2017-2018_DOP_CIP_FINAL_SUBMISSION

Town of Stonington
Department of Planning
11.10.2016

STONINGTON DEPARTMENT OF PLANNING 2017-2018 CAPITAL IMPROVEMENT PLAN SUBMISSION | CONTENTS
Contents
Request Overview ................................................................................................................................................... 3
TOWN-WIDE PROPOSALS
Bicycling and Walking Plan / Greenway Plan.......................................................................................................... 4
Community Information Signs ................................................................................................................................ 5
Community Meeting Room..................................................................................................................................... 6
Community / Tourism Wayfinding Signs................................................................................................................. 7
Town-owned Facilities / Operations Plan ............................................................................................................... 8
Town-wide Historic Resources Inventory ............................................................................................................... 9
Town-wide Sea Level Adaptation Program........................................................................................................... 10
AREA-SPECIFIC PROPOSALS
Coogan Boulevard Master Plan / Streetscape ...................................................................................................... 11
Coogan Boulevard Wayfinding.............................................................................................................................. 12
Mystic Streetscape................................................................................................................................................ 13
Old Mystic Streetscape ......................................................................................................................................... 14
Pawcatuck Waterline Loop ................................................................................................................................... 15
Pawcatuck Streetscape (Route 1) ......................................................................................................................... 16
Pawcatuck Streetscape (Route 2) ......................................................................................................................... 17
Pawcatuck River Greenway................................................................................................................................... 18
Pawcatuck River Pedestrian Bridge....................................................................................................................... 19
Pawcatuck Hurricane Barrier Study ...................................................................................................................... 20
Stonington Gateway Project ................................................................................................................................. 21
Prepared by the Town of Stonington Department of Planning
Jason Vincent, AICP – Director of Planning
Keith Brynes, AICP, CZET – Town Planner
Candace Palmer, CZEO – Zoning Official
Gayle Phoenix, CZET – Land Use Application Facilitator
Cheryl Sadowski – Land Use Application Facilitator
This document has been developed to be
viewed on the internet. The online version is
free and environmentally-friendly

STONINGTON DEPARTMENT OF PLANNING 2017-2018 CAPITAL IMPROVEMENT PLAN SUBMISSION | PAGE 3
Request Overview
In 2015, the Town of Stonington adopted a new Plan of Conservation and Development (Plan or POCD). This
document is a decade-long vision for the community. Implementation of the Plan will require resources.
Certain resources (i.e., existing professional staff) may be sufficient for some of the recommendations, while
other resources (i.e., funding) are ultimately required for the Plan to be considered a success. All of the
recommendations in the POCD have been assigned to a town agency. That agency is responsible to lead the
implementation efforts.
This submission includes requests on the behalf of the Department and those assigned to other agencies. Both
categories fit within the programmatic elements and framework of the Stonington Plan of Conservation and
Development.
ASSIGNED TO THE DEPARTMENT OF PLANNING
The Stonington Department of Planning is an administrative agency of the Town of Stonington. During the
development of the 2015 Plan of Conservation and Development several tasks were assigned to the
Department. These tasks require resources to be capable of being implemented. The Department currently
does not have the necessary resources (e.g., funding, staff) for many of these tasks.
ASSIGNED TO OTHER AGENCIES
The majority of the recommendations in the POCD have been assigned to agencies other than the Department
of Planning. Some of these agencies are solely comprised of volunteers and do not have the resources to
implement the plan, or to prepare a CIP request. The Department has taken a lead role to provide technical
assistance for these proposals.
PROPOSALS
Proposals have been organized by whether they are a town-wide project or an area-specific project.
TOWN-WIDE PROJECTS AREA-SPECIFIC PROJECTS
Bicycling and Walking Plan / Greenway Plan $128,000 Coogan Boulevard Master Plan/Streetscape $785,000
Community Information Signs $70,000 Coogan Boulevard Wayfinding $311,000
Community Meeting Room $340,000 Mystic Streetscape $4,000,000
Community Wayfinding Signs $210,000 Old Mystic Streetscape $2,125,000
Town-wide Historic Resources Inventory $138,500 Pawcatuck Waterline Loop $56,000
Town-wide Facilities / Operations Plan $320,000 Pawcatuck Streetscape - Route 1 $2,125,000
Town-wide Sea Level Adaptation Program $560,000 Pawcatuck Streetscape - Route 2 $4,000,000
Pawcatuck River Greenway $2,100,000
TOTAL $1,766,500 Pawcatuck River Pedestrian Bridge $815,000
Pawcatuck Hurricane Barrier Study $120,000
Stonington Gateway Project $65,250
TOTAL $16,502,250

TOWN-WIDE PROPOSALS
Bicycling and Walking Plan / Greenway Plan
OVERVIEW
The 2015 Stonington Plan of Conservation and Development recommends that the Town create a town-wide bicycle and
walking plan. This project involves multiple town departments, and there are presently inadequate funds to prioritize this
project. Funding would be utilized to secure a consulting planning firm to inventory and assess current conditions,
manage stakeholder participation, and develop potential strategies for the community to consider. It is expected that this
project would take 18 months to complete.
RATIONALE
 Recommended in the Plan of Conservation and Development [POCD 13.2.6; 13.2.7; 13.2.8; 13.2.10; 13.3.4]
 Assigned HIGH PRIORITY status [POCD Implementation Committee]
 Greenways have economic value, as reported by American Trails: americantrails.org/resources/economics
 Insufficient resources exist to implement this project; Funding is requested to secure those resources
ANTICIPATED INTRINSIC VALUE:
A bicycle and walking plan will enable the community to be more competitive in leveraging grant funding. As sources of
funds from the federal and state government contract, communities need to position themselves to be more attractive
recipients.
A greenway plan will help the community direct future long-term land conservation in a compelling way. Much of the land
preserved in this community will be as a result of a land-use permitting process. It is important that open space
connectivity is well-integrated into those future decisions, as they present a no cost opportunity to create lasting value.
The process of developing these plans will also have a value. There are many different stakeholders, and these discussions
have not been had with intent. As a result, these groups appear to more frequently be at loggerheads in the social media
realm. This is not a production space for a dialogue about mobility.
ESTIMATED PROJECT COST
POTENTIAL FUNDING SOURCES AMOUNT USES OF FUNDS AMOUNT
CIP (Town) $120,000 Professional services $120,000
General operating (Town) $8,000 In-kind services $8,000
TOTAL $128,000 $128,000
USE OF FUNDS DETAILS
Professional services include: planning / engineering consultant that specializes in transportation planning / mobility;
public participation; document publishing
ANNUAL COST
Project is not anticipated to have an annual cost
SUCCESS METRICS
 Adoption of the plan(s) developed during this process
 Implementation rate

Community Information Signs
OVERVIEW
Social media and the internet have significantly altered the communications landscape for the community. At one time
many of the town’s resident received their information from print media. Today, there are many different places one
might go to search for community events, etcetera. However, none of those tools have the same reach that newspapers
once had.
There is a need to create additional communication tools for the community. One such idea is to install information signs,
using variable message technology, in various places around the community, where the community is most likely to be
engaged.
RATIONALE
 Civic awareness and the ability for the community to communicate information is needed
General operating (Town) $15,000 Project management $2,000
Sign management $8,000
Utilities (annual operating) $2,000
Supplies (annual operating) $3,000
TOTAL $70,000 $70,000
Professional services include: site plan design; permitting; fabrication; installation (e.g., masonry, electrical); IT
integration; public participation
ANNUAL COST
 Project is anticipated to impact annual operations
 Annual costs include utilities, supplies and personnel for sign management
 $13,000 per year is the estimated operating cost
SUCCESS METRICS
 Number of events advertised
 Change in attendance at events
CONCEPT
Cardinal Cushing, Hanover, Massachusetts

Community Meeting Room
OVERVIEW
Stonington town government needs a meeting room that can accommodate more than 100 people. In the mid-2000s, the
Town Hall Meeting Room, which was situated on the third floor, was converted to additional office space to meet the
organizational needs of the administration. This was meant to be a short-term loss, as plans to build an addition to Town
Hall were being developed.
Unfortunately, that project was derailed. A decade later, and no meeting space solution has been identified. Meetings are
held throughout the town, often in spaces that were not designed for meetings. This creates a frustrating situation for
community members, as they often cannot hear the public business that is transacting.
This project involves leasing space, developing a 4,000 square foot meeting room, and then working to leverage this
community asset. As envisioned, this facility can serve as a training room, community meeting room, and space for special
events.
RATIONALE
 Town has not had a suitable public meeting space for over a decade
CIP (Town) $150,000 Lease $150,000
General operating (Town) $190,000 Facility management services $25,000
Contractual $60,000
Materials / Supplies $25,000
Equipment $50,000
Utilities $30,000
TOTAL $340,000 $340,000
Provide equipment for public meetings (e.g., microphones, A/V, cameras, chairs, tables)
ANNUAL COST
Project is anticipated to have an annual cost of $68,000
SUCCESS METRICS
 Percent reduction in “I can’t hear you” comments at Planning and Zoning Commission meetings

Community / Tourism Wayfinding Signs
OVERVIEW
Stonington is fortunate to have many private and non-profit entities that service the community. These entities are a
valuable community asset. Many of these organizations have a need to connect to visitors and guests of the community.
One such way, recommended in the Plan of Conservation and Development, is to better connect these assets. This project
proposes to extend the Connecticut Department of Transportation’s Attraction Sign Program to town-owned roads. Many
of the state wayfinding signs only guide visitors to the town road. This program would close any of the communication
gaps that exist.
RATIONALE
 Recommendation in the Plan of Conservation and Development [POCD 10.4.4]
 Millions of people visit Stonington annually and need to be able to find local attractions
 Stonington receives millions in tax revenue from tourist-related trades
Construction services $180,000
TOTAL $210,000 $210,000
Sign design; Site assessment and location plan; sign fabrication; installation; public participation; project management
ANNUAL COST
Project is not anticipated to have an annual cost. Occasional sign replacement may be required or warranted
SUCCESS METRICS
 Change in visitation at signed attractions

Town-owned Facilities / Operations Plan
OVERVIEW
The town owns multiple properties. There is a need to institutionalize the management and maintenance of town
properties in order to forecast future capital improvement needs, and to prepare for changes in the delivery of services. It
is also important to understand how energy is utilized, and where cost savings can be achieved in daily operations. A plan
is needed to achieve these objectives.
The facilities plan will identify and evaluate each square foot of town buildings to understand the efficiency of the use of
these spaces. The project also will evaluate mechanical systems and whether these systems can be remotely monitored
and controlled, in order to use energy wisely and to compare our operations to other municipalities and private-sector
properties. The data from these instruments will help inform future decision-makers.
RATIONALE
 Recommended in the Plan of Conservation and Development [POCD 11.1, 11.2]
TOTAL $320,000 $320,000
Hire architect to conduct space needs assessment; Hire mechanical engineer to assess equipment needs (e.g., HVAC,
elevators); develop facilities plan; public participation
ANNUAL COST
SUCCESS METRICS
 Post implementation operational savings

Town-wide Historic Resources Inventory
OVERVIEW
Stonington has many historic properties and assets. It lacks a good inventory of these assets, and the last major effort to
document its history was over 30 years ago. There is a need to update these documents, integrate them into the town’s
institutional knowledge framework (e.g., Laserfiche, GIS) and make sure that this information is available for future
generations. The Tool can then be used to help decision-makers and the community understand the depth of assets and
the value that they present to the town, region and state.
RATIONALE
 Recommended in the Plan of Conservation and Development [POCD 7.2, 7.3]
 Assigned a HIGH Priority status [POCD Implementation Committee]
 Stonington Borough was able to complete an inventory of Borough properties
TOTAL $138,500 $138,500
Conduct inventory of historic resources; Digital archiving; Development of historic resource GIS data layers; public
participation; historic resource webpage
ANNUAL COST
Project is anticipated to have a small annual cost (web hosting)
SUCCESS METRICS
 Increase in number of documented historic properties; webpage visits
 Establishment of new National Register historic districts
 Funds accessed via historic preservation tax credits and other programs

Town-wide Sea Level Adaptation Program
OVERVIEW
Stonington is presently working to assess its vulnerabilities should current sea level rise trends continue. As part of the
planning process, the town has been evaluating four risk scenarios to determine what level of adaptation may be
necessary to continue to provide services and maintain infrastructure. While the planning process has not been
completed, there will be a need for funding to implement the recommendations in this plan. This CIP request is to being
made to develop a funding mechanism to enable the community to quickly react to opportunities to implement the plan,
once it is adopted. Resources will be used to leverage other funding sources (e.g., federal, state) whenever possible.
RATIONALE
 Adaptation costs need to be amortized over a long term
TOTAL $560,000 $560,000
Conduct inventory of historic resources; Digital archiving; Development of historic resource GIS data layers; public
participation; historic resource webpage
ANNUAL COST
Project is anticipated to have a small annual cost (web hosting)
SUCCESS METRICS
 Increase in number of documented historic properties; webpage visits
 Establishment of new historic districts
 Funds accessed via historic preservation tax credits and other programs

AREA-SPECIFIC PROPOSALS
Coogan Boulevard Master Plan / Streetscape
OVERVIEW
Coogan Boulevard is an important business location in Stonington. The historic development pattern, which favors motor
vehicles, creates a demand for better signage and communication techniques. Perhaps signage can be coordinated such
that it informs visitors and guests about the quality establishments to be found in this neighborhood without creating
visual clutter that is out of character with the community. This project involves developing a new roadway design and
streetscape that properly accommodates and encourages pedestrian and bicycle modalities.
Funding will be utilized to hire an engineering / planning firm to develop base information (e.g., property lines,
topography, drainage), conduct public visioning workshops, prepare conceptual designs, assess project feasibility and
provide a project manual for future implementation. This investment of time and funding will position this area for future
grant opportunities, or other programs.
RATIONALE
 Recommendation in the Plan of Conservation and Development [POCD 8.1; 8.2; 8.3; 10.1; 10.2; 10.3; 10.4; 10.4.4;
10.4.5;13.2; 13.3]
 Coogan Boulevard is Stonington’s largest business neighborhood. The current land use and transportation patterns
are inefficient, leading to lost revenue (i.e., property taxes), and higher operating costs (e.g., road maintenance,
transit). Much of these impacts can be aligned to the inadequacy of pedestrian and bicycling transportation modes,
which result in a need for low-property value surface parking lots
 Estimated tax inefficiency losses amount to $1,125,000 annually under current town plans, and could exceed $3
million annually under conceptualized master plans
 Assigned MEDIUM PRIORITY Status [POCD Implementation Committee]
 Road serves as a gateway to Stoneridge (top 5 taxpayer) and the proposed Perkins Farm development. The
streetscape improvements will be greatly needed as the traffic flow increases along this desired route
General operating (Town) $35,000 Construction services $400,000
Project management $35,000
TOTAL $785,000 $785,000
Survey; engineering; design; public participation; project manual / bid specifications
ANNUAL COST
SUCCESS METRICS
 There are no readily-available metrics for streetscape improvements, to evaluate the return on investment that can
be anticipated.
 Victoria Transport Policy Institute provides the following context: vtpi.org/walkability.pdf

Coogan Boulevard Wayfinding
OVERVIEW
Coogan Boulevard is an important business location in Stonington. The historic development pattern, which favors motor
vehicles, creates a demand for better signage and communication techniques. Perhaps signage can be coordinated such
that it informs visitors and guests about the quality establishments to be found in this neighborhood without creating
visual clutter that is out of character with the community.
This project involves the development of monument signs to be installed prior to road intersection, within the public
right-of-way. These signs will inform motorists of the venues, businesses, and attractions that can be found on the roads
that branch off from Coogan (i.e., Village Farm, Clara, Maritime). This is a neighborhood-specific version of the town-wide
program contemplated. Project would also include the development and installation of gateway elements along Route 27
at the highway exits and the entrance to Coogan Boulevard.
RATIONALE
 Recommendation in the Plan of Conservation and Development [POCD 10.4.4]
 Millions of people visit Stonington annually and need to be able to find local attractions
TOTAL $311,000 $311,000
Sign design; Site assessment and location plan; sign fabrication; installation; public participation
NOTE: Assumes project is independent of Coogan Streetscape Project
ANNUAL COST
SUCCESS METRICS
 Change in visitation at signed attractions
 New businesses in the neighborhood
 Change in sales at existing businesses

Mystic Streetscape
OVERVIEW
Streetscape improvements are needed in various neighborhoods in the Mystic village area. Many of the roads in this
village have inadequate pedestrian facilities. Improvements would include ADA accessible sidewalks, attractive
landscaping, lighting and additional crosswalks, where practical. This funding would be in support of the findings in the
Mystic Mobility Study and POCD [TASK 13.4.4]
Project is envisioned to address Holmes Street (partial), Cottrell Street, Washington Street (partial), Broadway (partial),
Roosevelt and Williams Avenue (partial)
RATIONALE
10.4.5;13.2; 13.3]
CIP (Town) $3,800,000 Professional services $350,000
General operating (Town) $200,000 Construction services $3,000,000
Construction management $400,000
TOTAL $4,000,000 $4,000,000
Design; public participation; permitting; project manual; construction; project management, construction inspection
ANNUAL COST
SUCCESS METRICS
 Post construction property values

Old Mystic Streetscape
OVERVIEW
Streetscape improvements are needed in various neighborhoods in the Old Mystic village area. Many of the roads in this
landscaping, lighting and additional crosswalks, where practical.
Project is envisioned to address Main Street and Whitehall Avenue (partial)
RATIONALE
10.4.5;13.2; 13.3]
TOTAL $2,125,000 $2,125,000
ANNUAL COST
SUCCESS METRICS
 Post-construction property values

Pawcatuck Waterline Loop
OVERVIEW
The Pawcatuck Waterline Loop is a public safety enhancement proposed for the Route 1 Corridor of Pawcatuck. Presently,
the water distribution network is not interconnected along Route 1 and along the Pawcatuck River. This creates long
“dead end” water lines. The concern is that the failure of this infrastructure could create a safety issue for this
neighborhood and it needs to be resolved. The water line owner, Westerly Water Company, does not have a compelling
business need to create this connection. But for Town of Stonington participation, this project is likely not to happen.
RATIONALE
 Water supply deficiency has been identified by Pawcatuck Fire Department
 Enables additional economic development along South Broad Street in Pawcatuck
TOTAL $56,000 $56,000
Design
ANNUAL COST
SUCCESS METRICS
 Closure of the waterline gap
 New development along Route 1 / South Broad Street

Pawcatuck Streetscape (Route 1)
OVERVIEW
Streetscape improvements are needed in various neighborhoods in the Pawcatuck village area. Many of the roads in this
Project is envisioned to provide a connection from Stonington High School to South Anguilla Road.
RATIONALE
10.4.5;13.2; 13.3]
 Assigned HIGH PRIORITY Status [POCD Implementation Committee]
TOTAL $2,125,000 $2,125,000
ANNUAL COST
SUCCESS METRICS

Pawcatuck Streetscape (Route 2)
OVERVIEW
Streetscape improvements are needed in various neighborhoods in the Pawcatuck village area. Many of the roads in this
Project is envisioned to provide sidewalks along Liberty Street from the West Broad Street intersection to West Vine
Street.
RATIONALE
10.4.5;13.2; 13.3]
TOTAL $4,000,000 $4,000,000
ANNUAL COST
SUCCESS METRICS

Pawcatuck River Greenway
OVERVIEW
The Pawcatuck River Greenway is a conceptual recreational corridor that would run from downtown Pawcatuck to the
North Stonington town line. It’s highest function, however, is to create linkages of community assets, neighborhoods and
businesses. One way that it can effectuate this value is through the development of trails to connect these assets. This
project involves securing funding to inventory public and semi-public properties along the corridor and to find short-term
and long-term arrangements for these connections.
RATIONALE
 Recommend in the Plan of Conservation and Development [POCD 6.1, 6.2, 6.3; 10.4.4]
TOTAL $2,100,000 $2,100,000
Survey, design, public participation, construction
ANNUAL COST
SUCCESS METRICS
 Miles of trail created
 Trail usage
 New business located along trail and at trail termini

Pawcatuck River Pedestrian Bridge
OVERVIEW
Over three decades ago the Pawcatuck Joint Development Task Force had a vision to create a pedestrian connection
between Pawcatuck and Westerly at the end of Coggswell Street, a dead end road. This was seen as a major economic
development opportunity. But, the project withered under the stresses of such an endeavor. This idea and project has
been resurrected, particularly as new state and federal initiatives have been developed to link land use development to
high-value transportation infrastructure. Downtown Westerly’s train station is one of the targeted investment areas and
conversations have been had with various officials about increasing the connectivity of this station to resources in
Connecticut. This pedestrian bridge will create a critical link from the Train Station to this underdeveloped part of the
community.
RATIONALE
 Recommended in the Plan of Conservation and Development [POCD 10.4.4; 13.2.9]
 Recommended in past Pawcatuck development plans
 Enables transit connectivity to Westerly Train Station (Transit-Oriented Development)
 Creates important pedestrian loop to improve business viability in downtown Pawcatuck
Annual maintenance $20,000
TOTAL $815,000 $815,000
Survey; design; public participation; construction
ANNUAL COST
Bridge maintenance and inspection
SUCCESS METRICS
 Bridge installation
 Number of bridge users (annual)
 Business retention in downtown Pawcatuck
 New businesses in downtown Pawcatuck
 New housing units in downtown Pawcatuck
 Change in property values

Pawcatuck Hurricane Barrier Study
OVERVIEW
In the 1960s in response to significant flooding resulting from the 1955 Hurricane, the Army Corp of Engineers developed
a levee and gate system for the manufacturing core of Pawcatuck (85, 99 and 100 Mechanic Street). This project was a
significant endeavor. 50 years later it is still functioning, however it is being called on for a different role: to remove flood
insecurity relative to the FEMA flood insurance program. When the project was initially developed, flood insurance did
not exist.
$9 million in real estate and $1.6 million in personal property is protected by the flood barrier. However, properties and
businesses located behind the barrier are not exempted from flood insurance requirements. The town presently earns
$195,000 in tax revenue from properties and businesses located in this neighborhood, with over 50% vacancy of the
commercial and industrial spaces.
Can this barrier system be utilized to exempt properties located within it from being required to comply with flood zone
regulations and insurance requirements? This question requires a comprehensive study by a qualified engineering
consulting firm. It is estimated that this project will take 12 months to complete.
RATIONALE
 Recommendation in the Plan of Conservation and Development [POCD 3.3.5; 3.3.9; 14.6.3]
 Leverage existing flood barrier facility to enable economic development via cost savings (flood insurance)
TOTAL $120,000 $120,000
Engineering consultant; public participation; publication
ANNUAL COST
SUCCESS METRICS
 Completion of study
 Implementation of study results
 New business that locates within the area covered by the barrier
 Change in value of real estate within the area covered by the barrier
 New tax revenue created

Stonington Gateway Project
OVERVIEW
North Main Street serves as an amazing entrance way into the community from Interstate 95. Visitor’s first impressions
are made when they access this road, travelling south towards Stonington Borough. Presently, almost all of the shade
trees located within the Town right-of-way are dead or dying. This creates an eyesore that should be addressed. A simple,
low-cost solution is to remove the offending trees. That will result in a lost aesthetic value, for which residents and visitors
will mourn, as this gateway is a cultural feature as much as a natural/environmental feature.
To mitigate this anticipated loss, it is proposed that the Town hire a landscape architect to develop a plan that results in a
sustainable gateway. The project would also include design of gateway signage, to raise awareness about the access to
Stonington Borough. Funding would then be used to implement the plan.
RATIONALE
 Recommendation in the Plan of Conservation and Development [POCD 8.1, 8.2, 8.3, 10.1, 10.2, 10.3, 10.4]
 Stonington Borough is an attractive high-value neighborhood, which appeals to visitors. Marketing the neighborhood
to would be customers is a valuable economic development activity that will help to retain existing businesses,
attract new businesses and retain the overall economic value of this area.
Project Management $5,250
TOTAL $65,250 $65,250
Landscape design; sign design; public participation; materials; installation
ANNUAL COST
SUCCESS METRICS
There are no readily available metrics for the creation of attractive gateway advertising and marketing. Potential metrics
include:
 Change in Average Daily Traffic (ADT) over the viaduct
 Change in business sales volume
 Change in number of businesses
 Change in real estate transactions per square foot
 Change in commercial rent rates per square foot

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