Board of Trustees

REVISED MEETING NOTICE Village of Scarsdale A Work Session of the Scarsdale Village Board of Trustees is scheduled for Tuesday, April 20, 2021 at 5:00 PM. The meeting will be held via Zoom video conferencing service. Members of the public wishing to participate in the meeting can do so via online link at https://zoom.us/j/93183703358, or call into the meeting using 1-929-436-2866 and entering the Meeting ID 931 8370 3358* Agenda 1. Receive Advice of Counsel 2. Mayor’s Comments – (Anticipated to commence at 6:00pm) 3. Village Manager Briefing 4. Strategic and Financial Planning 5. Executive Session – Personnel Matter – The Board will convene in Executive Session to discuss the Village Manager Search AK: 04-20-21 E-MAIL: Journal News (Lohud) Scarsdale 10583 Scarsdale Hamlet Hub Scarsdale Inquirer The Daily Scarsdale cc: Lobby Bulletin Board *For a brief Zoom tutorial or to troubleshoot a problem, see here: https://support.zoom.us/hc/en- us/articles/205566129-Raise-Hand-In-Webinar. For other user questions, please visit the Zoom Help Center: https://support.zoom.us/hc/en-us. Strategic and Financial Planning Work Session document April 20, 2021 For discussion purposes  Vision Strategic and Financial Planning Four Pillars of Government Infrastructure Economic Quality of Life Municipal Services & Public Safety Development & Land Sustainability Use Technology Enablers Communications Personnel Law Agenda • Mayor - Recap (10 minutes) • Decisions Made • Outstanding Items • VM Briefing (10 minutes) • Operational Efficiencies, Budget, and Financial Planning – Treasurer’s Office (15 -20 minutes) • BOT Discussion (20 minutes) • Public Comment specific to Treasurer presentation (10 minutes) • Special Assignments – Board Alignment (20 minutes) • Immediate Issue/Board Engagement/Prioritization (15 minutes) • Public Comment (10 minutes) • Next Steps (5 min) * Times are approximate Decisions Made – Work Sessions • Work Sessions to include immediate issues and strategic initiatives • VM provides briefing at Work Sessions • Matters first introduced in Work Sessions - Board determines whether to advance to Agenda or keep in WS - If kept in WS, Chairs propose work plan; get consent of full Board • Institute Quarterly Reviews - against Pillars and Enablers (get dates on calendar) Decisions Made - Business Meetings • Mayor/VM review preliminary agenda • Packets to Board Wednesday evenings • Board reviews and highlights items by Friday at noon • Mayor/VM connect Friday • Develop annual calendar – pro forma resolutions, budget, etc. Outstanding Items • Research Consent Agendas - Legal compliance - Best practices • What Requires Staff Research v Consult • Timing of Agenda/Business Meeting - 7 pm or 7:30 pm - Hybrid ? Special Assignments Pool Complex – Village Center/Complete Streets – Village Manager Search Special Assignments Pool Complex Complete Streets / Village Center Village Manager Search Mayor Veron Mayor Veron Mayor Veron Deputy Mayor Arest Deputy Mayor Arest Deputy Mayor Arest Trustee Ahuja Trustee Lewis Trustee Whitestone Subcommittee Communications Trustee Ahuja Trustee Whitestone Deputy Mayor Arest • BOT to Align on Goals • Assemble Team (VM staff and BOT) • Develop Workplan -Goals and Scope -Roles and Responsibilities -Timing and Deliverables -Community Engagement • Bring to Committee of Whole Immediate Issue • Marijuana Legislation (Dispensaries and On-Site Consumption) Choice to opt out by Dec 31 - Permitted by Law Adult-Use - Other Municipalities (staff) - Liaison to Community Organizations (BOT) - Residents Outreach (all)  Board Engagement • With Boards and Councils (Decision Making & Advisory) - Board Charge - Work Plan - Recommendations • With Legal Counsel • With BOE and School Administration • With Public Public Comment (one way) - Work Sessions - Business Meetings (5 min pre/post before 10) Public Hearing Informal (two way) - Java with Jane – Dine the ‘Dale tent - With subsets of the Board - in town, on fields • Meeting at Key Village Sites Prioritization – Strategic and Financial • Proactive Government – Articulate priorities (Apr 27-May 4) - Vision/Strategy/Finance - Priorities by Pillar & Enablers - Special Assignments • Chairs manage planning/research process; Committee of the Whole decides • Allow for Unexpected • Timeline - 1-2 Years - 3-5 Years - 5+ Years Upcoming Work Sessions • April 27 5-6:45 pm; Agenda/Business Meeting thereafter • May 4 5-8 pm • May 11 5-6:45 pm; Agenda/Business Meeting thereafter • May 18 5-8 pm • May 25 5-6:45 pm; Agenda/Business Meeting thereafter Appendix  Vision Strategic and Financial Planning Four Pillars of Government Special Assignments Infrastructure, Economic Strategic & Complete Streets / Village Manager Quality of Life Municipal Services Public Safety Development & Pool Complex Financial Planning Village Center Search & Sustainability Land Use Chair Mayor Veron Trustee Whitestone Trustee Crandall Trustee Lewis Deputy Mayor Arest Mayor Veron Mayor Veron Mayor Veron First Vice Chair Deputy Mayor Arest Trustee Crandall Trustee Lewis Trustee Crandall Trustee Lewis Deputy Mayor Arest Deputy Mayor Arest Deputy Mayor Arest Second Vice Chair Trustee Lewis Trustee Ahuja Trustee Brew Trustee Brew Trustee Ahuja Trustee Ahuja Trustee Lewis Trustee Whitestone Strategy Assets Water COVID Village Center Subcommittee 1-2. 3-5, 10+ Years Library Sewer Fire - Boniface Park Communications Service Delivery Pool Roads Police - Mural - Relative Value Activities Bridges SVAC - Comp Plan Trustee Ahuja - Op Efficiencies Recreation Buildings School Merchants/SBA Trustee Whitestone - Talent/Resources Parks & Fields Cyber Other Retail Hubs Deputy Mayor Arest Finance Community Events Development Budget Process Affinity Groups Preservation/Character Operating Expense Youth Zoning and Code Capex Seniors Financing/Borrowing Multicultural, Belonging Investment Well-being Reserves/Fund Noise Balance/Ent Funds Open Space Assessment Chair Vice Chair • Digitization • Project Sizing Technology Trustee Ahuja Trustee Lewis • Tech Requirements • Municity / GIS Underpinningss • Site Upgrade • Cable / Video Communications Trustee Whitestone Trustee Ahuja • Social Media • Bds & Councils Recruitment • Timing / Process / Assignments Personnel Trustee Brew Trustee Whitestone • Bylaw / Constitutions • Community Outreach / Messaging • Code Updates • Potential New Legislation Law Trustee Crandall Trustee Brew  Vision Key Words and Phrases National Leader in Municipal Government Take the Village Well Into the 21st Century Capable of Delivering Best in Class Government Services Fully Aligned with the Needs of our Increasingly Evolving and Diverse Community Honor our Past and Build for our Future Retain What Makes our “Village in a Park” so Special Attracting and Retaining Outstanding Talent Leveraging Technology and Best Practices Resources  Culture and Values • Integrity • Trust • Respect • Open Mindedness • Assume Best Intent  Good Process • Visibility to Important Issues • Regular Updates • Work Sessions for Discussion • Welcome Diversity of Opinions • Deliberate for Best Outcome • Model Cohesiveness and Respect • No Blindsiding • Raise Issues and Concerns to Me Village of Scarsdale Memorandum Treasurer’s Office To: Steve Pappalardo, Village Manager From: Ann Scaglione, Village Treasurer Date: April 19, 2021 Re: 4/20/21 Presentation to BOT I was asked to present tonight on some of the items I have been working on and some areas of opportunity. As you know, I have been your Treasurer since October, and my immediate goal was to learn the staff, current operations and issues. In reviewing policies and procedures, I have identified areas where our financial processes can be updated. Our accounting and financial reporting must be in compliance with Generally Accepted Accounting Principles and Governmental Accounting Standards Board. In addition, we must operate in compliance of New York State and Local requirements. Over time, the rules and requirements have been increasing, as well as the demand for timely, actional and transparent information. My goal is to review financial practices and operations, to identify opportunities to ensure we fulfill all requirements and strive to operate in models of best practices. The majority of the opportunities that I have already identified and started addressing are related to modernizing our processes. Our Technology Advisory Committee has prepared a comprehensive report which includes their initial findings and recommendations of next steps. The opportunities listed below, with the suggested updates are in compliance with the recommendations of this report. Current Focus: The following are items that I am currently working on, with the expectation of completion by the end of this calendar year. 1. Issue a Consolidated Annual Financial Report for our 2020/2021 financial statements. The Government Finance Officers Association has issued the format and requirements for this report, with the intent to provide the reader of the financial statements a clear and comprehensive picture of the governmental entity. In addition, this allows for consistency among financial reporting of governmental entities, again with the goal of providing the  reader with a clear, consistent format. The first year of preparing this report is the most challenging, as setting up the format and compiling historical facts; going forward the process will be more manageable. 2. Updating Tax Bills and Offering communication options to our residents. As the decision to offer installment billing for Village and School taxes will be continuing, we have identified some areas of improvement in our Tax Bills. We have reviewed many tax bills and are working to make a few changes to ensure our tax bills have clear due dates and penalty schedule. In addition, we are working to implement technology to allow taxpayers to elect to receive tax bills and tax receipts by email. Furthermore, we have redesigned our delinquent tax notices to include all taxes due on one notice. Delinquent notices will be mailed on a regular basis. 3. The Village has a long history using New World as their financial software. There are many features and modules, some we have already, and others that can be purchased and implemented to update and streamline tasks. I am looking to implement procedures and technology to streamline the accounts payable and payroll tasks, to reduce redundant and paper intense processes. Specifically, I would like to utilize the workflow features to allow for electronic approval of purchase requisitions, purchase orders and vouchers. This would eliminate unnecessary paper throughout the organization in processing accounts payables. Additionally, there are several Payroll and Human Resources functions that can be automated with employee self-service modules. 4. Streamlining Cash Receipts to allow for inhouse, batch processing of tax and water receipts. We are working with our bank and software companies to provide for remote desktop scanners to allow for creation of lockbox deposit batches, capturing images of both the check and remittance slip, and upload to tax and water software packages. The workload in the Treasurer’s office has been significantly increased with the two- installment option, and this technology will provide a more efficient way to process the receipts, ensure compliance with NYS Comptroller guidelines, as well as digitize our transactions. 5. Utilize existing technology for digitization. The Village has had Laserfiche for many years. We are exploring ways to utilize this existing technology to streamline workflow and increase digitization of documents, both within the Treasurer’s department, as well in processes between departments. I am working with our Assessor to increase user licenses, update to the current version of the software and engage Laserfiche to assist with integration with our tax and financial systems. The overarching goal is to improve the accuracy of processing transactions, working smarter using technology. Next Steps: We are currently reviewing technology opportunities to provide tools to streamline the budget process, tools to allow for generation of budget scenarios, allow for multi-year budgeting, as well as to provide transparency of Village financial data. In our efforts to improve our budget process, I look to follow best practices and guidelines of the Governmental Finance Officers Association. However, with an eye on improving our upcoming budget process, I would like to consider discussing improvement that can be implemented immediately. I recommend we start our process by discussing the goals and objectives of this board, using the input we have received from our active citizen groups, topics of public question and comments, and priorities of our taxpayers. The Sky is the Limit Linking Vision, Goals, and Resources Four Pillars of Scarsdale’s Governance Operationalizing Policy Level Goals - Strategy - Alignment - Best Practices - Results Continuous Improvement  2021 Strategies: Comprehensive Annual Financial Report • Financial Transparency • Concise Summary of Financial Position • Government Finance Officer’s Association Best Practice Format  2021 Strategies: Tax Billing Improvements • Improved Communication • Enhanced Transaction Accuracy • Working Smarter through Technology  2021 Strategies: Accounts Payable and Payroll • Process Streamlining • Eliminate Paper and Manual Processes • Reduce Cycle Times and Lower Costs • Working Smarter through Technology  2021 Strategies: Cash Receipts • Efficiency Gains • Enhanced Regulatory Compliance • Workflow Digitization  2021 Strategies: Maximize Lazerfiche Usage • Interdepartmental Collaboration • Maximize Existing Software Benefits • Enhance Accuracy and User Convenience  Integrity Trust Next Steps Respect • Develop SMART Goals and Objectives Open-Mindedness • Align Staff and Financial Resources Goodwill • Consider Multi-Year Budgeting • Pursue GFOA Distinguished Budget Award • Consider Baldridge Framework to Support Continuous Improvement