HomeMy WebLinkAbout06-30-15 Planning and Development Board Special Meeting AgendaCITY OF ITHACA
108 E. Green Street — 3rd Floor Ithaca, NY 14850-5690
DEPARTMENT OF PLANNING, BUILDING, ZONING & ECONOMIC DEVELOPMENT
Division of Planning & Economic Development
JOANN CORNISH, DIRECTOR OF PLANNING & DEVELOPMENT
PHYLLISA A. DeSARNO, DEPUTY DIRECTOR FOR ECONOMIC DEVELOPMENT
Telephone: Planning & Development – 607-274-6550 Community Development/IURA – 607-274-6559
Email: dgrunder@cityofithaca.org Email: iura@cityofithaca.org
Fax: 607-274-6558 Fax: 607-274-6558
NOTICE OF MEETING
A special meeting of the PLANNING & DEVELOPMENT BOARD will be held at 6:00 p.m. on JUNE 30TH, 2015 in COMMON COUNCIL
CHAMBERS, City Hall, 108 E. Green Street, Ithaca, NY.
AGENDA ITEM Start Time
1. Agenda Review 6:00
2. Privilege of the Floor (3‐minute maximum per person)
6:01
3. Special Order of Business ― Review of Draft Comprehensive Plan & Consideration of
Recommendation to Common Council
(http://www.cityofithaca.org/DocumentCenter/View/3105)
6:10
4. Old/New Business
A. Proposal to Amend Collegetown Area Form Districts (CAFD) to Remove 20’ Minimum Spacing
Between Primary Structures on Same Parcel ― Discussion
(http://www.cityofithaca.org/DocumentCenter/View/1766)
B. Proposal to Reduce Width of E. Seneca Street in Downtown Core ― Discussion & Potential
Resolution to Board of Public Works (BPW)
C. Planning Board Recommendation to Tompkins County Legislature Regarding Proposals to
Redevelop Old Library Site
(http://www.tompkinscountyny.gov/planning/community‐planning/oldlibrary)
7:45
5. Adjournment 8:15
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ACCESSING MEETING MATERIALS ONLINE
Site Plan Review & Subdivision Applications (and Related Documents)
Site Plan Review application documents are accessible electronically via the “Document Center” on the City web site
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Comprehensive Plan Committee Recommendation of the Draft Plan Ithaca
to the Planning and Development Board
- Adopted June 15, 2015 -
WHEREAS, the City of Ithaca’s existing comprehensive plan was completed in 1971 and has since
been amended fourteen times by various targeted neighborhood and strategic plans, and
WHEREAS, while some objectives of the 1971 plan and its amendments are still applicable, many are
not, and both local conditions and broader national and world-wide trends that affect Ithaca have
changed dramatically since then, resulting in a need for an updated comprehensive plan that
addresses present-day issues and anticipates future ones, and
WHEREAS, the City decided to pursue a two-phased approach to its new Comprehensive Plan, where
Phase I entails the preparation of an “umbrella” plan that sets forth broad goals and principles to
guide future policies throughout the city and where Phase II will include the preparation of specific
neighborhood and thematic plans, and
WHEREAS, in accordance with the City of Ithaca Municipal Code and New York State General City
Law, the Planning and Development Board is responsible for preparing and recommending a new
Comprehensive Plan to the Common Council for adoption, and
WHEREAS, the Planning and Development Board established the Comprehensive Plan Committee
(“the Committee”) by resolution in July 2008 and charged the Committee with the following
responsibilities regarding the preparation of a proposed, new comprehensive plan:
a) Preparing and approving a request for qualifications (“RFQ”) for a consultant team to
assist with Phase I of the development of the proposed, new City of Ithaca
comprehensive plan;
b) Reviewing the responses to the RFQ, conducting interviews of consultant teams, and
making a recommendation of a consultant team to the Planning Board, Mayor, and
Common Council for their respective approvals;
c) Overseeing the preparation of a draft of Phase I of the proposed, new comprehensive
plan, by coordinating the work of staff and the selected consultant team, ensuring the
level of public outreach and engagement necessary to reflect community goals, and
making progress reports to the Planning Board and Common Council (periodically
and as requested); and
d) Approving a draft of Phase I of the proposed, new comprehensive plan for review and
acceptance (with possible modification) by the Planning Board, recommendation by
the Planning Board to Common Council, review and approval (with possible
modification) by Common Council’s Planning and Economic Development
Committee, and adoption by Common Council, and
WHEREAS, public input has been a priority for the Committee throughout the planning process, and
the Committee has made efforts to gather community input at various stages of the plan’s
development, and
WHEREAS, the Committee worked with a consultant on the initial phase of public outreach and on
the preparation of two background reports that would inform the preparation of the new plan, but
following the completion of these tasks, the City decided to move forward without the consultant
team; the remaining work on the draft plan was completed by the Committee and staff, and
WHEREAS, using comments from the initial public outreach, as well as data on existing conditions
and trends, subcommittees of the Committee (known as “chapter groups”) and staff created an
overall vision for the City and goals for the sections of each chapter, and
WHEREAS, a series of focus group meetings were held to get comments on the goals for each section
of the plan, as well as ideas for implementation, and the chapter groups and staff used this feedback
to draft each of the plan’s chapters, and
WHEREAS, at the same time, the full Committee prepared the plan’s land use chapter and held public
workshops in April 2014, and
WHEREAS, the complete draft Phase I plan, Plan Ithaca, was made available for public review in April
2015, and the Committee held eight open houses to get public comments on the draft plan, and
WHEREAS, following its review of the comments, the Committee revised the draft Plan Ithaca to
incorporate new public input; now, therefore, be it
RESOLVED, that the City of Ithaca Comprehensive Plan Committee recommends the draft Plan Ithaca,
dated June 15, 2015, for review and consideration by the Planning and Development Board as Phase
I of the Comprehensive Plan, and be it further
RESOLVED, that the Committee will recommend implementation priorities, including a prioritized
list of neighborhood and thematic plans to be completed as part of Phase II of the Comprehensive
Plan.
Moved by: K. Edmonds
Seconded by: F. de Aragón
In Favor: F. de Aragón, K. Edmonds, G. Ferguson, D. Kay, G. Kerslick, D. Mohlenhoff, C. Randall,
J. Schroeder, T. Shelley, W. Wallitt
Against: 0
Abstain: 0
Absent: C. Hoover, A. Pieper, L. Roberts, S. Smith
A Vision for Our Future
DRAFT
City of Ithaca Comprehensive Plan
June 15, 2015
2
Plan Ithaca
COMPREHENSIVE PLAN COMMITTEE PLANNING AND DEVELOPMENT BOARD
Kirby Edmonds, Chair Garrick Blalock, Chair
David Kay, Vice-Chair Jack Elliot
Fernando de Aragón McKenzie Jones-Rounds
Jutta Dotterweich* Robert Aaron Lewis
Gary Ferguson C. J. Randall
Chad Hoover John Schroeder
Graham Kerslick
Deb Mohlenhoff COMMON COUNCIL
Rob Morache* Svante L. Myrick, Mayor
Alphonse Pieper Cynthia Brock
C. J. Randall George McGonigal
Larry Roberts J.R. Clairborne
John Schroeder Joseph Murtaugh
Tom Shelley Donna Fleming
Stephen Smith Ellen McCollister
Wendy Wallitt Graham Kerslick
Hollis Erb, Town of Ithaca Liaison Stephen Smith
Josephine Martell
*Former Committee Member Deb Mohlenhoff
PREPARED BY THE CITY OF ITHACA PLANNING DIVISION
Megan Wilson, Senior Planner, Project Manager
JoAnn Cornish, Director of Planning and Development
Phyllisa DeSarno, Director of Economic Development
Nels Bohn, Director of Community Development (Ithaca Urban Renewal Agency)
Jennifer Kusznir, Senior Planner
Nick Goldsmith, Sustainability Coordinator
Bryan McCracken, Historic Preservation Planner
Lisa Nicholas, Senior Planner
Lynn Truame, Community Development Planner (Ithaca Urban Renewal Agency)
Charles Pyott, Research Assistant
Debbie Grunder, Executive Assistant
DESIGN: PHOTOGRAPHY:
Art & Anthropology, Inc. Allison Usavage
ACKNOWLEDGEMENTS
The Comprehensive Plan Committee and Planning staff would like to thank all of the individuals
and organizations who provided their input on Plan Ithaca. We greatly appreciate everyone who
participated in the planning process with their comments and ideas for the city’s future. We would
also like to thank Professor Jennifer Minner and students in the Spring 2015 Concepts and Methods
of Land Use Planning class for their work on the draft plan and their assistance with public
outreach.
3
Table of Contents
1. Introduction 5
1.1 History 7
1.2 Vision 13
2. Public Participation & Communication 15
3. Land use 17
3.1 Importance of Compact Mixed-Use Development 17
3.2 Future Land Use Map 21
3.3 Future Land Use Categories 22
3.4 Focus Areas 29
4. Economic Vitality 31
4.1 Fiscal Health 33
4.2 Economic Development 35
4.3 Workforce Development & Job Training 37
5. Community Livability 39
5.1 Housing 39
5.2 Historic Preservation 41
5.3 Public Safety 43
5.4 Physical Infrastructure 45
5.5 Health, Wellness, & Support 47
6. Mobility & Transportation 49
6.1 Increasing Transportation Choice Both Locally
& Regionally 51
6.2 Connecting Land Use & Transportation 53
6.3 Efficiency and Innovation in Technology, Operations
& Management 54
6.4 Communication & Education to Support
Transportation Choices 55
7. Natural, Cultural, & Historic Resources 57
7.1 Natural Resources 57
7.2 Cultural & Historic Resources 60
4
8. Sustainable Energy, Water, & Food Systems 63
8.1 Energy 64
8.2 Water Resources & Stormwater Management 66
8.3 Food Systems 68
9. Appendix A: Glossary 69
10. Appendix B: Public Outreach Summary 74
11. Appendix C: Maps
Note: Appendix C is available at www.cityofithaca.org/165/City-Comprehensive-Plan
11.1 General Neighborhood
11.2 City & Town Future Land Use
11.3 Historic Districts
11.4 Environmental Features
11.5 Impervious Surfaces
11.6 Transportation Corridors & Trails
11.7 Parks & Natural Areas
12. Appendix D: Resolutions 77
12.1 Comprehensive Plan Committee 77
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1. INTRODUCTION
A comprehensive plan is a vision for the future and a blueprint for change, particularly as it relates
both to the physical growth of a city’s buildings, streets, and infrastructure and to the retention and
enhancement of quality of life elements, such as parks, neighborhoods, and social equity. Once
adopted, it becomes a fundamental part of the City’s decision-making processes, serving as both an
inspiration for a broad range of City actions, and a standard by which they can be measured. The
comprehensive plan guides the Common Council and City boards and committees and informs City
policies, including zoning and funding decisions.
Completed in 1971, the City's previous comprehensive plan, Ithaca, N.Y.: A General Plan, has since
been amended 14 times by various neighborhood and strategic plans. Local conditions that affect
Ithaca, , as well as national and global trends, have changed dramatically since the adoption of the
1971 plan, resulting in the need to prepare a new comprehensive plan that addresses present-day
issues at the local level.
The plans, goals, and visions of individual residents, organizations, and institutions shape Ithaca’s
development through a cooperative planning process. During this ongoing process of community
planning, we seek collectively to observe and analyze existing conditions, identify issues, evaluate
potential courses of action, and create a framework within which development can occur that
balances the sometimes competing objectives and priorities existing within the community.
The key ideas, goals, and recommendations which together form the structure of this
comprehensive plan emerged from public input received over the course of several years. The
City’s Comprehensive Plan Committee has overseen the planning process and conducted extensive
public outreach. In a series of public workshops, neighborhood meetings, and stakeholder
meetings held at various locations throughout the city, and via multiple surveys, Ithacans were
asked to reflect and comment on what they liked most and least about the community and to
identify the issues that were of greatest concern to them. Based on this information, focus groups
delved more deeply into the issues raised, and subcommittees of the Comprehensive Plan
Committee (known as chapter groups) drafted objectives and recommendations to address them.
The draft plan, Plan Ithaca, was then submitted to the public for comment, and final revisions were
made based on public input.1
STRUCTURE OF PLAN ITHACA
The City has undertaken a two-phase process for the preparation of the new comprehensive plan.
Phase I involves the preparation of Plan Ithaca, a city-wide plan that identifies a vision and goals for
the entire city. Phase II will include the subsequent preparation of specific neighborhood or
thematic plans, based upon Plan Ithaca. All Phase II plans will build upon Plan Ithaca and will
reflect the goals of the broader document in the more detailed plans.
1 See Appendix B for a complete summary of public outreach.
6
In addition to this introductory chapter, Plan Ithaca is organized into seven chapters, as follows:
• Public Participation & Communication
• Land Use
• Economic Vitality
• Community Livability
• Mobility & Transportation
• Natural, Cultural, & Historic Resources
• Sustainable Energy, Water, & Food
Systems
Three thread-through themes serve as overarching concepts that guide the entire plan. Each
chapter reflects the principles of sustainability, equity, and collaboration, as described below.
• SUSTAINABILITY: The needs of Ithacans are met in a way that preserves our environment
upon which current and future generations depend.
• EQUITY: The services, amenities, and opportunities that are available through City efforts
will be made accessible to all residents through means that preserve dignity and that are
free of discrimination. These may include participation in decision-making as well as access
to information, housing, transportation, economic opportunity, jobs and job training,
recreation, and a safe and healthy environment.
• COLLABORATION: The City works in partnership with other municipalities, educational
institutions, and community organizations to realize the goals of Plan Ithaca.
General Notes:
• Any mention of “Ithaca” throughout the plan refers to the City of Ithaca.
• The use of the word “City” (with a capital C) refers to the City of Ithaca as a government.
• The use of the word “city” (with a lower case c) refers to the city as a geographic area.
• Phrases or words shown in SMALL CAPITALS are defined in Plan Ithaca’s Glossary (Appendix A).
• The topics included in the various chapters of Plan Ithaca are often connected to ideas in other
chapters. To help make this connection, color-coded cross-references are provided in a text box
next to each section. If you are interested in the ideas in a particular section, you may also be
interested in reviewing the referenced chapter. The key to these cross-references is as follows:
o PP&C – Public Participation
& Communication
o LU – Land Use
o EV – Economic Vitality
o CL – Community Livability
o M&T – Mobility &
Transportation
o NC&HR – Natural, Cultural,
& Historic Resources
o S – Sustainable Energy,
Water, & Food Systems
A comprehensive plan is, ideally, a living document - a written agreement the City makes with itself
and its residents at a given point in time. A good comprehensive plan evolves organically and ages
gracefully, as the City and the community members involved in implementing it “learn by doing.”
As new trends emerge and community needs change, our priorities will evolve and implementation
strategies will be revised. As a living document, Plan Ithaca must be regularly revisited and
updated to reflect our community priorities. Plan Ithaca, is a snapshot of our community in 2015:
our collective effort to learn from our past, look into our future, and commit ourselves to a course of
action that will make our city a better place to live, work, and play for all Ithacans.
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1.1 – HISTORY OF THE CITY’S DEVELOPMENT
The following narrative has been assembled to highlight key events and conditions that have
shaped the development of the city’s physical form and character. A familiarity with this history is
important to understanding the complex and diverse conditions and influences that shape current
and future development in the city.
Ithaca’s development was largely influenced by the environmental conditions that characterize the
region. Ithaca's terrain is marked by a valley, the "Flats," surrounded by steep hills on the west,
south, and east, and by Cayuga Lake to the north. The city is cut by three major creeks—Fall, Six
Mile and Cascadilla Creeks—that cascade down these hillsides and empty into Cayuga Lake. The
original settlement of Ithaca occurred on the Flats.
The city’s regular street pattern was originally laid out by Simeon DeWitt, Surveyor General of the
State of New York, in 1806. Owning much of the dry, flat land between Six Mile and Cascadilla
Creeks, DeWitt laid out a series of north/south and east/west streets in a grid pattern to encourage
settlement and development.2 He also reserved lots within the gridiron for schools, churches, and
other civic uses, including the public square now referred to as DeWitt Park. The city’s early
accessibility by seven overland turnpikes helped encourage linear development from east to west
along the street grid.
With a population of about 1,000, Ithaca was incorporated as a village in 1821. The new village
charter established a government consisting of five trustees, who were empowered to erect public
buildings, raise taxes, procure fire engines and equipment, make necessary repairs and
improvements, and pay officers of the corporation. At this time, the recognized center of the village
was the corner of Owego (now State) and Tioga Streets and all official notices were posted on that
corner. Linear development began along Owego (State Street) as it became a main thoroughfare to
the rapidly developing area at the Cayuga Inlet.
The first 15 years after incorporation were particularly important because it was during this period
that the core components of the street plan were put on the ground. During this time, the village
population more than quadrupled from 860 to almost 4,000. Sidewalks were built, and the village
boundaries were extended.
In 1831, a map of the village was prepared that extended the north-south grid pattern to the area
bounded by Brindley, Cascadilla, Factory (now Stewart Avenue), and Clinton Streets. (This map
was the foundation for the present street system.) Much of the growth of the village was in the
form of peripheral expansion around the established core. In 1835, the grid was extended up lower
East Hill to approximately Stewart Avenue and the area west of Auburn Street was laid out at a
diagonal to the village’s original plat.
2 It is interesting to note that DeWitt was a member of the commission, which included Gouvernour Morris
and John Rutherford, that laid out the gridiron street system on upper Manhattan between 1807 and 1811.
8
In addition to the seven turnpikes connecting Ithaca to surrounding communities, the village’s
development was also influenced by Cayuga Lake and the railroad industry. The steamboat
Enterprise, launched on Cayuga Lake in 1821, as well as the Telemachus and DeWitt Clinton, further
facilitated inter-community connectivity and transportation. Unfortunately, the opening of the Erie
Canal in 1825 did not have the positive economic impact many local business anticipated. The
construction of four railroads that linked Ithaca to other rail, stagecoach and steamboat lines was
complete by 1874. However, the area’s steep terrain and the poor quality of early rail equipment
made extensive rail access prohibitively expensive. The construction of the railroads did spur a
speculative real estate boom during which Ezra Cornell, a mill worker, farmer and self-made
businessman, purchased large tracts of land on East Hill. This land would become the site of Cornell
University.
Major public improvements were constructed in the late 1840s and early 1850s. With an increase
in taxes, the Village was able to fund gravel sidewalks, the extension and improvement of streets,
and increased fire protection. Communication with other communities during this period was
improved with the completion of a telegraph line in 1846. The Ithaca Water Works, a private
company, was established in 1853 to bring clean water into the village. The Ithaca Gas Works
formed in the same year, accommodated the use of gaslights in homes and stores, and the
installation of street lights. The 1860s marked a period of significant growth in the city. During this
decade, the Village laws were codified, and all the streets were numbered and their names marked.
Probably the most significant development during this period was the opening of a part private and
part Morrill Land Grant College in 1868. Chartered in 1865, Cornell University was named after
Ezra Cornell, who gifted two hundred acres of his farmland on East Hill for its establishment. On
October 7, 1868, Cornell University formally opened and admitted its first class of 412 students. It
grew over the next four decades and became, at one point, the nation's second largest university.
University-related development immediately began on East Hill.
The 1870s and 1880s were decades of considerable change in the village. In 1870, an iron bridge
was built over Six Mile Creek at Aurora Street, which improved access to South Hill. Telephone
lines were first installed in the village in 1878. Also installed during the period were electric street
lights, street paving, and a fire alarm system. In terms of transportation, the biggest change was the
advent of the electric street railway system that was chartered in 1884.
In 1888, Ithaca was incorporated as a city, the twenty-ninth in New York State. Ithaca’s “weak
mayor, strong council” system of city government was established at this time; it was the first such
system in the state. Work to increase the number of paved streets and to lay sewer pipes in
anticipation of a future sewer plant immediately followed the City’s incorporation. Nearly a decade
later, the city sewer systems opened for public use. The village’s population was 10,107 in 1870;
however, by the time the Ithaca Gun Company was founded in 1880, the city’s population had
reached 11,190.
In 1892, W. Grant Egbert founded the Ithaca Conservatory of Music, which later became Ithaca
College. Located downtown on DeWitt Park, the population of conservancy students was an integral
9
part of the downtown economy from the late 19th through the mid-20th centuries, with the school
occupying several downtown buildings and students renting rooms and patronizing downtown
restaurants and shops.
Changes occurred over the next two decades that transformed the small rural village into a regional
industrial center and college town. A strong local economy of new large-scale industries emerged
(e.g. Ithaca Gun, Morse Chain and International Salt Co.). These maturing industries, combined with
the steady growth of Cornell University in the 1890s, led to a sustained building boom in Ithaca
through the turn of the century. Ownership of the city’s water supply was transferred from a
private company to the City following a severe outbreak of typhoid fever in 1903. In 1908, the
Board of Public Works was established to oversee its operation and all future improvements within
the city. Most construction during the late-19th and early-20th century took place east of Stewart
Avenue on East Hill, where the demand for student and faculty housing had become acute. Around
the turn of the century, the city began to grow outside the bounds of the old village settlement on
the Flats, and by 1889, most of the land on the Flats had been developed. In the 1890s, intensive
development began on the hills surrounding the Flats, first on East Hill adjacent to Cornell
University, then on South Hill, and later on West Hill. This growth was accelerated with a major
expansion at Cornell University beginning in 1902, with the establishment of the New York State
College of Agriculture. By 1900, Ithaca's population stood at 13,136 people.
The automobile increased Ithaca’s accessibility in the 1920s and established the city as the central
place for employment and retail services in the county. In 1923, a citizen’s committee was
appointed to consider and formulate plans for a comprehensive program of permanent
improvements for the City. Public improvements made during this period were directly related to
the increased number of automobiles and included: a large bond issue for street repair, work on
bridges, purchase of the first public parking area, establishment of a municipal asphalt plant, and
the installation of the first traffic lights in the business district and of stop signs on busy corners. In
1926, the first City Planning Commission was appointed. During the 1920s, the City also purchased
and rehabilitated Renwick Park, renaming it Stewart Park after its benefactor, Mayor Edwin C.
Stewart. The park was originally constructed as a privately-owned amusement park and was later
used as a silent-film studio. Residential construction boomed throughout this decade and a number
of large public buildings, including the Belle Sherman and Henry St. John schools, were constructed
as well. The City's population reached 20,000 people by 1930.
In contrast to the national trend, Ithaca’s economy remained relatively stable throughout the
1930s. Major construction projects - including the Tompkins County courthouse and jail, the
Southside Center, and the New York State Electric and Gas building at 108 E. Green Street (now City
Hall) - were completed during this period. Federal relief agencies funded as part of the New Deal
also completed municipal projects, including the golf course and parks improvements, during this
time. Other civic improvements included new street lights, upgraded electric services, a 750,000
gallon municipal water tank on West Hill, water service expansions, and a new sewage treatment
plant. During the 1930s, trolley lines were significantly cut back and gradually replaced by buses;
trolley service stopped in 1935 after a major flood that year washed out some of its rails.
10
During World War II, few new public projects were completed within the city as the community
focused on the war effort. In 1941, fire engines were barred from crossing ten bridges within the
city; two of the bridges were condemned and closed.
The end of World War II ushered in a new era of significant changes within the city, many within
the downtown core. With many veterans enrolling at Cornell University and Ithaca College under
the G.I. bill, the city experienced a significant shortage of housing in the post-war period. The influx
of students, and their families, was accommodated in several ways. Temporary dormitories were
built, and “Vetsburg” was built on East Hill with houses moved from Messina, New York. However,
most of the increased housing demand was absorbed through the conversion of large, single-family
homes into multi-unit apartment buildings. Also during the 1940s, low-cost housing units were
planned for West Hill and bus routes were extended up South Hill. The Ithaca Shopping Plaza with
featuring Ithaca’s first supermarket opened on Elmira Road in the late 1940s.
The 1950s marked another decade of significant change in the city. The continued demand for
increased housing led to a building boom and heated debate on zoning and development. In the
zoning ordinance passed in 1950, the City tried to address its long-term needs both for housing and
for industrial development. Based on the principles of single-use or Euclidean zoning, the new
ordinance was criticized at the time for being too restrictive. Founded in 1915, the Village of Cayuga
Heights voted to reject City annexation in 1954. However, the City successfully annexed the
Spencer Road district in 1956. In that same year, 42 existing suburban school districts merged with
the Ithaca City School District. The end of the decade also saw the construction of the “Tuning Fork,”
which caused the destruction of numerous commercial buildings along East State, East Seneca, and
Aurora Streets and substantially decreased downtown density.
Ithaca’s population, which had grown rapidly between 1940 and 1950, declined throughout the
1950s and 1960s as new housing developments opened in suburban areas outside of the city. In
the 1950s, the city’s population was 29,257 people or approximately 50 percent of the population
of Tompkins County. By 1960, the City’s population was 28,799 or 44 percent of the county’s
population; this corresponds to a 2 percent decrease in the city’s population and a 12 percent
increase in the county’s population.
In addition to the changes in residency trends, the downtown business district also changed
significantly in the 1960s. The first of several large-scale shopping centers outside of the city was
built in the early 1960s, drawing business away from downtown merchants. Entire blocks of
downtown commercial buildings were leveled during this period as part of urban renewal. The
original City Hall, constructed in 1844, was demolished to provide additional downtown parking,
and the current City Hall on East Green Street was purchased. The loss of Old City Hall - as well as
the Ithaca Hotel, the Cornell Public Library (built by Ezra Cornell), and other architecturally and
historically significant buildings during this period - led to a strong local preservation movement
that is still active today. Demolition in the business district was accompanied by demolition in
some residential neighborhoods. One entire city neighborhood (the Rhine) was demolished during
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the decade to make way for excavation of the Floor Control Channel, which created Inlet Island; this
was consistent with urban planning philosophy of the era.
The relocation of Ithaca College and the Ithaca City School District to areas outside of the city also
changed downtown. From 1960 through 1965, Ithaca College, formerly the Ithaca Conservancy of
Music, constructed an entirely new campus on South Hill in the Town of Ithaca. In 1968, the
College's final academic department moved to the South Hill campus, removing its faculty and
students from the city’s central core and leaving several vacant buildings. During a relatively short,
five-year period, the city school district expanded the Fall Creek School and constructed Northeast
and Glenwood elementary schools and DeWitt and Boynton middle schools. Except for Boynton, all
of the new schools were built outside of the city.
The year 1974 saw the construction of the Ithaca Commons pedestrian mall. Its boundaries are
Green Street to the south, Cayuga Street to the west, Seneca Street to the north, and Aurora Street to
the east. The Commons was created to counter balance the effects of new large shopping malls
located outside of the city, particularly in what is now the Village of Lansing. This was a time when
many small towns in the United States were experimenting with creating pedestrian malls, and the
Ithaca Commons is one of the few successful examples that remain. However, the Commons did not
entirely prevent the movement of major retailers and entertainment venues from downtown to
more suburban locations. At one time, five major department stores including J.C. Penny and
Woolworths were located downtown; all relocated or closed by the 1990s. The period also saw the
closure of several movie theaters downtown and the relocation of the city high school in 1971. In
the same year, the former downtown high school property (now called the DeWitt Building) was
converted into a mixed-use retail, office and residential building. The Ithaca Farmers’ Market was
established in 1973 as a venue for local growers and craftspeople to sell their goods. The rapidly
expanding market moved five times before settling in its current location on the waterfront where
steamboats from Cayuga Lake used to dock. The market has developed into a thriving community
gathering place. A dock was built to accommodate local fishermen, people arriving by boat, and
those who want a picturesque picnic spot. The Farmers’ Market has continued to grow and
prosper, often attracting well over 5,000 people a day. What was originally an innovative way to
sell local produce, crafts, and baked goods is now an Ithaca tradition.
In 1988, Cornell opened its new Center for Theatre Arts in Collegetown, and the Ithaca/Tompkins
County Convention & Visitors Bureau became operational. Collegetown development increased
significantly during the 1980s, shifting more retail activity and rental student housing nearer to the
Cornell campus, and creating more density in this area of East Hill. This period saw significant
growth at both Cornell and Ithaca College, including new academic buildings and new campus
residential halls. The next decade saw the construction of the state-of-the-art Ithaca College
Science Building, the relocation of the Ithaca Post Office from downtown Ithaca to the Village of
Lansing, and a new $11 million Tompkins County Airport terminal.
City population as a percentage of the county has continued to decrease since the 1960s. In 1990
the city’s population stood at 29,541 people, approximately 31 percent of the county population. In
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2000, the city’s population represented only 30 percent of the county total. With a city population
of 30,014, this percentage decreased to approximately 29.5 percent in 2010.
Development outside of the central core has included affordable housing and EcoVillage on West
Hill, retail development and additional housing to the east, and light industrial redevelopment on
South Hill. Closed in 2011 and sitting vacant for many years, the Morse Chain Works / Emerson
Power Transmission property on South Hill is being redeveloped into a mixed-use development
that includes space for retail, residential, and manufacturing uses. As the demand for housing in
Ithaca has increased, housing development within the city has been largely compact and dense. It
has also expanded into all areas surrounding the city. The increased focus on new development
within the city has initiated conversations about land use, zoning, and other approaches to
regulating the built environment. Among these is the replacement of the city’s Euclidean zoning
with a form-based code, which would focus on the physical characteristics of the built environment
rather than use. Also being considered is a Euclidean zoning and form-based code hybrid that
would address the use as well as the physical form and context of the built environment. The land
area of the city is currently almost fully developed; however, a substantial amount of underutilized
land remains, especially in the form of surface-level parking lots.
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1.2 - A VISION FOR OUR FUTURE
The City of Ithaca is proud to be known as a place of great natural beauty, rich heritage, diverse and
vibrant community life, small-city character, and steadfast pursuit of social equity, physical
accessibility, livability, and environmental sustainability. By preserving and building upon these
strengths, we strive to be a model community in which to live and work, and an exceptional
destination for visitors.
This vision outlines our community’s goals for the future and will help guide the City as it
implements the Comprehensive Plan. Three key themes convey this vision: Preserve & Enhance;
Create & Promote; and Engage & Embrace.
Preserve & Enhance
• Our Neighborhoods – Ithacans place a high value on the sense of belonging, support and
connection that are inherent in our neighborhood identities. The character and livability of
our existing neighborhoods must be protected.
• Our Strong Community Bonds – Community cohesiveness relies on meaningful bonds among
residents, neighborhoods, and community institutions. A strong sense of community is one
of our greatest assets, and we must continue to cultivate these connections.
• Our Historic & Cultural Resources – Ithaca is fortunate to have a rich heritage of historic
buildings, an active arts community, and a diverse and significant cultural history.
Stewardship must remain a priority in order to preserve our valuable cultural and historic
resources.
• Our Natural Resources – The striking beauty of our natural areas and open spaces is a source
of delight for residents and visitors alike. We depend upon our water and land resources
and use them actively. These must be protected and preserved for the enjoyment,
recreation, and use of current and future generations.
• Our Educational Resources – Educational resources for children and adults are of a high
quality and draw many new residents to the City. Higher education is a key economic
engine as well as a source of Ithaca’s vitality.
Create & Promote
• A Strong Economy That Provides Opportunities and Economic Security for All Residents – To
create a healthier, more prosperous community, it is essential to strengthen and further
diversify our economic base while supporting local businesses and current employers. We
will work to enhance our dynamic downtown and commercial centers. We will seek to
create job readiness and employment opportunities for all our residents to secure a
rewarding future for both the individual and the community as a whole.
• A Range of Mobility & Transportation Options – With an emphasis on environmental
sustainability, we aim to enhance connectivity and mobility by all modes of travel for people
of all abilities. We commit to improving universal accessibility and livability for residents
and visitors.
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• A Sustainable Built Environment – Following best practices, we will promote forward-
looking mixed-use, commercial, and residential growth. We will continue to expand housing
opportunities for all income levels and life stages. We are committed to investing wisely in
the maintenance and improvement of our infrastructure to foster the community growth
and development for which we strive.
Engage & Embrace
• The Diversity of Our Community & Our Cultural Heritage – The City celebrates the strengths
of the community that make Ithaca a truly special place for all of those who call it home. It
is the people who make Ithaca such an extraordinary city, and we celebrate the diversity of
our population and our cultural heritage. We will continue to pursue equality, inclusion,
and fairness in our political, economic, and social systems.
• Our Innovative Spirit & Creative Thinking – Ithaca has long been a place for creative thinking
and groundbreaking ideas. Realizing that every member contributes to the community, we
will continue to nurture this innovative spirit and draw upon the knowledge, creativity, and
energy available to us.
• An Inclusive, On-Going Public Dialogue – We want an ongoing, public dialogue that reflects
the diversity of our community and engages our residents to be co-creators of their future.
• Collaborative Efforts with Institutional Partners & Surrounding Municipalities – We commit
to working collaboratively as a community, with our institutional partners, and with
surrounding municipalities to achieve our vision.
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2. PUBLIC PARTICIPATION & COMMUNICATION
The City strives to engage all community members in governing and decision-making processes
that are important to them. Effective communication, built on relationships of trust, is central to
achieving this goal. As in many municipalities throughout the country, there are various groups of
people within our community who, for a broad array of reasons, do not participate in local
governance. Decisions that affect them are then made without their input or consideration of their
needs and interests.
We must pursue more opportunities for dialogue and encourage all members of the community to
become involved in issues that concern them. While the City has expanded its public outreach in
recent years, it continuously aims to improve upon its efforts by balancing public input with timely
decision making. The City believes that successful governance depends on high-quality two-way
communication between all parts of the City government and the public. By providing a variety of
opportunities and platforms for the community to participate in the governing process, the City
aspires to make all members of the community confident that their voices will be taken seriously
and given respect in decision-making processes that are important to them.
In order to have effective and active involvement in these processes, community members must
have transparent and easy access to relevant information. The City is responsible for sharing
information with the community about potential policy decisions, available services, and
opportunities to become involved in City governance. New technology has created more ways to
connect with the public, and the City will continue to pursue a variety of traditional and electronic
methods that are responsive to the needs of our diverse community. In particular, the City is
committed to finding the most effective ways to communicate with hard-to-reach populations who
often do not participate in local governance.
PUBLIC PARTICIPATION & COMMUNICATION GOALS
1. All members of the community will know of and have opportunities to participate in
governing and decision-making processes of interest to them.
2. The City’s active outreach to the community will support high-quality public participation.
3. All members of the community will feel confident that their voices will be taken seriously
and given respect in City decision-making processes that are important to them.
4. All members of the community will know how to access information about decisions being
made and what information is informing those decisions, and all this information will be
easily accessible to the public
PUBLIC PARTICIPATION & COMMUNICATION RECOMMENDATIONS
A. Explore alternative mechanisms for public participation that would engage more members
of the community.
B. Continually assess throughout City government who is engaged in City processes and who is
not. Develop strategies to understand the interests of, and involve and/or gather the input
from those stakeholders who do not participate.
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C. Provide information and materials in languages, formats, and media that reflect the
demographic diversity of the community.
D. Seek diverse representation on City boards and advisory committees.
E. Continue to improve accommodations that allow people with disabilities to access
information and fully participate in City processes.
F. Invest in communications infrastructure, such as online engagement tools or public
computer access within City facilities, to provide enhanced access to information.
G. Identify alternative ways of communicating with the public, particularly with those
members of the community who typically lack access to information and do not participate
in City processes.
H. Work with community organizations, neighborhood associations, and educational
institutions to communicate with as many residents as possible and to educate the public on
how to access information provided by the City.
I. Provide voter registration forms at City Hall and post polling locations on the City website.
J. Continue to make more information available on the City website.
K. Provide links on the City website to services and other information provided by community
partners, such as information about transportation options and social services.
L. Continue to utilize traditional methods of public outreach, including local newspaper, radio,
fliers, and mailings.
M. Work with the public to identify the most effective ways of involving and communicating
with the community and dedicate resources to these methods.
N. Standardize organizational procedures for how information is disseminated to the public.
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3. LAND USE
Ithaca’s stable economy, lively downtown, and engaged population support a rich and diverse
small-city lifestyle. The city and region possess a wealth of natural resources, including an
abundance of water from Cayuga Lake and the three creeks
that run through city neighborhoods. Ithaca is consistently
and widely recognized as an exceptionally attractive
community for its overall character, livability, and
economic opportunities, making it a terrific place for
current and future residents to call home.
Ithaca is well-positioned to become a resilient city that will
thrive in the face of the perhaps unprecedented change that
will come with shifting global economic and environmental
conditions. A large portion of the city lies within the 100-
year and 500-year flood plains. Recent hydraulic analysis
shows that these flood-prone areas include most of the
city’s commercial and industrial properties as well as over
600 residential units.3 Changing weather patterns, recent
flood events, and new insurance requirements pose
challenges for both new development and established
properties. To realize our bright future, we must balance
the preservation of quality-of-life and community character
with the need to adapt to these changing conditions and
provide opportunities for future growth. Residents and
policy makers must actively collaborate today to ensure we
maintain and improve our existing neighborhoods, historic character, and sense of place for
tomorrow. At the same time, we must strive to create greater equity by welcoming newcomers into
our community and providing opportunities for new and more diverse housing. As a community
that already prizes its strong sense of place, we must protect the beauty and value of our human-
made and natural environments.
3.1 – IMPORTANCE OF COMPACT MIXED-USE DEVELOPMENT
Over the next twenty years, our community will respond to trends associated with an aging
population, climate change, transitions in energy supply, and transformations within higher
education and other sectors that form our economic base. Ithaca’s resilience will be enhanced by
fostering increasingly compact and well-designed mixed-use development in suitable locations.
This kind of development will help lighten tax burdens, connect jobs and services to public transit
and housing, more efficiently incorporate GREEN INFRASTRUCTURE, and reduce the pressure of sprawl
on the greens pace and agricultural lands surrounding the city.
3 Hydraulic Analysis and Impacts of Long-term Shoaling for Flood Risk Management Project, Cayuga Inlet,
Ithaca NY, May 2011
Ithaca is frequently highlighted as
an outstanding community for
residents and visitors. Among the
many accolades:
• 2013: Among America’s 10 Great
Places to Live by Kiplinger’s
Finance; Smartest City in
America by Lumosity; Most
Secure Place to Live in the United
States (population under
150,000) by Farmers Insurance
• 2012: #27th Best Small City for
Successful Aging by USA Today
• 2011: Top 10 Cities for Carless
Retirement by U.S. News and
World Report; Top 10 Affordable
Cities to Retire To by AARP; Most
Secure Place to Live by Small
Towns
• 2011, 2010, 2009, 2007: Top
100 Places to Live by Relocate
America
EV
CL
M&T
NH&CR
S
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Evidence demonstrates that people drive significantly less when they live in walkable, compact,
mixed-use urban areas. This reduces overall traffic congestion and enhances accessibility, while
promoting neighborhood livability for all. Not only is this type of development both desirable and
economical, it is also one of the most efficient strategies for addressing both the causes and
consequences of climate change. This development strategy also responds to the increased demand
for attached and small-lot housing that is well-connected to jobs and services. This trend is being
driven by the increasing percentage of households made up of older Americans and people without
children, as well as decreased driving and car ownership, particularly among people under age 30.
Our existing development patterns, demographics, and travel habits strongly suggest that our
residents already support a denser, mixed-use, and more connected cityscape. The 2010 U.S.
Census shows that an unusually large proportion of people walk to work or school in Ithaca, with an
estimated 42 percent of Ithacans commuting to work by foot or bike, and 12 percent taking public
transit. Furthermore, our largest employers are located within, or directly contiguous to, the City
and our many stable neighborhood areas are served by the local public transit system. Ithaca’s
network of diverse, highly walkable neighborhoods is characterized by a brisk, competitive housing
market and a low rental vacancy rate, indicating a strong unmet demand for more urban living
opportunities. Connected, compact mixed-use developments that offer financial, environmental,
and quality of life benefits can accommodate this unmet demand and prepare us for future growth.
We have an immense opportunity to maximize our role as a regional hub by attracting a larger
population and counteracting the decades-long trend of low population growth within City limits.
Since 1950, Tompkins County’s population has nearly doubled, from 59,122 to 101,544, while
Ithaca’s population has grown by less than 1,000, from 29,257 to 30,014, falling from 50 percent to
30 percent of the county’s population. The city’s stable economy, wealth of natural resources, and
recent development trends suggest that our population could continue to grow significantly. If we
can simultaneously retain our existing residents and attract newcomers, we have the opportunity
to strengthen our role as the economic, social, and cultural center of Tompkins County and the
region.
Historically, county population growth has largely been the result of jobs located within, or
contiguous to, City boundaries. Only a small percentage of those workers have chosen to live within
the city itself, resulting in sprawling residential development patterns outside of the city that
directly affect every city resident. In addition to the transportation, health, and environmental
problems associated with sprawl, we face an impact on our quality of life due to commuting
patterns and the loss of political influence. Further, a constrained tax base (due to an unusually
large percentage of tax-exempt property) must support the infrastructure needed for a regional
employment center. Attracting a larger population requires us to create more choices – about
where to live and how to get around - for people of all economic and social backgrounds. Working
to counteract sprawl will also help to preserve the beauty and environmental integrity of all of
Tompkins County.
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To achieve these goals, we must make rational decisions about where and how to grow. Because
most of the land in the city is already developed, accommodating growth will largely be a matter of
reimagining and redeveloping appropriate areas. At the same
time, we must also preserve our quality of life, community
character, and cherished small-city lifestyle.
The Future Land Use Map shows a geographic representation
of how we can advance these goals. There are opportunities for
growth in all areas of the city. In some areas, any growth must
enhance existing character and in others, new development
will transform the area in a way that is consistent with both
our future goals for the city and our community values.
To maintain the vitality of the city, we must provide
opportunities for new housing and businesses to support the increased population we want to
attract. Higher-density areas on the map encourage growth in the form of well-designed, compact
mixed-use development. Urban Mixed-Use, Waterfront Mixed-Use, and Enterprise areas are
intended to serve this role, with the majority of new development located there. These areas are
located on, or adjacent to, major transportation corridors within the city, making it easy for
residents to get to jobs and services, and for visitors to access local businesses.
In contrast, the map’s remaining land use categories are assigned to areas where the intent is to
preserve and enhance the existing character. The established Low- and Medium-Density
Residential areas are neighborhoods with a variety of single-family, two-family, and multi-family
homes. There are fewer opportunities for new development in these areas, although some INFILL
opportunities certainly exist. New development would be welcomed in these locations, provided it
is of high-quality design and compatible with the existing built environment and uses of the
neighborhood. Designated historic districts, which are essential to the preservation of our
architectural and cultural history, overlay various land use categories. Additionally,
Environmentally-Sensitive areas identify environmentally-important locations, where special
consideration must be given to preserve their unique natural features.
LAND USE GOALS
1. The city’s role as the economic, social, and cultural center of Tompkins County will be
strengthened by attracting and retaining a larger proportion of the County population,
reversing a half-century trend of population loss to the County.
2. Additional housing will provide opportunities for people of all incomes, ages, and abilities to
live in the city.
3. Neighborhood character will be preserved and enhanced.
4. As the city continues to develop, green spaces will be enhanced and located to best serve
residents and visitors.
5. Green space surrounding the city will be preserved to minimize sprawl.
Much of the land within the City of
Ithaca is already developed, but
there are many opportunities to
redevelop underutilized properties.
• There are 194 developable
vacant parcels within the city.
This represents 3.6% of all
parcels within the city.
• Surface parking lots occupy
more than 330 acres or nearly
9% of all land within the city.
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6. Transportation and housing options will reduce commuter traffic.
7. Housing will be located so that jobs and services are easily accessible.
8. An increased the tax base will reduce the tax burden for residents.
9. Permitted land uses will promote business expansion and job growth within the city.
10. The community will be economically vibrant and offer a high quality of life.
11. New development will be consistent with the City’s land use goals and map and will be of
high-quality design.
12. Land use planning decisions and investments will be coordinated with the goals of the
Mobility & Transportation chapter.
LAND USE RECOMMENDATIONS
A. Make land use decisions in accordance with the Future Land Use Map and the conditions
identified in the “Planned Characteristics” subsections for individual Future Land Use
categories. Specific recommendations will be further refined in Phase II.
B. Explore flexible zoning options to achieve the identified land use goals and implement the
Future Land Use Map.
C. Maintain a balance of allowed non-residential uses in residential areas to preserve and
enhance neighborhood character.
D. Require outreach to neighborhoods early in the development process.
E. Revise the environmental review process to better address contemporary practices and
information needs.
F. Work with neighboring municipalities to explore mechanisms to preserve green space
surrounding the city and prevent sprawl, such as a TRANSFER OF DEVELOPMENT RIGHTS
PROGRAM.
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3.2 - FUTURE LAND USE MAP
22
3.3– FUTURE LAND USE CATEGORIES
RESIDENTIAL
This is an area that consists primarily of housing. The types of housing may vary between and
within residential areas and include single-family, two-family, and multi-family dwellings.
LOW-DENSITY
Purpose: Low-density residential areas acknowledge existing residential development within the
city that averages fewer than 10 dwelling units per acre. In general, no significant changes to the
character of low-density residential areas are proposed. Infill development in these areas must be
sensitive to the character and setting of the existing neighborhood.
Location: Low-density residential development is found in portions of West Hill, Belle Sherman,
University Hill, and Cornell Heights
Density: Fewer than 10 dwelling units per acre.
MEDIUM-DENSITY
Purpose: Medium-density residential areas acknowledge existing residential development within
the city that averages between 10 and 20 dwelling units per acre. Primarily made up of single-lot
one- and two-family homes, these areas also contain a diverse mix of apartment buildings and
complexes. Many of these areas are within walking distance to Urban Mixed-Use areas. No
significant changes to the character of medium-density residential areas are proposed; however, it
is desirable to continue to provide a variety of housing types in these areas and there are
opportunities for infill development on vacant or underutilized sites. Such development should be
sensitive to the character and setting of the existing neighborhood.
Location: Medium-density residential areas are found throughout the city. It comprises most of the
Flats – the Northside, Southside and Fall Creek neighborhoods, as well as portions of East, West and
South Hills, Bryant Park, and Cornell Heights.
Density: 10-20 dwelling units per acre.
HIGHER-DENSITY
Higher-density residential uses are accommodated within the Waterfront Mixed-Use, Urban Mixed-
Use, and Enterprise areas.
NEIGHBORHOOD COMMERCIAL
Neighborhood-scale commercial uses, including small pedestrian-oriented retail, restaurants,
personal services, and professional offices, are appropriate in many residential areas. While
predominately located in the Fall Creek and Northside neighborhoods at present, additional areas
will be considered for neighborhood-scale commercial uses as part of Phase II.
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WATERFRONT MIXED-USE
Purpose: An area for a mix of residential, commercial, and water-related uses where maintaining
public access to, and views of, the waterfront is encouraged.
Location: Waterfront Mixed-Use is located on non-park land between the Flood Control Channel
and Route 13 and includes Inlet Island.
Existing Characteristics: This area has a broad range of existing uses including the City
Wastewater Treatment Plant, a City Department of Public Works facility, Tompkins Consolidated
Area Transit (TCAT) offices and bus garage, a petroleum fuel facility, the largest covered marina on
Cayuga Lake, the Cornell University and Ithaca College boathouses, a fitness center, and the
Farmers’ Market. Parts of this area offer expansive views across the Flood Control Channel to Cass
Park and Treman Marina.
Planning Issues & Challenges:
• Flood-prone.
• Existing environmental contamination.
• Poor soils.
• Railroad crossings.
• Major transportation corridors and the railroad are barriers between the waterfront and
adjacent neighborhoods.
• Lack of sufficient pedestrian & bike connections to Inlet Island.
• Adjacency of diverse uses.
• Need to maintain visual access to the waterfront.
Opportunities: Several sites are underutilized or vacant. Most existing buildings in the area are
well-below current development thresholds.
Planned Characteristics: The area will consist of mixed-use development including commercial
and housing, with an emphasis on uses that create an active waterfront environment. There will be
a focus on the preservation and enhancement of water-related uses. New development should
protect viewsheds and allow public access to the waterfront. Pedestrian and bicycle connections
should be improved, particularly to adjacent mixed-use areas. Developable space in the waterfront
area is at a premium, and reducing the impacts of parking in new development should be carefully
considered.
URBAN MIXED-USE
Purpose: This district is for dense, multi-story development that allows a combination of
commercial uses, offices, and housing and is designed to create access and connections to services,
employment, adjacent neighborhoods, and MULTI-MODAL TRANSPORTATION corridors. Residents and
workers in urban mixed-use areas should be in immediate proximity to services, retail and public
transportation. Urban Mixed-Use is assigned to a wide range of subareas (described below) in
24
which increased development or redevelopment is encouraged. Some have a unique underlying
character that should be preserved or enhanced, while others need major redevelopment to create
an identity and sense of place.
Higher-density housing (20+ dwelling units per acre) is encouraged.
Urban Mixed-Use is assigned to the following locations:
(1) DOWNTOWN/URBAN CORE
This is an existing Urban Mixed-Use area.
Existing Characteristics: The Downtown/Urban Core has a strong sense of place. It is a dense,
walkable area that includes the Ithaca Commons (a large public pedestrian mall), small-scale retail,
restaurants, high-density housing, offices, and government services. The area includes NATIONAL
and LOCAL HISTORIC DISTRICTS and many historic buildings that contribute to its identity.
Planning Issues & Challenges:
• Construction coordination.
• Preservation of and compatibility with existing HISTORIC RESOURCES.
• Capacity and condition of parking garages.
• Utility capacity.
• Constrained development sites.
Opportunities: Some underutilized sites present opportunities for significant redevelopment due to
higher development potential than in other areas of the city. New residential and hotel
development, as well as the refurbishing of the Commons, is expected to enliven the downtown.
Planned Characteristics: The Downtown/Urban Core will remain the heart of the city, a destination
for all residents and visitors, a prime location for car-free living, and an employment center. New
development will provide increased density with more residential options while preserving the
historic character of downtown. Ground-level commercial activity will enliven the streetscape. The
area will be a transportation hub that is served by multiple transit routes and that provides ample
pedestrian and bicycle facilities.
(2) WEST STATE/ MLK STREET
This is an existing and evolving Urban Mixed-Use area.
Existing Characteristics: West State/MLK Street connects downtown to the Waterfront, West End
and West Hill, and is adjacent to two major transportation corridors that are car-dominant. The City
has made a significant investment in the streetscape, which combined with the area’s adjacency to
residential neighborhoods, has created a lively, emerging commercial district. As this has occurred,
some areas have achieved a distinct character that should be protected and enhanced.
25
Planning Issues & Challenges:
• Interface between West State/MLK Street and the West End.
• Lack of consistent character.
• Adjacent one-way streets make the area less welcoming to pedestrians and bicycles.
• Sensitivity of new development to adjacent neighborhoods and the Henry St. John Historic
District.
• Preservation of, and compatibility with, existing historic resources.
Opportunities: Many vacant or underutilized sites and surface parking lots provide a high potential
for redevelopment. Additional housing is particularly desirable in this location.
Planned Characteristics: New development should support and enhance the distinct character that
has begun to emerge along West State/MLK Street. The street will become a major pedestrian and
bicycle corridor, connecting the West End and Waterfront to the Downtown/Urban Core. Increased
housing will bring more residents into the area, supporting small-scale ground-floor commercial
along the street.
(3) WEST END
This area is in transition to Urban Mixed-Use.
Existing Characteristics: The West End is a gateway to the city from the north and west, and
connects the West State/MLK Street corridor to the Waterfront District. The area is dominated by
four one-way transportation corridors that are designed almost exclusively to accommodate high
volumes of motor vehicles, resulting in a negative pedestrian and bicycle experience. The area is
rapidly changing as the last vestiges of single family residential use are being replaced by denser
residential and commercial development. There are now a wide variety of commercial uses in
primarily one-story buildings, including some high-volume local businesses.
Planning Issues & Challenges:
• Lack of consistent character.
• Need to protect neighborhood edges.
• Insufficient pedestrian, bicycle, and transit facilities.
• Separated from adjacent neighborhoods by state routes.
• Auto congestion.
• Intersection of all major one-way corridors.
• One-way streets feel less welcoming to pedestrians and bicyclists.
• High level of development pressure due to availability of parcels and ability to assemble
development sites.
• Streetscape investment needed.
• Limited transit options.
• Lack of green space.
• Railroad crossings.
• Intercity bus terminal.
26
Opportunities: There are many vacant and underutilized parcels and surface parking lots that
provide a high potential for redevelopment.
Planned Characteristics: The area should provide a better pedestrian-scale street-level experience
with slower traffic, safer pedestrian and bike crossings of major transit corridors, and improved
connections to the adjacent waterfront area and existing trail network. New development should
feature multi-story mixed-use buildings that define a street edge and provide pockets of green
space.
(4) COLLEGETOWN
This is an existing Urban Mixed-Use area.
Existing Characteristics: Collegetown is characterized by many multi-story mixed-use buildings, as
well as smaller residential buildings. The area is notable for its high concentration of student
residents and a lack of owner-occupied housing. Central Collegetown has the densest development
within the city and is one of the primary gateways to Cornell University. The area has the highest
volume of pedestrian traffic in the city; however, the sidewalks in the area are insufficient to handle
this volume. Development pressure over the past 20 years has changed the character of the area.
Although there is a lack of green space throughout Collegetown, it is adjacent to Cascadilla Gorge
and the associated trail network.
Planning Issues & Challenges:
• Insufficient pedestrian, bicycle, and transit facilities.
• Inadequate transition between Collegetown and surrounding neighborhoods.
• Expansion of student housing into established residential neighborhoods.
• Streetscape investment needed.
• Lack of green space.
• On-going parking management.
• Lack of amenities needed to support car-free living.
Opportunities: While there are limited vacant sites in Collegetown, there are many opportunities
for redevelopment, including surface-level parking lots and many underutilized properties.
Planned Characteristics: Central Collegetown will feature dense, mixed-use development that
gradually transitions in scale and form into the surrounding neighborhoods. An active streetscape
will enliven the pedestrian experience, and enhanced pedestrian, bicycle, and transit facilities will
accommodate the high-volume of traffic in the area. New development should feature multi-story
mixed-use buildings and pockets of green space.
(5) SOUTHWEST
This is a planned Urban Mixed-Use area.
Existing Characteristics: The Southwest is a gateway to the city from the south. It is characterized
by large scale, single-story commercial development, national retail chains, and an increasing hotel
27
presence. Route 13, a high volume multi-lane road, bisects the area, making this area feel separate
from the rest of the city. The area is particularly car dominant, with extensive surface parking lots
and inadequate pedestrian and bike facilities.
Planning Issues & Challenges:
• Flood-prone.
• Poor drainage.
• Insufficient pedestrian, bicycle, and transit facilities; insufficient internal connections.
• Protection of Southside and Spencer Road neighborhoods from commercial development.
• Concerns about single use balanced with the need to accommodate large scale retail.
• Lack of housing.
• Railroad.
Opportunities: This area has much undeveloped or underutilized property, including 60 contiguous
acres of undeveloped City-owned property. The sediment spoils from Cayuga Inlet dredging
operations could improve the development potential of this site by raising its elevation and creating
a berm (offering visual and noise buffering) between the site and the railroad.
Planned Characteristics: This area could be transformed to incorporate housing, improve
connectivity for bikes and pedestrians, strengthen connections to adjacent natural areas and trails,
and present a more attractive urban appearance. This will be the lowest density Urban Mixed Use
area because development must respond to unique environmental conditions and other
constraints, some of which may be improved by ideas in the “Opportunities” section above. This
area is likely suitable for specialized housing, office, medical facilities, and perhaps relocated
Department of Public Works facilities.
ENTERPRISE
Purpose: This district identifies areas that have primarily industrial, office, and research and
development uses and that are targeted for expansion of business and employment opportunities
as well as particular residential uses.
Enterprise is assigned to the following locations:
CHERRY STREET
The City’s industrial park since 1990, this area has a wide variety of businesses. There is
opportunity for increased development due to some vacant or underutilized parcels, including a
six-acre City-owned property. This area will be connected to the Black Diamond Trail.
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EMERSON
Previously a heavy industrial site, Emerson is now under consideration for redevelopment to
include housing, commercial and industrial use. Due to the size of the site and the existing
infrastructure, there is an opportunity for significant new housing and business development.
COMMERCIAL AVENUE
Located in close proximity to a major transportation corridor, this area currently houses large
industrial and commercial uses, including the Tompkins County Solid Waste Facility. There may be
future opportunities for expansion and diversification of uses.
CARPENTER BUSINESS PARK
This relatively large undeveloped area is served by existing infrastructure and is located
immediately adjacent to a multi-use trail and a major transportation corridor. It has great
potential for business development and employment opportunities.
ENVIRONMENTALLY-SENSITITVE
Purpose: This district acknowledges areas with unique natural features and characteristics that
warrant special attention to preserve and protect attributes, such as steep slopes, woodlands, water
courses or wetlands. There is a wide range of conditions present within the Environmentally-
Sensitive areas, including some areas that are part of the existing built environment. New
development may be permitted in some locations but will require a higher level of review. Other
locations are inappropriate for development and new construction will be prohibited to protect the
environment.
EDUCATIONAL
Purpose: This district acknowledges existing educational institutions, including neighborhood
schools, as well as large institutions developed in a campus-like setting. This includes areas with
extensive coverage by buildings, parking lots, and other improvements; physical plant and support
facilities; stadiums and athletic fields; and lawns, quads, and formally landscaped areas.
HISTORIC DISTRICT (OVERLAY)4
Purpose: Historic Districts are distinct geographic areas that contain a high concentration of
architecturally and/or historically significant buildings, structures, or sites that were all developed
during a discrete period in time (the “PERIOD OF SIGNIFICANCE”) and that remain largely physically
intact from that period. Modification of existing structures or construction of new structures within
4 See Appendix C for a map of the City’s historic districts.
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designated historic districts must receive a CERTIFICATE OF APPROPRIATENESS from the Ithaca
Landmarks Preservation Commission before a building permit can be issued.
Current List of Existing Historic Districts:
• Clinton Block
• Cornell Arts Quad
• Cornell Heights
• DeWitt Park
• Downtown West
• East Hill
• Henry St. John
• University Hill
3.4 – FOCUS AREAS
Purpose: These areas located within one of the future land use categories with unique
opportunities for development and redevelopment that require special planning and infrastructure
consideration. They differ from other areas targeted for development in that they present unique
challenges and opportunities.
Four Focus Areas are identified:
*1: SOUTHWEST ITHACA
UNIQUE OPPORTUNITIES:
• 123 acres of surface parking lot.
• Low density (one story buildings).
• Large parcel of publicly owned vacant land.
• Will connect to extensive trail network.
• Dredged spoil site could be designed to accommodate future development.
SPECIAL PLANNING OR INFRASTRUCTURE CONSIDERATIONS:
• Drainage/Stormwater/Flooding issues.
• Route 13 / lack of connection despite proximity.
• No infrastructure on City owned parcel.
• Preservation of low income housing (Nate’s Floral Estates).
*2: UNDEVELOPED WEST HILL LAND
UNIQUE OPPORTUNITIES:
• Large area of undeveloped land suitable for housing and potential neighborhood
commercial area.
SPECIAL PLANNING OR INFRASTRUCTURE CONSIDERATIONS:
• Utility capacity.
• Incomplete road network; lack of sidewalks.
• Sensitivity of development to existing character.
• Large tracts of privately-owned land.
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*3: EMERSON
UNIQUE OPPORTUNITIES:
• Large site with significant redevelopment potential.
• Existing utilities.
• Connects to extensive trail network.
• Unique views over Ithaca.
SPECIAL PLANNING OR INFRASTRUCTURE CONSIDERATIONS:
• Contamination from previous industrial use.
• Inter-municipal coordination.
• Road capacity / transportation challenges.
*4: WATERFRONT
UNIQUE OPPORTUNITIES:
• Relatively underutilized prime real estate adjacent to water.
• Well connected to trail network and waterfront attractions.
SPECIAL PLANNING OR INFRASTRUCTURE CONSIDERATIONS:
• Utility capacity.
• Lack of connectivity to adjacent neighborhoods.
• Railroad.
• Maintaining views and public access to the waterfront.
• Broad range of existing uses.
• Poor soils.
• Flooding.
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4. ECONOMIC VITALITY
This chapter provides a framework for strengthening Ithaca’s position as a regional hub with a
thriving local economy. As the economic, cultural, and social center of the region, we must foster an
environment that stimulates diverse employment and housing opportunities while enhancing our
quality of life. Private investment, CAPITAL IMPROVEMENTS, and public services create a community
where people want to visit, live, work, play, and invest.
Ithaca is a distinctive city with many economic advantages for its size. We have a flourishing local
economy that provides opportunities for many to work, own a business, and invest. Our economy
has remained relatively stable despite economic downturns at the state and national levels. This is
due in large part to the presence of our internationally-renowned higher educational institutions
that serve as major employers while providing numerous educational and cultural opportunities for
the community. Our bustling commercial districts, including one of the country’s most successful
pedestrian malls, walkable neighborhoods, and wealth of natural, cultural, and HISTORIC RESOURCES
make Ithaca a destination for visitors and enhance the quality of life for residents.
The Ithaca area is home to several major employers that provide jobs to residents of the city and
the region. Cornell University, Ithaca College, Tompkins-Cortland Community College, and the
Ithaca City School District play a significant role in employment within the city, with nearly 49
percent of employed adults working in the education sector.5 Other sizeable sectors of the city’s
economy include HOSPITALITY, health care, professional and technical services, and retail. The
majority of recent job growth has been in education and health care, with smaller increases in high-
tech and hospitality jobs. Overall local unemployment is relatively low at 4.1 percent, compared to
6.7 percent for New York State and 6.1 percent nationally.6
Tourism is another key component of the local economy that continues to grow steadily. In 2012,
Tompkins County attracted more than 900,000 visitors, creating $174 million in associated
spending and supporting more than 2,300 jobs. During this time, tourism generated over $22.7
million in local and state sales tax, providing a tax benefit of $589 per household within the county.7
Visitors are drawn to many of the same features that enrich the lives of residents: the area’s natural
beauty, traditional neighborhoods, small-city character, dining and shopping opportunities, cultural
and heritage events, and higher educational institutions. It is essential to preserve and enhance
these qualities and features that make Ithaca a destination for so many. As the sector continues to
grow, tourism should benefit local residents, businesses, and institutions while allowing visitors the
opportunity to enjoy the unique characteristics of our community.
The city’s lively commercial districts serve as destinations for residents and visitors while
providing many employment opportunities. Each of the four commercial districts
5 Source: U.S. Census Bureau, 2008-2012 American Community Survey
6 Source: NYS Department of Labor (May 2014); U.S. Department of Labor, Bureau of Labor Statistics (May 2014)
7 Source: The 2009 Tompkins County Visitor Profile Study; “The Economic Impact of Tourism in New York – 2012
Calendar Year” by Tourism Economics
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(Downtown/Urban Core, the Waterfront, Collegetown, and the Southwest) has its own unique
character. Each should be encouraged to complement, rather than compete with, the others. In
addition, there are Enterprise areas throughout the city, most of which are current employment
centers, and all of which are ideal locations for the expansion of business and employment
opportunities.
The City provides services that support all sectors of the local economy, including fire and police
protection, snow removal, and street repairs. The City offers youth programs; maintains parks,
trails, and natural areas; and assists local businesses. The City also partners with non-
governmental organizations to provide services (such as public transportation through TCAT) to
benefit the community and assist local businesses. Additionally, public investments, such as
streetscape improvements and the rebuilding of the Ithaca Commons, better the community for
residents and visitors alike while stimulating investment in private properties and businesses. All
of these enhance our quality of life and help to create a community that is attractive to visitors,
residents and businesses.
There are many challenges we must face in order to sustain a prosperous economy that provides
opportunities for all residents. Our economy is heavily dependent upon education, and any changes
within that sector can have a tremendous impact on the community. We must continue to support
the educational sector while also seeking ways to diversify our economy. By attracting a wide
variety of businesses and employers, we will be in a better position to withstand economic
fluctuations and prosper during times of economic uncertainty.
Despite projected job growth, employment issues and poverty affect many within the community.
While overall unemployment is comparatively low, it remains a problem, particularly for people of
color and women.8 A larger problem within the community is UNDEREMPLOYMENT, with many
accepting part-time work when a full-time position would be preferred or low-wage positions
offering little opportunity for advancement. As a result, many residents, especially young people,
leave the area for employment. As we diversify our economy and seek new businesses, we must
focus on creating more well-paying job opportunities for all of our residents as well as providing
job training to build a skilled labor force that meets the needs of employers.
Unemployment and underemployment contribute significantly to the city’s high poverty rate.
Approximately 14 percent of all families in Ithaca live in poverty, a rate that is markedly higher than
those of Tompkins County, New York State, and the U.S. 9 The poverty rate is even higher for
families of color and families with a female head of household. With limited employment
opportunities and notably high housing costs, it is very difficult for these families to get out of
poverty and afford living in the city.
8 Source: U.S. Census Bureau, 2008-2012 American Community Survey.
9 Ibid. The U.S. Census Bureau defines a family as two or more individuals related by birth, marriage, or adoption. This
figure may include students as part of a family living within the city but excludes the majority of the student population.
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A severely limited tax base adds to the affordability concerns faced by many city residents. Nearly
40 percent of the land area within the city is tax-exempt, comprising nearly 60 percent of the total
assessed value of properties in the city.10 The remaining property owners must carry the tax
burden for the entire city, resulting in higher taxes for both residents and businesses. The
combination of notably higher housing costs and higher taxes makes the city an unaffordable place
to live for many.
Maintaining the level of services the community desires with an increasingly limited budget is an
ongoing struggle for the City. The cost of City government has increased rapidly in recent years,
due largely to unfunded mandates and pension and health care costs. Property and sales tax
revenues have not increased at the same rate, forcing the City to make difficult decisions about both
property tax rates and the services it provides. To strengthen the City’s financial position and
improve its overall fiscal health, the City must strategically increase its tax base and diversify its
sources of revenue.
4.1 – FISCAL HEALTH
The City of Ithaca provides highly-valued services for more than 30,000 residents, as well as
businesses, educational institutions, not-for-profit organizations, and visitors. For its size, the City
offers a wide variety of unique services, including a comprehensive sidewalk program, urban
forestry, flood control on area waterways, enhancement of streams and gorges, youth
programming, and economic development.
The City of Ithaca is one of the area’s largest employers, with nearly 440 full-time employees. The
City’s total annual budget is just under $67 million, which funds the operation of twelve
departments. The majority of these revenues come from property taxes, sales taxes, and other local
sources (including fees, contracts with other municipalities, and payments in lieu of taxes). The
City’s largest expenditures are related to public works and public safety.
10 Source: City of Ithaca GIS Program; Tompkins County Department of Assessment; New York State Office of Real
Property Tax Services
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Figure 4.1: City Expenditures by Category11 Figure 4.2: City Revenues by Source12
The City strives to sustain and improve its services and infrastructure at a cost that allows people of
all socio-economic groups to live and work within the city. In a climate in which State and Federal
aid are declining, the City of Ithaca continues to face an uncertain financial future. The cost of
providing municipal services continues to rise, and the challenge is to find the appropriate balance
between maintaining the vital services residents and employers demand and taxpayers’ ability to
pay for them. The City must optimize all sources of income, promote economic growth that
expands the tax base, and invest strategically in services and infrastructure that enhance our
quality of life and promote economic vitality.
By providing more housing and attracting a larger population, we will expand the tax base while
offering more people the opportunity to live within the city. Additional compact, mixed-use
development in appropriate areas will have the greatest impact. This type of development
generates higher property tax revenues per acre than single-use commercial or residential
developments. It allows residents to live near jobs, services, and transit while transforming
underutilized areas into desirable urban neighborhoods. Appropriate compact, mixed-use
development will provide significant new development opportunities while preserving the
character of our established residential neighborhoods.
FISCAL HEALTH GOALS
1. The City will maintain a strong financial position through sound fiscal stewardship.
2. The City will balance available resources with reasonable spending to provide services that
meet the needs of the community.
3. City services will be delivered to the community in the most efficient way possible.
4. The local property tax base will be expanded, in coordination with the goals of the Land Use
chapter.
5. The City will share services with surrounding municipalities where appropriate.
11 Source: City of Ithaca 2015 Budget
12 Ibid
15%
10%
32%
43%
Administration
Community
Programs
Public Safety
Public Works
32%
20%
5%4%
1%
4%
17%
17%
Property Taxes
Sales Tax
State and Federal
Aid
Parking Revenues
Sidewalk
Assessments
Permits, Licenses, &
Fees
Water & Sewer
Revenues
Other Revenues
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6. City services and infrastructure will be financed by diverse and innovative sources.
7. Costs for City services and infrastructure will be equitably shared between the City, local
educational institutions, tax-exempt organizations, and surrounding municipalities.
FISCAL HEALTH RECOMMENDATIONS
A. Establish a consolidated five-year capital plan that prioritizes future spending.
B. Maintain the City’s debt load at a level that supports strong fiscal health.
C. Maintain the City’s FUND BALANCE at a level equivalent to 10 percent to 20 percent of the
operating budget.
D. Develop standards for the use of the City’s fund balance.
E. Continue to move operating expenses from borrowed capital funds to the City’s GENERAL
FUND.
F. Invest strategically in infrastructure and services to increase the city’s economic
competitiveness in order to attract private investment and employment and to facilitate
development that will increase the tax base, in coordination with the goals of the Land Use
chapter.
G. Invest in technology and employee training to streamline operations and improve the
efficiency of service delivery.
H. Encourage the return of tax-exempt properties to the tax roll.
I. Aggressively seek grants and financial assistance to deliver City services and infrastructure.
J. Develop and maintain strong partnerships with major employers and higher educational
institutions that foster economic development and strengthen the fiscal health of the City.
K. Identify opportunities to share services and equipment with surrounding municipalities
and through public-private partnerships.
L. Create a cost structure for shared services with surrounding municipalities where City
taxpayers do not pay twice for services and facilities, such as TCAT, the 9-1-1
communications center, and the public library.
M. Regularly evaluate and adjust fees to better reflect the costs of providing City services.
4.2 – ECONOMIC DEVELOPMENT
Continued economic development is critical to the prosperity of the city and its residents. New
development, the creation of new enterprises, and business expansions grow the tax base while
offering additional employment and housing opportunities for residents. The City plays a key role
in economic development. Business recruitment and retention is a focus of these efforts, and the
City works with new and existing businesses to support their success. This includes fostering
partnerships to enable projects, connecting businesses and developers with available resources,
and endorsing appropriate applications to the Tompkins County Industrial Development Agency
(IDA) for partial PROPERTY TAX ABATEMENTS and SALES TAX EXEMPTIONS. City staff acts as a liaison
between government and business and identifies additional steps the City can take to assist local
businesses.
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The City seeks sustainable economic growth and investments that maintain its character and
enhance the quality of life of all of its residents. We will build upon our strengths as a community
and as a region to create a future that is economically prosperous, environmentally sound, and
socially responsible. To remain the economic and employment center of the region, we aim to
capture new business growth within the city, including high-technology and knowledge-based
businesses and manufacturing. We will foster an environment that attracts and retains businesses
and employers that create well-paying local jobs that enable people to live within the city. The City
will work with employers, private developers, and surrounding municipalities to create a strong
economy that provides opportunities for all residents. It will continue to support existing
businesses and will pursue a diverse range of new industries to expand its economic base.
ECONOMIC DEVELOPMENT GOALS
1. The City will attract and retain firms valued by the community, including low-
environmental-impact manufacturing, GREEN BUSINESSES, locally-owned businesses, and
businesses owned by under-represented groups.
2. The economic environment will retain, nurture, and grow new and existing businesses
within the city.
3. The creation and expansion of local employment, particularly well-paying jobs, will provide
opportunities for all income levels and age groups.
4. A variety of businesses will diversify the economy and reduce economic dependence on a
single sector.
5. Business start-ups and expansions will have adequate access to capital.
6. Tourism will remain a vital component of the city and regional economy.
7. The educational sector will continue to be recognized and supported as a driving force of
the local economy.
8. Structural barriers that prevent people from overcoming poverty will be eliminated.
9. BROWNFIELD sites will be remediated and redeveloped.
ECONOMIC DEVELOPMENT RECOMMENDATIONS
A. Maintain a strong economic development function within City government and dedicate
staff resources to this purpose.
B. Be a partner in regional economic development efforts that leverage our strengths to create
sustainable growth.
C. Become a regional partner in efforts to apply technology resulting from university research
to the development of products and services that compete in a global marketplace.
D. Encourage INFILL and redevelopment of underutilized properties, in coordination with the
goals of the Land Use chapter.
E. Work with business owners, developers, and entrepreneurs to support the creation and
expansion of business opportunities.
F. Support the development and redevelopment of properties in the city, in coordination with
the goals of the Land Use chapter.
G. Ensure that land use regulations provide sufficient appropriate areas zoned to meet the
demand for business and employment-based activities.
37
H. Align land use regulations with the project review and permitting process to support the
goals of the Comprehensive Plan.
I. Work with community partners to promote tourism.
J. Preserve and enhance the characteristics that attract tourists to Ithaca, including its sense
of place and the beauty of its urban, architectural, and natural environments.
K. Encourage mixed-use development that includes a range of housing types and employment
opportunities, in coordination with the goals of the Land Use chapter.
L. Connect businesses, developers, and entrepreneurs with available resources.
M. Seek State and Federal funding to support the economic development goals of the
community.
N. Work with higher educational institutions to address possible changes in the industry in
order to retain the economic benefits to the community of a thriving local higher education
sector.
O. Be a key partner with other organizations that are planning and implementing programs to
reduce poverty.
P. Dedicate staff resources to assist higher educational institutions in the creation, expansion,
and retention of high-tech businesses.
Q. Support the remediation and redevelopment of brownfield sites by working with private
property owners and developers and State and Federal funding sources.
4.3 – WORKFORCE DEVELOPMENT & JOB TRAINING
As we experience economic growth, we must ensure that the economic life of the city reflects the
diversity of our community. Business expansion will bring additional employment opportunities,
and local workers can meet the needs of these businesses. In order for all residents to access these
opportunities, we must focus on the development of a well-trained, local workforce. JOB READINESS
and skill development programs will prepare residents for employment in a wide variety of sectors,
particularly those with an identified workforce demand, such as hospitality, construction, health
care, education, and high-tech industries.13 In addition, we must address other barriers that
impede employment for many residents. By providing readiness programs, particularly for low-
income residents and young adults, and improving access to available opportunities, many
community members in need of employment will be able to successfully enter the workforce and
secure a more prosperous future.
WORKFORCE DEVELOPMENT & JOB TRAINING GOALS
1. A strong and diverse local workforce will have skills and training that align with the needs
of local employers.
2. Job readiness and skill development programs will be available to community members,
particularly to low-income residents and young adults.
13 Source: Tompkins Workforce Investment Board
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3. Barriers to employment, such as lack of child care and insufficient transportation, will be
eliminated.
WORKFORCE DEVELOPMENT & JOB TRAINING RECOMMENDATIONS
A. Work with schools, community organizations, and existing programs to expand job training
and placement, apprenticeship, and supported work opportunities.
B. Continue to work with the Ithaca Urban Renewal Agency to provide job training and
placement for low- and moderate-income people within the community, in support of the
2014-2018 Consolidated Plan.14
C. Work with Ithaca City School District and community organizations to share information on
job training and employment opportunities for youth and recent graduates.
D. Encourage sufficient County, State, and Federal funding support for Tompkins Cortland
Community College, Workforce NY, and other providers to offer robust opportunities for
unemployed and underemployed persons to increase their marketable skills and expand
opportunities for local jobs to be filled by city residents.
E. Be a key partner in creating a supported pathway out of poverty into well-paying jobs.
F. Work with the community to identify barriers to employment and possible ways to remove
these barriers.
G. Encourage mixed-use development that includes a range of housing types and employment
opportunities, in coordination with the goals of the Land Use chapter.
H. Continue to provide youth programs through GIAC and the Ithaca Youth Bureau.
I. Work with local social service agencies and the Ithaca City School District to increase
awareness of available youth programs that would allow parents an opportunity to secure
employment.
J. Work with the Ithaca Urban Renewal Agency and community organizations to develop
programs that reduce barriers to employment.
K. Work with higher educational institutions to provide training programs to develop
advanced job skills.
14 Available for review in the Ithaca Urban Renewal Agency.
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5. COMMUNITY LIVABILITY
This chapter outlines a strategy to ensure Ithaca remains a desirable place to live, work, and visit.
Ithaca is a diverse and dynamic city, and its residents value the small-city character and high quality
of life the community offers. As we plan for the future, we must maintain and enhance our existing
neighborhoods, historic character and sense of place for tomorrow.
Ithaca is a community of neighborhoods, each with its own strong identity. For our city to thrive as
a whole, each of these neighborhoods must have adequate infrastructure, services, and physical
connections to meet the needs of its residents and support their aspirations. We must foster a
strong sense of community and support meaningful bonds between residents, neighborhoods, and
institutions. Our community should be accessible to all residents, regardless of their particular
physical or socio-economic circumstances.
We strive to maintain and enhance the livability of our community for current and future residents.
We must provide a range of housing opportunities that are affordable and accessible to all. As we
accommodate more housing, we must be sensitive to the historic character of our neighborhoods
and protect the qualities valued by our residents. We must also provide the infrastructure and
services to support community needs and create an environment that allows all residents and
visitors to be safe, healthy, and well.
5.1 – HOUSING
Housing remains a concern for both current residents and those who would like to live within the
city. The cost of housing in Ithaca has increased dramatically over the past several years, with the
median home value having risen 91 percent since the year 2000 and with median rent up 79
percent during the same period.15 Extraordinarily low vacancy rates for both rental and
homeowner units suggest that a lack of supply is a primary factor fueling these increases. The large
student population within the city and the additional pressure it places on the rental housing
market also have a direct impact on the availability, quality, and affordability of rental units. For
households with lower incomes, this constricted market leaves very few options for decent housing
that is both affordable and conveniently located. Well over half of all renters in Ithaca pay more
than 30 percent of their income for housing costs, as do over 20 percent of all homeowners.16 To
address this situation, the City recognizes the need to increase the supply of high-quality, safe, and
accessible housing that is affordable to both renters and homebuyers across all income levels, with
particular attention to those with low-, moderate-, or middle incomes. In addition to increasing the
supply, the City must seek innovative ways to reduce housing costs for renters, who make up more
than 70 percent of the population.17
15 Source: U.S. Census Bureau, 2000 Census vs 2008-2012 American Community Survey (ACS)
16 Source: 2010 HUD Comprehensive Housing Affordability Strategy data (CHAS)
17 Source: U.S. Census Bureau, 2008-2012 American Community Survey (ACS)
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A major challenge will be to expand and adapt our existing housing stock to meet the needs of
current and potential residents, while retaining the sense of place and investment in resources that
those existing structures embody. Of the approximately 11,000 housing units in Ithaca, the vast
majority, over 8,000 units, were built before 1950 and were designed to meet the physical, social,
and demographic needs and expectations of a different era.18 Smaller units; denser development
patterns; units that are physically accessible to all; special needs housing for the homeless, those in
recovery, or those in transition; and housing that helps reduce our energy usage and CARBON
FOOTPRINT are all priority needs recognized by the City; however, the City also recognizes the need
to preserve the essential character of our existing neighborhoods. Ithaca is extremely fortunate to
have many blocks of relatively dense wood-frame modest housing of a type that has been largely
destroyed in many American cities. Neighborhoods with historic homes and traditional urban
patterns are attractive amenities that appeal to residents and visitors.
Neighborhood stability is also strengthened by the presence of owner-occupied units and by
positive social connections between neighbors, whether renters or owners. Moreover,
homeownership is one of the primary means of wealth-building for most Americans. Nationwide,
only the District of Columbia has a lower rate of homeownership than New York State, and Ithaca’s
homeownership rate, at a mere 27 percent, is approximately half the New York State average.19 The
City recognizes the need to both stimulate increased rates of homeownership and support
homeowners who wish to remain in their homes.
HOUSING GOALS
1. Ithaca will have an adequate supply of safe, accessible, and affordable housing available to
all residents, regardless of their life circumstances or special needs.
2. The city will be home to a range of housing options, including different levels of
affordability and housing types, in each neighborhood.
3. New residential units will be compatible with the essential character of established
neighborhoods, in coordination with the goals of the Land Use chapter.
4. Homeownership and owner-occupancy of residential units will increase throughout the
city.
5. The existing stock of affordable housing will be preserved and well-maintained.
HOUSING RECOMMENDATIONS
A. Facilitate the development of more housing within the city.
B. As part of Phase II of Plan Ithaca, prepare a housing strategy to identify specific ways to
increase housing supply and decrease housing costs.
C. Develop policies to encourage the inclusion of affordable units within new market-rate
housing developments.
D. Provide the required staffing levels and support services to ensure timely periodic
inspections of existing housing.
18 Source: U.S. Census Bureau, 2008-2012 American Community Survey (ACS)
19 Source: U.S. Census Bureau, “Housing Characteristics, 2010;” 2008-2012 American Community Survey (ACS). This
figure includes the city’s student population.
41
E. Actively pursue compliance with all applicable residential codes and maintenance
standards for existing housing units.
F. Continue to utilize Federal funding and seek out additional sources of financial support for
developing subsidized housing to meet the needs of low- and moderate-income residents
and populations with special needs.
G. Explore ways to incentivize landlords to reduce rental housing costs.
H. Return dilapidated, vacant, and/or underutilized properties to productive use.
I. Fund municipal services in a way that fairly distributes the burden of their cost across all
property owners, including tax-exempt properties, as a means of increasing affordability.
J. Develop policies to proactively support appropriately located and designed affordable
and/or special needs housing that meets an identified market demand.
K. Investigate options for tax assessments of community housing land trust properties in order
to maintain affordability.
L. Review the zoning code and consider revisions to increase flexibility for residential
development, while preserving desirable neighborhood characteristics.
M. Develop standards and guidelines for new development to promote compatible design.
N. Continue to seek alternative ways to fund municipal services.
O. Explore policy options to increase the homeownership rate and help homeowners remain in
their homes.
P. Explore incentives to improve residential property maintenance in city neighborhoods.
5.2 – HISTORIC PRESERVATION
Ithaca’s rich community history is represented in its
built environment. These HISTORIC RESOURCES help to
establish a sense of place, characterize individual
neighborhoods, and provide unity and an identity to the
community as a whole. They offer a unique opportunity
for residents and visitors to explore Ithaca’s culture and
heritage. To protect these resources, the City has
established an historic preservation program to ensure
that designated historic resources are preserved. It
establishes the criteria and processes through which
LOCAL HISTORIC DISTRICTS and LANDMARKS are identified,
designated, and regulated.
Value is also placed on undesignated historic resources
that contribute to neighborhood character and unify the
community. Records of these resources are maintained
by the City and are used to help inform zoning and
development decisions.
Ithaca’s Historic Resources
There are eight local historic
districts within the city, including
the Clinton Block, Cornell Arts
Quad, Cornell Heights, DeWitt
Park,* Downtown West, East Hill,*
Henry St. John, and University Hill
districts.
There are also twenty-four
individually designated local
landmarks within the city, and
four additional properties listed
on the National Register of
Historic Places that are not
designated at the local level.
*The East Hill and DeWitt Park Historic
Districts are also recognized on the NATIONAL
REGISTER OF HISTORIC PLACES.
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The preservation of historic resources also contributes to the economic vitality of the city and is an
important economic development tool. These resources provide a solid foundation for HERITAGE
TOURISM, which annually attracts visitors to the city, promotes outside spending, increases tax
revenues, and creates tourism jobs. Through local PROPERTY TAX ABATEMENTS, as well as other tax
credit programs, the City incentivizes private sector investment in the community’s historic
resources and encourages downtown redevelopment, densification, and sustainable growth. The
preservation program indirectly creates local professional and skill-trade jobs, provides job
training opportunities, and increases local spending on materials and labor.
The City seeks to strategically preserve elements of the built environment that provide residents
with a sense of place and community identity. We will continue to protect known historic
resources and work to identify those that have been overlooked. Innovative development that is
sustainable, environmentally sound, and sensitive to the historic character of the community and
that improves the quality of life of residents and the experiences of visitors will be encouraged.
The City will work with developers, educational institutions, and other community partners to
ensure preservation continues to strengthen the local economy through job creation, local
spending, and tourism.
HISTORIC PRESERVATION GOALS
1. The community will understand the importance of historic preservation and take pride in
the collective history represented by the built environment.
2. All historic resources worthy of preservation will be protected, whether formally
designated or not.
3. Improvements to designated structures will conform to the Historic Preservation
Ordinance.
4. Existing historic buildings will be rehabilitated or ADAPTIVELY REUSED rather than
demolished.
5. New construction within or adjacent to historic districts or individually listed landmarks
will be compatible with the existing built environment.
6. Historic preservation will be recognized as an economic development tool.
HISTORIC PRESERVATION RECOMMENDATIONS
A. Allocate additional staff resources to historic preservation.
B. Continue to provide information on the importance of historic preservation to
neighborhood associations, individual property owners, local institutions, and other
organizations.
C. Continue to designate resources identified as HISTORICALLY or ARCHITECTURALLY SIGNIFICANT.
D. Continue to annually notify owners of historic properties about the designated status of
their property; local, state, and federal incentive programs for preservation activities; and
the Ithaca Landmarks Preservation Commission (ILPC) approval process.
E. Review and update the existing Reconnaissance Level Survey of Historic Resources to
ensure that all resources that possess cultural or historical value are identified.
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F. Digitize historic resource inventory forms and publish information in a format that is easily
accessible to the community.
G. Erect signage within local historic districts and at individually-designated landmarks
explaining their historic context and significance.
H. Collaborate with preservation and education organizations to establish a preservation-
trade certification program.
I. Collaborate with local, county and state governments, and other organizations to promote
and expand heritage tourism opportunities.
J. Designate an Ithaca Landmarks Preservation Commission (ILPC) liaison to the Planning
Board.
K. Formalize a procedure that requires the Planning Board to request comments from the ILPC
on projects that could impact historic resources outside historic districts.
L. Promote appropriate rehabilitation of existing buildings to capture EMBODIED ENERGY and
promote energy efficiency.
M. Collaborate with Tompkins County and/or other municipalities to explore the feasibility of
a local CARBON TAX on demolitions or tax abatement incentives for reuses or
rehabilitations.
N. Seek additional grant funding to conduct intensive-level surveys of historic resources,
renovate City-owned historic resources, and improve and/or expand heritage tourism
infrastructure.
O. Continue to incentivize private sector investment in historic preservation through the local
tax abatement program.
P. Encourage and facilitate the use of state and federal preservation tax incentive programs in
development projects.
Q. Use patterns of traditional design - including detailing, materiality, size, mass, form, rhythm
and scale - which all enhance the sense of place within historic neighborhoods, to inform
future development.
5.3 – PUBLIC SAFETY
Public safety is vital to maintaining our high quality of life and sense of security. Residents should
feel safe in their neighborhoods and throughout the city. Public safety also has important impacts
on the local economy, as businesses are more likely to locate and expand in a secure environment
and residents and visitors are more likely to shop at and spend money in these local businesses.
Ithaca remains one of the safest cities in the country and has even been cited as the most secure city
with a population under 150,000.20 The safety of our community is due in large part to our public
safety personnel. The Ithaca Police and Fire Departments annually respond to more than 25,000
calls for service within the city. In addition to emergency response, they take an active role in
public education and outreach, including car seat inspections, fire prevention training, the Police
20 Farmers Secure Places to Live Survey, 2011
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Explorer Program, and public open houses. These programs increase awareness of public safety
issues while building relationships with residents.
We strive to make Ithaca a safe and secure environment for all members of our community. The
City will continue to provide high-quality police and fire protection, code enforcement, and
emergency management services. It will work cooperatively with other municipalities and
community partners to help manage public safety needs as they arise, prevent problems before
they begin, and develop strategies to address ongoing concerns. The City will collaborate with
other municipalities on emergency preparedness, including responses to extreme weather events
and adequate emergency shelters. Work must be done to address feelings of mistrust between the
police department and some groups and neighborhoods within the community. To be successful,
the City must nurture strong, trusting relationships between its residents and its public safety
personnel. Community members, police, fire, and code enforcement personnel must be comfortable
communicating and working together on a daily basis in order to come together effectively during
emergencies and other times of need. Public safety is the responsibility of every member of this
community, and we must work together to build a safer environment for all to live, work, and visit.
PUBLIC SAFETY GOALS
1. The city will be a safe and secure environment for all members of the community.
2. The City will provide a timely and appropriate response to emergencies.
3. All segments of the community will have strong relationships with first responders that
encourage collaboration, communication, trust, and understanding.
4. The community will be well-educated on personal safety and emergency preparedness.
5. Members of the public will have a way to communicate with neighbors or first responders
in an emergency situation.
PUBLIC SAFETY RECOMMENDATIONS
A. Work collaboratively across City departments and with community partners, including the
Cornell Police and Ithaca College Public Safety, to improve public safety and prevent crime.
B. Identify ways for residents and the police to work collaboratively on community safety,
such as neighborhood watch programs.
C. Improve property maintenance of deteriorated structures to deter crime, aid in emergency
response, and enhance neighborhood character.
D. Provide community members with opportunities to openly discuss their concerns.
E. Explore ways to create an independent and more effective Community Police Board.
F. Create a Community Action Team to focus on community policing and outreach.
G. Dedicate resources to ongoing educational and community-building programs.
H. Continue efforts to educate residents on City ordinances, such as the exterior property
maintenance and noise ordinances, to build stronger neighborhoods and relationships
between permanent and student residents.
I. Support and enhance alternatives to incarceration for non-violent offenders, in
collaboration with neighboring municipalities.
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J. Implement a Downtown Outreach Coordinator program to provide needed social services
on the streets in the city’s core.
K. Offer volunteer opportunities for community members.
L. Provide public safety personnel with all tools - including personnel, equipment, and training
- necessary to meet city and regional public safety needs.
M. Ensure all City staff have the resources they need to aid the community in times of crisis.
N. Work cooperatively with other municipalities and non-governmental agencies to improve
the efficiency and effectiveness of service.
O. Work with the Ithaca City School District and other municipalities to provide emergency
shelters and cooling centers.
P. Investigate additional ways for the public to communicate in emergency situations
Q. Work with private property owners to provide emergency communication devices in
private developments.
5.4 – PHYSICAL INFRASTRUCTURE
Ithaca is a desirable community that is characterized by high-quality infrastructure and public
services, such as clean drinking water, well-maintained streets, pedestrian amenities, and inviting
parks. Our investments have created a variety of amenities and exceptional public services that
benefit the community. Our facilities and services directly improve our quality of life, enhance our
neighborhoods, and create a thriving business environment. Public investments in our
infrastructure also stimulate investment in private properties and businesses, contributing to the
economic vitality of our city.
One of the City’s most critical functions is to provide the infrastructure and services that people
depend on and that contribute to their quality of life. Much of the infrastructure that is essential to
the livability of our community is not easily visible and the services are often assumed. The City
provides water, sewer, and stormwater services and maintains streets, sidewalks, bridges, and
parks. While the continuation of services and maintenance of our infrastructure is essential, the
City has faced financial challenges in doing so. A lot of the infrastructure is aging and in need of
repairs or replacement. Infrastructure maintenance costs continue to rise, and unfunded mandates,
particularly for water and wastewater treatment, create additional financial burdens. Regular
maintenance, once done routinely, has been deferred due to budget cuts, and additional investment
in infrastructure and staff will be needed to address the accumulated demand. At the same time,
the City aims to meet the community’s expectations that infrastructure quality and level of service
be maintained and enhanced.
The City is committed to providing high-quality infrastructure and services to the community. It
will continue to make investments that enhance the quality of life for our residents and promote
economic development and tourism. In light of increasing costs and ongoing fiscal constraints, the
City will seek outside resources to help make these investments and identify ways to more
equitably apportion costs of upgrades among all users. The City has already implemented
innovative funding strategies - including the creation of a sidewalk program and a stormwater user
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fee - that more fairly assign the costs of these services to the largest users, and it will continue to
seek ways to enhance our infrastructure and services that minimize burdens on taxpayers.
PHYSICAL INFRASTRUCTURE GOALS
1. City infrastructure and private utilities will be regularly maintained and upgraded to ensure
continued operation and service to the community.
2. Physical infrastructure will be designed to be compatible with the built environment.
3. Investment in infrastructure will be prioritized based on existing condition and level of use
as well as impacts on commercial activity and quality of life.
4. Construction activity by City departments, New York State, Tompkins County, the Town of
Ithaca, utility companies, and private developers will be well-coordinated.
PHYSICAL INFRASTRUCTURE RECOMMENDATIONS
A. Create an interdepartmental geospatial inventory of City facilities and infrastructure.
B. Develop an asset management plan for City facilities and infrastructure to guide future
investment and maintenance.
C. Re-establish an ongoing maintenance program that is funded out of the City’s operating
budget.
D. Reduce maintenance backlog and avoid future deferred maintenance.
E. Provide adequate staffing and training for all levels of construction and maintenance
operations.
F. Establish a consolidated five-year CAPITAL IMPROVEMENT plan that prioritizes future
investment.
G. Incorporate ongoing maintenance costs when planning for new infrastructure.
H. Continue to develop and implement innovative and self supporting funding mechanisms to
improve the city’s physical infrastructure.
I. Continue to seek outside funding to support infrastructure needs.
J. Lobby New York State and Federal officials and lawmakers to increase public investment in
infrastructure improvements and repair.
K. Work to establish an adequate reserve fund to cover emergency repairs, regular
maintenance, and ongoing infrastructure upgrades.
L. Encourage or, if possible, require private utilities to locate wires, cables, etc. underground.
M. Consider abandoning underutilized non-critical infrastructure.
N. Revise the telecommunications ordinance to reflect changes in technology.
O. Develop collaborative working relationships with private utility companies.
P. Reassess the current use and condition of City infrastructure and facilities to determine if
some structures can be abandoned, deconstructed, demolished, sold, or consolidated.
Q. Consider reducing the width of neighborhood streets, where appropriate, to reduce
maintenance costs and provide additional green space.
R. Pursue new technology and innovative approaches to maintenance, construction, and
deconstruction of physical infrastructure that improve efficiency, reduce costs, and
minimize environmental impacts.
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S. Continue regular meetings and communication with surrounding municipalities, New York
State, and utility companies to coordinate construction projects.
T. Continue ongoing inter-departmental collaboration on public and private construction
activities.
U. Explore strategies to improve coordination of construction activity, use of equipment, and
other resources by City departments, New York State, Tompkins County, the Town of Ithaca,
utility companies, and private developers.
V. Require that all above-ground publicly-funded infrastructure (except routine in-kind
maintenance) receives design review.
5.5 – HEALTH, WELLNESS, & SUPPORT
Our WELLNESS, whether physical, mental, or spiritual, affects our quality of life and community
livability. Many factors contribute to wellness, including parks and recreation, transportation, and
medical and social services. We must address all such aspects to allow residents and visitors the
opportunity to be healthy and well.
We strive to create an environment where a healthy lifestyle is possible and affordable for all. We
will provide safe and ACTIVE TRANSPORTATION options and recreational opportunities. Our public
spaces will be accessible and welcoming to everyone. We will also help facilitate access to
convenient and affordable food, medical care, and support services for all members of the
community.
The City recognizes the importance of wellness to the individual and the community and is
committed to supporting active, safe, and healthy lifestyles among all residents and visitors. As it
invests in infrastructure, parks, trails, recreational facilities and programs, the City has the
opportunity to promote social interaction, physical activity, and personal rejuvenation. In addition,
new and continued collaborations with community organizations and the private sector can offer
other recreational opportunities and enhance access to needed medical care and support services.
HEALTH, WELLNESS, & SUPPORT GOALS
1. The community’s use of active modes of transportation will improve individual health and
wellness, as well as environmental sustainability.
2. All residents and visitors will have access to parks, trails, recreational facilities, and
community activities that support social interaction and physical activity.
3. Recreational opportunities will be provided for youth throughout the city.
4. Preventive, on-going, and emergency health care will be accessible and available to all.
5. Physical, economic, and social barriers to health and wellness will be eliminated.
6. Public spaces will be welcoming to all residents and visitors.
7. The built environment will be accessible for people of all ages and abilities.
8. Public and private properties will be free from contamination.
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HEALTH, WELLNESS, & SUPPORT RECOMMENDATIONS
A. Maintain and enhance existing bicycle and pedestrian infrastructure.
B. Continue to expand sidewalk, trail, and bike boulevard networks, including along the city’s
waterways and gorges.
C. Provide seamless connections between the City’s sidewalk, trail, and bike boulevard
networks and those of adjacent municipalities.
D. Complete the draft Trails Master Plan.
E. Ensure there is a range of activities for all ages in City parks.
F. Investigate extended hours and programming at City facilities to provide additional
recreational opportunities for youth.
G. Work with the Ithaca City School District and other community partners to create more
programming and community spaces for youth.
H. Work with TCAT to provide safe and convenient transportation to City parks and
recreational facilities.
I. Continue to support and promote 2-1-1 services to city residents.
J. Support and expand the City employee wellness program.
K. Identify barriers to health and wellness, and work with community partners to eliminate
those barriers.
L. Create guidelines for community use of public spaces to promote respectful treatment for
all who use those spaces.
M. Provide information on City parks, trails, recreational facilities, and programs that is easily
accessible to the community.
N. Seek funding to clean up contamination where practicable. Where not immediately
practicable, design creative solutions to eliminate exposure until cleanup can occur.
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6. MOBILITY & TRANSPORTATION
This chapter provides the framework for achieving an exceptional MULTI-MODAL TRANSPORTATION
SYSTEM that is coordinated with our land use goals. We aim to have a network with a range of safe
and accessible transportation options for all users, to increase connectivity and to enhance
neighborhood livability. Ithaca’s current transportation system is primarily designed for cars and
while we will continue to accommodate motor vehicles, a fundamental goal is to achieve a
sustainable system offering viable alternatives to private automobile trips.
Creating such a system advances sustainability and equity. Integrating transportation and land use
goals will result in more housing options that are better connected to jobs and services. This will
make it possible for residents to conduct more of their daily activities without the use of private
automobiles. Reduced car use enhances the quality of life in neighborhoods while decreasing
vehicle emissions, gas consumption, and congestion. At the same time, providing real alternatives to
private car use ensures that all residents have transportation access to basic needs such as food,
medical care, education, and public services, and that they are connected to employment
opportunities and social support.
We must also strive for innovation in the management of our motor vehicle infrastructure. This
includes exploring better ways to address parking demand, conduct winter road maintenance, and
design paved areas to lessen stormwater impact on our valued waterways. In a time of dwindling
public funding for transportation infrastructure, we must also explore shared services, pursue
mutually beneficial partnerships, and implement innovative funding solutions.
Ithaca has the foundation of an outstanding pedestrian and bicycle-orientated community. It is
relatively compact with a street system that is primarily built on a grid. Many streets are favorable
for walking and biking; most have sidewalks on at least one side and many have low traffic volume
and speed. Ithacans themselves have demonstrated a commitment to ACTIVE TRANSPORTATION
modes with up to 42 percent of residents already choosing walking and biking for their commutes
to work and school.21 However, some areas of the city lack basic pedestrian and bicycle
infrastructure, and improved access is needed to major employers and destinations. For many,
traffic, topography, and convenience are also obstacles to active transportation.
Tompkins Consolidated Area Transit (TCAT) provides bus service to Ithaca and surrounding towns.
It runs county-wide and is considered an excellent system for its size. The city is the core of its
service area with two major hubs in the central business district. Most points in the city are within
one-quarter mile of a bus route, and all points are within one-half mile. Approximately 12 percent
of Ithacans choose public transit for their daily commute, and ridership is high throughout the
system.22 Although this is higher than the national average, we strive to increase ridership from all
segments of the population. The City has worked to strengthen transit service through direct
21 Source: U.S. Census 2000, 2010, Longitudinal Employer-Household Dynamics (LEHD) and American Community
Survey (ACS)
22 Ibid
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funding of TCAT, partnering for grants, and requiring some new development projects to
accommodate transit. Improvements needed within the city include sheltered bus stops, real time
schedules, and addressing service gaps in areas such as the West End.
The three major roadway corridors that traverse the city are designed primarily for cars and have
limited bike and pedestrian amenities. These are: NY State Route 13, a north-south route through
the city that divides into a one-way pair along Fulton and Meadow Streets and is the city’s busiest
road; State Route 79, an east-west route through the core of the city with one way traffic along
Green Street, traveling east, and Seneca Street, traveling west; and Route 96/96B, a north-south
route that is the primary connection to South Hill, including Ithaca College to the south and
Trumansburg to the north. These roads tend to separate adjacent areas and feel unsafe and
unwelcoming for those not in motorized vehicles. The steep grades of both Route 79 and Route 96B
as they enter the central business district have been the cause of a number of serious vehicular
accidents resulting in tragic fatalities and considerable property damage. Solving this problem is a
priority and will take cooperation from many levels of government.
Ithaca is a regional employment hub, with the largest employers located within or directly
contiguous to the city. Vehicular travel patterns are heavily influenced by employment. There are
approximately 16,000 jobs located in the city, of which about 80 percent, or 13,400, are filled by
workers commuting from outside the city23. This figure does not account for how commuters
travel through the city or for those who live in the city and commute out, but it does clearly
illustrate that new housing could have a large and positive impact on commuting patterns.
Parking for private vehicles has significant implications for land use, fiscal health, community
livability, and environmental management. Data from 2014 indicates that more than 330 acres of
land, nearly 9 percent of the total acreage of the city, is devoted to vehicle storage in surface
parking lots. Nearly all privately-owned surface parking lots are tied to single landowners or
businesses, rather than allowing shared parking. In addition to the parking required by zoning,
larger retail developers often build parking to meet peak demand, resulting in hundreds of empty
spaces on most days of the year. In addition to private lots, the City owns several surface lots and
three public garages; two in the central business district and one in Collegetown (one additional
downtown garage is owned in partnership with other interests). Parking has a real cost that must
be carefully weighed with the benefits it provides. Surface parking lots tie up significant acreage
that could otherwise be used for mixed-use development, providing housing and commercial and
employment opportunities, while public parking (particularly structured parking) is expensive to
build and maintain. The City is making improvements to the management of its on-street parking,
lots and garages, and more public investment is needed to implement new technologies.
The aspirations expressed by this chapter’s goals will require upgrading the city’s overall
transportation infrastructure in numerous ways to better promote walking, transit and bicycling,
while still accommodating motorized vehicles. At the same time, our existing facilities should be
managed for maximum long-term value and efficiency to ensure safety and minimize
23 Source: Ithaca Tompkins County Transportation Council (ITCTC)
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environmental impacts.
6.1 – INCREASING TRANSPORTATION CHOICE BOTH LOCALLY &
REGIONALLY
The City will strive to increase transportation choices for both residents and visitors. Providing safe
and convenient alternatives to private cars reduces traffic, protects the environment, benefits
personal health, supports our desired growth patterns, and helps preserve Ithaca’s attractive small-
city character. Increased investment in pedestrian, bike and transit facilities will also play an
important role in advancing greater equity in our community by insuring safe, accessible and
affordable transportation options for all residents. Connectivity to surrounding towns and regional
population centers will be improved wherever possible.
Creating more choice implies balancing public investment among
transportation modes. Because the city’s transportation network
is now primarily designed for motorized vehicles, the majority of
transportation resources are currently dedicated to maintaining
and improving this infrastructure. Increased investment in
pedestrian, bike and transit infrastructure may, at times, conflict
with maintaining or improving levels of service for private cars.
As we transform our transportation network according to the
following goals, each action step must be evaluated for potential
drawbacks and benefits.
INCREASING TRANSPORTATION CHOICE GOALS
1. Ithaca will provide an interconnected transportation
network that makes it convenient, routine, and feasible
for all residents and visitors to walk, bike, and use transit.
2. Ithaca’s transportation infrastructure will be designed to
increase multi-modal connectivity, creating an
interwoven network that extends into adjacent
municipalities.
3. To reduce auto dependency, transportation modes shall
be prioritized in the following order: pedestrian, bicycle,
transit, private cars, and goods movement.
4. Every City street will be a complete street that
accommodates multiple modes of transportation,
including active transportation modes.
5. Pedestrian travel will be supported on all city streets through well-maintained and
enhanced facilities that meet, at a minimum, Americans with Disabilities Act requirements.
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Complete Streets are designed to
provide safe, convenient access and
mobility for all users regardless of
age or disabilities. Complete streets
are designed to make it easy and
pleasant to cross the street, walk to
shops, bicycle to work and use
transit. In other words, they
encourage ACTIVE TRANSPORTATION.
Complete streets are also part of an
interconnected network of streets,
providing access to and from
multiple points. There is no single
design prescription for a Complete
Street; each one is unique,
incorporating features responding
to its traffic volume and community
context. This will range from high
traffic boulevards with separate
lanes or corridors for different
modes, to minor residential streets
where multiple modes might be
accommodated on a single paved
lane, to the possibility of converting
some low traffic roads to
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6. Attractive new pathways will run along natural features – such as creeks and gorges - and
connect to the street system, enhancing neighborhoods and serving as active transportation
corridors.
7. Convenient, well-designed, and well-maintained bike facilities will encourage increased
bicycling on city streets.
8. Frequent transit service, along with improved stops and shelters, throughout a broad
service area will offer increased comfort, safety, and accessibility, particularly in areas
serving low-income and elderly people.
9. The public parking supply will be managed to enhance vitality in city neighborhoods and
commercial areas, support programs that provide alternatives to private car use, and be
cost-neutral to the City.
10. Innovative ways to improve the delivery of goods and services will be in place.
11. Pedestrian, bike, and transit improvements will be spread equitably throughout the city so
people of all income levels and abilities will benefit from them.
12. Shared transportation services, such as bike and carsharing programs, ridesharing and
vanpooling, will be actively supported.
13. Coordinated regional transportation improvements - ranging from better pedestrian,
bicycle and street connections with adjacent municipalities to better bus, rail and airline
connections with other cities and states – will help ensure convenient regional mobility.
INCREASING TRANSPORTATION CHOICE RECOMMENDATIONS
A. Adopt complete streets principles as official City policy to ensure that Ithaca’s streets are
well-designed, interconnected, and provide safe and convenient accommodations for all
modes of transportation.
B. Work with the Town of Ithaca and Ithaca Tompkins County Transportation Council (ITCTC)
to (1) provide seamless bicycle and pedestrian linkages, such as continuous sidewalks
between destinations in the two municipalities, and (2) secure transportation connections
along the west City line, so that traffic heading to and from new development in the town
has alternatives to Route 79.
C. Provide adequate sidewalk width in the commercial core areas of the city, with particular
attention to the central core of Collegetown and the areas surrounding the Ithaca Commons.
D. Improve pedestrian lighting on public streets.
E. Increase the City’s level of funding, effort and focus on trail planning, maintenance, and
construction.
F. Minimize disruptions to pedestrians and cyclists from construction projects by requiring
advance notice, signage and the maintenance of alternative routes during the entire
construction period.
G. Consider the needs of pedestrians and cyclists in decisions concerning on-street parking.
H. Accommodate multiple modes of transportation in all public and private developments and
maintenance projects.
I. Preserve existing rail, canal, and historic trolley rights of way for future transportation use.
J. Promote participation in public and private TRANSPORTATION DEMAND MANAGEMENT (TDM)
programs. The City should work in partnership with the private sector to find mutually
beneficial solutions to accommodate employee commuting and other transportation needs,
including bicycles.
K. Advocate for the expansion of bus service and air travel to regional destinations and work
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with TCAT to coordinate local bus service with intercity schedules.
L. Pursue opportunities to improve the intercity bus station.
6.2 – CONNECTING LAND USE & TRANSPORTATION
Transportation facilities will reflect the city’s development patterns as proposed in the Land Use
chapter and help realize the City’s goal of strengthening its role as a regional hub. A complete
transportation network is essential for creating new housing and businesses and protecting the
health of our existing neighborhoods. As we transform our transportation network, we must
ensure that projects provide benefits equitably throughout the community.
CONNECTING LAND USE & TRANSPORTATION GOALS
1. Transportation planning decisions, management strategies,
and investments will be coordinated with the goals of the
Land Use chapter, helping to foster compact, connected,
and walkable neighborhoods and mixed-use areas.
2. The City’s transportation infrastructure will be designed
with sensitivity to the surrounding land use contexts to
strengthen and enhance the livability of city
neighborhoods.
3. All city streets, including state highways, will meet
transportation needs while knitting together, rather than
separating, adjacent city neighborhoods and commercial
areas.
4. Streets, trails, intersections, and sidewalks will be designed
and maintained as attractive public spaces using
sustainable design principles.
5. An official City map will clearly depict planned future
multi-modal transportation corridors to facilitate the
reservation, acquisition, and construction of these
corridors.
6. The environmental review process for development
projects will employ a balanced multi-modal (rather than
auto-centric) analysis of transportation impacts.
CONNECTING LAND USE & TRANSPORTATION RECOMMENDATIONS
A. As part of Phase II of Plan Ithaca, complete, adopt and implement a City Transportation Plan
that addresses at a minimum the following points:
1. Establishment of a street typology based on land use, transportation needs, and
impacts to neighborhoods.
2. Identification of appropriate treatments (per complete streets standards) for each
type of street to accommodate multiple modes, ensure long-term mobility, and
CL
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Living streets (often referred to by
their Dutch name, woonerfs) are
low-traffic streets designed
primarily to accommodate non-
motorized activities. They function
as shared public space for
pedestrians, cyclists, children, and
slow-moving cars. Living streets do
not have traffic lights, stop signs,
lane dividers, or even sidewalks and
often feature curves or narrow
widths at certain points to provide
cues to motorized vehicle drivers to
slow down and remain alert. A key
concept is to encourage human
interaction; those who use the space
are forced to be aware of others
around them, making eye contact
and engaging in person-to-person
interactions.
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protect the vitality of adjacent neighborhoods.
3. Recommendations for low-volume streets that could be narrowed and transformed
into living streets.
B. Introduce traffic calming measures as needed to promote safety and increase livability in
city neighborhoods.
C. Work with NYSDOT, the Ithaca Tompkins County Transportation Council (ITCTC), and other
interested agencies to transform the Route 13 corridor - from the north end of its Fulton /
Meadow split to its Fall Creek bridge - into a complete street / urban boulevard (with
sidewalks, street trees, bike lanes and safe pedestrian crossings) for the purpose of
reconnecting areas of the city (e.g., the lakefront) that have been separated by this
functionally limited-access stretch of highway; conduct a feasibility analysis for this
transformation within five years. Consider the merits of adding a new intersection in the
vicinity of Carpenter Business Park.
D. Improve the maintenance and design of the edges of arterial corridors to enhance the
appearance of existing treelawns and sidewalks (or provide these, if missing), and to
provide curb bump-outs and / or other facilities to enhance the attractiveness and safety of
crossings.
E. Create and adopt an official City map (with input from both engineering and planning
standpoints) showing all planned future multi-modal transportation corridors and future
street connections.
F. Update environmental review procedures and documents to provide a balanced and
measurable multi-modal analysis of transportation impacts.
6.3 – EFFICIENCY & INNOVATION IN TECHNOLOGY, OPERATIONS, &
MANAGEMENT
The City will provide a transportation system that offers long-term value for future generations
while reflecting its identity as a pioneering community. Transportation systems represent large
public investments and should be built, maintained, and operated to the highest quality possible to
ensure value over time. We should strive for innovation, including advancements in transportation
technology, design, construction, and materials while being ever mindful of long-term
environmental, safety and fiscal impacts.
EFFICIENCY & INNOVATION GOALS
1. The construction quality and design of transportation infrastructure will reflect community
goals as expressed throughout Plan Ithaca.
2. Design principles, policies, and operational strategies will allow the adoption of innovative
transportation and communication technologies.
3. The public parking supply will be managed using innovative technologies.
4. Transportation infrastructure maintenance will be evaluated and prioritized to ensure
preservation of the asset (e.g., ongoing maintenance to extend the lifespan of bridges and
avoid the need for premature replacement).
5. The transportation system will be managed to promote safety, provide fiscal and
operational efficiency, and minimize negative environmental impacts.
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EFFICIENCY & INNOVATION RECOMMENDATIONS
A. Use innovative technologies and design approaches in construction and maintenance
activities.
B. Explore the feasibility of innovative transportation technologies — for example, a fixed-rail
trolley system or hillside bicycle lift — in order to leverage future funding opportunities.
Consider the potential tourism appeal of such technologies.
C. Support TCAT’s efforts to introduce INTELLIGENT TRANSPORTATION SYSTEMS
technologies into the transit system.
D. Provide City staff with ongoing professional training and encourage them to monitor and
implement new technologies and innovations in all areas of the transportation field.
E. In partnership with the NYS Department of Transportation, conduct a risk analysis of all
steep approaches into the city to determine the most effective and feasible methods for
improving safety of heavy trucks entering the city. Develop and adopt a plan for their
implementation.
F. Collaborate with other agencies and municipalities to seek operational efficiencies and
funding from state, federal or other sources.
G. Continue to develop and implement innovative and self-supporting funding mechanisms to
improve the transportation network, such as the Sidewalk Improvement Districts program.
H. Incorporate electric vehicle charging infrastructure into public facilities and private
developments, as feasible.
I. Ensure that future City budgets increasingly reflect the transportation goals presented in
this document by growing support for multiple transportation alternatives.
6.4 – COMMUNICATION & EDUCATION TO SUPPORT TRANSPORTATION
CHOICES
The City will strive to provide access to accurate and engaging information about transportation
options that help people make informed choices and select the best transportation option for
themselves and their community. Simply providing alternatives to private vehicle use will not
reach everyone who might be willing to try biking, walking, or transit as a transportation mode.
Factors that influence individual transportation decisions vary widely. They include real or
perceived cost, safety, and convenience, as well as personal mobility, fitness, and concern for the
environment.
COMMUNICATION & EDUCATION GOALS
1. Well-supported, ongoing programs will be in place to promote awareness of:
• Active transportation options;
• Transportation safety;
• Personal and public cost of transportation options;
• Environmental and energy-use impacts of transportation choices; and
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• Transportation Demand Management concepts and programs.
2. Information and communication techniques and technologies will be up-to-date, reflecting
evolving means of disseminating information.
COMMUNICATION & EDUCATION RECOMMENDATIONS
A. Support programs that improve conditions for walking and bicycling to school.
B. Work with community partners to develop and support educational programs and
campaigns that address distracted driving and other safety issues.
C. Support educational programs that provide information about how the combined cost of
housing and transportation varies with housing location.
D. Develop multiple effective means of communication between the City, transportation
partners and the public regarding transportation matters and concerns.
E. Establish a portal on the City website linking to all community transportation resources.
F. Coordinate with the County and other community partners to implement the Tompkins
County Wayfinding Plan.
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7. NATURAL & CULTURAL RESOURCES
This chapter serves as a guide for the responsible stewardship of our natural, CULTURAL, and
HISTORIC RESOURCES and will help us protect, preserve, and enhance them for the use, enjoyment, and
edification of current and future generations. The City of Ithaca is fortunate to have an abundance
of such resources that are enjoyed by residents and visitors alike. With its rich and stimulating
history, our community is home to a wide variety of museums, galleries, theaters, and special
events, as well as numerous parks, trails, and natural areas. These resources offer opportunities for
physical activity, social interactions, entertainment, contemplation, creativity, and learning. They
are vital to the community’s character, our quality-of-life, and the health of our residents. These
exceptional resources also foster a sense of place, invite future residents, and attract visitors.
7.1 – NATURAL RESOURCES
The city has a large number of parks, natural areas, and trails. Many of these amenities are located
near our waterways, allowing residents and visitors alike to enjoy the city’s gorges, creeks, and
Cayuga Lake. They provide a highly-valued and unique opportunity to interact with the natural
environment in an urban setting. These will become increasingly important as the city continues to
densify, and we must continue to preserve and enhance these existing resources and improve
accessibility to them for all members of our community.
The City owns and operates nearly 370 acres of parkland and more than three miles of publicly-
accessible waterfront. These parks range in size from large,
regionally-used parks such as Stewart Park and Cass Park, to
small, neighborhood parks such as Washington Park and
Thompson Park. There are a wide variety of recreational
opportunities, from passive enjoyment of a park’s open space
to more active offerings, including swimming, ice skating,
tennis, and boating. Additionally, there are almost 900 acres of
designated natural areas within or adjacent to the city. These
areas are dedicated to the preservation of natural features but
allow residents unique access to open space and waterways.
This access is augmented by over 25 miles of trails that pass
through wooded areas and stream corridors and near
waterways. In addition to publicly-owned land, there are also
numerous pockets of privately-owned green space located
near waterways, on steep slopes, and in other locations that
inherently preserve natural features.
While the impressive size and variety of the park network provides many opportunities for the
region, it also presents many challenges for the City. Parks and recreational facilities must be well-
designed and well-maintained in order to benefit the community. However, maintaining nearly 370
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acres of parkland as well as playgrounds, trails, playing fields, swimming pools, an ice rink, and
other amenities is a tremendous expense that falls almost entirely upon the City. Historically in
times of budgetary constraints, routine maintenance of
these resources has been reduced and plans for further
enhancement have been postponed. However, our
natural resources contribute greatly to the economic
vitality of the community and our quality of life.
Continuing to provide parks, natural areas, and
recreational facilities for the community remains a
priority, and we must be creative and seek alternate
ways to make these resources available.
In addition, we must focus on enhancing the accessibility
of our parks and recreational facilities. We must improve physical connections to the parks, and we
must ensure park amenities are safe and accessible to all. While we have a lot of open space within
the city, some neighborhoods lack adequate green space. Residents must travel to these amenities,
and pedestrian and bike connections are often inadequate. Additionally, not all park facilities are
accessible to seniors and people with disabilities. Parks, trails, and associated facilities must be
designed and upgraded to the greatest extent possible to accommodate users of all ages and
abilities so they can be equally enjoyed by all members of the community and all visitors.
NATURAL RESOURCES GOALS
1. The City will provide and adequately fund well-maintained and safe parks, trails, and
natural areas.
2. Community partnerships will support the maintenance, enhancement, and promotion of
parks, trails, and natural areas.
3. The City will maintain and enhance its existing recreational facilities.
4. Gorges throughout the city will be protected to ensure their continuation as critical natural
assets for current and future use.
5. Steep slopes will be preserved to protect ecologically sensitive areas and to enhance the
character and aesthetics of the city.
6. Facilities within City parks will be accessible so they may be equally enjoyed by all members
of the community.
7. City parks, trails, and natural areas will form a well-established network of interconnected
green space.
8. All members of the community will have access to the waterfront.
9. Existing green space in the city will be preserved and opportunities for additional green
space will be strategically considered.
10. Distinctive, noteworthy, and characteristic community viewsheds will be protected.
11. City trees and plantings will help preserve and enhance local vegetation diversity. Existing
tree canopies in City parks and on streets and right-of-ways will be maintained, enhanced,
and, where appropriate, expanded.
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NATURAL RESOURCES RECOMMENDATIONS
A. Update designations of City parks and natural areas.
B. As part of Phase II of Plan Ithaca, prepare a park system plan that addresses at a minimum
the following points:
1. Management and maintenance of City parks
2. Establishing clear guidelines for designating City property as a park
3. Identification of areas that lack proximity and access to parks
4. Analysis of existing park facilities for underutilization and possible substitution and
relocation
C. As part of Phase II of Plan Ithaca, prepare a management plan for the City’s natural areas
that addresses at a minimum the following points:
a. Management and maintenance of City natural areas
b. Establishing clear guidelines for designating City property as a natural area
D. Re-examine the City’s organizational structure for parks, natural areas, and recreational
facilities, with the following considerations:
1. Funding and operations, including potential regional funding, where appropriate
2. Creation of a central Parks, Recreation, & Natural Areas Department
3. Consolidation of advisory boards.
4. Dedication of staff resources to the maintenance of natural areas and stream
corridors.
E. Update the City’s Parks Inventory and Tree Inventory.
F. Complete the draft Trails Master Plan.
G. Seek grants and other outside funding to maintain and enhance City parks and natural
areas.
H. Support implementation of the Stewart Park Rehabilitation Action Plan.
I. Continue to work with the Town of Ithaca to complete the City’s portion of the Black
Diamond Trail.
J. Continue to work with property owners on a permanent easement for a trail connection
through the properties to connect the South Hill Recreation Way and the Gateway Trail.
K. Identify trails that are appropriate for pedestrian use only due to environmentally-sensitive
conditions.
L. Enhance connectivity between the gorges, parks, natural areas, and other areas of the city
by creating a green space network that links these resources.
M. Continue to work with Cornell University, adjacent municipalities, private property owners,
and community partners on:
1. Preservation and enhancement of the gorges and surrounding areas
2. Education of the public on safe and responsible use of the gorges.
N. Create signage and other visually informative displays - including implementation of City
elements of the Tompkins County Wayfinding Plan - to both facilitate wayfinding and
promote its parks, trails, and natural areas to an even wider audience.
O. Work with TCAT to provide safe and convenient transportation to City parks and
recreational facilities.
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P. Strengthen protection mechanisms for the Six Mile Creek, Cascadilla Creek, and lower Fall
Creek stream corridors.
Q. Prepare and adopt a steep slopes ordinance that includes guidelines for any development
on steep slopes.
R. Explore opportunities for enhancing public access to the waterfront including:
1. Providing more opportunities for swimming in Cayuga Lake by exploring all
practical possibilities within the city and working with neighboring municipalities
to explore options outside of the city.
2. Creating a public boating center with meeting space, events, restrooms, and boat
rentals.
3. Considering creation of a boardwalk to the lighthouse beyond Newman Golf Course
and the Cornell Biological Field Station.
4. Considering possible DESTINATION USES on the waterfront.
5. Working with Tompkins County to fund the implementation of the Blueway Trail
network on Cayuga Lake.
S. Explore ways to strategically expand the amount of both publicly- and privately-held green
space.
T. Provide appropriate protections for Environmentally-Sensitive areas on the Future Land
Use Map that lack such protections.
U. Implement a minimum green space requirement in residential neighborhoods throughout
the city.
V. Enhance ongoing tree and landscape maintenance, including watering, pruning, and pest
control.
7.2 – CULTURAL RESOURCES
Cultural resources help define our identity as a city and provide personal enrichment, enjoyment,
and unique learning opportunities. They allow residents and visitors to explore their culture and
heritage and learn about those of others. The ability to
recognize, accept and embrace the diversity of our
community creates an environment for people from
different backgrounds to live together with mutual
respect and appreciation.
Ithaca has a lively cultural life that contributes to the
well-being of our residents and the economic vitality of
our community. We have an exceptional variety of
theaters, libraries, galleries, public art, museums, historical resources, and public spaces that are
used for public gatherings and cultural expression. The numerous concerts, film series, theater
performances, art exhibits, and festivals held throughout the year enrich the lives of residents and
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Cultural resources are the
collective evidence of the past
activities and accomplishments
of people and may include any
traditional resource that is
important for maintaining the
cultural traditions of a group.
Some examples of cultural
resources include cultural
landscapes, archaeological sites,
historical records, social
institutions, expressive cultures,
old buildings, religious beliefs
and practices, spiritual places,
industrial heritage, folk life, and
artifacts.
visitors. The number and variety of these resources are remarkable for a city of our size and are an
important part of our identity as a diverse and dynamic community.
The City directly supports cultural resources by offering a variety of
programming through the Greater Ithaca Activities Center (GIAC) and the
Ithaca Youth Bureau, maintaining a public art program of more than 100
pieces, and creating historical and thematic walks within the city. The City
owns the old airplane hangar in Cass Park, which is leased to the Hangar
Theater and is a regional destination. The City also plays a role in
supporting privately-funded institutions, events, and groups by providing
venues and assistance for more than 30 special events each year and
devoting staff resources to participation on boards of various
organizations. Recognizing the importance of our cultural environment,
the City is committed to continuing its efforts and working with local
partners to sustain these resources for all community members and
visitors.
CULTURAL RESOURCES GOALS
1. The City will provide and adequately fund City-sponsored
events, programs, and other resources, such as GIAC and
Ithaca Youth Bureau programming, the Martin Luther King
Jr. Walkway, neighborhood investment programs, and
public art.
2. Privately-sponsored events and organizations will be
encouraged and supported.
3. The community will be aware of events, exhibits, and other
programs open to the public.
4. Collaboration with community partners will help preserve
and promote cultural and historic resources.
5. Cultural resources will be accessible to the entire
community.
CULTURAL RESOURCES RECOMMENDATIONS
A. Continue to dedicate City resources to arts, culture, and
historic resources.
B. Publicize programming on cultural history and existing
cultural resources in the local media.
C. Continue to seek new and creative sources of funding needed to preserve and enhance our
cultural resources.
D. Work with higher educational institutions and community partners to:
1. Encourage Cornell University, Ithaca College, and Tompkins Cortland Community
College to hold cultural events off campus.
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2. Create a comprehensive map of art installations, theaters, museums, and other
cultural and historic institutions.
3. Create a virtual events center where event planners can access documents and
information.
4. Maintain data on the economic importance of our cultural resources.
E. Utilize the City’s communication tools to:
1. Promote events, exhibits, cultural organizations and sites, and other opportunities
within the community.
2. Disseminate information about transportation options to and from community
programs and events, particularly between the city and area campuses.
F. Work with TCAT to provide safe and convenient transportation to events, museums,
theaters, and other cultural destinations.
G. Create signage and other visually-informative displays - including implementation of City
elements of the Tompkins County Wayfinding Plan - to both facilitate wayfinding and
promote its cultural resources to an even wider audience.
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8. SUSTAINABLE ENERGY, WATER, & FOOD SYSTEMS
This chapter lays out the City’s and the community’s
fundamental vision, goals, and individual strategies for
making Ithaca’s energy, water, and FOOD SYSTEMS more
environmentally, economically, and socially sustainable.
Countless communities like Ithaca are confronting the
progressively more serious environmental and economic
challenges associated with the growing human impact on
our natural environment, including climate change,
pollution, and widespread ecological decline. Informed by a
well-established body of research and best practices,
communities are grappling with the vital need to promote
energy and resource conservation, economic resilience,
social equity, and reductions in greenhouse gas emissions.
While many of the changes necessary for a more sustainable
and resilient future can be made at the individual level, the
crucial role of local government in encouraging and
accelerating change has become increasingly apparent.
The City has long recognized its obligation to protect and
nurture the health and well-being of its residents and natural
environment for future generations, as it also strives to
create a more diverse, equitable, and prosperous economy.
Adopting the 2006 Local Action Plan was a pivotal step in
making City government more energy-efficient and reducing
its greenhouse gas emissions. An updated and more
comprehensive Energy Action Plan 2012-2016 was
subsequently adopted in 2013, which also added
recommendations for reducing community-wide emissions.
Through these efforts, the City reduced its emissions by 14
percent from 2001 to 2010, with a further goal of reducing
them to 20 percent below 2001 levels by 2016. The City is
committed to reducing community-wide emissions to 80
percent below 2010 levels by 2050.
Despite this progress, the City has not yet adopted an
overarching long-term strategy for identifying, prioritizing,
and implementing its sustainability goals. To successfully
build on its achievements, it needs to take a more integrated,
strategic, and organized approach. Since sustainability is
inextricably connected to virtually every part of the
PAST STEPS TOWARDS SUSTAINABILITY
• 2001: Ithaca joined Local
Governments for Sustainability
(ICLEI) ― over 600 local
governments and entities working
towards sustainability, energy
conservation, and climate protection.
• 2006: Ithaca signed U.S. Mayors
Climate Action Agreement, with 204
mayors in 38 states, committing to
meet or exceed Kyoto Protocol
targets for reducing global warming.
• 2009: Ithaca adopted the Climate
Smart Community Pledge, focused on
improving operations and
infrastructure, increasing energy
independence and security, and
boosting economic growth.
• 2009: Ithaca began a series of
upgrades to the Ithaca Area
Wastewater Treatment Facility,
aiming to generate more than 70
percent of its energy through biogas
production.
• 2011: Ithaca installed solar thermal
hot water systems, using solar
energy to produce 45-50 percent of
the hot water for the Streets and
Facilities building and Cass Park. The
City also installed solar photovoltaic
panels at the Central Fire Station and
Ithaca Youth Bureau.
• 2013: Ithaca adopted the Energy
Action Plan 2012-2016 aimed at
further reducing greenhouse gas
emissions of City government
operations.
• 2014: Ithaca, in collaboration with
four other municipalities, launched
the Residential Energy Score Project
to develop a plan for scoring the
energy performance of local homes.
The project aims to use market
forces to improve the energy
efficiency of existing housing stock
by providing meaningful home
performance information to future
home buyers.
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community and City government, illustrating these connections will allow it to create a far more
unified and effective method of implementing its sustainability goals. For example, an effective City
transportation policy should not just deal with traffic and parking, but should also enhance access
to public transportation and provide bicycle- and pedestrian-friendly environments, thus helping to
reduce air pollution and greenhouse gas emissions. The City needs to incorporate sustainability
into all of its decision-making and operations. It will therefore be crucial to invest City staff with
responsibility and accountability for these sustainability efforts, supported by the strong leadership
of the City’s elected officials and decision-makers, based on the recommendations in Plan Ithaca.
This City-wide integration will also help create and foster strategic relationships, leverage funding
opportunities, and maximize City resources, while eliminating the redundancies, inconsistencies,
and unintended consequences of developing strategies in isolation from one another.
Ithaca is better prepared to pursue sustainability, compared to many other communities in the
region and across the country, because of its more compact urban form and comparative lack of
urban sprawl. And yet the community relies on the surrounding region for energy, water, and food,
so it needs to think regionally.
It is important to emphasize that pursuing the City’s sustainability goals need not impose an
excessive financial burden on our community, although investments will need to be made that will
not provide immediate returns. The benefits of more sustainable energy use, WATERSHED
protection, and making local food accessible to all city residents will invigorate Ithaca as a whole,
allowing residents to save money, become healthier and more efficient, and harmonize the
relationship between our environment, economy, and community. The collective resources saved
through the long-term implementation of these strategies can then be devoted to other positive
uses in the community. Employing strategies that achieve multiple objectives coordinated
between City departments, other government agencies, non-profits, private companies, and
residents will be the most productive approach. The more successfully we integrate our
combined efforts to produce a sustainable economy, environment, and social system, the more
productive, healthy, and happy Ithacans will ultimately be.
8.1 - ENERGY
Ithaca strives to become a CARBON-NEUTRAL community, with the initial goal of reducing community-
wide emissions to 80 percent below 2010 levels by 2050. The City will continue to become more
energy-efficient and reduce its greenhouse gas emissions. The City will also encourage energy
conservation and waste reduction throughout the community, while promoting a RENEWABLE
ENERGY infrastructure and the efficient and strategic use of resources, through leadership, education
and outreach, revisions to the City Code, and energy security and reliability policies. While
technological progress and other factors will inevitably affect this process, opening up entirely new
and exciting avenues for change, our community needs to pursue every available strategy for
change.
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Figure 8.1: Community Greenhouse Gas Emissions by Sector, 201024
ENERGY GOALS
1. Ithaca will be a leading model, facilitator, and educator for small-city transitions to higher
energy efficiency, energy conservation, waste reduction, and reuse.
2. The city’s energy supplies will meet the highest standards of security and reliability.
ENERGY RECOMMENDATIONS
A. Establish a permanent City sustainability staff position(s) to coordinate the City’s
sustainability-related initiatives.
B. Develop priorities for upgrading City facilities and infrastructure in accordance with the
City of Ithaca Energy Action Plan 2012-2016.
C. Promote educational programs for residents, businesses, and City staff about energy-related
issues and resources, such as economic incentives, water conservation, waste reduction,
and energy efficiency.
D. Collaborate with Tompkins County and/or local municipalities to explore:
1. Required disclosures of energy use for all properties;
2. Required annual ENERGY BENCHMARKING for large buildings in accordance with
regional sustainability goals; and
3. The feasibility of a local CARBON TAX.
E. Enact more stringent local energy codes based on standards for new and existing buildings
and voluntary certification programs.
F. Remove barriers to building energy upgrades, including solar access, in the City Code.
G. Advocate for building energy upgrades at private facilities.
H. Seek funding opportunities to support renewable energy systems, higher energy efficiency,
and energy conservation in City facilities.
I. Investigate ways to diversify and strengthen our local power grid through City-owned
renewable energy systems including wind and hydropower, local energy production, and
DISTRICT ENERGY SYSTEMS.
J. Implement City design standards, policies, and operational strategies that accommodate
24 Source: City of Ithaca Energy Action Plan 2012-2016
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DID YOU
KNOW?
Water
treatment
and delivery
accounted
for 19
percent of
the City’s
greenhouse
gas
emissions in
2010.
new energy technologies.
K. Encourage appropriate local ALTERNATIVE FUELS use and production.
L. Identify potential energy resources in the City’s waste stream.
M. Pursue resource-sharing, recycling, re-use, and conservation to reduce the
energy used collecting and processing waste.
N. Promote innovative shared community access to products and services, through
renting, lending, swapping, and bartering
O. Educate the public about the relationship between local energy and water
conservation
8.2 – WATER RESOURCES & STORMWATER MANAGEMENT
Distinguished by a comparative wealth of water resources, our community will provide
regional leadership to protect our watershed through innovative management, protection, and
conservation policies and practices, thereby safeguarding our drinking water and other water
resources for future generations. We cherish Cayuga Lake, its creeks, inlet, and surrounding buffer
areas as genuine assets for everything from community character, natural beauty, and tourism, to
the vital ecological benefits and economic opportunities they provide. We also recognize the
critical relationship between modern stormwater infrastructure and the natural stormwater-
handling capacity of the city’s water resources, like FLOODPLAINS, wetlands, and stream buffers. As a
result, we will significantly increase the use of GREEN INFRASTRUCTURE practices and technologies by
adopting green infrastructure and low-impact development requirements and by educating the
public and developers about them.
Figure 8.2: Typical U.S. Household Water Use25
WATER RESOURCES & STORMWATER MANAGEMENT GOALS
1. Cayuga Lake, its tributaries, and the local watershed will be protected from pollution,
sedimentation, erosion, flooding, invasive species, and other threats to drinking water
supplies, wildlife, recreation, and economic development.
2. Community water consumption will be reduced through more efficient water use.
25 Source: American Water Works Association & AWWA Research Foundation
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3. Stormwater run-off will be significantly reduced.
WATER RESOURCES & STORMWATER MANAGEMENT RECOMMENDATIONS
A. Play a leadership role in long-term, collaborative, and intermunicipal approaches to protect
Cayuga Lake and the local watershed.
B. Support completion of the updated Cayuga Lake Watershed Restoration & Protection Plan
and collaborate with community-based water-monitoring groups and other municipalities
to implement it.
C. As part of Phase II of Plan Ithaca, develop a City floodplain management program that
addresses at a minimum the following points:
• A method for determining whether flood-prone areas should be rebuilt or
repurposed after a major flood;
• Harmonization with flood-related portions of the Tompkins County Multi-
Jurisdictional All-Hazards Mitigation Plan; and
• Changes to the National Flood Insurance Program (NFIP).
D. Partner with state and local agencies to develop a long-term dredging strategy for
appropriate City waterways, including rehabilitating the Flood Control Channel and
performing regular dam maintenance.
E. Prioritize areas to be protected from development and to serve as buffers to absorb
stormwater run-off, filter pollutants, and preserve wildlife habitats.
F. Work with community partners to educate the public about watershed-protection measures
(e.g., illustrate how daily choices and routines affect water quality).
G. Preserve green space and other natural systems (stream corridors, detention ponds,
wetlands, etc.) that enhance water quality and quantity.
H. Adopt and implement comprehensive strategies to aggressively reduce the water
consumption of City operations and to encourage private water conservation.
I. Maintain the City’s stormwater user fee to provide reliable funding and oversight for
stormwater infrastructure maintenance and improvements, stormwater run-off reduction
incentives, soil erosion prevention, water-quality programs, demonstration projects,
dredging, floodplain management, and enforcement of related ordinances.
J. Fund a stormwater study to identify the areas in the city most vulnerable to stormwater
run-off.
K. Discourage new construction of impervious surfaces and encourage conversion of existing
impervious surfaces into pervious surfaces or landscaping.
L. Identify ways to minimize any negative impacts to the city resulting from upstream
development located in neighboring municipalities.
M. Collaborate with Tompkins County to explore allowing appropriate GRAYWATER and
rainwater use in buildings.
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8.3 – FOOD SYSTEMS
We will transform Ithaca’s FOOD SYSTEMS into a more community-based food network and economic
engine. Ithaca is fortunate to have a diverse and flourishing local food community with a deep and
enduring interest in organic foods, sustainable local agriculture, cooperative food markets,
community gardens, agricultural education, and a more equitable local food system. More work
remains to be done, however, to achieve a more fully sustainable and locally-based food system that
makes nutritious food available, affordable, and accessible to everyone. Food production,
processing, and distribution should be locally integrated to enhance public health and food security,
making Ithaca’s food systems as energy-efficient and environmentally sustainable – and as
accessible to all residents - as possible.
FOOD SYSTEMS GOALS
1. All city residents will enjoy FOOD SECURITY.
2. Residents will have opportunities to grow their own food locally through private or
community gardens.
3. Ithaca’s community food network will improve food accessibility by connecting food
entrepreneurs with policymakers, permitting agencies, and community members.
4. Ithaca will be home to local food-production and food-processing enterprises that capitalize
on our location at the heart of a thriving agricultural region.
FOOD SYSTEMS RECOMMENDATIONS
A. Allow and encourage the location of farmers’ markets and small food markets providing
wholesome and healthy food throughout the city.
B. Collaborate with TCAT to establish a regular shuttle to the Ithaca Farmers’ Market and
provide convenient service to local grocery stores.
C. Identify and remove impediments in the City Code to community gardens, shared projects,
and other urban agriculture projects.
D. Promote community gardening sites, harvesting systems, and EDIBLE LANDSCAPES in all
neighborhoods.
E. Encourage multi-unit housing owners and developers to set aside land for community
gardens.
F. Advocate for the use of soil contamination testing and remediation procedures for
community gardens and similar projects and require testing and remediation for sites on
City property
G. Collaborate with community partners to develop a long-term strategy for regularly
maintaining community gardens and similar projects with strong community participation.
H. Promote safe and appropriate use of wasted organic resources.
I. Identify and remove zoning barriers to establishing food-production and food-processing
enterprises in the city, where appropriate.
J. Focus City economic development efforts on attracting food-production and food-
processing enterprises, where appropriate.
LU
EV
CL
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9. APPENDIX A: GLOSSARY
ACTIVE TRANSPORTATION: Human-powered transportation that includes walking, cycling, wheeling,
in-line skating, skateboarding, cross-country skiing, canoeing and kayaking.
ADAPTIVE REUSE: The renovation of a building for the purpose of changing its use.
ALTERNATIVE FUELS: Alternatives to traditional gasoline, diesel, and coal fuels, such as biodiesel,
ethanol, electricity, hydrogen, and natural gas. Many of these fuels, depending on how they are
produced, reduce overall greenhouse gas (GHG) emissions. Alternative fuels may be used in a
dedicated system that burns a single fuel, or in a mixed system with other fuels including traditional
gasoline or diesel, such as in hybrid-electric or flexible fuel vehicles.
BROWNFIELD: A property where expansion, redevelopment, or reuse may be complicated by the
presence or potential presence of a hazardous substance, pollutant, or contaminant.
CAPITAL IMPROVEMENT: A structural improvement or repair made by the City that enhances public
property or infrastructure or increases its useful life.
CARBON FOOTPRINT: The total amount of greenhouse gases (GHG) that are emitted into the
atmosphere each year by an entity (for example, a person, building, process, or organization). In its
community GHG emissions inventory, the City includes emissions from residential, commercial, and
industrial buildings, as well as emissions from transportation and solid waste disposal. This
includes emissions from fuels that are burned directly, such as by heating homes or driving cars, as
well as emissions that come from the power plants that make our electricity and the landfills where
our trash gets sent.
CARBON-NEUTRAL: To be carbon-neutral is to have a net zero carbon footprint. This is achieved by
balancing the measured amount of greenhouse gas emissions with an equivalent amount
sequestered or offset or by buying enough carbon credits to make up the difference.
CARBON TAX: A compulsory charge levied on carbon emissions or electricity or fuel usage, with the
goal of reducing greenhouse gas emissions.
CERTIFICATE OF APPROPRIATENESS: The official Ithaca Landmarks Preservation Commission approval
of an application to make alterations to a locally-designated historic property.
COLLABORATION: The City works in partnership with other municipalities, educational institutions,
and community organizations to realize the goals of Plan Ithaca.
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COMMUNITY LIVABILITY: The combination of ease of access to daily living needs, perceptions of public
safety, availability of affordable housing and economic opportunities, and individual levels of
comfort (aesthetics, noise levels, etc.) that contribute to quality of life for residents.
CULTURAL RESOURCES: The collective evidence of the past activities and accomplishments of people
and may include any traditional resource that is important for maintaining the cultural traditions of
a group. Some examples of cultural resources include cultural landscapes, archaeological sites,
historical records, social institutions, expressive cultures, old buildings, religious beliefs and
practices, spiritual places, industrial heritage, folk life, and artifacts.
DECONSTRUCTION: The disassembly of a structure to salvage as many of the reusable materials as
possible. Deconstruction is a more environmentally-friendly alternative to demolition, as it diverts
materials from local landfills and allows their reuse.
DESTINATION USE: An attraction, event, or activity that draws people to a location
DISTRICT ENERGY SYSTEMS: In general, a district energy system provides the thermal requirements, in
the form of steam, hot water, or chilled water, to a centralized group of users such as a campus or a
city. The system typically contains a central energy plant and a distribution network (e.g. a
pipeline) that delivers the energy to the consumers. District energy systems are often used in
tandem with combined heat and power (CHP) technology as a means of efficiently using the waste
heat from a large electric generator.
EDIBLE LANDSCAPES: Food-producing plants that are used as part of decorative gardens or
landscaping.
EMBODIED ENERGY: The amount of energy consumed to produce a product or building. This includes
the energy needed to mine or harvest natural resources and raw materials and that are needed to
manufacture and transport finished materials.
ENERGY BENCHMARKING: An energy benchmark is essentially a snapshot of a building’s energy use; it
usually includes utility bill data for the timeframe covered (often a year) as well as operational
characteristics (such as square footage and operating hours) that help frame the data.
Benchmarking helps to track building performance over time and allows building-to-building
comparisons.
EQUITY: The services, amenities, and opportunities that are available through City efforts are
accessible to all residents through means that preserve dignity and that are free of discrimination.
These may include participation in decision-making, as well as access to information, housing,
transportation, economic opportunity, jobs and job training, recreation, and a safe and healthy
environment.
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FLOODPLAIN: Areas of low-lying ground adjacent to a waterway that are subject to flooding.
Properties located in a designated flood plain are subject to additional development regulations and
insurance requirements.
FOOD SYSTEM: All processes and infrastructure involved in food production, processing, distribution,
and consumption.
FUND BALANCE: The difference in value between revenues and assets owned by an organization
and its obligations to pay expenses. A positive fund balance is essentially the City’s reserved
savings.
GENERAL FUND: The primary operating fund for the City. The general fund includes the revenues
used to sustain day-to-day general operations and is used to pay for administration and operating
expenses.
GREEN BUSINESSES: Organizations or companies whose operations have no or minimal negative
impact on the local or global environment, the community, or the economy.
GREENHOUSE GAS: Greenhouse gases are natural or manmade gases that trap heat in the atmosphere
and contribute to the greenhouse effect. Greenhouse gases include carbon dioxide, methane, water
vapor, nitrous oxide, and fluorinated gases. Changes in the concentration of certain greenhouse
gases, due to human activity such as fossil fuel burning, increase the risk of global climate change.
GREEN INFRASTRUCTURE: Civil, structural, water and environmental improvements that are designed
to reduce or eliminate negative impacts on the local or global environment, the community, or the
economy.
HERITAGE TOURISM: Travel to experience the places and activities that authentically represent the
stories and people of the past and present – including historic, cultural, and natural resources.
HISTORIC RESOURCE: A site, building, structure, or object (or a grouping of these resources) that has
cultural value based on its association with historic events or the lives of historically significant
individuals, aesthetic qualities or architectural form, or potential to yield information about the
past. Historic resources also include artifacts, records and material remains related to
these properties or resources.
HOSPITALITY : A broad range of fields within the service industry including food and beverage,
lodging, and spa services. Hospitality professionals often provide services to visitors.
INFILL: Development of vacant or underutilized properties within a predominantly built-up
neighborhood or commercial area.
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INTELLIGENT TRANSPORTATION SYSTEMS: Real-Time Passenger Information systems that provide
vehicle location information to customers, and scheduling systems to develop optimized schedules
for both vehicles and operators.
JOB READINESS: Training that individuals receive to prepare them to seek or obtain employment and
to keep their jobs once they are hired.
LOCAL HISTORIC DISTRICT OR LANDMARKS: Individual properties or groupings of historic resources that
have been designated by a municipality as being significant to the community's history,
architecture, archeology, engineering or culture. These districts and landmarks are often
protected, and alterations regulated by, a local preservation ordinance. Local historic districts and
landmarks can be simultaneously listed on the National Register of Historic Places.
MIXED-USE DEVELOPMENT: Development projects that provide for more than one use or purpose
within a shared building or development area. Mixed-use development may allow the integration of
commercial, retail, office, medium to high-density housing, and in some cases light industrial uses.
These uses can be integrated either horizontally or vertically in a single building or structure.
MULTI-MODAL TRANSPORTATION SYSTEM: Transportation system that uses a variety of modes to
transport people and goods. Components of the system may include vehicular roadways, transit
(bus, rail), bikeways, pedestrian ways (sidewalks, trails), freight railways, and airplanes.
NATIONAL HISTORIC DISTRICT OR LANDMARK: Individual properties or groupings of historic resources
that are recognized on the National Register of Historic Places, the federal list of historically
significant properties, as being significant to American history, architecture, archeology,
engineering or culture. While alterations to properties listed on the National Register are not
regulated at the local level, certified rehabilitations of listed properties are eligible for funding
incentives.
NEIGHBORHOOD CHARACTER: The identity and sense of place associated with a neighborhood.
Community bonds, built form (architecture and size and scale of buildings), streetscape, and public
amenities are all components of neighborhood character and influence how residents and visitors
perceive an area.
PERIOD OF SIGNIFICANCE: The interval of time during which a property or district was associated with
important events, activities or persons, or attained the characteristics that make it culturally,
historically, or architecturally valuable. The period of significance usually begins with a date when
significant activities or events began giving the property its historic significance; this is often the
date of construction for an individual property or period of first development for a district.
PROPERTY TAX ABATEMENT: A subsidy provided by a taxing authority that lowers the cost of owning,
operating, or improving a property by reducing or eliminating the taxes paid by the owner of the
property for a set period of time.
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RENEWABLE ENERGY: Energy and electricity supplied from continually replenished energy sources,
such as wind and solar power, geothermal, hydropower, and various forms of biomass. In general,
energy produced from renewable resources results in lower greenhouse gas emissions than the
same amount of energy produced from fossil fuels.
SALES TAX EXEMPTION: A subsidy provided by a taxing authority that enables a purchaser to make
sales tax-free purchases.
SUSTAINABILITY: Living in a way that allows present generations to meet their needs without
compromising the ability of future generations to meet their own needs. A sustainable community
must safeguard the health and well-being of its economic, social, and environmental systems –
including food security, clean air and water, healthy ecosystems, and effective governance.
TRANSFER OF DEVELOPMENT RIGHTS PROGRAM: A zoning mechanism used to protect open space,
farmland, and natural and cultural resources by redirecting development that would otherwise
occur on these lands to areas planned to accommodate increased growth and development.
TRANSPORTATION DEMAND MANAGEMENT (TDM): Strategies that result in a more efficient use of
transportation resources. TDM emphasizes the movements of people and goods rather than motor
vehicles and also gives priority to more efficient modes (such as walking, biking, ridesharing,
vanpooling, public transit and telework) particularly under congested conditions. TDM strategies
are particularly well suited for business districts and high employment areas.
UNDEREMPLOYMENT: The condition in which people in a labor force are employed in jobs that are not
commensurate with their training and experience or that are inadequate with respect to their
economic needs.
WATERSHED: The entire land area that drains into a creek, river, lake, or other body of water.
WELLNESS : Physical, mental, and spiritual health and well-being.
ZONING: A regulatory mechanism through which the City regulates the location, size, and use of
properties and buildings. Zoning regulations are intended to promote the health, safety and general
welfare of the community, and to lessen congestion, prevent overcrowding, and facilitate the
adequate provision of transportation, water, sewer, parks, and other public services.
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10. APPENDIX B: PUBLIC OUTREACH SUMMARY
The Comprehensive Plan Committee conducted extensive public outreach throughout the planning
process. Written comments were accepted at any time, and the committee heard public comment
at the start of each of its meeting. Additional public outreach was conducted at key points in the
development of the plan. The first phase of outreach focused on getting general input from
community members on their impressions of Ithaca. A series of meetings were held throughout the
community during the fall 2011 and winter 2012. Many of the meetings were organized by
committee members and staff around a particular topic or to get feedback from individual
neighborhoods. Committee members and staff also attended meetings of established organizations,
In addition to the meetings listed below, an online survey was created, and hard copies of the
survey were made available at various locations throughout the city. Nearly 1,000 survey
responses were collected. At the public meetings and in the survey, participants were asked about
their favorite parts of Ithaca and their thoughts on the city’s strengths and weaknesses.
INITIAL PUBLIC MEETINGS
Kick-Off Public Workshop at GIAC
Active & Healthy Lifestyles
Active Transportation
Bryant Park & Belle Sherman neighborhood
meeting
Chamber of Commerce
Collegetown Neighborhood Council
Downtown Ithaca Alliance Board
Historic Resources
Human Services Coalition Forum
Ithaca High School Senior Class
Learning Web
Disability Advisory Council
Public Forum at GIAC
Southside neighborhood meeting
Student Input Session at Cornell University
Tompkins County Climate Protection
Initiative
Tompkins County Mental Health
Subcommittee
South Hill neighborhood meeting
Washington Park neighborhood meeting
West Hill neighborhood meeting
Following this initial phase of public input, subcommittees of the Comprehensive Plan Committee
and staff used the comments received, along with data on existing conditions and trends, to create a
vision and goals for the sections of each chapter. Focus groups were then organized throughout the
spring and summer of 2013 to get comments on the goals for each section of the plan. In addition
to providing their reactions to the goals, the focus groups were also asked to provide
recommendations to implement the goals and identify potential barriers to implementation.
FOCUS GROUPS
Communication
Fiscal Health
Economic Development
Commercial & Employment Districts
Housing
Historic Preservation
Public Safety
Physical Infrastructure
Health, Wellness, & Support
Tompkins County Coordinated
Transportation Planning
Transportation System Users
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Faster & Farther
Parks, Trails, & Natural Areas
Arts
Cultural Resources
Events, Festivals, & Tourism
Energy
Water Resources & Stormwater Management
Food Systems
Community Leaders of Color
Tompkins County Office of the Aging Advisory
Committee
People with Disabilities
The new information built upon the previously collected public input, and following the focus group
meetings, the subcommittees and staff drafted each of Plan Ithaca’s chapters. At the same time, the
entire committee worked on the plan’s Land Use chapter. The first draft was presented at two
public workshops in April 2014 and involved more than 100 community members.
The complete draft of Plan Ithaca was made available for public review in early April 2015. The
Comprehensive Plan Committee and staff scheduled a series of open houses throughout the city to
hear the community’s comments on the draft plan. The eighth open house was scheduled and
facilitated by graduate students at Cornell University and, while targeted to students, was open to
the general public. In addition to the open houses, opportunities for public comment and questions
were provided at Loaves and Fishes, the Southside Community Center Food Pantry, and the
Tompkins County Economic Development Collaborative. Additional meetings were scheduled to
get input from City staff and the Town of Ithaca and Tompkins County Planning Departments.
OPEN HOUSES
St. Luke Lutheran Church (Collegetown)
Fall Creek Elementary School
Southside Community Center
Greater Ithaca Activities Center (GIAC)
South Hill Elementary School
Tompkins County Public Library
Lehman Alternative Community School
Mann Library (Cornell University)
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11. APPENDIX C: MAPS
SEE SEPARATE ATTACHMENT AVAILABLE AT: www.cityofithaca.org/165/City-Comprehensive-Plan
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12. APPENDIX D: RESOLUTIONS
Comprehensive Plan Committee Recommendation of the Draft Plan Ithaca
to the Planning and Development Board
- Adopted June 15, 2015 -
WHEREAS, the City of Ithaca’s existing comprehensive plan was completed in 1971 and has since
been amended fourteen times by various targeted neighborhood and strategic plans, and
WHEREAS, while some objectives of the 1971 plan and its amendments are still applicable, many
are not, and both local conditions and broader national and world-wide trends that affect Ithaca
have changed dramatically since then, resulting in a need for an updated comprehensive plan that
addresses present-day issues and anticipates future ones, and
WHEREAS, the City decided to pursue a two-phased approach to its new Comprehensive Plan,
where Phase I entails the preparation of an “umbrella” plan that sets forth broad goals and
principles to guide future policies throughout the city and where Phase II will include the
preparation of specific neighborhood and thematic plans, and
WHEREAS, in accordance with the City of Ithaca Municipal Code and New York State General City
Law, the Planning and Development Board is responsible for preparing and recommending a new
Comprehensive Plan to the Common Council for adoption, and
WHEREAS, the Planning and Development Board established the Comprehensive Plan Committee
(“the Committee”) by resolution in July 2008 and charged the Committee with the following
responsibilities regarding the preparation of a proposed, new comprehensive plan:
a) Preparing and approving a request for qualifications (“RFQ”) for a consultant team
to assist with Phase I of the development of the proposed, new City of Ithaca
comprehensive plan;
b) Reviewing the responses to the RFQ, conducting interviews of consultant teams, and
making a recommendation of a consultant team to the Planning Board, Mayor, and
Common Council for their respective approvals;
c) Overseeing the preparation of a draft of Phase I of the proposed, new
comprehensive plan, by coordinating the work of staff and the selected consultant
team, ensuring the level of public outreach and engagement necessary to reflect
community goals, and making progress reports to the Planning Board and Common
Council (periodically and as requested); and
d) Approving a draft of Phase I of the proposed, new comprehensive plan for review
and acceptance (with possible modification) by the Planning Board,
recommendation by the Planning Board to Common Council, review and approval
(with possible modification) by Common Council’s Planning and Economic
Development Committee, and adoption by Common Council, and
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WHEREAS, public input has been a priority for the Committee throughout the planning process,
and the Committee has made efforts to gather community input at various stages of the plan’s
development, and
WHEREAS, the Committee worked with a consultant on the initial phase of public outreach and on
the preparation of two background reports that would inform the preparation of the new plan, but
following the completion of these tasks, the City decided to move forward without the consultant
team; the remaining work on the draft plan was completed by the Committee and staff, and
WHEREAS, using comments from the initial public outreach, as well as data on existing conditions
and trends, subcommittees of the Committee (known as “chapter groups”) and staff created an
overall vision for the City and goals for the sections of each chapter, and
WHEREAS, a series of focus group meetings were held to get comments on the goals for each
section of the plan, as well as ideas for implementation, and the chapter groups and staff used this
feedback to draft each of the plan’s chapters, and
WHEREAS, at the same time, the full Committee prepared the plan’s land use chapter and held
public workshops in April 2014, and
WHEREAS, the complete draft Phase I plan, Plan Ithaca, was made available for public review in
April 2015, and the Committee held eight open houses to get public comments on the draft plan,
and
WHEREAS, following its review of the comments, the Committee revised the draft Plan Ithaca to
incorporate new public input; now, therefore, be it
RESOLVED, that the City of Ithaca Comprehensive Plan Committee recommends the draft Plan
Ithaca, dated June 15, 2015, for review and consideration by the Planning and Development Board
as Phase I of the Comprehensive Plan, and be it further
RESOLVED, that the Committee will recommend implementation priorities, including a prioritized
list of neighborhood and thematic plans to be completed as part of Phase II of the Comprehensive
Plan.
Moved by: K. Edmonds
Seconded by: F. de Aragón
In Favor: F. de Aragón, K. Edmonds, G. Ferguson, D. Kay, G. Kerslick, D. Mohlenhoff, C. Randall,
J. Schroeder, T. Shelley, W. Wallitt
Against: 0
Abstain: 0
Absent: C. Hoover, A. Pieper, L. Roberts, S. Smith
NY State Plane, Central GRS 80 DatumData Source: City of Ithaca Department of Public Works, 2013Map Prepared by: City of Ithaca GIS Program, June, 2015
TOWN OF ITHACA
CITY OF ITHACA
TOWN OF ITHACA
CITY OF ITHACA
Treman Marina
Newman Golf Course
Fall Creek Gorge
Linn Street Woods
Cascadilla Gorge
Six Mile Creek Valley
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±1:7,000
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NY State Plane, Central GRS 80 DatumMap Source: Tompkins County Digital Planimetric Map 1991-2012Data Source: City of Ithaca GIS Program, 2012Map Prepared by: Department of Planning, City of Ithaca, NY, June, 2015
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Sixmile Creek
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Cass Park
Negundo Woods
Allan Treman Marina
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Wood Street Park
McDaniels Park
Dewitt Park
Baker Park
Bryant Park
Conley Park
Conway Park
Brindley Park
Thompson Park
Maplewood Park
Auburn Park
Titus Triangle
Dryden Road Park
Fall Cr
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k
Cayuga Inlet
Beebe Lake
Lower Reservior
±1:7,500
Environmental Features
0 3,1001,550 Feet
Legend
Percent Slope
Less than 5%
5 to 10%
11 to 20%
21 to 50%
Greater than 50%
Railroad
Road
Park
Waterway
Wetland
100-year
100-year, base flood elevations provided
500-year
City Designated Natural Area
Ithaca Commons
Gorge Protection Zone
City Boundary
NY State Plane, Central GRS 80 DatumMap Source: Tompkins County Digital Planimetric Map 1991-2014Data Source: City of Ithaca Department of Public Works, 2014Map Prepared by: GIS Program, City of Ithaca, NY, May, 2015
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CASSPARKAC C E S S R O A D
±1:6,250
Impervious and Semi-porous Surfaces, City of Ithaca, NY 2015
0 3,0001,500 Feet
City Boundary
Building - 429 acres
Paved Drive - 82 acres
Paved Parking - 276 acres
Paved Playground - 4.2 ares
Paved Surface - 2.7 acres
Private Roadway - 5 acres
Private Walk - 64 acres
Public Roadway - 284 acres
Public Walk - 59 acres
Unpaved Drive - 52 acres
Unpaved Parking - 55 acres
Unpaved Playground 11 acres
Unpaved Walk - 3.3 acres
NY State Plane, Central GRS 80 DatumMap Source: Tompkins County Digital Planimetric Map 1991-2012Data Source: City of Ithaca GIS Program, 2012Map Prepared by: Department of Planning, City of Ithaca, NY, May, 2015
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Comprehensive PlanTransportation Corridors and Trails
0 3,0001,500 Feet
Legend
Existing Trail
Planned Trail
Transit Corridors
City Border
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NY State Plane, Central GRS 80 DatumData Source: City of Ithaca Department of Public Works, 2015Map Prepared by: City of Ithaca GIS Program, May, 2015
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TOWN OF ITHACA
CITY OF ITHACA
TOWN OF ITHACA
CITY OF ITHACA
Treman Marina
Newman Golf Course
Fall Creek Gorge
Six Mile Creek Valley
Buttermilk Creek Gorge and Inlet Valley Slope
South Hill Swamp
Renwick Slope
Palmer Woods
Octopus Cliffs
TOWN OF ITHACA
CITY OF ITHACA
Washington Park
Columbia Street Park
Hillview Park
Stewart Park
Cass Park
Negundo Woods
Allan Treman Marina
Stra
w
b
e
r
r
y
F
i
e
l
d
s
Ithaca Falls Natural Area
Wood Street Park
McDaniels Park
Dewitt Park
Baker Park
Bryant Park
Conley Park
Conway Park
Brindley Park
Thompson Park
Maplewood Park
Auburn Park
Titus Triangle
Dryden Road Park
Cayuga Lake
Cayuga Inlet
Fall Creek
Sixmile Creek
Cascadilla Creek
Southwest Substitute Parkland
Fuertes Bird Sanctuary
±1:7,000
Ithaca Parks, Natural Areas and Trails
0 2,8001,400 Feet
Legend
Existing Trail
Planned Trails
Park/Natural Area
Waterway
City Boundary