A Year in Review- Highlights of 2020 from Town Hall, Human Services, DPW, and the Transfer Station

Each department was asked to offer their top three highlights for 2020, to help offer an overview of the type of work that took place over the past year. We are very proud of each Town department and thank them for their dedicated service during this challenging time. 

Administrative Services 

• 2020 was a busy and an unusual year for all. COVID-19 resulted in much work related to ensuring the safety of Town employees. Much thanks is given to the two employees within the Administrative Services who worked on both COVID and employment matters during the nearly six months with a Director, as well as the First Selectman’s office. For the Human Resources department, the department provided all of the day-to-day HR operations and support the first half of 2020, while the Director was out on leave of absence (with a new Director on boarded in July).  We processed a number of retirements which also led to increased recruitment including the hiring and onboarding of many positions including the Director of Economic and Community Development, Director of Administrative Services, Director of Assessment, Town Engineer, Senior Accountant and two other finance positions.
• We are also proud of the work that was initiated to evaluate Diversity, Equity and Inclusion focus areas for the Town including the piloting of training for staff, as well as Board and Commission members, and an event hosted by the Mystic Seaport that the First Selectman helped organize.  
• For the Information Technology department, COVID-19 also played a significant role in daily operations from the procurement of new devices to be used in virtual meetings, setting up and training employees on using the Webex meeting software to assisting remote access workers with secure VPN access to the network, and supporting Board and Committees who have all moved to virtual meetings – all of which has increased the workload of the department.  The department also upgraded Town wide network switch infrastructures and re-aligned existing staffing to provide more focus on the increasing needs of the Stonington Police department given the many new technology challenges on the horizon that require dedicated attention.

Assessment

• The Assessor’s Department has successfully overcome several challenges throughout 2020 especially considering the amount of general interaction the Department has with the public to complete its duties. New strategies were developed for safely completing required field work, working with residents to file exemption applications for veterans and the elderly as well as required income and expense statements and personal property declarations.  The Department also assisted the Board of Assessment Appeals with their first fully virtual session via webex.
• Additionally, we have been working with the Building Department to transition to a new online permitting software that will enhance and achieve efficiencies both for residents as well as employees. This has been a long-term project that will finally go live to the public in early 2021.  
• Lastly, the Department had a successful transition to a new Director following the retirement of Marsha Standish. We would like to extend our appreciation and gratitude for her thirty-eight years of dedicated and exemplary service to the Town of Stonington.

Building

• Working collaboratively with other departments, a new software program for Building Permit tracking and documentation is being brought on board and should be ready in early 2021.  This new system is already being used in forty towns and cities in Connecticut and all of the towns and cities in Rhode Island. Use of the software will eliminate much of the large volume of paper that the Building Official’s office and other Town departments handle. The database can be integrated into our GIS mapping system, providing easier, more user-friendly access to Town records for the various Town departments, as well as to the public. It will be possible for contractors to apply and pay for Building and Trade Permits online. Inspection reports will be generated electronically, and sent to the contractor, property owner, and Town records in real time.
• 2020 was a record setting year for the number of permits in the Building Department. In addition to seeing an increase in new home construction, permits for renovations, additions, swimming pools, decks, and accessory buildings have been at all time levels and permits for roof mounted solar installations continue to be a popular residential project. For 2020, Building Permits topped 900, and the number of all permits exceeding 2000.

Finance

• Issued $10,000,000 of general obligation bonds in July of 2020, to fund plant and infrastructure improvements for the WPCA over the next five years. 
• The Finance Department saw the retirement of two long-time, highly valued members of the Department, as well as one employee transfer to another position. All three positions have been filled and the department is doing well working to onboard a largely new team.
• Oversaw and managed the finances of the Town’s forty individual Funds, including the general fund, insurance funds, pension and OPEB funds, general fixed asset fund, capital project funds, and a variety of special revenue funds, totaling $80 million dollars of expenditures. Also directly managed several state and federal grants throughout the year.

First Selectman’s office

• We remain focused on COVID, with local, regional and state meetings and shared efforts focused both on physical and mental health issues, as well economic. Since March this has been a main focus for my office's attention ranging from being a PPE distributor to establishing protocols to ensure we are complying with frequent Executive Orders related to COVID, as well as working with our many Boards and Commissions to adapt to the changes required and help keep their work moving. During the initial periods of COVID closures, we were also happy to see the positive reach the ‘Ring a Bell’ nightly community connections had. 
• In addition to launching a new Communication Ad Hoc Committee to explore how we can improve communication with residents and among Boards and Commissions, we have been actively working to increase communication with residents and have been piloting various forms of communication. This has included a new First Selectman’s blog page, an increase in social media posts, and a new ‘Community Connection’ video series. We have also partnered with LLHD, as well as other local and state officials to offer virtual discussions related to COVID consistently since the start of COVID.
• Looking at financial work, I was very proud of the collaboration between the Board of Selectmen, Board of Finance and WPCA in not only moving forward with a $10 million sewer bond, but we also managed to maintain our Town’s AAA bond rating during the process and secure Stonington’s lowest interest rate. The budget this year was a trying time for everyone involved, but I was proud of the Stonington team who worked tirelessly together to identify budget cuts that made it possible to put forward a flat budget, which required $4 million reduction in spending from the previous year. While this level of cuts is not sustainable, it was important with all the economic uncertainty and all involved in the budget process, from staff to volunteers to elected officials worked collaboratively to make this possible.
• Lastly, it should be noted that none of the work in the First Selectman's office is possible without the many staff and volunteers who directly contribute to so many aspects of daily work, but in particular Stacey Haskell, who is a cornerstone for the office of the First Selectman.

Human Services

• Supportive Program Outreach (remote and in person)
  • Stonington Feeds Stonington (GC distribution to 813 HH; benefiting 444 children; 569 adults; 486 seniors) valuing over $30K and simultaneously supporting local, small business
  • SHARE program connection
  • Unemployment advocacy (fielding 345 contacts)
  • Holiday meal distribution to seniors (352 meals delivered over Thanksgiving and Christmas, thanks to Indulge)
  • Financial assistance (medical, utilities, rent/mortgage, etc) - $17,537 provided to assist 56 families – this # does not include the overall # of individuals and families – 926 residents in 828 households have been served since January 1
  • Mental health and wellness support (remote and in person free counseling, yard signs, and more)
  • Senior holiday/new year card partnership with SPS (including info re: Stonington Alerts and SHARE)
• Safe, Socially Distanced Recreation & Youth & Family Services Offerings
  • 434 HIKE Stonington participants this year, the most ever!
  • 320 participants (up by 89 since 2019) in grades K-12 competed in the NFL Flag Football League this past fall
  • Over 100 youth, adult and senior athletes participated in the first ever Stonington Open Tennis Tournament held in August.  The 3-day event took full advantage of the George Crouse Tennis Courts and the rest of the facilities in Spellman Park raising money for the Pawcatuck Neighborhood Center & the Girls Tennis Team program at Stonington High School.  Revenue generated from tennis programs was 6x greater this year compared to 2019!
  • 247 virtual check-ins from families participating in our 9-week “Take a Break” challenge(s)
  • First Annual Scarecrow and Holiday Decorating Contests – offering family memberships to local non-profits as prizes
• Successful collaboration with our 20+ community non-profit partners to streamline delivery of service(s)
  • Stonington Magazine – Special COVID edition
  • New FB groups – Stonington Connects, Stonington Supports and Stonington Works

Planning and Zoning (including Economic and Community Development)

• Awarded a $15,000 grant to complete a Housing Affordability Study and actively working with a consultant, Dr. Donald Poland, and the Economic Development Commission to draft a plan to improve the availability of housing that is affordable within Stonington.
• Awarded a $600,000 grant from OPM for the Route One sidewalk project. Thanks to past and current local and state officials, as well as Town staff, the plans are now at 90% and this long anticipated project is moving quickly.
• Achieved Bronze Status through Sustainable CT Initiative and built an ADA accessible Town Hall Community Garden, which is an expansion of the long successful Human Services Community Garden.
• Completing the review and approval of the Winn Development 82 unit mixed income housing development in Downtown Pawcatuck, as well as putting forward a CDBG grant application in support of this project.
• The Planning and Zoning Department worked throughout COVID, and thanks to their efforts work was able to continue around the community. In 2020 there were 68 total commission applications (down from 86 in 2019) and 329 zoning permit applications, which was up 38 from 2019. Overall the department worked on 397 total permit applications, which was only down 20 form 2019’s 377 applications.

Public Works (including Engineering) 

• DPW continued to work on site during the entire pandemic, as part of this they were able to take advantage of the reduction of external activity to increase production and take on difficult special projects. These included, but were not limited to creating planter boxes and pollinator gardens at Town Hall, Fourth District Hall and Stonington Borough Park.  The team also created natural pollinator gardens in Spellman Park surrounding athletic fields. DPW completed work on Outfall and Box Culvert Reconstruction (at Frazier Street) to improve drainage infrastructure supporting a 10 Acre watershed. As part of the COVID support the team created the drop box for outside of Town hall, signage for Town and School, as well as designing and creating partitions for absentee ballot counting for the 2020 Election in Town Hall. Ongoing partnership with the Town’s Beautification Committee, which included preparations for the winter holiday lights in downtown Pawcatuck, preparing the grounds for various, additional pollinator gardens, and bridge flower boxes.
• Town Dock Underground Storage Tank Installation: Completed installation of 12,000-gallon capacity UST to store marine diesel for fueling fishing vessels at the Town Dock.  Work was complete and tank operational in July 2020.  Prepared a Facility Response Plan and Operations Manual and obtained approval US Coast Guard. This was a long-standing project, which DPW was able to complete and expedite in time for completion before the July Blessing of the Fleet.
• PAVEMENT MANAGEMENT: This year we completed 7.6 miles and/or 107,429 square yards of Pavement Maintenance and addressed 15 roads throughout the Town. 
• ATHLETIC FIELDS and GROUNDS:  Maintenance Management and Execution at fields located at Stonington High School, Pawcatuck Middle School, and Mystic Middle School.  In-house services included fertilization, over-seeding, topdressing, pesticide application, cutting, lining, and softball game prep for every event. Thanks to internal efforts were able to increase usage of environmentally supportive products and focusing on agronomics and soil testing to give the grounds what it needs when it needs it. This allows the turf to be more resilient and vigorous and allows it to stand up to the wear and tear our fields get. This proactive approach in turn reduces the need for herbicide applications and builds a better foundation then just the "spray and pray" method of the past. This targeted model is also far more fitting to our " Sustainable Stonington" campaign as it is a responsible way to manage turf because there is no excess and it reduces the chance for fertilizer run off and uses less pesticides.

Engineering 

• West Broad Street School – Exterior Masonry Improvements: Design specifications were prepared and executed to facilitate the improvements for the West Broad Street School. Specifically, the building envelope received treatment to stave off water intrusion by means of brick mortar repointing. At fenestration (doors, windows, louvers) perimeter sealants were removed and re-caulked to create weather tight joints, including some concrete and block areas as well. The east side of the building had an existing window with rotting framing replaced including drywall repair, caulking and painting. Additionally, roof leaders were repaired, replaced and fitted with new connections (as required) on the east side of the building.  Other activities included the removal, replacement and repainting of interior walls, deteriorated from historic water events and resultant damage. 
• Willow Street Drainage Project: The Final Design Plans for the Willow Street Drainage Project were completed including permit approvals from both the CT DEEP and local Inland Wetlands. The project bid solicitation is tentatively scheduled for late January with an anticipated spring construction timeline. The project timeline will be approximately 6-8 weeks involving the re-construction of a box culvert, installation of a tidal valve, raingarden and related drainage appurtenances.
• Community Flood Program- Completed CRS Recertification Application and obtained approval from FEMA to maintain our current rating and insurance discounts.

Solid Waste

• Starting a curbside textile collection program in April, which has been very successful. In the first three months of the program, we have diverted more than 30 tons of material from our waste stream.
• Beginning a food composting pilot project to aid in the development of a regional food collect and composting program.
• Managing the higher volumes of traffic and waste at the Transfer Station throughout the pandemic.

Tax Collector 

• Managing through all the Governor’s Executive Orders, while still maintaining collections.
• Began collecting for Pawcatuck Fire District, which means we now collect for 10 districts. 
• Maintained a high-quality of customer service despite all COVID related obstacles.

Town Clerk

• The Office of Secretary of the State of Connecticut sent out absentee ballot applications for the primaries to all registered Republican and Democratic voters. Due to the COVID-19 pandemic the Presidential Pref. Primary scheduled for April 28, 2020 was rescheduled twice.  First to June 2, and then to August 11 which was held simultaneously with the Republican and Democratic primaries for state offices.  For the Republican Primaries the office processed and issued 290 absentee ballots, which was 49% of the people that voted in the Primary and for the Democratic Primaries the office processed and issued 1,608 absentee ballots which was 72% of the people that voted.
• Again, the Secretary of the State sent out absentee ballot applications to every registered voter in the state for the November Election in September.  We began to process a total of 5,269 absentee ballot applications, for a total of 44% of the people that voted on November 3rd.  The office worked many long days and weekends to make sure that the absentee ballot process went smoothly without a glitch.  Thanks to the Town Clerk and her team, along with many volunteers in Town Hall and from the community, the primaries and election were a success.

WPCA

• Through much hard work by the First Selectwomen’s office and numerous others, the WPCA was able to secure a $10M bond that will allow us to keep this very old system operational and in compliance with its three operating permits.
• Despite the situation with COVID-19, we have three projects ongoing that are all critical in nature:
  • construction improvements that will enable wastewater flows to be pumped from Mystic to the Stonington Borough facility and allow us to lift the moratorium for the Mystic Sewer District.
  • the Inflow and Infiltration project, which had been put on hold for the summer and the near drought conditions, is now progressing forward in an effort to quantify and measure the amount of extraneous flow that is finding its way into the Mystic Sewer System, and
  • improvements to the final clarifiers at the Pawcatuck Facility, which are critical to the continued compliance to that facility.
• The office of the WPCA has managed to continue to operate in an effective manner throughout the year despite the challenges and the added workload. Despite, or perhaps because COVID, nothing has slowed down, if anything things have picked up.  The Director has responded to each and every inquiry whether this was in response to the Mystic moratorium, property inquiries from real-estate sales people, interested parties, new owners, prospective owners, engineers etc. who request information regarding access to sewers, cost of sewers, options for connecting, how to questions, and so forth.  The Director is involved in every detail of the above listed projects with oversight on the progress, change orders, payments, etc. and must attend each and every project meeting.