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HomeMy WebLinkAboutMN-YB-1997-03-10 Ithaca Youth Bureau Advisory Board March 10, 1997 Minutes Attendance: David Delchamps, Cathy Currier, Tom Hanna, Joan Speilholz, Nancy Zook Excused: Deb Traunstein, Gino Bush Staff: Sam Cohen, Allen Green, Alice Green, Marilyn Hall, and Meghan Cali - intern The meeting was called to order at 7:37 p.m. and a motion was made, seconded and carried unanimously to approve the December 9th and February 10th minutes. Tom Hanna announced that Common Council passed a Resolution naming April 1997 as Child Abuse Prevention month for the City of Ithaca. Efforts are being coordinated also with the Child Sexual Abuse Project, GIAC, BOCES Special Children's Center and the Tompkins County Department of Social Services. Materials were distributed announcing the 2nd Annual Child Abuse Prevention conference held in Tarrytown on May 15 & 16. II. STAFF AND COMMITTEE REPORTS DIRECTOR'S REPORT (Sam Cohen) A. Cynthia Dietz of GreenWorks made a presentation about starting a horticultural therapy program in a greenhouse at the Youth Bureau to serve individuals who are disabled. Start up funding monies would come from private foundation. $60,000 is projected to get it off the ground.The size of the plastic inflated greenhouse would be 32 X 21 square feet (similar to Dewitt Middle School's). Ithaca College and Cornell are both interested in establishing degree programs in horticultural therapy. Ag Engineering Club will help design equipment. She envisions workshop fees and plant sales would help this become self-sustaining in a short time. Topics of further discussion followed on: space for greenhouse possibly next to proposed skateboard park, access to IYB indoor facilities on weekends, GreenWorks provides staff, RMS participants would have reduced or no fee, grants would cover water, electricity and gas utilities. Future discusssions will include Board of Public Works and Common Council. Board members agree this would be an exciting program addition to be offered at the Youth Bureau. Motion was moved, seconded, and carried to pursue the greenhouse idea. Sam will talk to the City Attorney since this is Stewart Park space. B. Long Term Planning- Representatives from the Ithaca Youth Bureau, GIAC, Southside and Common Council gathered to begin a long term planning effort for the City. Tony Scott, a Cornell Senior, has agreed to work as an intern in administration at IYB. He will be gathering material from past City planning efforts to summarize the priorities, needs, and possible directions for supporting children and families in the City of Ithaca. We will create a working document that we can use to make short-term priority decisions and to decide new long-term planning directions and to make long-term program decisions. This includes material from the Children and Youth in Ithaca Report, GIAC/Southside Empowerment Family Resource Report, EOC/Southside Community Project Report, Youth Forum meetings from the Ithaca Journal, the Mayor/Superintendant of Schools Task Force Report, School Agency Collaboration Report and Ithaca Neighborhood Housing. We need to look at: a)what programs we're already offering at GIAC, Youth Bureau and Southside with City dollars; b)what is offered to City youth by other agencies; c) how best does the City make decisions about present and future programs with budget constraints; and d) how does the County plan that is developing for funding youth program affect City youth. C) Early Budget Process Council members and Mayor Cohen want to move the budget process ahead one month earlier this year which coordinates with the County's deadline. Our staff agree coordinating with the County would be helpful but prefer beginning the process two months before the present schedule allowing us to get work completed before staff is into their busiest season. D. Skateboard A small group within the Design and Construction Committee should have a scale drawing ready and could present it to our board at the next meeting. IYB staff would like to see the preliminary design and have a chance to give their feedback. Board of Public Works will consider shrubs as part of the fencing requirements. E. Sand Volleyball Alice would like the board to consider the sand volleyball proposal (sand could go over the"wells"). Rick Gray will be invited to give an update on the sand volleyball court at the next meeting. RECREATION REPORT(Alice Green) General Recreation • Alice distributed a breakdown of the 1996 recreation program registrations for each municipality which clearly shows a 71% increase(3348 registrations in 1994 to 5896 last year). Gender totals show a 2 to 1 ratio boys to girls, however more programs are now open for girls. See attachment A. • Recreation Partnership Board Finance Committee has recommended fees be raised for Cass Park Day Camp and Stewart Park Day Camp from $100 to $120 for a two-week session. ($60/wk. Is still below market value). Pre/post supervision remains at $15 per session. • Cass Park Pool Swim Fees: After much consideration the daily swim pool fees are: $2.25 for adults, $1.00 for children and $1.75 for students and seniors. Season pool family passes will be $30. The pool opens from June 21 - August 22. The GIAC Board sets the fees for the Alex Haley Pool. • Sports Camp: Approval has been given to use gym and field space at DeWitt and Northeast Schools. Golf and tennis will not be offered as an activity for sports camp this year. Additional good news Alice shared this evening is that the Ithaca Swim Club pool on Warren Road might be available for Sports Camp participants. There will be a Tom Tran run from DeWitt to Stewart Park at 12:30. Alice will check on the cost to have an a.m. bus run. Again, counselors will be on the bus for the Cass Park campers. • Summer Days Brochure: Meghan Cali, Recreation Intern, was introduced to members. One of Meghan's undertakings has been to solicit ads for the brochure to help with the costs of our brochure since distribution is now up to 8,000 copies. Unfortunately there was little response to the solicitation for ads. We will be offering a half page format this year to help defray costs. BOCES will be handling the printing. Cass Park • Rink Task Force David reported the Mayor wants to understand what would privatizing involve and asked to see numbers. John Doyle has provided the necessary information although evidence indicates rinks in general do not make money (i.e. Massena, Clayton, Geneva, Auburn all operate at a deficit.) The feeling from group is privatization is not a good thing to do and unanimously recommends the continuation of the Cass Park Rink as a public facility. YOUTH DEVELOPMENT (Allen Green) • The Youth Development planning group will attempt to finalize a report for the Transition Task Force at their next meeting on 3/14. Allen went over a chart that summarizes some recommendations as to most appropriate service area and most appropriate"primary fonder" for each program component. The planning group will be submitting a set of specific recommendations for funding during the second half of 1997 as well as general recommendations for the future. Meeting adjourned 9:40 p.m. Our next scheduled meeting will be Monday, April 14th, at 7:30 p.m. in the IYB Activities Room. WHO WI.LL IT HELP?. Work with plants has a beneficial effect in a variety of settings. A man with quadriplegia learns to use special tools for potting plants that he WHAT IS GREENWORKS? can later use to feed himself, GreenWorks, Inc. is a not-for-profit educational organization that Mentally retarded young adults learn appropriate interaction for work time and for social time in a horticultural training center. Lack of • will offer horticultural therapy programs targeting disabled populations appropriate behavior with other employees is often a cause for loss of using its greenhouse, outdoor and classroom facilities at its primary sites jobs in the community. in Auburn, NY, or at client sites, including the homes of disabled individuals, senior centers, daycare centers, schools, adult care facilities, By growing a vegetable garden, individuals out of work, due to a group•homes, residences, nursing homes and hospital centers. disability or other limiting conditions, may provide for some of their and • other's physical needs. They construct a substitute-for"work", which • seeks to allow disabled clients to participate in as many "mainstreamed" for adults is a major social device for identification. In some situations activities as possible, beyond the home and institution, by providing the horticultural activity may lead to self-employment, sheltered improved access, assistive equipment, raised beds and safe gardens employment, or a job in the community. • proposes offering specialized horticultural therapy training not only to the disabled, but to social service providers, caregivers and volunteers GOALS _ so that they might enhance,Programs and gardening activities in their own agency, association, neighborhood or home '` GreenWorks, Inc. plans to implement a unique horticultural therapy • program in Cayuga and Tompkins Counties. A full-time traveling WHAT IS HORTICULTURAL THERAPY? horticultural therapist will offer services to a broad range of disabled consumers in a wide variety of settings Horticultural therapy involves the use of plants and plant related activities in improving the body, mind and spirits of people. Professional HOW? horticultural therapists tailor the use of plants to fit the therapy and rehabilitation needs of those individuals with whom they are working. GreenWorks expects to be self-sustaining in three years, and is Horticultural therapists work with people having at least one disability requesting funds from foundations and corporations for start-up psychiatric, mental health, physical health, geriatric, alcohol/substance moneys. Its' funding mechanisms rely on the sale of produce, perennials abuse, sensory impairment or social deviation They work in a variety of and herbs and on the collection of sliding scale fees (53 - home/institutional/community settings. Therapy projects can involve the S i 2/client/workshop session or$10 - $20/social service growing, propagating, and caring for a wide range of plants in a wide provider/workshop session). Payment for client workshops will come range of indoor and outdoor settings, from greenhouses, to garden from activity program allocations, resident council funds, or pocket plots, to miniature container gardens. Horticultural activities bring about spending money depending upon the client served. beneficial change through an individual's interaction, action or reaction within an environment with plants Julie Conley Holcomb City Clerk ITHACA YOUTH BUREAU ADVISORY BOARD Agenda for Monday, March .10, 1997 Meeting Ithaca Youth Bureau Building 1 James L. Gibbs Dr. First Floor Activities Room I. Call to order/approval of minutes II. STAFF AND COMMITTEE REPORTS 1) Director • Greenhouse • Long Term Planning • Early Budget Process • Skateboard 2) Youth Development • Task Force Update • Program Updates 3) Recreation Items • General Recreation: Program Updates • Cass Park: Rink Task Force Update 4) Recreation Mainstreaming Services • Program Updates III. BOARD COMMENTS/ISSUES IV. OLD BUSINESS V. NEW BUSINESS VI. ADJOURNMENT Youth Development Planning Group Draft of Final Report March 17, 1997 During January of 1997, Tompkins County established a Transition Task Force to review Youth Development programs operated by the City of Ithaca and offer recommendations to the Board of Representatives. The Youth Development Planning Group was established as a sub-group of the Transition Task Force. The task of the Planning Group was to review the Ithaca Youth Bureau's Youth Development Programs and make recommendations regarding services and funding. The Planning Group was asked to take the lead in the development of a plan for the period beginning July 1, 1997 until December 31, 1997 and to do so in a way that would develop a solid foundation for decision making for 1998 and beyond. We felt that it was both important and appropriate that we make recommendations for 1998, as well. We reviewed each program, the budget for each program, discussed possibilities for cuts that would not adversely affect our young people and explored potential new sources of funding. There were several key questions that guided our work: 1) In an era of shrinking resources, which of these programs should we continue to offer ? 2) What is the most appropriate audience and service area for each program and for specific components within programs ? 3) Who is the most appropriate primary funder for each program and for specific components within programs ? In answering these questions we tried to put the needs of our young people first and attempted to stay true to the guiding parameters that were established by the Board of Representatives in its charge to the Transition Task Force. The Youth Development programs that were the focus of our deliberations were the Youth Employment Service, Special Projects/Community Outreach, the Outing Program, the Paul Schreurs Memorial Program, the Mechanical All Stars Program and the One to One Program. Summary of recommendations: 1) In an era of shrinking resources, which of these programs should we continue to offer ? After reviewing each program, our conclusion was that we should continue to offer each and every one of these programs. These youth development and delinquency prevention efforts are worthwhile, high quality, cost effective, sorely needed and well established. They are preventive in their approach, serve some of our most "at risk" young people and serve them well. Investing in our young people in this way makes good sense. a) Youth Employment Service: Y.E.S. staff work with teens who are at a pivotal point in life and help them "navigate" in many important ways. A positive work experience can have a huge impact on development. It can be a source of self esteem, confidence, interpersonal skills, career interests, focus and direction. When Y.E.S. staff are able to help a teen find the right job, it not only gives them something positive to do, which helps keep them out of trouble, but can often be like throwing a lifeline to a struggling student. Staff have vividly described instances where success in the employment realm has made an enormous impact in the lives of individual youngsters. Investing in employment for young people builds our upcoming workforce and is a good solid investment in the future. b) The Paul Schreurs Memorial Program: Far too many of our young people are failing to succeed in school. This program makes available academic, personal, and financial support to young people who show interest in education and/or job training beyond high school, but face obstacles in achieving their goals. Such obstacles may include lack of finances, low self esteem, personal, family or other problems. Participants are generally chosen in the sixth grade and remain in the program through high school graduation. The program is unique in the approach that it takes to providing long term continuity. Staff are able to weave together strong networks of support for these students in a way that is very valuable and which has helped many young people succeed in school who otherwise would have dropped out. c) The Outing Program: The adventure based activities that this program offers provide a forum for positive social interaction, experiential education and the development of close, supportive relationships. Participants are challenged to increase their understanding of themselves, to increase their ability to work cooperatively and to develop their emotional and physical capacities. Participants must work cooperatively, trust others and be able to demonstrate individual responsibility in order to accomplish most activities. Activities include hiking, camping, canoeing, winter survival trips, etc. Outings staff are able to reach out to young people who otherwise might never have opportunies of this type.This program has been very significant for many of the young people who have been able to participate. d) Mechanical All Stars Program: This program is designed to give young people the opportunity to work as a team and learn the many aspects of operating an automotive repair and maintenance business. The primary approach is hands on learning. The program offers some of our most at risk young people new opportunity. It provides a first step towards independence for young people who are not yet ready to take on the world alone. Staff have been able to reach out and connect with young people who might otherwise have "fallen through the cracks," and help them to be better prepared for all aspects of the world around them. Small groups allow for lots of individualized attention and in many instances the program's ability to meet the emotional needs of the teens has been as important as the job training. Many teens who have been completely alienated from school and the normal social structures of the community have found a "home" in the garage, where they can learn and grow in skill and confidence, in a comfortable, supportive environment. e) Special Projects/Community Outreach: By design, this program tends to look a bit different from one year to the next. Special Projects enables the Youth Development Divison to be responsive to new and emerging youth needs while offering well defined programs with specific objectives and target populations. Many new projects have started under the umbrella of Special Projects. Examples include Cafe Cayuga, the Transition to Work Program of the Youth Employment Service, rural outreach groups in Enfield, Danby and Caroline, and the Learn and Serve component of the Paul Schreurs Memorial Program. More recently, Special Projects staff have been working very closely with Beverly J. Martin Elementary School on an exciting new initiative. City children in certain neighborhoods, particularly the Northside neighborhood, have an alarmingly high level of need. BJM Elementary School serves children from this neighborhood. Components of the parnership with BJM include support for the Esperanza program, the BJM Mentoring Program, a recess mentoring program (including development of a recess computer program.) This project has strengthened coordination between the school and agencies and is helping targeted students to improve their academic performance and attitude toward learning. f) One to One: This program works to establish and nurture friendships between caring responsible adults and children with special need for such friendship. Through these friendships One to One seeks to improve the lives of children and their families, enable volunteers to themselves benefit from their relationship with children and families, and bring together people with differing backgrounds. Adult friends help children learn their own abilities and worth, teach them how to have friends and be friends, and provide them with opportunities for fun and discovery. Demand for this program has always exceeded supply. There are currently almost 200 youngsters from throughout Tompkins County on a waiting list, hoping to be matched through One to One. This program effectively responds to ordinary needs in extraordinary circumstances and in extraordinary ways. There are numerous examples of the wonderful and positive effects these friendships and the support for families has had on children, families and volunteers. 2) What is the most appropriate audience and service area for each program and for specific components within programs ? In most instances it was our feeling that the broadest possible service area made the most sense from the standpoint of children and families and from the • standpoint of service delivery. Our school district boundaries cross over municipal boundaries and young people and families tend to move around. Program Coordinators addressed the question of service area in their presentations and we did come up with a specific recommendation on a program by program basis. Programs or components of programs that we identified as being most appropriate for county-wide service included: the core One to One Program, the Mechanical All Stars Program (school year), the Outing Program (school year) and portions of the Youth Employment Service (Jobnet, summer "work program" and skills/bridging programs). Programs or components of programs that we identified as being most appropriate for Ithaca School District-wide service included: the Paul Schreurs Memorial Program and Special Projects/Community Outreach (including the Crafts program). Programs or components of programs that we identified as being most appropriate for City of Ithaca-wide service (or on a direct contract basis) included: the projects/activity groups component of the One to One Program, portions of the Youth Employment Service (new Ithacajobs Initiative), the summer component of the Mechanical All Stars Program and the summer (Youth Conservation Corps) component of the Outing Program. 3) Who is the most appropriate primary hinder for each program and for specific components within programs ? In most instances program components are supported by a variety of revenue sources and should continue to be. Several new funding opportunities have emerged or are being actively pursued. A proposal has been submitted to the Ithaca City School District; this proposal requests District financial support for those programs that were identified as being most appropriate for such support. As part of our attempt to stay true to the guiding parameters that were established by the Board of Representatives in its charge to the Transition Task Force, we felt that it was important to recommend a "primary funder" for each program component. These recommendations flow from the service area recommendations, as described above. We identified Tompkins County as the most appropriate "primary funder" for the following program components: the core One to One Program, the Mechanical All Stars Program (school year), the Outing Program (school year) and portions of the Youth Employment Service (Jobnet, summer "work program" and skills/bridging programs). We identified the City of Ithaca as the most appropriate "primary funder" for the following program components: the Paul Schreurs Memorial Program, Special Projects/Community Outreach (including the Crafts program), the projects/activity groups component of the One to One Program, portions of the Youth Employment Service (new Ithacajobs Initiative), the summer component of the Mechanical All Stars Program and the summer (Youth Conservation Corps) component of the Outing Program. Although the City of Ithaca is identified as the most appropriate "primary funder," certain specific components should most appropriately be offered on a direct contract basis. Where can cuts be made in current services without hurting young people? The final 1997 City budget included a cut of $11,240.00 in the Youth Development budget. About 80% of this total was in the "part time/seasonal" account. The most significant impact was on the Cafe Cayuga program; a youth run cafe that was operated in the Ithaca Youth Bureau building during the summer months. Funds for staffing of this program were completely eliminated. We did identify one component of the Outing Program, the county-funded Youth Conservation Corps component, as one that could be deferred for 1997 as a temporary cost saving measure, without serious disruption. Young people have not yet been hired for this summer program and no municipality is currently "counting on" this component for the coming summer. Youth Development staff would still be supervising two Youth Conservation Corps crews this summer, on a direct contract basis. We did feel strongly that this component continue to be available for 1998 and beyond, since we felt it was extremely worthwhile. Potential new and alternative funding sources: Ithaca Youth Bureau staff are exploring several new potential funding sources and have submitted a number of proposals. As of this date, staff have received confirmation that additional funding will be forthcoming from two of these sources. These include $10,000.00 from an anonymous donor to be used in support of the One to One Program and $2,500.00 from the board of the Paul Schreurs Memorial Program to be used in support of that program. In both cases, it is the intent of the funder that these funds be earmarked for the period between 7/1/97-12/31/97. Other potential new funding sources that are being explored include: the Ithaca City School District, a second proposal that has been submitted to an anonymous donor, a proposal that is being reviewed by a representative of the Rotary Club, a Member Item Grant proposal that has been submitted to Assemblyman Marty Luster, a One to One Program fundraiser, a proposal for NYS Environmental Bond Act funding to support Youth Consevation Corps programming and a request that has been submitted to certain firms to "sponsor" participants in the Mechanical All Stars Program. In some instances, funding (if approved), would be for the 97-98 academic year and would need to be allocated accordingly. If any of these funds are approved they will need to be applied to the specific programs that they are intended to support. Alternative funding sources that we felt should be explored include: BOCES (Mechanical All Stars and Outing Program), Cooperative Extension (Outing Program), and DSS (One to One Program). We were particularly interested in having City and County Youth Bureau staff pursue potential BOCES funding for the Mechanical All Stars Program and the Outing Program and would suggest that follow up discussions take place soon. Priorities: Although our conclusion was that we should continue to offer each and every one of these programs, we felt that we needed to prioritize, in the event that this is not possible. Important criteria for our group included program effectiveness, impact, longevity, continuity, number of youth served, the degree to which services are intensive and individualized, the program's ability to build cooperation and teamwork, the degree to which the service is unique and that parallel programming is not available. In the case of the four program components where we identified Tompkins County as the most appropriate "primary funder " there were four out of five members of our group present when we prioritized. Three members listed the core One to One Program as their highest priority (#1). Two members listed the Mechanical All Stars Program (school year) as #2. Two members listed the new county-wide Youth Employment Service component as #2. One member listed the Outing Program (school year) as #1. In the case of those programs where we identified the City of Ithaca as the most appropriate "primary funder" we ran out of time, given our 3/20/97 deadline, but expect to continue our work on 3/28/97 and will forward the results. , Funding recommendations for July 1, 1997 until December 31, 1997: As stated earlier, we identified Tompkins County as the most appropriate "primary funder" for the following program components: the core One to One Program, the Mechanical All Stars Program (school year), the Outing Program (school year) and portions of the Youth Employment Service (Jobnet, summer "work program" and skills/bridging programs). The total projected "local" cost for these services for this time period is $195,524.00. After deducting the $115,000.00 in County funding that was previously approved, a sum of $80,524.00 in additional funding would be required. We are recommending that we treat 1997 as a"transition year" and that the City and the County each allocate a sum of$40,262.00 towards this total. Any new revenues that relate to the above programs would reduce this cost for both the City and the County. We identified the City of Ithaca as the most appropriate "primary funder" for the following program components: the Paul Schreurs Memorial Program, Special Projects/Community Outreach (including the Crafts program), the projects/activity groups component of the One to One Program, portions of the Youth Employment Service (new Ithacajobs Initiative), the summer component of the Mechanical All Stars Program and the summer (Youth Conservation Corps) component of the Outing Program. Although the City of Ithaca is identified as the most appropriate "primary funder," certain specific components should most appropriately be offered on a direct contract basis. The total projected "local" cost for these services for this time period is $135,015.00. This total can be reduced by $3045.00 as result of savings in staffing costs associated with the suggested plan relating to the 1997 Youth Conservation Corps component. This would result in an adjusted total "local" cost of $131,970.00 for these services. The 1997 City budget included a revenue "gap" of$103,057.00. If the City and the County each allocate $40,262.00 towards the proposed county-wide components, as recommended above, the remaining "gap" would be $22,533.00 We are recommending that the City allocate a sum of$22,533.00, the full amount, and that the service area for the above components be adjusted as appropriate, on a program by program basis. Any new revenues that support the above programs would reduce this cost for the City. Total additional County funding proposed: $40,262.00 Total additional City funding proposed: $62,795.00 • Funding recommendations for 1998: As stated earlier, we identified Tompkins County as the most appropriate "primary funder" for the following program components: the core One to One Program, the Mechanical All Stars Program (school year), the Outing Program (school year) and portions of the Youth Employment Service (Jobnet, summer "work program" and skills/bridging programs). The total projected "local" cost for these services for 1997 is $428,671.00. Working from the assumption that the City and the County agree that the County should authorize 100% funding for those programs that are most appropriately offered on a county-wide basis, we are recommending that for 1998 the County allocate this full amount, and in addition, an appropriate adjustment to cover the cost of contractually negotiated salary increases. Any new revenues that relate to the above programs would reduce this cost for the County. We did feel strongly that the Youth Conservation Corps component continue to be available for 1998 and beyond. This would require the addition of $12,921.00 to the above total. As stated earlier, we identified the City of Ithaca as the most appropriate "primary funder" for the following program components: the Paul Schreurs Memorial Program, Special Projects/Community Outreach (including the Crafts program), the projects/activity groups component of the One to One Program, portions of the Youth Employment Service (new Ithacajobs Initiative), the summer component of the Mechanical All Stars Program and the summer (Youth Conservation Corps) component of the Outing Program. Although the City of Ithaca is identified as the most appropriate "primary funder," certain specific components should most appropriately be offered on a direct contract basis. The total projected "local" cost for these services for 1997 is $258,407.00. We are recommending that for 1998 the City allocate this full amount, and in addition, an appropriate adjustment to cover the cost of contractually negotiated salary increases. The service area for the above components should be adjusted as appropriate, on a program by program basis. Any new revenues that support the above programs would reduce this cost for the City. Respectfully submitted, Cathy Currier Galen Zimmer Metta Winter Paul Fairbanks Jeanne Chapple Penny Boynton had hoped to serve on the Planning Group and submitted valuable written input. Penny was out of town for several weeks (unexpectedly) and is not listed above since she was unable to attend the meetings or review the draft of the report. We would like to acknowledge her assistance. Staff assistance was provided by Allen Green and Sam Cohen of the Ithaca Youth Bureau and Nancy Zook and Nancy Zahler of the Tompkins County Youth Bureau. Priorities for Youth — 1995 Youth Committee of Common Council City of Ithaca July 28, 1994 Defining Priorities, Picking Targets for 1995 By Tom Hanna For the coming year, the priority needs of the youth of the City of Ithaca should be our priority. Our motto should be "it takes a village to raise a child." I won't be able to be a part of the discussion at the August meeting of the Youth Committee, so I was asked to put some thoughts on paper. I'll keep my "priorities" general,because I'm sure the group will be in a much better position to brainstorm the program options. Then I'll advocate for two goals to make this next year a key one in improving the future of our City children. The first is that we nail down a statistical profile of City children—in the form of a report—that I would call The State of Ithaca's Children. This report would represent a report card on the the adult world, and how well we as citizens, government,agencies and schools are meeting the needs of our City's children. This report would be done every year, and would help future Common Councils to define priorities for youth. The second goal is to define a strategic objective for 1995. What is a reasonable objective that the City of Ithaca Youth Bureau could set for itself for 1995 that is very achievable,that responds to particular concerns facing an important segment of City youth, and that can be accomplished specifically because of the strengths found in the wide range of programs provided by the City Youth Bureau? Defining Priorities This paper starts with a broad brush on defining priorities. I've written with the forums and discussions we held in the back of my mind. I'm sure I've left out some key ideas, so don't take this as definitive. First, a little framework. Our children will fail to grow up to a decent future if we do not assure that they live and grow in healthy environments.Lis Schorr points out in her book,Within Our Reach,that kids from rotten families and good neighborhoods have a chance to survive. And kids from good families in rotten neighborhoods have a chance to survive, but if both the neighborhood and the families are undermining,what chance does a kid have? I would add to that the importance of our schools. If kids are already having trouble at home and in their neighborhoods, what chance do they have if the schools,especially the middle schools and the high schools are not working to assure their success? We can see which children are most likely to lose out on a decent future. The ones who are trying to escape a bad family situation, or fight back against the oppression of their neighborhoods, or for whom school and education seems a waste of time or a demeaning experience. If such children do not find a caring adult who helps them make a positive turn in life, they will be the ones who fail in school, or drop out. They will be the ones who become parents while they are still children. They will be the ones who turn to an anti-social lifestyle,with themselves as perpetrators and victims of crime and violence. 1 For me these stark observations describe the dangers that many of our children are enduring. I'm looking for priorities that directly address those issues. Whether by emphasizing what is already out there, or improving coordination, or taking new actions, I'll be convinced by a program plan that includes specifics for the following key components. As will be obvious,especially if we talk about specific programs, these components are highly interconnected. 1. THE WORLD OF WORK. We need to promote meaningful work with meaningful rewards. We need to provide pathways to adult employment. We need our youth to have chances to meet adults who will help assure their future is bright. 2. STRONG NEIGHBORHOODS. We need to support the adults (including parents) within our neighborhoods to assure that those places are safe and nurturing environments. Youth need to have a responsible role in their own neighborhoods as well. There have to be vital,well supported neighborhood centers, whether those are in the elementary schools, in the neighborhood center or in the churches,every neighborhood needs such a center. The streets need to belong to the families of the community,need to be safe for children,need to look good and feel good to the people who live and work there. 3. FROM WITHIN. Much more emphasis has to be put on building the support structure for our vulnerable youth from within their own community and from among their own social and cultural context,both with regard to the adult world and their peers. Our programs need constantly to reflect that commitment. I believe that these components work for all kinds of kids. In the parlance, these components cover primary prevention(keeping problems from developing in the first place), secondary prevention(assuring extra support for those who are at considerable risk), and tertiary prevention (helping those who have already developed problems.) The State of Ithaca's Children Common Council should oversee development of a statistical "report card" on the status of our children. It should provide a picture of the quality of life and the prospects for a decent future for out children. It should cover their lives at home, in the health and human services system, in the neighborhood, in the world of work,in the world of community service, and in the schools. The data should be drawn so they can be"cut" in several ways: by income,by cultural background,by age,by neighborhood(at least at the Ward level,but in smaller units if possible). Such a report should come about as a public-private partnership. The cost should be borne in part by the City,but an effort should be made to gain both the cooperation and some resources from the City of Ithaca School District, as well as local foundations and businesses. The partnership should include the County Youth Bureau, the Human Services Coalition and the United Way,because all of these have significant expertise to offer, and all have a stake in the results. And a contributing role should be found for youth and families in each of the City's wards as well, ideally in the form of neighborhood forums or civic association meetings convened each year specifically to discuss the status of our children. This report, the State of Ithaca's Children,will in its first year form a baseline for future planning, and for measuring progress towards meeting priorities. There is precedent for such an approach to planning for the needs of children. The Annie Casey Foundation has provided significant funding for a statewide assessment that they call Kids Count, in which New York participates. Kansas City undertook a city-level"Children's Report Card" a few years ago and continues to use it. There are other cities that use this baseline approach as well. A Strategic Objective for 1995 As we look at budget for the City of Ithaca Youth Bureau, for GIAC and for Southside, it would be very helpful to make sure we make some targeted efforts in supporting the needs of children in our most vulnerable neighborhoods. Perhaps the budget process will yield new resources that can be applied to help the helpers in those neighborhoods. But even if no real increases are possible, the needs of the children in those neighborhoods are, in my opinion, an automatic priority for 1995. Others may see, or circumstances may yield a different priority,but using the approach of establishing a strategic objective will give us a powerful tool for using what we have to make strategic progress. How does a strategic objective work? As described earlier, a strategic objective is like other objectives in any workplan: it is achievable, it is quantifiable, it has a known deadline for accomplishment, and there are resources to accomplish it. What makes it a strategic objective is in how it relates to the regular workplan and operational structures of the organization. In our particular case,we'd be talking about the City of Ithaca Youth Bureau. Strategic objectives,by their nature, draw upon all of an organization's structures and programs,and yet the strategic objective in no way alters the basic mission of any program or structure. With a strategic objective,each program is able to define how what it does contributes to the target outcome. For the most part,programs continue their normal activities,but,having the strategic objective in mind, and having it shared with all other programs in the organization,each program sees its capacity to help reach the target. Here is a concrete example. Just for discussion's sake, let's assume that the IYB sets a strategic objective for 1995. Let's assume the objective is well-grounded in terms of need, and the objective is going to help make a difference in people's lives. So,here is that objective: "By the end of 1995, the IYB recreation,youth development, and recreation mainstreaming programs will have reached 10% more children living in the City of Ithaca's West End than in 1994." As each program operates in 1995, it will be keeping a special eye on needs assessment, promotion,provision, and utilization rates with the West End in mind. It will be thinking in more detail about its relationship with Southside and GIAC and EOC programs, as well as its relationship with DSS in its referrals. Staff meetings and IYB advisory board meetings will devote some time to tracking progress. IYB board members will be encouraged to use their networks to help achieve the objective. This can be through referrals,through attracting more volunteers to programs, or through filling one or more IYB Advisory Board vacancies with West End citizens. To be even more concrete, One-to-One might put special emphasis on recruitment of West End neighbors to serve as adult partners to West End youth. When the community knows you have a strategic objective, it is easier for them to support your mission. People like to be part of reaching a target. So special outreach by the IYB administration, including special public relations campaigns,will also promote the objective. A strategic objective is fundable. So, IYB board and administration will explore the possibility of getting a special grant or contract that feeds into the strategic objective. Succeeding at a strategic objective once will lead to developing another, strategically related, objective for the following year. And with a year of success,the IYB board could consider setting longer term strategic objectives for the future. Just for example, this could include a 5-year objective to have summer employment opportunities for any Ithaca child 14 to 18 years of age, who wanted one. Conclusion As far as priorities are concerned, I'm suggesting that we have broad objectives that we concretize as good needs assessments and community pressures might dictate, and that we try to put these in sync with the priority setting happening at the County and United Way levels. This will be very helpful to the IYB in terms of remaining competitive for support. And it will also help us figure where our City dollars are most needed. It can also help in justifying the choice of a strategic objective for 1995. For the longer term, though,establishing a baseline with the first of what I propose be annual Reports on the State of Ithaca's Children,will provide us with a much better basis for helping define priorities for youth in future years. There should be a budget item($10,000) for the first Report on the State of the Ithaca Child. Later years will be considerably less expensive. Part of the initial allocation should be used to help assure that private partnerships will be able to underwrite this item into the future. I would also support a special one-time$5,000 item to facilitate the strategic objective process in its first year of implementation. This might cover start-up consultation and development of a formative evaluation process that will help the IYB staff and board see how this approach works for them and for the children they serve.