Webster Town Board
March 19, 2026
A workshop meeting of the Webster Town Board was called to order by Supervisor Scialdone at
6:30 p.m. at the Webster Town Board Meeting Room, 1002 Ridge Road, Webster, New York,
with the following officials present:
Supervisor ......................................................................... Alexander B. Scialdone
Councilman....................................................................................... John J. Cahill
Councilwoman...........................................................................Jennifer S. Wright
Councilman.............................................................................. Nicholas E. Hunter
Attorney for the Town .........................................................................Kyle Taylor
Town Clerk .................................................................................. Danene M. Marr
Absent:
Councilman................................................................................ Garrett J. Wagner
Department Heads Present:
Town Engineer .............................................................................. Keith Mortimer
Community Development Director ................................................. Joshua Artuso
Finance Director ..................................................................................Paul Adams
Personnel Director .......................................................................... Kelsey Feeney
Also in attendance was Mark Stein, Assistant Town Engineer.
***
Mark Stein, Assistant Town Engineer, appeared before the Town Board to discuss an updated
Intermunicipal Agreement (IMA) for the Monroe County Stormwater Coalition. The coalition
includes 29 Towns and Villages, the City of Rochester, and Monroe County, and it helps
municipalities meet Federal and State stormwater regulations through shared services and costs.
This agreement aims to increase efficiency, achieve economies of scale, and manage issues that
affect all municipalities within the coalition.
The current IMA, originally signed in December 2019 for a 5-year term with option to renew
three additional times for another five-year term each review, however, required revisions due to
recent Environmental Protection Agency (EPA) and Department of Environmental Conservation
(DEC) audits. Only one paragraph was changed, clarifying that the Stormwater Coalition is not
responsible for any municipality’s permit requirements—each town is fully accountable for its
own compliance. Based on this language change, it was agreed that the IMA should be re-signed
based on this language change.
For the Town of Webster, participation in the IMA costs about $11,300 per year, based on
population calculations.
Following the presentation a general discussion took place.
***
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Mark Stein, Assistant Town Engineer, appeared before the Town Board to discuss the Town of
Webster’s 2025 MS4 Annual Report which describes how the Town fulfills its responsibilities
under the Municipal Separate Storm Sewer System Program. As its own MS4, Webster manages
all stormwater that falls within Town limits. The program’s goal is to reduce stormwater
pollution and protect water quality, following a five-year permit issued by the Environmental
Protection Agency (EPA) and New York State Department of Environmental Conservation
(DEC) that began in 2024. To comply, the Town must meet six Minimum Control Measures:
public education, public involvement, illicit discharge detection and elimination, construction
site runoff control, post-construction stormwater management, and pollution prevention practices
within municipal facilities. Much of the outreach and public education—such as zoo exhibits,
billboards at Amerks and Red Wings games, and rain barrel programs—is coordinated through
the Monroe County Stormwater Coalition, which helps streamline countywide messaging and
resources.
The annual report tracks Webster’s progress toward meeting all permit obligations and provides
documentation for regulatory oversight as well as transparency for residents. The report contains
about 75 questions, primarily in a yes/no format, covering administrative information, the
Town’s 125-page Stormwater Management Plan, and detailed actions undertaken for each of the
six control measures. When a “no” response is selected, the DEC’s online system requires an
explanation. Most of these explanations reflect tasks that are not yet due until later years of the
five-year permit cycle, rather than areas of noncompliance. The report also includes details on
how the Town monitors stormwater ponds—some Town-owned, some privately owned—to
ensure they are maintained according to regulations.
In addition to documenting compliance, the annual report supports long-term planning by
helping the Town track stormwater needs, adjust resources, and identify where improvements are
required. It includes the DEC-required Semiannual Progress Certificate, which has been
combined into the annual submission to reduce paperwork and streamline reporting. Overall, the
2025 MS4 Annual Report highlights Webster’s ongoing commitment to protecting local
waterways, maintaining responsible stormwater infrastructure, and meeting environmental
stewardship expectations set by State and Federal agencies.
Following the presentation a general discussion took place.
***
Mark Stein, Assistant Town Engineer, appeared before the Town Board to discuss the
development of a new public-facing GIS (Geographic Information System) that will be
accessible through the Town’s website. This online mapping platform allows users to explore
various map layers, such as zoning, property information, parks, trails, creeks, and streams. It
works on computers and smartphones, is available 24/7, and gives residents an easy way to
access Town maps and data without needing to visit Town Hall.
A key highlight of the system is its collection of historical aerial imagery, with photos dating
back as far as 1930. Users can overlay these images with current property parcel layers to
compare how the Town has changed over time. Although older imagery has some zoom
limitations due to pixelation, it still provides a valuable view of historical development. The
map system is designed to be user-friendly, and a guidance video will be added for anyone
unfamiliar with GIS tools.
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The GIS platform is intended to increase transparency, save residents time, and strengthen
community engagement. The Town plans to continue improving the system based on public
feedback and will add more features over time. Most imagery comes from a mix of sources,
including Nearmap, EagleView, and historical aerials from past Town projects. Once the system
goes live, users will be able to navigate layers easily, reach out to the Engineering or GIS
departments with questions, and benefit from a powerful new tool for exploring the Town’s
geographic information.
***
Brayton Connard, of Connard HR Consulting, and retired Town of Webster Human Resources
Director, came before the Town Board to discuss a proposal for the Town to enter into a
professional services agreement with Connor HR Consulting for labor negotiations, with a cap of
$35,000 billed hourly. Mr. Connard explained that New York State public-sector labor
negotiations are highly specialized, governed by strict rules, and carry significant financial
consequences for taxpayers. With personnel expenses making up 55 percent of the Town’s
budget and all three union contracts expiring in 2026, the workload and financial impact justify
using outside expertise.
The Town has historically used external assistance for labor negotiations, and both the Finance
Director and Human Resources Director support doing so again to ensure favorable outcomes.
Connard HR Consulting brings nearly two decades of consulting experience, along with the
founder’s 34 years in local government, 21 years as a lead negotiator, and direct familiarity with
Webster’s workforce and past contracts. Mr. Connard emphasized their ability to understand
both negotiation strategy and contract implementation, having negotiated with numerous unions
and managed every stage of the bargaining process.
The proposal highlights Connard HR Consulting’s readiness, lower billable hours due to prior
Webster experience, and commitment to mentoring the HR Director to reduce future reliance on
outside support. Historically, their settlements have contained cost-of-living increases below
comparable rates, generated health insurance savings, and strengthened management contract
language while preserving recruitment and retention. Mr. Connard offers the Town a discounted
rate of $165 per hour, estimates a 2026 project cost of roughly $31,680, and caps the agreement
at $35,000, noting that even small differences in settlement outcomes can cost the Town far more
over the life of the contracts.
Councilman Cahill asked what happens if the Town hits the $35,000 cap? Mr. Connard explains
that if the billable work for the Town were ever to exceed $35,000, they would need to
reevaluate continuing the contract due to New York State pension rules. As a public-sector
retiree working as an independent contractor, earning beyond that threshold would reduce their
pension benefits. If that situation arose, both Connard HR Consulting and the Town would need
to discuss whether to continue the arrangement or end it. He emphasized that exceeding the limit
would require a joint decision about the value and cost of continuing the work. If the
negotiations went into the new year, then the clock would reset. The hope, however, is that the
project will remain within the cap so that this issue never arises.
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Councilman Cahill asked what the timeline of this process would look like. Mr. Connard
explained that they can’t publicly discuss specific bargaining strategies because it could weaken
the Town’s negotiating position, which is why such details belong in executive session.
Generally, they anticipate finishing blue- and white-collar negotiations before summer, with
police union negotiations starting in the fall and concluding by year end.
Councilman Cahill asked what input the Town Board would have with respect to contents of the
contracts. Mr. Connard explains that as an outside contractor and are not an officer of the Town
and therefore cannot determine how much input the Town Board has in negotiations. Mr.
Connard’s understanding is that contracts are negotiated between the Supervisor and the unions,
with the Town Board’s role being to approve the funding. Typically, the Board’s input is
communicated through the Supervisor in their executive role.
Councilwoman Wright asked if a Town Board member could be present during the negotiation
meetings. Mr. Connard answered that in the past there have been, however, he would leave it up
to the Attorney for the Town to provide better determination if that should be allowed.
Supervisor Scialdone asked if Mr. Connard is open to only performing services for one or two of
the union contract negotiations. Mr. Connard explained that their work would be billed hourly as
a fee-for-service arrangement. He hasn’t created a contract yet, but his expectation is simple: the
Town asks for services when needed, Mr. Connard provides the service, and billing stops when
the services are no longer required. The Town can choose any combination of the three possible
service areas—one, two, or all three. Although alternative payment structures (like a flat yearly
or per-contract fee) could be discussed, the current proposal is straightforward hourly billing.
Supervisor Scialdone asked why Mr. Connard doesn’t just want to retire and enjoy retirement.
Mr. Connard explained that he considered full retirement but ultimately feels committed to
helping the Town succeed. He believes he still has valuable experience to offer and looks
forward to supporting the Town and the Human Resources Director through the end of the year
or contract period, or until their services are no longer needed. Although he spoke about retiring,
Mr. Connard noted he’ll never be fully retired, as he is already doing work for other Towns and
have been an independent contractor for 19 years and an employee for 34 years.
Councilwoman Wright asked how working for other municipalities would impact his contract
work for the Town. Mr. Connard explained that the work he is doing for other municipalities is
performed through engagement with a law firm and therefore is not an employee or independent
contractor of those Towns. Therefore, it does not count against his pension cap.
Kelsey Feeney, Personnel Director, noted prior to Brayton’s retirement in January 2026, Ms.
Feeney met with Supervisor Scialdone, Paul Adams and Brayton to discuss the upcoming
contract negotiations. They all agreed it would greatly benefit the Town to bring in Brayton and
his consulting firm because of his extensive experience. Since contract negotiations happen
infrequently and opportunities to learn are limited, Ms. Feeney sees this as a valuable chance for
both professional growth and support to the Town.
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Paul Adams, Finance Director, explained that when he previously worked for the Town, a skilled
negotiator was always present during contract talks, and he saw the value of having someone
knowledgeable about the New York State Taylor Law, which governs labor relations in New
York State. Three years ago, Mr. Adams participated in three contract negotiations with
Brayton, who provided equally strong—if not greater—value. Because of this experience, Mr.
Adams fully supports having him involved in future negotiations.
***
Josh Artuso, Community Development Director, came before the Board to discuss a proposed
development moratorium. Mr. Artuso explained that a development moratorium is a temporary
pause on approving certain new development projects so the Town can evaluate and update its
regulations, policies, and infrastructure planning. Webster is considering this now due to
increasing development pressure, outdated zoning regulations, infrastructure strain, and the
ongoing update of an 18-year-old comprehensive plan.
The proposed moratorium would pause approvals for major residential subdivisions (five lots or
more), new commercial development across several commercial zones, development in the
Office Park North District, new data centers, and new large-scale solar projects. It would not
affect minor subdivisions, typical home improvements, renovations to existing homes,
redevelopment of existing commercial spaces, projects within the Village of Webster, industrial
development, or infrastructure maintenance and repairs.
The moratorium would last six months, with the option of two additional three-month
extensions. The process includes presenting the proposal, holding a Public Hearing for
community feedback, reviewing comments, and then bringing it to the Town Board for a vote. A
dedicated webpage provides more information, FAQs, and ways for residents to submit
feedback.
The presentation closes by emphasizing that the moratorium is temporary and intended to ensure
future development aligns with community priorities.
Councilman Cahill asked if they are planning on updating the zoning codes, what would that
process look like, how that would happen and if there is a team that will work on this. Mr.
Artuso explained that the current work being done by the consultant team is limited to updating
the Town’s Comprehensive Plan. After that plan is completed and adopted, a major second
phase will be needed to revise the Town’s Zoning Code, so it aligns with the new vision and
priorities. This zoning update will be a large and intensive effort. The Town plans to apply for a
second round of Smart Growth Grant Funding—now including zoning revision support—
through this year’s CFA Grant process so that work can begin as soon as the comprehensive plan
is adopted.
Mr. Artuso further explained that the State’s grant application window usually opens in late May
or early June, with submissions due around July 30th. They’ve already met with their grant
consultant, Jean O’Connell and Associates, to review the Town’s progress on the comprehensive
plan. The consultant agrees the Town will be far enough along to be in a strong position to apply
for the next round of funding.
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Councilwoman Wright asked how long the zoning update will take once the moratorium
begins—whether it will require a full year or even longer—given that the comprehensive plan is
expected to finish over the summer. Mr. Artuso answered if the comprehensive plan is finished
by late summer, the moratorium could begin around June and run through the end of 2026, but
depending on public feedback and the time needed to revise the zoning code, the Town may need
to request an extension to ensure everything stays properly aligned.
***
There being no further business to come before the Board, the meeting was adjourned at
7:18 p.m.
____________________________________
Danene M. Marr, Town Clerk
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