GREENWICH RE NW CH

2008 P Plan of Conserv C vation an Deve nd elopmen nt

DRA 7 AFT 7.11.2008 8

PREPARE BY ED

The Gr reenwich Plannin and Z h ng Zoning Commissi ion

This plan has been de eveloped to b viewed on be n-line. ne vironmentally friendly. The on-lin version is free and env

Contents

Welcome Preface
CHAPTER

iv vii 1 7 25

1. 2. 3.

Greenwich Past Greenwich Present Community Concerns

FUTURE OF GREENWICH - PROTECT WHAT WE HAVE

4. Enhance Community Character 5. Protect Historic and Cultural Resources Protect Scenic Resources Protect and Plant Trees, Shrubs and Vegetation Implement the Open Space Plan Create Additional Coastal Access Create Greenbelts

29
31

Enhance Environmental Health Enhance and Maintain Water Resources Protect Natural Resources Address Biologic Resources

49

6.

An Environmental Leader Address Flooding Provide Waterway Management

59

FUTURE OF GREENWICH - CREATE WHAT WE WANT

7. Nurture Focal Points Downtown, business and village areas Enhance Downtown (Central ) Greenwich Enhance the Large Villages Protect the Small Villages Enhance the Post Road Monitor King Street

65
67

Greenwich Plan i

FUTURE OF GREENWICH - CREATE WHAT WE WANT

8. Diversify the Housing Portfolio 9. Protect Subsidized Housing Provide for Workforce Housing Provide for Senior Needs 99 91

Be a Growth Management Leader Protect Residential Neighborhoods Manage Regrading Continue to Encourage Appropriate Design Coordinate Waterfront Development

FUTURE OF GREENWICH - PROVIDE WHAT WE NEED

10. Guide Municipal and Community Facilities 11. Address Educational Needs Address Municipal Facility Management Address Municipal Facility Needs Support Other Community Facilities Continue to Support Other Community Organizations

113
115

Guide Infrastructure Maintain Streetscape Character but Improve Road Safety and Capacity Maintain and Expand Sidewalks Create Bicycle Paths and Facilities Expand Transit Maintain Sewer Infrastructure Maintain the Provision of Adequate Water

129

12.

Be a Green Leader Conserve Energy Conserve Water Encourage Green Buildings Create Green Neighborhoods/ Developments Expand Recycling Programs Create Green Municipal Facilities

141

Greenwich Plan ii

CHAPTER

13. 14.

Future Land Use Plan Implementation Summary Appendix Acknowledgements

151 157 179 185

Greenwich Plan iii

Welcome

TOWN OF GREENWICH PLANNING AND ZONING COMMISSION

DRAFT dated July 11, 2008 of the Greenwich Plan of Conservation and Development (POCD) of the Town of Greenwich July 11, 2008 Dear Fellow Citizens of Greenwich: We, as members of the Planning and Zoning Commission (P&Z or the Commission), are charged with the responsibility of preparing a Plan of Conservation and Development (POCD) consistent with the Connecticut General Statutes, Title 8, and our Town Charter, Article 9. Our Draft dated June 19, 2008, is complete and ready for your reading on the pages following. We anticipate that you can finish your review within the summer months of July and August. For the past several months, you, the Citizens of Greenwich, have helped guide our overall drafting process through a series of public meetings and workshops designed to gather and organize much of what is contained in this Draft. Continuing this organized effort to encourage open forum, communication and interchange, during the next several months, we will solicit additional public and municipal comment, idea and suggestion. Specifically, we will continue our further review and examination and take these next steps to move our Draft into a final POCD: Public Information Meeting. In September, 2008 the Commission will arrange for an open forum to discuss all aspects of this Draft and take your further comment. With this, we will be able to revise and augment this Draft and then possibly publish a revised draft. Public Hearing. In October, 2008 P&Z will seek final public comment to our possibly revised Draft. Meetings with Neighborhood Association Chairs, District Leaders, Municipal Department Heads, RTM Committee Chairs and Other Civic Leaders Prior to our presenting our final draft to the Representative Town Meeting, we will organize separate reviews with designated civic leaders to allow for, and continue, as much dialogue and idea interchange as possible. Representative Town Meeting Presentation. In December, 2008 the Commission will present a final draft of the POCD to the RTM for its approval and endorsement.

Greenwich Plan iv

The POCD, in its final form approved by the RTM, is intended to be our roadmapour common vision for our community. It is an advisory document that will guide our conservation and development activities during the space of our next 7 to 10 years. We respectfully take this opportunity to underscore that we intend to regularly revisit and reevaluate it to ensure that this road may continually reflect our current vision. Land use regulation and enforcement is a dynamic, ongoing process. One of the greatest testaments to our community uniqueness and outstanding leadership can be that we embrace this ongoing process to the best of our abilities by seeking and obtaining consensus to bring into fruition and implement our imagination, innovation, insight, and energy and resource management. We would like to take this opportunity to thank all Town Land Use Departments and the citizens and community organizations who helped us formulate this plan. This POCD reflects many of their ideas, suggestions and opinions and we are most grateful for their valued assistance. Sincerely, Donald Heller, Chairman Greenwich Planning and Zoning Commission

Greenwich Plan v

Focus

Promote

Coordinate

Achieve

Greenwich Plan vi

Preface

Change Is Inevitable...
We, the Citizens of Greenwich, are proud of our community and the opportunity and privilege it affords us and our families. We hold dear and important that we a premier residential community servicing the needs of citizens who live, and may even work here; our inherent natural aesthetics and graceful contours of our landscape, our green and open spaces, our safe and pleasant schools, places of worship, our pleasant and diverse parks and recreational facilities, high-level municipal services, our business and retail community, our cultural and community activities and outreach, and the everyday generosity of our caring and most giving citizens, volunteers and local charities. And the fact that our Town government runs through our volunteer 230-member Representative Town Meeting system and hundreds of other of our citizens who donate umpteen hours on task forces, agencies, boards, commission and as consultants to both our municipality and our charities, is most admirable. We are unique. We recognize that change, in the generic sense, is inevitable; indeed, we recognize that we are not immune to change or from the challenges that we face, as individuals and as a community, on the whole. We eye and experience the results of these changes daily, some anticipated, others not, and some are welcomed, others not. Greenwich has changed in the past and will change in the future. We can address change by choice or by chance. Fortunately we are in a position to use our innovation, insight, energy and resources to manage change. How can we do this? Recognize choices, establish a vision, and dedicate resources. ative Town Meeting, a Board of Estimate and Taxation and Selectmen system plus some independent regulatory and planning agencies, requires a planning and execution system that must not lose its ability to fix ailments, hopefully either before they occur or before they become of major importance.
Its About Choice Its About Change

The question is not whether your part of the world is going to change. The question is how.
Edward T. McMahon The Conservation Fund

Communities can be shaped by choice, or they can be shaped by Our unique government system, with a very substantial 230 member Represent- chance. We can keep on accepting the kind of communities we get, That is what this Plan of Conservation and Development is about. First, about or we can start creatconservation, as all in our world is finite; second, about development, as we must improve and provide as we, our families and our newly-welcomed citizens and ing the kind of communities we want. workers change and require/need difference.
This Plan proposes strategies and tools to: [ [ [ Protect What We Have, Create the Greenwich We Want, and Provide the Services and Facilities That We Need.
Richard Moe National Trust for Historic Preservation

Greenwich Plan vii

Why Plan?
The Connecticut General Statutes (CGS 8-23) require municipalities to adopt a plan of conservation and development every ten years. Greenwich undertakes this effort to continue its tradition of planning and forward thinking. The Connecticut General Statutes (CGS) contain several provisions pertaining to plans of conservation and development that come into play on a regular basis: changes to zoning regulations or districts by the Planning and Zoning Commission must be reviewed for consistency with the Plan; and public improvements and land transactions by the Town must also be referred to the Planning and Zoning Commission for a finding of consistency with the Plan (CGS Section 8-24). From a funding standpoint, many grant programs, such as the Community Development Block Grant Program, require eligible projects to conform to the local Plan of Conservation and Development. Further, our Town Charter, Article 9, Greenwich Municipal Code Sections 91-98, further defines our civic obligation to develop and adopt a Plan of Conservation and Development (POCD). Our Charter requires the POCD to show all the Planning and Zoning Commissions recommendations that will, in its judgment, be beneficial to the Town, including among others, the most desirable use of residential, recreational, commercial, industrial and other purposes and the desirable density of population apportioned to various areas of the Town for a system of streets and drains, for parks, for the general location, relocation and improvement of public real property and public buildings, including schools; for the general location and extent of public utilities and terminals, whether publically or privately owned, for water, sewerage, light, power, transit and other purposes; and for the location of public housing projects. Planning helps Greenwich to identify and address community needs, to try to foresee the long-term consequences of current actions, to make good decisions, and to produce desired results. This is the essential function of the Planning and Zoning Commission. A History of Planning... Greenwich has a long history of planning. As one of the first Connecticut communities to adopt zoning, Greenwich quickly realized the importance of land use planning. In addition to the Planning and Zoning Commission, many land-use agencies and committees participate in the Towns overall planning efforts and work hard to access and inventory our resources and needs. Their input includes the development of numerous plans and studies of specific issues, ranging from coastal access to downtown parking. Specifically, not in prioritized or historical order, and not intending this listing to be all inclusive, they are the 2001 Bicycle Master Plan, the 2002 Greenwich Central Business District Traffic Management Plan, the 2002 Supply/Demand

Greenwich Plan viii

Parking Study, the 2002 Management and Operations Parking Study, the 2006 Inventory of Pedestrian Safety, and the 2007 Byram Comprehensive Plan. Essentially the States and Towns regulatory scheme requires that we plan to conserve, promote and maintain the public health, safety and general welfare of all Citizens. Based on studies of physical, social, economic and governmental conditions and trends, we identify and address community need and desires, so we can prepare ourselves for, and control, change, and meet challenges and maximize opportunities for conservation. In particular planning provides the opportunity to: Focus on the bigger picture and identify significant Community goals, Promote overall values and achieve important Community purposes, Coordinate efforts and produce consistent results for our Community, and Achieve efficiency and economy in implementation and regulatory and zoning enforcement within our Community. Preparation of the Plan Preparation of the Plan began in September 2007 and was coordinated by the Planning and Zoning Commission. Greenwich residents helped guide the overall process through a series of public meetings and workshops on various topics as well as submission of written reports and recommendations. In addition meetings were held with community leaders, land use commissions, department heads and other groups such as the Board of Education, the Board of Parks and Recreation and Greenwich Housing Authority. Their comments were carefully considered. With the assistance of Planimetrics, a planning consultant from Avon, Connecticut, an inventory and an assessment of technical and policy issues was conducted. The Planning and Zoning Commission, created this document, and after adoption, it will be sent to the Representative Town Meeting for endorsement.

Greenwich Plan ix

Use and Maintenance of the Plan

The Plan of Conservation and Development becomes an official document after a noticed public hearing and adoption by the Planning and Zoning Commission and endorsement by the Representative Town Meeting. Once adopted, the Plan is used to: coordinate conservation and development activities, guide land use decisions and regulations, develop public projects, and meet identified public needs. It is important to note that the Plan of Conservation and Development (POCD) is primarily an advisory document. It is intended to guide local residents and municipal boards to provide a framework for consistent decision-making with regard to conservation and development activities in Greenwich over the next 7 to 10 years. The process of the POCD becoming an official document of the town needs to be explained. The Planning and Zoning Commission is charged by Town Charter and State Statutes to develop the plan every 10 years. We have started this process with 15 public meetings and have reviewed and considered all comments. The Planning and Zoning Commission holds public hearings on the POCD and adopts the plan. Next, the Representative Town Meeting (RTM) reviews and comments as they deem necessary back to the Commission for any revisions since they must approve the POCD according to the Town Charter. It is incumbent upon the Selectmen, other independent agencies and boards, as well as town departments to institute regulations, ordinances, procedures and directives so that in the end this Plan becomes an action document. Leadership is required and responsibilities must be outlined for implementation by the appropriate departments, agencies and organizations. The POCD, in its final form approved by the RTM, is intended to be our roadmap, our common vision for our Community. An advisory document that will guide our conservation and development activities during the space of our next 7 to 10 years. We respectfully take this opportunity to underscore that we intend to regularly revisit and evaluate it to ensure that this road map continually reflects our current vision. Our planning will continue as a dynamic ongoing process. Land use regulation and enforcement is a dynamic ongoing process as well. One of the greatest testaments to our community uniqueness and outstanding leadership can be that we embrace this ongoing process to the best of our abilities. Seeking and obtaining consensus to bring into fruition and implement our imagination, innovation, insight, energy and resource management. We would like to take this opportunity to thank Town Land Use Departments and the citizens and community organizations who helped us formulate this plan. This POCD reflects many of their ideas, suggestions and opinions. We are most grateful for their valued assistance.

Greenwich Plan x

The Capital Improvement Process The town has the opportunity to ensure that the recommendations are carried out and one avenue is through the Capital Improvement Program (CIP) process. Apart from making good sense a Plan of Conservation and Development can have significant bearing on the Towns ability to carry out everyday planning and zoning activities, make public improvements, or secure grants. The Planning and Zoning Commission is aware and sensitive to the RTM Resolutions of 2006 and 2007. As will be noted in the Implementation Summary, many recommendations require integration into the Towns Capital Improvement Program and will require alterations in annual budgets as well. For example the implementation of a master plan for the transfer station is a capital item. Other recommendations fit the annual operations budget, such as the possible position of a Transportation Planner. Discussions on the CIP projects and relative priorities encompass land use agencies and other town boards. Executions of recommendations, if approved, require financial analyses as part of capital and annual budgets. Planning and Zoning, for example, cannot evaluate the financial elements of the upgrades to the design for the transfer station. As a first step it is recommended that the Board of Estimate and Taxation (BET) review priority projects and those of the highest priority will require financial data from the appropriate department for formal subsequent submission to the RTM. The Selectman's office should also review the priority list with appropriate recommendations to the BET. Recommended Actions: Procedures A series of action steps are proposed with responsibilities suggested. Note that the complete list of action steps can be found in Chapter 14, Implementation Summary.
It will take leadership and team work A Plans success is measured by implementation

Greenwich Crew Junior Program

Greenwich Plan xi

Action on the Plan

For each of the strategic recommendations in this plan, primary responsible agents have been cited, plus additional authorities or departments, as necessary, to assist with the implementation. Details on the lead agencies are indicated in the Implementation Summary Chapter 14. After the final plan is adopted, assignment of responsibilities as listed will be used to assess performance.

Greenwich Plan xii

Greenwich Past
Greenwich is located in Fairfield County in southwest Connecticut. The Town is bounded by Port Chester and Rye Brook, New York to the west, Stamford to the east, Long Island Sound to the south and North Castle, New York to the North. Greenwich is known and recognized for: [ [ [ [ its business center, residents, ambience, and accomplishments.

CHAPTER

Greenwich Plan - 1

History of Greenwich
The landscape of Greenwich as we now know it evolved over millions of years. While Native Americans may have settled in this area about 10,000 years ago, recorded settlement of Connecticut by Europeans is only available for the past 370 years or so. Based on a 1614 journey into Long Island Sound Dutchman Adriaen Block became the first documented European observer of what was to become New England. Over the next several decades early trading posts and settlements were established by both the Dutch and the English. English settlers established a colony at Plymouth, Massachusetts in 1620. Dutch settlements began at New Amsterdam (now New York City) after 1624 and at Dutch Point (now Hartford) after 1633. English settlement of Connecticut began about 1635 at Windsor, Wethersfield, and Old Saybrook. Over the next few years conflicts grew between Europeans and Native Americans over trade, settlements, and property. Tensions boiled over in the Pequot War of 1637 where European settlers, in conjunction with some other Native American tribes, attacked the Pequot tribe in eastern Connecticut and essentially wiped them out. This attack is widely seen as setting the stage for European settlement of New England since there was no meaningful organized resistance to European settlement after this date. As there was less concern about security, settlers began to look for new areas. Although this area was closer to the Dutch settlement of New Amsterdam, local history indicates that four Englishmen purchased the land that is now Old Greenwich in 1640 from the Sinoway Indians, for the price of 25 English coats. The area was named for Greenwich, England - the birthplace of one of the men. At the regional level tensions between Dutch and English settlers continued. In 1650 there was a conference in Hartford between English and Dutch leaders from what are now Massachusetts, Connecticut, and New York to agree on territorial jurisdictions and other matters. The Hartford Treaty of 1650 established a north-south boundary line which should "begin at the west side of Greenwich Bay, being about four miles from Stamford, and so run a northerly line twenty miles up into the country until it shall be notified by the two governments of the Dutch and of England, provided said line shall not come within ten miles of the Hudson River." The Treaty recognized Dutch jurisdiction over areas west of the line. Within the next 15 years the British defeated the Dutch to obtain jurisdiction over both areas. However, as it turned out, conflicting land grants had been given by the British Crown to the Connecticut territory and the Duke of York (for what is now New York). A 1664 agreement placed Long Island under New York jurisdiction and established the boundary between Connecticut and New York as a line to run from the Mamaroneck River "north-northwest to the line of the Massachusetts." However, this line was never accepted so boundary disputes continued. The dispute was not trivial. Settlers in Greenwich, Stamford and other areas were reportedly aligned politically with the colony of Connecticut, rather than New York. This did not sit well with New York and the Governor of New York issued arrest warrants for some residents of Greenwich, Rye, and Stamford. In May

Greenwich Plan - 2

1682 New Yorkers began a settlement above Tarrytown in what Connecticut considered its territory. Efforts to agree on a resolution were initiated again. Under a 1683 agreement the boundary between Connecticut and New York was generally recognized as a line parallel to and twenty miles from the Hudson River north to the Massachusetts line. However, New York, acknowledging most of Connecticut's settlements in Fairfield County, gave up a claim to a 61,660 acre rectangle east of the Byram River, which became the area sometimes referred to as Connecticut's panhandle. In return Connecticut gave up its claims to Rye and ceded to New York a strip of land 580 rods (1.81 miles) wide equivalent to the area of the panhandle that extended north from Ridgefield along Dutchess, Putnam, and Westchester Counties, New York, to the Massachusetts line. This territory came to be known as the Oblong. The boundary dispute was not finally resolved until 1880 (with ratification by Congress). The basic form of Connecticut (and affiliation of Greenwich) was established at that time.
The Panhandle and The Oblong (1683)

en.wikipedia.org/wiki/Connecticut_Panhandle

While these border disputes were going on, the early settlers engaged in subsistence farming and fishing and similar pursuits. Mills were established along major streams and rivers. Merchants and traders and inn-keepers set up establishments along major roads. The harbors provided opportunities for trade with other areas.

Greenwich Plan - 3

Arrival of the Railroad and Automobiles In 1848 railroad service came to Greenwich. The rail line increased the accessibility of Greenwich and this attracted people from New York City and elsewhere. While the first forays were probably by summer residents, eventually the increased accessibility brought permanent residents also.
Influence of the Railroad The railroad was a major factor in changing Greenwich from an agricultural community to a residential community

The population of Greenwich, which had only grown by about 900 people from 1800 to 1840, added about 1,000 people in the 1840s and another 1,500 people in the 1850s. Clearly, there were new factors changing how growth was occurring in the community. The number of residents grew from about 3,900 people in 1840 to about 5,000 people in 1850 and 12,000 people in 1900. With the advent of the automobile in the early 1900s, growth continued in Greenwich. The number of residents increased from 12,000 people in 1900 to 22,000 people in 1920 and 35,000 people in 1940.
Greenwich train station circa 1928 Greenwich train station circa 1954

uconn.edu

Post-War Suburbanization While the completion of the Merritt Parkway in 1938 increased the accessibility of Greenwich, the true effects were not felt until after World War II. With the proliferation of the automobile, government policies that promoted new housing construction, and the prospering economy of the region, Greenwich was directly in the path of suburbanization emanating from New York City. By 1970, Greenwichs population had grown to about 60,000 people as the result of an expanding post-war economy, enhanced accessibility, the fact that Connecticut did not have an income tax at that time, and the growing reputation of Greenwich as a special place.
Merritt Parkway

Greenwich Plan - 4

Since 1970 the population of Greenwich has continued to hover around 60,000 residents. In fact, the 2000 Census population of 61,000 residents represents the first population increase after small retractions in the 1970s and 1980s. This growth can be attributed to the aging and replacement of households that moved to Greenwich in the first wave of suburbanization four decades earlier. Employment growth has followed population growth. From about 17,000 jobs in the early 1960s employment in Greenwich has grown to about 38,000 jobs today. This is a reflection of business growth to serve local needs and the desirability of Greenwich as a retail and office location (for major corporations in the 1960s to financial service firms in the current day). Greenwich is a widely known special place Greenwich is a widely known community, with an image that reflects accomplishment and sophistication. It is a community that is widely recognized in the United States and has attracted international corporations, major financial institutions and various leaders from all walks of life. It is a community that strives for inclusion, as witness the number of members on the Representative Town Meeting (the fifth largest deliberative body in the entire United States), and the number of community volunteers who serve on many municipal boards and not-for-profit organizations.
Indian Harbor Belle Haven

Greenwich Avenue

Great Captains Island

Greenwich Plan - 5

Historical Factors in Greenwich's Evolution Originally an agricultural community, Greenwich has experienced growth associated with economic growth and with the improvement of transportation systems. In the last 50 years people have been attracted to Greenwich due to: Greenwich's proximity to employment centers in New York and the southwestern coast of Connecticut, the reputation of the community, favorable tax policies (no state income tax until the 1990s), the quality of education, desirable recreational and educational amenities, and Greenwich's character and overall quality of life.

Reenactment of Israel Putnams Ride - Putnam Cottage

Greenwich Plan - 6

Greenwich Present
This section of the plan outlines the conditions and trends affecting Greenwich at the time the plan was prepared, in order to identify issues on which Greenwich should be focused.
Demographics Economic

CHAPTER

Land Use

Build-out Potential

Greenwich Plan - 7

Changing Demogra C aphics

After sever decades o little chang Greenwich is growing again. Grow is ral of ge, wth expected to continue to the year 2030 o 0. This growth trend is sig h gnificant for t two reasons. First, it represents a rev versal from the po opulation dec clines that Gr reenwich experienced during the 1970s and 1980s. Sec cond, the rate of growth is faster than t e s that experienc by the St ced tate of Connecticu during similar periods. ut Population projections p prepared by t the Connecticut State Da Center su ata uggest continued p population gro owth in Green nwich through to the year 2 h 2030.
Population C Change (1800 2030)
70,000

Po opulation Year

1800 1810 1820 1830 1840 1850 1860 1870 1880 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 Low 2010 2020 2030

3,047 3,533 3,790 3,801 3,921 5,036 6,522 7,644 7,892 10,131 1 12,172 1 16,463 1 22,123 2 33,112 3 35,509 3 40,835 4 53,793 5 59,755 5 59,578 5 58,441 5 61,101 6 High 63,667 66,789 70,943 61,900 0 62,700 0 63,500 0

Population
60,000

High Projec ction Low Project tion

50,000

40,000

30,000

20,000

10,000

1800 2000 Census, Projections in italics s. High projections from the C Connecticut State Dat ta Center at UConn n. s on th Low projections based on continuatio of 1980-2000 growt

180 00

1830

1860

18 890

1920

1950

1980

2010

Greenwich Plan - 8

Greenwic is Aging ch While ove erall populatio growth is important, ch on hanges in ag compositio may ge on actually h have more fa reaching implications b ar both in terms of future h s housing choices and community service dem mands. For planning purposes the age com mposition of a community c be considered to can include th hree major ag groups wit differing ne ge th eeds or conce erns--children (ages n 0-19), adu (ages 20ults -54), and mat ture residents (ages 55 and up.) s d s r ults +) Over the next 20 years the number of older adu (ages 55+ is expected to increase fas than the other age groups and will be about 32 percent of th total ster l 2 he population by 2030, as listed in the table and displayed in the chart below. n s
Gre eenwich Age C Composition ( (1970 to 2030) )
Actual 90 1980 199 15,794 12,98 83 27,562 2 16,222 59,578 5 29,06 61 16,39 97 58,44 41 UCo onn Projections s 2020 2030 18,846 19,402 26,969 20,172 65,987 28,307 2 22,432 2 70,141 7

Life Cycle Needs e s

Needs

Age A Range 0 to 4 5 to 19 35 3 to 54 55 5 to 65

Child Care Recreation programs School facilities Recreation fa acilities Recreation programs Rental housin ng Starter homes Social destina ations Family programs Trade-up programs Smaller homes Second homes Tax relief Housing options Elderly programs Medical care In-home services

20 2 to 34

Ages

0-19 20-54 55+ Total

1970 20,610 25,561 13,584 59,755

2000 16,327 28,484 16,290 61,101

2010 18,926 27,319 16,620 62,865

Actual d data - Census Projections - Connecticut State Data Ce enter - UConn

60%
\

Percentage of Total Population

50% 43% 40% 40% 34% 30% 23% 20% 28% 32%

65 6 and over

10%

0-19
0% 1970 1980 199 90 2000 2010

20-54 2

55+ 5

2020

2 2030

Househo Size is De old ecreasing s crease in one and two person housing units over time. In e There has been an inc 1980 one and two pe e erson househ holds account ted for 53 pe ercent of all households. Th increased to 57 percen in 1990 an was similar in 2000 at 5 perhis nt nd 58 cent. Per rsons per occupied housing unit also we down from 1980 to 200 g ent m 00. In 1980 average household size w 2.74 per was rsons, which dropped to 2.60 in 1990 and remained lev in 2000. vel

erage Household Size Ave Gre eenwich 2.60 Fair rfield County 2.67 Con nnecticut 2.53 U.S S. 2.59 cen nsus.gov
2000 Census

Greenwich Plan - 9

Housing Conditions
According to the Connecticut Department of Economic and Community Development (DECD), Greenwich had 24,833 housing units in 2005, an increase of 322 units (about 1 percent) over the 2000 Census. Nevertheless over 1,077 housing permits were issued for new house construction. Even though the overall housing growth rate in Greenwich is modest, there is significant residential construction from remodeling, additions, and teardown/rebuilds. If the 2000 to 2005 growth continued at the same pace, Greenwich would add about 645 units in this decade, an overall growth rate of about 3 percent. According to the U.S. Census Bureau, Greenwich had 24,511 housing units in the year 2000, an increase of 996 units (about 4 percent) from 1990. In other words, there is additional new residential construction activity occurring in Greenwich that is not reflected in the overall tabulation of housing units. While the bulk of the housing stock in Greenwich is single-family residential units, about 36 percent of the housing stock is described in the Census as being something other than single-family detached housing such as attached housing, twofamily, multi-family, etc. This is an increase from 1990 when multi-family housing comprised about 32 percent of the housing stock.

Single-Family House

Multi-Family Housing

Greenwich Plan - 10

Housing is Valuable in Greenwich According to the Warren Group, a real estate trade group, the median sale price for a single family home in Greenwich was $1,926,000 in 2007, ranking the town highest in sales price for both the region and the state. Median price for condo homes in Greenwich in 2007 was $750,000. Affordable Housing Providing affordable housing in Greenwich will be a challenge. While Greenwich has more affordable housing than most non-urban towns in the area, the value of housing and land will continue to make it difficult for Greenwich to reach the number of units needed (10 percent) to be exempt under Connecticuts affordability law. In 2007 about 5 percent of all Greenwich housing units currently meet the state definition of affordable housing in 2007. Connecticut General Statutes (CGS 830g) establishes a threshold that all municipalities should have 10 percent of their inventory of housing to be affordable to people earning 80 percent of the state median income ($44,000.) In other words in order to be exempt from CGS 8-30g threshold Greenwich would have to double the number of these units, which can only have rents that do not exceed $1,100 per month. Under certain circumstances, non-compliance with CGS 8-30g would allow for relaxation of certain zoning regulations in order to further this type of development. It should be noted that only 9 of 169 towns in Connecticut have met this 10 percent threshold. It is also important to note that Greenwich has unique housing needs beyond providing housing for households at the lowest income levels. Greenwich currently has approximately 5,000 units of rental housing in its inventory. Of that total, 2,000 units are either owned by the Housing Authority of the Town of Greenwich (HATG) or leased through its section 8 subsidized housing voucher program. Approximately 750 units are part of senior housing developments, including Nathaniel Witherell, leaving approximately 2,250 units of rental housing at all cost levels to service a town of 60,000 residents. The inhibitors to being able to build decent affordable housing in a high-cost environment like Greenwich can be reduced to five distinct issues: land cost, land availability, construction cost, operating costs (witness United Illuminating and Connecticut Light and Power costs statewide, and the price of fuel all of which are the same price in a market or subsidy apartment), and rental levels and subsidy mix. Because of Connecticut's reputation as a high cost state, there has been no reasonable attempt to try to develop a formula for development of these badly needed units that does not include the application of risky layers of subsidy, delay, reliance on artificial formulas that have no true market significance, and excessive upfront fees followed by years of steady loss. It is instructive to give an overview of the process of traditional subsidized housing funding and development. The problem is that some subsidies are competiGreenwich Plan - 11
Percentage of Housing Units that are Affordable Housing Stamford 13.53% Norwalk 11.01% 5.08% Greenwich 2.49% New Canaan 2.15% Westport 1.80% Darien ct.gov/ecd
CT Department of Economic and Community Development - 2007

Median Sale Price (2006) Greenwich $1,767,500 New Canaan $1,475,292 Westport $1,199,000 Darien $1,095,000 Stamford $693,250 Norwalk $545,000 Fairfield County Connecticut $535,000 $275,000 cerc.com
CT Economic Resource Center - 2007

tive, some are disbursed on set annual days, some are reliant on the political process and some, such as Low Income Housing Tax Credits, have values that change up and down depending on the Federal Reserve and the market. The traditional model for building developing and funding low income housing is inefficient, over reliant on an overlapping and often contradictory set of debt and subsidy offerings by federal, state and local sources. In the current environment, many of these programs which have been steadily reduced by governments in the past 7 years have been the only source of financing for projects with below market rents. Some manage to accomplish the development of affordable housing effectively and efficiently in this environment. But many more do not and the result is a string of failed, delayed or ineffective projects that generate significant losses, are unsightly and not integrated with neighborhoods, and barely serve a public purpose. United Way Study In June 2008, the United Way completed a Workforce Housing Study report about housing costs and the impact that housing prices have on the community. This Study estimates that Greenwich businesses pay an additional $18,900,000 in labor costs because of the additional travel time (estimated average of 104 minutes of travel time roundtrip) and wear on vehicles (estimated average of 40 miles round trip) of non-resident employees. The Study also identified that a lack of subsidized housing and housing choices for Greenwichs workforce is contributing about 15,000 tons of Carbon Dioxide (CO2) per year, which impacts the air quality and energy goals of the community. The Study also found that the lack of affordable and diverse workforce housing options: jeopardizes the quality of life and key services Greenwich residents value, threatens the economic vitality of the community, increases traffic throughout the region, is detrimental to the environment, could ultimately transform a community that values its cultural and economic diversity into a homogenous town accessible only to the wealthy, and does not provide housing for teachers, emergency service workers, hospital workers, and the like.

Greenwich Plan - 12

Housing Rentals and Ownership According to the US Census Greenwichs housing stock has remained consistent from 1990 to 2000, with the ratio of owners to renters remaining the same 64 percent to 30 percent and the ratio of single-family houses to multifamily housing units at the same 64 percent to 36 percent Greenwich has traditionally had a mix of ownership to rental housing compared to most communities in Lower Fairfield County. In 2000, about 30 percent of all occupied homes in town were rental. Only Norwalk (about 37 percent) and Stamford (about 42 percent) reported higher ratios.
Housing Units in Greenwich (1990)
Owneroccupied Renteroccupied Vacant Total

15,049
Percent

7,143 30%

1,323 6%

23,515
1990 Census

64%

Single Family House

Multi-Family Housing Unit

Total

14,918
Percent

8,597 37%

23,515
1990 Census

63%

Housing Units in Greenwich (2000)

Owneroccupied Renteroccupied Vacant Total

15,990
Percent

7,240 30%

1,281 5%

24,511
2000 Census

65%

Single Family House

Multi-Family Housing Unit

Total

15,651
Percent

8,860 36%

24,511
2000 Census

64%

Greenwich Plan - 13

The Economy
Employment
1963 1970 1980 1990 2000 2005 17,216 23,308 33,010 33,250 37,140 34,875

Many people are surprised to learn what an economic powerhouse Greenwich is. In the State of Connecticut Greenwich is the eighth largest employment center and has the second highest number of businesses.
Town Top 10 Communities in CT for # of Jobs (2000) Top Communities in CT for # of Businesses (2000) [RANK]

CT Labor Dept, CT Dept. of Economic and Community Development

Employment Growth
1960s 1970s 1980s 1990s 2000s 1 estimate 2 projection 8,702 9,702 240 3,890 2 -4,530
CT Labor Dept
1

Hartford Stamford New Haven Bridgeport Norwalk Danbury Waterbury

123,416 83,951 77,551 48,617 46,405 44,452 41,998

3,453 [3] 5,219 [1] 2,995 [5] 2,449 [6] 3,157 [4] 2,454 [7] 2,408 [8]

Greenwich
East Hartford Manchester

36,766
30,485 30,071

4,038 [2]
1,203 [10] 1,603 [9] swrpa.org
South Western Regional Planning Agency (SWRPA)

Median Household Income

Darien New Canaan Westport Greenwich Stamford Norwalk Fairfield County Connecticut $181,821 $178,651 $150,940 $122,849 $73,131 $72,756 $79,326 $65,859

Employment in Greenwich has doubled over the past 40 years or so from about 17,000 jobs in 1963 to about 35,000 jobs in 2005. While the 2005 employment level (about 35,000 jobs) is below that reported for the year 2000 (about 37,000 jobs), Greenwich still has a robust economic climate. Greenwich has a strong office market Greenwich contains over four million square feet of office space, making it the third largest office market (11 percent of total office supply) in Fairfield County. Only Stamford and Norwalk contribute more office space with about 37 percent and 15 percent of office supply, respectively. For many years the Greenwich office market was dominated by corporate headquarters and smaller local office operations. Over time, as corporations consolidated and changed strategies some of this space became available; the office market expanded to include the financial sector and the latest iteration the hedge fund operation. Reportedly, hedge funds, private investment companies and related firms account for 65 percent of the downtown office market. The strong demand for office space in Greenwich by the financial sector has pushed office vacancies down and office rents up (in certain parts of Greenwich) to levels rivaling Manhattan rates. This change in office dynamics has resulted in a decline in the number of institutional and corporate users (corporate consolidations or relocations) and a number of move-outs by cost conscious entities seeking areas with cheaper rents.

CT Economic Resource Center - 2007

Hedge Funds A hedge fund is a private investment fund that charges a performance fee and management fee. Hedge funds are exempt from many of the rules and regulations governing other mutual funds, which allow them to pursue aggressive investing goals. They are restricted by law to no more than 100 investors per fund, and as a result most hedge funds set extremely high minimum investment amounts, ranging anywhere from $250,000 to over $1 million

Greenwich Plan - 14

Greenwic has a stro retail ma ch ong arket The overa Greenwich retail marke is well esta all h et ablished and offers a mix of both neighborh hood scaled village center (local conv v rs venience and services) and more regionally supported re y etail (destinati and chain driven). ion n Analysis of the location of Green nwich busine esses identif fied that Dow wntown the de mber of Greenwich accounted for most of t retail trad in town in terms of num businesse with 447 re es etailers, or 75 percent of th total. he
Retail Establishment in Selected Greenwich A E ts Areas
Retail district umber of retail b businesses (200 07) Nu

Downtown Gree D enwich Cos Cob b Riv verside-Old Gr reenwich TOTAL

44 47 52 5 94 9 59 93
Loc Brokers and Real Estate Agents, Costar Reis, Inc., cal r, Census

The long-term outlook for retail in Greenwich is very posit k tive due to in nherent wealth loc cally and regionally, althou in the sho ugh ort-term a con nservative ap pproach is to be ex xpected beca ause of the cu urrent econom condition. The trend to mic . owards high end c chains on Gre eenwich Aven is expecte to continue. nue ed This trend has helpe reinforce Greenwich a a regiona retail destination. ed as al Stores catering to the local population and not re l equiring a reg gional draw ar likely re to gravita towards Cos Cob, Old Greenwichate C d -Riverside an Byram, pr nd roviding greater re etail diversity to these areas. t ch ore ouseholds in The County and n Greenwic Households Earn Mo Than Ho The State e Although the 2000 Inc come data fr rom the US Census is o old, not surpr risingly, Greenwich households earn more than househ s holds of Fairfi ield County a and the State of C Connecticut.
1999 Househ hold Income Distribution
50% 40% 30% 20% 10% 0% $50,000 $100, ,000 $150,000 Or greate er

Greenwich Fairfield County Connecticut

Greenwich Plan - 15

Greenwich's Regional Role

While primarily perceived as a residential community, Greenwich is also a strong employment center. In fact, Greenwich has very high ratios of jobs / housing units and local jobs / local workers, two measures of whether a community is a residential area or an employment center. Data indicates that Greenwich has more jobs than houses. This contributes to the traffic problem.
Town Labor Force Jobs (2005) Housing Units (2005)

Stamford Norwalk

66,428 48,423

75,680 43,870

48,210 34,816

Greenwich
Westport Darien New Canaan Fairfield County Connecticut Westchester County, NY New York

30,219
12,652 9,182 8,902 457,566 1,844,200 486,600 9,499,000
CT DOL, NY DOL

34,875
15,800 7,059 6,427 412,454 1,643,963 412,220 8,424,621
CERC, NY DOL

24,833
10,120 7,019 7,142 347,877 1,421,070 355,224 7,853,020
CERC

Area

Jobs / Housing Ratio

Jobs / Resident Worker Ratio

Stamford

1.57

1.14

Greenwich
New Canaan Darien Norwalk Westport SWRPA Fairfield County, CT Connecticut State Westchester County, NY New York State
CT DOL Connecticut Department of Labor CERC Connecticut Economic Resource Center NY DOL New York Department of Labor

1.40
0.90 1.01 1.26 1.56 1.38 1.19 1.16 1.16 1.07

1.15
0.72 0.77 0.91 1.25 1.03 0.90 0.89 0.85 0.89
Connecticut DOL, CERC, NY DOL

Greenwich Plan - 16

Job Destinations for Greenwich Residents Interestingly, most Greenwich residents work in town or commute to job destinations to the south and west (74 percent). As shown below, about 40 percent of all Greenwich residents who are employed actually work in town. About 20 percent work in Manhattan and about 15 percent work in Stamford. Another 10 percent work in Westchester County and 6 percent work elsewhere in southwest Connecticut. The remaining 10 percent work over a wide area. Note that the number of people working in Greenwich who are Greenwich residents decreased significantly between 1990 and 2000.
Place of Work for Persons Residing in the Town of Greenwich (2000)
Destination 1990 2000 % Change % 2000 Trips

Greenwich Points north and east of Greenwich Points south and west of Greenwich TOTAL

14,293 6,179 8,944 29,416

11,359 6,754 9,546 27,659

-21% 9% 7% -6%

41% 25% 34% 100%

South Western Regional Planning Agency

Origins for Greenwich Workers Of people who worked in Greenwich in the year 2000, 30 percent lived in Greenwich. About 16 percent lived in Westchester County and 15 percent lived in Stamford. About 8 percent lived in Greater Bridgeport area, about 8 percent live in Manhattan and elsewhere in New York State, and about 6 percent lived in Norwalk. Understanding that there was an increase in the number of jobs in Greenwich and a decrease in workers who lived in Greenwich between 1990 and 2000 helps explain the perception that there has been an increase in traffic volumes during this timeframe.
Place of Residence for Persons Working in the Town of Greenwich (2000)
Residence 1990 2000 % Change % 2000 Trips

Greenwich Points north and east of Greenwich Points south and west of Greenwich TOTAL

14,293
14,472 6,424 35,189

11,359
19,149 6,741 37,249

-21%
32% 5% 6%

31%
51% 18% 100%

South Western Regional Planning Agency

Greenwich Plan - 17

Land Use In Greenwich

Greenwich contains approximately 31,060 acres (48.5 square miles). A land use survey found that 27,299 acres (or 88 percent of the land) is either developed for residential, business, or industrial purposes, or committed to a specific use such as open space or municipal use.
Definitions Developed / Committed Land land that has buildings, structures, or improvements used for a particular economic or social purpose (such as residential, institutional or open space.) Vacant Land - land that is not developed or committed. Underdeveloped Land - land that may be capable of supporting additional development potential in the future. For example, a single family home on a 12 acre parcel in a 2-acre zone. Dedicated Open Space - land or development rights owned by the Federal government, the State, the Town, land trusts, or conservation organizations intended to remain for open space purposes. Managed Open Space - land owned by fish and game clubs, golf courses, cemeteries, recreational clubs, and other organizations which is used for other purposes but provides open space benefits.

Residential land accounts for more than half (55 percent) of the developed land; second to residential land is open space (13 percent.).
2007 Greenwich Land Use
Percent Of Developed Land Percent Of Total Land

Use

Acres

Residential Single Family Two-Family / Multi-Unit Multi-Family Business Commercial Mixed Use Commercial Recreation Marina / Boatyard Industrial Open Space Dedicated Open Space Managed Open Space Community Facilities Municipal Facilities Institutional Utilities / Transportation Road ROW Utilities Water Features Developed / Committed Vacant / Underdeveloped Vacant1 2 Underdeveloped Total Land Area
1 2

17,190 14,214 2,462 514 811 648 87 33 22 21 4,091 2,645 1,446 2,441 1,729 712 2,892 2,748 25 119 27,425 1,882 1,753 31,060 31,060 27,425 3,635

63%

55%

3%

3%

15%

13%

9%

8%

11%

9%

100%

88% 12%

100%

Of the vacant land, 96 percent (1,807 acres) is zoned for residential use. 100 percent of underdeveloped land (1,753 acres) is zoned for residential use.

There is little vacant and underdeveloped land in Greenwich (12 percent), which indicates that development pressure may come in the form of redevelopment of existing properties.

Greenwich Plan - 18

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Single Family 2FD - 4FD, Multiple Dwellings Multi-Family Development Mixed Use Commercial
684 119 Industrial V U 1 19 V U Dedicated Open Space 907 Commercial Recreation

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GIS data supplied by the Town of Greenwich Geographic Information System. This map was produced from the Town of Greenwich Geographic Information System. The data depicted hereon is for planning purposes only, and is not intended for sitespecific analysis. The Town does not certify this data as survey accurate, and expressly disclaims any liability that may result from the use of this map. Aerial: 4/15/03. Map: 30 June 2008.

287

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1 Miles

Zoning In Greenwich
Like most communities Greenwich manages land use activities in the community by designating zoning districts for specific uses and intensities. Zoning is a plan, Planned Residences a plan for land use and density and in Connecticut, the Zoning Map and Building Planned residences are oppor- Zone Regulations are recognized as the Comprehensive Plan.
tunities to re-zone land to provide residential alternatives focused on disparate housing needs within the community such as smaller units at a reasonable cost, multi-family town house units with the amenities associated with single family units, and moderate-income housing.

Zoning in Greenwich has been broken down into residential, non-residential, and other categories. Greenwich contains a variety of zoning districts for residential development. Most of the land area in Greenwich (70 percent) is devoted to residential lots of one to four acre minimum lot sizes. It is important to recognize that land use and zoning can be different. The following table identifies how land is zoned in Greenwich:
Category Acres Percentage of Total Land Area

Residential 4-acre Residence 2-acre Residence 1-acre Residence < 1/2 acre Residence Multi-family Residences Planned Residences

26,884 10,818 7,087 4,210 4,574 58 138

86%

Greenwich Assessors Records and Geographic Information System

Greenwich has 14 zoning districts for business development and other nonresidential uses.
Category Acres Percentage of Total Land Area

Non-Residential Business Exec. Office Bus. Other Hospital Parking No Zone / ROW
1

823 599 224 3,482 10 1 3,471

3%

11%

Greenwich Assessors Records and Geographic Information System

About 11 percent of Greenwich is transportation right of way or water, and is not listed as a zone.

While 17,190 acres of Greenwich is used for residential purposes (55 percent of the total land area), 26,884 acres are zoned for residential purposes (86 percent of the land area). Only 3 percent of the land area is zoned for business purposes (823 acres.).

Greenwich Plan - 20

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Generalized Zoning Map

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4-acre Residence 2-acre Residence 1-acre Residence < 1/2 Acre Residence
119 V U 1 19 Hospital V U

Multifamily Residence 907 Planned Residential 684 Business Executive Office Business 287 Parking ROW / No Zone
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GIS data supplied by the Town of Greenwich Geographic Information System. This map was produced from the Town of Greenwich Geographic Information System. The data depicted hereon is for planning purposes only, and is not intended for sitespecific analysis. The Town does not certify this data as survey accurate, and expressly disclaims any liability that may result from the use of this map. Aerial: 4/15/03. Map: 30 June 2008.

287

1 Miles

Residential Development Potential In Greenwich

There still is development potential in the community: additional residential units, additional residential floor area, and additional business floor area. Additional Residential Units A build-out analysis of properties in Greenwich was performed. After considering zoning, it is estimated that this land area may support about an additional 3,372 dwelling units. However this estimate does not include potential re-zonings to multi-family use or possible conversion of public, semi-public or institutional lands to development. At current household sizes (2.60 persons per household) Greenwich could eventually add an additional 8,770 people as a result of new development. Thus, with an existing population of 62,755 people, it is estimated that Greenwich could eventually become a community of about 71,530 residents.
EXISTING CONDITIONS Developed 1 Residential Lots Vacant Lots

Build-out Analysis The build-out number listed in the tables to the right and on the facing page are estimates based on existing Greenwich Assessment and Geographic Information System data.

Zone
Minimum Lot Size

Lots

Potential New Lots

RA-4
4 acres

1,496 2,373 2,453 1,128 4,361 3,267 2,886 17,964

967 1,917 1,984 959 3,929 3,006 2,347 15,109

109 84 98 33 108 51 65 548

221 310 338 130 344 878 129 2,350

RA-2
2 acres

RA-1
1 acre

R-20
20,000 square feet

R-12
12,000 square feet

R-7
7,500 square feet

R-6
7,500 square feet1

TOTAL
1 2

Lots used for single-family, two-family, three-family or four-family Lots with conforming lot sizes that can be created from vacant or developed properties

Additional Residential Floor Area As indicated earlier much residential development is occurring in Greenwich which does not result in the addition of a housing unit. For example, housing additions and teardowns (the demolition of an existing house and the construction of a larger new home) will result in additional floor area but not a new unit. A review of existing and allowable floor area indicates that about 57 million square feet of residential development is already built in Greenwich, and the community has the potential for an additional 56 million square feet, based on current zoning allowances. There are certain regulations like setbacks and

Greenwich Plan - 22

height in addition to land constraints such as topography and wetlands that will reduce this potential. While current population has the potential to increase by about 18 percent based on development potential, the size of residential buildings has the ability to increase by almost 100 percent.
Zone Existing Dwelling Units Potential New 1 Dwelling Units Existing Floor Area 2 (square feet) Potential Floor Area 3 (square feet)

RA-4 RA-2 RA-1 R-20 R-12 R-7 R-6 TOTAL

1 2 3 4

972 1,920 2,000 962 3,984 3,163 4,118 17,119

221 310 338 130 344 878 1,151 4 3,372

7,600,561 12,265,434 10,010,255 3,828,127 11,259,679 6,224,478 5,995,931 57,184,465

19,847,866 22,920,949 19,480,804 6,956,115 20,983,205 11,541,071 11,947,610 113,677,620

Includes one-family, two-family, three-family and four-family dwelling units Floor area in zones RA-4, RA-2, RA-1. R-20, R-12, R-7 and R-6 zones Includes total floor area potential on developed and vacant lot Comprised of the conversion of existing on-family, two-family dwelling units along with potential two-family units on the number of potential new lots in the zone.

Phases of Residential Build-out

Indicators Regulatory Concerns

Phase 1 Build-out Phase 2 Build-out

Lots are created, homes are built

Adopting road standards, minimum lot size, number of housing units per acre, floor area ratio Adjusting bulk requirements, regulating grading and impervious area Adjusting floor area ratios and providing incentives to protect historic homes. Controlling the impact on community character.

Homes are added onto, homes approach maximum size allowed under zoning Homes are demolished, lots are merged to find ways to create new lots, homes approach maximum size allowed under zoning

Greenwich Plan - 23

Business Development Potential In Greenwich

Greenwich has allocated about 3 percent of the land area in the community for business purposes. Planning and Zoning has evaluated the potential for additional business floor area based on the current land use regulations in Greenwich.
Business Zones BEX-50 - 50 acre executive office (located in the northwest corner of Greenwich) GB-IND-RE - General Business Industrial Re-Use Overlay (to encourage flexible approaches to the re-use of land and buildings formerly designated for a factory, manufacturing, or industrial use) CGB - Central Greenwich Business (the general area of Downtown buffering the CGBR zone) WB - Waterfront Business (areas along the waterfront that require water dependent uses) CGBR - Central Greenwich Business Retail (mostly Greenwich Avenue and some surrounding streets) LBR-2 - Local Business (village oriented business in Chickahominy, Pemberwick, Byram, Davis/Bruce Park Ave, Glenville, Cos Cob, West and East Putnam Avenue, Riverside Avenue, Old Greenwich, Valley/River Rd. Ext., Church/William Street and Central Greenwich) LB - Local Business (located mostly along the Post Road on the eastern side of Town) LBR-1 - Local Business (village oriented business in Banksville, Round Hill, and Palmer Hill/North Mianus areas) GBO - General Business - Office - (located mostly in the Weaver Street/Holly Hill area of western Greenwich) GB - General Business - (along West Putnam Avenue (mostly car dealerships) and East Putnam Avenue (hotels) and along Railroad Avenue)

Based on existing land use activities Greenwichs business zones are about 65 percent built out in terms of the amount of floor area that is allowed. The current estimated total business floor area is listed at 16,220,960 square feet and there is a potential for an additional 6 million square feet of business use under the Building Zone Regulations. This additional potential floor area, as with the residential floor area, will be reduced because of other regulations e.g. restrictions on height and setbacks.
Existing Floor Area (square feet)
1

Zone

Acres in the Zone

Potential Additional Floor Area (square feet)

BEX-50 GB-IND-RE CGB WB CGBR LBR-2 LB LBR-1 GBO GB TOTAL

1 Commercial uses only

222.6 9.8 86.0 48.2 39.3 64.2 59.7 63.9 99.4 118.7 811.81

725,882 0 1,766,193 1,127,854 2,136,424 857,945 551,698 8,574 1,734,019 2,093,249 11,001,838

0 0 413,385 580,601 681,577 692,118 818,091 69,231 964,492 999,554 5,219,121

Greenwich Assessors Records and Planning and Zoning Department

Greenwich Plan - 24

Community Concerns
The Planning and Zoning Commission undertook an intensive public meeting process at the outset of the development of this Plan to learn about issues and aspirations.

CHAPTER

Public Meetings

Greenwich Plan - 25

Community Involvement The Planning and Zoning Commission conducted public planning meetings in various parts of the community to involve residents in the process and to find out the types of things Greenwich should encourage and discourage by asking them what they are proud of and sorry about. Residents indicated that preserving open space, historic resources, natural resources and community character were important and were hopeful that something could be done to address traffic circulation, Downtown, over development and housing needs. Top Tier Issues
Open space Traffic and transportation Flooding and drainage Housing needs Historic resources Natural Resources Community character Downtown Residential over development

Willowmere Salt Marshes Greenwich Land Trust

Greenwich Plan - 26

Public Workshop Meetings The Planning and Zoning Commission also conducted public workshop meetings held to involve residents in identifying strategies to address issues. These meetings, held at Central Middle School, were organized around the following topics:
Natural Resources Open Space Historic Resources Community Character Overall Community Structure Residential Development Housing Needs Business Development Community Facilities Vehicular Transportation Pedestrian / Bicycle / Transit Utility Infrastructure

The Environment

Downtown and Growth

Community Services and Facilities

Residents indicated that creating a healthy environment, enhancing community character, protecting village centers, providing housing choice and maintaining infrastructure were important issues for the community to address. The overall interest expressed during these meetings suggested that doing these things in a responsible and sustainable manner is something the community desires.

Bush-Holley House Historic Site Historic Society of the Town of Greenwich

Greenwich Plan - 27

Overall Plan Direction

Based on the public meetings and exercises, residents seemed to indicate that the overall guiding philosophy of this Plan should be to:

Protect and enhance Greenwichs natural resources, community character and quality of life, in an environmentally responsible manner.
To accomplish this goal the plan has been organized under the following themes:

Themes

Components

Protect What We Have

Enhance Community Character Enhance Environmental Health An Environmental Leader

Create What We Want

Nurture Focal Points Downtown, Business and Village Areas Diversify The Housing Portfolio Be a Growth Management Leader

Provide What We Need

Guide Municipal and Community Facilities Guide Infrastructure Be a Green Leader

The new Selectman's Energy Task Force has been created by the Selectmen and is composed of citizens looking at public energy issues. This is a good example of initiation of new town Energy Policies with the joint efforts of Town officials and the public. The Planning and Zoning Commission plans to develop new regulations for sustainable development design standards for public and private properties and structures.

Greenwich Plan - 28

Protect What We Have

PROTECT WHAT WE HAVE

At public meetings held during the planning process Greenwich residents indicated that environmental issues are very important to the community. An Environmental Action Task Force was concurrently instituted to deal with issues. Greenwich residents expressed that the community should take a more active role in environmental issues such as water quality, flooding, energy conservation and natural resource protection and have suggested the following goals and objectives for the natural environment: To preserve the natural landscape to protect resources, enhance aesthetics, and provide recreational opportunities, To manage inland waters effectively thereby assuring an abundant supply of drinking water, minimize flood danger, and protect natural habitat, and To protect coastal waters to minimize flood danger, improve water quality, and protect the shores and ecosystem of Long Island Sound. To accomplish these goals, Greenwich should: [ [ [ Enhance Community Character, Enhance Environmental Health, and An Environmental Leader.

The following pages identify specific strategies to achieve these goals.

Greenwich Plan - 29

Protect What We Have

Greenwich Plan - 30

CHAPTER

Enhance Community Character

Open space, historic resources and the coast line all add to our quality of life. To enhance community character, Greenwich should: Protect character resources [ [ [ Protect Historic and Cultural Resources, Protect Scenic Resources, and Protect and Plant Trees, Shrubs and Vegetation. Implement the 2003 Open Space Plan, Create Additional Coastal Access, and Create Greenbelts.
Coastal Access

4
"A society is defined not only by what it creates, but by what it refuses to destroy."
John Sawhill, The Nature Conservancy

Preserve Open Space [ [ [

Scenic Views

Historic Resources

Putnam Cottage.org

Greenwich Plan - 31

KEY STRATEGY

Protect Historic and Cultural Resources

Historic issues are important because they connect the community to the past and establish a sense of character. There are a large number of historic buildings and resources within Greenwich. Threats to historic resources can occur from land use changes, building modifications, demolition, or deterioration from lack of maintenance. Some of these resources have not been well documented When documented it has been difficult to assess the impact on these resources at the time a development proposal is submitted. Better information needs to be available to residents regarding the benefits and costs of historic conservation. The lack of assessment capacity has permitted demolition of structures and the alteration of significant resources. Greenwich needs to develop programs to prevent these occurrences, and may need to increase staffing to organize and manage these efforts. The most effective preservation programs are intended to accommodate changes that do not threaten Greenwichs historic resources or character. Greenwich should take a leadership role in assuring that these resources, whether public or privately owned, are valued and protected. Local Historic Districts Greenwich has a Historic District Commission that oversees exterior changes in local historic districts. These local historic districts have aided in the preservation of the historic character of these parts of the community. This tool requires property owner approval, which may not be readily offered. While this has been a successful program, the village district may be a more effective tool going forward. Village Districts State Statutes (CGS 8-2j) allow a Planning and Zoning Commission to establish a Village District with aesthetic and other controls in identified village areas in order to protect the unique character of the area. A village district differs from a historic district in that a village district can be established by the Commission without the consent of the property owners; owner consent is required for a local historic district to be effective. Greenwich currently does not have any village districts, but this tool may be an appropriate solution in some of the village centers. This idea is explored further Chapter 7.

Greenwich Plan - 32

"
120 V U 684

Historic Resources Plan

22 V U 128 V U

_ ^
104 V U

15 V U

_ ^

_ ^
137 V U 137 V U

120 V U 120 V U

_ ^ _ ^ _ ^ _ ^ __ ^^ _ _ ^ ^
1

_ ^ _ ^ _ ^ ^ _ _ ^ _ ^ _ ^ _ __ ^ ^^
1

Legend

_ ^

_ ^ _ V ^ U _ ^ V U
907 119 127 V U

_ ^

Local Register of Historic Places National Register of Historic Places State Register of Historic Places 684
120 V U

_ ^

1Merritt 19 V U Parkway (National Register) 287 National Register Historic District

Local Historic District

119 V U

_ ^ _ ^

_ _ ^ ^
95

120 V U

GIS data supplied by the Town of Greenwich G eographic Information System. This map was produced from the Town of Greenwich Geographic Information System. The data depicted hereon is for planning purposes only, and is not intended for sitespecific analysis. The Town does not certify this data as survey accurate, and expressly disclaims any liability that may result from the use of this map. Aerial: 4/15/03. Map: 30 June 2008.

287

_ ^
1 Miles

Historic Overlay Districts The Planning and Zoning Commission has also established two historic overlay districts: Historic Residential-Office (HRO) and Historic Overlay (HO) to promote preservation of historic character and features. This has been an effective tool to prevent the destruction of historic resources but some fine tuning may be required. The historic overlay tool should not be used as a substitute for penetration of incompatible uses into residential zones unless there is a compelling reason to do so to further the preservation of historic structures.

ACTIONS
TO PROTECT HISTORIC AND CULTURAL RESOURCES
AGENCY LEGEND BET Board of Estimate and Taxation CC Conservation Commission HDC Historic District Commission HSTG Historical Society of the Town of Greenwich PZC Planning and Zoning Commission

4.1 4.2

Continue updating the historic resources survey as resources allow. Work with the Assessor's office to have their assessment records indicate the age and historic status of properties and structures. Investigate ways to provide adequate professional support to the Historic District Commission (not just administrative support). Ensure Historic Overlay (HO) and Historic ResidentialOffice overlay (HRO) projects consider management issues (noise, light pollution, etc) to prevent adverse impacts on abutting properties. Study the locations of archeological resources in Greenwich. Develop town standards for historic buildings using the National Register standards for buildings built before 1940. Obtain certified local government status in order to receive funds from the Connecticut Commission on Culture and Tourism

HDC HSTG HDC HSTG

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

4.3

BET

4.4

PZC

4.5 4.6

CC

HDC

4.7

HDC

Greenwich Plan - 34

KEY STRATEGY

Protect Scenic Resources

Scenic resources are important in Greenwich. Views from the public right of way greatly add to our perception of openness and community character and are threatened by tall fences and buildings located without sensitivity to these resources. Greenwich does not currently have an inventory of scenic resources. It should develop an understanding of where these resources are located, so strategies can be developed to protect the resource. Scenic Roads and Great Streets Greenwich has a number of recognized scenic roads. Greenwich should provide signage to recognize these important areas, and to encourage sensitive stewardship by property owners who live along these roads. Greenwich also has a number of roads that could be recognized as scenic roads or great streets. Greenwich should evaluate opportunities to raise awareness of these character elements to enhance the overall quality of the community. Gateways and Neighborhood Identity There are numerous gateways (significant entry points) into Greenwich that range from urban gateways from Interstate 95) to rural gateways from the Merritt Parkway. How people interface with the town as a whole and with the individual neighborhoods is important for the identity of Greenwich. As others see the community, so we see ourselves. Greenwich should enhance the quality of these gateways through signage and landscaping to improve the overall appearance.
Great Streets Streets with character, rich with beautiful buildings and trees, which are place-based (where pedestrians feel comfortable and desire to be there; distinct). There are no designated great streets in Greenwich, but there are a number of streets that would qualify for this designation.

Greenwich Plan - 35

ACTIONS
TO PROTECT SCENIC RESOURCES
AGENCY LEGEND ARC Architectural Review Committee CC Conservation Commission DPW Department of Public Works HDC Historic District Commission PZC Planning and Zoning Commission TW Tree Warden

4.8 4.9 4.10

Create an inventory of scenic resources. Consider adding a scenic road signage program to identify the resources within the community. Preserve scenic resources such as stone walls, barns, fences, and other scenic resources that are visible from public streets. Amend land use regulations to include better protection of scenic resources, especially in coastal areas. Protect tree canopies from unreasonable destruction from utility pruning. Limit height of fences and walls to maintain the scenic streetscape character of Greenwich. Identify scenic roads and great streets with appropriate signage. Reinforce the neighborhood village concepts by: a. keeping and encouraging neighborhood cultural and historic structures and properties, b. retaining neighborhood schools, libraries, playgrounds, fields, waterfront parks, c. retaining local neighborhood retail and office establishments d. retaining fire stations, civic centers and religious institutions-all of which provide a sense of history and cultural place. Enhancing gateways to the area will help define the villages and strengthen the sense of place. Create design guidelines that encourage the unique attributes of each village.

HDC CC HDC CC PZC CC, DPW, HDC PZC CC TW CC, DPW PZC CC HDC CC

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

4.11 4.12 4.13 4.14 4.15

HDC CC

4.16 4.17

HDC CC, ARC ARC, HDC, CC

Greenwich Plan - 36

"
V U
120

V U
137 22 V U

V U
128

Community Character Plan

V U
104 15 V U

684

V U
120

V U
137

V U
120

1 1

Legend
Potential Great Streets Scenic V U View
907

V U
119

V U

119 Scenic Road

684 Coastal Scenic Area

287 Scenic Water Feature

V U
120

95

V U
127

V U
119

V U
120
GIS data supplied by the Town of Greenwich Geographic Information System. This map was produced from the Town of Greenwich Geographic Information System. The data depicted hereon is for planning purposes only, and is not intended for sitespecific analysis. The Town does not certify this data as survey accurate, and expressly disclaims any liability that may result from the use of this map. Aerial: 4/15/03. Map: 30 June 2008.

287
1 Miles

KEY STRATEGY

Protect and Plant Trees, Shrubs and Vegetation

Trees provide a broad range of invaluable benefits to individuals and the environment. Their four most important functions are erosion control, drainage enhancement, reduction of carbon monoxide levels and energy conservation in the summer. In addition, trees create a sense of space, community character and an environment for relaxation or play. Trees exist in three different realms in Greenwich: Private Trees (trees that are located on private property), Public Trees (trees located on public property, excluding rights of way), and Right of way trees (Trees that are located along town and state highways).
Clear Cutting Clear cutting is the removal of substantially all trees from a parcel of land.

While the Town has taken steps to protect trees, trees on private property are sometimes clear cut when development occurs. This impacts community character. Greenwich could provide incentives for tree preservation to limit the amount of clearing that needs to be performed on private property with the goal of eliminating clear cutting. Greenwich needs to take steps to prevent inappropriate tree removal, such as by establishing a tree coverage requirement. One of the challenges to regulating tree removal is that it is very easy to remove trees without anyone knowing that they have been removed. Enforcement of tree coverage requirements requires good base information.

CASE STUDY MillionTreesNYC MillionTreesNYC is a citywide, public-private program with an ambitious goal: to plant and care for one million new trees across the City's five boroughs over the next decade. By planting one million trees, New York City can increase its urban forestour most valuable environmental asset made up of street trees, park trees, and trees on public, private and commercial landby an astounding 20 percent while achieving the many quality-oflife benefits that come with planting trees.

The first step is to create an inventory of tree coverage using aerial photography and the Greenwich Geographic Information System (GIS) map program. This inventory differs from the natural resource inventory strategy because it would not include information about tree species, height, etc., just the amount of coverage. Over time, Greenwich would need to update this information to determine where changes in coverage have occurred, and to determine if the change was authorized. Greenwich could then effectively enforce the provisions of the coverage requirement. Plant Trees The Tree Warden should explore creating a program to fund the planting of many new public trees on public property and rights of way over the next 10 years. Greenwich does not need to be as ambitious as Million TreesNYC, but a financial commitment by the community to take a leadership role in providing public trees is a strong statement. Other opportunities to plant trees include the development of a Memorial Tree program around the community and a Tree for Every Child program at the elementary schools.

Greenwich Plan - 38

ACTIONS
TO PROTECT AND PLANT TREES, SHRUBS AND VEGETATION
AGENCY LEGEND BOS Board of Selectmen BET Board of Estimate & Taxation CC Conservation Commission DPR Dept .of Parks & Recreation DPW Dept. of Public Works GIS Geographic Information System Dept. PZC Planning & Zoning Commission RTM Representative Town Meeting TW Tree Warden

4.18 4.19 4.20 4.21 4.22 4.23 4.24

Update the historic and significant tree study. Examine implementing a tree ordinance Consider new regulations to protect trees on private property, and regulations to limit clear cutting. Consider a policy that encourages the use of conservation easements for areas with mature or specimen trees. Conduct an inventory of tree coverage, to allow for analysis of cleared areas (enforcement tool). Plant a large number of public trees in the next ten years. Explore options for enhancing tree cover, such as: a. Requiring contributions to a tree planting fund from development projects that eliminate more than a certain number of trees per fraction of an acre. b. Exploring regulatory changes that guarantee inclusion of deeply rooted trees in property development plans. c. Implementing a Parks Tree for Every Child program with the elementary Schools. d. Creating a town-wide Memorial Tree program.

CC DPR CC BOS, RTM PZC CC TW CC, GIS TW BET, DPR, DPW TW

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

TW CC, DPR, PZC

Greenwich Plan - 39

STRATEGY

Continue to Implement the 2003 Open Space Plan

Preserving meaningful open space will help conserve important natural resources, protect wildlife habitat, protect water quality, manage water quantity, protect trees, and enhance the quality of life for Greenwich residents. The main open space implementation strategies include: Acquisition, Fee set-aside in the Subdivision Regulations, Conservation Easement, Fine tuning land use regulations, Protecting managed open space, and Partnering with others. Open Space Standards It is important to keep in mind that there is no true standard of how much open space land a community needs and there are too many variables to define such a standard. Each town is different, both in terms of physical features and residents perceptions of what would be appropriate. In addition, defining open space is complex and difficult. One resident might define open space as any undeveloped land, while another might consider only land that is permanently protected. For purposes of this Plan, open space is defined as:
Type Examples Land preserved in perpetuity as open space, with public use. Includes land owned by Greenwich Land Trust, the Nature Conservancy, Audubon, the State of Connecticut Area

Dedicated Open Space Protected Open Space

2,645 acres

Land preserved from development (such as subdivision setasides, and conservation easements) but public use is general- Accurate tally ly not allowed. Includes conservation easements held by vari- not available ous agencies. Land set aside for some other purpose (such as watershed protection) but that provides some open space value. Public use may not be allowed. Includes land owned by the water company, golf courses, cemeteries, and homeowner association land.

Managed Open Space

1,445 acres

In Greenwich about 13 percent of the land area (4,090 acres) is open space of one type or another. The common element in the above table is that the land is used or preserved in some way or owned by an entity where there is some level of assurance about how the land will be used or preserved in the future. Town-owned land is not included in the table because, while it is public land, not all town-owned land is dedicated or planned to remain as open space. Unless there is some restriction on the land future development could occur.

Greenwich Plan - 40

Land that looks or feels open but is not preserved in perpetuity as open space (includes vacant, privately-owned land) is not included in the above table since there is no assurance about how the land will be used or preserved in the future. This land contributes to the sense of openness in Greenwich, since it is often called perceived open space.
Perceived open space 1977
1

1998

2003

2007

Vacant and Underdeveloped land

6,728 acres

4,291

4,669

3,761

Greenwich Assessors Records

1 Previously referred to as Private Open Space

Successful protection of open space is a function of the toolbox that a municipality has to work with, which includes funding resources, partnerships, volunteers and governmental policies. Because Greenwich has already recognized the importance of open space, many of the tools needed are in place, and may only require fine-tuning of these tools by adjusting the land use regulations to require open space for all new development. Continue to Acquire Parcels As noted in the 2003 Open Space Plan ownership is the surest way to control how land is used. The challenge is to find funding, or partners with funding, to acquire important parcels. Greenwich should continue to acquire properties when opportunities occur. The State of Connecticut has an open space program where it provides 50 percent funding for qualified open space purchases. While there is significant interest the State has managed to assist in the protection of a significant amount of open space in the last few years. Greenwich should continue participating in these and similar programs. Continue to Use Conservation Easements A conservation easement enables landowners to conserve natural or man-made resources such as forest land or historic structures. An easement is a legal agreement that creates a permanent restriction recorded on the land records, binding the original owner and all subsequent owners by its terms. Greenwich should continue to use this tool, when deemed appropriate, and inventory all easements that are currently in place. Fine Tune Land Use Regulations Greenwichs land use regulations have played an important role in the preservation of open space. Tools such as requiring set-aside as part of subdivisions and the creativity of the Residential Conservation Cluster allow for protection of land as part of new development. Certain projects, such as the Lyon Farm on Weaver Street, have augmented the supply of open space while minimally impacting the natural environment. These types of projects should be encouraged. This project is a model because it involves regulatory flexibility by attaching housing units on one parcel, rather than building single homes on individual lots. This resulted in a greater percentage of the property remaining undeveloped. Greenwich could also provide this type of regulatory flexibility for developed lots as a tool to create additional open space. Greenwich Plan - 41
Past Efforts Preservation of open space has been a significant issue in Greenwich. Over the years Greenwich has had the foresight to acquire land to preserve the following areas as open space: Greenwich Point, Montgomery Pinetum, Mianus Pond, Treetops Calf Island Great Captains Island, and Laddins Rock.

"
120 V U 684

22 V U 128 V U

Open Space Plan

104 V U

15 V U

137 V U 137 V U

120 V U 120 V U

119 V U 1Managed Open Space 19 V U Town Owned Land

907 Legend

V U

684Dedicated Open Space

1
120 V U

Water

287

95

127 V U

119 V U

120 V U

GIS data supplied by the Town of Greenwich Geographic Information System. This map was produced from the Town of Greenwich Geographic Information System. The data depicted hereon is for planning purposes only, and is not intended for sitespecific analysis. The Town does not certify this data as survey accurate, and expressly disclaims any liability that may result from the use of this map. Aerial: 4/15/03. Map: 30 June 2008.

287
1 Miles

Protect Managed Open Space Greenwich should consider a strategy that would convert managed open space into protected open space. There are a number of tools that might be effective, such as a Purchase Development Rights (PDR) tool. PDR involves the sale of development rights that exist on a given parcel of land in exchange for a perpetual conservation easement, and can allow the underlying use of the property to continue. While the State of Connecticut may limit how State funds are used in a PDR program, there are no limitations (other than funding) that would prevent Greenwich from pursuing this strategy. Continue To Partner With Others The Greenwich Land Trust and other organizations, such as The Audubon Society, The Nature Conservancy and the Trust For Public Land, are an important part of open space preservation efforts. The Town of Greenwich should continue to seek opportunities to partner with these other organizations to accomplish overall open space objectives. In particular such organizations can actively, and privately, work with land owners to understand their overall circumstances and whether land sales or donations or other techniques are most advantageous for them. Preserve Excess Land Connecticut law requires that all property be assessed at its highest and best use market value unless an owner has agreed to restrictions on the use of the land or there is a deed restriction. An owner who wants to keep his land undeveloped without being taxed on its potential development has two choices. He may grant a conservation easement on the land or seek local designation under Public Act 490 as farm, forest, or open space. A State law Public Act 490 (CGS Sec. 12-107e), allows a reduction in assessment to land use value if a property qualifies as forest, farmland, or open space and the owner agrees not to sell or change its use for at least 10 years. The purpose of the law is to protect farms, forests, and open space and discourage their sale for development. By law, a forest must be at least 25 acres, and its value is set by the State. Farmland has no minimum size; the local assessor must verify that it is a working farm. For property to be assessed as open space under Public Act 490, it must first be defined or shown on the Towns Open Space map, which is adopted by the Planning and Zoning Commission and approved by the Representative Town Meeting. Then the property owner must apply to the Assessor for Public Act 490 classification and assessment. Greenwich has about 1,100 acres that are protected under PA 490 as forest or farmland, whose values are set by the State. Another 1,200 or so acres are assessed as open space. Open space properties under PA 490 are assessed by the local tax assessor according to their actual use, not at highest and best use. Currently, only private golf courses and the Cos Cob Archery Club are using PA 490, and Greenwich may want to extend this tool to private residential properties as well.
Management Planning The recommended natural resource inventory should be used as a basis for development of the management plans for town-owned land. The Conservation Commission is the agency responsible for passive parks and open space, while the Department of Parks and Recreation is responsible for active parks and fields.

Greenwich Plan - 43

Create Management Plans As mentioned earlier in this strategy, town-owned land has not been included as protected open space. The exclusion is a result of a lack of a long-term management plan for town-owned land. Advocates for open space need commitments of protection which can only result when the community has established that specific parcels, or locations on parcels, will be committed as dedicated open space. Greenwich should develop management plans for all town-owned property, and reestablish the Selectmens Town Property Committee to oversee this task. Establish Greenbelts
Greenbelt A connection between two or more open space properties.

Open spaces interconnected by greenbelts are an effective way for Greenwich to establish a meaningful open space system. Greenwich should explore connecting dedicated open space areas through the use of greenbelts. The greenbelt open space concept involves providing linkages between open space areas to create a system of connected undeveloped and open land. Greenbelts promote quality of life and enhance wildlife habitat. In addition, greenbelts present an opportunity to create a trail system at an appropriate time.

ACTIONS
TO IMPLEMENT THE 2003 OPEN SPACE PLAN
AGENCY LEGEND BET Board of Estimate and Taxation CC Conservation Commission DPR Department of Parks and Recreation DPW Department of Public Works GIS Geographic Information System Department PZC Planning and Zoning Commission RTM Representative Town Meeting STPC Selectmens Town Property Committee (proposed)

4.25

Review the building zone regulations to require an open space set aside as part of multi-family and commercial developments. Review the subdivision regulations and the building zone regulations to consider the off-site dedication of open space as part of a development, if the land offered is more significant to the overall open space framework. Encourage attached housing units as part of residential cluster developments to increase overall open space within a development. Develop management plans for town-owned land and establish a permanent protection (such as a conservation easement to a non-town agency or the establishment of a conservation/park overlay zoning district) to prevent a change of use Update the inventory and database of open space easements held by the town and link it to the recommended Natural Resource Inventory. Evaluate opportunities to create greenbelt connections between open space properties. Greenwich should seek an open space program, to accept donations of excess land deeded in perpetuity to the town in exchange for tax incentives Consider expanding the Public Act 490 open space program to residential properties.

PZC

4.26

PZC

4.27
RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

PZC

4.28

STPC CC, DPR, DPW

4.29

CC GIS CC PZC CC PZC RTM CC

4.30 4.31

4.32

Greenwich Plan - 44

KEY STRATEGY

Create Additional Coastal Public Access

Public access to the coast is an important issue, as most of Connecticuts shoreline is in private ownership, and access to this resource is important to the overall quality of life for Greenwich residents. Beach Access Greenwich has several sandy beach areas for swimming and sunbathing and is also fortunate to have a number of larger sites providing a variety of recreational opportunities and spectacular beauty. Access is made difficult by traffic and circulation issues, neighborhood traffic concerns, and limited parking. Greenwich provides a significant number of other excellent and in some cases unique public access opportunities such as Greenwich Point Park (listed at 153 acres), the ferry service to offshore islands, boat launches, town docks, as well as passive and active recreation areas. These sites are distributed widely throughout the town. Some are well known and used, while others are more difficult to find. Some areas are very small and/or have limited parking. The Town has provided a map and database showing 36 sites providing general public access. The DEPs Coast Access Guide, however, lists only four sites. While some of the Town-inventoried sites are likely too small to attract general public use, the Town lists parking available for 24 of the 36 sites, suggesting potential to encourage use (with appropriate limitations ) at some locations. Boating Access Greenwich has five town-owned public boating facilities: Byram Park Boat Club, Grass Island, Tods Point, Town Marina on Strickland Road, and the Mianus River Boat and Yacht Club. In addition, the Town lists 19 other marinas and yacht clubs. Because the town-owned boating facilities are public, the potential for public access at the town facilities is worth exploring. For example, fishing access might be suitable from an existing dock. Obviously there are safety and security concerns but increasing public access to non-boaters might expand Greenwichs public access at little or no cost. Signage Program To increase awareness of the presence of smaller public access points the town should consider a uniform coastal access signage program such as those seen in some coastal communities. At larger sites signs could direct users to designated parking. Smaller sites could be listed as walk-in or pedestrian access, encouraging neighborhood use.
Cos Cob Power Plant In June 2008 a New Plan with one athletic field and an open space meadow was selected by the Board of Selectmen from three alternatives. Detailed plans and applications to the requisite state and town agencies have not yet been finalized.

Greenwich Plan - 45

Cos Cob Power Plant Site The recommendations of the 2003 Plan for the Cos Cob Power Plant site should be implemented, as amended by the Board of Selectmen. The park should be designed so that at such time that the pier and bulkheads are repaired and the channel dredged so that the site can accommodate some type of passive waterfront access. For example, a canoe/kayak launch area with adjacent storage racks, and perhaps a fishing pier might be made available. When completed this site should be added to the DEP Access Guide along with any other sites of potentially statewide interest. Acquisition / prioritization The Waterfront Access Planning and Design Study (2004) and the Byram Comprehensive Plan (2008) contain an up-to-date inventory of Town-owned waterfront properties and note that several of these offer significant opportunities for increasing open space and waterfront access. Newman Street Department of Public Works (DPW) facility Former Cos Cob Power Plant site South Water Street DPW Site Parking Lot Church Street Mianus River Dam and Filtration Site State-owned parcel Under I-95 bridge River Road Greenwich should identify remaining undeveloped and significantly underdeveloped privately-owned property in the coastal area. A basic land acquisition strategy and policy should be established to ensure that Greenwich can act swiftly, decisively and consistently when key waterfront or other privately-held coastal properties become available for purchase or other acquisition. The Town should, in consultation with the State of Connecticut, investigate the identified site under the I-95 Bridge at River Road for potential development as a public boat ramp/access area. The Waterfront Access Planning and Design Study identifies several town-owned waterfront parcels within the Byram River WB zoning district with high potential for reuse as pocket parks as keystones of a linear riverfront walkway and park system. These include a Public Works storage yard and a combination Public Works storage yard/municipal parking lot. While some of the storage and parking spaces will need to be replaced in other locations, these two sites have great potential for public access.

Greenwich Plan - 46

"
Byram River Byram River

Br Bro oh he ers B rs Brroo ok k

Mia Mianu nus R s Rive iver r

Gr G re enwi e enwich C ch Cre k ree ek

tt

Coastal Access Plan

1

Gr Gre ee n e nw wiich ch Cre C re k e

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95

_ ^ _ ^

_ ^

_ ^

Legend
Coastal Area Boundary Dedicated Open Space Managed Open Space

_ ^

Town Owned Land Public Access Points

Waterfront Business Zone

GIS data supplied by the Town of Greenwich Geographic Information System. This map was produced from the Town of Greenwich Geographic Information System. The data depicted hereon is for planning purposes only, and is not intended for sitespecific analysis. The Town does not certify this data as survey accurate, and expressly disclaims any liability that may result from the use of this map. Aerial: 4/15/03. Map: 30 June 2008.

0.5 Miles

ACTIONS
TO CREATE ADDITIONAL COASTAL PUBLIC ACCESS
LEGEND CC Conservation Commission DPR Department of Parks and Recreation DPW Department of Public Works PZC Planning and Zoning Commission

4.33

Continue to design coastal public access to ensure that it is universally accessible, inviting, and ultimately a significant public amenity. Implement the Cos Cob Power Plant plan. Identify key coastal properties for preservation and/or acquisition. Evaluate the relocation of town maintenance facilities from waterfront sites to alternative locations. The Planning and Zoning Commission, Department of Public Works and the Department of Parks and Recreation should adopt the public access design standard recommendations in the Waterfront Access Planning and Design Study. Create a marina at the Cos Cob Power Plant and along the Mianus and Byram Rivers.

DPR DPR DPW CC DPR DPR DPW PZC DPR DPW DPR PZC

4.34
RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

4.35 4.36 4.37

4.38

Greenwich Plan - 48

Enhance Environmental Health

The health of the environment is important to Greenwich residents. At public meetings people indicated that protecting and enhancing the environment should continue to be a community priority.

CHAPTER

5
"We forget that the water

To manage change environmental health must be en- cycle and the life cycle hanced. Greenwich should: are one." [ [ [ Enhance and Maintain Water Resources, Protect Natural Resources, and Address Biological Resources.
Water Quality Jacques Cousteau Explorer

Natural Resources

Biological Resources

Greenwich Plan - 49

KEY STRATEGY

Enhance and Maintain Water Resources

Protect Drinking Water Protecting water quality is the top strategy for protecting environmental health in Greenwich. We need clean water to support our way of life. Greenwichs surface and groundwater resources provide potable water, contribute to biological diversity, support water dependent uses and add to the overall quality of life for residents. Greenwich is generally doing a good job of managing land use activities in drinking water supply areas and working to identify threats to water resources. Low density residential zoning, along with open space areas, have been the main tools to protect water resources. Greenwich has been actively monitoring the stormwater management system to identify pollution potential. Most threats to water quality in Greenwich come from stormwater runoff that has picked up sediment, automobile emissions and debris, pesticides, fertilizers, and other pollutants. These pollutants can adversely affect the quality of water. Require the removal of unprotected underground fuel storage tanks. It has been well-documented that unprotected underground storage tanks (USTs) are a threat to groundwater resources. Greenwich should consider adopting an ordinance requiring the removal of unprotected underground fuel storage tanks that are more than 20 years old. Continue to protect open space. Open space set-asides in new development and open space acquisition (possibly with the assistance of open space and other grant programs) is another tool that will protect water resources. Greenwich should continue to use this approach to protect water quality. Encourage the proper use of pesticides, herbicides and fertilizers. Improperly used pesticides, herbicides and fertilizers can enter surface waters or groundwater. While Greenwich may not be able to effectively regulate when pesticides are applied, educational programs about pesticide use would further community awareness to protect water quality. In addition, requiring buffers bordering wetlands, streams and water bodies will also allow for water quality enhancement. It is critically important to educate property owners and Greenwich residents about their responsibility to protect the communitys drinking water supply.

Greenwich Plan - 50

"
120 V U 684

22 V U 128 V U

Water Resources Protection Plan

104 V U

15 V U

137 V U 137 V U

120 V U 120 V U

Legend
High Groundwater Availability Surface Water Quality 684 / Goal 287 Impaired / Improve Impaired / Maintain
127 V U 119 V U 1Good 19 V U Status 907 Public Water Supply Watersheds 120 V U

V U

119 V U 120 V U

95

GIS data supplied by the Town of Greenwich Geographic Information System. This map was produced from the Town of Greenwich Geographic Information System. The data depicted hereon is for planning purposes only, and is not intended for sitespecific analysis. The Town does not certify this data as survey accurate, and expressly disclaims any liability that may result from the use of this map. Aerial: 4/15/03. Map: 30 June 2008.

287 1 Miles

Provide Stormwater Management, Drainage and Maintenance

NPDES Phase II Phase II of the NPDES Stormwater program was signed into law in December 1999. This regulation requires smaller communities and public entities that own and operate stormwater management systems to apply and obtain an NPDES permit for stormwater discharges.

Water quality can be affected by pollution resulting from development that can harm ecosystems and fisheries for both inland and coastal waters. Because of new federal National Pollutant Discharge Elimination System (NPDES) Phase II regulations, Greenwich is required to address water quality in the public stormwater management system. It is expected that the regulatory environment will become more complex in the future and Greenwich should be planning for this change. It is anticipated that Greenwich will need to upgrade municipal stormwater management systems to include water quality restoration techniques to protect water resources from polluted stormwater. In addition Greenwich needs to continue to protect water quality on private property. Greenwich should increase the size of vegetated buffers, control soil erosion and sedimentation during construction (update the Building Zone Regulations, Engineering Drainage Manual, and perform additional site inspections), reduce the amount of impervious area allowed and require that the postdevelopment hydrology of a property replicates the pre-development site hydrology through the use of low impact development design techniques and Best Management Practices (BMPs) as established by State and Federal environmental agencies.
Rain Garden Vegetated Swale

Low Impact Development Low impact development (LID) involves the use of environmentally friendly site design elements (e.g. rain gardens, swales and pervious pavement), to manage water quantity and quality.

The cumulative effect of drainage and flooding on individual properties has a ripple effect town-wide which necessitates new regulation and ordinances to addays dress and limit impervious surfaces and runoff from each individual owners No-Swimming days at Byram property.

59

Beach between Memorial Day and Labor Day, 2004-2007 Beach Bummer Hartford Courant 6/29/2008

Greenwich should also encourage the redevelopment of properties to incorporate some of the newer water quality protection techniques that have been developed by providing zoning incentives such as slight modifications to building height or site density. Improve Coastal Water Quality Coastal water quality has been of a particular concern for recreational use and shell fishing. Recent news articles have identified that Byram Beach was closed for 59 days from 2004-2007. These closures normally followed rain events of as little as inch of rain. Beach closures will continue to be the best way to prevent human sickness. Greenwich should continue efforts to solve the problem at its source by limiting impervious areas, educating homeowners about best man-

Greenwich Plan - 52

agement practices, and upgrading town-owned stormwater systems (especially in the vicinity of Byram Beach and other public swimming areas.) Development along the coast directly contributes to coastal water quality. Perhaps the most important area where small changes can make a difference involves marinas. There are about 30 marinas and yacht clubs in Greenwich, all of which have the potential to affect coastal water quality unless operated carefully to mitigate impacts. Connecticut DEPs Clean Marina Program is a voluntary program that encourages coastal marina operators to minimize pollution. The program also recognizes Connecticut's marinas, boatyards, and yacht clubs that go above and beyond regulatory compliance as Certified Clean Marinas (CM). One or more commercial marinas are currently pursuing CM certification. Greenwich should establish a clean marina program for all 5 town-owned marinas and encourage private marinas and yacht clubs to make this commitment.

ACTIONS
AGENCY LEGEND CC Conservation Commission DPR Department of Parks and Recreation DPW Department of Public Works IWWC Inland Wetland and Watercourse Commission PZC Planning and Zoning Commission STPC Selectmens Town Property Committee (proposed)

TO ENHANCE AND MAINTAIN WATER RESOURCES Protect Drinking Water 5.1 5.2 Continue to acquire open space to protect water resource areas. Protect watercourses, waterbodies, wetlands, vernal pools, floodplains, aquifers, and other important water resources in order to maintain water quality, wildlife habitat, water supply, and ecological balance. Require the removal of unprotected underground fuel storage tanks. STPC IWWC PZC, CC

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

5.3

DPW

Provide Stormwater Management, Drainage and Maintenance 5.4 Establish regulations to address impervious lot coverage to reduce the amount of runoff 5.5 5.6 Encourage sensitive redevelopment of properties that have a large amount of impervious area. Evaluate potential sources of water contamination (roads and large parking lots) to determine if water quality can be restored before it enters streams, ponds, or Long Island Sound. Evaluate opportunities to use low impact development techniques. Update the Engineering Drainage Manual and develop new policies and programs for stormwater and road designs in compliance with the NPDES Phase II EPA standards.

PZC DPW PZC

DPW CC DPW PZC, IWWC

5.7 5.8

DPW

Improve Coastal Water Quality 5.9 Continue to improve water quality in areas where public swimming occurs. 5.10 Encourage all marinas to seek and obtain DEP Clean Marina Certifications.

DPW DPR CC

Greenwich Plan - 53

KEY STRATEGY

Protect Natural Resources

Protecting natural resources is important because it preserves environmental functions, maintains biodiversity and prevents environmental damage. An important part of protecting natural resources involves having a full appreciation for where these resources are located, the quality and quantity of the resource and long-term trends related to the resource. Greenwich has worked to address natural resource issues. During the development of this plan it became apparent that Greenwich is lacking critical information on environmental items. There is a need to create a complete natural resources inventory in order to develop management plans. This inventory will enable the town to set environmental priorities and adjust them over time as necessary. There has never been such a comprehensive inventory of natural resources done in Greenwich and such an inventory will provide the data that is needed to determine whether or not Greenwichs environment and natural resources are thriving or not. The natural resource inventory will serve as the base assessment for the community and can be utilized in the future to understand how the environment is changing. Greenwich should be a leader in these efforts, and a base inventory will provide Greenwich with the ability to understand if the communitys efforts have value and whether fine tuning of local regulations is necessary to meet the overall environmental objectives. A good model for this inventory is the Guilford Natural Resource Inventory. In 2003, Guilford, Connecticut (pop. 21,398) developed a natural resource inventory with the purpose of establishing a baseline of environmental conditions within the community. The inventory is envisioned to become a tool that land use decision makers will be able to use in the future to address conservation and development issues. Guilfords inventory provides: a geographic location of resources, descriptions and value of the resources, and threats and concerns about the resources.

Greenwich Plan - 54

"
120 V U 684

22 V U 128 V U

Natural Resources Plan

104 V U

15 V U

137 V U 137 V U

V U
120 120 V U

Legend
907 V U > 25% Slopes

Natural Diversity Areas

684 119 V U 1Wetlands 19 V U 100 - year floodzone

1
120 V U

500 - year floodzone Water

127 V U 119 V U

287

95

120 V U

GIS data supplied by the Town of Greenwich Geographic Information System. This map was produced from the Town of Greenwich Geographic Information System. The data depicted hereon is for planning purposes only, and is not intended for sitespecific analysis. The Town does not certify this data as survey accurate, and expressly disclaims any liability that may result from the use of this map. Aerial: 4/15/03. Map: 30 June 2008.

287 1 Miles

Greenwichs inventory should address issues and questions raised by the Conservation Commission and Inland Wetland and Watercourse Agency in October 2007, specifically: Is water quality in the towns rivers and streams improving, stable or declining? Is air quality improving, stable or declining? Are habitats in Greenwich supporting fewer or more plant and animal species? Are populations of endangered species increasing, stable or declining? Are populations of exotic and invasive species increasing, stable or declining? Is the number of open space acres increasing or decreasing? Is the health of Long Island Sound improving, stable or declining? What is the trend in beach closings? Are the number increasing, stable or declining? Are fish and shellfish safe to catch and consume? Is per capita carbon generation increasing or decreasing? Is the pace of development in Greenwich increasing or decreasing? With two additional questions: Is groundwater recharge adequate, and Will current reservoir capacity meet future needs?

Major impacts on: Forest resources, Benthic resources shellfish, tidal etc., Visual/aesthetics, Flood, Noise/light pollution, Recycling, Enforcement, Wildlife management, Quality of set asides , Invasive species, and Cultural resources and archaeology.

ACTIONS
TO PROTECT NATURAL RESOURCES
AGENCY LEGEND CC Conservation Commission IWWC Inland Wetland and Watercourse Commission PZC Planning and Zoning Commission

5.11

Conduct an inventory and assessment of natural resources, work to be performed by a consultant and supervised by the land use agencies. Develop baseline information and a way to evaluate future change. Continue to update, monitor and assess natural resource issues.

PZC CC, IWWC CC CC

5.12
RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

5.13

Greenwich Plan - 56

STRATEGY

Address Biologic Resources

Biologic resources include: Wildlife habitat and management, and Natural landscaping. Wildlife Habitat and Management As Greenwich continues to develop pressure on wildlife will increase as habitat areas are lost to development. Greenwich is best served when a balance can be found that protects native animal species. Greenwich also has special habitat areas where additional caution must be exercised when development is proposed. Along with providing habitat comes the need to manage certain species, to limit or prevent some of the challenges resulting from wildlife, such as an increased number of deer ticks. Greenwich needs to work with developers and conservationists to find this balance. Flora Resources Plants are an important element of Greenwichs biologic resources. Greenwich still has an abundance of wild native plants that provide food and shelter for wildlife and replace oxygen in the environment. In some instances residents have replaced native plants with invasive plants, often to enhance the aesthetics of the landscape. Greenwich should take a stronger role in educating the public, landscape professionals and local landscape retailers about the impacts these plants have on the natural environment. Control Invasive Species Invasive species is a newer land use issue as control of non-native and invasive plants and animals is not an area that communities have traditionally been involved in. Invasive species have been identified by federal environmental agencies as one of the most serious environmental threats of the 21st century because of the environmental, ecological and economic impacts that can result. Invasive plant and animal species with no predators can aggressively multiply, replacing or depleting native wildlife food sources, leading to erosion, costly property damage and even threatening human health and safety when species are toxic (such as the giant hogweed shown to the right.) Greenwich should prohibit the deliberate introduction of non-native or invasive species during the site development or subdivision process.
Giant Hogweed Special Habitat Areas The Connecticut Department of Environmental Protection maintains the Natural Diversity Database which identifies locations of rare, endangered, and threatened species and areas of unique features. In this Plan these areas are referred to as special habitat areas.

Greenwich Plan - 57

ACTIONS
TO PROTECT BIOLOGIC RESOURCES
AGENCY LEGEND BOS Board of Selectmen CC Conservation Commission DPR Department of Parks and Recreation DPW Department of Public Works IWWC Inland Wetland and Watercourse Commission PZC Planning and Zoning Commission STPC Selectmens Town Property Committee (proposed)

5.14 5.15

Identify sensitive habitat areas early in the plan review process. Adopt an ordinance to require native plant species as part of all municipal projects and encourage native plant species on private property. Provide education about the impacts of invasive plants. Prohibit invasive species as landscaping elements for site plans and subdivisions. Protect habitat areas and wildlife corridors. Distribute information about invasive species. Create a resources section on the town web site with relevant links and information on how residents can act to protect these resources.

CC PZC BOS CC CC PZC CC CC CC CC

5.16 5.17

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

5.18 5.19 5.20

Greenwich Plan - 58

An Environmental Leader
Protecting what Greenwich has requires it to address issues that are difficult and for which no single solution exists. These issues require leadership. Greenwich should: [ [ Address Flooding, and Provide Waterway Management.

CHAPTER

6
Leadership is action, not position.
Donald H. McGannon President Urban National League

Flooding

Manage Stormwater

Waterways

Greenwich Plan - 59

KEY STRATEGY

Address Flooding
Many Greenwich residents would agree that flooding is a major issue. Recent flood activities have caused damage and have impacted residents. Flooding occurs in certain flood-prone areas during very severe storms. The severity of flooding depends upon the amount of impervious area within the watershed and the degree to which the runoff is mitigated. Impervious surfaces are areas where water cannot penetrate into the ground, such as roofs, driveways, roads, tennis courts.
Impervious Areas A large percentage of Greenwichs public stormwater management system was built when there was less overall impervious area in Town. As illustrated to the right, small changes in impervious area can increase the amount of runoff.

Natural Groundcover

10% - 20% Impervious

35% - 50% Impervious

75% - 100% Impervious

Greenwich has five major watershed areas drained by major watercourses: Byram River, Kensico Dam, Horseneck Brook, Brothers Brook, and Mianus River. Much of the development in Greenwich, perhaps more than half, occurred without provisions for runoff mitigation. For decades, however, the Engineering Division of the Department of Public Works (DPW) has been requiring mitigation of runoff in new subdivisions, commercial and institutional developments and residences that come under its purview. The Planning and Zoning Commission and, sometimes, the Inland Wetland and Watercourses Agency refer applications that come before them to Engineering. However, the amount of impervious area continues to grow because many new residences are not required to come before either the Planning and Zoning Commission or Inland Wetland and Watercourses Agency for review. For exam-

Greenwich Plan - 60

ple a single family residence, in most instances, often only has to comply with the base requirements in the Building Zone Regulations. Current regulations for most single-family residences only require conformity with the Building Zone Regulations which have no limits on the percent of impervious cover. Furthermore there is currently no review procedure, prior to the issue of a building permit, to ensure that the drainage plan complies with the Town Drainage Manual. This is an obvious need for new regulations. Manage the Amount of Runoff Mitigation measures consist of (a) underground storage in precast units (retention) and percolation into the groundwater or (b) delay (detention) designed to reduce the rate of runoff to be equal to or less than the rate that existed prior to development. Generally retention or detention of a 25-year storm is required in the upper twothirds of the town while in the lower one-third of the town retention of the first one inch of runoff (first flush) is required with all more severe runoffs bypassed downstream before flooding from upstream reaches the site. This procedure is important because it traps the vast majority of polluted and overheated runoff before either has a chance to enter the towns streams or Long Island Sound. It would be beneficial to find a way to have all new construction subject to runoff regulations. This might be possible if all applications coming before the Building Department that involve an increase in impervious area exceeding 200 square feet were required to include runoff mitigation in their plans. The principal obstacle to achieving this improvement is the lack of personnel to review and check this large number of drainage submissions. Alternatively it may be feasible to accept sealed certification by a professional engineer that the drainage design complies with the drainage regulations. Then the Engineering Division would check a portion of those submitted. There is a need to look at flooding on a watershed basis. Greenwich has four main watersheds, some of which extend into other towns and other states. Watershed based flood management will require the cooperation of other municipalities and the state and federal governments. Greenwich should work together with the Army Corps of Engineers (ACOE) and others to address flood prone areas in these watersheds and strategies to reduce impervious surfaces. One primary example is the undersized twin arches of the US Route 1 overpass of the Byram River. Due to their size these arches, and the bridge, act as a dam during large storm events and can cause severe flooding on upstream properties particularly when storms coincide with high tide events. The ACOE proposed analysis of local flood risks should provide up-to-date data to assist in the effort to size the arches appropriately.
Watershed Planning Recent flooding in Byram has raised awareness about the need to work with the ACOE to address watershed flood issues. Greenwich will need to work with the ACOE on other issues and in other watersheds as well and should use these opportunities to address all of the watershed and waterway issues, including dredging and navigable channels.

Greenwich Plan - 61

Manage the Amount of Impervious Surface Greenwich currently limits the amount of impervious area that is allowed on a site when a property is zoned for business use. Greenwich should also consider establishing additional impervious surface regulations to encourage a reduction in the amount of runoff that can be generated from a site. For Greenwich creating a maximum residential coverage requirement will help the community mitigate stormwater drainage issues and help to control some of the large-scale residential homes that are being proposed. The present coverage permitted should not restrict the FAR permitted but should be designed to restrict extravagant site disturbance. Address Coastal Flooding Coastal flooding is also an increasingly important issue, as concerns about global warming and sea level rise draw additional attention to this topic. It is anticipated that with climate change and increased storm intensity, there will be more property damage in the Old Greenwich area during high tides, due to wind and wave velocities. To protect property Greenwich should increase the applicable regulatory flood elevations in coastal areas. Participate in the Community Rating System Program The federal government has created reward programs for communities that actively work to mitigate flood hazards. Called the Community Rating System (CRS), communities can achieve reduced flood insurance premiums when certain flood standards have been met or exceeded. Greenwich will evaluate the program requirements and decide whether to become a CRS community. Manage Stormwater Greenwich operates a number of pipes and catch basins that have been designed to catch and convey the water from a problem area to a wetland or watercourse. While this has been the traditional approach, this strategy only solves the issues of water quantity and does not address water quality. Finding Creative Ways to Pay for Needed Stormwater Improvements This increased importance of stormwater-related issues has placed a strain on financial and staff resources. One of the biggest challenges with stormwater management is finding the financial resources to implement all of the improvements that are required. While a public system, Greenwichs stormwater network of pipes and catch basins have been developed over time in response to drainage needs. As with most communities, this approach leads to a utility network that is not as well-documented as we would like. It is in need of modernization. Greenwich has taken steps to overcome these problems by mapping the system and outfall locations, and should continue this process. The next challenge will be to find a way to make the needed improvements to address water quality and to manage water quantity.

Greenwich Plan - 62

ACTIONS
TO ADDRESS FLOODING
AGENCY LEGEND BET Board of Estimate and Taxation CC Conservation Commission DPW Department of Public Works FECB Flood and Erosion Control Board IWWC Inland Wetland and Watercourse Commission PZC Planning and Zoning Commission

6.1 6.2 6.3

Continue to enforce existing drainage, soil erosion control and flood regulations. Greenwich should continue to work with neighboring communities to address the causes of flooding. Establish regulations to address impervious lot coverage limits for all residential properties to reduce the amount of runoff. Encourage the use of groundwater recharge. Evaluate existing land use regulations (e.g. floor area ratio definition) to identify the drainage impacts resulting from these requirements. Update flood regulations to include increasing the base flood elevations along the coast, drainage policies and stormwater data. Study watersheds to develop comprehensive stormwater management solutions. Participate in the Community Rating System (CRS) of the National Flood Insurance Program. Provide public education and outreach concerning flood hazard mitigation. Work with the Army Corps of Engineers to address flood prone areas. Evaluate stormwater funding options and develop a program to pay for needed stormwater improvements. Examine, with the Army Corps of Engineers, the factors influencing flooding, particularly at the US Route 1 bridge over the Byram River.

DPW PZC, IWWC FECB CC, DPW, BOS PZC DPW PZC IWWC, DPW PZC DPW PZC DPW FECB DPW

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

6.4 6.5

6.6

6.7

6.8 6.9 6.10 6.11 6.12

FECB DPW FECB DPW DPW FECB BET FECB, DPW DPW, FECB, PZC

Greenwich Plan - 63

STRATEGY

Provide Waterway Management

Greenwichs Board of Parks and Recreation has identified a number of important issues related to the management of waterways and adjacent waterfronts as part of a recently completed study (March 2008). These include: the need for extensive dredging of waterways to maintain navigation, converting town-owned facilities on waterfront lots to water-dependent and park type uses, increasing town-owned recreational boating facilities, controlling commercial ferry services, transient vessel access and other water based transportation, limiting redevelopment of waterfront properties into non-water-dependent uses, and a potential need for waterway safety regulations. Most of these issues concern activities that take place seaward of Greenwichs land use authority. The best opportunity for Greenwich to manage water areas and uses is through the development and adoption of a harbor management plan pursuant to the state harbor management act. In addition the establishment of a Harbor Management Commission can serve effectively as an advocate and contact between Greenwich and the U.S. Army Corps of Engineers (ACOE) for maintenance dredging projects. When maintenance dredging funds are authorized, the ACOE will require certain assurances from Greenwich and harbor management commissions often serve as the local liaison for this purpose. Coordinate Channel Management The navigable portion of the Byram River is a very active marine environment, with landward activities in Greenwich and Port Chester competing for dock rights. The river channel is managed by a variety of federal, state and local agencies. This has created challenges when problems are identified. Greenwich needs to develop a coordinated approach to address issues related with the use of the river.

ACTIONS
PROVIDE WATERWAY MANAGEMENT
AGENCY LEGEND BOS Board of Selectmen DPR Department of Parks and Recreation DPW Department of Public Works FECB Flood and Erosion Control Board HMC Harbor Management Commission (proposed) PZC Planning and Zoning Commission PRIMARY AGENT PROVIDE ASSISTANCE

6.13 6.14 6.15

Conduct a harbor management analysis and develop a harbor management plan. Establish a harbor management commission pursuant to the Connecticut General Statutes. Work with New England ACOE, New York ACOE and the States of New York and Connecticut to develop a coordinated approach to allocating riparian rights along both the Port Chester and Greenwich riverfronts. Work with the ACOE and Representatives in Hartford and Washington to secure funding for dredging navigable waterways and channels.

DPR BOS DPR HMC FECB, DPR, DPW HMC FECB, DPR

6.16

Greenwich Plan - 64

Create What We Want

CREATE THE GREENWICH THAT WE WANT

While it is recognized that change is likely to occur, Greenwich should direct this change in a manner that supports the following community goals and objectives: To preserve the Towns predominantly residential character, village centers and neighborhoods, To provide for commercial areas that accommodate businesses that allow for a variety and quality of goods and services that residents want, To guide development in a manner that preserves community character by protecting notable historic, cultural and architectural resources, and To provide for a variety of housing to meet the needs, desires, and resources of the town's diverse population. To accomplish these goals, Greenwich should: [ [ [ Nurture focal points (Downtown, business areas and villages), Diversify the housing portfolio, and Be a growth management leader.

The following pages identify specific strategies to achieve these goals.

Greenwich Plan - 65

Create What We Want

Greenwich Plan - 66

Nurture Focal Points

(Downtown, business areas and villages) Studies have shown that character creates a sense of place in a community. Greenwich has a potential to create and enhance the sense of place in its villages and focal points. Greenwich should: [ [ [ [ [ Enhance Downtown Greenwich, Enhance the Large Villages, Protect the Small Villages, Enhance the Post Road, And Monitor King Street.
Greenwich Avenue

CHAPTER

7
You can fall in love at first sight with a place as with a person.
Alec Waugh British Novelist

Byram

Riverside

Douglas Healey The New York Times

Greenwich Plan - 67

KEY STRATEGY

Enhance Downtown Greenwich

In many ways Downtown Greenwich, and in particular Greenwich Avenue, is the heart and soul of the community. While not measurable, people feel connected to Greenwich through places such as Downtown Greenwich. Greenwichs past vision for Downtown, as articulated in earlier Plans of Development, is to provide localized goods and services and prevent this area from becoming a regional center. Over the past 30 plus years this vision has not been sustainable and Downtown has developed in a manner that is inconsistent with this vision, but not for a lack of effort on the part of the community.
The DCG During 2007, a small group of residents and business owners formed an ad hoc committee to try to hone in on issues and concerns about Downtown. This committee, the Downtown Consensus Group (DCG) filed a report in November of 2007.

Greenwich is now at a crossroad, considering that Downtown is a regional employment center and is a regional shopping center. Market analysis indicates that this trend will continue, building upon the high-end retail niche that has developed along Greenwich Avenue. Downtown is changing and Greenwich should choose how this development occurs. Define the Geography of Downtown

Downtown means different things to different people, because it is a place to live, shop, dine, recreate, or conduct business. As the heart of the community, it is a This report identified a number popular destination that has created increased value for businesses to locate of essential objectives that were here.
carefully considered for this plan.

It is important that the boundaries of the core of downtown be established to concentrate new opportunities within a specific area and to promote healthy residential neighborhoods surrounding this core. The map on page 69 identifies the recommended boundary for Downtown Greenwich. Part of the strategy to define the geography also includes creating management tools that relate to activities within and outside the boundaries. Downtown Greenwich is an important asset to the community. The design, relationship and compatibility of structures, plantings, signs, roadways, streetscape and other objects in public view all contribute to the overall attractiveness of the downtown area and its economic vitality. It is important that: the distinctive character, landscape and historic value of the downtown area be protected and preserved, the conversion, conservation and preservation of existing buildings and sites be encouraged in a manner that maintains the historic or distinctive character of the district, and any new development occurs in a way that protects and enhances the character of the downtown area. Local historic district designation is one of the best tools available to protect the distinctive character, landscape and historic structures within the downtown area. Greenwich should encourage property owners to designate this area as a local historic district to protect these resources and to create a higher standard architectural and site design for new construction proposed in Downtown.

Local Historic District A listing on the National Register of Historic Places is governmental acknowledgment of a historic district, but this program is an honorary status with no regulatory control. A local historic district requires property owner approval, and offers the highest level of protection from any threats that may compromise historic integrity.

Greenwich Plan - 68

"
Legend
on Ma s

Downtown

Single Family 2FD - 4FD, Multiple Dwellings Mixed Use Commercial Industrial Managed Open Space Municipal Institutional Vacant
tP Av e.

S t.

Multi-Family Development
u tn W es

am

c Gre en w i h Ave.

Elm St.

f ro m

St at ion

ad ius

hT ra in

Fie ld

er

Po

m il

Town Hall

int

Rd

Havemeyer Pl.

1 /2

Gre en

wic

Arch St.

Ar ch

St .

R ailroad St.

95 DOWNTOWN BOUNDARY

GIS data supplied by the Town of Greenwich Geographic Information System. This map was produced from the Town of Greenwich Geographic Information System. The data depicted hereon is for planning purposes only, and is not intended for sitespecific analysis. The Town does not certify this data as survey accurate, and expressly disclaims any liability that may result from the use of this map. Aerial: 4/15/03. Map: 30 June 2008.

990 Feet

Define the Purpose of Downtown

Mom-and-Pop Stores Unique, locally-owned stores oriented to providing goods and services to a localized population.

Downtown Greenwich originally formed because the community recognized that additional growth needed to be accommodated in an organized manner. Over the years, businesses expanded on what is now Greenwich Avenue and helped to create the extents of the Downtown, which is the largest village in Greenwich. The area has strong transportation connections, with access to rail service and Interstate 95 readily available, along with direct access to US Route 1 and the Rising rents, and in some cases main North/South local roads (Lake Avenue and North Street).
lack of adequate parking, forced many of those establishments to move to other locations.

Understanding the purpose of Downtown Greenwich is important. Greenwich Avenue, and Downtown, is in a state of change where smaller mom-and-pop stores are being replaced by high-end national retailers that are providing merchandise and services for regional consumers. Downtown Greenwich is now a These stores have been reregional shopping and entertainment center. placed by national chain stores
offering high end merchandise, and banks.

This has occurred because of a number of market-related forces; particularly that the demand for retail space exceeds the space available, the amount of buying power in the region, the aesthetic value of Downtown and the status of a GreenThis has changed the speciali- wich address. All of which have increased the retail rental rates, limiting the zation of stores to services and types of businesses that can afford to be in Downtown Greenwich.
goods for the regional population.

To encourage a variety and mix of businesses Greenwich should investigate limiting the linear frontage that any one business can occupy to limit the number of large stores within Downtown and find ways to encourage cultural uses. Greenwich should also look for creative approaches to encourage and support local businesses that may want to locate in Downtown. In view of the desirability of locating a business in Downtown it will be important to prevent expansion of commercial uses into surrounding residential areas, although mixed uses (commercial and residential) are to be encouraged in the commercial zones. There are several considerations relating to the preservation of the integrity of the Downtown area: Acknowledge the cultural aspects of Downtown and encourage their maintenance. Current trends could conceivably leave Downtown without a movie theater. The arts could be promoted by zoning incentives. Residential uses aid in protecting the relevance of Downtown. The area should be seen as an appropriate location for housing opportunities. Housing uses should be a priority in the disposition of any Town-owned property in the Downtown area. The town should promote businesses that provide essential services to its residents. This might be accomplished through purchasing, zoning incentives, or establishment of sub-zones in the Downtown area. Downtown should be strictly defined and the granting of variances in adjacent residential areas should be strictly discouraged unless clear need is defined. Downtown should be designated as a Historic Overlay District that will allow for the orderly preservation of its historic fabric while concurrently controlling appropriate growth.

Greenwich Plan - 70

The Heart and Soul of Greenwich Ultimately, a big part of why Downtown is a special place comes from the mixture and amount of housing, along with the combination of social activities available here. While the change in retail is noticeable, these other elements continue to provide a sense of place for this area. At the time this Plan was being developed, there were three elements of Downtown still being reviewed by various Town agencies: the Havemeyer Building, the Senior Center, and the old Town Hall building. There is general agreement that the Board of Education needs a new site and a study is presently underway on the re-use of the Havemeyer Building. Additional studies are being performed to evaluate where a senior center would best be situated within the community. There is also public consideration for a new Center for the Arts to be located in the Havemeyer Building. Certainly the Center for the Arts fits the concept of cultural and entertainment center for Downtown, especially with educational programs for children. The Center is within the scope of total activities within Downtown. In addition, a portion of Downtowns appeal is a result of patience exhibited by the Town when urban renewal was occurring in other parts of the state and country. In many town and cities communities classified areas as a Central Business District (CBD) and then proceeded to isolate land use activities, demolished historic buildings and removed housing from their downtowns. Greenwich is fortunate that this did not occur here because, as history has proven, downtown areas need a vibrant mix of retail, social, housing and other commercial activities, along with good management and public safety, to be successful. Because of these findings communities are now trying to reinvent their downtowns by turning to mixed-use zoning and other tools, which are already successfully in place here. Greenwich must first maintain the types of activities that have made downtown successful and then continue to protect the historic buildings. Greenwich must also work to maintain the social activities. Social, civic, and cultural activities enhance the sense of place and may need community support to remain viable. Working with organizations that provide these amenities, the community may be able to fine tune existing land use regulations, taxation policies or other issues, to be more responsive to their needs.

Greenwich Plan - 71

Develop Solutions for Parking Unfortunately a vibrant downtown comes with management issues. The most obvious of these issues involve parking and traffic, as residents and visitors experience these issues first hand. Some residents have expressed concerns about the amount of business activity that is occurring in Downtown Greenwich because of their personal accounts of problems with these issues. In 2002, in response to these concerns, Greenwich conducted a Parking Supply and Demand Study. This Study identified that the majority of the Towns parking capacity shortages exist in the retail and commercial areas of Downtown. At the time of the report, a parking deficit already existed and was expected to grow with planned future developments. To address parking management, and in response to the Studys recommendation, the Town has created a Department of Parking Services that is responsible for managing the municipal parking infrastructure, including parking permits, violation tickets, the parking meter system, and the Towns Parking Fund. Greenwichs current parking strategy, while not articulated in any specific document, has been identified by various community officials to be to limit new parking structures and facilities in Downtown. This strategy has caused business employees and customers to find parking elsewhere (often farther into residential neighborhoods) which raises questions about whether this strategy of limiting the construction of new parking is working. Parking solutions for residents need to be addressed and Greenwich should start to evaluate options to resolve conflicts with the current system, including promoting the use of transit as a way for employees to get to downtown and the need for and location of any parking decks. It is evident that the existing number of parking spaces and current parking management strategies in Downtown are not sufficient moving forward. Greenwich will need to conduct a study to better assess existing and future parking capacities and occupancies. Access to Downtown Greenwich Aside from Interstate 95, Route 1 is the only east/west arterial through Downtown and handles not only a large volume of through traffic, but local traffic accessing the numerous businesses and offices that line the roadway. Congestion in this area is not solely due to high traffic volumes. Vehicles turning, or slowing to find on-street parking also contribute to the delays . Two primary access routes to Downtown from northern and western sections of Greenwich are via Glenville Road and Lake Avenue, which converge near the Greenwich Hospital at a roundabout intersection that is able to accommodate the conflicting traffic volumes. A third critical access to Downtown from northern Greenwich is via North Street, which terminates on Maple Avenue at a stop sign controlled intersection north of Route 1. The intersection of Maple Avenue and Route 1 is signalized and serves a high volume of traffic. However the skewed approach of Maple Avenue at this inter-

Greenwich Plan - 72

section makes left turns onto Route 1 and right turns onto Maple Avenue very difficult, especially for larger vehicles. Improve Difficult Intersections The Fuss and ONeill Transportation Planning report (2008) concluded that the majority of the towns traffic congestion occurs within Downtown. Significant commuter and retail traffic volumes exist especially on Route 1 and Greenwich Avenue. A lack of left turn lanes at key intersections along Route 1 and conflicts from vehicles turning out of parking spaces create significant delay and safety concerns for both vehicular and pedestrian traffic. There is little right of way available to expand the existing road capacity and additional development in Downtown will only increase congestion. While it is difficult to cure traffic congestion in Downtown, Greenwich can improve traffic flow by improving the most significant and difficult traffic intersections. Greenwich should hire a Transportation Planner to develop a series of specific recommendations and creative implementation strategies for traffic and parking in Downtown. Support Alternative Transportation Greenwich train station is an underutilized resource for solving traffic problems in Downtown Greenwich. Raising the cost to park in Downtown and charging an even higher price for premium on-street parking spaces could help cause employees to rethink how they get to work. This will only work if there is strict enforcement of resident-only parking areas. A second way to encourage employee use of transit is to enhance the bus service offered in Downtown. Currently, a number of private shuttles and jitneys operate in Downtown Greenwich and serve to transport workers from the train station to the office buildings on the upper end of Greenwich Avenue. Considering the number of employees who work in these buildings, and the number of businesses that are independently offering this service, Greenwich should work with businesses and the Chamber of Commerce to develop a pilot public shuttle program. A public shuttle would provide access to a larger number of potential riders and could be a good way to reduce overall parking demand in Downtown. Continue to Make Pedestrians the Priority Downtown is a pedestrian-oriented place, with sidewalks and a street scale that make it a friendly place to walk. Pedestrians need a safe environment and Greenwich should continue to update safety measures and traffic calming throughout this area. Greenwich should also review such conditions and the need for new and improved sidewalks, crosswalks and bike paths. In addition, this plan recommends that no traffic lights should be installed on Greenwich Avenue. Per the RTM resolution of May 2008 The introduction of traffic light structures would greatly alter the visual character of Greenwich Avenue.
Transportation Planning Report As part of this planning process, the Planning and Zoning Commission hired Fuss and ONeill, a transportation engineering firm from Manchester, Connecticut to evaluate transportation planning issues. The assessment of transportation issues and resulting recommendations are result of this report.

Greenwich Plan - 73

Seriously Examine Transit-Oriented Development

Transit Oriented Development Transit-oriented development (TOD) involves creating vibrant, livable communities adjacent to public transit infrastructure, such as train stations and along the Post Road. TOD projects typically include mixed uses, such as residential and commercial, at a density and scale that are higher than other areas of the community. TOD has been envisioned as a response to traffic congestion, strip development and a desire for a pedestrian-friendly environment.

A strength of Downtown Greenwich is the train station and bus routes that create alternative solutions to the automobile. These transit services provide an opportunity to create development that can utilize these services. The idea is to create opportunities for Greenwich residents to walk to the transit service and utilize the transit service rather than an automobile. While it is not realistic to believe that TOD will create a car free environment, TOD is a good opportunity to encourage alternatives to the car. Properties within mile of the train station are considered to be within a reasonable walking distance, while properties within mile of the bus routes is a reasonable walking distance for bus service. Greenwich should evaluate all publically owned parking areas and vacant land surrounding the train station and along the bus routes as potential locations for municipal facilities, residential and retail/commercial activities. These areas are depicted as Housing Opportunity Areas on the map on page 95. Understand Future Development Potential Since 1998 about 800,000 square feet of additional floor area was added to the Downtown Greenwich area, a 36 percent increase. While additional build-out potential exists in Downtown, Greenwich should continue to refine the build-out analysis tool to determine where future build-out is likely to occur and how to guide this growth in the best way.
ZONE 1998 FLOOR AREA 2008 FLOOR AREA POTENTIAL ADDITIONAL FLOOR AREA

Table Legend CGB - Central Greenwich Business (the general area of Downtown buffering the CGBR zone) CGBR - Central Greenwich Business Retail (mostly Greenwich Avenue and some surrounding streets)

CGB CGBR TOTALS

1,044,000 square feet 1,161,000 square feet 2,205,000 square feet

1,766,000 square feet 2,136,000 square feet 3,002,000 square feet

413,386 681,577 1,094,963

Properly Manage Downtown Other concerns about Downtown involve the encroachment of business uses into residential areas. Strong downtowns rely on stable residential neighborhoods. Establishing the boundaries of Downtown, along with finding solutions to management issues may reduce some of the tensions associated with these issues. Creating a Special Services District, where business property owners pay an additional tax for street cleaning, snow plowing, sidewalk cleaning, and special events, might be a good solution.

Greenwich Plan - 74

ACTIONS
TO ENHANCE DOWNTOWN
AGENCY LEGEND AO Assessors Office ARC Architectural Review Committee BET Board of Estimate and Taxation BOS Board of Selectmen CC Conservation Commission COC Chamber of Commerce DPS Department of Parking Services DPR Department of Parks and Recreation DPW Department of Public Works GIS Geographic Information System Department HATG Housing Authority of the Town of Greenwich IWWC Inland Wetland and Watercourse Commission PZC Planning and Zoning Commission SPSC Selectmens Pedestrian Safety Committee

7.1

Continue to promote social, civic and cultural activities in Downtown. With a large amount of town-owned property at the core of Downtown the community should be able to find ways to expand arts programs. Consider establishing a local historic district to protect art, historic and cultural resources. Evaluate options to provide parking solutions for area residents and then address overall parking issues. Encourage transit-oriented municipal, residential, retail / commercial development around the train station. Create new workforce housing opportunities along transit routes. Consider using a consulting firm, with professional engineers, to develop a series of specific recommendations and implementation strategies for traffic and parking in Downtown, and to develop an area specific plan. Conduct a study of whether a Special Services District is appropriate to manage Downtown. Improve pedestrian safety and provide traffic calming in Downtown. Examine the build-out analysis to determine where additional development may occur and how to direct this growth.

DPR COC HDC ARC, CC, PZC DPS PZC DPS, SPSC HATG BET, BOS

7.2 7.3 7.4 7.5 7.6

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

BOS

7.7 7.8

DPW SPSC BOS BET, DPR, DPS, DPW, COC, SPSC PZC GIS, AO

7.9

Greenwich Plan - 75

KEY STRATEGY

Enhance The Large Villages

Greenwich has four large villages that provide a secondary level of services and sense of place within the community. These villages, Cos Cob, Old Greenwich, Byram and Glenville offer unique opportunities and challenges. The transformation of Downtown Greenwich into a high-end regional shopping destination has created opportunities for these other villages to provide goods and services for the community.

Cos Cob

Old Greenwich

Byram

Glenville

Greenwich Plan - 76

15 V U

"
Downtown
Glenville Cos Cob
1

Village Areas V U Plan

104

North Mianus

120 V U 907 V U

b b
Riverside

b
Old Greenwich

1
120 V U

95

Chickahominy

Byram

287 287

Legend

b Train Station
Rail Villages Business Zones Other Zones Supportive Housing Oportunity Area

GIS data supplied by the Town of Greenwich Geographic Information System. This map was produced from the Town of Greenwich Geographic Information System. The data depicted hereon is for planning purposes only, and is not intended for sitespecific analysis. The Town does not certify this data as survey accurate, and expressly disclaims any liability that may result from the use of this map. Aerial: 4/15/03. Map: 30 June 2008.

1 Miles

Cos Cob
Cos Cob is an interesting village, and while it has a strong vehicular connection to Downtown Greenwich, because of Route 1 and Interstate 95, it is lacking a strong sense of place. Part of this missing element is a result of Route 1 dividing the mixed-use center and the other part is a result of a stretched out identity, because the train station is far removed from the commercial center and the commercial center does not have a strong focal point along Route 1. Because of the location of Cos Cob and the current development pattern, this village appears to have some additional small-business capacity if it were developed into a more pedestrian-friendly mixed-use development. While a number of buildings fit into this category nicely, there are areas of strip development, where parking spaces dominate the landscape. Greenwich should conduct a land use study and develop a village plan for Cos Cob to explore what opportunities exist to enhance this village, including whether land use tools, such as the Village District, are appropriate. Greenwich should also explore whether Cos Cob can serve as a community business center, in addition to being a neighborhood business center. One of Greenwichs overall strengths involves the rail connections that exist within the community. While there is a train station in Cos Cob, rail access in Cos Cob is challenging because the train station is distant from where the apparent core of the village is located. To solve this problem Greenwich should consider creating a strong pedestrian or bicycle link along the Post Road from Cos Cob School to Stickland Road and to the train station, Cos Cob School, the Cos Cob Power Plant Park and the village core. The train station could also serve as an area for transit-oriented housing, which might help to satisfy workforce housing concerns.
Cos Cob Center
Opportunity to create stronger pedestrian linkage

Train Station Connection

Cos Cob Center

Cos Cob Train Station

Create Link

Opportunity for a more pedestrian-friendly mixed use development

Greenwich Plan - 78

Evaluate Permitted Uses Greenwich should also evaluate the list of uses permitted in the Local Business Retail (LBR) district, with particular attention to the sale of alcoholic beverages at restaurants and for on-premise consumption. Because the purpose of the LBR district is encourage local businesses Greenwich may want to reconsider the separation distance requirement for activities that involve the on-premises consumption of liquor.

ACTIONS
AGENCY LEGEND DPS Department of Parking Services DPW Department of Public Works FECB Flood and Erosion Control board HATG Housing Authority of the Town of Greenwich HCDO Housing and Community Development Office (proposed) PZC Planning and Zoning Commission SPSC Selectmens Pedestrian Safety Committee

TO ENHANCE COS COB 7.10 Create a village plan for Cos Cob to align land use policies to overall neighborhood. 7.11 7.12 7.13 7.14 Conduct a Build-out analysis of this area and its uses along US Route 1 in Cos Cob. Review potential for mixed-use development in areas presently zoned commercial. Develop stronger pedestrian connections and traffic calming along main transportation routes. Evaluate existing traffic flows and road designs and explore re-designs for US Route 1 with CT Department of Transportation. Explore using the Village District tool, authorized in the Connecticut General Statutes, to manage land use and building design. Evaluate whether the properties around the train station and along bus routes could serve as transit-oriented housing opportunity areas. Create a pedestrian and/or bicycle link from the train station to the village core. Enhance open green space areas encourage more passive and active recreational uses. Review the existing floodways (e.g. Strickland Brook) and flooding conditions along Bible Street.

PZC HCDO, DPS, SPSC PZC PZC DPW SPSC, PZC DPW SPSC

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

7.15

PZC

7.16

PZC HATG, HCDO DPW SPSC DPR CC DPW FECB

7.17 7.18 7.19

Greenwich Plan - 79

Old Greenwich
Old Greenwich is a pedestrian-friendly mixed-use village center, with a strong rail connection, higher density residential neighborhoods, high aesthetic value and a variety of business activities. The village also has good access to community facilities and strong pedestrian connections. The village is challenged by a limited vehicular connection to Route 1, Interstate 95 and the remainder of Greenwich. Because of the local road access, the Old Greenwich area is somewhat isolated when compared to the other business areas in the community. There is local concern about the vitality of this village center. New commercial development outside of Greenwich, in neighboring Stamford, has the potential to erode some of the local businesses, as transportation access to that new facility is relatively strong. This may affect consumer shopping patterns. Old Greenwich has a number of interesting business opportunities, including surface parking lots adjacent to the rail station. These could be used for transitoriented housing opportunity area, where housing could be built, in addition to retaining valuable commuter parking spaces. The village also appears to have additional capacity for mixed-use development where additional residences could be located above the existing retail spaces on Sound Beach Avenue. New development or redevelopment of Old Greenwich should pay particular attention to parking and other management issues, to ensure that existing residents and neighborhoods are not adversely impacted. Greenwich should conduct a study and develop a village plan for Old Greenwich to explore what opportunities exist to enhance this village, including whether land use tools, such as the Village District, are appropriate.
Old Greenwich Village Center
Opportunity for transit-oriented housing Old Greenwich Train Station

Opportunity for transit-oriented housing

Greenwich Plan - 80

ACTIONS
AGENCY LEGEND DPS Department of Parking Services DPW Department of Public Works HATG Housing Authority of the Town of Greenwich HCDO Housing and Community Development Office (proposed) PZC Planning and Zoning Commission SPSC Selectmen Pedestrian Safety Committee

TO ENHANCE OLD GREENWICH 7.20 Create a village plan for Old Greenwich, to align land use policies to overall neighborhood objectives. 7.21 Review the Local Business Retail (LBR) zoning regulations to determine the potential traffic, parking and drainage impacts of potential commercial build-out under the existing Floor Area Ratio. Develop stronger pedestrian connections and traffic calming along main transportation routes to enhance and encourage additional walking and biking to local businesses, train, school, recreational and library locations. Explore using the Village District tool, authorized in the Connecticut General Statutes, to manage land use and building design. Create tools to protect and preserve local neighborhood oriented small businesses that serve neighborhood needs. Evaluate whether properties around the train station and along bus routes could serve as transit-oriented housing opportunity areas. Evaluate parking management needs on private and public lots in Old Greenwich.

PZC DPS, SPSC, PATC PZC DPS, DPW

7.22

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

DPW PZC, SPSC

7.23

PZC

7.24

PZC

7.25

PZC HATG, HCDO DPS; PZC

7.26

Greenwich Plan - 81

Byram
Byram is a unique village center because it shares a downtown area with Port Chester, New York. The Byram business area serves the local neighborhood needs. While Byram may play a role in the parts of two larger entities (Port Chester and Greenwich) there are a number of elements that make this place special and create a strong sense of place. Overall Byram has relatively good access to Interstate 95, limited access to Route 1 and limited access to rail (the closest rail station is in Port Chester, New York). However, prior to the current parking regulations at the William Street parking lot, commuters would use this parking lot and walk to the railroad station in Port Chester. This created problems for businesses, employees and shoppers.
Implement the Byram Plan

Byram is fortunate to have been an area that Greenwich has focused particular attention on during the last ten years with the development of a Byram Neighborhood Enhancement Plan in 2003 and the 2007 Byram Comprehensive Plan. Now, Greenwich needs to implement the recommendations from these planning efforts Existing Waterfront Land Use Patterns Byram benefits from having a presence on the Byram River and will likely see some additional development interest because of redevelopment activities occurring in Port Chester. The riverfront also provides an excellent opportunity to create public access when properties are redeveloped. Existing water-dependent uses include three large boat maintenance/storage facilities and several smaller docks and boatyard facilities near the southern end of the zone. A condominium development currently under construction includes a marina and public waterfront access - a riverfront boardwalk with a connecting path to South Water Street. A pocket park has been designed for the Sewer Pump Station site and a public accessway and boardwalk has been designed for the town-owned Church Street parcel at South Water Street. Other existing uses along South Water Street include a restaurant, a bank and Interstate Lumber at the northern end, and Interstate Lumber and several private homes, some with docks, at the southern end. Because of recent development activity and interest in some of the riverfront parcels, the Byram community is interested in re-examining the existing WB zoning to ensure that it accommodates and encourages the type of development desired by the community. Uses desired by the community include small scale retail, restaurants and residential development.

Greenwich Plan - 82

2007 Byram Comprehensive Plan Graphics from the Plan

Crosby, Schlessinger & Smallridge LLC

Greenwich Plan - 83

New Business Development While there is limited business zoned area available for development in Byram, the local plans identify tasks that can be accomplished to make the space more pedestrian-friendly and enhance the sense of place for Byram (see appendix.) New development or redevelopment of Byram should pay particular attention to parking, traffic circulation and other management issues, to ensure that existing residents and neighborhoods are not adversely impacted. As indicated in the Byram Comprehensive Plan the proposed WB-Byram Regulations would allow small-scale commercial development at the northern end of the district, closer to Mill Street that would attract visitors to the riverfront, for example, a restaurant, coffee bar/bakery, or ice cream shop with outdoor seating and/or a deck. This type of commercial development at the northern end would connect to the existing commercial district on Mill Street and be in close proximity to existing parking. Uses need to be low-impact, with low traffic and parking demand. Residential development in this area is mostly on small 5,000 square foot lots throughout the district.

Greenwich Plan - 84

ACTIONS
AGENCY LEGEND BET Board of Estimate and Taxation DPS Department of Parking Services DPW Department of Public Works PZC Planning and Zoning Commission

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

TO ENHANCE BYRAM 7.27 Implement the Byram Comprehensive Plan: a. Provide funding for implementation. b. Construct the Church Street public access and boardwalk in the summer of 2008. c. Construct a pocket park at the sewer plant site in the summer of 2009. d. Obtain public access easements along the waterfront. e. Replace sidewalks, plant street trees, install bump outs, decorative lighting and crosswalks. f. Provide intersection improvement at Byram Road and Frontage Avenue. 7.28 Evaluate parking management needs in Byram. 7.29 7.30 Consider a separate WB-Byram zoning district that relates to the specific conditions in Byram. Require all new buildings to be sited to allow visual access to the riverfront walkway from South Water Street. This visual connection will both attract users to the riverfront and improve safety and security for people on the riverfront walkway. Study requiring all non water-dependent uses to provide enhanced waterfront access, including both an easement for the riverfront walkway and an easement for access from South Water Street to the walkway. a. Several public parking spaces for people using the riverfront walkway should also be provided. b. The riverfront walkway and the access path from South Water Street to the riverfront walkway should be designed and built consistent with the final design for the riverfront walkway

BET DPW PZC

DPS PZC PZC

PZC

7.31

PZC

Greenwich Plan - 85

Glenville
Glenville is a picturesque village center that provides local shopping for the surrounding neighborhoods. This area relies on a transportation network of local roads and has limited capacity for additional business growth. The business pattern that has recently developed is more strip and there are opportunities to reinforce the historic development pattern, including adjusting regulations to limit strip development in the future. Glenville is a growth area and has recently become revitalized and more active than in the past. The central area of Glenville is now on the National Register of Historic Places including the Glenville mill buildings and firehouse. The recent remodeling of the Western Greenwich Civic Center has resulted in more public uses of the building for community groups, day care programs, sport activities, etc; and it has become a focal point of the Glenville community. The proposed remodeling of the Glenville elementary school is planned, and an addition is proposed for the firehouse. Future Development While the revitalization has involved existing buildings, there is potential for redevelopment of the commercial areas of Glenville as well, especially the shopping center. There are large landholdings off Glenville Road (Rockefeller property) and Riversville Road that offer some major residential potential. There are areas included in the sewer benefit map that are not presently on sewer and this may represent a long-term capital project for the town if new federal funding is made available. Traffic Issues In the morning rush hour, Glenville Street, Glenville Road and Riversville Road are used as major arteries to downtown Greenwich business and office areas. They are congested and queues form past intersections at Weaver Street and Angelus Drive. A new traffic signal is proposed to be installed to address traffic issues at Weaver Street. The intersection of Pemberwick Road and Glenville Road should be studied. While local roads are the main vehicular linkages in Glenville, these roads handle a higher traffic volume that reduces the overall sense of place in this area. Greenwich should consider ways to enhance pedestrian safety and presence along these roads, while calming traffic to create a more vibrant area. During the public meetings there was little dissent about Glenvilles commercial areas, but this lack of any identified concerns should not be seen as complacency. As with all village areas, management issues will result when conflicts between commercial and residential land uses become more apparent. Greenwich should conduct an analysis of the issues in Glenville in anticipation of these potential problems.

Greenwich Plan - 86

ACTIONS
AGENCY LEGEND DPS Department of Parking Services DPW Department of Public Works PZC Planning and Zoning Commission SPSC Selectmens Pedestrian Safety Committee RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

TO ENHANCE GLENVILLE 7.32 Create a village plan for Glenville, to align land use policies with overall neighborhood objectives. 7.33 7.34 Develop stronger pedestrian connections and traffic calming along main transportation routes. Explore using the Village District tool, authorized in the Connecticut General Statutes, to manage land use and building design to promote the preservation of historic structures within the National Register District.

PZC DPS, SPSC DPW SPSC, PZC

PZC

Glenville Village Center Opportunity to create stronger pedestrian connections

Opportunity for mixeduse development

Greenwich Plan - 87

STRATEGY

Protect the Small Villages

Small villages include the areas of Banksville, Chickahominy, North Mianus, Pemberwick, Riverside and Round Hill. These small village areas have a variety of localized services: schools, parks, fire protection and in some instances commercial businesses. Threats to community character from the demolition of historic resources or insensitive new construction are the main concern in these areas, along with changes to community facilities, as these facilities serve as a strong sense of place. Greenwich should evaluate whether existing regulations are effective, or whether new tools, such as the Village District or local historic district, are more appropriate. Greenwich should also evaluate whether sidewalks, bike paths or traffic calming are needed in these areas, and then make the necessary improvements.

Banksville

Chickahominy

North Mianus

Pemberwick

Greenwich Plan - 88

ACTIONS
AGENCY LEGEND ARC Architectural Review Committee BOE - Board of Education COC Chamber of Commerce DPW Department of Public Works PZC Planning and Zoning Commission SPSC Selectmen Pedestrian Safety Committee

TO PROTECT THE SMALL VILLAGES 7.35 Enhancing gateways to the area to help define the small villages and strengthen the sense of place. 7.36 7.37 7.38 7.39 Consider creating Village Districts or local historic district for the small village areas. Create design guidelines that encourage the unique attributes of each village. Encourage small neighborhood oriented businesses. Evaluate whether sidewalks, bike paths or traffic calming is needed and then make the necessary improvements.

CC HDC, ARC, DPW PZC, HDC ARC, HDC PZC PZC COC DPW SPSC

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

Round Hill

Riverside

Greenwich Plan - 89

STRATEGY

Enhance the Post Road

The Post Road is the main east/west vehicular transportation route within Greenwich and provides a mix of residential and commercial areas, interspersed with scenic views of Greenwichs harbors. This road has developed in a strip pattern of commercial and residential uses. Because of the variety of businesses along Route 1 and the different types of place that are created by these areas, the community can explore new opportunities, such as whether redevelopment of certain areas is appropriate, or how Greenwich can create more pedestrian-friendly mixed use development in key areas. Commercial development along this corridor has been designed to accommodate the automobile, with many of the business sites having their own off-street parking areas. The individualized approach to parking has created a road with numerous driveways, which often leads to congestion as motorists are unsure where they need to turn and reduce their travel speed to find a driveway. Greenwich may be able to encourage the consolidation and reduction of curb cuts as a way to create a more meaningful space and potentially reduce some of the traffic congestion that results from this type of development pattern. Greenwich also has an opportunity to establish a vision for the corridor by creating specific nodes along the route that are pedestrian-oriented and have a village development pattern. By establishing this vision, the community may encourage sensitive and appropriate redevelopment of key properties along the corridor. The redevelopment tools may require additional density in the village areas. Cos Cob, West Putnam Avenue (near Pemberwick) and the top of Greenwich Avenue appear to be naturally situated to pursue this type of opportunity. Because of the strong vehicular connection that Route 1 provides, along with transit connections, this area may be appropriate for additional housing opportunities, in particular affordable housing. Ultimately, concerns about traffic congestion will need to be considered as part of developing new land use solutions along this corridor. Greenwich should conduct a corridor study of land use and traffic issues to make sure these issues are appropriately considered during this process.

Greenwich Plan - 90

ACTIONS
AGENCY LEGEND DPW Dept. of Public Works HATG Housing Authority of the Town of Greenwich HCDO Housing and Community Development Office PZC Planning & Zoning Commission

TO ENHANCE THE POST ROAD 7.40 Encourage redevelopment to more pedestrian-friendly mixed use development patterns. 7.41 7.42 7.43 7.44 Consider whether this area could serve as a housing opportunity area. Conduct a corridor study of land use and traffic issues. Evaluate opportunities to reduce curb cuts. Study the potential for increased building height in commercial areas where appropriate to achieve workforce and senior housing.

PZC PZC HCDO, HATG PZC DPW PZC DPW PZC

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

Greenwich Plan - 91

STRATEGY

Monitor Changes Along King Street

King Street presents a number of challenges, particularly because the road serves two communities in different states, with different ideas about how development should occur. For example, when King Street is in New York State, the road is a state highway, whereas in Connecticut King Street is a town road. Development along the New York side of King Street includes large corporate centers and a regional airport (Westchester County Airport). In Greenwich, development along the corridor is zoned for residential uses only and includes several private schools, two nursing homes, the Griff Harris townowned golf course and the Fairview country club. In addition, development of the Gimbel Estate involved large residences and preservation of 50 percent of the lot areas as open space and preserved the original estate buildings, reinforcing the residential zoning of this area in Greenwich. The mixture of uses on both sides of the street provides for an interesting dynamic. Greenwich may also be able to work with local transit providers and businesses in the area to expand transit options and encourage van-pooling to all of the users in both states and especially to the Westchester Airport. At present there is a conceptual plan among the Greenwich institutional users to extend the private water line up King Street. They are working with Aquarian water company and town officials. Greenwich is also developing plans for a new firehouse and Greenwich Emergency Medical Services (GEMS) location adjoining the Griff golf course property.

ACTIONS
AGENCY LEGEND BOS Board of Selectmen PZC Planning and Zoning Commission

TO MONITOR CHANGES ALONG KING STREET 7.45 Continue to participate in a regional dialog about its function and role. 7.46 Develop a strategy to encourage additional transit and van pooling to institutions and businesses in the area and to the Westchester Airport.

BOS PZC BOS PZC

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

Greenwich Plan - 92

Diversify The Housing Portfolio

Greenwich is a diverse community, which is one of the things that make the community special. Protecting what we have requires us to address issues that are difficult and for which no single solution exists. Greenwich should: [ [ [ Protect Subsidized Housing, Provide for Senior Housing Needs, and Provide for Workforce Housing.

CHAPTER

McKinney Terrace

Workforce Housing

Senior Housing Needs

Greenwich Plan - 93

KEY STRATEGY

Protect Subsidized Housing

There are many different types of housing that function outside pure market fundamentals. Each type of housing can be used to pursue public policy objectives, but all function differently from construction to renting and must be addressed separately in order to be properly understood. Subsidized and affordable housing is a difficult subject. While many believe communities have an obligation to provide the opportunity for a wide range of income groups to live in town, others feel the market should function freely. Regardless of the opinions about this, most people are aware that Greenwich has some of the highest property values in the nation and that building subsidized housing is not the highest and best use of land from a value perspective. That is why the construction and development of subsidized housing is primarily a social and policy choice for Greenwich. Since 2002, against these odds, Greenwich has added an additional 131 units through the Housing Authority of the Town of Greenwich (HATG), as well as an additional 39 units by private developers who have elected to build subsidized housing in exchange for zoning and density bonuses that have made their investments more desirable from an economic standpoint. The Planning and Zoning Commission and the Town of Greenwich have consistently sought to add more of these types of units in an incentive situation and these incentives should be continued as Greenwich constructs more mixed-use buildings. Greenwich can also provide for solutions to the funding problem by adjusting existing building zone regulations and allowing for additional density on existing subsidized housing sites. These regulations can be used to add additional density on sites where the community is already attuned to the presence of such development. The bulk of Greenwichs subsidized housing portfolio was constructed in the 1950s and is currently facing repair and upgrade needs. It is important that the community be aware of these costs as part of the challenge of providing this form of housing. Housing Opportunities Greenwich should take advantage of transit connections and continue to locate subsidized housing in areas where transit is available (within mile of bus routes, mile of the Post Road and within mile of train stations.) Allowing additional density along the Post road and near Greenwich and Old Greenwich Train Stations may offer an opportunity to provide additional subsidized housing. Greenwich should also evaluate existing regulations as they apply to accessory structures, and whether allowing accessory apartments is an appropriate strategy to expand the amount of subsidized housing in the community.

Greenwich Plan - 94

"
15 V U

Subsidized Housing U V Opportunity Areas

104

_ ^

_ ^

120 V U 907 V U

_ ^ _ ^ _ ^
120 V U

_ ^

__ ^^

_ ^

_ ^ _ ^
b

_ ^
b
_ ^

_ ^ _ ^

_ ^ _ _ ^ ^

_ ^ _ ^ _ _ ^ ^ _ ^ _ ^

_ ^

b
95

__ ^^ _ ^

_ ^

_ ^

Subsidized Housing Units

287 287

_ ^

_ ^

_ ^

_ ^

_ ^

1 to 10 Units 11 to 20 Units 21 to 50 Units

51 to 100 Units

101 to 150 Units

Housing Opportunity Area Downtown

GIS data supplied by the Town of Greenwich Geographic Information System. This map was produced from the Town of Greenwich Geographic Information System. The data depicted hereon is for planning purposes only, and is not intended for sitespecific analysis. The Town does not certify this data as survey accurate, and expressly disclaims any liability that may result from the use of this map. Aerial: 4/15/03. Map: 30 June 2008.

0.5 Miles

Coordinate Subsidized Housing Efforts Numerous Town and private agencies have an interest in housing and management of housing-related information, such as monitoring subsidized housing compliance. This creates confusion about responsibilities and where resources should be allocated. For example, the Housing Authority of the Town of Greenwich (HATG) is an independent agency with its own budget and is not part of the Towns budget, but appointments to HATG are made by the Board of Selectmen and confirmed by the Representative Town Meeting. Greenwich should create a housing office, preferably within the current Community Development office, to be renamed as the Housing and Community Development Office. That office would be responsible for monitoring existing subsidized housing (under CGS Section 8-30g and Building Zoning Regulations Section 6-110g) and would review income and rental sale price information as required by state law. The new office could also partner with various private and non-profit organizations in an effort to expand subsidized housing options in Greenwich.

ACTIONS
AGENCY LEGEND HATG Housing Authority of the Town of Greenwich HCDO Housing and Community Development Office (proposed) PZC Planning and Zoning Commission UW United Way

TO PROTECT SUBSIDIZED HOUSING 8.1 Reexamine existing Building Zone Regulations to allow for additional subsidized housing options and development flexibility in the townhouse and neighborhood zones. 8.2 8.3 8.4 8.5 Allow for small increases in density on existing subsidized housing sites. Partner with agencies that provide subsidized housing. Encourage subsidized housing in areas that are served by transit (buses and trains). Explore the recommendations of the United Way Study to determine what opportunities exist to implement these recommendations.

PZC HATG, UW PZC HATG, HCDO, UW HCDO HATG, UW PZC HATG, HCDO, UW HCDO HATG, PZC, UW

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

Greenwich Plan - 96

KEY STRATEGY

Provide for Senior Housing Needs

People are living longer and healthier lives. The older age group (age 55+) will continue to grow. The baby boom (people born between 1946 and 1964) has entered or will enter this age group during the next 20 years. By the year 2020 adults aged 55 and over will comprise up to 32 percent of the total population of Greenwich, up from 23 percent in 1970. There is a potential that an increased number of elderly residents will constrain the number of housing units that are in the market. This reduction in housing supply and an increase in demand for worker housing will further stress housing affordability. An aging population changes the housing dynamics of the community: people remain in their homes for a longer period of time than has occurred in the past, reducing the availability of homes, aging homeowners may need more assistance to maintain their homes, aging residents require additional healthcare services which requires workers to perform those services, and older persons have different lifestyle needs, which may not be satisfied in a mature housing stock. Greenwich needs to prepare for these changes, as: 80 percent of seniors want to age in place, and 20 percent of seniors will want other housing choices, such as assisted living. Greenwich should reevaluate the Continuing Care Retirement Community (CCRC) and the Residential Planned Housing Design Elderly (RPHD-E) to determine if they are meeting the needs of the community. Greenwich should also consider creating other zoning tools for these activities, which should be within transit-oriented areas as noted in the recent Commission on Aging Study.. Because of the growth in this segment of the population, there may also be a need for additional subsidized housing for senior residents, as noted in the Commission on Aging study. Create Additional Opportunities for Rental Units In the RA-2 and RA-4 residential zones there are many oversized lots that exceed twice the required acreage for those zones. There is a demonstrated desire on the part of many of these landowners to create rental units on these parcels to create a physical presence on the property, especially if it is vacated for long periods, and this desire could be used to meet community housing needs. Greenwich could take advantage of this by allowing small residential outbuildings to be constructed to provide rental housing for elderly residents provided that certification and management of these units as elderly rental apartments can be assured.
Age in Place Enabling older residents to stay in their homes comfortably, safely and independently as they age, regardless of physical challenges.

Greenwich Plan - 97

ACTIONS
AGENCY LEGEND COA Commission on Aging HATG Housing Authority of the Town of Greenwich HCDO Housing and Community Development Office (proposed) PZC Planning and Zoning Commission UW United Way

TO PROVIDE FOR SENIOR NEEDS 8.6 Partner with others to expand the ability for elderly residents to age at home. 8.7 Partner with others to update the range of housing choices available for this segment of the population, including rehabilitation of existing units and the development of new subsidized units. Support upgrades to the various elderly housing developments. Partner with others to enhance services for the retirement communities that are developing in the town and evaluate the services offered to the senior population. Evaluate whether existing congregate care and assisted living tools are adequate for the community. Promote the use of elderly accessory apartments in residential zones.

COA HATG, HCDO, UW COA HATG, HCDO, UW PZC COA, HATG, HCDO, UW COA HATG, HCDO, UW COA HATG, HCDO, PZC, UW PZC

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

8.8 8.9

8.10 8.11

Greenwich Plan - 98

KEY STRATEGY

Provide For Workforce Housing

Housing prices can make it difficult, if not impossible, for Greenwich to attract young adults, young families, or people whose compensation does not allow them to afford a median priced home ($1.8 million). By realtors estimates, this would require over $330,000 per year in income to support a standard mortgage at the current rates. This can make it difficult to attract people to work at local businesses, local schools, service jobs or essential positions, such as emergency responders. The development of workforce housing is also a social and policy position, rather than a decision of economics. Workforce housing is built through a decision by a private or public developer to restrict the cost of a home, through either sale or rent, at a dollar amount that is lower than one that could be earned in the real estate market. The goal of providing workforce housing is to allow a foothold in Greenwich for those whose choice of profession or life circumstances make it unlikely for them to be able to afford residency in Greenwich. It is the decision of the community whether it is desirable to create these opportunities through the setting aside of a reasonable number of housing units for long term retention through deed restrictions or other means. Even though Greenwich has been pro-active over the years in terms of addressing housing options and housing diversity, high land value in Greenwich as in other similar towns in the region limits opportunities to create and provide workforce housing. Require workforce housing in new development Greenwich should consider ways of integrating workforce and market rate housing in future projects by creating an inclusionary zoning requirement for housing opportunity areas. CGS Section 8-2i provides that a community may, through its zoning regulations, require the setting aside of a reasonable number of housing units for long-term retention as affordable housing through deed restrictions or other means. Support the Housing Authority of Greenwich The Housing Authority of the Town of Greenwich (HATG) operates about 1,000 units of housing in Greenwich, including subsidized, workforce and market rate units. The Authority would like to find ways to expand their housing offerings on properties that they currently own to satisfy the demand for workforce and subsidized housing (they have an extensive waiting list.) These efforts should be encouraged since they will help Greenwich meet its overall housing goals. Investigate Illegal Housing Units It has long been considered that there are a significant number of illegal apartments in the community. The actual number of units is unknown but if they exist, the lack of oversight of their development creates serious safety questions, and overpopulation of schools. Moreover these units appear to be demonstrating a need for non-subsidized housing at affordable rates. Greenwich Plan - 99
CASE STUDY Inclusionary Housing Fee New Canaan, CT (population 19,395) adopted a zoning regulation that requires all applications for a zoning permit for any new building construction or addition (excluding interior renovation) in any zone shall be accompanied by an inclusionary zoning fee of $10.00 per $1,000 of construction value, to be paid into a housing trust fund to be used for constructing, rehabilitating or repairing housing affordable to persons and families of low and moderate income. Workforce Housing Workforce housing involves housing units for households earning the median income in Greenwich These units may have rent subsidies, reduced rental rates, or are deed restricted to households that meet the income threshold.

Support and encourage non-profit organizations Non-profit organizations, such as the United Way, can provide important services, including identification of housing needs and opportunities. These efforts should be encouraged since they will help Greenwich meet its overall housing goals. Housing Opportunities Greenwich should take advantage of transit connections and continue to locate workforce housing in areas where transit is available (within mile of bus routes, mile of the Post Road and within mile of train stations). Create Additional Opportunities for Rental Units As mentioned in the Provide for Senior Housing Needs strategy, the RA-2 and RA-4 residential zones may provide an opportunity to create housing units that meet community needs particularly elderly housing and workforce housing. Greenwich could take advantage of this by allowing small residential outbuildings to be constructed to provide rental workforce housing provided that certification and management of these units as workforce rental apartments can be assured.

ACTIONS
AGENCY LEGEND BOS Board of Selectmen DPW Department of Public Works HATG Housing Authority of the Town of Greenwich HCDO Housing and Community Development Office (proposed) PZC Planning & Zoning Commission UW United Way WHTF Workforce Housing Task Force (proposed)

ACTIONS TO PROVIDE WORKFORCE HOUSING 8.12 Explore inclusionary zoning regulations to require all new residential development to provide a percentage of the units as workforce housing. 8.13 Create a Workforce Housing Task Force to perform additional planning, work with other agencies and as an implementation agency for these strategies. Encourage workforce housing in areas that are served by transit (buses and trains.) Study the possibility of allowing the conversion of accessory structures to workforce housing units. Determine the number of illegal apartments and develop a strategy for enforcement. Promote affordable accessory apartments in residential zones for workforce housing.

PZC HATG; WHTF BOS HATG, UW, PZC PZC HATG, UW PZC UW, WHTF DPW PZC PZC

8.14 8.15 8.16 8.17

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

Greenwich Plan - 100

Be a Growth Management Leader

Protecting what we have requires us to address issues that are difficult and for which no single solution exists. Greenwich should: [ [ [ [ Protect Residential Neighborhoods, Manage Regrading of Properties, Continue to Encourage Appropriate Design, and Coordinate Waterfront Development.

CHAPTER

9
Leaders don't create followers, they create more leaders.
Tom Peters Management Consultant

Greenwich Plan - 101

KEY STRATEGY

Protect Residential Neighborhoods

Greenwich is predominantly a residential community and overall plan goals support efforts to retain this orientation. But remaining a residential community is not without challenges. Greenwich is in a second stage of residential build-out, where existing homes are being enlarged, or demolished to make way for new residences. The first stage of build-out involved new housing development on previously undeveloped land and most of the undeveloped land has already been developed to some degree. This change in focus has created concerns about conservation of the character of existing neighborhoods. Greenwich residents recognized a change in the types of issues affecting neighborhoods and, during the planning process, identified over-development of housing as a concern. Over-development appears in a number of different forms and the following trends have been cited most often: increased density, lack of scale (the loom factor), larger homes on small lots, and teardowns of historic homes, Address Increased Density Consolidation of parcels of land is changing the character of established neighborhoods by combining existing lots to accumulate adequate land area to create more lots. This can also encourage the demolition of existing houses to accommodate the new lot lines. While Greenwich is largely built out from a new lot perspective, property values have encouraged lot mergers and redevelopment of areas to maximize the use of the land. Strategies to limit the impact of this trend require further information and analysis regarding where this will occur in the future. Greenwich should conduct a study of lot sizes to identify the areas that are most susceptible to these types of applications. There is concern that the increased density trend is somewhat encouraged in the R-6 zoning district because the Building Zone Regulations allow two-family houses by right, do not require any additional lot area for this use, and Planning and Zoning Commission review is not required. Two-family housing has become an attractive technique because it is easier to obtain permits when no Planning and Zoning Department review is required and there is a density bonus provided in the regulations. Greenwich should consider amending the Building Zone Regulations to require a special permit for this activity. Greenwich should also consider retaining some flexibility for projects that include permanent affordable units. There are areas in Byram, Chickahominy and parts of Cos Cob where 5,000 square foot lots exist. Allowing two-family houses in these areas should be reexamined because of parking, impervious surfaces and intensity of development issues.

Greenwich Plan 102

"
120 V U 684

22 V U 128 V U

Residential Development Plan

104 V U

15 V U

137 V U 137 V U

120 V U 120 V U

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684 Legend 119 V U 1 Residence 4-acre 19 V U Residence 2-acre

1
120 V U

127 V U

1-acre Residence < 1/2 Acre Residence Multifamily Residence 19 1 Planned Residential Other Zones

287

95

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120 V U

GIS data supplied by the Town of Greenwich Geographic Information System. This map was produced from the Town of Greenwich Geographic Information System. The data depicted hereon is for planning purposes only, and is not intended for sitespecific analysis. The Town does not certify this data as survey accurate, and expressly disclaims any liability that may result from the use of this map. Aerial: 4/15/03. Map: 30 June 2008.

287 1 Miles

Address Scale (Loom Factor) In some cases new larger homes are being situated in ways that overwhelm the streetscape and drastically change the character of the street, beyond what was originally anticipated. This is what is considered a loom factor. When zoning was adopted a flexible building envelope was established to provide property owners with the ability to locate a building within the envelope.
Loom Factor

There is a need now to examine revisions to the bulk requirements in the Building Zone Regulations to address this problem. Some of the options that Greenwich may consider include: Setback averaging, Slanted or stepped setback planes, or Cubic footage. These concerns have the community thinking about other build-out related issues associated with the conversion of already developed areas into more intensely developed areas. Setback averaging provides an opportunity to use the setbacks of adjacent properties to determine the appropriate setback of a new house. This tool is a useful way to control how buildings affect the streetscape. Stepped setbacks would force a building to move back or step back as it gets taller. This might be an appropriate way to limit the loom factor created when larger homes are built close to property lines. Cubic footage is a tool that could be used to limit overall building size by limiting the volume of a building. While the floor area ratio (FAR) limits building square footage, it does not the size or volume of a building. Address Larger Homes on Small Lots There is concern about the construction of large houses that appear to be out of character with established neighborhoods. While these houses comply with zoning requirements (yard setbacks, lot coverage, and building height) they are often at the maximum allowed in the zoning district. The trend towards larger houses has also resulted in the demolition of existing houses (teardowns.) Besides character issues, larger homes on small lots limit the ability to provide off-street parking and many town roads are not wide enough to support on-street parking. In addition, a larger footprint will increase the amount of impervious area on a site, which may impact stormwater runoff and contribute to flooding. Greenwich should adopt additional impervious coverage limits to address these concerns.

Greenwich Plan 104

Address Teardowns of Older Houses The trend toward larger houses and increased density has also resulted in the demolition of existing houses (called teardowns). Older homes may not provide the range of functions that residents are looking for and a property owner may see demolition as the only recourse to bring their property up to a modern standard of living. Greenwich has a demolition delay ordinance to provide groups with an opportunity to comment on the potential demolition of historic resources, but does not have a full understanding of where all of these resources are located. While historic resource surveys have been prepared, linking this information to the towns Geographic Information System would enable more people to know more about these resources. Expansion of the primary use conversion tools, the Historic Residential Office (HRO) and Historic Overlay (HO), may be effective ways to encourage sensitive use of historic properties. Incentives might include allowing additional floor area, additional lot coverage, or additional residential density.

ACTIONS
AGENCY LEGEND AO Assessors Office ARC Architectural Review Committee BET Board of Estimate and Taxation DPW Department of Public Works GIS Geographic Information System Department HDC Historic District Commission PZC Planning and Zoning Commission RTM Representative Town Meeting

TO PROTECT RESIDENTIAL NEIGHBORHOODS 9.1 Continue to model residential build-out, to align zoning allowances to preferred development patterns. 9.2 Examine requiring a special permit for two-family housing to allow for control over site design. Also consider possible subsets to the R-6 residential zone based on neighborhood characteristics. Study new zoning regulations to provide further tools for controlling bulk. Periodically revisit floor area regulations to limit house size and bulk. Consider establishing a lot coverage requirement in the residential zones. Update the historic resource survey information and link it to the Geographic Information System. Increase demolition delay from 90 days to 180 days. Consider establishing a fund for purchasing historic buildings that come up for private sale.

PZC; AO

PZC

9.3 9.4 9.5 9.6 9.7 9.8

PZC PZC AO, DPW PZC DPW, GIS HDC GIS, PZC RTM BET

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

Greenwich Plan - 105

KEY STRATEGY

Manage Regrading of Properties

Grade alteration is an issue in both the natural and built environment. Grade can be changed for additional building height. This affects the aesthetics of an area and can be altered to accommodate septic systems (which may affect water runoff) or allow construction in unstable areas (erosion). Both of these issues impact adjacent property owners and the community as a whole. Limit Grade Alteration Natural topography (grade) and ledge contribute to community character and are important natural resource features. Greenwich is experiencing a number of trends related to this topic, including significant grade alteration (grading) to maximize Floor Area Ratio (FAR), and topsoil replacement for large septic systems (which can alter natural runoff patterns). Greenwich may also want to consider creating a maximum retaining wall height to limit regrading. Control Erosion In small amounts the impacts from erosion and sediment are invisible to most residents. Concerns about fill in Greenwich Harbor and the loss of wetlands have heightened residents awareness of this problem. The 2002 Water Quality Standards produced by the Connecticut Department of Environmental Protection has offered a number of Best Management Practices (BMPs) that, when used correctly, will prevent these problems. Greenwich should require that all development that involves earth excavation to follow these erosion control quality standards. Specifically, the Building Zone Regulations should be updated to require soil and erosion, grading and drainage plans for the development of single family homes and when lot clearing exceeds acre. Reexamine the excavation and fill ordinance that was adopted in 1958 and whether the town should reduce the amount of material from 500 cubic yards to 200 cubic yards. Erosion also occurs when development is located on steep slopes (normally steeper than 25 percent). Greenwich should protect steep slopes and consider providing incentives to retain slopes above 25 percent in a natural state. An additional area for consideration involves creating additional buffers of natural resources, such as wetlands that are adjacent to these areas. Improve Grading Oversight Currently the Building Department does not require an engineered grading plan, drainage report or site construction details for new single and two-family residences. These developments do not presently have any requirements for submission of such engineering reports. Impervious surface coverage in these areas has increased and runoff to adjoining neighbors has inflicted damage and flooding on adjoining properties and streets. Greenwich should also evaluate the impacts of the Floor Area Ratio (FAR) definition, specifically how tree clearing is impacted by the use of this definition and whether a maximum retaining wall height should be established.

Greenwich Plan 106

ACTIONS
AGENCY LEGEND DPW Department of Public Works PZC Planning and Zoning Commission

TO MANAGE REGRADING OF PROPERTIES 9.9 Require a special permit for all applications involving grading of over 50 percent of a parcel. 9.10 Consider regulations to prevent significant grade alterations. Consider development standards for construction on steep slopes. Consider requiring all excavation activities to provide a Soil Erosion and Sedimentation Control Plan, and provide increased inspections to certify compliance. Consider requiring all excavation activities to provide a grading plan and drainage plan. Examine requiring single-family and two-family construction projects (including additions) to submit a drainage report with grading, soil erosion control and drainage plans. Consider a maximum height of retaining walls Reexamine and update the 1958 excavation and fill ordinance

PZC DPW PZC DPW PZC DPW PZC DPW PZC DPW DPW PZC PZC DPW

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

9.11 9.12

9.13 9.14

9.15 9.16

Greenwich Plan - 107

STRATEGY

Coordinate Waterfront Development

Greenwichs commercial waterfront areas are largely within the WB zoning district. The requirements in this zone are consistent with coastal management objectives. Water-dependent developments are given primary consideration. Careful planning already has resulted in significant waterfront dependent developments including several public access areas. Waterfront business areas in Greenwich and the waterfronts they occupy are each somewhat unique and Greenwich may benefit from having more than one waterfront business zone.
Steamboat Road waterfront

For example the Byram River area may be improved with a modified WB zone, or a separate waterfront village zone, that reflects the unique town within a town character of Byram. One particularly significant land use factor along the Byram River is that a high percentage of existing uses and structures do not conform to the WB zone. This suggests that this tool is not as effective as it could be. The Waterfront Business areas are important to the overall character of Greenwich and efforts should be made to ensure that the water-dependent land uses that occur there remain viable. Greenwich has developed an overall plan for the Byram waterfront and should consider using this strategy for other waterfront business areas as well.
Byram River waterfront

Considerations for WB Areas Consider modifying the WB zones to reflect the uniqueness of each of the three areas, For River Road, emphasis should be placed on boating opportunities and public access along the Mianus River. For Byram, refer to the Byram Comprehensive Plan for recommendations for waterfront development where special attention is given to mixed water dependent uses, visual access, building dimensions and design, public access along the river, traffic circulation and parking. For Steamboat Road, any redevelopment must promote the public access and continual waterfront boardwalk. Commercial Fishing Commercial fishing is a food industry that is trying to adjust to an ever-changing regulatory environment and a reduction in productivity (in terms of days to fish and amount of fish). While commercial fishing may only be a very small segment of Greenwichs economic spectrum, these small, local businesses contribute to the overall quality of life by providing a fresh food supply that is the envy of noncoastal communities. Facilities supporting commercial fishing such as docks and gear storage cannot compete economically with other uses that generate higher returns on investments. Although commercial fishing facilities are protected under the state Coastal Management Act as water-dependent uses, maintaining even a small commercial fishing industry takes careful planning.

Greenwich Plan 108

Byram
Byr Byram am

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Greenwich Harbor
1

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Waterfront Business Plan

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Coastal Area Boundary Public Access Points

Shellfish Area Classifications

Conditions / Restrictions Prohibited

Waterfront Business Zone

GIS data supplied by the Town of Greenwich Geographic Information System. This map was produced from the Town of Greenwich Geographic Information System. The data depicted hereon is for planning purposes only, and is not intended for sitespecific analysis. The Town does not certify this data as survey accurate, and expressly disclaims any liability that may result from the use of this map. Aerial: 4/15/03. Map: 30 June 2008.

0.5 Miles

ACTIONS
AGENCY LEGEND DPR- Department of Parks and Recreation PZC Planning & Zoning Commission

TO COORIDNATE WATERFRONT DEVELOPMENT 9.17 Continue to protect water-dependent land use activities. 9.18 Consider modifying the WB zoning designation along the Byram River to adapt to the types of uses recommended in the Byram Comprehensive Plan, where special attention is given to mixed (water-dependent) uses, visual access, building dimensions and design, public access along the river, traffic and circulation, and parking. Consider reducing minimum parking requirements, currently 1 spaces per slip to one space per slip or less. Consider creating a town dock for commercial fishermen with minimal dockage fees. Consider modifying WB zones into three areas: River Road, Steamboat Road and Byram Support an appropriately plan for commercial fishing needs.

PZC

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

PZC

9.19 9.20 9.21 9.22

PZC DPR PZC DPR

Greenwich Plan 110

KEY STRATEGY

Continue to Encourage Appropriate Design

Design involves a number of aspects within the built environment, including streetscape features, landscaping and building architecture. All of these elements contribute to the character of the community and, when ignored, can result in a loss of what makes Greenwich a special place. Design is not static, as ideas about what is appropriate change from year to year and by those responsible for reviewing projects. Greenwich is fortunate to have an Architectural Review Committee involved in the development application process. The ARC has recognized that developers need guidance during the application process. The Historic District Commission (HDC) reviews exterior alterations of historic buildings in local historic districts and the national register districts. Because Greenwich has so many unique neighborhoods design in Greenwich cannot be controlled by a single guiding element. Rather it requires review guidelines based on individual neighborhood business zone characteristics to reinforce the design elements that make each place unique. The Architectural Review Committees Design Guidelines are in the appendix.

ACTIONS
AGENCY LEGEND ARC Architectural Review Committee PZC Planning and Zoning Commission

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

TO CONTINUE TO ENCOURAGE APPROPRIATE DESIGN 9.23 Establish and maintain design review guidelines for commercial, multi-family residential and other development and activities to promote design consistency and overall appropriateness. 9.24 Encourage diversity in sense of place in order to promote the unique and appropriate character of each village area.

ARC PZC

ARC, HDC PZC

Greenwich Plan - 111

Design Guidelines for Business and Multi-family

Guidelines are provided as a resource for applicants to prepare them for the Architectural Review Process. These guidelines encourage designs that are compatible and complementary to the existing framework of the downtown and commercial areas in the Town of Greenwich. Every project is unique and the applicant will find that some guidelines are more relevant to their project than others. Applicants should read and understand the guidelines as they apply to their own project. These guidelines may be used as a list of important considerations to incorporate into their design. During the presentation and review process, suggestions by the Architectural Review Committee may be made based on these guidelines (see appendix.) All applications to the Architectural Review Committee should provide complete documentation including scale drawings, site photographs, context photographs, fixture specifications and color samples. The Committee cannot make recommendations on incomplete applications.

Greenwich Plan 112

Provide What We Need

PROVIDE WHAT WE NEED

Greenwichs desired patterns of conservation and development must be supported. Greenwich has adopted the following goals and strategies for community facilities and services: Provide for a safe and convenient means of travel and access to homes, jobs, schools, shops, recreation and cultural resources, Provide public facilities to serve the needs of local residents and businesses, and Provide utilities to support the communitys desired growth pattern. To accomplish these goals, Greenwich should: [ [ [ Guide Municipal and Community Facilities, Guide Infrastructure, and Be a Green Leader.

The following pages identify specific strategies to achieve these goals.

Greenwich Plan - 113

Provide What We Need

Greenwich Plan 114

Guide Municipal and Community Facilities

Community facilities support our overall quality of life and are important to Greenwich residents. These buildings, parks and places help to keep us connected and improve the quality of life. To continue to provide appropriate municipal facilities Greenwich should: [ [ [ [ [ Address Educational Needs, Address Municipal Facility Management, Address Municipal Facility Needs, Support Other Community Facilities, and Continue to Support Other Community Organizations.
Byram Beach

CHAPTER

10

Recreation Fields

Teen Center

Greenwich Plan - 115

KEY STRATEGY

Address Educational Needs

The Greenwich public school system is recognized as one of Greenwichs important community assets. The Greenwich Board of Education operates 11 elementary schools (K-5), three middle schools (6-8), one pre-school, one alternative high school, and one high school (9-12). The schools range in enrollment from the 225-pupil New Lebanon Elementary School to Greenwich High School with 2,712 students. Total enrolment is about 9,000 students.
Greenwich Public Schools High School (9-12) Middle Schools (6-8) Greenwich High School 2,712 Students Western Middle School 530 Students Cos Cob * 393 students North Mianus * 434 students Parkway * 337 students Hamilton Ave * 282 students
MAGNET SCHOOL

ARCH School Central Middle School 713 Students Glenville * 369 students North Street * 460 students Riverside 490 students The International School at Dundee * 363 students
MAGNET SCHOOL

Eastern Middle School 726 Students New Lebanon * 225 students Old Greenwich 398 students

Elementary Schools (K-5)

Julian Curtiss 356 students

MAGNET SCHOOL

Pre-K

Public School Pre School 150 Students

Greenwich Board of Education Enrollment Figures * These schools are fully accessible to individuals with mobility impairments.

The Greenwich Board of Education is currently involved in a plan to upgrade and modernize all of the school facilities, as many of the buildings were last improved in the 1970s. This fifteen year plan started with the renovation of the Hamilton Avenue School, which is currently under construction. Greenwichs current school facility modernization plan involves remodeling oneschool per year over 14 years. Greenwich should continue to implement this plan and find ways to incorporate green building and energy conservation elements into the remainder of the projects. Do Not Overreact To A Period of Declining School Enrollment Analysis of existing and projected student enrollment identifies a valley trend, where overall enrollment is reducing from the 2003 peak. It is expected that there will be an additional peak around 2025, although the Board of Educations current projections do not extend that far out. Greenwich should maintain school enrollment capacity for the long-term.

Greenwich Plan 116

Private Schools Greenwich is fortunate to have a variety of education options, with private schools providing opportunities for almost 5,000 additional children. Greenwich should continue to work with the private schools to find ways to enhance the overall educational opportunities in Greenwich.
Private School Approximate Enrollment

Brunswick School Convent of the Sacred Heart Eagle Hill School Greenwich Academy Greenwich Country Day School Greenwich Catholic School Greenwich Japanese School Stanwich School Westchester/Fairfield Hebrew School Whitby School TOTAL

895 750 195 730 840 470 75 350 160 330 4,795

ACTIONS
AGENCY LEGEND BET Board of Estimate and Taxation BOE Board of Education BOS Board of Selectmen DPW Department of Public Works

TO ADDRESS EDUCATIONAL NEEDS 10.1 Continue the long-term school modernization and upgrade project. Incorporate green building and energy conservation elements 10.2 10.3 Continue to work with private schools on their long-term plans. Maintain school enrollment capacity for the long-term by: a. acquiring land adjacent to existing schools for future expansion. b. retaining school sites (and buildings) through enrollment declines so that they can be redeployed for school use when needed.

BOE BET, DPW BOE BOE

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

BOE

Greenwich Plan - 117

KEY STRATEGY

Address Town Facility Management

Greenwich has a number of municipal facility management needs and it is important for the community to develop and refine priorities. Because of co-jurisdiction issues between the services that different town departments provide, a coordinated management plan is required to ensure that long-term maintenance is being properly performed. Maintain Existing Facilities While there are a number of new initiatives, Greenwich needs to provide adequate funding for the facilities that are already in place, and ensure that new facilities do not displace the funding priority for existing facility maintenance. Improve Town Facility Oversight Greenwich has a number of properties that do not have long-term management plans, or a vision as to how these properties will be used in the future. As mentioned earlier in this plan, Greenwich should develop management plans for all town-owned property, and reestablish the Selectmens Town Property Committee to oversee this task. School buildings are currently the only municipal facilities that are managed independently of the Department of Parks and Recreation. The Department of Parks and Recreation does manage the school grounds and field usage, but upkeep of the school facilities falls under the jurisdiction of the Board of Education. The land use and facility responsibilities of the Board of Education could be more efficiently and effectively handled by the Department of Public Works and the Department of Parks and Recreation. This would allow the Board of Education to focus on curriculum and programs. The Department of Parks and Recreation already maintains the fields for the Board of Education and the Department of Public Works has experience and is equipped to handle the short and long-term maintenance of structures and develop new protocols for upgrades and new construction and develop long-term plans through the Capital Improvement Plan process.
Table Legend S = Scheduling responsibility 1 = Libraries perform their own scheduling 2 = Use of school buildings are scheduled by two agencies 3 = Adjacent property owners are responsible for sidewalk maintenance BOE Board of Education DPR Department of Parks and Recreation DPW Department of Public Works Examples of Management Responsibilities
DPR Fire stations Libraries 2 School buildings School parking lots School recreation facilities Sidewalks Snow Removal Municipal parking lots Recreation areas School parking lots Sidewalks Town parks Town Hall
M = Maintenance responsibility

DPW

BOE

Other S
1

M M S M M; S M M M M

M; S

M M; S M; S

Greenwich Plan 118

Update the Field Inventory Greenwich is fortunate to have over 1,300 acres of parkland according to the Board of Parks and Recreation (BPR). Of this total 70 acres are currently dedicated to active playing fields. This space is extremely popular and is used for various organized programs and activities, which results in over 26,000 hours of field usage annually. Since the 1998 plan, the field inventory has actually been reduced by eight fields because of school and municipal facility expansion. While the reduction has taken place, current field demand estimates, developed by the Board of Parks and Recreation indicate that an additional 5,000 hours of field time are needed to meet the communitys recreation needs. Greenwich should update its field inventory and develop a plan to address poor field drainage, inadequate irrigation systems and develop a plan to allow fields to rest in between use, to reduce field stress. The community should continue to conduct user surveys to determine how much additional need exists and where opportunities to create new fields would be most beneficial. Also, Greenwich should scrutinize any activity that would impinge upon recreational fields, as the loss of these spaces will only worsen the situation. Continue Sound Fiscal Planning Greenwich has actively developed and managed projects through a 15 year Capital Improvement Planning (CIP) process. This organized approach has provided the community with fiscally sound structure for forecasting future budget impacts related to capital expenses. Greenwich should continue to update and utilize the CIP process for long-term financial programming of town projects.

ACTIONS
AGENCY LEGEND BET Board of Estimate and Taxation BOE Board of Education BOS Board of Selectmen DPR Department of Parks and Recreation DPW Department of Public Works

ADDRESS TOWN FACILITY MANAGEMENT 10.4 Evaluate how facilities are managed and develop plans for long-term maintenance. 10.5 10.6 10.7 10.8 10.9 Create a facilities master plan for all municipal facilities. Consider assigning the maintenance of school facilities to the Department of Public Works. Update the field inventory and park master plan. Scrutinize activities that might eliminate or impinge upon existing fields. Continue to update and utilize the Capital Improvement Plan program for long term financial programming for town projects to keep the town fiscally sound.

DPR BOE, BOS, DPW DPR BOE, BOS, DPW BOS BOE, BET, DPW DPR DPR

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

BOS

Greenwich Plan - 119

KEY STRATEGY

Address Municipal Facility Needs

Finish the Public Safety Complex Greenwich has recently affirmed its commitment towards public safety through the construction of a $25 million centralized fire headquarters, emergency dispatch center and police station in Downtown Greenwich. This facility has been designed to meet the current and future needs of the community. Cos Cob Power Plant Site The Cos Cob Power Plant Site is a wonderful addition to Greenwichs list of properties. The current plans adopted by the Board of Selectmen include passive and active recreation areas, which will be pursued once environmental remediation has been completed and the property passes necessary inspections and clearances.

Cos Cob Power Plant Plan - approved by the Board of Selectmen 6/12/2008

Create Additional Office and Meeting Space for Government Operations Greenwichs government operations are currently centralized in Downtown Greenwich. Greenwich Town Hall occupies the former Greenwich High School building on Field Point Road and the Board of Education occupies the Havemeyer Building on Greenwich Avenue. These buildings currently house various town departments and are a focal point of civic activity, with numerous groups using the buildings for meetings and other events. Both buildings were former schools and have been converted into office space. Based upon current use, and a change in the types of activities that Greenwich is involved in, Greenwich should conduct a space needs analysis for all departments.

Greenwich Plan 120

Greenwich has taken steps to reduce non-essential activities, such as the longterm storage of files and other materials, and is now performing those activities at a remote facility. Greenwich is also working on creating a digital archiving program so the documents stored remotely will become more readily available within Town Hall without having to travel to retrieve them. Both of these initiatives are good and should continue. Create Additional Senior Program Space Greenwich has a large senior population with 23 percent of the community currently aged 65 and older. This percentage is expected to rise to 32 percent of the population in the coming years. The growth in this age range requires Greenwich to be responsive. Because of this anticipated growth it is expected that support for a senior center and senior programs will be high. Greenwich currently provides senior center program space, on Greenwich Avenue, and the community has engaged in a process to determine the types of program and the amount of space needed for a senior center. Analysis of the Greenwich Senior Center facility, conducted by Perkins Eastman in the spring 2008, indicates that there are a number of building and fire deficiencies with the existing Senior Center building on Greenwich Avenue, which was built as a town hall in 1905. While most of the deficiencies identified in the report do not require action on the part of the Town, renovations or expansion will require code compliance. Perhaps the most noteworthy observations made about the state of the Senior Center involve accessibility-related issues, including the welcome mat to the facility. The main entrance to the building is not accessible to people with mobility difficulties. A second analysis of the Senior Center is the Market Analysis and Planning Study, prepared by Gerontological Services, Inc. in the spring 2008. It identified an increasing senior population, and the types of programs that younger seniors will be looking for. Greenwich will have to determine how senior programming can be accomplished. Examine Appropriate Use of the Havemeyer Building A new study to evaluate the potential of the re-use of the Havemeyer Building for a new senior center is presently underway. An additional study will be underway by the Board of Education after the senior center potential use of the present Board of Education office needs is complete. If the Board of Education offices are relocated, the Havemeyer building will be looked at for the location for a center of the arts. There is a need for reinforcing the downtown as a cultural center which the center for the arts location in the Havemeyer Building would do by providing education, performing arts and artistic opportunities for children and adults.
Senior Centers A Multipurpose Center is recognized as the focal point for senior services in the Town in a building that is inviting, attractive, adaptable and accessible, and is the site of a full range of services and programming that enhances the physical, emotional and social lives of seniors and their families.
Focus on Seniors: Vision 2005 Conference

Greenwich Plan - 121

Improve Emergency Communications The police department is currently in the process of creating a combined dispatch center which will be located in the Public Safety Complex. Radio communications are also in the process of being enhanced through a digital upgrade project in cooperation with Nextel Communications. This upgrade should improve the reliability of the communication system while expanding its range. There will be a need for an additional communications tower in Chickahominy and a taller tower at 1111 East Putnam Avenue to cover gaps in Old Greenwich. Solid Waste and Recycling Greenwich has an extensive recycling program, but a master plan is needed for the Holly Hill Resource Recovery Facility. Because Greenwich has decided to take a leadership role in becoming a green community, facilities that promote the green effort, such as the recycling center, need to be designed to accommodate all town users and recycling needs.

Holly Hill Resource Recovery Facility

Plan for Highway and Fleet Maintenance Needs The Highway Division of the Public Works Department needs additional operations space resulting from plans to eliminate facilities in Byram and Cos Cob, and there is a need for salt storage in the northern part of Greenwich. As part of the fleet management program, Greenwich currently has two fueling areas. There appears to be additional need for this type of facility in the northern part of town, along with additional paved equipment storage areas. Evaluate Underutilized Town Assets High property values makes providing meaningful public facilities a difficult challenge for Greenwich. Because of the value of land Greenwich needs to consider the highest and best use of town-owned properties. In some instances providing undeveloped land or public access is the best use while for other sites the current use may not be the best use, such as the riverfront Department of Public Works facility in Byram.

Greenwich Plan 122

There are several town properties where evaluation of the various options and opportunities need to be considered as these properties may help to solve town needs such as workforce and elderly housing. Specific sites include the townowned parking lots adjacent to the Cos Cob and Greenwich train stations, these properties and others could serve as transit-oriented hubs, serving parking, housing and other municipal needs.

ACTIONS
AGENCY LEGEND BET Board of Estimate and Taxation BOS Board of Selectmen COA Commission On Ageing DPR Department of Parks and Recreation DPW Department of Public Works FD Fire Department FMD Fleet Management Department IT Information Technology Department PD Police Department PZC Planning and Zoning Commission

ADDRESS MUNICIPAL FACILITY NEEDS 10.10 Complete the Public Safety Complex. 10.11 Improve emergency communications. 10.12 Implement the Cos Cob Power Plant plan. 10.13 Perform a space needs analysis for all town departments. 10.14 Create additional office and meeting space for government operations. 10.15 Create additional senior program space. 10.16 Use digital imaging to increase document retrieval efficiency and reduce physical storage needs. 10.17 Create a master plan for the Holly Hill Resource Recovery Center. 10.18 Evaluate underutilized town assets. 10.19 Plan for highway maintenance needs. 10.20 Plan for fleet maintenance needs.

BET DPW DPW BET, BOS PD FD, DPW DPW BOE, DPR DPW BOE, DPR COA BET, BOS, DPW, DPR IT DPW BOS DPW FMD

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

Greenwich Plan - 123

KEY STRATEGY

Support Other Community Facilities

Continue to Support the Nathaniel Witherell Home Greenwich is one of two communities in the state to own an advanced care facility (Nathaniel Witherell nursing home), and is the only community that operates this type of facility. From this perspective Greenwich is ahead of the curve in trying to find solutions to the needs of the aging population. A proposed long-term modernization project appears to be well on its way towards implementation. Because of the age of the facility the Nathaniel Witherell Home will undergo a $40 million dollar renovation program. This project was in the planning stages for several years and during that time certain maintenance requirements were delayed in an effort to prevent a duplication of activity, as plans were in progress to make sweeping changes. Regardless of the modernization project some of these elements need to be addressed to ensure a satisfactory condition of care and should be made even if these improvements are not compatible with the overall renovation program. Plan for Library Needs Greenwich is fortunate to have such a valuable resource as the Greenwich public library system, which has one main facility and two branches. There is also the independent Perrot Memorial Library in Old Greenwich. Recent additions to the main library building have significantly enhanced the librarys services. Anticipated improvements include minor enhancements to existing facilities. For the long-term, Greenwich should continue to support the libraries and work to forecast future needs. Continue to Recruit Volunteer Firefighters The Greenwich Fire Department has established a goal to provide a town-wide four-minute response time and full assignment within eight minutes. Having adequate staff to meet this goal is the challenge, which requires balancing a number of community needs and objectives, including overall concerns about increased staff. Greenwich should study how fire services are provided and whether the allocation of resources and equipment are appropriate for the communitys needs. The Fire Department is also challenged with finding new volunteers to assist in fire fighting activities. Because of the increasingly restrictive regulatory environment, new firefighters must undergo extensive training, which requires a significant investment in personnel time. In addition firefighting is dangerous work and some people are not capable of committing to the level of volunteering that is required of firefighters. Greenwich has hired a volunteer coordinator in an effort to recruit and retain volunteers, and has developed a series of incentives for firefighters. This may be a challenge without a readily available solution, but Greenwich should continue, and potentially expand, the efforts to increase the volunteer base.

Greenwich Plan 124

Continue to Support the Bruce Museum The Bruce Museum is a Town supported museum that is operated by a non-profit association. This museum was established in 1908 when Robert Bruce bequeathed his home to the Town of Greenwich and stipulated that it be used as a Natural History, Historical and Art Museum for the use and benefit of the public. The Bruce Museum is recognized as a world-class museum and is one of 19 nationally accredited museums in Connecticut. The museum hosts over 100,000 visitors annually. This facility enhances the quality of life in Greenwich and Greenwich should continue to support the Bruce Museum.

Bruce Museum brucemuseum.org

ACTIONS
AGENCY LEGEND BET Board of Estimate and Taxation BOS Board of Selectmen DPR Department of Parks and Recreation DPW Department of Public Works FD Fire Department

TO SUPPORT OTHER COMMUNITY FACILITIES 10.21 Support upgrades to the Nathaniel Witherell nursing home. 10.22 Continue to support the libraries and plan for their needs. 10.23 Continue to recruit volunteer firefighters. 10.24 Continue to support the Bruce Museum

DPR DPW BOS, BET DPR, DPW FD BOS BET, DPR

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

Greenwich Plan - 125

Municipal Facilities
Education
Greenwich High School Central Middle School Eastern Middle School Western Middle School Cos Cob School Glenville School Hamilton Avenue School The International School at Dundee Julian Curtiss School New Lebanon School North Mianus School North Street School Old Greenwich School Parkway School Riverside School Board of Education Public Safety Complex Dundee Gym and Ballfields Dorothy Hamill Rink DeLuca Property Cos Cob Mill Pond Area Cristiano Park Pemberwick Park Byram Park Binney Park Babcock Preserve Steep Hollow Gorge Natural Park Sachem Nature Preserve

Parks and Rec

Griffith E. Harris Golf Course Woolen Mill Pond Preserve William Street Playground Western Greenwich Civic Center Tomac Lane Dock Steamboat Road Landing Edward Schongalla Nature Preserve Bruce Park Pond at Carloline Place Teen Center and Park Cos Cob Community Center Montgomery Pinetum Park Mianus River and Natural Park Loughlin Playground Laddins Rock Jaycee Park Havemeyer Fields Greenwich Senior Center Greenwich Point Great Captains Island Grass Island Park Eastern Greenwich Civic Center

General
Seweage Treatment Plant Town Hall Greenwich Library Byram Shubert Library Cos Cob Library Transfer Station DPW Garage Bruce Museum Cos Cob Power Plant Town Hall Annex

Public Safety
Cos Cob Fire Station Byram Fire Station Glenville Fire Station Sound Beach Fire Station Round Hill Fire Station Back Country Fire Station

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GIS data supplied by the Town of Greenwich Geographic Information System. This map was produced from the Town of Greenwich Geographic Information System. The data depicted hereon is for planning purposes only, and is not intended for sitespecific analysis. The Town does not certify this data as survey accurate, and expressly disclaims any liability that may result from the use of this map. Aerial: 4/15/03. Map: 30 June 2008.

287

43 ( !
1 Miles

STRATEGY

Continue to Support Other Community Organizations

Greenwich is also fortunate to have a large number and variety of private organizations that provide services and community facilities for the Town. These organizations contribute to the overall quality of life in Greenwich and their efforts should be supported. The types of community facilities and groups include country clubs, the Audubon Center, the Boys and Girls Club, Greenwich Adult Day Care, the YMCA and the YWCA.

ACTIONS
TO CONTINUE TO SUPPORT OTHER COMMUNITY ORGANIZATIONS 10.25 Continue to support other organizations that provide community facilities and services.

AGENCY LEGEND BET Board of Estimate and Taxation BOS Board of Selectmen

BOS BET

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

Greenwich Plan 128

Guide Infrastructure
Greenwichs desired patterns of conservation and development must be appropriately supported. To preserve the things the community values and invite the types of change it desires, Greenwich should: [ [ [ [ [ [ Maintain Streetscape Character, but Improve Road Safety and Capacity, Maintain and Expand Sidewalks, Create Bicycle Paths and Facilities, Expand Transit, Maintain Sewer Infrastructure, and Maintain the Provision of Adequate Water.
Sewer Treatment

CHAPTER

11

Bicyclist

Cistern

Greenwich Plan - 129

KEY STRATEGY

Maintain Streetscape Character, But Improve Road Safety and Capacity

Transportation issues are of critical importance to residents, workers, visitors, and commuters who travel through the Town of Greenwich on a daily basis. With a population that has grown to over 62,000 and a constant influx of visitors and workers, Greenwichs transportation system continues to operate on infrastructure that has remained largely unchanged for many decades. Greenwich has been successful in maintaining the rural New England character of the transportation system without implementing major road construction or improvement projects. The tradeoff, however, has been an increase in vehicle delay and congestion on several heavily traveled corridors within the Town and increasing safety concerns for pedestrian and bicycle traffic due to the higher vehicular volumes and a general lack of facilities provided throughout the Town. With more people now living outside of Greenwich and commuting into Town to work the trend in traffic growth will continue. Organize the Road Network Greenwich has three principal east-west arterials that traverse the Town: Route 15 (Merritt Parkway), Route 1 (Putnam Avenue), and Interstate 95. Traffic on these roadways often exceeds the available capacity for several hours each day during the morning and afternoon peak periods. This congestion significantly impacts east/west mobility through the Town and often makes access to and from these arterials difficult. Some of the areas where the worst of the Towns traffic congestion occurs is within Downtown Greenwich and at interchanges with Interstate 95. There is little opportunity to expand the existing infrastructure capacity without impacting community character. The Town lacks true north/south arterial roadways between Route 15, Route 1, and Interstate 95. While North Street, Lake Avenue, and Round Hill Road currently handle much of the north/south traffic in Town, these two-lane local roads are primarily residential in nature and not designed for the higher volume and higher speeds associated with commuter and visitor traffic between Route 15 and Downtown. Greenwich currently does not have a local road hierarchy to identify which roads serve as transportation corridors and which roads should be preserved for scenic character. A list should be developed.

Greenwich Plan 130

"
120 V U 684

22 V U 128 V U

Conceptual Road Classification Plan

104 V U

15 V U

137 V U 137 V U

120 V U 120 V U

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907 V U

119 V U 1 19 V U

Legend 684
Potential Adjustment Areas Expressway 287 Major Arterial Minor Arterial Local

120 V U

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127 V U

119 V U

120 V U

GIS data supplied by the Town of Greenwich Geographic Information System. This map was produced from the Town of Greenwich Geographic Information System. The data depicted hereon is for planning purposes only, and is not intended for sitespecific analysis. The Town does not certify this data as survey accurate, and expressly disclaims any liability that may result from the use of this map. Aerial: 4/15/03. Map: 09 July 2008.

287 1 Miles

Access Management Access management focuses on ways to improve traffic flow by reducing reasons why people may get held up in traffic, such as the number of driveways and left turns. Strategies include using shared driveways and interconnected parking lots. Greenwich should evaluate land use activities along major routes to find opportunities to employ access management, either at the time new development is proposed or as part of a town initiative. Traffic Calming Traffic calming involves changing the way roads are used to reduce speed and provide safety on the roads. Traffic calming techniques can be classified as either education, enforcement or engineering-based solutions: education programs involve training motorists to cautiously approach certain areas within the transportation system, enforcement programs can be accomplished through an increased police presence, speed awareness signage or other measures, and engineering solutions typically involve managing the transportation system by reducing pavement widths on roads and installing devices that cause motorists to slow down, such as speed bumps. Greenwich has developed a Neighborhood Traffic Calming Program to address concerns about speeding and traffic volumes. Roads that meet eligibility criteria have been modified to calm traffic and this strategy should continue.

ACTIONS
TO MAINTAIN STREETSCAPE CHARACTER BUT IMPROVE ROAD SAFETY AND CAPACITY 11.1 Continue to provide traffic calming on roads that meet the town standards. 11.2 11.3 11.4 11.5 11.6 Appoint a parking and transportation committee to develop specific strategies for traffic. Create a road hierarchy classification system to determine road standards. Consider small adjustments to allow additional traffic capacity where appropriate. Study important intersections to determine if improvements can be made. Develop an access management strategy for areas along main traffic routes, in anticipation of future development.

AGENCY LEGEND BOS Board of Selectmen DPW Department of Public Works PD Police Department PZC Planning and Zoning Commission SPSC Selectmens Pedestrian Safety Committee PATC Parking and Transportation Committee (proposed)

PATC DPW, PD, SPSC BOS PATC DPW, PD, PZC, SPSC PATC DPW PATC DPW PATC DPW; PZC

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

Greenwich Plan 132

KEY STRATEGY

Maintain and Expand Sidewalks

While Greenwich has a series of village centers and higher density neighborhoods, sidewalks are not provided throughout a large percentage of the Towns roadway network. Where sidewalks have been provided there are frequent disruptions and missing segments. Sidewalk installation is challenged by narrow roadways, limited right of way, obstructions along the side of roadways and, sometimes, public opposition. In 2004, the Pedestrian Safety Committee prepared a detailed inventory of pedestrian safety needs, with an overall goal of improving safety by providing pedestrian and vehicular separation, encouraging walking to destinations, and creating a safe, accessible, pedestrian friendly environment through physical improvements and amenities. Recent controversy, such as about Riverside Avenue, where the location of proposed sidewalks has prompted Greenwich to reevaluate the specific recommendations developed in the Pedestrian Safety report. Adjusting sidewalk design standards, such as the elimination of granite curb, or the use of stone dust type surfaces, may reduce public concern about the aesthetic impact that a sidewalk can have when it is in a rural environment. Safe Routes Greenwich has also participated in the Safe Routes program to improve pedestrian safety in areas around schools and in high pedestrian traffic areas. Current projects include the Old Greenwich School and International School at Dundee projects. Greenwich should continue this program and expand it to other schools and areas with a large number of pedestrians. Greenwich needs to maintain and enhance the existing sidewalks and eliminate gaps that exist in the sidewalk system. Priority areas for sidewalk improvements should be village centers, around schools, along Route 1 and in areas with a large number of pedestrians.
Safe Routes Safe Routes to School is both a planning and educational program designed to make the neighborhoods around schools safer for walking and cycling. This goal is accomplished: by promoting awareness of hazards on local roads, and by making improvements to roadways and sidewalks through the use of: traffic calming elements, signage and roadway marking improvements, and installing or improvement of sidewalks and crosswalks.

ACTIONS
AGENCY LEGEND DPW Department of Public Works SPSC Selectmens Pedestrian Safety Committee PATC Parking and Transportation Committee (proposed) PRIMARY AGENT PROVIDE ASSISTANCE

TO MAINTAIN AND EXPAND SIDEWALKS 11.7 Maintain and enhance the sidewalk system in Greenwich, especially along busy roads, around schools and near the railroad stations. 11.8 11.9 Eliminate gaps in the sidewalk system. Consider adjusting sidewalk design standards to fit into neighborhood character.

DPW SPSC, PATC DPW SPSC, PATC DPW SPSC, PATC DPW

11.10 Continue and expand the Safe Routes Program.

Greenwich Plan - 133

"
15 V U

Traditional Pedestrian U V Activity Areas

104

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287 287

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Train Stations Traditional Pedestrian Activity Areas

GIS data supplied by the Town of Greenwich Geographic Information System. This map was produced from the Town of Greenwich Geographic Information System. The data depicted hereon is for planning purposes only, and is not intended for sitespecific analysis. The Town does not certify this data as survey accurate, and expressly disclaims any liability that may result from the use of this map. Aerial: 4/15/03. Map: 09 July 2008.

0.5 Miles

KEY STRATEGY

Create Bicycle Facilities

Greenwich has few dedicated bicycle facilities within the Town. Narrow, crowded roadways restrict the communitys ability to establish bicycle lanes and tend to discourage use of the bicycle as a means of transportation in Greenwich. In 2001, to address this concern, Greenwich prepared a Bicycle Master Plan, to identify safe and convenient bicycle routes linking Town-wide destinations; to develop strategies and recommendations for educating citizens about the advantages of bicycle transportation; to develop a phased improvement program to upgrade bicycle routes and to provide bicycle friendly amenities. Greenwich should implement the recommendations in the Bicycle Master Plan. A good first step would be to establish a pilot bike route to assess how well this activity can be integrated into the current road network. Bicycles should be considered when new road improvements are proposed A challenge for bicyclists is finding a safe and secure place to park the bicycle when using the bicycle to get to work, shop or recreate. Greenwich should require bicycle racks as part of the site plan requirements for commercial and large-scale residential projects. Greenwich should also take a leadership role in providing bicycle parking and install bicycle racks at all municipal facilities.
Bike Rack Bike Lane

ACTIONS
AGENCY LEGEND BOE Board of Education DPR Department of Parks and Recreation DPW Department of Public Works PATC Parking and Transportation Committee (proposed) PZC Planning and Zoning Commission

CREATE BICYCLE FACILITIES 11.11 Implement the recommendations in the Bicycle Master Plan. 11.12 Require commercial establishments to provide bike racks and other accommodations for bicyclists. 11.13 Explore establishing and maintaining safe bicycle routes. 11.14 Provide bicycle racks at municipal facilities.

DPW PATC PZC DPW PATC DPW DPR BOE PATC

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

Greenwich Plan - 135

STRATEGY

Promote Transit
Traffic is a problem in Greenwich and all of these automobiles are contributing to the air quality issues in Fairfield County. While the auto is a very important part of the life of typical Greenwich residents it is important to create an environment where people can choose to live in Greenwich without the requirement of having a car.
CT Transit

Greenwich is fortunate to have four railroad stations, but the rail service only covers a small portion of the community and other choices are needed. Connections to villages without train stations and improved transit around the Downtown are areas that require attention. Even better is to find transit solutions that utilize cleaner fuels, hybrid engines, fuel cell technology, or other advances in transportation. Public bus transit is limited considering the number of business areas in Greenwich. Currently, CT Transit operates two bus routes through Greenwich, a primary route along Route 1, Greenwich Avenue, Mason Street and additional loops through Old Greenwich and Byram. The Norwalk Transit District also operates two commuter shuttles in Downtown Greenwich to provide a transportation link between the Greenwich Train Station and area businesses. There are a number of smaller private livery services and jitneys that provide transportation from the Greenwich Train Station to businesses and offices along Putnam Avenue. Greenwich should work with CT Transit, Norwalk Transit District, jitney providers and the Chamber of Commerce to explore whether the existing public transportation service can be enhanced and redundant services can be eliminated.

ACTIONS
AGENCY LEGEND Department of Public Works EATF Environmental Action Task Force PZC Planning and Zoning Commission PATC Parking and Transportation Committee (proposed)

TO PROMOTE TRANSIT 11.15 Continue to support transit service in the community. 11.16 Work with current transit providers to extend hours of operation and routes. 11.17 Work with current transit operators to convert transit vehicles to cleaner fuels, hybrid engines or fuel cell technology. 11.18 Support the construction of bus shelters at service locations. 11.19 Consider ways to create additional incentives to use transit. 11.20 Encourage employees of public and private companies and agencies to utilize transit and shuttle buses.

PATC EATF PATC EATF, PZC PATC EATF PATC DPW PATC, EATF EATF

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

Greenwich Plan 136

STRATEGY

Maintain Sewer Infrastructure

Greenwich has an extensive sewer network which transports effluent to the Grass Island Sewer Treatment Plant. This facility has been designed with a capacity of 12.5 million gallons per day and currently receives about 8.5 million gallons per day. Since 1998 Greenwich has taken numerous steps to improve the sewer treatment process, and is currently in the process of reducing impacts on Greenwich Harbor. Improvements have been made to reduce infiltration and inflows from non-authorized sources. The capacity of the sewage treatment plant is projected to be adequate for community needs during this ten-year planning period. Sewer Services Boundary Greenwich has also established a sewer services boundary. This area is intended to provide a demarcation of where sewer will and will not be provided. Historically, this line has been flexible, especially when connections are needed to solve health problems, but the State of Connecticut is becoming more rigid in their use of this boundary. State agencies have been relying on boundaries like this to control the distribution of funding and Greenwich will need to monitor changes occurring with state regulatory agencies. The Department of Public Works is finalizing the sewer assessment study, which evaluates the needs and physical constraints of expanding the sewer areas. Greenwich should continue to evaluate the location of the sewer service boundary and the policies that are in place to ensure appropriate use of this tool. Examine the need and future potential residential and commercial development to ensure that the sewer infrastructure is adequate for the potential additional load. Greenwich might consider adopting a sewage allocation scheme, whereby properties within the sewer services boundary are allocated a maximum sewage discharge. Land use activities which require more sewage capacity than allocated by this scheme would be required to go through a more rigorous approval process.

ACTIONS
AGENCY LEGEND DPW Department of Public Works HD Health Department PZC Planning and Zoning Commission

TO MAINTAIN SEWER INFRASTRUCTURE 11.21 Continue to maintain and upgrade the sewer treatment system. 11.22 Continue to evaluate the sewer service boundary and state regulatory requirements. 11.23 Consider adopting a sewer allocation scheme to limit the amount of discharge allowed.

DPW DPW HD, PZC

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

DPW PZC, HD

11.24 Because build-out and census information projects future growth, assess sewer capacity.

DPW PZC

Greenwich Plan - 137

"
120 V U 684

22 V U 128 V U

Utilities Map

104 V U

15 V U

137 V U 137 V U

120 V U 120 V U

1
907 V U 120 V U

684 119 V U 1 19 V U

Legend

127 V U

Sewer Service Areas (CT DEP, 1998) 119 Water Service Areas (CT DPH, 1998) Water and Sewer Service

287

95

V U

120 V U

GIS data supplied by the Town of Greenwich Geographic Information System. This map was produced from the Town of Greenwich Geographic Information System. The data depicted hereon is for planning purposes only, and is not intended for sitespecific analysis. The Town does not certify this data as survey accurate, and expressly disclaims any liability that may result from the use of this map. Aerial: 4/15/03. Map: 30 June 2008.

287

1 Miles

STRATEGY

Coordinate Transportation Planning

While numerous agencies are involved in traffic and transportation issues, there is no responsible agent or agency working to coordinate these efforts. The functions are located in various departments. The meetings held by Planning and Zoning with town residents in the spring and fall of 2007 revealed transportation as one of the most important problems in the town. There is a need for a longterm plan on a town-wide basis. It is recommended that consideration be given to the selection of a Transportation Planner as a new position. According to an assessment of current conditions, prepared by Fuss and ONeill in 2008, there are five intersections where small adjustments to road character might improve road capacity: Route 1, North Maple Avenue and Millbank Avenue, Route 1 and Greenwich Avenue, Route 1 and Exit 5 off Interstate 95, Railroad Avenue, Arch Street and Exit 3 off Interstate 95, and Delavan Avenue, Ritch Avenue, Byram Road Byram Shore, and Exit 2 off Interstate 95 There are also other areas where a study of issues and adjustment of road capacity could make a difference. Under the direction of the proposed Transportation Planner a study should be implemented to develop a series of specific recommendations and implementation strategies for traffic. Work With State Transportation Officials Transportation issues in Greenwich require the assistance of other organizations, including regional and state planners and transportation agencies. Greenwich should continue to work with these agencies to address transit opportunities and to evaluate transportation systems, including Exits 2, 3, 4 and 5 off of Interstate 95.

ACTIONS
AGENCY LEGEND BOS Board of Selectmen PZC Planning and Zoning Commission PATC Parking and Transportation Committee (proposed)

TO COORIDINATE TRANSPORTATION PLANNING 11.25 Hire a transportation planner to coordinate transportation efforts. 11.26 Continue to work with state and regional transportation agencies.

BOS PATC PATC

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

Greenwich Plan - 139

STRATEGY

Maintain the Provision of Adequate Water

Greenwich is fortunate to have an extensive public water supply network in place that serves both local and regional needs. The availability of an adequate water supply is critical to supporting the types of growth that have occurred in Greenwich. From a utility perspective, water plays two different roles, for consumption purposes and for firefighting purposes.
Aquarion Water Company The Greenwich System supply, which serves about 40,600 people, is drawn from the Putnam/ Rockwood Reservoir System, the Bargh/ Brush Reservoir System, the Mianus River System, and the Laurel and North Stamford Reservoir System in Stamford. Aquarion Water Water Supply Plan forecasts that both the local and regional supplies (over 38 million gallons per day) are sufficient for future demand. The biggest challenge for Aquarion involves improving the overall distribution of water, as water demand has increased because of irrigation and other changes in residential use.

Water for Consumption Drinking water is a precious commodity and while 60 percent of Greenwich is served by a public water supply (Aquarion Water Company), this service relies on water that is recaptured after storm events and is stored in reservoirs and aquifers. Water that is diverted for other uses or is channeled away from water supply reservoirs and aquifers, reduces the overall amount of water available.

Regarding protecting aquifers, there are concerns that irrigation practices and overall water consumption might eventually impact the ability to recharge the reservoirs and aquifers. Greenwichs charge is to become a leader in promoting Companys infiltration of clean water into the ground. Water for Fire Protection According to fire officials, water for fire protection is only an issue in areas where public water is not located. While public water is available in Greenwich, 40 percent of the land area relies on private wells, mostly for single family homes. The lack of a public water infrastructure in these areas places a strain on the Fire Departments ability to respond to fires. As a result, the Fire Department has initiated a plan to install cisterns and dry hydrants in the northern part of Greenwich. Greenwich should continue this effort. In addition, any water line extension should be designed to solve both drinking water and fire protection water supply needs.

ACTIONS
AGENCY LEGEND C Conservation Commission DPW Department of Public Works FD Fire Department HD Health Department IWWC Inland Wetland and Watercourse Commission PZC Planning and Zoning Commission

TO ENCOURAGE THE PROVISION OF ADEQUATE WATER 11.27 Continue to protect water supply watersheds. 11.28 Continue to develop fire protection strategies for northern Greenwich. 11.29 Encourage water conservation. 11.30 Encourage groundwater infiltration.

PZC HD FD CC HD, PZC PZC CC, DPW, IWWC HD DPW, PZC HD FD

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

11.31 Evaluate the impacts of impervious surfaces on drinking water supply watersheds. 11.32 Encourage water line extensions to meet both drinking and fire protection water supply needs.

Greenwich Plan 140

Be a Green Leader
Greenwich residents take pride in local efforts to enhance the environment. Greenwich wants to be a leader in creating a healthier community. Therefore Greenwich should: [ [ [ [ [ [ Conserve Energy, Conserve Water, Encourage Green Buildings, Create Green Neighborhoods/ Developments, Expand Recycling Programs, and Create Green Municipal Facilities.
Transit

CHAPTER

12
Reducing pollution that causes global warming, including inefficient consumption of resources and excessive greenhouse gas emissions has become a priority in the United States and other countries. In 2008, the Town of Greenwich established an Environmental Action Task Force (EATF) to encourage and assist Greenwich residents, businesses and the town itself to reduce energy consumption through conservation and increased use of green energy options. Town boards and commissions should review their policies and regulations, focusing on creating opportunities, requirements and incentives for optimizing energy efficiency, identifying alternative sources of energy and replacing energy sources with renewable ones, reducing consumption of valuable resources, and reducing carbon dioxide and other polluting emissions. The Town should establish renewable energy sources for buildings and transportation, reduce water consumption, reduce consumption of all products and increase the use of recycled and recyclable ones, and evaluate ways to protect land.

Solar Power

Water Conservation

Greenwich Plan - 141

KEY STRATEGY

Conserve Energy
At present energy supply is significantly hydrocarbon dependent while prices for these commodities have more than doubled in the past year. Historically petroleum prices have undergone spikes and it remains possible that current price levels will subside during the Plans 10-year period. Nevertheless the realities remain: supply is not infinite and hydrocarbon emissions pollute the environment. As such it is important that Greenwich be mindful of the manner in which it consumes energy and, in the long term, optimizing available resources is a sensible strategy.
Clean Energy Community In March of 2008, Greenwich committed to become a Clean Energy Community. The Clean Energy Community program was created to encourage voluntary use of green energy. ctinnovations.com

Support Local Efforts Conservation of energy resources is an area where the community can make a difference and become a green leader. During this planning process, the Greenwich Board of Selectmen established an Environmental Action Task Force/Energy Conservation Committee to study and develop strategies related to this issue. This effort is commendable and deserves high priority. On June 28, 2008 this Committee has submitted a report and developed a principal recommendation that the Town develop an energy policy which considers expected energy usage as part of the acquisition analysis, explicitly recognizing future unit energy costs over the assets life, with the following actions for the town to pursue: Eliminate unnecessary activities, Consider the entire life-cycle cost of an item when making acquisition decisions, Incorporate environmental costs into the fiscal analysis, Actively seek ways to decrease the Towns dependence upon fossil fuels, Have each department make energy conservation an explicit component of its operating plan, and Embed or institutionalize a continuous process of evaluation and upgrading of methods, practices and procedures into Town government to provide continuous improvement in the Towns energy management. Greenwich should implement these recommendations across all town departments. Use Green Energy Recently Greenwich committed to becoming a Clean Energy Community and will begin to purchase green energy. This new policy is one of the initial successes of the Environmental Action Task Force and the efforts of Matthew van Rhyn, an eighth-grader at Eastern Middle School.
U.S. Energy Supply (not to scale)
Green Energy

Conventional Energy Lower

Renewable Energy

Relative Environmental Benefit

Higher

Greenwich Plan 142

Green Power is a subset of re r enewable energy a and represents tho ose renewable resources (solar, wind, biogas, biomass, low-impact hydro and geothermal) that pr g rovide the highest e environmental bene efit. Source: US EP PA

Reduce E Energy Use The Town should be aggressive in the use of cu n a urrent and developing tech hnology to conserv and reduc pollution and employ ne sources o renewable energy ve ce ew of as they be ecome available. Funding w be require for a wide variety of ini will ed itiatives to op ptimize and in ncrease energy eff ficiency includ ding, but not limited to: de eveloping a to own energy p plan gu uidelines and regulations for municipal construction projects con d l n nsistent with w these goa including new construction and ren als, novation of th town he in nfrastructure, such as buildings, streetlights, parking lot lights, to lower g o water and pow consumption and reduc w wer ction of maint tenance costs s co onversion to sources of ren s newable reso ources where available pu urchase of ve ehicles with decreased ene ergy consump ption and renewable fu sources uel im mplementing educational o e outreach programs de eveloping a lo term plan to continue to reduce gre ong n eenhouse gas emiss si ions. An S Become A Energy Star The first s step in a com mmunity-wide energy effic e ciency project is to identity which t y municipal activities and facilities us the most e d se energy. An e energy audit w pinwill point thos areas and suggest the most effective measures for cutting energy se d e s costs. Greenwich should conduct an ener audit of to rgy own buildings and take cor rrective measures to reduce en s nergy use. In addition Gre n eenwich should consider re educing the energy budget to fo orce changes in energy us s se. One area where energ use can be reduced involves street lighting. Most towns gy e t fficient light fi ixtures with d drop-down lens fixtures th spill hat currently use old, inef and waste light to the sides and upward to the sky. Street lighting is on of a e ne town's mo expensive utility bills. ore e Through a community-wide streetlight initiative to remove un nneeded lights, and upgrade o older fixtures, Greenwich c save money, reduce e , can energy use, a cut and down on n night time ligh pollution. ht and Federal a State Support Greenwich must make investments today to ensure long-ter reductions in our e s rm s energy co osts the requi ired investme ents can be a amortized by state paymen and nts grant.
ene ergystar.gov Ene ergy Star The Energy Star program is a e r dynamic rnment/industry y gover part tnership that o offers business ses and consum mers energy yeffic cient solutions, making it easy y to s save money w while protecting g the environment for future gen ntions. erat

Provide E Education Greenwich should work with other communitie and organizations to p r es promote energy co onservation and environm a mental issues The com s. mmunity should also partner with organizatio that provide education tools and g ons nal guidance abo best out Greenwich Plan - 143

practices. One organization, the International Council for Local Environmental Initiatives (ICLEI), has developed a Cities for Climate Protection campaign as a resource and Greenwich should join this program.

ACTIONS
AGENCY LEGEND BOE Board of Education BOS Board of Selectmen DPW Department of Public Works EATF Environmental Action Task Force FMD Fleet Management Department PZC Planning and Zoning Commission

TO CONSERVE ENERGY 12.1 Continue to participate in the Clean Energy Fund. 12.2 Implement recommendations of the June 20, 2008 report of the Selectmens Environmental Action Task Force and adopt a town Energy Policy for all departments. Conduct an energy audit of all municipal buildings and streetlights and then take steps to reduce energy use. Convert vehicles to hybrids and alternative fuel vehicles when feasible. Require that all new municipal construction projects use techniques to reduce energy requirements. Evaluate the use of Green Energy (e.g. solar and geothermal) for municipal facilities. Establish regulation and policy changes to both require some and allow for other energy savings and renewable energy sources. Partner with organizations that provide consumers with energy saving programs. Establish incentives, such as property tax reductions, for private citizen conversion to renewable energy sources and hybrid vehicles.

BOS BOE, EATF BOS EATF DPW EATF FMD EATF BOS BOE, EATF BOS BOE, EATF PZC EATF EATF BET EATF PZC EATF

12.3 12.4

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

12.5 12.6 12.7

12.8 12.9

12.10 Evaluate the zoning regulations for ways to reduce land coverage and building size to conserve energy and develop green building standards. 12.11 Develop a Town Energy Plan that evaluates Town buildings and facilities for present energy use and how to reduce energy use. 12.12 Publicize in the community and the schools on a regular basis available methods to reduce energy consumption, use renewable energy, and reduce use of other valuable resources. 12.13 Explore incentives to local employers (e.g., reduce onsite parking requirements) in exchange for programs to reduce their employees reliance on single-occupancy vehicles for commuting (e.g., ride-share programs). 12.14 Join the ICLEI Cities for Climate Protection campaign.

EATF

EATF BOE

EATF

EATF, BOS

Greenwich Plan 144

KEY STRATEGY

Conserve Water
Greenwich, along with many communities in New England, has faced a drought advisory at various times during the past ten years which has forced residents to conserve water. While Greenwich normally receives between 48-50 inches of rainfall annually, small changes in precipitation, along with additional impervious coverage can reduce the ability to recharge aquifers. There are also concerns about the future availability of water and this will continue to be an issue that Greenwich will have to monitor. According to the USGS Water-Resources Investigations Report completed in 2004, some Greenwich residents are using five times more water than the average Connecticut resident. Most of this increase occurs in the backcountry and it is theorized that the increased water usage may be a result of pools and lawn irrigation. Assuming the water system is balanced; withdrawing more water than you deposit can tilt this balance in the wrong direction. Changes in how properties are used, even little things such as creating a lawn rather than retaining a natural wooded environment, reduces the amount of water that is deposited into the aquifers. This water typically runs-off the land and can be lost as a future drinking water resource. This is an important issue because approximately 40 percent of Greenwichs land area is served by private wells. Reducing irrigation use and providing infiltration of runoff are two ways that the water balance can be restored. Educate Property Owners About Irrigation Practices Irrigation practices affect the water balance because water is withdrawn and not redeposited at the same rate because of runoff and evaporation. Irrigation can also create additional run-off, which may lead to more intense flooding. It may be impractical from an enforcement perspective to establish irrigation rules, considering the number and size of properties in Greenwich. Fortunately Greenwich residents appear to have a natural inclination to be environmentally friendly therefore a better solution may be to provide educational programs to landscapers and property owners about irrigation practices and the use of native vegetation. Drought Management Greenwich has been in and out of a drought condition several times during this decade and there are concerns that this trend will continue as water usage increases and runoff redirected water to open water bodies and Long Island Sound rather than into groundwater aquifers. An additional water solution for Greenwich to consider is encouraging water harvesting on public and private properties. Water harvesting involves capturing and storing rainfall to irrigate plants or for people and animals. It is one of the oldest known gardening methods, dating back to the beginnings of agriculture. Water harvesting is a conservation practice that can reduce operational costs and a dependency on a public water supply. It can also provide much needed recharge of the groundwater aquifers.
USGS Water Resource Report Water Use, Ground-Water Recharge and Availability, and Quality of Water in Greenwich Area, Fairfield County, Connecticut and Westchester County, New York, 2000-2002 By John R. Mullaney pubs.usgs.gov/wri/wri034300

Greenwich Plan - 145

ACTIONS
AGENCY LEGEND BOE Board of Education BOS Board of Selectmen CC Conservation Commission DPR Department of Parks and Recreation DPW Department of Public Works EATF Environmental Action Task Force HD Health Department IWWC Inland Wetland and Watercourse Commission PZC Planning and Zoning Commission

TO CONSERVE WATER 12.15 Educate property owners about water resource issues. 12.16 Encourage the use of groundwater recharge in areas with impervious coverage or reduced permeability. 12.17 Provide educational programs about sustainable irrigation practices. 12.18 Require Greenwich government and schools to reduce water consumption by 10 percent by 2010. 12.19 Establish regulation and policy changes to reduce water consumption.

CC EATF, HD CC IWWC, PZC CC EATF, HD BOS BOE PZC EATF DPW EATF EATF CC

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

12.20 Develop drought management plans. 12.21 Encourage water harvesting on public and private properties.

Greenwich Plan 146

STRATEGY

Create Green Developments / Neighborhoods

Just as standards have been developed for green buildings, standards are also being developed for environmentally responsible, sustainable developments. These standards are also part of the Leadership in Energy and Environmental Design (LEED) program (usgbc.org). While not yet finalized, the LEED for Neighborhood Development Rating System integrates the principles of smart growth, urbanism, and green building into national standards for neighborhood design. Some of the criteria being considered include:
Theme Sample Elements (partial)

Smart Location & Linkage

Proximity to wastewater infrastructure Natural resource conservation Floodplain avoidance Brownfield redevelopment Reduced automobile dependence Compact development Diversity of uses / housing types Walkable streets / transit facilities Access to public spaces Community outreach and involvement Pollution prevention Resource efficiency in buildings Building reuse and adaptive reuse Minimize site disturbance Best management practices Innovation Exemplary performance

Neighborhood Pattern & Design

Green Construction & Technology

Innovation & Design Process

At some time in the future, Greenwich should incorporate some level of LEED certification for new development or include it as a consideration in discretionary zoning approvals.

ACTIONS
AGENCY LEGEND BOE Board of Education DPW Department of Public Works EATF Environmental Action Task Force FMD Fleet Management Department PZC Planning and Zoning Commission

TO CREATE GREEN NEIGHBORHOODS 12.22 Continue to monitor evolution of standards for green developments and neighborhoods. 12.23 Incorporate green development / neighborhood standards and low impact development standards into the land use regulations

DPW EATF, PZC

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

PZC DPW, EATF

Greenwich Plan - 147

STRATEGY

Encourage Green Buildings

There is growing interest in creating buildings that are more environmentally responsible. While efforts to date have largely been voluntary on the part of owners and builders, Greenwich should become a leader in this area. The most recognized program in the United States promoting the design, construction, and operation of buildings that are environmentally responsible is the Leadership in Energy and Environmental Design (LEED) Green Building Rating System. This program was put together by the United States Green Building Council (USGBC), a non-profit organization working to promote buildings that are environmentally responsible, profitable and healthy places to live and work. More information is available at usgbc.org.
Low Impact Development Low impact development (LID) involves the use of environmentally friendly site design elements (e.g. rain gardens, swales and pervious pavement), to manage water quantity and quality.

At the present time LEED is a voluntary national rating system for developing high-performance, sustainable buildings. Based on published standards, LEED emphasizes state-of-the-art strategies for sustainable site development, water savings, energy efficiency, materials selection and indoor environmental quality. Greenwich should adopt some level of LEED certification for new buildings and major renovations of both public and private buildings. As mentioned in Chapter 5, Greenwich should also evaluate local regulations to find ways to incorporate low impact development techniques into new site development. These techniques may also be an appropriate to retrofit existing public and private stormwater systems.

ACTIONS
AGENCY LEGEND DPW Department of Public Works EATF Environmental Action Task Force PZC Planning and Zoning Commission

TO ENCOURAGE GREEN BUILDINGS 12.24 Continue to monitor evolution of standards for green buildings. 12.25 Consider adopting some level of LEED certification for new public buildings or major renovation projects. 12.26 Consider requiring LEED certification for new private buildings and major renovation projects. 12.27 Incorporate green building standards and low impact development standards into the land use regulations.

DPW EATF, PZC DPW PZC PZC DPW, EATF

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

Greenwich Plan 148

STRATEGY

Expand Recycling Programs

An often overlooked element of community infrastructure involves the waste generated by businesses, residents and community facilities. Waste prevention and recycling programs are integral to a community that is environmentally, economically, and socially sustainable over the long-term. In Greenwich collection of solid waste and recyclables is provided by private contractors. Greenwich also provides an extensive recycling program at the Holly Hill Resource Recovery Facility. This facility has been designed to provide residents with an opportunity to be personally involved in recycling efforts. Greenwich should evaluate the layout of the facility to ensure that space is optimized. In 1993 the State of Connecticut increased the recycling/source reduction goal from 25 percent to 40 percent. This goal intends to encourage consumers to reduce the waste they generate by making simple shopping decisions such as not buying over-packaged products, avoiding disposables, and selecting durable, reusable items. Few communities have developed a plan to achieve or surpass this goal. Greenwich should identify stakeholders and develop a plan to become a leader in waste reduction and recycling efforts. Greenwichs town operations involve purchasing decisions and Greenwich should expand efforts to purchase products made from recycled material. Greenwich could also do more to emphasize the reduction of waste in municipal and community facilities and to expand educational programs about the value of recycling.

ACTIONS
AGENCY LEGEND BOE Board of Education BOS Board of Selectmen DPR Department of Parks and Recreation DPW Department of Public Works EATF Environmental Action Task Force

TO EXPAND RECYCLING PROGRAMS 12.28 Continue to provide an extensive recycling program. 12.29 Develop a plan to increase waste reduction and recycling efforts in Greenwich. 12.30 Establish regulation and policy changes to use recycled and recyclable materials. 12.31 Revise purchasing priorities to increase the amount of recycle products purchased.

DPW EATF EATF DPW DPW EATF BOS BOE EATF EATF DPW BOE DPR EATF

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

12.32 Providing public education and technical assistance. 12.33 Emphasize waste prevention in community facilities.

Greenwich Plan - 149

STRATEGY

Create Green Municipal Facilities

Greenwich residents have indicated that they want an environmentally sound community. Recent actions by community leaders have indicated that this is the responsible thing to do.
Volatile Organic Compounds (VOCs) are emitted as gases from certain solids or liquids. VOCs include a variety of chemicals, some of which may have short- and long-term adverse health effects.

Reducing energy requirements, using natural and renewable products in building construction, reducing light pollution, lessening chemical lawn care techniques and improving indoor air quality through non-Volatile Organic Compounds (VOC) products are things that we expect others to do. Greenwich needs to use these techniques when building or improving townowned facilities.

The ability of organic chemicals to cause health effects varies greatly from those that are highly toxic, to those with no known health effect. epa.gov

ACTIONS
AGENCY LEGEND BOE Board of Education DPR Department of Parks and Recreation DPW Department of Public Works EATF Environmental Action Task Force FMD Fleet Management Department PZC Planning and Zoning Commission

TO CREATE GREEN MUNICIPAL FACILITIES 12.34 Develop standards for green municipal buildings and sites in Greenwich. 12.35 Develop facility plans for all municipal facilities and determine which facilities do not meet the local standards 12.36 Develop an action plan to bring municipal facilities up to local standards.

DPW BOE, DPR, EATF, PZC DPW BOE, DPR, EATF, PZC DPW BOE, DPR, EATF DPW BOE, DPR, EATF, PZC

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

12.37 Encourage Greenwich government and schools to reduce water and energy consumption.

Greenwich Plan 150

Future Land Use Plan

CHAPTER

13

Overview The recommendations of each of the preceding chapters can be combined to present an overall Future Land Use Plan for Greenwich. The Future Land Use plan is a reflection of the state goals, objectives and recommendations of the Plan, as well as an integration of the preceding elements of the Plan of Conservation and Development. In essence the Future Land Use Plan is a statement of what Greenwich of tomorrow should look like. While the Future Land Use Plan looks very similar in appearance to a zoning map, it should not be construed as such. The colored areas represent desired future land uses, which do not necessarily correspond to zoning classifications. The Future Land Use Plan will serve to guide the Planning and Zoning Commission as it makes changes to the official Zoning Map.

Greenwich Plan - 151

Descriptions of Future Land Use Categories

The Future Land Use Plan contains the following categories: Developed areas used or intended for residential uses.
Map Legend Very Low Density Residential Low Density Residential Moderate Density Residential Multi-family Residential Housing Opportunity Area

Residential Areas

Business Areas

Developed areas used or intended for mixed use residential, business or industrial uses.
Map Legend General Business Executive Office Business

Open Space

Areas with existing or desirable open space and greenway trails.

Map Legend Open Space

Community / Institutional

Existing or desired uses that will help meet community needs.

Map Legend Town-owned Land / Institutional

Natural Resource Constraints

Areas where natural resource protection is a priority of the Plan.

Map Legend 100-Year Coastal Flood zone Natural Resource Constraints

Greenwich Plan 152

"
120 V U 684

22 V U 128 V U

Future Land Use Plan

104 V U

15 V U

137 V U 137 V U

120 V U 120 V U

Legend

Train Stations Housing Opportunity Area

119 V U 1 Density 19 VModerate ULow Density 684

907 Residential Densities

V U

Very Low Density

1
120 V U

Multifamily Residential

Open Space & Institutional Use

Open Space
127 V U Commercial Areas

287

95

Town Owned Land / Institutional General Business Executive Office Business

120 V U

119 V U

GIS data supplied by the Town of Greenwich Geographic Information System. This map was produced from the Town of Greenwich Geographic Information System. The data depicted hereon is for planning purposes only, and is not intended for sitespecific analysis. The Town does not certify this data as survey accurate, and expressly disclaims any liability that may result from the use of this map. Aerial: 4/15/03. Map: 30 June 2008.

287 1 Miles

Consistency with State and Regional Plans

In accordance with CGS 8-23, the Future Land Use Plan was compared to state and regional plans and was found to be generally consistent with both the State Plan of Conservation and Development and the Regional Plan of Conservation and Development (note that the Regional Plan is the same map and classifications as the State Plan). All three plans: identify natural resource, open space, aquifer and historic areas for conservation, and identify desirable development densities based on the existing zoning designations of these areas. Any inconsistencies can be generally attributed to: Difference in definitions of desirable uses or development densities, local (as opposed to state or regional) desires about how Greenwich should grow and change in the coming years, or The fact that the State and Regional Plans make policy recommendations for relative intensity and environmental sensitivity while this plan suggests specific land use types. State of Connecticut Conservation and Development Policies Plan South Western Regional Planning Agency Plan of Conservation and Development

Greenwich Plan 154

Consistency With Growth Principles of the State Plan of Conservation and Development
In accordance with Connecticut General Statutes Section 8-23, the Plan of Conservation and Development has been evaluated for consistency with statewide growth management principles. Principle 1 Redevelop and revitalize regional centers and areas of mixed land uses with existing or planned physical infrastructure.

Although Greenwich does not contain any areas designated as a regional center, the Plan does promote areas of mixed land uses in Downtown Greenwich, in various village centers and along Route 1. Each of these areas contains existing physical infrastructure that has adequate capacity for the types of development encouraged by the Plan. Overall, the concept of encouraging mixed use centers that have adequate infrastructure is a key element of the Plan. Principle 2 Expand housing opportunities and design choices to accommodate a variety of household types and needs.

The Plan recommends a number of strategies to expand housing opportunities and types to accommodate a variety of household types and needs. In particular, the Plan recommends that Greenwich: diversify the range of housing types available in the community to address the housing needs of an aging population and a trend towards smaller households, and implement a variety of strategies to promote workforce housing. Principle 3 Concentrate development around transportation nodes and along major transportation corridors to support the viability of transportation options and land reuse.

The Plan promotes the integration of land uses in Greenwich with the transportation nodes and transit corridors in the community. Greenwich is very fortunate to have train stations on the Metro-North rail corridor, in addition to a local bus service. The Plan promotes development in the Downtown Greenwich area, around the train stations and along Route 1 in accordance with the availability of transit in these areas.

Greenwich Plan - 155

Principle 4

Conserve and restore the natural environment, cultural and historical resources, and traditional rural lands.

The Plan of Conservation and Development contains a chapter which identifies strategies to: enhance the health of the environment, and enhance community character. These strategies will help conserve and restore the natural environment, cultural and historical resources. Principle 5 Protect environmental assets critical to public health and safety.

The Plan of Conservation and Development also contains recommendations to protect environmental assets critical to public health and safety. This includes goals, policies and objectives to protect water quality, preserve floodplain areas, renovate storm water discharges, minimize runoff, and other similar strategies. Principle 6 Integrate planning across all levels of government to address issues on a local, regional, and statewide basis.

The Plan of Conservation and Development is part of the process of integrating planning with other levels of government and with other agencies. The Plan will be used to coordinate efforts with: adjacent communities, regional organizations, and state agencies.

Greenwich Plan 156

Implementation Summary
Implementation of the Plan is an ongoing process. While some recommendations can be carried out in a relatively short period of time, others may only be realized by the end of the planning period or beyond. For Greenwich, creating an implementation table, assigning responsibilities and developing priorities is the first step towards successful plan implementation. Since some recommendations may involve additional study or a commitment of fiscal resources, their implementation may take place over several years or occur in stages.

CHAPTER

14

Greenwich Plan - 157

Policies and Tasks The implementation tables should identify both policies and tasks: Policies are long-term guidelines that do not readily lend themselves to a specific schedule or measurement. Tasks, on the other hand, are specific actions that can typically be scheduled, completed, and evaluated. Use of the Plan Using the Plan as a basis for land use decisions by the Commission (PZC) will help accomplish the Plans stated goals and objectives. All land use proposals should be measured and evaluated in terms of the Plan and its various elements. The Plan is not a static document that can only be amended every ten years. It is becoming increasingly more difficult to anticipate change during a ten year time frame. If dramatic change alters a premise on which recommended strategies are based, or creates unanticipated issues, the PZC can make interim amendments to this Plan to address these changes. In doing so the Commission and other agencies can continue to make decisions that are consistent with an up-to-date Plan of Conservation and Development, regardless of what the future brings. Plan Implementation Committee Many communities establish a Plan Implementation Committee (PIC) to oversee implementation of the Plans recommendations, which is an effective way to implement the Plan. The PIC could use implementation schedules (proposed below) to guide the ongoing implementation and assessment of specific elements of the Plan. The Towns various boards and commissions should be represented on the PIC to help prioritize, coordinate, and refine implementation of the Plan. The PIC would meet three to four times a year to establish priorities and guide implementation of the Plans recommendations. In addition, the Committee could assess the status of specific recommendations, establish new priorities, and suggest new implementation techniques.

Greenwich Plan 158

Annual Update Program A plan that is only updated once every ten years can be silent on emerging issues, trends, and current policy objectives, which could lead to conflicts in land use decisions or missed opportunities. When a plan is considered strictly as a reference document rather than a working document, its effectiveness in guiding the community can diminish over time. Greenwich, with the assistance of the Plan Implementation Committee, should consider reviewing the Plan with the following schedule:
Environmental Themes Growth Themes Service Themes

2010

2011

2012

2013

2014

2015

2016

2017

2018

By following this schedule, each review and update extends the Plans ten-year life, until a comprehensive update is needed. Updating Tools Tools that the PZC and the PIC can use to ensure that the broader community is involved in the updating process include: conduct an annual public informational meeting to summarize the Plan implementation, recommendations and receive feedback from the community, conduct workshop sessions for local boards, commissions and other interested persons to discuss Plan strategies and suggest alternative language, and revise Plan sections as appropriate.

Greenwich Plan - 159

Current Projects The following is a list of projects that are in the 2008-2009 Capital Improvement Program and have been identified as activities that will support community goals identified in the Plan of Conservation and Development: Auditorium and music rooms at Greenwich High School Temporary classrooms for school modernization Stormwater Master Plan Byram Master Plan Glenville School Modernization Board of Education Office Space Town Hall Office Space Greenwich Town Center Master Plan Safe Routes to School Eastern Greenwich Civic Center Holly Hill Master Plan Byram Fire Station Upgrade Hamill Rink Improvements Dredging (Cos Cob Harbor, Mianus River, Greenwich Point Harbor, and Byram Marina) Cos Cob Power Plant Remediation Bridge Repair and Replacement Projects (Riversville, Balliwick, Sherwood, John Street, Mill Street and Field Point) Asbestos and Lead Abatement Projects Truck Washing Facility

Greenwich Plan 160

IMPLEMENTATION SUMMARY | Enhance Community Character Chapter 4

TO PROTECT HISTORIC AND CULTURAL RESOURCES
AGENCY LEGEND ARC Architecture Review Committee BET Board of Estimate and Taxation BOS Board of Selectmen CC Conservation Commission DPR Department of Parks and Recreation DPW Department of Public Works GIS Geographic Information System Department HDC Historic District Commission HSTG Historical Society of the Town of Greenwich TW Tree Warden

PAGE 34 HDC HSTG HDC HSTG BET

4.1 4.2

Continue updating the historic resources survey as resources allow. Work with the Assessor's office to have their assessment records indicate the age and historic status of properties and structures. Investigate ways to provide adequate professional support to the Historic District Commission (not just administrative support). Ensure Historic Overlay (HO) and Historic Residential-Office overlay (HRO) projects consider management issues (noise, light pollution, etc) to prevent adverse impacts on abutting properties. Study the locations of archeological resources in Greenwich. Develop town standards for historic buildings using the National Register standards for buildings built before 1940. Obtain certified local government status in order to receive funds from the Connecticut Commission on Culture and Tourism

4.3

4.4

PZC CC HDC HDC

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

4.5 4.6 4.7

TO PROTECT SCENIC RESOURCES 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 Create an inventory of scenic resources. Consider adding a scenic road signage program to identify the resources within the community. Preserve scenic resources such as stone walls, barns, fences, and other scenic resources that are visible from public streets. Amend land use regulations to include better protection of scenic resources, especially in coastal areas. Protect tree canopies from unreasonable destruction from utility pruning. Limit height of fences and walls to maintain the scenic streetscape character of Greenwich. Identify scenic roads and great streets with appropriate signage. Reinforce the neighborhood village concepts by: a. keeping and encouraging neighborhood cultural and historic structures and properties, b. retaining neighborhood schools, libraries, playgrounds, fields, waterfront parks, c. retaining local neighborhood retail and office establishments d. retaining fire stations, civic centers and religious institutions-all of which provide a sense of history and cultural place. Enhancing gateways to the area will help define the villages and strengthen the sense of place. Create design guidelines that encourage the unique attributes of each village.

PAGE 36 HDC CC HDC CC PZC CC, DPW, HDC PZC CC TW CC, DPW PZC CC HDC CC

HDC CC

4.16 4.17

HDC CC, ARC ARC, HDC, CC

Greenwich Plan - 161

TO PROTECT TREES
LEGEND BOS Board of Selectmen CC Conservation Commission DPR Department of Parks and Recreation DPW Department of Public Works GIS Geographic Information System IWWC Inland Wetland and Watercourses Commission PZC Planning and Zoning Commission RTM Representative Town Meeting STPC Selectmens Town Property Committee (proposed) TW Tree Warden

4.18 4.19 4.20 4.21 4.22 4.23

Update the historic and significant tree study. Examine implementing a tree ordinance Consider new regulations to protect trees on private property, and regulations to limit clear cutting. Consider a policy that encourages the use of conservation easements for areas with mature or specimen trees. Conduct an inventory of tree coverage, to allow for analysis of cleared areas (enforcement tool). Plant a large number of public trees in the next ten years. Explore options for enhancing tree cover, such as: a. Requiring contributions to a tree planting fund from development projects that eliminate more than a certain number of trees per fraction of an acre. b. Exploring regulatory changes that guarantee inclusion of deeply rooted trees in property development plans. c. Implementing a Parks Tree for Every Child program with the elementary Schools. d. Creating a town-wide Memorial Tree program.

PAGE 39 CC DPR CC BOS, RTM PZC CC TW CC, GIS TW BET, DPR, DPW TW

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

4.24

TW CC, DPR, PZC

TO IMPLEMENT THE 2003 OPEN SPACE PLAN 4.25 Review the building zone regulations to require an open space set aside as part of multi-family and commercial developments. Review the subdivision regulations and the building zone regulations to consider the off-site dedication of open space as part of a development, if the land offered is more significant to the overall open space framework. Encourage attached housing units as part of residential cluster developments to increase overall open space within a development. Develop management plans for town-owned land and establish a permanent protection (such as a conservation easement to a non-town agency or the establishment of a conservation/park overlay zoning district) to prevent a change of use Update the inventory and database of open space easements held by the town and link it to the recommended Natural Resource Inventory. Evaluate opportunities to create greenbelt connections between open space properties. Greenwich should seek an open space program, to accept donations of excess land deeded in perpetuity to the town in exchange for tax incentives Consider expanding the Public Act 490 open space program to residential properties.

PAGE 44 PZC

4.26

PZC

4.27

PZC

4.28

STPC CC, DPR, DPW

4.29

CC GIS CC PZC CC PZC RTM CC

4.30 4.31

4.32

Greenwich Plan 162

TO CREATE ADDITIONAL COASTAL PUBLIC ACCESS

4.33 Continue to design coastal public access to ensure that it is universally accessible, inviting, and ultimately a significant public amenity. Implement the Cos Cob Power Plant plan. Identify key coastal properties for preservation and/or acquisition. Evaluate the relocation of town maintenance facilities from waterfront sites to alternative locations. The Planning and Zoning Commission, Department of Public Works and the Department of Parks and Recreation should adopt the public access design standard recommendations in the Waterfront Access Planning and Design Study. Create a marina at the Cos Cob Power Plant and along the Mianus and Byram Rivers.

PAGE 48
DPR DPR DPW CC DPR DPR DPW PZC DPR DPW DPR PZC

4.34 4.35 4.36 4.37

4.38

Greenwich Plan - 163

IMPLEMENTATION SUMMARY | Enhance Environmental Health Chapter 5

ENHANCE AND MAINTAIN WATER RESOURCES
AGENCY LEGEND BET Board of Estimate and Taxation BOS Board of Selectmen CC Conservation Commission DPR Department of Parks and Recreation DPW Department of Public Works FECB Flood and Erosion Control Board IWWC Inland Wetland and Watercourses Commission PZC Planning and Zoning Commission STPC Selectmens Town Property Committee (proposed)

PAGE 53

Protect Drinking Water 5.1 5.2 Continue to acquire open space to protect water resource areas. Protect Watercourses, waterbodies, wetlands, vernal pools, floodplains, aquifers, and other important water resources in order to maintain water quality, wildlife habitat, water supply, and ecological balance. Require the removal of unprotected underground fuel storage tanks. STPC

IWWC PZC, CC

5.3

DPW

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

Provide Stormwater Management, Drainage and Maintenance 5.4 5.5 5.6 Continue to improve water quality in areas where public swimming occurs. Encourage sensitive redevelopment of properties that have a large amount of impervious area. Evaluate potential sources of water contamination (roads and large parking lots) to determine if water quality can be restored before it enters streams, ponds, or Long Island Sound. Evaluate opportunities to use low impact development techniques. Update the Engineering Drainage Manual and develop new policies and programs for stormwater and road designs in compliance with the NPDES Phase II EPA standards. PZC DPW PZC DPW CC DPW PZC, IWWC DPW

5.7 5.8

Improve Coastal Water Quality 5.9 5.10 Continue to improve water quality in areas where public swimming occurs. Encourage all marinas to seek and obtain DEP Clean Marina Certifications. DPW DPR CC

TO PROTECT NATURAL RESOURCES 5.11 Conduct an inventory and assessment of natural resources, work to be performed by a consultant and supervised by the land use agencies. Develop baseline information and a way to evaluate future change. Continue to update, monitor and assess natural resource issues.

PAGE 56 PZC CC, IWWC CC CC

5.12 5.13

Greenwich Plan 164

TO PROTECT BIOLOGIC RESOURCES

AGENCY LEGEND AO Assessors Office ARC Architectural Review Committee BET Board of Estimate and Taxation BOS Board of Selectmen CC Conservation Commission COC Chamber of Commerce DPS Department of Parking Services DPR Department of Parks and Recreation DPW Department of Public Works

5.14 5.15

Identify sensitive habitat areas early in the plan review process. Adopt an ordinance to require native plant species as part of all municipal projects and encourage native plant species on private property. Provide education about the impacts of invasive plants. Prohibit invasive species as landscaping elements for site plans and subdivisions. Protect habitat areas and wildlife corridors. Distribute information about invasive species.

PAGE 58 CC PZC BOS CC CC PZC CC CC CC

5.16 5.17 5.18 5.19

5.20

Create a resources section on the town web site with relevant links and information on how residents can act to protect these resources.

CC

IMPLEMENTATION SUMMARY | An Environmental Leader - Chapter 6

PAGE 63 DPW PZC, IWWC FECB CC, DPW, BOS PZC DPW PZC IWWC, DPW PZC DPW PZC DPW FECB DPW FECB DPW FECB DPW DPW FECB BET FECB, DPW DPW, FECB, PZC

TO ADDRESS FLOODING
FECB Flood and Erosion Control Board GIS Geographic Information System Department HATG Housing Authority of the Town of Greenwich HMC Harbor Management IWWC Inland Wetland and Watercourses Commission PZC Planning and Zoning Commission SPSC Selectmens Pedestrian Safety Committee

6.1 6.2 6.3 6.4 6.5

Continue to enforce existing drainage, soil erosion control and flood regulations. Greenwich should continue to work with neighboring communities to address the causes of flooding. Establish regulations to address impervious lot coverage limits for all residential properties to reduce the amount of runoff. Encourage the use of groundwater recharge. Evaluate existing land use regulations (e.g. floor area ratio definition) to identify the drainage impacts resulting from these requirements. Update flood regulations to include increasing the base flood elevations along the coast, drainage policies and stormwater data. Study watersheds to develop comprehensive stormwater management solutions. Participate in the Community Rating System (CRS) of the National Flood Insurance Program. Provide public education and outreach concerning flood hazard mitigation. Work with the Army Corps of Engineers to address flood prone areas. Evaluate stormwater funding options and develop a program to pay for needed stormwater improvements. Examine, with the Army Corps of Engineers, the factors influencing flooding, particularly at the US Route 1 bridge over the Byram River.

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

6.6

6.7 6.8 6.9 6.10 6.11 6.12

Greenwich Plan - 165

PROVIDE WATERWAY MANAGEMENT

AGENCY LEGEND AO Assessors Office ARC Architectural Review Committee BET Board of Estimate and Taxation BOS Board of Selectmen COC Chamber of Commerce DPR Department of Parks and Recreation DPS Department of Parking Services DPW Department of Public Works FECB Flood and Erosion Control Board GIS Geographic Information System Dept. HATG Housing Authority of the Town of Greenwich HCDO Housing and Community Development Office (proposed)

PAGE 64 DPR BOS DPR HMC FECB, DPR, DPW

6.13 6.14 6.15

Conduct a harbor management analysis and develop a harbor management plan. Establish a harbor management commission pursuant to the Connecticut General Statutes. Work with New England ACOE, New York ACOE and the States of New York and Connecticut to develop a coordinated approach to allocating riparian rights along both the Port Chester and Greenwich riverfronts. Work with the ACOE and Representatives in Hartford and Washington to secure funding for dredging navigable waterways and channels.

6.16

HMC FECB, DPR

IMPLEMENTATION SUMMARY | Nurture Focal Points Chapter 7

TO ENHANCE DOWNTOWN
HMC Harbor Management Commission (proposed) PZC Planning and Zoning Commission SPSC Selectmens Pedestrian Safety Committee RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

PAGE 75 DPR COC HDC ARC, CC, PZC DPS PZC DPS, SPSC HATG BET, BOS

7.1

Continue to promote social, civic and cultural activities in Downtown. With a large amount of town-owned property at the core of Downtown the community should be able to find ways to expand arts programs. Consider establishing a local historic district to protect art, historic and cultural resources. Evaluate options to provide parking solutions for area residents and then address overall parking issues. Encourage transit-oriented municipal, residential, retail / commercial development around the train station. Create new workforce housing opportunities along transit routes. Consider using a consulting firm, with professional engineers, to develop a series of specific recommendations and implementation strategies for traffic and parking in Downtown, and to develop an area specific plan. Conduct a study of whether a Special Services District is appropriate to manage Downtown. Improve pedestrian safety and provide traffic calming in Downtown. Examine the build-out analysis to determine where additional development may occur and how to direct this growth.

7.2 7.3 7.4 7.5 7.6

BOS

7.7 7.8

DPW SPSC BOS BET, DPR, DPS, DPW, COC, SPSC PZC GIS, AO

7.9

Greenwich Plan 166

TO ENHANCE COS COB 7.10 7.11 7.12 7.13 7.14 7.15 Create a village plan for Cos Cob to align land use policies to overall neighborhood. Conduct a Build-out analysis of this area and its uses along US Route 1 in Cos Cob. Review potential for mixed-use development in areas presently zoned commercial. Develop stronger pedestrian connections and traffic calming along main transportation routes. Evaluate existing traffic flows and road designs and explore redesigns for US Route 1 with CT Department of Transportation. Explore using the Village District tool, authorized in the Connecticut General Statutes, to manage land use and building design. Evaluate whether the properties around the train station and along bus routes could serve as transit-oriented housing opportunity areas. Create a pedestrian and/or bicycle link from the train station to the village core. Enhance open green space areas encourage more passive and active recreational uses. Review the existing floodways (e.g. Brook) and flooding conditions along Bible Street. Strickland

PAGE 79 PZC HCDO, DPS, SPSC PZC PZC DPW SPSC, PZC DPW SPSC PZC

7.16

PZC HATG, HCDO DPW SPSC DPR CC DPW FECB

7.17 7.18 7.19

TO ENHANCE OLD GREENWICH 7.20 7.21 Create a village plan for Old Greenwich, to align land use policies to overall neighborhood objectives. Review the Local Business Retail (LBR) zoning regulations to determine the potential traffic, parking and drainage impacts of potential commercial build-out under the existing Floor Area Ratio. Develop stronger pedestrian connections and traffic calming along main transportation routes to enhance and encourage additional walking and biking to local businesses, train, school, recreational and library locations. Explore using the Village District tool, authorized in the Connecticut General Statutes, to manage land use and building design. Create tools to protect and preserve local neighborhood oriented small businesses that serve neighborhood needs. Evaluate whether properties around the train station and along bus routes could serve as transit-oriented housing opportunity areas. Evaluate parking management needs on private and public lots in Old Greenwich.

PAGE 81 PZC DPS, SPSC PZC DPS, DPW

7.22

DPW PZC, SPSC

7.23

PZC

7.24 7.25

PZC PZC HATG, HCDO DPS PZC

7.26

Greenwich Plan - 167

TO ENHANCE BYRAM
AGENCY LEGEND ARC Architectural Review Committee BET Board of Estimate and Taxation BOE - Board of Education BOS Board of Selectmen CC Conservation Commission COA Commission on Aging COC Chamber of Commerce DPS Department of Parking Services DPW Department of Public Works HATG Housing Authority of the Town of Greenwich HCDO Housing and Community Development Office HDC Historic District Commission PZC Planning and Zoning Commission SPSC Selectmen Pedestrian Safety Committee RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

PAGE 85

7.27

Implement the Byram Comprehensive Plan: a. Provide funding for implementation. b. Construct the Church Street public access and boardwalk in the summer of 2008. c. Construct a pocket park at the sewer plant site in the summer of 2009. d. Obtain public access easements along the waterfront. e. Replace sidewalks, plant street trees, install bump outs, decorative lighting and crosswalks. f. Provide intersection improvement at Byram Road and Frontage Avenue. Evaluate parking management needs in Byram. Consider a separate WB-Byram zoning district that relates to the specific conditions in Byram. Require all new buildings to be sited to allow visual access to the riverfront walkway from South Water Street. This visual connection will both attract users to the riverfront and improve safety and security for people on the riverfront walkway. Study requiring all non water-dependent uses to provide enhanced waterfront access, including both an easement for the riverfront walkway and an easement for access from South Water Street to the walkway. a. Several public parking spaces for people using the riverfront walkway should also be provided. b. The riverfront walkway and the access path from South Water Street to the riverfront walkway should be designed and built consistent with the final design for the riverfront walkway

BET DPW PZC

7.28 7.29 7.30

DPS PZC PZC

PZC

7.31

PZC

TO ENHANCE GLENVILLE 7.32 7.33 7.34 Create a village plan for Glenville, to align land use policies with overall neighborhood objectives. Develop stronger pedestrian connections and traffic calming along main transportation routes. Explore using the Village District tool, authorized in the Connecticut General Statutes, to manage land use and building design to promote the preservation of historic structures within the National Register District.

PAGE 87 PZC DPS, SPSC DPW SPSC, PZC

PZC

Greenwich Plan 168

TO PROTECT THE SMALL VILLAGES 7.35 7.36 7.37 7.38 7.39 Enhancing gateways to the area to help define the small villages and strengthen the sense of place. Consider creating Village Districts or local historic district for the small village areas. Create design guidelines that encourage the unique attributes of each village. Encourage small neighborhood oriented businesses. Evaluate whether sidewalks, bike paths or traffic calming is needed and then make the necessary improvements.

PAGE 89 CC HDC, ARC, DPW PZC, HDC ARC, HDC PZC PZC COC DPW SPSC

TO ENHANCE THE POST ROAD 7.40 7.41 7.42 7.43 7.44 Encourage redevelopment to more pedestrian-friendly mixed use development patterns. Consider whether this area could serve as a housing opportunity area. Conduct a corridor study of land use and traffic issues. Evaluate opportunities to reduce curb cuts. Study the potential for increased building height in commercial areas where appropriate to achieve workforce and senior housing. Encourage redevelopment to more pedestrian-friendly mixed use development patterns.

PAGE 91 PZC PZC HCDO, HATG PZC DPW PZC DPW PZC

7.45

PZC

TO MONITOR CHANGES ALONG KING STREET 7.46 7.47 Continue to participate in a regional dialog about its function and role. Develop a strategy to encourage additional transit and van pooling to institutions and businesses in the area and to the Westchester Airport.

PAGE 92 BOS PZC BOS PZC

Greenwich Plan - 169

IMPLEMENTATION SUMMARY | Diversify the Housing Portfolio Chapter 8

PAGE 96 PZC HATG, UW PZC HATG, HCDO, UW HCDO HATG, UW PZC HATG, HCDO, UW

TO PROTECT SUBSIDIZED HOUSING

AGENCY LEGEND AO Assessors Office ARC Architectural Review Committee BET Board of Estimate and Taxation BOS Board of Selectmen COA Commission on Aging DPW Department of Public Works GIS Geographic Information System Dept. HATG Housing Authority of the Town of Greenwich HCDO Housing and Community Development Office (proposed) HDC Historic District Commission PZC Planning & Zoning Commission RTM Representative Town Meeting UW United Way WHTF Workforce Housing Task Force (proposed) PRIMARY AGENT PROVIDE ASSISTANCE

8.1

Reexamine existing Building Zone Regulations to allow for additional subsidized housing options and development flexibility in the townhouse and neighborhood zones. Allow for small increases in density on existing subsidized housing sites. Partner with agencies that provide subsidized housing. Encourage subsidized housing in areas that are served by transit (buses and trains). Explore the recommendations of the United Way Study to determine what opportunities exist to implement these recommendations.

8.2 8.3 8.4 8.5

HCDO HATG, PZC, UW

TO PROVIDE FOR SENIOR NEEDS

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

8.6 8.7

Partner with others to expand the ability for elderly residents to age at home. Partner with others to update the range of housing choices available for this segment of the population, including rehabilitation of existing units and the development of new subsidized units. Support upgrades to the various elderly housing developments. Partner with others to enhance services for the retirement communities that are developing in the town and evaluate the services offered to the senior population. Evaluate whether existing congregate care and assisted living tools are adequate for the community. Promote the use of elderly accessory apartments in residential zones.

PAGE 98 COA HATG, HCDO, UW COA HATG, HCDO, UW PZC COA, HATG, HCDO, UW COA HATG, HCDO, UW COA HATG, HCDO, PZC, UW PZC

8.8 8.9

8.10 8.11

Greenwich Plan 170

ACTIONS TO PROVIDE WORKFORCE HOUSING 8.12 Explore inclusionary zoning regulations to require all new residential development to provide a percentage of the units as workforce housing. Create a Workforce Housing Task Force to perform additional planning, work with other agencies and as an implementation agency for these strategies. Encourage workforce housing in areas that are served by transit (buses and trains.) Study the possibility of allowing the conversion of accessory structures to workforce housing units. Determine the number of illegal apartments and develop a strategy for enforcement. Promote affordable accessory apartments in residential zones for workforce housing.

PAGE 100 PZC HATG; WHTF BOS HATG, UW, PZC PZC HATG, UW PZC UW, WHTF DPW PZC PZC

8.13

8.14 8.15 8.16 8.17

IMPLEMENTATION SUMMARY | Be a Growth Management Leader Chapter 9

TO PROTECT RESIDENTIAL NEIGHBORHOODS 9.1 9.2 Continue to model residential build-out, to align zoning allowances to preferred development patterns. Examine requiring a special permit for two-family housing to allow for control over site design. Also consider possible subsets to the R-6 residential zone based on neighborhood characteristics. Study new zoning regulations to provide further tools for controlling bulk. Periodically revisit floor area regulations to limit house size and bulk. Consider establishing a lot coverage requirement in the residential zones. Update the historic resource survey information and link it to the Geographic Information System. Increase demolition delay from 90 days to 180 days. Consider establishing a fund for purchasing historic buildings that come up for private sale. PAGE 105 PZC AO

PZC

9.3 9.4 9.5 9.6 9.7 9.8

PZC PZC AO, DPW PZC DPW, GIS HDC GIS, PZC RTM BET

Greenwich Plan - 171

TO MANAGE REGRADING OF PROPERTIES

AGENCY LEGEND ARC Architectural Review Committee BET Board of Estimate and Taxation BOE Board of Education BOS Board of Selectmen CC Conservation Commission COA Commission On Ageing DPR Department of Parks and Recreation DPW Department of Public Works FD Fire Department HD Health Department HDC Historic District Commission IT Information Technology Dept. IWWC Inland Wetland and Watercourses PD Police Department PZC Planning and Zoning Commission SPSC Selectmens Pedestrian Safety Committee

PAGE 107 PZC DPW PZC DPW PZC DPW PZC DPW PZC DPW DPW PZC PZC DPW

9.9 9.10 9.11 9.12

Require a special permit for all applications involving grading of over 50 percent of a parcel. Consider regulations to prevent significant grade alterations. Consider development standards for construction on steep slopes. Consider requiring all excavation activities to provide a Soil Erosion and Sedimentation Control Plan, and provide increased inspections to certify compliance. Consider requiring all excavation activities to provide a grading plan and drainage plan. Examine requiring single-family and two-family construction projects (including additions) to submit a drainage report with grading, soil erosion control and drainage plans. Consider a maximum height of retaining walls Reexamine and update the 1958 excavation and fill ordinance

9.13 9.14

9.15 9.16

TO COORIDNATE WATERFRONT DEVELOPMENT

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

PAGE 110 PZC

9.17 9.18

Continue to protect water-dependent land use activities. Consider modifying the WB zoning designation along the Byram River to adapt to the types of uses recommended in the Byram Comprehensive Plan, where special attention is given to mixed (water-dependent) uses, visual access, building dimensions and design, public access along the river, traffic and circulation, and parking. Consider reducing minimum parking requirements, currently 1 spaces per slip to one space per slip or less. Consider creating a town dock for commercial fishermen with minimal dockage fees. Consider modifying WB zones into three areas: River Road, Steamboat Road and Byram Support an appropriately plan for commercial fishing needs.

PZC

9.19 9.20 9.21 9.22

PZC DPR PZC DPR

TO CONTINUE TO ENCOURAGE APPROPRIATE DESIGN 9.23 Establish and maintain design review guidelines for commercial, multi-family residential and other development and activities to promote design consistency and overall appropriateness. Encourage diversity in sense of place in order to promote the unique and appropriate character of each village area.

PAGE 111 ARC PZC ARC, HDC PZC

9.24

Greenwich Plan 172

IMPLEMENTATION SUMMARY | Guide Municipal and Community Facilities Chapter 10

TO ADDRESS EDUCATIONAL NEEDS 10.1 Continue the long-term school modernization and upgrade project. Incorporate green building and energy conservation elements Continue to work with private schools on their long-term plans. Maintain school enrollment capacity for the long-term by: a. acquiring land adjacent to existing schools for future expansion. b. retaining school sites (and buildings) through enrollment declines so that they can be redeployed for school use when needed. PAGE 117 BOE BET, DPW BOE BOE

10.2 10.3

BOE

ADDRESS TOWN FACILITY MANAGEMENT 10.4 10.5 10.6 10.7 10.8 10.9 Evaluate how facilities are managed and develop plans for long-term maintenance. Create a facilities master plan for all municipal facilities. Assign the maintenance of school facilities to the Department of Public Works. Update the field inventory and park master plan. Scrutinize activities that might eliminate or impinge upon existing fields. Continue to update and utilize the Capital Improvement Plan program for long term financial programming for town projects to keep the town fiscally sound.

PAGE 119 DPR BOE, BOS, DPW DPR BOE, BOS, DPW BOS BOE, BET, DPW DPR DPR

BOS

ADDRESS MUNICIPAL FACILITY NEEDS 10.10 10.11 10.12 10.13 10.14 10.15 10.16 10.17 10.18 10.19 10.20 Complete the Public Safety Complex. Improve emergency communications. Implement the Cos Cob Power Plant plan. Perform a space needs analysis for all town departments. Create additional office and meeting space for government operations. Create additional senior program space. Use digital imaging to increase document retrieval efficiency and reduce physical storage needs. Create a master plan for the Holly Hill Resource Recovery Center. Evaluate underutilized town assets. Plan for highway maintenance needs. Plan for fleet maintenance needs.

PAGE 123 BET DPW DPW BET, BOS PD FD, DPW DPW BOE, DPR DPW BOE, DPR COA BET, BOS, DPW, DPR IT DPW BOS DPW FMD

Greenwich Plan - 173

TO SUPPORT OTHER COMMUNITY FACILITIES

AGENCY LEGEND BET Board of Estimate and Taxation BOE Board of Education BOS Board of Selectmen CC Conservation Commission COA Commission On Ageing DPR Department of Parks and Recreation DPW Department of Public Works EATF Environmental Action Task Force FD Fire Department HD Health Department

10.21 10.22 10.23 10.24

Support upgrades to the Nathaniel Witherell nursing home. Continue to support the libraries and plan for their needs. Continue to recruit volunteer firefighters. Continue to support the Bruce Museum

PAGE 125 DPR DPW BOS, BET DPR, DPW FD BOS BET, DPR

TO CONTINUE TO SUPPORT OTHER COMMUNITY ORGANIZATIONS

IWWC Inland Wetland and Watercourses PD Police Department

PAGE 128 BOS BET

10.25

Continue to support other organizations that provide community facilities and services.

IMPLEMENTATION SUMMARY | Guide Infrastructure Chapter 11

TO MAINTAIN STREETSCAPE CHARACTER AND IMPROVE ROAD CAPACITY
PZC Planning and Zoning Commission SPSC Selectmens Pedestrian Safety Committee TP transportation Planner RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

PAGE 132 DPW PD, SPSC BOS

11.1 11.2 11.3 11.4 11.5

Continue to provide traffic calming on roads that meet the town standards. Appoint a parking and transportation committee to develop specific strategies for traffic improvement. Consider small adjustments to allow additional traffic capacity where appropriate. Study important intersections to determine if improvements can be made. Develop an access management strategy for areas along main traffic routes in anticipation of future development.

DPW

DPW DPW

TO MAINTAIN AND EXPAND SIDEWALKS 11.6 Maintain and enhance the sidewalk system in Greenwich, especially along busy roads, around schools and near the railroad stations. Eliminate gaps in the sidewalk system. Consider adjusting sidewalk design standards to fit into neighborhood character. Continue and expand the Safe Routes Program.

PAGE 133 DPW SPSC DPW SPSC DPW SPSC DPW SPSC

11.7 11.8 11.9

Greenwich Plan 174

CREATE BICYCLE FACILITIES 11.10 11.11 11.12 11.13 Implement the recommendations in the Bicycle Master Plan. Explore establishing and maintaining safe bicycle routes. Provide bicycle racks at municipal facilities. Implement the recommendations in the Bicycle Master Plan.

PAGE 135 DPW DPW DPW DPR BOE DPW

TO PROMOTE TRANSIT 11.14 11.15 11.16 11.17 11.18 11.19 Continue to support transit service in the community. Work with current transit providers to extend hours of operation and routes. Work with current transit operators to convert transit vehicles to cleaner fuels, hybrid engines or fuel cell technology. Support the construction of bus shelters at service locations. Consider ways to create additional incentives to use transit. Encourage employees of public and private companies and agencies to utilize transit and shuttle buses.

PAGE 136 TP EATF TP EATF, PZC TP EATF TP DPW TP, EATF TP

TO COORIDINATE TRANSPORTATION PLANNING 11.20 11.21 Hire a transportation planner to coordinate transportation efforts. Continue to work with state and regional transportation agencies.

PAGE 137 BOS

TP

TO MAINTAIN SEWER 11.22 11.23 11.24 11.25 Continue to maintain and upgrade the sewer treatment system. Continue to evaluate the sewer service boundary and state regulatory requirements. Consider adopting a sewer allocation scheme to limit the amount of discharge allowed. Because build-out and census information projects future growth, assess sewer capacity.

PAGE 138 DPW DPW HD, PZC DPW PZC, HD DPW PZC

Greenwich Plan - 175

TO ENCOURAGE THE PROVISION OF ADEQUATE WATER

AGENCY LEGEND BET Board of Estimate and Taxation BOE Board of Education BOS Board of Selectmen CC Conservation Commission DPR Department of Parks and Recreation DPW Department of Public Works EATF Environmental Action Task Force FD Fire Department FMD Fleet Management Department HD Health Department

11.26 11.27 11.28 11.29 11.30 11.31

Continue to protect water supply watersheds and reservoirs. Continue to develop fire protection strategies for northern Greenwich. Encourage water conservation. Encourage groundwater infiltration. Evaluate the impacts of impervious surfaces on drinking water supply watersheds. Encourage water line extensions to meet both drinking and fire protection water supply needs where appropriate.

PAGE 140 PZC HD FD CC HD, PZC PZC CC, DPW, IWWC HD DPW, PZC HD FD

IMPLEMENTATION SUMMARY | Be a Green Leader Chapter 12

PAGE 144 BOS BOE, EATF BOS EATF DPW EATF FMD EATF BOS BOE, EATF BOS BOE, EATF PZC EATF EATF BET EATF PZC EATF EATF EATF BOE

IWWC Inland Wetland and Watercourses Commission PZC Planning and Zoning Commission

TO CONSERVE ENERGY 12.1 Continue to participate in the Clean Energy Fund. 12.2 12.3 12.4 12.5 12.6 12.7 12.8 12.9 12.10 12.11 12.12 12.13 Implement recommendations of the June 20, 2008 report of the Selectmens Environmental Action Task Force and adopt a town Energy Policy for all departments. Conduct an energy audit of all municipal buildings and streetlights and then take steps to reduce energy use. Convert vehicles to hybrids and alternative fuel vehicles when feasible. Require that all new municipal construction projects use techniques to reduce energy requirements. Evaluate the use of Green Energy (e.g. solar and geothermal, LEED certification) for private and public facilities. Establish regulation and policy changes to both require some and allow for other energy savings and renewable energy sources. Partner with organizations that provide consumers with energy saving programs. Consider incentives, such as property tax reductions, for private citizen conversion to renewable energy sources and hybrid vehicles. Evaluate the zoning regulations for ways to reduce land coverage and building size to conserve energy and develop green building standards. Develop a Town Energy Plan that evaluates town buildings and facilities for present energy use and how to reduce it. Publicize in the community and the schools on a regular basis available methods to reduce energy consumption, use renewable energy, and reduce use of other valuable resources. Explore incentives to local employers (e.g., reduce on-site parking requirements) in exchange for programs to reduce their employees reliance on single-occupancy vehicles for commuting (e.g., ride-share programs). Join the ICLEI Cities for Climate Protection campaign.

RESPONSIBILITY PRIMARY AGENT PROVIDE ASSISTANCE

EATF EATF, BOS

12.14

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TO CONSERVE WATER 12.15 12.16 12.17 12.18 Educate property owners about water resource issues. Encourage the use of groundwater recharge in areas with impervious coverage or reduced permeability. Provide educational programs about sustainable irrigation practices. Require Greenwich government and schools to reduce water consumption by 10 percent by 2010 and encourage the same in the private-sector. Establish regulation and policy changes that reduce water consumption such as for irrigation and landscaping purposes. Develop drought management plans.

PAGE 147 CC EATF, HD CC IWWC, PZC CC EATF, HD BOS BOE PZC EATF DPW EATF

12.19 12.20

12.21 Encourage water harvesting on public and private properties.

EATF CC

TO CREATE GREEN NEIGHBORHOODS 12.22 12.23 Continue to monitor evolution of standards for green developments and neighborhoods. Incorporate green development / neighborhood standards and low impact development standards into the land use regulations

PAGE 148 DPW EATF, PZC PZC DPW, EATF

TO ENCOURAGE GREEN BUILDINGS 12.24 12.25 12.26 12.27 Continue to monitor evolution of standards for green buildings. Consider adopting some level of LEED certification for new public buildings or major renovation projects. Consider requiring LEED certification for new private buildings and major renovation projects. Incorporate green building standards and low impact development standards into the land use regulations.

PAGE 149 DPW EATF, PZC DPW PZC PZC DPW, EATF

Greenwich Plan - 177

TO EXPAND RECYCLING PROGRAMS

AGENCY LEGEND BOE Board of Education BOS Board of Selectmen DPR Department of Parks and Recreation DPW Department of Public Works EATF Environmental Action Task Force

12.28 12.29 12.30 12.31 12.32 12.33

Continue to provide an extensive recycling program. Develop a plan to increase waste reduction and recycling efforts in Greenwich. Establish regulation and policy changes to use recycled and recyclable materials. Revise purchasing priorities to increase the amount of recycle products purchased. Providing public education and technical assistance. Emphasize waste prevention in community facilities.

PAGE 150 DPW EATF EATF DPW DPW EATF BOS BOE EATF EATF DPW BOE DPR EATF

PZC Planning and Zoning Commission

TO CREATE GREEN MUNICIPAL FACILITIES 12.34 12.35 12.36 12.37 Develop standards for green municipal buildings and sites in Greenwich. Develop facility plans for all municipal facilities and determine which facilities do not meet the local standards Develop an action plan to bring municipal facilities up to local standards. Encourage Greenwich government and schools to reduce water and energy consumption.

PAGE 151 DPW BOE, DPR, EATF, PZC DPW BOE, DPR, EATF, PZC DPW BOE, DPR, EATF DPW BOE, DPR, EATF, PZC

Greenwich Plan 178

Appendix
Architectural Review Committees Design Guidelines Transportation Planning Report Word Index

Greenwich Plan - 179

Design Guidelines
These guidelines are provided as a resource for the applicant to prepare them for the Architectural Review Process. These guidelines encourage designs that are compatible and complementary to the existing framework of the downtown and commercial areas in the Town of Greenwich. Every project is unique and the applicant will find that some guidelines are more relevant to their project than others. Applicants should read and understand the guidelines as they apply to their own project. These applicants may be used as a list of important considerations to incorporate into their design. During the presentation and review process, suggestions by the Architectural Review Committee may be made based on these guidelines. All applicants to the Architectural Review Committee should provide complete documentation including scale drawings, site photographs, context photographs, fixture specifications and color samples. The Committee cannot make recommendations on incomplete applications. I. PURPOSE These guidelines are intended to: A. B. Ensure high quality building and site design, including architecture, landscaping, signs, awnings, and exterior lighting. Ensure that all new development and renovation (including such revisions such as changes in paint color or signage) is compatible with its surrounding area - compatibility not limited to conformity, but possibly including effective contrast, depending on location and other circumstance. These guidelines will be used in conjunction with the update to the Town of Greenwich Plan of Conservation and Development (POCD) and the Building Zone Regulations (BZR).

II. APPLICABILTY The following types of applications shall be subject to the Architectural Review Process: A. B. New or alterations to existing awnings and signs. Exterior modifications associated with a proposed commercial or multifamily use of more than two (2) dwelling units shall be reviewed in relation to these design guidelines. Exterior modifications associated with a principal use or activity requiring Site Plan or Special Permit review shall be reviewed in relation to these design guidelines. Referral by the Planning and Zoning Commission.

C.

D.

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III. PROCEDURES A. An application shall be submitted which includes a signed application, full documentation of any new or revised exterior features, photographs showing neighboring properties and samples of materials that will be used. The applicant shall appear at a scheduled hearing and have their application reviewed by the Architectural Review Committee (ARC). After review of a complete application the Architectural Review Committee (ARC) will make recommendations to the Planning and Zoning Commission.

B. C.

IV. GENERAL STANDARDS A. RELATIONSHIP TO THE SITE Guidelines: Identify existing natural features and preserve as many natural resources as possible. Minimize adverse impacts on adjacent properties including excessive noise, and ambient light. Avoid extensive topographic re-contouring or clearings. Maintain visual privacy between public and private spaces. Provide for desirable streetscapes and transitions to adjoining properties. Separate incompatible uses with large open space or natural buffers. Encourage the maintenance of views, natural features and landscaping. B. HISTORIC RESOURCES Guidelines: Minimize the removal or disruption of historic, traditional, or significant structures or architectural elements deemed to be contributory Historic Resources in the Towns Historic Resource inventory. Incorporate the historic and or related to the distinctive character of the existing neighborhood when converting, conserving, or preserving existing buildings and sites. Encourage replacing historic forms of existing buildings that may have been demolished or advanced into poor condition. Enhance existing building forms and details. Ensure that the exterior of historic structures be consistent with: The Connecticut Historical Commission The Secretary of the Interiors Standards for Rehabilitation and Guidelines for Rehabilitating Historic Buildings, as amended; or The distinctive historic characteristics as identified in the Town of Greenwich Plan of Conservation and Development and Historic Resource Inventory.

Greenwich Plan - 181

C.

BUILDING FORM and DETAIL Guidelines: Avoid long, large unarticulated structures which are uninviting and do not contribute to the streetscape. Maintain the relationship of the building to the surrounding terrain, use, scale and architecture. Establish building rhythms with adjacent built forms. Two story buildings are encouraged in downtown and commercial areas of similar scale. Establish a unified design theme for building massing, exterior treatments and signs recognizing harmony in textures, materials, lines and masses. Select building materials that have good architectural character and durable quality. Select building textures, colors and components that are harmonious with the building and surrounding buildings. Screen rooftop mechanical equipment from view from the street and to the extent feasible, from neighboring buildings.

D.

SCALE, MASSING and PROPORTION Guidelines: Evaluate architectural features based on the scale of the building, the quality of the design, and the relationship to its surroundings. Reference the scale and massing of existing, surrounding buildings. Maintain a height and scale for each building that is compatible with its site and adjoining structures. Maintain a ratio between 1:2 and 1:3 between building height and road width to provide for a pleasant sense of enclosure and scale in downtown and commercial areas.

E.

ROOFLINES, FACADES AND ENTRANCES Guidelines: Articulate and vary facades and rooflines to reduce bulkiness and to provide architectural interest. Provide awnings or canopies for pedestrians on commercial sidewalks. Provide pedestrian and shopper-friendly elements such as benches and planters where space allows. Avoid applying small areas of sloping roofing that is out of scale with the volume of buildings

F.

UTILITY & SERVICE AREAS Guidelines: Screen utility and service equipment areas from public view with materials harmonious with proposed and existing structures. Install new utility service and revisions to services underground whenever possible.

Greenwich Plan 182

G.

SIGNS and AWNINGS Guidelines: Avoid the use of redundant signs by limiting commercial occupants to one faade sign for each street frontage plus one faade sign for any entrance from a rear parking area. Scale signs at rear entrances so that they are more modest and fit the visual character of the alley or rear entrance. Limit signs for upper-floor tenants to small-scale signs adjoining the entry to that tenants space, where space permits, or to the inside of the doors glass. Avoid use of exterior building mounted signs for upper-floor tenants. Consider providing a place for retail signs at the cornice line when designing buildings. Integrate signs as an architectural element that is coordinated with the buildings architecture. Discourage use of waterfall awnings used as signs. Discourage signs and awnings that extend across major architectural supports, such as masonry piers or columns, or conceal other distinctive architectural details such as arched window heads. Encourage incorporating simple retail blade signs into storefronts along pedestrian ways, that have a decorative quality and are sensitive in scale and proportion to the building elements. Encourage the use of letter heights on signs and awnings that are in proportion to building detail, the size of the building and the distance from which they will be viewed. Limit information on signs to name and main business, if name is not descriptive of business.

H.

LANDSCAPING Guidelines: Enhance architectural features, shield unsightly areas, provide shade, and relate to the natural environmental and topography with landscape features. Select plant material for its ultimate growth, hardiness, and compatibility with the character of the area and for interest in its shape, texture, and color. Consider planting materials for landscaping and screening that are native to Connecticut. Avoid the use of any plant designated by the Connecticut Department of Environmental Protection as an invasive species. Provide safe and convenient connections within the site and between adjacent sites with pedestrian sidewalks, paths and trails. Incorporate and preserve existing trees of four (4) inch caliper or greater into the site plan whenever practicable. Select plant material for year round interest and structure. I. CIRCULATION Vehicular and Pedestrian

Guidelines: Avoid landscaping, fences or structures that block sight lines. Greenwich Plan - 183

Minimize conflicts between pedestrian and vehicular movement with design elements. Design parking circulation so as to minimize directional signage. Screen parking areas whenever practicable with landscaping, berms or fencing. Provide vehicle barriers such as curbs, bollards or low walls or fences located as to protect and not obstruct adjacent walks. Protect end row parking from turning movements of other vehicles with curbed landscaped areas. Incorporate shade trees into parking areas at a ratio of 1 per 10 spaces where possible. Maintain a spatial separation or landscape barrier between the parking area and the building. Provide space for snow placement or removal. Pave and grade parking so that storm water will not cross public sidewalks.

J.

LIGHTING Guidelines: Provide lighting that promotes public safety, utility, and property security. Provide lighting design, and utilize light fixtures, which conserve energy and the natural resources to the greatest extent that is practical. Generally provide unobtrusive lighting that is restrained in design, avoiding excessive brightness and glare. Refrain from misdirected, and/or unnecessary lighting. Promote the enjoyment of the building design by providing lighting that enhances its' architectural character, and the retail identity, where applicable. Decorative light fixtures are encouraged when they serve the architecture in this way. Provide lighting that protects the natural environment from the damaging effects of lighting up the dark skies. Where possible, reverse any previous degradation of the dark, night sky. Provide adequate lighting, while still preserving the ambiance of the night. Ensure that all HID lamps are fully shielded providing 90 degree cut-off, avoiding glare and light pollution. Use of low or high-pressure sodium lights are discouraged. Avoid Metal Halide sources that are in excess of 250 watts. Where possible provide lighting which is in the range of 3000 to 3800 degrees Kelvin. Avoid the use of scrolling, neon or flashing signs as prohibited per the Town of Greenwich BZR 6-152(d). Provide photometric data as requested for specific developments

Greenwich Plan 184

Acknowledgements

Planning and Zoning Commission Donald Heller Frank Farricker Raymond J. Heimbuch Richard Maitland Paul S. Marchese R. Ellen Avellino Margarita T. Alban Frederic H. Brooks
Chair Secretary

Alternate Alternate Alternate

Planning and Zoning Staff Diane Fox, AICP Katie Blankley, AICP Patrick LaRow, AICP Cindy Ann Tyminski Marek Kozikowski
Technical Assistance Provided by: Director of Planning and Zoning / Town Planner Deputy Director/ Assistant Town Planner Senior Planner Planner II Planner I

Planimetrics Glenn Chalder, AICP Jason Vincent, AICP Leonard Desson

Principal Senior Planner GIS Manager Project Team

Fuss and ONeill Ted Desantos, P.E. Kevin Conroy, P.E. Mark Vertucci, P.E. AMS Consulting Group Lawrence Kenney Robert Fort Yankee Planning Group Dan Rothenberg
Principal Senior Vice President Senior Project Manager Project Manager Project Manager

Greenwich Plan - 185