HomeMy WebLinkAboutMcDonald's Mattituck Site Economic and Community Impact Study 1991 ECONOMIC
AND
COMMUNITY
IMPACT STUDY
FOR
M C D O N A L D S
MAT TITUCK
SITE
PREPARED BY
EAGLE ASSOCIATES
MARCH 1991
Robert J. Malito, Esq. President
Carl L. FigltoFla, Ph.D.,Special Consultant
Justin R. Rens, D.P.A.
Thomas C. Webster, Ph.D.
TABLE OF CONTENTS
•
EXECUTIVE SUMMARY iii
A. METHODOLOGY iv
B. EFFECTIVE LAND USE PLANNING v
C. ALTERNATIVE SITE USES v
D. COMMUNITY IMPACTS vi
1. Community Character vi
2. Government and Community Services vii
3. Economic Benefits and Costs viii
4. Environmental Impacts viii
E. SUMMARY AND FINDINGS ix
CHAPTER I. INTRODUCTION 1
A. PURPOSE OF STUDY 1
B. METHODOLOGY OF STUDY 3
C. SCOPE OF STUDY 4
CHAPTER II. THE MCDONALD'S--MATTITUCK PLAN 6
A. DESCRIPTION 6
B. MCDONALD'S--A FINANCIALLY STRONG, COMMUNITY SENSITIVE
ORGANIZATION 7
CHAPTER III. EFFECTIVE LAND USE PLANNING 11
A. INTRODUCTION 11
B. PLANNING CRITERIA 13
1. Economic Benefits 13
2. Environmental Protection 14
3. Governmental and Community Services 15
4. Tax Impact 16
5. Nature of Acreage 16
C. EFFECTIVE LAND USE PLANNING FOR MATTITUCK 16
D. NIMBY DEVELOPMENT LIFE CYCLE 17
CHAPTER IV. ALTERNATIVE SITE USES 20
A. DEVELOPMENT OPTIONS 20
B. COMMERCIAL DEVELOPMENT FOR 26,000 SQ. FT. RETAIL
SPACE 21
C. COMMERCIAL DEVELOPMENT FOR 26,000 SQ. FT. OFFICE
SPACE 22
D. COMMERCIAL DEVELOPMENT FOR 22,000 SQ. FT. RETAIL SPACE
INCLUDING A 4,000 SQ. FT. CONVENIENCE STORE 22
E. DEVELOPMENT OF A 3,223 SQ. FT. MCDONALD'S RESTAURANT 23
F. NO DEVELOPMENT DECISION 25
CHAPTER V. COMMUNITY IMPACTS 26
A. COMMUNITY CHARACTER 26
B. GOVERNMENT AND COMMUNITY SERVICES 27
C. ECONOMIC BENEFITS AND COSTS 28
D. ENVIRONMENTAL CONSIDERATIONS 29
E. IMPACT ON EXISTING RETAIL FOOD SERVICES 31
i
CHAPTER VI. SUMMARY AND FINDINGS 33
A. ECONOMIC CONTRIBUTIONS 33
B. COMMUNITY BENEFITS 34
APPENDIX I STUDY TEAM BIOGRAPHICAL MATERIAL 36
ii
EXECUTIVE SUMMARY
•
The McDonald's Corporation requested the preparation of this study of the
economic and community impacts of a proposed McDonald's Restaurant in the
Mattituck area of the Town of Southold. The proposed restaurant is situated on
an approximately three acre site on Main Road (NYS Rt. 25), one tenth of a mile
west of the Mattituck business area. The site is cleared but unimproved in an
area surrounded by existing business properties. McDonald's plans to construct
a new, efficient quick service restaurant that is designed to complement the
community character. This quick service restaurant will enhance the quality of
the community and provide a commercially viable operation which would
contribute to the economic well being of the community.
McDonald's possesses the economic and financial strength, as well as
commitment to the Mattituck community, needed to develop this site. It will be
able to withstand the cyclical, as well as seasonal, nature of the economic cycle
and be able to make a long-term commitment to the community. To guard against
possible business failure, it is critical that the property be developed by a
financially strong community sensitive organization such as McDonald's.
McDonald's Corporation asked the study team, lead by Carl L. Figliola,
Ph.D., for a comprehensive analysis of the impact of the proposed project in
terms of:
• The economy
• The environment
• Social and community characteristics
• Governmental revenue and costs
• The citizens of Mattituck.
iii
The analysis conducted by Drs. Figliola, Renz, and Webster fulfilled this
mandate. Data were gathered from publicly available documents combined with
interviews, on-site visitations, and telephone conversations to confirm relevant
information. The conclusions and observations are elaborated upon in the full
report. They are offered here in brief for review and consideration.
A. METHODOLOGY
The methodology used in these studies and summarized in this report was
consistent throughout. It focuses on:
• Pinpointing the zoning requirements.
• Analyzing the various development options for the McDonald's--
Mattituck site against effective land use planning criteria.
• Utilizing research material on these and other issues developed by
both public and private sources.
• Assembling original data developed by McDonald's corporate staff and
their consultants pertinent to the elements of the study.
• On-site visits to observe existing conditions in the general Mattituck
area and direct observation of the affected site and its surrounding
community.
Among the factors considered in examining the development alternatives for
this site were:
• Generation of both temporary and permanent employment
• Additional personal income
• Continued expansion of the area's economic base
• Expansion of capital investment flows in the area
• Public health and environmental standards
• Traffic and pedestrian safety
• Aesthetics in the Mattituck area
iv
B. EFFECTIVE LAND USE PLANNING
Historically development has occurred virtually unregulated in the United
States and in New York State. In the 1970's, this pattern began to change due
to environmental awareness, public reaction to undirected and uncontrolled
growth which traditionally resulted in land spoilage, ecological infringement,
water pollution, landscape pollution, and lower air quality levels. These laudable
community concerns are certainly in harmony with effective land-use planning.
Unfortunately, much of the recent opposition to any proposed development is
often due to the special interests of various individuals and groups which mask
their opposition as acceptable environmental, economic, and aesthetic concerns.
This opposition is an outgrowth of what has been identified as the "NIMBY"
or "Not-In-My-Backyard" syndrome. This NIMBY philosophy has threatened to
halt both economic growth and needed public services on Long Island. Visionary
local officials need to separate good planning from "NIMBY" politics which is so
often propelled into the political forefront. Based on a review of effective land
use planning criteria, the McDonald's--Mattituck site has been identified as
having ideal prerequisites for development as a quick service restaurant. These
include:
• Superior access from a major traffic artery.
• Central location to a large population group of above average
income levels.
• Location within an existing commercial area.
• A parcel of land large enough that is suitable for development.
C. ALTERNATIVE SITE USES
Several alternative uses of the property were explored in this analysis.
These options, which do not require special exceptions from the town board, are
v
available to the owner's of the Mattituck site. These include:
•
• Commercial development of the site as a 26,000 sq. ft. retail store.
• Commercial development of the site as a 26,000 sq. ft. office building.
• Commercial development of the site as a 22,000 sq. ft. retail
development including a 4,000 sq. ft convenience store.
• Commercial development as a 3,223 sq. ft. McDonald's Restaurant.
• Maintenance of the site as it currently exists
The commercial development alternative of the Mattituck parcel for an office
building/retail store has merit, however the current economic climate and real
estate market suggests that this would be a highly risky venture. In addition,
it would do little to invigorate the business climate of Mattituck. In fact, it
would place additional office/retail space on the market at a time when there are
already excess vacancies averaging over 20 percent in Suffolk County. The
combination convenience store/retail store option has merits, as well as the
problems of an exclusive retail option plus the additional problems associated with
24 hour operations such as loitering and associated noise. The buildings and
parking lots required for these alternatives would cover the majority of the site.
Maintaining the unoccupied status of the property is also, of course
unrealistic due to its commercial value as well as its potential for a higher
commercial assessment value which would produce additional tax receipts.
D. COMMUNITY IMPACTS
•
1. Community Character
The Mattituck area has been historically regarded as a quiet, leisurely
community serving the needs of an increasingly affluent population. In 1990, the
population of Mattituck was estimated to be about 4300 people with a median
vi
family income of $43,500. With the growth of Suffolk County following World War
II and the mobility provided by the automobile, the characteristics of the
Mattituck population have slowly changed with an increasing number of weekend
and summer residents. At the present time, increasing numbers of Mattituck
residents are shopping outside of the community. They are seeking areas where
they can satisfy a variety of shopping needs within a short period of time.
Related to these needs is frequently a desire to obtain a meal in a short period
of time. At the present time, few such quick service meal options exist in the
Mattituck area. If the retail business activity in Mattituck is to be strengthened,
it is necessary to adapt to the changing needs of the residents. Among these
needs is the availability of a quick service restaurant such as McDonald's. The
strengthened business activity generated by McDonald's will also increase the
demand for both leisurely dining and other goods and services. The increased
business activity provided by McDonald's in terms of jobs and increased tax
revenues will serve to invigorate the essential character of the community.
2. Government and Community Services
It is likely that establishment of a McDonald's Restaurant in Mattituck
would not require anything beyond normal community public services. In
contrast, establishing the restaurant would contribute almost seventy-five
hundred dollars annually in property tax revenue or almost $75,000 over ten
years. Almost one-half of this amount will go to community schools without
placing any financial burdens (i.e., new students) in the schools. It is also
expected that the restaurant would generate almost $140,000 in additional sales
tax revenue each year, or $1,400,000 over ten years.
vii
3. Economic Benefits and Costs
Through the establishment of a McDonald's Restaurant in Mattituck,
seventy-five new jobs will be created. Total annual payroll for this operation
will be almost a half million dollars annually. The multiplier affect will more than
double the total income generated in the community based upon this payroll. In
addition to this payroll impact McDonald's Corporation also purchases food items
from Long Island suppliers. This economic enhancement of the community is of
growing importance because it helps insure economic growth at a time when the
general economy throughout Suffolk County and Long Island generally is
softening.
4. Environmental Impacts
McDonald's Corporation firmly believes that the local environment must be
protected and maintained. To help accomplish this end it has agreed to a number
of suggestions proposed by the Town of Southold Planning Board in terms of its
site application. The McDonald's-Mattituck Restaurant will rely on well water and
an on-site sewage system. In neither case is it expected to be a major user of
either system due to the nature of its operations. McDonald's also proposes to
install state of the art air quality control systems. As a result, there should be
no impact upon the air quality of the community. McDonald's restaurants also
maintain external noise controls using low decibel voice level equipment. This
equipment is designed to minimize intrusion beyond a normal voice hearing range.
Landscaping is designed in such away as to provide natural noise buffers and
preserve and extend the suburban character of the restaurant. In a similar
manner all exterior lighting is designed to provide focused illumination using
poles which direct the light away from any surrounding properties.
viii
Beyond these measures to protect the environment, McDonald's uses
disposable packaging to provide enhanced sanitation and product quality. All
•
waste materials are kept in enclosed storage areas until they are removed from
the site. To further reduce the impact of the solid waste on the community,
McDonald's has initiated major recycling operations in Suffolk County to ensure
that their solid waste does not add to the current amount generated by the local
communities. McDonald's is also in the process of eliminating all styrofoam
packaging.
The impact on traffic congestion in Mattituck would also be minimal. This
is because of existing entrance and exit advantages already in place at this
location. Parking spaces are located at the sides and rear of the building and
have been limited to 54 spaces, with land set aside in a landbank which could
provide another 28 parking spaces if needed.
Under the McDonald's proposal almost 60 percent of the site would remain
in a landscaped natural state.
E. SUMMARY AND FINDINGS
The cumulative economic and community impacts of the McDonald's-Mattituck
proposal are very positive. As pointed out in this report, it will enhance the
character of this part of the Town of Southold, improve the visual image of the
property and enhance the local economy. This property provides extensive
natural buffers with respect to surrounding residences. These actions are
designed to enhance the quality of the local environment. As such the proposed
McDonald's Restaurant is fully consistent with the objectives and intent of the
Town of Southold zoning regulations.
The most significant economic and community benefits include:
ix
ECONOMIC CONTRIBUTIONS
• Will directly contribute almost $500,000 annually to the local economy
• through the creation of new jobs
• This $500,000 annual contribution will result in almost $1,000,000 total
economic impact to the county's economy.
• This income will generate almost $80,000 in personal income taxes.
• Will pay approximately seventy-five hundred dollars in property
taxes each year
• Almost half of these property taxes will go to community schools
each year
• Almost $140,000 per year in sales tax revenues will be generated.
• Foster local economic growth and development at a time that it is
increasingly needed without adversely affecting existing retail food
service establishments.
COMMUNITY BENEFITS
• Preserves existing land use standards and enhances the aesthetic
character of the community
• Does not require additional governmental services
• Will enhance local property values
• History of support for community activities
• Sensitive to community environmental concerns
• Location will not impede traffic flows
x
CHAPTER I.
INTRODUCTION
During the past three decades McDonald's Corporation has made a series
of major investments on Long Island. These investments centered on both
establishing a number of quick service restaurants in strategic locations in both
Nassau and Suffolk Counties, and the creation of adequate support activities.
As part of its strategic plan, the McDonald's Corporation has proposed
establishing a restaurant on an approximately three acre site between (NYS Rt.
25) and Old Main Road, one-tenth of a mile west of the business center of
Mattituck. The property is presently cleared but remains unimproved.
McDonald's proposes the construction of a quick service restaurant designed to
satisfy the needs of residents in the Mattituck Area of the Town of Southold.
This development proposal is significant not only for the normal economic benefits
that an investment such as this brings to the community, but the proposed
restaurant meets the lifestyle needs of community residents which are not
currently being served.
A. PURPOSE OF STUDY
McDonald's Corporation seeks to establish a restaurant on the subject
premises by applying to the Town of Southold for appropriate site, building and
use permits. The proposed restaurant is a type of use permitted in the area,
subject only to the imposition of certain reasonable conditions designed to
mitigate specific identified adverse impacts.
This study further seeks to demonstrate that the proposed use of the parcel as
a restaurant will fully conform to community zoning, planning and land use
PAGE 1
objectives.
The purpose of this analysis is to review the general and specific benefits
and costs of the development proposal for the McDonald's--Mattituck site. In
addition, the benefits and costs to the community of alternative uses of this
property are also considered. The alternative uses include the maintenance of
the parcel in its present undeveloped state. Those options are grouped on the
basis of several development alternatives.
In presenting these alternate land use development plans, primary
consideration must be given to what is important to the residents of the
Mattituck Area of the Town of Southold and Suffolk County. One option is to
leave the property in its current state, while other options provide other forms
of commercial development for the property.
Basic to any development proposal are some other advantages that would
accrue to Suffolk County, particularly to the Town of Southold and the Mattituck
area. These include: (1) the generation of both temporary and permanent
employment, particularly in the construction trades, and retail commercial
services; (2) enhanced personal income levels which could exert, according to
experts, a total impact of approximately two times their initial level for the local
economy; (3) continued expansion of the area's economic base; and (4) expansion
of capital investment flows in the area. Opponents of development, even limited
development, generally dismiss the positive benefits inherent in all development
proposals. Instead, they concentrate on some perceived disadvantages that they
believe might occur if development of the parcel were allowed to proceed.
The negative consequences alleged include: (1) deterioration of public
health and environmental standards; (2) problems in traffic congestion, and (3)
the general loss of aesthetics in the Mattituck area.
PAGE 2
Until now these arguments, both for and against development, have been
based upon hypothetical assumptions. It is now appropriate to draw solid
conclusions on the validity of the points raised on both sides of this public
policy question of whether development or nondevelopment of the parcel will meet
the public policy and economic development goals of the Town of Southold in its
land use planning.
B. METHODOLOGY OF STUDY
To fully comply with applicable land use and zoning requirements covering
the site development, McDonald's Corporation conducted several studies. The
methodology used in this particular study focused on:
• Pinpointing the land use and zoning requirements.
• Analyzing the various development options suggested for the
McDonald's--Mattituck site against effective land use planning
criteria;
• Utilizing research material on these and other issues already
developed by both public and private sources;
• Assembling original data developed by McDonald's corporate staff and
its consultants pertinent to the elements of the study; and
• On-site visits to observe existing conditions in the general Mattituck
area and direct observation of the affected site and its surrounding
community.
The methodology of this study focused on the comparative costs and
benefits of each alternative development proposal. This approach is consistent
with the standardized approach utilized in most social science research. Premises
and eventual conclusions are based upon objective data bases which provide both
discrete and integrated data elements.
PAGE 3
C. SCOPE OF STUDY
To conduct a comparative analysis on the costs and benefits of various
development proposals, as well as the maintenance of the parcel in its present
state, the Study Team (See Appendix I) collected information on the options
presented from both private and public sources. Therefore, the validity of the
analysis rests on public and private evidence concerning the impact of the
various proposals on the environment, the economy, the residents, and the
consumer. The conclusions reached by the study team are based on the breath,
depth and validity of the evidence collected.
In conducting the research of the various development proposals, the study
initially explored and outlined the McDonald's--Mattituck development plan
advanced by McDonald's in terms of its overall purpose, physical description,
target market, and its proposed organization, administration and implementation.
Later sections of this report review the comparative costs and benefits of the
other development alternatives.
There are many other possible development ideas for the McDonald's--
Mattituck site including retail stores, office space, a convenience store and
maintenance in its current condition. Several are analyzed and reviewed in the
report in terms of effective land use planning criteria. In evaluating the
alternatives, particular attention is paid to the environmental impact, traffic
considerations, public and non-profit service needs, job creation, income
generation, tax revenues, and the commercial base in Mattituck, the Town of
Southold and Suffolk County.
PAGE 4
The specific results, findings and conclusions concerning the development
of the Mattituck site are detailed in the following pages. In essence this study
covered those areas related to the Mattituck site's land use and zoning
requirements including:
• Effective land use planning, financial investment and return;
• Community and governmental service impact;
• Environmental issues including solid waste generation and disposal,
noise abatement, water consumption and maintenance of water
quality, and air quality levels;
• Economic benefits and costs.
PAGE 5
CHAPTER II.
THE MCDONALD'S--MATTITUCK PLAN
A. DESCRIPTION
McDonald's has made a major retail investment decision to target specific
market segments on Long Island. As part of its strategic plan, McDonald's
secured a long-term lease of a parcel of land bounded on the north side by Main
Road (NYS Rt. 25) and on the south by Old Main Road. The location of the parcel
is approximately .1 miles west of Mattituck on the south side of Rt. 25. The
property is located in the Mattituck area of the Town of Southold, Suffolk
County, New York. This property is currently located in a general business zone
and the three acre parcel far exceeds the 40,000 square foot minimum lot size
requirement for a fast food restaurant as stated in the Town's zoning code. The
only approvals required for the construction of the restaurant are a special
exception from the Zoning Board of Appeals and site plan approval from the Town
Planning Board.
The site has been graded but is currently undeveloped. The north side
of Main Road (NYS Rt 25) directly opposite the site is also zoned for business
purposes. One lot is occupied by Suffolk Times. Two others are for sale and a
fourth has been recently sold for development. Just east of the site on the
north side of Main Road (NYS Rt. 25) is the ultra modern headquarters of North
Fork Bank. Just beyond the bank headquarters where Old Main Road intersects
Main Road are shopping centers on both sides of the Main Road with typical
suburban strip characteristics. There is also gasoline station, small marine sales
and service facility, a small restaurant and a drive-in ice cream store. To the
west of the site are another gasoline station, a small shopping center which
PAGE 6
contains a large billiard hall, and a number of other small shops. This
commercial area lacks coherent design and site landscape buffers. The
McDonald's proposal, in contrast, provides for extensive landscaping, and an
architectural design that compliments the historic characteristics of the Mattituck
Area. The location is entirely within an established business zone and seeks to
provide a architectural and landscaping standard for other local businesses to
emulate.
McDonald's plans to construct a quick service restaurant that complements
the characteristics of the community. It would meet or exceed all current
environmental and sanitary standards. The restaurant will seat 80 patrons and
will have a drive up window. The grounds will provide for 54 parking spaces
and 10 spaces in the drive through lane, as well as land set aside for 28
additional parking spaces if needed.
McDonald's is also known for its high environmental, health, and quality
standards which set standard of excellence for other restaurants. As the
company that launched the quick service restaurant industry, McDonald's is
uniquely equipped to meet the needs of the Mattituck community.
B. MCDONALD'S--A FINANCIALLY STRONG,COMMUNITY SENSITIVE ORGANIZATION
Consideration should be given to the economic and financial strength and
the community commitment of the firms proposing to develop sites in the Town
of Southold and the hamlet of Mattituck. In terms of effective land use planning
requirements, the firm must be able to withstand the ups and downs of the
economic cycle and to make a long-term commitment to the community. To guard
against possible business failure, it is critical that the property be developed by
a financially strong community sensitive organization. McDonald's Corporation
PAGE 7
certainly fits that requirement. In fact, McDonald's is an American success story.
It is currently a multi-billion dollar corporation with system wide sales exceeding
$17.3 billion in 1989.1 It is the largest restaurant company in the world with
over 12,000 locations. It was organized more than three decades ago. McDonald's
has mirrored the growth and vitality of the American economy by forging a
spectacular growth pattern throughout the United States and more recently
throughout the world. The basis for this growth started in areas such as Long
Island. The first McDonald's on Long Island opened in 1958. McDonald's
discovered before others that the changing leisure lifestyle of the nation
demands quick service, high quality, and reasonably priced food for customers
on a limited time schedule. By helping to pioneer this concept, McDonald's grew
as the leisure lifestyle thrived.
There are currently 55 McDonald's Restaurants on Long Island. This
property development plan reflects both the heritage of McDonald's, as well as,
the evolutionary changes that accompanied the lifestyle of nation. Furthermore,
the company has located it's northeast regional headquarters on Long Island.
During its existence, McDonald's has also demonstrated its commitment to
the communities it serves. Ray Kroc, McDonald's founder, stressed the need to
give back to the communities in which they do business. This has been and
continues to be an important business fundamental for the McDonald's System.
Franchisees, managers, and employees from around the world support their
communities through numerous local projects. Ronald McDonald Children's
Charities (RMCC), an organization committed to helping children achieve their
fullest potential has funded over 600 grants totaling nearly $24 million through
11989 McDonald's Annual Report.
PAGE 8
December 31, 1989.2 An example of this commitment is already found on Long
Island where McDonald's runs a "Ronald McDonald House" serving Schneider's
Children's Hospital and other local hospitals. The "Ronald McDonald Houses" have
developed a national reputation for the services that they provide for critically
ill children and their families. In addition, McDonald's sponsors and supports
both community and national programs. For example, the McDonald's All-American
Band promotes community understanding through music excellence by bringing
individuals from diverse communities throughout the nation together. Local
McDonald's owners and managers are also involved in community affairs such as
little league, scouting, and various community service efforts.
As part of its commitment to the community, McDonald's Corporation has
been a leader in efforts to protect the environment. It was the first major
restaurant organization to remove the fully halogenated chlorofluorocarbons
(CFCs) from foam packaging. McDonald's is the largest user of recycled paper
in the restaurant industry. McDonald's has supported the development of the
technology to recycle polystyrene foam products into basic resins which can then
be used for the production of new products.3 In October 1989, McDonald's
initiated a major effort to separate plastics from its waste stream for the purpose
of recycling.4 This program has been introduced on Long Island. To further
enhance the environment, McDonald's has entered into an agreement with the
Environmental Defense Fund to undertake a study of its operations with the
intent of reducing the amount of garbage that currently dumped into increasingly
21989 McDonald's Annual Report.
31989 McDonald's Annual Report.
4"A Portrait of McDonald's October 25, 1989", Life Magazine, May 1990.
PAGE 9
expensive and scarce landfills. Based upon this effort McDonald's is moving
forward with the implementation of environmentally safe packaging and the
removal of all polystyrene foam packaging from its restaurants.
Another example of McDonald's commitment to the community is found on
Jericho Turnpike in the Town of North Hempstead. McDonald's is currently
undertaking a multi-million dollar renovation of an historic building which had
fallen into disrepair. When completed, this historic building will serve as store
number 12,000 in the McDonald's Worldwide System.
5"Talking Deals: Unusual Alliance for McDonald's" The New York Times,
August 9, 1990, P. D2.
PAGE 10
CHAPTER M.
EFFECTIVE LAND USE PLANNING
A. INTRODUCTION
Effective land use planning requires a comprehensive review and analysis
of those factors which reflect the present and future needs of localities. In the
United States, local control over physical development has been considered an
"article of Constitutional faith" for two centuries. The only exceptions to local
control over land resources have been instances of over-riding statewide,
regional or national interests which might, on balance, supersede local interests.6
These limited cases are pinpointed, reviewed, and analyzed in terms of the issues
involved by state and federal judicial authorities who render the final decisions.
It is extremely important that local authorities carefully consider all
pertinent factors in developing effective land use plans that can be used in
measuring all proposals which will affect land resources. Of particular
importance in this evaluation is the legal basis and development perspective of
land use plans. Effective land use planning demands a balanced, comprehensive
approach which establishes goals and objectives, pinpoints priorities, and relates
planning elements to each other from both a short and long range point of view.
Beyond formulating effective land use plans within the proper development
context, local authorities must also consider legal restraints and mandates when
developing their jurisdictional land use plans. The legal foundations of effective
land use planning and control date back to English common law, where the use
of land was largely at the discretion of the owner. Although modified in the
6Land Use Proposals,American Enterprise Institute for Public Policy Research,
1975, Washington, D.C.
PAGE 11
United States, the influence of ownership rights and prerogatives are still strong
and zoning laws that are strictly construed are generally considered in
derogation of common law property rights. The purpose of community land use
planning and zoning control is to balance the collective wishes of the community
with the wishes and rights of individual property owners.
Although this analysis precludes a full development of the influence of the
law on effective land use planning and control, several recent court decisions
issued by the U.S. Supreme Courts and by New York State's Court of Appeals8
illustrate the delicate balance that must be considered between the interests of
individual property owners and the community at large.
The recent Supreme Court decisions cautioned land use planners that local
zoning regulations have limitations. These decisions limited the right of land use
planners to deprive property owners of the use of their land. The New York
State Court decision, on the other hand, upheld the right of local jurisdictions
to impose proper land use controls upon physical development in their
communities.
During the 1990's, land use zoning regulations must not only consider these
basic needs, but also the broad and pervasive implications of all development
alternatives upon basic land use planning elements. These include environmental
and traffic considerations, energy, the nature of the acreage proposed for
development, existing government services, financial needs of local government
jurisdictions, the commercial needs of residents now and in the future, and the
ability of each jurisdiction to expand its economic base. Each element should
'Bradford O'Hearn, et al, "High Court Backs Landowners", Newsday, June 10,
1987.
8Adam Z. Horvath, "Brookhaven Zoning Fight", Newsday, June 12, 1987, p.3.
PAGE 12
clearly influence the establishment and administration of zoning regulations.
According to Jim MacNeill, Secretary General of the World Commission on
Environment and Development:
The most important condition for sustainable development is that
environment and economics be merged in decision making. Our
economic and ecological systems have become totally interlocked in
the real w2rld, but they remain almost totally divorced in our
institutions.
To evaluate properly the proposed development alternatives for the
McDonald's--Mattituck site, the research team determined that each development
proposal should initially be tested against basic criteria for effective land use
planning. As a result, the team summarized the principal characteristics of each
major criterion and the summary is presented in the following pages of this
section of the report. In turn, individual analyses for each alternative plan of
development, based on an amplification of these principle criteria, constitutes the
remainder of the report.
B. PLANNING CRITERIA
1. Economic Benefits
a. Economic Benefits to the Property Owner
It is a well established principle that a property owner cannot be
denied a reasonable return on a property based upon restrictive actions taken
by a governmental unit after the initial purchase. One must determine if it is
possible for the property owner to generate a reasonable level of return under
the various alternative development options.
9Jim MacNeill, Secretary General of the World Commission on Environment and
Development, September 1989.
PAGE 13
b. Economic Benefits to the Community
The current and future economic base of local communities influences
and is influenced by land use planning and control statutes. Effective land use
planning must carefully consider its impact on overall job creation and growth,
the structural mix of job opportunities, the level and source of workers, and the
personal and corporate income that is generated through the orderly physical
development of local land resources.
Effective land use planning should evaluate economic statistics to pinpoint
the size and shape of the economic base of both local market and export oriented
firms. The number, type and mix of jobs, the personal income levels generated
by these job opportunities, the financial strengths and prospects of local firms,
and finally, the source, age distribution, and educational attainment of local
employees should be considered.
This evaluation should be completed to pinpoint how effective land use
planning can contribute to future economic expansion and growth. Once this
evaluation is finished, the impact of all development proposals should be
measured for their probable impact on the area's existing and future economic
base. A summary of net economic costs and benefits of each development
proposal therefore provides land use planners with a firm realistic basis in
making final decisions. Without this type of analysis, land use planners are not
adequately fulfilling their responsibility to the community now and in the future.
2. Environmental Protection
Rapid growth, along with the realization that the delicate ecological balance
existing in suburban jurisdictions must be protected, has exerted strong
pressures on jurisdictions to maintain their environment through effective land
PAGE 14
use planning.
Physical development planning standards have increasingly considered the
impact that each proposal has upon air, water, and land pollution. By balancing
community needs in this area against the rights of individual property owners,
effective land use planning has increasingly advocated that all development
proposals guarantee, to the greatest possible extent, that the environment be
protected.
Consequently, effective land use plans must consider the developmental
impact of all proposals on air quality, noise levels, water supplies, solid waste
generation and disposal, sewage generation and disposal, and traffic congestion
patterns.
3. Governmental and Community Services
The impact that land use development has upon governmental and
community services is pervasive, direct and complete. Depending on the thrust
of development, public and community services, the community's infrastructure,
such as roads, highways, bridges, sewer and water lines will be directly affected
as will be police, fire, education, health care, social welfare and other public and
community based services.
The careful consideration of the costs incurred and benefits achieved by
public and community based service organizations in alternative land use
development plans therefore constitutes an important priority item in devising
and implementing effective land use planning.
PAGE 15
4. Tax Impact
The total incidence of taxes on Long Island is among the highest in the
United States. In evaluating all development proposals, responsible planning
officials must consider the tax impact both in terms of expenditure costs and
revenue generation. Any development proposal which substantially expands
taxable costs without a commensurate increase in tax revenues must be carefully
considered for other possible benefits.
In turn, any development proposal which substantially increases tax
revenues at minimum public cost should receive favorable consideration, unless
other negative conditions predominate.
5. Nature of Acreage
One of the final land use planning criteria that should be considered by
land use planners is the physical nature of the land itself. Is the land suited
to the development purpose being proposed? Does it possess the natural
characteristics and the proper location for the development proposal? Effective
planning must carefully evaluate the qualifications of the land in terms of
effective development purposes.
C. EFFECTIVE LAND USE PLANNING FOR MATTITUCK
Among the considerations for effective land use planning in Mattituck
which should be considered are:
• Maintain the small-scale, semi-rural character of Mattituck
• Preserve open space and protect natural, cultural and historic
resources.
• Ensure that new development on vacant or under utilized land
maintains and enhances the existing community character.
PAGE 16
• Maintain a proper balance between land uses so that Mattituck and
the Town's population is adequately served by a sound employment
base and sufficient services.
Mattituck is currently a community in transition. The community was
historically a rural community with an economy based upon agriculture and
fishing. Given its proximity to the developing population centers on Long Island,
the North Fork has recently become an attractive location for individuals seeking
refuge from unwanted urban/suburban pressures in the picturesque tranquil
settings of communities such as Mattituck. The challenge for community planners
is to provide the services needed by individuals with deep roots in the
community, as well as the individuals attracted to Mattituck in recent years,
without altering the desirable characteristics of the community that attracted
them. The development and adaptive reuse potential of land in Mattituck will be
critical in the coming years.
D. NIMBY DEVELOPMENT LIFE CYCLE
The "NIMBY Development Life Cycle," has been identified as beginning with
initial opposition to projects similar to McDonald's--Mattituck proposal. Most of
these projects are routinely opposed before acceptance. This opposition is well
documented in the literature and in various magazine articles and newspaper
accounts.
The "NIMBY Development Life Cycle" phenomenon surfaced in the 1970's.
Historically, development up to that time occurred virtually unregulated. Then,
in the 1970's, public reaction to undirected and uncontrolled growth, which
resulted in land spoilage, ecological infringement, solid waste problems, water
pollution, landscape pollution, and lower air quality, surfaced. Restrictions and
regulations of unexpected severity ensued.
PAGE 17
These laudable community concerns are certainly in harmony with effective
land-use planning. Unfortunately, much opposition is often due to the special
interests of various individuals and groups which mask their opposition as
environmental, economic, and aesthetic concerns. These individuals and groups
show little concern for what is best for the entire community.
This is an outgrowth of what has been identified as the "NIMBY" or "Not-
In-My-Backyard" syndrome. This NIMBY approach has threatened economic
development, prevented the delivery of many necessary public services, and
precluded the implementation of effective land use planning. The Long Island
2000 study recommends that "Unless consensus and action replace contention,
Long Island's economic success will swiftly erode, and the economy will not be
renewed."10 Visionary local legislators and planning board members must be able
to separate good planning from "NIMBY" politics, which is now so often propelled
into the political forefront.
For example, some residents and businesses who feel threatened by a new
development traditionally oppose it even though it is consistent with existing land
use patterns. Frequently the individuals and business that feel threatened base
their fears upon a myopic view of the community needs. These individuals may
oppose any planned development on the grounds that they do not want to have
economic growth within the community. They fail to realize the interdependency
between economic growth, quality of life, tax levels, support for public programs
to protect the environment, community educational needs, and a variety of other
service needs. The fact that these same residents may oppose tax increases, may
complain about the quality of public services, and lament deteriorating economic
10Economic Research Bureau. Long Island 2000 - Report on Economic
Development, (Stony Brook:SUNY at Stony Brook), 1987
PAGE 18
conditions never surfaces as an issue. It is questionable whether this type of
opposition should be accorded sufficient concern to warrant costly delays. As
an editorial in the August 16, 1990 issue of the Suffolk Times points out
developers:
[D]o not really mind the planning process and zoning codes as long
as things are clearly defined. Just tell us what to do, and we'll do
it,. . . The problems arise. . . when builder/developers receive mixed
signals or, worse, signals that change in the middle of a project."
The McDonald's--Mattituck site has been zoned for business purposes for
many years. The surrounding area is currently used for business purposes, and
the proposed use is a type of permitted use. However, as previously noted,
opposition can be generated due to the special interests of various individuals
and groups which mask their opposition as environmental, economic and aesthetic
concerns.
The McDonald's--Mattituck site has been identified as having ideal
prerequisites for commercial development. These include:
1) superior access from a major traffic artery;
2) a somewhat central location to a large population group of
above average income levels;
3) location within an existing commercial area;
4) a parcel of land suitable for development.
The impacts of these land use planning elements are extremely important
in developing and evaluating local land use plans. They provide the basis for
evaluating the various alternative uses of the McDonald's--Mattituck site.
Chapter IV reviews the various planning options that have been suggested
concerning this site.
PAGE 19
CHAPTER IV.
ALTERNATIVE SITE USES
A. DEVELOPMENT OPTIONS
The function of planning is to determine which development option is best
for each site of land. This determination must take a variety of criteria into
consideration. Included are the location of the parcel with respect to roads; the
physical environment, including flora, fauna, ground water, etc.; the long range
needs of the community as a whole for possible types of growth; and the
economic value of the land if used for various alternatives. The final choice will
always reflect a trade-off between the various criteria.
During the 1990's, the operation of land use zoning regulations must not
only consider these basic needs but also the broad and pervasive implications of
all development options. To properly evaluate the proposed development
alternatives available to the Mattituck site, the consultants pinpointed alternative
development options permitted under existing zoning regulations. The current
business zoning and 3 acre size of the parcel provide few limits on the options
available for the development of this site. Given the wide latitude available for
development several development options are presented which are available to the
owner's of the Mattituck site. These include:
• Commercial development of the site as a 26,000 sq. ft. retail store.
• Commercial development of the site as a 26,000 sq. ft. office building.
• Commercial development of the site as a 22,000 sq. ft. retail strip
including a 4,000 sq. ft convenience store.
• Development of a 3,223 sq. ft. McDonald's Restaurant
• Maintenance of the site at is currently exists
PAGE 20
The remainder of this section describes each alternative and the economic
viability of that alternative. If the analysis concludes that a project is not
economically viable, this indicates that the specific characteristics of the site are
not being optimally utilized.
To be a realistic alternative, each proposal must be economically viable.
Several assumptions will be made concerning the costs and benefits involved in
each project. These assumptions will be relatively conservative, giving the
benefit to each proposed project.
The cost of the land in all cases will be assumed to be constant based
upon the value of the lease entered into by McDonald's.
B. COMMERCIAL DEVELOPMENT FOR 26,000 SQ. FT. RETAIL SPACE
The commercial development of the property would provide 26,000 sq. ft.
of useable dry use retail space under existing zoning regulations. It is assumed
that this space would be occupied by a single tenant. A building of this size if
used for retail purposes would require approximately 130 parking spaces.
Construction costs of almost $2,300,000 to construct the building is consistent
with existing construction costs. This would be in addition to site improvements.
In addition to these construction costs would be the cost of equipment and
furnishings for the interior. The total price for development of the parcel
exclusive of land would be approximately two and one-half million dollars. The
26,000 square feet of useable space in the building would require approximately
$14/sq. ft. in rent. Even if the retail store was rented, it would not add to the
economic vitality of the community since there is already excess retail space.
If constructed this option would result in a more intensive use of the
parcel than under the McDonald's proposal. More traffic would be generated and
less open space would be preserved.
PAGE 21
C. COMMERCIAL DEVELOPMENT FOR 26,000 SQ. FT. OFFICE SPACE
The commercial development of the property would provide 26,000 sq. ft.
of useable office space under existing zoning regulations. A building of this size
if used for office purposes would require approximately 260 parking spaces.
Construction costs of almost $3 million to construct the building is consistent
with existing construction costs. This would be in addition to site improvement
costs. On top of these construction costs would be the cost of equipment and
furnishings for the interior. The total price for development of the parcel
exclusive of land would be almost $3.3 million dollars. This option would require
approximately $17/sq. ft. in rent. Due to high vacancy rates for office space in
Suffolk County this option is risky. It assumes that the office space could be
rented. If rented, the space would likely be occupied by existing office tenants
in the area rather than an increase in the total occupied office space. The net
result would be an increase in the vacancy rates for office space. In addition,
the size of the building and required parking would require an intensive use of
the parcel and detract from the semi-rural character of the community.
D. COMMERCIAL DEVELOPMENT FOR 22,000 SQ. FT. RETAIL SPACE INCLUDING
A 4,000 SQ. FT. CONVENIENCE STORE
The commercial development of the property would provide 22,000 sq. ft.
of retail space occupied by multiple tenants. This would have the character of
a strip shopping center which might include a 4,000 sq. ft. convenience store.
This option is allowable under existing zoning regulations. A building of this
size, if used for these purposes, would require approximately 110 parking spaces.
Construction costs of almost $2,000,000 to construct the building is consistent
with existing construction costs. This would be in addition to site improvements.
In addition to these construction costs would be the cost of equipment and
PAGE 22
furnishings for the interior. The total price for development of the parcel
exclusive of land would be approximately 2.2 million dollars. The 22,000 square
feet of useable space in the building would require approximately $14/sq. ft. in
rent. In addition, convenience stores frequently maintain a 24 hour operation
and sell alcoholic beverages. These operations are sometimes associated with
loitering and high noise levels which are not consistent with the character of the
Mattituck Community.
E. DEVELOPMENT OF A 3,223 SQ. FT. MCDONALD'S RESTAURANT
The Mattituck parcel has ideal prerequisites for the development of a
restaurant. These include:
• Superior access from a major traffic artery
• Adequate space for the development of needed on-site parking
• Central location to a large population of above average income levels.
• Enhancement of the surrounding community
• Consistent with current zoning, surrounding commercial properties
and does not impact on adjacent residential areas.
• Strict adherence of McDonald's Corporation to community interests,
values and concerns
Based on the Mattituck development plan submitted by McDonald's
Corporation, the development of the parcel as a restaurant will satisfy a broad
range of community needs and requirements and will enhance community
redevelopment efforts. It will also ensure an eventual return on investment to
the property owner.
Traffic access to the property would provide minimum disruption to the
orderly flow of traffic both east and west. Necessary on-site parking spaces for
restaurant patrons would be on the side and rear of the property. Fifty-four
PAGE 23
parking spaces will be provided. Along with a drive-up window, the property
would be sufficient to support a restaurant of the size and dimension as
proposed. In fact, the three acre parcel allows substantial open space to be
preserved in comparison to various alternative uses of the parcel. The building
proposed by McDonald's would only cover 3 percent of the site. Even with the
proposed parking, almost 60 percent of the site would be left in a landscaped
natural state.
It is estimated that this restaurant will generate sales of approximately
$1,800,000 per year. The distribution of these sales are estimated to be 15%
during the morning hours, 45% during the lunch period and early afternoon, and
40% in the late afternoon and evening.
Upon completion of the restaurant certain distinct advantages would accrue
to the Mattituck and the Town of Southold. Among these benefits would be site
improvements which will provide an aesthetically appealing environment, increased
employment, increased sales, income and property taxes, and will serve to
stimulate the overall business activity of the community while preserving the
characteristics of Mattituck. The cumulative effect of the site improvements will
far exceed the minimum land use requirements and objectives associated with the
Town of Southold zoning regulations. Beyond adding aesthetically to the
Mattituck area, the community will gain a corporate neighbor that prides itself
in adhering to the highest local community standards, as well as providing for
local needs and concerns. As presented earlier, these include:
• The "Ronald McDonald House" serving Schneider's Children's Hospital
and other local hospitals. The "Ronald McDonald Houses" have
developed a national reputation for the services that they provide
for critically ill children and their families.
• The McDonald's All-American Band serves as a vehicle to promote
community understanding through music excellence and bringing
individuals from diverse communities throughout the nation together.
PAGE 24
• Local McDonald's owners and managers who are involved in
community affairs such as little league, scouting, and various
community service efforts.
F. NO DEVELOPMENT DECISION
Without a development decision the value of the property will ultimately
decline. For example, a nearby parcel on Old Main Road contains a number of
abandoned vehicles that diminish the aesthetic atmosphere of the community.
There will be no contributions to the economic vitality of the community and
there will be no additional tax revenue generated. In fact, failure to develop the
parcel will only serve to limit the economic vitality of the community. Due to
the negative consequences that would result, this option should not be seriously
considered.
The above economic analysis indicates that the McDonald's--Mattituck
proposal is the most reasonable use of the premises. However, the economic
impact is not the only consideration. The next section reviews the environmental,
government and community impacts which are important for effective land use
evaluation.
PAGE 25
CHAPTER V.
COMMUNITY IMPACTS
•
A. COMMUNITY CHARACTER
The Mattituck Area has been historically regarded as a quiet leisurely
agricultural and waterfront community. The existing business district served
some of the needs of this population. However, with the growth of Suffolk
County and the New York Metropolitan Area following World War II and the
mobility provided by the automobile, the characteristics of the population
changed. The Mattituck area has become increasingly a recreational area
providing a large number of second homes for individuals who do not have their
permanent roots in the community. These individuals, as well as permanent
residents created a need for goods and services to meet the requirements of the
changing population. Increasingly, time has become a precious resource and
shopping a requirement that must fit into an already busy schedule. While
leisurely dining is still appreciated, it is sometimes necessary to eat a quick meal
as one moves from one task to another. For businesses to thrive, they must
meet the demands of the consumers. Currently, this demand for quick dining is
not being fully met in the Mattituck area.
If the community does not meet the needs of its residents, they will shop
outside of the community. They will seek areas where they can satisfy a variety
of shopping needs within a short period of time. Related to these needs is
frequently a desire to obtain a meal in a short period of time. At the present
time, few such meal options exist in the Mattituck. If the retail business activity
in Mattituck is to be strengthened, it is necessary to adapt to the changing
needs of the residents. Among these needs is the availability of a quick service
PAGE 26
restaurant such as McDonald's. McDonald's discovered before others that the
nation's lifestyle demands quick service, high quality, and reasonably priced food
for customers on a limited time schedule. By helping to pioneer this concept,
McDonald's grew as the nation grew.
Positive measures such as designs geared to meet the aesthetic needs of
Mattituck and site landscaping as provided by McDonald's will only serve to
strengthen overall business activity and enhance the character of the community.
For example, the architectural style of the proposed McDonald's Restaurant is
sensitive to the heritage of the community. The strengthened business activity
will, in turn, incrementally increase the need for both leisurely dining and other
goods and services needed by the residents of Mattituck. The increased
business activity will further provide the resources necessary to support schools,
community services, and cultural affairs.
B. GOVERNMENT AND COMMUNITY SERVICES
The impact that land use development has upon governmental and
community services is pervasive, direct and complete. Depending on the thrust
of development, public and community services, community infrastructure, such
as roads, highways, bridges, sewer and water lines will be directly affected; as
well as police, fire, education, health care, social welfare and other public and
community based services.
The careful consideration of the costs incurred by public and community
based service organizations in the development of the Mattituck property by
McDonald's Corporation is important in evaluating this development proposal. In
addition, responsible zoning officials must also consider the tax impact of
development proposals.
PAGE 27
Based on a careful review of the nature of McDonald's restaurants
operations in similar communities, it is likely that establishing a quick service
restaurant in Mattituck would not require anything beyond normal community and
public services. In fact, establishing the restaurant would contribute almost
seventy-five hundred dollars annually in property tax revenues. About fifty
percent of this amount will go to community schools without placing any students
in the schools. It is also expected that the McDonald's quick service restaurant
would generate almost one hundred forty thousand dollars in additional sales tax
revenue. The revenue will provide additional funding for State and County
needs. At a time that Suffolk County and New York State are experiencing
severe budget shortfalls this is particularly important in order to prevent tax
increases. Furthermore, the fiscal problems of the Federal and New York State
governments would also be helped due to almost $80,000 in additional income taxes
generated by this development.
C. ECONOMIC BENEFITS AND COSTS
As noted in the previous discussion of effective land use planning, it is
necessary to evaluate the overall economic benefits and costs of any development
proposal. These would include the number, type, and mix of jobs, the personnel
income levels generated by these job opportunities, the financial strengths and
prospects of the project developers, and finally, the source and age distribution
of local employees.
Establishing a McDonald's Restaurant in Mattituck will create seventy-five
new jobs. Sixty-seven will be basic food service jobs ranging from counter
employees to cooks. The remaining eight jobs will be managerial in nature. Total
annual payroll for this operation will be almost a half million dollars annually.
PAGE 28
The multiplier effect will more than double the total income generated in the
community based upon this payroll. In addition to this payroll impact McDonald's
Corporation also purchases food items from Long Island suppliers. This economic
enhancement of the community is of growing importance to the current softening
in the region's economy.
D. ENVIRONMENTAL CONSIDERATIONS
The proposed McDonald's restaurant in Mattituck must adhere to the strict
environmental policies that the McDonald's Corporation requires for all its
restaurants. Foremost of their concerns over environmental considerations is the
management of solid waste as a by-product of a restaurant's operations.
McDonald's ascribes to a policy of integrated solid waste management which
emphasizes the reduction, reuse, and recycling of their operation's by-products
that enter the waste stream. Given the closure of landfills on Long Island, this
integrated approach to solid waste management takes on an enhanced importance.
The use of environmentally sensitive materials in the packaging of
McDonald's food and beverage produce coupled with the in-store separation of
the various components of that packaging through the use of different disposal
receptacles, ensures that disposed items are then utilized in the best
environmental manner available. While "package" waste is the most visible
environmental impact resulting from the operation of a McDonald's restaurant, it
is only one of the environmental considerations that the McDonald's Corporation
addresses in developing their land use plans for these facilities.
PAGE 29
In addition to solid waste generation and disposal, effective land use plans
must consider the developmental impacts a restaurant facility will have on water
supplies, air quality, noise levels, sewage disposal, and traffic patterns. The
McDonald's Corporation firmly believes that the integrity of the local environment
must be protected and maintained. As a result, the McDonald's Corporation has
consistently presented development plans which meet or exceed all environmental
standards designed to protect, maintain, and enhance the delicate ecological
balance of an area.
The McDonald's Mattituck Restaurant will rely on well water and on-site
sewage systems. In neither case is it expected to be a major user of these
systems due to the nature of its operations. As an expression of its continued
commitment to environmental quality of its restaurant operations, the McDonald's
Corporation also proposes to install air filters at the Mattituck facility. The
result of this action should be little if any impact upon air quality of the
community. McDonald's restaurants also maintain external noise controls using
low decibel voice level equipment designed to minimize intrusion beyond a normal
voice hearing range. In addition, landscaping is designed in such a manner as
to provide natural buffers. In a similar manner all exterior lighting is designed
to provide focused illumination using poles and shields which direct the light
away from surrounding properties.
McDonald's restaurants utilize environmentally sensitive disposable food and
beverage containers to provide enhanced sanitation and ensure product quality.
All waste is kept in a centrally located enclosed storage areas until removed from
the site by private licensed carters. To further reduce the impact of restaurant
generated solid waste on the local community, the McDonald's Corporation has
begun major recycling operations outside of Suffolk County to ensure that its
PAGE 30
solid waste does not add to the current waste stream borne by the local
community. This action was taken in advance of Long Island landfill closures to
guarantee an uninterrupted flow of solid waste disposal for McDonald's Mattituck
Restaurant.
Traffic congestion is always a concern in any site development plan for a
McDonald's restaurant. The Mattituck site is located on Main Road (NYS Rt. 25),
a two lane highway at the restaurant site. Preliminary discussions with local and
state highway officials have resulted in the consideration of traffic options to
allow for the uninterrupted free flow of traffic on New York State Rt. 25 into the
restaurant site.
The McDonald's Mattituck Restaurant will exert an insignificant impact on
the few surrounding residential properties. Both are separated by existing
natural vegetation which serve as visual and noise barriers. McDonald's, through
its landscaping, will further enhance the effectiveness of these natural buffers.
The McDonald's plan will leave almost 60 percent of the 3 acre site in a
landscaped natural state. This contrasts markedly with the potential development
options were the buildings and parking would cover the majority of the site.
E. IMPACT ON EXISTING RETAIL FOOD SERVICES
While competition is regarded as the cornerstone of the American economic
system, there is always the need to consider the impact of any new provider of
a good or service upon existing providers. In particular, will the establishment
of a new McDonald's in Mattituck have adverse affects upon the existing food
service establishments? Those food service establishments which provide quality
services which meet the needs of the people of Mattituck are expected to
experience increased revenues. The investment by McDonald's will provided
PAGE 31
additional personal income and job opportunities which will be translated into
increased expenditures in the community for goods and services including
increased restaurant sales. McDonald's serves a highly specialized market niche
which is largely not being served by existing retail food services.
PAGE 32
CHAPTER VI.
SUMMARY AND FINDINGS
The cumulative economic and community impacts of the McDonald's-Mattituck
proposal are very positive. As pointed out in this report, the proposed
restaurant enhances the character of the community, improves the visual image
of the property and enhances the local economy. It does all of this without
adversely impacting the local environment. As such, the proposal is fully
consistent with the community objectives and existing zoning regulations. The
most significant economic and community benefits include:
A. ECONOMIC CONTRIBUTIONS
• Will directly contribute almost $500,000 annually to the local economy
through the creation of new jobs
• This $500,000 annual contribution will result in almost $1,000,000 total
economic impact to the county's economy.
• Provide a stimulus for the further enhancement of business activity
in the community.
• This income will generate almost $80,000 in personal income taxes.
• Will pay approximately seventy-five hundred dollars in property
taxes each year
• About fifty percent of these property taxes will go to community
schools each year
• Almost $140,000 per year in sales tax revenues will be generated.
• Foster local economic growth and development at a time that it is
increasingly needed without adversely affecting existing retail food
establishments.
PAGE 33
B. COMMUNITY BENEFITS
• Preserves existing land use standards
• Maintains and enhances the character of the community
• Does not require additional governmental services
• Will enhance local property values
• History of support for community activities
• Sensitive to community environmental concerns
• Location facilitates traffic flows
PAGE 34
j
APPENDICES
PAGE 35 1
APPENDIX I
STUDY TEAM
BIOGRAPHICAL MATERIAL
Carl L. Figliola
Is Chairman in the Department of Public Administration at the C.W. Post
Campus of Long Island University. As a Professor of Public Administration, he
has participated in many previous studies of county, state and federal
government operations. Dr. Figliola is also serves as a consultant with GOVREL
and as a member of the Bi-County Planning Board. He is a past president of the
Long Island Chapter of the American Society for Public Administration and former
member of the ASPA National Council. Dr. Figliola earned his Ph.D. and M.A. at
New York University and his B.A. from Long Island University.
Justin R. Renz
Associate Professor of Health and Public Administration at the C.W. Post
Campus of Long Island University. Dr. Renz is an economist who was formerly
the Director of the Nassau County Office of Productivity and Administrative
Analysis and Manager of the Economic Analysis Department at McKay-Shields
Economics, Inc. He has worked in both the private and public sectors and has
done extensive consulting work with local, state and federal agencies. Dr. Renz
earned his B.A. from St. John's University and his M.B.A. and D.P.A. from New
York University.
Thomas C. Webster
Dr. Webster is a Professor of Public Administration and Director of the
Center for Management Analysis at the C'.W. Post Campus of Long Island
University. He is a past-president of the Long Island Chapter of the American
Society for Public Administration. He has done extensive research in the areas
of public sector productivity, health, and environmental economics having written
a number of articles and reports in these areas. In addition he has had major
responsibility in the training of New York State Managers in the area of
computers and public management. He earned his B.A. Business Administration
at Graceland College, and his M.A. in Environmental Economics and Ph.D. in Public
Administration from The Ohio State University.
PAGE 36