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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