The URL can be used to link to this page

Home My WebLink AboutMN-COW SPECIAL TOPICS WORK SESSION-2024-03-13YouTube Link:Special Topics Work Session Date: Location: Wednesday March 13, 2024 108 E Green Street Council Chambers 3rd Floor COMMON COUNCIL COW SPECIAL TOPICS Voting Record 1.Call To Order 1.1 Emergency Evacuation 2.Review and Approval of Minutes Attendance Record of Voting Members Name Present Absent/Excused 1st Ward - Kayla Matos X 1st Ward - Phoebe Brown X 2nd Ward - Ducson Nguyen X 2nd Ward - Kris Haines-Sharp X 3rd Ward - David Shapiro X 3rd Ward - Pierre Saint-Perez X 4th Ward - Tiffany Kumar X 4th Ward - Patrick Kuehl X 5th Ward - Margaret Fabrizio X 5th Ward - Clyde Lederman X Mayor - Robert Cantelmo X Also Present: Clyde Lederman was absent due to illness. Discussion Summary: https://www.youtube.com/watch? v=YwCHM1UwAvc&list=PLfplo_VA57eoynrqxkGvi11vxHlwByjZw&index=1 Timestamp 0:35 Discussion Summary: Mayor Cantelmo read the Emergency Evacuation Notice to the Council. Timestamp 0:53. Moved By: Tiffany Kumar Seconded By: Margaret Fabrizio Motion Summary: Timestamp 01:52 Vote Passed 10-0 Carried Unanimously 3.General Order Of Business/Special Topics 3.1 Reimagine Public Safety Update Member Approve Oppose Abstain Kayla Matos X Phoebe Brown X Ducson Nguyen X Kris Haines-Sharp X David Shapiro X Pierre Saint-Perez X Tiffany Kumar X Patrick Kuehl X Margaret Fabrizio X Robert Cantelmo X Discussion Summary: Kathy Zoner, Public Safety Consultant, presented a PowerPoint on the RPS (Reimagining Public Safety) progress. The presentation is attached to the minutes. Timestamp 8:10. Harmony Ayers-Friedlander, Tompkins County Whole Health, presented a PowerPoint on the City of Ithaca Crisis Alternative Response and Engagement (CARE) Team. The presentation is attached to the minutes. Timestamp 28:30. City of Ithaca Police Chief Thomas Kelly presented a PowerPoint on the role of the City of Ithaca Police Department. The presentation is attached to the minutes. Timestamp 48:11. Ross Milne, MPH, Tompkins County Whole Health, presented a PowerPoint on the Mobile Supportive Services Program RFP. The presentation is attached to the minutes. Timestamp 1:06:33. Alderperson Saint Perez motioned for a 3 minute recess. Timestamp 02:21 Moved By: Pierre Saint-Perez Seconded By: Ducson Nguyen Motion Summary: Motion for a 3 Minute Recess Timestamp 02:21 Vote Passed 10-0 Carried Unanimously 3.2 Short Term Rental Policy 4.Report from City Controller 4.1 Monthly City Controller Report for March 2024 5.Report from City Manager 5.1 Monthly City Manager Report for March 2024 6.Executive Session 6.1 Executive Session #1 Member Approve Oppose Recuse Kayla Matos X Phoebe Brown X Ducson Nguyen X Kris Haines-Sharp X David Shapiro X Pierre Saint-Perez X Tiffany Kumar X Patrick Kuehl X Margaret Fabrizio X Robert Cantelmo X Discussion Summary: Megan Wilson, Deputy Director of the Planning and Development Department and Maura Baldiga, Temporary Planner, presented a PowerPoint on the City of Ithaca Short-term Rental Policy. Timestamp 02:25:25. The presentation can be found at the following link: https://www.cityofithaca.org/DocumentCenter/View/16697/STR-Update-to- Council_31324 Discussion Summary: Scott Andrew, Deputy Controller, provided a monthly report for the agenda packet for the month of March 2024. There were no questions from the group. Deputy Controller stated these types of reports will be provided monthly. The report is attached to these minutes. Timestamp 2:59. Discussion Summary: The City Manager Deb Mohlenhoff provided her monthly City Manager report for March 2024 and 100-Day updates which are attached to these minutes. She advised everyone to contact her with questions. She also encouraged the push out of the water meter replacements survey. Timestamp 02:55. Discussion Summary: The topic for Executive Session #1 is a real property issue. Timestamp 3:03. Moved By: Pierre Saint-Perez 6.2 Executive Session #2 7.Meeting Wrap-Up Seconded By: Kris Haines-Sharp Motion Summary: Vote Passed 10-0 Carried Unanimously Member Approve Oppose Recuse Kayla Matos X Phoebe Brown X Ducson Nguyen X Kris Haines-Sharp X David Shapiro X Pierre Saint-Perez X Tiffany Kumar X Patrick Kuehl X Margaret Fabrizio X Robert Cantelmo X Discussion Summary: The topic for Executive Session #2 is a personnel issue. Discussion Summary: The group did not return to a public meeting after the two (2) executive sessions. RPS Progress Presentation for Common Council Ross Milne Public Health Graduate Fellow Tompkins County Whole Health March 13, 2024 Tom Kelly Police Chief City of Ithaca Kathy Zoner Security Consultant Introductions and Objectives •Intros •Basic Tenets •Brief RPS timeline •Efforts to date •Challenges and Opportunities •Moving Forward •Q/A KZoner Introduction - KZ 27 years Cornell Police, last 10 as chief of police Graduate: FBI National Academy Leadership Program Fulltime Public Safety Consultant for Organizational Assessment and Development 2019- 2021 (presently part time) Certified in Crime Prevention Through Environmental Design KZoner Introduction – Tom Kelly Joined IPD December 2023 23 years Schenectady Police Graduate: FBI National Academy Leadership Program Master of Public Administration (SUNY Albany) Certified in Cyber/Computer Forensics (Univ of Lousiville)KZoner Basic Tenets To move forward, we must know from whence we came. Treat every human being with compassion and respect. Acknowledge and correct mistakes, and celebrate successes. Hold ourselves, and others, accountable. Be prepared to critically assess and re-imagine how to provide safety services, with an equity lens. Build trust, act with integrity and compassion. KZoner Timeline KZoner 5/2020 Exec Order 203 4/2021 RPS Resolution passed 12/2021 Mona Smiley named CJC Director 6/2022 RPS Special Committee established 3/2023 Special Committee Report published 9/2023 KZ starts as RPS consultant 12/2023 Tom Kelly starts as IPD Chief 1/2024 Restructur ed City Governanc e begins Current Efforts- Meetings TCMH/PH Collab with CARE, CRT, Outreach programs NAMI Program Manager Development Training TC3 Director of Cont. Ed. And WF Dev. Micro-credentialing/Custom Training Community Networking CLOC/MLK Celebration KZoner LE Leadership Buy-on/Partnership development District Attorney CPL Training DoER Statistics/Call Logging/Call Dispatching CJC Community Outreach/Feedback/Collaboration Current Efforts KZoner Partnership Development with IPD/TCMH/TCPH/DoER Job Description Development Map and define City/County Resources and Responsibilities Current Efforts – Crisis and Alt Response KZoner Agency/Program name Parent Org.Crisis Response?In Person Phone Only 24 Hours Avail. Hours Ithaca-Tompkins Crisis Negotiation Team TCSO/IPD Yes Yes Yes 24/7 TCSO CARE (Crisis Alternative Response and Engagement) Team TCWH Yes Yes No M-F 9:00 am-5:00 pm TCSO Civilian Response Unit TCSO No No Yes No M-F 9:00 am-5:00 pm IPD CARE Team TCWH Yes Yes No In Dev. CU Community Response Team CU Yes Yes No TH-M 3:00 pm - 1:00 am Current Efforts – On Hold and In Development KZoner Agency/Program name Parent Org.Crisis Response?Phone Only Avail. Hours Mobile Support Services TCWH No Yes No No *In Dev. - Outreach Only Family & Children's Center EOS F&CC N/A N/A Yes Was M-F 8:30 pm-4:30 am Mobile Crisis Team TCWH Yes No Yes Yes Non-business Hours *Appropriate hours might include 12pm-8pm or 1pm-9pm, with some weekend hours. Adjust hours of operation based on need. Imminent Efforts KZoner Create shared information portals Revive and Maintain RPS site Initiate Hiring process Develop Initial Training Program Develop Marketing/Recruiting Past and Current Challenges PAST Opposition by PBA Ethics review Analysis Paralysis KZoner CURRENT Inactive RPS website No place for CJC plans Lack of Transparency of effort Analysis Paralysis What Can You Do To Help Keep Current on Ongoing Efforts Ask Questions Prioritize RPS Funding Solicit and Share Feedback Identify Opportunities for Programming/Education KZoner Questions? Chief Kathy Zoner (retired) Public Safety Consultant 607.277.2423 kzoner@cityofithaca.org KZoner March 13, 2024 Ross Milne, MPH Public Health Graduate Fellow Tompkins County Whole Health RFP Update Presentation for the City of Ithaca Common Council Innovative Housing Solutions and Intensive Supports OSF Funding •Can be spent over multiple years •Cannot be used for capital projects •25% reserved for residents of City of Ithaca •Up to 15% can be used for administrative costs •Use should be based on Local Services Plan Agency 2022 2023 2024 2026 2027 2029 2030 2032 2034 2035 2037 2038 2040 Total LGU (Whole Health)192 527 523 158 169 182 183 177 134 134 104 134 37 67 52 19 21 23 23 22 16 16 16 18 3 594 575 177 190 205 206 199 150 150 120 152 40 2022-2024 LGU (Whole Health)$1,242,000.00 Ithaca (City)$127,000.00 Total $1,369,000.00 2022-2024 Total $1,369,000.00 10% Administration $136,900.00 Set Aside (Reserve Fund)$200,000.00 Available to Contractor for 3 Year Pilot $1,032,100.00 2025-2027 Tompkins County $469,000.00 Ithaca (City)$57,000.00 Set aside from 2022-2024 $200,000.00 Total $726,000.00 Planning Process Local Services Plan Approved Uses Priority Areas Housing Ob. #4: Advocate for additional emergency and supportive housing solutions across the mental hygiene system Cross System Services Ob. #3: Support strategies that improve coordination of services and treatment integration across mental hygiene system with other community supports such as housing Non-Clinical Supports Ob. #3: Identify strategies to improve health equity across Tompkins County Mental Hygiene Service Providers Non-Clinical Supports Ob. #4: Support greater awareness and utilization of peer support services to strengthen engagement and recovery services across the mental hygiene system. Treatment B: Support people in treatment & recovery •B1: Provide the full continuum of care of recovery services for OUD and any co-occurring SUD/MH conditions, including supportive housing, residential treatment, medical detox services, peer support services and counseling, community navigators, case management, transportation, and connections to community-based services •B3: Provide access to housing for people with OUD and any co-occurring SUD/MH conditions Treatment C: Connections to Care •C9: Provide funding for peer support specialists or recovery coaches in emergency departments, detox facilities, recovery centers, housing, or similar settings; offer services, supports, or connections to care to persons with OUD and any co-occurring SUD/MH conditions or to persons who have experienced an opioid overdose. Other Strategies C: Training •C2: Support infrastructure and staffing for collaborative cross-systems coordination to prevent opioid misuse, prevent overdoses, and treat those with OUD and any co-occurring SUD/MH conditions, or implement other strategies to abate the opioid epidemic •Treatment Service •Priority Populations •Housing •Recovery Program Objectives Overall Program Objective: provide emergency housing, intensive support, and streamlined service coordination to help stabilize people living in a cycle of crisis and bridge the gap between crisis response services and permanent supportive housing/community-based care, thereby: •Improving housing stability and retention •Improving overall health and wellbeing (Social Determinants of Health) •Reducing use of crisis response services to meet basic needs •Reducing frequency of interactions with law enforcement Program Design To make a positive difference in the lives of people currently disconnected from community-based services and living in a chronic state of crisis due to serious substance use and/or co-occurring mental health disorders, we must provide: A Place to Live Someone to Help The Right Support at the Right Time Low-Barrier Emergency Housing Intensive Case Management and Peer Support Rapid Cross-System Service Coordination Referral Process Pre-Screening Questionnaire Vulnerability Index – Service Prioritization Decision Assistance Tool (VI-SPDAT) HMIS Multi-Party Release of Information Next Steps •Draft MOU(s) and CIT workgroup policies/procedures •Develop plan for program monitoring and evaluation Action Item Due Date Health and Human Services Committee Approval March 20 Budget, Capital, Personnel Committee Approval April 11 Contracting April-May Begin Implementation Summer Mobile Supportive Services Program RFP Context COWP ROWP Combined Tompkins County $65,000 $250,000 $315,000 City of Ithaca $65,000 $65,000 Downtown Ithaca Alliance $15,000 $15,000 Total $145,000 $250,000 $395,000 Merger of two separately funded outreach worker programs previously overseen by Family & Children’s Service (FCS) Outreach Coordinator •Community Outreach Worker Program (2015) •2 outreach workers •Downtown Ithaca focus •Rural Outreach Worker Program (2022) •2 outreach workers •Rural “hot spots” •Multi-Year OTR in 2023 Goals •Enhance supports available to individuals experiencing non-imminent mental health crises for de- escalation, stabilization, and resolution of the root causes of their crises •Improve community awareness of and access to social supports and service providers •Reduce health disparities related to poverty, substance use disorders and mental illness •Enhance coordination between emergency services, outreach programs, support service providers, and community stakeholders •Promote welcoming, inclusive, accessible, and cohesive public environments for all stakeholders including local businesses and residences. Outcomes •Increased connections made between individuals and supportive services and resources relevant to their unique goals and needs •Reduced frequency of calls to law enforcement for welfare checks in areas designated as county “hot spots” •Reduced frequency of non-emergency/non-imminent crisis calls to law enforcement and emergency medical services •Reduced frequency of mental health crises resulting in either arrest or mandated hospitalization •Reduced frequency of public disturbances impacting local businesses and residences Focus Population Tompkins County residents who are experiencing non-imminent mental health crises, with no evidence suggesting a severe medical condition or an imminent risk of harm to self or others •Appear distressed or are seeking support due to homelessness, substance use or co-occurring mental health disorders •Other chronic or immediate life stressors requiring de-escalation and emotional support •Crises must not be so acute that the individual is unable to participate in de- escalation •Higher-acuity responses (e.g., CARE Team, Mobile Crisis Team) not required or more appropriate Scope of Work •Low-acuity crisis intervention, de-escalation, conflict mediation, and emotional support •Provision of food, supplies, and other immediate necessities •Linkage to relevant supports and services related to housing, mental health and substance use, medical care, community resource hubs •Mobile van for transportation to appointments or providers •Tablets to assist with service applications, internet access, and telehealth sessions •Intervention and mediation of community disturbances involving behaviors that are inconsistent with local rules, regulations, and standards of conduct •Expanded hours to include some evening and weekends Service Areas City of Ithaca •Downtown Core •West End •West State Street Corridor Rural “Hot Spots” •Identified by calls to law enforcement for welfare checks •6 apartment complexes •Lansing (3) •Town of Ithaca (2) •Groton (1) •Hotel in Lansing used by DSS for people experiencing housing insecurity Timeline & Next Steps Event Date Responsible Party RFP Posting Closes March 13 Requirements Review March 13-15 RFP Coordinator Distribution of Proposals March 15 RFP Coordinator Proposal Scoring February 29 – March 5 Review Committee (Individual) Scoring Discussion & Selection April 1 Review Committee Interviews (optional)April 2-5 Designated Committee Members Final Selection April 5 Review Committee Thank You – Questions? References 1.O’Shea P. Opioid Settlement Fund Fiscal Update 2023. Presented at: Opioid Settlement Fund Advisory Board; July 10, 2023; Albany, NY. https://oasas.ny.gov/system/files/documents/2023/07/opioid_settlement_fund_budget_presenation.pdf 2.Tompkins Mental Hygiene Local Services Plan 2024-2028. Tompkins County Community Services Board; 2023. https://www.tompkinscountyny.gov/files2/health/mh/csb/TCWH-Local-Services-Plan-2024-2028.pdf 3.Schedule C - Approved Uses. Office of Addiction Services and Supports; 2023. https://oasas.ny.gov/system/files/documents/2023/02/approved-uses.pdf 4.2023 Annual Report. Opioid Settlement Fund Advisory Board; 2023. https://oasas.ny.gov/system/files/documents/2023/11/osfab-yearly-report-2023.pdf 5.Aubry T, Nelson G, Tsemberis S. Housing First for People with Severe Mental Illness Who are Homeless: A Review of the Research and Findings from the at Home—Chez soi Demonstration Project. Can J Psychiatry. 2015;60(11):467-474. doi:10.1177/070674371506001102 6.Keenan C, Miller S, Hanratty J, et al. Accommodation-based interventions for individuals experiencing, or at risk of experiencing, homelessness. Campbell Systematic Reviews. 2021;17(2):e1165. doi:10.1002/cl2.1165 7.Data-Driven Strategies for Client Identification, Enrollment and Cross-Systems Care Coordination. United States Department of Housing and Urban Development https://files.hudexchange.info/resources/documents/H2-Data-Driven-Strategies.pdf 8.FY 2024 Fair Market Rent Documentation System — Calculation for Ithaca, NY MSA. Accessed November 30, 2023. https://www.huduser.gov/portal/datasets/fmr/fmrs/FY2024_code/2024summary.odn A Place to Live •Rapid access upon intake •No sobriety requirements, voluntary services and treatment •Variety of available units (studio, 1br, 2br, CR) •Occupancy Agreements and/or leases •6-12 month housing duration (average 9 months) Someone to Help •High-intensity of support (2-3 in-person meetings per week, tapering) and small caseloads (≤10 clients per case manager) •Individualized person-centered care plans •Training in assertive engagement, motivational interviewing, trauma-informed care, harm-reduction, strengths-based approaches, cultural humility •Peer Support Specialist assistance with paperwork, transportation, emotional support •Safety planning and 24/7 crisis support The Right Support at the Right Time •Program Coordinator position(s) •Data/Information Sharing policies and procedures (Coordinated Entry, HMIS, Multi-Party Release of Information) •MOUs with service providers and linkage to community-based care •Substance use disorder recovery and treatment •Medical assessment and healthcare (including Ithaca College) •Mental health assessment and treatment •Public benefits enrollment •Employment readiness •Tenancy and independent living skills Logic Model •Funding: LGU Regional Abatements •Staff: •Program Coordinator •Case Manager(s) •Peer Support Specialist(s) •Housing •Studio or 1br (n) •2br (n) •Scattered site vs single site •Services: •MOUs •Community-based care •Operations •Coordinated Entry •CIT Coordinator role (?) •HMIS Inputs •Populations harmed by the opioid epidemic and criminalization of substance use Criteria •Hx of substance use and/or co- occurring mental health disorder •Repeat ED visits without admission OR criminal justice involvement related to SUD or co-occurring mental illness •Limited natural community supports and significant needs •Multi-system involvement Outputs: Participants •Rapid housing placement •6-12 months duration •Variety of units available •Occupancy Agreements •Intensive Case Management (ICM) •2-3 In-Person meetings/week •Case loads of ≤10 •Person-Centered care plans •Discharge planning •Streamlined service coordination •Peer support & assistance •Paperwork and documentation •Transportation •Emotional/Crisis support Outputs: Activities Logic Model Cont. Participants •Stabilized housing status •Engagement with multi-system care providers •Decreased frequency of ED visits •Decreased use of crisis response services •Decreased interactions with law enforcement •Positive social connection with peers Operations •Improved coordination between CIT committee member organizations •Documented policies and procedures for triage, intake, service referral, monitoring, and follow- up •Decreased duplication of effort among outreach and care providers Outcomes Short Term (0-6 months) Participants •Enrollment in permanent supportive housing options •Reduced suffering and improved wellbeing •Maintained reduction in interactions with ED, LE, and crisis response services •Improved sense of social connection and community Community •Reduced prevalence of people with substance use and/or co-occurring mental health disorders in criminal justice and emergency service use populations Outcomes Medium Term (6-24 months) Community •Improved housing retention rates •Reduced chronic homelessness •Reduced racial/ethnic disparities in homelessness and OUD •Reinvestment of county and medical system expenditures for crisis response services into other systems of care Impacts Long Term (3-5 Years) City of Ithaca Crisis Alternative Response and Engagement (CARE) Team A Piloted Law Enforcement and Mental Health Co-Response between the Ithaca Police Department and Mental Health Services of Whole Health for immediate crisis needs. The Problem “Between 5% and 15%of all calls to 911 emergency services are for behavioral health emergencies and often result in a law enforcement response (3). A quarter of police- involved shooting deaths are linked to mental illness, half of which occur in the person’s own home. More than 2 million people with serious mental illness are booked into jail each year, and the prevalence of behavioral health conditions in jails and prisons is three to four times that of the general population (4,5). Once in jail, people with mental illness are incarcerated twice as long as people without mental illness, and few receive needed treatment (6–8). Upon release, with Medicaid benefits interrupted and a criminal record, individuals are more likely to be unemployed, homeless, and rearrested (6,9–11).” Psychiatric Services, Vol 73 Issue 6, June 2022 pages 658-669 found at https://ps.psychiatryonline.org/doi/10.1176/appi.ps.202000721 2 The Crisis Continuum of Care in Tompkins County 3 The CARE Team is … •A co-response that will ultimately include a dedicated IPD Officer and Licensed Clinical Therapist specially trained to provide crisis support in response to 911 Calls and other urgent situations when law enforcement identifies a behavioral health crisis after responding to an incident in the City of Ithaca. •Adopted in collaboration with the Reimagining Public Safety plan to evaluate and implement alternative response models. The Community Justice Center will have access to program metrics to ensure the model meets the goals of Reimagining Public Safety 4 Areas of focus Types of 911 Calls/Situations •Any mental health crisis •A person with an emotional or mental health disorder and disconnected from services •Any call involving an intentional overdose •A person in an emotional or situational crisis such as a family conflict •A suicidal person •Crisis Negotiation Team requests during hours of operation •Death-related or critical incident support/stress management issues if requested by police •Follow up services for individual in previous crisis •Priority will be given where the potential for danger to the community members is the greatest. 5 CARE Team Logo, Vehicle & Uniform: Designed to Create a Sense of Safety and Trust 6 Images of CARE Vehicle 7 Goals of the CARE Team: 8 •Respond to community mental health crisis. •Expand access to care by linking people to community-based treatment and other resources whenever possible. •Reduce unnecessary hospitalization and incarceration and/or criminalization of people suffering from mental illness, substance use disorders, and or having special needs. •Decrease the proportion of people suffering from mental illness, substance use disorders, and/or having special needs in the Tompkins County Jail. •Improve the turnaround time for law enforcement officers in the Emergency Department. •Improve the relationships between law enforcement, the Emergency Department and other behavioral health providers. •Reduce stigma and improve perception of services. Goals of the CARE Team Continued 9 •Decrease injury rates to people experiencing a mental health or substance use crisis requiring law enforcement involvement. •Decrease law enforcement officer injury rates and improve safety of licensed clinical therapist responding to urgent crisis situations. •Increase law enforcement officers’ knowledge about mental illness, substance use disorders and special needs, and increase skills in their interactions with people suffering from, experiencing, or having one or more of these conditions. •Increase Licensed Clinical Therapist knowledge of protocols to improve safety when responding to crisis. Program Evaluation Metrics Total Number of Calls into Dispatch Date and Time Calls Eligible CARE Team Dispatched Call Abandonment Rate Who Initiated Call First Responders on Scene Community (Call from Dispatch) Agency Partner CARE Team Dispatchment # of dispatches from any call source # of people interacted with CARE Team Problem Type (Primary & Secondary) Was Law Enforcement called to the Scene by CARE Team Demographics Geographical Location Self Reported Demographics (Race, Gender, Age, Homeless, Veteran, Frequency – Repeated or New Client) Outcomes/Referrals Made Resolved On Site Transported to a Health and Human Services Location Transported to ED Arrested Linked with Services – Type of Referral Made 1 2 3 4 5 10 https://tompkins-county-sheriffs-office-tompkinscounty.hub.arcgis.com/pages/care-unit For More Information •“Co-Responding Police and Mental Health Team Reduces Likelihood of Arrest” Bailey, K.,Lowder, E., Grommon, E., et al. (August 2021).Evaluation of a police–mental health co-response team relative to traditional police response in Indianapolis.Psychiatric Services. •“Learning about Police-Mental Health Collaboration Programs” (Improved safety, Increased Access to Behavioral Health Care, Decreased Repeat Encounters with Criminal Justice System, Reduced Costs) https://bja.ojp.gov/program/pmhc/learning •“Assessing the Impact of Co-Responder Team Programs: A Review of Research/Academic Training to Inform Police Responses Best Practice Guide” https://www.theiacp.org/sites/default/files/IDD/Review%20of%20Co-Responder%20Team%20Evaluations.pdf •Co Response: How Police and Mental Health Workers are Answering 911 Calls with Care (Co-Response Model Described in Providence RI) https://www.lisc.org/our-stories/story/co-response-how-police-and-mental-health-workers-are-answering-911-calls-care/ •Center for Crisis Response and Behavioral Health: Research Hub: A Systematic Review of Co-Responder Models of Police Mental Health ‘Street’ Triage https://www.williamjames.edu/centers-and-services/crisis-response-and-behavioral-health/research-hub.html 11 Thank you Harmony Ayers-Friedlander, Deputy Commissioner, Mental Health hayers@tompkins-co.org March 13th, 2024 Ross Milne, MPH Public Health Graduate Fellow Mobile Supportive Services Program: Request for Proposals (RFP) Update Context COWP ROWP Combined Tompkins County $65,000 $250,000 $315,000 City of Ithaca $65,000 $65,000 Downtown Ithaca Alliance $15,000 $15,000 Total $145,000 $250,000 $395,000 Merger of two separately funded outreach worker programs previously overseen by Family & Children’s Service (FCS) Outreach Coordinator •Community Outreach Worker Program (2015) •2 outreach workers •Downtown Ithaca focus •Rural Outreach Worker Program (2022) •2 outreach workers •Rural “hot spots” •OTR in 2023 Goals •Enhance supports available to individuals experiencing non-imminent mental health crises for de- escalation, stabilization, and resolution of the root causes of their crises •Improve community awareness of and access to social supports and service providers •Reduce health disparities related to poverty, substance use disorders and mental illness •Enhance coordination between emergency services, outreach programs, support service providers, and community stakeholders •Promote welcoming, inclusive, accessible, and cohesive public environments for all stakeholders including local businesses and residences. Outcomes •Increased connections made between individuals and supportive services and resources relevant to their unique goals and needs •Reduced frequency of calls to law enforcement for welfare checks in areas designated as county “hot spots” •Reduced frequency of non-emergency/non-imminent crisis calls to law enforcement and emergency medical services •Reduced frequency of mental health crises resulting in either arrest or mandated hospitalization •Reduced frequency of public disturbances impacting local businesses and residences Focus Population Tompkins County residents who are experiencing non-imminent mental health crises, with no evidence suggesting a severe medical condition or an imminent risk of harm to self or others •Appear distressed or are seeking support due to homelessness, substance use or co-occurring mental health disorders •Other chronic or immediate life stressors requiring de-escalation and emotional support •Crises must not be so acute that the individual is unable to participate in de- escalation •Higher-acuity responses (e.g., CARE Team, Mobile Crisis Team) not required or more appropriate Scope of Work •Low-acuity crisis intervention, de-escalation, conflict mediation, and emotional support •Provision of food, supplies, and other immediate necessities •Linkage to relevant supports and services related to housing, mental health and substance use, medical care, community resource hubs •Mobile van for transportation to appointments or providers •Tablets to assist with service applications, internet access, and telehealth sessions •Intervention and mediation of community disturbances involving behaviors that are inconsistent with local rules, regulations, and standards of conduct •Expanded hours to include some evening and weekends Service Areas City of Ithaca •Downtown Core •West End •West State Street Corridor Rural “Hot Spots” •Identified by calls to law enforcement for welfare checks •6 apartment complexes •Lansing (3) •Town of Ithaca (2) •Groton (1) •Hotel in Lansing used by DSS for people experiencing housing insecurity Timeline & Next Steps Evaluation Category Points Technical Narrative 40 Organizational Performance 25 Inclusion and Diversity 10 Budget and Financial Assessment 25 Total Proposal Score 100 Event Date Responsible Party RFP Posting Closes March 13 Requirements & Responsiveness Review March 13-15 RFP Coordinator Distribution of Proposals March 15 RFP Coordinator Proposal Scoring February 29 – March 5 Review Committee (Individual) Scoring Discussion & Selection April 1 Review Committee Interviews (optional)April 2-5 Designated Committee Members Final Selection April 5 Review Committee Date: March 27, 2024 To: Robert Cantelmo, Mayor Planning and Development Board Common Council Board of Zoning Appeals Deborah Mohlenhoff, City Manager Victor Kessler, Acting City Attorney Shaniqua Lewis, Deputy City Clerk Mike Thorne, Superintendent of Public Works Alan Karasin, Acting Director, Public Information & Technology City of Ithaca Department of Planning and Development Katie Borgella, Tompkins County Commissioner of Planning and Sustainability From: Maura Baldiga, Temporary Planner; Megan Wilson, Deputy Director of Planning & Development RE: Short-Term Rental Ordinance Public Hearing EXECUTIVE SUMMARY The City of Ithaca is considering a short-term rental ordinance which would regulate the use of residential units as rentals for less than 30 days. A public hearing will be held to hear input on the proposed ordinance on April 10, 2024. The proposed ordinance specifically addresses the established policy objectives of housing preservation and affordability and will be feasible to implement and monitor. KEY ISSUES IDENTIFIED/OBJECTIVES The Planning and Economic Development Committee previously agreed to the following objectives for the City’s short-term rental ordinance: -Preserve housing affordability in the long-term rental and homeownership markets -Allow residents to generate additional income from their primary residences -Balance the possible positive and negative impacts of short-term rentals o Positive: Increase peak supply of lodging and meet seasonal demands o Negative: Health and safety concerns, lack of compliance with City’s room tax law, neighborhood impacts PROJECT HISTORY, BACKGROUND, & ANALYSIS Staff explored multiple approaches to short-term rentals during the development of the current ordinance. For links to background information and research, see the City’s Short-Term Rental Resources Page. Staff considered the experiences of other municipalities, consultation with a short-term rental policy expert, and community feedback. Staff found that, 1. There is support for regulation of short-term rentals in the City of Ithaca, 2. The previous proposal was not feasible to monitor and was very complex, and, CITY OF ITHACA 108 E. Green St. — Third Floor Ithaca, NY 14850-5690 DEPARTMENT OF PLANNING AND DEVELOPMENT Lisa Nicholas, AICP, Director Planning & Development – 607-274-6550 Community Development/IURA – 607-274-6565 E-Mail: dgrunder@cityofithaca.org 3. Other approaches did not meet the primary policy objectives of preserving housing in the long-term and homeownership market and supporting residences in earning additional income from their primary residence. Based on public outreach and other feedback, the proposed ordinance is simpler, more effective at addressing the policy objectives, and feasible to fully implement. Proposed Ordinance 1. Permits would only be issued to a primary resident of the property. Permits cannot be issued to LLCs, corporations, or trusts. 2. Short-term rentals are allowed in any single- and two-family dwelling units. 3. Short-term rentals are allowed in any owner-occupied dwelling units within a multiple dwelling or mixed-use building. The proposed ordinance does not allow non-primary residences to be used as short-term rentals. This is based on the determination that limiting short-term rentals by season or by a specific number of days per year would be difficult to enforce and that this type of short-term rental does not meet the City’s two primary short-term rental objectives. NEXT STEPS Common Council will consider the proposed ordinance and hold a public hearing at its meeting on April 10, 2024. Your comments are respectfully requested prior to this date. If you have any questions, please reach out to Maura Baldiga or Megan Wilson at (607) 274-6550. An Ordinance Amending the City of Ithaca Municipal Code, Chapter 325, “Zoning” WHEREAS, the City of Ithaca Common Council recognizes that the presence of full-time short-term rentals decrease the housing supply available for homeownership and long- term rentals, and WHEREAS, the Common Council also recognizes that hosting short-term rentals provides residents with a source of additional income to defray their cost of living, and WHEREAS, after discussion and research by staff, Common Council established the following objectives for the short-term rental ordinance - Preserve housing affordability in the long-term rental and homeownership markets - Allow residents to generate additional income from their primary residences - Balance the positive impacts of short-term rentals (increased supply of lodging, especially during peak demand periods) with potential negative impacts (health and safety concerns for those staying in short-term rentals; impacts on neighbors due to noise, traffic, trash), and WHEREAS, the Common Council of the City of Ithaca desires to amend Chapter 325 of the Ithaca City Code to meet the above objectives; now, therefore ORDINANCE NO. 2024-XX BE IT ORDAINED AND ENACTED by the Common Council of the City of Ithaca as follows: Section 1. Section 3(B) of Chapter 325, Zoning, of the Municipal Code of the City of Ithaca is hereby amended to add the following definitions: HOST Any owner or long-term leaseholder of a property who offers a short-term rental. LONG-TERM RENTAL A dwelling unit that is offered for rent in whole or in part for 30 or more consecutive days. PRIMARY RESIDENCE A dwelling unit where the owner or long-term leaseholder resides for a minimum of 184 days per calendar year. SHORT-TERM RENTAL A dwelling unit that is offered for rent in whole or in part for less than 30 days. Section 2. A new section (Chapter 352, Section 27) entitled “Short-Term Rentals”, is hereby added to the Municipal Code of the City of Ithaca, to read as follows: § 325-27.1 Title. This section shall be known as and may be cited as the “Short-Term Rental Ordinance.” § 325-27.2 Purpose and Intent. The intent of the policy is to regulate short-term rentals in the City of Ithaca in order to: A. Preserve housing affordability and availability in the long-term rental and homeownership markets. B. Permit owners and long-term leaseholders to generate additional income from their properties. C. Protect the health and safety of guests staying in short-term rentals. D. Increase lodging supply during peak demand periods. E. Ensure compliance with the City’s hotel occupancy tax. F. Reduce the negative impacts of short-term rentals on neighbors. § 325.27.3 Applicability. This section applies to all short-term rentals offered and/or placed under contract within the City of Ithaca on or after the effective date of this ordinance. Notwithstanding the foregoing, any short-term rental stay already under contract prior to the effective date of this ordinance shall not require an operating permit. § 325.27.4 Short-Term Rental Regulations. A. Short-term rentals are permitted only in zones in which residential uses are allowed. B. Short-term rentals are only permitted in: 1. Single-family dwelling units 2. Two-family dwelling units 3. Any owner-occupied dwelling unit within a multiple dwelling or mixed-use building C. Prior to offering a short-term rental, every host is required to hold a valid short-term rental operating permit issued by the Director of Planning and Development. Each short-term rental operating permit shall identify all of the host’s units on the property authorized for use as a short-term rental. D. A short-term rental operating permit may only be issued for a property that is the primary residence of the host. E. Only natural persons shall be eligible to receive a short-term rental operating permit. Corporations, limited liability companies, trusts, and other such entities are prohibited from offering short-term rentals, serving as hosts, and/or receiving a short-term rental operating permit. F. A host who is not an owner of the property to be offered as a short- term rental must provide written authorization from the property owner as part of each application or renewal for a short-term rental operating permit. G. There shall be no limit on the number of days for which a dwelling unit may be offered or rented for short-term rentals pursuant to a valid short-term rental operating permit, provided that the host(s) maintain their primary residence on the property. H. It shall be a violation to rent, offer, or advertise a short-term rental without a valid short-term rental operating permit. § 325.27.5 Permit Application Process. A. Hosts must submit a completed short-term rental operating permit application on a form approved by the Director of Planning and Development, along with all additional materials required by the Director. Such additional materials may include, but shall not be limited to: 1. Proof of primary residency 2. Owner’s Authorization, if applicable 3. A permit fee as set and revised from time to time by the Director. B. The Director of Planning and Development shall review the application and confirm that it meets the requirements set forth in § 325.27.4. Upon completion of this review, including verification of a valid certificate of compliance, the Director shall issue the short-term operating permit for a period of one (1) year. C. Short-term rental operating permits are nontransferable and valid only for the dwelling unit(s) and host(s) for which they are issued. D. Upon expiration of a short-term rental operating permit, the host shall be required to apply to renew the short-term rental operating permit prior to offering further short-term rentals at the property. E. An application to renew a short-term rental operating permit may be submitted and approved prior to the expiration of an in-force short-term rental operating permit. § 325.27.6 Operational Requirements. A. A valid certificate of compliance must be maintained for the rental period covered by the short-term operating permit. B. All required City and County hotel occupancy taxes must be remitted as required by Chapter 105, Room Occupancy Tax, of the City of Ithaca Municipal Code. C. Occupancy of a short-term rental shall never exceed the maximum occupancy stated on the certificate of compliance. D. Hosts must post the following information in the main entryway of each dwelling unit used as a short-term rental: 1. Copy of the short-term rental operating permit. 2. Copy of the certificate of compliance, which states maximum occupancy of the unit. 3. Emergency contact information including police, fire, and poison control, as well as the property’s full physical address. E. Hosts must include their short-term rental operating permit number in all short-term rental listings. § 325.27.7 Revocation of Permit. Failure to meet any requirement of the Short-Term Rental Ordinance shall result in the immediate revocation of the short-term rental operating permit. Any host that fails to meet any requirement of this Short-Term Rental Ordinance shall be ineligible to apply for a short-term rental operating permit for a period of 3 years from the date of the revocation. § 325-27.8 Permit Renewals. A. Hosts must apply to renew their short-term rental operating permit each year by submitting a completed renewal application and all requested documentation to the Department of Planning and Development. B. If the host’s certificate of compliance remains valid, the host must submit an Affidavit of Compliance stating that the short-term rental units continue to meet the conditions of approval. If the certificate of compliance has expired, a new certificate of compliance must be issued before the permit is renewed. C. Hosts must be current on all required occupancy taxes before their permits are renewed. § 325-27.9 Penalties and Appeals. A. If a property or host is found to be in violation of any provision of this section, the owner of the property and/or the host shall be strictly liable of the offense and shall be subject to the penalties provided in Section 325-47, Penalties, of the Municipal Code of the City of Ithaca. B. In addition to any penalty imposed by a court of competent jurisdiction, a host found to be in violation of any provision of this Short-Term Rental Ordinance shall be ineligible to apply for a short-term rental operating permit for a period of 3 years from the date of conviction. C. Any person aggrieved by any decision of the Director pursuant to the provisions of this section may appeal such decision to the Board of Zoning Appeals, as provided in Section 325-37 of the Municipal Code of the City of Ithaca. This appeals process shall not apply to prosecutions or other legal proceedings brought in the name of the City or the People to enforce the provisions of this section. Section 3. Severability. Severability is intended throughout and within the provisions of this ordinance. If any section, subsection, sentence, clause, phrase or portion of this ordinance is held to be invalid or unconstitutional by a court of competent jurisdiction, then that decision shall not affect the validity of the remaining portions of this ordinance. Section 4. Effective date. This ordinance shall take effect immediately and in accordance with law upon publication of notices as provided in the Ithaca City Charter. Page 1 of 3 Short Environmental Assessment Form Part 1 - Project Information Instructions for Completing Part 1 – Project Information. The applicant or project sponsor is responsible for the completion of Part 1. Responses become part of the application for approval or funding, are subject to public review, and may be subject to further verification. Complete Part 1 based on information currently available. If additional research or investigation would be needed to fully respond to any item, please answer as thoroughly as possible based on current information. Complete all items in Part 1. You may also provide any additional information which you believe will be needed by or useful to the lead agency; attach additional pages as necessary to supplement any item. Part 1 – Project and Sponsor Information Telephone: E-Mail: administrative rule, or regulation? If Yes, attach a narrative description of the intent of the proposed action and the environmental resources that may be affected in the municipality and proceed to Part 2. If no, continue to question 2. NO YES If Yes, list agency(s) name and permit or approval: b.Total acreage to be physically disturbed? __________ acres c. Total acreage (project site and any contiguous properties) owned or controlled by the applicant or project sponsor? __________ acres 4.Check all land uses that occur on, are adjoining or near the proposed action: 5. Urban Rural (non-agriculture) Industrial Commercial Residential (suburban) Aquatic Other(Specify):□ Forest Agriculture □ Parkland SEAF 2019 Page 2 of 3 a.A permitted use under the zoning regulations? b.Consistent with the adopted comprehensive plan? 6.Is the proposed action consistent with the predominant character of the existing built or natural landscape?NO YES If Yes, identify: ________________________________________________________________________________ NO YES 8.a. Will the proposed action result in a substantial increase in traffic above present levels? b.Are public transportation services available at or near the site of the proposed action? c.Are any pedestrian accommodations or bicycle routes available on or near the site of the proposed action? NO YES If the proposed action will exceed requirements, describe design features and technologies: _____________________________________________________________________________________________ _____________________________________________________________________________________________ NO YES 10.Will the proposed action connect to an existing public/private water supply? If No, describe method for providing potable water: _________________________________________ _____________________________________________________________________________________________ NO YES 11.Will the proposed action connect to existing wastewater utilities? If No, describe method for providing wastewater treatment: ______________________________________ _____________________________________________________________________________________________ NO YES archaeological sites on the NY State Historic Preservation Office (SHPO) archaeological site inventory? NO YES 13. a. Does any portion of the site of the proposed action, or lands adjoining the proposed action, contain wetlands or other waterbodies regulated by a federal, state or local ag ency? b.Would the proposed action physically alter, or encroach into, any existing wetland or waterbody? If Yes, identify the wetland or waterbody and extent of alterations in square feet or acres: _____________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ 12.a. Does the project site contain, or is it substantially contiguous to, a building, archaeological site, or district which is listed on the National or State Register of Historic Places, or that has been determined by the Commissioner of the NYS Office of Parks, Recreation and Historic Preservation to be eligible for listing on the State Register of Historic Places? b.Is the project site, or any portion of it, located in or adjacent to an area designated as sensitive for Page 3 of 3 14.Identify the typical habitat types that occur on, or are likely to be found on the project site. Check all that apply: □Shoreline □ Forest Agricultural/grasslands Early mid-successional Wetland □ Urban Suburban 15.Does the site of the proposed action contain any species of animal, or associated habitats, listed by the State or Federal government as threatened or endangered? 16.Is the project site located in the 100-year flood plan?NO YES 17.Will the proposed action create storm water discharge, either from point or non-point sources? If Yes, a.Will storm water discharges flow to adjacent properties? b.Will storm water discharges be directed to established conveyance systems (runoff and storm drains)? If Yes, briefly describe: _____________________________________________________________________________________________ _____________________________________________________________________________________________ 18.Does the proposed action include construction or other activities that would result in the impoundment of water or other liquids (e.g., retention pond, waste lagoon, dam)? If Yes, explain the purpose and size of the impoundment:______________________________________________ ____________________________________________________________________________________________ _ NO YES 19.Has the site of the proposed action or an adjoining property been the location of an active or closed solid waste management facility? If Yes, describe: _______________________________________________________________________________ _____________________________________________________________________________________________ 20.Has the site of the proposed action or an adjoining property been the subject of remediation (ongoing or completed) for hazardous waste? If Yes, describe: _______________________________________________________________________________ _____________________________________________________________________________________________ I CERTIFY THAT THE INFORMATION PROVIDED ABOVE IS TRUE AND ACCURATE TO THE BEST OF MY KNOWLEDGE Date: _____________________ Applicant/sponsor/name: ____________________________________________________ __________________________ Signature: _____________________________________________________Title:__________________________________ Page 1 of 2 Agency Use Only [If applicable] Project Date: Short Environmental Assessment Form Part 2 - Impact Assessment Part 2 is to be completed by the Lead Agency. Answer all of the following questions in Part 2 using the information contained in Part 1 and other materials submitted by the project sponsor or otherwise available to the reviewer. When answering the questions the reviewer should be guided by the concept “Have my responses been reasonable considering the scale and context of the proposed action?” No, or small impact may occur Moderate to large impact may occur SEAF 2019 Page 2 of 2 For every question in Part 2 that was answered “moderate to large impact may occur”, or if there is a need to explain why a particular element of the proposed action may or will not result in a significant adverse environmental impact, please complete Part 3. Part 3 should, in sufficient detail, identify the impact, including any measures or design elements that have been included by the project sponsor to avoid or reduce impacts. Part 3 should also explain how the lead agency determined that the impact may or will not be significant. Each potential impact should be assessed considering its setting, probability of occurring, duration, irreversibility, geographic scope and magnitude. Also consider the potential for short- term, long-term and cumulative impacts. Short Environmental Assessment Form Part 3 Determination of Significance Agency Use Only [If applicable] Project: Date: Date: Time: Location: Watch Online: Wednesday March 13, 2024 6:00 PM 108 E Green Street Council Chambers 3rd Floor https://www.youtube.com/@CityofIthacaPublicMeetings COMMITTEE OF THE WHOLE SPECIAL TOPICS SPECIAL TOPICS WORK SESSION AGENDA 1.Call To Order 1.1. 2.Review and Approval of Minutes 3.General Order Of Business/Special Topics 3.1. 3.2. 4.Report from City Controller 4.1. 5.Report from City Manager 5.1. 6.Executive Session 6.1. 6.2. 7.Meeting Wrap-Up Emergency Evacuation 2-14-2024 COW Special Topics Meeting Minutes Reimagine Public Safety Update Short Term Rental Policy Monthly City Controller Report for March 2024 Monthly City Manager Report for March 2024 Executive Session #1 Executive Session #2 1.Announcements 2.Next Meeting 3.Meeting Adjourn Hybrid Meetings Common Council has resumed meeting in person; however, due to limited seating capacity in Common Council Chambers, city staff and members of the public are encouraged to participate remotely if they would like to. How to Participate in Public Comment Virtually Email Committee of the Whole Special Topics Through the Agenda Link Written comments can be submitted to Common Council using this form: https://tinyurl.com/mr9kdhw8 The public can provide short statements during this portion of the meeting. 3 minutes is the maximum time allotted, but the chair reserves the right to modify the amount of time per individual at the start of the meeting. Only the first hour of the meeting is set aside for Public Comment. *Written comments submitted will be compiled and entered into the record. Sign Up For Public Comments:https://tinyurl.com/7ts9zmku 1 REVISED CITY OF ITHACA 108 East Green Street, Ithaca, New York 14850-6590 Clerk's Office Shaniqua Lewis, TO:Committee of the Whole Special Topics FROM:Mayor Robert Cantelmo DATE:March 13, 2024 RE:Emergency Evacuation CP#:N/A MEMORANDUM Reading of Emergency Evacuation Notice 2 CITY OF ITHACA 108 East Green Street, Ithaca, New York 14850-6590 Police Department Shaniqua Lewis, TO:Committee of the Whole Special Topics FROM:Ithaca Police Department DATE:March 13, 2024 RE:Reimagine Public Safety Update CP#:N/A MEMORANDUM Presentation presented by Ithaca Police Chief Tom Kelly, Kathy Zoner Public Safety Consultant. Special Guests Ross Milne and Harmony Ayers-Friedlander from Tompkins County Whole Health. 3 A Resolution Adoptinq and Authorizino Mavor to Submit the Reimaoininq Public Safettr Plan Pursuant to New York State Executive Order 203 By Alderperson Nguyen: Seconded by Alderperson Smith WHEREAS, On June 12,2020, New York State Governor Andrew Cuomo issued Executive Order 203 in order to call upon local governments that operate police agencies to study their current operations and develop a plan to address "the particular needs of the communities served by such police agency and promote community engagement to foster trust, fairness, and legitimacy, and to address any racial bias and disproportionate policing of communities of colof'with a directive to respond to the Governor by April 1, 2021, and WHEREAS, the City of lthaca and Tompkins County conferred and saw a favorable moment for significant positive changes in policing practices, and determined that a joint investigation of this issue would provide the greatest opportunity to apply resources to the project and to reach consislent recommendations in a joint plan that would apply to the two largest policing agencies in the County, being the Tompkins County Sheriffs Department and the lthaca Police Department, and WHEREAS, beginning in September 2020, the City and County appointed nearly forty individuals, based upon their content expertise, role within the system, and the ability to address and implement solutions, to participate on five Working Groups (Leadership/Administration/Budget, Communications/Community, Law EnforcemenUPublic Safety, Data Analysis, and Academic/Research), with each Working Group charged to gather information and examine specific functional areas within local law enforcement in a project that came to be called Reimagining public Safety, and WHEREAS, the City of lthaca and Tompkins County engaged the services of a consultant, Center for Policing Equity, to assist with the administration and organization of the study of these policing issues, including examination of police force deployments, strategies, policies, procedures, and practices, and to provide informational resources to the Working Groups, and WHEREAS, in conjunction with the formation of the Working Groups, the City and County consulted with the Tompkins County Sheriff and the City Police Chief, and members of law enforcement, together with an extensive effort to receive public comment from as broad a range of community members as possible, using various tools, including issuing calls for comments, question and answer sessions with community leaders, surveys, interviews, and the use of focus groups to target specific segments of the populations such as the houseless, people of color, and those who have been involved within the criminal justice system, with the goal of obtaining as clear a view as possible of the current state of policing and the community perceptions of policing, and WHEREAS, beyond complying with the requirements of the Governor's Executive Order 203, the intention of this project has been to make a good faith effort on a local 4 level towards long term substantive improvement in our criminal justice system, recognizing that formulating the present recommendations in the joint plan would set the community on a pathway that will require consistent and persistent dedication to effect positive change, and WHEREAS, recognizing the benefit to be achieved by developing a joint plan that reflected a consistent and coherent set of recommendations across the City and County, staff from the City and County worked collaboratively to prepare a Draft Report entitled "Public Safety Reimagined. Recommendations report following a collaborative effort between the City of lthaca & Tompkins County, N.Y." dated February 18,2021 , which Draft Report contains a description of the process followed and a draft list of proposed City, County, and joint recommendations made in response to the Governofs Executive Order 203, and WHEREAS, the City of lthaca and Tompkins County having received the Draft Report, and having conducted town halls, public forums, and public hearings after publication of the Draft Report, and the City of lthaca Common Council and the Tompkins County Legislature determining that an opportunity for meaningful action is possible through development of a joint plan; now, therefore, be it RESOLVED, That the Draft Report entitled "Public Safety Reimagined. Recommendations report following a collaborative effort between the city of lthaca & Tompkins County, N.Y." dated February 18,2021 be accepted, with the gratitude of Common Council for the effort of the consultants at Center for Policing Equity, all those individuals who participated on the Working Groups, members of law enforcement, including lthaca Police Chief, Dennis Nayor and Tompkins County Sheriff, Derek Osborne, the Tompkins County District Attorney Matthew Van Houten, the Director of Assigned Counsel Lance Salisbury, the City and County staff who provided support in the preparation of the Draft Report, and those community members who offered their opinions, viewpoints, ideas, and hope for positive change including equity and safety for all residents, specifically people of color, and, be it further RESOLVED, The City of lthaca Common Council adopts the following joint recommendations: 1. Evaluate existing models and implement an alternative to law enforcement response system for crisis intervention and wraparound health and human services delivery. 2. Collect and evaluate the results of officer-initiated traffic stop enforcement s. ldentify new curriculum, redesign and implement a culturally-responsive training program that incorporates de-escalation and mental health components into a comprehensive response for law enforcement 4. Develop a comprehensive community healing plan to address trauma in the relationship between residents and law enforcement s. Standardize data entry and review existing data sets for more actionable insights and allocation of public safety resources 5 6. Develop a real{ime pub:ic safety conrnunity dashboard. 7. Develop a comprehensive, inclusive, and innovative recruitment strategy for law enforcement and corrections officers. 8. Develop a County-wide program to promote and support holistic officer wellness 9. Seek ongoing and responsive collaboration from New York State Troopers operating in Tompkins County. 10 Conduct a review of SWAT callouts to determine appropriate use of service and equipment. 11 . Revise the Civil Service exam process to diversify law enforcement personnel 12. Advocate for New York State to grant local civil service authorities the authority to enact "continuous recruitment" of eligible candidates for law enforcement personnel 13. Urge Governor Cuomo and/or the New York State Legislature to reform disciplinary procedures for law enforcement personnel under Civil Service Law Section 75; 14 Develop a comprehensive community policing and outreach plan to connect law enforcement and residents. and, be it further RESOLVED, Common Council adopts the following City-specific recommendations a Create a new department, tentatively named the Department of Public Safety (DPS), which may be led by a civilian to manage various public safety functions in the City. Create a task force to design the new departmento This task force shall include some combination of IPD staff, other City staff, Alderpersons, interested City residents, and outside experts or consultants o The DPS will include a unit of unarmed first responders to respond to certain non-violent call types. The precise identification of such call- types shall be subject to further study to minimize risks to the public and to unarmed first responders that could arise if violence occurredc The DPS will retain a unit whose members will qualiflT in all respects under New York State law as police officers, with said unit therefore led by someone who shall qualify in all respects under New York State law as a Chief of Police c The DPS may be overseen by a civilian director with relevant emergency response and administrative experience who can lead the DPS toward the goals of the "Reimagining Public Safety Plan"o The task force shall submit its recommendations, including budget estimates, naming conventions, and a timeline for public review and comment, to Common Council by September 1sl,2021 Grant City of lthaca Community Police Board more oversight authority; With the above listed sixteen recommendations constituting its plan a a 6 Develop a joint community and IPD-TCSO task force that will review the use of Truck 99 and explore alternative or expanded functions. The resulting plan should maximize the truck's use in enhancing public safety and supporting crisis management, educate the community about the expanded role, and respect the origins and legacy and spirit of the CINT program in lthaca, and, be it further RESOLVED, That the Mayor and Common Council recognize the rights, under applicable labor law, of the non-managerial members of the unit of police officers referred to above, excluding the Chief and Deputy Chiefs, to continue to be represented by the current collective bargaining representative, the lthaca police Benevolent Association, lnc. (PBA), and for the city and PBA to continue to be subject to and governed by all terms and conditions and benefits of employment as exist by law, and its applicable collective bargaining agreement, memoranda of agreement, interest arbitration awards, and retirement under the New york State police and Fire Retirement System as applicable, and for the civilian unarmed first responders to organize and collectively- bargain with the City under such legally-available labor organization and format as the applicable membership may select, and, be it further RESOLVED, That the Mayor and Common Council shall implement any further organizational restructuring in such a manner that the employment of each of the current police officers of the lthaca Police Department shall continue uninterrupted by such a restructuring, retaining their positions and rank in the lthaca police Department, without being required to apply or reapply in order to maintain their current positions and rank, and retaining their civil service status, authority, and benefits of the title including all terms and conditions of employment and benefits as exist by law and under their applicable collective bargaining agreement, memoranda of agreement, and interest arbitration awards as applicable, and remaining subject to all duties and obligations required of them under each of the foregoing and under the rules and regulations of the lthaca Police Department, and, be it further REsoLvED, That the Mayor is authorized to deliver the above stated plan to the New York State Budget Director, Robert Mujica, on behalf of Common Council in accordance with the requirements of Executive Order 203, and to certify to the State Budget Director that the City of lthaca has complied with the required process, and, be it further RESOLVED, That Common Council and the Mayor shall determine next steps to develop the programmatic expression of its plan, determine budget priorities, and work with City staff and the community to implement these recommendations, and to do so where applicable in cooperation and collaboration with Tompkins County, and, be it further 7 RESOLVED, That a copy of this resolution shall also be sent to Governor Andrew Cuomo, Senator Thomas O'Mara, and Assemblywoman Anna Kelles. Carried Unanimously STATE OF NEWYORK COUNTY OF TOMPKINS CITY OF ITHACA SS: l, Julie Conley Holcomb, City Clerk of the City of lthaca, do hereby certify that the foregoing resolution is a true and exact copy of a resolution duly adopted by the Common Council of said City of lthaca at a regular meeting held on the 31"tday of March, 2021 , and that the same is a complete copy of the whole of such resolution. lN WITNESS WHEREOF, lhave hereunto set my hand and the Corporate Seal of the City of lthaca, this 1st day oI April 2021 . Julie Conley Holcomb, City Clerk City of lthaca, New York 8 6.3 Adopting Report of the Special Committee for Public Safety WHEREAS following the murder of George Floyd by Minneapolis police officer Derek Chauvin and citing “a long and painful history in New York State of discrimination and mistreatment of Black and African-American citizens,” then-New York Governor Andrew Cuomo issued Executive Order 203 calling upon local governments that operate police agencies to study their current operations and develop a plan to address “the particular needs of the communities served by such police agency and promote community engagement to foster trust, fairness, and legitimacy, and to address any racial bias and disproportionate policing of communities of color”; and WHEREAS in response to EO 203, the City of Ithaca passed a resolution to adopt a series of city- specific and joint recommendations with Tompkins County; and WHEREAS beginning in June 2021 the Reimagining Public Safety (RPS) Working Group and its over 35 members, technical advisors, and subcommittee contributors held biweekly meetings for 8 months to discuss RPS implementation with community input gathered via a website and in-person and virtual public forums; and WHEREAS in June 2022, Common Council accepted a report from the RPS working group and adopted the following actions: 1.Establish a civilian leadership position, with authority designated by the Mayor, to oversee the City’s public safety response systems. 2.Establish an ad-hoc public safety committee. 3.Require community-centered training for both armed and unarmed first responders. 4.Supply improved technology for community safety efforts. 5.Implement improved data collection and public reporting of such data; and WHEREAS resulting from this resolution, the City established a Special Committee for Public Safety charged with determining the next steps for public safety reform implementation; and WHEREAS on March 8, 2023, the Special Committee unanimously referred its report out of committee, now therefore be it RESOLVED that Common Council ADOPTS the report of the Special Committee for Public Safety and its recommendations to Establish a team of peer support specialists who can co-respond with law enforcement as appropriate to non-violent calls for assistance, but not be under the purview of law enforcement with the role of: o Providing a team of peer support specialists to co-respond with law enforcement as appropriate, and serve as an alternative to a law enforcement-only response to address behavioral health and other related crisis; o Conducting assessments of the needs of the affected individuals and their families; o Managing and overseeing immediate support plan for each impacted individual and their family; and o Organizing and coordinating all information on applicable and available services and partner agencies to respond to the needs for the impacted individuals and their family; 9 o Connecting individuals with appropriate services and follow through until a hand off to a fixed support system can be confirmed; o Managing the information on responses, personal information of individuals and relevant data for reporting; o Providing aid to reduce dependence on, and divert away from, law enforcement response systems; o Working with the City’s LEAD team; and Establish a Deputy City Manager position to: o Develop and codify a holistic crisis response approach to oversee its implementation; o To oversee IPD, Crisis Co-Response team, LEAD, and RPS-coordination o To initiate a pilot program with IPD; and, o To implement strategies to build relationships between officers and community organizations; and Maintain and support progressive change in the IPD, including; o Full participation in CJC training programs addressing generation CJC training programs addressing generational trauma, de-escalation, antiracism, anti-bias and others as required on an on-going, and not one-time basis; o Regular participation in Advocacy Center-led training programs for all officers; o Further reality-based training to apply these learned principles to experiential scenarios; and Strength accountability systems through: o Adopting and implementing whistleblower protections to protect employees from retaliation, ensure investigations of complaints are made and corrective action taken, where needed, and to notify employees of their rights so they will feel empowered and safe in filing a complaint; and o Expanding resources and training for Community Policy Board members which includes: 1.Annual funding for members of the CPB to receive law enforcement oversight training from the National Association of Civilian Oversight of Law Enforcement or a substantively similar peer organization approved by Common Council; 2.Updating City policies and labor contracts as needed to require IPD Chief and officer participation in CPB investigations and review; 3.Provide and utilize funding for third-party review of IPD internal investigations, CPB investigations of complex or high-interest complaints, as requested by CPB; and, 4.Grant CPB concurrent jurisdiction to investigate all community-generated complaints; and Establish a Standing Committee for Public Safety to continue conversation, listening, and policy deliberation on an ongoing basis; and Reconstitute the Public Safety and Information Commission as the cognizant advisory body for proactive community discussion and feedback on public safety reform. 10 1 | P a g e SPECIAL COMMITTEE ON REIMAGINING PUBLIC SAFETY WORKPLAN Background Following the murder of George Floyd and citing “a long and painful history in New York State of discrimination and mistreatment of Black and African-American citizens,” then-Governor of New York Andrew Cuomo issued Executive Order 203 charging local governments to study their public safety operations and develop a plan to address “the particular needs of the communities served by such policy agenc[ies] and promote community engagement to foster trust, fairness, and legitimacy, and to address any racial bias and disproportionate policing of communities of color.” In response to the Governor’s mandate, City of Ithaca's Mayor Svante Myrick and Tompkins County Administrator Jason Molino initiated a collaborative effort resulting in the release of a report entitled Public Safety, Reimagined in February of 2021. That report included 19 recommendations regarding public safety in Tompkins County and the City of Ithaca. Two of the recommendations were specific to the City of Ithaca. Recommendation #1 called for a restructuring of the City of Ithaca's public safety functions, specifically the City's Police Department (IPD). Ithaca's Common Council approved the Report in March 2021, after much debate and some language changes to Recommendation #1. Mayor Myrick established a working group to study and provide recommendations for creating a reimagined public safety agency. The work was conducted over roughly 10 months. The task force submitted recommendations to Common Council in March of 2022. These recommendations were accepted, but not adopted, by Common Council at their July 2022 meeting. One of the Working Group's recommendations called for Common Council to "create a committee...to further investigate details regarding implementation of these recommendations by this subcommittee as relevant but meriting more consideration”. At the July 2022 Council Meeting, Acting Mayor Laura Lewis appointed this Special Committee of Common Council to further pursue the recommendations of the Reimagining Public Safety working group”. Alderpersons Cynthia Brock, Phoebe Brown, Robert Cantelmo, Ducson Nguyen, and Chairperson George McGonigal comprised the Special Committee. The Special Committee met from August 2022 until February of 2023. Joining the committee's discussions and contributing immensely to its work were several local professional stakeholders. These contributors included IPD Acting Chief of Police John Joly; Tompkins County District Attorney Matt Van Houten; IPD Records Sergeant Mary Orsaio; IPD Operations Sergeant Mathew Cowen; Tompkins County Director of Emergency Response Michael Stitely; members of the City of Ithaca's Community Police Board; Ithaca City Attorney Ari Lavine; Advocacy Center of Tompkins County Executive Director Heather Campbell; City of Rochester Crisis Intervention Services representatives Sarah Fletcher and Alia Henton Williams; and Tompkins County Legislator, District One and Deputy Director of GIAC Travis Brooks. 11 2 | P a g e Introduction Early in the joint City-County reimagining process in 2020, a concerted effort was made to collect feedback from disenfranchised persons who do not generally participate in community outreach. Targeted focus groups and interviews were conducted that included a wide range of marginalized and minority individuals -- Black, Brown, Asian, and Latinx, individuals returning from incarceration, veterans, houseless individuals , LGBT+ community members , persons with disabilities and others offered their perspectives on public safety in the City of Ithaca, Tompkins County, and in general 1 . Responses from targeted focus groups include many key themes. Some individuals reported feeling disrespected by police in everyday interactions. Lack of trust in police and hyper-awareness of racial tension both locally and nationally was expressed. Many shared reluctance to call police when faced with unlawful situations , expressing preference for handling situations themselves. They were skeptical of law enforcement's de-escalation abilities and the degree knowledge in dealing with situations involving people living with mental health issues, those who are detoxing, people living with visible and invisible disabilities, and members of the LGBT+ community, especially transgender individuals. Respondents voiced not feeling safe going to the police for help. R espondents in all focus groups acknowledged the hard work of law enforcement. Proposed reinventions provided by focus groups include training and re-training of officers and a desire to shift policing culture, improved connections between police and the community, improved public accountability, collaboration, s upport, and standards. During the same time period, parallel focus groups involving police officers took place. Law enforcement respondents expressed appreciation for being included in the reimagining public safety process. They expressed frustration that the public does not understand what policing jobs entail. They also acknowledged the need to build trust in the community, while citing limited staffing as a major obstacle to continuing education, (i.e., training) and participation in community events. A common theme shared by these police officers was a need for better coordination with social service departments , particularly mental health providers and a desire to receive more support from elected officials. Officers consistently stated that increas ed funding and staffing were pressing needs, and feel they are doing their job well and already do what is outlined in Executive Order 203. Several reinvention strategies were offered by the law enforcement focus groups such as improved coordination and accountability with social service departments, development of dispatch alternatives to allow other agencies to respond to 911 calls, and development of mechanisms for efficiencies that would free up staff such as streamlining processes and eliminating handwritten reports, etc. These issues and others, raised in these community focus groups and interviews, both by Black and marginalized communities and by law enforcement officers, lay out the foundations that the public safety reimagining aims to address . Being treated fairly, with dignity and respect is a reasonable expectation for everyone. Keeping these issues and goals front and center these are our recommendations. 1 https://drive.google.com/drive/folders/1NTZ6j6WRze75m5fTuf -wC4BgC-1ddJnO 12 3 | P a g e Recommended Actions Over a period of several meetings, the Special Committee of Common Council developed a set of recommended actions for implementation by the City of Ithaca. These actions are in addition to ongoing police reform initiatives being implemented through the City-County collaborative Community Justice Center (CJC) and managed by CJC Director Monalita Smiley 2. 1)Develop a crisis co-response team that will: co-respond with law enforcement as appropriate; connect individuals and families with appropriate services; and work with the City’s Law Enforcement Assisted Diversion (LEAD) team; 2)Establish Deputy City Manager position to create a holistic public safety response approach, oversee the City’s public safety divisions; create a pilot prog ram with PBA to identify call types than can be safely transferred to non-law enforcement response; and implement strategies to build relationships between officers and community organizations; 3)Maintain and support progressive change in the Ithaca Police Department 4)Strengthen accountability systems within the organization by adopting and implementing whistleblower protections and resources and training for Community Police Board members; 5)Creation of review and reporting structures that enhance and re-affirm that people feel they are being treated with dignity, fairness, and respect. Action 1: Develop a Crisis co-Response Team A singular message received throughout the input process was the need for alternatives to a law enforcement-only response to behavioral health crises. Having evaluated existing models of alternative law enforcement response, and finding the Rochester PIC best-suited to address our needs, the Committee recommends creating a team of peer support specialists who can co-respond with law enforcement as appropriate to non-violent calls for assistance, but not be under the purview of law enforcement. This team would not only provide a trusted and stabilizing energy to the immediate situation, but also enable those in crisis to receive follow-up support to connect individuals and families with needed community services. Role of Crisis co-Response Team •Provide a team of peer support specialists to co-respond with law enforcement as appropriate, and serve as an alternative to a law enforcement-only response to address behavioral health and other related crisis; •Conduct assessments of the needs of the affected individuals and their families; •Manage and oversee immediate support plan for each affected individual and their family; •Organize and coordinate all information on applicable and available services and partner agencies to respond to the needs for the affected individuals and their family; •C onnect affected individuals with appropriate services and follow through until a hand off to a fixed support system can be confirmed; •Manage the information on responses, personal information of affected individuals and relevant data for reporting; •Provide aid to reduce dependence on, and divert away from, law enforcement response systems; •Work with the City’s Law Enforcement Assisted Diversion (LEAD) team 2 https://us.qmarkets.cloud/live/tompkins/home_sub_sys_3326?qmzn=XpYRsn 13 4 | P a g e Action 2: Establish Deputy City Manager position A.To develop and codify a holistic crisis response approach and oversee its implementation With the authority designated to them by the City Manager, the Deputy City Manager would be charged in overseeing the implementation of a holistic crisis response approach. Recognizing the over-policing of vulnerable communities and communities of color that resulted from historic reliance on law enforcement being the catch-all responder to the majority of emergency calls, the Deputy City Manager is charged with shifting the City’s response model to ensure that the City provides appropriate and equitable s upports and services to those in crisis. B.To oversee IPD, Crisis co-Response Team, LEAD, RPS-coordination Create a Deputy City Manager position to serve as designee on behalf of the City Manager to oversee the IPD and be directly responsible for administering the new Crisis co-Response Team as well as the LEAD program. The Deputy City Manager also oversee the day-to-day functioning of the Crisis co- Response Team initially, since their number will be very small at first. This would allow for more "boots on the ground" responder positions from a budgetary perspective. The Deputy City Manager must be committed to implementing the City-only changes put forward by Common Council and work with the CJC and other non-City organizations to see through reimagining public safety process. They must have the requisite labor, management, and coordination skills and expertise to move these changes forward. They will need to be an excellent communicator and liaison with the public, especially the Black, Brown, and LGBT+ communities. The new Deputy City Manager CITY MANAGER ITHACA POLICE DEPARTMENT ITHACA POLICE OFFICERS direct oversight CRISIS RESPONSE TEAM LAW ENFORCEMENT ASSISTED DIVERSION TEAM COORDINATION with CJC and NON-CITY ORGANIZATIONS DEPUTY CITY MANAGER 14 5 | P a g e must be able to collaborate well with the Community Justice Center, the Ithaca Police Department and with community organizations such as GIAC and Southside. The Deputy City Manager must be an excellent recruiter of new police officers and community responders, attracting people who are willing to embrace the reimagining ideals. They will also develop telephonic, dispatch, and co-dispatch procedures with related public safety agencies in the City including, but not limited to, the Ithaca Fire Department and the Ithaca Police Department. C.To initiate a pilot program with IPD The Deputy City Manager will work in collaboration with the Ithaca Police Department to develop and initiate a pilot program utilizing unarmed respondents to respond to non-violent calls for service. Performance of the pilot program will be reviewed and evaluated to minimize the risk to civilian first responders and police officers, while also protecting the rights and interests of victims and considered for permanent implementation, as appropriate. D.To implement strategies to build relationships between officers and community organizations The Deputy City Manager will develop strategies to build relationships between IPD officers and community members – increasing officer participation at community organizations such as GIAC, South Side Community Center, Loaves and Fishes, REACH, No Mas Lagrimas, St. John’s Community Center, etc. Action 3: Maintain and support progressive change in the Ithaca Police Department The Ithaca Police Department (IPD) will continue to be named the Ithaca Police Department and will continue to be a City department led by a Chief of Police with full authority over the department. Ithaca Police Officers will continue to be called police officers and will not lose their jobs or their rank. A team of trained Crisis co-Responders will be established. This team will be distinct from the Police Department but will work closely with IPD. Initially this unit will employ 3-5 persons, preferably people with roots in Ithaca, connections with local marginalized communities and with training and "lived experience". The Crisis co-Responders will co-respond with IPD officers to non-violent calls for services. They may remain on-site at the call location if it is determined that police involvement is no longer necessary. Additionally, the Crisis co-Responders will conduct follow-ups to assist crime and domestic crisis victims to connect them with appropriate social services and other assistance. We acknowledge that IPD currently is exemplary in the amount of extensive, wide-ranging trainings it requires of its officers. We also acknowledge that the current low staffing levels at IPD make additions to training time extremely difficult. That said, we believe emphasizing training in de-escalation, implicit bias, cross -cultural communication, and community policing would be extremely helpful in improving relationships with local marginalized communities. The history of policing, particularly related to black and brown communities, is essential training. Trauma-informed policing skills and respectful communication skills should be ongoing training topics. While anti bias and anti-racism training, as well as de-escalation tactics, mental health and detox trainings are already important components of IPD officer training, these trainings could be strengthened if they also are conducted in reality-based training, in addition to on-line training sessions. These types of training should be ongoing. We also strongly recommend that IPD engage with the Advocacy Center of Tompkins County to take advantage of their extensive trainings that address domestic violence, sexual assault, and related crimes and harmful domestic situations. 15 6 | P a g e •Full participation in CJC training programs addressing generational trauma, de-escalation, anti- racism, anti-bias and others is required on an on-going, and not one-time basis. •Regular participation in Advocacy Center-led training programs should be implemented for all officers. •Reality-based training should be implemented as much as possible. Action 4: Strengthen accountability systems A.A dopt and implement whistleblower protections Law enforcement officers are our City’s first line of defense in identifying if and when an officer is suspected of violating an individual’s civil rights. Our City’s obligation to our community is to enforce and uphold state and federal laws to protect public health and safety and to do so in a fair, equitable and unbiased manner. IPD currently has a Duty to Report policy, but to be effective we must als o institute Whistleblower Protections so that officers are able to report suspected activities without fear that doing so would endanger their jobs, working relationships and career. In order for both to be effective the City should expand our internal compliance mechanisms to: a)protect employees from retaliation, and b)ensure investigation of the complaint is made and corrective action is taken, if needed, and c)notify employees of their rights so that they will feel empowered and safe in filing a complaint. I nternal reporting processes should be adjusted to provide better protection and assurance that the complaint will be 1) allowed to be given to someone other than their supervisor, and 2) recorded and documented to show that the complaint was made, investigated and corrective action taken, and is able to be retrieved at a future date. In October 28, 2021, New York Governor Kathy Hochul signed into law a bill dramatically expanding New York’s whistleblower statute, New York Labor Law § 740, which is scheduled to take effect on January 26, 2022 (S4394A/A.5144A) and these processes dovetail with state-wide regulations. In 2012, The Ithaca Urban Renewal Agency adopted a Whistleblower Policy with the following statement of purpose: “It is the policy of the Ithaca Urban Renewal Agency (IURA) to afford certain protections to individuals who in good faith report violations of the IURA’s Code of Ethics or other instances of potential wrongdoing within the IURA. The Whistleblower Policy set forth below are intended to encourage and enable employees and IURA officials to raise concerns in good faith within the IURA and without fear of retaliation or adverse personnel action.” Laying the groundwork for a similar policy to be implemented City-wide.3 B.Expand resources and training for Community Police Board members On March 31, 2021, Common Council endorsed granting the Community Police Board more oversight authority as an element of the City-County Reimagining Public Safety Plan. 3 Microsoft Word - Whistleblower policy - adopted 1-26-12.doc (cityofithaca.org) 16 7 | P a g e This action is essential in enhancing public trust in law enforcement as police oversight boards are made up of civilians tasked in reviewing and helping to improve police officer conduct. They may include people with law enforcement experience, but it is not necessary. They should be investigation-focused, strive to be fair and free of bias in working on community-generated complaints. They should conduct investigations separate from the police department and involve IPD participation. The Community Police Board is described as follows in Section C -16 of the City Charter: B. The Community Police Board may recommend rules, bylaws and regulations for the government of the Police Department of the City, not inconsistent with the laws of this state, which may be promulgated through the Chief of Police to the whole force. The Chief of Police shall have the immediate direction and control of the police in the administration of the rules, bylaws and regulations of the Department. C. The Community Police Board shall act as community liaison to the Police Department, actively fostering positive communication between police and all segments of the community. It shall make provisions for resolving complaints by the citizenry related to the delivery of police services. Using established procedures, the Board may recommend action against any member of the Police Department. It shall recommend, on its own initiative or at the request of the Mayor, the Common Council or the Police Chief, on any matter affecting the policy or performance of the Police Department, including finances and budget. It shall perform such other related duties as requested by the Mayor or Common Council. Specific Actions to support community oversight: 1. Provide annual funding for members of the CPB to receive law enforcement oversight training by the National Association for Civilian Oversight of Law Enforcement, an organization recognized by both police reform advocates as well as law enforcement professionals to promote trust, transparency, and accountability in police review. 2. Update City policies and labor contracts as needed to require IPD Chief and officer participation in C PB investigations and review. 3. Provide and utilize funding for 3rd party review of: o IPD internal investigations, so that IPD staff are not tasked with investigating their colleagues, and o CPB investigat ions of complex or high-interest community-generated complaints, as requested by the CPB By making funding available for 3rd party investigations into police conduct, the IPD and CPB can provide assurances to the public that the review is fair, and free of bias. 4. Grant CPB concurrent jurisdiction to investigate all community-generated complaints. Action 5: Create continuous review of reporting structures Continued community engagement is one of the most important elements of ensuring that public safety reform is successful. To that end, the Committee recommends that the Mayor or Council establish a permanent Standing Committee on Public Safety to continue conversation, listening, and policy 17 8 | P a g e deliberation on an ongoing basis. The Committee also recommends that the Public Safety and Information Commission be reconstituted and assigned as the cognizant advisory commission for proactive community discussion and feedback on public safety reform. Existing Police Reform Initiatives Implemented Through the Community Justice Center and Ithaca Police Department The recommendations included in this report are intended to provide additional guidance or support for exist ing Police Reform Initiatives that are being conducted by the City of Ithaca independently or in conjunction with Tompkins County. On June 2, 2021, the City of Ithaca Common Council approved the creation of the Community Justice Center as a collaborative department between the City of Ithaca and Tompkins County to coordinate the implementations of the recommendations adopted on March 31, 2021.4 Updates on these initiatives are attached as an appendix to this document. County-City joint initiatives include: •Collect and evaluate the results of officer-initiated traffic stop enforcement. •Identify new curriculum, redesign, and implement a culturally responsive training program that incorporates de -escalation and mental health components into a comprehensive response for law enforcement. •Develop a comprehensive community healing plan to address trauma in the relationship between residents and law enforcement. •Standardize data entry and review existing data sets for more actionable insights and allocation of public safety resources. •Develop a real-time public safety community dashboard. •Develop a comprehensive, inclusive, and innovative recruitment and retention strategy for law enforcement and corrections officers. •Develop a County-wide program to promote and support holistic officer Wellness. •Seek ongoing and responsive collaboration from New York State Troopers operating in Tompkins County. •Revise the Civil Service exam process to diversify law enforcement Personnel. •Advocate for New York State to grant local civil service authorities the authority to enact “continuous recruitment” of eligible candidates for law enforcement personnel. •Urge Governor Cuomo and/or the New York State Legislature to reform disciplinary procedures for law enforcement personnel under Civil Service Law Section 75. 4 http://www.cityofithaca.org/AgendaCenter/ViewFile/Agenda/_05112022-2492 18 9 | P a g e Conclusions All Ithacans must be treated fairly, with respect and dignity by members of the Ithaca Police Department. This is especially true for our B lack community members, and communities of color. This is true for our LGBT+ community. This is true for unhoused people living in the Jungle, and those "surfing" from couch to couch. This is true for persons returning to Ithaca from jail and from prison. This is true for our young people, including college students. To be treated fairly, with dignity and respect by local law enforcement - to be treated as human beings -- is a reasonable expectation for everyone. This is our primary goal in reimagining public safety in the City of Ithaca. At the same time, Ithaca's police officers should also be treated with dignity, respect, and fairness - to also be treated as human beings. Fostering a climate that recognizes how difficult their job is and that appreciates their work is an integral part of reimagining public safety. It has been said that IPD officers need to "get out of their cars". We agree. It has been said that law enforcement needs to be more involved with Ithaca's diverse neighborhoods and citizens, particularly people of color and those who face economic hardships. We agree. IPD needs a diverse staff of officers, with strong ties to the community. On the encouraging side of things, IPD has a number of forward-thinking officers moving into supervisory positions. Our goal is to reinforce our police department with talented, diverse, empathetic, and committed new officers. We are optimistic that hiring a community crisis co-response team will improve this situation significantly. The City of Rochester has seen good success in their crisis response configuration, which is designed to be separate from the police department, while working closely with their officers. The idea is to avoid unnecessary high stress interactions with police, and to provide needed follow-up for victims. That is what we want to do here in Ithaca. It must be acknowledged that reimagining public safety in the City of Ithaca cannot succeed without an adequately staffed police department. NEXT STEPS State Reform and Traffic Safety The Committee acknowledges that several opportunities for reform require support from the New York State Legislature and Governor. Council should take a strong position in advocating for the State to enact “continuous recruitment” for eligible candidates, as well as reforming disciplinary procedures under Civil Service Law Section 75. Additionally, as an effort to reduce the need for traffic stops, the Committee recommends requesting authorizing legislation from Albany to permit red-light and speed cameras in the city to improve public safety outcomes while also reducing the need for a traditional law enforcement response to minor traffic incidents. We have included draft resolutions in support of these items for public comment in the appendix. 19 Reimagining Public Safety | 7 Recommendations Below is a list of Recommendations made in this report, detailed recommendations can be found starting on page 33. The recommendations below reflect a significant vision for change from Tompkins County and the City of Ithaca. These recommendations are being made to the local legislative bodies for adoption before the April 1, 2021, deadline and subsequent submission to New York State Governor Andrew Cuomo’s office in response to Executive Order 203. City - Replace the City of Ithaca Police Department with a Community Solutions and Public Safety Department City & County - Evaluate existing models and implement an alternative to law enforcement response system for crisis intervention and wraparound health and human services delivery County - Better align available resources with emergency response needs by establishing a pilot program for non- emergency calls County & City - Collect and evaluate the results of officer-initiated traffic stop enforcement County & City - Identify new curriculum, redesign and implement a culturally-responsive training program that incorporates de-escalation and mental health components into a comprehensive response for law enforcement County & City - Develop a comprehensive community healing plan to address trauma in the relationship between residents and law enforcement County & City - Standardize data entry and review existing data sets for more actionable insights and allocation of public safety resources County & City - Develop a real-time public safety community dashboard County - Create a Tompkins County Public Safety Review Board County & City - Develop a comprehensive, inclusive, and innovative recruitment strategy for law enforcement and corrections officers County & City - Develop a County-wide program to promote and support holistic officer wellness County & City - Seek ongoing and responsive collaboration from New York State Troopers operating in Tompkins County County & City - Repurpose SWAT Mobile Command Vehicle to Tompkins County Department of Emergency Response and Develop Policies for Use of Mobile Command Vehicle, Centers County & City - Conduct a Review of SWAT Callouts to Determine Appropriate Use of Service and Equipment City - Grant City of Ithaca Community Police Board More Oversight Authority County - Require public disclosure of District Attorney and Assigned Counsel Office Statistics on a quarterly and annual basis County & City - Revise the Civil Service exam process to diversify law enforcement personnel County & City - Advocate for New York State to grant local civil service authorities the authority to enact “continuous recruitment” of eligible candidates for law enforcement personnel County & City - Urge Governor Cuomo and/or the New York State Legislature to reform disciplinary procedures for law enforcement personnel under Civil Service Law Section 75. Implementation Process Tompkins County and the City of Ithaca are committed to an aggressive and thorough implementation process for the recommendations outlined in this report. The implementation process will include the creation of a Community Justice Center to lead and complete the work associated with each recommendation. The establishment of the CJC will start with newly hired staff with support from both the City and County leadership and departments in both organizations. Implementation teams comprised of volunteer community members and city and county staff members will be assigned for each recommendation. The work associated with each recommendation will be trackable through an online tool that allows community members to provide input and sign up for process updates. Community members will also be able to express interest in joining working groups and the CJC will communicate directly with those who express interest with available opportunities. The Collaborative acknowledges that systemic racism and police violence constitute a “dual pandemic” and that the response to this crisis should not only mirror that which was created for the local COVID-19 disease pandemic response, but be a long-term and well resourced system. 20 CITY OF ITHACA 108 East Green Street, Ithaca, New York 14850-6590 Planning and Development Shaniqua Lewis, TO:Committee of the Whole Special Topics FROM:Megan Wilson DATE:March 13, 2024 RE:Short Term Rental Policy CP#:N/A MEMORANDUM Discussion of Recommended Policy & Next Steps 23 M E M O R A N D U M Date: March 5, 2024 To: Common Council From: Maura Baldiga, Temporary Planner; Megan Wilson, Deputy Director of Planning & Development RE: Short-Term Rental Ordinance EXECUTIVE SUMMARY The City of Ithaca is considering a short-term rental ordinance which would regulate the use of houses and apartments as rentals for less than 30 days. At this meeting, staff will present a short-term rental ordinance framework that limits short-term rental permits to primary residents. The proposed policy specifically addresses the established policy objectives of housing preservation and affordability. This new proposal will also be feasible to implement and monitor. We ask Council to review the revised ordinance recommendations and determine the next steps. KEY ISSUES IDENTIFIED/ OBJECTIVES The Planning and Economic Development Committee previously agreed to the following objectives for the City’s short-term rental ordinance: - Preserve housing affordability in the long-term rental and homeownership markets - Allow residents to generate additional income from their primary residence s - Balance the possible positive and negative impacts of short-term rentals o Positive: Increase peak supply of lodging and meet seasonal demands, increase choice for visitors, increase visitor spending, extra income for residents o Negative: Decrease housing supply, health and safety concerns, lack of compliance with City’s room tax law, neighborhood impacts PROJECT HISTORY, BACKGROUND, & ANALYSIS Staff explored multiple approaches to short-term rentals during the development of the current proposal. For links to background information and research, see the City’s Short-Term Rental Resources Page. Staff considered the experiences of other municipalities, consultation with a short-term rental policy expert, and community feedback. Staff found that, 1. There is support for regulation of short-term rentals in the City of Ithaca, 2. The previous proposal was not feasible to monitor and was very complex, and, 3. Other approaches did not meet the primary policy objectives of preserving housing in the long -term and homeownership market and supporting residences in earning additional income from their primary residence. 24 Based on public outreach and other feedback, staff recommends a simplified short-term rental ordinance framework that more effectively addresses the policy objectives and will be feasible to fully implement. Staff Recommendations for Revised Ordinance 1. Primary residence units: Permits would be available to residents that want to rent a unit or room on their primary residence parcel as a short-term rental. These hosts would need to apply for a permit, regardless of how many days per year they will host short-term rentals. Once approved, hosts would have flexibility in how they rent out their primary residence or other units on the same property. 2. Short-term rentals are only allowed in one- and two-family dwellings. 3. Permits would only be issued to a primary resident of the property. Permits cannot be issued to LLCs, corporations, or trusts. Staff is not currently recommending allowing non-primary residences to be used as short-term rentals. This is based on the determination that limiting short-term rentals by season or by a specific number of days per year would be difficult to enforce and that this type of short-term rental does not meet the City’s two primary short-term rental objectives. However, if this is something that Common Council would like to pursue, staff recommends that the City place a cap on the number of non-primary residence units that could annually receive short-term rental permits. QUESTIONS FOR COUNCIL 1. This proposed policy would limit short-term rentals to primary residences only. Do you agree with this policy direction? 2. Should we draft a proposed ordinance based on the above recommendations and bring it back to the Council for consideration at the April 10, 2024 meeting? BUDGET IMPLICATIONS & FUNDING The costs for implementing this program are already budgeted in the 2024 budget. No additional funding is needed. The cost of this program includes a third-party monitoring system for enforcement and staff time. PUBLIC FEEDBACK The City’s public outreach on short-term rentals yielded a wide range of perspectives . Most respondents wanted to allow short-term rentals in residential neighborhoods in the City of Ithaca with reasonable restrictions and agreed with a policy that limits hosts’ ability to rent out units that are not their primary residence. Notably, hosts, specifically those that rent out their non-primary residence, do not agree with restrictions on short-term rentals in residential neighborhoods or on non-primary-residence short-term rentals. In addition, there were many questions about the policy, reflecting its complexity. The City solicited feedback from the community through a survey, an in-person Community Conversation on November 16, 2023, and additional communications from community members to staff. See the Short-Term Rental Public Outreach Feedback Memo for additional information. 25 NEXT STEPS City staff will attend the March 13, 2024 Common Council meeting to answer questions and discuss next steps. The Common Council will need to determine if they would like staff to draft an ordinance that reflects the recommendations above and/or identify specific revisions that should be included in the draft policy. 26 CITY OF ITHACA 108 East Green Street, Ithaca, New York 14850-6590 Controller's Office Shaniqua Lewis, TO:Committee of the Whole Special Topics FROM:Scott Andrew Deputy City Controller DATE:March 13, 2024 RE:Monthly City Controller Report for March 2024 CP#:N/A MEMORANDUM Financial Report from Deputy City Controller 27 Controller’s Report to Common Council 3/6/24 Our office is busy closing out 2023, which will take us until May 2024. In addition, we are busy catching up on the financial reporting for 2021 and 2022. The 2021 financial audit is in progress with the plan of completing that by April 2024. We will then move onto the 2022 audit work with the estimated completion date of December 2024. Also, we are trying to fill our open positions in the Finance Department. We have an open position in the Chamberlain’s office and two open positions in the Controller’s Office. It’s currently a difficult hiring environment. We have temporary assistance working on audit work, but that person will leave us in April. In addition, we have Steve Thayer assisting us in his retirement, but his time is limited due to NYS pension requirements regarding earnings in retirement. We have many new staff members in the Chamberlian’s Office and training those members and doing the daily work is difficult. That’s the reason for the limited hours in the Chamberlain’s Office currently. 2024 tax collections went as smooth as possible considering all the new staff. It has been a real struggle filling our open positions. We look forward to the day we have a fully trained staff. 2023/2024 financial items: We still have several economic items currently impacting our city operations. Inflation, supply chain issues, and staffing issues all are impacting the City operations. As a result, almost all costs are increasing and making it more difficult to operate. Here is a look at some of the 2023 and 2024 activity: Sales tax: We budgeted $17,108,600 in sales tax for 2023. We now have our final 2023 collections, which are $18,016,269. 2023 sales collections started out strong but finished weaker during the last quarter of activity. Overall, we finished over budget by 5.31%. In addition, we had our first sales tax collections of Adult Use Cannabis. These collections are done on a quarterly basis. With one payment remaining for 2023, we have collected an additional $148,500. Please note the Adult Use Cannabis store on the Commons is currently under renovations, expected to open back up in April. The renovations will have an impact on the 2024 collections. The 2024 sales tax budget is $18,500,000. This estimated amount included Adult Use Cannabis collections as we did not receive a separate collection for Cannabis tax until December 2023. To date our 2024 sales tax collections have been lower than compared to the same time frame collections from 2023. We have collected $1,116,000 to date. We are currently running 7.5% lower than 2023 collections. We caution that collections can swing significantly during a one-month period due to timing of collections. We like to evaluate collections after a quarterly period has been completed. So, don’t get caught up in the early lower percentage collections, but just be aware sales tax collections are off to a slower start. Update on parking revenues. Although we continue to see slow improvements in parking revenues, we are still running well below budget. We have collected $2,073,000 in 2023 parking revenue to date. We still have final collections to post from 2023, which should be done in the next couple of weeks. This revenue source has never bounced back from the pre-covid period. There are many reasons for the lower revenues in this area. Lots of construction in and around the downtown area, safety concerns on and around the commons, equipment issues, staffing issues, a frustrated attitude for the downtown parking area, and lack of retail stores in the downtown area may all have a negative impact on our parking revenues. We have made some rate increases for 2024 and we should closely monitor our activity to see if on-street parking rates need to be slightly adjusted as well. We will have the new Conference Center coming online in mid-2024 and the construction should ease in the downtown area. We will see how revenues respond to those changes. 28 Building permit revenue for 2023 was budgeted at $1,320,000. Our budget estimate continues to reflect the higher construction activity anticipated inside the city, but less than some recent years’ activity. We collected $1,930,000 in permit revenue for 2023. This is good news and hats off to the hard work the Planning and Building Department does for the city! Site development fees were budgeted at $300,000 in 2023. We collected $272,000. Overall, building revenue exceeded our budget estimates. The 2024 permit revenue is budgeted at $1,480,000 and site fees at $140,000. This is a difficult area to budget since many projects are out of our control and the economy can delay project time schedules. CPI 2023/2024 – It appears inflation hit its peak in June of 2022 at 9.1%. Since that time, lower CPI percentages have been the trend. The 2023 CPI ended up at 4.1%. This compares to the 2022 CPI of 8%. The January 2024 CPI was 3.1%. It has been a slow decrease in inflation for the last several months. Good news, but overall prices and operations are still higher because of inflation. We would love, and so would the Feds, to see the rate around 2%. On the one hand a higher CPI is good for our Cornell MOU payment, which is driven by the CPI, but mostly it means higher operating costs for City operations and higher costs for the consumers. Hopefully, we can see more reasonable pricing increases for the remainder of 2024. The Cornell contribution payment was estimated to increase by 2% in 2024. Instead, it will increase by 4.1%, bringing a total 2024 contribution of $4,164,000. Room Tax collection update - As you know we established a city room tax to help fund city costs related to the Conference Center. We collected $1,374,819 in 2021 (started in April 2021), collected $2,306,259 in 2022 and collected $2,431,000 in 2023, final 2023 reconciliations have not been done (the 2023 budget is $2,349,869). All collections have exceeded estimates to date. We will be hoping that trend continues. Another result of high inflation and high interest rates, Mortgage tax revenue is down from 2022, but still meeting budget as we knew inflation would have a negative impact on our budget in this area. We budgeted $600,000 in 2023 and will collect a total of $660,619 in 2023. That compares to a 2022 total of $1,342,407. Early report on higher assessment rates. As most of you have heard, Tompkins County property owners, including the city, are receiving their preliminary assessments for their 2025 tax period. Early reports reflect a 20% average increase for the county overall. The city average increase looks to be about 15%. The city won’t receive the final 2024 assessments from the county until July 1st, 2024. The assessments are done by Tompkins County but are driven by the local housing pricing and the local housing market. If housing prices continue to climb and properties are being sold at those higher prices, the assessments will continue to climb. The 2024 assessments are the basis for the 2025 tax levy. The 2025 tax rate is the other piece of the equation. The 2025 tax rate and tax levy will not be finalized until November 2024. The Common Council has an opportunity in October to discuss, amend and approve the City Manager’s 2025 budget. That budget will include recommendations for the 2025 tax rate and tax levy. The 2024 tax levy for the city increased by 5%. The 2024 tax rate remained the same in 2024 at $11.98 per $1,000 assessed value. Please note there are many reasons why the tax levy increased in 2024. Some of the main reasons include increasing labor costs, including fringe. All labor rates increased in 2024, with the lowest increase at 2.25% and many increasing well beyond 5%. We currently have all labor contracts approved during 2024, which is a rare experience. Labor rates had to increase significantly to be competitive with the local labor market. The city has had and still has significant 29 vacancies in many departments and the need to increase salaries is real and costly. Related 2024 fringe benefit costs are also increasing much higher as health insurance premiums increased by 8% and pension contributions for the city increased by 14.5% to 19.5%. With 70% of the city budget devoted to personnel, it’s difficult to have much flexibility in making other adjustments. Not to mention, all costs of city operations increased over the last two years due to the rising inflation. It’s a difficult balance of services and costs for this community. As you learn more and more about city operations, you will see how difficult it can be to keep costs to a minimum, but at the same time provide the community with the necessary services. It’s a necessary balance and a constant battle, but one we take seriously and work hard to achieve. End of report. 30 CITY OF ITHACA 108 East Green Street, Ithaca, New York 14850-6590 City Manager's Office Shaniqua Lewis, TO:Committee of the Whole Special Topics FROM:Deb Mohlenhoff DATE:March 13, 2024 RE:Monthly City Manager Report for March 2024 CP#:N/A MEMORANDUM Monthly City Manager Report and 100-Day Plan updates presented by Deb Mohlenhoff 31 City of Ithaca 108 E. Green Street | Ithaca, NY 14840 | cityofithaca.org | citymanager@cityofithaca.org | 607.274.6512 M E M O R A N D U M Date: March 1, 2024 To: Common Council From: Deborah Mohlenhoff, City Manager RE: Monthly City Manager Report for March 2024 I am pleased to provide this monthly report to Council that will serve as an opportunity to highlight the work of our city departments and give key updates on ongoing initiatives. Also, attached to this report is a tracking form that provides updates on the City Manager 100-day plan. City Attorney & Controller and Chamberlain The City’s annual tax foreclosure proceedings have been ﬁled for the current cycle. Paper copies of the Petition and Notice of Foreclosure have been posted on the bulletin board near the elevator on the ﬁrst ﬂoor of City Hall and at the Tompkins County Courthouse. Please note that the ﬁnal day to redeem a property on the foreclosure list is April 30, 2024; unredeemed properties will be foreclosed on and sent to auction to satisfy unpaid taxes. To determine whether you owe outstanding City taxes on your property, you may check online using the “Taxes” link at https://www.cityoﬁthaca.org/410/Make-a-Payment-View-Bills or contact the City Chamberlain’s Oﬃce. Greater Ithaca Activities Center (GIAC) On Friday, February 16, GIAC held an amazing Black History Month Talent Show for the community at the State Theatre, free for the public. WENY did a great news feature you can view here: https://www.weny.com/story/50464837/spotlighting-excellence-celebrating-black-history-month-with-a-talent-show GIAC also hosted Dr. Kimberlé Crenshaw for a talk and community lunch in collaboration with Cornell for the annual Dr. Martin Luther King, Jr., Commemorative Lecture. Attendees including teens, young adults, and elders were ﬁred up in a positive way by Dr. Crenshaw’s presentation on the Urgency of Intersectional Justice. Dr. Crenshaw, is a Cornell alumna who has advanced gender justice throughout her transformative career. She is one of the authors of Critical Race Theory and the principal creator of the theory of Intersectionality. Finally, please check out GIAC’s FB page for 29 days of Black History, where we ran a Black history fact or story, chosen by individual staff for each day of the month. 32 City of Ithaca 108 E. Green Street | Ithaca, NY 14840 | cityofithaca.org | citymanager@cityofithaca.org | 607.274.6512 Human Resources In February 2024, we hired 5 new employees and promoted 2 current employees. We also successfully launched our new Employee Assistance Programs - ESI's Public Safety EAP for our ﬁrst responders and ESI's Total Care EAP for the rest of our workforce. This is the ﬁrst time we've offered an Employee Assistance Program geared speciﬁcally to our ﬁrst responders. Ithaca Fire Department All shifts completed Oﬃce of Fire Prevention & Control (OFPC) three-part Hazardous Materials Training Series. All shifts started OFPC Basic Structural Collapse Training. All shifts started OFPC Medium Structural Collapse Training. Three department personnel attended a Radiological Emergency Response Operations class in Anniston, AL. An Assistance to Fireﬁghters Grant application was submitted to FEMA to secure funding for equipment used to decontaminate ﬁreﬁghter turnout gear of cancer-causing particulates. Ithaca Police Department The Police Department, in partnership with the Downtown Ithaca Alliance, hosted a ‘Coffee with a Cop’ event in Center Ithaca on February 22. This gave the community an opportunity to meet some of our newer oﬃcers as well as ask questions of the new Chief. Members of the department also participated in a CJC Community Healing conversation and will continue this work over the summer with guidance and support from the CJC. Oﬃcers were selected to participate, we are planning 5 events, the dates and locations are not ﬁnalized. We started in-service Principled Policing/ Procedural Justice this week. Friday 3/1 will be our ﬁrst with community representatives from CPB and the CJC. The training includes group exercises and discusses oﬃcer goals, expectations, wellness, cynicism, history of policing and community engagement. Our oﬃcer wellness working group have started a Peer Support Team and will be training with the CJC and County Wellness Team this April. The PST will consist of sworn and civilian personnel and will be available to provide agency members and families who have been involved in a critical incident or who are cumulatively experiencing signiﬁcant stress. Ithaca Youth Bureau • All 40+ roster staff have met 1:1 with the new Director to share their personal/professional background, offer feedback on their experience with the department, highlight their goals and professional development needs, and share their hopes/vision for their individual programs and the Youth Bureau as a whole. This feedback and information will be incorporated into the department's work plan for the year ahead. • This month's all-staff meeting focused on creating welcoming and inclusive programs and spaces for LGBTQ+ youth and families which will be followed by a working meeting in March to review department policies and practices, marketing materials, and registration forms. • Joe Gibbs, Coordinator of Big Brothers Big Sisters, attended BBBS's national youth advocacy event in Washington DC. 33 City of Ithaca 108 E. Green Street | Ithaca, NY 14840 | cityofithaca.org | citymanager@cityofithaca.org | 607.274.6512 • Our Tot Spot early childhood program has partnered with Ithaca College's Occupational Therapy program. OT students are leading ﬁne and gross motor skill activities and have developed recommendations for adding more developmentally appropriate toys/equipment to the program. Tot Spot is also partnering with the Sciencenter to incorporate more STEM programming. • Youth Employment Service (YES) is seeking local employers to participate in the Summer Jobs Program. https://www.yesithaca.org/ • There is a critical need for volunteer adult mentors for multiple IYB programs including Big Brothers Big Sisters, Paul Schreurs Memorial Program, and the College Discovery Program. https://www.ithacayouthbureau.org/volunteer.html • Thanks to great collaboration between multiple city departments, the Cass Park pool renovation project continues to move forward in a way that has allowed us to proactively address additional infrastructure replacement that would have been needed in the near future. This will ultimately save the City time and money in the long run. Public Information & Technology/Clerk’s Oﬃce The PIT department is continuing to work with the City Manager to make recommendations for a departmental reorganization plan. PIT also has assisted with the transition to using Granicus for all meeting agendas and conducted training for any staff members. Public Works Flood Mitigation: • Accepted engineering and design proposal from Barton & Loguidice and contract is being circulated for signature. Anticipated kickoff meeting in early March. Parking: • Two robberies of pay stations at Green and Seneca Garages, and an attempted robbery at Dryden Garage. Damage to equipment during robberies will cost approximately $50K to repair. Insurance claims have been made. • Starting to evaluate new strategies for replacing parking garage equipment, including a leasing option from FLASH Parking. Streets & Facilities: • Southwest Park cleanup of spoils area • Started Cook St. drainage and street rehabilitation • Performed four storm pipe crossings on three streets: Tompkins St., Plain St., and Warren Place, along with catch basin repairs • General ongping maintenance (potholes, street sweeping, etc.) • Attended Cartegraph training 34 City of Ithaca 108 E. Green Street | Ithaca, NY 14840 | cityofithaca.org | citymanager@cityofithaca.org | 607.274.6512 Planning & Economic Development IURA 2024 Action Plan: The Agency received proposals for 22 projects in the categories of Housing, Economic Development, Public Facilities and Public Services and held two public hearings. The ﬁnal proposed Action Plan will come to Council in May. IURA issued a $50,000 loan to Franco's Pizzeria to support their relocation and expansion at 527 W. MLK Jr./State Street (former Cornell Laundry) that will create at least 3 full-time equivalent jobs for low/mod income persons. The Building Division welcomed a new Code Inspector. New Grant Administrator position: This much needed position was funded in the 2025 budget. A job description is being ﬁnalized with input from multiple departments and will come before Council for approval in April or May. We will be kicking off a study on the electriﬁcation of the City’s ﬂeet in early March. This study will provide us with a roadmap and analysis of options. The Planning Board approved a housing project with 70 affordable units, half of which will provide support services to survivors of domestic violence, households experiencing chronic homelessness and those with serious mental illness. 35 City Manager 100 Day Plan – 3/6/24 Updates This document tracks progress on the goals set in the City Manager’s 100 Day Plan. GOVERNANCE: It is the responsibility of the City Manager (and City Staff) to assist and advise the Common Council as they deliberate and decide on policy. As we switch to a Council-Manager Governance Goals Goal Progress/Action Taken Other Notes/Updates allows for council to set policy that provides clear direction to the City Manager and staff for implementation structure and reviewed process for staff to send items to council -prepared & distributed a memo to Senior Staff on new system (copied council) -prepared and distributed a 2024 calendar of meetings and agenda deadlines to Senior Staff (copied council) Heads meeting switch to Council-Manager form of government items that have emerged as potential ONGOING with defined priorities for 2024 content for 3/3 retreat -developed pre-retreat survey for Council MANAGEMENT & LEADERSHIP Management & Leadership Goals Goal Progress/Action Taken Other Notes/Updates formal Leadership Team, determine meeting schedule meeting structure and schedule COMPLETED ONGOING 36 BUDGET & FINANCE: In the new structure, the City Manager will be responsible for establishing a new budget process as well as day-to-day operations related to financial matters. Budget & Finance Goals Goal Progress/Action Taken Other Notes/Updates Hire a new Controller (Pro-Nexus, a consulting firm, is working on the search process) committee will make recommendations to City Common Council & staff for feedback budget modules to existing contract to Common Council & staff for feedback budget modules to existing contract -will be designing a Capital Projects pre-screen survey so departments can give us basic ideas of projects they would like to be considered included in a monthly Common Council agenda packet -Looking at options for users to pull desired data instead of generating monthly reports ONGOING PERSONNEL: All City Staff are crucial to providing the many programs and services overseen by the City Manager. It will be important to communicate to all staff that the City Manager is here to support them and their work. Personnel Goals Goal Progress/Action Taken Other Notes/Updates (Pracademic Partners, a consulting firm, is working paperwork and reference check on candidates are ideas from all City staff are any changes needed to come in line with the more recently negotiated contracts; review management compensation plan and recruitment practices 37 TECHNOLOGY: The City is bringing many new systems online to assist with processes and efficiencies. Information Technology infrastructure is critical to ensure smooth operations, data Technology Goals Goal Progress/Action Taken Other Notes/Updates -we have been meeting bi-weekly to work on a ONGOING OpenGov and adjust as needed -looking for additional city functions that can migrate -now using OpenGov for most city appointments ONGOING COMPLETED workflow for city initiatives & map categories ONGOING Here are some examples from around NYS using SeeClickFix Schenectady: https://seeclickfix.com/web_portal/eot5KBrEpspH mkFA4RPdNTZF/issues/map Syracuse: https://seeclickfix.com/web_portal/6Vmkd6ft87yZ yt1MeXke5rXW/issues/map Watertown: https://seeclickfix.com/web_portal/7Fjh8eXXsD1XY ifAqptEKT9J/issues/map comprehensive redesign of city’s website and design process for regular content review and 38 CUSTOMER SERVICE: The primary function of all City departments is serving the public. The City Manager is responsible for ensuring that taxpayers, residents, business owners, and visitors have a Governance Goals Goal Progress/Action Taken Other Notes/Updates various processes: -Special Events Permits -Towing Policy -Commons Operations is working with the DIA on mapping tasks and responsibilities to owners -Towing Policy will be coming to Common Council in March or April ONGOING at an upcoming Department Heads meeting profits, local leaders of color, etc. help coordinate logistics COMMMUNICATION & PUBLIC INFORMATION: Communication is a key component to transparency in government. A city's ability to convey information, engage with its residents, and manage its reputation is crucial to its overall prosperity and well-being. It will be important that as we manage this tremendous amount of change, that I establish strong communication channels between Communication & Public Information Goals Goal Progress/Action Taken Other Notes/Updates include brief updates from each City department meeting COMPLETED the City’s brand, media relations, social media strategies, public information strategies, and crisis reorganization ONGOING 39 DIVERSITY & EQUITY: It is the responsibility of the City Manager (and City Staff) to assist and advise the Common Council as they deliberate and decide on policy. As we switch to a Council-Manager Diversity & Equity Goals Goal Progress/Action Taken Other Notes/Updates ONGOING employee onboarding process recommendation to HR and City Manager ONGOING CONTINUOUS IMPROVEMENT & ACCOUNTABILITY: It is the responsibility of the City Manager (and City Staff) to assist and advise the Common Council as they deliberate and decide on policy. As we switch to a Council-Manager form of government, it will be imperative that we all have a working knowledge of clear and consistent processes for creating and implementing policy. Continuous Improvement & Accountability Goals Goal Progress/Action Taken Other Notes/Updates that employees are receiving regular feedback department heads agenda ONGOING budgeting and KPIs ONGOING public MISCELLANEOUS GOALS The following set of goals did not map specifically to any of the 100 day plans. Miscellaneous Goals Goal Progress/Action Taken Other Notes/Updates -search committee is established and will interview making recommendations to council on the recommendation and report to council to be scheduled at an upcoming meeting 40 Working with the Downtown Ithaca Alliance on the issues on the Commons as well as updating the and will be ready to work on MOU at a later date ONGOING Care to develop an implementation plan for the sanctioned camping area and the enforcement protocols various county initiatives -met with an internal working group to design the implementation of the response protocol passed ONGOING Submitted as part of the City Manager’s report for the March 6, 2024, meeting of Common Council 41 CITY OF ITHACA 108 East Green Street, Ithaca, New York 14850-6590 Attorney's Office Shaniqua Lewis, TO:Committee of the Whole Special Topics FROM:Mayor Robert Cantelm DATE:March 13, 2024 RE:Executive Session #1 CP#:N/A MEMORANDUM To Discuss a Personnel Matter- No voting item coming out of Executive Session 42 CITY OF ITHACA 108 East Green Street, Ithaca, New York 14850-6590 Attorney's Office Shaniqua Lewis, TO:Committee of the Whole Special Topics FROM:Mayor Robert Cantelmo DATE:March 13, 2024 RE:Executive Session #2 CP#:N/A MEMORANDUM 2nd Executive Session As Needed 43