Author Archives: Howard Margules

Op-Ed: After HROD Defeat, Some Thoughts on Improving Old Lyme’s Approach to Managing Major Projects Going Forward

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Editor’s Note: We originally published this op-ed submitted by Howard Margules of Old Lyme on July 12, 2024. After the 4-1 defeat of the Halls Road Overlay District proposal by Old Lyme’s Zoning Commission last Monday (April 14), several members of the Halls Road Improvement Committee, including its former chair Edie Twining—who resigned yesterday—suggested republishing it as a constructive contribution to the discussion regarding how to move forward from this point.

Is a Town Planner the Answer?

Our town’s major projects—Halls Road, sewers, Shoreline Gateway, and Affordable Housing—are all vital to our town’s future economic viability. 

They also share something else in common: they have been “works in process” for quite a while, and all remain unfinished. It is important to point out that these projects have been ongoing across multiple administrations, regardless of which political party is in power; so this is not a partisan issue but one that crosses party lines. 

Why do these projects take so long to complete, and what can be done to expedite them?

Over the last ten years I have been involved, one way or another, in most of these projects. 

I am a current member of both the Halls Road Improvement Committee and the Planning Commission and the former Chair of the Economic Development Commission. Thinking back on my front-row experiences has led me to some observations on those questions and suggestions for improving timely project completion.

Relying on Volunteers

Our town is very fortunate to have a motivated, engaged volunteer corps staffing our town Boards, Committees and Commissions. I have worked with good people from both parties, and I have been generally impressed with the competence, knowledge and commitment they bring to the job. And, they are doing this work for “free.” 

But, there are issues with relying on volunteers. 

First, there is a town requirement that the Boards and Commissions be balanced politically. This occasionally leads to appointments made simply to fulfill the political balance requirement rather than appointing the most qualified individual.

Additionally, there have been instances where the Committee or Board Chair has had no input in the selection, or, objected to the appointment, but was overruled, even though the person appointed was not the best candidate. 

Second, our town relies almost solely on volunteers to address some very complex projects which often require specific expertise and knowledge that may be absent in our volunteers. 

Additionally, most Boards and Commissions only meet once per month, which is acceptable for routine issues but inadequate for addressing major complex projects. 

Finally, it is also difficult to put too much pressure or expectations on volunteers since they can always elect to just bow out. Relying almost totally on volunteers makes it hard for the town to complete major projects successfully in a timely fashion.

Low Accountability

Many municipalities, especially larger ones, employ a full- or part-time professional planner, to lead major projects. They are professionals with the expertise required to address the complex issues major projects raise. Most importantly, they are held accountable as professionals for completing projects. 

Currently, we don’t have the structure or ability to hold any one person accountable. Accountability gets more complicated given the number of Boards and Commissions involved, various interests that have to be satisfied, and political agendas that occasionally get in the way.

Lack of Collaboration

All of these major projects require approvals from multiple Boards and Commissions Typically, this is done sequentially. One Board or Commission generates proposals that then require approval from another body. Of course, it is natural then for everyone to want to add their two cents. 

The sequential review and approval process frequently leads to varied opinions, occasionally to conflicts, and thus delays. Each set of potential conflicts must be resolved in sequence, drawing out the process and the projects unnecessarily. 

In my view, it would be more beneficial to provide a mechanism for the Boards and Commissions to collaborate initially, perhaps reaching broad consensus and some level of buy-in before the official approval process. 

The Board of Selectman should form a specific project committee for each major effort. We do have some such now, but they do not include representatives of the bodies that will have to provide approval later on. 

The relevant Boards and Commissions or representatives of those bodies need to be involved early in the project, if not from its inception. 

Relevant Expertise

Expert advice (engineering, law, environmental science, design, etc.) is required for these major projects. We are very fortunate in Old Lyme to have a wide range of skills represented in our citizenry and we have benefitted from their help over many years. 

Unfortunately, those with the most relevant skills are often still working, raising children, etc. and have little time to volunteer. We can take advantage of these local skills where they are available, but major projects need consistent and constant expert input, even if it means we must hire professionals to assist.  

Even to manage the work of hired experts can require Board or Commission members to climb a steep learning curve.This is another area in which a professional planner could be very helpful.

Leadership

Finally, these complex projects require engaged leadership from the Board of Selectmen. The Board of Selectmen needs to assist with coordination, monitoring, oversight, timetables, expense control, lobbying public officials for funding, and commit to completing projects on time and on budget.

Our town will face more challenges going forward. If we are to successfully face these challenges and secure our economic future, we need to enhance our approach to supporting and managing major projects.

Letter to the Editor: Are Old Lyme Residents Being Overtaxed? Demand Answers to Why Town Surplus Fund is so High, How it Impacts Tax Rates

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To the Editor:

Are the residents of Old Lyme being overtaxed?  I would bet that most residents probably believe that our property taxes are relatively reasonable compared to other CT towns, but is that really correct? To try and find an answer to that question I Took a look  at the town budget.

Reviewing the budget, the first thing that jumps out is that our “Unassigned Surplus Account” (UAS.) UAS is high. What does that mean and why is it important? Our town’s budget allocates funds for specific purposes. If revenues exceed expenditures that have already been accounted for, the town may assign the excess funds into an account titled an “unassigned surplus”.  Think of it as a “rainy day fund” designated for unusual or unexpected expenditures. Our town’s current  UAS is about 15 million dollars representing about30 % of the town’s total revenue.

Is 30 the right number or Is it excessive? Instead of maintaining a large surplus should the money be returned to the taxpayers in the form of lower taxes in the future or used to fund capital projects or some combination of the two?

How does our UAS compare to other CT towns?  In 2020 The Office of Legislative Research for CT indicated the UAS number for CT. ranged from 0.1% for Stamford to 39.6% for Warren. The state auditors recommend that Connecticut towns aim for a surplus of 16%.

Why is ours on the high side? The reason given for keeping a high UAS is that in case of a catastrophic storm, that either temporarily or permanently wipes out our beach communities, our tax revenues will shrink.  Even if that is correct, it is also true that in those circumstances our services and expenses would likely also decrease. Is it also reasonable to anticipate that FEMA or the state would compensate us for some portion of catastrophic losses? Other shoreline towns like Clinton and Old Saybrook, that have equal or greater risks than Old Lyme, maintain lower UASs. Why? How did the Town of Old Lyme determine that 30% is the optimal percentage? What was the formula or methodology employed to arrive at that number? Old Saybrook has a target of 15%, and if the UAS exceeds that amount, they have a plan in place to reduce it. They don’t let it continuously grow.

I realize the town faces some significant new upcoming capital expenditures, but that does not seem to explain why we have built up this level surplus over the last few years even before these projects were approved.

Alternatively, did the town look at possibly obtaining catastrophe insurance, limited to reimbursement for the loss of  tax revenue, rather allocating millions of dollars to surplus? It might be a more economical solution.

Does a 30% surplus represent fiscal responsibility or irresponsibility? I don’t have the answers, but you may want to demand answers on the level of surplus and its impact on tax rates before deciding if you are being overtaxed.

Sincerely,

Howard Margules,
Old Lyme.

Op-Ed: Support HROD—Inevitable Halls Rd. Will Change, Optional Overlay Positions Old Lyme to Better Manage Its Future: Other Choice is Leave it to Chance

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Editor’s Note: This op-ed is a response by Howard Margules to the op-ed by Jill and Russell Todd, which we published Feb. 5, 2025 on LymeLine.com. Margules is an Old Lyme resident and member of the Halls Road Improvements Committee.

Thank you for your interest in the Halls Road Overlay District (HROD) zoning proposal—I would like to address your concerns:

Developers Overstepping

You indicated that developers will take advantage of the HROD. The opposite is true. The HROD was designed to incorporate strict guidelines that currently do not exist. Large parcels of Halls Road are up for sale and we are likely to see new construction, especially on the very dated Hideaway side of the road. Developers will have to comply with the current zoning regulations, but they will still have significant leeway, and they easily focus on the needs of the highway travelers rather than on the needs of our residents. Halls Road could wind up looking like the sprawl similar to the four corners of East Lyme. The HROD guards against this. Our goal is to ensure new construction will be consistent with the architecture of Lyme Street. The HROD provides strict guidelines and offers an additional layer of protection that currently is absent in our regulations.

Design Review Board

You indicated there is no guard rail for the Design Review Board. The Design Review Board actually is a guard rail. It will consist of professional architects, whose task is to ensure that new construction is consistent with the architecture on Lyme Street, and not some typical cookie-cutter project. Its sole purpose is to provide oversight, and it exists only when the HROD exists. But it only acts in an advisory role to the Zoning Commission. Zoning has the ultimate authority and is the ultimate guard rail.

Zoning Rubber Stamp

The Zoning Commission has been anything but a rubber stamp. The initial HROD application was rejected, and It has now been revised in order to address their multiple concerns. Zoning Commission members have taken their job very seriously and spent a tremendous amount of time and effort delving into the complexities of the HROD. All of the members of the commission are both very experienced and extremely knowledgeable about zoning issues. The HROD has also been scrutinized and approved by the Old Lyme (OL) Board of Selectmen and the OL Planning Commission (who also originally rejected it), as well as receiving the endorsement from the OL Economic Development Commission.

Septic Systems

You are correct that new septic systems might eventually have much greater capacity. But for the foreseeable future, redevelopment will be confined to the larger parcels. Most of the lots fronting Halls Road are only one or two acres and that makes them less attractive to develop. Keep in mind Halls Road is less than a mile in length.

Parking

Parking continues to be a significant restraint to over-development, and I would assert that parking is a major expense. So yes, the HROD does allow free-standing parking garages, provided they are built at least 120′ from the lot’s frontage. They are under the same size limitations as any other building: three (3) stories, 35 ft. max., 20,000 SF footprint max. They are also under the same Design Review Board scrutiny, and must be designed creatively to pass muster. The size is small for a parking garage. It might be profitable in a major city, but it is unlikely to be built in Old Lyme. The cost per space is very, very high at this small scale. Cost considerations can change over time (even car sizes, as some of us know), so garages are permitted, even if currently unlikely. 

Exaggerated Renderings

The renderings you saw at the Open House were used as the basis for creating the overlay zone. We provided Zoning with additional detailed drawings in order to assist them in picturing the actual dimensions. The longest buildings on both Lyme Street and Halls Road range from 147 ft. to 488 ft. Hence a 200-ft. building is in line with the proportions of existing buildings in town.

The Open House renderings were derived from scaled AutoCAD files and generated to envision what a town center could look like, not actual proposals. All new construction will have to conform to the HROD guidelines. The Architectural Review Board will make recommendations and Zoning will make the final decision. We realize there are renderings circulating that depict large “cookie-cutter” buildings. These are not what we are proposing.

Our Future

Halls Road is going to change since large parcels are up for sale. Our choice is to leave it to chance, allowing commercial developers to build projects that serve highway travelers or to provide incentives for future development that meet the commercial and cultural needs of our community, including alternative housing options especially for seniors looking to downsize and young people who cannot afford single family homes.

Introducing the optional overlay will position our town to better manage its future. The HROD proposal contains specific features that the residents told us they desire including: a vibrant, walkable and attractive town center, alternative housing options, a bike trail, safe streets, and a sustainable commercial center focused on the local community.

My guess is we both have the same goals in mind. But feel free to contact me if you still have any questions or concerns.

Op-Ed: Old Lyme Needs to Do Better on Major Projects

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Editor’s Note: This op-ed was submitted by Howard Margules of Old Lyme. 

Our town’s major projects—Halls Road, Lymes’ Senior Center, Sewers, Shoreline Gateway, and Affordable Housing—are all vital to our town’s future economic viability. 

They also share something else in common: they have been “works in process” for quite a while, and all remain unfinished. It is important to point out that these projects have been ongoing across multiple administrations, regardless of which political party is in power; so this is not a partisan issue but one that crosses party lines. 

Why do these projects take so long to complete, and what can be done to expedite them?

Over the last ten years I have been involved, one way or another, in most of these projects. 

I am a current member of both the Halls Road Improvement Committee and the Planning Commission and the former Chair of the Economic Development Commission. Thinking back on my front-row experiences has led me to some observations on those questions and suggestions for improving timely project completion.

Relying on Volunteers

Our town is very fortunate to have a motivated, engaged volunteer corps staffing our town Boards, Committees and Commissions. I have worked with good people from both parties, and I have been generally impressed with the competence, knowledge and commitment they bring to the job. And, they are doing this work for “free.” 

But, there are issues with relying on volunteers. 

First, there is a town requirement that the Boards and Commissions be balanced politically. This occasionally leads to appointments made simply to fulfill the political balance requirement rather than appointing the most qualified individual.

Additionally, there have been instances where the Committee or Board Chair has had no input in the selection, or, objected to the appointment, but was overruled, even though the person appointed was not the best candidate. 

Second, our town relies almost solely on volunteers to address some very complex projects which often require specific expertise and knowledge that may be absent in our volunteers. 

Additionally, most Boards and Commissions only meet once per month, which is acceptable for routine issues but inadequate for addressing major complex projects. 

Finally, it is also difficult to put too much pressure or expectations on volunteers since they can always elect to just bow out. Relying almost totally on volunteers makes it hard for the town to complete major projects successfully in a timely fashion.

Low Accountability

Many municipalities, especially larger ones, employ a full- or part-time professional planner, to lead major projects. They are professionals with the expertise required to address the complex issues major projects raise. Most importantly, they are held accountable as professionals for completing projects. 

Currently, we don’t have the structure or ability to hold any one person accountable. Accountability gets more complicated given the number of Boards and Commissions involved, various interests that have to be satisfied, and political agendas that occasionally get in the way.

Lack of Collaboration

All of these major projects require approvals from multiple Boards and Commissions Typically, this is done sequentially. One Board or Commission generates proposals that then require approval from another body. Of course, it is natural then for everyone to want to add their two cents. 

The sequential review and approval process frequently leads to varied opinions, occasionally to conflicts, and thus delays. Each set of potential conflicts must be resolved in sequence, drawing out the process and the projects unnecessarily. 

In my view, it would be more beneficial to provide a mechanism for the Boards and Commissions to collaborate initially, perhaps reaching broad consensus and some level of buy-in before the official approval process. 

The Board of Selectman should form a specific project committee for each major effort. We do have some such now, but they do not include representatives of the bodies that will have to provide approval later on. 

The relevant Boards and Commissions or representatives of those bodies need to be involved early in the project, if not from its inception. 

Relevant Expertise

Expert advice (engineering, law, environmental science, design, etc.) is required for these major projects. We are very fortunate in Old Lyme to have a wide range of skills represented in our citizenry and we have benefitted from their help over many years. 

Unfortunately, those with the most relevant skills are often still working, raising children, etc. and have little time to volunteer. We can take advantage of these local skills where they are available, but major projects need consistent and constant expert input, even if it means we must hire professionals to assist.  

Even to manage the work of hired experts can require Board or Commission members to climb a steep learning curve.This is another area in which a professional planner could be very helpful.

Leadership

Finally, these complex projects require engaged leadership from the Board of Selectman. The Board of Selectmen needs to assist with coordination, monitoring, oversight, timetables, expense control, lobbying public officials for funding, and commit to completing projects on time and on budget.

Our town will face more challenges going forward. If we are to successfully face these challenges and secure our economic future, we need to enhance our approach to supporting and managing major projects.

Letter to the Editor: Conclusions Being Reached on Halls Rd. Project Without Understanding Facts

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To the Editor:

It is very frustrating to see people reaching conclusions about Halls Road without obtaining the facts.

The town is not hiring a developer!. Property owners can choose to keep their buildings right where they are and not move them.The overlay is an option that they take advantage of or not. If they do choose it, they pick a contractor not the town.

The Halls Road Improvement Committee has no authority. All decisions are made by the [Old Lyme] Board of Selectmen (BOS) and Board of Finance. There is no opportunity for a conflict of Interest by members of the HRIC since they do not make any decisions. They just advise the BOS.

The pedestrian bridge will be paid for by grants. True, all state taxpayers contribute to funding  grants, but do we want our money to fund projects in Fairfield county or stay in Old Lyme?

Please see the town website to get the facts. Go to boards and commissions, HRIC and see the Q&A and the update.

Thanks.

Sincerely,

Howard Margules,
Old Lyme.

Editor’s Note: The author is a member of the Halls Road Improvement Committee.