The State Preservation Office does about-face for Kingstonian project amid political pressure

By Editorial Board

Rendering by Mackenzie Architects

Without any significant changes proposed by the developers, the New York State Historic Preservation Office (SHPO) has chosen to unsee the adverse impacts that it had identified in September 2019 in the course of its review of the Kingstonian. The only rational explanation for this unexpected and illogical about-face is that this is the result of political pressure exerted by the Empire State Development Corporation (ESDC) and by extension, Governor Andrew Cuomo. 

According to a February 14 letter to the ESDC from John Bonafide, Director of the Technical Division Bureau at SHPO, “After considering the material presented at our meeting and the subsequently submitted information, we have found that the evolution of the proposal has addressed many of the open preservation issues raised by this office.” However, the only change that has been made since his office last reviewed the project in September is that the Schwenk Drive portion of the development grew another story. Impacts that were identified in the agency’s September 19 letter, such as the project’s size, its monolithic scale, and its eradication of Fair Street Extension, have not been mitigated in the least. 

SHPO’s comments on the Kingstonian are part of a consultation mandated by Section 14.09 of the New York Parks, Recreation and Historic Preservation Law. It is required for projects that are funded, licensed or approved by state or federal agencies. The Kingstonian is set to receive $3 million in funding from the ESDC. The majority of the project site lies within the National Register-listed Stockade Historic District.

We do not know yet how this will impact the active Article 78 suit filed by a consortium of Uptown business entities against the City of Kingston and the developers. SHPO’s latest findings do not detract from the main premise of the lawsuit—that the Kingston Planning Board failed to take a “hard look” at the facts of the project during the State Environmental Quality Review. 

SHPO’s findings also do not negate the project’s pending review by the local Historic Landmarks Preservation Commission, whose responsibility it will be to scrutinize the design details big and small, something that SHPO does not do in its review. 

As KingstonCitizens.org has reported in the past, the developers of the Kingstonian are the beneficiaries of substantial taxpayer-funded state grants. In addition to the $3 million from the ESDC, they have been awarded $3.8 million from Cuomo’s Downtown Revitalization Initiative Grant. They are also likely to seek an unknown sum of municipal tax breaks through the Ulster County IDA. In addition to all of that and perhaps of most value, they have a political leader like Mayor Steve Noble for a partner, who over the course of the past year, has seemingly gone out of his way to use the powers of his office to influence the outcome of the project’s regulatory review, whether by having his corporation counsels mislead and bully individuals, removing members of the Historic Landmarks Preservation Commission, or by seeing to it that the zoning law is disregarded. 

From the recent effort to merge departments and provide his spouse a new position with increased pay to creating positions for housing initiatives, this mayor’s determination to muscle through his agenda with or without the Common Council’s consent—and sometimes at the expense of others—is infuriating. The pressure on the Council to unquestionably support the Kingstonian is great. We hope they hold the line for our community. 

Note: For an excellent in-depth background on the developers of the Kingstonian and the origins of the project, listen to the August 16, 2019 episode of “The Source with Hillary Harvey” on RadioKingston.

The Need for Charter Reform Becomes Obvious and Urgent

Editorial Board

In a surprise February 3 press release, Mayor Steve Noble announced a major proposal to restructure the Departments of Public Works (DPW) and Parks & Recreation, which would greatly expand the current role of the Superintendent of DPW to oversee both departments. The Mayor’s proposal also creates a new Deputy position who would oversee several divisions, including parks maintenance, recreation programming, environmental education programs, along with sanitation. He even had a person ready to provisionally fill this new position immediately: his wife, Julie Noble, who is currently a city environmental education and sustainability coordinator.

Not surprisingly,  his proposal has not been received well. There have been cries of nepotism and ethics charges have been filed. Members of the Common Council, who had little or no warning of this proposal before it was announced to the public, have expressed unusual hesitation. However, there may be a silver lining in this mess.

READ: Kingstoncitizens.org’s “City Government is not a Mayor’s Oyster: The Restructuring of DPW, Parks & Recreation and Nepotism”

Kingston’s city charter in its current form gives the Mayor considerable power. He alone appoints all commissions and boards. He hires and fires officials, not all of whom have the credentials necessary for the particular role. The silver lining? His egregious heavy-handedness has a lot of people talking about the need for charter reform. The Mayor himself has supported charter reform in the past, and at the Common Council’s Laws & Rules Committee on February 19,  he admitted that the charter was outdated and expressed his desire to work in partnership with the Council to update it in a comprehensive manner.   

VIDEO of Laws and Rules Committee meeting on February 19, 2020. 

Why charter reform now?

According to the New York Department of State’s ‘Revising City Charters In New York State’ technical series, a city charter, …is the basic document that defines the organization, powers, functions and essential procedures of the city government. It is comparable to the State Constitution and to the Constitution of the United States. The charter is, therefore, the most important single law of any city.”

Those who have followed KingstonCitizens.org know that for the last decade, reforming Kingston’s charter has been a major goal of ours.  That’s because in 1993, after many years of hard work by citizens with support from folks like the local Chamber of Commerce and League of Women Voters, there was a referendum to change Kingston’s form of government to a City Manager form.  It passed overwhelmingly. However, Kingston’s newly elected and popular Mayor, T.R. Gallo (who had also served briefly on the charter commission but stopped showing up some say in protest of the City Manager discussion) was unhappy with the new charter as it would diminish the powers of his office.  Swiftly, Gallo put together his own charter commission only a few months into the new charter’s passage. As Tom Benton describes it in his commentary “How Kingston got its ‘strong mayor’” in the Kingston Times, “As for the proposal itself, it was rather ingeniously constructed by taking the newly adopted charter and merely replacing the words “city manager” with “mayor” throughout. There were some other modifications, of course,  but that was the essence of it. And here was the effect: Under the adopted charter, the city manager was given very broad and powerful executive authority, the governmental check on that authority being control and supervision by the Common Council. Under the new proposal, an elected mayor would have the same broad authority, but would be entirely free from any such control or supervision by the council. Strong mayor, indeed!”   Kingston voters approved a “strong mayor” form of government by a narrow margin.  “…The city manager charter adopted a year earlier was consigned to history without ever having been tried and the era of the strong mayor was ushered in.”      This is the reason why—by design and by accident—Kingston’s executive branch has the power that it has without sufficient checks and balances.  

Charter reform introduced by Kingston Common Council in 2019.

As recently as  June 2019, Ward 9 Councilmember Andrea Shaut—who now serves as the Council President—introduced the subject of charter reform to the Laws & Rules Committee, which she then chaired. It was her desire that there be a collective effort to educate themselves and the community about the value of revising the charter to reflect the current needs of Kingston. 

While it was a welcome first step, her Council colleagues did not see a pressing need for action and the effort did not advance.  We are optimistic that its time has arrived.

READ: KingstonCitizens.org, “Education is Key. Common Council Takes Up Charter Revision Discussion”

Next steps

There are a host of reasons, all simple and sensible, why we have always thought that Kingston should return to a City Manager form of government.  Because it is unconstitutional to require that candidates for Mayor to have certain qualifications to hold the office beyond being a U.S. citizen and above a certain age,  our local government is led by individuals who learn on the job (hopefully) and who can restructure the administration to suit their agenda and biases. With a City Manager or administrator form of government, there are still officials popularly elected to represent the community.  The advantage of having a City Manager is that they have skills and experience specific to government administration. If they do well in their position, they can remain no matter who is elected. The same would be true for any department head.  

As practical-sounding as our opinion may be, it’s only one in a city of 24,000 people. To change the form of government is serious business. It has to be a community-based conversation guided by an unbiased facilitator. The product of this effort would be a revised charter for voters to adopt by referendum.  

We appreciate the Mayor and Council members’ support of charter reform. If they are at all serious about it, then we believe that the Mayor’s proposal to merge departments should be thrown out. An acting Superintendent of Parks & Recreation can be appointed and they can spend the next few months working with the Superintendent of the Department of Public Works to identify any tasks under Parks & Recreation that are better suited for DPW. Together, they can submit a list of recommendations to the Mayor for his consideration. 

It’s been 25 years since our city charter was last examined in a comprehensive manner. It is the responsibility of the community at large to insist that it happens. The time has never been more right.

Kingstonian Zoning Petition Back at Ulster County Planning Board

By Rebecca Martin

“When you read the negative declaration by the planning board (for the Kingstonian Project), they almost don’t seem to get the gist of that letter from the Office of Parks Recreation & Historic Preservation (OPRHP) relative to why there is an impact on the stockade district.”
Dennis Doyle, UCPB

On February 5, the Ulster County Planning Board reviewed the Kingstonian Group Development LLC zoning map amendment for a second time. According to Ulster County Planning Director Dennis Doyle, the letter was referred back because the city’s request had been submitted to the county during the project’s State Environmental Quality Review (SEQR). With a determination made, the Ulster County Planning Board (UCPB) would take another look including at the new affordable housing provision.

The following is video from the meeting filmed by The Kingston News and brought to you by KingstonCitizenes.org. The blog image captures the required modifications and UCPB advisory comments.

RESOURCES

VIEW: Adverse Impact Letter from Office of Parks, Recreation and Historic Preservation (OPRHP)
VIEW: City of Kingston Comprehensive Plan (CP)

2:26 (loosely transcribed) Kingston’s Comprehensive Plan and its affordable housing requirement is for any new or expanding building or development. It wants to abandon the Mixed Use Overlay District (MUOD) in favor of a citywide standard. The UCPB recommends it should be simplified and “a standard set of rules regarding the provision for all multifamily residential applications in the city should be promulgated regardless of location.

5:54 (loosely transcribed) Kingston’s City Zoning Enforcement Officer (CZO) rendered a ruling about whether or not the MUOD permitted new construction and if so, required affordable housing. The statutory language of adaptive reuse would require 20%. ZEO determined that it doesn’t apply. That if new construction is permitted, it does not require affordable housing. Really the city can’t rely on MUOD to provide affordable housing anywhere in the city because of that ruling. That’s a real problematic way to move forward if we are going to let the MUOD continue. The applicant has involuntary offered affordable housing in the project and if you do the math, it’s about 10% of the project.

7:41 (loosely transcribed) County recommendations. Overarching recommendations rest on the City of Kingston’s own planning documents. We find the map amendment to be inconsistent with the purposes of the MUOD and the CP. and therefore, it should not be implemented without clarification of the ability of the District to be used to issue special permits for new construction. Additionally, if such new construction is allowed by special permit, a provision of affordable housing shall also apply.

8:35 (loosely transcribed) Doyle outlines the county’s original recommendations: Option 1, To follow the recommendations of the CP and abandon the MUOD in favor of establishing City-wide affordable housing regulations for all multi-family development, etc. Option 2, To modify the existing MUOD by specifically allowing new construction under the special use section and add the applicability of the affordable housing provision to this use. This is more of a band-aid approach to achieving the goals of the CP for the more limited area of the MUOD. If you are going to amend the map, then you must amend the language in the statute.

9:53 (loosely transcribed) The negative declaration issued by the Kingston Planning Board addresses the issues of whether or not there is a material conflict with adopted plans or goals. The Kingston Planning Board said that they found no conflict. But they do specifically note the 14 affordable housing units is a welcome inclusion. The lead agency determination regarding the zoning petition and its lack of conflict with community plans and goals as officially approved is the critical question before the Common Council and before the County Planning Board. The Common Council is somewhat bound by the lead agency’s determination. But that bounding is in response to the voluntary inclusion of affordable housing as part of the project.

11:15 (loosely transcribed) The neg dec addresses something called community character and historic resources. OPRHP has issued an adverse effect for the project. “The lead agency determination regarding Community Character the zoning petition and its lack of conflict with community plans and goals as officially approved is the critical question before the common council.” When you read the negative declaration by the planning board, they almost don’t seem to get the gist of the letter from the OPRHP relative to why there is an impact on the stockade district….but they never succintinly address the tie in between moving the project elements down slope or cross slope to tie into the schwenk drive commercial area as compared with the traditional ending of that at the Montgomery Ward building or at the top of the hill.

13:16 (loosely transcribed) Required modifications: the place where we are as pertains to affordable housing. ZEO provision says affordable housing is not needed with new construction yet the applicant voluntarily provides it. If that’s the case, then the voluntary provision by the applicant should be enshrined in the city’s planning approvals – as it could be voluntary today and during planning approvals, disappear tomorrow. The UCPB all agreed.

16:47 (loosely transcribed) Advisory comments. As stated previously, the UCPB’s overarching goal was to provide for inclusion of affordable housing. The voluntary provision offered by the developer is offset by the ruling of the ZEO that none is needed. While the board will not require a specific change, the required modification is to ensure that the affordable housing element as offered is not voluntary and is enshrined in the City’s planning approvals in a manner that defines affordability. The UCPB’s advisory comments are to strongly urge the city to abandon the MUOD district and adopt a city-wide solution to affordable housing and its design; Address more fully the adverse effects letter from OPRHP regarding their concerns about district impacts associated with the project tying the historic stockade area to the commercial area along Schwenk Drive as part of any map amendment; Note the need to clarify or include lower Fair Street in the rezoning depending on its ownership/interpretation; Note: the inclusion of a deviated PILOT by the Ulster County IDA in a Neg Dec. No discussion of a PILOT appears in the economic data released to date; Appreciation for the referral by the city to the amendment and inclusion of the affordable housing.

The UCPB said that the rezoning offers the city a clearer recommendation or response to the adverse effect letter. As part of the re-zoning they should look at this, understand and reexamine and clarify the negative declaration in terms of why it’s not an adverse effect in regards to zoning….there are state monies involved here. The state monies will require that they clear up that adverse effect letter otherwise, they’ll run into issues with the state funding. Discussion regarding Fair Street ensued. SHPO calls Fair street historic in some instances.

24:33 (loosely transcribed) On the project being a public/private partnership. We’ve seen a lot of positive economic data put out by the applicant. The negative declaration indicates a deviated PILOT by the UCIDA, meaning that it’s not a standard PILOT under the unified tax exemption policy and we don’t know what it will be. No discussion of the PILOT appears as the economic data released to date. We want transparency here – what the applicant is asking the public to participate in as the project goes forward. The IDA has a matrix, and they are going to propose that the IDA goes outside of the Matrix. In a public/private partnership, you should put everything on the table to fund your garage. The board agreed that it should be included in their comments as it’s in the Neg Dec determination and therefore a part of the SEQR process after discussion.

30:54 (loosely transcribed) Why was this matter sent back to us? Because they completed the SEQR process and we asked that they do so once the SEQR process was done. We asked to resubmit with the affordable housing provision. One of the UCPB members felt the language needed to be stronger. Dennis was concerned about changing the language from before. Public/Private partnerships should be much more up front about what they are asking the public to participate in. So far, we have seen no indication of what the public is being asked to participate in. It’s like traffic or anything else. There should be more transparency as a recommendation.

The UCPB approved the items.

City Government is not a Mayor’s Oyster: The Restructuring of DPW, Parks & Recreation and Nepotism.

By Rebecca Martin

On January 25th, Kevin Gilfeather announced his retirement as Superintendent of Kingston’s Parks & Recreation Department after 23 ½ years in the position.  Just six days later, Mayor Steve Noble, who for many years worked under Gilfeather as one of two environmental educators, submitted the following communication to the President of the Common Council with the hope of getting special business added to its February agenda. It read:

Dear President Shaut, 

With the impending retirement of Kevin Gilfeather, Superintendent of Parks and Recreation, I have been working with my staff to develop a long-term plan that supports the continued operations of our incredible parks and programming and identifies opportunities for improvement. As part of this process, I have been in discussion with not only the leadership of Parks and Recreation, but also of the Department of Public Works. While each Department serves critical and unique functions, I believe wholeheartedly that these departments can and should work closer together for the benefit of our community. By collaborating together, we have the opportunity to improve our system so that the services to our community and taxpayers are delivered in an economical, efficient and sustainable manner. I am respectfully requesting that this matter be referred to both the Finance and Laws and Rules Committees. I will be in attendance at both of these meetings to present my proposal and answer any questions the Council may have. Additional documents supporting this proposal will be sent under separate cover, prior to these meetings, so that the Council members may familiarize themselves.  

Mayors and citizens alike can submit communications, by letter or email, to the Common Council requesting that it take up a certain issue. From stop signs to Department requests, the Council President will assign the matter to whichever Council Committee she deems appropriate.  In Kingston, these communications are made publicly available as hyperlinks in the online agenda for the Council’s regular monthly meeting. This helps the public to anticipate forthcoming issues that may be taken up by the Common Council. 

In this case, the Mayor’s communication arrived without any detail as to what he had in mind, only the promise that “additional documents supporting this proposal will be sent under separate cover, prior to these meetings, so that the Council members may familiarize themselves” and a request to be added to both the Finance and Laws & Rules Committee agendas. 

Then, late in the afternoon of the following day,  the Mayor got more specific in a press release, announcing his plans to “integrate leadership teams” of the Department of Public Works (DPW) and Parks & Recreation Department by creating two new positions and expanding the role of the current Superintendent of DPW.  Serving as the new Deputy Superintendent of Environmental Services would be his wife, Julie Noble, who would be “provisionally selected” until she sits for a New York State civil service examination. According to a recent news article,  Julie Noble’s new salary would rise by as much as $23,000. The Mayor’s plan also calls for the creation of a new Recreation Director position, which would be filled by his former Confidential Secretary.  (Please see clarification below)

The Mayor’s announcement occurred before the Council knew the details of his proposal. His press release was likely news to most of them, as it was to the public. 

The Mayor’s rush to accomplish his desired Department restructuring creates a messy situation for everyone. It might very well jeopardize a possibly sensible idea. Examining its merit is the responsibility of the Common Council, beginning with its Laws & Rules Committee and later, the Finance Committee. According to Kingston’s Charter, reorganizing Departments calls for a local law process.  

The most perplexing part of this whole thing is the Mayor’s intention to fill the new positions with a family member and a friend—the very definition of nepotism. The Deputy Superintendent of Environmental Services, a position intended for Julie Noble, would report to the Superintendent of Public Works, who serves at the pleasure of the Mayor without any protections in place for his own job. If he takes issue with the Mayor’s wife down the road, who is more likely to have the Mayor’s ear?  Needless to say, this structure creates a conflict of interest and could violate the City of Kingston’s ethics law (see 49-3 Standards of Conduct).

We reached out to Council President Shaut today to ask if the Council had received any more information outside of the posted agenda packet from last evening’s Council meeting on the Mayor’s proposal and whether or not the item would be sent to two Council Committees at once. 

“The Mayor has not submitted any more detail to the Council at this time. The Mayor did request the communication to be sent to both the Finance Committee and Laws & Rules Committee for February,”  wrote Shaut.  “Originally, I did assign it to both Committees for the month; however, after learning more about his request and the fact that it does need to be a local law process,  I have determined it would be inappropriate to discuss at Finance before it is vetted by Laws & Rules.”  

Shaut also included her response to the Mayor’s communication.  “After gathering more information on the specific process that will need to take place with the Council regarding your communication of a collaboration between DPW and Parks & Rec, I am taking off the communication to the Finance & Audit Committee for the month of February. According to our Charter, restructuring departments can only happen through a local law by the Common Council. The appropriate Committee to address your proposal first would be Laws & Rules. The Finance Committee’s decisions will happen only once, and if, the Local Law is shaped.”  

The Council President’s clarity in these communications helps to outline the proper process that should be followed. 

City government is not a Mayor’s oyster. It belongs to the public, and a good government has a strong system of checks and balances to protect the public interest.  In this case, the merging of Departments, the immediate creation and filling of new positions, and the reorganization of current DPW staff should be placed on hold until after the Common Council has had the opportunity to weigh the Mayor’s proposal and hear from the public.

Clarification:  Although the executive branch has not provided more detail about plans to restructure the DPW and Parks & Recreation, we have learned in the meantime that Lynsey Timbrouck who would be hired as the Director of Recreation took the civil service exam in 2018, prior to any knowledge of Gilfeather’s plans to retire. On the exam, she scored a 90, making her 2nd on the list.