,312
Total: $ 19,162,123 $ 18,394,390 $ 18,816,533
Revenue: $ 596,635 $ 711,113 $ 604,465
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 2011-2012, the Greenwich Police responded to 44,861 calls for service.
With the retirement of Chief David Ridberg in November of 2011, Chief James Heavey was appointed Chief of Police by the Board of Selectmen. After conducting an Assessment Center evaluation to fill vacancies in the command staff, Mark Marino was appointed Deputy Chief and Pamela Gustovich was promoted to Captain. Deputy Chief Marino took command of the Professional Standards Division and Captain Gustovich assumed command of the Patrol Division. Captain Tim Berry was transferred to take charge of the Detective Division. Captain Mark Kordick continued to command the Operations Division and Director Greg Hannigan the General Services Division.
The new Police Department half of the Public Safety Complex has been successfully “shaken down” and serves as an excellent facility for the Department. It also continues to serve the entire municipality by hosting over a hundred 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 First Annual “Police Day” Open House in May of 2012. The Town‟s Emergency Operations Center (EOC) is now 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.
The Department is now fully practicing 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.
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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.
Respectfully Submitted,
Chief of Police James J. Heavey
POLICE OFFICER PERSONNEL BY DIVISION
2011-2012 2010-2011 2009-2010
211 Administration 5 5 5 216 Criminal Investigations 30 30 26 217 Uniformed Services 120 120 124
Totals 155 155 155
CIVILIAN PERSONNEL BY DIVISION
2011-2012 2010-2011 2009-2010
213 General Services Division * 29 29 29
* Includes all Civilian Employees throughout the Department
GENERAL SERVICES DIVISION
The General Services Division is responsible for the following activities: preparing the Department budget (Line and Program), payroll, ordering and issuing of equipment and supplies, maintaining and releasing records, police fleet and 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 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: 2011-2012 2010-2011 2009-2010 Alarm Ordinance Fees $ 383,145 $ 435,770 $ 375,027 Animal Control Receipts 4,295 2,636 2,089 Block Party Permits 195 150 0 Going-Out-of-Business Permits 0 302 0 Gun Carry Permits 8,880 8,565 5,860 Miscellaneous: Copies, Photos, Fingerprints, etc. 18,438 18,112 19,131 Precious Metal/Stone Permits 80 30 50 Raffle, Bingo, Games of Chance Permits 418 422 483 Vendor Permits 4,100 2,900 0 911 Telecommunications Fund 136,000 0 0 Not Otherwise Classified: Subpoena Services 0 8 40
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Asset Forfeiture:* State $ 8,031 $ 56,857 $ 32,688 Federal 7,157 149,890 147,510
Grants: State of Connecticut: DOT Comprehensive DUI Enforcement Program $ 23,096 $ 26,716 $ 21,138 Homeland Security (Equipment) 0 0 201 Federal: LLEBG -Personal Body Armor 2,800 2,755 248
Revenues - continued: 2011-2012 2010-2011 2009-2010 Gifts:: Citizens Police Academy ______0 6,000 0 Total Revenue $ 596,635 $ 711,113 $ 604,465
*Balance of accounts, not annual income, reported in FY2011, FY2012
Animal Control Section 2011-2012 2010-11 2009-2010
Roaming Dog Complaints 146 159 174 Barking Complaints 87 81 48 Impounds* 208 173 176 MV/DOA 5 3 8 Animal Bites 34 35 37 Welfare 108 128 133 Nuisance 61 80 69 Wildlife Rabies 245 277 235 Total Number of Investigations Conducted 686 763 704 Not included in totals
Miscellaneous Services 2011-2012 2010-2011 2009-2010
Alarm Reports 5,284 5,725 6,114 Bingo and Raffle Permits 15 16 19 Gun Carry Permits Issued 125 116 107
DETECTIVE DIVISION
The Detective Division is tasked with investigating serious crimes against persons and property. These include, but are not limited to: Homicide, Sexual Assault, Robbery, Aggravated Assault, Arson, Burglary, Larceny, Weapons Violations, Fraud and Identity Theft. The Division also investigates suicides, suspicious/unattended deaths and missing person‟s cases. The Division is comprised of one Captain, one Lieutenant, five Sergeants, twenty-three Detectives, two Court Technicians, and one part-time Administrative Assistant. Two Sergeants and eleven Detectives are assigned to the Investigations Section; one Sergeant and five Detectives are assigned to the Special Victims Section; one Sergeant and three Detectives are assigned to the Forensics Section; one Sergeant and three Detectives are assigned to the Narcotics Section; one Detective is assigned full time to the Connecticut Financial Crimes Task Force. The Forensics Section‟s responsibilities include processing all major crime scenes, collection and preservation of physical evidence and maintaining fingerprint and photographic files of arrested individuals. The Division resolved many serious cases this year, including a number of burglaries and home invasions committed at various residences in the north central section of town. The Division continues to work with other agencies in the greater Fairfield and Westchester County areas in addition to Federal authorities to suppress 85 many serious criminal enterprises that cross jurisdictional boundaries. Clearance rates remained high in other major crime categories and consistently rank well above national averages. The Youth Section was transformed into and renamed the Special Victims‟ Section with the added responsibilities of investigating sexual assaults and crimes against the elderly and other vulnerable populations. Emphasis was placed on crime prevention through informational lectures and providing victim support throughout the legal process. This year the statutory addition of seventeen-year olds was added to the mandate of the SVS Section as they are now considered juveniles. This year the Department organized a full-time Cold Case Squad to further investigate several cold homicide cases that the Department has continued to maintain. The two-detective squad is responsible for re- examining the case files, re-interviewing witnesses or suspects as appropriate, and utilizing all recent advances in forensic testing in order to bring these cases to a rightful conclusion.
Crime Clearance Rates 2011-2012 Crime Category Total Cleared Percentage National Reported Average Arson 2 2 100% 19% Aggravated Assault 9 5 56% 56% Auto Theft 10 2 20% 12% Burglary * 67 9 13% 12% Homicide 0 n/a n/a 65% Larceny 350 79 23% 21% Larceny/MV 39 4 10% ** Robbery 10 3 30% 28% Sexual Assaults 2 0 0 40% Sex Offenses 11 9 82% ** Simple Assault 57 45 79% **
*Includes Residential, Commercial and Attempts **Data Not Compiled by FBI
FORENSICS BUREAU
Fingerprinting:
2011-2012 2010-2011 Reason # of # of # of # of Persons Prints Persons Prints
Criminal Processing 765 3,825 782 3,910 Pistol Permits 84 168 79 158 Public Service 63 123 71 142 Securities 271 748 346 662 Town Employment 288 576 295 590 Child Identification 2 2 0 0 Miscellaneous* 372 689 462 747
Totals 1,845 6,131 2,035 6,209
* 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. 86
Photography:
Photos: 2011-2012 2010-11 Color/Black & White Rolls 15 35 Digitals 50,866 31,350 Photos Printed: 4 x 6 Prints 124 263 8 x 10 Prints 1,113 1,592
Revenue:
Fingerprinting $ 9,965 - Includes Pistol permits and excludes Town Employees (BOE), Criminal Arrests, and Child Identification Sale of Photos 220 - Excludes photos printed for Court, Town Law Dept., and GPD Investigators
Total $ 10,185 Public fingerprinting is conducted on Tuesday and Thursday each week for the many job-related reasons previously mentioned. The fee for this service is $5.00 ($5.00 for 2011 and $10.00 for 2012) per fingerprint card. Further, 8x10, 35mm, Digital and Polaroid copies are printed for insurance investigators and attorneys to be used in civil/criminal proceedings. This Department currently produces these photographs for the resale cost of $.50 per printed page and/or $5.00 per CD, as well as 4”x6” with arrangements made through the Director of the General Services Division, wherein 4”x6” photographic sales are made at the price for development, with an added predetermined surcharge assessed to the customer.
SPECIAL VICTIMS SECTION
The Special Victims Section consists of a Detective Sergeant, five Detectives, and the School Resource Officer. Members assigned to this Section investigate crimes committed by and against children, child and adult sexual abuse, crimes against the elderly, crimes committed against individuals with special needs, and runaway and missing persons. Each Detective is assigned as a liaison with the Greenwich‟s public and private schools. The section focuses on the victims. Prevention efforts are conducted on a regular basis in order to educate parents, their children, and the community to lessen their chance of being a victim. The SVS Section has organized and taught two Town-wide self-defense classes for young women. Education of the public is a major focus of the Section. Topics presented to the public include Internet Safety, Bullying, Risky Behaviors, and Financial crimes Against Seniors. The Section also coordinates the Greenwich Juvenile Review Board, which is a program based on restorative justice. The program diverts minor juvenile offenses from Juvenile Court into a community-based provider network. This network provides counseling, therapy as well as community service to the juveniles in an attempt to curb delinquency recidivism.
Special Victims Section Investigations/Activities:
Arson 2 Arrest Warrants 20 Assault-Simple 11 Board of Ed Letters 25 Board of Ed Hearings 4 Burglary – Residential 3 Casualty 20 DCF Referrals 54 Disorderly 16 Domestic Violence 11
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Drug Laws Violation 7 Found Property 3 GPD Headquarters Tour 8 Juvenile Court Referral 57 Juvenile Review Board 13 Larceny 19 Lockdown Drills 9 Misc. Offense 5 Misc. Public 9 Misc. Reports 110 Missing Persons 25 Other Jurisdiction 8 Rape 5 Robbery 2 Search Warrants 7 Sex Offense 3 Social Services Referrals 8 Suicide/Suicide Attempts 1 Suspicious Activity 4 Talk – Public Relations 11 Talk – Students 49 Vandalism 2 531
OPERATIONS DIVISION
INFORMATION TECHNOLOGY/COMMUNICATIONS
During the 2011-12 fiscal period, the Operations Division‟s Information Technology and Communications Section completed several important projects, not limited to but including:
Development of a tiered storage methodology for Public Safety Network digital records to reduce costs associated with operation of the network‟s SAN (Storage Area Network) and provide more efficient consolidated block level data storage. Development and deployment of several new standard templates for the Public Safety Network‟s VDI (Virtual Desktop Infrastructure) environment to include upgrades to several user-level productivity software solutions. Ongoing refinement and first-year optimization of the municipality‟s new NexGen CAD (Computer-Aided Dispatch) solution for all three (Fire, Police and EMS) Public Safety Agencies. Increased the reliability of telephone communications through re-engineering of voice telephone connectivity to the Public Safety complex‟s wireline phone service provider (Verizon) by providing automatic failover between matched, diversely routed SIP (Session Initiation Protocol) fiber trunks and a traditional redundant copper connectivity solution. Improved the reliability and increased the robustness of the Public Safety Complex‟s external Internet connectivity by arranging for multiple ISPs (Internet Service Providers) to connect to the Public Safety Complex through a variety of wired, fiber and wireless connectivity solutions
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and then amalgamated and load-balanced all available bandwidth across a pair of redundant routers. Engaged in aggressive and proactive preventative maintenance of and developed an improved fault-monitoring methodology for the municipality‟s rapidly aging 800 MHz trunked radio communications system.
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 seasonal basis, the Marine Section is comprised of 7 Police Officers, including a Marine Technician and a Sergeant as Supervisor. 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. Of note for the fiscal year 7/1/11 through 6/30/12, there were no fatalities, nor serious life threatening boat accidents within the Town‟s jurisdictional waters. In addition, on 10/13/11, Greenwich Police Boat #124 responded to the waters off the City of Rye, NY on the report of three fishermen stranded on a rock approximately 50 yards off shore. Five to six ft. waves were breaking over the rocks and the tide was rising. All three were rescued by the Greenwich Police Department and other agencies. Three members of the Marine Section received “Officer of the Month” awards for their actions. The Marine Section looks forward to another productive and successful season in the 2012-2013 year. Within that period the Marine Section hopes to acquire its new Homeland Security Vessel to add to its fleet of response assets.
Marine Section Statistics 2011-2012 2010-2011 2009-2010
Arrests (Criminal) 2 0 0 Assist Other Town Departments 1 36 11 Assist Other Jurisdictions 5 14 16 Boat Accidents 14 9 4 Boat Fires 0 3 2 Casualty 9 19 20 Community Speaking Engagements/Education 2 5 3 Directed Community Policing 33 70 14 Domestic 0 1 0 Found Property/Returned 3 3 4 Larceny 2 9 0 Miscellaneous Other 36 33 11
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Miscellaneous Public 5 48 7 Navigation Hazard 35 46 23 Number of Contacts with Boat Operators on Water 256 208 196 Robbery/Burglary 1 1 0 Summons Issued for Boating Violations 43 55 23 Suspicious Activity 2 4 0 Vessels Assisted (Disabled, Distress) 23 36 19 Vessel Inspections 80 121 49 Vessels Towed 8 16 9 Warnings Issued for Boating Violations 65 60 48
PUBLIC SAFETY DISPATCH
During the 2011-12 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 over 44,000 requests for law enforcement service, over 6,000 requests for EMS service and over 4,000 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 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, and with 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. The Traffic Section has fully adopted a data-driven approach to traffic safety. As a pioneer in the Department with regard to intelligence-led policing, the Traffic Section has successfully incorporated the most up-to-date computer-aided mapping technology with real time crash and crime data analysis software. This has allowed the deployment of high visibility traffic enforcement efforts to areas determined to be “hot spots” at the most effective times. The overall effect has been the reduction of crime and traffic-related incidents in those areas. Moving forward the Traffic Section is investing in new technologies to make better use of limited resources. License Plate Readers and multi-purpose electronic speed signs, both with the ability to collect real-time data, will increase the effectiveness of the officers in the field as well as those analyzing the data and determining target areas. Personnel of the Traffic Section consists of 1 Sergeant, 1 Traffic Technician, 3 Enforcement Officers (Motorcycle) and 26 School Crossing Guards.
Traffic Section Statistics 2011-2012 2010-2011 2009-2010 % % % Total Motor Vehicle Accidents 1,595 -11.93 1,811 +3.66 1,747 -12.6 90
Fatal MV Accidents 0 -100.00 1 -67.0 3 +50.0 MV/Pedestrians 23 -17.86 28 +86.67 15 -28.5 Total Arrests Traffic Violations 7,288 -11.41 8,227 -4.40 8,606 -3.9 Total Written Warning Tickets Issued 2,483 -21.35 3,157 -2.14 3,226 -18.4 DWI Arrests 111 -3.48 115 +.11 114 -29.6 Child Safety Seat Installations * 0 0 158 -53.8 * Effective January 1, 2010 the Greenwich Fire Department took over Child Safety Seat Installations
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 twenty-six 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 over 1,491 volunteer hours in fiscal year 2011-12serving 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.
PATROL DIVISION
The Patrol Division is the largest Division in the Department. These officers are the most visible and direct representatives of the Police Department. They provide a multitude of public services including criminal law enforcement and emergency services. The primary mission of the Division is the protection of life and property along with the maintenance of peace and crime suppression. Officers assigned to the Patrol Division also serve on special teams including the Special Response Unit, Domestic Violence Unit, and the Crisis Intervention Unit. The Patrol Division also fulfills the Police Department‟s mission of being the Town‟s emergency medical first responders. The vast majority of officers assigned to the Division is Emergency Medical Technicians (EMTs) and respond to all requests for medical assistance in support of Greenwich Emergency Medical Services (GEMS). The Patrol Division is commanded by a Police Captain. The Patrol Division is lead by 4 police lieutenants and 12 sergeants. Also assigned to this division are 10 master police officers and 65 police officers.
Uniform Classification of Offenses 2011-2012 2010-2011 2009-2010
Total Cleared Total Cleared Total Cleared Arson 2 2 3 2 5 5 Assault – Aggravated 9 5 10 9 12 9 Assault – Simple 57 45 48 43 73 71 Auto Theft 10 2 26 7 43 21 Burglary * 67 9 109 44 96 16 Larceny ** 350 79 355 89 431 103 Larceny from vehicle 39 4 89 11 41 2 Homicide 0 0 0 0 1 1 Robbery 10 3 13 9 10 6 Sexual Assaults 2 0 0 0 0 0 91
Sex Offenses 11 9 11 9 16 14 Totals 557 158 664 223 728 248
Clearance Rate: 28.30% 51.91% 34.07%
Includes Residential, Commercial and Attempts Includes Larceny, ID Theft, Fraud, Prescription Fraud, Bad Checks, Embezzlement, Forgery
Incidents - Other 2011-2012 2010-2011 2009-2010
Missing Persons Reported 92 48 31 Missing Persons Located 92 48 31 Sudden Deaths Investigated 28 36 37 Suicides, Attempts Investigated 23 29 17
Classification of Arrests 2011-2012 2010-2011 2009-2010
Aggravated Assault 6 7 15 Arson 0 0 2 Auto Theft 2 3 3 Burglary 25 25 41 Criminal Homicide 0 0 2 Disorderly Conduct 149 93 121 Domestic Violence 88 32 210 Driving While Intoxicated 111 121 134 Embezzlement and Fraud 1 35 41 Family Offense – non-violent 14 20 4 Forgery and Counterfeiting 15 0 38 Larceny 113 150 148 Liquor Laws 4 41 29 Motor Vehicle Violations – Summons 7,195 8,227 8,606 Narcotic Drug Laws 107 226 249 Other Assaults 30 58 71 Robbery 16 10 17 Sex Offense 6 2 9 Classification of Arrests -- continued 2011-1012 2010-2011 2009-2010 Sexual Assaults 0 3 0 Weapons – Carry, Possession, etc. 5 9 19 All Other Offenses 260 966 1,030
Totals 8,142 10,028 10,789 Miscellaneous 2011-2012 2010-2011 2009-2010 Arrests for Other Jurisdictions 35 50 30 Casualties (Non-Vehicular) 4,064 4,202 4,118 Doors/Windows Found Open 126 150 111 Found Property Reports 164 99 99 Lost Property Calls 230 136 160 Lost Property Reports 79 146 136 Miscellaneous Public Assistance 665 1,136 1,230 Reports for Other Agencies 62 78 97 92
PROFESSIONAL STANDARDS DIVISION
The Professional Standards Division in under the command of the Deputy Chief and oversees both the Community Impact Section and the Training Section. During the 2011-2012 fiscal period, the Professional Standards Division continued to oversee the updates to the Unified Policy Manual instituted by the Policy Review Committee and published the changes electronically to all personnel. The Professional Standards Division answered seventy eight (78) pieces of civilian correspondence concerning officer conduct and behavior, both positive and negative, and completed twenty-eight (28) Internal Affairs Investigations. A new Annual Performance Evaluation Program for all sworn personnel was selected and instituted for fiscal year 2012-2013. A new Canine Officer was selected and is currently undergoing training at the Connecticut State Police K-9 Academy.
COMMUNITY IMPACT SECTION
The Community Impact Section‟s mission is to be proactive in dealing with neighborhood issues and crimes. The Section is staffed by 3 Community Impact Officers (CIO‟s) and is led by a Sergeant. The CIOs are individually responsible for one of three sectors of Town (East, West, and North) and serve as the Department‟s liaisons with the Community and Police Partnership (CAPP) groups. The CAPP groups are made up of Greenwich residents and business owners and serve to facilitate communications between the citizens and the Police Department as well as other Town departments and agencies. In addition, the CIOs are assigned with various criminal investigations such as crime and vandalism sprees and larcenies or burglaries from motor vehicles. They have also conducted crime analysis functions in interpretations in conjunction with these criminal investigations. The Community Impact Section has evolved into the Greenwich Police Departments‟ leader in community and problem-oriented policing. Following is a partial listing of 2011-2012 activities: Arrests/Ex-parte warrants completed 23 Citizen Police Academy Sessions 2 Criminal Investigations 65 Initiatives 1 Meetings 43 Neighborhood issues/complaints 87 Patrol Assignments 5 Patrol Assists 20 Security Assessments/Surveys 17 Special Events 17
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 2011-2012 fiscal year, eleven (11) new officers were hired. Seven (7) attended and graduated from the Connecticut Police Academy in Meriden, CT. Four (4) attended and graduated from the Milford Police Academy. Currently eight (8) are in the Field Training and Evaluation portion of their training.
Connecticut police officers are required by Police Officer Standards and Training Council (POSTC) to attend 28 hours of mandatory training and 32 hours of elective training for a total of 60 hours of continuing
93 education every three years to maintain their police certification. The mandated training topics include Firearms, Rape Crisis, Domestic Violence, Human Relations, Handling Juveniles, Police and the Law, Patrol Procedures, Gang Violence, Bigotry and Bias Crimes. The elective training topics include Criminal Justice System, Police and the Law, Human Relations, Criminal Investigations, Patrol Procedures, Supervision, Management and Executive Training.
The mandatory training, also known as Fairfield County Regional Review Training, was held at Western Connecticut State University. This training was coordinated by training officers from the Fairfield County 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 users, TASER, OSHA mandates to include Blood- borne Pathogens and Hazardous Material Recognition and the Draeger 9510.
The Greenwich Police Department Training Section sergeants continue to be active members of the Fairfield County Police Training Officers Association.
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DEPARTMENT OF PUBLIC WORKS ADMINISTRATION
2011-2012 2010-2011 2009-10 Budgeted Personnel: Full Time: 11 11 11 Permanent Part-Time: 0.7 0.7 0.7 Total Personnel: 11.7 11.7 11.7
Expenditures: Current $949,029 $921,545 $895,050 Capital $0 $0 $0
Total: $949,029 $921,545 $895,050
Revenue: $102.50 $33 $22
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.
This past fiscal year was a very active and productive year, with some items of major interest described below.
Town Aid Road Grant: Under this program, the town received $376,773.50 from the state. These funds supplement the Highway Division's Asphalt Paving Program.
Local Capital Improvement Program: For FY 11-12, DPW applied for this state grant of $317,252.00 for force main rehabilitation/reconstruction undertaken as part of the Sewer Division‟s Force Main Rehabilitation Program. Generally, these funds are requested in a given fiscal year and received in the following fiscal year. Monies received are returned to the Town‟s General Fund.
Engineering: Division staff had over 40 projects under active management, from design to construction administration and inspection services. Projects included implementing the Town‟s new Drainage Manual, town-wide stormwater master planning, drainage system improvement design, and construction management of remediation efforts for the Cos Cob Power Plant Site redevelopment. Our local bridge program which includes inspections (with nearly 22 inspections completed this year), scour repairs, and rehabilitation/replacement continues to be very active. The Engineering Division has taken over traffic related capital projects and completed the construction of Western Junior Highway roadway improvements and the design of the Byram Road and Frontage Road intersection. Engineering staff participated in a SWRPA (Southwestern Connecticut Regional Planning Agency) Route 1 Corridor Study, which is studying how to improve safety for all users, manage access, accommodate transit and enhance the corridor‟s economic potential and community character. In addition, several grants were applied for through CTDOT, SWRPA, and FWHA with the results yet to be announced.
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Highway: August 2011 and October 2011 saw the Division responding to two severe storms that had a significant impact on the Town roadways. Division staff continued paving and roadway repairs that included 12.35 miles paved. Specialty work to extend road service life included micro-surfacing (a total of 76,800 square yards of material applied) and extensive crack sealing (nearly 25,000 pounds of sealant applied). The Division completed its re-survey of Town roads, successfully updating the Town‟s Pavement Condition Index, an on-going program that is performed every 5 years. 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 aide the visually impaired, upgrading traffic loops to video detection, installing uninterruptible power supplies at key signal locations, 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 also spent an extensive number of hours on the contract development, residential education, and advertising the change to single stream recycling as of August 1, 2011. Implementation of single stream recycling has improved recycling rates, helping the Town meet state recycling goals and also is more cost-effective and efficient. Work on the Holly Hill Master Plan continues, using in-house staff to review operations and alternative layouts, followed by coordination with a consulting design firm to develop and move forward with an overall design. This year saw the installation of a new truck scale at the Bakery Entrance, thus reducing tractor trailer traffic on Holly Hill Lane and the surrounding local roads in Byram and Chickahominy. A new office space was also put in place for the on-site Town staff.
Building Construction and Maintenance: 2011/2012 highlights include completion of construction of the Temporary Fire Station on Horseneck Lane, replacement of the roof at the Eastern Greenwich Civic Center as well as replacement of the interior gym ceiling and lighting, construction of the new Number 6 Restroom at Greenwich Point, and relocation of Administrative Services in Town Hall in preparation for next year‟s rehabilitation of the Health Department Laboratory. Division staff continued their maintenance support at 132 building locations throughout the Town.
Building Inspection: Continuing utilization of all trades inspectors are providing previously noted improvements in efficiencies e.g. reduced multiple inspection visits and inspection flexibility. FY 2011-2012 saw a slight decrease in the total number of building permits, 1789 as compared to 1921 in the previous fiscal year; a 7% decrease. Trade permits for electrical and plumbing permits however, increased by 23% and 26% respectively. The severe storms in the Fall of 2011 and the subsequent extended power outages contributed to this phenomenon with a surge of generator installations throughout Town.
Sewer: Construction is progressing on the RAS/WAS and final effluent pump upgrades after awarding the bid in August of 2011. This project, along with additional aeration system upgrades at the Grass Island Wastewater Treatment Plant continue to improve our ability to reduce the nitrogen discharge, which is in keeping with the limits outlined by the DEEP/EPA. The construction of the force main at the Riverside Railroad Crossing has been completed. Design of electrical and control system upgrades for the Belle Haven, Club Road, Hilltop, and Central Pump Stations is 50% complete, with final design expected by year end and construction starting in 2013.
Greenwich High School Soils Remediation: In addition to the Department‟s routine and capital project activities, DPW also took on another major issue in FY 11-12. DPW is managing the remediation efforts to address contamination discovered in the Greenwich High School fields. As a result of fill used back in the 1960s during school construction, the Town is faced with a significant clean-up project at this site. In FY 11-12, interim remedial measures were implemented to make the fields safe for play and extensive sampling was conducted across the site to support remediation design efforts. This is a major project that will extend into the future. 96
DPW utilizes 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.
Amy Siebert Commissioner of Public Works
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DEPARTMENT OF PUBLIC WORKS ENGINEERING DIVISION
2011-2012 2010-2011 2009-10 Budgeted Personnel: Full-Time: 10 10 9 Permanent Part-Time: 0 0 0
Expenditures: Current $847,540 $768,165 $796,879 Capital $3,826,627 $899,832 $3,778,389
Total: $4,674,167 $1,667,997 $4,575,268
Revenue: $3,311 $4,138 $3,280
The Engineering Division has ten staff positions: a Chief Engineer, six Civil Engineers, one Engineering Technician, one Engineering Inspector, and one Traffic Operations Coordinator. 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 Town 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. The Engineering Division handles traffic engineering, such as capital project design and construction, coordinating with Highway and others to arrive at maintainable, practical, and safe designs.
Numerous traffic inquiries are received and 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 recently completed a town wide Traffic Safety Study. The report results will be used to assist in establishing capital projects moving forward as part of our traffic master planning efforts.
Other services provided by the Engineering Division include project management and inspection services, engineering reviews of major Town-funded construction projects, investigating the suitability of private roads for acceptance as Town roads, bridge inspections, and support to the Flood and Erosion Control Board. Services for 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. In FY 11- 12, Engineering Division staff have been busy with many in house designs, such as those for Pemberwick Road drainage, Henry Street/Byram Road sidewalk, Lake Avenue and Simmons drainage, Strickland Brook retaining wall repairs, and various bridge maintenance issues.
FY 2011/2012 design projects in progress and/or completed with an estimated construction cost of $8,580,000.
1. Railroad Avenue and Field Point Scour Protection and Bridge Repairs Road Culverts (completed) 2. Hearthstone Drive Sidewalk New Sidewalk Design (completed) 3 Pemberwick Park Trash Rack New Headwall and Trash Rack Design (completed) 98
4. Church Street and Route 1 Drainage Improvements (completed) 5. Mead Avenue and Mill Street Traffic Signal Improvements (completed) 6. Western Junior Highway and Henry Intersection Improvements (completed) Street 7. Milbank Avenue/East Elm Street Curb Replacement and Paving (completed) 8. John Street and Round Hill Road Improve turning movements and curb Intersection installation (completed) 9. Mianus Pond Park Dam Maintenance to existing dam 10. Byram Master Plan Design Pocket Park at Byram Shed site 11. Holly Hill Master Plan Final design, overall site improvements 12. Holly Hill Sewer Design Design the realignment of the sanitary sewer line needed for the Holly Hill Master Plan
FY 2011/2012 ongoing projects and programs that continue to be managed by the Engineering Division:
1. Town Drainage Manual Implemented new low impact development drainage manual in May 2012 2. Cos Cob Power Plant – Park Coordination, Site Remediation, Construction of Development Park, Final Design 3. Bridge Inspections – Local Bridges Coordinate Consultants/Reports/Field Inspections/Repairs 4. Greenwich Point Operations Permit DEP Permit for Parks and Recreation to do repairs and improvements at Greenwich Point 5. Holly Hill Master Plan Coordinate consultants for the design of improvements to the Holly Hill Facilities. 6. Town Dam Maintenance Continue to monitor and inspect town owned dams.
Town funded construction projects that the Division provided inspection services on:
1. Palmer Hill Road Vehicular Bridge Bridge Rehabilitation 2. STP Paving – Millbank Avenue/East Curb Replacement and Paving Elm Street 3. Railroad Avenue and Field Point Curb Replacement and Paving Road 4. Bridge Maintenance Minor bridge maintenance, improvements to various bridges identified in inspection reports
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 Projects & Construction Estimated Costs Grant 1. Palmer Hill Road Bridge Rehabilitation (completed $735,000 $73,500 summer 2011) 2. Shore Road Bridge Replacement (design in progress) $2,000,000 $1,600,000
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3. Riversville Road Replacement (design in progress) $3,300,000 $2,970,000
4. John Street Bridge Replacement (design in progress) $1,000,000 $ 100,000
5. Round Hill Road Bridge Replacement (design in $2,000,000 $200,000 progress) 6. Bailiwick Road Bridge Replacement (design in $3,000,000 $2,400,000 progress) 7. Milbank Avenue/East Elm Street Paving via STP $517,500 $ 414,000 program (completed )
TOTAL $12,552,500 $7,757,500
Currently, the Division is providing construction administration services for the rehabilitation of two bridge projects, several small maintenance projects, and two roadway projects. These various construction projects will be completed by fall 2012.
In addition, staff continued developing an updated Town drainage manual, working with a team including land use staff and outside consultants. The manual incorporates low impact development design techniques to manage stormwater quality and quantity, and brings the manual in line with state and federal direction in this area. During this period, public comments were gathered and incorporated into the manual, public meetings were held, and additional outreach and end-user training was done. The new drainage manual was implemented May 2012. Staff has been working with local engineers to ensure compliance with the new manual. Work continues on stormwater master plans for major watersheds, with plan results being presented at the Flood and Erosion Control Board meetings.
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 Chief Engineer
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DEPARTMENT OF PUBLIC WORKS HIGHWAY DIVISION 2011-2012 2010-2011 2009-10 Budgeted Personnel: Full-Time: 66 66 66 Permanent Part-Time: 0.6 1.3 1.3 Total Personnel: 66.6 67.3 67.3
Expenditures: Current $6,782,965 $7,079,276 $6,102,353 Capital $8,955,932 $6,261,544 $6,349,616
Total: $15,738,897 $13,340,820 $11,449,091
Revenue: $1,068,728 $1,726,469 $1,958,943
*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 maintains 265 miles of public roads, 30 off-street parking areas and the structures within its right-of-way including storm water drains, curbing, approximately 130 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.
GENERAL ROAD MAINTENANCE
Leaf Collection Program: Leaf collection was performed on all public streets in building zones R-20 and below from November 14, 2011 – December 16, 2012. Town forces collected a total of 28,886 cubic yards of leaves, at a total direct labor cost of $277,073.
Snow and Ice Control: The mild winter deposited 13.5” of snow in-Town and 16.5” in backcountry during 3 snow control days. There were 9 ice control days. A snow control day consists of an actual snow storm day, not including routine snow control (not during the actual storm) 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. The procurement of 1,490 tons of salt, 120 cubic yards of sand mix, 2 tons of deicer, 3,000 gallons of liquid deicer, hired equipment and the wages of temporary and Town personnel make up a total snow and ice control expenditure for FY 11-12 of $385,408, as compared to ~$2.2 million in FY 10-11, ~$872,000 in FY 09-10, and ~$1.35 million in FY 08-09.
Highway Materials: Various materials and supplies, including stone, concrete drain pipe, catch basins, manholes, masonry supplies, concrete, asphalt patching material, small maintenance tools, etc. were purchased to accommodate Highway‟s aggressive infrastructure maintenance and repair programs at a material cost of $470,000. Spending in this area has been fairly consistent over the last few fiscal years as a result of budget pressures; however, infrastructure maintenance needs continue to grow and material costs continue to rise.
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CAPITAL IMPROVEMENTS
Asphalt Paving Program: 12.35 miles of road was overlaid with asphalt at a cost of $2,543,816. for asphalt paving and pavement milling. The State-Town Aid Grant funded $374,773. of this program. Also included in the Asphalt Paving Program is the Micro-Surfacing Treatment Program, 76,800 square yards applied, at a cost of $206,636. and Crack Sealing Program, 24,898 pounds applied to various streets throughout Town at a cost of $97,699. The Road Resurvey to update the Pavement Condition Index (PCI) of all public roads and update to pavement management system was completed at a cost of $100,000. The resurvey is conducted by an outside vendor every 5 years. It indicated that while the Town has done a good job of bringing roads up to desired standards, there is an ongoing need to keep funding levels up in order to maintain roadway conditions. Again, material prices continue to rise for this activity.
Sidewalks and Curbing: Sidewalk improvements, installation, reconstruction and concrete and granite curbing were installed as follows: Arch Street – granite curbing; Binney park Shed Driveway repair; Birdsong Place – granite curbing; Crawford Terrace – granite curbing; Frontage Road – sidewalk, curb and handicap ramp; Dairy Road – asphalt curb; East Elm Street @ Anderson Road, sidewalk and handicap ramp; Edgewood Avenue sidewalk and residential ramp; Grigg Street concrete sidewalk and curb; Harold Avenue, sidewalk, granite curb, handicap ramp and residential ramp; Julian Curtis/East Elm Street, granite curb; LeJeune Court – granite curb; Milbank Avenue, sidewalk, granite curb and handicap ramp; Morgan Avenue – asphalt curb; Nimitz Place – granite curb; North Street Fire Station – commercial ramp; Pemberwick Road – sidewalk, granite curb, handicap ramp and residential ramps; Pleasant View Place – granite curb; Revere Road – granite curb; Riverside Avenue – sidewalk, handicap ramp and residential ramp; Round Hill Road circle – granite curb; Tory Road – granite curb; Valley Road @ Scofield Street, sidewalk, granite curb, handicap ramp; Weston Hill Road – granite curb - at a cost of $1,175,092. for materials and outside contractors.
Equipment Purchased: 6 – 42,000 GVW Dump Trucks = $1,026,744., 1 – 544K Loader = $169,848. And 1 – Pickup Truck with Plow = $35,904.
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, five (5) flashing beacons and twenty-three (23) electronic school signs. Twenty- four hour emergency repair service is provided for all traffic signals to maintain public safety. Pedestrian signal housings and LEDs were replaced at seven (7) intersections and Traffic signal housings and LEDs were replaced at eight (8) intersections.
New 360o Panoramic Detection Cameras were replaced or installed at five (5) intersections:
US Route 1 @ Havemeyer Lane and Laddins Rock Road US Route 1 @ Sound Beach Avenue US Route 1 @ I-95, Exit 5 US Route 1 @ Lafayette Place US Route 1 @ Field Point Road and Dearfield Drive
A new controller cabinet was installed at US Route 1, Exit 5.
COMPLETED PROJECTS OR PROJECTS UNDER CONSTRUCTION
Storm Drains: Outside contractors completed installation of 1,810 l.f. of drainage improvements on North Street, near #564 and Park Avenue, Greenwich at a cost of $225,636.
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Maintenance of Bridges, Walks Guard Rails, etc.: Byram River flood control structure vegetation maintenance; power washing sidewalks in business districts; line striping, guard rail/fence rehabilitation, installation of bus shelter bases and replacement of salt shed cover at Holly Hill were completed at a cost of $228,063.
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 Cos Cob School concrete repairs, and Central Middle School front circle, sidewalks and east side parking lot, at a cost of $62,000.
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: 68 (13%) Corrective Repairs: 56 (11%) Emergency Repairs: 11 (2%) Routine Maintenance: 198 (38%) Requests from Town Depts: 185 (35%)
Total Work Orders Completed 518
Lines: Below is the breakdown of the striping on public roads carried out during 2011-2012, as well as the painting done on town-owned parking lots:
Public Roads Parking Lots 249,171 L.F. of yellow centerlines Byram Fire Station 82,533 L.F. of white edge lines Henry Street Parking Lot 7,671 L.F. of crosswalk lines William Street Parking Lot 2,977 L.F. of stop lines Adult Day Care Center 2,683 S.F. of legends and symbols Western Middle School Holly Hill Transfer Station Town Hall Parking Garage Grass Island Marina
SUMMARY
The Highway Division provides a multiplicity of services to the Town. Planned programs such as Leaf Collection, Highway Maintenance, Curbing and Sidewalks, Drainage and Asphalt Paving, are scheduled in a timely manner and are provided within budget. Altogether, the Highway Division functions as a well organized and dependable service provider within Town government. Joseph P. Roberto Highway Superintendent
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DEPARTMENT OF PUBLIC WORKS WASTE DISPOSAL DIVISION 2011-2012 2010-2011 2009-10 Budgeted Personnel: Full-Time: 6 6 6 Permanent Part-Time: 0 0 0 Total Personnel: 6 6 6
Expenditures: Current $5,952,264 $7,029,956 $7,569,170 Capital 653,048 $80,948 $14,521
Total: $6,605,312 $7,110,904 $7,583,691
Revenue: $723,809 $633,938 $839,082
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 2011-12 FY 2010-11 FY 2009-10 Municipal Solid Waste (tons) 37,147 43,786 43,681 Organic Waste (Yard Waste) 11,248 7,445 10,446 Organic Waste (Leaves) 6,418 7,942 8,667 Oversized Bulky Waste (C&D) 10,148 8,818 8,592 Total 64,961 67,991 71,386
Municipal Solid Waste $3,065,350 $3,913,803 $3,690,968 Organic Waste (Yard Waste) $392,355 $259,685 $614,653 Organic Waste (Leaves) $185,339 $229,351 $250,309 Oversized Bulky Waste $861,431 $748,445 $729,297 Total $4,504,475 $5,151,284 $5,285,227
Municipal Solid Waste (MSW) disposal costs have increased as per the contract to $84.23 from $80.99 per ton. The MSW tonnage transferred and transported to local waste-to-energy plants in the area by our contractor, City Carting, has decreased. This is due in part to economic factors which have slowed the MSW tonnage coming into the facility, as well as success of our implementation of single stream recycling. An increase in residential traffic flow has impacted the facility as well as the local Byram & Chickahominy road network. This situation is helped by the Holly Hill Master Plan through installation of a second scale at the Bimbo Bakery gate. This scale allows for remote operation from the existing scale house and eliminates tractor-trailer traffic on the local roads which include Holly Hill Lane and Muskrat Pond Road.
The Town‟s recycling program continues to be one of the strongest in the state, recycling an average of over 47% of the total waste stream, placing us in the top five of all CT Towns and 1st compared to towns of similar size/population. Electronics, waste motor oil, anti-freeze, propane gas tanks, Freon (air conditioners, dehumidifiers and refrigerators), fluorescent light bulbs, tires and household & rechargeable batteries were also collected in quantity over the course of the year. The move to single stream recycling has had significant cost savings for the Town. Savings realized have included: approximately $750,000 by eliminating the blue bin and 104 mixed paper recycling contract, a decrease in MSW tonnage has saved about $1,000,000, and the sale of the single stream recyclables has resulted in revenue of roughly $225,000.
Town vehicles, primarily from Department of Public Works and the Department of Parks & Recreation, delivered a total of 8,889 tons of bulky waste (yard waste/leaves/logs or construction & demolition debris). Additionally, 1,834 tons of yard waste entered the facility and was designated as storm-related debris from Hurricane Irene (August 2011) and Storm Alfred (October 2011).
Leaves were transported out of town by Royal Environmental at a cost of $185,339 (6,418 tons) a 19% decrease from the previous year‟s cost of $229,351 (8,667 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.
One Spring household hazardous waste collection day was conducted on 12 May 2012. Approximately 305 cars participated and delivered 446 units (147 whole units and 299 half units). 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.
The Holly Hill Master Plan is moving forward with the redesign of the entire site to separate residential and commercial traffic for safety and efficiency, to provide appropriate work space for onsite staff, improve site storm water handling and quality, and to accommodate Highway Division needs. A phased plan is anticipated to allow operations to continue as smoothly as possible and to spread capital expenditures over time.
JOHN J. McKEE PATRICK COLLINS Superintendent Asst. Superintendent
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DEPARTMENT OF PUBLIC WORKS BUILDING CONSTRUCTION AND MAINTENANCE DIVISION
2011-2012 2010-2011 2009-10 Budgeted Personnel: Full-Time: 22 22 21 Permanent Part-Time: 7.3 7.3 6.6 Total Personnel: 29.3 29.3 27.6
Expenditures: Current $3,931,683 $3,862,919 $3,667,543 Capital $3,652,625 $4,444,855 $8,328,316
Total: $7,584,308 $8,307,774 $11,995,859
Revenue: $0 $0 $2,376
The Building Construction and Maintenance Division 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 2011/2012 the Division received 688 individual work requests that had an average response time (reception to completion) of 10.5 days. This is a decrease in response time from last year of ½ day. These response times are related to the complexity of the projects required by the work request, material lead times, and other factors that influence project completion. In addition, the Division is finding it increasingly challenging to get to both its preventive maintenance activities and additional work requests given current staffing levels and resources. Many factors influence the workload experienced by the Division, especially as buildings age, uses and users change, and updates are desired to allow for change to technology and other factors. In addition to the individual work requests received, the division also responded to 268 preventative maintenance and cost center work order tickets with multiple occurrences. The distribution of the Division‟s cost in labor, material and service for this past year by department is as follows: BC&M 11/12 Distribution of Labor & Vendor Cost
Probate Other 2% 4% DPW Police 17% 4%
P&R 32% Railroad Fire Stations Fleet 40% 1% 0%
Of the ten (10) capital projects approved for FY 11/12, six (6) were completed, two (2) are continuing long term design projects and two (2) are long term construction projects in various stages of progress. These projects are described in the following paragraphs.
The Division has completed the construction of the Temporary Fire Station on Horseneck Lane, replacement of the Old Greenwich Civic Center roof as well as replacement of the interior gym ceiling and lighting, the construction of the new Number 6 Public Restroom at Greenwich Point, relocation of Administrative Services
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The Division‟s focus for the upcoming year will be the demolition and completion of construction documents for Central Fire Station, the construction of the new Locker/Restroom facility at Grass Island, the construction of a new Fire Training Facility on North St., improvements at Byram Park, the start of interior upgrades of the Senior Center, and several roof and generator replacement projects.
The Town‟s complement of professional tradesmen and administrative staff are committed to the proper and effective maintenance of the facilities.
Alan E. Monelli Superintendent of Building Construction and Maintenance
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DEPARTMENT OF PUBLIC WORKS BUILDING INSPECTION DIVISION
2011-2012 2010-2011 2009-10 Budgeted Personnel: Full-Time: 13 16 16 Permanent Part-Time: 0 0.7 0.7 Total Personnel: 13 16.7 16.7
Expenditures: Current $1,135,825 $1,285,987 $1,288,136 Capital $0 $0 $ 88,998
Total: $1,135,825 $1,285,987 $1,377,134
Revenue: $4,160,100 $4,351,339 $3,676,792
PERMIT STATISTICS
No. of Building Const. Value/Estimated Permits Cost NEW STRUCTURES Residential Buildings 75 79,786,599 Non-Residential Buildings 191 24,145,688 Tents 174 1,205,163 SUBTOTAL 440 105,137,450
ADDITIONS/ALTERATIONS Residential Buildings 905 105,169,190 Non-Residential Buildings 341 72,787,846 SUBTOTAL 1246 177,957,036
DEMOLITIONS Residential Buildings 65 1,026,700 Non-Residential Buildings 38 260,900 SUBTOTAL 103 1,287,600
TOTAL 1789 284,382,086
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 [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 as well as 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, (3)
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Plumbing/HVAC Inspectors, Program and Operations Supervisor, Plan Examiner, and a clerical staff of four. The Division employs one part time clerk who staffs the Permit Records Room three mornings a week.
Revenue generated by the Building Inspection Division, decreased by 7% and totaled $4,160,100 in FY 11-12. However this is still an increase over FY 09-10 of 13%.
Building permits for FY 11-12 totaled 1789, which was below 2000 for the fourth consecutive year after 6 consecutive years in which they totaled over 2000. This total represented a 7% decrease over FY 10-11, and a 2% decrease over FY 09-10.
All building permit categories experienced a decrease over FY 10-11 figures.
Addition and alteration permit categories decreased by 5% overall and represented 70% of all building permits issued which was up 2% from FY 10-11. Residential add and alter permits (905) decreased by 6% and represented the highest individual category, at 54% of all building permits (not including demolitions). Non- residential add and alter permits (341) shows a negligible decrease (<1%).
New building permit categories decreased by a total of 12%. New residential permits (75) decreased by 4% and new non-residential permits (191) decreased by 15%. Permits for special events (174) decreased by 6%. Demolition permits decreased by 17.6% to a yearly total of 103.
In addition to building permits, a total of 5,178 trade permits were issued in FY 11-12, an increase of 21%. This total includes electrical permits (2,474), plumbing permits (1,428) and HVAC permits (1,276). Added to building permits (1789) the total number of permits that were reviewed, processed, issued, and the work under each inspected was 6967, an increase of 12%.
The reason for the increase in the trade permits despite the decrease in all building permit categories was due to the large volume of generator permits that were filed after the two storms in the Fall of 2011. These storms left many residents without power for lengthy periods of time resulting in their decision to install a generator. New generators are filed under separate trade permits (electrical, plumbing) rather than under building permits. This explains the increase in electrical and plumbing permits by 23% and 26% respectively, despite the decrease in building permits.
Construction value totaled $284,382,086, a 7% decrease over FY 10-11.
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 Building Official
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DEPARTMENT OF PUBLIC WORKS SEWER DIVISION
2011-2012 2010-2011 2009-10 Budgeted Personnel: Full-Time: 25 25 25 Permanent Part-Time: 0 0 0.0 Total Personnel: 25 25 25
Expenditures: Current $4,467,461 $4,488,054 $4,150,432 Capital $4,076,273 $2,268,504 $1,927,393
Total: $8,543,734 $6,756,558 $6,077,825
Revenue: $228,699 $351,316 $328,618
The Sewer Division is responsible for operation, maintenance and repair of 185 miles of sewer lines, 29 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.
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 Environmental Protection (CTDEP), all Connecticut sewage treatment plants that discharge into waters that are tributary to Long Island Sound are 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 prior to spending capital funds and still maximize our nitrogen removal.
In FY 07/08, the Sewer Division created a team with wastewater treatment operation expertise to optimize the plant‟s performance for nitrogen removal. The team‟s work is ongoing. In 2011, the Sewer Division experienced some difficulties that were beyond its control that negatively impacted nitrogen removal. We experienced a tremendously wet weather year. This impacts nitrogen removal in several ways, due to increased flows and diluted influent which cause operational issues. In August alone we had almost 13.5 inches of rain. For the year, our total flow to the plant was approximately 27% higher than in 2010. We also experienced mechanical difficulties/failure of the drives that operate the final clarifier mechanisms in our three final clarifier tanks between March and June. This upset the plant process as we were just coming out of winter and this impacted our ability to remove nitrogen from the waste stream. Each drive failed in a different month and had to be replaced one at a time, which made it difficult to operate the plant and optimize nitrogen removal. However, since the program commenced in 2006, the plant has performed extremely well and we have removed an additional 117,530 pounds of nitrogen beyond what is required in our permit and received over $453,000 in nitrogen credits that gets returned to the Town‟s Sewer Division budget. GRASS ISLAND WASTEWATER TREATMENT PLANT
In the FY 11-12 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
110 maintenance to pumps, electrical systems, mechanical mechanisms, etc. The following capital improvement project was completed and closed out at the Grass Island WWTP:
Grass Island Wastewater Treatment Plant Aeration Tank Gate Automation This project included automating select slide gates inside the aeration tanks to provide better control during varying flow conditions. The project goal is to reduce the plant‟s total nitrogen loading discharged during wet weather events into Long Island Sound. The main benefit will be realized during storm events. This project includes grant monies from the National Fish and Wildlife Federation with the final receipt of grant money expected in FY12/13.
During this period, bidding, awarding and construction work progressed on two major capital improvement projects at the Grass Island WWTP:
Plant Process Upgrades - Return Activated Sludge, Waste Activated Sludge and Final Effluent Pumps Upgrade. This project was bid and awarded in August 2011 and construction is proceeding as scheduled to replace the final effluent pumps, the return activated sludge pumps and the waste activated sludge pumps, complete with controls, pumps and motors. When the project is complete, the plant will have more reliable pumps and controls. This complements the work completed on the influent portion of the plant a few years ago.
Plant Process Upgrades – Aeration System Upgrades. This project was bid and awarded in Summer of 2012 and construction will take place during FY12/13. This project involves replacing the existing old blowers with new blowers; associated controls and various structural repairs of the existing concrete aeration tanks. The project includes evaluating replacement options that will result in energy savings and increased operating flexibility and redundancy.
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 continues 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 has continued throughout the collection system.
Riverside Railroad Crossing. The Town completed the construction of a new section of force main to address the 14-inch force main crossing under the Metro-North Railroad in Riverside. This provides a new section of force main that eliminates a prior flow restriction and provides a new critical piece of infrastructure that will provide many years of service.
In addition, during this period, work has progressed on the next major capital improvement projects for the collection system: Pump Station Rehabilitation Design - Ballwood; Huested; Meadow; Chapel Lane; Cos Cob; Old Greenwich & South Water. Three wastewater pump stations will be undergoing major upgrades to continue providing reliable service to our customers. Ballwood, Huested, and Meadow Pump Stations were originally constructed in 1928 and include equipment from the 1980‟s. To bring them up to current standards and replace equipment which has exceeded its useful service life, they will have new wet wells, pumps, and related control equipment, in addition to new roofs and building improvements. Chapel Lane, Cos Cob, Old Greenwich, & South Water Pump Stations require HVAC upgrades. Work was delayed due to the finding of some contaminated paint within these pumping stations. We have since performed additional sampling and developed Remedial Action Plans (RAP) for South Water Street; Ballwood; Huested and Meadow Pumping Stations. The USEPA has provided approval for South Water Street and they are currently reviewing the RAP for Ballwood; Huested and Meadow. The work at South 111
Water Street has been incorporated into our South Water Street Relief Sewer project that is anticipated to be bid in Fall 2012. Upon receipt of approval of the RAP for Ballwood; Huested and Meadow, we will immediately bid the project and move forward with construction. Work at Chapel Lane, Cos Cob and Old Greenwich Pumping Stations is still under design development and will be addressed separately.
Sanitary Sewer Rehabilitation. The Town has completed design of sanitary sewer rehabilitation that will include a myriad of techniques (such as cured in place lining, injection grouting, manhole sealing, point repairs and manhole frames and cover adjustment/replacement) to improve several gravity sanitary sewer mains located throughout Town. Design was completed this period and bid in Summer of 2012. Construction will take place Fall of 2012 through the Spring of 2013. 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 Stations Electrical and Controls Upgrade. Design work has commenced and is 50% complete for the upgrade of electrical and instrumentation controls at Belle Haven; Club Road; Hilltop and Central Pumping Stations. We anticipate design work to be completed in 2012 and construction being performed in 2013.
Sewer permit volume and sewer markout requests have tapered off slightly. Many restaurants and food preparation establishments in Town have worked hard to meet the CTDEEP Fats, Oil, & Grease (FOG) Regulations compliance deadline of July 2011. However, there are still locations that are not in compliance yet. The Sewer Division continues to work hard to educate establishments on the importance of compliance and continues to work with locations on their compliance requirements. As such, the 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 Building Department and Health Department. Finally, the Sewer Division has also been busy using and refining the computerized maintenance management system linked to the GIS. This program supports the Division‟s maintenance and planning functions, as it covers all of the wastewater utility‟s assets.
Richard C. Feminella, Wastewater Division Manager Dwayne Lockwood, Process Control Manager Chris Mandras, Maintenance Manager
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FLEET DEPARTMENT
2011-12 2010-11 2009-10 Budgeted Personnel: 14* 14* 15* Expenditures: Current $2,660,065 $2,624,222 $2,659,011 Capital $95,000 $0 $28,262
Total: $2,755,065 $2,624,222 $2,687,273
Revenue: $0 $0 $0 Note:*13 Full time employees-1 Permanent Part time employee
Reporting to the First Selectman, the Fleet Department is responsible for the operation of the Vehicle Maintenance Center. The staff consists of thirteen full time employees: Fleet Director, Administrative Assistant, Day & Night Shift Fleet Operation Assistants, Day and Night Shift Supervisors, (ASE Master Certified) and seven Technicians of which six are ASE certified. One permanent part time Custodian is also employed. The department utilizes a computerized fleet maintenance program to assimilate repair history and vehicle inventory, schedule the preventative maintenance program, control parts distribution, monitor the automated fuel system, and “GW” 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 190 light duty vehicles, 124 heavy duty vehicles (over 10,000 GVW) and 216 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 seventh consecutive year, the Department met the ASE (Automotive Service of Excellence) certification requirements to be a “Blue Seal” ASE certified facility. Since October 2005 we have proudly posted the ASE banner. Several technicians have gone on to achieve additional certifications as Master ASE Certified in Light and Heavy duty, EVT, and equipment specific for additional stipends.
The Fleet Department purchased a new computerized vehicle maintenance system. Computer terminals were installed on the shop floor allowing mechanics to enter their repair work into the system in real time. The new system interfaces with the outsourced parts vendor NAPA allowing parts purchased to be directly entered to the repair orders.
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 3.5% The Vehicle Maintenance Center complies 100% of State and Federal rules and mandates – Actual 100% Complete Manufacturer Safety Data Sheets (MSDS) are on file 99% of the time – Actual 100% Automated fuel system site downtime not to exceed more then 0.04% - Actual 0.001% Downtime on User Department vehicles not to exceed 10% - Actual 9%
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Considerable time was again saved in the preparation and evaluation process by purchasing vehicles utilizing the State contract and the NJPA contract. A grant application was submitted to the state for incremental costs to purchase four additional hybrid vehicles.
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
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GREENWICH DEPARTMENT OF HEALTH
2011-2012 2010-2011 2009-2010 Budgeted Personnel* 26 26 26 *Includes permanent part-time positions Expenditures: (Note 1) Current: (Note 2) $5,842,426 $5,693,222 5,399,165 Capital -0- -0- -0-
Total $5,842,426 $5,693,222 5,399,165
Revenue $326,029 $317,993 $366,181 (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. The Director of Health also manages the day-to-day operation of the Department of Health 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 laws and regulations, allocating health resources, investigating disease outbreaks and planning for emergent events that would require a public health response.
This year will serve as a memorable marker in Greenwich history as the Department of Health celebrated 125 years in serving Greenwich residents. To commemorate this milestone event, a reception was planned offering a menu of guest speakers and a historical review of the Department‟s program. The passing of one century and
115 the arrival of another offers a rare opportunity to look back at where public health has been and forward to the challenges that lie ahead. From the mid-18th century to the first quarter of the 19th century few could envision progress in public health, especially when infectious disease epidemics were taking their toll. It was a time when science had not yet determined the cause of epidemics and avoidance or isolation of the diseased was a primary tactic in keeping illness from spreading. However, several developments were on the way from work being conducted by early public health pioneers. These diseases would eventually bring growth in scientific knowledge and pave the way for more effective counteractions. By the close of the 19th century, science had facilitated progress towards treating and diagnosing disease. It also gave way to organized control measures that were being deployed through a public health infrastructure in the form of local and state health departments.
The story of the Greenwich Department of Health is quite fascinating; however, there is not enough space in this report to convey the outstanding contribution it made to the community of Greenwich over the last 125 years. Therefore, what is contained in the paragraphs that follow is a bit of history describing the formation of the Department and the making of public health programs to protect the community during a time when it was needed the most.
The Greenwich Department of Health (“Department”) was established in 1887 after the formation of the Greenwich Board of Health (“Board”) in 1872. By 1883 the Board was authorized to add physicians to its membership, which at the time was predominantly made up of justices of the peace. In 1886, by enactment of the General Assembly (Public Act of 1886) duties of the Board included the requirement of presenting “doings of the Board for the preceding year” at the annual town meeting. As a result, the First Annual Report of the Greenwich Board of Health was recorded for the year ending October 1, 1886. It was in the minutes of this meeting that the Board appointed the first Health Officer or Director of Health. To date, the Board has appointed 11 permanent Health Officers or Directors to care for the Greenwich population. Similar to other founded cities and towns, Greenwich in 1886 was burdened with infectious disease epidemics (cholera, typhoid, scarlet fever, smallpox, yellow fever and diarrheal diseases). At the time there was no hospital and very few physicians; however, the Board, along with the Health Officer, instituted the measure of isolating all those who became ill to control the spread of disease. By the late 1890s, the second Health Officer was appointed and through his leadership, a sanitary program to protect drinking water and waterways was adopted. The need for an emergency hospital and isolation plant (Greenwich General Hospital) was also recognized in an effort to care for those who had fallen sick from raging diseases. At the end of the 19th century, progress was made in treating and diagnosing disease.
By the beginning of the 20th century (1900) life expectancy at birth was 47 years of age. About 30% of all deaths were in children less than 5 years old. It was a time when public health focused on health of individuals, environmental sanitation, disease tracking and encouraged laboratory science. During the first decade of this century and much of the next, the Board and the third Health Officer of the Town battled many more disease epidemics such as measles, polio, diphtheria, whooping cough, scarlet fever and malaria. In 1914, public health nurses were hired to care for ill patients in the home and to run milk stations that were established to provide non-contaminated milk to mothers. This effort reduced the infant mortality rate significantly; however, additional measures would be needed. To control the spread of malaria, the mosquito populations were controlled by draining and swamp oiling. To handle the accumulation of garbage and debris throughout the Town, clean-up campaigns were launched along with the idea of building an incinerator. By 1913 the Department‟s Environmental Health and Laboratory program was formed to collect and analyze water, milk and food samples. In 1917 over 3,000 smallpox vaccinations were given in the community to control the disease. In 1918 the world experienced the Great Pandemic Influenza which claimed 100 million people worldwide, 500,000 people in the United States, 8,500 people in Connecticut which included 200 in Greenwich. By 1920, the Department‟s Dental Health program began in response to care for school children who suffered from chronic oral health disease. This problem also called for the need to institute good oral hygiene practices and provide health education for oral care.
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By the first quarter of the 20th century the Department of Health was providing many needed public health services in the community. An evaluation conducted by the Yale University Department of Public Health in 1925 determined that the Department was progressive in many areas of public health, including communicable disease and controlling the contamination of milk, food and water supplies through the Environmental Health and Laboratory program. The Nursing program was deemed as excellent, providing for care for ill patients in the home and for school children. The Dental Health program was meeting the needs of school children and those who could not afford services of a private dentist. The report did highlight areas that needed improvement such as sewage and garbage control, the need for a communicable disease hospital and tracking of tuberculosis (TB) and venereal diseases. Intensive control of general sanitary conditions was also needed. Following this review, the already established “Greenwich General Hospital” was updated to care for patients only with contagious diseases and was renamed the “Municipal Hospital.” The Pavilion which was attached to the hospital continued to be used for TB patients, but later was converted into a residence for nurses. In 1946 the hospital‟s name was changed to Nathaniel Witherell Hospital and the patient caseload began to shift from contagious diseases to chronic diseases. This was the first sign that indicated change for patient care. By the end of 1925 the Department was offering chest clinic screenings and nursing services to care for chronically and acutely ill patients in the home. Environmental health regulations were passed by the Board to combat water contamination and the spread of disease. The Dental Health program in the school system became a requirement which included oral health education and screenings. Finally, the most prevalent diseases in the general population were cancer, whooping cough and measles. Although the infant mortality rate seemed to be dropping, it still remained high at 69.3% per 1,000 births.
As demonstrated in the first 25 years of the 20th century, public health is important in protecting the community from illness and disease. As the century progressed, many advances in public health were made to improve quality of life and to expand years of life. As changes occurred in the past and continue to happen in the future, the Department will shift its service to meet the needs of the community. Today, public health functions as a partner in providing essential health services in an effort to prevent disease, prolong life and promote a healthier lifestyle. However, due to funding limitations the Department has lost critical functions that deliver vital services. Unfortunately, this has weakened public health prevention and response measures. Greenwich has been and continues to be very fortunate to have a Board of Health and Department of Health caring for its residents. I am hopeful; however, that the importance of their work will be recognized and supported through the annual budget process.
BUSINESS OFFICE [Deborah Flynn, 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 seventy-three thousand five hundred ninety-four dollars ($73,594), Preventive Health and Health Services Block Grant funds of eight thousand two hundred sixty-seven dollars ($8,267) and funding for Public Health Emergency Preparedness in the amount of fifty-four thousand nine hundred twenty-seven dollars ($54,927). In addition to these grants, the Department accepted state emergency preparedness funds (fifteen thousand dollars ($15,000)) to establish a Medical Reserve Corps (MRC) to recruit and train volunteers for use during an emergency and accepted two thousand seven hundred three dollars ($2,703) for a Lead Poisoning Prevention program. 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 117 normally be funded through the municipal budget process. Federal grant funds have been allocated with the intent to carry out public health emergency planning activities with special emphasis on contractual items associated with bioterrorism preparedness, volunteer recruitment, staff training and developing public health response plans.
EMERGENCY PREPAREDNESS [Michael J. Vincelli, Part-Time Coordinator] [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.
Local public health departments throughout the U.S. have made progress since September 11, 2001, when they were given the task of planning for and responding to public health emergencies. However, the reduction in Federal funding that supports this activity has slowed down significantly. This year, the Department continued to focus on a number of preparedness activities with the assistance of two part-time Public Health Emergency Preparedness Coordinators. Unfortunately, limited federal funding could not support a full-time position.
During a public health emergency, residents, local businesses, health care providers and Town officials will become easily overwhelmed from a disease outbreak, a bioterrorism event, a radiological incident or a natural disaster. 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 Coordinators serve to address this need by fulfilling many of the preparedness target capabilities. The essential duties undertaken this year included developing and updating public health response plans and training staff of several Departments, including Health. Recruiting medical and non-medical volunteers for the newly formed Greenwich Medical Reserve Corps, overseeing and participating in drills and identifying shortfalls in planning activities were also carried out. Communication networks and promoting good working relationships with local, state and regional planning leaderships were worked on during the entire year. Among all of the duties and activities the Coordinators concentrated on, educating the general public and addressing emergency preparedness for special need populations were most important. The Coordinators also assisted with grant funding contracts as they pertained to contract deliverables and responded to a White Powder Incident at Town Hall in April 2012 with other town emergency responders and the FBI.
During the course of this year, various annexes to the Department‟s Emergency Response Plans, Vulnerable Population Plan, Mass Distribution Plan, Influenza Plan, Pandemic Influenza Vaccination Plan and Security Plans for all Mass Dispensing clinic locations were either revised or written.
With respect to a State-mandated evaluation (Technical Assistance Review (TAR)) that was designed to judge local health agencies on their performance in responding to a public health disaster, the Department scored one of the highest scores among planning communities.
Several health education emergency preparedness sessions were conducted this year with most being offered to the senior community. The Director of Health received positive feedback from the 150 seniors who attended these sessions. Members of the newly formed Medical Reserve Corps (MRC) and the Department‟s staff were trained about response activities during disaster events. Thus far, over 100 medical professionals have signed up to be a MRC volunteer. Non-medical volunteers are also being sought.
The Coordinators took advantage of several training opportunities and participated in a few real-time storm events (ice, snow and rain) that occurred during the year. The emergency response staff managed the emergency preparedness/response side of the department‟s response to both Tropical Storm Irene (August 2011) 118 and the October, 2011 Snow Nor‟easter (Alfred). Some department staff also worked with the Coordinators to assess the Department‟s ability to plan for and respond to an emergency through a competency-based training and recognition program that assesses preparedness (Public Health Preparedness Ready (PHRP). In addition, several exercises outlining possible events (i.e., anthrax attack, hurricane category 3 hurricane and fatality management) were attended. The Department‟s staff also participated in several state drills that demonstrated effectiveness of local plans. The Department hosted several meetings with Town and Red Cross officials in an effort to produce a Memorandum of Understanding (MOU) that would define the role of the Red Cross during various disaster events, especially as it pertains to sheltering activities. These meetings were necessary due to the organizational change of the American Red Cross Greenwich Chapter, which now has become regionalized with Chapters in New York State. Unfortunately, this regionalization has altered the level of emergency response support once given to the Town during emergencies.
The Coordinators and the Director of Health attended a two-day intensive training titled, “Epidemiological Investigations Workshop” sponsored by the Connecticut Department of Homeland Security, Centers for Disease Control and Prevention (CDC) and the FBI. The training focused mainly on how public health and law enforcement should work together during incidents that threaten the public‟s health.
Finally, the Board of Health, along with the First Selectman‟s office endorsed the need for a full-time Public Health Emergency Preparedness Coordinator. The proposal for this position included using available funds from the federal government along with an appropriation from the Town. Although the full-time position request demonstrated the need for continuity in emergency planning by adding the public health component, the Town‟s budget process eliminated the funding proposal during Department budget reviews. Based upon this action, public health emergency planning activities will be limited.
OFFICE OF SPECIAL CLINICAL SERVICES [Thomas Mahoney, 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 (STD‟s) 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 has partnerships with the Red Ribbon Foundation, Stamford CARES, AIDS Alliance of Greenwich, Greenwich Department of Social Services, the Greenwich Board of Education and the CT Department of Public Health STD Program, to provide programs and services to clients and the community. Education, coupled with behavioral modification interventions, is a key component to preventing additional cases of HIV/AIDS, sexually transmitted diseases, pregnancy and bloodborne pathogen exposures.
This year the program conducted one hundred eighty-eight (181) educational programs serving over one thousand nine hundred (1,900) students, counseled and/or tested four hundred ninety-six (496) clients for HIV, STD‟s or pregnancy. Of the total counseled and tested, sixty (60) were treated on-site. Of the clients served, seventy percent (70%) were Greenwich residents. According to the State Department of Public Health, there were sixteen thousand one hundred seventy-nine (16,179) cases of STD reported in 2011. Of the total number of cases, Chlamydia accounted for about 84%, which was reported predominantly among 10-24 year olds. In addition to on-site clinic counseling, three hundred ninety-four (394) telephone-counseling sessions were conducted, one thousand one hundred fifty-eight (1,158) clinical samples were collected and processed, which represents a slight increase over the number of samples last year. A total of thirty-seven (37) clients were referred for additional medical care, psychological and/or social services. The Director also conducted fifty (50) bloodborne pathogen training sessions, with one thousand one hundred thirty-one (1,131) employees attending (24.5% participant increase). A total of three (3) occupational exposure investigations were conducted and the
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Director also collected thirty-nine (39) Hepatitis B titers (blood samples) from Town of Greenwich personnel – professional and volunteer.
The Director served as a consultant to two local non-profit AIDS foundations – Sekolo Projects, Inc. and the Red Ribbon Foundation. This year the Director participated in an educational short film produced by the Red Ribbon Foundation addressing stigma and prejudice thirty years after the announcement of HIV in the United States. The Director also assisted the Red Ribbon Youth Council with a survey that explored knowledge and attitudes towards HIV/AIDS among high school students. A total of sixteen (16) high schools participated with more than one thousand six hundred twenty (1,620) students completing the survey. According to the Centers for Disease Control and Prevention (CDC), in 2010 there were 1.2 million people in the United States living with HIV infection, with 1 in 5 (20%) unaware of it.
As the chair of the AIDS Alliance of Greenwich (a local organization serving the needs of people living with HIV/AIDS) the Director helped to raise funds to provide case management, group support, and financial assistance. This year, six thousand six hundred fifty-eight dollars ($6,658) were distributed for health care, rent, mortgages, medication and emergency needs. As Chairman of the Advance Care Planning Coalition, an initiative of the Department of Health, Greenwich Hospital, and the Greenwich Commission on Aging, end-of- life care educational forums were offered to the public to stress the importance of having an advance directive.
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 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 2011-2012 fiscal year the Division continued to be short staffed in an administrative/office position and an environmental hygienist position for most of the year. Support was obtained on a part-time basis 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 fulfill all of the required activities. This year the Division did see a slight increase in the number of new permits and plan reviews in comparison to last year.
In 2011, there were nine (9) human cases of West Nile Virus (WNV) reported in the state, which included one from Greenwich. 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 2011, 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
120 mosquitoes, the Department of Parks and Recreation continued its program for mosquito control at facilities under its jurisdiction.
The Division continued to assist the Director of Health in preparing for public health emergencies and supported staff training in a variety of areas relating to bioterrorism response. Division staff assisted with the summer and fall storms in 2011 both with staffing of the shelter that was opened for Hurricane Irene and providing guidance and assistance to food service establishments that lost power during the storms (both Irene and Alfred). Division staff also assisted with the 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. Although there were some inconsistencies with the operation, overall the system continues to improve each year.
The part-time administrative staff started the process of scanning many of the documents of the Division (complaints and inspections) into the Town‟s Digital Imaging software program. The scanning project is still being worked upon given existing staff capabilities. The majority of the documents (septic, well and food service files) that need to be scanned must be done by a contractor due to the complexity of file information.
The 2011 beach season experienced a number of beach closings due to many rainfall events. Byram Beach was closed for a total of fourteen (14) days, all due to rainfall; Greenwich Point was closed for seven (7) days due to rainfall. Great Captain‟s Island and Island Beach were both closed each for seven (7) days (fourteen (14) days in total) due to a series of heavy rain events one event being Hurricane Irene. All beach facilities have written closure policies that are reviewed on an annual basis.
In 2011-2012, forty-two (42) animals were sent to the Connecticut Department of Public Health Laboratory for rabies testing. The majority of animals submitted for testing were bats (32) found in the home. Of the total animals submitted, three (3) were positive (raccoon, skunk and bat).
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 three hundred (300) vehicles were served in May 2012.
The Director continued to work with the Byram Watershed Coalition which consists of government agency officials from Westchester County, Greenwich and the Connecticut Department of Energy and Environmental Protection (DEEP). A watershed management plan has been finalized and submitted to the DEEP for review. Funding assistance for the coalition is provided by the Southwest Connecticut Conservation District.
The Division continued to enforce food service operation regulations in the three hundred forty-one (341) food service establishments that are licensed with the Department. This is a slight increase from last year. In addition, a considerable amount of time was spent reviewing more than one hundred twenty (120) building plans and twenty one (21) building demolition permits. The number of demolition permits has doubled from last year. Approximately one hundred thirty two (132) well and septic system permits were also issued which is down slightly from last year. To determine septic system suitability, one hundred thirty two (132) soil tests were conducted, along with one hundred one (101) septic system replacement areas being identified. This activity has increased considerably, which may indicate a positive sign for the economy. A total of eighty two (82) body care facilities and thirty two (32) massage establishments were inspected for licensure. The Division also licensed ten (10) indoor pools and fifty five (55) outdoor pools, which are inspected and sampled throughout the year.
LABORATORY [Douglas Serafin, Supervising Director of Laboratory Activities]
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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. Although the laboratory provides a significant service to Town residents through flexibility of service and reasonable costs, the fallen economy affected the number of samples processed.
The occurrence of tick-borne disease is rising, not only within the Town, but also across the nation. In 2010, the latest year for which information is available, twenty-two thousand five hundred sixty-one (22,561) confirmed Lyme disease cases were reported in the U.S., along with seven thousand five hundred ninety-seven (7,597) probable cases. Among the states with the most reports, Connecticut ranked third. In 2011, Connecticut reported a total of two thousand and six (2006) confirmed Lyme disease cases that met the national case definition, with one thousand thirty-five (1,035) probable cases. Among the eight counties in Connecticut, New London County reported the highest incidence rate of Lyme disease, while Middlesex County was last with the lowest rate. Unfortunately and not true to actual patient cases, Greenwich reported only three (3) confirmed and no probable cases of Lyme disease in 2011.
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 2011-2012, five hundred seventeen (517) ticks were submitted by residents and identified as deer ticks. This number represents a slight reduction in ticks submitted than last year. Of the five hundred eleven (511) ticks tested in-house, twenty percent (20%) were found to be positive for B. burgdorferi. This result represents a slight decrease from last year; however, it is still considered within normal range.
In mid-September 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 2011-2012, the Laboratory tested five hundred eleven (511) ticks for the Babesia organism with 3% being positive. Of the total ticks analyzed, 1% carried both the Lyme disease organism Borrelia and the Babesiosis organism Babesia microti. These percentages are slightly lower from those of last year.
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.
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 seventeen (117) 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, none were referred for follow-up. Also, one hundred forty-seven (147) hemoglobin/hematocrit blood samples from clinic children were analyzed and reported. Seven (7) results were found to be below normal and were referred to 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 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 sightings of dead birds and plotted them on a map using GIS system.
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, 122 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 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 Department‟s lab 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.
With the assistance from the Town‟s Administrator, the Town applied for and was awarded a Small Town Economic Assistance Program (STEAP) grant in the amount of one hundred thousand dollars ($100,000). Coupled with additional Town funding, this grant will support needed renovation to the laboratory. Once the work is complete, modern laboratory services for the public will be made possible along with the Lab‟s ability to serve the community during a public health emergency. As of this date, construction will begin in the fall of 2012.
One hundred sixty (160) cholesterol tests, measuring the lipid profile of the patient, were performed by the laboratory this year. This number represents populations from the nutrition programs sponsored by the Department as well as walk-in participation from the general public. Overall, 39% of all customers were found to have elevated total cholesterol levels.
Through assistance from State funds, the Laboratory conducted a successful Radon Outreach Program. Targeting specific sections of the town, a total of one hundred seventy-six (176) residents were served with radon-in-air test kits. Overall, the testing results indicated an average radon level of 4.51 pico curies per liter, slightly higher than the Environmental Protection Agency (EPA) action limit of 4.0 pico curies per liter. The program, which increased the number of homes tested for radon in Greenwich (9% of all households), also identified potentially hazardous living conditions for some households. Of the total homes tested, seventy-two (72) were found above the action limit.
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 2011-2012 by the weather station was 56.48 inches, a measurement 19% greater than last year‟s total and 15% greater than the average of the last 10 years.
DIVISION OF FAMILY HEALTH [Deborah C. Travers, Director]
The Division of Family Health has two major components: the Adult and 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 services of this Division are provided 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 the OSHA Blood borne Pathogen Standards and provides epidemiologic and surveillance support when a disease outbreak is
123 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. Through collaboration, nursing care and health education efforts, public health nurses administered over eighteen hundred (1,800+) influenza immunizations at twenty five (25) community-based clinics that included an Election Day influenza vaccinations and health awareness campaign in the Town Hall.
Adult Health nurses visited frail and elderly clients in the Home Health Maintenance program to assess health status, assist with medications and to administer vaccines and conducted nearly seventeen hundred (1,700) hypertension screenings through regular weekly clinics at Town Hall, the Senior Center and six other locations in the community.
The Maternal and Child Health (MCH) program continued services to families through Well Child Clinics, the monthly WIC program, and Parent Wellness classes. The MCH nurse provided over one thousand one hundred (1,100) health screenings to more than one hundred fifty (150) preschool children who participated in the Passport to Good Health program. Family Health collaborated with the Division of Laboratory to provide lead screening and education at the local Head Start Program.
The Director of Family Health continues to represent the Department on the Community Health Initiative Partnership. Events included an elementary school-based Health and Wellness Fair, and a forum on the stigma of mental health: “No Kidding, Me Too”. Additional collaborations include but are not limited to the Greenwich School Readiness Council, Greenwich School Wellness Advisory Committee and the Greenwich Early Childcare Directors group.
As part of the Family Health goal to bring relevant public health information to the community, nurses assessed the community using a Health Information Survey that lists thirty four (34) topics. It is available in both English and Spanish and serves as a tool to allow community and client input. The Survey was distributed through program activities including, but was not limited to, Immunization and Hypertension Clinic, satellite hypertension screening sites, the Senior Center, Well Child Conferences, WIC, parent wellness groups, and health information sessions in the Town Hall lobby. Nurses discussed the Survey with clients and caregivers during home visits. The PHNs provided Health Information sessions in the Town Hall lobby, at community sites, the Senior Center, health education classes, parent groups as well as to patients during home visits. To increase community awareness about the rising incidence of Pertussis (whooping cough), the Tdap vaccination initiative “Cocoon Your Baby” was highlighted during National Immunization Week. The Communicable Disease nurse met with a middle school health class to talk about Tuberculosis and the role of public health in surveillance. In- service training on tuberculosis was provided for the school health nurses. During Older Americans Month, the theme was “Never Too Old to Play” and books on Aging and Physical Activity were distributed. Other events included Wear Red Day and Women‟s Heart Health; World TB Day; Nutrition & Diabetes awareness and National Public Health Awareness Week- “A Healthy America Begins Today.”
DENTAL HEALTH PROGRAM [Linda Conti; Jeannie Schnakenberg, Public Health Dental Hygienists]
Implemented by a staff of two (2) registered public health dental hygienists, the office of the Dental Health Program applies the principles and practices of preventive dentistry through a comprehensive oral health program of services to children, adolescents, adults and the elderly. The program consists of four initiatives: the School Dental Health Programs, Community and School-Based Preschool and Head Start Programs; the Maternal and 124
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 corporations. Working collaboratively with the professional dental community, the Dental Center of Stamford, the Greenwich Hospital Dental Clinic and Optimum Health Care Center, the program strives to prevent oral disease in persons of all ages. The program also strives to identify those who do not appear to have sufficient access to quality oral health care.
The major program goal of preventing oral 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 diseases still appear in young children. Through the Department‟s public health dental hygienists program objectives are implemented by providing dental screenings for early detection and periodic assessment of oral health problems and conducting educational sessions to stress the importance of preventive health care measures. This year, a total of two hundred thirteen (213) educational sessions were taught in kindergarten through fifth grade classes and five thousand nine hundred fifty-three (5,953) of the six thousand twenty-seven (6,027) eligible students received dental screenings. Of those examined, nine hundred thirty-five (935) or 15.7% were found to be in need of dental care and were referred to a dentist for follow-up. There were a total of one hundred fifty-six (156) or 16.4% 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 nine hundred sixty-three (963) students referred (including pre-schools) in 2010-2011, a total of five hundred forty-eight (548) or 56.9% of the students visited a dentist. The dental hygienists also responded to one hundred twenty-six (126) dental first aid needs and screened students in the sixth, seventh and eighth grades in all three middle schools.
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. This year, six hundred fifty-five (655) entrant forms were distributed and four hundred forty-six (446) or 68.1% were returned, indicating the number of students who had received dental exams by a dentist. This number represents a higher return rate for new students entering school than last year.
Fluoride has long been recognized as the most effective, economical and practical preventive measure for dental caries (cavity) control. 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 private wells. 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 seven thousand (7,000) Greenwich residences utilize private wells for their water supply with generally no fluoride or scarce trace amounts. 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 eighteen (3,518) eligible students, three thousand twenty-one (3,021) children or 85.9% participated. Overall, the program participation rate remained consistent with the previous year.
This year the staff dental hygienists were given an outstanding award of achievement – “Team of the Year Award.” Each year the Town‟s Employee Recognition Program honors employees for the work they do. The Team of the Year Award is given to a team that displays leadership qualities and has made an exceptional contribution to the welfare of the Town. Serving the majority of children in the community, the staff worked together in making a short educational film (5-minute DVD) entitled BJ Roo Goes to the Dentist, which expressed the importance of going to the dentist and brushing teeth. Developed by an award winning children‟s film producer, the DVD used puppets to convey this public health message.
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. In addition, due to the closure of Greenwich Hospital‟s Dental Clinic, the staff assisted families with finding a dental provider especially those who 125 accept HUSKY insurance. Recognizing that oral disease, especially dental decay, is the most chronic childhood disease, (5 times more common than asthma and 7 times more common than hay fever), the dental hygienists worked collaboratively with community dental providers to obtain prompt appointments.
In addition to the public school curriculum, six (6) elementary school-based pre-schools and nine (9) community-based pre-school programs were serviced with a total of two hundred sixty (260) exams conducted and thirty-three (33) educational classes taught. 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. This year thirteen (13) parents of program participants received screening. Of these, two (2) were found to be in need of serious dental treatment. With the assistance of a grant and support of a town dentist, both individuals were treated. With 100% participation, thirty-eight (38) children were examined and fifty-eight (58) conferences were conducted. Dental services were also coordinated for six (6) referrals with all receiving dental treatment.
Lastly, the program served over five hundred (500) seniors through community outreach efforts at several functions, including the Senior Health Fair, Senior Center meetings and at an AARP meeting. According to the literature, 30% of older adults have untreated dental caries and 50% have periodontal disease. In servicing the Town‟s special population, the staff provided health education to residents at Pathways, a provider of housing for those with psychiatric needs. Of those residents attending, dental screenings were provided. The staff also participated in several telephone conferencing programs that reached out to the homebound elderly. Lastly, the staff educated over 150 children aged 5 to 14 at the Boys and Girls Club of Greenwich at an event that is offered annually during Dental Health Month.
This year, twenty-four (24) children were examined as part of the Department‟s comprehensive Well Child Clinic. Notably, five (5) children or 20.8% required dental care. In addition, sixteen (16) parent conferences were conducted. The staff also provided services to the Woman, Infant and Child (WIC) program that meets once a month in Town Hall. A total of one hundred five (105) children were screened and four (4) were referred for treatment.
Finally, the staff participated in a health fair at Hamilton Avenue School by distributing oral health literature, toothbrushes and dental floss to over two hundred (200) parents and students; they also received public health instruction on the need to brush their teeth. Continuing public health education efforts, several powerpoint presentations on oral health care were given to members of the Greenwich Adult Day Care, nursing staff at Greenwich Woods Nursing Home and to staff along with patients at Greenwich Hospital‟s outpatient clinic for pregnant women. Finally, the staff participated in the American Dental Association‟s Give Every Child a Smile program. As a result, twenty-six (26) elementary students were screened, with all being referred to a local pediatric dentist for treatment. The program, which is based upon family income status and the extent of dental work needed, was offered at no cost.
Caroline Calderone Baisley, MPH, RS Director of Health
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THE NATHANIEL WITHERELL
2011-12 2010-11 2009-10
Budgeted Personnel 227 224 222 (FTEs):
Expenditures: Current $23,074,445 $21,861,507 $21,169490 Capital $383,510 $210,198 $182,456
Total: $23,457,955 $22,071,705 $21,251,946
Revenue: $22,477,710 $22,419,085 $21,951,170
The Nathaniel Witherell (TNW) is a 202-bed skilled nursing facility, owned by the Town of Greenwich and operated as a not-for-profit facility. It is licensed as a Chronic Care Nursing Home by the State of Connecticut Department of Public Health and provides rehabilitation services and skilled nursing care, offering priority for admission to residents of the Town. The facility participates in Medicare and Medicaid, with all 202 of its beds fully certified by both Programs. Nathaniel Witherell is located on a 24-acre campus on Parsonage Road, two miles from downtown Greenwich.
TNW continues to incorporate a philosophy of individualizing care for each resident by 1) maximizing choice; 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” and, consistent with that philosophy, TNW is committed to providing the highest quality of life and quality of care possible for each of its residents based on their individual needs in the areas of nursing, medical care, rehabilitation, social work, dining services, pastoral care and therapeutic recreation. TNW employs support staff in Nursing, Engineering, Housekeeping, Laundry, Finance, Admissions and Administration, all of whom are vital members of the total Witherell Care Team. Rounding out that Team are physicians, therapists, dieticians, nurse practitioners, volunteers, and a Family Council who are also committed to enhancing the quality of life of our residents.
Nathaniel Witherell staff and/or contracted personnel deliver customized care specific to each resident‟s needs. Whether a resident‟s stay is for short–term rehabilitation or for the treatment of chronic conditions that require long-term care, their needs are addressed by both professional and service personnel with training in areas, such as: Medication Management Medical Rehabilitation. Cardiac Rehabilitation Orthopedic Rehabilitation Wound/Skin Management Pain Management Breathing Management Alzheimers Disease and Dementia Care IV Therapy Nutritional Support/Clinical Dietician Renal Therapy Enteral Feeding Tracheostomy Care Coma Care 127
Hospice/End of Life Care Psycho-social/spiritual needs assessment Chaplaincy Service Hairdresser/cosmetician Community/Volunteer Services
The Nathaniel Witherell is currently governed by a nine-member Board of Directors. The members of the governing body are David Ormsby, Chairman; Christopher Ann Thurlow, Vice Chairman; Thomas Saccardi, Ph.D., Secretary; David Ayres, Lloyd Bankson, Frank Scarpa, M.D., Bruce Dixon, Louise Puschel and H. Andrew Fox
TNW STATISTICS
2011-2012 2010-2011 2009-2010 Admissions 374 363 367 Discharges 382 295 381 Occupancy Rate 91.8% 92.5% 92.6% Patient Days 67,884 68,224 68,703 Revenue $22.5 Million $22.4 Million $22.6 Million Sources of Admissions 2011-2012 2010-2011 2009-2010 Greenwich Hospital 273 276 280 Other Hospitals 70 60 58 Skilled Nursing Facilities 18 15 16 Assisted Living Facilities 4 4 3 Home 9 8 10 Total Admissions 374 363 367
MAJOR ACCOMPLISHMENTS AND ACTIVITIES
The facility remained among the highest rated nursing homes in the State as measured by Medicare‟s 5- Star Quality Rating index. The February 7, 2012 publication of US News and World Report identified Nathaniel Witherell as one of Connecticut‟s Best Nursing Homes. The Town of Greenwich Building Committee, working with the Board of Directors, Administration and its consultants from the S/L/A/M Collaborative and Turner Construction, achieved approval from the BET and RTM for Town funding for Project Renew. The Project is a $22.5M renovation of Witherell‟s aging facilities that will bring it up-to-date with respect to building and safety codes and better meet consumer demand for rehabilitation and long-term care. A construction start date in late 2012 or early 2013 is anticipated. TNW's admissions increased by 3% compared to the prior year with short-term rehabilitation accounting for 81.3% of total admissions. The facility's emphasis on service excellence and short term rehab services accounted for strength in admissions even while the demand for nursing home beds statewide continued to decline. Seven day/week therapy services and a focus on responding to hospitals‟ needs to discharge patients efficiently contributed to Witherell‟s admissions growth. The facility implemented three major information technology projects during the year: o MDI Matrix – an internet based clinical/financial data management software program for ADT (Admissions, Discharge, Transfer), clinical data management, billing, and financial reporting. The software has the capacity to expand to a fully integrated electronic health record. 128
o ADL (Activities of Daily Living) tracking to better document billable CNA direct care activities. o Witherell University – an internet based continuing education and training database that helps employees complete their training/educational coursework on line. Much of this training is required by licensing and regulatory authorities. With no increase in funding from Medicaid and reduced funding from Medicare, revenue held steady at $22.47 Million despite significant economic stressors in every sector of the economy.
Allen Brown Executive Director
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DEPARTMENT OF SOCIAL SERVICES ANNUAL REPORT FY 11-12 DEPARTMENT OF SOCIAL SERVICES
2011-2012 2010-2011 2009-2010 Budgeted Personnel 52 50 50 Expenditures: Current $2,900,110 $2,728,631 $2,870,945 Capital $0 $0 $0 Total $2,900,110 $2,728,631 $2,870,945 Revenue $12,962 $13,038 $24,590
Note: Fifty-two budgeted positions in 2011-12 were filled (23 full-time and 29 part-time, seasonal, and temporary). Expenditures included $2,681,110 in operating expenses plus $219,000 to External Entities. Operating expenses were increased by ($171,479) over last fiscal year. Revenues, generated only through Homemaker services, were $12,962 for the fiscal year. The above summary reflects a 4% increase in staffing over a 2 year period, and a 1.0% increase in budget over the same period.
STATEMENT OF DEPARTMENT MISSION, GOALS, AND TARGET POPULATION
Mission: The mission of the Department of Social 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 and economic independence.
Goals: 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 Social Services. Board members serve three year terms. Board officers this year were: Mr. Jim McGuire, Chairperson; Ms. Barbara Nolan, Vice Chairperson; Mr. Steve Gross, Secretary. Other board members were: Ms. Victoria deBary; Ms Maryann Ramos, Mr. Abbott Jones; and Ms. Angelica Arenas.
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KEY DEPARTMENT OPERATIONAL ACTIVITIES IN 2011-2012
Accountability: The Greenwich Department of Social Services (GDSS) management and Board are monitoring the Department‟s accountability by using data extracted from the EvolvCS 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 and Town leaders provides the Town‟s stakeholders (including the First Selectman, and BET) a better understanding of the Departments‟ activities and accomplishments. A major project for the Department was the establishment of client service plans. A service plan was created for each client that established needs, goals, objectives, progress notes and timelines for achieving goals. By establishing service plans the department will be able to develop a results-based accountability report. Meeting Community Needs: The increased demand for social services, due to the recession and slow job market, continued during this past fiscal year. This is reflected in the 3,484 client‟s served during FY „11-12. With the slower than expected economic recovery, we expect the need and demand for services to grow. The Greenwich United Way‟s “Assessment of Human Service Needs Assessment Report”, states, “Assistance meeting basic human needs, emergency shelter for families, and health services for the underinsured or uninsured were among the issues tagged by service providers, community leaders and residents as high priority concerns that are not adequately being addressed in the community”.
Following the goals established in its strategic plan and responding to the needs of the community, GDSS has organized several task force groups to assist in developing an effective network of community agencies.
Mental Health Provider Group - In collaboration with the United Way of Greenwich, organized a Mental Health Provider Group. The group brings together Town 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. In October 2011, GDSS continued its participation in the National Depression Screening Day, offering screenings and referrals to residents.
Workforce Development Group – Was formed to develop a better organized approach in linking under and unemployed clients with vocational and employment training programs. Agencies such as Inspirica, Jewish Family Services, Family Centers, Laurel House and Goodwill began to meet and share information about their respective programs. Planning began on organizing a jobs fair in the fall of 2012.
Hoarding Task Force – This group began to form in the spring of 2012. GDSS identified hoarding as an issue with some clients and began to organize a group of Town departments to share ideas on how to approach this challenging issue. A presentation from the Milford Department of Health was given in April on how that Town created a Hoarding Task Force. The Greenwich Hoarding Task Force began to develop in the spring/summer 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. A project established by this group was the development of an evening ESL program at BANC for adults. Enrollment greatly exceeded expectations and more teachers had to be recruited for additional classes. The program includes an evening meal for families and childcare activities during the class. The plan is to continue the program in FY ‟13 and possibly expand to a 2 evening a week program.
Conservator Group – Because of a dearth of conservators, GDSS is working with community agencies and the Probate Court in establishing a plan for encouraging more professionals to become conservators. A group of community agency professionals have formed to provide support services and advice to conservators to decrease 131 the burden of time and effort that sometimes consumes conservators and causes them to drop out. The group is reaching out to lawyers and lawyers groups in the community. One lawyer has stepped up and is doing a very effective job of working with mentally ill clients in the community.
In April, GDSS once again in collaboration with Lower Fairfield Regional Action Council facilitated a conference on co-occurring disorders.
Strategic Planning: The Board of Social Services completed the development of a Department three year strategic plan for FY „11-13 with the aim of delivering services in the most cost efficient and socially effective manner. The Department has very effectively followed the attainment of goals and objectives of the strategic plan and accomplished many of the objectives set by the plan in FY ‟12. Implementation plans for the entire Department were developed based off of the strategic plan and measured the effectiveness and performance of the Department.
KEY SERVICES TO THE COMMUNITY IN 2011-2012
The Department provides various direct and indirect services to Greenwich residents.
I. Direct Services. In FY „11-12 GDSS provided services to 3,484 clients. The monthly departmental caseload over the year, per FTE was 224. 1,665 new admissions to the Department.
The greatest needs were for assistance with 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: # Clients Served % Total
Client Evaluation & Ongoing Support Services 2,772 36
Personal Sustenance 2,161 28
Community Gifts 1,420 18 Financial Aid 623 8 Education Services 367 5 Protective/Legal Services 214 3 Homemaker 120 2 Total 7,677 100
Ethnicity: # Clients Served % Total Hispanic/Latino 1,510 43 White 1,287 37 African American 372 11 Asian 121 3 Other 194 6 Total 3,484 100
Age Distribution: # Clients % Total 0-17 1,133 30 18-24 313 8 25-44 814 21 45-64 825 22 65+ 713 19 132
Total 3,798 100 Gender: # Enrolled % Total Female 2,281 60 Male 1,517 40 Total 3,798 100
Casework and Case Management Services: The Department continues to be the major portal of entry for case management services to individuals and families who have basic human needs, (clothing, food, health care, and personal safety) and little economic and/or emotional ability to address them. The Department services are for those residents who exhaust all other viable options for self-sufficiency. Those able to pay are referred to the appropriate community agencies. Caseworkers make all efforts to locate and engage other community resources in meeting clients‟ needs. Services are delivered through two teams, one focusing on adults and families, and one focusing on seniors. o The A&F team provides services to families and individuals under age 50. The team served 2,300 clients in this fiscal year. o The Senior Team provides services to those over 50 years of age. The team served 1,184 clients. Of the 3,483 total clients served, 23% or 805 were 60 and above, showing the need for homecare services. Serving this population often necessitates going where the client is, be it in the home, Senior Center, doctor‟s office, or elsewhere. Mental Health Services: Both the Adult and Family, and the Senior teams share in the provision of mental health services to the chronically mentally ill population. Services include individual on-going support and clinical case management. The Department served 160 individuals this past fiscal year. A mental health caseworker was hired who concentrates her efforts on serving this client group and taking a leadership role in establishing a more effective network of services. Senior Protective Services: 155 residents received services designed to safeguard people 60 years and older from physical, mental and emotional abuse, neglect and abandonment and/or financial abuse and exploitation. Food Insufficiency: GDSS 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 453 households/families, or 1,092 individuals, enrolled in N-to-N. This represented 639 adults, of which 112 were seniors, and 453 children. This year, an average of 601 households received food monthly. Town Financial Aid: In FY „11-12 the Department distributed $203,576 in Town Financial Assistance to over 406 households. The four most urgent needs addressed were: Eviction prevention - $73,688 (39%) distributed among 102 households; Assistance with utility shut-offs - $38,311 (22%) were allocated to 134 households; Payment for Meals-on-Wheels and food cards - $34,207 (18%); Transportation for seniors and disabled adults- $10,871 (6%) were distributed to over 147 households. The balance of the funds was used to pay for Lifeline alert for seniors, medical emergencies, medication, and miscellaneous emergencies such as bed bugs, etc. Youth Services: The A&F team oversees two programs geared to Greenwich youth: The Greenwich Youth Conservation Project (GYCP), a 72-slot, summer employment, educational, and socialization program for 14 and 15 year-olds; and the Byram Archibald Neighborhood Center After-School Program (BANC), for children in kindergarten through 5th grade. BANC served 82 children in FY ‟11-12. The program applied for and was awarded a license as an after-school day care program. Homemaker Services: The Department provides Homemaker Services for low-income seniors and disabled individuals who meet criteria, on a small sliding scale. 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. Homemakers provided over 11,044 hours of service to 119 seniors and individuals with disabilities, for an average of 8.0 hours per month per client.
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Escorted Transportation: Transportation is provided for the physically and mentally challenged clients who receive casework 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. Our case aides also provide a physical assist to frail clients for a door through door service, whereas most of the alternate providers have door to door service. Case Aides provided 1,764 hours of service to 149 unduplicated clients, for an average of 1 hour and 10 minutes per month per client. GDSS contracted with TAG for Neighbor-to-Neighbor food deliveries. 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. o Renters Rebate „11-12: GDSS submitted 380 applications for renters‟ rebate. 100% were granted with benefits to applicants totaling $176,929.40. The number of applications increased by almost 2% and dollars awarded decreased by 11% compared to last year. o Energy Assistance ‟11-12: GDSS accepted 395 applications, a 3% decrease over last fiscal year. 303 awards were granted with total awards distributed $213,165, a 1% increase from last year. Over 78% of applicants received awards as opposed to 80% last year. The citizenship documentation differed from that required last year which may account for the decrease in applications and awards. 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. GDSS administers the program locally. Via the Greenwich Operation Fuel bank over $9,627 was awarded to 29 Greenwich households. Community Gifts Program: The A&F team oversees this program involving Town and private sector collaboration distributing toys, food, cash, clothing and shoes to Greenwich families in need. There are several component programs: o The Holiday Aid Program provided for 951 households, a 6% (53) increase over last year‟s 898 eligible households (2,768 individuals) during the Thanksgiving and December Holidays. o The Campership Program provided partial and full scholarships to summer camps for 219 children ages five to fourteen, and 19 seniors, totaling 238 campers. o The Boots and Shoes Program provided families with vouchers toward back-to-school footwear for 321 children, ages five to fifteen, through the Salvation Army Emergency Aid Program. The Salvation Army also provides other assistance, such as food vouchers, and financial assistance regarding specific needs.
II. Indirect Services: The Department works in collaboration with community agencies to identify human service needs and responds accordingly. Community Partnership (External Entities): Since 2006, GDSS has had the responsibility for oversight of local Human Services Organizations that receive Town funding. In FY ‟11 – 12, $219,000 was distributed to eight community agencies. There was an addition of one new agency: YWCA Domestic Violence Program. Other agencies funded were: Liberation Programs; Shelter for the Homeless; United Way (Town share toward-Youth Coordinator); Family Centers, Child Guidance Clinic; Kids-In-Crisis; and SW Regional Mental Health Board. 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. Such committees include Child Protection team, School Readiness Committee, Youth Council, JRB, and Teen Pregnancy Prevention Committee. Staff participates at the Senior Provider Network, the Commission on Aging, and Partnership and Elderly Services. GDSS Staff is also a member of the Greenwich Hospital Utilization Review Committee. Other leading collaborative partners include Greenwich United Way, Greenwich Housing Authority, Family Centers, Pathways, the Dubois Center, Neighbor-to- Neighbor, Board of Directors of Operation Fuel, Advisory Committee of the Norwalk Transit Authority, and the Program Committee of Abilis. GDSS staff also works closely with other Town departments, including the Office of the First Selectman, Police Department, Department of Health, Public Works, and Parks and 134
Recreation, to coordinate services, such as evictions and condemnations, services for youth, and general public safety.
DEPARTMENT ACCOMPLISHMENTS IN 2011–2012
Strategic Planning: The Board of Social Services completed its three year plan in fiscal year 2011-2012. This plan will now be used as a roadmap for the Department in its delivery of services to the Greenwich community. The strategic planning process included a rigorous needs assessment with multiple Town officials and leaders of not-for-profit organizations active in the provision of social services. It outlines five goals with objectives that will establish implementation plans to be used throughout the Department. Department progress will be measured by accomplishment of Strategic Plan objectives. Department Service Plan: The Board of GDSS with staff support reviewed and evaluated all GDSS programs: Casework, Homemaker, Escorted Transportation, Community Gifts, and Community Partnership. Measurement of Service Outputs: With the EVOLVCS implementation, the Department developed a monthly statistical report to quantify service delivery, produce statistical analysis, assess ongoing needs, and improve accountability. The plan is to summarize all of the most important data into a dashboard report. Student Interns: GDSS provided the opportunity of internships for Masters level Social Work students. This year two students, one from University of Connecticut, and one from New York University, interned in the Department. Both Interns successfully implemented projects that benefitted the community. Both Interns successfully implemented projects that benefitted the community. One intern was instrumental in organizing a support group for older adults at the Senior Center. The other intern working with the Probate Court established a support group for conservators in an effort to encourage more volunteers that are greatly needed for clients. The Department also had a summer intern from University of Connecticut working on special projects.
SPECIAL PROJECT PLANS FOR 2011-2012
Collaborative Projects: As stated in the Department‟s strategic plan, collaboration with community agencies in meeting the Town‟s strategic needs will be a top priority. The United Way Needs Assessment Report identified the need to improve mental health services to seriously mentally ill clients. The Department in collaboration with the United Way formed a Mental Health Provider Group that has brought together mental health providers from Greenwich and Stamford that serve Greenwich residents. The goal of the group is to establish a continuous information flow among agencies and improve communication. The next collaboration group planned for formation is a workforce development group.
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Please refer to BOE’s District Success System for Annual Reporting
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GREENWICH LIBRARY
2011-12 2010-11 2009-10 Budgeted 62 64 64 Personnel: Expenditures: Current $8,420,480 $8,408,979 $8,211,184 Capital $257,511 $235,619 $130,222
Total: $8,677,991 $8,644,598 $8,341,406
Revenue: $1,182,414 $1,360,763 $1,425,789
Greenwich Library faces a challenging environment in which traditional resources must be balanced with electronic media. We continue to engage with our patrons through development of the Strategic Plan, a road map for the future. The support of the residents of the Town of Greenwich, Trustees, Friends and the State of Connecticut continues to be critical to our success.
Noteworthy Accomplishments In June 2012, Greenwich Library launched “Connecting our Community,” a new Strategic Plan charting the future course of services and collections. Greenwich Reads Together, the community-wide reading experience, continued its second year, led by community organizations including Greenwich Arts Council and Greenwich Historical Society. It engaged over 2,000 residents in exploring Zeitoun by Dave Eggers through discussions, lectures, films, a concert and a Skype session with the author. Greenwich Library was named a five-star library by Library Journal for the third time. The children‟s summer reading program, One World, Many Stories, grew to 909 children registered at all three locations, an increase of 63 over the previous year. Lending Services launched a new self-service area, enabling patrons to pick up holds themselves without waiting in line, a direct result of the Community Survey. After two major storms struck in August and October 2011, Greenwich Library once again proved a reliable and comfortable refuge for Greenwich residents. In times of need, the libraries are safe havens, offering everything from outlets to charge electronic devices and Internet access to a café serving simple meals. The Downloadable Library collection experienced exceptional growth in the use of downloadable eBooks (313% increase to 32,890 downloads) and downloadable audiobooks (23% increase to 6,883 downloads). AuthorsLive@GreenwichLibrary continued to attract bestselling authors such as Bill Bryson, David McCullough, Sally Bedell Smith, Amor Towles and Mika Brzezinski and Joe Scarborough. The Main Library offered extended hours during high school exam weeks in January and June 2012, as well as over Labor Day weekend 2011 after Hurricane Irene hit the area. Teens4Teens was formed to gather students from grades 9-12 to use library resources to initiate, develop and realize projects relevant to their peer group in exchange for community service hours. As part of a multi-year capital improvement plan, the Main Library continued to upgrade its heating, air conditioning and electrical systems. Additional electrical outlets and data ports were added to increase capacity in response to power outages.
Statistics and Highlights Greenwich Library usage grew in several key areas in fiscal year 2011-2012. Door count increased 1% to 745,093 although circulation decreased 2% to 1,469,384. Website usage increased to 1,545,075, a 19% increase, as patrons browsed the collection, placed holds and downloaded eBooks, audiobooks and music 24 hours a day, 7 days a week.
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Program attendance increased dramatically by 10% overall to 55,686, with the largest increase occurring at children‟s programs at the Byram Shubert Library, which increased 24% to 5,069. Reference assistance increased 4% to 191,831.
Sources of Funding The Town of Greenwich funds the Library‟s annual operating budget. The Trustees Development Office raises private funds to support programs and initiatives of the Trustees, Friends and Staff. These initiatives continue the public/private funding of the Library to enhance and develop new programs and services for the public.
The Clementine L. Peterson 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, not the Greenwich Library Board of Trustees, govern the investment plan and distribution of funds. Since its inception, the Foundation has distributed over $36 million, funding collections and staffing, as well as enabling the construction of the 32,000 square foot Peterson Wing. The annual distribution is used for operating and staffing costs as well as for enhancing business and music collections and services.
Connecting our Community A new Strategic Plan that charts the future course for Greenwich Library was unanimously adopted by the Library's Board of Trustees in June 2012. The Plan is the culmination of an 18 month-long process which included a community-wide survey, focus groups, a Trustee survey, a staff survey and retreat, as well as countless hours of analysis and evaluation by the Strategic Plan Steering Committee. Staff and Trustees worked with consultant Maureen Sullivan, now the President of the American Library Association, and Berk Associates, a Seattle-based consulting firm, throughout the process. The Strategic Plan builds upon the Library‟s strengths and identifies five key areas of focus: Collections, Technology, Lifelong Learning & Enrichment, Service & Community Space and Community & Connections. Strategic Initiatives within each of these five topical areas outline short- and medium-term goals to improve operations. A new mission and vision are identified within the Plan, along with a new set of values.
Library staff has already begun implementing changes identified throughout the planning process. When 83% of respondents to the Community Survey indicated they would like to be contacted via email, staff launched a bi- weekly eNewsletter and began sending all borrowing notices by email. A staff programming committee was convened to review current offerings and plan programs that promote and extend the collections, services and mission. The new self-service pickup of holds service was another result of the Survey.
Responding to the Needs of the Community Greenwich Library launched the Business SMARTS series with Fairfield County SCORE and the Chamber of Commerce to educate small business owners on best practices for websites. The Library‟s partnership continued with the World Affairs Forum, bringing notable speakers such as former Senator George Mitchell, who discussed turmoil in the Middle East and Dr. Sara Tjossem, who discussed the state of the world‟s oceans.
In February 2012, Children‟s Services coordinated the inaugural Take Your Child to the Library Day to showcase the Library‟s resources, programs and services including Ready for Reading Kits, downloadable eBooks, databases for language learning and homework help, and story times and book clubs for children birth to age 12. Winning entries from the "Love Your Library" bookmark contest were printed to celebrate National Library Week in April. One of the highlights of the day was a TheatreWorks production of Charlotte’s Web in the Cole Auditorium, sponsored by the Friends of Greenwich Library.
The AuthorsLive@GreenwichLibrary series continued to grow, bringing well regarded authors to Greenwich including two-time Pulitzer Prize winner David McCullough and bestselling humorist Bill Bryson.
The Peterson Concert series featured stellar performances from Grammy award-winning guitarist Laurence Juber; big band sounds from Vince Giordano and the Nighthawks, and singer-songwriter John Gorka. The 138
Ashforth Children‟s Concert series, designed to expose children to high quality musical performances, hosted cellist Eddie Arron and pianist Jeewon Park. Two plays were staged in the Cole Auditorium: Almost, Maine, a romantic comedy and Lady Bird, Pat and Betty: Tea for Three, a one-woman show about three first ladies. The Shakespeare series with Bob Smith continued, exploring Othello and As You Like It.
Technology Advancements The website continues to rise in popularity, with a 19% increase in visits. Online visitors can browse and place holds; use Overdrive to download eBooks and audiobooks straight to their computer, iPod, eReader or MP3 player; stream music through the Naxos Music Library; access premium commercial databases specializing in such topics as health, careers, genealogy and history or listen to podcasts from the AuthorsLive series.
As eReaders continue to rise in popularity, use of the Downloadable Library collection grew for eBooks (313% increase to 32,890 downloads) and downloadable audiobooks (23% increase to 6,883 downloads). However, despite strong growth, Greenwich Library is not able to offer more titles because most publishers and their respective imprints do not make their eBooks available to libraries. Not all titles are available in digital format; many publishers do not release digital simultaneously with print. Some publishers have drastically hiked eBook prices for the library market, which, at times, inhibits the Library's ability to purchase multiple copies. The American Library Association is engaged in discussions with book publishers to remedy this situation.
The Library partnered with Greenwich Alliance for Education on the Bridging the Digital Divide program. The Alliance supplied laptops and Internet access to students and the Library provided training for their parents.
Library Branches and Friends Byram Shubert Branch Library: The Byram Shubert Branch Library staff, in conjunction with the Friends of Byram Shubert Library, offered a diverse group of programs for adults and children including music and craft demonstrations and health lectures. Highlights included community classics like the annual tree lighting and open house in December and the 81st anniversary celebration in May, as well as new favorites such as the music of Peter Hand and the Has Vaz Duo and a Book and a Slice. The Friends of the Byram Shubert Library held two successful book and media sales in November and May as well as several local art shows.
Cos Cob Branch Library: The annual open house and book sale featured an international flair with a theme of “One World, Many Stories.” Cos Cob hosted several notable AuthorsLive events including Jane Ziegelman (97 Orchard: An Edible History of Five Immigrant Families in One New York Tenement) and Nicole Straight (More Time to Eat). Several community art shows were presented in the Community Room including wildlife photos of Cos Cob photographer Joanne Bouknight. Long running book clubs continued including the Brown Bag, Thursday Evening and Mystery Lovers book clubs. The branch staff continues to partner with the Friends of the Cos Cob Library to offer a variety of programs for adults and children such as workshops on crafts, genealogy and Sudoku, as well as outreach to “tweens” including game and movie nights.
Friends of Greenwich Library: The Friends continued their supportive relationship by bringing a variety of educational and entertaining events to the Library. The Flinn Gallery exhibits of New York State of Mind, Piano Pieces and Paperworks were very successful. The esteemed Musicians from Marlboro returned to the Cole Auditorium as part of the Cole Concert series, along with 17 year-old piano prodigy Conrad Tao. The Poet‟s Voice series presented Dr. Elizabeth Alexander, a Yale professor who composed and delivered “Praise Song for the Day” for President Obama‟s inauguration. 40 preschool children enjoyed bimonthly visits to the Children‟s Room through the Outreach program. Families enjoyed spectacular performances including Henry and Mudge and The Yellow Brick Road. The Friends of Greenwich Library generously contributed funds to support Summer Reading programming and funded the Library‟s book van which visits 12 senior residences in Greenwich.
Looking Forward For more than a century, Greenwich Library has proven itself to be an essential resource for residents. With materials for research and entertainment; career and technology training; art exhibits and music concerts; story 139 times for children; and programs for adults, Greenwich Library is a vital cultural and educational institution considered a "community treasure." In 2012-2013, Greenwich Library will begin implementing many of the new initiatives identified in the Strategic Plan, as it continuously strives to fulfill its mission. Carol Mahoney, Director, Greenwich Library
PERROT MEMORIAL LIBRARY
2011-12 2010-11 2009-10 Budgeted 42 43 43 Personnel: Expenditures: Current $1,508,088 $1,415,976 $1,434,559 Capital $50,000 $0 $0
Total: $1,558,088 $1,415,976 $1,434,559
Revenue: $18,395 $15,081 $11,570
Library Planning The Board of Directors formally adopted a new Strategic Plan in 2011-2012 to provide us with a roadmap for improving the library‟s collections, programs, and facility for the next five years. The Long Range Plan is the result of a community survey, ideas and suggestions provided by focus groups of local residents and data analyses. The “conversations with our community” re-established and strengthened our commitment to high quality and highly valued public library services for the foreseeable future.
Library Programs Perrot Library hosted a variety of programs last year with broad appeal to diverse audiences. Among the events that appealed to our eager attendees were Francine Sagan, “DaVinci‟s Sweet Tooth”; Charlotte Smith, “Dreaming of Chanel”; Dr. Susan Blum, “4 Steps to a Healthy Immune System”; Greenwich Reads Together, “Zeitoun” and Andrew Pighills ,“Our Old Stones” in partnership with the Historical Society of the Town of Greenwich. Our very popular Summer Movies in the Park returned with “Dr. No” and “Miss Potter”.
Library Facility Improvements The interior of Perrot Library was rejuvenated this year thanks to a Capital Budget Appropriation from the Town of Greenwich for new carpeting throughout the building. In addition, all of the walls, ceilings, interior windows, doors and trim were repainted restoring the library to its original grandeur. The Board of Directors engaged the services of a Consulting Engineer to conduct a Capital Needs Study with recommendations to guide the Board with facility improvements for the future.
LIBRARY STATISTICS Library Visits: 207,648 Items Borrowed 265,541 Days Open: 337 Reference Questions: 41,183 Public Internet Use: 23,031 Program Attendance: 14,360
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Items in the Collection: Adult Books: 30,058 Children's Books: 30,539 Music CDs: 2,269 Movies on DVD and Blu-Ray: 4,486 Magazine and Newspaper Subscriptions: 110
Kevin McCarthy, Library Director
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BRUCE MUSEUM
2011-12 2010-11 2009-10 Budgeted Personnel: 0 0 0 Expenditures: Current $0 $0 $0 Capital $0 $0 $0
Total: $0 $0 $0
Revenue: $0 $0 $0
The Bruce Museum offered a full complement of exhibitions and educational programs during FY 2011/12. A highlight of our fall calendar was Drawings by Rembrandt, his Students and Circle from the Maida and George Abrams Collection (9/24/11 - 1/8/12). A selection of works from the finest private collection of Dutch drawings in America, it included ten sheets by Rembrandt and superb examples by his followers, including many drawings never before exhibited or published. The exhibition was complemented by two portrait paintings by Rembrandt, the first paintings by the master ever exhibited in Greenwich. As with many of the more ambitious shows that we conceive and organize, this exhibition was exported to Houston's Museum of Fine Arts, where it drew large crowds. Running concurrently with Rembrandt was a show of American Impressionism, entitled Divided Light and Color: American Impressionist Landscapes (10/29/11 - 1/29/12) which featured many examples by the leading exponents, Childe Hassam, John Henry Twachtman, Willard Metcalfe, and Theodore Robinson, as well as the local Cos Cob School, most of which were borrowed from local private collections. Finally, we also offered a handsome show, The Prints of Martin Lewis: From the Collection of Dr. Dorrance Kelly (10/2/11 - 2/26/12), which highlighted the masterful early 20th century printmaker‟s images of New York City and the Connecticut countryside.
This year we celebrated the centennial of our opening as a museum in 1912 with three sequential exhibitions, collectively entitled Marking a Century, which highlighted recent and promised gifts of art to the Bruce Museum. It should be recalled that all purchases and gifts of art to the Bruce become the collective property of the citizens of Greenwich. We also celebrated our birthday with two shows that honored our century-long collaboration and partnership with sister organizations in the community, Coming Full Circle: The Greenwich Art Society Celebrates 100 at the Bruce Museum (2/11/12 - 4/1/12) and with Greenwich Preservation Trust Greenwich Lost and Preserved (3/3/12 - 5/27/12), featuring Greenwich's oldest house, the Thomas Lyon House. As we do every year, we also mounted a show of art created by high school students, entitled iCreate (6/2/12 - 6/24/12) to acknowledge the talents of young local artists.
The spring and summer seasons offered a welcome opportunity to once again examine the confluence of art and science that has distinguished the Bruce's exhibition programs over the years. The arrival of the Olympic Games in London this last summer provided an opportunity to examine both the physiology of competition at the highest level in a science show, titled The Games (3/24/12 - 8/12/12), and to trace the history of the original sports, from Antiquity to the present, in our main summer show, The Olympic Games: Art, Culture & Sport (5/12/12 - 9/2/12). This show not only featured ancient Greek vases depicting the original competitions, but also a miniature diorama of the competitors in the original Olympic stadium. Here too was art celebrating the competitions, as well as sports equipment 142 and memorabilia, an extensive array of complementary interactive videos, including profiles of outstanding athletes and a live-feed from the Games in London. One of the few events sanctioned by both the IOC and USOC, the show drew a strong following from both sports professionals and amateur enthusiasts.
The Bruce offered an extensive array of public and educational programs in FY 2011/12. It organized and presented 71 different educational programs for the general public, with an additional 32 programs offered with associated organizations for a total of 103 events on the public calendar. A highlight was the symposium organized in conjunction with the Rembrandt drawings show, "On Their Own: Rembrandt's Students and Circle," which drew a roster of internationally renowned Rembrandt scholars as speakers. The Hascoe Lecture series this year featured talks on pop art in the fall and Surrealism in the spring. In collaboration with the Greenwich Tree Conservancy, the Bruce celebrated the International Year of Forests 2011 with three talks in the Science Lecture Series and two tree walks with Audubon Greenwich. The second year of the Diane W. Darst Family Art Appreciation "Learning to Look” lectures featured three programs in conjunction with the Rembrandt, Impressionist and Marking a Century shows. Our Lifetime of Looking visual literacy program, designed for the enrichment of people suffering from Alzheimer's disease and other forms of dementia, reached 504 individuals through 41 programs at local nursing homes and assisted living facilities.
In an effort to broaden our offering to people with a keen interest in science, we launched the new Lunch and Learn lecture series, "21st-Century American Epidemics: Your Children at Risk," featuring presentations by experts on allergies, disorders of the autism spectrum, and childhood obesity. In May the Museum inaugurated a new three lecture series entitled "Oceans: Past, Present and Future" at our Seaside Center at Greenwich Point, with the first lecture entitled "Sea Level, Scientists and Society," a talk by Dr. Maureen Raymo. This was followed by a lecture on the rapidly melting glaciers and ice sheets of Greenland and Antarctica by D. Meredith Nettles. A third talk, given by Arthur Lerner-Lin, the Interim Director of the Lamont-Doherty Earth Observatory, addressed the possibility that global warming may lead to increased dangers from storms.
The Bruce Museum reaches over 13,000 students each year in grades Pre K - 12 through student tours and hands-on classes in the Museum, and via the traveling Brucemobile, which brings artifact-based lessons directly to students in their classrooms and adults in residential homes. The Bruce conducts outreach programs to surrounding communities in Fairfield and Westchester Counties. Teachers in public and private schools within the 30-mile radius are invited to free educator previews of the Museum's changing exhibitions. One of our most successful initiatives is the award-winning Neighborhood Collaborative, which each year brings students in grades Pre K - 8 from low-income neighborhoods for a series of exhibition tours and hands-on classes. The Neighborhood Collaborative also includes the Junior Educator program, through which high school students are trained and paid to lead elementary-level classes. Over the past year, the education department offered 179 programs through Neighborhood Collaborative reaching 900 pre-kindergarten Head Start and after-school classes. Another 285 school-day and after-school programs reached 5,520 students, as well as 1,541 adults through 136 tours. The Brucemobile reached 6,802 people this year. All told, we reached over 16,000 students through these programs, our annual painting course, “Palettes, Brushes and Paint,” school vacation workshops, and other educational offerings.
The Museum hosted seven family days this year, celebrating everything from turtles and horseshoe crabs to the Olympic Games and astronomy. Civil Rights was the theme of our annual Martin Luther King, Jr. Family Day, and remains one of the most popular offerings on our calendar. 143
The Bruce Museum enjoyed a 45% increase in attendance during the last fiscal year, a gratifying result that we attribute to the success of our exhibitions, accompanying public programs, and a revitalized marketing program under a new Director of Marketing and Communications.
The Bruce Museum posted a balanced budget in FY 2011/12, due in large part to an abstemious attention to the costs of exhibitions and the success of several important fundraisers throughout the year. As in previous years, we rely strongly on revenue from special events, including the annual Renaissance Ball and the Icon Awards in the Arts, now in its fourth year. We were supported in all our operations by a committed cadre of volunteers, who collectively contributed 14,432 hours to the Museum valued at $393,560.
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
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DEPARTMENT OF PARKS AND RECREATION ADMINISTRATION
2011-2012 2010-11 2009-10 Budgeted Personnel: Full Time 110 111 111 Perm Part Time 6 6 6 Expenditures: Current $10,976,901 $10,919,836 $10,848,149 Capital $1,537,506 $1,527,851 $1,411,636
Total: $12,514,407 $12,447,687 $12,259,785
Revenue: $6,302,995 $5,967,715 $5,860,977
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 a 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 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
Fiscal year 2011 – 2012 as in years past proved to be another dynamic and challenging year for the Department of Parks and Recreation. Delivering high quality programs and facilities at reasonable price points continue as the fundamental tenets of our service deliverables. Major initiatives include:
Revised all departmental program participant registration materials with new law department approved Indemnification and Release language. Successfully transferred historical paper documents to the town wide Document Imaging System improving our ability to locate document as well as significantly reducing the need for 145
file cabinet storage. Documents include; personnel data, vendor invoices, beach / park pass data, recreation applications and boating renewals. Completed the installation, system wide testing and operational transition of a major software upgrade to our critical line of business RecTrac and WebTrac system used department wide. Completed final improvements to the „Boundless Playground‟ in Bruce Park in partnership with Junior League of Greenwich and the United Way organization. A „Boulders and Ropes‟ feature was added to the playground. The Town and the Tree Department managed two large scale storms that caused widespread damage to trees and utility infrastructure. Tropical Storm Irene and the „Halloween‟ snow storm Alfred. The second Greenwich Town Party, an all day event, was held on Memorial Day weekend, with several thousand residents in attendance. The venue sold out in two days. Paul Simon was the featured singer.
Joseph A. Siciliano, Director, Department of Parks and Recreation
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GRIFFITH E. HARRIS GOLF COURSE
2011-2012 2010-11 2009-10 Budgeted Personnel: Full Time 9 9 9 Perm Part Time 1 1 1 Expenditures: Current $1,837,686 $1,718,633 $1,609,664 Capital $72,053 $120,232 $132,470
Total: $1,909,739 $1,838,865 $1,742,134
Revenue: $1,874,728 $1,757,104 $1,803,779 Rounds Played 38,872 38,790 41,232
TREE PRUNING PROGRAM
The tree trimming program which began last year continued this year. Major tree trimming work was done on the 12th hole along the fairway as branch growth had begun to interfere with play.
DRAINAGE WORK
Several areas of the golf course had begun to not drain well after heavy rains and this affects play. These areas on holes 1, 3, 4, and 5 were done in-house over the winter months and the issues have been rectified.
CART PART RENOVATION PROGRAM
Uneven cart baths are an on-going problem on golf courses as areas sink or tree roots cause rising/breaking. When this gets serious enough, it becomes a safety issue for golfers as they get jarred while riding on them. Numerous bad areas have been identified and marked for renovation on the course and the project has been submitted into the bid process along with the required specifications. It is expected the bid will go out in late October/early November.
TOWN TOURNAMENTS
The course was the host once again for the annual Town Golf Tournaments for the men, ladies and junior tournaments. All were very successful.
David D‟Andrea Golf Course Operations Manager
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MARINE & FACILITY OPERATIONS DIVISION
2011-2012 2010-11 2009-10 Budgeted Personnel: Full Time 19 19 19 Perm Part Time 1 1 1 Expenditures: Current $2,197,257 $2,235,024 $2,376,491 Capital $634,895 $673,744 $357,250
Total: $2,832,152 $2,908,768 $2,733,741
Revenue: $2,632,927 $2,378,651 $2,345,587
The Marine and Facility Operations Division of the Department of Parks and Recreation is accountable and responsible for the operation and budgeting of all municipal beaches, ferry services, off-shore islands and 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. Its superintendent acts as a local enforcement officer in implementing Town policies with regard to all marine activities, both private and municipal. He also meets with various interest groups, such as Boater User Group, and sits on the board of the First Selectman‟s Coastal Recourses Advisory Committee as a non-voting member.
BEACH ATTENDANCE
Byram Beach 72,647 Greenwich Point 498,720 Great Captain Island 36,755 * Island Beach 3,751 * * Ferry Service only; not included are those who use private transportation.
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PARK PASSES
A total of 43,766 seasonal park passes were issued to the residents of Greenwich. The breakdown is as follows:
Pass Type Number Issued Adult 28,645 Child 8,665 Senior 1,316 * Nanny 108 Summer Adult 11 Summer Child 2 Special Needs 26 *
Total * Passes on a three year cycle
HARBOR AND BOATING FACILITIES
The Harbor and Boating Facilities consist of four marinas. They are located in Byram, Cos Cob, Grass Island, and Greenwich Point. Use Permits are required for each vessel using our municipal boating facilities. The Marine Facility Operations Division issued 1,654 general use permits, 490 boat slips, 39 trailer launch permits (including 30 non-resident launching permits), 55 dry sail spaces, 318 boat rack spaces, 55 lockers, 349 boats in winter storage, and 167 trailers in summer storage.
Jeffrey C. Freidag, CMM Superintendent of Marine & Facility Operations
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PARKS AND TREES DIVISION
2011-2012 2010-11 2009-10 Budgeted Personnel: Full Time 63 64 64 Perm Part Time 0 0 0 Expenditures: Current $4,278,892 $4,320,021 $4,392,379 Capital $830,558 $733,875 $776,824
Total: $5,109,450 $5,053,896 $5,169,203
Revenue: $43,245 $21,907 $61,086
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 DEPARTMENT [William Burgess, 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. 150
FY 2011-2012 Capital Improvements and Accomplishments
Final improvements to the „Boundless Playground‟ in Bruce Park in partnership with Junior League of Greenwich and the United Way organization. A „Boulders and Ropes‟ feature was added to the playground.
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 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), 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. The Tree Department crews planted shade and ornamental trees in the spring and fall of 2011 and 2012. 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 monotonous collection of similar trees or become vulnerable to tree damaging insects or diseases.
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FY 2011-2012 Capital Improvements and Accomplishments
A new 75 foot aerial lift truck and a heavy duty wood chipper were purchased by the Town for use by the Tree Department. The Town and the Tree Department managed two large scale storms that caused widespread damage to trees and utility infrastructure. Tropical Storm Irene and the „Halloween‟ snow storm Alfred.
TURF OPERATIONS [Timothy Coughlin, Turf Operations Manager]
Since 1999, the Parks and Trees Division have 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 now responsible for the management and care of all athletic fields in the Town of Greenwich.
There are 60 public athletic fields in Greenwich located on 15 school campuses and in parks. In all, 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.
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. Standard routine management practices for the athletic fields include fertilization, aeration, insect and disease control, mowing, lining, seeding, sodding, weed control, irrigation, drainage, fencing, and complete field reconstruction.
FY 2011-2012 Capital Improvements and Accomplishments:
Organic Athletic Turf Management has successfully been completed for all athletic fields in Greenwich Athletic Field Comprehensive Improvement Capital Program completes its eighth year resulting in great strides in improvement of all Greenwich‟s athletic fields.
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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 2011-2012 Accomplishments
Independent Tree Service contractors were placed under service agreements with the Town to primarily assist the Town in reducing many hazardous trees utilizing funding through the Trees at Risk capital project.
Bruce Spaman Superintendent, Parks & Trees/Tree Warden
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RECREATION DIVISION
2011-2012 2010-11 2009-10 Budgeted Personnel: Full Time 10 10 11 Perm Part Time 3 3 3 Expenditures: Current $1,798,199 $1,790,034 $1,677,224 Capital $0 $0 $145,092
Total: $1,798,199 $1,790,034 $1,822,316
Revenue: $1,752,020 $1,810,053 $1,650,525
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 200 part- time employees and a multitude of volunteers supplement the full-time staff. The division has several facets of operation that include organized recreation, senior services, and specialized recreational facilities.
ORGANIZED RECREATION
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 2011-2012
Byram Baseball Field was renamed the Sal Strazza Field in honor of long time resident and baseball coach Sal Strazza. A new Special Event; Greenwich Baseball Challenge began for youths participating in summer baseball. The various competitions and cook-out created a special family fun environment for all. Salute to Veterans made a return this year, following a two year absence and was warmly received. The Parks and Recreation Department installed a new playground at the Bendheim Western Greenwich Civic Center. Along with the Playground, the fence and gates were repaired to make for easier access into the grounds. Also, a curb cut and asphalt pad was placed at the gate to insure handicap access. Tennis and basketball court repairs were accomplished as follows: Crack repairs and court painting were made to Bible Street Basketball Court, GHS - top two and bottom two tennis courts, three tennis courts at Western Middle School, and two tennis courts at Loughlin Avenue. A cross walk was installed at the Bendheim Western Greenwich Civic Center from the building entrance to the playground and field. Signs were placed at the crosswalk to instruct cars to stop for pedestrians in the cross walk. A new staff parking area was created and “No Parking” signs were placed on one side of the driveway to insure no cars park there.
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The second Greenwich Town Party, an all day event, was held on Memorial Day weekend, with several thousand residents in attendance. The venue sold out in two days. Paul Simon was the featured singer. The Parks and Recreation Dept. processed over 100 work orders to help the Town put on more than 100 special events this year. Some new events that happened this year were the JLG putting on a Family Fun Day at Byram Park to create awareness for the new pool initiative. The Board of Parks and Recreation also sponsored some well received concerts at Byram Park. The Greenwich Alliance of Education put on a new 5K run through Bruce Park. With the help of Parks and Recreation, and the Chamber of Commerce the Town had their first Holiday Stroll to promote shopping during the holidays on the Ave. This event was kicked off with Santa and his reindeer coming down Greenwich Avenue.
VOLUNTEERS
Over the course of the year the Recreation Division utilized the help of more than 1,000 volunteers with various sports programs and special events. Volunteers attend an orientation meeting and are trained by the division for program safety. Baseball and softball coaches are offered free basic first aid and CPR/AED training provided by GEMS.
GIFTS & SCHOLARSHIPS
Gifts for the Town Scholarship Fund were received from various sources and totaled $12,392.70. The Recreation Division also provided partial scholarships for youth programs in Town. The Scholarship Fund is supported by local donations and applicants are screened by the Department of Social Services to ensure confidentiality. The amount of $22,165 in partial scholarships was given to 122 participants. The Sixth Annual Barbara Boruchoff Winner Memorial Awards were presented to three young ice skaters for their work ethic and potential in figure skating. These awards were funded by a $30,000 gift to the Parks & Recreation Foundation by the Boruchoff Family.
SPECIAL EVENTS
The Recreation Division plans and assists with approximately 100 special events throughout the Town during the course of the fiscal year.
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The Department‟s Wednesday Night Concert Series which plays throughout July and August averages approximately 400 to 500 attendees. This past year we enjoyed sponsorships from Adopt-a-Dog and Silver Shield, among other sponsors paid for three of the eight concerts that were offered.
9/11 Ceremony Halloween Happenings Shakespeare in the Park Abilis Walk at Gr. Point Hamilton Ave. School Carnival Silver Shield Block Party Adopt A Dog Costume Parade Harvest Time Run for Africa Silver Shield Concert in the Park Adopt A Dog Puttin‟ on the Dog Independence Day Fireworks Sneaker Recycling Day ALS Bike Ride International Artists Symposium Sound Beach Comm. Band Antique Shows ISD Fun Run and Tag Sale St.Conc Patrick‟serts Day Parade Antique Stocking Stuffer Island Beach 2-Mile Swim St. Paul‟s Church Run Beachfront Bushwhack Israel Independence Walk St. Roch‟s Carnival Boy Scout Luminary Jazz on the Sound St. Roch‟s Procession BreakfastDemonstration With Santa Jim Fixx Meml Day Road Race Stanwich School 5 K Run Breaking the Cycle Bike Race Jingle Bell Jog Sunday Evening Concerts Breast Cancer Alliance Walk JLG Byram Pool Awareness Susannah‟s Run Byram Library Festival John Zumbo Memorial Swim Across America Byram Memorial Day Service KidsWalk/Run Triathlon The Reindeer Procession Byram Park Concerts Kite Flying Festival Touch-A-Truck Car Show Auction Gala Kiwanis Antique Show Tour De Greenwich Bike Race Champs Dog Walk Fundraiser Knights of Columbus Flea Town Figure Skating Chicken Joe‟s Bike Ride for Kid Lion‟sMarket Club Easter Egg Hunt TownCompetition Holiday Tree Lighting Child Guidance Fundraiser Memorial Day Parade Town Men‟s Golf Tournament Concours d‟Elegance Car Show Mother‟s Day Ride for Town Softball Tournaments Cook Your Buns Race NorthGreenwich Mianus Pow Wow Town Wide Tennis Tournament Cos Cob School Carnival NYPPEX Gr. Invitational Town Women‟s Golf Crop Hunger Walk O.G.Regatta Festival of Lights TrainTournament Show Family Movie Nights O.G. Lions Pancake Breakfast Wednesday Concerts in the Park Farmers Market O.G. School Pumpkin Patch Westchester Triathlon Filipino Day Parade OGFestival Merchants Block Party Western Middle School Carnival First Cong. Church Hunger OGRCC Sailboat Regatta Young Life Movie Night GemWalk & Mineral Show Pemberwick Community Day YWCA Frisbee Tournament Glass Show Perrot Library Movie Night Glenville Memorial Day Parade Pigeon Show Glenville School Fall Festival Point Perspective Race Greenwich Academy 5 K Run Riverside Run Greenwich Ave. Holiday Stroll Roller Skating Party Greenwich Ave. Teen Initiative Rowing Regatta Greenwich Point 1 Mile Swim Safe Cycling Bike Rides Greenwich Point Beach Ball Salute to Veterans Greenwich Town Party Sandblast Sand Sculpture Grw Alliance for Education 5 K Save the Children Kid‟s Race GrwRun Pt. Biathlon & Triathlon Septemberfest Grw Water Club Rowing Serendipity Food and Wine Regatta Festival 156
SUMMER PROGRAMS
Under Organized Recreation the Division offers four summer programs for children. These programs are structured differently in order to help parents meet various childcare issues.
Kamp Kairphree runs four two-week sessions out of the Eastern Greenwich Civic Center and Greenwich Point. 600 children participated in a variety of activities that included beach days, roller-skating, special trips, boating, and arts and crafts. Summer Fun I & II is a popular drop-in program that allows parents to pick and choose days and times that are convenient to them. Participants (99) are offered a variety of activities that include cookouts at the beach, games, theme days, participating in the talent show, special events, and craft projects. Music & Art Program had 160 participants. This five-week program offers music instruction in the morning and art in both the morning and afternoon. The program ends the season with an evening concert and art exhibit. Skatepark Ramp Camps ran for 5 weeks in the summer. This program offers skateboarders and inline skater‟s free skate time, a lesson, other fun games, and a chance to cool off in the sprinkler. Last year the camp had 32 participants in the 5 weeks that it was offered.
The Recreation Division continues to offer a variety of youth programs and sports clinics during school holidays and vacations. Our participants are given the opportunity to work on honing their skills and parents are relieved of childcare worries for a portion of the week. One-week programs are offered during the summer, including Soccer with Aldwin, Mad Scientist Camp, Chess Camp and Future Stars Tennis and Sports Clinics. During school holidays and vacations we have offered a number of different special events such as roller skating, magic and puppet shows.
ATHLETIC FIELD SCHEDULING
Excluding school day and “after-school” activity usage by the Board of Education (largest field user), there were over 26,550 field hours scheduled by permit this year. While there is a slight decrease of 350 hours over the previous year, the difference was the result of the lack of field space at Greenwich High School due to field remediation as a result of soil contamination at Greenwich High School. Some activities, including sport camps and events had to be cancelled while some activities were moved to other sites. The need for additional field space continues to be a significant need in the town. The likelihood of future remediation to the fields at Greenwich High School will continue to be a challenge.
Over 75 individual field permits were also issues in addition to the major user groups. Over 12,500 field users were registered for the past year.
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YOUTH AND ADULT PROGRAMS
Program Participants Baseball 357 T-ball 157 Girls Softball 218 Soccer 1,033 Girl‟s Basketball 67 Co-Ed Basketball (Children) 149 Field Hockey 96 Intro to Lacrosse 34 Spring Swim 96 Summer Swim 180 Halloween Happenings 179 Breakfast with Santa 233 Skatepark (10 day passes and annual members) 15 Skatepark Clinics and Camps 55 Ramp Camp 45 Tennis Cards & Guest Tennis Cards 2,777 Tennis Clinics 313 Tennis Tournament 40 Paddle Tennis 122 Cos Cob Preschool 139 Co-Ed Volleyball (Adult) 12 Teams Men‟s Basketball 27 Teams Women‟s Softball 140 Men‟s Softball 985
Dorothy Hamill Skating Rink - In its forty-first year of operation, this fully enclosed facility offers a wide variety of winter programs including group lessons, hockey clinics, youth and adult hockey leagues, a Town-wide figure skating competition, general skating sessions, stick and puck sessions, birthday parties, school lessons, school fund raisers, and more. The rink is home site for a number of school teams; youth travel hockey and home rink for the Windy Hill Skating Club, Greenwich Blues Youth Hockey Association, Greenwich Academy, Greenwich High School and Eagle Hill School, Skyliners Synchronized Skating, and Greenwich Special Olympics. The rink has completed renovations to improve user comfort, safety, and accessibility.
Eastern Greenwich Civic Center - Events that utilize the center include antique and train shows, car shows, Gem & Mineral Show, Glass Show, Pigeon Shows, Good Dog Training and Safety, seminars, banquets, senior citizen programs, Greenwich Health Fair and Flu shots, dog shows, baby and bridal showers, and children‟s birthday parties. Also offered at the center are roller skating, men‟s basketball, recreation open basketball, softball pitching clinics, soccer clinics, basketball clinics, Girls Inc. Camps, Breakfast with Santa, Old Greenwich Art Society Painters, Greenwich Police Training Classes, Greenwich Parkinson Support Group, Old Greenwich Garden Club, Old Greenwich Lion Club Pancake Breakfast, Stroller Strides, Forbes Music, Young Life, Wild Life, Zurich Group, Reshape Boot Camp, acting classes, indoor golf, and continuing education classes. The center serves as home for the Kamp Kairphree summer day camp program. The center also serves as home for the Old
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Greenwich Riverside Community Center. The Civic Center has purchased security cameras to help monitor all areas of the building.
Bendheim Western Greenwich Civic Center - The center completed a very successful fifth full year of operation on March 12, 2012 since its renovation. 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 Civic Center meets the needs of the community by offering a wide variety of programs and services. Some of the services it offers are birthday parties, community meetings, basketball, volleyball, preschool programs, and a full facility day care, different sports programs and clinics for children, dance exercise classes, karate and ballet.
This year we added a new indoor lacrosse program that met every Monday Night through January, February and Part of March. This year The Dance Pointe Dance School flourished at the Center. In its second year of operating out of our Dance Studio they are now running 37 classes using an activity room for overflow tap and hip hop classes. We also offered a holiday live performance of a Christmas Carol which was well received by the Community, as well as a fun roller skating party during the holiday break from school. Lastly, the Civic Center had its first open house in September which showcased the building, and programs to the Community.
The WGCC also purchased 2 more security cameras to help the staff monitor and watch all areas of the building. The Cameras are located in gym and main first floor hallway.
Greenwich Skatepark - The Greenwich Skatepark continues to meet the needs of skateboarders in Town. Open daily during daylight savings time, and on the weekends during November and March, weather permitting. It is closed December, January and February. The Skatepark provides a safe, supervised, and fun facility for Greenwich youths six years and older. This year approximately 1,200 youths in Greenwich and the surrounding area used the Skatepark on a drop-in basis, clinics, camps and birthday parties.
Owned and operated by the Department of Parks and Recreation, the Skatepark is located on Arch Street in a section of the Roger Sherman Baldwin Park. The Skatepark consists of a series of ramps and rails two feet to five feet high. Some of the pieces include 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. The fees to use the park are $175 annual membership with a prorated scale as the season progresses, to $140 and $100 depending on when you purchase the membership. Ten-day passes cost $60. We started a new monthly membership which any skater can buy at the Park for $25 per month. This has become are most popular membership as we have been selling 2 to 4 memberships per month. Residents of Greenwich are able to buy membership passes non-residents may enter the park for the $10 day pass. All users must wear elbow, 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 was a gift from the Junior League of Greenwich in 2003. With the help of a $6,000 gift from the JLG, the Skatepark was able to make some much needed repairs to its ramps and transitions.
Neighborhood Community Centers - The William A. Yantorno (Pemberwick) Community Center and the Cos Cob Community Center are used for numerous social and family activities throughout the year. The Cos Cob Center is used for the Preschool Playgroup Program. The William A. Yantorno Community Center is the home of Greenwich Green & Clean. The Pemberwick/Glenville 159
Neighborhood Association has started having Pemberwick Day in the fall. This event which features food and a live concert on the tennis courts has brought the Pemberwick/Glenville community together for a fun day.
Tennis Courts - Monitored courts that can be reserved with a valid tennis card are at Bruce Park, Loughlin Avenue, Binney Park, Eastern Greenwich Civic Center, Eastern, Central and Western Middle Schools, Byram Park, and Greenwich High School. Courts that are not supervised and available on a first-come, first-serve basis are at Lyon Avenue and Pemberwick Park. Lyon Avenue Tennis Courts were closed this year because of a tree that fell on the fence on one side of the two courts and a sink hole problem on the other court. Repairs and a viable solution are in the works for this area.
Paddle Tennis Courts - Located at the Loughlin Avenue Park in Cos Cob. Season runs from November 1st to April 1st. Lighted courts are available 5 days a week, Monday through Friday, 9:00am – 9:00pm. Courts are also available Saturday, Sunday and Monday, from 9:00am - dusk.
TBD Superintendent of Recreation
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HOUSING AUTHORITY NOT AVAILABLE AT TIME OF PRINTING
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PARKING SERVICES
2011-2012 2010-11 2009-10 Budgeted Personnel: Full Time 13 13 13 Part Time 4 4 5 Expenditures: Current $1,450,575 $1,816,972 $1,769,395 Capital (1) $791,865 $153,355 $170,529
Total: $2,242,410 $1,970,327 $1,939,924
Revenue $3,321,951 $3,234,326 $3,202,220
Revenue Breakdown:
Rental - Air Rights $127,000 $127,000 $127,000 Rental – Meter Spaces $50,063 $54,615 $64,478 Meter Collections $1,545,663 $1,507,639 $1,449,272 (2) Meter Smart Card $318,870 $315,477 $300,568 (3) RR Permits – Res. $162,386 $168,779 $172,075 (OG,CC,RV) RR Permits - Non Res $15,949 $18,158 $17,400 (OG,CC,RV) RR Permits - Greenwich $365,818 $368,011 $379,124 Plaza RR Permits - Central $300,484 $319,591 $307,258 Greenwich Permits – Town Hall $32,413 $39,372 $33,918 Permits – West End Av $2,300 $1,758 $2,612 Lot Permits – Byram $1,040 $1,140 $1,170 Permits – Residential $6,410 $6,830 $5,850 Permits – Soundview Lot $21,757 $19,683 $24,743 Refund of Expenditures $0 $0 $63,645 Administrative Fee $3,973 $423 $0 Day Fee- Horseneck Lot $313,575 $247,099 $223,480 Day Fee- CC, Riv, OG $43,069 $31,069 $22,721 Lot Day Fee- Late Fee $11,180 $7,680 $6,300
Total Revenue: $3,321,951 $3,234,326 $3,202,220
Notes:
1. This amount includes the capital cost for the paving of the Benedict, Soundview and Mason- Milbank parking lots, completion of converting the mechanical parking meters to electronic meters and pay stations and the structural repair of the Town Hall Garage and light
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upgrade in the Greenwich Plaza garage.
2. Meter collections are up due to the increase in the parking fine rates and consistent parking enforcement. Patrons rather pay the parking meter fee than pay an increased parking fine for a parking violation. In turn the number of parking citations written are down, which reflect parking compliance.
3. This amount was an increase of over the Parking Smartcard forecast. This is also due to the increased parking violation fines and consistent parking enforcement. The Smartcard is used as an option to pay the parking meter fee instead of the quarters.
Authorized Number of Positions
Number of Full Number of Part Number of Total # Fiscal Year Time Time Temporary of Annual Employees Employees Employees Part Time & Temp Hours
FY 09/10 13 5 1 6350
FY 10/11 13 4 1 5150
FY 11/12 13 4 1 5150
Notable accomplishments of the department during FY11-12:
Loss of 45 daily fee parking spaces in the Horseneck Parking lot due to the construction of the temporary firehouse. The loss of the parking spaces in the Horseneck lot increased the number of daily fee parking patrons in the Island Beach parking lot.
The Board of Selectmen approved the request to raise the annual commuter parking lot permit fee by 20% for FY 2013, 10% for 2014 and 10% for 2015. This was due to the low annual permit cost of $279 for the off street lot and $488 for the Plaza parking garage, which were the lowest annual commuter parking permit in the region. This would also lower the large parking permit wait list due to permit holders not using the parking lot but retaining the permit due to the low cost. The permit increase resulted in less permit holders renewing their permit if they did not use it making room to assign space to personnel on the waitlists.
License Plate Recognition (LPR) System will be installed to assist parking enforcement officers in identifying scofflaws and delinquent parking ticket holders so that their fines can be collected and reduce the outstanding fines owed to the town. This LPR system will have the capability to read over 1500 license plates hourly and will also be able to find outstanding delinquent taxes as well as scofflaws.
The Island Beach parking lot was paved for the first time in over ten years, which was a major undertaking due to the size of the parking lot and the number of permit and daily fee commuters who use this lot. The Volunteer Lane parking lot was also paved during this period. 163
The number of people who used the parking pay by phone system increased by 30 percent. This system established the ability to pay for parking by phone in the Island Beach, Horseneck parking lots and Town Hall Garage. The patron can now use their cell phone to pay for parking by calling the provided number and giving there account number, parking lot and space number. This saves valuable time for commuters using the train.
Permit holders can now renew their parking permit on line instead of mailing in the renewal application form which expedites the permit processing time. Even with the option to renew permits and pay on-line many permit holders wait until after the deadline to renew. This makes managing the wait list very difficult. Plans to introduce a late fee for permit renewals for 2014 permit renewal period.
Established Salem and Mead Avenue in Cos Cob for residential parking due to the parking limitations, congestion and restrictions.
Continued summer operation and fee increase for the Island Beach and Horseneck parking lots for the summer season and weekends during the ferry boat ride to the Islands. Provided parking enforcement during this period on weekends. The installation of the multi-space pay stations and weekend collections increased the summer revenue from these two parking lots.
Continued to enhance parking enforcement officers in the CBD of Greenwich, Old Greenwich, Byram, Riverside and Cos Cob with increased PPT PEOs to provide consistent parking enforcement for the residents and businesses. Provides increased response time to parking concerns and problems of these residents and business merchants.
Continued staff development through training, parking conferences, and hands on applications to new parking technology and equipment.
Allen L. Corry, CAPP, Director
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COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
PY2012 PY2011 PY2010 Budgeted Personnel: 1.5 1.5 1.5 Expenditures: Current $61,934.77 $156,565.09 $147,113.97 Capital $0 $453,147.24 $972,883.39
Total: $61,934.77 $609,712.33 $1,119,997.36
Revenue: $19,359 $38,718 $107,468
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, 2012.
PROGRAM DESCRIPTION
The Community Development Block Grant (CDBG) is one of the formula grant programs administered by the 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 on a formula basis to eligible grantees (cities and counties) for the purpose of addressing the needs established by the local communities by providing decent housing, suitable living environment and expanding economic opportunities for low- and moderate-income persons and families. The Town receives entitlement grants (CDBG funds) to carry out a wide range of community development activities to improve community facilities and services through sub- recipients. The CD Administrator works with an Advisory Committee, CDAC, in selecting the activities to be recommended for CDBG funding. Attached is the CDAC membership list as of June 30, 2012.
STAFFING
HUD regulations limit the CDBG planning and administration budget with a 20% cap restriction on administrative expenditures. This means that the Town can only spend 20% of the total CDBG Entitlement grant plus the prior year‟s program income (if any) on administrative costs for CDBG related activities. For PY2011, expenditures for planning and administrative activities equaled to 17.38% of the annual grant and program income, well below the cap.
The Town received less in CDBG entitlement funding for both PY2011 and PY2012. The PY2011 grant of $862,196 corresponds to 16.47% cut from the prior year‟s grant. The PY2012 grant of $728,610 corresponds to a 15.49% cut compared to the prior year‟s grant. The grant pays for the administrative costs (salaries, fringe benefits, office supplies, etc.) to administer the CDBG program.
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CDBG PY2011 ACCOMPLISHMENTS
At the conclusion of PY2011, twenty rehabilitation projects were completed. These projects are as follows: PY2006 Shelter for the Homeless Pacific House HVAC Rehab Phase II PY2007 Shelter for the Homeless Pacific House HVAC Rehab Phase III PY2008 UMC – Community Centers Inc. Property Rehab Project PY2009 Housing Authority Roof and Siding Replacement at Adams Garden PY2009 Housing Authority Safety Improvements Project at Armstrong Court Phase I PY2010 Housing Authority Safety Improvements Project at Armstrong Court Phase II PY2009 Food Bank Acquisition Project PY2010 Abilis Roof Replacement at 8 Park Avenue Group Home PY2010 Abilis Installation of Emergency Generators PY2010 Domus House Kitchen Renovation PY2010 Family Centers A/C System Upgrade/Replacement PY2010 Friends of Laurel House – Laurel House Bathroom Renovation PY2010 Greenwich Family YMCA St. Roch‟s Day Care Rehab Project Phase I PY2011 Greenwich Family YMCA St. Roch‟s Day Care Rehab Project Phase II PY2010 Pathways – Installation of an Emergency Generator at 509 East Putnam Avenue Group Home PY2010 St. Luke‟s LifeWorks Roof Rehabilitation at Rose Park Avenue PY2010 St. Luke‟s LifeWorks Boiler Replacement at Franklin Common PY2010 St. Luke‟s LifeWorks Roof Rehabilitation at Woodland Avenue PY2011 Family Centers Arch Street Preschool Playground Project PY2011 YWCA DAS Center Elevator Replacement
In addition, a total of twenty public service activities were completed during program year 2011. The following is a list of the accomplishments:
A total of 9 low-income individuals were provided with financial assistance (savings match) for post- secondary education through the Greenwich Individual Development Account program of CTE, Inc. A total of 123 low-income, transportation-disadvantaged individuals were provided with free access (at no charge) to available rides to non-emergency medical, dental, physical therapy, well-baby clinic and rehabilitation appointments through the Transportation Service to Medical Appointments program of the Greenwich Chapter of the American Red Cross. A total of 608 persons who are elderly, frail elderly, disabled and transportation disadvantaged were provided with access to available specialized transportation (to adult day care programs, medical appointments, employment sites, rehabilitation centers, dialysis, senior centers, community living facilities, sheltered workshops, shopping, recreation and special events) through the Transportation Program of TAG. A total of 2,193 persons including youth/children ages 6-18 and their families who are from low-income households were offered with access to affordable after school programs that focus on academic learning and character development through the After School Educational programs of the Boys and Girls Club of Greenwich. A total of 373 clients (children and their families) from low-income, underinsured and uninsured households were provided with access to available mental health diagnostic and treatment services through the Mental Health Services program of the Child Guidance Center. A total of 184 senior/elderly clients who are low-income public housing residents were assisted through the Comprehensive Senior Program of CCI (Community Centers, Inc.). Some of the services under this program include grocery shopping, socialization, support and counseling, and other activities that enhance interpersonal problem-solving, empowerment and self-sufficiency. A total of 290 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.
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A total of 54 low-income households were provided with direct legal representation and/or legal counseling through the Legal Support Services Project of the Connecticut Legal Services, Inc. A total of 154 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 240 low-income public housing or 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 RITE program of the Family Centers, Inc. A total of 11,877 low-income persons were assisted and supplied with non-perishable, nutritious and healthy food directly by non-profit agencies through the Food Services program of the Food Bank. A total of 163 low-income elderly clients were provided with access to available quality health, recreation and social services which include health assessments, treatments, medications, therapies and personal care to address preventive care through the Health program of the Greenwich Adult Day Care. A total of 15 low-income households with school-aged children were provided with affordable before and/or after school child care services that offer homework assistance as well as recreational activities to avoid the risk of becoming latch key kids by receiving scholarship support through the Scholarship Program for Day Care Services of the Greenwich Family YMCA. A total of 220 low-income, homebound and frail elderly 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 the Jewish Family Services of Greenwich. A total of 85 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 the Meals-On-Wheels of Greenwich. A total of 18 low-income households with school-aged children were provided with affordable before and/or after school child care services by receiving scholarship support through the Scholarship Program for Day Care Services of the Old Greenwich Riverside Community Center. A total of 474 homeless persons were provided with access to available emergency overnight shelter and meals including supportive services through the Food Service Program (Drop-in Day Program) of the Shelter for the Homeless. A total of 121 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 Women‟s Housing program of St. Luke‟s Community Services (d/b/a St. Luke‟s LifeWorks). About 4,154 persons who are victims of domestic abuse 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.
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CDBG PY2012 GOALS
The Entitlement Grant received for program year 2012 was $728,610. The following is a summary of the activities that were approved to receive CDBG funding as they provide services or improve community facilities to benefit low- and moderate-income Greenwich residents (Note that 2012 activities are underway): CDBG Program Year 2012 - Allocation of Funds American Red Cross – Greenwich Chapter (Motor Services Program) $ 5,000.00 Boys and Girls Club of Greenwich (After School Program) $ 5,150.00 Child Guidance Center (Mental Health CAFT Program) $ 10,750.00 Community Centers, Inc. (Comprehensive Education) $ 6,875.00 Community Centers, Inc. (Senior Services) $ 6,875.00 CT Legal Services, Inc. (Legal Support Services Project) $ 5,150.00 Family Centers (Head Start) $ 5,000.00 Family Centers (RITE) $ 5,150.00 Food Bank of Lower Fairfield County (Food Bank Porgram) $ 5,150.00 Greenwich Adult Day Care (Nursing Program at GADC) $ 5,000.00 Jewish Family Services (Supermarketing for Seniors) $ 6,875.00 Kids in Crisis Inc. (Educational Assessment, Support & Advocacy Services)) $ 8,600.00 Meals on Wheels of Greenwich, Inc. $ 6,875.00 Old Greenwich Riverside Community Center (Scholarship Program) $ 5,150.00 Shelter for the Homeless (Career Development Program) $ 5,000.00 Shelter for the Homeless (Food Service Program) $ 5,000.00 Yerwood Center (IXCEL Teen Program – CIT Porgram) $ 8,600.00 YWCA of Greenwich (DAS Crisis Intervention Program) $ 8,600.00 (Rehab) Abilis f/k/a GARC (Greenhouse Renovation) $ 9,690.00 (Rehab) Abilis f/k/a GARC (Sioux Place Renovation – Bathroom Accessibility) $ 8,600.00 (Rehab) Domus (Domus House Perimeter Fence Installation Project) $ 5,068.00 (Rehab) Family Centers (Flooring Replacement at Gateway Preschool) $ 40,540.00 (Rehab) Friends of Laurel House (Laurel House Exterior Improvements Project) $ 45,250.00 (Rehab) HATG (Insulation & Ceiling Tile Replacement at MKTII) $ 81,480.00 (Rehab) HATG (Installation of Bathroom Power Vents at Armstrong Court) $ 130,370.00 (Rehab) HATG (Parsonage Cottage Driveway & Parking Lot Project) $ 54,320.00 (Rehab) Inspirica (Fire Alarm System Upgrade at Franklin Commons) $ 15,900.00 (Rehab) Inspirica (Steam to Water Heating Conversation at Woodland Place) $ 61,560.00 (Rehab) TAG (Conversion of a Minivan into a Handicapped Accessible Vehicle) $ 18,100.00 (Rehab) YMCA of Greenwich (St. Roch's Day Care Rehab Project Phase III) $ 53,400.00 (Rehab) YWCA of Greenwich (DAS Center Reception Area/HVAC System) $ 75,250.00 PY 2012 CDBG Administrative Budget $ 153,000.00
Respectfully,
Princess A. Erfe - Administrator, Community Development
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COMMUNITY DEVELOPMENT ADVISORY COMMITTEE (CDAC) FOR CDBG PROGRAM YEAR 2013 (Effective June 30, 2012)
Alma Rutgers, Chairperson District 11 - Alternate Robert Maddus District 1 Ennala Ramcharandas District 12 Victoria Hackman District 1 - Alternate Edward Dadakis District 12 - Alternate Bill Bambrick District 2 Paul Settelmeyer Board of Estimate & Taxation Marc Johnson District 3 Mary Lee Kiernan TBD Greenwich Housing Authority District 4 George Yankowich Samarpana Tamm NAACP (Greenwich Branch) District 5 Winston Robinson Nancy Weissler NOW District 5 – Alternate Phyllis Behlen Samuel T. Telerico Planning and Zoning Commission District 6 Nancy Ramer Alexis Voulgaris Board of Social Services District 7 Angelica Arenas Kimberly Blank Abbott Jones – Alternate
District 7 – Alternate Board of Health Nanette Burrows Kurt H. Schaffir
District 8 Citizen Participants (Public) Christopher R. vonKeyserling, Vice-Chair Dennis Arrouet Shirley Jankowich District 9 Paul Curtis St. Mary‟s/Hispanic Center TBD District 10 TBD Public Health Committee/League of Women Voters District 11 TBD Michael Spilo
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ALARM APPEALS BOARD* BOARD OF ESTIMATE AND (4 year term) TAXATION* (Term expires March 31st) (2 year term) Thomas E. Zack (2015) (Term expires December 31, 2013) James Daine (2014) Michael S. Mason Brian M. Kelly (2012) Mary Lee A. Kiernan Frederic H. Brooks, Jr. (2014) Randall Huffman John U. Farley (2014) Leslie Tarkington Sean B. Goldrick ARCHITECTUAL REVIEW Arthur D. Norton COMMITTEE* Joseph Pellegrino (4 year term) Jeffrey S. Ramer Paul Pugliese - October 1, 2014 Robert K. Brady James Doyle – August 1, 2011 Marc V. Johnson Kenneth Deck - October 1, 2014 William R. Finger Joeb Moore – March 1, 2014 Gregory Bedrosian Tracey Arne Brown – August 1, 2011 BOARD OF ETHICS* David Woods – October 1, 2011 (3 year term) Rhonda Cohen – August 1, 2012 (Term expires March 31st) Nick Macri – March 1, 2014 Robert F. Grele (2013) Heather Parkinson-Webb (2011) BOARD OF ASSESSMENT APPEALS Louis P. Pittocco (2012) (2 year term) Paul Debary (2012) (Term expires December 31, 2013) Jane A. Finn (2013) Richard Kriskey Robert V. Sisca (2014) Jeff Reardon Peter J. Tesei, Ex-Officio Bill Bambrick Mary McNamee BOARD OF HEALTH Philip M. Skidmore (4 year term) Robert F. Carangelo (2014) CHR BOARD OF EDUCATION* Michael J. Franco (2016) (4 year term) Kurt Schaffir (2014) (Term expires in November) Naomi G. Tamerin (2014) Steven B. Anderson (2013) Marilyn R. Cahn (2012) Nancy Kail (2013) Peter A. Arturi (2012) Barbara O‟Neill (2015) Robert L. Ailleo (2012) Adriana Ospina (2015) Peter J. Tesei, Ex-Officio Peter Von Braun (2015) Director of Health: Jennifer A. Dayton (2015) Caroline Baisley Leslie B. Moriarty (2013) Peter Sherr (2013) Superintendant of Schools: Dr. Sidney Freund Deputy Superintendant: Dr. Ellen Flanagan
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BOARD OF PARKS AND COMMISSION ON AGING RECREATION* (3 year term) st (4 year term) (Terms expire March 31 ) (Term expires March 31st) James B. Dougherty (2012) Rick Capozza (2012) Stephanie Paulmeno (2013) Howard (Chip) P. Serrell (2014) Nancy O‟Brien Caplan (2013) Catherine Brennan (2014) John Craine (2013) John M. Morris (2012) William Dunster (2013) Gloria B. Jackson (2014) Scott Johnson (2015) Karen T. Lamonica (2013) Gary P. Dell‟Abate (2015) Robert Oca (2011) CONDEMNATION COMMISSION Richard Wellington (2011) (2 year term) st Patrick Slyne (2012) (Term expires March 31 ) Catherine Weisenburger (2013) Gordon A. Ennis (2012) Director: Richard F. Kral, Jr (2012) Neil P. Ritter (2012) Joseph Siciliano Gregory W. Schulte (2012) Joseph Ricciardi (2012) BOARD OF SELECTMEN (2 year term) CONSERVATION COMMISSION (Term expires November 30, 2013) (4 year term) Peter J. Tesei First Selectman (Term expires March 31st) David N. Theis, Selectman Christopher P. Franco (2013) Drew Marzullo, Selectman William Rutherford (2013) CHR Lisette Henrey (2012) BOARD OF SOCIAL SERVICES* Nancy Dickinson (2012) (3 year term) Karen Sadik-Khan (2012) st (Term expires March 31 ) Eric Brower (2012) VICE CHAIR Christine J. Chao (2012) Sue Baker (2013) Victoria deBary (2012) Gary Silberberg (2013) Rebecca Wayland (2012) Nancy Chapin (2013) James B. McGuire (2013) Giulietta Fargion (2013) Barbara Nolan (2013) Abbot Jones (2014) Conservation Director: Angelica M. Arenas (2012) Denise Savageau MaryAnn Ramos (2012) Steven D. Gross (2014) CONSTABLES Peter J. Tesei, Ex-Officio (2 year term) (Term expires December 31, 2013) Commissioner of Social Services: James E. Clifford Alan D. Barry Paul O‟Gorman Philip M. Pittocco BUILDING CODE BOARD OF Siegrun K. Pottgen STANDARDS AND APPEALS William Fassuliotis (5 year term) Dominick R. Romeo, Jr. st (Term expires March 31 ) James Fahy Karen Cuscina Thomas Cholnoky CONSUMER AFFAIRS Michael J. Franco COORDINATOR William Lavalette (Indefinite Term)
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FINANCE DEPARTMENT (2 year term) INLAND WETLANDS AND WATER (Term expires December 31, 2011 except as COURSES AGENCY* noted) (4 year term) (Term expires March 31st) Comptroller and Finance Officer: Lawrence Perry (2013) Peter Mynarski (Appointed) John R. Conte (2013) Assessor: William W. Galvin,III (2016) Ted Gwartney (Appointed) Brian Harris (2013) Tax Collector: Martin Kagan (2012) Anthony Tod Laudonia Joseph E. L. Rogers (2013) Treasurer: Kathleen Murphy (Indefinite Scott Salisbury (2013) Term): Robert V. Sisca (2012) Elliot R. Benton (2013) FIRE DEPARTMENT James Carr (2016) Fire Chief: Peter Siecienski Inland Wetlands Director: Michael M. Chambers
FLOOD AND EROSION CONTROL BOARD* (4 year term) (Term expires December 31st) Aubrey E. Mead, Jr. (2011) Anthony M. MacLeod (2013) Leonard VanHouten (2013) Edward J. Schmeltz (2011) Peter J. Tesei, Ex-Officio
HISTORIC DISTRICT COMMISSION* (5 year term) (Term expires March 31st) Phyllis Sheridan (2016) Patricia Dillon (2014) Susan Richardson (2012) CHR Paul F. Hopper (2010) Aris Crist (2013) Katie Brown (2015) Anne Young (2015) Leslie Klein (2016) Peter J. Tesei, Ex-Officio
HOUSING AUTHORITY* (5 year term) (Term expires July 31st) Abe Curdumi (2012) George Yankowich (2014) Bernadette Settelmeyer (2013) Sam Romeo (2016) Laura Murphy (2015)
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JUSTICES OF THE PEACE NATHANIEL WITHERELL BOARD* (4 year term) (3 year term) (Term expires January 5, 2011) (Term expires March 31st) Fred Baker Christopher Ann Thurlow (2014) Bill Bambrick Patricia Burns (2010) Louise Bavis Donald Fritz (2010) Sandra K. Bendfeldt David Ormsby (2012) Elizabeth Bonsal Paul Toretta (2013) John P. Booth, Jr. David Ayres (2013) Carl G. R. Carlson, Jr. Bruce D. Dixon (2013) Louis C. Caravella Louise Puschel (2013) James Clifford Thomas A. Saccardi (2014) Stuart Coan Francis J. Scarpa (2015) Peter G. DiLeo Lloyd Bankson (2012) Diane C. Fox Peter J. Tesei, Ex-Officio Laura G. Grad Executive Director: Betty Hauptman Bill Kowalewski Anthony Hayden Joseph Huley PLANNING AND ZONING BOARD OF Jonathan D. Hunt APPEALS* Ann S. Isaacson (4 year term) Richard Kriskey (Term expires March 31st) Lawrence Larson Patricia G. Kirkpatrick (2012) Linda D. Lavery David Weisbrod (2013) Roger H.V. Lourie Donald Kiefer (2012) Philip Maymin Ennala Ramcharandas (2014) Penny Monahan Arthur Delmhorst (2013) Mary Ann Mullen Lawrence Larson (2013) Stephen Pierson Robert Shippee (2012) Heather Reed Robert Lister (2012) Dominick Romeo Mary B. Romeo PLANNING AND ZONING Emil L. Smeriglio COMMISSION* David Stich (3 year term) George Von Tobel (Term expire March 31st) Richard Maitland (2012) LAW DEPARTMENT Donald Heller (2013) (Term at Discretion of Board of Selectman) Nancy N. Ramer (2014) Town Attorney: Michael Borkowsky (2014) J. Wayne Fox Frederic Henry Brooks (2014) Frank Farricker (2011) LIBRARIES Margarita Alban (2013) Greenwich Library: Peter B. Levy (2014) Carol A. Mahoney, Director Peter J. Tesei Ex-Officio Perrot Memorial Library: Town Planner/Zoning Coordinator: Kevin McCarthy, Director Diane Fox
POLICE DEPARTMENT Police Chief: David Ridberg
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PUBLIC WORKS DEPARTMENT TOWN CLERK Administration: (2 year term) Amy Siebert, Commissioner (Term expires December 31, 2013) PURCHASING Carmella C. Budkins Director of Administrative Services and STATE OF CONNECTICUT Purchasing: Governor: Joan T. Sullivan M. Jodi Rell Lieutenant Governor: REGISTRAR OF VOTERS Michael Fidele (2 year term) State Senator: (Term expires January 2011) L. Scott Frantz Sharon B. Vecchiolla Secretary of the State: Fred DeCaro, III Susan Bysiewicz Treasurer: REPRESENTATIVE TOWN Denise Nappier MEETING* Comptroller: (2 year term) Nancy S. Wyman (Term expires December 31, 2013) Attorney General: Moderator: Richard Blumenthal Thomas J. Byrne STATE REPRESENTATIVES Moderator Pro-Tempore: Assembly District 149: Joan E. Caldwell Olivia Floren Assembly District 150: Clerk Ex-Officio: Lile Gibbons Carmella C. Budkins Assembly District 151: Fred Camillo
SUPERIOR COURT Presiding Judge: RETIREMENT BOARD* Edward Karazin (4 year term) State‟s Attorney Fred M. Filoon CHR Mark Kordick Chief Clerk of Judicial District of James V. Lavin Stamford/Norwalk: Leland C. Selby Donald J. Mastrony Comptroller: Family Services Supervisor: Peter Mynarski Janet Esposito-Daigle Chief Adult Probation Officer: SHELLFISH COMMISSION Marin Roberson (4 year term) Roger Bowgen (2009) CHR PROBATE COURT Walton Alder (2009) (4 year term) Susan Baker (2009) (Term expires January 2013) Wilfred Cameron (2010) David W. Hopper Frank Cantelmo (2010) William Gremp (2010) STATE MARSHALLS OF Peter Janis (2009) GREENWICH Richard Kral (2010) Joseph Purcell Siegrun K. Pottgen
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UNITED STATES Representatives in Congress from Connecticut 1st Congressional District: John B. Larson 2nd Congressional District: Joseph Courtney 3rd Congressional District: Rose DeLauro 4th Congressional District: Jim Himes 5th Congressional District: Christopher S. Murphy Senators from Connecticut Christopher J. Dodd Joseph I. Lieberman
*Board Members will serve without compensation.
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DEMOCRATIC TOWN COMMITTEE (6-30-12) As on file with the Town Clerks Office
District 1 Edward Krumeich Elizabeth Sanders Elizabeth K. Krumeich Nancy C. Brown Lin Lavery Barbara P. Richards Penny Monahan District 8 Mary B. McNamee Peter E. Berg C. Nick Edwards District 2 Richard Novakowski Stuart Coan Stephen Ng William Gaston Drew Marzullo Frank Farricker Martin Mushkin Brad Markowitz James J. Fahy Jonathan M. Perloe District 3 Christine L. Edwards Philip M. Pittocco Stephen Fuzesi, Jr. Michael A. Aurelia District 9 District 4 Robert L. Beerman Al Shehadi Richard Delman Joseph Kantorski George Toper Patricia Kantorski Donald Sargeant Samarpana Tamm Pamela Toper Betty Shopovick District 10 District 5 Mary Lee Kiernan Elizabeth Bonsal John Blankley Jennifer A. Dayton Howard Richard Sean Goldrick Shari E. Asher Tim Oberweger Jeffrey S. Ramer District 11 Sherry M. Wernicke David M. Singer Nancy Ramer William R. Finger Claude Johnson District 6 Catherine Ladnier Elena Abrams Elizabeth Harkins District 12 John Harkins Glen A. Canner Stephen Meskers William E. (Bill) Bambrik Stephanie Paulmeno Shawn Asselin Gerald A. Pollack Gregory Schulte Adriana Ospina District 7 Florence Spool Phyllis Behlen Don Romeo Randall Huffman
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REPUBLICAN TOWN COMMITTEE (6-30-12) As on file with the Town Clerks Office District 8 District 1 Jim Campbell Carl G. R. Carlson, Jr. Kerrin Coyle John Duge Irene Dietrich Victoria Goss Tod Laudonia Edward D. Dadakis Michael Mason Linda Moshier District 2 Richard F. Kriskey District 9 Suzanne Geiss-Robbins Lauren Rabin Donald Conway Sue Rogers Lolly Prince Steve Warzoha Eric Lindberg District 3 Jim Clifford Louise T. Bavis Carmella C. Budkins District 10 Jacqueline A. Budkins Gregory Bedrosian Kathleen Derene Lloyd N. Hull Thomas J. Klein District 4 Lawrence E. Larson John Thompson Robert J. Richardson John Wetmore Stephen Walko District 11 David Budkins Jonathan Redmond Maryann Mullen Rosalind Nicastro Marc Johnson District 5 Rosa Fini William J. Gremp Debbie Gunzelman Ronald Lenihan Randall Smith District 12 Katie Johnson Fred DeCaro, III Nancy Weissler William (Bill) Kalna Peter Sherr District 6 Richard DiPreta Lile Gibbons Robert (Bob) May Debra Hess Robert Stone Barbara O‟Neill Marc Ducret
District 7 Leslie Tarkington Robert Searle Marianne Gattinella Karen Fassuliotis Frederic Brooks
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REPRESENTATIVE TOWN MEETING MEMBERSHIP (as of 6-30-12) Term Expires December 31, 2013 District 1, South Center
Dean L Goss CHR Carl G. Carlson,Jr VCHR Timothy R. Graham Christine M. Rossi George F. Chelwick Kieran Ingold Elizabeth J. Sanders Norman R. Collins Frederick Lee,Jr Helma H. Varga Edward D. Dadakis Joan Pankosky ,SEC Maria M Weston John A. Duge, Jr. Ennala Ramcharandas Margaret W. Frey Gregory S. Frumin Mary R George
District 2, Harbor
James G. Boutelle J. Suzanne Geiss-Robbins, VCHR Paul Settelmeyer Jessica A. Brockington Cecilia H. Morgan Douglas J. Wells Kevin J. Brogan, CHR Wilma Nacinovich ,SEC Duncan G. Burke Jill Oberlander SEC Nancy B. Burke Meredith Relyea Carlo F. Cantavero Donald R. Conway
District 3, Chickahominy
Robert J. Allen Sy lvester J. Pecora, Sr. Michael Aurelia, Maude Ann Polo Louise T. Bavis,VCHR Claudia Velez,SEC Thomas P. Conelias,CHR M. Michael Warner Kathy Derene
District 4, Byram
Susan McCabe, SEC James Bonney Robert J. McKnight, Jr CHR Maria M. Popp Russell Bowman Brian O’Connor Josiane Schaffner-Parnell Steven Bozzuto Samarpaana Tamm William J. Clark John J. Thompson Jeffrey L. Doty J. Robert Tuthill Thomas J. Greco,VCHR Donald R. Vitti John M. Hartwell, III
District 5, Riverside
Joseph H. Benoit, Jr Mary S. Ferry,CHR Thomas G. Petersen, Jr. Edward T. Broadhurst,III Scott J. Harrington, Sr. Janice B. Riddell Elizabeth C. Campbell Lucy B. Krasnor,VCHR Samuel T. Telerico James H Daine Timothy D. Oberweger Nancy S. Weissler John W. deCsepel Danyal Ozizmir Anne Wichman J. William Drake Karen S. Oztemel,SEC Delbert G. Eberhardt Brian P Peldunas
District 6, Old Greenwich
Neil J. Bulger Nichani D. Naidoo Thomas J. Byrne Jacqueline Hammock John E. Norrgard Marilyn R. Cahn John Harkins Julie Pisani Michael Carter Walter K. Howe Erford E Porter,II Carol C. Ducret Coline Jenkin, CHR Karen A. Sadik-Kahn,VCHR Candance V. Garthwaite Joeph H. Kagan Alexis Voulgaris Arline Lomazzo George McBride Stephen Meskers,SEC
District 7, North Center
Amy H Bibb William W Galvin, III,VCHR Kimberly Blank William M. Gorgas Peter J. Quigley Rebecca S. Breed Donald Hamilton Valerie Stauffer,CHR Ellen Brennan-Galvin Timothy Harkness Mary G.Burrows Angela M Hyland Karen DeWahl Mary A. Jacobson,SEC John H. Dolan Lucia D Jansen Alice B. Duff Ralph M McDermid, Jr Kathleen Francis Margaret Freiberg
District 8, Cos Cob
Dennis E Arrouet Gordon A Ennis Frank A Posluszny Peter E. Berg Jenifer L. Freitag Steven Rubin Deborah D. Berner Steven A. Gordon John A Shulman Gerald R. Boyle Genevieve Krob,CHR Christopher R. vonKeyserling Joshua H. Brown,VCHR Richard J. Margenot Mary Bruce Martin G.Mattler Richard Bruce Stephen Ng ,SEC Francis J. Burgweger,Jr Andrew M. Chapin Nancy P. Chapin M. Irene Dietrich Philip A. Dodson Charles L. Edwards,III Christine L. Edwards
District 9, Pemberwick-Glenville
Jane W Arnone Donna Guadioso-Zeale Jonathan Shankman Robert L. Beerman Craig Holz John F Toner John C. Caulfield Eric M. Lindberg Ralph Vizzari Paul F.Curtis Anna B Napolitano Stephen Warzoha Barbara T. Darula Adrian Pasternak Carol A. Zarrilli Ann P. Fatsi Frank P. Petise George R. Finn, Jr. Lauren E Rabin Betsy S Frumin,CHR
District 10, North West
Swan M. Grant Mark Pruner Gerald L Anderson, VCHR Lloyd N. Hull Roger S. Shedlin Robert M. Byrnes Hans Isbrandtsen Alan A. Small Joan E. Caldwell,CHR Lawrence E. Larson Jeffrey Stein Carol M. Caroll John M. Lucaarelli Louisa H Stone Frank DeNicola Nancy Marshall Dora Williams David W. Detjen John Mastracchio Bertram M Metter
District 11, North East
Marion Beale Todd Kennedy Katherine S Prokop A.Bruce Dixon Ajit Laroia Stuart E Reider Susan Fahey ,VCHR Harry A LeBien William P.Richardson, Jr. Joseph Fahys Robert A Maddux Adam J Savitz Despina K. Fassuliotis CHR Blake w. Mather Michael Spilo Rosa A Fini Daniel J. Natale, Jr. Michael G. Wacek William C. Hambleton Dana G. Neuman Richard C. Wellington James Hann Richard J Neuman John A. Kavounas Rosalind Nicastro,SEC
District 12, Havemeyer David F.Alfano Bernard G Schneider Bill Bambrick Robert C. Kavee Gregory W. Schulte Thomas E. Bancroft Robert C. Liflander Robert H.Stafford,III Robert A Bray Edward M Manganiello Donald Whyko Glen A Canner Robert T. May,CHR Timothy E. Conroy Miriam Mennin,SEC Janet DeLuca Perelli-Minetti, Carl R David L DeMilhau Natalie R. Queen Nikhil S Gupte John F. Robben Victoria M. Hackman Barbara G. Hindman,VCHR
Ex-Officio Members
Peter Tesei, First Selectman David N. Theis Selectman Drew Marzullo ,Selectman Carmella C. Budkins, Town Clerk J. Wayne Fox,Town Attorney
Board of Estimate and Taxation Members
Gregory Bedrosian Robert Brady William R Finger Sean Goldrick Randall Huffman Mark Johnson Mary Lee Kiernan Michael S. Mason,CHR Arthur D. Norton Joseph Pellegrino Jeffrey S. Ramer Leslie L. Tarkington
REPRESENTATIVE TOWN MEETING DISTRICTS BOUNDARIES - REGISTERED VOTERS Western Junior DISTRICT NO. 1 - SOUTH CENTER (Registered voters – 2,741) Highway to the intersection with Richland Road, thence southerly on a direct line to the underpass of Bounded on the north by the center of the Boston the Metro-North Railroad at Hamilton Avenue, Post Road; on the east by the center of Brothers thence directly south to the New York State Line in Brook; on the south by the center of the Metro-North Long Island Sound; on the west by the New York Railroad; on the west by the center of Prospect Street State Line. from the Metro-North Railroad northerly to the Boston Post Road. DISTRICT NO. 5 - RIVERSIDE (Registered voters –2,800) DISTRICT NO. 2 - HARBOR (Registered voters – 2,191) Bounded on the north by the center of the Boston Post Road; on the east by the center of Sound Beach Bounded on the north by the center of the Boston Avenue to the center of Arch Street to West End Post Road from Brothers Brook to the Mianus River; Avenue and thence easterly on the center of West on the east by the center of the Mianus River and the End Avenue to the center of Long Meadow Creek, center of Cos Cob Harbor and a line south from the thence south on the center of Long Meadow Creek center of the entrance of Cos Cob Harbor in Long and the center of Greenwich Cove to Long Island Island Sound; on the south by the southern boundary Sound; on the south by Long Island Sound; on the of the Town of Greenwich in Long Island Sound west by the center of Cos Cob Harbor and the from a line south of Cos Cob Harbor to a line south Mianus River to the Boston Post Road. from the Metro-North Railroad underpass at Hamilton Avenue; on the west by a line from Long DISTRICT NO. 6 - OLD GREENWICH Island Sound directly north to Metro-North Railroad (Registered voters –2,986) underpass at Hamilton Avenue, thence easterly along the center of the Metro-North Railroad from the Bounded on the north by the center of the Boston underpass at Hamilton Avenue, to the center of Post Road; on the east by the Stamford City line to Brothers Brook, thence northerly along the center of the southern boundary of Greenwich in Long Island Brothers Brook to the Boston Post Road. Sound; on the south by the New York State Line in Long Island Sound; on the west by a line in Long DISTRICT NO. 3 - CHICKAHOMINY Island Sound north to the center of the entrance of (Registered voters – 1,454) Greenwich Cove, thence along the center of Greenwich Cove and Long Meadow Creek leading Bounded on the north by the center of the Boston northerly to West End Avenue, thence along the Post Road from Western Junior Highway to Prospect center of West End Avenue westerly to Arch Street; Street; on the east by the center of Prospect Street thence northerly along the center of Arch Street and southerly to the Metro-North Railroad; on the south Sound Beach Avenue to the Boston Post Road. by the center of the Metro-North Railroad to the underpass at Hamilton Avenue and thence northerly DISTRICT NO. 7 - NORTH CENTER on a direct line to the intersection of Richland Road (Registered voters – 3,017) and Western Junior Highway, thence on the center of Western Junior Highway to the Boston Post Road. Bounded on the north by Pemberwick Brook from the center of Weaver Street northerly to Rockefeller DISTRICT NO. 4 - BYRAM (Registered voters – Pond and thence by Sherwood's Brook northerly to 2,472) Clark's Drive and thence westerly of the center of Bounded on the north from the center of Comly Clark’s Drive to Pecksland Road and thence Avenue from the New York State line to the center northerly by the center of Pecksland Road to Round of the Byram River; on the east by the Byram River Hill Road, and thence by the center of Round Hill southerly to Davis Avenue and then southerly from Road southerly to Lake Avenue, and thence the intersection of Davis Avenue and the Byram southerly by the center of Lake Avenue to North River to a point 200 feet east of the New York State Maple Avenue, and thence by the center of North Line on the Boston Post Road, thence easterly on the Maple Avenue and Ridgeview Avenue and Andrews Boston Post Road to Western Junior Road to North Street, thence northerly along the center of North Street and easterly along the center Highway thence southerly along the center of of Fairfield Road to Stanwich Road; on the east by the center of Stanwich Road southerly to the Boston Riversville Road northerly to Bailiwick Road, thence Post Road; on the south by the center of the Boston westerly on the center of Bailiwick Road to the Post Road from Stanwich Road to East Weaver intersection with the Byram River, thence northerly Street; on the west by the center of East Weaver on the center of the Byram River to the intersection Street to Weaver Street, and by the center of Weaver with the Merritt Parkway, then westerly at the center Street to Pemberwick Brook. of the Merritt Parkway to the New York State Line; on the west by the New York State Line. DISTRICT NO. 8 - COS COB (Registered voters – 3,932) DISTRICT NO. 11 - NORTH EAST (Registered voters – 3,667) Bounded on the north by the center of Guinea Road; on the east by the Stamford City line from Guinea Bounded on the north by the New York State line Road to the center of the Mianus River, then south from Lake Avenue easterly to the Stamford City along the center of the Mianus River to the Boston Line; on the east by the Stamford City Line southerly Post Road; on the south by the center of the Boston to Guinea Road, thence westerly along the center of Post Road from the Mianus River westerly to Guinea Road to Stanwich Road, thence southerly Stanwich Road; on the west by the center of along the center of Stanwich Road to Fairfield Road; Stanwich Road northerly to Guinea Road. on the south by the center of Fairfield Road westerly to North Street, thence southerly along the center of DISTRICT NO. 9 - PEMBERWICK- North Street to Andrews Road, thence westerly along GLENVILLE (Registered the center of Andrews Road, Ridgeview Avenue and voters – 3,056) North Maple Avenue to Lake Avenue; on the west by the center of Lake Avenue from North Maple Bounded on the north by the center of the Merritt Avenue northerly to the New York State Line. Parkway from the New York State Line to the intersection with the Byram River; on the east by the DISTRICT NO. 12 - HAVEMEYER (Registered center of the Byram River southerly to the voters – 3,167) intersection of Bailiwick Road, thence easterly on the center of Bailiwick Road to Riversville Road, Bounded on the north and west by the Mianus River; then southerly on the center of Riversville Road to on the east by the Stamford City Line; on the south Pecksland Road, thence easterly on the center of by the center of the Boston Post Road. Pecksland Road to Clark's Drive, thence easterly on the center of Clark's Drive to Sherwood's Brook, thence southerly along Sherwood's Brook to Rockefeller Pond, and thence by Pemberwick Brook to Weaver Street, thence on the center line 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 Byram River to Comly Avenue, thence westerly along the center of Comly Avenue to the New York State Line, thence northerly along the New York State Line to the Merritt Parkway.
DISTRICT NO. 10 - NORTH WEST (Registered voters – 3,226)
Bounded on the north by the New York State line; on the east by the center of Lake Avenue to Round Hill Road; on the south by the center of Round Hill Road to Pecksland Road, thence by the center of Pecksland Road to Riversville Road, thence on the center of