Board of Trustees

MEETING NOTICE Village of Scarsdale A Work Session of the Scarsdale Village Board of Trustees is scheduled for 4:00 PM on Tuesday, January 24, 2023. The meeting will be held in Rutherford Hall located on the 2nd Floor in Village Hall. Members of the public wishing to participate in the meeting remotely 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. Budget Discussions CS: 01-19-23 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.  { FY2023-2024 Proposed Budget Scarsdale Public Library The Pandemic Years  FY2020-2021:  Moved into renovated building  Closed Loft  Provided curbside pickup & virtual programs  December 2020: opened by appointment  March 2021: opened for limited browsing, expanded hours  Filled full-time vacancies, began part-time hiring*  Reduced budget request by $210,000  FY2021-2022:  Opened without restrictions in June 2021  Phased in study rooms, Tech Room use, meeting room rental  Added in-person programs to virtual offerings (outdoor & indoor)  Returned to pre-construction, pre-COVID hours (+1)  Slowly increased PT staffing FY2022-2023: A Return to “Normal-ish”  Increased programs & services  Mix of in-person (indoor & outdoor) and virtual programs  Technology Room/Business Center enhancements  Increase in room rentals  Re-imagined partnerships  Students coming in droves  Increased foot traffic and usage  Enhanced toddler area  Interior signage coming Community Collaborations  PRC  Camps  Weinberg Nature Center  Light the ‘Dale  Senior programs  Scarsdale-Edgemont Family Counseling Service  Safe Coalition  Community Read—Anita Hill  Seniors—Vital Aging Fair, luncheon, programs  Scarsdale Historical Society  New Residents Club  CCRB/Council for Human Relations  Scarsdale Chinese Association  Increased school outreach (more later)  Showcase for local talent—music, art, academics  “Scarsdale Moms” group  LGBTQ+ Programs Committee Uncontrollable External Factors  Legal fees  HR support  Separate contract  Fuel costs  CSEA contract  Step increases  PT staff hired in FY21-22 union eligibility  Contract negotiations  Benefits  Expired warranties  Technology challenges  Job market & CIVIL SERVICE (more on this later) Proposed FY2023-2024 Library Budget Total Expenses: $4,663,602  $467,833 (11%) increase from the approved FY2022-2023 budget General Fund Transfer: $4,626,002  FY2022-2023:  $1,000,000 from Library Fund Balance  $3,095,000 General Fund Transfer Hiring Challenges  Civil Service process constraints  Civil Service titles  PT staff challenges/ROI  Multiple jobs  Difficult job market  Carefully staffing up to meet demand  Have never increased FT positions Children’s Services Current Scenario Possibilities  Many new families, grandparents  Bring back popular programs  Endless appetite for family  Multi-level book discussions programs  Increase sessions of toddler/pre- K story times  Current offerings are barely  Increased weekend programs sustainable  Richer multicultural programming  Unable to:  Large-scale special programs  Meet demand of story programs  Programs for children with special  Perform school outreach needs  Prepare in-demand craft programs  New Initiatives  Plan large-scale programs well in advance (Lunar New Year, Diwali)  1000 Books Before Kindergarten  Additional large-scale programs  Participate in professional development/training  Improved collections  Properly maintain collection  Pre-school/school collaborations Teen Services Current Scenario Possibilities  New department with renovation  Have staff available when  Quasi-Teen Center needed  Provide additional support to  Relies heavily on Teen Advisory Board student endeavors  Opportunities for interns and  Endless appetite for teen services senior options  Excellent partnership with schools  Go “live” with Makerspace  Unable to:  Offer additional programs  Staff the Teen Room adequately  Additional study nights  Properly supervise and guide Teen  More robust social media Advisory Board  Sponsor teen interns presence  Specialized book lists,  Implement programs requested by community information literacy tools, etc.  Sustain outreach efforts  Increased partnerships with  Curate and create resources for museums, etc. through grants teen readers and teachers  Apply for grants Building Maintenance Current Scenario Possibilities  Increase in square footage  Reliable custodial coverage  Increase in meeting/program spaces  Increased room rental  Increase in number & size of restrooms revenue  More complicated systems (planned  Additional programs pre-COVID)  Full weekend coverage  Had 80% custodial position with  Timely responses to benefits prior to renovation  Unable to: maintenance requests  Provide adequate AV support  Improved audio-visual  Fully support later/weekend equipment support programs and rentals  Better oversight of contracts  Perform minor repairs, carpentry, and equipment  Less staff turnover maintenance/building work requests Nine Year Perspective: Village Contribution Comparison—2% increase 4,500,000 4,371,419 4,285,705 4,201,671 4,200,000 4,119,286 4,038,515 3,959,329 3,900,000 3,881,695 General Fund 3,805,583 Transfer 2% Year to Year 3,600,000 3,730,964 3,790,544 3,594,325 3,594,325 3,694,325 3,788,163 4,051,016 3,095,000 4,626,002 3,300,000 3,000,000 FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 Difference: -15,039 -344,190 -331,123 -1,190,705 -287,370 -365,004 -150,655 +254,583 Total: $2,429,504 How Much Does It REALLY Cost to Serve Our Community? 80,000 Every year, the Friends of the 70,000 Scarsdale Library supports these efforts outside of our operating 60,000 budget through fundraising and 50,000 Other grants: 40,000 Museum Passes  Children’s Programs  SPL Writers Center classes 30,000 Adult/Teen Programs  Exam Nights for HS students 20,000 Children's  Special Programs Programs 10,000  Museum Pass Program 0  Library in the Park” plans FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 In Summary…  Between the renovation and COVID, we lack data and benchmarks  Crystal ball: we are on the upswing and will continue to get busier  The appetite for services and programs for children and teens is growing exponentially  Our school partnerships are thriving  Requests for community collaborations is increasing  Employees are resilient, creative, and patron-focused, but stretched to the limit  Our approach to budgeting has made the most of public and private dollars FY2023-2024 WATER DEPARTMENT ANNUAL BUDGET PRESENTATION  2 Where Our Water Comes From • New York City Water System • Catskills reservoir system – 600 billion gallons • Kensico Reservoir – 29 billion gallons (last stop) 2022 Water Statistics • 1,135,820,000 Gallons of water pumped in 2022 • 82,470,000 gallons more than 2021 • 3,111,836 Average gallons pumped per day • 7,426,000 Gallons pumped peak day – July 10, 2022 • 6,040,000 gallons pumped peak day – June 27, 2021 • Over 5,800 Water meters read & maintained • 875 Fire hydrants flushed & maintained annually • 5097 Service requests Recent Accomplishments • Hired new Assistant Water Superintendent, Thomas Brann • 2022 Advancement Award for Water System Master Plan - Westchester Water Works Conference • Upgraded Cybersecurity Software and Hardware for the SCADA System at Reeves Newsom Water Pump Station Challenges • Difficulty in acquiring valves, brass material, water meters and chemicals due to supply chain issues • Low inventory • Delay in shipment of materials • High volume of water customer inquiries • Aged infrastructure complicating emergency repairs Rate Increase Comparison Rate at 3% Units Multiplier Current Rate Increase Tier 1 Up to 50 1 $ 3.65 $ 3.76 Tier 2 51-125 3 $ 10.95 $ 11.28 Tier 3 Over 125 3.5 $ 12.78 $ 13.16 • First Pass Budget Includes a Proposed 3% Increase to the Base Tier Rate • Increase in Water Fund Revenue of $200,000 Average of Water Accounts by Tier 2022 2021 Tier 1 75.12% 72.97% Tier 2 18.74% 20.28% Tier 3 6.14% 6.75% Key Performance Indicators Develop system to track the following KPIs: • Percentage of meters on radio system • Objective: 100% of meters on Radio system by end of FY24 • Emergency Repair Costs • Objective: monitor and minimize emergency repair costs over time Update on Prior Year Requests • Crossway Water Main Replacement – Design stage completed • Catskill Aqueduct Chlorine Shutdown – Design stage completed • Water Meters/Fire Hydrants Replacement Programs – continuous replacement Crossway Water Main Replacement Design • 3,600 Linear Feet of 8 Inch Diameter Water Main • Cement Line Ductile Iron Water Main • Replacement of fire hydrants • Upgrade Village-owned water service lines • Install new water valves at each intersection Key Changes from FY2022-2023 • Total Water Fund increasing by $4,578,200 • Consistent with Water Rate Model and recommendation of consultant, this budget assumes a 3% increase in water rates • Addressing items in the Water System Master Plan Projects • Additional cost to complete installation of smart meters and AMI (radios) • New FTE Position request: Water Customer Service Clerk ($75,965) • Assist with process improvements • Improve timely communication with water customers FY2023-2024 WATER DEPARTMENT ANNUAL BUDGET PRESENTATION FY2023-2024 PLANNING DEPARTMENT ANNUAL BUDGET PRESENTATION Recent Accomplishments • Completion of the Strategic Placemaking and Mobility Plan • Professional policy support and analysis for the Stormwater and Lot Coverage Laws • Contract with General Code for scanning services Challenges • Challenges recruiting for the Secretary – Planning Board position • Competition with other municipalities and private sector Key Performance Indicators • Placemaking and Mobility Plan completed within budget and on schedule • Develop system for tracking scanning of records Update on prior year requests • Mobility and Placemaking Plan • Phase 1- Planning - Completed in 2022 • Phase 2- Design Drawings - Commence in 2023 • Phase 3- Construction – Commence in 2023-2024 • Comprehensive Plan • Commence in FY 2024-2025 depending on progress of Placemaking Initiatives Key Changes from FY2022-2023 • Total budget increasing by $22,139 • Increase in salary for Secretary – Planning Board ($58-68K) FY2023-2024 PLANNING DEPARTMENT ANNUAL BUDGET PRESENTATION FY2023-2024 JUSTICE COURT ANNUAL BUDGET PRESENTATION Recent Accomplishments Court in full swing since February 2022: • Caught up with all covid-stayed cases • Cleared backlog of LL/Ten and Small Claims cases • Clearing up backed-up traffic trials Challenges • Transition to PASSPORT and integration of PANGO into the vehicle ticketing system • WI-FI blackout areas in Village • Managing increased workload in the Clerk’s office • More after hours arraignments Parking Fine Revenues Key Changes from FY2022-2023 • First Pass Includes Departmental Increase - $29,000 from current year • Increase in Non-Union Salaries of 2% • Increase in Overtime, $4,000 • Increase in appropriation for Associate Village Justice - hours vary FY2024 Items for Consideration • Requesting increase of $3,000 for Court Clerk • Restore Part Time Clerk to handle parking tickets, proposed $15,000 • Futher increase allocation for Associate Village Justice, should hours be necessary, additional request of $10,000 • Total additional to be considered $28,000 • Note, this would still provide a positive variance compared to Revenue projection of $33,000 FY2023-2024 JUSTICE COURT ANNUAL BUDGET PRESENTATION FY2023-2024 HUMAN RESOURCES ANNUAL BUDGET PRESENTATION Recent Accomplishments • Filled recruitments in several departments • Professional recruitment contract for Personnel Administrator • Managing five concurrent contract negotiations Challenges • ICMA indicates record numbers of government employee resignations • Significant increase in retirements • Competition with private sector • Civil service rules and regulations Challenges • More reliance on legal counsel, impacting expenses • Vacancies • 7 current FTE vacancies • 5 PT vacancies • 4 anticipated retirements in 2023 Key Performance Indicators • Develop departmental KPIs with new Personnel Administrator. Metrics may include: • Employee retention trends • Length of time to fill vacancies • Tracking of discretionary trainings – skilled workforce  Number of FTE’s Over Time 250 233 233 235 233 232 232 232 232 232 232 236 11 11 11 11 10 10 10 10 10 10 10 9 9 10 10 10 10 10 10 10 10 11 200 106 107 107 107 107 107 107 107 107 107 107 150 100 50 107 106 107 105 105 105 105 105 105 105 108 0 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Fiscal Year General Government Public Safety Culture and Recreation Home and Community Services Culture and Recreation Home and Community Services 2022 Retirements vs. Resignations 2022 Separations by Department 1 3 1 2 5 24% 2 76% 1 3 2 3 3 Assessor Court Fire IT Human Resources Planning Police Public Works Retirements Resignations Recreation Clerk Manager Update on Prior Year Requests • Delay of projects pending Personnel Administrator recruitment: • Wage & Benefit Study • Development of performance evaluation system • Transition to contractual risk management service Key Changes from FY2022-2023 • Total budget increasing by $80,144 • New: Contractual Risk Management Services - $30,000 • Increase in personnel costs - $20,961 • Miscellaneous training costs and supplemental legal services FY2023-2024 HUMAN RESOURCES ANNUAL BUDGET PRESENTATION FY2023-2024 INFORMATION TECHNOLOGY ANNUAL BUDGET PRESENTATION Recent Accomplishments • Amidst RFP process for Managed Service Provider (MSP) • Secured vendor contract for firewall upgrade and network reconfiguration • Coordination with other departments to implement new technology Challenges • Evaluating evolving technology needs • Transition to Managed Service Provider • Managing software deployments Key Performance Indicators • Will develop KPIs for: • System downtime • MSP customer service metrics, e.g., timeliness and satisfaction • Achieving targets for equipment update or replacement Key Changes from FY2022-2023 • Total budget increasing by $33,547 • Decrease in personnel costs due to staff turnover • Increase in contractual expenses for Managed Service Provider FY2023-2024 INFORMATION TECHNOLOGY ANNUAL BUDGET PRESENTATION FY2023-2024 VILLAGE MANAGER'S OFFICE ANNUAL BUDGET PRESENTATION Recent Accomplishments • Hired Administrative Aide, Thomas Morzello • Recovery of $143,355.46 in reimbursement from FEMA/NYS for Tropical Storm Ida damages • Advancement of key community projects: • Scarsdale Municipal Pool Complex • Strategic Mobility and Placemaking Plan • Adoption of 25 MPH speed limit Challenges • Volume of interactions and service delivery requests • Staff turnover and recruitment challenges • Lending support to Human Resources • Supporting Information Technology Transition Key Performance Indicators Develop tracking system for the following KPIs: • Communications e.g., press releases, social media posts • Service request metrics • Initial acknowledgement • Timeliness of resolution • Public satisfaction with process Legal Expense Management $800,000.00 $700,000.00 $600,000.00 $500,000.00 $400,000.00 $300,000.00 $200,000.00 $100,000.00 $0.00 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 YTD Other Specialized Legal Servcies and Contingencies Labor Counsel Outside Village Attorney Personnel with Benefits Update on Prior Year Requests • Procurement of agenda management software in progress • Product demonstration with department heads • Will improve public access to agenda materials • Delay of bi-annual community-wide survey • Further development of KPI system • Other survey and engagement efforts on key community projects Key Changes from FY2022-2023 • Total budget increasing by $77,899 • New position request: Public Relations Assistant ($60-75K) • Enhance communication strategies on key projects • Manage press releases and social media communications • Movement of meter repair personnel to Police budget • Service Delivery Request tool FY2023-2024 VILLAGE MANAGER'S OFFICE ANNUAL BUDGET PRESENTATION