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HomeMy WebLinkAboutMN-YB-1997-08-04 Ithaca Youth Bureau Board of Advisors August 4, 1997 Budget Review Meeting Attendance: Chair David Delchamps, Cathy Currier, Joan Spielholz, Tzvetana Tochkov, JoAnn Kingsley-Wells, Katie Osborn Staff: Sam Cohen, Allen Green, Alice Green, John Doyle, Marilyn Hall, Marcia Fort (GIAC Coordinator) and GIAC Board members: Audrey Cooper, President; C.C. Smiley, Vice-President; Brian Brenneman, and John Efroymson (Common Council liaision). At our August meeting the board did a full review of the GIAC and Youth Bureau budgets. The enclosed summaries and overviews present a full picture of the GIAC and Youth Bureau positions in this budget season. The GIAC Board felt strongly that the GIAC 0% budget was insufficient and that the proposed needs based budget is absolutely necessary to continue to operate high quality programs. The IYB Board passed on the GIAC budget to the Mayor without comment. The IYB Board felt similarly that the Youth Bureau budget was insufficient and only acceptable if the City approved the special above budget requests. 1111111: :»< >>:; :: ::: :: >> <> < :::::>::::: » ::::>:::»::>:::»:::>::> : : is e YB A x to ::moo m: : : >>:: :>>> < ttl' :_ : �_ :: 'art�fn !;r farffm De Livre : Iu : . :> ? ; >» Full agenda will be presented at the Board meeting. Executive Committee meeting will be Tuesday, September 2"d at 4:00 p.m. in Sam's office. I-� '' CITY OF ITHACA '`` �^` '' 1 James L. Gibbs Drive Ithaca New York 14850 °,s:A`— ,ice; YOUTH BUREAU �RATE�= Telephone: 607/273-8364 Fax: 607/273/2817 • TO: Alan J. Cohen, Mayor FROM: Sam Cohen, Ithaca Youth Bureau Director RE: 1998 IYB Budget Proposal DATE: August 6, 1997 Enclosed you will find our Ithaca Youth Bureau 1998 Budget Proposal, a mighty effort on the part of many people. This budget is really a result of a multi-year effort to make every possible economy and saving and to create a cost sharing distribution that fairly matches the geographical location of program users. Many years have gone into the creation of the Recreation Partnership and the work with the County first beginning in 1988 to make appropriate Youth Development programs county wide and county funded. This effort culminated in substantial revenue increases from the County this year triggered by the Mayor's request that County dollars match usage of programs. At the same time our staff worked hard at cutting budget and staff year by year as much as possible. In Recreation we allowed two retirements without replacements and gave up one full- time staff person in the front office who played a key role in recreation registrations, etc. On the program side, the Recreation Partnership has proved to be a terrific success. We have more than doubled participation. We have fairly distributed revenues amongst the municipalities and county. We have also added new programs and created a new work plan for the future of Cass Park and we have done all this with fewer staff. We have increased programming for girls, added special local programs throughout the Partnership areas, introduced a pre-school age Tot Spot, started new programs in fencing, the arts and other activities, and expanded our work with teenagers. Any cuts in the Recreation budget would clearly lead to reduced program on the one hand and reduced revenues on the other hand. Our three year agreement with the Recreation Partnership commits us to maintaining at least the present budget. In Youth Development the hard work of the Tompkins County Youth Development Transition Task Force presented a clear and strong picture of the great value and effectiveness of all our Youth Development programs and led to substantial 100% funding for many programs. This leaves only a narrow band of programs funded by the City. Any cuts here would have a dramatic negative affect. All the task forces and planning groups agreed on certain key priorities in serving community youngsters An Equal Opportunity Employer with a commitment to workforce diversification." Co, including: youth employment, mentoring, academic support and worthwhile activities that build confidence, self-esteem and social skills. Youth Development programs including Youth Employment Services, One-to-One, Outing, Mechanical All Stars, Paul Schreurs Memorial Program, and our Beverly J. Martin special program work on all these priorities. Over all there is a rhythm and harmony in the programs the Youth Bureau provides to the community that is a key element in the good health of the community. We reach large numbers of youngsters. We have an incredible number of volunteers. We provide key mentoring and personal support and we do it effectively and efficiently with the least possible cost to the City. Spending less would result in real cuts in service to our youngsters and cost us more in other ways. The Ithaca Youth Bureau Board at it's budget review meeting strongly and unanimously rejected the possibility of the—4%budget and only recommended the 0% budget along with the special proposals submitted separately that go beyond 0%. Most of the expenses of our program are covered by outside revenues. You will see that the increased revenues go beyond any additional expenses in the 1998 budget. Please note also that we have adjusted the budget guidelines to take into account: 1) Programs that are 100% revenue supported. 2) New programs with outside revenues matching expenses. The Ithaca Youth Bureau Board expressed strong concern over the potential funding crisis for the Mechanical All Stars because of the short term nature of County and City funding. Mechanical All Stars is very effective with some of the most at risk youngsters in the community. The Board also expressed specific concern about the potential loss of our Small Fry Football program. Although it is relatively expensive among all recreation programs it serves an important City audience of young people. The Youth Bureau staff has worked long and hard to get to this point and-the staff and the Board are in full agreement that this 0% Budget including the Special Requests is necessary to keep providing quality services. Enclosed you will also find the GIAC budget, carefully developed by the GIAC staff and Director, working with the GIAC Board. The GIAC Board approved the needs based budget and rejected the 0% and -4%budget as not meeting GIAC's program and staff needs. The GIAC Director and 4 Board members presented the GIAC budget to the Ithaca Youth Bureau Board during the IYB Board's 1998 Budget Review. the IYB Board is passing on the GIAC budget without comment. An enclosed memo from the GIAC Board and Director explains the importance of the needs based budget and the negative repercussions of the 0% and—4% Budgets. CC: Dominick Cafferillo, Controller CITY OF ITHACA rt''; 318 North Albany Street Ithaca, New York 14850 0 `0�= YOUTH BUREAU-GREATER ITHACA ACTIVITIES CENTER R ' Telephone: 607/272-3622 Fax: 607/272-0250 G.I.A.C. 1998 BUDGET REQUEST G.I.A.C. is a multicultural community center, which provides needed and vital • services to residents in the greater Ithaca area. During the past year we have: -provided daily afterschool and evening care and activities for 200 youth between the ages of 4 and 19; -provided employment assistance to adults and young adults in the City of Ithaca; -provided a 6-week daily summer camp and programs for 185 elementary and middle school youth; -provided academic assistance and support to approximately 100 elementary, middle and high school youth on a daily basis; -provided staffing and support to the following community organizations and events: the Ithaca Festival - Kids Day the Immaculate Conception Festival the Conway Park Community Build Day the Ithaca City School District National Night Out The Southside Seniors Program St. James A.M.E. Zion Church And many, many more! -assisted and supported the families (Rider, Payne, Henderson and Milton), and the community during the tragedies which occurred; -assisted local business, private, public and non-profit, looking for employees; -advocated for and assisted residents against the oppression of racism, sexism, Homophobia, ageism, and anti-Semitism in the schools, their places of employment, stores, etc.; -helped prevent young people from engaging in violence related behaviors by holding meetings with the youths and their parents/guardians; -provided young people with employment; -assisted business and organizations looking to diversify their workforce and/or participants. The items listed above are a sample of the many ways we contribute to the quality of life for residents in the City of Ithaca, particularly underrepresented populations. The need based budget we have submitted will allow us to continue providing the services that are desperately needed and wanted by the people we work with. "An Equal Opportunity Employer with a commitment to workforce diversification." Cr1 G.I.A.C. Explanation of Line Items in 1998 Budget 100 SERIES —Payroll 105, 110 & 115: Salaries Accounts are increased by $11,573 for 1998 contracted raises, 120 Account: is increased by 75,033. The increase will allow us to adequately and safely staff our programs, taking into account turnover in seasonal employers with no benefits, the wide range of programs we offer, the many community events we provide, mandated regulations concerning ratio of staff to children, the large amount of direct service hours provided tour participants and needs of our community. 410 Account: increase.reflects amount needed to cover utilities. —Based on expenditures in 1996 480 Account: increase reflects amount needed to cover Building Maintenance needs. Based on expenditures in 1996. Also includes partial money for door project. Based on 1996— approximately $11,000 was spent on boiler. General Admin— 1100 120 Account: 2,800 increase& additional office assistance for summer registrations and programs. Building coverage during custodial vacations etc. Youth Program— 1101 120 Account: increase of 25,000. Based on expenditures in 1996. Youth program serves on average of 120 youth daily during school year and 145 youth daily during summer program. Also includes staffing for GIAC special events and staffing assistance for other community events. Alex Haley Pool— 1102 120 Account: increase of 7,000. Reflects staffing levels needed to maintain adequate and safe coverage. Staffing levels mandated by Health Department regulations. Staff provides coverage for GIAC,Northside, Southside and West Village camps in addition to public swim hours. Recreation— 1104 120 Account: 9,949 increase reflects staffing needed to provide recreational activities for all GIAC programs. Staffing levels needed to maintain safe and adequate coverage. Direct service provided for approximately 200 participants daily. Teen Program - 1158 120 Account: 27, 909 increase. Reflects staffing needed to provide service for, on average, 75 teens daily during school year and 120 teens daily during the summer. Also includes staffing for GIAC special events and staffing assistance for other community events. Adult Program— 1160 120 Account: 2,375 increase needed to provide services for elders and adults in our community. G.I.A.C. The Impact of a 0% Budget Admin #1100 • will not be able to hire seasonal person to assist, for time needed, with summer camp registration, season pass requests and increased phone calls • no money for building coverage during custodians absences • will curtail funds needed for our large community events • no money for staff development • • not enough money to cover needs of our large old building Youth #1101 • will not be able to maintain staffing level needed. Will have to cut number of children served. • less money for instructors,performers, etc. Alex Haley Pool #1102 • current pool hours many have to be curtailed. Recreation #1104 • less teams in summer leagues • less staff to provide recreational programs Teen #1158 • will not be able to maintain staffing levels needed. will have to cut number of children served and program hours opened. • less money for supplies for program Adult #1160 • less money for special events for elders G.I.A.C. The Impact of a -4% Budget Admin #1100 • not able to hire summer help for main office • no money for building coverage during custodians absences • not able to purchase equipment needed • not enough money to cover utilities bill • less funds needed for large community events • not enough money to cover needs of our large old building Youth #1101 • will have to cut numbers of children served. • not able to maintain staffing levels needed. • less money for instructors, performers, etc. • less money for program supplies • will have to curtail trips during summer camp Alex Haley Pool #1102 • pool hours may have to be curtailed • less money for pool supplies Recreation #1104 • no money for program supplies • will have to reduce number of teams in summer basketball league • less staff to provide recreational programs Teen #1158 • will have to reduce number of teens served • will have to reduce hours program is offered. • funds severely curtailed for instructors and performers • program supply funds drastically reduced • not able to maintain adequate and safe staffing levels Adult #1160 • less money for special events for elders • Budget Summary / Impact of Proposed Cuts - 1998 Youth Development As requested, we have submitted a 0% and a -4% budget proposal for Youth Development, as well as a special request that relates to the impact of the minimum wage increases on the Youth Employment Service budget for the summer Municipal Jobs Program for City teens. The 0% budget is a bit of a misnomer in that we had to cut in order to make • up for contractually negotiated salary increases. With three exceptions the cuts that we needed to make are cuts we can live with, without a significant detrimental impact on services to young people. The three exceptions: 1) The Paul Schreurs Memorial Program - We received a request for a partial leave of absence from the Program Coordinator, due to health considerations. For a portion of 1998, this roster position would be temporarily reduced from 35 hours per week to 25 hours per week. If we increase the seasonal line per the 0% budget, we can honor this request and achieve a significant savings, without a major detrimental impact during 1998. Full funding for this position will need to be restored for 1999 in order to accomplish our objectives in this high priority program. 2) Youth Employment Service - The combined impact of the cut in funding for the summer Municipal Jobs Program and the increases in the minimum wage would have a devastating impact on this high priority program. For this reason we have submitted a special request that includes two alternative solutions. 3) Mechanical All Stars - The part time assistant Program Leader position is phased out in the fall of 1998. This highly regarded program has provided an important service to our community's young people for twenty years. The community has made a long term investment in equipment, supplies, and the facility. With the advent of welfare reform and the elimination of "welfare as we know it", the community will need to mount a massive campaign to find jobs for our young people and train them to be ready to work. There is no doubt that the MAS program should be one element of that campaign. Assembling a funding package that makes sense and is fair to the taxpayers is our challenge. We're working hard to accomplish this. The second staff position is critical to the success of this program and to ensure the safety of the participants. A restoration of $1321.00 to the part time/seasonal line would enable us to proceed with full programming through the end of the year. Both the 0% and the -4% budgets entail the elimination of the Cafe Cayuga. Most of the funding for this program was cut in the 1997 budget. We were able to resurrect the Cafe for the summer of 1997 through a creative plan that involved the cooperation of many people and groups. The key was the assistance of the One to One Program and help from local businessman Al Smith of the Shortstop Deli. Both versions of the Youth Development budget include further cuts to this program for 1998. This is unfortunate as the Cafe was hugely successful this past summer. The -4% budget includes and amplifies all of the above cuts as well as others. It is a budget that includes a number of cuts that would directly reduce services to young people and will actually cost us money in the long run, in that all of these services are preventive in nature and enable young people to be more successful. Eliminating them will result in a wide variety of other higher costs to the taxpayers. The -4% budget reduces our investment in our young people, saves money only on paper, and would be ill advised. A summary of the impact: • 1)The Paul Schreurs Memorial Program - Same as above, plus additional cuts in a variety of accounts that will hamper program delivery. 2) Youth Employment Service - Same as above, plus additional detrimental cuts to MJP and other components. 3) Mechanical All Stars - Same as above, plus additional detrimental cuts in the critical second staff position. The gap in order to maintain full programming jumps up to $3589.00. 4) Cafe Cayuga- Same as above. 5) One to One - The equivalent of a 20% cut in the Summer Intern component. Directly impacts youngsters in a way that makes no sense since we share the cost of the interns with Colleges in a very cost effective way. 6) Outings - Cuts the part time / seasonal line at a time when we should be increasing it given the increase in the minimum wage. 7) Crafts - Cuts the part time / seasonal line at a time when we should be increasing it given the increase in the minimum wage. We've worked hard to increase revenues to support our Youth Development Programs and lower the cost to City taxpayers. We are projecting that we will receive about $155,000.00 more in County funding during 1998 than we received during 1996. The programs have been thoroughly reviewed by several committees and have been deemed to have tremendous value. We suggest that the City adopt the 0% version, restore an additional $1321.00 to the Mechanical All Stars Program for staffing and approve one of the Special Request Options that relate to MJP. Special Request Option A involves the addition of $11,210.00 and maintains 95 summer jobs for City teens. Option B involves the addition of $17,390.00 and adds 10 summer jobs for City teens for a total of 105 jobs. • Implications of 1998 Budget Reductions For General Recreation The Recreation Partnership Board opposes the four percent reduction to Recreation Division spending, based on the three year terms of agreement which stipulates maintenance of the city's financial commitment to the programming, as smaller municipalities increase their contributions over the three year period. A four percent reduction in city funding-was seen as a threat to continuation of this partnership,which brings in over$240,000 in municipal contributions from outside the city annually Zero Percent 1) This budget leaves the division critically understaffed,particularly during the Spring and Summer months, when program demands are greatest in terms of hiring qualified staff for summer programs serving over 1,200 children and preparing for fall programs that serve more than 700. The Recreation Division and front office have been understaffed for several years, putting a great strain on the remaining staff in the effort to oversee these important programs, reaching so many people. 2) No wage increases will be possible to attract qualified seasonal staff to supervise children in these programs. It is already very challenging to find appropriate staff at present salary levels. Four Percent 1) The Fall Small Fry Football Program, which serves more then 80 kids, including many downtown boys, would be completely eliminated. 2) At least two of the six-week half-day summer Playground program sites could be eliminated, including Southside Community Center and South Hill School programs. These two program areas were named by the Recreation Partnership Board to meet the budget format requested by the city, and because these programs require the greatest municipal subsidy. However, the board opposes these cuts, and has requested the city to approve the zero percent (maintenance of effort) budget. Budget Summary /Impact of Proposed Cuts— 1998 Cass Park What is the effect of a 0% budget on the following programs? • Stewart Park Concession Stand • Cass Park Pool • Cass Park Ice Rink • Cass Park Day Camp Stewart Park Concession Stand 1. Due to the increase in minimum wage rate, the concession stand hours will be cut '/2 hour each day, 7 days a week. Cass Park Pool 1. Due to the increase in minimum wage rate, we will eliminate 1 cashier position, thereby increase the lines people will have to wait in for admissions and for concessions. 2. The rate of pay for lifeguards has remained constant for 5 years, $7.00 per hour. We are finding it very difficult to find qualified lifeguards when many other facilities(State Parks, etc.) are paying $8.00 and up. 3. Since almost all of our accounts (advertising, program supplies, maintainance supplies, equipment supplies) have remained the same for many years now, and because of inflation, we are able to buy much less today for our dollars than years ago. Cass Park Ice Rink 1. Due to the increase in minimum wage rate, we will eliminate the equavilant of 20 hours per week of skate guard and cashier positions. This will mean longer lines for admissions, skate rental and concessions. 2. Since almost all of our accounts (advertising, program supplies, maintainance supplies, equipment supplies) have remained the same for many years now, and because of inflation, we are able to buy much less today for our dollars than years ago. Cass Park Day Camp 1. The salary line for hourly/part time staff hasn't been increased in 5 years. Staff that has worked for 2, 3, 4 years receive no increase in hourly rate. • • Budget Summary/Impact of Proposed Cuts— 1998 Cass Park -4% Budget $25,256 $12,000 utilities on ballfields (1515-410) • 1,000 staff development—rink (1511-440) 400 staff development—pool (1513-440) 750 handicap access—rink (1512-498) 1,000 handicap access—pool (1514-498) 906 program supplies—rink (1511-460) 1,000 advertising—rink (1511-460) 2,000 hourly P/T—rink (1511-120) 1,200 hourly P/T—day camp (1564-120) 5,000 hourly P/T—pool (1513-120) $25,256 What is effect of this budget? 1. There will be no lights used on the baseball or softball fields. There will also be no lights for Small Fry football games or I.Y.B. soccer practice. 2. The pool hours reduced from 12:00— 7:30 p.m. daily to 12:00 — 6:30 p.m. The length of the season will remain the same(63 days). 3. The skate guard who worked during public skating in the mornings from 9:00- 11:30 a.m., Monday through Friday, will be eliminated. 4. The Cass Park Day Camp would eliminate 1 senior counselor, effectively eliminating 8 children from attending day camp. • SPECIAL REQUEST Ithaca Youth Bureau Youth Development As a result of the increase in the minimum wage we are submitting this special request for an increase in the budget for the Youth Employment Service in the hopes that we can offer summer jobs to the same number of teens, or more, in 1998 as we did in 1996 and 1997 (95 City teens.) The minimum wage is slated to go up to $5.15/hour effective 9/1/97. We avoided cuts when the minimum wage went up to $4.75/hour during 1997 through "one time" county funding and transfers, but these funds are not in our "base" budget. This would enable us to hire more City teens who would like to work and who would benefit from working. I've attached a chart that summarizes the potential combined impact of potential budget changes and minimum wage increases on the MJP program. Option A: Maintains 95 jobs Requested increase: (in addition to the amount listed in the 0% version) Account 120 Youth Employment Service $11,210.00 Option B: Adds 10 jobs - for a total of 105 jobs Requested increase: (in addition to the amount listed in the 0% version) Account 120 Youth Employment Service $17,390.00 Municipal Jobs Program (MJP) Trends Combined Impact: Minimum Wage Increase/Budget Changes @ 0%, -4% (1998) 1996 Budget 1997 Budget 1998 @ 0% 1998 @ -4% Total budgeted 50575 50075 50075 48815 Minimum Wage 4.25 4.75 5.15 5.15 10 older teens @ 170 hours 7225 8075 8755 8755 Balance remaining 43350 42000 41320 40060 # of "slots" for younger teens @ 120 hours 85 74 67 65 Total # of"slots" 95 84 77 75 #of "slots lost"since 1996 11 18 20 Percentage of "slots lost"since 1996 12% 19% 21% Cost per"slot" (@ 120 hours) 510 570 618 618 Total funding required to maintain 95 "slots" 56525 61285 61285 Additional funding required to maintain 95 "slots" 6450 11210 12470 Additional funding required to add 10 "slots" -total of 105 "slots" 17390 18650 Note:The 11 "slots"were not "lost" during 1997 due to "one time" County funding and transfers SPECIAL REQUEST Ithaca Youth Bureau Central Administration Position: Youth Outreach Worker/Part-time Seasonal Salary: $20,000 • Description: This person will continue the youth development work started with teens of the community in 1996 and 1997. He will organize and support teens that are a part of the Teen Community Center Project to realize their goal of creating their own space in which to express themselves creatively and develop activities that are meaningful to them (for a full description of the project, see the Teen Center Prospectus). Other duties include supervision of Teen Center drop-in hours, activities and events; providing counseling and referral services; doing street outreach to involve more teens; and networking with other youth workers and agencies. The teens currently involved include some of those who are gathering on the Commons who find little positive opportunities available and are facing issues of drug and alcohol abuse. There is a core group of about 25 teens and 15 adult volunteers working directly on the project development and over 100 young people who have visited the drop-in space donated by the Unitarian Church. It is expected that attendance will jump significantly when a permanent location is found. This funding is intended as one year support while the Teen Community Center project continues work to get established. The Teen Community Center Project is not precluded from returning to the Ithaca Youth Bureau and City for further help nor is there any assumption of further funding. Increase Expenses for Central Administration—program number 1400 Account— 120—Hourly—PT $20,000 SPECIAL REQUEST Ithaca Youth Bureau Recreation Department 1. Increase Expenses for Tennis Tourney - program number 1546 $600.00 Account 460 - Program Supplies Increase Revenues for Tennis Tourney— program number 1546 Account—A2001 —Fees $650.00 2. Increase Expenses for Cass Rink Programming—program number 1511 Account — 120—Hourly—PT $1300.00 Increase Expenses for Cass Pool Programming—program number 1513 Account— 120—Hourly—PT $1300.00 To offset effect of minimum wage increasing from $4.25 to $5.15 per hour. Without this, we will have to do the following: a. close the pool days earlier than this year or open 3 days later. b. eliminate one cashier at ice rink 16 hours per week. We willhave much longer lines for the cutomer. This will allow us to keep staffing levels the same. I CASS PARK RINK TASK FORCE REPORT August, 1997 I. Summary The Cass Park Rink Committee strongly and unanimously recommends the continuation of the Cass Park Rink as a public facility. The Cass Park Rink is an important and valuable community resource and as a public facility has the flexibility of fully serving the community. Public skating is very important to the community. It is through public skating that it is possible to reach out to children and families and provide a valuable, healthy, low cost family recreational service. II. Background The Cass Park Rink committee, composed of Phil Dankert (Recreation Partnership Board); Larry Baum (Ithaca Youth Hockey Association); JoAnn Cornish (Recreation Partnership Board, Ithaca Parks Commission); Al Smith(Board of Public Works); Rick Ferrel (Asst. Superintendent, Department of Public Works); Tim Little (Ithaca City School Board); Michael Thomas (G.I.A.C.); Rich Armstrong (I.H.S. Hockey Coach); David Delchamps (Chair, IYB Board of Advisors); Deb Traunstein (IYB Board of Advisors); and Dale Aumick(Over 30 Hockey) was established by the Ithaca Youth Bureau Advisory Board in the late fall of 1996. The Committee met over a period of six months to evaluate the operation of the Cass Park Rink and to look at the possibilities of closing the rink, privatizing the rink or recommending changes in the operation of the rink. The people on this committee, representing the interest of the skating community in Ithaca, the taxpayers of Ithaca and the public at large have a very strong interest in meeting the needs of the youth of our community. The charge given to this group was fairly simple. What should the City of Ithaca do with the Cass Park Skating Rink? M. The Value of Cass Park Rink to the Community 1) Use of Cass Park Rink Cass Park Rink has been heavily used by a variety of groups and is able to focus on community needs. Cass Park Rink supplies free admission to appropriate groups, such as: G.I.A.C., Southside, City Housing projects, Recreation Mainstreaming Services, One- to-One, Paul Scheurs Memorial Program, Northeast Elementary School, Fall Creek Elementary School, Enfield Elementary School, South Hill Elementary School, Beverly J. Martin Elementary School, Cayuga Heights Elementary School, Belle Sherman Elementary School, Alternative Community School, Dewitt Middle School, Boynton Middle School,Caroline Elementary School, Trumansburg Elementary School, L.E.A.H. (homeschoolers), Immaculate Conception School, Trumansburg Elementary School, Montessori, B.O.C.E.S.. -1- 41,980 people skated at Cass Park Rink during the 1996-97 ice skating season. This included more than 10,000 free admissions, almost 95% of whom were children. The free admission policy has many benefits: a) Introduction to ice skating for those who would otherwise not be able to afford it. Many new users will continue to skate as a life long activity. b) Many families become regular users of Cass Park Rink. c) The City gains revenues through skate rentals and concession purchases. d) Cass Park Rink provides a positive outlet for pre-teens and teens. In addition, tens of thousands of people came to watch the skating, the adult hockey league, and youth hockey and other activities. 2) Because of Cass Park's location, within the City, transportation costs for City groups are minimal. Groups can often make arrangements with TCAT for special bus trips. Local school groups (classes), not having much money for field trips, are able to afford Cass Park. 3) New activities, including Friday night Rock and Skate and birthday parties, have been very popular and bode well for future programming. 4) Improvements at Cass Park, including bleachers and wind screen, combined with its location, will keep Cass Park popular in the future. 5) The Ithaca Youth Bureau and the Ithaca City School District have had non-written informal agreement for more than 25 years which allows both organizations to use each other's facilities at no charge. For example, the I.Y.B. is allowed to use the entire high school facility for its sports camp (6 weeks during summer); the I.Y.B. uses the high school pool for family swim and lifeguard tests, in addition to the gym space at both Dewitt and Boynton Middle Schools, and the elementary schools for playground programs in the summer. The I.Y.B. also uses the tennis courts at the high school for its annual tennis championships. The list goes on and on. The school district uses the ice rink for their hockey program. If they had to pay for the ice time they use, this program might be eliminated or reduced. The school district also uses many fields at Cass. However, they also do maintenance on them, which saves the City time in preparing them each spring. If we started to charge each other for facilities, the losers would be children and families. 6) Cass Park Rink is a place where people from different parts of the community come together. When you sit in the lobby during a prime skating session and look around at the youngsters and adults, you see a great variety of people from the community. 7) With the creation of the Recreation Partnership and its funding of Cass Park, almost the entire county has an interest in Cass Park. 8) Cass Park Rink works. Various users of the Cass Park Rink say that it does a great job.Quote from I.H.S. Hockey Coach: "Cass Park Rink is a first class facility. It's clean, the treatment of people is very good, staff are very helpful and professional, and the ice is very good quality." -2- IV. Cass Park Rink Financial Situation 1) 1993-94 1994-95 1995-96 1996-97 1997-98 Expenses $288,209 $321,377 $325,197 $335,367 $342,114* Revenues $215,345 $243,143 $188,248 $178,041 $194,175 Rec Partnership Share $ 61,180 $ 61,180 $ 61,180 $ 70,200 $ 71,400 City Share $ 72,864 $ 17,054 $ 75,769 $ 87,126 $ 76,530 *with energy savings project 2) The Cass Park Rink deficit is the LOWEST of all the rinks which were looked at by the committee. When calculated per capita, the cost is even lower. In conversations with people in the skating community and throughout the industry, it was agreed that ice skating rinks and the programs they offer are community assets, which add to the quality of life within a community. Although each rink and its associated programs are different, most share a common thread. Each rink is serving the needs of the community; subsidizing operations through tax dollars is standard practice. • The municipal rink in Massena operates at a deficit of$100,000.00 per year. (They have municipal electric and pay only $18,000.00 for energy— most rinks spend $50,000.00 - $75,000.00 for energy). • The municipal rink in Clayton operates at a deficit of$135,000.00 per year ($78,000 for energy). (See appendix D). • The municipal rink in Geneva operates at a deficit of approximately $100,000.00. This figure would be higher if the parks and recreation director's salary was added in since this person is also the rink manager. She has been there more than 25 years (see appendix B). • The municipal rink in Auburn (almost identical to our complex—rink, pool, tennis—built with federal and state dollars in 1973) operates at a deficit. The deficit for both the rink and pool operation is approximately $168,000.00 (See appendix C). • The Ice Skating Institute of America(I.S.I.A.) did a survey of ice skating facilities back in 1989. This survey shows that the vast majority of skating rinks in the country operated at a deficit in 1989. (Spreadsheet available). • "The Rink" in Lansing, as per Andy Sciarabba, is projecting a deficit for 1997 of$70,000.00, with the hope of a lesser deficit by the end of the year. Keep in mind that they are using volunteers instead of paid staff for most positions. 3) The Recreation Partnership and its participating communities (Towns of Ithaca, -3- Caroline, Danby, Ulysses, Enfield, Groton, Dryden, Villages of Cayuga Heights and Village of Lansing) now give to the City of Ithaca over $100,000 for the operation of Cass Park, more than $60,000 of which is designated for the ice rink. An agreement has been reached for calendar years 1997, 1998, 1999 for continued funding. 4) The reconstruction of the Octopus intersection has had a negative impact on business and will continue thru 1997. Once completed, access to Cass Park will be markedly improved. 5) The new one year old rink in Lansing has had a short term negative impact on our business. Ultimately it will have a positive effect. The ice skating business is elastic and with more ice time available, business will grow. This is already starting to happen. 6) In April of 1996, the Board of Public Works transferred the maintenance of Cass Park and the maintenance of the Alex Haley Pool to the Youth Bureau. Savings in the operations budget of Cass Park are starting to be seen and will increase. 7) The energy costs associated with the operation of the Cass Park Ice Rink (and the pool indirectly) have risen to the point where something must be done. For calendar year 1997 Cass Park has $80,000 budgeted for utilities. Two options exist for the City to reduce its energy usage at Cass Park. The first is an energy project consisting of new rink lighting, a few new motors, a smart drive (computerized energy savings device), and a wind screen around the rink. This is projected to save the City approximately $23,000.00 a year in energy costs. The estimated cost of bonding this project over 10 years is $18,000 a year. The 2nd possibility is the conversation of our energy usage from electric to natural gas. At this time there are no cost-saving projections, as this possibility has just presented itself. 8) Cass Park faces a major expense in the future for a rink floor chiller replacement of approximately $350,000.00. The rink floor, which is 25 years old, could last another year or another 20. There will be warning signs approximately one year prior to its needing to be replaced. To date, there have been no warning signs. V. New Directions for Cass Park Rink • Transportation—more frequent busing would make the Cass Park Rink even more available to the community. It would be helpful to have regular busing during the week stopping at Cass Park as well as special buses on weekends. • Modified Youth Hockey—many youngsters cannot afford the full youth hockey program and are more interested in a less competitive program. The Youth Bureau can work with the Ithaca Youth Hockey Association to make the program more available and less competitive or develop a new modified hockey program and help defray expenses by building sponsorships for the program. • Target Middle School and High School students with special programs and special busing arrangements. • Continue to develop group events—piggy back on the already successful birthday parties and Friday night rock with other kinds of parties for groups. Reach out to -4- fraternities and sororities. Generally encourage all kinds of groups to use the facility for special group events at special group prices. • Put on special shows and events including a winter carnival, figure skating, fun clown activities, etc. • Build early morning and late night usage through college intra murals, close work with senior citizen groups, and other local groups. • Work in close cooperation with the new rink including: regularly getting together for brainstorming and cooperative scheduling, renewing figure skating in the community, co-sponsoring tournaments and special activities, co-sponsoring and coordinating instructional activities, and generally working together to build ice skating in the community. • Continue improvements to the facility. Look into the possibility of extending the roof line down on the rink, enclosing the ends and adding more seating around the rink. VI. The Need for Different Rinks • A single rink cannot fully serve the entire community(Lynah Rink is not included as a full community provider because of its limited service hours to the community). The reason the second rink was created was because of the increased demand for skating. With two rinks it is possible to serve the community as it needs to be served. Since the creation of a second rink Cass Park Rink has been heavily utilized. • The Board of Trustees and staff of The Rink in Lansing strongly support the need for two surfaces and the continuation of Cass Park Rink. The initial effect of the opening of"The Rink" in Lansing was a decrease in attendance and revenues. However, there has been an upswing in the second half of the 1996-97 season. For the first time in 20 years ice time was available for group rentals. Of course, it took time to get the word out to the community, but now there is a growing demand for ice rentals from groups within the community. All the members of our committee, along with other local skating"experts", hold the view that the presence of the two rinks, and even the creation of a third surface at the right time, will have a very positive effect on the interest in skating and hockey. In the case of ice rinks and skating demand is definitely elastic. More public skating hours leads to more families skating. Time available for figure skating, special clinics and teaching skills leads to more skaters. Time available for group use leads to increased hockey usage and special events both from within and outside the community. Many hockey groups have approached both rinks for increased ice time. The possibility of a third surface: "The Rink" in Lansing has discussed the possibility of building a second surface. They have stated that this project is many years in the future and will come as the result of the natural increase in demand previously discussed. A third surface would be an addition, at the right time, to Ithaca's place in the skating and hockey world, and would not adversely effect either of the existing rinks. -5- VII. Privatization of Cass Park Rink 1. While legally the rink could be privatized, there are many issues which would need to be addressed: a) Negotiations would have to be held with relevant labor unions. b) A law would have to be passed by the state legislature allowing the City to privatize. c) A bidding process would have to be worked out. d) Relationship between the operation of the rink and the pool: (1) The demand on the utility bills is set during the rink season —this bill is charged to the City 12 months a year. The pool utility charges are set by the rink (2) City staff work at Cass Park year round. (3) Maintenance and programs are operated year round. 2. In two cases where public rinks were privatized (Fulton and Rome, NY)the following happened: a) Price of skating dramatically increased b) There was a loss of control over the programming that was made available to the community. c) There was a loss of community involvement and commitment. 3. If Cass Park were to be privatized, the approximately 10,000 people (mostly children)who now skate at no charge would likely no longer be served. VIII. Recommendations The Cass Park Rink Committee strongly and unanimously recommends that Cass Park Rink be continued as a public facility. Public skating is necessary in the community. It is through public skating that it is most possible to reach out to children and families and provide the best variety of low cost services and be most responsive to community need. A public rink is an important element of a happy healthy community life. In order to continue public skating the committee recommends the following: 1. Pursue the possibility of converting the refrigeration system from electric to natural gas. If this is not feasible, proceed with the cost saving energy project 2. Be prepared to do the full rink floor capital project. 3. Continue working on new program initiatives. 4. Develop a closer working partnership with"The Rink" at Lansing. -6- Ithaca Youth Bureau Advisory Board RESOLUTION • WHEREAS, children and families of the City of Ithaca have continued needs for support and services as illustrated in the Children and Youth in Ithaca Report and WHEREAS, it is important to examine and coordinate existing !programs that attempt to meet these community needs and WHEREAS, it is necessary to plan new programs to meet needs that are not already met by existing programs and WHEREAS, it is important to look at the overall structure within 1 LCity based agencies by which we provide programming including: - the GIAC relationship to the Youth Bureau and to the City 11 - the Southside Community Center relationship to the City - the Recreation Partnership serving most of the County - the relationship of the Youth Development department to the County and the Ithaca School District - the State and County funding of Recreation Mainstreaming Services THEREFORE BE IT RESOLVED that the Youth Bureau Board requests that Common Council create a task force to work on these long term city planning issues including community needs, programs to meet these needs and the best organizational structure to deliver these programs and to be responsive to these community needs. The Board requests that this committee consists of members of Common Council, staff and board members from GIAC, Southside, Youth Bureau and other representatives from the community as seems appropriate. FURTHER BE IT RESOLVED that the Youth Bureau Board requests that Common Council place $20,000 in the 1998 city budget for the purpose of staffing and carrying out the work of this Task Force. It Passed unanimously, September 8th, 1997 by the Ithaca Youth Bureau Board of Advisors ..... CITY OF ITHACA �V� ¢', 1 James L. Gibbs Drive Ithaca, New York 14850 (j 17711Til� o 'a C rrr YOUTH BUREAU Po� V` Telephone: 607/273-8364 Fax: 607/273/2817 TO: Members of the Ithaca Youth Bureau Advisory Board, Board of Public Works, Parks Commission, and Common Co ncil FROM: Sam Cohen, Ithaca Youth Bureau Director -- RE: Cass Park Rink Task Force Report DATE: August 7, 1997 Last year the Ithaca Youth Bureau requested an energy savings capital project at Cass Park Rink. Common Council requested that a task force be formed to take a close look at Cass Park and to make recommendations for the future of the rink before making a decision on the energy project. Enclosed you will find the result of that effort. The Cass Park Rink Task Force worked long and hard and concluded with the strong conviction that the rink serves a very important role in the community life and should continue to function as a public rink for the overall good of the community. The Task Force is asking you for full support of its recommendations and that we move ahead with the energy savings capital project. Task Force members will review the report with each of the groups listed above at the appropriate meetings. We look forward to working with you all on the future of Cass Park Rink. "An Equal Opportunity Employer with a commitment to workforce diversification." Cw� =off;ice,,,,,, ~*-.�y'1,, CITY OF ITHACA V~ r '"`` !t'; 1 James L. Gibbs Drive Ithaca, New York 14850 �i 771i ,) YOUTH BUREAU ,,, = Telephone: 607/273-8364 Fax: 607/273/2817 • TO: Community Issues Committee FROM: David Delchamps, Youth Bureau Board of Advisors Chair DATE: October 1, 1997 RE: Overview of Resolution passed by IYB Board 9/8/97 Rationale: It has become clear during the past year that it is time to take a wide-ranging look at the way youth services are delivered in the City and County. In particular, the work of the Youth Development Transition Task Force attests to the importance and difficulty of performing such a review. The Task Force took significant steps toward clarifying the County's role in the delivery of youth services, including but not limited to those provided by the Ithaca Youth Bureau. It seems appropriate for the City to undertake a similar study. The Youth Bureau, GIAC, Southside Community Center, and the Ithaca City School District all play important and quite distinct roles in delivering services to City youth. A careful examination of these roles and the interplay between them would seem to be in order. Of comparable importance is developing an understanding of how these major pieces of the City youth services puzzle fit into the broader County-wide picture. All the major players would agree that effective and efficient delivery of youth services is everyone's common goal. Achieving that effectiveness and efficiency might entail some creative restructuring of organizations and reallocation of responsibilities. The study proposed in the motion would, ideally, take steps toward determining what sorts of structural changes might enhance the system's overall performance. "An Equal Opportunity Employer with a commitment to workforce diversification." 0