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HomeMy WebLinkAbout2021_02_09 Town Board Meeting Packet F 4i,92i 9 O p Z U.1 m x M I- x •FOUNDED 1661 • TOWN OF MAMARONECK TOWN BOARD AGENDA Tuesday, February 9, 2021 6:00PM TOWN BOARD WORKSESSION: Work Sessions of the Town Board are public meetings. Members of the public are able to view the meeting on cable access television (Optimum 75, 76 & 77 or Verizon Fios 34, 35 & 36) or on https://lmcmedia.org/; however, there is no public commentary. Opportunity for public comments will be provided during the regular Town Board meetings when citizen comments are requested or when public hearings are held. 1. Presentation - AKRF Review of Floor Area Ratio Law 2. Review - Scope of Comprehensive Plan 3. Review - Local Law Re: Sensitive Positions 4. Discussion - Study of Possible Amendments Town Cellular Antenna Law 5. Discussion - Sanitation Commission 6. Update - Town Administration Recruitment 7. Training of Land Use Boards 8. New Business 9. Request for Executive Session Any physically handicapped person needing special assistance in order to attend the meeting should contact the Town Administrator's office at 381-7810. Page 1 of 22 Altieri, Stephen From: Peter Feroe <pferoe@akrf.com> Sent: Friday, February 5,2021 2:57 PM To: Altieri,Stephen Subject Neighborhood Character(FAR) Steve, AKRF and MUD Workshop(the "Consultant Team")understand the Town Board wishes to address a growing community concern regarding the scale of newly constructed single-family homes. In many cases,these new homes are larger or of substantially different character than the ones they replace. As we initiate work on the Town's Comprehensive Plan, it is opportune timing to identify and implement strategies to address this concern. Below,we outline our proposed approach for working with the Town Board on this issue. Identification of Issues Our first task would involve reviewing recent construction,or approved construction plans that have elicited community concern. The Consultant Team would rely on the Town Board to provide the residential location (address), approved construction plans and the administrative history preceding approval of the housing(i.e., any Planning Board or Zoning Board meetings,hearings,and resolutions). The Consultant Team would evaluate compliance with existing regulations and identify where divergence exists. Best Practices Review In parallel,the Consultant Team would review"best practice"strategies that address similar issues of residential neighborhood character. We would identify a range of approaches,evaluate their effectiveness and identify potential ancillary effects of implementation. Scenario Building Drawing from local examples and the "best-practices" review,the Consultant Team would identify strategies to address the character of new construction in the Town and present illustrative scenarios that demonstrate the potential effects,benefits and limitations of those strategies. The Consultant Team anticipates refining the strategies with the Town Board at two or three meetings. Implementation Once the Town Board selects a preferred approach,the Consultant Team would draft policy/regulatory language for evaluation by the Town Board. The Consultant Team would then work with the Town Board through the implementation process, including necessary public hearings and SEQRA review. Peter Feroe,AICP Senior Technical Director I Planning AKRF,INC. Environmental, Planning,and Engineering Consultants 34 South Broadway,Suite 401 I White Plains,NY 10601 P)914.922.2370 I F)914.949.7559 www.akrf.com 1 Page 2 of 22 From: Peter Feroe <pferoe@akrf.com> Sent Wednesday, February 3, 2021 4:20 PM To: Seligson, Nancy Cc: Shachi Pandey Subject: Mamaroneck Comprehensive Plan: Revised Scope Attachments: MMK_Comp Plan_Revised Scope_2021-02-03.pdf Nancy, Attached is our proposed revised scope. The revised scope reflects the timeline and process presented to the Town Board and was updated from our original (Feb 2020) scope to reflect the realities of the post-covid world as well as the Board's priorities. We estimate the changes requested in this scope would cost an additional $14,800;bringing the total Comprehensive Plan cost to $184,800. Below we have broken out the costs associated with the material changes to the original scope. We'd very much appreciate your feedback on the revised scope and budget. Material Changes to Scope • Assume "virtual" meetings ($0) • Cut one Town Board and two Steering Committee meetings(-$1,200) • Replace "On-line Interactive Mapping via Map Social or GitHub" with Integrated on-line engagement platform including additional features like "ideas wall", "polling" and more for a more robust online engagement. (+$4,500) • Add additional community meeting; the, "Community Launch" event before first Town Hall (+$6,700) • Physical "meeting in a box" eliminated in favor of digital tools ($0) • Web-based(trackable/searchable) Final Comprehensive Plan(+$4,800) Thank you, Peter AKRF, INC. Environmental, Planning,and Engineering Consultants Peter Feroe,AICP 34 South Broadway,Suite 401 I White Plains, NY 10601 Senior Technical Director I Planning P)914.922.2370 I F)914.949.7559 www.akrf.com 1 Page 3 of 22 Town of Mamaroneck Comprehensive Plan:REVISED Consultant Scope of Work AKRF, Inc. and MUD Workshop (the "Consultant Team") are pleased to provide this REVISED Scope of Work to assist the Town of Mamaroneck in preparing a Comprehensive Plan.This Scope of Work has been revised from the original, contracted, Scope based on the new social and physical realities of conducting public outreach during the Covid-19 pandemic and based on input received from the Town Board subsequent to the adoption of our existing Scope of Work. Of particular note, unless otherwise specified in this Scope, "meetings" should be considered "virtual meetings" that will be conducted via ZoomTM or TeamsT'". The Consultant Team understands that the Town seeks a "policy-based" vision document that reflects the community's goals through a lens of resilience and sustainability with respect to community character, future land use and development (including, homes, commercial corridors, businesses, and open space); recreation; mobility; government and community services. To develop the Comprehensive Plan, the Consultant Team proposes a wide-reaching and robust public engagement process, such that stakeholders ranging from Town residents to elected officials are encouraged to take an active part in drafting a "People's Comprehensive Plan." The resultant goals set forth in the Comprehensive Plan will then reflect desires and concerns of all stakeholders and will be based on a consensus decision-making process. The Scope of Work detailed below outlines, in broad terms, the role of the Consultant Team during the Comprehensive Plan Process. The Consultant Team understands that the planning process will be fluid and will work with the Steering Committee and the Town to allow flexibility in setting the precise duration, sequence, and timing of important milestones. Nevertheless, this Scope of Work, together with the associated fee for completing this Scope, serves as the best understanding of the Consultant Team's role at this time. Should material changes to the scope be required that affect the timing and budget of the Consultant Team's effort, a written request for amendment would be presented to the Town for its review and approval. To help organize the scope, the various tasks are grouped into four phases. These phases, while presented separately,would overlap,both in terms of chronological order as well as substance. A. INITIATE The "Initiate" phase kicks off the planning process. During this approximately two- to three-month phase, the Consultant Team will work with the Town Board and Steering Committee to fmalize a project timeline and public outreach plan. Town Board Kick Off The Consultant Team will attend two meetings of the Town Board. During the first meeting, the Board would formally launch the Comprehensive Planning Process and introduce the Comprehensive Plan Steering Committee.The Consultant Team will make a brief presentation outlining the planning process and the anticipated overall project schedule and emphasize the opportunities for public participation in the Plan's development. The Consultant Team will prepare a brief presentation for this meeting, and provide a copy for review and feedback to the Supervisor and Chair of the Steering Committee prior to the meeting. The second meeting is described below. Steering Committee Meetings The Consultant Team would budget for two Steering Committee Meetings during this phase. Steering Committee Meeting#1: At the first meeting, it is anticipated that the Consultant Team will present a draft project timeline and draft Public Outreach Plan to the Committee. The Committee will be requested to provide preliminary feedback on the timeline and outreach plan at the meeting and final comments via Slacken or a similar platform within the next week. The Public Outreach Plan will have three main components. The first component of the Public Outreach Plan is a list of key community stakeholder groups(and the primary contact person)with whom targeted outreach will occur.As identified in the RFP,these groups will include the Town's Boards and Commissions, the School District, the Villages, and DRAFT 1 02/03/2021 Page 4 of 22 Town of Mamaroneck Comprehensive Plan: AKRF Scope of Work neighborhood associations.Other groups, such as faith groups, business groups, civic organizations, etc. may also be identified. The Consultant Team will look to the Steering Committee to provide their review of the list and then seek the approval of the Town Board. The second component of the Public Outreach Plan will include a brief description of engagement methods(phone interviews, individual or group meetings,etc.)and key dates. The third component of the Public Outreach Plan will show a pairing of specific outreach strategies with each stakeholder group, and listing target dates for general community engagement meetings. As such, the Public Outreach Plan will necessarily, and naturally, merge within the overall Timeline for the Comprehensive Planning Process. At the first Steering Committee Meeting, the Consultant Team will also present the draft organization for the digital engagement platform(e.g., website,mapping and feedback systems,content management). Steering Committee Meeting #2: At the second Steering Committee meeting, the Consultant Team will present the final Timeline and Public Outreach Plan and a working draft of the project's digital outreach platforms. The Consultant Team will set up a website dedicated to the Mamaroneck Comprehensive Plan on a user-friendly content management system. Given the predominantly virtual nature of the planning process, the Consultant Team recommends a more robust, integrated, and user friendly on-line system. To the degree possible, we will design the website with a responsive layout that will display well on mobile devices, laptops and computers. Although the final menu items for the website will be determined in consultation with the Steering Committee, we anticipate the content will provide stakeholders and community members information on the Comprehensive Plan schedule, the planning process and the latest public documents. The website will also be a central platform for dissemination of information regarding community outreach efforts. It will have a visual calendar for events and will track and update discussions from each outreach effort.There will be a dedicated community engagement section on the website to collect feedback. In addition to ongoing feedback, if directed by the Steering Committee, the website will host an online survey, as well an interactive mapping tool. These will allow for both statistical data collection and analysis as well as place- based input. The Consultant Team will be responsible for procuring the domain name, hosting the website and for webpage maintenance during the contract period, after which, we will transfer the website to the Town of Mamaroneck with a guidance sheet for updates and maintenance. Social Media: Given that each of the three most popular social media platforms - Instagram, Twitter, and Facebook - serve different purposes and (often) audiences, the Consultant Team can use all three platforms for promoting the Comprehensive Plan. However, we recommend that the Project utilize Instagram and Facebook as the primary platforms as they allow for sharing work-in- progress whereas Twitter is a platform to facilitate short discussions. These platforms will primarily be used to generate excitement about the process, reach a much wider geography and younger demographic, as well as advertise all opportunities for feedback. The Consultant Team will provide content and graphics for each of these platforms so the Steering Committee/Town can periodically post updates using their own personal handle and / or the Town's official handle for these platforms. Town Board Meeting Upon finalization of the outreach plan and timeline with the Steering Committee, the Consultant Team will lead a presentation at a Town Board meeting outlining the key components of this plan. This presentation will serve the purpose of generating publicity for the Comprehensive Planning process, specifically highlighting the ways in which public input is being sought. Community Comprehensive Plan Launch The Steering Committee and Consultant Team will officially launch the Comprehensive Planning Process during a special, stand-alone, community meeting. This meeting will be used to familiarize the community 02/03/2021 2 DRAFT Page 5 of 22 Town of Mamaroneck Comprehensive Plan:REVISED Consultant Scope of Work with the Planning Process, public outreach plan and approach and channels of communication. The Consultant Team will provide an overview of the existing comprehensive plan framework to the community and conduct a listening session in a "town-hall" format where participants will be invited to express their own priorities for the Plan. This "Launch" event will help raise the visibility of the Comprehensive Plan, especially given the virtual nature of the launch. Review Existing Plans The Consultant Team will review the relevant features and recommendations of the Town's relevant existing planning documents. While this review would not be resource intensive, it is critical to establishing a shared baseline of information and will likely serve to guide future policies for the Comprehensive Plan. Collect Existing/Historical Data The Consultant Team will collect available accurate public data from reliable sources(noting that there arc issues with the accuracy of the 2010 Census data for the Town of Mamaroneck and adjacent jurisdictions), summarize and, where appropriate, map existing conditions and historic data that will inform the planning process. Data will be collected at three scales: unincorporated Town, the whole Town inclusive of the Villages, and Westchester County. Data for `benchmark' communities (e.g., Rye City, Scarsdale, and Pelham)will also be collected. Primary areas of data collection and analyses will include: • Demographics(e.g.,total population,age distribution, income distribution) • Housing(e.g.,number of units,tenure,type,price) • Employment(e.g.,professions of Town residents;employment opportunities in Town) • Travel(e.g.,mode of transportation,commute time) • Economy(e.g.,commercial&residential tax base,and market information as described below) • Public school enrollment (e.g., enrollment trends over time, specifically within newly constructed multifamily buildings) The Consultant Team will prepare base maps that depict the existing built condition of the Town, land uses, topography, transportation, and other salient community features, such as waterbodies, Town, County and State parks and open space, natural resources, flood zones, and anticipated sea level rise. Similar to the review of previous planning documents,this exercise will not be resource intensive.Current data acquisition and summary tools have dramatically shortened the amount of time required to obtain this data. While the Town may choose not to present this data in the main body of the Comprehensive Plan, understanding the current status and recent trends with respect to key Town characteristics is critical for engaging in a transparent and meaningful comprehensive plan making process with stakeholders and for realistically setting future goals and aspirations. B. ENGAGE This phase of the Comprehensive Planning Process, which will occur in months 3 through 7, will focus on engaging the community around a set of goals and objectives that will guide the Town's decision-making over the next decade. Informed by existing and historical data, the Town's previous planning studies, and the themes identified in the RFP,the Engage portion of the Planning Process will solicit feedback from the community on goals for the Town's future. Steering Committee Meetings The Consultant Team has budgeted for three Steering Committee meetings during this phase. It is anticipated that the three meetings will: 1) Reflect on the baseline data on the Town's existing conditions and prepare for the 1st Town Hall meeting; 2)Reflect on the feedback received at the Town Hall meeting, review draft outreach materials,and prepare for the community stakeholder meetings; and,3)Reflect on the preliminary community stakeholder meetings and review feedback provided through the Plan's website. Town Hall Meeting/Workshop The Consultant Team will prepare for, help lead, and create a summary of one "Town Hall"-type meeting during this phase.The Town Hall meeting will occur early in the"Engage"phase and will serve as a second DRAFT 3 02/03/2021 Page 6 of 22 Town of Mamaroneck Comprehensive Plan: AKRF Scope of Work opportunity to formally introduce the Comprehensive Planning Process to the community. The nature and structure of the event will be determined by the Steering Committee and will be based on the latest public- health guidance. The goal would be to allow the public to provide feedback on the Town's existing conditions, the attributes of the Town they most value and those attributes that could be enhanced. The workshop will also solicit feedback on the Comprehensive Plan goals. Boards, Commissions, Local Groups and Organizations, etc. The Consultant Team will prepare for, attend with representatives from the Steering Committee, and summarize up to six meetings with key community stakeholder groups identified in the Public Outreach Plan. We will prepare a summary of each meeting, including the attendees and the major talking points, and include these summaries as appendices to the Comprehensive Plan. Rather than having separate stakeholder-group specific meetings, we propose conducting issue-based stakeholder engagement meetings, which will likely include representatives from various stakeholders groups and invite discussion on a particular topic. As part of this effort, the Consultant Team would work with the Town and the Steering Committee to engage economically disadvantaged and other members of the community that may not participate in typical outreach activities. We also recommend that the Steering Committee or Town Board conduct additional outreach sessions on their own,without representatives from the Consultant Team.As discussed below,the Consultant Team will develop outreach content and guidelines for Steering Committee members to conduct outreach with groups they represent. Using this content, and memorializing the meeting in accordance with a uniform reporting tool,will enable a wider cross-section of the community to be reached within the allocated budget. Ongoing Engagement Activities During the Engage portion of the process, the Consultant Team will prepare content for ongoing feedback and targeted community engagement activities. • Integrated On-Line Engagement Toolkit — The Consultant Team will design and maintain an interactive engagement platform for the contract period, which will also host a variety of workshop tools to engage stakeholders and community during remote outreach. This platform will provide information on the Project's timeline, opportunities for public engagement, and information and analyses that are produced during the planning process. A dedicated email address will collect feedback from website visitors and will allow members of the community to submit messages to the Steering Committee.The Consultant Team will monitor and summarize the e-mails received as well as share the full transcripts of the e-mails with the Steering Committee. In case the Town of Mamaroneck maintains a Facebook page, the Consultant Team will periodically provide content and graphics for updating the Facebook and other any other social media platform. (See the previous note regarding moderating social media content.) • Interactive mapping—The Consultant Team will integrate a place-based interactive mapping tool on the On-Line Engagement Toolkit.This tool will be used throughout the process to elicit place-based feedback on a range of topics that cannot be otherwise statistically evaluated. This resource will provide residents, constituents, community stakeholders, and others the opportunity to input map referenced comments — a way for community members to identify priority areas and provide feedback on the nature of enhancements desired.This mapping toolkit will provide the participant a clear vocabulary(legend of drawing tools at the participant's disposal)as well as the opportunity to upload additional data including images and writing, to substantiate their input. This virtual mapping tool will be fully integrated with the on-line engagement toolkit. Individually mapped comments will be seen in a community gallery to help identify common trends and potential hotspots. The application can be configured to provide one "shared" map or multiple individual maps,depending on the specific topic(s)about which feedback will be sought. • Survey—The Consultant Team will design an on-line survey to collect the community's preferences on a wide cross-section of issues. The survey will also be fully integrated with the on-line engagement toolkit and will provide the opportunity for both multiple-choice questions as well as 02/03/2021 4 DRAFT Page 7 of 22 Town of Mamaroneck Comprehensive Plan:REVISED Consultant Scope of Work queries requiring the use of visuals. We will create an infographic summary of the findings to inform the goals of the Plan. • Steering Committee Training Sessions – Prior to community facing engagements / workshops whether virtual or in-person, the Consultant Team will, as part of a Steering Committee meeting, provide a training session to members of the Steering Committee so they can participate fully as facilitators. The Consultant Team will also prepare a detailed agenda and workshop instructions describing the tools that we be employed during public engagement. Engagement Topics As stated above, it is anticipated that the Comprehensive Plan will focus on the following topics: community character; future land use and development, including homes, commercial corridors and businesses, open space; recreation; mobility; and, government and community services. During the Engage phase, the Consultant Team will utilize the various methods described above to engage the community around these topics. To improve the efficacy of the community engagement around certain of these topics, the Consultant Team will perform targeted research on a limited number of substantive topics. The topics for this additional background research will be discussed with, and approved by, the Steering Committee. For budgeting purposes,the Consultant Team has identified the following potential research activities. • Community Character–Through "windshield surveys" and other site visits, the Consultant Team will document examples of various development character types—commercial, residential, mixed use, community facilities, etc.—within the Town. This documentation will help inform and shape public engagement. The Consultant Team understands that issues related to the size and location of new residential construction has been identified as a key community concern. • Mobility and Parking – The Consultant Team anticipates conducting field visits to observe the examples of the physical limitations and opportunities to mobility exist in the Town, including traffic flow, public transportation, pedestrian safety, bike- and walk-ability. In developing this section of the Plan the Consultant Team will consider the ways in which on-demand transportation and other emerging technologies may play a role in future mobility within the Town. • Housing–The Consultant Team will identify a range of housing typologies that exist in the Town and its Villages. The Team will collect precedent images that can be used to inform community engagement around the issue of housing choice for residents of different ages and incomes in the community. • Commercial Activity – Through a combination of desktop research and "windshield surveys" AKRF will inventory existing commercial corridors in the Town, including identifying commercial storefront vacancies. The inventories will characterize the nature of retail offerings in terms of how they serve local residents and their role (including competitive positioning) within broader consumer trade areas. Specific to current retail vacancies, through information gained from community engagement sessions and direct outreach to property owners, the Consultant Team will generate a matrix that identifies vacancies and that remarks upon the possible reasons for vacancies, including: knowledge gap with property owners and/or agents; tax write-off; poor tenant attraction strategy; development/lease negotiations; high asking rents; speculative rents; disinterested owner; community opposition; and, changing retail environment in the age of online commerce. AKRF will use the information gained from the "diagnosis" of retail vacancy, together with our knowledge of regional and national retail trends, particularly trends related to online commerce, to inform community engagement around the issue of commercial vitality. Obviously, this exercise will be informed by the recent economic disruption caused by the pandemic and both short-and long-term solutions will be analyzed. • Recreation and the Public Realm–The Consultant Team will use the inventory of Town facilities, parks and open spaces identified in the Town's previous plans(and through the land-use base maps produced during the"Initiate"phase)and engage the community about the quantity and diversity of the Town's recreational offerings and opportunities and their role in the future with respect to engaging and supporting the community. Specific attention during the community engagement process will be paid to opportunities for creating and activating public spaces, including pocket DRAFT 5 02/03/2021 Page 8 of 22 Town of Mamaroneck Comprehensive Plan:AICRF Scope of Work parks, pop-ups, etc. Experience from the utilization of various parks and trails during the pandemic will be considered. • Environmental Sustainability and Climate—The Consultant Team will review the Town's existing environmental sustainability efforts and develop community engagement around sustainability and community resilience to climate change, including coastal impacts and impacts related to increasingly severe storms and the implementation of the CLCPA. C. ENVISION During the Envision phase(months 6 through 8)of the Comprehensive Plan,the Consultant Team will work with the Steering Committee to draft the major policies of the Comprehensive Plan. These policies will be based on the many community outreach activities as well as the"deep dive"technical analyses. Draft Goals Based on the baseline data collected and public feedback received, the Consultant Team, together with the Steering Committee, will prepare a preliminary synthesis of the community's goals within the topic areas described above. During this phase, the goals, and potentially draft policies, will be discussed with the Steering Committee and Town Board and presented in a Town Hall style meeting and workshop, allowing for public feedback. Town Board Work Session At the beginning of the Envision phase, prior to the Town Hall meeting, the Consultant Team and Steering Committee will make a presentation to the Town Board. This presentation will summarize the activities of the planning process and outline the preliminary goals that emerged from the public engagement. Feedback from the Town Board will be incorporated into the draft goals and policies that will be presented at the second Town Hall. Steering Committee The Consultant Team assumes two Steering Committee Meetings during the Envision phase. We anticipate Steering Committee Meetings will be used to: 1) Review the draft Comprehensive Plan policies; and 2) Finalize the draft Comprehensive Plan policies and prepare for the second Town Hall meeting. Town Hall The Consultant Team will prepare for, help lead,and summarize one Town Hall style workshop during this phase. If a traditional "Town Hall" type meeting is not practical given the current public health environment,an alternative public meeting concept will be explored. This workshop will reflect back to the community the feedback received during the various public engagement sessions and, potentially, present draft policies for the Comprehensive Plan. Various interactive methods will be utilized during the Town Hall to solicit feedback on the Plan's draft policies. Though the final format of this workshop will be determined in consultation with the Steering Committee, we envision an informative presentation followed by breakout sessions organized by theme and led by a member of the Consultant Team and/or Steering Committee Member. The goal of this workshop will be to obtain feedback regarding the specific goals and/or policies being proposed. D. ILLUSTRATE Prepare Draft Plan Based on community, Steering Committee, and Town Board feedback received at the second Town Hall workshop, the Consultant Team will refine the goals and/or policies developed during the "Envision" section of the process and will prepare a draft of the Comprehensive Plan. The Illustrate phase will occur during months 8 through 11. The draft Comprehensive Plan will be graphically rich,concise, and organized around the same themes as the public engagement sessions. 02/03/2021 6 DRAFT Page 9 of 22 Town of Mamaroneck Comprehensive Plan:REVISED Consultant Scope of Work Revise/Finalize Plan Based on feedback from the Steering Committee and from the community at the second Town Hall meeting, the Consultant Team will finalize the Comprehensive Plan. The Steering Committee will then transmit the Comprehensive Plan to the Town Board for its formal consideration. Steering Committee The Consultant Team assumes four Steering Committee meetings during the Illustrate phase.The first three Steering Committee meetings will be focused on reviewing the specific content in the draft Comprehensive Plan document. One to two weeks prior to each Steering Committee meeting, the Consultant Team will email sections of the Plan to the Steering Committee members. The Steering Committee members are requested to come to the meetings prepared to discuss specific revisions to the chapters, such that chapters are only revised once and competing or contradictory editing is avoided. The fourth Steering Committee meeting will be to review the final draft Comprehensive Plan and to prepare for presentation of the Final Draft Comprehensive Plan document to the Town Board. We will also likely use Slackm, or a similar platform,to streamline the document review process. Town Board/Community Presentation The Consultant Team will prepare for and help lead the presentation of the Final Comprehensive Plan Document to the Town Board and the community. Final Comprehensive Plan Formats The Consultant Team suggests that in addition to print versions, the final Comprehensive Plan be made accessible online in an interactive format. This can be done on the same website that was being used for outreach and engagement, and will allow the user to pull sections of the comprehensive plan on their website / phone without downloading PDFs. A web-based Plan will also allow for the Plan to be more easily updated and consulted in the future; helping it to become a"living"document. E. PLAN ADOPTION As requested by the Town, the scope of work and budget and for the Consultant Team does not include working with the Town Board to adopt the Comprehensive Plan. Nonetheless, we note herein the steps required for adoption. SEQRA Adoption of a Comprehensive Plan is a Type I action under SEQRA. However, given that the Town anticipates that the Comprehensive Plan will be a policy-based document without specific land-use, development, or resource management recommendations, it is reasonable to assume preparation of an Environmental Assessment Form, with a brief narrative describing the plan and the planning process and documenting the lack of potential environmental impacts,would be sufficient to satisfy the requirements of SEQRA. PUBLIC MEETINGS AND HEARINGS Adoption of a Compressive Plan requires a Public Hearing by the Town Board. Should the Town Board decide, based on comments from the Public Hearing or on their own, to modify the Comprehensive Plan recommended by the Steering Committee, additional time and effort may be required from the Consultant Team to attend meetings and hearings of the Town Board, prepare Plan revisions, and discuss any changes made. Because the scope of potential changes is not known, we would provide a scope and fee to accommodate this work at the direction of the Town Board. DRAFT 7 02/03/2021 Page 10 of 22 Town of Mamaroneck ° (2 Town Center r) 740 West Boston Post Road, Mamaroneck, NY 10543-3353 •FOUNDED 1661 • TEL: 914/381-7810 OFFICE OF THE TOWN ADMINISTRATOR FAX: 914/381-7809 svaltieri@townofmamaroneck.org Memorandum To: Supervisor and Town Board Re: Proposed Amendment—Town's Code of Ethics—Sensitive Positions Date: February 5, 2021 It has come to our attention that the Town of Mamaroneck Housing Authority are not listed as Sensitive Positions in the Town's Ethics Code. Attached for your consideration is a proposed local law drafted by Council that adds the Housing Authority to the list of Boards where members are considered sensitive positions. )fr-- Stephen V. Altieri Town Administrator Page 11 of 22 Local Law No. - 2021 This local law shall be known as the "Addition of Members of the Town of Mamaroneck Housing Authority to the List of Sensitive Positions in the Code of Ethics" Law. BE IT ENACTED by the Town Board of the Town of Mamaroneck Section 1— Purpose: The Town adds the position of member of the Town of Mamaroneck Housing Authority to the list of Sensitive Positions in the Town's Code of Ethics. Section 2—Amendment of a current section of the Mamaroneck Code: Section 17-4 AA. of the Code of the Town of Mamaroneck hereby is repealed and the following substituted in its place: SENSITIVE POSITIONS The following positions entail potential conflicts of interest and are deemed to be sensitive positions: "AA. Member of the: (1) Board of Appeals. (2) Board of Architectural Review. (3) Board of Assessment Review. (4) Board of Ethics. (5) Town of Mamaroneck Housing Authority (6) Planning Board. (7) Town Board." Page 12 of 22 Section 3—Severability: Should any provision of this Local Law be declared invalid or unconstitutional by any court of competent jurisdiction, such declaration of unconstitutionality or invalidity shall not affect any other provisions of this Local Law, which may be implemented without the invalid or unconstitutional provisions. Section 4—Effective Date: This Local Law shall become effective upon filing with the Secretary of State. 01-29-21 2 Page 13 of 22 #4 DISCUSSION - STUDY OF POSSIBLE AMENDMENTS - TOWN CELLULAR ANTENNA LAW WILL BE DELIVED TO THE TOWN BOARD ON MONDAY, FEBRUARY 8TH #5 DISCUSSION - SANITATION COMMISSION WILL BE DELIVED TO THE TOWN BOARD OVER THE WEEKEND O 9 e . 4' - O ' O Town of Mamaroneck m Town Center 740 Nest Boston Post Road, Mamaroneck,NY 10543-3353 OFFICE OF THE TOWN ADMINISTRATOR TEL 914-381-781(1 FAX 914-381-7809 Memorandum svaltieri@townofmamaroneckny.org www.townofmamaroneckny.ort. To: Supervisor and Town Board Re: Sanitation Commission Date: February 6, 2021 The following is additional analysis of the financial arrangements between the Town and Village relating to the Sanitation Commission. The focus is four areas: • Apportionment of the 2021 Commission Budget Distribution of Surplus of the Commission • Tax Impact of Alternative Apportionment Formulas • Analysis of the Extension of the Town Garbage District Attached is a worksheet prepared by the Town Comptroller and I that will serve as the basis for this memorandum as we look to the next steps in the process of resolving these matters with the Village. Apportionment of the 2021 Commission Budget From my January 25, 2021 memorandum, you are aware that we have discovered that the apportionment of tonnage of waste collected by the Commission was to have included an annual adjustment for what we have called Routes 2A and 4A. The adjustment reconciles the tonnage collected in each community by where there is an overlap of the municipal boundaries on collection Routes 2 and 4. From the analysis of the adjustment, it was determined that the net effect was an overstatement of the Village's tonnage by 3.81%. At the top of the attachment are two apportionment ratios. The first, 45% Village/55% Town is based upon the calculation of the tonnage of waste collected by the Commission in 2020 without the adjustment. The second ratio, 41.2% Village/58.8% Town is the tonnage of waste collected in each community in 2020 but with the adjustment for routes 2A and 4A. The Town Board, in its last discussion on this matter agreed that the later ratio was appropriate based upon our findings on the annual i Page t • f'nntril..n Rech Il P.�wi adjustment that should have taken place for apportionment of the 2021 Commission Budget. Distribution of Commission Surplus The second chart down on the attachment speaks to the fund balance in the Town's Garbage District. If the Town and Village agree to extend the Town Garbage District to incorporate the Village of Larchmont, the Garbage District surplus is an important factor in the financial stability of an Extended Garbage District. The estimated fund balance for the Town Garbage District for 1/1/21 is$350,000. Under the original ratio for the 2021 Commission budget, the amount budgeted by the Town for its share of the Commission is sufficient so there is no reduction in the District Surplus. If the Commission then receives a distribution of$221,510 of Commission Surplus at the end of 2021, the District surplus increases to$571,510, which is 15% of the estimated Extended District, budget of$3.8million. A 15% surplus would be consistent with the Town's Reserve Management Policy. However,with the adjustment of the tonnage ratio to 41.2% Village and 58,8% Town, our share of the 2021 Commission budget increases to$2,057,000. For 2021, the Town's appropriation for the Commission was $1,952,100. Therefore, a transfer of$104,000 from the Garbage District surplus is necessary to make up for the adjusted tonnage apportionment. Again, assuming a distribution of$221,000 from the Commission Surplus the District surplus at the end of 2021 is estimated at$467,415 or 12% of the estimated Extended District Budget in 2022. Since, 2022 would be the first year of the Town assuming full responsibility for sanitation services there are potential unknowns to the operation. Therefore, the surplus of the Extended District should be as close as possible to the Town's minimum standard of 15%. Tax Impact of Adjusted Tonnage Allocations The third chart illustrates the tax impact of the adjusted allocations in the Village and Town as well as the Extended Garbage District. When calculating tax impact, we applied the average residential property assessment for each community, as they are different. The Village's average assessment is $1,567,341 and in the Town$1,244,868 is the average. Using the different averages reflects more accurately the tax impact in each community. The first row of the chart shows the tax impact for sanitation services in the Village for their 2020/2021 Budget and the Town's 2021 Garbage District Budget. Remember, that the Village appropriated in their budget$1,372,379 as their share of the Wage Commission budget which did not reflect their share based upon tonnage but rather on property assessment. For this reason, the tax impact is artificially low. The next two lines of the chart show the tax impact for the Town and Village based upon the two alternative tonnage apportionment ratios. Had the adjusted tonnage apportionment(41.2%/58.8%) been applied in the 2021 Town Garbage District Budget, the average taxpayer in the unincorporated area would have paid$662 versus the$635 that was adopted in the 2021 Budget. The last line of this chart reflects the estimated tax impact in the proposed Extended Garbage District in 2022. Village residential property owners would pay on average $825 for sanitation services and in the Town, the average would be$655. Analysis of the Proposed 2022 Extended Town Garbage District/Tax Levy In this last chart on the attachment, we are showing the estimated budget figures and the property tax impact in the Town and Village for the Extended Garbage District. The Extended Garbage District budget in 2022 is estimated to be$3,783,551. This includes the entire Commission budget and the other expenses in the existing Town Garbage District Budget. Also included in the additional expense is an estimated $40,000 of expenses for the maintenance of the Village refuse trucks that would be transferred to the Town. Overall, an additional$1,585,408 is added to the Town's existing Garbage District Budget and roughly, this same amount will be removed from the Village of Larchmont's 2022/2023 Village Budget. With the extension of the district, the assessed valuation upon which the Extended District tax rate will be calculated increases from $4.3 billion to$7.2 billion. The resulting property tax impact for the average Town and Village property owner is listed in the last two rows of this chart. Conclusion The Extension of the Garbage District remains a good idea for both the Town and Village. With the Extended District sanitation services continue to be provided at an excellent value to both Town and Village residents. Although we will be moving to a full ad valorem tax system for cost allocation, there is flexibility in the future to consider alternative revenue sources. 3JPage The Extended District will also provide operational flexibility by having sufficient staff to cover the service district area. In addition, there is flexibility in the system to consider future changes in sanitation services. Although the extended district provides benefit to both the communities, it is important to remember that the Town is assuming sole operational and financial responsibility for sanitations services. Therefore, the Town should make certain that there are sufficient reserves in place to reflect the added responsibility. ,--- MO /' Stephen V. Altieri Town Administrator 41 Page Garbage District VIUAGEOF TOWN OF ALTERNATE APPORTIONMENTS 2021 Garbage Commission Budget$3,498,333 IARCHMONT MAMARONECK Original tonnage before adjustment for Routes 2A/4A @ VOL 45%/TOM 55% $ 1,574,250 $ 1,924,083 Adjusted for Routes 2A/4A @ VOL 41.2%/TOM 58.8% $ 1,441,313 $ 2,057,020 TOWN SR FUND BALANCE PROJECTION-ADJUSTED ALLOCATION SCENARIOS Town SR Town SR VOL 45%/TOM S5% VOL 41.2%/TOM 58.8% Fund Balance Est @ 1/1/21 350,000 350,000 2021 Additional TOM Cont of$3,498,333@ 55%_$1,924,083-No Impact to SR Budget 2021 Additional TOM Cont of$3,498,333@ 58.8%=$2,057,200 (104,095) 2021 Commission Fund Balance Distribution based on Dist @ corrected allocations 221,510 221,510 Fund Balance @ 12/31/21 In Town SR Budget $ 571,510 $ 467,415 %of Total TOM Extended Garbage District 2022 Budget of$3.8m 15%1 12% Tax Impact of Adjusted Allocations Town of Village of Larchmont @ Mamaroneck @ Allocation% AV$1,567,341 AV$1,244,868 . 2020/2021 VOL Adopted Tax Rates/2021 TOM Adopted Tax Rates - $ 784 $ 635 2021/22 VOL PROPOSED Tax Garbage Allocation of$1,574,250 +$50,800/TOM Adjusted 2021 Tax Rate for reallocation 45/55% $ 895 $ 624 2021/22 VOL PROPOSED Tax Garbage Allocation of$1,574,250 +$50,800/TOM Adjusted 2021 Tax Rate for reallocation 41.2/58.8% $ 822 $ 662 2022 Garbage Tax Rates for TOM Extended District $ 825 $ 655 Projected 2022 TOM EXTENDED GARBAGE DISTRICT BUDGET/TAX LEVY 2021 Garbage Commission Total Net Budget $ 3,498333 2021 Expenses in Town's SR Budget other than Town's share of Comm($1.952m) 245,218 VOL Vehicle Repair expenses 40,000 Estimated Garbage District Budget $ 3,783,551 Town's Current SR Budget (2,198,143) Addition to Town's Garbage District to the 2022 Budget $ 1,585,408 Adjusted Town's Garbage District AV that includes VOL $ 7,190,098,153 Garbage District Tax per Town Average AV @$1,244,868 $ 655 Garbage District Tax per Village Average AV @$1,567,341 $ 825 Ir MII Comparison of 2021 Commission Budget with Town Garbage District Budgets 2021 Sanitation 2021 Town Garbage 2022 Extended Garbage Commission Budget District Budget District Budget Operations/Maintenance $1,918,474 -0- $1,918,474 General Charges $1,712,409 -0- $1,712,409 Vehicle Repairs/Tires -0- $85,000 $135„0001 Town Share of Comm. -0- $1,952,925 -0- Tax Certioraris -0- $30,000 $30,0002 Liability Insurance -0- $24,000 $41,1363 Debt Service -0- $106,218 $106,2184 Total Expense Budget $3,630,883 $2,198,143 $3,933,237 Non-Tax Revenues $132,550 -0- $132,550 Net-Budget/Tax Levy $3,498,333 $2,198,143 $3,800,687 1 Vehicle Repairs-$125,000=$85,000 in the 2021 Town Garbage District Budget+$40,000 for repairs to VOL Trucks transferred to the Town 2 Certiorari Expense is current in the 2021 Garbage District Budget 3 Liability Insurance is the estimated total auto insurance for twelve garbage trucks-7 in the Town and 5 from the Village 4 Debt Service Expense is in the current Garbage District Budget for debt on past truck purchases LMJGC 2020 BUDGET PROJECTION-EXPENSES Curbside Collection Version \\..P ORIGINAL UPDATED i Adopted Actual Adopted Actual Budget Preliminary Preliminary Updated Budget Budget Expenses Budget Expenses Projected Balance Budget Budget Variance Acct.# Description 2019 2019 2020 11/30/20 12/31/2020 12/31/2020 _ 2021 2021 2020-2021 200 1 201 Salaries-Full Time $ 1,490,249 $ 1,412,980 $ 1,507,616 $ 1,336,923 $ 1,448,334 $ 59,282 $ 1,388,099 $ 1,388,099 $ (119,517) (. -4 201A Salaries-Overtime 50,000 50,428 45,000 76,756 80,000 (35,000) 50,000 50,000 5,000 202 Salaries-Part Time 60,000 85,760 60,000 61,694 65,000 (5,000) 60,000 60,000 - CI 203 Materials/Supplies 13,000 10,650 13,000 13,407 14,407 (1,407) 13,000 13,000 - 203A Dumpsters Waste Contain 19,000 20,804 22,000 15,310 17,910 4,090 22,000 22,000 - 204 Equipment Repairs 22,000 13,647 22,000 11,233 13,233 8,767 22,000 22,000 - 205 Building/Grounds Repairs 10,000 11,530 10,000 12,747 16,747 (6,747) 12,000 12,000 2,000 1 206 Electricity 7,000 5,870 6,000 6,200 7,388 207 Water/Sewer Rent 700 5,440 700 799 799 (1,388)(99) 6,500 700 6 700 - 500 \ 208 Fuel Oil 5,000 542 3,750 1,908 2,2891,461 4,000 4,000 250 V 209 Propane Fuel - 210 Diesel Fuel 55,000 38,734 50,000 29,806 37,606 12,394 45,000 45,000 (5,000) 211 Gasoline 1,500 - 1,000 - 1,000 1,000 1,000 - 212 County Landfill 225,000 228,068 220,000 174,613 229,613 (9,613) 220,000 220,000 - 213 Organic Landfill 20,000 18,397 20,000 19,911 20,141 (141) 20,000 20,000 - 214 Uniforms 11,000 14,710 10,000 5,631 9,131 869 8,500 8,500 (1,500) 215 Highway Tolls 5,000 6,595 6,000 9,501 12,546 (6,546) 10,000 10,000 4,000 216 Service Contracts 37,000 38,683 40,000 37,453 44,644 (4,644) 30,000 30,000 (10,000) 217 Exterminator 500 900 675 600 750 (75) 675 675 - 218 Miscellaneous 8,000 7,658 5,000 5,455 6,455 1,455 5,000 5,000 - 301 Salaries-Administration 65,000 59,046 56,450 52,181 56,451 (1) 65,000 65,000 8,550 301A Clerical Help-Part Time 5,000 5,000 5,000 5,000 5,000 - - - (5,000) 302 Contingency 4,000 - 4,000 - 4,000 30,000 160,000 156,000 303 Printing&Stationary 5,000 2,814 3,000 - 3,000 2,500 2,500 (500) 304 Office Supplies 3,000 4,241 3,000 1,407 1,707 1,293 3,000 3,000 - 305 Telephone 2,700 2,130 2,700 621 1,027 1,673 2,700 2,700 - 306 Sewer Tax 5,5005,500 2,821 2,821 2,679 5,500 5,500 - 307 Payroll Processing 8,700 9,032 9,000 9,036 10,038 (1,038) 9,000 9,000 - 308 Public Notices 300 - 300 526 526 (226) 500 500 200 309 Employee Retirement 250,000 231,915 235,000 55,635 226,349 8,651 228,809 228,809 (6,191) 310 Insurance-Liability 87,000 90,181 80,000 75,135 83,695 (3,695) 84,000 84,000 4,000 311 Insurance-Life 2,000 691 2,000 621 678 1,322 1,900 1,900 (100) 312 Insurance-Health 650,000 664,654 650,000 655,781 655,781 (5,781) 637,000 637,000 (13,000) 312A Medicare Payments 18,000 13,649 18,000 19,865 19,865 (1,865) 20,000 20,000 2,000 313 Insurance-Disability 1,000 1,073 1,000 760 947 53 1,000 1,000 - 314 Insurance-Worker's Comp 542,000 489,957 405,000 361,498 394,361 10,639 335,000 335,000 (70,000) 315 Insurance-Unemployment 2,000 - 2,000 - 2,000 (2,000) 316 Social Security 124,700 119,334 120,000 110,913 120,942 (942) 110,000 110,000 (10,000) 316A Commuter Tax 4,000 2,283 3,000 2,083 2,281 719 2,500 2,500 (500) 317 Attorney 5,000 2,320 5,000 1,768 4,988 12 5,000 5,000 - 318 Recycling _ - _ - - - - 319 Recycling Equipment 6,000 16,766 6,500 16,010 22,010 (15,510) 10,000 10,000 3,500 320 Dental Insurance 22,500 25,955 22,500 22,264 24,344 (1,844) 20,000 20,000 (2,500) 321 Consultant 4,000 - 400 - 400 (400) 322 Auditor 9,000 8,100 9,000 3,600 3,600 5,400 9,000 9,000 - 323 Transfer to Capital - - _ - - - - Total General Charges 1,826,400 1,749,141 1,648,350 1,397,526 1,637,411 10,939 1,582,409 1,712,409 64,059 Total Expenses ($ 3,866,349 1 $ 3,720,537 $ 3,691,091 $ 3,217,472_ $ 3,664,403 $ 26,688 $ 3,500,883 $ 3,630,883 I $ (60,208) NET $ (130,000)1 $ 14,501 I $ (130,000) $ (16,716) $ (291,396)J $ (161,39611 $ - 1 $ (1)1 $ 129,999 GovHR USA GOVTEMPS USA Town of Mamaroneck —Town Manager— Proposed Recruitment Timeline January 11 Call with Town Supervisor to discuss search. January 22 Consultant meets virtually or receives written feedback from Town Council and other stakeholders to discuss search. Week of January 25 Consultant submits draft Position Announcement and Recruitment Brochure text for review. Position Announcement and Recruitment Brochure text is approved by Town. Week of February 1 Consultant places ads for position and started recruiting candidates. February 26 Deadline for resumes. February 26—March 19 Consultant reviews resumes, interviews candidates via Zoom, conducts background reviews, due diligence, etc. Consultant narrows field to 8-10 candidates for further consideration. March 22 Consultant submits Recruitment Report to Town. Week of March 22 Consultant meets with Town, virtually, to review candidates and select candidates for the interview process. Week of April 5 Town conducts interview process, chooses candidate and negotiates contract. May/June Candidate starts employment. 630 Dundee Road,Suite 130,Northbrook,IL 60062 Local:847.380.3240 I GovHRUSA.com EXECUTIVE RECRUITMENT INTERIM STAFFING MANAGEMENT AND HUMAN RESOURCE CONSULTING Page 18 of 22 NEW BUSINESS THIS DOCUMENT HAS NO ATTACHMENT REQUEST FOR EXECUTIVE SESSION