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CITY OF SANDICOTT, NY COMPREHENSIVE PLAN (2020-2040) i. Mayor's Message March 2020 Dear Citizens of the City of Sandicott: This Comprehensive Plan is a 20-year guide for planning for our city’s future. This Plan outlines the shared aspirations of the Sandicott community. This Plan demonstrates our goals and objectives as we move forward together to deliver priorities identified by our community to create a city that meets the needs of its people and its growing population. We continue to achieve stability, allowing us to reinvest in the community and build for the future. Cr David Boon The 52nd Mayor of the City of Sandicott I commend the active involvement displayed by many members of our community as they work to shape the areas they live and work in, as well as the steering committee, the engaged consultants and of course my fellow Sandicott City Councilors for their continued enthusiasm and willingness to work together and make Sandicott an even more wonderful place to live, work and visit. Sincerely, Cr David Boon The 52nd Mayor of the City of Sandicott ii. Acknowledgements Acknowledgements The City of Sandicott Comprehensive Plan for the years 2020-2040 was prepared by KZPPT. KZPPT is an independent urban planning and design consultancy firm based in New York City. KZPPT was commissioned by the City of Sandicott following a Request for Proposal process. KZPPT began their engagement in February 2020 and followed the process outlined by the City of Sandicott and the Sandicott Comprehensive Plan Steering Committee. Thank you to all those that participated in the process to allow this Comprehensive Plan to be completed; including the residents of Sandicott, the office bearers and politicians of the City of Sandicott and any other key stakeholder that has enabled this Plan to come to fruition. Finally KZPPT thanks Professor Jonathan Martin, AICP, PhD, for teaching valuable lessons in his Land Use Planning course within Columbia University’s GSAPP Urban Planning Program. KZPPT Urban Planning & Design LLC New York Office 428 West 116th Street New York, New York 10025 U.S.A. Tel. 212.876.1239 Web. www.kzppt.com e-mail. info@kzppt.org KZPPT Consultant Team Sophia Khan - Urban Designer Haoran Zhang - Environmental Planner Cole Perry - Infrastructure Planner Angus Palmer - Open Space Planner Caroline Thompson - Community Development Planner iii. List of Maps, Figures, Images List of Maps, Figures, Images Figure Number and Title Page Figure Number and Title Page Img 1.1 Sandicott Downtown 4 Fig 2.3 Percentage of Fossil Fuel Usage 12 Img 1.2 IBM during 1960s 4 Fig 2.4 Local Employment Data and Industries 14 Img 1.3 Sandicott IBM campus today 4 Fig 2.5 Density of Housing Types 19 Img 2.1 Sandicott Historic District 6 Fig 2.6 Dwelling Units of Different Housing 19 Img 2.2 Sandicott Waterfront 6 Fig 2.7 Areas of Different Housing 19 Img 2.3 Sandicott Historic District 6 Fig 2.8 Existing Community Facilities, Year 2005 26 Img 2.4 Sandicott has a large baby boomer population 7 Fig 2.9 Population growth 27 Img 2.5 Sandicotts Existing Wetlands 12 Fig 2.10 Employment growth 27 Img 2.6 Westgate Shopping Center 14 Fig 3.1 Top responses in the collaborative planning process 30 Img 2.7 Playgrounds nearing the end of their lifespan 16 Fig 4.1 Land Suitability Feature Weightings 39 Img 2.8 Playgrounds nearing the end of their lifespan 16 Fig 4.2 Land Suitability Area 39 Img 2.9 Food Culture in Sandicott 18 Fig 4.3 Areawide Land Policy Plan 43 Img 2.10 Arts in Sandicott 18 Img 2.11 Single Family Detached 20 Map Number and Title Img 2.12 Row/Town Houses 20 Map 1.1 Sandicott in New York 2 Img 2.13 Garden Apartments 20 Map 1.2 Sandicott and City Boundary 2 Img 2.14 Multistory Apartments 20 Map 2.1 Percentage of Vacant Land by Planning District 9 Img 2.15 Rural Road in the City of Sandicott 21 Map 2.2 Existing Land Use 10 Img 2.16 Community Center 22 Map 2.3 Existing Zoning 11 Img 2.17 Sandicott Community Hospital 22 Map 2.4 Existing Natural Landscapes 13 Img 2.18 Lake Taupo 24 Map 2.5 Socioeconomic Conditions 15 Img 2.19 Wastewater Utilities 24 Map 2.6 Open Space and Recreation Land 17 Img 2.20 MTA in Sandicott 25 Map 2.7 Infrastructure 21 Img 2.21 Lack of Transport Options 25 Map 2.8 Community Services 23 Img 2.22 High School in Sandicott 26 Map 4.1 Land Suitability Area 40 Fig 2.1 Population Age Structure 07 Map 4.2 Current Scenario 41 Fig 2.2 Existing Land Use Acreage, Year 2005,(Snapshot) 08 Map 4.3 Preferred Scenario 42 Contents CONTENTS 1.0 Introduction 4.0 Areawide Land Policy Plan 1.1 Sandicott Location 02 4.1 Introduction 44 1.2 Executive Summary 03 4.2 Land Suitability Analysis 45 1.3 Sandicott Today 04 4.3 Current Land Use Scenario 47 4.4 Preferred Scenario 48 2.0 State of the Community 4.5 Land Use Policy Classification 49 2.1 Sandicott History 06 2.2 Population 08 5.0 Communitywide Land Use Design 2.3 Land Use and Development 09 5.1 Introduction 51 2.4 Environment, Energy and Climate Protection 14 5.2 Business As Usual Scenario 52 2.5 Open Space and Recreation 16 5.3 Preferred Scenario 53 2.6 Economics & Employment 18 2.7 Arts and Culture 20 6.0 Small Area Plan 2.8 Housing 21 6.1 Introduction 55 2.9 Infrastructure 23 6.2 Planning Process 56 2.10 Transportation 29 6.3 Goals and Objectives 57 2.11 Education 30 6.4 IBM Site Design 58 2.12 Growth Projections and the Future 31 6.5 Implementation 62 3.0 Direction Setting Framework 7.0 Development Managemetn Plan 3.1 Collaborative Planning Process 34 7.1 Introduction 64 3.2 Vision Statement for 2040 37 7.2 Implementation Plan 65 3.3 Goals and Policies 38 APPENDIX 71 01 Introduction 1.1 Sandicott Location 1.2 Executive Summary 1.3 Sandicott Today Sandicott Location 02 Sandicott Location Sandicott is a town located in upstate New York with a population of 10,000 people. Sandicott has excellent highway access along the New York State Thruway and is in close proximity to both New York City, NY the City of Albany and the Hudson River. Sandicott is 30 miles west of Kingsford, a city of 250,000 people and 50 miles south of Kensington, a city of 50,000 people. United States New York State Map 1.2 Sandicott and City Map 1.1 Sandicott in New York State, United States Boundary 03 Executive Summary Executive Summary Noting the challenging and contentious issues surrounding the uncertain future of Sandicott, Mayor David Boon commissioned KZPPT to create the Sandicott 2040 comprehensive plan. The plain aims to preserve the city’s mountainous beauty, find ideal locations for future development, and revitalize the large presently-abandoned IBM site. The IBM site’s redevelopment is slated to jumpstart the faltering economy and usher in an era of unprecedented growth, presenting the unique opportunity to rethink the town’s approach to infrastructure distribution and development policy. The plan begins with a State of Community Report, outlining Sandicott’s anticipated growth (double in the next 20 years), its historical relevance & background, and current land-use scheme. Following that is a direction-setting framework, detailing the goals and objectives that governed the creation of a new area-wide policy plan. Further, this framework lays out a study of the Sandicott region’s land suitability and proposed programs to achieve its objectives. Next, the Community Wide Land Use Plan includes descriptions of each of the proposed land uses and a table displaying proposed densities. To guide the development of the IBM site Special District, Sandicott 2040 includes a Small Area Plan with recommended building land uses and public space considerations. Also discussed are suggestions for activation for bus services and the new MTA station. Lastly, the Development Management Plan includes implementation strategies that correspond to each of the five main goals of Sandicott 2040. These are organized by policy initiative with the intention of setting a rough timeline and connecting each of the proposed improvements to their respective implementing agencies. Each element of this plan is to be coordinated with the appropriate agencies with the understanding that there are other overlapping plans, such as those put out by the State of New York governing other subjects such as transportation and the environment. Still, upon adoption, this document should serve as the principal guide for the growth and development for the next two decades. Sandicott Today 04 Sandicott Today The town has a bucolic, rural backdrop to the distinctly urban environment. The region around Sandicott is also known for its wine and agritourism, often the location for weekend trips for New Yorkers. The region also has small basalt and limestone quarries, which have operated for stone extraction for asphalt and concrete plants further upstate. Since the 1950s, a small handful of quarries have opened and later been abandoned and rehabilitated, while agroforestry and agriculture have always historically been part of the fabric of the entire Hudson Valley. With the pending redevelopment of the IBM site located south of the Central Business District (CBD), there are strong indications of significant population growth anticipated in the City of Sandicott over the coming years. This redevelopment, in addition to the Img 1.1 Sandicott Downtown influx of new residents from the city seeking a change of scenery, raises the issue that Sandicott does not have the dwellings, infrastructure or open space to accommodate any significant population growth. This population growth will also put stress on the supply and demand levels of a variety of housing types, elementary and middle schools, an extra need for open space as well as a need to relocate the displaced industry of the IBM site to another location within urban areas of Sandicott. The City has several areas that are not suitable for intensive future development. This principally involves existing flood hazard areas, wetlands, steep slopes, and land with poor soil quality. Not surprisingly, most of these lands have remained generally undeveloped. Other land within proximity of the current urban development that remains Img 1.2 IBM during 1960s vacant presents opportunity for future development. The City of Sandicott currently has no written policies, land use plans or capital improvements plans. The only regulations currently in place are simple sub-division regulations and a simple zoning ordinance. As a result, it is in the best interest of the City of Sandicott to plan for its future direction by a considered and coordinated approach that lays out a strategic framework and plans for a sustainable future with its current and future populations in mind. Img 1.3 Sandicott IBM campus today 02 State of the Community 2.1 Sandicott History 2.2 Population 2.3 Land Use and Development 2.4 Environment, Energy and Climate Protection 2.5 Open Space and Recreation 2.6 Economics & Employment 2.7 Arts and Culture 2.8 Housing 2.9 Infrastructure 2.10 Transportation 2.11 Education 2.12 Growth Projections and the Future Sandicott History 06 Sandicott History Fig 2.1 Historic Timeline of Sandiscott 07 Sandicott History Sandicott History The City of Sandicott was originally founded in 1652 as a farming settlement and named Sandycosus after a Native American tribe of the Lenni Lenape that inhabited the area. The Dutch settlement was then renamed to Sandchott, which became Sandicott, when the English took possession. Sandicott is a City of neighborhoods. “Uptown” conforms with the original Village of Sandicott at the north end of the City. It is famous for its historic stone houses and three- story buildings, pedestrian scale and commercial streets (See Img 2.1, and Img 2.3). This area is also identified as the “Stockade District”, an area designated on the National Register of Historic Places. The Dutch settlement was originally established in this area. Img 2.1 Sandicott Historic District As Sandicott grew, several affluent businessmen and professional people built homes on the historic Chestnut Street. The architecture spans from Colonial styles to Italian Villa through Colonial Revival and American styles. During the development of 20th-century technological advancements, IBM ran a massive plant from the 1950s through to the early 1990s. Sandicott, like other New York towns, thrived from the localized IBM employment and investment. Thousands of people worked at the IBM plant, and thousands more owned or worked for local businesses that Img 2.2 Sandicott Waterfront benefited from the presence of IBM in the community. When IBM decided to downsize their operation and centralize their work to larger metropolitan areas, Sandicott went into urban decline with population growth stagnating or declining. The loss of IBM was devastating for Sandicott. Businesses that served IBM and IBM employees suffered. The housing market was glutted with properties as IBM employees who relocated to other areas sold their homes. Due to Sandicott’s proximity to New York City, the abandoned IBM site has caught the attention of the developers. The accessibility of the site to the transit makes it an ideal location for redevelopment. (See Fig. 2.1) Img 2.3 Sandicott Historic District Population 08 Population Currently, 10,000 people live within the City of Sandicott, with an additional 1,000 Population: Age Structure living within the township. The City has an aging population with 39 percent of the population being 50 years or older. Of that number, 24 percent are 65 years or older. For comparison, the United States has a national average of 17 percent of its 18 or younger 36% population over 65 years old. (See Fig 2.2 and Img 2.4) 50 or older 39% An additional 36 percent of the Sandicott population is 18 years or younger. Only 25 percent of Sandicott residents are between 19 and 49 years old, meaning that Sandicott’s workforce is largely composed of non-residents. 18~49 25% 18 or younger 18~49 50 or older Males make up 51 percent of the population while females make up 49 percent, with Fig 2.2 Population Age Structure 24 percent of Sandicott residents as foreign born. Patterns suggest that residents who grew up during the thriving period before the 1990s have remained in Sandicott. Sandicott is also a popular retirement location for a number of New Yorkers who have moved upstate for a quieter lifestyle. This has contributed to the higher than normal aging population. The high youth population is attributed to ample opportunity in the city for low-skill labor, as well as the nearby presence of Kensington University and Kingsford Agriculture College. The population of Sandicott is estimated to double in population over the next 10 years. Census data and regional trends indicate that the City of Sandicott will have a population of 20,000 by 2030. This has been attributed to the pending redevelopment of the IBM site, which will become a new mixed-use business park. This employment Img 2.4 Sandicott has a large baby boomer population hub will attract young families and workers of multiple skill levels to Sandicott in the coming decade. ISSUES - · The aging population is of concern; · A smaller than usual age of adults aged 18-50. 09 Land Use and Development Land Use and Development Sandicott has a mixture of residential, commercial, community facilities and industry in the central business district. (See Fig 2.3) This is supported by public facilities, including one junior high school, a library and City Hall. Small pockets of open space are located within the central business district. The Regional MTA Hudson line traverses through the central business district, with a central station adjacent to City Hall. Outside of the central business district, the City of Sandicott is made up of commercial, high density and low density residential areas. Residential areas are predominantly located in the northeast part of the city and around the downtown core. Industry is located predominantly to the south, with key water systems located to the north and southwest. (See Map 2.2 and Map 2.4) There is a lot of undeveloped and/or vacant residential and unzoned land around the periphery of Sandicott(See Map 2.1). This is accompanied by a significant amount of open space and designated forested and agriculturally viable land. No development has occurred within the outlying areas of the township. (See Map 2.3) ISSUES - · No land use plan · No written policies for future growth or development · No detailed zoning ordinance Fig 2.3 Existing Land Use Acreage, Year 2005,(Snapshot), Unit: acre Land Use and Development 10 Percentage of Vacant Land by Planning District Map 2.1 Percentage of Vacant Land by Planning District 11 Land Use and Development Current Land Use, City Map 2.2 Current Land Use, Communitywide Land Use and Development 12 Current Land Use, Township Map 2.3 Current Land Use, Township 13 Land Use and Development Existing Zoning Map 2.4 Existing Zoning Environment, Energy, and Climate Protection 14 Environment, Energy, and Climate Protection Two small rivers surround the downtown core to the north and to the south. These rivers can flood, with the 100-year flood zone (1 percent annual chance of flooding) covering some of the City’s most critical development and facilities. (See Map 2.5) Sandicott has intense car-usership rates, with 86 percent of individuals over 21 years old owning a personal vehicle. The town does not have any facilities or parking allocations for ‘green’ or electric vehicles, and has no shared parking. Sandicott has a very low reliance on renewable energies, specifically solar power, with petroleum (41 percent), coal (32 percent), and natural gas (27 percent) making up a considerable contribution to GHG emissions from Sandicott residents. Img 2.5 Sandicotts Existing Wetlands (Fig 2.4) Other local environmental resources include wetlands and other water bodies, smaller streams, floodplains, steep slopes, significant plant and wildlife habitats, 27% mature woodlands and other greenspaces(Img 2.5). None of this land is formally zoned or has any planning mechanisms noting its protection or preservation. The City of Sandicott has no Conservation Plan or any strategies directed at a 41% sustainable future. 32% ISSUES- · Reliance on fossil fuels Fig 2.4 Percentage of Fossil Fuel Usage · Vulnerability to 100 year flood and flash floods · Lack of environmental and climate action plan · No of conservation plan or strategies 15 Environment, Energy, and Climate Protection Existing Natural Landscapes Map 2.5 Existing Natural Landscapes Economics and Employment 16 Economics and Employment Retail has been stagnant and/or has gone through decline the past ten years in Sandicott. All retail is located in the Westgate Shopping Center, which is located on the west side of the CBD. This shopping center, which has been dominated by big box retail(See Img 2.6), has experienced decline with a vacancy rate varying between 10 and 25 percent over the past ten years. As a result the large parking lots are regularly vacant. Retail makes up 18 percent of employment in Sandicott, down from 32 percent in 2010. The local timber industry is still strong, due to the location of forestry in and around the Sandicott region. A number of residential houses in the town have Fig 2.5 Local Employment Data and Industries been; and are still being built with timber. This has helped prop up the 1500 strong manufacturing industry in Sandicott. Wholesale trade which is carried out in various locations around Sandicott has just under a thousand employees, while professional services makes up a similar number. The City of Sandicott currently has 900 employees, of which 600 are employed in skilled and unskilled labor such as sanitation, maintenance, or parks and recreation management. With the pending IBM site development, Sandicott is projecting a large change in it’s employment numbers and forms of employment with increases in professional services, specifically information technology and pharmaceuticals. This will have a flow on impact with a requirement for low Img 2.6 Westgate Shopping Center skilled labor and hospitality. Makerspaces and affordable office space will provide opportunity for other new forms of work and employment. ISSUES - · Local retail continues to decline · Lack of office space for professional or service related jobs 17 Economics and Employment Socioeconomic Conditions Map 2.5 Socioeconomic Conditions Open Space and Recreation 18 Open Space and Recreation There is a lack of open space available for passive or formal recreation within a 10- 15 minute walk of the western side of the CBD, and on the east side of the CBD a pedestrian has to walk to the edge of the commercial area. This makes it more difficult for employees located in the CBD to find green space during breaks or lunchtimes in the working week. Open space is more prominent in the suburban areas in the form of small, medium or linear parks, which surround existing natural resources such as water bodies. Riparian corridors and green links have not been effectively incorporated into the developed urban areas. In addition, the few existing green corridors are more dominantly found in the northeast side of the city, which has a high population of upper and upper-middle class neighborhoods. A large green corridor is also located in the southeast portion of Img 2.7 Playgrounds nearing the end of their lifespan the town, which has a stream traveling through. There is a prime opportunity to connect some of these green corridors, or to create more natural settings and enhance the urban tree canopy of Sandicott. (See Map 2.6) Currently there are four aging playgrounds in Sandicott that are all coming to the end of their lifespan as assets(See Img 2.7, Img 2.8). Sandicott does not have any bicycle infrastructure, nor is there a community swimming pool, an ‘all-seasons’ synthetic playing field or indoor recreational facilities. Currently Sandicott has under the prefered requirement per person for recreational open space. With a projected double in population Sandicott needs another minimum 88 acres Img 2.8 Existing Playgrounds of recreational space to cater for a population of 20,000. ISSUES - · Lack of open space for passive recreation in proximity of the city center. · Playgrounds which are due for refurbishment and need for new playgrounds for projected population growth. · Lack of formal recreational facilities such as swimming pools, skate parks and a multi- purpose all season outdoor synthetic sports facility. 19 Open Space and Recreation Open Space and Recreation Land Map 2.6 Open Space and Recreation Land Arts and Culture 20 Arts and Culture Over the past five years a number of artists from New York City have relocated to Sandicott for less expensive rent and overhead costs and extra studio space. There is a museum in the Stockade District, which is also rapidly becoming the location for studios and dwellings of relocated and local artists. Most of these artists work in sculpture or painting. Sandicott’s rich cultural history is related to the area’s forestry and lumber industry, emphasized in the city’s museum, art, and architecture. The city is also fast developing a food and cafe culture due to the influx of New Yorkers, which is anticipated to only grow as the city’s population increases(See Img 2.9 and Img 2.10). About 1600 artists have already moved to Sandiscott and the number is rapidly increasing. By the next ten Img 2.9 Food Culture in Sandicott years, the number can go up five times. Three local Councillors, who have backgrounds in food and hospitality, have been influential in growing the city’s burgeoning food and cafe scene. These cafes are predominantly located in the Stockade District. Sandicott is also in the Hudson Valley wine region, and as a result sees many visitors through the year. Many of these visitors come to Sandicott for a day or half day visit during their time in the wine country. ISSUES - · No plan or allowance to promote local art Img 2.10 Arts in Sandicott · The main street does not currently have the visual appeal to lure new cafes and restaurants 21 Housing Housing Presently 3,800 of the Sandicott population resides in the immediate township area. Nearly 2,400 dwelling units are single family homes, with lots averaging 4.5 acres for each property with a free standing dwelling. There are 1,400 multi family dwellings which are located within close proximity to the CBD, and through the north eastern area of the town. 55 percent of dwellings in Sandicott are owner occupied while 45 Fig 2.6 Density of Housing Types percent are occupied by a tenant(s). Sandicott has an average vacancy rate of 5.4 percent. (See Fig 2.6, 2.7, 2.8; Img 2.11, 2.12, 2.13, 2.14) The average household size is 2.9 people per household, with an average median household income of $44,000. 12.5 percent of households are below the poverty level, while there is an insufficient amount of affordable housing in Sandicott. The residential areas located away from the CBD are also a distance from places of jobs, which puts more emphasis on workers traveling to their places of work. The lack of public transport systems only emphasizes this problem and the direct relation to car reliance and the impact on the local environment. Fig 2.7 Dwelling Units of Different Housing ISSUES - · Lack of zoning and planning direction for varying housing density types · Lack of affordable housing throughout Sandicott · Provision for additional future dwellings which will keep the vacancy rate above 5% · Residential areas in close proximity to commercial and industrial places of work Fig 2.8 Areas of Different Housing Housing 22 Housing Img 2.11 Single Family Detached Img 2.12 Row/Town Houses Img 2.13 Garden Apartments Img 2.14 Multistory Apartments 23 Infrastructure Infrastructure Introduction For a population of 10,000, the City of Sandicott has sufficient infrastructure in place to adequately serve its residents. However, with the exception of the town water supply, most of these assets and systems are either at or nearing full capacity. Currently, these systems are well-functioning and are efficiently maintained, but with projected population growth, these systems and assets will not be capable of meeting future demand. (See Map 2.7) Map 2.7 Infrastructure Infrastructure 24 Infrastructure Sewer and Wastewater Sandicott has two established sewer plants that service the existing developed areas. The two plants are located on the eastern side of the city adjacent to the Randwick and Waverley Rivers. These two plants discharge treated wastewater into these stream networks. Currently the sewershed only services existing development. These sewer plants are managed by a private contractor that was procured by the City of Sandicott ten years ago. With the current sewer plants almost at full capacity and a projected population growth, a more expansive sewer system and additional plants will need to be provided. This network will need to accommodate areas of growth that are not already serviced with a more holistic and expansive system to manage town sewer and wastewater. The City of Sandicott will need to determine how these expanded services are managed. ISSUES - · Limited capacity to extend the centralised sewer line outside of the sewershed. Water The Sandicott Water Service (SWS) currently services water to all Sandicott residents within the town. The towns water supply comes from Lake Taupo and Lake Wanaka Img 2.15 Lake Taupo which should have adequate water supply, through to 2040 and beyond, even with a double population growth. New water infrastructure will need to be installed in areas of new development that are not serviced. Lake Taupo(See Img 2.15) and Lake Wanaka are also popular recreational locations that are connected with several streams that traverse through and around Sandicott. As a whole, these lakes and streams are healthy and abundant with aquatic plant and fish life. ISSUES - · Installation of new infrastructure to service growth on the outskirts of town. 25 Infrastructure Infrastructure Civil infrastructure Sandicott has ample civil and drainage infrastructure. The Municipality has a sound Assets Management plan in place to upgrade existing road and sidewalk infrastructure. Civil and drainage infrastructure is minimal on the outskirts of town and in rural areas(See Img 2.16), with treatments typically only being an asphalt road surface without any stormwater treatments. With a projected growth in population; roads, drainage infrastructure, sidewalks and parking lots will need to be planned for and installed in areas where new development will take place. Within areas owned by developers including any subdivisions, business parks, or commercial areas, the developer will at the very least need to partner with public authorities to fund at least 75 percent of any newly required or restored infrastructure on private and public land. ISSUES - · Installation of new infrastructure to service growth on the outskirts of town. Img 2.16 Rural Road in the City of Sandicott Infrastructure 26 Infrastructure Community Facilities Sandicott currently has minimal community facilities in the form of community halls, and recreation centers. The town also has one library and a courthouse. All of these facilities are located in the Central Business District. To provide for the current and growing population, community facilities such as community centers(See Img 2.17) will need to be created, ideally located within proximity of the central business district or within medium to high-density housing areas and should be easily accessible by public transport. There is a good opportunity to locate some of these facilities within the new IBM site that is located in a central location to higher density dwellings. Recreational facilities need to be catered for as previously mentioned. One multi-purpose indoor facility with a swimming pool and one outdoor all-season sports facility for key and popular town sports such as baseball, basketball, soccer and football will provide for recreational needs of a projected population of 20,000 people. ISSUES - · Lack of sufficient recreational facilities. · Lack of sufficient nursing homes and aged care, given the local aging population. Img 2.17 Community Center 27 Infrastructure Infrastructure Public Services The City of Sandicott employs a sufficient number of staff for the existing population, in roles which design and service infrastructure, local assets, while also providing general maintenance. The municipality also has a number of staff in planning, administration, accounting and operational roles. Sandicott also has other responsive services such as police and fire protection, while the local hospital also caters for the current population. A nursing home which is managed by the City of Sandicott is also located within the CBD and has a current vacancy of 20 percent. (See Map 2.8) All these services and the associated resources will need to be increased if the population is projected to grow. Extra public services and resources will need to be provided in certain areas, specifically in health and in certain departments of the City of Sandicott. (See Img 2.18) If resources are stretched these public authorities may need to consider the option of outsourcing to a private contractor and/or establishing public and private partnerships to expand or develop new or renovated facilities to accommodate a growing population. ISSUES - · All local public services only cater for the existing population and will not be able to service increased demand Img 2.18 Sandicott Community Hospital Infrastructure 28 Community Services Map 2.8 Community Services 29 Transportation Transportation Other than the Regional MTA Hudson line(See Img 2.19) which traverses through the town, the City of Sandicott has limited public transport, with only Uber and a limited amount of taxi options available. As a result residents are significantly reliant upon private cars for transport. As the nation's largest generation enters retirement, there is a new appreciation for wide pedestrian and bicycle access and mass public transport. Trends are indicating that younger generations and retirees alike are also seeking more walkable communities where residents do not depend on individually-owned automobiles for access to necessary goods and services. The need for a street system that respects pedestrians, bicyclists and those with special mobility needs is becoming more apparent. (See Fig 2.9) Img 2.19 MTA in Sandicott ISSUES - · Lack of transport options · Connectivity and traffic congestion during peak hours at certain locations reliance of the automobile >>> Fig 2.9 Lack of Transport Options Education 30 Education Sandicott currently has a minimal number of schools, with five schools in total within the town(See Img 2.20). The city will struggle to accomodate any future growth, particularly with the already current young population. Three new elementary schools and two junior high schools are required as a priority for Sandicott. These new schools need to be located strategically through the town neighborhoods and not centralised in certain locations. New schools also need to be connected with public transport services. (See Fig 2.10) There is also an insufficient number of afterschool programs in Sandicott, which will need to be remedied with an anticipated increase in young families in the coming years. Img 2.20 High School in Sandicott ISSUES - · Need to accomodate for future education infrastructure including an additional three elementary schools and two junior high schools Fig 2.10 Existing Community Facilities, Year 2005 31 Growth Projections and the Future Growth Projections and the Future Sandicott is projected to double in population in the next 10 years(See Fig 2.11). Several trends and reasons point specifically to the pending redevelopment of the former IBM site which will also become a Business Park focused on accommodating for a new form of industry in Sandicott. The IBM site located in central south Sandicott has since become a place of industry which has neither expansively grown nor provided a positive economic impact to the town. Car dealerships, warehouses and lumber yards have dominated this industrial location periodically since the late 1990’s. As New York City’s information technology and pharmaceutical innovation industries continue to grow, regional locations are increasingly becoming Fig 2.11 Population Expectation in the township places of investment again, due to lower overheads and wider opportunity for start-ups. These industries are high attractors of employees who are young professionals who may have young families, with a typical age range of employees of 25-45 years old, with 60 percent of those being aged 27-40. Most employees have tertiary educations, while occupations in these industries also cater for lower-skilled employees. (See Fig 2.12) Due to the distance from New York City and other larger metropolitan areas, there is a strong likelihood of an influx of employees to Sandicott, specifically those of the above-mentioned demographics. This will put stress on the supply and demand levels of a variety of housing types, elementary and middle schools, an extra need for open space as well as a need to relocate the displaced industry of the IBM site to another location within urban areas of Sandicott. Growth Projections and the Future 32 Growth Projections and the Future This is coupled with the recent migration of retirees from New York City to Sandicott and its surrounding towns. Additionally Sandicott is quickly reestablishing itself as a popular destination for relocation and weekend retreats for New York artists and sculptors. As a result, there will be a need and demand for extra residential dwellings in all neighborhoods of Sandicott. The City should provide new dwellings closer to commercial and industrial locations. This provides an opportunity to assess and determine new zoning; specifically, for higher density and mixed-use zoning adjacent to the train line through Sandicott and within the CBD. As a result, this is also timely in planning for and providing an integrated sustainable transport system and network through the town. An Urban Growth Boundary will also need to be considered to protect areas of conservation, ecological significance and agriculture, while mechanisms are put in place to preserve and protect the local environment and address climate change. Fig 2.12 Employment Growth The reassessment of the towns future direction also provides opportunity to consider and plan for other strategies, infrastructure and assets which will improve the quality of life for local residents and make Sandicott a more liveable place. 03 Direction Setting Framework 3.1 Collaborative Planning Process 3.2 Vision Statement for 2040 3.3 Goals and Policies Collaborative Planning Process 34 Collaborative Planning Process To create the plan, the consultants engaged thousands of residents in the design of the future of Sandicott. To better understand the present concerns of the community, consultants set up tables at the schools’ parent-teacher nights, the library, the grocery store, public housing and low-income housing clusters, and held individual meetings with the Chamber of Commerce and the heads of all departments in City Hall. These sessions involved one representative from the project team, with poster boards instructing visitors to write down their major concerns and their favorite things about Sandicott. Respondents could also add stickers or marks to denote agreement with previously written statements. The top responses included: Needs Improvement Highlights overcrowding in classrooms, lack of safe routes to school or between schools, lack of nice existing park spaces, Parents and playgrounds or parks in neighborhoods, lack of after-school spaces, long walks to some freshwater access with stroller- teachers schools friendly walking trails lack of programming in public spaces, no other spaces to hold community cultural events (other strong sense of community, Library users than school auditoriums), recreation space clustered in north of town high use of library or parks need more local corner stores/small grocers dispersed throughout town, shorter trips to good downtown, strong Grocery store community amenities communit shoppers Business little pedestrian travel in outer parts of business district, no room to grow commercial core, little clustered commercial (spillover community daytime downtown activity business, strong community) greater coordination between departments, response to changes like vacant lands or involved community, growth City employees development on outskirts of town, need for more parking (high reliance on cars) potential, existing parks Public housing & more housing accessible to those with lower incomes, more evenly dispersed low-income opportunities for low-income low-income housing housing, greater diversity of low-income housing types housing expansion, good residents quality of current housing Fig 3.1 Top responses in the collaborative planning process 35 Collaborative Planning Process Collaborative Planning Process After these meetings, the consultants compiled major concerns and outlined goals for improvement. As part of the schools’ civics classes in high school, middle school, and the three elementary schools, consultants engaged in a variety of visioning sessions for a new Sandicott. Through surveys, drawings, and collaborative sketching charrettes(See Img 3.1 and Img 3.2), students outlined their favorite things to do in town, things they liked about other towns they had been to, and ideas for vacant lots. Of the entire 1,500 student population of the city, the project team received 1,000 responses, including group responses. Students highlighted community spaces like sports fields and parks as places to hang out with friends, and were interested in seeing more spaces to ride bicycles, go to the movies, or have places to hang out after early-release days. Students of all ages Img 3.1 Community Workshop in Sandicott mentioned environmental sustainability or response to climate change as a key concern. High school and middle school students were asked to propose ideas for vacant lots in arts and science classes, and they suggested skate parks, kid-friendly businesses like ice cream stores, sandwich shops, or extracurricular activity spaces, other recreation spaces, auditoriums, and art spaces. To gain insight into housing preference and input on proposed goals, consultants also sent surveys in neighborhood Facebook groups, the town newspaper, posted flyers at the library, and sent home with students. These surveys explained the rationales for adopting growth plans by including town existing asset and land suitability maps, and provided links to anonymized reports from each visioning session. Img 3.2 Community Workshop in Sandicott