North Fork business owners pan Southold planning department delays – The Suffolk Times

Report on Local Business Concerns and Sustainable Development in Southold Town

Introduction

A forum was convened by the Mattituck-Laurel Civic Association on November 18, featuring four local business leaders. The discussion focused on the challenges and successes of operating within the community, highlighting critical areas for improvement that align with the United Nations Sustainable Development Goals (SDGs). This report synthesizes the key issues raised.

• Participants: Carolyn Iannone (Love Lane Kitchen), Danielle LaScala (Mattituck Florist), Anthony Martignetti (The Old Mill Inn, Old Sound Vineyard), and Terry McShane (Mattituck-Laurel Chamber of Commerce).
• Moderator: Aaron Bokros, Vice President, Mattituck-Laurel Civic Association.
• Venue: Veterans Memorial Park, Mattituck.

Institutional Effectiveness and Economic Growth (SDG 16, SDG 8)

A primary concern voiced by the business panel was the inefficiency of the town’s planning department, which presents a significant barrier to sustainable economic development and the promotion of effective, accountable institutions.

Key Issues Identified:

• Bureaucratic Delays: Business leaders reported extensive delays in the permitting and application process, which discourages investment and hinders progress toward SDG 8: Decent Work and Economic Growth.
• Lack of Institutional Accountability: The sentiment expressed was that the process feels adversarial rather than supportive, undermining SDG 16: Peace, Justice and Strong Institutions, which calls for effective and transparent governance.
• Project Stagnation: Several entrepreneurs have reportedly abandoned or sold projects due to the prolonged and challenging approval process.

Case Examples:

1. Anthony Martignetti reported a five-year permitting process for The Old Mill Inn.
2. His other business, Old Sound Vineyard, has been pending for three years, with a Planning Board hearing scheduled 18 months later than anticipated.

In response, planning officials cited high application volumes and incomplete submissions from applicants as contributing factors to extended timelines.

Sustainable Infrastructure and Community Well-being (SDG 11, SDG 3)

The panel unanimously identified the lack of adequate pedestrian infrastructure as a critical deficiency, directly impacting the town’s alignment with goals for sustainable communities and public health.

Deficiencies and Impacts:

• Inadequate Sidewalk Network: The absence of a comprehensive sidewalk system was described as a “necessity, not a luxury,” impeding the development of a walkable village. This directly conflicts with SDG 11: Sustainable Cities and Communities, particularly Target 11.2, which aims for safe and accessible transport systems for all.
• Safety and Accessibility Concerns: The current infrastructure poses challenges for pedestrian safety and limits accessibility for community members, undermining efforts to create inclusive public spaces.
• Public Health Implications: A more walkable environment would support SDG 3: Good Health and Well-being by encouraging physical activity among residents.

The Highway Superintendent noted that the current budget is primarily allocated for the repair of existing sidewalks rather than the expansion of the network, indicating a financial barrier to achieving these sustainable infrastructure goals.

Fostering Decent Work and Localized Economies (SDG 8, SDG 4, SDG 12)

Despite challenges, the business leaders highlighted their positive contributions to the community, which align with several key SDGs.

Contributions to Sustainable Development:

• Youth Employment and Skills Development: Carolyn Iannone emphasized the rewarding aspect of training young employees, providing them with valuable skills for future careers. This practice supports SDG 4: Quality Education and SDG 8: Decent Work and Economic Growth by reducing youth unemployment and fostering skill acquisition.
• Responsible Consumption and Production: Anthony Martignetti highlighted his commitment to local sourcing, such as purchasing seafood directly from local fishermen. This strengthens the local economy and promotes sustainable supply chains, in line with SDG 12: Responsible Consumption and Production.
• Community Resilience and Economic Stability: The panel discussed the importance of adapting to economic fluctuations and climate-related events, such as Hurricane Sandy. By remaining open during lean months and supporting the local community, these businesses contribute to building a resilient local economy, a core tenet of SDG 11.

Analysis of Sustainable Development Goals in the Article

1. Which SDGs are addressed or connected to the issues highlighted in the article?

• SDG 8: Decent Work and Economic Growth

  The article focuses extensively on the experiences of local business owners, their struggles with municipal bureaucracy, their role in job creation (especially for youth), and their contributions to the local economy. The challenges they face directly impact economic growth and the viability of decent work in the community.

• SDG 11: Sustainable Cities and Communities

  A significant portion of the discussion is dedicated to the lack of sidewalks and the desire for “a more walkable village.” This directly relates to making human settlements inclusive, safe, resilient, and sustainable by improving public infrastructure and access.

• SDG 16: Peace, Justice and Strong Institutions

  The business leaders’ “frustration with Southold’s planning department” highlights issues with institutional effectiveness and transparency. The complaints about bureaucracy, long delays in permitting, and the feeling that the town treats business owners “like you’re going on trial for a crime” point to a need for more effective, accountable, and transparent institutions at the local level.

2. What specific targets under those SDGs can be identified based on the article’s content?

1. Target 8.3: Promote development-oriented policies that support productive activities, decent job creation, entrepreneurship, creativity and innovation, and encourage the formalization and growth of micro-, small- and medium-sized enterprises.

   The article directly addresses this target through the business leaders’ complaints about the town’s planning department. The bureaucratic delays are described as a significant barrier to entrepreneurship and business growth. Anthony Martignetti states, “It’s keeping people from doing good things,” and Carolyn Iannone adds that she hasn’t been “brave enough to open up another place because it seems crazy,” indicating that the current policies are discouraging, rather than promoting, small business development.

2. Target 11.7: By 2030, provide universal access to safe, inclusive and accessible, green and public spaces.

   This target is identified in the discussion about the “lack of sidewalks.” The business leaders’ wish for “a more walkable village” and Terry McShane’s statement that sidewalks are “not a luxury; it’s a necessity” emphasize the need for safe and accessible public infrastructure for pedestrians. The article notes that sidewalks are only on one side of the street, limiting safe access for the community.

3. Target 16.6: Develop effective, accountable and transparent institutions at all levels.

   The core frustration expressed by the business owners relates to the ineffectiveness of the town’s planning department. The article provides concrete examples of this inefficiency, such as the five-year wait for a permit for the Old Mill Inn and a three-year limbo for Old Sound Vineyard. Mr. Martignetti’s criticism of “the bureaucracy in town” is a direct call for more effective and responsive local government institutions.

3. Are there any indicators mentioned or implied in the article that can be used to measure progress towards the identified targets?

• Indicator for Target 8.3 and 16.6: Time required to get business permits and approvals.

  The article provides specific, measurable data points that serve as indicators of institutional inefficiency. It mentions it “took five years to get the permitting in place” for one business and that another has “been in limbo for the last three years.” These long timelines are a direct measure of the bureaucratic burden on small businesses and the effectiveness of the planning department.

• Indicator for Target 8.3: Number of new business projects abandoned or discouraged.

  While not a precise number, the article implies this indicator when Ms. Iannone states, “I know a couple of people who’ve just given up their projects, or they’ve sold their share.” This suggests that the number of abandoned projects could be tracked as a measure of how supportive the local environment is for entrepreneurship.

• Indicator for Target 11.7: Proportion of the community’s road network with pedestrian sidewalks.

  The article implies this indicator through the discussion of the “lack of them [sidewalks].” Mr. McShane’s comment that “Just having the sidewalks on one side of the street is okay for one side of the street, but the other side is screwed” points to an incomplete network. The Highway Superintendent’s statement that the budget is for “repair and replacement of existing sidewalks rather than expansion” further highlights that the coverage of the sidewalk network is a key issue and a measurable indicator of progress.

4. SDGs, Targets, and Indicators Summary

Source: suffolktimes.timesreview.com