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HomeMy WebLinkAbout1984 TEDI BSTATEMENT BY MAYOR JOHN GUTENBERGER ANNOUNCING APPOINTMENTS TO T.E.D.I. April 5, 1984 1:30 p.m. Good afternoon and thank you for coming. I invited you here today to announce the creation of my Task Force for Economic Development in Ithaca -- which, as you all know, I have nick -named TEDI. During my campaign last year, I announced my intention to take several bold and new initiatives designed to increase community participation in city government and improve the quality of life for all Ithaca residents. The most important of these was my proposal, put forth in August, to create this task force. TEDI, as I have said in the past, is a way for the City to begin to take a broader and longer range approach to economic development. As a community, we need to do more than confront problems as they arise. We need to look into the future and determine what needs to be done now. We need to decide what are the human needs which are not being met in our current planning process and begin planning in a way that will benefit us all. I would like TEDI to be a forum in which the City can learn the needs of various segments of the community. It will also be an opportunity for us to harness the talents and abilities of Ithacans. I know that there exists a lot of ingenuity in this community and I believe that by all working together we can begin to build a vital economic future for Ithaca. As I have announced in the past, TEDI is to consist of three representatives from the business, banking, and commercial community; one representative from Cornell University and one from Ithaca College; three representatives from Ithaca -based trade unions; one member each from the Tompkins County Unemployed Council and the Day Care Council of Tompkins County; and two represetatives from city government. The following people have been appointed to fill those positions. From the business, banking, and commercial community: * William C. Bennett, Citizen's Savings Bank (Banking Officer for Financial Services) * Herman Sieverding, American Home Funding 411dW'Dhi-6n .yT Air62/107"/ 1/CS -v/Jp * Judy Green, From Cornell University: * James A. Sanderson, Chief Investment Officer From Ithaca College: * Carl Sgrecci, Chief Financial Officer and Controller From ade unions: tI C/p 5V LL! vf/L * xx xxx xxxxxxx, Machinists * Charles French, Building Trades /74 * xxxxxxxxxxxxxx, U.A.W. From the Unemployed. Council: * Nancy Tresner From the Day Care Council: * Beverly Meek From the City of Ithaca: * H. Matthys Van Cort, Director, Department of Planning and Development * Sue Cummings, Common Council member Chair Planning and Development Committee * Helen Jones from the City Planning staff will serve as an ex -officio member I will be chairing this new task force. Selecting the members of TEDI was not an easy task. There are a lot of very talented people in this community and I received very enthusiastic responses to my request for input from local residents. All the organizations gave this matter very serious consideration and they have all chosen outstanding representatives. I urge everyone who wants to be involved in any matter under consideration by TEDI to get in touch with one of the members. I also want to sincerely thank everyone who responded for their enthusiasm and their good ideas and suggestions. As I have said before, TEDI is intended to develop creative approaches to the economic development of Ithaca. We will examine long range problems and human needs which may be overlooked currently. We will look at ways to create new Jobs in Ithaca, and also ways to retain existing fobs. We will pay special attention to the employment needs of young people between 16 and 25 years. of age,'because, as I promised during the campaign, this is one way to decrease the local incidence of crime. We will also examine the concerns of employees and employers in the community. One of these concerns, as you have heard me say repeatedly, is the availability of daycare. Daycare is crucial in any strategy for the creation of jobs and for people's productive performance on the fob. Any plan to revitalize Ithaca's economy and bring more fobs and businesses to Ithaca must involve a basic commitment to daycare. Daycare is a crucial fact of economic life. Therefore, this will be the first item on TEDI's agenda. TEDI will work to encourage Ithaca businesses, industries, universities, public schools, trade unions, and government bodies to u iilize existing daycare networks and to increase the availability of such services to those who presently cannot afford to use the existing sources of daycare. TEDI will familiarize employers with existing options and will explore new approaches. We have a lot of research and a lot of work to do, but I am confident that by pulling together and using the input of area residents and existing organizations, we can begin to build a vital and healthy economic future for the City of Ithaca. RECEIVED JUL 5 1984 TO: SOUTHERN TIER ECONOMIC DEVELOPMENT COUNCIL FROM: Ray Van Houtte, Representative from Tompkins County DATE: Friday, June 29, 1984 I. TOMPKINS COUNTY A. STRENGTHS: 1. Location of higher educational institutions providing research facilities and leading edge technology. 2. Natural resources: scenic beauty, availability of land for development, beautiful state parks and marina, cultural and artistic activities, outdoor recreational attractions. 3. High quality municipal and private sector facilities and support organizations, i.e., new hospital, new sewage treatment plant, new community transit system, excellent air traffic facility. 4. Stable economic and labor market with exceptional growth prospects when compared to other declining regions in the Northeast. - _ - - - B. WEAKNESSES: Inability to successfully Zink technical education to economic development which may jeopardize our ability to accommodate growth of existing industry and new high tech companies. 2. Inadequate state highway system (no accessibility via interstate) . 3. Present lack of an integrated economic development policy --u-til-iz-ing-existing_strengths. II. CRITIQUE OF TOMPKINS COUNTY PROFILE The Tompkins County profile indicates that future economic development will depend substantially upon our ability to supply high tech labor skills in the future. The solution may be to develop a regional approach whereby a variety of resources would be available to produce the necessary future skill levels required. III. REGIONAL Feasibility of locating a Regional airport facility (Owego area?) to attract major carriers to service the regional market (900, 000 people) . This concept is being implemented in various sectors throughout the country. ie5uca1 Technical College EMERALD ROAD - DRAWER 1467 - GREENWOOD, S. C. 29648 - PHONE 803-223-8357 June 14, 1984 Mr. Ray Van Houtte, President Tompkins County Trust Company The Comman Ithaca, New York 14850 Dear Ray: LEX WALTERS PRESIDENT RtCEIVED JUL 5 9984 I appreciate the opportunity you provided for me to share my experiences in South Carolina. Hopefully, you and the other individuals attending the meeting have a little better perspective on the way a technical educational system can be a very significant factor in formulating a successfsul strategy for economic development at the regional and state levels. It is amazing how simple the concept is, but how difficult it is for we educators to understand it. Certainly, I do not want to rehash the remarks I made at the meeting, but I think your project is so important to the future of the Ithaca area that I feel compelled to make several observations at the risk of being redundant. Let me summarize what I think are the essential factors in successfully linking technical education to economic development based on my observations here in South Carolina. 1. There has to be a well designed and very visible economic development program with which the technical education component can link up. The economic development program must be given top priority by the state and region's political leadership so that all segments and groups in the community feel the necessity to rally to. its support. In other words, every group and person must be positively predisposed toward the community's economic development efforts and actively work toward that goal. Technical education, although important, is only one piece. 2. There must be a single system that provides the educational services needed to support the economic development effort. Where there are multi systems (i.e. secondary schools and two-year colleges, etc.). eoch of who have a "piece -of -the -action." it is veru likely that some of the training needs of industry will fall through the cracks and not he met. Also. there is the inevitable protecting of' one's turf'. In those instances where there are two systems providing technical education, eventually a third system is created to coordinate their activities so as to insure that they are doing their assigned tasks. BOARD OF COMMISSIONERS: PAUL M. DeLOACHE, CHAIRMAN, SALUDA—L. S. BRICE. V. CHAIRMAN. McCORMICK--DORRIS S. HALL. SECRETARY, ABBEVILLE -- JOHN H. BRITT. LAURENS — L. ABNER HALL. ABBEVILLE -- J. LLOYD STONE, GREENWOOD -- WILLIAM A. KLAUBER, GREENWOOD — JOHN H. WILLIAMS. GREENWOOD -- BURNEST W. NEEL. NEWBERRY -- SAM M. SLADE. EDGEFIELD --- JAMES L. EDWARDS. LAURENS -- E. W. ROBERTS. GREENWOOD. Si June 14, 1984 Page Two Of course, the focus of everyone's attention and efforts soon comes to be that of maintaining this coordination process and not providing the training needed by business and industry. Probably more importantly, where there are multi -systems for providing technical education, accountability becomes difficult. When one system is given a share of the responsibility, it is easier to identify ineffectiveness. In my opinion, this is "the" problem of technical education in New York State and, although difficult, is must be solved. 3. Equally important, the system that provides the technical education services that support the community's economic development program must have these services as its priority goal. In fact, I would go further and say that it should be that organization's only goal. One of the reasons most technical education is not successful is because it is generally provided by educational agencies (i.e. high schools, two-year colleges, etc.) who also have to fulfill other educational missions and goals (i.e. basic education, adult education, liberal arts transfer programs, etc.). This is the reason I believe that, (unlike the two-year technical colleges of SC), the two-year community college, whose programs are built around the notion of a comprehensive mission (i.e. a variety of programs, etc.), has not been successful in supporting their community's economic development program. To my knowledge, it is only where the two-year community college has eliminated its other goal priorities and concentrated on delivering technical education has the marriage between education and economic development worked. We educators have a bad habit of trying to be all things to all people at all times and, simply put, that cannot be done. Hopefully, someday, we will learn that this notion is bad strategy and eventually results into all kinds of management and allocating problems. Ray, it is my opinion that a successful economic development/technical education program will not be possible to the extent these factors are not present. I am sure that the leadership of New York State and more particularly, the Ithaca area, understand the importance of these factors and will take the necessary corrective action. Let me add one last suggestion. You and some of the other folks in Ithaca may be at a point relatively soon where you needed to see, first hand, a successful economic development program. When you are ready, please visit South Carolina. It will be worth your time and effort. When you do so, please feel free to use my office to help you arrange your program of activities. Our President, Dr. Lex Walters, would be glad to help arranging a schedule that allows you to see South Carolina's program locally and at the state level. I know we could line up the appropriate staffs of the State Development Board and State TEC Board. 1 have enclosed some material from our State Economic Development Board. It will give you a little better idea of the strategy and philosophy behind the state's program. June 14, 1984 Page Three Also, enclosed is an itemized breakdown of my expenses. I assume you will forward them to the Mayor's office. If there are any questions, they can reach me at (803) 223-9351 (work) or (803) 223-3689 (home). Again, thanks for the opportunity to share. If we can be of anymore help, please let us know. Best wishes for your program of economic development and give my regards to Dick Lynn. Sincerely, Thomas V. Mecca Vice President for Planning and Development TVM:ls Enclosures s• Summary of Tedi Meeting, July 16, 11AM. The Mayor opened the meeting with several announcements relating to day care: first, that he had been in touch with Mary Call of the County Board, Human Services Committee indicating TEDI support for the planned County -wide needs assessmemnt. The need to explore United Way support for day care was also discussed. Secondly, the Mayor reported that provision for day care in the proposed Collegetown housing development has been raised, and that the developer has expressed interest. The City will need to explore and get data in relation to needs of proposed tenants, potential day care clientele, rules and regulations for State day care facilities, playground, costs and cost-sharing formulae,etc. The question of Cornell's potential role was also raised. Finally it was pointed out the the Cascadilla School in the Collegetown area has expanded to a younger age bracket, and this might meet some area day care needs. The coordinator then read a summary of the last meeting and reported on the Day Care Subcommittee's work. It has been decided to build on the needs questionnaire sent to City employees to include the downtown banks and businesses to develop a picture of downtown employee day care needs. A roster of already available day care in the downtown area will also be obtained. The two will be compared as a first step to working on recommendations for day care for those who work in the downtown area. Nancy Tresner reported on the work of the subcommittee on Day Care of the County Board Human Services Committee. She reported that the Hospital is starting on-site day care, that Central School has an afterschool program of no more than three hours a day. The DSS has conducted its needs assessment, and the need for day care has emerged as a top priority. She also pointed out that there has been an increase of 300 in open welfare cases in the last six months. Helen Jones reported on the 1979 Economic Development Plan. The Plan is intended to serve as a guide to city investment of resources for purposesof economic development. The Plan looks at historical trends in population and employment. It looks at economic development as a product of the various resources in the area working around the area constraints, topography and transportation, high dependence on higher education with a weak manufacturing sector. There is a high level of skill and education in the workforce, with a problem of diversification. One major need is to keep the employers we have, as well as a need for retraining among portions of the workforce and the unemployed. Randy Wilson led a discussion of the interim report which he had furnished the group. This report focussed on strategies for economic development which he had identified as relevant to Ithaca. He conceptualized these strategies as focussing on local control of businees, the process of decision-making, and the social infrastructure. The focus on day care which Tedi is involved in is an example of the latter. He suggested that the I�J/ group now focus on local control of business, defining goals and as a long term goal, developing one or two strategies to link up the population with the greatest need to employment opportunities as a long term goal. Discussion ensued with suggestions about import substitution, business incubation, need for recognition of alternative business community linkage between business and employees, etc. Herman SieverdOking will look into TCAD progress in its work on employer needs on a countywide basis. It was pointed out that there is a gap in financing available for small business. Bill Bennett pointed out that the Chamber of Commerce provides seminars on setting up small businesses. It was also suggested that a subcommittee of TEDI be set up to look into employee and potential employee needs, that statistics be gathered from the Unemployment Office and _the Unemployment Council on the unemployed and from KirbyEdmonds who is developing a survey of skilled employee needs. Paul Eberts' report on an action plan for local economic development was then mentioned and will be circulated to members of TEDI. The group came to the following conclusions: For the restof his summer commitment, Randy will conduct some interviews to identify employer goals, needs and problems, with some additional attention to import substitution. Judy Green suggested a PR campaign to get response from people not involved in interviews. •1 MEMORANDUM TO: Task Force for Economic Development in Ithaca FROM: Randall Wilson INTRODUCTION . 1 Date: July 3, 1984 Subj.: Interim Report Mayor John Gutenberger convened the Task Force for Economic Development in Ithaca (TEDI) in the spring of 1984 to address the "human side" of the local economy. At the first two meetings of TEDI, and in conversations with members of the: Task Force, it became clear that examples.of relevant practice in other cities would be helpful. Consequently, I have focused my activities as part time research analyst on a survey of such examples. I have i reviewed numerous documents collected as part of my studies in Cornell'Is Department of City and Regional Planning; I have made perhaps 25 telephone calls to officials and experts in various cities, and I have spoken to members TEDI and vzrious officials and community people in Ithaca to see what themes in the experiences of other cities and in the literature seem most relevant to TEDI's mission. Aside from such general objectives as "improving the business climate," expanding job opportunities, and "coordinating the actions of public and private actors," my conversations suggest several specific approaches to local economic development that TEDI has a particular interest in: (1) Ways to exert a greater degree of community control over the course of economic development--e.g. keep local wealth in the community through, strategies; take more perhaps, import substitution advantage of certain strengths such as the "alternative" businesses now oPerating and the locally . generated food production and distribution networks. (2) Ways to improve the structure of neighborhood and other participation in local economic development programs. (3) Introduce the concept of a "social infrastzucture" --as exemplified in current day care proposals-- as equally important as such "capital infrastructure" as roads, utilities and public financing subsidies in creating a good business climate. This interim report begins to address the background to' these Ithaca concerns by summarizing examples fzom selected other cities. The five cities presented below are St. Paul, MN., Eugene, OR., Hartford, CT., Santa Monica, CA., and Burlington, 3 :,VT. I have to emphasize that this is only -the barest summary. Persons who wish to pursue any of, these examples in more depth shouldcontact me, as I am beginning to accumulate an extensive and useful. bibliography. SUMMARIES St. Paul, MN. The city of St. Paul has initiated a ."Homegrown Economy Project." Despite its rural -sounding title, the program promotes the growth of light industry. Its goals are to•diversify the local economy and reduce the amount of goods and services imported from elsewhere. Through its Planning and Economic Development agency (PED), the city identifies promising local businesses and "grows" them -- through its incubator building and a variety of other support mechanisms. The accent is on small businesses, acknowledging their large contribution to job creation and new technologies. Larger local firms also receive assistance, such as financing and technical help. The idea is to nurture new businesses along until,.t3ey are self- supporting, as well as to maintain businesses.with problems. In either case the goal is to retain jobs and income within the community. According to a staff member, "We identify strengths and build on them."(1) The centerpiece of St. Paul's program is its business 4 incubator, which offers low cost space and services to eight. new The city developed a unique arrangement to obtain' Rather than owning the building outright, it financed enterprises the space. a low interest' mortgage for a local developer, who agreed to offer incubator space and use the profits to renovate other .properties in the area. Among the tenants are a jewelry maker, a food distributor boilers. (2) and a maker of energy-saving carburetors for St.'Paul's PED has aggressively sought out grants and revenue bonding. In 1981 they ranked first nationally for revitalization grants to small businesses. A tax-exempt revenue bond program assist's low income housing development and revitalization of neighborhood businesses. In 1783, a "Neighborhood Partnership Program" program was established, drawing on Community Development Block Grants andi city taxes to create a self-help fund. Residents, businesses and neighborhood. groups present their own plans for an area (renovation, public works orb other improvements): The program extenals technical assistance and funding to realize such projects. (3) Eugene, OR. In 1981, Eugene officials called attention to. the area's vulnerability to global and national events. In particular, high interest rates for home mortgages have devastated the area's mainstay, the timber industry. An early leader. in "growth management" and environmental. regulation, Eugene was also perceived as a "bad. business town." In response, the city adopted a Six Point Program to diversify the economy.' The plan calls for a balance of outside recruitment and the •creation and growth of local firms, with special emphasis on small and medium-sized enterprise. It argued that diversifica- tion will largely occur through the expansion of existing local firms. (4) The plan also called for a close partnership between the public and private sectors. A major vehicle for cooperation is the Joint Committee on Economic Diversification (JCED). The Committee links city staff, the Chamber of Commerce and local schools and universities. Its "action arm," the Business Assistance Team, is staffed by city employees and Chamber volunteers. Their partnership, according to a city staffer, has • been "excellent." (5) The "BATeam" has extended help to 500 local businesses on city regulation, land use, low interest loans and other programs of assistance. It acts aS"one stop shop" for prospective (and existing) business; BAT also acts as ombudsperson and advocate when necessary. Their efforts.are closely coordinated with job training efforts and other Their "action plans" call for provision of development programs. affordable day care, flexible work hours andadaptation, of workplaces to employ disabled people. (6) Under consideration is a finance program which would assist local firms who employ 6 y s with particular needs, ox provide other public benefit. group An aggressive outside recruiter, Eugene offers incentives to firms which are "high growth, labor intensive and non-polluting." (7) (The state offers tax breaks to pollution control facilities, energy -conserving fuel,production'.and waste recovery). 2. Another approach to development grew from Eugene's Whiteaker, the city's poorest grassroots. During the 1970's, ei hborhood, fought displacement from highway construction and n g other developments. The strategy of local groups slowly shifted from "defense of the neighborhood" to "affirmative planning," based on community -controlled and environmentally appropriate development. Plans were developed by the Whiteaker Community Council, which created a non-profit organization, the Neighborhood Economic Development Corporation, or NEDCO. Economic and physical development would be guided by "local preferences for local needs,",focused. on basic necessities (health,lhousing, energy and food). (8) Whiteaker activists received planning assistance from city taff who also supported zoning changes to allow urban farming s � and to keep the area affordable to residents. Other help came from a local bank and a realtor, as well as the office of the local Congressperson. Federal support came from the Community . Development Block Grant program, among others. Aided by a neighborhood task force, NEDCO and the city developed an energy conservation ordinance for Eugene. The law provided for low income, rental households to be weatherized. The corporation also spawned a community business, Whiteaker Energy, to carry out weatherization and alternative energy retrofitting. The firm was incorporated as a democratic enterprise, governed jointly by employees, community members and •investors. NEDCO also acquired land a'nd buildings to house enterprises serving the area: hardware and grocery stores, a bakery and other services; a low-income, scattered -site housing cooperative, and other efforts in food, health care and recycling. These developments have helped revitalize Whiteaker's Blair area, a delapidated commercial strip bordering run-down housing. Some of these enterprises failed, due to undercapitalization, among other problems. Community participation in Whiteaker remained strong into the%1980's, however. Hartford, CT. Hartford shares with Eugene a focus on food and agriculture in strategies for low income neighborhoods. These cities linked planners, neighborhood groups and regional farmers via urban farm markets and other means. (9) Hartford's food plan was part of a broader strategy to cut the costs of basic goods food, energy, transportation and health care and free up .purchasing power for other local goods (e.g. housing, or patronage of local retail and service businesses). (10) It shared with Eugene an accent on self-help, local self reliance and cooperation; also emphasized was job training applicable to private sector employment. Founded as a non-profit corporation in 1978, the Hartford Food System sought to reduce the cost of food, improve the quality of food available, and increase the amount grown within the region. (11) Based in five low income neighborhoods, the Food System combined the resources of 14 community groups. it includes five food -buying clubs, farm markets and market councils, commercial and community food -producing greenhouses, city-wide composting, a community cannery and technical assistance to help neighborhoods develop and control their own food system. Each of these elements was planned to complement the others. (12) Recent assessments acknowledge that the Hartfood Food System has not solved the food problems of residents; it has been a help. to the large number of households using it. (13) The System holds out the potential to reduce the cost of energy expended in trucking food in from long distance (a cost which makes Hartford pay six to ten times the national average for its food). With greater awareness (and coordination) of who buyz food in the area, Hartford could raise the demand for regional produce -- 9 :.keeping money in the area and creating jobs in agriculture. Several reports. for instance, urge the city's Board of Education to send its $2 million annual food budget on local produce. (14) P Another Hartford theme is the "linkage" policy. In December of 1983 Hartford's city council adopted a new downtown development plan which emphasized office and retail development and, as a result, met with sustained opposition from the city's well organized base of activists in poor and ethnic neighborhoods. They pointed out that the tax deferrals to office development have generally not'provided many jobs to residents of the city's lower income neighborhoods. The groups called for. "linkage" policies to direct a share of the gains of downtown developers to the neighborhoods. They requested that all projects of a certain size contribute five percent of total project costs to a a neighborhood and economic development fund. The fund would finance low income housing or rehabilitation, enployment and job over a certain size training for the neighborhoods. All projects would beaskedto provide free space for affordable day care. (15) The present discussion of a linkage policy had its antecedents in the policies of an earlier city council in Hartford, led by Nicholas Carbone from 1969-79. Under his leadership, the city aggressively developed land with the objective of employing local residents and increasing their 10 desite a soft market for development, was able income. Hartford, s p fax deferrals for developer concessions to trade off immediate that would mainly accrue over a longer period. The city took equity holdings in buildings and land, leasing them back to developers with these conditions: employ local contractors and construction crews, employ minorities, provide space in buildings for minority businesses and help finance small business. The largest example was Hartford's co -ownership of the Civic Center. The city also took over an abandoned department store, leasing it to American Airlines for a reservations center ander the condition that the first two floors be set aside to create small businesses. The "deal" provided 1000 jobs for Ore city. (16) Santa Monica, CA. Santa Monica's city government has successfully pursued "linkage" policies for several years. Developers are required to construct and maintain one unit of low and moderate income family housing for every 350(4 square feet of commercial office space. City manager. John Alschn•ler argues that this policy is not a "tax" but an "exaction", a request for payment equal to th'e cost created by private development in this case, the loss of housing due to office development. Traditionally, suburban communities have asked developers to bear 'the incremental costs of services and infrastructure required for projects. Use of this method in Santa Monica has not driven out potential investors. The city has successfully negotiated agreements with a series ot.developers. 11 Santa Monica policy calls for linking downtown and oceanfront development to the r_resi..f on of businesses with an emphasis on small scale, retail uses. The accent on tourism and service sector work has been criticized, given the low wages and seasonal nature of much of the work. However, in a 1982 policy paper, it was defended as the best way to bring tax revenues into the city; the paper also suggests that commercial and retail jobs provide the most entry level opportunities for.vomen --.close to 60 percent of Santa Monica's households below tie poverty line are female -headed. (17) Other groups in need -- minorities and youth -- will receive job assistance through the city's community development department, which has begun to work directly with community groups to identify needs and to provideadvocacy and training. Burlington, VT. Burlington's programs for the local economy bear the stamp of its activist mayor, Bernard Sanders. Elected in a ferment of neighborhood politics, Sanders has sought to make city government both equitable and efficient. le.sides traditional reforms of administration, he has used his powers to widen participation and increase popular control over the city's resources. He has also strengthened the city's .rapacity in economic development, creating a new office dev:vted to that end. 12 "Participation" has been a watchword from the first days of the Sander's administration. A variety of task forces and advisory councils were created to define problems and offer recommendations. They .afforded a way to develop new programs and services which built citizen expertise, without expanding the city's bureaucracy. Task Forces were formed on women, youth, the arts and the elderly. The Council on Women researched the economic, safety and health needs of Burlington women. At their urging, the city surveyed the economic status off women, and worked for the,creation of a downtown daycare center, funded by block grants. Burlington's most elaborated form of participation has been its Neighborhood Planning Assemblies. These were adopted to provide a community voice in the Community'Dev.elopment Block Grant decisions, and to open communication between citizens and the various city departments. Seven of the wards have adopted assemblies, drafting their own by-law's and, at times, setting their own agenda. assessed their own needs and priorities, then worked on applying them to actual project requests and distribution of grant monies. Concerns have included housing development, playgrounds'and neighborhood density. In planning for Burlingtvn's waterfront, Saunders called upon the assemblies for suggestions; over 800 citizens participated. In the founding meetings, participants 13 • Saunder's programs for the economy have deep roots in the neighborhood politics which helped him win two elections. Community members had been mobilizing for years against new highway construction, arguing that it would fail to meet its Professed goal -- strengthening downtown merchants. Instead, they emphasized housing and development of food stores and other retail serving downtown residents of moderate income. The logic was that "if you bring people downtown" (and horse them), "stores •'would follow." (20) 'Activists argued for improving the city's own assets --.its waterfront, its socially diverse neighborhoods, and its mix of educational and manufacturing occupations. Saunders broadened this vision in 1982 by appointing a task force on the economy. Its members were drawn 'from business, labor, community and academia. Its mission was to "stimulate investment and to attract, retain and encourage the development of existing and new enterprises." (21) For its first task, the group sought to identify labor, economic and site resources in the city, review sources of funding and develop plans to promote ti the city. This mission was formalized in 1983 with the creation of the Community.and Economic Development Office, or CEDO. One of its first projects was a revolving loan program, responding to a request from the Neighborhood Planning Assemblies; the loans are targeted to small businesses. CEDO also.offers small enterprise 14 its_ technical assistance, and provides refer--_als to ether nt:ate and local programs for finance and advice. Responding to negotiate with the housing, given the to upgrade and expand 'rehabilitation and a Community ownership. CEDO has also city's. North End, .as well as matching vacant commercial and industrial space with interested businesses. Wile protecting North End housing, CEDO eased the "residential" zoning restrictions there to allow for a neighborhood -controlled 'commercial district, with a mix of uses. -The hsup'e is to encourage co-operative and locally owned enterpaises to develop, keeping 'o in income within the community. CEDO is aRsexploring the prospects of broader city assistance to employee -owned and operated businesses. housing needs, CEDO made plans in 1983 to University of Vermont on investing in new student pressure on the market. It has worked affordable housing, through loans, Land Trust for low income home provided facade improvements in the ti FOOTNOTES 1. Conversation, 28 June 84. 2. Candace Campbell, "Hatching Small Businesses" Planning, 5/84,.24. 3. James J. Bellas, "St. Paul: We Kept it in Lity Government,". Planning, 10/83, 18. 4. "Si Point Economic Diversification Program„" FY 83-84 Action Plan, City of Eugene, November, 1983. 5. Conversation, 27 June 84. J • • 15 6. City 'of Eugene, Action Plan, o_p_ cit, 13. 7. "Business Incentives in Oregon," Eugene, Oregon Community Profile, Business Assistance Team, brochure, n.d. 8. Daniel Goldrich; "Community -Controlled Economic Development Cthe Traion to er,NidwestnPolitiomic calcScience Association, pa Conference pati 9/81, abstract. 9. Harry Boyte, The Backyard Revolution, Temple University Press: Philadelphia, 1980, 183. 10. Pierre Clavel, Progressive Politics in Five Cities: Planning and Participation, 1969-1984, mss, 69. 11. "Hartford Unveils New Food System," Ways amd' Means, Conference on Alternate State and Local Pullic Policies, May -June 1978,.11. 12. Mark Winne, "Grassroots Nutrition Planning," pamphlet,, n.d. 13. Seedling, Hartford Food System, Newsletter„ Spring 1982. 14. Winne, o_p_ cit. 15. Pereira and Maine, AdHoc "DevelopmentCommittee foro$ Neighborhood Development Policy, paper, 9/83. 16. Nicholas Carbone, Eve Bach, Pierre Clavel, "Progressive Planning, A Report from Berkeley and 1Iartf,or:d," Working Paper in Planning #51, Program in Urban ani Regional Studies, Department of City and Regional PIlanning, Cornell University, 7/81, 14. i7. David Smith, "Municipal Development Policy: A Working Paper," Santa Monica, 1982, 6. 18. Renee Jakobs, Planning and Politics: A Case Study of Progressive Administration in Burlington, Vermont, 1981-- 1983, MRP thesis, Department of City and Regional Planning, 90. 19. Clavel, 1984, of cit, 307. 20. Joanne Beauchemin, cited in Clavel, 1984, cit, 283. 21. .Jakobs, 2p cit, 146. MEMORANDUM TOF Task Force for Economic Development in Ithaca FROM: Randall Wilson Date: August 2, 1984 Subj.: Second Report ' INTRODUCTION On July 16, 1984, TEDI membere discussed my interim report, which presented example of economic development from other cities. This discussion raised a number of themes and problems. One question was the applicability of these strategies (incubation, linkage, import substitution, internal development and public/priv- ate partnership) to the scale and conditions present in Ithaca. A number of questions were raised about "incubation" of new enter- prises: space availability, conflicts over city ownerskijp, possi- ble feasibility studies and proper organizational structure. Other strategies of interest: an economic development "umbrella organi- zation," or the creation of "one stop shop" capabilities in present or potential agencies. There was broad agreement that increased local control was a desireable goal for the task force to pursue. In particular, members expressed interest in the prospects for import substitu- tion as a means to greater local control of the economy. This requires making an inventory of the goods that an area imports, and exploring whether any of them could be supplied or produced -1- locally. It was suggested that an "import inventory" might be part of a larger economic profile of the area -- one that surveyed the' needs, capacities and problems of employers, the unemployed and underemployed residents. This data could help TEDI choose policies which furthered local control, by increasing our understanding of how the local economy "works," as well as how it could work better. Such data could prove useful for developing new enterprise and for maintaining present ones. To begin developing such a profile, I have done a very brief survey of major employers in Ithaca. The aim of these interviews was to explore the prospects for further research on local control of the economy, particularly through import substitution. I also "tested out" possible survey questions for future use. Given that these conversations were exploratory and fairly unstructured, the report should not be taken as final. It is impressionistic; it suggests guideposts for further study and discussion. A further aim of these interviews -- which included business people who are quite active in local development efforts -- was to assemble Per- ceptions about the local economy: what hinders expansion or new development? What are the gaps, if any, in the economy? What are the area's major strengths and weaknesses as a place to do business? I will comment on some of the responses below. The atstngest:'conclusion I can draw from this study is that more data is needed. For this reason I have suggested further directions which research could takes how wecan learn more about imports and exports, what else we should know about the local econ- omy, other research questions for "local control" and a set of questions about TEDI's place in future developments. -EMPLOYER SURVEY In selecting employers to contact, I sought out those who appeared to wmploy the greatest number, expend the largest dollar value in sales and purchases or otherwise make up the "base" of the local economy. By "base" I refer to those firms whose sales are made primarily outside of the local area. Students of the development process consider "exporting" firms to be the prime movers of local economic growth.When such firms close down or relocate, employersserving lbcal demand (retail, commercial, and certain services) are hard hit, as local employees have less 1 to spend. Base firms in the Ithaca area would include Cornell and Ithaca College, as well as a variety of manufacturing enterprises. My survey also included some large organizations which mainly serve local demand -- for health and utility services. Each of these imports a great volume of goods from outside. •PERCEPTIONS Over-all climate: respondants roundly acknowledged the stabil- ity and strength of the local economy, given the presence of higher educational institutions. A president of a growing electronics firm characterized Ithaca as a good "incubator" area for hatching new, small businesses based on science and technological innovation. It is no accident, given the educational facilities locally. Others criticized the community for being too "inward -looking," "complacent," or "apathetic" towards development and change. There is a perception that residents, particularly those in higher education, take the state of things for granted. It was pointed out that Ithaca's pattern of development has been a great success -- for Cornell, if not for local industry. Personnel: Several employers remarked that Ithaca was blessed with a generally high -skilled, well-educated work _force. Others pointed to the lack of "good electronic technicians" and the Jack of workers skilled for specialized computer applications. One noted that the scarcity of_;engineering technicians, cited by se Prat as a problem,. was a nationwide issue, not unique to Ithaca. Overall, in the words of one respondant, there is a lack of "linkage between skills and need" of area industry. He called for closer coordina- tion of education with commercial and industrial advances in tech- nology. Organization: The theme of "linking" people with potential projects was emphasized. Several employers called for "one stop shopping" functions in local economic development. One director noted that development projects succeed or fail on the talents of able individuals; while such people are vital catalysts to develop- ment, dependence on them may lead to a lack of continuity when their role ends. There is no "critical mass" of people working together towards unified goals in economic development, or so it is perceived. A related problem was the perceived lack of linkage between Cornell University and the community. Several people thought Cornell could be a better resource for business and skill develop- ment, as well as continuing education opportunities. On •this last point, the lack of evening graduate education -- i.e., for MBA degrees -- was singled out. Overall, respondents observed the wealth of local talent and brainpower which goes untapped. Space: Several employers put forth the lack of space for ex- pansion as a problem. There were suggestions that West Hill be opened up for residential (and in one case), industrial uses. Other employers felt that their space needs were met. Services: Most respondants considered the level of business services here to be adequate to their. needs. One employer felt hindered by the absence of major banks, such as Marine Mid7_and.: Another •complained that local banks do not. offer quotations for foreign currency exchange rates. The president of a large indus- trial firm complained that salaries for business service, particularly attorneys, were "unrealist&Cally high.". The lack of a health main- tenance organization for local employees was noted as_a serious gap in non -business services. Others noted the lack of health in- surance programs for small businesspeople. Transportations Predictably, almost every respondant found local transportation to be an obstacle to new or expanding bus- iness. The lack of adequate road, rail and air links was. highlighted. Several called for upgrading Routes 96B, 13 and the "Octopus" in the west end. Quality of Life/Community: The natural beauty and personal quality of the area were widely cited as local strenths. Most felt that these amenities counter -balanced the perceived heavy tax burden. The presence of cultural attractions and higher educa- tion was cited as a source of quality of life. The smallness of the community was seen as both virtue and vice. One employer, for; instance, .complained of the lack of other, similar manufacturers; in the same breath, he described this as a "plus," since it meant fess price competition. IMPORTS AND EXPORTS To "test the waters" for future research, I asked the follow- ing questions of both presidents and purchasing directors of local ernp Byers, in the course of broader conversations about the economy. -What is your product or service? -Are your products sold primarily outside of this area? - If so, where do you_. export to? -What goods do you import in greatest quantity from outside? - Other imports? ° - Volume of imports? -What goons and services do you purchase locally? • -Do you import because of better price, availi.bility or volume elsewhere? -Other reasons for importing? -Is there potential to supply any of these goods locally?' -Why or why not? -Are there services lacking locally which you would use? -What is the potential for providing them here? Most of the detailed questions here went unanswered; the responses. supplied -- primarily about local purchases and imports -- were generally sketchy and off-the-cuff. I have organized the responses into sector and export product. In the case oftwo sectors -- health and utilities -- the product or service remains in the region, but the bulk of their "inputs" are imported. The other major sectors studied were manufacturing and education. The following is a list of manufacturing exports: mini -computers micro -computers and oomponents data input and output terminals software control systems for space craft components for spacecraft control industrial control systems data acquisition and logging systems scientific measurement and control instruments electronic instruments automotive1ower drive chains and components coatings for scientific and optical instruments precision machine tools automatic scales shotguns structural steel fabrication metal fabrication tool and die work corrugated pipe, reinforcing rods, mesh steel joints Imports rd1ajo:ID outside purchases by. the health sector locally include medical and surgical supplies. The local utility imports transformers and other electrical transmission Equipment. Other sectors' imports: Education Office furniture (desks, chairs, metal files) Filing cabinets, book shelves. Dormitory furniture Carpeting Drapery Food service Paper (basic and fine, including computer paper) (Educational sector imports) Maintenance supply items Paper towels, toilet tissue Janitorial supplies, cleaning agents Office supplies Computers Energy (coal and fuel oil) Printing (certain larger jobs) Manufacturing Steel Computers Computer components, parts, supplies (semiconductors, microprocessors, printed circuit boards) Industrial control supplies Plastic frames (for computer goods) Wire Cabinets Aluminum Machining instruments Metal -working Tubing Auditing services Office supplies Machine testing Other electronic devices Other machine parts Local Purchases The following goods and services were listed by respondants as itersof major purchase locally. Education Agricultural feedstock and seeds (some) Office supplies Pest control Food (vending machine concession) Groundskeeping supplies Computers Business forms Paving/sealing/marking (parking lot improvement) Teaching equipment Typewriter repair Manufacturing Maintenance mechanical electrical vehicle Hardware (smaller tools, light bulbs, etc.) Welding supplies (Some) electronic components Electrical devices Repair service Frint in 7 Advertising, circulars Plastic parts Janitorial supplies Office supplies Wire Cabinets. Car leasing Accounting Attorneys Analysis It is not clear from this brief survey whether Ithaca is amenatle to "import substitution, narrowly understood. This is not to say that there is notpotential for decreasing imports, or other strat- egies for increased local control. Rather, it suggests that many of the goods mentioned in the survey -- which is by no means all goods nor all employers have limited potential for being produced ' and purchased locally. Interviewees suggested certain items which may have potential: -manufacture of printed circuit boards. Several other employers were skeptical of this, although all of them saw a need for it in the local economy. Some were not convinced that local demand could sustain this product, which is used in electronic machinery. They also noted that outide distributors and producers, dealing in very high volume, already competitively low prices. Many of thfam are located "offshore," primarily in Asia, and offer very low wages; --cabinet-making. A number of major manufacturers in the area would benefit from increased local production of this good. It might possibly be done contractually, through a job shop. Again, questions were raised about the adequacy of local demand to support it. Several respondents suggested that there were potential oppor- tunities for distribution of certain goods in the area, if not actual production:. furn:L cure (for offices or dormitories) -paper --microelectronic components With regards to this lastitem, it was suggested that a local supplier could provide the small start-up firm with specialty components suited to building a simple prototype model of the product. Food Suggestions were made to encourage more local food production, as well as more aggressive marketing of local produce to area re- tailers and other buyers. Several people felt that the area might support processing of the region's produce. Others noted the real problems of scale, price competition and seasonal availability of food processing industry, A further idea worthy of research: im- proving the linkages between the institutions who purchase food (schools, restaurants, nursing homes and others) and those who grow it in the region. This may require a broker or other organized means to connect buyer with seller and insure volume.and coordin- ation. Further research The next step is to determine whether further study of import substitution is desireable. If this is the case, then research should proceed 6n several fronts. First, it should elaborate and formalize the work I have begun with 'my "straw" survey. The objective would be a more reliable and rigorous test of the feasibility of import substitution, and the creation of a "bank" of product and service ideas which might be initiated by local entrepreneurs. Second, research should offer us a more detailed picture of the local economy. It would draw on forthcoming unemployed and employer survey data. It would help us clarify gaps -- missed opportunities and underutilized skills -- as well as to help identify systematic problems which TEDI and others could begin addressing. Elabor_atinr; the "Imports" Survey We need a comprehensive "roadmap" of the local economy: a detailed listing of firms by industrial sector. and Standard Indus- trial Classification (SIC code); product or service; numbers em- ployed; dollar volume of sales and purchases; and specification of goods exported and imported. Exact information on employment and total sales is often unavailable for small areas such as ours. At the start we can eliminate from discussion certain import items which Ithaca has no clear comparative advantage in making -- steel, for instance. Then, we should assess what are Ithaca's com- parative advantages, its highly educated population, for example. The next step would be to clarify the relevant area for research. This can be difficult, as statistics are collected for municipalities and counties -- units of government -- while "economies" operate in a broader, less-defined area. Given that the "economic area" is wider than the city of Ithaca proper, whatis the proper scale of study?. The answer may be different for each focus of research: industries, agriculture, labor market, and so on. To formalize our study of imports and exports, we need td look at transactions or "flows" within the area economy and between local employers and outside enterprises. This information i often organ- ized into a tool called the "input-output table." It shows, in matrix form, the relationships between producing sectors ("purchases from") and purchasing sectors ("sell to"). Imports and exports from the region are arranged on the margins of the table. In their most elaborated form, input-output tables help econ- omists to predict the impact of changes .in particular sectors on the economy of an area, for both firms and households. It is poss- ible to use the table in simplified form -- filling in only for im- ports and exports, for example. There are several ways this can be done. One is by direct survey -- personal interviews or written request. Another method is to draw upon secor)d1 Yy sourcrrs of £n -- formation, where available, and explore the relationships mathe- matically. A final technique -- not exclusive of the other. two -- would be to bring major employers together from particular indus- tries in a conference setting. The aim would be to get them to specify their sales and purchases, ,as well as to learn more about 2 one another. Each of these methods pose benefits and drawbacks. All of them suggest questions for TEDI regarding the scale, complexity and aims of future research. Consultations with trained economists from Cornell's departments of City and Regional Planning and Agricultural Economics would help clarify these issues. OTHER RESEARCH STRATEGIES If we are to understand how the local economy "works", we should explore other relationships alongside the sale and purchase of goods. I have outlined three methods for thinking about such relationships. Flow analysis One way to iiork towards "local control" is to identify various flows in the economy, including imports and exports. Three flows vital to economic development are capital, labor and energy. Capital: -explore the degree of outside vs. local ownership of enterprises, including banks and services. Changes over time, impacts.on management, stability, employment. -lending practices of finance institutions. Capital availability for different groups and business sectors. Specific problems for minorities, small business, etc. -evidence of disinvestment (if any) for particular firms; redlining (neighborhood disinvestment), if any. Labor: -proportion of "imported labor" in local inOustries -11- due to relocation of firms bringing in their own workforce; due to scarcity of needed skills locally, or due to growth in in -commuters for local jobs. The last case is of special importance to developmentefforts keyed to keeping income within the_ local economy. If a large part of the salaries generated leave the area everyday at quitting time, there is not going to be much extra income for local residents, nor additional multipliers for other local business. Energy: Energy is a key source of "leakage" to local economies. This occurs both through the dollar cost. expended on fuels, when goods are shipped over long distance, and through waste of energy which could have been conserved. A "flow" analysis would take inventory of energy use in Ithaca, particularly by business and government. As many communities have found, energy conserving methods and technologies can be a source of job creation, through weatheriza- tion, energy auditing, or product development and marketing. Many energy-related businesses can be started on a small scale with a low initial capital investment. Such efforts can provide income and job training as well as conservation. Structural analysis We can picture the structure of the economy clarifying which industries are basil, which services and industries support them, and whether there -are important gaps between potential buyers and suppliers. This also means identifying missing services which would have a potential market locally. A related question is the structure of opportunities for employment; how do different sectors (service, professional and technical work, skilled and unskilled production, sales) compare pin terms of skill, income and job growth? What is the contribution of each to total employment? This should be studied over time to see whether certain occupations, such as skilled blue collar work, -12- are increasing or declining relative to others, now do these occupa- tions compare with counterpart figures for the state, the nation, and cities of comparable size? A final issue -- already being explored by TEDI members is that of unemployment and underemployment. Close coordination with other research suggested here might help to explain some of the reasons why workers' skills are underused. Resource analysis Up to this point, I have only described the economic base in narrow terms, as industries which export goods and bring income into a region. A strategy for local control, however, must search for a balance between investments in export production and locally directed efforts which sustain the community. The latter requires taking inventory of local resources and finding out how to cultivate them better. We can envision Ithaca's resources as a series of concentric circles or rings, radiating outward from the most basic of resources, the natural environment. Natural resources: an inventory at this level would help us determine whether development strategies could be sustained by the local environment, and what limits, if any, might be necessary. Given the importance of scenic resources locally, there may be trade-offs called for between future growth and sustenance of the environment. As noted above, energy and local agriculture suggest future research on ways to keep income "circulating" within the community. Other environmentally-based businesses, such as recycling or com- posting, deserve further thought. Physical infrastructure: In addition to thetraditional planning coneerns with transportation, waste and water treatment, there could be study and inventory of bulldAn g ::pace for post ble incubator strategies to promote new business. • Social infrastructure: Present and prospective efforts in daycare, worker re-training and other employment education should be evaluated with issues or "loec1J. cont;:rol" in MIMI, For ir;,:i:ancr:, are training programs geared to areas with significant openings? If there is potential for such programs to help initiate new bus- inesses, it should be explored further. Human resources: the most pressing concern here, as noted, is to assess the extent and causes of unemployment and underemployment, as well as the skills of these workers. Organizational capacity: This category draws together various means of "making things happen." They include entrepreneurship, finance, economic development activities, community organizing, volunteer organizations and consensus -building forums (such as TEDI). It would also include less formal networks, such as the group of educators and businesspeople meeting to discuss science and technical education. Ithaca has a unique organizational resource in its "cooperative" business sector and its "alternatives" commun- ity. A serious resource inventory would look for ways to better mesh their activities with other development initiatives. A closer inventory of each level may reveal missed opportunities for developing income, skills, products or overall quality of life. We may also identify gaps (or "missing linkages") by studyingthe connections between different types of resources. CONCLUSION I am not suggesting that TEDI undertake oil of the research strategies outlined above. They a r"e offered as alternative ways to make sense of the local economy and to aid TEDI in thinking about what to do next. In closing, I wish to pose some questions for the group's consideration. -14- -What is TEDI's mission or role in local development? This breaks down to three kinds of questions. What are its long term goals and purpose? Who istrying to help, above all? What is its relationship to official government? to quasi -official agencies (such as TCAD)? This last question is of special importance in our area, given the crowded field of players claiming to do "economic development." 1^7e need to be sensitive to turf issues, yet have a clear sense of exactly what TEDI is empowered to do. On the question of power, -Can TEDI create a new development organization -- such as a community development oorporation, or a "one stop shop" to coordinate development activities? Is a new development organization needed locally -- or simply better targeting of present programs and functions to people in greatest need? Are these functions being carried out adequately by, existing organizations? Finally, we need to examine our 'relationship to our constituenc:is, however we define them to be. Are they represented adequately by TEDI's present form and membership? If not, who else should be represented? How else might we give voice, in a broader way, to members of concerned communities? If TEDI seeks to have a more visible public role, perhaps it should engage members.of the community in forums, workshops or public hearings. This might also help define some of the issues and problems which need clarifying. 1 Tiebout, Charles, "The Community Economic Base Study," Supplementary Paper #16, Committee for Economic Development, 1962, p. 14. 2 Ebert, Paul, "An Action Research Program for Enhancing Locality, Regional and State Economic Development," manuscript, no date, Department of Rural Sociology, Cornell University, pp. 4-5. MEMORANDUM TO: TEDI FROM: RANDALL WILSON DATE: 19 November 81 PURPOSE. In August, I reported to TEDI about imports, exports and local' buying patterns of area employers. A subcommittee was then formed to fur- ther explore "local economic initiatives" -- areas where Ithaca was missing opportunities to provide jobs, income and ventures for its residents. The subcommittee has been exploring several areas of "Leakage" in. the local econ- omy: contract construction, food and agriculture, venture capital and print- ing. My assignment was to find out whether Ithaca was losing potential income through "imports" of printing services from out of town. This report sum- marizes my findings from a brief survey of printing customers and suppliers. MAJOR FINDINGS. Printing is an important and growing industry in the Ithaca area. Ithaca's economy specializes in education, manufacturing and service industries which cater to both of these sectors. It is also the region's "service center" -- home to banks, insurance firms, utilities and other func- tions serving the region. A11 of these industries generate reams of paper- work and rely on printed matter to do their business. Much of the printing for these activities is done locally. However, there is a perception that printing jobs are "leaving town" which could be perfomed locally. The institutions seeking outside service do so for several reasons: traditional customer networks, low costs and a perception that local shops lack the capcity or equipment to meet specialized needs. These differ- ences of perception suggest a possible need for face-to-face discussion among buyers and sellers of printing services. OVERVIEW OF THE INDUSTRY. According to County Business Patterns, 180 people were employed in Tompkins County in the printing industry, as of 1982. Some twenty firms offer printing press services; this does not include shops re- stricted to photocopying. These firms rely primarily on offset, sheetfed presses. Some retain traditional letterpresses; others have moved into the newest "web press" technology. All firms with upgraded equipment originally began as small printing or copying shops. The local industry can be divided into three sectors. The first would include copy and duplication shops, as well as firms which specialize RE: PRINTING RESEARCH -1- in services to printers, such as typesetting and camera work. This sector willnot be considered here. The second sector is nude up of firms serving a local market, and not planning expansion. The third sector is filled by those firms serving an export market, local and exports, or expanding to serve a larger market. As some firms enter the third sector, those with a local focus often increase their market share by picking up clientele formerly served by "exporting" firms. Industry respondents claimed that printing is growing currently; most of them "are busier than they've been in awhile'," as one owner noted. .Others observed that,.in general, it is hard "to stay above water" in this business. SURVEY FOCUS. For this report I will focus on the most informative interviews: six printing firms and four large customers. The. printing firms are labeled 1-6; the customers,.A-D. 'Printer 1.has the area's largest export shipment in printing, serving national customersin.New York, Rochester andelsewhere. Their customers in- clude book publishers, periodicals, tabloid supplements and trade journals. They have the most extensive equipment in the area. Printer 2 is in the "expansion" stage. Their market includes large local institutions and numerous smaller jobs. Printer 3 has a large local clientele. They have moved from being a small copy shop to four color magazine printing and a range of other sophis- ticated jobs, including trade union material. Printer 4 is a long-established firm supplying local enterprises. They have recently increased their share of business from the area colleges. Printer 5 is a fairly small, family -run firm with a set of long-time customers, including professional offices and manufacturing plants. They do their own camera work and typesetting in-house. Printer 6 is a well-respected shop with local industrial customers. Customers surveyed were two area colleges (College A, College B); a branch of a manufacturing firm (Industry C) and a local utility (Utility D). All four of these institutions fill a portion of their printing needs from in-house print shops. College A prints about 50% of its jobs; College B, 5%; Industry C (no figure); Utility D, (no figure). SERVICES PURCHASED LOCALLY. This varies greatly, both within firms and be- tween them. It ranges from calling cards, shipping labels and business en- velopes to alumni magazines and industrial product catalogues'and brochures. -2- . SERVICES PURCHASED NON -LOCALLY. This is also extremely wide-ranging.. It in- _— = eludes product catalogues, admission and colle9ateochingmaterials ' brochures, for- matted pages, computer tape, museum books, various requir- ing precision color and 'graphics. GE_ PERCEPTIONS. Four of the six.firms (1, 2, 5, 6) percieved that "College A" purchases printing services out -.of -town which could be performed locally. P ritter r 5 assigned this to the college's favoring of particular firms, to competitive bidding. Printer 6 complained that College A does not do enough to get bid infor- mation to local printers. He:would like the colleges to send this information directly to the local'shops, rather than relying on the printers to come to them. ' Printer 2 noted that local enterprises should be given treater considera- ion for purchase ofall services, printing included. He recommends that firms t work cooperatively with the city to amend this problem. Printer 3 believed that "everything that can stay in town, does." He believes that the colleges seek services out-of-town because of real techni- cal limitations of the local printers. Printer 4 observed that College A has begun to buy more of its printing services locally. REASONS FOR NON -LOCAL PURCHASES. All four customers percieved that local firms lacked the technological sophistication to meet their standards. This includes special rcolor equire- ments, as in museum materials or agricultural illustration. Por al materialsfor education and industry place a high premium on aesthetic per- fection. Customers 1, 2 and 3 all cited product quality as a motivation for using non -local printers. All .four looked outside for lower-cost services; the colleges, in particular, were bound to competitive bidding arrangements. College B noted that the one local firm with needed technical capacity had prices geared to its export market; their longer runs—.also based on export work for national publication -- kept them from taking on rush jobs" from the college. by Colleges A and B both cited the faster turn -around time provided outside firms. The colleges also look outside for specialized services, includingcolor work, writing, etc. College B has its prospectus and admissions packages done by one firm 'which oversees the entire process: de• - sign, writing, graphics, photograpy and printing. Centralized service insures better quality control.. All four customers percieve that local firms lack the capacity for certain jobs, due to limitation of staff, skills, space and hours of work. Outside firms, facing larger and more constant demands for long runs, have developed these capacities. This also allows them to underbid local firms. College A:arid. Utility D stay with ,certain outside suppliers because of their history of good customer relations with them. As D put it, "you find a good source and you stick with it." Locations of outside suppliers include Binghamton, Buffalo, Rochester, Pittsburgh, Atlanta, Michigan and Illinois. REASONS FOR LOCAL PURCHASE. College B buys some services locally because of the personal quality of the service. At certain local shops, one-shot and rush jobs are handled with- out delay. One local firm stopped its presses to insert a biography of a de- ceased student into the alumni news. Technology and staff are seen as suffic- ient.for many of the smaller jobs required by the institutions and industries. Several customers cited communitypride and support for'local business as a motive, along with a desire to keep income within the community. One observed that local purchases cut down on transportation costs incurred with outside vendors. CONSTRAINTS ON LOCAL PRINTING Five out of six firms cited capital (and related finance problems) as a constraint on business and expansion. High interest rates in particular were noted. Printers 1 and 6 found that transportation - i.e., for getting paper from the mill shipped in - was a constraint. Ithaca's isolation and its . poor highway, rail and air links were also singled out. Firm 4 underlined the problem of taxation, -especially the state's cap- ital gross value tax. All firms except Printer 1 lacked an additional work shift. to handle additional demands. Printer 6 pointed out that demand for local printing decreases when local customers close down, such as GLF, or come under outside ownership (as with Ithaca First Bank and Norstar). -4- Printers'5,and 6 were not expanding their business or equipment because they.are content with their "niche" of traditional customers. Printer 5 F. neither advertises nor uses a sales force. • FACTORS FAVORING EXPANSION As Printer 2 noted, these vary as much between firms as they do in any industry. Those local firms which have expanded -- or are contemplating such a move --tend to have an aggressive sales force and a keen perception of new opportunities and markets. Adequate space and faciliti-"e also condu- cive to expansion. DIVERGENT PERCEPTIONS The common perception of customers, as noted above, was the lack of technology in local firms. College B, for example, perceived that no Ithaca firms have capacity for more than two color presses. Yet Printer 3 has four color press; while Printers 1 and 2 were not as specific about their equip— ment, the demands of their export market require them to have better techni- cal capacity than is often perceived. College A observed the lack of "specialty work" among local printers, yet Printer 4 (and others) do perform certain specialty jobs. Many firms see the colleges as primarily shopping out-of-town, yet • College A has increased its amount of printing purchased locally (roughly 16% of all of their printing needs). College B sees itself as using "local services whenever possible." Customers claim that local firms lack fast turn -around time and the ability to do long runs and high-quality jobs; several firms do have these capacities, or claim to. RECOMMENDATIONS Enlist interested suppliers and customers of printing in informal dis- cussions, sponsored by local government. Supply both sides with information about divergent perceptions. Attempt to get betterinformation from both sides about capacities, needs and untapped markets. Encourage sharing of this information. If discussions warrant expansion of local printing. services, or creation of new ventures, help link investors or owners with technical assistance, capital and other needs. Develop goals for'local.hiring, perhaps targeted to groups with special needs. Coordinate with local employment/training efforts. 1 Results of Day Care Needs Assessment The design of this day care needs assessment called for the collection of information from employees of the City and all businesses, offices and hanks in the downtown area (as defined by the TEDI Day Care Subcommittee) . In spite of safeguards, some establishments may have been omitted or not have been able to participate for some internal reasons. Therefore, the expression of need for additional day care in the downtown may he somewhat deflated. Number of Respondents (individuals with children 11 or younger) 261 Number of children in day care 268 Origin of Respondents Businesses 136 Banks 53 City 20 Breakdown 1 in day care 185 2 in day care 68 3 in day care 13 4 in day care 2 5 in day care 1 Type of Day Care Relatives or Spouse 47 Hired Sitter in Home 17 Day Care Center 34 Hired Provider 130 Nursery School 12 Nursery School and Hired Provider 16 Other Combinations 25 Other 8 Total Weekly Hours in Day Care per Respondent Family 1-9 10-20 21-31 32-41 42-55 -77 104 32 57 29 Total Weekly per Respondent Family $0-8 $9-20. $21-34 $35-40 $41-50 $51-60 $60+ 7 83 50 31 34 �3 -15 Hours Needing Additional Coverage Before 9 A.M. 2 2-5 P.M. 5 After 5 P.M. 20 Weekends 12 Combinations 10 Satisfaction with Day Care A total of 54 individuals expressed themselves as "not very satisfied" with either the reliability, cost, quality, convenience (location, access, parking) or physical arrangements in the child •care setting) or with more than one of these aspects of their day acare arrangments. Satisfaction Ratings of All Respondents Reliability Cost Quality Conv. Phys. Setting Not Very Sat. 6 29 16 29 15 Satisfied 47 68 57 50 83 Very Satis. 187 145 168 160 139 Breakdown of Respondents Who Were "Not Very Satisfied" by Type of Care Reliability Cost Quality Conv. Type of Care Relative or Spouse .2 Hired (in home) 0 Day Care Center -0 Private Provider --3 Nursery School 0 Nurs. School plus Private provider . 0 Other combinations 1 4 1 4. 4 3 4 10 0 3 8 4 9 0 0 2` 1 2 • 2 3 2 3 Phys. Arrang. 1 3 1 6 0 2 2 Income of Respondents Who Were "Not Very Satisfied" With Cost Income Number of Respondents Under $7-000 4 $7000-9999 5 $10000-11,999 3 $12000-14999 5 $15000—.19999 3 $20000-29999 5 $30000+ 5 Special Situations Needing and Lacking Day Snow days 56 Vacations 65 When Child is Sick 116 Other: Provider vacations 5 Sickness of Provider 6 Drop-in Center 2 Interest in Day Care in Downtown Area Yes 119 Maybe 30 No 103 Care Kind of Day Care Center 84 Private 33 Either 18 Other 6 r Who is interested? Income Yes Maybe #of children Yes Maybe 7000 3 TT T .(1 single parent)* 7-9999 8 6 13 6 (5 ) • 10-11999 9 1. 11 1 (4,1 " ) 12-14999 19 1 31 1 (2 " " ) .15-19999 15 1 24 3 (1 single 1,) 20-29999 34 12 61 16 30000+ 2.0 9 28 12 TOTALS 108 30 168 4. Currently Having No Children in T.)ay Care and Interested in Day Care in the Downtown Area Interest Yes 20 respondents with 28 children Maybe 6 respondents with 7 children General Comments: 1. Would like to see older people involved in day care. 2. Many statements of gratitude and support for the project. 3. Encourage businesses to provide day care. 4. It would be helpful if children could he brought to work in emergencies. 5. Two individuals expressed desire for day care at place of employment (banks). 6. Employers should be encouraged to provide more "shared" job opportunities 7. A multi -cultural staff would be desirable. *The numbers of single parents are a conservative estimate. CORNELL RURAL SOCIOLOGY BULLETIN SERIES Department of Rural Sociology Cornell University Agricultural Experiment Station New York State College of Agriculture and Life Sciences A Statutory College of the State University Cornell University, Ithaca, New York 14853 i AN ACTION—RESEARCH PROGRAM FOR ENHANCING LOCALITY, REGIONAL AND STATE ECONOMIC DEVELOPMENT by Paul R. Eberts June 1984 Bulletin No. 138 ti "AN ACTION—RESEARCH PROGRAM FOR ENHANCING LOCALITY, REGIONAL AND STATE ECONOMIC DEVELOPMENT" By Paul R. Eberts Executive Summary* (Abstract) Introduction: Local economic development represents a major issue faced by nearly all U.S. localities in the 1980s. In the Northeast, two- thirds of the mayors rank local economic development of high or crucial importance to their communities --sewage and solid waste disposal was second. Most economic development programs are top-down (at least heavily con- trolled by the federal and state governments). Except for occasional local "matching" funds, synergism between local citizens and governments in mak- ing local investments is largely missing. Objective: To create a greater degree of synergism between local population segments and efficiency in the investment of local funds for enhanced local economic development. A. Localities should take maximum advantage of their economic oppor- tunities. B. Localities currently miss certain economic opportunities. C. Localities can do more to plug economic leakages to outside places. D. Localities can do more to create a greater sense of locality self- sufficiency. E. Regional economies become possible because of trends towards decen- tralization and computerization -automation of facilities, need for local firms to take responsibility for maintaining inventory flow if they want to supply major customers, and more precise managerial control. F. Expected results: Improved local economic development can lead to enhanced personal income, lower unemployment rates, social well- being for individuals, and improved local quality of life. *Many thanks are hereby extended to Paul E. Lehman, Cooperative Extension Agent, Niagara County, for his initial draft of this summary -abstract. i I. THE ACTION PROGRAM - Economic development in a given locality requires investment by public and private sources. Goal --direct investments where the greatest longevity and economic multipliers are realized. Emphasis on plugging economic leakages and where New York has a compar- ative advantage. Three parts. A. Identify which investments might be made. Research on this must be relatively inexpensive and ultimately useful. Six types of in- vestment activity and types of research. 1. "Import Substitution Investments" directed towards local firms and industries which supply existing economic base industries i.e. agriculture and manufacturing. a. Research with local CEOs from economic base firms since they best know what they import from outside the area. Collectively they might find their separate orders of the same item from a variety of outside firms could be pooled and a local supplier enhanced to accommodate this "local trade" (or create new firm). b. Synergism of bringing local CEOs (corporate executive officers) together industry by industry --get to know each other better, get them to think about local regionalism, get them to think about their own contributions to local and regional development, get them to identify possibili- ties for import substitution. c. Need: Series of well-planned and well -organized one -day conferences, with considerable preconference preparation. 2. Investments directed toward further processing of materials produced in region. a. Use CEOs from industries which export their products from the region. Can their products be processed more locally? E.g., rough lumber export from Cattaraugus County. 3. Investments directed to firms which supply local public and private services --retailers, wholesalers, schools, hospitals, research -development -planning -consulting, and tourism. a. Examine in detail to stop economic leakages. Again, util- ize group synergism with CEOs. 4. Investments directed to providing additional public and private services now purchased from outside the region. a. Guttman scaling of services from list of businesses pro- vided by state agencies. Each classification of firms analyzed for investment possibilities by specialists in each region (bankers, accountants, regional economic devel- opment specialists). Restudied regularly, perhaps bi- or tri -annually. ii 5. Investments directed toward economic development in the more rural parts of the region. a. "Cross -Roads Studies" --Research directed through Guttman scaling to identify potential missed local rural economic opportunities. In Cattaraugus County identified 70 differ- ent firms, 300 employees potential --should be studied for potential investment. Potential $2.5 million could be added to county's economy (Note --because of lack of addi- tional county support for feasibility studies, final impact not measured). b. Research for above carried out by Cooperative Extension Agents who worked closely with a team of local citizens concerned with county economic development and with Cor- nell. This type of investment important because citizens in the rural parts of counties often do not believe they have economic opportunities. 6. Investments in support of technical and managerial assistance to existing small businesses. a. Four of five small businesses fail in first five years of operation. b. Small businesses need assistance in many areas, ranging from using computers in accounting and managerial decisions to understanding market dynamics and labor relations. B. On Identifying the Feasibility of Investments Which Should Be Made 1. Business failures waste region's resources; therefore, feasi- bility of each investment should be scrutinized. A feasibility study is a simulation of what is likely to happen to a firm as it will operate --nature of supply, demand, management, logis- tics --in dollar terms. Will product sell? At what price? Long range viability? Demand? Etc. Feasibility studies should be done by the private sector, and are essential unless experts who know given types of operations are available and can substitute for a formal feasibility study. C. On Identifying and Mobilizing the Critical Mass Needed in Order to Ensure That Investments Will Be Made Motivating a local concerned citizenry to ensure that actions are actually taken in the development of the local economy. Efforts will fail if this step is missing. Most people expect the local private market economy by itself to operate efficiently and effec- tively. Efficient markets require extensive information on a wide variety of topics. In modern society things move too fast for proper assimilation. As a result, some local or regional economies lag behind in their investments and miss local economic opportuni- ties. Proper stimuli, sound basing and citizen oversight would iii keep localities closer to operating at a local optimal economic efficiency. Elements: 1. Networking of people from various sectors of the economy will, one way or another, stimulate and produce effects on local personal and social well-being as an ultimate goal (see Figure 1). 2. Research, monitoring and feedback: An annual public event to feedback the state of the local regional economy in each county. 3. State government role: State to perform a role in the research and monitoring of the State's regional economies, and feedback locally. a. State has capability to help localities gather what is hap- pening regarding missed economic opportunities and changes in patterns of local services and of economic base. b. State can provide periodic statewide educational confer- ences for local economic development specialists in order to attempt to influence how they approach their work. c. State can provide pilot support for the planning (and accomplishments) of what might become local annual confer- ences reporting on economic development, as key tools in disseminating relevant and accurate information regarding local economic development. Forces networking. Dollar support from both State and local governments. These dollars could be looked upon as part of State and local research and development (R & D) efforts, just as busi- nesses have R & D. II. RESEARCH -ACTION PROGRAM RESPONSIBILITIES (a local part and a state part) A. State Responsibilities in Research and Action 1. Produce a list of statewide businesses for several points in time according to type of business, number of employees, and exact location of business. 2. Support a pilot project effort to show economic analysis tech- niques using these data can be used to demonstrate the exis- tence of local missed economic opportunities and that steps can be taken to take advantage of these opportunities. 3. Support one or more pilot projects for identifying economic leakages of imports of materials in important economic base firms, through a "conferencing technique." iv 4. Train economic development specialists for local governments, probably as part of their planning departments. 5. Evaluate the whole model of Figure 1. B. Precision in the Statewide Research -Action Programs --accuracy is important (e.g., list of businesses) but of more importance is the local refining and stimulation of use. C. Cost of the Statewide Research Program --Precision is costly. Mana- gers and local officials determine level of precision. D. Emphasis on Monitoring Trends in the Overall Research Program -- Multi-year programs to keep up with rapid economic changes of modern society is both difficult yet important. E. Local Responsibilities in Research and Action --State should insure this is done but with a "carrot" rather than "stick" approach. 1. Monitor the change over time in types and locations of busi- nesses within the county --both in the neighborhoods of the urban places, and in the cross -road communities throughout the more rural parts of the region. Subgoal: Identify missed economic opportunities. Data collection on businesses followed by factor analysis and Guttman scaling of services can be help- ful, so that gaps in the clusters of services can be identified efficiently. 2. Support and organize a set of conferences of local CEOs to identify major imports into the region as preparation for steps to be taken to invest in import substitution activities. These conferences should produce the equivalent of major sections of input-output tables of firms in the region. 3. Monitor the extent of relevant and current information flows in local networking, and of the efficiency of the local economy in taking advantage of missed economic opportunities. More knowl- edge about actual operations within the model (Figure 1) in moving from the inputs (networks) through the throughputs (local economic structures --banks, infrastructures, services, etc.) to the outputs (local quality of life) is equivalent to finding the most effective time -and -motions in a factory for producing a given product more efficiently. 4. Evaluate the annual (or possibly bi- or tri -annual) regional conference on trends in local economic development and quality of life. An evaluation of the overall model, and the "pro- gress" in using it, should be made periodically by local citi- zens simply to assure themselves that they are performing in the most efficient and effective way possible to bring about greater local economic development. Epilogue: This should be an integral program. Represents synergism between researchers, state government agencies and local actors. The v k. region and counties are treated as entities which have their inputs (poli- cies, actions, and networking of various people, firms and government agencies), their structural throughputs (the local political and economic structures), and their outputs (greater local income, better distributed and enhanced local well-being and quality of life), just as most other entities such as economic firms have their inputs, throughputs and outputs. Researchers have their role in understanding, identifying, monitoring and reporting on these entities. Researchers in the program above can help identify specific investment potentials because of their particular expertise in techniques of analyzing data. Their potential contribution in this area is often under -appreciated and under-utilized. Skills required often not found locally but can be learned by local citizens. Researchers can identify potential missed economic opportunities but are seldom skilled in the networking activities required to take advantage of missed economic opportunities even once they are identified. To put together and implement local packages requires a level of knowledge and trust between local citizens, firms and agencies which can only be gener- ated from perpetuated knowledge of local situations which local citizens often have. This is a public issue to be treated with pluralism, citizen partici- pation, free and open discussion, competitive debate and consensual decisions. It also requires the synergism of a large number of people. vi ales 31101, marl ECONOMIC AREAS of New York State rV NORTHERN AREA JOHNSON WalerNan • MOHAWK VALLEY AREA • palm. Nem. •ONEICA OESEANS Niagara F* Syracuse R7 ONONDAGA SYRACUSE AREA FUETON CNb John.hoan ROCHESTER AREA eaNale COOT ANG •Canbnd IMNGSION CHAUTAUQUA Hmna • STEMS% CATTANAUGUS o.an• ELMIRA AREA • MID -HUDSON AREA WICNESS Narrgw.epve WESTCHESTER-ROCKLAND- PUTNAM DISTRICT NEW EPEE NEW YORK CITY UCNNONC An Action -Research Program for Enhancing Locality, Regional, and State Economic Development by Paul R. Eberts Associate Professor Department of Rural Sociology New York State College of Agriculture and Life Sciences Cornell University Ithaca, New York 14853 Context. Local economic development represents one of the major issues faced by nearly all U.S. localities in the 1980s. A study of mayors throughout communities in the U.S. Northeast, including New York State, found that two-thirds rank local economic development as of high or crucial importance to their communities (Eberts and Kelly, 1983). The next highest issue was better sewage and solid waste disposal facilities --in themselves often necessary for expanding local economic growth potential: Fifty-five percent of the mayors saw such facilities as of high or crucial importance in their communities. No other local issues achieved such consensus of importance by more than half the mayors. Local economic development, therefore, is an important problem awaiting an effective action program by local governments. Most such programs throughout the country to date have been initiated by federal and state governments often through some form of an Economic Development Administra- tion, but also as parts of other programs such as through housing and urban development programs. Many such agencies have now been cut-back or elimi- nated. Moreover, these programs tended to be top-down. Activities at the local level were primarily geared to writing grant proposals for specific projects to be funded by the federal and state governments. Sometimes local "matching" funds were to be employed in the projects. Otherwise they 2 were not synergistic between local citizens and government agencies (or researchers) in making local investments for Still, New York's local economies are local economic development. growing, and apparently will continue to grow (Eberts, 1984). More New Yorkers are employed in greater numbers, in a greater diversity of jobs, and in a larger number of parts of the state, than ever before in history. comparatively growing as fast economically even if unemployment rates remain high and has stagnated (Eberts, 1984). A major problem in the future is to create New York's rural counties are as its metropolitan counties, growth in adjusted real income efficient regional econo- mies --where each regional economy takes maximum advantage of its own re- sources to provide for the increasing demand for employment in the region. Such a regional economy becomes possible due to the overall managerial and technological trends in society for decentralization of facilities, into smaller places, in servicing each other and major economic base industries, and with more precise managerial controls for resource optimization in firm operations. Such trends should create more economic opportunities for local people in most of the regions in New York State. The major question remains whether people in these regions can take full advantage of these opportunities. It would benefit everyone in the state to see that such advantage is taken. Providing more productive jobs, with greater chances for enhanced personal income, and a more equitable distribution of this income seem to be essential factors in an enhanced personal and social well-being for individuals and a better quality of life for their localities. The following program is presented with this process and these out- comes in mind --the process of creating more efficient regional and local 3 economies with outcomes of increased personal and social well-being as its major goals. It includes a large research component integrated with a large action component, involving state agencies, local firms and agencies, local citizens, and researchers (from wherever). It proposes a process which should create considerable synergism and stimulus for local (and, when aggregated, state) economic development. Thus, the present project aims to create a greater degree of synergism between local population seg- ments in order to enhance efficiency in the investment of local and state funds for local economic development. It assumes that localities are not now, but with new organization and networking can be, taking maximum advan- tage of their economic opportunities --that they are now missing economic opportunities, but can learn how not to miss such opportunities; that com- munities can take more local actions to plug economic leakages to locali- ties outside their own, and can create a greater sense of locality (and perhaps regional) self-sufficiency. I. The Research Action Program Economic development in any locality requires investments by both pub- lic and, especially, private sources (see Richardson, 1972, 1973; Glasson, 1974; Isard, 1975; Tweeten and Brinkman, 1976; on whose economic concepts this proposal largely depends). The goal of this research -action program is to direct local investment into those local economic opportunities which will be sustained the longest, and which will produce the greatest economic multipliers in a given region. Such activities will be directed largely to reducing economic leakages from a region as the region responds to techno- logical, demographic, and industrial shifts (cf. Eberts, 1984). The syner- gism of the action -research program should also create opportunities to 4 invest in operations for which New York has comparative advantage. But the latter can never be guaranteed, and is simply a potential spin-off. It should be noted that the idea of regions in this study may refer to the formal state regions (see map) or to counties (subregions) or locali- ties as subregions within larger regions. In any of these cases, the same principles apply. Whether the principles are applied will probably depend upon the political and economic will in regions to organize themselves for economic development, and upon resources (local, state, or federal) for enhancing such organization. There are three parts to the process of enhancing a local investment program. The first is to identify which investments might be made; the second is to identify the feasibility of such investments, and which, therefore, should be made; and the third is to identify and mobilize a local critical mass needed to ensure that such investments will be made. The program suggested below is one geared to stimulating citizens concerned with the local regional economic development process to take advantage of as many missed economic opportunities as possible. A. On identifying which investments might be made. The basis for identifying potentially productive investments in a region requires re- search and study. The research must meet two criteria: it must be rela- tively inexpensive, and its final product must be useful. The following suggestions seem to meet these two criteria. Six types of investment activities, and the types of research which accompany them, will be con- sidered. 1. Investments directed toward firms and industries which supply existing economic base industries, especially those economic base enter- prises in agricultural and manufacturing industries. Technically, this first action proposes to take advantage of the eco- nomic concept called "import substitution" investment (cf. Richardson, 1973; Glasson, 1974). Rather than import goods and services from other regions for use locally, local investment should be directed to existing local firms as suppliers, or to create new supplier firms if no existing firms are available. The expansion of local suppliers to local economic base enterprises should, of course, also expand the number of local jobs and compensation of others. Naturally, research is necessary to identify such firms. This research could be undertaken with chief executive (CEOs) or other comparable offi- cers of major existing local economic base firms. Such officers are often key informants in traditional input-output studies (Isard, 1975). Because of their familiarity with details of their operations, they could specify in some detail which kinds of supplies they import from outside the region, and which kind of local supplier firms might be expanded to meet such import substitution needs, or, alternately, which firms might be feasible to create locally. Information from these sources might be incorporated as estimates into a local input-output matrix (cf. Isard, 1975; Richardson, 1973). A cheaper, more efficient, and perhaps synergistic way to collect such data might be through an industry by industry "conference technique," whereby a number of CEOs would be brought together at the same place and time to discuss this problem, and specifically identify the goods and ser- vice flows which they buy from outside the locality (or region). Such conferences would require the presence of researchers familiar with input- output economic concepts in order to organize the data obtained from the CEOs. Although CEOs often know each other by name and title, and in 6 general the nature of each other's operation, they often do not realize that they may be purchasing similar imports from different firms. Possi- bly, there are enough similar imports in a given region that, if all orders were aggregated, a local producer -supplier could shift operations slightly in order to accommodate a larger local demand. Or, alternatively, there might be enough demand in a given product from local industries that a new local supplier firm might be able to be created. The synergism of bringing a number of local CEOs together on this re- search question, therefore, might have multiple benefits: --to help them get to know one another and their mutual economic con- cerns better than they might have otherwise; --to get them to think about local economic regionalism as a viable concept; --to get them to think about their contribution to potential regional economic development in a way they might otherwise not have encountered; and, --to identify some specific local possibilities for local economic import substitution through local firms. Thus, to bring CEOs together on this research question may have later pay-offs for providing the critical mass necessary to ensure that local investments in local economic development actually take place. It is suggested here that CEOs be brought together on an industry by industry basis. Such a suggestion could well be modified, depending upon the number of industries and number of people involved. Even in larger regions, all industries could meet at one time, but then form subgroups in order to deal with industry -specific issues. It might be possible to accomplish in the data collection and information exchanges a series of well-planned and well-organized one-day conferences. The organization, planning, and, especially, training of the conference organizers will require considerable preconference preparation. Such preparation is especially needed because the notion of these one-day con- ferences is itself somewhat experimental and certain types of information may not be readily available even to CEOs. The conferences would certainly require a team of experts working together in preconference planning and training, and post-conference evaluation in preparation for future such conferences. Future conferences are always necessary because of continual change in technologies and resource optimization management systems. Such conferences have been held elsewhere, but have not been as ambitious as in this plan, nor were they adequately evaluated and reported publicly. It should be noted that the goal of data collection in this research phase is somewhat different from, although based on, traditional input- output economic studies. Most input-output studies are geared to discover the financial flows between and among different industries within a region, as well as the proportion of financial flows with firms outside a region, in order to calculate economic multipliers for any given industry in a region (Richardson, 1973). The present approach assumes that such multipliers in local income and employment exist, and that they are not vastly different from those found - in other proposed input-output studies. The important part of this input- output approach is to identify financial flows with firms in outside regions for the specific purpose of formulating particular strategies to stem as much of these financial leakages as possible and to identify and substitute local firms as suppliers for the present imports. Thus, the 8 approach proposed here goes beyond traditional input-output analyses by asking CEOs for specific suggestions on how they might make their own region economically more self-sufficient and raise local economic multi- pliers in income and employment optimally. In this regard, the present proposed research is geared toward managing local financial resources in an optimum manner. CEOs on their own are not likely to take this perspective. But when they all work on this problem together, they are more likely to find ways which will also produce optimum advantage for their own firms through local suppliers, as well as increase local job potentials and multipliers as local supplier firms expand to meet the increased demands of local economic base firms. Thus, the conference technique for collecting these data can be both cheaper than traditional input-output studies because complete precision in the estimates of flows are not necessary, and can be synergistic because many CEOs are thinking together on the given problem of import substitution through local firms. Such conferences do, therefore, require considerable preconference planning, both by the CEOs and by local economic development specialists. 2. Investments directed toward further processing of materials produced in the region. Another form of research which can be part of the industry by industry analysis is to work with CEOs of industries which export their products from the region in order to determine whether they can be processed further before final outshipment. An example would be the case of the lumber industry in Cattaraugus county. Here it was discovered that the vast majority of the lumber produced was being shipped from the county in raw form. If some of it could be processed in the county, it would add to the 9 county's economic multipliers and employment (cf. Richardson, 1973). Simi- lar reasoning would also apply to other industries which export raw or semifinished products. This type of analysis is the inverse of the previ- ous type of analysis (import substitution) and might be called "export processing substitution." The research could probably also be carried on through the "conferencing technique" of the CEOs described above, perhaps even at the same time, and with the same requirements of preconference planning and postconference evaluation. 3. Investments directed to firms which supply local public and private services, such as retailers, wholesalers, schools, hospitals, re- search -development -planning -consulting, and tourism. Imports of goods and services by public and private services should also be examined, perhaps through conferences, just as they are for the manufacturing and extractive economic sectors. The educational, health, and retail -wholesale sectors are the fastest growing local industrial sec- tors (Eberts, 1984). Certain kinds of replaceable goods and equipment are often bought by firms in these sectors from nonlocal firms. Such practices should be examined in detail to determine what kinds of local investments might produce import substitution (and stop economic leakages) in these areas. Research on this topic could also be accomplished through the confer- encing techniques described above with chief executive officers of the most important institutions engaged in these public and private (including wholesale and retail) services. In essence, such a conference would be filling in estimates for the cells of an input-output matrix, but with an additional specific purpose of identifying possible local enterprises to plug local economic leakages through import substitution. Again, since 10 often these CEOs (or their equivalents) know each other by name and title, but not by details of operations, this research too is amenable to a "con- ference technique." The synergism of the event would stimulate everyone involved to explore the possible economic import substitutions more widely than might otherwise have occurred in private interviews. 4. Investments directed to providing additional public and private services now purchased (if at all) from outside the region. This aspect of the investment process supplements those outlined above and has been documented as a research and action strategy (Eberts, 1978; Sismondo, 1974; Self, 1975). It relies on the basic notions of hierarchies of services in localities (Isard, 1975). Patterns in such hierarchies can be inexpensively demonstrated through Guttman scaling (Eberts, 1976). The Guttman technique specifies how to go about demonstrating the various types of services found in one community or region and not in another. A list of such firms available for New York State --which may be found in one or more departments in Albany or can be generated from other sources such as Dun and Bradstreet (Eberts, 1976) --can be produced for each re- gion. From such a general list, sublists of firms appearing in one region and not in another can be identified. Each such classification of firms could then be analyzed for investment possibilities by specialists in each region. These specialists might include regional economic development agency specialists, political economic development committees, bankers, entrepreneurs, and so forth. Such a set of lists should certainly give local citizens some ideas about what types of new investments in their regions would be possible. Certain of the types of firms appearing only in bigger places might well receive more consideration in the less developed regions in feasibility analysis (which is the next phase of the action program). Research for this list -generating phase can be undertaken by a variety of specialists in regional economic development, and should be monitored and updated frequently, for instance every two to five years. New technologies such as computerization, automation, and robotization are changing rapidly in our society, and each change can offer additional local economic development opportunities, and change the substance of the list. 5. Investments directed toward economic development in the more rural parts of the region. The research underlying this phase of the research -investment -action program has also been documented by research, known as "Cross -Roads Stud- ies" (Sismondo, 1974; Gore, 1975; Eberts, 1978; Grossman and Kayes, 1980). Such studies have been undertaken in Clinton, Essex, Franklin, Allegany, Cattaraugus, and Genesee counties. Again, the research is directed to identifying hierarchies of services in localities through Guttman scaling procedures to indicate potential missed local economic opportunities. In Cattaraugus county it was estimated that, using these techniques, 70 dif- ferent firms, with a potential workforce of nearly 300 jobs should be studied in the feasibility process for potential investment. If all of the potential investments would be deemed feasible and actually created, then (at $8,000 per job --which is near the poverty line for a position) $2.5 million would be added to Cattaraugus county's economy. (Since the study did not result in a set of feasibility studies, however --due to lack of financial support for the feasibility studies --it is not possible to assess the final impact of the study.) The research for this type of investment has been carried out compara- tively inexpensively in Cattaraugus and Genesee counties by highly moti- vated individuals --a local planner and two local Cooperative Extension 12 agents, working part-time, who worked closely with a team of local citizens also working sporadically but who were concerned with county economic de- velopment. Some research specialists at Cornell also contributed technical advice. Local citizens were involved, in a series of meetings, learning how to make these initial observations. The local citizens also became aware of the hierarchy -of -places concepts and the computer-based Guttman scaling analysis technique, and how to take the findings back to their localities for dissemination. Indeed, the substance of the analysis is similar to that suggested for the previous type of investment. But the basis of the analysis this time is each "cross -road" in a county where a business exists, and hence requires much more detailed knowledge of the county involved than might be possible from lists generated out of central- ized state government sources. For instance, in Genesee county the Exten- sion agent directing the study found that even the local Chamber of Com- merce list of county businesses did not include about half of the actual businesses found in the county by the cross-roads technique. This type of investment is particularly important because citizens in neighborhoods in the rural parts of counties often do not believe they have many economic development possibilities, when, in fact, they do. The very facts of growth in population size, number of adults, households, and in- come in most rural areas, indicate that certain retail and service type activities could expand in such areas. But, without the Guttman scaling techniques for specifying the forms of potential investment, it is very difficult to specify which types of local investments might be made, and in which localities in a county. 13 6. Investments directed to making existing firms more economically viable. An apparent economic trend in New York State and probably nationally is that jobs are being created in enterprises which employ smaller numbers of people (Eberts, 1984). Yet small firms are also economically less stable. From half to 80 percent of all new small businesses fail within the first five years of operation (Birch, 1979). Small businesses have to deal with nearly all the problems of larger businesses but often have fewer resources to devote to the problems. Small and large operations alike must keep abreast of market supplies and demands, of changing energy costs, of alter- native sources of credit and finance, of changing legal structures and con- tracts, of changing accounting systems and computerization, of changing technologies affecting their operations, of changing insurance arrange- ments, of changing public relations and advertising techniques, of changing labor conditions, and so forth. For small businesses especially, such information and management requirements are extremely time- and energy - consuming and often become the responsibility of just a few people in the organization. Because the mortality rate of such businesses is so high, local small businesses probably could use help in various aspects of their operations. It is certainly easier to keep a business in operation than it is to start a new one. Thus, economic development specialists in locali- ties should also try to identify the needs of, and give technical support and assistance to, existing local businesses. Such help can be provided through a number of possible alternatives. The essence of these alternatives is probably that a number of "short courses" on specific but relevant local business issues be offered period- ically but regularly in convenient locations for business people. Certain counties have created and support local business extension services 14 precisely for these purposes. Often such services are based on membership and users' fees as well as receive some fundamental public support. The services offer the equivalent of in-service management training for people who do not work for larger corporations where such educational opportuni- ties are more regularly available. The service also offers the opportunity for persons managing smaller businesses to get together with one another to discuss relevant mutual problems and steps toward their resolutions. Under proper auspices, synergism of such networking should produce a better educated, more informed, more creative, more productive, and more mutually responsive local business community. All of these research activities should be updated periodically, per- haps biannually and at least every five years in order to assess optimum local economic development. B. On identifying the feasibility of which investments should be made. The essential first stage of the local investment process is to identi- fy specifically which types of firms might be feasible to contribute to the local regional economy. There is also no'question but that each such in- vestment should be scrutinized for its actual feasibility. Any investor wants to know the probability of the success of a given investment before the investment process is actually undertaken. The investment and firm creation process requires concerted actions by a number of key individ- uals. Since from half to 80 percent of all new small businesses (depending on their specific industry) fail within the first five years of operations, to make poor investments is both traumatic to the individuals involved and inefficient for the regional economy as a whole. Consequently, before the time, energy, and dollars in an investment are actually expended, some 15, assessment of the feasibility of a potential investment should be under- taken. A feasibility study is a simulation of what is likely to happen to a firm as it will operate. Answers to a series of questions any firm faces everyday must be provided to discover whether any given investment is fea- sible. The nature of the supply, demand, management, changes in available technologies, logistics of operations, and so forth, in dollar terms, must be examined. Will the product sell? At what price? How much cost is involved for raw materials, labor, machinery and equipment, management and accounting, transportation, and so forth? Are the various appropriate skills found locally? Is the location of the operation optimally situated for integrating the various factors of production and sales? And, will the price paid for the final products be enough to meet all the costs (with a profit)? Moreover, a longer range viability of the firm should also be assessed. For how long will the demand last? What will happen to costs, and profits during this period? Unfortunately, feasibility studies are never quite simple. Indeed, sometimes their costs involve considerable sums. Moreover, they are time - and energy -consuming. But, especially in large and complex investments, they are essential. For some investments, a smaller feasibility study of doing a larger feasibility study should probably be undertaken --on the cost and benefits of doing a formal feasibility study --before an expensive fea- sibility study is launched. Formal feasibility studies can involve hidden costs. Consequently, on smaller investments, advice from experts who know about given types of operations may be sufficient as a substitute for a more formal feasibility study. But even expert advice should be checked against the advice of 16 other experts. And, potential entrepreneuers should take responsibility for checking to see that as many factors as possible are covered. Guttman scales produced in connection with the identification of missed economic opportunities in the hierarchies of local services might provide some leads for profitable investments. One study of Guttman -scaled firms over a twenty-year period showed that the two-thirds of the firms which were out of the pattern formed by the Guttman scale failed in a ten-year period (Sandau, 1975). Perhaps one way of approaching a feasibility study of a given firm type, therefore, would be to interview selected successful firms on the Guttman scales for their assessment of the success of their firms. In any case, Guttman scaling shows that a given enterprise may be feasible in one location, but may not be feasible in other locations. Such locational factors must also be integrated with other management factors, particularly for assessing demand ina given location which in reality might be location -specific. There is no intention in this proposal to provide a service for under- taking feasibility studies for potential investments. Many competent consulting firms in the private sector are available for entrepreneurs who reach this point. Thus, there is no reason why government agencies should duplicate this service. If government funds are expended in efforts to entice firms into a region, however, perhaps there should be a government policy that feasibility studies should be undertaken before government funds are expended. Such a study may include projections of local economic impacts (which might parallel a study of local environmental imports). Certainly the importance of feasibility studies in investments should be common knowledge among the set of people most directly concerned with regional economic development issues, and local and state government 17 officials should be certain that such knowledge is available and widely disseminated. C. On identifying and mobilizing the critical mass needed in order to ensure that investments will be made. A third stage in this proposed program for local regional economic expansion and development is to motivate a local concerned citizenry to ensure that actions are actually taken in the development of the local economy. The whole program falls apart if this stage does not receive critical attention, even if accurate assessments are made in the previous two stages. In most local regional economies, no set of citizens is spe- cifically identified to oversee these activities. In other words, most localities expect local private markets by themselves to operate efficient- ly and effectively. But, entrepreneurs in efficient markets require exten- sive information, as noted above, on a wide variety of topics. In our fast -changing world, such information is often not widely available. As a result, some local regional economies lag behind in their investments and miss local economic opportunities. Stimuli to provide new information into this market process, based on such sound economic realities as specified above, with local citizens overseeing the whole process, should keep local- itiescloser to operating at a local optimal economic efficiency. Such stimuli have three essential elements: networking, monitoring, and provid- ing feedback. 1. Networking. Figure 1 (from Eberts, 1983) presents the essential relations and basic causal model in locality economic develop- ment. This model posits that networking of people from a varie'ty of sectors in a locality (cf. Figure 1, inputs block) will in all probability INPUTS - POLICIES POLITICAL STRUCTURES i THROUGHPUTS - STRUCTURES - RESOURCES > OUTPUTS ECONOMIC STRUCTURES Ai Efficiency of Existing Business Ar Economic Infrastructure TransportationUtilities: Water Industrial 4 ► Sewer Siting ►Electric Housing 4 0 Gas Zoning 4 ►Oil S Gas A+ Export Base: Public Agencies, Private Industry, Agriculture W A+ Commercial Services, Professional Services W 1' A+ Public Services EMPLOYMENT Ai Employment e+ Income 8+ Low Income Unemployment Among: . Youth . Aged . Minorities . Women A+ Local Equality Local Economic Specialists, Planners, and Citizens: Research, Monitoring, and Facilitated Feedback Figure 1. Essential Elements and Their Causal Relations in a Model of Local Economic Development and Quality of Life. QUALITY OF LIFE Ar Quality of Individual and Family Decisions Re . COnsCminc . Housing . budgeting . Planning . Parenting A+ Personal S Social Well -Being of People 8+ Locality Quality of Life Lt Individual, Organization Networking: - Locals Cosmopolitans Businessmen tet. Entrepreneurs4 Politicians t. Lawyers Bankers Inventors Accountants Labor Leaders Insurance Personnel Agents Educators Managers Clergy Media Specialists Real Estate Public Relations Specialists ► Government 4 Developers Agencies W T Ar Capital Accumulation and Savings i THROUGHPUTS - STRUCTURES - RESOURCES > OUTPUTS ECONOMIC STRUCTURES Ai Efficiency of Existing Business Ar Economic Infrastructure TransportationUtilities: Water Industrial 4 ► Sewer Siting ►Electric Housing 4 0 Gas Zoning 4 ►Oil S Gas A+ Export Base: Public Agencies, Private Industry, Agriculture W A+ Commercial Services, Professional Services W 1' A+ Public Services EMPLOYMENT Ai Employment e+ Income 8+ Low Income Unemployment Among: . Youth . Aged . Minorities . Women A+ Local Equality Local Economic Specialists, Planners, and Citizens: Research, Monitoring, and Facilitated Feedback Figure 1. Essential Elements and Their Causal Relations in a Model of Local Economic Development and Quality of Life. QUALITY OF LIFE Ar Quality of Individual and Family Decisions Re . COnsCminc . Housing . budgeting . Planning . Parenting A+ Personal S Social Well -Being of People 8+ Locality Quality of Life 18 "automatically" (if indirectly) stimulate and produce effects on local personal and social well -being --a goal of most citizens --(noted in Figure 1, outputs block). All this will happen most efficiently if local networking is well - organized. Many different types of individuals play roles in the local economic development process. The inputs in local networking in Figure 1 contains eighteen different sets of identifiable individuals --including local economic specialists and planners in the feedback block at the bottom of the diagram --who have roles in local economic development. Networking in the area of local economic development, therefore, is not a simple process. Many people must be kept informed so that their thinking is kept current and relevant, and their input solicited and incorporated. Because the need for such networking is so extensive, a conscious mech- anism for local stimulus should probably supplement local private market forces if local economic development is going to be most efficient. Some- one or group should be in charge to facilitate the exchange and feedback of relevant information. Since local elected officials are the ones most legitimated as responsible for local well-being, it is probable that such activities should be the responsibility of these elected officials along with any of their designated agencies. In most cases, local governments will have committees to deal with such issues, but elected officials should take keen interest and lead roles in the committees' activities in order to demonstrate support for them. As can be inferred from Figure 1, such ex- tensive networking activities are required that it is probable ,committees alone are not sufficient to produce intended results. Instead, it is prob- able that a local government agency --perhaps the local regional planning 19 and development board composed of elected officials and a professional staff --should be assigned this responsibility. Other local elected offi- cials and committees should monitor this board to assure themselves that the board is actually carrying out its responsibilities to them. 2. Research, Monitoring, and Feedback: Cooperation of state and local, public and private agencies. Some specific responsibilities of state and local regional planning and development agencies are noted in the block near the bottom of Figure 1, namely, research, monitoring, and feed- back. The research and monitoring (at least every five years) should be along the guidelines presented in the first part of this section above. For optimum effects these activities should be undertaken in each region of the state (see map). The feedback should be both formal and informal, to all parts of the region both rural and urban, and should include at least an annual public event on the state of the local regional economy in each region (if not in each county) in order to keep these issues in the con- sciousness of all the people involved in regional economic development decisions. Again, the effort is so extensive that it cannot be left to specialists alone. As much of the public as feasible must be involved in the process. Consequently, an annual public event is a minimal require- ment. It may be that such an event should be held in each county, because counties are more basic and generally more extensively organized political economic units than multicounty regions. The research and monitoring functions of local and regional economic development agencies should be among their most important functions. Most such agencies, however, have shown little creativity in dealing with these functions. They are mostly disseminators of information relevant to 20 decisions about local economic development, but never quite reach the level of research specificity inferred in section one above, and do not make annual reports through public events on the state of and trends in local regional economies. 3. State Government Role. State government agencies can certainly support localities by providing adequate economic research and information as they research and monitor the state's regional economies. State govern- ment agencies should also be very concerned to assure that this information is actually fed back to and used by appropriate people in the various re- gions of the state. The activities of local economic development --to take advantage of missed local economic opportunities and to keep local economic multipliers as high as possible, and to provide technical assistance to small businesses --are important both to local citizens and to the state as a whole. The economy of the state is an aggregate of the economies of its local regions. Thus, the state government should want to see that relevant and current information on local economic development is available in each region, and that local networking is actually taking place to optimally use this information in as many localities as possible. The state should create policies and programs to assure that such locally -oriented and locally -useable research and networking does, indeed, take place. Thus, state agencies should undertake a minimum of three essential responsibilities in the local regional economic development process. a. One or more state agencies should undertake the types of economic research specified above in order to keep each region abreast of what is happening in its own and other regions regarding local missed economic opportunities. 21 For example, changes in Guttman scale or input-output patterns, new additions in local export bases, and so forth, could be monitored and fed back to regions. It is unlikely that any other agency would undertake such research in a comprehensive way, even though such research has been shown to be relevant to local economic decisions. The state may want to under- take even more extensive and expensive economic development research, but the Guttman scaling comparing the types of businesses in each county with those in other counties, which is reasonably inexpensive, efficient, and cost-effective (Eberts, 1978), would seem to be a minimum. Moreover, the state inay want to subcontract this research rather than undertake it in- house. Indeed, on Guttman scales across regions, the state is the primary agency which is inclusive enough to undertake such research. b. State agencies should support state-wide educational con- ferences for local economic development specialists in order to attempt to influence how they approach their work. State agencies could research local economic development opportunities, disseminate the information about these activities (as, perhaps, in Figure 1 or some other appropriate diagrammatic scheme), identify which types of educational needs are most useful to aid existing firms, project trends in new technologies and potential markets, and so forth. Most regional eco- nomists are not well-trained in all aspects of these activities. Most do focus on economic aspects, or management aspects, or political aspects, or even social aspects, but they seldom combine the entire set of skills. They should learn to see these interrelations, and learn from each other. It would seem very appropriate for state government agencies to support, and probably underwrite, such research and educational activities. 22 c. State agencies should also support the planning and imple- mentation of at least the initial local annual (or, minimally, biannual) conferences reporting on local economic development. Sets of regional and local conferences are key tools in disseminating relevant and current information regarding local economic development, and in raising consciousness about the responsibilities of each of the eighteen sets of individuals (in Figure 1) in this process. To produce an annual event on a topic virtually forces local networking to take place. If it is annual, then it will also start to include a wider range of people in the planning and delivery processes. Such pluralistic networking should be encouraged, because the success of taking advantage of a wide range of missed economic and management opportunities for local resource optimiza- tion will eventually be the success of the entire program. Both to get the programs started and to keep them vital, therefore, the state should be involved as one more participant contributing to local networking, coopera- tion, and synergism. It can, of course, make its involvement contingent on its review of the success of these programs in, e.g., three or five years. Again, it should be noted that the purpose of the whole program is to get local regional economic development going, to the ends that personal incomes, more even distribution of incomes, personal and social well-being, and local quality of life in each of the state's regions is enhanced. Although some critics may claim that encouragement along the lines suggest- ed above is too expensive, it is probable that the total dollar figure is actually quite low in absolute terms compared to many other budget items in state government and to the potential effects for local development in quality of life, work, and services. It is important to evaluate the bud- gets for stimulating local economic development in cost-effective terms, 23 but including indirect returns (from multipliers) as well as direct costs and returns. Dollars spent in this proposed program must be seen as part of the state's research and development efforts in producing more efficient and productive regions throughout the state. An evaluation in future years ought to be undertaken with the idea in mind that support for this process is an investment in research and development, and that some portion of the investment should have pay-off for reinvestment. Any firm must commit a certain proportion of its profits into research and development in order to remain competitive. The same principle also applies to state government economic development activities. The investment itself, of course, should be monitored and evaluated with this framework in mind. Investments in networking on current and relevant issues probably have a number of indirect benefits. Local net- working tends to open up the processes by which local economic development, service delivery, and quality of life take place. As people take more advantage of their own situations, they also take more responsibility for their own lives, and how their decisions affect others. When such advan- tages and responsibilities are widely disseminated and aggregated, local personal and social well-being, and a better local quality of life can be created. Such processes are schematically outlined in Figure 1. Moreover, when all these local qualities are summed, the state as a whole should, then, also have better quality of life. II. Responsibilities for the Research -Action Program The essence of the research -action program has already been specified in the previous part of this overall program. But research is potentially 24. so expensive and yet integral to a local economic development program that responsibilities for it should be summarized and, in general, assigned. As noted in Part I, there are two sets of responsibilities in the research - action program, a local set and a statewide set. The researchers for either local or statewide studies can be found in a variety of sectors, as long as they focus how specific studies relate to the various parts in the overall program. The researchers could be from,local or state government agencies, private consultants, university departments, or even local citi- zens who have adequate training. A wider involvement of a range of local citizens in various phases of the research -action process will produce more successful research. Still, the pilot phases of this research and action will require some highly trained specialists at key points. The research will identify some of the missed opportunities in local economies, and result in actions to be used to stimulate local networking. Consequently, appropriate, but not necessarily "over -precise," accuracy and specificity in research results will be essential to t -he whole program. Well -esti- mated, but less exactly precise, results are certainly less expensive to obtain, and should be just as useful when supplemented through local net- working. A. State responsibilities in research and feedback -action. 1. Statewide Substantive Research Action Programs. The state has five direct responsibilities in research. They are to: a. Produce a list of businesses found in each region and/or county for several points in time, according to the type of business (5 -digit SIC codes), number of employees, and exact location of the busi- ness --at least one New York State Department apparently has these data; 25 b. Support a pilot project effort to show that economic anal- ysis techniques using these data can be used to demonstrate the existence of local missed economic opportunities both across regions and within regions (e.g. through Guttman scaling and other techniques for patterning local hierarchies of services), and that steps can be taken to take advan- tage of these missed opportunities (e.g. through import substitution, or the creation of new industries); c. Support at least one, and probably a series of pilot pro- jects for identifying local economic leakages of imports of products in important economic base firms, probably through a "conferencing technique;" d. Support the training, and evaluation of this training, of economic development specialists now found in regional planning and devel- opment boards and in local governments throughout the state; and e. Support an evaluation of the whole model in Figure 1 in - the process of investing in all these other forms of research and develop- ment activities. 2. Precision and Cost in the Statewide Research -Action -Feedback Program. Certain of these research activities will require a reasonably high degree of precision for best results. For instance, a more accurate list of businesses throughout the state and in the various regions will give more credibility .to the results, and certainly factor analyses and Guttman scaling must be done with precision. Most of the research will be used in activities by local people, and the very fact of its use can and will refine its output for accuracy. Some of this research, therefore, is to demonstrate the general feasibility of results, for use in further phases of the action program (such as in the networking phase and the creation of in -region scales of businesses and services). The ultimate 26 use, in fact, is to stimulate local people to be creative in identifying local missed economic opportunities. The degree of accuracy of certain aspects of the research, therefore, may be less important than whether it can stimulate local economic development activities. Still, "enough" accuracy in research is essential for local credibility. Costs of the statewide research -feedback -action program can vary wide- ly, depending upon the degree of precision desired. An understanding of the social research process is critical for estimating the cost of the research. Very precise social science research is very expensive, and the benefits gained from the precision may not be cost effective for the qual- ity of the overall program. The degree of precision in the research will depend upon the amount of funds made available for it, and the precise goals desired in the program. It is possible that less expensive --and con- sequently less precise --research will be adequate for certain needs in the overall program. Less expensive Guttman scaling techniques, for instance, are suggested here rather than the more expensive input-output analyses (cf. Eberts, 1978). Results of local input-output analyses would be esti- mated through the less expensive conferencing techniques. These types, of decisions, should be made by the managers of the overall program in con- junction with the researchers who will perform the studies, and the users in regions and counties, as they assess the costs and benefits of a re- search program at various funding levels. Moreover, the research should be "funded" through a combination of state and local governments. Both sets of governments should provide experts as well as dollars, and local governments should try to figure out ways to use local agencies, firms, and other volunteers in its various phases. This form of cooperation begins the networking process, which is 27 essential for the overall success of the program. The establishment of the research -action program is more important than the sources of the funding. Consequently, the state must take ultimate responsibility to see that the program is instituted, perhaps in a "phased -in" approach, establishing the program one step at a time. The first step, then, would be the one deemed most cost-effective. 3. Emphasis on Monitoring Trends in the Overall Research Pro- gram. The importance of funding this proposed program for multiple years is obviously necessary. To keep up with the rapid economic changes of modern society is both difficult and essential. Since technologies will be ever-changing, the tasks will never end. The research techniques to moni- tor these changes, however, should become more efficient. Technological changes and their effects must be monitored over time, and changing pat- terns of relations between firms and within firms should be identified and, if possible, modeled. It appears, for instance, that much more emphasis in the future will be placed on smaller, decentralized, and electronically interconnected firms (Naisbett, 1982; Eberts, 1984), which will be putting more emphases on precision in their management and control decisions re- garding the logistical balancing of various factors in production and pro- duct dissemination for optimal resource use. Monitoring data over time to ascertain which types of firms will be most affected by these trends will be essential to the effectiveness of the overall program. Up to now such information has remained largely out of the public domain so that only a few specialists could possibly take advantage of this information. One subgoal of the present project is to make such information more generally available so that a wider range of people can become involved in the cen- tral parts of the economic development process. 28 B. Local responsibilities in research and feedback -action. Local responsibilities in research are predicated on the fact that local regions want to optimize their local economic development. Since the state is quite concerned with the same goal, it is the state's responsibility to see that localities undertake this research. Such undertakings will probably be more effective if the "carrot" rather than "stick" approach is the pri- mary "-sweetener." 1. The Substantive Program of Local Research and Appropriate Feedback Action. People in the various regions of the state should be responsible to oversee four basic aspects of research and feedback -action. a. Local economic development research should monitor the changes over time in the types and locations of businesses within a county—both in the neighborhoods of the urban places, and in the cross- road communities throughout the more rural parts of a region. The subgoal of this phase of the overall research program is to identify missed eco- nomic opportunities especially in the local private and public service sectors. Growth in number of households and in income in rural parts of a region should encourage certain types of retail, wholesale, construction, and professional services to people in these localities. Such missed local economic opportunities must be countered by adequate research and feedback - action to identify entrepreneurial ideas for potentially sound invest- ments. Data collection on businesses throughout a region, followed by factor analysis and Guttman scaling of such services, can certainly be - helpful in identifying gaps in local hierarchies of services, and appro- priate actions to fill these gaps can contribute to the local economic development process. 29 b. Local economic development researchers should support and organize a set of conferences of chief executive officers and their equiva- lents in the various export and economic base industrial sectors to iden- tify major imports into the region as preparation for action -steps to be taken to invest in import substitution activities. Depending upon the size of a region and its economy, one or more such conferences should be organized. Firms and/or knowledgeables about these firms from all major industrial sectors of the region should be represented at the conference in order to make the analyses most successful. These conferences will be pro- ducing the equivalent of major sections of input-output tables of firms in the region, but with less concern for accurate economic multipliers and more concern for specifying potentialsfor local firm creation or expansion to meet the supply -demands of local export- and economic -base firms. Since the "conference technique" for producing these tables is also somewhat innovative (even if possible at face value), some research should be under- taken to assess the validity of this technique, as a subgoal of this re- search objective. c. Local economic development researchers should monitor the extent of relevant and current information flow in local networking, of the efficiency of the local economy, and of the necessity for short -course technical assistance to local enterprises and entrepreneurs, as in Figure 1, in taking advantage of missed local economic opportunities. More knowl- edge about the actual operations of each element in Figure 1 --the structure of relations established in each element, and the outcomes of these rela- tionships for building greater local economic self-sufficiency and develop- ment --can certainly assist people to make decisions which are more effi- cient and effective in producing better local economic development, social 30 and personal well-being, and local quality of life. "There is nothing so practical as a good theory," one researcher on the subject stated, "because it keeps you from shooting at everything that moves." The model of the theory captured in Figure 1 underlies this overall program. To be able to capture in data the essence of the various flows and exchanges of ideas, capital, and people which contribute the most in moving from the left-hand side of the model to the right-hand side --from networking through greater and more efficient local economic investment, to greater income and a more equitable distribution of income locally, to greater local personal and social well-being and quality of life --is equivalent to finding the most efficient time -and -motions in a factory for producing a given product more efficiently. d. Local economic development researchers and actors should organize, present, and evaluate an annual (or possibly biannual) regional conference on trends in local economic development and quality of life. The conferences themselves should be public events, as noted above, both to raise consciousness about these particular topics, and to encourage net- working and relevant information exchange on specific issues relating to local economic development. The assessment of such a conference is impor- tant, and can in itself be a research project. The assessment can be very formal (which might be quite expensive), or relatively informal. An infor- mal assessment can often be accomplished in an evaluation meeting, where people generally volunteer their time more willingly. Such an evaluation of the overall model, and their "progress" in using it, should be made periodically by local citizens simply to assure themselves that they are performing in the most efficient and effective way possible to bring about 31 greater local economic development. If they find they are ineffective, then, of course, appropriate changes should be made. Again, similar qualifiers about the precision, costs, and trend empha- ses in the overall research -action program apply to local research and action just as they do to the statewide research -feedback -action program. Costs will depend upon which steps are to be phased in at any period, how much local expertise is available, how well any given locality is organized to replace hired specialists with volunteers, how much cooperation can be achieved between various relevant local economic development sectors, how much precision is necessary in results, and how much money is available for the program. Only a network of local and state government officials and citizens can make these judgments as they estimate the cost-effectiveness of different phases of local economic development activities. III. Epilogue The action and research programs proposed here should be considered an integral program. They represent the potential synergism in a network of researchers, state government agencies, and local actors. The regions and each of its counties must be seen as units, whether they are actual units or not. Figure 1 and the map suggest that they can be treated as entities which have their inputs (policies, actions, and networking of various peo- ple, firms, and government agencies), their structural throughputs (the local political and economic structures), and their outputs (greater local income, more evenly better distributed, and enhanced local well-being and quality of life), just as most other entities such as economic firms have their inputs, throughputs, and outputs. 32 Researchers have their role in understanding, identifying, monitoring, and reporting on these entities. These researchers can come from a variety of places, but the "research orientation toward the region and county as entities," and periodic active reporting on the trends in these entities by researchers or other economic development specialists, are essential for the success of the program. "If we could first know where we are and whither we are tending," Lincoln once said, "then we could better judge what to do and how to do it." His admonition should be taken seriously and implemented by explicit activities locally in every region and possibly every county, rather than simply given verbal assent. Researchers, in the research program specified above, can also help to identify specific investment potentials because of their particular exper- tise in techniques of analyzing data. Their potential contribution in this area is often underappreciated and certainly underutilized. These skills are most often not found locally, although they can be learned by local citizens. They are skills which may require additional training by spec- ialists in local economic analysis. They are not automatic. But, they can be synergistic when put in combination with other skills often found locally. Although researchers can identify potential missed economic opportuni- ties, they are seldom skilled in the networking actions required to take advantage of missed economic opportunities even once they are identified. They have neither the local political and economic expertise in putting together a local investment package, nor, in most cases, the trust, legiti- mation, and inclination to put such a package together. To put these local packages together and implement them effectively often requires a level of 33 knowledge and trust between local citizens, firms, and agencies, which can only be generated from perpetuated knowledge of local situations. Many local citizens often have this knowledge. Only they can take the appro- priate actions to implement these proposed programs. But they, too, often have this knowledge in idiosyncratic packages. An important subgoal in local economic development, therefore, is to make such knowledge a part of the conventional wisdom of wider sets of local citizens, so that increasing numbers of local people can participate in the local economic development process. The feedback -actions based on this information for broad dissemination in a locality requires public events, and public declarations and commitments to the openness of such local economic development processes. The issue is a public issue, albeit one of the crucial ones, and must be treated as other public issues should be treated in our society --with pluralism, citizen participation, free and open discussion, competitive debate, and consensual decisions (cf. Eberts, 1983; Warren, 1982). For such actions to happenrequires the networking and synergism of a large number of people, a set of processes with which state government agencies ought to be very concerned. The overall program proposed above represents the essential outlines for this course of eco- nomic development activities to become more widespread and effective in localities and regions throughout New York state. PRE:bc #22 34 REFERENCES Birch, David L. The Job Generation Process. Cambridge, Mass.: MIT Pro - 1979 gram on Neighborhood and Regional Change. Eberts, Paul R. A Theory of Regional Planning and Development for Planning 1977 Regions in New York State. Monograph presented to the New York State Community Development Committee, mimeographed at Cornell University, Ithaca, N.Y.: Department of Rural Soci- ology. 1978 Conceptualizing Community Economic Structures Through Gutt- man Scaling and Input -Output Analysis. Ithaca, N.Y.: Corn- ell University, Department of Rural Sociology Bulletin Ser- ies, No. 93. 1983 Locality Development in the 80s: Some Working Principles. Ithaca, N.Y.: Cornell University, Department of Rural Soci- ology (litho). 1984 Socioeconomic Trends in Rural New York State: Toward the Twenty -First Century. Ithaca, N.Y.: Cornell University, Department of Rural Sociology, Bulletin 136 (April). Eberts, Paul R. and Janet M. Kelly. How Mayors Get Things Done: Community 1983 Politics and Mayors' Initiatives. Ithaca, N.Y.: Cornell University, Department of Rural Sociology Bulletin Series, No. 133. Gore, Peter H., Jerome Sandau, and Eileen Stommes. The Crossroads Survey. 1975 Regional Studies Report No. 22, Plattsburgh, N.Y.: State University of New York, Institute for Man and Environment. 35 Grossman, Wayne, and Michael J. Kayes. Cattaraugus County Crossroad Commu- 1980 nities. Ellicottville and Little Valley, N.Y.: Cattaraugus County Cooperative Extension and •Cattaraugus County Planning Board. Glasson, John. An Introduction to Regional Planning. London: Hutchinson. 1974 Isard, Walter. Introduction to Regional Science. Englewood Cliffs, N.J.: 1975 Prentice -Hall. Naisbitt, John. Megatrends: Ten New Directions Affecting Our Lives. 1982 Washington, D.C.: Warner Books. Richardson, Harry W. Input -Output and Regional Economics. New York: 1972 John Wiley and Sons (Halsted). 1973 Regional Growth Theory. New York: The Macmillan Press. Sandau, Jerome T. Differentiation Through Time: A Study of Errors in 1975 Guttman Scales of Differentiation. Ithaca, N.Y.: Cornell University, unpublished M.S. Thesis. Self, George D. A Policy Relevant Macro -Structural Theory of Development. 1975 Cornell University, Ithaca, N.Y.: Ph.D. Dissertation, Pub- lished in Moncton, New Brunswick: New Brunswick New Start, Inc. Sismondo, Sergio. Applications of Structural Indicators for the Measure - 1974 ment of Development: Selected Findings for Rural Communities in Kent County. Richibucto, New Brunswick, Canada: New Brunswick NewStart, Inc. Tweeten, Luther, and George L. Brinkman. Micropolitan Development. Ames, 1976 Ia.: Iowa State University Press. Warren, Donald I. Helping Networks: How People Cope with Problems in the 1982 Urban Community. South Bend, Ind.: University of Notre Dame Press. 1055 S415�-iLS in 1 G SS i 5+c 4tC.e • 1 k (4o Kers) To-1�.1 PA 7/30/Z3 1:t -f a ao 4 sqo 1 a 't O%63 1 3/3o/ $L !, 6/30/$i la# ' 106 3313 1 103 a3SS. -10 l 13'57_' x'01 3aso S giS1 3156 tv4 c old,i-ori, ,-4-keve a c.u,vvr -Cy •600 people, ft9 5s ,. 5wp p qe Sec -t. ' co wt.er (Cot ciAd, e clev-t y, do salote4) . CA,w reg' k }a 10 6- U c vs el oo4 is 1 act - i std i cam-+ pt9 rn t ori ti wa8 eat(' IA e -v i Q444 1 L is iw.vt. 10 1 o Lj ed . Food 5 4dA Mext.t, Ictgg -- #'S Wko pCUP "1'CI pcde9( I11-0,31ra.ct4 # 1k5ein. oiciS -l' l� id 5 f-5/(1 PA ivi�►g 1136 3103 F5 biota-IP/4 AIL". 049 `ro-t-al FS a 0 3 I 1 33 G1i9 i toi I�°�y i s loa.S 4 0 L4 I/ou.sel/1olds v esoc a/ce3, 91ro sS j vt cowl e ate woli cAt oA. fa.u4 I y __ . .1_ Soo 132 911 110S 1334 1 Lig, ma -4c. = * 1Soo 4 1Mdis�ia au4,e, i q Sy 5t -a4 sft cs Mik1pA MI1S5.L MA/O4 iev5 To -61 M? 6 * *._. 4‘fiActiltidualh 145-7 3IS6 boa 600 qS 1�i 3008 5510 id ,4 E Pup 10 you/A- S4 -cts--T1-Ina.ca LaJo ov A vea (OOL) (JiLw¼a'eus ; ti p U.SCL4 45) Total Ci n l t aW WiLeAk io lociaa-k' Laical, Gvice 'w°a`%Jocted._ to _ -- J TN 31. 1 30.0 1.3. 31 11-1-5-3a 3 30.3- .1 6.� I I% 33.4 3I,1 Q.4 -T.1 191/ '33.6 31- a t2.5. 1.3 1 Tre 34.-6 3a `f 1.3 5-.1 19'79 369 35•3 I.6 4.4 1 cit0 313•5- 364- 1.3 4.7 199 , BSI' 36•S 1.9 5:0 j9S), 31.3 35.7 a.a. 57 19am 37.1 3( a 3 _sem waif 31.6 35.6 a d 5:s 1=a•. I. Table 16. AVERAGE WEEKLY WAGES PAID IN TOMPKINS COUNTY "_ BY SELECTED INDUSTRIES COVERED BY UNEMPLOYMENT INSURANCE 1975-1980 - Industry 1975 1976 1977 1978 1979 l 1980 Agriculture Mining Contract construction Manufacturing -durable Manufacturing -nondurable Transportation, communication and public utilities Wholesale trade Retail trade Finance, insurance and real estate Service Public administration $142 $185 $184 $226 $274 $273 246 253 270 310 299 326 201 208 220 243 262 286 214 214 227 249 269 291 183 183 199 201 198 202 284 306 283 314 345 366 195 204 216 237 235 269 _ 111 116 115 121 131 136 172 179 180 185 198 217 184 191 200 199 208 238 265 272 284 194 209 : 227 Income Guidelines The U.S. Office of Management and Budget (OMB) annually releases data stipulating the incomes which define "poverty levels." Likewise, the U.S. Department of Labor (USDOL) each year establishes Lower Living Standard Income Levels (LLSIL) for CETA. These income criteria are used to determine eligibility for various federally funded programs, primarily CETA programs. Table 17 presents the 1982 OMB poverty guidelines and the USDOL 70, 85, and 100 percent LLSIL--according to family size --for Tompkins County. Table 18 gives projections for 1982 of the number of persons in the County expected to fall within the OMB and USDOL guidelines, based on family income criteria. 4 Table 17.. OMB POVERTY GUIDELINES AND USDOL LOWER LIVING STANDARD INCOME LEVELS BY FAMILY SIZE FOR TOMPKINS COUNTY, 1982 Income level 1 2 Poverty level income Nonfarm family Farm family 70 percent LLSIL • 85 percent LLSIL 100 percent LLSIL Familysize 3 4 6 $4,310 $5,690 $ 7,070 $ 8,450 $ 9,830 $11,210 3,680 4,850 6,020 7,190 8,360 9,530 3,610 5,920 8,120 10,030 11,830 13,840 4,380 7,180 9,860 12,180 14,370 16,800 5,160 8,450 11,600 14,330 16,900 19,770 For family units with more than 6 members, add $1,380 for each additional member in a nonfarm family and $1,170 for each additional member in a farm 'family. 4 -Table 18. 1982 PROJECTIONS OF NUMBER OF INDIVIDUALS IN TOMPKINS COUNTY WHOSE FAMILY INCOME IS LESS THAN THE OMB POVERTY INCOME LEVELS OR THE USDOL 70, 85, AND 100 PERCENT LLSIL Income level Number of individuals Poverty level income 70 percent LLSIL • 85 percent LLSIL 100 percent LLSIL 13,172 16,482 ' 21,080 27,051 Survey of fylanufacturinr Firms in IciriDkiria County Name of Firm: Person interviewed: Title: Date: Address of Firm: City: Major Products: 1) is ) 3) 4) 21 D: Gross Annual Sales: C J ($100K C J $100K -$249K C J $250K -3499K C J $500K -$999K E J $1M -$4.99M C J $5M -$9.99M C J $10M -$19.99M C 1 >$20M Number of Employees: C J L C C J L J C J C (10 10--19 20-49 50-99 100-199 `00-499 >500 Growth History: Date Established: Owner or Cnief Officer: P'nc ane: Market Area: 1510: !SIC: IS1C: ISIC: % Local (50 mile radius) % Regional (300 mile radius) • National • International - Government (by % Dross sales) Ernolovee Discriotive Information: -i. of total who are female % of total who are production workers • of total who are minorities • of total wno commute from outside of the county C .. Clerical s14.111s C Machine operation is .l Electronics L .3 }-oLndry skills C J Weldirt4 L J Draftinrl C J l s:.c.1 rakinc C D General mechanics C 1 1 c'rnruter skills L J Accounting/Bookkeeding C 3 Personnel skills C .i Utner In your experience, have you found tnat area workers are sufficiently trained?________ If this is not so, what skills do tney lack? E D Technical SK i t is - i J Reao i rt❑ Cornorenensiort <_ + Coornrnt!.rticat1con skills C _t Good Wc'rk habits C :I Other Wnere do i you to ink tne employees should receive their trainino? Do you nave to train new employees? From where do you recruit new l' a3or Suppliers: Name: Location:- Products: ocat1certProdtuts: Name: Location: Products: Name: Location: Products: Name: Location: Ir'!a f or Customers: Name: Name: Lc �ca� is art; Location: Proc uct s : Products: Name: Name:_ Location: Location: Products: Products. (ire you planning any rnaic'r^ expansion in trie rear future?. Specific ist re? - Specific new ernolovment: -�-- •_....__...._.-..._ New products: New facilities: New markets: If you have expansion plans, nave tnose pians Peen held up for some reason? National economic trends anc attitudes? Local economic trends ano attitudes? Internal reasons? Qtner reasons? Have you ever enlisted the services of any local groups organized ed to nelp area Dusiresses such as the Chamber of Commerce, local Planning Departments. Mayor, s Office, State or Federal agencies? If so. what were the circumstances? What has Peen your experience and relationship with these agencies? rias the majority of your financinp come frcorl? local or oa tent irnstitutioonisi'if aistarc, why so?_.__..._... Wnat services do you tnink need improvement in Tompkins County? For business: For employees: How Oo you see the future of your company in Tompkins County? What do you think are the nreatest opportunities aria the greatest liabilities of the local economy? CO3 CL] "fransportatior, COJ CL] Labor force LOD. LLD Labor cost CO! LLD Market proximity imity COD CLD Avai lar le land COD CLD Taxes Other General comments on the local economy: Anvtnino eise to add? The Day Care.Subcommittee of Mayor Gutenberger's Task Force on Economic Development in Ithaca (TEDI) is looking into the needs of employees regarding day care in the downtown area. It would be greatly appreciated if you would fill out this brief questionnaire. There is no need to sign your name. Thank you very much. 1. How many children eleven years old or younger do you have? (Include any child expected during '84-'85) If you have no children eleven or younger and are not expecting a child in '84-'85, write in "0" and return the questionnaire. You are finished at this point. 2. Please complete the following for each child referred to above: Child #1 Child #2 Child #3 Child #4 Currently in Day Care (Yes or No) Currently in Day Care (Yes or. No) Currently in Day Care (Yes or No) Currently in Day Care (Yes or No) 3. Please complete the following question for each child currently in day care: Type of Care: a. relative or spouse b. hired sitter in your home c. day care center d. private day care provider .(provider's home) e. nursery school f. nursery school and day care provider g. other (be specific) Child #1 Child #2 Child #3 Child #4 Hours'of Child Care Provided Weekly Cost of Care Child #1 $ Child #2 Child #3 $ Child #4 $ 4. Are there hours when you need additional coverage? If so, what hours? •. 5. Place an "x" at the point in each. line that expresses how satisfied you feel about various aspects of your child care arrangement(s). Not Very Very. Child Care Arrangement #1 • Satisfied Satisfied Satisfied Reliability • Cost .Quality of Care Convenience (location, access, parking) Physical arrangement in day care setting Not Very Very Child Care Arrangement #2 Satisfied Satisfied Satisfied Reliability Cost Quality of Care Convenience (location, access., parking) Physical arrangement in day care setting Not Very Very Child Care Arrangement #3 Satisfied Satisfied Satisfied Reliability Cost Quality of Care Convenience (location, access, parking) Physical arrangement in day care setting Not Very Very Child Care Arrangement #4 Satisfied. Satisfied Satisfied Reliability Cost Quality of Care Convenience (location, access, parking) Physical arrangement in day care setting 6. Are there special situations when you need and don't have child care coverage? If so, which of the following situations do you have in mind? a. School snow days b. School vacations c. When child is sick d. Other (Please be specific) 7. How many wage earners are there in your household including yourself? 8. How many people are there in your household including yourself? 9. Please indicate in which category your gross total family.income falls: a. Under $7000 per year • b. $7000 - 10000 per year .c. $10001 - $12000 per year d. $12001- $15000 per year e. $15001 -.$20000 per year f.. $20001 - $30000 per year g. Over $30,000 per year 10. If additional day care were available in the downtown area, would you be interested in it for this child or children? 11. If you answered "yes" to question 10, would you prefer a. Center based care b. Private day care providers (their homes) c. Other (be specific) . THANK YOU VERY MUCH. STATE OF NEW YORK EXECUTIVE CHAMBER ALBANY 12224 MARIO M. CUOMO GOVERNOR Dear Mayor Gutenberger: May 21, 1984 I have today appointed you a Member of the Southern Tier Regional Economic Development Council, to serve at the pleasure of the Governor. I am gratified you have accepted this appointment, and am confident you will serve the people of our State with dedication and distinction. Sincerely, Honorable John Gutenberger Mayor of Ithaca City Hall Ithaca, New York 14850 CITY CF ITHACA 1701 NORTH CAYUGA STREET ITHACA, NEW YORK 14@50 OFFICE Of YOUTH BUREAU TO: Mayor John Gutenberger I FROM: Alice Walsh Green t RE: State Level Barriers ocal Day Care DATE:. May 21, 1984 TELEPHONE 273-5364 CODE 60^ RECEIVED 1AY 2 3 ok. Thanks to the connection at your officer, I had the chance to meet with the Day Care Subcommittee of the Human Services Coalition. The information for your requested "laundry List" of State level obstacles comes primarily from Beth Jenkins, Acting Commissioner, Department of Social Services (D.S.S.); Eva Cochran, Director of the Day Care and Child Development Council (D.C.C.); and from a report by the N.Y.S. Council on Children and Families on After School Child Care, supplied by Nancy Zahler of the County Youth Bureau. I hope this will prove useful when you speak with Gail Shaffer. This list of issues is, of course, by no means exhaustive. *The ARC application for the Cornell Community Infant Care Center Infant Care (alone with afterschool care), is one of the most frequently sited gaps in local service. Right now the application to the Appalachian Regional Commission for start-up funding for the new Cornell -Community Infant Care Center is at the final stage for State level approval. It needs only the signature of the Secretary of State to be forwarded for federal consideration. This project appears to have overwhelming support locally. The Day Care Council already has over 60 applications for the 24 slots that the Center will provide. Currently there is no center-basediam care available in the County. Most children under 18 months are in family day care, which brings us to the next issue. *The certification process for family day care Currently there are 170 registered family day care providers in Tompkins County with only 11 certified providers. About.80% of the children in day care are in family care, with about 20% in centers. At a recent meeting with staff of the State D.S.S. Eastern Regional Office for Day Care licensing, local Day Care Council representa- tives learned there is virtually no prospect for additional family day care certification. There are 4 State level inspectors assigned to the State's 31 counties. They admitted all their efforts are necessarily focused on center -based certification (which is itself made lengthy by lack of adequate staff). `An Eoua• Or.D•or:Jnor Employ. r. t . ar. Ativma:.ve Arno^ - Locally, D.S.S. has only a ; time staff person available to work o; certification. The Day Care Council has referred numerous appli- cations to D.S.S. for family day care certification, but the Depart- ment is hamstrung by lack of staff time for processing them. - This forces many care providers to operate "illegally" and has several ramifications: 1. They cannot accept D.S.S. or employer subsidized children; 2. They cannot declare income and:take business deductions legally; 3. Their customers can't legally take child care deductions; 4. Any donations or contributions'of day care items or services are.not tax deductible for the donors. - Both local D.S.S. and D.C.C. officials agreed with the recommen- dation of the State Council on Children and Families that the State consider changing to registration rather than certification of family day care. * Group Care Programs There is strong support locally for making legal group care in family homes. This would allow two providers in a home to care for 10-12 children. The model continues some positive features of both home and center -based care, i.e. two providers can pro- vide mutual support. Tompkins County D.S.S. is starting a pilot project with one group care home. Many more could -be supported and should be pushed at the State level, according to local officials. * Other Day Care Regulations and Policies - Although local day care officials are appreciative of regulations which protect children, modifications are suggested to deal with these issues: - Family care: the current restrictions to a total of six children who can be cared for in a home during one week makes it difficult to provide part time care options, 0.63 a provider can't care for 4 children M W F and 4 other children T & Th because the total number would be 8, even though.they would never be in the home together. One suggestion might be a formula for "full time equivalency". The current regulation presses provider to accept children mostly for full time care. - Center -based care: Regulations are oriented toward younger children; modifi- cations are needed to allow greater flexibility for after-school care for elementary -aged children. Reimbursement rates for low-income users of centers need revision. School-based after school programs would benefit from an exemption which would allow them to offer all day care on occasional school holidays. For example, the program at Central School, in the "less than 3 hours daily' category, was unable to offer full- _ day care on single -day holidays this year because questions of legality clouded the chances for staff liability insurance on hol- idays. 1,*Coordination of Local Services - Overlaps of policies and regulations of the State D.S.S., Division for Youth (D.F.Y.) and State Education Department make it'difficult and confusing for local officials to locate, sources of both correct jurisdiction for existing programs and potential "funding streams" for start-up programs. - The State Education Department has no formal policy.state- ment regarding use of school district buildings, transportation, or liability insurance. This makes creation of after-school pro- grams at schools difficult and confusing. - There is a lack of funding for data collection on local supply and demand for Day. Care, andAlack of 'State-wide date on the same. - State mandated reporting formats for D.S.S.-supported Day Care make it diffcult for local Day Care Council officials to "pull out" relevant data for local planning. - The "overwhelming" amount of paperwork associated with D.S.S.-supported day care prdjects also has the effect of dis- couraging applicatiori.s for additional funding sources. - D.S.S. funding policies for Title XX monies (which cover Day Care subsidies) make it difficult for the local department to plan allocations. When State allocations reach their "cap", often before the end of the fiscal year, county officials are forced to either eliminate continued funding for non -mandated services like day care, or to pay 100, (rather than the 121% local share). CITY OF ITHACA CITY HALL 0-108 EAST GREEN STREET ! ITHACA, NEW YORK 14850 o PHONE (607) 272-1713 8Y Item # N -R73 QWheeler Group In . 1)B2 INSTRUCTIONS TO SENDER: 1. KEEP YELLOW COPY. 2. SENO WHITE AND PINK COPIES WITH CARBON INTACT. �.T INSTRUCTIONS TD RECEIVER: I, WRITE REPLY. 2. OCTACH STUB. KEEP PINK COPY, RETURN WHITE COPY TO BENDS CITY OF ITHACA 1983 economic activity in the City saw a number of developments representing a moderately strong trend to consolidating the city's posi- tion as economic center of the county. Much of this activity occurred in the private sector, and more specifically in the retail, wholesale and service commercial areas. Most prominent among these developments were construction of the Maguire Ford -Lincoln-Mercury dealership, announced in 1982; construction 'of'a wholesale facility for I.D. Booth, an Elmira plumbing and heating firm; completion of a 23,000 SF office building in the CBD; and the com- mencement of construction of a 60 -room tower addition to.the downtown Ramada Inn. A flurry of activity occurred in the Collegetown business area in 1983, occasioned by the firming up of plans by the City and Cornell for development in the heart of the area. The private developer working with the City announced his decision to build a hotel in conjunction with a park- ing structure to accommodate both hotel and public parking. The parking will.also serve the adjacent Cornell Performing Arts Center, which may be under construction in 1985. The .106 -room hotel will also include a restaur- ant, mooting facility, and 10,000 SF of retail space. Finalization of plans for this development awaits a determination on the UDAG application to be submitted to HUD in 1984. At least seven other"projects -for.expansion or addition to College - town properties were underway or announced in 1983. The bulk of new space is for residential use, but the remainder represents a sizable addition to the area's retail space. The net effect of this activity, and of subse- quent projects which may be expected, will be Lo significantly strengthen this secondary node. of retail and service business by provision --of both commercial facilities and housing. Uncertainties attendant to tv.o major problems in the city's --CBD moved closer to positive resolution in 1983. The S. F. Iszard Company was announced as -the new tenant of the vacant Rothschild's department_ store, adding the facility to its two department stores in Elmira; a late summer 1984 opening of the renovated structure was scheduled. Slower pro- gress was made on finalizing arrangements for physical and operational improvements to the adjacent Ithaca -Center complex, including additional-77- retail dditional-- _.retail space,- Numerous small-business properties in the West State -St con-mercial/: service business -district were improved with city assistance.L.n_:1983;=-signifi_-- cantly upgrading the -.area's appearance and atracting new business and sales--=- activity. _ In the West End of the city, -developments in the - Inlet Island -area were mixed. _- A new =1iiiilding products -_business-opened in the .briefly--vacatE Agway -Home -Center, but activity ceased on.conversion of the historic Ithaca... Organ -and .Piano .factory . to a high=tech office center.' The extensive property_. . holdipgs =of ; one._of the area's prominent landowners were turned -,:over: _organization of _creditors, leaving open: the question_ of the _properties:_part, __ in .future develolxnent:--- On a positive mote, .preparation -for expansion`.of-tYe _ --State marina, -expected to be the first of several increases in -capacity; -was in its final stage by year's end. City manufacturing industry received a boost in 1983 as High -Speed Checkweigher enlarged its plant in response to increased demand for its 3 --quality--electro-Mechnical products.. In the area of policy and planning for economic development in the City of Ithaca, a positive step was taken at year's 'end when, follow- ing election, new Mayor John Gutenberger announced foimation of a:Task Force for the Economic Development in Ithaca (TEDI). This initiative is intended to expand on and institutionalize previous administrations' efforts to utilize the substantial resources of business and development expertise present in the private and public sectors of this unique com- munity, for the economic welfare of the cotrmunity at large. The distin- guishing feature of the advisory body is that,•where earlier attempts have focused on economic development as a task whose end results are physi- cal infrastructure and business activity,_TEDI-is oriented toward social _goals of employment opportunity, improved living standards --through enhanced family wage-earning capacity, and meeting the human. needs of the workforce, -...-- aid. as well asinthe course of addressing specific development opportunities and needs. In sum, -economic -development- activity in _ Ithaca in 1983 -saw- - progress_ in addressing immediate needs and =prospects; -participation -of .-_regional and subregional actors (Iszar-ds,-.-I.D.. Booth, Maguire Ford) in development -projects; enhancement of--the-area's capacity to accommodate tourism -and visitors; and a broadening::of =the -approach to .economic_ devel- :-opnent -to include the human element.. The _stage -:.is -thus-=set for" a - -decidedly non-Orwellian°:1984 in the--eity_-Of Ithaca._ Ex 1 ert oven -men!, Employers MumJoin By MARK SCIIULTZ ITHACA — The changing economy is forc- ing government and industry to work with parents in providing day-care services, a leading child-care advocate told the Tomp- kins County Day Care and Child Develop- ment Council at its last meeting. "The two -earner middle class is creating a need for child care," according to Dana Friedman, a technical adviser to President Reagan's Task Force on Private Sector Ini- tiatives. That need can be met neither by govern- ment nor industry alone, Friedman said. Both can act as role models, but, for child care to succeed, Friedman said, a multi - pronged approach is needed. ' "What government is trying to do is have business replicate what government is less willing or able to fund," Friedman said. - Under the Reagan administration, a heavier burden has been placed on corporations to assist employees in finding and financing day-care programs, she said. Employer -supported day care, however, is only one option. The number of employer programs has doubled in the last year, but the number remains small — about 1,000 among some 6 million ediployers, Friedman said. Still, Friedman said, the increase is en- couraging and points to the upturn in the economy. "At a time of 11 percent unemployment, not too many people go around waving the banner of motherhood," Friedman said. As times improve, however, employees feel more secure seeking child-care benefits, she noted. And they're winning them. In high-technol- ogy fields particularly, Friedman said, em- ployers are trying to woo workers with at- tractive benefits and favorable attitudes to child care. Some companies offer so-called "cafeteria" benefits, under which employees choose from a list of possible benefit options. Others offer "salary redirection," in which a percentage of the paycheck is diverted to child care. Employer support and an improved fed- eral child-care tax credit, are helping people meet their care needs, Friedman said: But industry still needs to be re-educated about the role it can play in providing care, she added. Many company leaders mistakenly feel the, only way they can support day care is by building an on-site center, Friedman said. "Building a day-care center is not the only way to provide day care," she said. "How many companies would be providing health- care benefits if the only way they could do it was to build a hospital?'.' The biggest stumbling block to employer - supported clay care is its cost, according to Cornell University Senior Vice President William Herbster, a longtime advocate of cto orees rty C employer-sponsored day-care serriccS. lferbster has been working with three community child-care proponents — Cath- erine Murray -Rust, Danilee Poppcnsiek and Linda Pike — to establish a clay -carr pro- gram at Cornell, "The system stinks, and we've got to do something about it," Herbster said. :'It Costs as much to send a kid to day care as it does to send an adult. to Yale or Harvard. "Everybody wants day care,'' Herbster added. "Nobody wants to recognize its real cost, and certainly nobody wants to pay for it." Cornell is making a contribution, however, by donating a building and contributing other funding toward a Cornell Community Infant Center. The center will house up to 21 infants, most of them children •of Cornell staff and faculty, beginning Aug. -t: 1-Ierbster said he expects Cornell to pro- vide a subsidy of about $1,000 per child. Av- erage care costs, including staff and start-up fees, should run about $7,000 per child per year. Cornell operated an infant center a few years ago until that program's funding ran out, I-Ierbster said. The new program will use a variety of funding sources, he said. "Frankly, we don't know where we're going from here," Herbster said. "We're ex- cited about it. It's an experiment." Cortland -Tompkins Y{AFYP w3C.*i^ l,`yire4 4. Atop 11 DANA FRIFDMJ N Child -Care Advecnte TI-tik)ST-ST-a D,\RD Monday, .1it•,1, 1'l;t•t/PAGE i\-5 (C) ai- es By MARK SCHULTZ ITHACA -- Drizzle may have fallen on the final day of the Ithaca Festival, but the irits Ithaca t t ,{ . ert: Governmeiii, Emt!oyers By MARK SCHULTZ ' ITHACA — The changing economy is forc- ing government and industry to work with parents in providing day-care services, a leading child-care advocate told the Tomp- kins County Day, Care and Child Develop- ment Council at its last meeting. "The two -earner' middle class is creating a need for child care," according to Dana Friedman, a technical adviser to President Reagan's Task Force on Private Sector Ini- tiatives. That need can be met neither by govern- ment nor in'dustry.alone, Friedman said. Both can .act as role models, but, for .child care 'to succeed, Friedman said, a multi - pronged approach is needed. ' "What government is trying to do is have business replicate what government is less willing or able to fund," Friedman said. Under the Reagan administration, a heavier burden has been placed on corporations to assist employees in finding and financing day-care programs, she said. Employer -supported day care, however, is only one option. The number of employer programs,has doubled in the last year, but the number remains small — about 1,000 among some 6 million erhployers, Friedman said. Still, Friedman said, the increase is en- couraging and points to the upturn in the economy. "At a time of 11 percent unemployment, ' not too many people go around waving the banner of motherhood," Friedman said. As times improve, however, employees feel more secure seeking child-care benefits, she . noted. And they're wjnning them. In high-technol- ogy fields particularly,.Friedman said, em- ployers are trying to woo workers with at- tractive benefits and favorable attitudes to child care. Some companies offer so-called "cafeteria" benefits, under which employees choose from a list of possible benefit options. Others offer "salary redirection," in which a percentage of the paycheck is diverted to child care. • Employer support and an improved fed- eral child-care tax credit are helping people rneet their care needs, Friedman said. But industry still needs to be re-educated about the role it can play in providing care, she added. Many company leaders mistakenly feel the only way they can. support day care is by building an on-site center, Friedman said. ."Building a day-care center is not the only way to provide day care," she said. "How many companies would he providing health- care benefits if the only way they could do it. was to build a hospital?" • The biggest stumbling block to employer - supported day care is its cost, according to Cornell University Senior Vice President William Herbster, a longtime advocate of ust jon Fon 'DayCan' employer-sponsored day-care services. Ilerbster has been working with three community child-care proponents -- Cath- erine Murray -Rust, Danilee Poppensiek arid Linda Pike — to establish a day-care pro- gram at Cornell. "The system stinks, and we've got to do something about it," Herbster said. :It costs as much to send a kid to day care as it does to 'send an adult to Yale or lIarvard. "Everybody want's day care," Herbster added. "Nobody wants to recognize.its real cost, and certainly nobody wants•to pay for it'." Cornell is making a contribution, however, by donating a building and contributing,other funding toward a Cornell.Comnunity.Infant Center. The center will house up,to 24 infants, Most of them children of Cornell staff and faculty, beginning Aug. 1. Herbster said he expects Cornell to pro- vide a subsidy of about $1,000 per child. Av- erage care costs, including staff and.start-up fees, should .run about' $7,000 per child per year. • Cornell operated an infant center a few years ago until that program's funding ran. out, Herbster said. The new program will use a variety of funding sources, he said.. "Frankly, we don't know where we're going from here," Herbster said. "We're ex- cited about it. It's an experiment." V Cortland -Tompkins 'P, 0r1 Srh,dlz/ rHE I'l7`.1�!/' [ARO DANA FRIEDMAN Child -Care Advocate THE POST -STANDARD Monday, lune 4, 1984/PAGE A-5 (C) rti. y. ,.:''r 4Ar.AVOWXS:144 f,. • tir L' k •1 *14'l: r';4Qt39: Cla.• •:y e,..0 ±r {; ' =i' • Lei oesn irits By MARK SCHULTZ ITHACA — Drizzle niay have fallen on the final day of the Ithaca Festival, but the show went on. Organizer Cyndy Scheibe started mak- ing the.calls to performers aril the news media early Sunday morning, informing Expert: Governrnent, Ernployers By MARK SCHULTZ, ITHACA — The changing economy is forc- ing government and industry to work with parents in providing day-care services, a leading child-care advocate told the Tomp- kins County Day Care ,and Child Develop- ment Council at its last meeting. • _ "The two -earner middle class is creating a need for child care," according to Dana Friedman, a technical adviser to President Reagan's Task Force on Private Sector Ini- tiatives. That need can be met neither by govern- ment nor in•dustry•alone,.Friedman said. Both can act as role models, but. for child care to succeed, Friedman said, a multi - pronged approach is needed. "What government is trying to do is have business replicate what government is less willing or able to fund," .Friedman said. Under the Reagan administration, a heavier burden hasIbeen placed on corporations to assist employees in finding and financing day-care programs, she said: Employer -supported day care, however, is only one option. The number of employer programs, has doubled in the last year, but the number remains small — about 1,000 among some 6 million employers, Friedman said. Still, Friedman said, the increase is en- couraging and points to the upturn in the economy. "At a time of 11 percent unemployment, • not too many people go around waving the banner of motherhood," Friedman said. As times improve, however., employees feel more secure seeking child-care benefits, she noted. And they're winning them. In high-technol- ogy fields particularly, Friedman said, em- ployers are trying to woo workers with at- tractive benefits and favorable attitudes to child care. Some companies offer se -called "cafeteria" benefits, under which employees choose from a list of possible benefit options. Others offer "salary redirection," in which a percentage of the 'paycheck .is diverted -.to child care. • Employer support and an improved fed- eral child-care tax credit are helping people meet their care needs, Friedman said: But industry still needs to be re-educated about the role it can play in providing care, she added:• Many company leaders mistakenly feel the only way they can support day care is by building an on-site center, Friedman said. "Building a day-care center is not the only way to provide day care," she said. "How many companies would be providing health- care benefits if the only way they could do it was to build a hospital?" The biggest stumbling block to employer - supported day care is its cost, according to Cornell University Senior Vice President William Herbster, a longtime advocate of ust .9 in Forces employer-sponsored day-care servic:c's. Herbster has been working with three community child-care. proponents — Cath- erine Murray -Rust, Danilee Poppensiek and Linda Pike — to establish a day-care pro- gram at Cornell. • • "The system slinks, and we've got to do something about it," Herbster said. "It Costs as rnuch to send a kid to day care as it does to , send an adult to Yale or Harvard. • "Everybody wants day care," Herbster added. "Nobody wants to recognize,its real cost, and certainly nobody wants to pay for it." Cornell is making a contribution, however, by donating a building and contributing other funding toward a Cornell Community Infant. Center. The center will house up.to 24 infants, most of them children of Cornell staff and faculty, beginning Aug. 1. Herbster said he expects Cornell to pro- vide a subsidy of about $1,000 per child. Av- erage care costs, including staff and start-up fees, should run about $7,000 _per child per year. • Cornell operated an infant center a few years ago until that program's funding ran out, Herbster said. The new program will use a variety of fundirig sources, he said. - "Frankly,. we don't know where we're going from here," Herbster said. "We're ex- cited about it. It's an experiment." l.Jay y1. C a .r v Cortland -Tompkins • THE POST -STANDARD nionklny..J ir„ , 4, 1084/PAGE A-5 (C) 41-f"..� l}•:Vr17YCw9v`�'i71 "tet, il7''b'� 311$10,.i'nw-<•'C+Y4,6<1' nia,l crivLgTHE POSE A's 'nc•• . DANA FRIEDMAN Child -Care Advocate n' OeSI19t • • . By MARK SCHULTZ .• ITHACA Drizzle may have fallen on the final day of the Ithaca Festival, but the show went on. Organizer Cyndy Scheibe started mak- ing the calls to performers and the news media early Sunday morning, informing { ...... Ll. ..l LL.. 1__t .,__ .. - ampen Spirits i "cr:announced 121 c,1 uteri' 1 1984 cn Apri3 `, •. 'L DI Mr. William '• Bennett Citizen's Sa.iJngs Bank The Commons • Ithaca, New ,pork 14850 Mr. Herman S) everding 114 Monroe S!.reet Ithaca, New `York 14850 Ms. Judy Gre'» Ithaca Alter/latives Fund 313 Washings t'1 Street Ithaca, New iork.14850 Mr. James' A. Sanderson Chief Investwont Officer Cornell Univ rsity _ Z�,�_o0-zz L�%' Terrace Hill — z57 -4z3 -vk Ithaca, New Vork 14853 Mr. Carl Sgrocci Chief Financial Officer and Controller Ithaca ColleP Job ,Hall Ithaca, New York 14850 Mr. Richard ';u1livan Machinists' Uo i on 253 Applegal r. Road Ithaca, New VOrk 14850 Mr..Charles French Building Trades Union rree ?) Mr. Al David1 f U.A.W. 1690 SlaterY. i 11e Road Ithaca, New. fork 14850 Ms : Nancy Tr 'sner Unemployed Council 211 Pleasant Street Ithaca, New Fork 14850 Ms. Beverly Meek Day Care Council 305 S. Plain Street Southside Community Center Ithaca, New York 14850 H. Matthys VanCort Director of Planning and Dev. Dept. Susan Cummings, Common Council Member Chair, Planning and Development Comm. Helen Jones, City Planning Staff *ex -officio member -Irene Stein Coordinator —Mayor Gutenberger will Chair this Task Force Ms. Kathy Wood (Iron Shop) 16 Penny Lane Ithaca, New York 14850 (Downto\'m Business Coiiumnity) SOUTHERN TIER REGIONAL EDUCATION CENTER FOR ECONOMIC DEVELOPMENT Chairman - Donald Beattie Center Director - John R. Chanecka Western Area Coordinator - Anne Cohn 740 Main Street Johnson City, NY 13790 February 1984 Service Areas of Regional Education Centers for Economic Development LAKE EAE LAKE ONTAAlO j t.Ana 1 NTRQL — ---7 .i0i.a 1 NEW ?oRlt'1Gee= � f GBI1 GERr- -L._�_. � .1lALL ----1 LAKE' OH.. ' i r i r l.-, I ...zoo.. —� 4...owlsI rAre ----- 1.1 , ,l CAyuGA • LThi.STON 'ASTERN CO<WO N�E J ?ORK 1 i ,r . i I ,bursa I TO..va � . i. Gan./..u64.13 ALLIGAHr S r_ i — , 7zSDt f EARN i._1__. w I i aa..wA.t I I C�`� I T1O� OMNI E I • wunAH1- 1.'• LONG - IS. 'ND LONG ISLAN • • OUND O 9w NEW YORK CITY MOH Hit. TO. ATLANTIC OCEAN " The Role of Education in Support of Economic Development" The New York State Education Department recently established a Bureau of Economic Development and ten Regional Education Centers for Economic Development, in order to assist business and industry through employee specific training programs. The Bureau, through the ten Regional Education Centers for Economic Development will provide education and training programs that are coordinated with the New York State Departments of Commerce and Labor, regional and local economic development agencies and others involved in economic development efforts. Funds may be provided for training programs to serve the following purposes: 1] skill -training programs for companies which want to locate in New York State 2] skill -training programs for New York State Companies which want to expand their current operations 3] skill -training programs to help New York State companies remain in the state 4] Retraining and upgrading for personnel in companies and industries to help them keep pace with technology The approximate level of funding available statewide during the period ending June 30, 1984 is 4,600,000. These resources are available locally through the Southern Tier Regional Education Center by contacting John R. Chanecka, Center Director at (607) 798-8831. JRC/H2 PURPOSE 1• LINK EDUCATIONAL AGENCIES WITH: A. ECONOMIC DEVELOPMENT B• BUSINESS AND INDUSTRY c• EMPLOYMENT AND TRAINING PROGRAMS PROMOTE AN EDUCATION AND TRAINING SYSTEM 3• RESPOND TO NEW YORK STATE ECONOMIC DEVELOPMENT ACTION PLAN A• EXPAND ECONOMIC BASE B• IMPROVE EMPLOYMENT AND TAX BASE c• ATTRACT NEW INDUSTRY D• ENCOURAGE EXPANSION' FUNCTIONS 1• SERVE AS CONTACT POINT FOR BUSINESS 2• BROKER AND PACKAGE EDUCATION/TRAINING PROGRAMS IN RESPONSE TO EMPLOYER NEEDS 3• PROVIDE GRANT DEVELOPMENT ASSISTANCE 4• ENHANCE LINKAGES BETWEEN EDUCATION, LABOR, AND COMMERCE 5• ELIMINATE THE GAP BETWEEN EDUCATION AND BUSINESS r022 LEiirr CDV-011°Cpr'rf2ffig an.api't=T110ficlrin `rr�rr U I 0 outh Carolina's Technical Education System has begun a massive strategic plan for deciding where to invest job training dollars. The plan is being developed by TEC's 16 Presidents and members of the State TEC Board staff. This effort is an example of how America must overcome the American preoccupation with short-term thinking. TEC's strategic plan will link TEC courses more closely with State Development Board industrial recruiting efforts, and will provide more short-term courses for our state's economic transition. The strategic planning process will set the stage for Phase II of "Design for the Eighties," our internationally recognized program for incorpo- rating high technology into degree/ diploma programs. Major steps in TEC's strategic planning process include: • An audit to identify major trends and issues for the future and define TEC's choices for growth; • Development of a strategy after reassessing the current mission, setting priorities and determining resources needed for the future; • Development of a assigning responsibility setting timetables; and plan and G. WILLIAM DUDLEY • Prep aration of a written document with details of the strategic plan. Technical colleges across the state will sponsor public hearings this spring to solicit public reaction to elements of the strategic plan. The steering committee is expected to complete the written plan in July. Automated Manufacturing 84 represents the kind of economic involvement TEC needs to develop through strategic planning. We are partners with the State Develop- ment Board, State Ports Authority, PRT and other agencies in the economic development process statewide. As an industrial training system, we must help create a healthy environment for business as we prepare young people for jobs. The best way for us to do this is in cooperation with other agencies and industries.1E€ 1 2 Conference Focuses On 21.st Century Workplace By Ann Addy "Forums such as AM84 are vital to the search for methods and techniques that will improve America's industrial productivity." putting the worker and workplace in the 21st century is the- focus of the first Automated Manufacturing '84 (AM84) show and exhibition in Greenville, S.C. March 19-22. Drawing on the expertise of national leaders in JOHN NAISBITT technology, AM84 will have more than 50 seminars and over 100 exhibitors in robotics, materials handling, CAD/CAM, flexible manufacturing systems and more. "AM84 is the first single comprehensive SPECIAL SCHOOLS Are South Carolina's Success Secret These training programs are temporary and are especially designed to meet the specific needs of the new or expanding manufacturer. They may be operated in the nearest Technical College or in a temporary facility while the plant is being prepared. Special Schools are operated under the management of the Industrial and Economic Development Division on a statewide basis with the cooperation of the involved Technical College. A Special Schools program involves a closely coordinated working relationship between our assigned Industrial Consultant and the involved staff of the company to ensure proper scheduling and development of high quality instruction. Included are: • Identification of required skill levels of the jobs to be performed. • The preparation of a lead-time schedule covering all factors, such as development of training materials; recruitment and selection of trainees; class starts, duration and completion; employment of instructors; training site preparation and other pertinent items. The schedule is designed to have training completed approximately two weeks. prior to hire needs. • With company assistance, we develop a recruitment plan which includes participation -by the company to the degree needed to ensure that trainees selected will meet company criteria. • Usually, our training is conducted prior to employment by the company. • As most applicants for training will be employed elsewhere, our classes are normally operated in the evenings. • The applicants for training are motivated to take the training for an opportunity to gain a position that is higher paying and t� learn to work at a higher skill level. • Trainees in a pre-employment class are not paid by TEC or by the company. • During training, any trainees who do not measure up to standards are terminated by TEC. • The advertisement for applicants for training, preliminary screening of applicants, invitations to training classes, and the facility for training are without cost to the company, unless some training is conducted within the plant. • Frequently, TEC provides the equipment needed for pre-employment training purposes. Occasionally, we will not have all of the required equipment available. In such cases, we- ask that the company loan such specialized equipment to TEC for the training period (s). We will return all borrowed equipment in the same condition as received, less normal wear and tear. • TEC normally secures instructors locally and pays them for such services. In some situations involving specialized training, we request the company to make available a sufficient number of skilled persons to assist us in conducting training. We reimburse the company for the salary paid those individuals for the actual hours they are serving as our instructors. • Instruction materials, including manuals and visuals, are tailored to the company's needs. These materials are provided in part by us and in part by the company, dependent upon requirements of each program. • We furnish the training supplies and hand tools required for pre-employment training. • Any goods produced during pre-employment training that have a sales value are the property of TEC and may not be sold. • Occasionally, the level of training required cannot be adequately attained in a pre-employment environment alone and an additional specified period of on-the-job training is necessary. We will reimburse the company for the cost of instructors' compensation for these OJT periods. In such instances, the training is in the company's facilities utilizing their materials, and the products are owned and controlled by the company. Start -Up Training Is Just The Beginning. There's More In Store For You. Other Industrial Services In addition to our start-up training assistance, the Industrial Training Consultantsbased at the TEC Colleges maintain continual contact with industries in their respective service areas. They are ready to trigger additional training programs whenever an industry indicates an expansion need. They also compile the data for an annual statewide wage and practices survey published by TEC as a continuing service to industries. Other Support Services We have in support of our special schools programs: • A media support center to assist in the design, layout, illustration and printing of instructional materials; the design and photography for slide presentations; and provision of audio-visual equipment for training purposes. • A crew of craftsmen to prepare the training site, including the set-up of equipment. • Skilled technicians to repair and rebuild our machine tool equipment. Technical Colleges A network of sixteen technical colleges places on-going technical training opportunities within a 30 mile commuting distance of about 95 percent of the state's population. More than 57,000 other South Carolinians are upgrading their job skills annually in the statewide TEC colleges. Collectively, the 16 technical colleges offer approximately 160 associate degree and diploma programs in cluster areas, such as agriculture, arts and science, business technology, engineering technology, health science, industrial technology and public service. TEC graduates serve their communities in numerous jobs --from medical lab technician to policeman, from machinist to electronics engineering technician. Updating, upgrading and supervisory development training programs are also offered by the TEC colleges, both in -plant and on college campuses. One out of every five South Carolinians in the 16 to 64 age group has gone through some TEC training. It's Our People Twenty years of experience in serving industry provide TEC with the know-how to make all the elements come together for one purpose --providing trained workers both to get your plant into immediate high efficiency production and to furnish long-range technical training assistance for continuing growth and prosperity. Perhaps part- of the State Technical Education System's "secret" is in a legislative mandate making TEC responsible for "....courses and programs to be characterized by a continuing strong emphasis on the employment needs of the State...." But perhaps a greater reason for TEC's success is the willingness of employees here to give a. full day's work for a fair day's pay, to prove their talents to industrialists. TEC's industrial training consultants say this human factor --the loyalty, dependability and productivity of South Carolinians on the job --daily earns the praise of plant managers and company executives. Meeting The Challenge The currentchallenge to South Carolina's Technical Education System is tremendous and immediate. Approximately 75 percent of new jobs available through the Decade of the Eighties will require technological training below the baccalaureate level. As TEC continues to provide that training, the economic future of South Carolina becomes more secure. "The State Board for Technical & Comprehensive Education does not discriminate on the `basis of race, color, sex, age, national origin, religion, or handicap." do eS SCA HAVE A MOWING ennicIu N 21 KE tb An h-cr CHEMUNG VALLEY ARTS COUNCIL Why Don't You Move To Corning? gARIV ED MAY 7 IS �. If you had a studio and shop on Market Street you would have • a market of half a million visitors a year - all looking for glass • - less than a day's drive to most major wholesale/retail shows • one of the lowest gas/electric rates in NY State • reasonably priced commercial real estate • such special services as glass photography, grinding and po- lishing, classes in glass technology and copperwheel engraving, design and printing, courses in art history and small business management • Corning Glass Works melting and forming experts as neighbors • access to the best glass reference library and museum in the world • a community that wants you to succeed - including the possibility of low interest loans And what a place to live! Some of the most beautiful country in the Northeast, good schools including a first rate 2 -year community college plus graduate programs from Syracuse University, Cornell and others, annual glass collectors seminars, museum films and lectures, theater and concerts, exhibitions and outdoor sports all year long For more information call Kevin Geoghan, Executive Director, Chemung Valley Arts Council, Baron Steuben Place,, Corning, New York 14830 Telephone 607 562 8977 Baron Steuben Place - Corning, N.Y. 14830 MAYestz. CatEISCP.46x. atm AWL ITHACA .M4 Him , 0 0 0 0 0 0 04=pk.g. ° USA cc', 20c Q99 Expanding JDA's Abilities A.8963 The Job Development Authority has helped create or retain more than 100,000 jobs with an annual payroll of $9.40 million since it was formed in 1962, and generates an estimated $14 million a year in State and local revenues. In 1981, by a 3-2 margin, the voters doubled JDA bonding power to $300 million. This bill would amend the State Constitution to double the figure again, and to increase from 40 percent to 60 percent the amount the JDA may finance of a particular project's cost. The increase from 40 percent to 60 percent of loan participation will -encourage greater working capital loans to businesses by financial institutions. If passed this Legislative Session and the next, the amendment would be subject to a referendum in 1985:It is anticipated that JDA's present bonding authorization will be exhausted by -the fall of 1985, which is the earliest date a constitutional amendment could be put to Statewide referendum. Remember: The taxpayers don't pay a dime to support JDA, but reap wholesale benefits in the form of an ex- panded tax base. ...And More Help for JDA A.10195 The availability of capital is often a critical element in the expansion of economic activity by small businesses and agricultural enterprises. But, capital is often_unavailable in predominantly rural areas and thus opportunities for economic growth andincreased employment are lost. The "loans to lenders" program established by this bill is designed to meet, in a carefully tailored manner, the capital short -fall faced by many entrepreneurs and their bankers in New York State. The "loans to lenders" will enable local lending institutions to draw upon funds raised by the JDA and make those funds available for business and agricultural pro- jects. This will use the existing relationship between the entrepreneur and the local lending community and direct financial resources where they are most needed. The program does NOT represent a new liability for the State. The loans to lenders bonds and notes issued under the program are payable solely by and from the repayment of loans to lenders. Moreover, the lending institutions are liable for the payment of loans made under the program and bear the full risk of the loans made to borrowers: NOTE: This program will be especially helpful to small business, agricultural enterprises and businesses owned by women and members of minorities. Wider Role For BDC S.7592 As a private entity supported by the State's banks and insurance companies, the New York Business Develop- ment Corporation has the flexibility to offer some forms of financing that are outside the scope of existing public pro- grams. At the same time, NYBDC can offer small businesses terms not normally available from individual banks, such as long-term loans fixed at the prime rate and loans in amounts of $50,000 and under. In his 1984 State of the State Message, Governor Cuomo called for upping the lending authority of the New York Business Development Corporation from $50 million to $250 million. --To enhancethe ability of NYBDC-to-rend-the-maximum amount, -this bill would -increase the -lending -limits -of -the - members, raise the total number of authorized shares, give Community Reinvestment Act credit to members, and clarify that NYBDC has the authority to issue letters of credit. NOTE: It would also specifically add to the purposes of NYBDC that it focus on the needs of small businesses and those owned by women and members of minority groups. Job Training Governor's Program Bill #197 Here's a departure for using the proposed State Job Training Partnership Fund: • 60 percent for training of persons unemployed 15 weeks or more, those without unemployment benefits, or in receipt of notice of layoff due to plant closing; • 20 percent for upgrading skills of existing employees; and • 20 percent for economically disadvantaged who are not attached to work force. The JTPF, which is expected to raise $25 million annually, would establish programs to help meet changing employer needs, while providing new skills particularly for displaced workers or the long-term unemployed. The funds 3 will be available to meet the training needs, including on-the-job training and classroom instruction, of employers. One key element of this proposal calls for employer contributions (7/100ths of one percent of the employer's taxable wage base) to the fund instead of to the Unemployment Insurance Fund, thereby supporting putting people back to work rather than paying for their being out of work, but holding the line on employer contributions and taxes. Financing Better Water and Sewer Systems A.9358 The reliability of New York State's water supply and sewer systems is a fundamental element in continued economic expansion. This is a comprehensive legislative proposal to address the problem of water systems threaten- ed by widespread and serious deterioration at the same time that fiscal problems and declining Federal assistance prevent most localities from investing in repairs and improvements. The Governor's bill would create a Municipal Water and Sewer Finance Corporation designed to extend to cities the ability to use revenue bonds to finance improvements. Here are the advantages for local governments: • reducing total cost of projects, • conserving general obligation financing for other needs, and • permitting refinancing of up to 20 percent of each transaction can be used to retire existing general obligation debt. No municipality would be required to participate, and local governments would retain control over project selec- tion and administration. Nearly $12 billion in essential repairs to water supply systems throughout the State and another $16.5 billion in needed sewer projects have been identified. The Governor's proposal won't.solve all these problems — the corporation would be authorized to issue $4 billion in bonds — but it will provide a more aggressive and cost-effective approach in efforts to rebuild New York. Regulating the Regulators Governor's Program Bill #166 New York began a commitment in the 1970s to streamline the State's regulatory processes. Even so, there is still no central executive branch review of rulemaking procedures by which the laws of the State are implemented. This bill would (1) expand the role of the Office of Business Permits to regulatory review and analysis without diluting its existing valuable services to business and (2) rename the Office, the Office of Regulatory Analysis and Assistance. It would direct State agencies to submit proposed regulations, Regulatory Impact Statements and Regulatory Flexibility Analyses to the Office which would review them on the basis of specified criteria, including legislative authority and clarity. Agencies whose regulations do not meet the criteria would be asked either to revise and resubmit their regulations, or to submit additional-data to strengthen the record in support of the proposal. Innovation Finance Corporation A.8875-A This bill, announced in Governor Cuomo's 1984 State of the State Message, builds on a proposal sponsored by Assembly Speaker Stanley Fink in 1983. The Governor's bill would authorize the New York State Science and Technology Foundation to identify the incorporators of the Innovation Finance Corporation to encourage capital in- vestment in, and the establishment or expansion of, new or young small businesses which are engaged in the in- novative application of advanced technology to products or services. The IFC Will be a for-profifcorporation which will attract both private- and public-sector investments to extend both equity and debt financing to new companies engaged in the commercial application of new technologies. The IFC's powers would include "participation in business relationships" such as equity investments and joint ventures. Target companies would be those which employ fewer than 100 persons, which have been in existence for less than five years and which engage in the innovative application of advanced technology to products or services. Although it is envisioned that the Corporation could •eventually be capitalized by up to $20 million, this proposal would allow it to commence its authorized activities upon receipt of $2 million in subscriptions or paid-in capital. Helping Young Workers To Drive Safely S.1569-A and A.8609 Employers now pay high medical insurance premiums and taxes because 19 and 20 year olds, who represent only four percent of licensed drivers, are responsible for 16 percent of alcohol-related fatal crashes and 13 percent of drinking drivers in injury crashes. If Governor Cuomo's program bill (S.1569A and A.8609) becomes law, it is estimated that savings up to $75 million will result in medical care, rehabilitation, emergency services, lost income and property damages. Aside from the impact on the work force in terms of lost days and production, the human cost is also important. Estimates are that raising the drinking age from 19 to 21 years will save 135 lives and nearly 3,000 serious injuries. 4 RECEIVEL MAY 1 )84 commerce newsletter New York State Department of Commerce Mario M. Cuomo, Governor William J. Donohue, Commissioner LEGISLATIVE EDITION Governor Mario M. Cuomo has this year proposed a number of legislative measures which are aimed at economic development and which directly affect New York State's business community. Here are some highlights of his submissions, along with what each bill is designed to accomplish: "Juice for Jobs" A.9355 The "Juice for Jobs" proposal will stimulate economic development by providing low-cost electricity to certain/industries. This is becoming one of the major elements in New York State's overall economic develop- ment program targeted at industry and job retention. When the Power Authority of the State of New York was authorized in 1968 to. construct base-loadnuclear generating facilities to serve industrial consumers, eligibility for such power was limited to heavy electric users for whom cost of power was a significant portion of the value of their manufactured products. Today, however, economics dictate that the Power Authority, should be af- forded the flexibility of using such power to foster the creation of the maximum number of jobs without being constrained by "load factor." Current law requires that, to be eligible for such -power, the consumer be a high -load factor manufacturer which will build a new facility or expand an • existing facility providing such power is made available. The proposed amendment would make it available to "industries which normally utilize a minimum peak electric demand of 1,000 kW and which will build new facilities, ex- pand existing facilities or create or cause to be created new jobs in the State provided such power and energy is made available." Consequently, the proposed amendment would enable the Authority to serve a wider range of companies than those originally intended by the 1968 legislation and would permit the Authority to make allocations of available base- load nuclear power from its existing James A. FitzPatrick unit based on jobs creation. The State -wants to encourage the location of industries within the State which provide high technology or ser- vice industry employment. A change in'the existing allocation criteria applicable to base -load nuclear generated elec- tricity will enable the Authority to address this new demand. The Power Authority recently authorized the transfer of a temporary allocatioh of 5,000 kW of FitzPatrick nuclear power to the Grumman Corporation of Bethpage, Long Island, to induce Grumman to expand its existing facilities and employment on Long Island rather than relocate. Grumman does not presently meet the current product - content criteria -set -forth -in the Power Authority Act for a permanent allocation of FitzPatrick power. The -proposed - legislation would authorize a permanent allocation of available nuclear power to Grumman and would also allow Fitz - Patrick power to be sold to other high-tech or job -intensive service industries which locate or expand and add jobs in the State. May 1984 (continued on page 2) Note From Commissioner Donohue The first Commerce Newsletter Special Edition summarized the points raised by Governor Cuomo in his State of the State Message. This second Special Edition outlines for the business community some of the measures which af- fect economic development which the Governor has proposed as part of his legislative program. We have tried to summarize them here in as simple terms as possible and with analysis which strives for both accuracy and objectivity. If readers of the Newsletter would like to comment on the bills outlined in these pages, I suggest that they let their legislators know their feelings. After all, they are the ones who will be taking them up these Spring days! We've included the bill numbers, and these should be used when talking to legislators. / Z Z (i) O zt.- ct t This bill would allow Grumman on Long Island and Shearson/American Express in New York City to receive PASNY power on a permanent rather than a temporary basis. The availability of PASNY power was a major con- tributing factor in these two businesses remaining and expanding in New York State: New Directions for Tourism A.10417 As New York develops programs to promote the State as a vacationland, it has come to rely on the expertise of representatives of the varied segments of the tourism and travel industries. The Board of Tourism Commissioners was established in 1978 to tap that expertise. For a variety of reasons, including its unwieldy size (42) and unreasonable meeting requirements (at least eight per year), the Board has not operated as efficiently as it might. Recognizing the value of private sector advice to the State's tourism efforts, Governor Cuomo seeks to clarify the Board's role and enhance its value to the State and tourism industry. This proposal is the first step in that revitalization. It would create a streamlined private sector Tourism Advisory Council to link the tourism and travel in- dustries to the Commerce Department and, through the Department's interagency tourism initiative, to all State agen- cies and authorities with tourism -related responsibilities. The bill abolishes the. existing New York State Board of Tourism Commissioners and reconstitutes it as the Tourism Advisory.Council to include 18 private -sector representatives of organizations from all segments of the tourism and travel industry which includes more than 53,000 businesses, providing more than 590,000 jobs and generating a payroll of $6.7 billion. One-third of the members of the Council would be appointed by the Governor upon the recommendations of the Legislative leaders — the same formula used in appointing the existing Board. The Council's purposes would be to advise the Commerce Commissioner on tourism -related issues and in the design and implementation of the State's tourism policies and programs. The Council would also assist in the gathering of data essential to the development and improvement of the State's tourism promotion efforts. The second step in the revitalization process is the creation, by Executive Order, of an interagency group to coordinate the policies and programs of all State agencies with tourism -related responsibilities. "Short -Form" Construction Contracts Governor's Program Bill #127 Governor's Program Bill, submitted at the request of the Department of Commerce and the Facilities Develop- ment Corporation, would increase from $20,000 to $50,000 the cap on the size of special order ("short -form") con- tracts for the construction, reconstruction, alteration or repair of a range of State buildings and those of the FDC which are exempt from performance bond and newspaper publication requirements. While bonding may be desirable in theory, its actual utility in the case of a small contract is limited. Experience has shown that contracts of a value less than $50,000 — the level to which the subject proposal would extend the exemption — typically do not require exceptional construction expertise. Furthermore, the elimination of the bond re- quirement saves the contractor the delay and expense involved in securing a bond, and the State the time- consuming review of the surety's documents. The State also realizes a direct savingy since bond premiums may be included in the contract price. More importantly, eliminating. performance bond requirements in the. lowest range of contracts will encourage small and minority and women -owned businesses to participate in public contracts. Without a track record for surety companies to review, many fledgling and small contracting. firms are effectively foreclosed from bidding on any but the smallest of construction contracts. Widening Financial. Potential Governor's Program Bill #204, 205, 206 The Governor has submitted a package of legislation to maintain and strengthen New York's preeminence in the financial industry while expanding employment opportunities, increasing competition, and extending consumer benefits. The legislation would implement most of the 38 recommendations made by the Temporary State Commission on Banking, Insurance and Financial Services. The focus of these recommendations is New York State's need to provide a climate in which the financial ser- vices industries can expand business opportunities and compete more effectively, while protecting consumers and their investments. The proposals would: • expand the investment powers of commercial banks, thrift institutions and insurance companies chartered under New York law. • authorize banks and thrift institutions to enter into the insurance agency and brokerage business on January 1, 1985. 2 State University of New York State University Plaza Albany, New York 12246 Office of the Associate Vice Chancellor for Continuing Education Programs and Public Service TO: City Mayors May 11, 1984 Last March, State University released information about its economic impact upon your region and it may have reached you via local news media. After reviewing the data presented for ten separate regions, it seemed to me you might be interested in all of this information. It provides perspective with respect to SUNY's very substantial economic affect upon New York State, in addition to what this University system contributes to society through teaching, research, and public service. SUNY's contributions through development of human resources, research, retraining, technical assistance, and technology transfer are fairly well-known nationally and internationally. Less clear is the understanding that for many regions of the State, SUNY campuses have consequential roles in local economies. I feel you will find the data presented in each of the ten separate releases interesting from the standpoint of not only what SUNY contributes to your region, but to other regions as well. It is useful reference material. For the most part, however, we will continue to emphasize in our publications teaching, research, and public service, the latter of which will, of course, be a focal point of my further communications with you. I hope you will find this data interesting. Sincerely, John Mather Associate Vice Chancellor for Continuing Education and Public Service Enclosures State University of New York News Release From: Phone: Richard Gillman, Assistant Vice Chancellor Office of University Affairs & Development Albany (518) 473-1825 FOR RELEASE UPON RECEIPT Thursday, March 15, 1984 STUDY SHOWS SUNY ECONOMIC IMPACT ON REGION ALBANY-- The five Finger Lakes Region campuses of the State University of New York are responsible for more than $414 million in business volume in the nine -county region, according to a major economic impact study made public today. The study, commissioned by SUNY, was conducted by the Regional Economic Assistance Center (REAC) of the State University Center at Buffalo. It was designed to measure the economic influence of the 64 -campus, 381,000 - student system on 10 geographic regions of the state. The five SUNY campuses in the Finger Lakes region are the State University Colleges at brockport and Geneseo, and the Genesee, Monroe and Finger Lakes Community Colleges. Together, they enroll 30,364 students, who are supported by 3,468 faculty and staff. more -2- While not designed to show the impact of the individual.campuses, the study reveals significant dataon the collective economic influence generated by the SUNY presence in the region during the base year of 1982... The 10 regions used in the study coincide with the economic regions defined by the New York State Department of Commerce. The REAC study methodology included several impact models such as the University's effects on business and government and on individual income and employment. It also involved student and faculty surveys at selected campuses throughout the system. The $414 million business volume finding, for example, was the SUNY impact resulting from the goods and services purchased by the five campuses, the amount they paid in wages and salaries, the amount spent in the region by the students, bank deposits from SUNY-related sources and contributions to the area's economy from visitors to the SUNY campuses. Other models used in the study revealed the following: - - SUNY's presence resulted, directly and indirectly, in approxi- mately 28,000 jobs in the region. - - SUNY's presence generated over $27.8 million in governmental revenue for the region and its municipalities, through such items as sales tax, state aid to schools and utility tax payments. - - SUNY's presence added $160 million in personal income for region residents. - - SUNY's presence resulted in the purchase by residents in the region of durable goods with a value of more than $7.5 million. more -3 - The study also noted that the SUNY presence generated some costs to the region as well, such as operating costs of schools and services allocable to SUNY -related persons, and the tax exempt status of land occupied by the campuses. SUNY Chancellor Clifton R. Wharton, Jr., said the study was a "remarkable demonstration of how public dollars, already being spent for a positive and productive cause such as education, can have a dramatic multiplier effect on the economy." "We have always maintained that taxpayer support of the State University is a major investment for the future in an educated citizenry," Dr. Wharton said. "Now we know that it also is a substantial contributor to the state's day to day economy, repaying many times over the actual outlay. "It is important for the public to realize that its commitment to maintaining a strong, healthy educationally and economically." REAC, which conducted the part of the School of Management university is more than justified both study over a three-month period, is of the University Center at Buffalo: Kenneth A. Rogers, REAC executive director, noted that the economic contribution of the SUNY system as a whole to New York State had never before been measured, although individual campuses had occasionally conducted their own surveys. "Even this study, however, does not fully measure the overall impact, " Rogers said. "For example, because SUNY's Empire State College operates through more than 40 locations spread throughout the state, we were unable to determine its impact on specific regions." more f 4 -4-- Rogers said the study also excluded SUNY's Central Administration in Albany, the SUNY Research Foundation (itself a major statewide employer), the SUNY Construction Fund, the New York Network serving the state's nine public television stations, and the Empire State Institute for the Performing Arts. Were these to be included, he said, the total economic influence of the State State University would be far greater. Rogers cautioned that the overall economic impact of SUNY on the state cannot be determined by adding together the data for the various regions. "Our regional model takes into account the movement in and out of each study area by faculty and students from other parts of the state," he said, "Adding together the regions will greatly overestimate the impact which SUNY has on New York State as a whole." Funding for the REAC study came from the SUNY Research Foundation, a private, non-profit educational corporation. (Attached is a sheet listing the study highlights for the region, together with a list of the SUNY campuses and their current enrollments and staff. For further information on the details of the study, contact. Kenneth A. Rogers, Regional Economic Assistance Center, (716) 831-3356.) Finger Lakes Region Study Highlights 1.. SUNY'.s presence generated over $414 million in business volume, ('nc1u,- rg housing, goods, and services), in the region in 1982. a. The SUNY campuses in the region purchased goods and services worth $23 million. b. SUNY paid over 575 million in wages and salaries to its faculty and staff, of which over $43. million was respent in the region. c. SUNY students spent approximately $62 million in the region. d. Visitors to SUNY's campuses in this region contributed over $24.8 million to the area economy. e. Deposits from SUNY -related sources resulted in a $55 million credit base expansion for banks in the region. 2. SUNY's presence generated over $27.8 million in revenue for the region and its municipalities. a. SUNY -related purchases resulted'in $3.5 million in sales tax revenue for the region. b. State aid to the region -for schools, allocable to the presence of SUNY was $17.9 million. c. Utility tax payments generated by SUNY influences were $1.59 million. 3. SUNY's presence generated the following costs for the region and its municipalities: a. The operating cost of regional services and public schools, allocable to SUNY -related persons, was over $110 million. b. The region loses substantial funds in real estate taxes due to the tax exempt status of the land area occupied by SUNY campuses. 4. SUNY's presence resulted, directly and indirectly,in approximate) in the region. Y 28,000 jobs -2 (Finger Lakes Region) 5. SUNY's presence resulted in an increase of $160 million in personal income for region residents. 6. SUNY's presence resulted in the purchase, by residents in the region, of durable goods with a value of over. $7.5 million. NOTE: Because of the differences in the models used to produce the above data, there is some overlap in the various categories and they should not be added to produce a single figure. ° 13303 22OS05 sr/4k 75222 -. CALLIO P1 0052x•9530, CITY DF ITHACA CITY HALL 0'108 EAST GREEN STREET • ITHACA, NEW YORK 14850 • PHONE (607) 272-1 71 3 BY 5 Item *1 N -R73 ©Wheeler GrouPlfl482 INSTRUCTIONS TO RECEIVER: ` INSTRUCTIONS TO SENDER: RETURN WHITE COPY TO 6CNDC I. KEEP YELLOW COPY. 2. SENO WHITE ANO PINK COPIES WITH -CARBON INTACT. I. WRITE REPLY. 2. DETACH STUB. KEEP PINK NK COPY. -O ,sv"/ ate University of New York tevlosz i News Release From: Phone: Richard Gillman, Assistant Vice Chancellor Office of University Affairs & Development Albany (518) 473-1825 FOR RELEASE UPON RECEIPT Thursday, March 15, 1984 STUDY SHOWS SUNY ECONOMIC IMPACT ON REGION ALBANY-- The 10 Southern Tier Region campuses of the State University of New York are responsible for more than $563 million in business volume in the nine-couty region, according to a major economic impact study made public today. The study, commissioned by SUNY, was conducted by the Regional Economic Assistance Center (REAC) of the State University Center at Buffalo. It was designed to measure the economic influence of the 64 -campus, 381,000 - student system on 10 geographic regions of the state. The 10 SUNY campuses in the Southern Tier region are the State University Center at Binghamton, the College at Oneonta, the Agricultural and Technical College at Delhi, Broom, Corning and Tompkins Cortland Community Colleges, and the four statutory colleges at Cornell University: Agriculture and Life Sciences, Human Ecology, Industrial and Labor Relations and Veterinary Medicine. Together, they enroll 41,615 students, who are supported by 9,257 faculty and staff. more -2- While not designed to show the impact of the individual campuses, the study reveals-significant data on the collective economic influence generated by the SUNY presence in the region during the base year of 1982. The 10 regions used in the study coincide with the economic regions defined by the New York State Department.of Commerce. The REAC study methodology included several impact models such as the University's effects on business and government and on individual income and employment. It also involved student and faculty surveys at selected campuses throughout the system. The $563 million business volume finding, for example, was the SUNY impact resulting from the goods and services purchased by the 10 campuses, the amount they paid in wages and salaries, the amount spent in the region by the students, bank deposits from SUNY-related sources and contributions to the area's economy from visitors to the SUNY campuses. Other models used in the study revealed the following: - - SUNY's presence resulted, directly and indirectly, in approxi- mately 38,800 jobs in the region. -- SUNY's presence generated over $27 million in governmental revenue for the region and its municipalities, through such items as sales tax, state aid to schools and utility tax payments. - - SUNY's presence added $321 million in personal income for region residents. - - SUNY's presence resulted in the purchase by residents in the region of durable goods with a value of more than $15 million. -3 - The study also noted that the SUNY presence generated some costs to the region as well, such as operating costs of schools and services allocable to SUNY -related persons, and the tax exempt status of land occupied by the campuses. _SUNY Chancellor Clifton R. Wharton, Jr., said the study was a "remarkable demonstration of how public dollars, already being spent for a positive and productive cause such as education, can have a dramatic multiplier effect on the economy." "We have always maintained that taxpayer support of the State University is a major investment for the future in an educated citizenry," Dr. Wharton said. "Now we know that it also is a substantial contributor to the state's day to day economy, repaying many times over the actual outlay. "It is important for the public to realize that its commitment to maintaining a strong, healthy university is more than justified both educationally and economically." REAC, which conducted the study over a three-month period, is part of the School of Management of the University Center at Buffalo. Kenneth A. Rogers, REAC executive director, noted that the economic contribution of the SUNY system as a whole to New York State had never before been measured, although individual campuses had occasionally conducted their own surveys. "Even this study, however, does not fully measure the overall impact, " Rogers said. "For example, because SUNY's Empire State College operates through more than 40 locations spread throughout the state, we were unable to determine its impact on specific regions." more -4 - Rogers said the study also excluded SUNY -'....:s_ .Central' Administration in Albany, the SUNY Research Foundation (itself --a major statewide-employer),'the SUNY Construction Fund, the New York -Network serving the state's nine public television stations, and the Empire State Institute for the Performing Arts.- Were these to be included, he said, the total economic influence of -the State State University would be far greater. Rogers cautioned that the overall economic impact of SUNY on the state cannot be determined by adding together the data for the various regions. "Our regional model takes into account the movement in and out of each study area by faculty and students from other parts of the state," he said, "Adding together the regions will greatly overestimate the impact which SUNY has on New York State as a whole." Funding for the REAC study came from the SUNY Research Foundation, a private, non-profit educational corporation. (Attached is a sheet listing the study highlights for the region, together with a list of the SUNY campuses and their current enrollments and staff. For further information on the details of the study, contact Kenneth A. Rogers, Regional Economic Assistance Center, (716) 831-3356.) Sou[nern Tier Region Study Highlights 1. SUNY's presence generated over S563 million in business volume, (including housing, goods, and services), in the region in 1982. a. The SUNY campuses in the region purchased goods and services worth $88.9 million. b. SUNY paid over $148 million in wages and salaries to its faculty and staff, of which over $46 million was- respent in the region. c. SUNY students spent approximately $60.6 million in the -region. d. Visitors. to SUNY's campuses in this region contributed over $30 million to the area economy. e. Deposits from SUNY -related sources resulted .in a $128 million credit base expansion for banks in the region. 2. SUNY's presence generated over $27 million in revenue for the region and its municipalities. a. SUNY -related purchases resulted in $5.4 million in sales tax revenue for the region. b. State aid to the region for schools, allocable to the presence of SUNY was $16 million. c. Utility tax payments generated by SUNY influences were $1.5 million. 3 SUNY's presence generated the following costs for the region and its municipalities:. a. The operating cost of regional services and public schools, allocable to SUNY -related persons, was over 591.5 million. b. The region loses substantial funds in real estate taxes due to the tax exempt status of the land area occupied by. SUNY campuses. 4. SUNY's presence resulted, directly and indirectly, in approximately 38,800 jobs in the region. -2 (Southern Tier Region) 5. SUNY's presence resulted in an increase of $321 million in personal income for region residents. 6. SUNY's presence resulted in the purchase, by residents in the region, of durable goods with a value of over $15 million. :NOTE: Because of the differences in the models used to produce the above data, there is some overlap in the various categories and they should not be added to produce a single figure. CITY ,OF ITHACA CITY HALL • 108 EAST GREEN STREET • ITHACA, NEW YORK 14850 • PHONE (607) 272-1 71 3 MESSAGE REPLY 1 TO DATE DATE ' L 1 DATE 2J !" J v ' • ♦ 19-4 042 Y , P. -Acss3t-�V V -e-c_ACYN-6,,-.2.._e, ArvicvLn 8:-5...ek_ . MAY 2 3 1:84 MEDICO BY Item # N -R73 ©Wheeler Group In 2 INSTRUCTIONS TO SENDER: 1. KEEP YELLOW COPY. 2. SEND WHITE AND PINK COPIES WITH CARSON INTACT. 1. WRITE REPLY. 2. DETACH STUB, KEEP PINK COPY, RETURN WHITE COPY TO SENDER. SIGNED INSTRUCTIONS TO RECEIVER: CITY 'OF ITHACA 1983 economic activity in the City saw a number of developments representing a moderately strong trend to consolidating the city's posi- tion as economiccenterof the county. Much of this activity occurred in the private sector, and more specifically in the retail, wholesale and service commercial areas. Most prominent among these developments were construction of the Maguire Ford -Lincoln-Mercury dealership, announced in 1982; construction of a wholesale facility for I.D. Booth, an Elmira plumbing and heating firm; completion of.a 23,000 SF office building in the CBD; and the com- mencement of construction of a 60 -room tower addition to the downtown Ramada Inn. A flurry of activity occurred in the Collegetown business area in 1983, occasioned by the firming:.up of plans by the City and Cornell for development in the heart of ithe area. The private -developer working with the City announced his decision to build -a hotel in conjunction with a park- ing structure to accommodate both hotel -and -public parking. The.parking will also -serve the adjacent Cornell. Performing Arts Center, which may be under construction in 1985: The -106 -room --hotel will also include a restaur- ant, meeting facility, and 10,000 -SF of retail space. "Finalization of plans for this development awaits a determination on the UDAG application to be submitted to HUD in 1984. :At least seven other-projects-for_:exxpansion or addition to College - town properties were underway -or announced in 1983. The bulk of new space is for residential use, but the remainder represents a sizable addition to the area's retail space. The net effect of this activity, and of subse- quent projects which may be expected, will be to significantly __strengthen this secondary node- of -retail and service business by provision -of both conmercial facilities and housing. Uncertainties attendant to two major problems in the city's -CBD moved -closer to positive resolution in 1983. The S. F. Iszard Company was announced ds -the new tenant of the vacant Rothschild's department store,_adding-the facility to its two department stores in Elmira; a late summer 1984 -opening of the renovated structure was scheduled. Slower pro- gress was made on finalizing arrange lents for physical and operational improvements to the adjacent Ithaca Center complex, including additional ---- retail space_._- - Numerous small-business properties in the West State= St:::-=_cohnierc al-/---. servicebusiness distri t were improved with city assistance n-1983 slgnlf = - candy dupgraing thearea's= appearance- and atracting new business.: and sales, -= In.the West End of the city, developments in theeInlet Island -area, ebuildingrducts -buness_-openedin` the"briefy acaw - v Agway Home Center.,_'but activity ceased on conversion of the historic Ithaca-= -,.Organ and Piano factory --to a high tech' office center. The extensive_ property, ,of= one of- tlie- area's prominent landowners were turned over to;^ organization of creditors,- leaving open; the;question-of the . properties_=_ Tr-futuredevelopment:--On- a positive -note, preparation -for expansion -f:: State marina, =expected to be the first of several increases in capacity;=was• in its final stage by year's end. _ City manufacturing industry received a boost in 1983 as High -Speed Checkweigher enlarged its plant in response to increased demand for its 3 quality-electr-o-mechn=ical products__ In the area of policy and planning for economic development in the City of Ithaca, a positive step was taken at year's end when, follow- ing election, new Mayor John Gutenberger announced formation of a=Task Force for the Economic Development in Ithaca ('1'I). This initiative intended to expand on and institutionalize previous administrations' is efforts to utilize the substantial resources of business and development expertise present in the private and public sectors of this unique com- munity, for the _economic welfare of the community at large. The distin- -guishing feature of the advisory body is that,•where_earlier attempts • have -focused on economic development as -a task whose end results are-physi- cal infrastructure and business_ activity, '1'EI)I is: oriented .toward social. _=goals --of employment opportunity, improved- living__standards= through --enhanced -- family wage-earning capacity, and^meeting the human needs of the__unorkforce, :_- and - as ` well as^in the course of - _addressing specific development opportunities - and needs .=-- In_:sum,;economc'deve1opnent activity in Ithaca in 1983 saw • progress in -addressing ittediate needs:and=prospects _regional and subregional actors (Iszards,.-I.D.:Booth,- Maguire. Ford) in - develolment projects; enhancement of -the area's capacity to . accommodate tourism and visitors; and a broadening_. of the approach'to -:economic level- = opment -to- include the human -element: -=decidedly non-Orwellian--1984 1984 in: the City_- ofof Ithaca OFFICE OF YOUTH BUREAU TO: CITY OF ITHACA 1701 NORTH CAYUGA STREET ITHACA, NEW YORK 1 485D Mayor John Gutenberger FROM: Alice Walsh Green RE: - State Level Barriers t )Local Day Care DATE: May 21, 1984 TELEPHONE 273-8364 CODE 607 RECEIVED MAY 2 3 1984. Thanks to the connection at your office, I had the chance to meet with the Day Care Subcommittee of the Human Services Coalition. The information for your requested "laundry List" of State level obstacles comes primarily from Beth Jenkins, Acting Commissioner, Department of Social Services (D.S.S.); Eva Cochran, Director of the Day Care and Child Development Council (D.C.C.); and from a report by the N.Y.S. Council on. Children and Families on After School Child Care, supplied by Nancy Zahler of the County Youth Bureau. I hope this will prove useful when you speak with Gail Shaffer. This list of issues is, of course, by no means exhaustive. *The ARC application for the Cornell Community Infant Care Center Infant Care (along with afterschool care), is one of the most frequently sited gaps in local service. Right now the application to the Appalachian Regional Commission for start-up funding for the new Cornell -Community Infant Care Center is at the final stage for State level approval. It needs only the signature of the Secretary of State to be forwarded for federal consideration. This project appears to have overwhelming support locally. The Day Care Council already has over 60 applications for the 24 slots that the Center will provide. Currently there is no center-basediy, n+ care available in the County. Most children under 18 months are in family day care, which brings us to the next issue. *The certification process for family day care Currently there are 170 registered family day care providers in Tompkins County with only 11 certified providers. About.80% of the children in day care are in family care, with about 20% in centers. At a recent meeting with staff of the State D.S.S. Eastern Regional Office for Day Care licensing, local Day Care Council representa- tives learned there is virtually no prospect for additional family day care certification. There are 4 State level inspectors assigned to the State's 31 counties. They admitted all their efforts are necessarily focused on center -based certification (which is itself made lengthy by lack of adequate staff). 'An EQua' Opponumly Employe' we'. ar• Attvmat ve AcI'o^ Propra r - Locally, DS.S. has only a ; time staff person available to work on certification. The Day Care Council has referred numerous appli- cations to D.S.S. for family day care certification, but the Depart- ment is hamstrung by lack of staff time for processing them. - This forces many care providers to operate "illegally" and has several ramifications: 1. They cannot accept D.S.S. or employer subsidized children; 2. They cannot declare income and; take business deductions legally; 3. Their customers can't legally take child care deductions; 4. Any donations or contributions; of day care items or services are not tax deductible for the donors. - Both local D.S.S. and D.C.C. officials agreed with the recommen- dation of the State Council on Children. and Families that the State consider changing to registration rather than certification of family day care. * Group Care Programs There is strong support locally for making legal group care in family homes. This would allow two providers in a home to care for 10-12 children. The model continues some positive features of both home and center -based care, i.e. two providers can pro- vide mutual support. Tompkins County D.S.S. is starting a pilot project with one group care home. Many more could be supported and should be pushed at the State level, according to local officials. * Other Day Care Regulations and Policies - Although local day care officials are appreciative of regulations which protect children, modifications are suggested to deal with these issues: - Family care: the current restrictions to a total of six children who can be cared for in a home during one week makes it difficult to provide part time care options, 0.63 a provider can't care for 4 children M W F and 4 other children T & Th because the total number would be 8, even though they would never be in the home together. One suggestion might be a formula for "full time equivalency". The current regulation presses provider to accept children mostly for full time care. - Center -based care: Regulations are oriented toward younger children; modifi- cations are needed to allow greater flexibility for after-school care for elementary -aged children. Reimbursement rates for low-income users of centers need revision. School-based after school programs would benefit from an exemption which would allow them to offer all day care on occasional school holidays. For example, the program at Central School, in the "less than 3 hours daily" category, was unable to offer full- day care on single -day holidays this year because questions of legality clouded the chances for staff liability insurance on hol- idays. *Coordination of Local Services - Overlaps of policies and regulations of the State D.S.S., Division for Youth (D.F.Y.) and State Education Department make it difficult and confusing for local officials to locatelsources of both correct jurisdiction for existing programs and poitential "funding streams for start-up programs. - The State Education Department has no formal polic1y.state- ment regarding use of school district buildings, transportation, or liability insurance. This makes creation of after-school pro- grams at schools difficult and confusing. - There is a lack of funding for data collection on !local supply and demand for Day Care,andalack of'State-wide date on the same. - State mandated reporting formats for D.S.S.-supported Day Care make it diffcult for local Day Care Council official's to "pull out" relevant data for local planning. - The "overwhelming" amount of paperwork associated with D.S.S.-supported day care projects also has the effect of, dis- couraging applications for additional funding sources. - D.S.S. funding policies for Title XX monies (which,cover Da.y Care subsidies) make it difficult for the local department to plan allocations. When State allocations reach their "cap", often before the end of the fiscal year, county officials'are forced to either eliminate continued funding for non -mandated services like day care, or to pay 100% (rather than the 121% local share). Expert: Government, Employers By MARK SCHULTZ ' not too many people go around waving the ITHACA — Thechanging economy is fore- banner of motherhood," Friedman said. As ing government and industry to work with times improve, however,- employees feel parents in providing clay -care services, a more'secure seeking child-care benefits, she leading child-care advocate told the Tomp- noted. kins County 'Day Care and Child Develop- And they're Winning them. In high-technol- , ment Council at its last meeting. • ogy fields particularly, Friedman said, em - "The NT -earner niiddle class is creating a • pioyers are trying to woo workers with at - need for child bare," according to Dana tractive benefits and favorable attitudes to Friedman, a technical: adviser to President child care. Some companies offer so-called Reagan's Task Force on Private Sector Ini- "cafeteria" benefits, under which employees tiatives. • ' ' choose from a list of possible benefit options. That need can be met neither by govern-.• Others offer "salary redirction," in which a ment nor in'dustry,alone, Friedman said. percentage of the paycheck is diverted to Both can act as role models, but, for .childchild care. care to succeed, Friedman said, a multi- Employer support and an improved fed- prongeh aPproaChis needed. , oral child-care tax credit are helping people "What government is trying to do is have'meet their care needs, Friedman said. But buSiness replicatewhat goVernment is less indUgtry still needs to be re-educated about willing or able to fund," Friedman said. the role it can play in providing care, she Under the Reagan administration, a heavier added. • 'burden has been placed on corporations to Many company leaders mistakenly feel the - • assist employees in finding and financing only way they can support day care is by 'day -carp programs, she said. . building an on-site center, Friedman said. Employer -supported day care, however, is ,lnly one option. The number of employer t:. programs has doubled in the last year. but the number remainssmall — about 1,000 among rt.': some 6 million erhployers, Friedman said. '.! Still, Friedman said, the increase is en- couraging and points to the upturn in the .economy. "At a time of 11 percent unemployment, Building a day-care center is not the only way to provide day care," she said. "Hdw many companies would be providing health- care benefits if the only way they could do it was to build a hospital?" The biggest stumbling block to employer-:. supported day care is its cost, according to Cornell University Senior Vice President William Herbster, a longtime advocate of • Must 410 in Flo rees (61-i cu. employer-sponsored day-care services. Herbster has been 'working with three community child-careproponents -- Cath- erine Murray -Rust, Danilee Poppensiek and Linda Pike — to establish a day-care 'pro- gram at Cornell. "The system stinks, and we've got .to do something about it,!' Herbster said. :It Costs as much to send a kid to day care as it does to •send an adult to Yale or Harvard. • • • "Everybody wants day care,'.' Herbster: added. "Nobody wants to recognize ,its real cost, and certainly nobody wants to pay for. it." • Cornell is making a contribution, however, by donating a building and contributing other funding toward a CorneW.Comm unity Infant Center.- The center will house up to 24 infants, Most of them children of Cornell staff and faculty, beginning Aug. 1. Herbster said he expects Cornell to pro- vide a subsidy of about $1,000 per child. Av- erage rare costs, includingstart-up fees, should run about $7,000 per child per Year. Cornell operated an infant center a few years ago until that program's funding i -an out, Herbster said. The new program will use a variety of funding sources, he said. "Frankly,. we. don't know where we're going from here," Herbster said. "We're'ex- cited about it. It's an experiment." Cortland -Tompkins • TATE POST -: STANpARD Monday, ju;ic 4, 1984/PAGE A-5 (C). 'a'ret WWII? i'v-',; , , ain �esn1 • By MARK SCHULTZ ITHACA — Drizzle may have fallen on the final day of the Ithaca Festival, but the show went on. Organizer Cyndy Scheibe started mak- ing the calls to performers and the news media early Sunday morning, informiruf APPk Kinder Care Kinder -Care Learning Centers, Inc. • 4505 Executive Park Drive • P.O. Box 2151 • Montgomery, Alabama 36197 • (205)277-5090 May 10, 1984 James Sanderson, Chief Investment Officer Cornell University Investment Office Terrace Hill Ithaca, NY 14850 Dear Mr. Sanderson, Enjoyed talking child care and investments with you. Your mayor's project is right up our alley! Perhaps Kinder -Care can help Ithaca gain first class quality child care by Kinder -Care! Let me hear from you. AM/mgp Sincerely, Ann Mus,cari. National Public Relations. Director "For the Pre-school time of their lives" Cornell University Office of University Investments Terrace Hill Ithaca, New York 14850 Telephone 607-277-0022 The Hon. John C.Gutenberger Mayor, City of Ithaca 108 East Green Street Ithaca, New York 14850 Re: Day Care Dear John: June 15, 1984 Enclosed is some material which Kinder - Care sent to me recently which I think you may find interesting. In a conversation with Ann Muscari, National Public Relations Director of Kinder - Care, she indicated that they would be interested in the Ithaca area as a possible site for their first operation in New York State. One possible avenue for us to consider would be to try and interest one of our .larger corporations such as Morse Chain in underwriting such an operation. You will note in the enclosed that Kinder -Care has a long list of prestigious corporate partici- pants. Sorry that.I missed the recent meeting, but I plan to attend your meeting on July 16-. JAS:bjm Enclosures Sincer Ja y, s A. Sanderson ief Investment Officer CITY OF ITHACA 1OB EAST GREEN STREET ITHACA, NEW YORK 14850 OFFICE OF MAYOR MEMO TO: 1'EDI Task Force Members FROvI: Mayor John C. Gutenberger DATE: May 8, 1984 SUBJECT: Day Carp Center - IHA's Northside Coltmiunity Center TELEPHONE: 272-1713 CODE 607 Attached hereto please find a copy of a letter received from Mrs. Mary Louise Battisti, Executive Director of the Ithaca Housing Authority in regard to the above entitled matter for your information and review. ATTACH. CC: Irene Stein, Coordinator MARY LOUISE BATTISTI EXECUTIVE DIRECTOR May 1, 1984 ITHACA HOUSING AUTHORITY 800 SOUTH PLAIN STREET ITHACA, NEW YORK 14850 607-273-8629 Honorable John C. Gutenberger Mayor, City of Ithaca 108 East Green Street thaca, New York 14850 Dear Mayor Gutenberger: Since I am aware of your deep interest in day care centers and pre -k pro- grams, I am submitting a copy of a REVIEW OF PROGRAMS conducted at the IHA's Northside Community Center. We are very fortunate to be working with the Outreach Program of the Ithaca City Nursery Pre -K and Head Start Program, directed by Ms. Beverly LaForse. Ms. Mary Rogers, a certified teacher, directs the program at our housing site and, as you can see by the REVIEW, is truly dedicated to the children and the entire family unit. Hopefully, if funds ever become available, we will be able to expand the program to five days a week. In the meantime, the quality of the program is outstanding. It would be a pleasure for the families •and children to have you visit the Center and observe them at work and play. It is with pride that I applaud the Outreach Program of the Ithaca City Nursery Pre -K and Head Start Program and wish for you to know of one of the many coordinated programs taking place at the Ithaca Housing Authority. Sincerely, Mary ouise Battisti Executive Director MLB:psd Enclosure REVIEW OF PROGRAMS. Northside Community Center Hancock Street Ithaca, New York 14850 272-4461 April '84; Mary Rogers The Head Start Pre -Kindergarten program has conducted a unique family centered nursery Tuesday, Thursday and Friday mornings in the Community Building of the Ithaca Housing Authoritys' Hancock Street housing. The Head Start Pre -Kindergarten program recognizes the early years as crucial for laying foundations for future physical, intellectual and social emotional development. It reflects the importance of involving parents directly in the educational process of their children. This gathering of young children and their families has provided an opportunity for participation in appropriate activities for young children in a classroom setting. 60 families have participated in this program to date. Parents sign up for helping in the classroom weekly so that a cooperative day care is provided. On the average between three to five parents participate daily. In addition to classroom participation, parents have received workshops in stress management, speaking with your child and an adult aerobics class. ' Other agencies have participated in this program as well. Cooperative Extension has provided a six-week cooking class in which nutritious meals have been prepared and enjoyed by all. The Gretn Star Market has provided us with a tour and given our program and parent volunteers a discount on food items. BOLES students received an industrial maintenance practicum in the Community Building and participated in our holiday festivities. The Tompkins County Library has provided a film series for young children. -2- The Day Care Council conducted a tour of the Lathering Place and a discussion of services provided by them as well as the donation of materials from the Loan Closet. The Tompkins County Arts Council has given workshops in Batik and produced a puppet show for the children. Meadowhouse has established a workshop for clients to repair broken toys and materials as well as volunteers. Health services such as hearing testing, vision screening, sickle cell testing were utilized by these families. Other services were made visible and available to them. Information packets from the Comprehensive Housing Curriculum for New York City Neighborhoods and Community Resources in Ithaca and Cooperative Extension pamphlets have been utilized by these families. The Ithaca Housing Authority has generously provided the space for these community centered activities to go on. The Ithaca Housing Authority has contributed a telephone, snack monies and maintenance of the building and grounds. Also, the donation of a rocking chair. This program provides children with a learning environment and experiences which will help them to develop socially, intellectually, physically and emotionally according to their age and stage of development and provides an outlet for individual growth and creativity. The presence of parents, siblings, professionals and community members in a classroom setting demands interaction and the interaction of these people provides an opportunity for observation and participation in child development experiences in programs, at home and in the community. The Ithaca Housing Authority this year has sponsored a one day a week afterschool program for older children. Thirty children between the ages of 5 and 11 have participated regularly. Parents,. relatives, Big Brothers, -3- and Big Sisters have volunteered. Art activities, science experiences, sports, music, holiday parties and field trips have been greatly enjoyed by the children. Sunday, April 8th a school bus will take us to a carnival sponsored by Cornell University. _The afterschool program has provided the families of the Ithaca Housing Projects with a place for free afterschool care and an opportunity for children to play constructively with their friends and to develop a sense of community. OFFICE OF MAYOR MEMO TO: FROM: DATE: SUBJECT: CITY DF ITHACA 108 EAST GREEN STREET ITHACA, NEW YORK 14850 TELEPHONE: 272-1713 CODE 607 TEDI Members Mayor John C. Gutenberger May 6, 1985 . Presentation by Pierre Clavel's Students May 21, 1985 - 12:00 Noon - Brown Bag Luncheon Central Fire Station - 310 W. Green Street Pierre Clavel's students will present their projects at Central Fire Station (310 W. Green Street) on May 21st at 12:00 Noon; I hope you can attend. "An Equal Opportunity Employer with an Affirmative Action Program" 1 OUTLINE OF ECONOMIC DEVELOPMENT WORKSHOP REPORT 3. Resident needs A. Median family income below that of state B. Many people who are working do not receive adequate incomes II. Quality employment III.In-Commuter problem- policy should benefit residents IV. Creative government policies to develop incubator facilities providing quality employment V. Potential for economic growth in non -high tech sectors ex. precision machinists VI. Education geared to needs of population and vocational prospects VII.Emergence of food producers in agriculture VIII.Proposal to create food system council 25- 20 - Percent In - Income 15 - Category - 10- 5 PEDIAN FAMILY INCOME: 1980 Percent in Category Income Category Tosp. Cty. Tosp. Cty. New York Tompkins Ithaca Black Asian State County City Families Families A. less than $5, , 1 8.2 5.8 8.7 15.1 11.8 B. 55,800 - $7,499 6.4 6.8 8.9 16.4 13.4 C. $7,588 - $9,999 6.6 7.6 9.7 17.1 6.0 D. $18,008 - $14,999 14.8 17.7 18.2 20.8 15.5 E. 515,808 - $19,999 14.3 16.6 15.8 9.5 12.8 F. $20,808 - $24,999 13.8 15.1 14.3 8.4 10.4 G. 525,000 - $34,999 18.9 16.5 13.4 10.3 9.2 H. $35,088 - $49,999 11.4 18.8 7.7 2.5 17.6 I. $50, '• f'• and above 6.5 4.8 2.6 8.8 4.2 Source: U.S. Bureau of the Census, GENERAL SOCIAL & ECONOPIIC CHARACTERISTICS - NEW YORK, 1980, Tables 72, 81, 124, & 161, 165, 181, 208. ////1 New York Tompkins County EESJ Tompkins County Black Families Ithaca City 7 \; ( 5,000 5-7,499 10-14,999 Tompkins County Asiam Families 7 / - / \ '\ / \. /- /- \ f-- \:_ /- / \-4 ; / -i \.•: /-. \ ;-- r /` \g /` \ /r` '\'/t- /". /`- /T \ , / V? / \ \;, ti / \ - 15-19,999 20-24 999 25-34,999 35-49,999 58 000=( Income Categories EMPLOYMENT IN SELECTED SKILLED -LABOR S.I.C.s IN THE U.S.: 1970 - 1982. SIC Description 1970 '1974 1978 1982 '78 -'82 '78 -'82 35 Machinery, Except Electrical 1996078 2187868 2240460 2341417 345347 17.30% 3544 Spec Dies, Tools, Jigs & Fixtures 124093 116849 123257 123899 -994 -0.80% 3545 Machine Tool Accessories 55554 58665 57568 59854 4300 7.74% 3559 Special Industry Machinery 66820 83812 80691 75039 8219 12.38% 3599 Misc. Machnry, Except Elect., ITEC 218911 238876 237642 300768 81857 37.39% EMPLOYMENT IN SELECTED SKILLED -LABOR S.I.C.s IN NEW YORK: 1970 - 1982. SIC Description 1970 1974 1978 1982 '78 -'82 '70 -'82 35 Machinery, Except Electrical 153070 148387 145038 143981 -9089 -5.94% 3544 Spec Dies, Tools, Jigs i Fixtures 6818 6319 8142 8039 1221 17.91% 3545 Machine Tool Accessories 2116 2123 2214 2434 318 15.03% 3559 Special Industry Machinery 4633 4180 5201 5827 1194 25.77% 3599 Misc. Machnry, Except Elect., NEC 19075 11862 (J)A (J)" NA NA SIC J = 10,080 - 24,999 employees EMPLOYMENT IN THE S.I.C. 35 INDUSTRIES IN TOMPKINS COUNTY: 1970 - 1982 CH GE % CHGE Description 1978 1974 1978 1982 '78 -'82 '78 -'82 35 Machinery, Except Electrical 3258 5831 (H)" 3473 215 6.60% H = 2,500 - 4,999 employees Source: COUNTY BUSINESS PATTERNS, Washington:Bureau of the Census, 1970, 1974, 1978, 1982. Parrs and Land In Farms by Size 1982 (%) 1978 (f() 1974 (x) 1969 (x) Number of Farms 567 598 597 669 Average Size (acres) 214 206 206 282 Acres 1 - 9 25 (4.4) 35 (.86) 19 (.83) 9 (.81) 10 - 99 221 (.39) 212 (.36) 197 (.33) 217 (.32) 108 -499 268 (.47) 382 (.51) 336 (.56) 483 (.60) 588 - 999 44 (.08) 43 (.07) 48 (.87) 37 (.86) 1800 + 9 (.016) 6 (.81) 5 (.008) 3 (.804) Source: U.S. Bureau of Census, Census of Agriculture, 1969, 1974, 1978, 1982. Farms With Sales of 018,000 or More 1982 1978 Vegetables, sweet corn, melons 19 (607 ac.) 12 (272 ac.) Orchards 7 (101 ac.) 4 (D) Hogs and Pigs 27 (1488 0) 31 (1254 0) Sheep, lambs, wool 11 (244 8) 11 (9278) Hens and pullets of laying age 24 21 Dairy 178 177 Nursery 18 Source: U.S. Bureau of Census, Census of Agriculture, 1978, 1982. QUALITY OF WORKLIFE • CONTINUITY OF EMPLOYMENT VOLUME 2, NUMBER 2 SPRING 1984 CONTENTS Career Development in NYS 2 Layoffs: The Hidden Costs 7 Long Island Developmental Center QWL/EI Effort 8 CWEP Activities Update 10 Comparable Worth: The Facts and Controversy 12 Productivity and QWL Issues 15 New York State Governor's Office of Employee Relations/Civil Service Employee Association Joint Labor -Management Committee on the Work Environment and Productivity (CWEP) The editor welcomes letters that comment on articles in this issue or that discuss other matters of importance to Labor and Management. Letters need not comment on any particular article. Please be concise and have your letter double spaced for easier reading and editing. CAREER DEVELOPMENT IN NEW YORK STATE GOVERNMENT By Martin D. Hanlon, Editor For many people, opportunities for promotion and chances for learning new skills are among the most impor- tant aspects of the job. Research shows that career development factors can be as important or even more important to a person as pay, working conditions, and the quality of the job itself. The demand for work that provides chances for personal growth has increased as the work force has become more edu- cated. Today, a corporation or a govern- ment unit would not be able to attract talented, motivated people without pro- viding avenues for promotion and per- sonal growth. Career development lacks a specific definition but most career development programs have four major objectives: (1) to make employees aware of job opportunities (2) to inform employees about the cri- teria that are used to determine ad- vancement within an organization (3) to provide employees with feed- back about their performance and realistic information about their promotion prospects This Review is published quarterly by the New York State Governor's Office of Em- ployee Relations/Civil Sewice Employ- ees Assn. Joint Labor -Management Committee on the Work Environment and Productivity, Suite 2008, Twin Towers, 99 Washington Ave., Albany, N.Y. 12210. EXECUTIVE COMMITTEE Harry Weiner, Chairman Thomas F. Hartnett Director Governor's Office of Employee Relations William L. McGowan President Civil Service Employees Assn. Martin Hanlon, Editor Theodore D. Chrimes, Managing Editor 2 (4) to give employees the training, counseling, and skills that are nec- essary for advancement. Successful career development pro- grams create new opportunities. In any organization, there are many employ- ees who want to grow in their jobs but who believe, realistically or not, that pro- motions are out of reach. In some cases, employees point to favoritism—the "who you know" syndrome. But more often than not, people feel that they lack the qualifications for higher, more responsi- ble positions. Career development pro- vides a measure of reality testing—a means of determining the range of what is possible for a person to achieve over the long term. For many, career devel- opment offers the "break" that leads to new promotional opportunities. The career development concept has gained popularity with the growth of affirmative action programs for women and minorities, and it is not difficult to see how they are related. Discrimina- tion creates a vicious cycle; someone who has suffered past discrimination in school or on the job is often discour- aged from seeking out promotional op- portunities that are, in fact, available. Career development programs are viewed principally as a benefit to em- ployees but there are also important advantages to the organization. First, by making available to all employees information on promotional and train- ing opportunities, an organization is likely to draw from a deeper pool of tal- ent than if less visible recruiting sources are used. Second, career development helps to reduce unfounded fears that none or few promotion opportunities exist. When motivated, talented employ- ees feel they have no where to go, they put less of themselves in the job, perfor- mance suffers, and tumover increases. Third, career development, if carried out successfully, requires that an organi- zation engage in both short and long term human resource planning. Prepar- ing employees for non-existent career lines or providing training in skill areas that are not needed is counterproduc- tive and unjust. An organization that is serious about career development opportunities for its employees must provide valid projections of future em- ployment levels, staffing gaps, strategies for the redeployment of excess staff, and the likely effects of personnel poli- cies such as early retirement programs. How to match employee aspirations with organizational staffing needs is es- pecially important in govemment be- cause of the fiscal and employment squeeze that many expect will last into the 1990s. National figures tell the story. From 1955 to 1980, total government employment rose from 7 million to over 16 million; however, there has been a drop of over one and a half million employees since then. In Michigan, one of the states that has been hardest hit by declines in government revenues, state employment fell from 70,000 to 60,000 in just two years. Fiscal stress reduces promotion pos- sibilities. Promotion freezes often ac- company hiring freezes or more drastic means of reducing the work force, such as layoffs. Even when there is no freeze or cap on promotions it is difficult to justify promotions and higher salaries to employees when staff reductions are likely and every dollar is tight. Still, even in difficult times like the present, opportunities arise, especially in large organizations and govemmen- tal units. New York State has a work force of approximately 170,000; there are job openings being created con- stantly by retirement, death, and resigna- tions. As the work of State government changes, new opportunities that offer promotional chances develop. It is in this context that New York State and the principal unions representing State em- ployees, including the Civil Service Em- ployees Association (CSEA-AFSCME Local 1000), have become committed to a number of major programs to en- courage career mobility within State government. QWL Review This article describes three career - development programs that serve the needs of New York State employees. They include: the Clerical & Secretar- ial Employees Advancement Program, a program sponsored by the State of New York and CSEA; the career bridg- ing programs of the New York State Department of Social Services' Office of Human Resource Development; and the programs and research of the Cen- ter for Women in Govemment, a unit of the State University of New York at Albany. Union Involvement CSEA maintains an active involve- ment in all major aspects of the Clerical & Secretarial Employee Advancement Program. At the State level, a joint labor-management advisory committee oversees the program and provides a broad policy direction. Union members of this committee includes a represent- ative from each of CSEA's six regions: Jack Conoby, CSEA Collective Bargain- ing Specialist; Betty Kurtik, the CSEA Liaison to the Employee Advancement Program; and Irene .Carr, the CSEA Statewide Secretary who is an adviser to the program. CSEA local officials are also involved in helping to identify jobs that are suitable for upgrading. Once a job is identified as one that requires additional skills or training, Employee Advancement staff design and adminis- ter a qualifying examination and estab- lish a qualifying list of employees. Some of the new titles are training titles; oth- ers are regular job titles. To date, over 1700 transition appoint- ments have been made into 90 different transition titles. CSEA's Betty Kurtick notes that "These are people who would not have gotten these promo- tions without this program" She feels that "The staff of the Employee Ad- vancement section are excellent. They are concerned about our members— they want to see our members pro- moted" The program also demonstrates the benefits that can be gained from a labor-management approach to career development. As Kurtik put it: Both sides benefit from this program. The union gets promotional opportuni- ties for our members. The state gets higher productivity by making the best use of the talents of career employees who know the state system, who have a real knowledge of how govemment functions, and who have a wealth of experience. I know of no other pro- gram like it in the country. QWL Review The Clerical and Secretarial Employee Advancement Program is, in the view of participants, the largest and most suc- cessful program of its kind in the United States. It is not without problems, of course. According to Jack Conoby: The numbers are not as large as we would like them to be. Some agencies have been extremely cooperative in placing trainees. But some of the major agencies within New York State—such as SUNY, OMRDD, and OMH—could be doing a great deal more. You also have to face the fact that CSEAP is a growth program and this is a non - growth area in state govemment. We would like the State to allocate a spe- cific number of positions to CSEAP but it will not do this. Conoby also wants to see an expan- sion of the number of promotional op- portunities outside the Albany area. "There are so many people in New York City and throughout the State who would benefit from this type of pro- gram," he noted. The Clerical and Secretarial Employee Advancement Program New York State's largest employee upgrading and career mobility program is the Clerical and Secretarial Employee Advancement Program, or CSEAP. The program was established in 1979 through a memorandum of intent be- tween the Administrative Services Unit of the Civil Service Employees Associa- tion and the State of New York. The Administrative Services bargaining unit includes over 37,000 employees, most of whom are in Grades 3, 4, and 5, who work in 55 State departments and agencies. CSEAP is administered by the Employee Advancement Section of the NYS Department of Civil Service in co- operation with CSEA and OER. CSEAP includes several component programs. They vary in scope but all are directed toward the goal of employee advancement. During the 1979-1982 contract period, the emphasis was on "clerical bridging", or promoting em- ployees into entry level professional positions. The program was targeted to employees in traditional "dead-end" jobs which allow limited advancement opportunities above Grades 9 or 11. According to CSEA Collective Bargain- ing Specialist Jack Conoby, who negoti- ated the CSEAP, the PATT Program has provided an avenue of advance- ment for talented people and it has had great appeal for the membership of the Administrative Services Unit—a view shared by Will Merwin, the Director of the Employee Advancement Section at the Department of Civil Service. CSEA has given the program strong support even though it has meant the promo- tion of CSEA members out of the ASU Bargaining unit. Florence T Frazer, for- mer Assistant Director of the Governor's Office of Employee Relations, com- mented that: The idea of career bridging has a real appeal to the rank and file and that's why the union has given it so much support. But there is also a domino effect; as people move up, others move up to take their place. So the net ef- fect is to increase opportunities for the membership. In the 1982-85 contract period, em- phasis is on upgrading programs for employees in lower pay grades— a re- flection of CSEA's interest in creating a better working environment and pro - 3 motional opportunities. But the career bridging programs continue as well. CSEAP's programs include: The Public Administration Transition Trainee (PATT) Program The PATT Program enables clerical and secretarial employees to move into entry level professional administrative jobs. It offers an altemative route into management and professional titles for those who lack a college degree. The PATT Program provides two years of training leading to a permanent ap- pointment at the Grade 18 level in job titles such as Senior Budget Analyst, Senior Personnel Administrator, and Senior Administrative Analyst. PATT applicants undergo a competi- tive examination process that includes a written aptitude test, an evaluation of types of past training and experience, including life experience, that are rele- vant to the fields of public administra- tion and management, and an oral exam. Qualified applicants must have at least three years of experience in a clerical or secretarial title at Grade 7 or higher or at least two years of experi- ence at the Grade 11 level or higher. Minorities, women, and handicapped employees are encouraged to apply to the program. Will Merwin notes that, "The PATT Program is one of the most visible of CSEAP's activities and is, by most ac- counts, one of the most successful" The agencies that have placed PATT train- ees have been very satisfied with the caliber of these people and with the quality of training they have received: Program Traineeships Program traineeships provide bridg- ing opportunities into professional and managerial program careers that paral- lel the opportunities into administrative careers provided by the PATT program. To date, over 30 different program traineeships have been established which provide opportunities for clerical and secretarial employees to transition into titles such as Pure Waters Grants Analyst, Disaster Preparedness Representative, and Tax Compliance Agent. The Paraprofessional Careers Program This program's objective is to expand paraprofessional opportunities in tech- nical and administrative fields for State employees in Grades 9 through 13. To date, over 400 Administrative Services 4 Unit staff have moved into paraprofes- sional titles such as Administrative Aide, Health Program Aide, and Investiga- tive Aide. Most paraprofessional titles have no prerequisites beyond experi- ence in a clerical or secretarial job. The Clerical and Secretarial Careers Program The emphasis of this program is on providing opportunities for employees in lower pay grades to move up into new, higher job titles that reflect changes in technology or in state functions. One notable thrust of the program is the development of a new information pro- cessing specialist series that involves the reclassification of positions from Grade 3, 4, and 5 clerical positions into Grades 6 through 12. Further advancement into Grade 9 and 12 positions is also possible. In March, the CSEAP Informa- tion Specialist Training Center will open in Albany. The center will provide sophis- ticated word processing and computer related skills that will qualify ASU em- ployees for promotional opportunities. Transition Training Courses These courses are intended for em- ployees who have transitioned through the Clerical & Secretarial Employee Ad- vancement Program; however all ASU members are eligible as space is avail- able. The courses are from one to three days in length and are offered in nine training locations throughout the state. They are intended to improve job per- formance and provide career -related skills rather than to prepare employees for Civil Service examinations. These "transition" courses are aimed at im- parting skills that will help ease the movement into higher positions. Most courses are taught by local college or community college faculty, or by pri- vate training vendors. The broad range of courses offered in the program is suggested by some of the titles of courses offered in the Spring of 1984: Minimizing Stress Being Assertive: What, When, and How Planning Your Career Interpersonal Skills Using and Interpreting Tables and Graphs Research Techniques Making Decisions In the judgment of CSEAP staff, New York's program of transition training courses is unique in state govemment in the United States in its range and quality. NEW YORK STATE DEPARTMENT OF SOCIAL SERVICES Matching Career and Service Goals The Office of Human Resource De- velopment of the State Department of Social Services manages one of the most extensive career development pro- grams within New York State govern- ment. The objectives of these programs are to provide career mobility, to en- hance affirmative action goals of the Department, and to improve job perfor- mance. OHRD programs include: Empire State College Program for Employee Training. Since 1979 the program, leading to- ward associate and bachelor's degrees, has enrolled an average of fifty half- time DSS student/employees in Albany, New York City and Rochester. The stu- dents are enrolled in the Public Affairs Center of Empire State College. Each student's course of study is designed to accommodate the demands of work and home life and features independ- ent study with faculty members. Individ- ualized learning programs have been developed in the areas of Management and Administration, Human and So- cial Services, Communications, and Management Information System. The "Life Plus One" Program This tuition free program, leading to an associates degree, is open to all Al- bany and New York City area Depart- ment of Social Services employees regardless of age, length of employ- ment, or grade level. Conducted by Hudson Valley Community College, the Life Plus One Program is targeted to individuals who, because of work or family obligations or financial reasons, have never had the opportunity to com- plete a college education. Over 350 em- ployees each year take advantage of these offerings. Life experience is a key element of the program. Up to 30 credits to- ward degree requirements can be obtained through scores on past profi- ciency exams, in-service courses, mili- tary service school courses, knowledge gained from work experience and inde- pendent study, and previous college course work. The program is geared toward knowledge areas that are most relevant to the Department of Social Services, including Data Processing, Business Administration, Accounting, and Civil and Public Service. To obtain QWL Review the degree, every student must com- plete a minimum of 30 credits or the equivalent of one full year of course- work. Since the student body consists of full-time DSS employees, no one is expected to complete the program re- quirements in one year; in fact, there are no time limits on the length of a student's stay in the program. SUNY -Albany Continuing Education Program This program offers DSS employees tuition -free graduate and undergradu- ate courses in the School of Social Welfare. Courses are held in Albany and in regional settings for local Social Ser- vices staff. In addition to the Social Welfare courses, the contract with SUNYA pro- vides for courses in other SUNYA schools such as the School of Education or the School of Pulic Affairs. Approximately 120 employees enroll in the program each year. The Center for Women in Government The Center for Women in Govern- ment was founded in 1978 to remove QWL Review structural barriers to the employment and promotion of women in the public sector. A unit of the State University of New York at Albany, the Center acts as a catalyst for responsible civil service reform through a program that combines research, training, and information - sharing in State government. The Cen- ter has taken a pioneering approach— it brings together women, government, unions, and organizational decision - makers to work cooperatively within the system. Its program has raised consid- erable interest among advocates for women's issues in state and local gov- ernments throughout the country. In the past two years, the scope of the Center's program has expanded to include the needs of minorities and the disabled as well as women. The Center's career -related programs are based on research on the status of women in State government. In New York as in all states, women lag far be- hind.men in pay and career possibilities and the Center has documented this. large gender gap. The situation is ev- ident in the following statistics: `In 1981 over twice as many women (20,793) as men (9,867) earned less than $10,000. Almost three times as many men (42,990) as women (15,358) earned over $16,000. * * Clerical jobs are filled primarily by women. For example, 80 percent of all clerical jobs in New York City govern- ment and 85 percent of all clerical jobs in New York State government are held by women. On the other hand, skilled craft jobs are filled almost exclusively by men -99 percent in New York State government. Sex -segregated jobs are tied to sex -segregated career ladders; not only do women tend to start at a lower job grade than men, but most women reach their career peak far be- low that of men. A 1980 study co- authored by Center Executive Director Nancy D. Perlman and Professor San- dra Peterson -Hardt of Russell Sage Col- lege revealed that across a range of state job categories, female career lad- ders offered opportunities for high level employment that ranged from 0 to 13 percent while 31 to 41 percent of the male ladders offered high level oppor- tunities. As Professor Peterson -Hardt put it, "The escalator for women's ca- reer ladders starts in the basement, and breaks down halfway to the first floor. The escalator for men's ladders, how- ever, starts on the first floor and goes all the way to the fifth." She notes that, "No matter how hard a woman strives, if she chooses a typical female occupa- tion and is in a dead-end ladder, it will be much harder for her to eam a salary at the same level as a man on a 'high opportunity' male career ladder" Facts like these support the need for a seri- ous analysis of pay equity standards in State government (see the article on comparable worth that begins on page 8). **Few government managerial posi- tions are held by women. Although women make up half the federal work force, they hold only 6.2 percent of all top-level jobs. Minority status com- pounds the problem of sex discrimina- tion. In New York City, minority women hold less than 1 percent of all jobs paying over $25,000. Since its founding six years ago, the Center of Women in Govemment has developed several programs to upgrade the job status of women in New York State government. "Next Steps" Women in grades 3 through 9 who want to improve their job status are the target population of the Center's "Next Steps" career skills program. The se- ries of eight seminars, developed by 5 Center training directors Fredda Merzon and Bonnie Primus Cohen, is devoted to the career planning process in state government. The program allows par- ticipants the opportunity to assess their skills, interests, and values and provides an opportunity to sharpen skills in decision-making, time management, test -taking and interviewing. Next Steps was developed and offered throughout New York State through a Title 1A Higher Education Act grant to the Cen- ter and the SUNY Office of Alternative and Continuing Education. The Cen- ter currently provides technical assis- tance and trainer training to agencies interested in offering the seminar. The course is now being offered at the New York State Departments of Education, Environmental Conservation, Social Services and Tax and Finance. One important element of the pro- gram is that the participants work to- gether as a group and learn from each other's experience and knowledge. As in other Center programs, participants are encouraged to form an informa- tion and support network that contin- ues after the completion of the course. The program is not linked directly to State -union sponsored training and up- grading programs, such as CSEAP, but the programs are complementary to one another. "Next Steps" opens up the possibilities. Training director Mer- zon comments that "My role is not to tell a woman what to do to improve her job status. It's rather to offer re- sources to help women summon the initiative to make changes that are ap- propriate for them" Going Places In addition to "Next Steps", the Cen- ter also has offered "Going Places", an intensive, three-day career planning seminar for clerical, service, and para- professional women in grades 3 through 9. "Going Places" offers underemployed women an opportunity to explore higher education as a career upgrading option. The program was co-sponsored by the Center and the State University of New York Central Administration, Office of Alternative and Continuing Education. Training for Management The Center offers management train- ing programs for women managers, ad- ministrators and executives as well as women aspiring to managerial posi- tions. For example, Managing, A Certifi- cate Program Providing Managerial 6 Skills to Women in New York Public Service, is targeted to women who would like to become managers. Man- aging provides participants an opportu- nity to sharpen their skills and enhance their expertise in a range of areas that are vital to today's public service mana- ger. Courses include Budgeting in the Public Sector, Computer Literacy, Oral Communications and Career Planning. In addition, Managing offers a two-day seminar entitled "Women as Managers" which examines particular issues faced by female managers. The series pro- vides participants with skills promoting effectiveness in their jobs as well as stim- ulating networks of individuals who will be future resources. Outside speakers are often invited to these courses to provide information on topics such as the future management needs of New York State, training resources available to women managers, as well as to share personal insights into advancing in the public sector. "Networking" is an important part of the Center's management training ef- forts. In courses and seminars, women develop a networking group that acts as a source of support and of job and career -related information. The network concept is an important means of gen- erating opportunities. One participant notes that, "Women used to have a need to achieve 'on my own,' and of course you do need to some extent. But I have found that it doesn't really work that way. Men have an expecta- tion that they are part of a support system, and there are mentors availa- ble to get to know things as they move up" By sharing information and experi- ences and using expertise to provide mutual support, women managers are creating an effective means for promot- ing career mobility. Administrative Services Unit employ- ees who want further information about the Clerical & Secretarial Employee Ad- vancement Program should call or write: CSEAP: Employee Advancement Section Department of Civil Service Building #1, State Office Building Campus Albany, NY 12239 (518) 457-6306 Or: Civil Service Employees Association, Inc. 33 Elk Street Albany, NY 12224 (518) 434-0191 For further information about the pro- grams of the Center for Women in Government, call or write: The Center for Women in Government State University of New York at Albany Draper Hall, Room 302 1400 Washington Avenue Albany, NY 12222 (518) 455-6211 Or: The Center for Women in Government 80 Centre Street, Room 296 New York, NY 10013 (212) 587-4367 Rome Developmental Center El Management and union leadership at Rome Developmental Center in con- nection with the Committee on Work Environment and Productivity and the Committee on Professional Develop- ment and Quality of Work Life have just begun an Employee Involvement/ Quality of Work Life change effort much like the project at Long Island Develop- mental Center reported on in this issue. The Rome Developmental Center planning committee, which worked more than a year to get their project off the ground, is currently in the process of transforming itself into an EI steering committee. Workshops designed to build skills in such areas as communications, problem -solving, and problem identifi- cation are slated for early May. Labor and management will each attend sep- arate team -building sessions to be fol- lowed by a joint session to begin the planning process. The project is led by Brian McDonald of MOR Associates, Belmont, Massa- chusetts, who is also the lead consult- ant at Long Island Developmental Cen- ter and Wrenthem State School's EI program which was featured in Volume 2, Number 1 of the QWL Review. Work- ing with him are staff from the State- wide Labor -Management Committees as apprentices. QWL Review LAYOFFS: The Hidden Costs By Harry Weiner It used to be that.a government job was a secure job. No longer. Every year, state and local governments face the painful question of how to trim the work force to fit increasingly lean budgets. No elected official relishes the pros- pect of sending out pink slips. But fig- ures don't lie, and savings must be found so that budgets can be balanced. The paradox of this is that such savings may not be savings at all, and that layoffs can lead directly to higher, rather than lower, dollar costs to taxpayers. Budget officials and commissioners of government agencies have to make calculations like these: The cost of a public -sector worker consists of his or her salary plus about 30 per cent in fringe benefits. If a laborer in the New York City Department of Parks, or a therapy aide at the state's Suffolk De- velopmental Center, for example, eams $13,600 per year, and you take them off the payroll, you are saving $17,000. Fire a thousand such people and you save $17 million. Theoretically, the peo- ple involved will sooner or later find other jobs, either in another govern- ment agency or in the private sector. But both the arithmetic and the the- ory are too simple to explain what really happens. In an economy as depressed as ours, the laid -off worker will not read- ily find a job in the private sector, espe- cially since this worker may have had less training and education than those with whom he or she is competing for employment. We can predict that a sub- stantial fraction of the newly unem- ployed will remain unemployed for some time. In the past few years, we have gained a greater knowledge than we once had about the effect of unemployment on physical and mental health. Some econ- omists may continue to think of the unemployed as statistical robots, re- sponding to market forces by patiently waiting for a fiscal uptum, or calmly moving to a part of the country where prospects are better. Social science and common sense say otherwise. Al- most from its beginning, unemployment causes people to deteriorate. Bodies, minds, and relationships suffer when a person is involuntarily idle for any length of time. Even if we do not set a QWL Review dollar cost on anguish, events in the life of the unemployed worker trans- late into high expenses to himself and to the rest of society. Crime, divorce, child abuse, drug addiction, automobile accidents, para- lyzing depression can all occur, of course, among people who are gainfully em- ployed. Melodrama aside, consider the household where one or more people who used to earn a living are now with- out work. Ordinary stress becomes mag- nified and amplified. Life in the best of times presents us with plenty of dark moments. But a normal life — one that includes work—also offers a counter- balance of optimism and renewal. It is when these healthy forces are shut off that we see an increase in the abuse of children, the breakup of marriages, the boozy brain at the wheel. The emotional consequences are borne by those di- rectly involved; the financial conse- quences are borne by the rest of us. New York State laid off almost 10,000 of its employees in the early 1970s. Profs. Leonard Greenhalgh of Dart- mouth College and Robert B. McKersie of the Massachusetts Institute of Tech- nology studied this group and found that 20 per cent tumed to a heavy use of alcohol. While many found another government job, only 5 per cent ever found jobs in the private sector. The researchers did not try to trans- late the life -status change of these un- employed into dollar costs, although they did conclude that layoffs are an uneconomical way of reducing the size of the work force. But if we keep in mind the cost of institutionalizing one person for one year in New York State— $20,000 for a low -security prison to sev- eral times that amount for a hospital that provides individual therapy—we get an idea of the cost of anguish. It does not make financial sense to save $17,000 by sending a worker away from - a government agency if that worker di- rectly or indirectly causes a crime or am abuse or an accident or a waste, the costs of which will have to be paid for through another government agency. There is a sad irony in this attempt to save money by taking people off one government payroll and then putting them on another. Equally ironic is the fact that no one can really be blamed for this weird bookkeeping and pathetic social policy. Commissioners and bud- get directors must reduce costs now. They cannot take it upon themselves to act for all of society. Does all this mean that we must think of government as one big welfare agency rather than a provider of public services? Are we literally our brothers' keepers? There is no easy answer, but many of those who have studied the problem believe we must work harder at planned attrition, rather than layoffs, as a means of reducing the number of public em- ployees. The trouble with attrition is that not enough people voluntarily retire and resign and those who do leave take away with them special skills and train- ing that are absent in those that remain at work. When a plumber or a com- puter programmer leaves, a replace- ment usually must be hired because those skills are scarce. Planned attri- tion aims at reducing the number of new hires that are necessary while ensuring that the work force develops the skills needed to deliver the services for which it is responsible. The components of planned attrition are information, transportation, and training. Information about job open- ings has to be made available, particu- larly to those whose own jobs are in danger of being eliminated. Transporta- tion is needed to get workers from the parts of the state where they are in over- supply to where there are vacancies, and, if they qualify to fill those vacancies, to relocate them with their families. Per- haps the most important and difficult element is training. How can we retrain workers who have been accustomed to attending to large groups of patients in now nearly -empty mental hospitals in remote rural areas so that those same workers can help patients in their new surroundings in towns and cities? At 7 what point is it economically infeasible to retrain the existing work force? Col. Sherman Potter, a beloved figure in the TV series "MASH," once was a young cavalry officer in the Army and then, presumably because the Army got to where it had a shortage of doctors and a surplus of cavalry officers, he was sent to medical school. In real life, this kind of recycling of a human resource takes too long and costs too much. However, McKersie estimated that it would be cost-effective to invest as much as $1,000 per worker in retraining and relocation. That may be a very con- servative estimate if we take a longer and broader view of the cost to society of layoffs. Another factor to be considered is the effect of layoffs on those govern- ment employees who keep their jobs. It is wishful fantasizing to picture them as grateful for not being given the ax and therefore working like beavers to show their worth. In fact, agencies undergo- ing layoffs, or facing the threat of layoffs, become traumatized. Useful work co- mes to a virtual standstill, while panic and rumor fill the air. The best employ- ees look for jobs elsewhere and those that remain dig in for a war with man- agement in which the public-service goals of the agency are set to the side. In light of all this, it has sometimes been suggested that right at the start of a period of fiscal austerity, like the one we are now entering, leaders of govern- ment announce a "no -layoffs" policy. It is probably too much to ask of Koch and Governor Cuomo that they forgo such a traditional managerial tool. Some might say that this would amount to unilateral disarmament, particularly if New York's powerful public -sector un- ions do not make substantial conces- sions on their part. What does seem reasonable, however, is to put into ef- fect at once a program of planned attrition. This would form part of a pol- icy that states clearly the government's concern for its workers as well as for its taxpayers. The next step in a program of planned attrition would be a limited hiring freeze, aimed at attempting to fill vacancies from within the ranks, including train- ing programs to upgrade skills of already - employed workers. This involves some sophisticated mathematical modeling of the existing work force so that needs and trends can be predicted well in advance. Those techniques are well es- tablished and widely available. It also means that unions must recognize their responsibility to cooperate. Public -sector unions must recognize that government has become a sick industry, much like steel and automobile manufacturing. If it is to be revitalized, it must become more effective and more efficient, which is to say that it almost certainly must become somewhat smaller. The process of controlling the cost of government will be less painful if we all realize that unemployment through layoffs is unhealthy and expensive for everyone. An earlier version of this article ap- peared in Newsday. Harry Weiner is dean of the W Averell Harriman College of Urban and Policy Sciences at the State University at Stony Brook. He also serves as.neutral chairman of the State Joint Labor - Management Committee on the Work Environment and Productivity. Long Island Developmental Center Holds QWL-EI Workshop By Carolyn Lemmon The Long Island Developmental Cen- ter (formerly Suffolk Developmental Center) Quality of Work Life -Employee Involvement Labor Management Steer- ing Committee conducted a three day workshop on January 10-12,1984. The purposes of this off-site program were to reflect on the first year of experience with the QWL-EI project and to develop the facilitation and problem -solving skills for the next phase of activity— establish- ment of labor-management workteams at three facility sites, the Cottages (six client residential buildings), Shops (main- tenance and craft functions) and Per- sonnel Office. The final day of the work- shop was attended by the Commissioner of the Office of Mental Retardation and Developmental Disabilities, Arthur Webb; the Director of the Governor's Office of Employee Relations, Thomas F. Hart- nett; staff from the Statewide QWL Committees (CWEP, PDQ and Coun- cil 82), CSEA, OER, PEF and OMRDD. The Long Island Developmental Cen- ter QWL-EI project began in January, 8 1983 with funds from the three State- wide QWL Committees. This was the flagship effort by the State and the three unions to bring about organizational change at the facility -level through the QWL-EI process. The goals established initially by the Steering Committee were to improve labor-management communications and cooperation by building more trust, breaking down the "us -versus -them" thinking, and by reducing the number of grievances; improve client care; and increase employee involvement in deci- sions that affect their jobs. The context in which the project func- tioned was hardly propitious. There was a history of difficult labor-management relations, and rumored staff reductions resulting from budget cuts had aggra- vated the situation. Local CSEA elec- tions added additional elements of in- stability. A formal, third party evaluation is being conducted to determine the suc- cess of the project in meeting its goals. From the perspective of the labor and management members of the Long Is- land Developmental Center QWL Steer- ing Committee, comments at the work- shop offer insight on progress to date. The Director of Long Island D.C., Fred McCormack, said that the EI proc- ess can involve employees in solving problems cooperatively with manage- ment, but recognized the process is slower than an authoritarian approach. The success of the EI project, accord- ing to Mr. McCormack, is that he is more willing to keep trying to work with employee organizations in a less con- frontational way. The Local CSEA President, Joe La- velle, said that EI is a way to work out differences with less conflict and his members can have more input, and this has helped management He noted that he has not walked out of a meeting with management in four months. He also cited a potential grievance that he and Mr. McCormack were able to re- solve informally, something that he at- QWL Review tributed to the improvement brought about by the EI project. The Local PEF President, Alice Peters, said she was initially sensitive to having to work with the two other local unions in her dealings with management. She added that there is a slow building of trust all around. Before the EI project she had taken a "cookbook" approach to grievances; that is, at the first sign of trouble a grievance was filed. Now, she observed that "everything does not have to go to a grievance because they [her members] know what's going on" She noted that grievances at the facility have stayed down to where they were before despite many changes affecting the facility. The Council 82 Local President, Jim Scorzelli, stated that as a result of the EI project, people in the other unions better understand his members' jobs. The Long Island D.C. Director of Ed- ucation and Training, Bob Voss, said that time is needed to make the proc- ess work. He viewed EI as helpful in getting past the traditional adversarial roles of labor and management that re- sulted mostly in defending of turf. He noted that outside assistance was helpful because EI process experts are not tied to local issues and are more objective. Lou Barrios, Director of Human Re- sources, said that the EI process will continue and grow, agreeing that it takes time to make the process work. He observed that time in planning to solve problems lessens implementation time. The goal of better patient care will be enhanced by the establishment of more worksite QWL-EI teams. Mr. George Smith, a psychologist at Long Island D.C., addressed the issue of help from Albany. He said that con- tinued support and interest are needed and that promotion of QWL through- out the system must take into account local differences. He asked that local labor-management QWL Committees be told what is off limits, be given the necessary decision-making capabilities, and then be given the space (i.e., non- interference from outside) to work to- gether. He also asked for recognition that the Long Island D.C. has changed in part as a result of the E.I. project. He cited the need to bridge the gaps be- tween the Long Island D.C. and Al- bany in a way that made constructive use of local collaboration to cross-fertilize ideas with other facilities and to build trust and flexibility. Brian McDonald of MOR Associates, consultant to the Long Island D.C. QWL-EI project, spoke of the implica- tions of this project for the system. He said that singular organizational change efforts die without change throughout the system. Further, there is a need to resist the usual self -protective ten- dency of a bureaucracy to push decision- making upwards. This requires that the Commissioner push decision-making back down to the lowest appropriate level. The workshop also included group discussion on the forces influencing QWL change. These forces can be cate- gorized as initiating change, resisting change, resisting change, and reconcil- ing the resisting forces. A formula for change was presented in which organizational change occurs when "D x V x F> R F"; that is, that QWL Review Dissatisfaction with the status quo x Vi- sion and agreement on what the future should look like x First steps (i.e., action plans) is greater than Resisting Forces. Participants in the workshop spoke about these three forces from the state- wide perspective, from the facility per- spective, and from the workteam per- spective. At the statewide level, forces initiat- ing QWL change were the demands on govemment to do more with less as a result of budget cuts and lack of pub- lic confidence in government. Recogni- tion was also given to the need of employees to feel a partnership with managers in doing meaningful jobs. Forces resisting change are traditional views on management prerogatives and fears of undercutting authority. Recon- ciling these opposing views is the need of management and labor to cooper- ate to regain public confidence and to successfully cope with budget uncertain- ties was social changes in the workforce. The collective bargaining process was also seen as a reconciling force since QWL in state government is a product of negotiations and must address the interests of managment and the unions. At the facility level, QWL is initiated because both management and . em- ployees recognize that the "old ways don't work," that morale is poor, and concern with increasing patients' wel- fare. Resistance is encountered because of traditional adversarial roles, fear of loss of power and fear of change and unfamiliar roles. There is also fear of reliance on outside consultants who are "here today, gone tomorrow" Reconcil- ing these forces is the need to accept the challenge for change and to recog- nize that "leaders can share power and still be leaders." At the workteam level in the Shops and Cottages, forces resisting change are: concern that QWL-EI is just an- other management -dominated program; lack of knowledge about QWL-EI; poor morale, bumout and indifference based on experience with "red tape" and feelings that "nobody listens"; fears of change, or not wanting change; and resistance to outside influences. In sup- port of change are management sup- port and peer support and the EI process and structure which allow management and the unions to raise issues and work on them together and which encour- ages respect for individual ideas and contributions. Reconciling these views are sensitivity to patient needs, educa- tion and training in QWL, and the suc- cess of the EI project at the Long Island Steering Committee level. 9 CWEP ACTIVITY UPDATES Day Care The Joint Labor Management Commit- tees representing the Governor's Of- fice of Employee Relations and CSEA, PEF & Council 82, together with the Division of Management/Confidential Affairs have provided start-up funds to a network of self-supporting, on site day care centers for children of state em- ployees at various locations in the state. Enrollment at the 17 day care centers that opened prior to 1983 averaged at least 90 percent of capacity. Several of these programs have enlarged their original day care program or expect to school-age care for summer and/or af- ter school periods. The enrollment at programs which have opened within the last six months has not yet stabilized, but averages 70 percent of capacity and is increasing daily. Of all the New York State employees using the day care programs statewide, 54 percent are represented by CSEA, 34 percent are represented by PEF, 4 percent are represented by Council 82, and 6 percent are Management/Con- fidential employees. Fees are set on a sliding scale, the lowest fee averages about $40 per week for full-time care. Local unions sponsor fund-raising events with the proceeds going to a scholarship fund for their own members. These fund-raising ef- forts ensure that low-income families are able to receive good quality care for their children. Low income families using New York State licensed providers may also take federal tax credit of 30 percent for the first child, $1,440 for two or more. The amount of credit goes down as income rises. The employee can elect to have less take-home pay to help pay the ac- tual weekly cost of child care. ($13.85 per week per child maximum.) The credit may not be taken if the employee is using an unlicensed provider or care- giver, i.e., babysitter, etc. All the centers must support them- selves with fees charged to parents. The seed money—a maximum of $19,550 per center—will help them pay start-up costs such as incorporation fees, equip- ment and supplies, first-year liability in- surance premiums and the salary of a 10 director to hire staff and oversee details before each center opens. The State will provide space rent-free, but each center must reimburse the state within five years for any renova- tion costs. That period may be extended another three years if necessary. Each center must meet Department of Social Services standards before opening. Agencies or facilities interested in es- tablishing local day care must first form a local labor-management committee. Proposals will be reviewed by a state - level Labor -Management Day Care Ad- visory Committee. i New Technology Easing the impact of technological• change at the Department of Labor, where a new computer system will af- fect the work of 1,200 senior employ- ment security clerks, is the objective of a new project sponsored by the Com- mittee on the Work Environment and Productivity. The Benefits On Line Terminal Sys- tem (BOLTS) is being implemented in more than 100 local unemployment in- surance offices across the State. A third to half are fully automated, with the Federal Grant Supports StatewidE The Quality of Work Life Commit- tees created between the Governor's Office of Employee Relations and CSEA, PEF, and Council 82 have been awarded a federal grant to develop and imple- ment a statewide Employee Involvement Training and Technical Assistance Pro- gram. These three QWL Committees are the Committee on Work Environ- ment and Productivity (CWEP), Profes- sional Development and Quality of Work Life (PDQ), and Council 82 Joint La- bor Management Committee on Qual- ity of Work Life (QWL). This grant ($45,000, with matching funds from the QWL Committees) was awarded by the Federal Mediation and Conciliation Ser- vice (FMCS). The focus of the FMCS grant is to provide centralized quality of work life/ employee involvement training and con- sultation to worksites through a series of training workshops over an 18 month period. Unlike the QWL/EI project at Suffolk Developmental Centef, the FMCS program will not involve on-site training and in-depth consultation by an outside consultant. Instead, inten- sive training and limited consultation will be provided from centralized loca- tions to worksite labor/management groups. An additional project goal is to develop the resources and skills neces- sary to continue and expand Quality of Work Life/Employee Involvement within New York State without external con- sultant assistance. The project is led by a statewide policy-making body (Steer- ing Committee) composed of the Di- rector of the Governor's Office of Em- ployee Relations, Thomas Hartnett, and the Presidents of the three unions, Wil- liam McGowan of CSEA; Elizabeth Hoke of PEF; and Richard Bischert of Coun- cil 82. This group will be responsible for selecting the project's initial six to eight sites, for selecting the training consultant, and monitoring the project's long-term progress and effect. Planning, implementing and manag- ing the grant is the responsibility of the Coordinating Committee, composed of staff from the three QWL Committees. A project facilitator has been designated by the Coordinating Committee to co- ordinate activities and to act as a focal point for communications. Liaison to the sites participating in this project will be handled by Techni- cal Assistance Teams, composed of QWL Committees' staff. An RFP was let for retaining a con- sultant to assist in developing training materials. The RFP was sent to 45 con- sulting firms. The American Center of Quality of Work Life of Washington, D.C. was selected to lead the project. The process for identifying potential sites was comprehensive. Input was sought from staff at the Governor's Of- QWL Review rest expected to come on line during the next year. In the past, a clerk at the counter would certify a client's eligibility for a benefit payment and would bundle re- cord cards together at the end of the day for mailing to Albany. After arrival, they would be keypunched and, at the end of the three-day process, a check would be mailed. Now the clerk makes direct entry into a computer, and a check is mailed the next day. CWEP has funded the project to help labor and management address any work place conditions adversely affected by the new technology. A consultant, Bass Associates of New York City, will work with a departmen- tal labor-management committee to sur- vey a statistically valid sample of clerks about the impact of the computer system, train the labor-management committee in elements from problem -solving to goal -setting so they can respond to issues revealed by the survey, and make rec- ommendations based on those results. The project will also look to the de- velopment of guidelines for use by other state agencies contemplating techno- logical change. Employee Involvement Initiative fice of Employee Relations, the unions' headquarters and regional officers and staff, and agency Employee Relations Officers and managers. The criteria for selection included organizational readi- ness, i.e., local labor and management have a stable relationship and the in- terest, time, and energy to participate, and a mix of sites, e.g., geographic, institutional and non -institutional, size and complexity of operations. As a result of growing interest in Em- ployee Involvement from work being done at Suffolk Developmental Center, many agencies expressed interest in being among the six to eight participat- ing sites. While only six to eight sites can be included initially, the program will be made available to additional sites at the conclusion of this grant period. A list of approximately 45 sites was generated. After reviewing the criteria and the potential sites, 12 to 16 sites were selected for consultation visits dur- ing January. The visits involved inter- views with Local management and union officials who were asked to assess their site's readiness to participate. Final se- lection of the six to eight sites was made by the Steering Committee on January 31. They were Harlem Valley Division for Youth; Civil Service; Wilton Devel- opmental Center; Monroe Developmen- tal Center; Eastern Correctional; Buf- falo Tax and Finance; Division of Hu- man Rights; and an Office of Mental Health Psychiatric Center yet to be selected. Sites selected to participate will be- gin forming local labor-management Steering Committees in the spring of 1984. The local Steering Committees will then be brought together at a cen- tralized location for a four-day work- shop on QWL/EI concepts and group action skills. There will be subsequent workshops to focus on QWL/EI start- up issues, train -the -trainer sessions for facility -or agency -level QWL/EI Coor- dinators, and periodic consultations to provide assistance on practical, imple- mentation issues. Participating sites will be provided with the information and skills needed to jointly develop an on-going process of organizational and work life improve- ment through greater employee invol- vement in the decision-making and problem -solving processes. On this Employee Involvement pro- ject, William McGowan said, "This pro- gram can benefit labor and management in terms of increased job satisfaction, individual growth and development, or- ganizational effectiveness and improved communications and relations. CSEA will cooperate in it and we hope that management will be fully cooperative because only a good faith effort on both sides can make it work!' QWL Review Grievance Training A major effort is underway to improve the handling of contract grievances in- volving the State and the Civil Service Employees Association. A group of top staff from the Gover- nor's Office of Employee Relations and CSEA attended a three-day seminar January 25-27 as the first step in train- ing 1,500 state employees over the next few months. This is the first effort of its kind in the nation, where a State and its largest public employee union have negotiated a training program to improve the griev- ance handling procedure. CSEA, which represents more than 100,000 employ- ees, filed about 2,100 contract griev- ances in fiscal year 1982-83. The training, presented by the School of Industrial and Labor Relations at Cornell University, deals with causes and prevention of grievances, solving grievances, misuse of grievance pro- cedures, privileges and protections of grievance representatives, time limits, settlements and preparing cases for arbitration. The program on February 16 and 17 was presented to CSEA regional di- rectors and members of the Employee Relations Advisory Council. On March 7-9, about 200 CSEA field representa- tives and staff and agency labor rela- tions representatives went through the training. During the first week in April, presen- tations will begin in several locations across the State, with each session in- volving 150 participants to be broken into groups of 35 each. These one -day sessions will continue for about sixweeks, bringing together local management and union officials. Additional seminar presentations will be readied for subsequent delivery focus- ing on specific contract issues which sur- face during the basic training programs. The Committee on the Work Envi- ronment and Productivity, the labor- management committee formed by OER and CSEA, is overseeing the program specified in the 1983-85 contract. 11 COMPARABLE WORTH: The Facts and the Controversy A working woman with a college de- gree can expect to earn just about as much as a white man with an eighth grade education. Overall, women who work full-time eam about 3/5ths of what full time working men eam. Despite the tremendous push for economic equality for women over the past several years, the wage gap between the sexes remains as wide as it was four decades ago. Since the passage of the 1963 fed- eral Equal Pay Act, it has been illegal for employers to pay men and women different wages for jobs requiring essen- tially similar skills and responsibilities. Equal pay legislation has been passed by a majority of state legislatures as well. Title VII of the 1964 Civil Rights Act extended the legal protections against economic discrimination on the basis of sex. But while these laws are impor- tant and necessary, they clearly have not solved the basic problem of sex ine- quality in the workplace. Over the past ten years, unions, women's advocacy groups, and other supporters of equal opportunity for women have come to the position that even if equal pay legislation were fully enforced, the income gap between men 12 and women would still remain. This is because men and women do different work. And "women's" jobs such as nurses, primary school teachers, sec- retaries, food service workers, laun- derers and mental health therapy aides have been found to be paid considera- bly less than comparable "men's" jobs. Advocates of equal employment oppor- tunities have thus stressed the need to broaden the concept of equal pay for equal work to equal pay for compara- ble worth, i.e., equal pay for different jobs which are of comparable value to the employer. Because comparable worth, or pay equity as it is sometimes called, focuses on different jobs, the major task of com- parable worth research is to determine the value of different jobs to an employer. Measuring the value of a job to an em- ployer is a complicated process. Exist- ing labor market inequalities must be avoided in order to set fair pay stan- dards for different types of jobs. Com- parable worth studies apply consistent standards of worth for specific job fac- tors such as the amount of supervision or skill or poor working conditions in- volved. The use of consistent standards makes it possible to compare jobs which are typically performed by women and those which are typically performed by men to see if women's jobs are under- valued. Comparable worth asks only that those doing a job be fairly paid for that job regardless of who is doing the job. Much of the activity conceming com- parable worth has been directed toward the public sector, due in part to the interest of public sector unions. The term comparable worth was first coined in a 1973 letter from Council 28 of the American Federation of State, County, and Municipal Employees (AFSCME) to then -Governor of Washington, Dan Evans. Public sector unions have taken the initiative in many states in negotiat- ing both pay equity studies and pay rectification of any under -evaluation of women's jobs found by such studies. Unions have also been among the strong supporters of pay equity legislation. Many states are actively involved in comparable worth studies or changing their pay systems to assure intemal pay equity. Six states have completed studies: Washington, Connecticut, Michigan, Pennsylvania, New Jersey and Min- nesota. Four states including New York, QWL Review Iowa, Maine and Oregon presently have studies in process and ten other states are proposing studies. In addition, the Federal government and New York City are in the initial stages of considering comparable worth studies of their clas- sification systems. The New York State Study In New York, the Civil Service Employ- ees Association and the State, through its Governor's Office of Employee Rela- tions, made a strong commitment to pay equity in 1982 through their nego- tiation of funds to carry out a compara- ble pay study of three bargaining units covering approximately 100,000 State employees. (PEF, the Public Employ- ees Federation, representing 49,000 pro- fessional, scientific and technical em- ployees, also has indicated its concern with pay equity by passing a resolution supporting a comparable pay study of the job titles under its jurisdiction.) The Center for Women in Govern- ment has received a contract from CSEA and the State to examine the effects of sex and race segregation on the setting of salaries. The objective of the research is to specify—for the system as a whole and on a job title by job title basis—the precise relationship between occupa- tional segregation and pay equity in New York State government employment. The Center began the New York State study in June 1983. The result will be available in early 1985. To gather job content information the Center will be administering a structured question- naire to over 15,000 employees in over 3500 job titles across the state. Which employees will be asked to describe their jobs will be determined on the ba- sis of random selection. For each ques- tion, employees will be asked to choose one from a number of possible responses provided to them. The questionnaire requires about 30 minutes to complete and may be filled out on work time. Pretesting Begins Pretesting is underway for the study of comparable worth questionnaire. The study will compare wages paid for jobs traditionally filled by women or minorities with jobs of equivalent value traditionally filled by men. The compari- son will allow the State, for the first time, to determine if wages paid to women and minorities are artificially de- pressed because of sexual or racial bias. The study is directed at jobs in the Ad- ministrative Services, Institutional Ser- vices and Operational Services unit. The pretest questionnaires are being distributed to approximately 1,550 em- ployees in roughly 60 job titles in eight locations—the Office of General Ser- vices, Department of Motor Vehicles, Department of Social Services, Depart- ment of Taxation and Finance, Depart- ment of Transportation, Capital District Psychiatric Center, Brooklyn Develop- mental Center and Coxsackie Correc- tional Facility. Some are being distributed by inter- agency mail, others by union stewards, or personnel office employees, and still others at employee group meetings where individuals will be asked to com- plete them. The employees' names do not appear on the forms and responses will be confidential. Information sought deals with the content of an individual's job — includ- ing such ingredients as whether others are supervised, education atx1 experi- ence requirements, reading level re- quirements, whether equipment is oper- ated, consequences of errors, whether problem -solving ability is required. The final version of the questionnaire will be distributed in April, May and June to approximately 15,000 state employees. If the results of the Center study indi- cate that the work done by those in QWL Review 13 jobs where females and minorities pre- dominate has been undervalued by the New York classification system, the Cen- ter will project through economic fore- casting the cost of correcting this situa- tion through different phase-in options. The options will vary in relationship to which jobs and the length of time taken to correct any undervaluation found. Comparable Worth Elsewhere Minnesota and Washington State Recently two states have made strik- ingly different contributions to compa- rable worth history. The first of these, Washington State, has been much publi- cized due to a court ruling requiring back pay, variously estimated to have a price tag of from $500 million to $900 million. By contrast there has been very little media attention to Minnesota's peaceful passage of the legislation and appropriations necessary to eliminate the undervaluation of traditionally fe- male jobs. The price tag for Minnesota's correction was estimated at 4% of pay- roll, or $26 million, if the adjustments were all made in just one year. Minne- sota decided on a four year phase-in correction period. The cost over this four year period was: Seven million the first year, cor- recting 25% of the undervaluation Fourteen million the second year, correcting an additional 25% of the problem while still covering the first 25% Twenty-one million the third year, correcting 75% of the undervalu- ation Twenty-eight million in the fourth year, completing the correction for all undervaluation The difference in the Washington and Minnesota price tags is remarkable, given that their respective work forces are similar in size. Where did Washing- ton go wrong? How was Minnesota able to avoid these same mistakes? In 1974, Washington commissioned a comparable worth study. The results showed that state employees in tradi- tionally female jobs received about 20 percent less on average than state em- ployees in traditionally male jobs of comparable value. In 1975 an update of the 1974 study was done which ex- tended it to 85 more jobs. Additional study updates were done in 1979 and 1980. In 1976 Govemor Dan Evans appropriated seven million dollars to begin implementing comparable worth. 14 In 1977, Evan's successor Dixie Lee Ray took the seven million appropriations out of the budget even though there was a budget surplus which could have been used for the corrections. In this same year the state legislature amended the compensation statutes to instruct state officials to fumish the legislature with sep- arate supplemental comparable worth salary schedules in addition to recom- mended salary schedules. The express purpose was to provide the legislature with specific costs of eliminating past wage discrimination and on-going dis- parities in pay. Despite receiving these estimates the legislature took no action from 1978 through 1982. After the AFSCME lawsuit was filed in 1983, the legislature appropriated 1.5 million dollars to implement elimination of pay disparity. Last September in Tacoma, Washing- ton, Federal District Court Judge Jack Tanner ruled that the State of Washing- ton had intentionally violated Title VII of the 1964 Civil Rights Act by practic- ing "direct, overt, and institutionalized discrimination" by paying lower wages for jobs traditionally held by women than for jobs traditionally held by men. Under this ruling the plaintiffs are en- titled to back pay since 1979. Judge Tanner's ruling affected 15,000 Washington employees, 95 percent of whom are women. But the full impact of the ruling goes far beyond the bound- aries of the state. AFSCME President Gerald W. McEntee called the ruling a "landmark in the achievement of pay equity" ... (It) "confirms the point that employers have been illegally holding down the wages of women" AFSCME has brought similar comparable worth suits against Hawaii, Califomia, Con- necticut, and Wisconsin as well as in a number of large cities including Phil- adelphia, Chicago, and Los Angeles. In contrast to Washington State, the Minnesota legislature moved quickly to make comparable worth adjustments. A legislative advisory body called the Council on the Economic Status of Women established a Task Force on Pay Equity in October of 1981. Using the job point evaluation system already in place in Minnesota this Task Force put together a pay equity report esti- mating the undervaluation of tradition- ally female jobs. By March, 1982, a pay equity bill was passed which provided for the previously described equaliza- tion over four years. San Jose On July 5, 1981, 2000 employees of the City of San Jose, California went on strike to protest the City's refusal to implement the recommendations of a comprehensive comparable worth study. Eight days later the City agreed to award comparable worth payments ranging from 5 to 15 percent of base pay to 1,600 employees. The total cost of the settlement was 1.45 million dollars. The Future of Comparable Worth Former Equal Employment Oppor- tunity Commission Chair Eleanor Holmes Norton has called comparable worth "the major issue for women in the 1980s7 In less than ten years, com- parable worth has gone from what most regarded as an unrealistic attempt to reform longstanding wage practices to a major means of eliminating massive inequalities facing working women. The comparable worth movement carries several profound implications. Assum- ing that the recommendations of the numerous comparable worth studies that have been carried out in the United States are actually put into effect, huge numbers of working women will make substantial income gains. Most studies have indicated that the pay gap be- tween comparable men and women's jobs averages about 20 per cent. Un- der the best of circumstances, achiev- ing equality will not happen overnight; budget realities must be taken into ac- count. But real progress toward the goal of pay equity will mean real improve- ments in the quality of life of working women. Nearly one out of five working women is a single parent. When they are grouped with single women with- out children, half of all working women support themselves. The implementa- tion of comparable worth will mean im- provements in the well being of large numbers of American households. Supporters of comparable worth ar- gue that eliminating sex -based pay differ- ences will bring benefits to both women and men. For men who would rather work with handicapped children than repairing air conditioners, there would be an economic justification for exercis- ing such a free career choice. Not only will men profit from compa- rable worth as individuals but also as family members. In 64 percent of all marriages where the husband is em- ployed the wife is employed as well. Any family with a member or members that work in traditionally female jobs stands to benefit from comparable worth pay adjustments. QWL Review "PRODUCTIVITY AND QUALITY OF WORK LIFE ISSOES" Remarks by Ronald W. Haughton Member Federal Labor Relations Authority Our subject today, Productivity and Quality of Work Life Issues, is identi- fied at the work place by almost as many titles as there are programs. To name a few: at Ford they call it UAW - Ford Employee Involvement; at General Motors they call it Quality of Work Life, QWL for short; in steel the term is Labor -Management Participation Teams (LMPT). In the U.S. Postal Service they call it Quality of Worklife/Employee Involvement (QWL/EI); at the U.S. In- ternal Revenue Service, the name of the game is Quality Circle Process (QCP), at the Norfolk Naval Shipyard it is known as the Quality Circle Program. What we are talking about is a joint labor-management program concept that is relatively new in current accep- tance. In the words of the skeptics, it is a fad which will not outlast the reces- sion and will serve to undermine collec- tive bargaining. In the words of the supporters, (I could almost use the words "true believers") We are on the threshold of an age of harmony in labor-management rela- tions which will result in increased employee satisfaction, increased pro- ductivity, a better quality product, higher money retum to workers and manage- ment, and lower absenteeism, tardiness and tumover rates. All this, by general agreement, will be supplemental to formal collective bar- gaining. Typically, there is an express commitment that the collective bargain- ing agreement cannot be changed or modified by the process. The guidelines for the recent (August 15, 1983) agreement between the In- ternal Revenue Service and National Treasury Employees Union are explicit in their provision that circles shall not discuss the following: (1) items contained in national or lo- cal agreements; (2) problems of individual employ- ees, e.g., grievances, evaluations, awards, EEO complaints; QWL Review (3) issues properly subject to the col- lective bargaining process; and (4) classification and pay issues. Lest there be any doubt, the final sec- tion of the guidelines provides: These guidelines shall not preempt the parties' collective bargaining obligations as provided for in the National Master Agreements or Civil Service Reform Act. Other provisions of the Term and local Agreements also shall not be pre- empted by these guidelines. The oldest and best known of the jointly administered QWL programs in the Federal sector is the Quality Circle Program at the Norfolk Naval Shipyard. It was started relatively recently, in 1979. The parties apparently had considered what they regarded as having been the first Quality Circle, established by the Japanese Union of Scientists and Engi- neers (JUSE) in 1962. The Japanese innovation really was one imported from the United States which has made the full circle and has come back to us. The concept came straight from the job enrichment person- nel theories of Frederick Herzberg and the "Y" theory of benign management, that is, to recognize the creative intellec- tual potential of the average worker, developed by Douglas McGregor. These early theories could and did flourish outside a unionized environ- ment. According to a recent article in the Work Life Review published by the Michigan Quality of Work Life Council, before the advent of QWL in unionized operations in the United States, a num- ber of U.S. corporations earned recog- nition for their humanistic management approaches. These corporations were typically non-union and included IBM, Xerox and Kodak. The Japanese recog- nized the potential of the innovations and applied them to a collective bar- gaining environment. Now, we are copy- ing them in desperation looking for a program to reduce errors and enhance the quality of the product, and to de- velop a satisfied and committed work- force. A good capsule history of the early QWL movement can be found in the above cited Work Life Review article. Fortunately, there is something for everybody. With strong unions estab- lished in basic industry such as auto and steel, and in services such as the U.S. Postal Service, it early became clear that to be successful, a QWL program could not ignore the unions. Their co- operation was needed. Neither the benign approach of Herz- berg and McGregor nor the carrot and stick approach was working for man- agement. One of the corporate leaders, in effectuating the new look, Peter J. Pestillo, Vice Presient of Labor Rela- tions for the Ford Motor Company, re- cently said "These changes will take 15 place only where there are strong and stable unions" In steel and auto, the industries I know best, the development of a new approach became a matter of survival. I suspect that the joint commitment of labor and management in the U.S. Postal Service had a similar motivation. We all know that Federal Express and Purolator Courier have been barking at their heels. Thus, we have the Post- master General saying in October 1981 that pursuant to the 1981 collective bar- gaining agreement, he had assigned Carl Ulsaker, the Senior Assistant Post- master General to the task of initiating and implementing a procedure to im- prove labor-managment relations in the Postal Service which would redirect Postal management away from the tra- ditional authoritarian practices toward a style that would encourage employee involvement. The Postmaster General recognized at the time that no truly ef- fective change happens overnight. He noted that it will be several years before what he referred to as a QWL/EI pro- gram would spread throughout the Pos- tal Service. Meanwhile the Letter Carriers, the Rural Carriers and the National Post Office Mail Handlers Union have agreed with Postal management on separate, joint statements of commitment to the new concept. There are now joint pro- grams in such cities as Houston, Dallas, Denver, Memphis and Philadelphia. The large American Postal Workers Un- ion is not a participant. Other than in Norfolk, IRS, the Postal Service, two large DOD/AFGE installa- tions and one at the meat and poultry inspection operation in the Depart- ment of Agriculture, the QWL concept has been slow to take hold in the Federal government. At the Department of Labor, the Division of Cooperative Labor -Management Programs has pub- lished a resource guide which surveys the current efforts in the field, both pub- lic and private. Fourteen Federal pro- grams are identified, covering 50,000 employees in parts of six Executive departments. There are exciting devel- opments at McClellan Air Force Base in Sacramento and at the Anniston Army Depot in Annisfon, Alabama. In both places the quality circle concept is taking hold. Norfolk is the largest with 10,000 employees covered. Still, the to- tal of 50,000 involved in QWL pro- grams represents less than three percent of the total Federal workforce. Even as to this three percent, there is little objec- tive evaluative data. The situation is not 16 much different in state, county and mu- nicipal public jurisdictions. I do not think that this is happenstance. In private industry the parties have been engaged in a struggle for their joint survival, with bankruptcy and perma- nent plant or operation closings being an ever present danger. A new look in steel has been described by Larry Weeks, an Assistant Vice President for Repub- lic Steel, as meaning that the adversarial gap between bargaining unit and non - bargaining unit employees must be closed. He says that for the first time in history, Republic is telling all employ- ees what the corporate goals are. The hope is that in the future all goals will be jointly set. The joint committee at Republic is in the planning process even with regard to new equipment purchases. In chatting with some of my friends in the public sector, I have not noted the same sense or urgency that we find in auto and steel, and indeed, throughout basic industry. This was ap- parent during a recent four month long joint labor-management conference by computer on the subject of Cooperation in the Workplace. I had the privilege of participating in this conference, and wish that there were time available to share the dialogue with you. I will, how- ever, share the conclusions and a few significant points. A typical comment was that "without shared decisions, cooperation reverts to that which management has expected in the past, i.e., `Cooperation means doing what I tell you to do, in the way I tell you to do it.' " The majority recog- nized the current inadequacy of a sim- plistic assumption that a sound program requires only that the employee report to work and accept close direction of what he or she is to do, and the em- ployer pay a fair wage. General Motor's troubles at Lordstown in the '70's raised grave questions about this assumption, which, indeed, contributed greatly to starting the corporation on its commit- ment to truly joint QWL programs. By 1976, the existence of the QWL concept enabled G.M. and the U.A.W. to move constructively when the corpo- ration advised the union that it was shutting down the Flint foundry which employed about 1,600 people. Trans- fers and early retirements were availa- ble for a substantial number of em- ployees, but when all of the paper shuf- fling was completed, it was apparent there were still about 1,200 employees to take care of. The parties got together to consider what could be done with the available space. They bid on and won the work for a torque converter for the 1979 model. A major accomplishment then was to convert a beat -up old foundry into a machine and assembly operation. Fortunately, the joint QWL machinery for making and implementing joint de- cisions was in place and ready to go. A local joint steering committee was set up to monitor the program. Time cards were eliminated and joint cafete- ria and parking lot facilities were estab- lished as a part of an overall thrust to develop closer relationships. Autonomous work groups were es- tablished with problem -solving authority. In this connection, it was decided that there would be no line supervisors. Instead, the management representa- tives would be consultants to the com- mittees. The union committeemen could attend the QWL committee meetings. The methods and means of manu- facturing were initiated by the engineers. Then they looked to the autonomous work groups to implement. A decision was made to eliminate line inspectors and the workers took on this function. Under this system, quality has been at a 99 percent plus level. In this connection, workers have visited supplier plants to urge them to achieve better quality. Absenteeism has been way down be- cause of a joint attendance program and peer pressure, and perhaps be- cause of greater job interest. There has been practically no labor turnover (a variable here, of course, is that other job opportunities in Flint have been minimal) and the number of written grievances has been negligible. Here, there has been an active union com- mittee, but the tendency of both sides has been to settle. Back to the results of our computer conference, which I have already noted essentially addressed the private sector. There was a unanimous agreement that achieving competitiveness in domestic and world markets is of the utmost im- portance to the welfare of every Amer- ican, and that increasing our productiv- ity represents an important ingredient necessary to realizing this goal. The fi- nal recommendations for presentation to the White House Conference on Pro- ductivity were: (1) Managements should move toward a Tess authoritarian and more inter- active style of corporate govemment at all levels of their organizations. (2) Leaders of America's organized workers should accept a greater responsibility for the competitive- ness of the organizations in which QWL Review their members work, thus enhanc- ing their members' long-term in- terests, including job security and share of national wealth. (3) The Federal Govemment in a free society cannot compel cooperation between the worker and manage- ment, but should play a role in the creation of a climate in which this cooperation may flourish. (4) Although the means of achieving long-term worker security rests primarily with workers, their repre- sentatives, and management, Gov- emment has a clear responsibility to moderate the human impact of the competitive process. I have mentioned some of the QWL- type developments in the Federal sector, and while it is true that these affect only a small precentage of the some two million employees, there is a start. The situation in the state, county and municipal areas, including teachers, is rather elemental. There are around 13 million people working for states and their political subdivisions, yet I doubt if more than one half million are covered by QWL programs. Again, I believe that this is, in part, due to the fact that com- petitive pressures and the availability of funds are not perceived by the parties as possible, leading to the almost total elimination of operations, as has been the perception in some private areas, and in the quasi public sector. Perhaps the more rapid turnover of elected officials mitigates against get- ting meaningful programs established. Bill Hobgood, a former Assistant Secre- tary at the Department of Labor, com- mented on this point in a speech to the Society of Federal Labor Relations Pro- fessionals last March. He listed the drawbacks applicable to all parts of the public sector. Hobgood remarked "long term programs such as employee in- volvement with payoffs measured in more than one, two or three year incre- ments may have little appeal. An even more compelling restriction is the diffi- culty government managers have in being creative, innovative, or in looking at the long term when involved in the yearly personnel and budget cutting exercise" The large American Federation of State, County and Municipal Employ- ees expressed interest in a worker par- ticipation program at its 1982 Atlantic City convention. In Resolution 93, it was made clear that AFSCME contin- ued to "believe that the fundamental of worker participation is the collective bargaining process" The Resolution, however, went on to provide: QWL Review AFSCME supports the use of joint labor-management committees with appropriate safeguards for the union, which should include: (1) the initial establishment of the com- mittee be for a specified period of time during which the work of the committee should be evaluated in accord with a built-in review proc- ess to determine its usefulness; (2) the appointment of people to the committee who are responsible for bargaining and administering the collective bargaining agreement, thus adding knowledge, respect and power to the process; and an initial agreement that the com- mittee is not a substitute for collec- tive bargaining, and agreements arising out of the committee are advisory for the initial period and cannot automatically supercede the collective bargaining agreements. (3) The star in the crown of municipal QWL developments, many believe, is New York's Department of Sanitation, which is productivity based. Thirty-seven other municipalities are listed in the DOL survey as having ongoing pro- grams. They include Columbus, Ohio; Southfield, Michigan; Pima County, Ari- zona and San Francisco. The State of New York is included in the list of public sector programs and deserves special mention. The State has set up QWL programs with three state- wide bargaining units, covering a total of 150,000 employees. More significant than size, though, is the State's commit- ment of funds. More than one million dollars are appropriated each year for each committee's use. The funds have been used for efforts such as training, employee assistance programs and tui- tion reimbursement programs. My home- town of Detroit has not done much. Nor is there any reference to Chicago or Philadelphia in the DOL survey. Managerial prerogatives die hard in the public sector. This is particularly so in the areas covered by the some 15,000 legally defined school boards in the United States. Let me give you an example. During the past three years, the Federal Media- tion and Conciliation Service, under the authority of the Labor -Management Cooperation Act of 1978, has made some 26 money grants to provide assis- tance in the establishment and opera- tion of labor and management commit- tees. The grantees include areawide committees, single plants, and public sector groups. Yet, of the 118 applica- tions received during the program's operation, only three applications have come from education related groups. It is encouraging that one of these appli- cations was approved and, through In- diana University, labor-management committees will soon be established in three school districts in Indiana. It is also encouraging to note that Number 11 of 13 recommendations of 17 the October 1983 Merit Pay Task Force Report, prepared for the House Com- mittee on Education and Labor, ad- dresses the QWL issue for school as follows: Experimentation in organizational styles for school districts and schools should be undertaken to improve the work en- vironment for teachers. School officials can call on the combined intelligence and experience of business and indus- try, and, where appropriate, develop business school partnerships for im- proving school management. Experi- ments could include restructuring the supervision of teachers, introductory participatory managment and adapting quality circles and other methods used in industry to increase productivity. Currently, though, my informal sur- vey has revealed meaningful teacher QWL programs to be only in the rela- tively small communities of Lansing and Centerline, Michigan and in Toledo, -Ohio. Management in Toledo has re- linquished substantial authority over the training and evaluation of teachers dur- ing a three year probationary period. The DOL survey lists other ongoing school programs in Dixon, Illinois, Grand Blanc and Owosso, Michigan, and at the Indian School operated by the Bu- reau of Indian Affairs in Flandreau, South Dakota. Some progress is being made in the Denver School District. There, joint committees in each school have been in existence since 1969. These commit- tees are designed to be problem -solving mechanisms, with no restrictions on the matters they can discuss. In 1977, these committees took on additional respon- sibilities when the union and the school district negotiated a novel program to help teachers with difficult teaching situations. The plan started with a sub- stantial commitment of funds ($700,000 in the first year) and works as.follows: when a teacher feels that a particular class is difficult because of its size, or because it contains discipline problems, or for any of a number of other reasons, the teacher can request whatever aid he or she thinks appropriate. For ex- ample, the teacher may feel that spe- cial textbooks would be helpful, or that a paraprofessional or another certified teacher is needed. Each school com- mittee ranks the requests from the teach- ers in its school and passes the requests along to a citywide joint labor-manage- ment committee. This committee has the power to grant the requests to the extent the resources of the funds permit. I have been informed that the com- mittee has been able to resolve about 90 percent of the problems that have been identified. There also has been developed for the Denver schools a program of Qual- ity of Work Life Circles for some 1,800 support services' employees. The pro- gram, which is a modest one, involving five two-hour sessions, commenced last year. Of 40 eligible departments, 26 have voluntarily opted for participation. I am told that the simple opportunity for the departments to jointly identify their concerns has made a lot of difference. A crisis in schools, comparable to the one which private sector operations have been facing, may be nearer than we think. The indications are if the con- cept of the granting of tax credits to parents who enroll their children in pri- vate schools grows, a funding and em- ployment crisis could develop. If it is true that QWL programs can contribute to a better product, perhaps the schools should be looking in that direction. Apparently QWL can and does work. But I will admit that it takes a good deal of faith. I am one who continues to be a "true believer" The old reward and punishment system seems to be breaking down. At least in basic industry, there is developing a belief that there must be a better way. 18 QWL Review JOINT LABOR MANAGEMENT COMMITTEE ON THE WORK ENVIRONMENT AND PRODUCTIVITY The New York State Committee on the Work Environ- ment and Productivity (CWEP) was established as part of the collective bargaining agreements between the State of New York and its biggest civil service employees' union, the CMI Service Employees Association (AFSCME Local 1000, AFL-CIO). CWEP provides an institutional framework in which management and labor can work together to solve mutual problems concerning the qual- ity of work life and productivity in the public sector. With a three-year budget of $6.75 million funded by the collective bargaining agreement and additional fed- eral grants, CWEP sponsors programs in State depart- ments and agencies. REPRESENTING MANAGEMENT THOMAS F. HARTNETT THOMAS ZIELINSKI BONNIE CAWLEY JOYCE VILLA JOSEPH COSTELLO KEVIN MURRAY CHARLES MURPHY CAROLYN S. LEMMON Quality of Working Life Subcommittee HARRY WEINER, Chair Continuity of Employment Subcommittee Staff Directors REPRESENTING LABOR WILLIAM L. McGOWAN JOSEPH CONWAY ROBERT GREENE RONALD STANTON MARY ANN BENTHAM ANTHONY BENTIVEGNA HUGH McDONALD THOMAS M. COYLE ❑ I WANT TO RECEIVE FUTURE ISSUES OF ❑ I WANT TO RECEIVE ADDITIONAL COPIES SPRING 1984 NAME ORGANIZATION STREET ADDRESS CITY, STATE, ZIP Please send this card to: CWEP, 2008 One Commerce Plaza, 99 Washington Ave., Albany, N.Y. 12210 QWL Review 19 CWEP 2008 Twin Towers 99 Washington Avenue Albany, N.Y. 12210 HON RAYMOND BORDONI,JR (MAYOR OF ITHACA CITY HALL ITHACA NY 14850 Bulk Rate U.S. POSTAGE PAID Permit No. 557 Albany, NY MARY LOUISE BATTISTI EXECUTIVE DIRECTOR May 1, 1984 17'HACA HOUSING AL THORITY 800 SOUTH PLAIN STREET ITHACA. NEW YORK 14850 607-273-8629 Honorable John C. Gutenberger Mayor, City of Ithaca 108 East Green Street thaca, New York 14850 Dear Mayor Gutenberger: , IM8'i Since I am aware of your deep interest in day care centers and pre -k pro- grams, I am submitting a copy of a REVIEW OF PROGRAMS conducted at the IHA's Northside Community Center. We are very fortunate to be working with the Outreach Program of the Ithaca City Nursery Pre -K and Head Start Program, directed by Ms. Beverly LaForse. Ms. Mary Rogers, a certified teacher, directs the program at our housing site and, as you can see by the REVIEW, is truly dedicated to the children and the entire family unit. Hopefully, if funds ever become available, we will be able'to expand the. program to five days a week. In the meantime, the quality of the program is outstanding. It would be a pleasure for the families and children to have you visit the Center and observe them at work and play. It is with pride that I applaud the Outreach Program of the Ithaca City Nursery Pre -K and Head Start Program and wish for you to know of one_of the many coordinated programs taking place at the Ithaca Housing Authority. Sincerely, Macy Louise Battisti Executive Director MLB:psd Enclosure REVIEW OF PROGRAMS Northside Community Center Hancock Street Ithaca, New York 14850 272-4461 April '84; Mary Rogers The Head Start Pre -Kindergarten program has conducted a unique family centered nursery Tuesday, Thursd-ay and Friday mornings in the Community Building of the Ithaca housing Authoritys' Hancock Street housing. The Head Start Pre -Kindergarten program recognizes the early years as crucial for laying foundations for future physical, intellectual and social emotional development. It reflects the importance of involving parents directly in the educational process of their children. This gathering of young children and their families has provided an opportunity for participation in appropriate activities for young children in a classroom setting. 60 families have participated in this program to date. Parents sign up for helping in the classroom weekly so that a cooperative day care is provided. On the average between three to five parents participate daily. In addition to classroom participation, parents have received workshops in stress management, speaking with your child and an adult aerobics class. ' Other agencies have participated in this program as well. Cooperative Extension has provided a six-week cooking class in which nutritious meals have been prepared and enjoyed by all. The Green Star Market has provided us with a tour and given our program and parent volunteers a discount on food items. BOCES students received an industrial maintenance practicum in the Community Building and participated in our holiday festivities. The Tompkins County Library has provided a film series for young children. -2 - The Day Care Council conducted a tour of the Gathering Place and a discussion of services provided by them as well as the donation of materials from the Loan Closet. The Tompkins County Arts Council has given workshops in Batik and produced a puppet show for the children. Meadowhouse has established a workshop for clients to repair broken toys and materials as well as volunteers. Health services such as hearing testing, vision screening, sickle cell testing were utilized by these families. Other services were made visibleand available to them. Information packets from the Comprehensive Housing Curriculum for New York City Neighborhoods. and Community Resources in Ithaca and Cooperative Extension pamphlets have been utilized by these families. The Ithaca Housing Authority has generously provided the space for these community -centered activities to go on. The Ithaca --Housing Authority has contributed a telephone, snack monies and maintenance of the building and grounds. Also, the donation of-.a.rocking chair. This program provides children with a learning environment and experiences which will help them to develop socially, intellectually, physically and emotionally according to their age and stage of development and provides an outlet for individual growth and creativity. The presence of parents, siblings, professionals and community members in a classroom setting demands interaction and the interaction of these people provides an opportunity for observation and participation in, child development experiences in programs, at home and in the community. The Ithaca Housing Authority this year has sponsored a one day a week afterschool program for older_ children. Thirty children between the ages of 5 and 11 have participated regularly. Parents, relatives, Big Brothers, - 3 - and Big Sisters have volunteered. Art activities, science experiences, sports, music, holiday parties and field trips have been greatly enjoyed by the children. Sunday, April 8th a school bus will take us to a carnival sponsored by Cornell University. The afterschool program has provided the families of the Ithaca Housing Projects with a place for free afterschool care and an opportunity for children to play constructively with their friends and to develop a sense of community. CITY OF ITHACA 108 EAST GREEN STREET ITHACA, NEW YORK 14850 OFFICE OF MAYOR MEMO TO: 'LEDI Task Force Members FROM: Mayor John C. Gutenberger DALE: May 8, 1984 SUBJECT: Day Care Center - IHA's Northside Community Center TELEPHONE: 272-1713 CODE 607 Attached hereto please find a copy of a letter received from Mrs. Mary Louise Battisti, Executive Director of the Ithaca Housing Authority in -regard to the above entitled matter for your information and review. ATTACH. CC: Irene Stein, Coordinator "An Equal Opportunity Employer with an Affirmative Action Program" 110 Osmun P1. Ithaca, N.Y. 14850 (607) 273-2149 April 11, 1984 Mayor John Gutenberger City Hall Ithaca, N.Y. Dear John: Enclosed is the child care proposal from DSA's Policy Development Committee. It is the result of a substantial amount of effort over the last four months by the Committee and other interested persons who worked with us on this effort. This proposal is really a place to begin; it does not begin to suggest all that needs to be done with this problem. Our hope is that it will assist TEDI in getting started on tackling this most complex issue. Our committee plans to continue its work on child care, elaborating in more detail some of the initiatives suggested in the final section and others. When the needs assessment is completed, we also plan to develop a proposal for a comprehensive system which might efficiently and effectively meet all of our community's needs for child care. I hope this document is useful to you and to TEDI. If our committee can be of further assistance to TEDI in pursuing quality child care, we would be glad to consider specific requests. Sincerely yours, Steve Jackson P.S. My designation as Rapporteur on the proposal should be understood to mean that the substance of this proposal, and much of its specific wording, was collectively adopted by the Committee; the precise final form, and any mistakes in it, are my responsibility. 1-. Child Care and Economic Development: A Proposal for Action by Policy Development Committee, Ithaca Local, Democratic Socialists of America Steve Jackson, Rapporteur SUMMARY I. Background: describes the link between child care and economic development in Ithaca and Tompkins County. II. Changes in Tompkins County Department of Social Services: describes three changes in DSS procedures regarding child care which TEDI ought to demand be changed immediately. Those changes involve: licensing more family day care providers; raising the income eligibility ceiling; and increasing the rate of compensation allowed for family day care. III. The Need for a Needs Assessment for Child Care: describes the state of our current systematic knowledge of the supply of and demand for child care; urges TEDI to commission a scientific needs asssessment to address six specific issues. Those issues are: the number of spaces needed for full-time care; the appropriate balance between Center -based and family day care; the need for financial assistance; the range of unmet needs; the need for part-time or special care; the need for expanded protective child care programs. IV. Immediate Initiatitves: recommends seven initiatives which TEDI might take immediately, without waiting for the results of the needs assessment; some call for action, some for further study. Those initiatives are: encouraging large employers to provide on-site child care; encouraging small employers to develop common child care facilities; encouraging employers to provide vouchers for child care, where appropriate; encouraging child care facilities where working time can be substituted for payment of fees; exploring ways to provide health insurance for family day care providers; searching for external financing for a comprehensive child care system; investigating ways in which child care provision might be made a legal obligation of doing business in Ithaca. Child Care and Economic Development: A Proposal for Action by Policy Development Committee, Ithaca Local, Democratic Socialists of America Steve Jackson, Rapporteur Background Economic development requires workers to be productive in their jobs. Economic development requires unemployed workers to be able to look for new fobs. Economic development requires that the young people of today mature and become the workers and consumers of the future. Finally, economic development requires that the general social environment be appealing enough to attract new workers to this area, if necessary, and to keep workers in the area once they are here. From all of these requirements of economic development it follows that adequate child care provision is an essential component of economic development. Secure in the knowledge that their children are well cared for, without straining the family's budget, parents are more productive when at work and absent from work less often. With affordable care for their children. available, unemployed workers can devote the time necessary to seeking the training and the interviews necessary to obtain a job. With childcare available which expands the developmental possibilities of today's children, the productive and creative potential of tomorrow's work force can be assured. Finally, an area where the right of all children to adequate care --as infants, pre-schoolers, or in after-school programs --is assured, without regard to the financial resources of a child's parents (or parent), signals the kind of community which many people find so attractive, a community in which opportunities for growth exist and are accessible to all. Child care and economic development in Ithaca are inextricably _bound to the situation in Tompkins County. Many people who live outside the City, work and/or shop within the City. Deficiencies in child care which make either their working or shopping more difficult reduce the possibilities for economic development within the City. In addition, the principal governmental programs for child care are managed by the County government, through its Department of Social Services. Hence, City residents who require governmental assistance depend, at this point, almost entirely on County programs. For these reasons, economic development in Ithaca requires adequate child care provision in Tompkins County. Professional child care is provided at present, when parents are unable to attend their children, in at least two forms. First, day care centers gather large numbers of children together in a single iy facility. Approximately 20% of the children in full-time child care in Tompkins County are in centers. However, no centers exist where infants (under -the age of 18 months) can be placed. Hence, all infant care takes place in the second form of care. The second form is family day care, where a child care provider uses her (or his) own home as a place in which a few children are left for care. The cost of providing quality child-care, in either form, is quite high, ranging from $50-$80 per week per child. These costs are high in spite of the fact that the skilled child care providers who are essential to quality care receive rather low wages. Food, fuel, supplies, and equipment represent the major cost components. With these high costs, many parents need financial assistance if child care is to be within their reach. This assistance is available in three forms. There are certain programs, such as Head Start, which are targeted for low-income families. There are facilities, like the Drop -In Center, which allow parents to contribute their time in place of money. Finally, the County has money allocated to assist income -eligible parents in arranging child care. At present, large numbers of children who require some form of child care --whether full-time or part -time --are not receiving the quality care they deserve. This failing limits the potential for economic development in Tompkins County generally, and in Ithaca in particular. There is no single panacea; rather, a whole series of actions need to be taken, locally and at the County level. These actions need to be co-ordinated so that in the near future we might be able to boast of our County's humanity and enlightenment in caring for our children. Changes in the Tompkins County Department of Social Services Any plan for meeting the needs of child care in Ithaca must include actions by the Department of Social Services (DSS) of Tompkins County and by the County Board of Representatives. The following steps should be taken immediately: 1. Many parents prefer to use the services of day care home providers. For children under eighteen months of age there is no alternative to home care since day care centers do not provide care for these infants. There is, however, a shortage of certified family day care homes. Certification is required since all day care services reimbursed by DSS must be done in certified homes or centers. Although the Day Care and Child Development Council of Tompkins County has referred day care homes to DSS fo certification, DSS has almost completely neglected this activity. It is imperative that DSS immediately allocate more staff time to the task of certifying family day care providers. 2. The eligibility for subsidized day care must be at a level that makes it possible for low-income parents to be able to afford to work. This level can be set locally, within certain State mandated limits. • At present, the upper limit for eligibility in Tompkins County is only 55% of the State Median Income for families of 2, and 52% of the State Median Income for larger families. Only two of the counties in the State which provide subsidies have lower standards. This policy forces working parents (particularly single parents) into poverty because of having to meet the total cost of day-care or forces them to remain in poverty on the welfare rolls. The State permits an upper limit as high as 115% of the State Median Income. It is critically important that DSS immediately raise the ceiling on eligibility to 80% of the State Median Income. 3. DSS subsidized home day care providers are now limited to a maximum charge of $35 per week per child for up to 50 hours per week of care. If a sufficient number of quality family day care homes to meet the need for care are to be recruited and certified, the level of compensation must be increased. Quality private providers often presently charge in the neighborhood of $70 per week. It is essential that DSS immediately increase the rate of compensation for family day care provision to a minimum of $55 per week. The Need for a Needs Assessment for Child Care Planning for a comprehensive program of child care provision requires information on the supply and demand for child care in Tompkins County. The City and County's interests here must be joined, in part, because of the County's legal responsibility for social services, and, in part, because many County residents work and/or shop in the City. The most recent assessment of the need for child care was done in 1981 by the County's Department of Social Services. That assessment, while good in part, relied on inadequate information and failed to address several important questions. Therefore, it is important that the City call upon the Human Services Coalition to produce a scientifically'designed and executed needs assessment for child care in Tompkins County. If the Human Services Coalition cannot include this task in itswork schedule,for this year, then the City should seek other qualified people, inside or outside of City government, to undertake this vital effort. The needs assessment should include a survey of parents which addresses the following questions: 1. How many more spaces are needed for full-time child care? The best available estimate indicates that there are presently fewer than 2000 spaces for full-time child care in Tompkins County. According to the 1980 Census, there were 4816 children under the age of 5 in the County. Of these, 618 were enrolled in nursery schools which usually offer half-day care. Hence, almost 4200 children under the age of 5 might require full-time care. How many of these children would seek day care slots if more spaces were available? Further, approximately 2000 of these children are infants. Of the unmet need for child care, how much is accounted for by the need for more infant care facilities? 2. What is the appropriate balance between Center -based care and family day care? At present, approximately 80% of the spaces available . for full-time child care are in family homes, while only 20% are in Centers. Does this balance accurately reflect the needs of parents and children? What are the advantages of the respective forms of child care provision which attract parents to one or the other? 3. How much financial assistance is needed to make child care available to all parents who require it but cannot afford it? In 1980, 983 children under the age of 6 lived in households which were below the poverty line. Of these, almost half lived in households headed by a single parent where some child care was almost certainly required. Further, many parents who earn more than the poverty level nonetheless have difficulty paying the full cost of child care. Sliding fee scales ranging down to 0 could meet the needs of both of these groups. The County's DSS subsidizes child care for some parents. The Head Start program provides part-time care for many families. Yet, it is clear that a need remains. The question is how many children would be placed in child care facilities (either centers or homes) if their parents could afford it? 4. What are the different kinds of needs which are not being met? Parents in different circumstances have different needs to be met through child care. The County's residents differ in many ways. In the City, 22% of all households with children under 6 were headed by a female; the comparable number in the rest of the County was 9%. In the City, 58% of all women (whether single or married) with children under the age of 6 were in the labor force; the comparable number in the rest of the County was 50%. Differences between City and non -City residents are merely suggestive of the importance of being sensitive to the varying needs of parents in different circumstances. How many parents need full-time as opposed to part-time care? How many parents need care for infants? How many need care near their homes? How many need care near their workplaces? Where, therefore, are child care facilities most needed in the City and the County? 5. What kinds of non -full-time care or special care are needed? Many children need care other than full-time regular care, whether in Centers or homes. How many children require care before or after school? How many require drop-in care? How many require special care due to illness or disability? Is there need for a crisis nursery? Is there need for child care at irregular hours, such as during night shifts? In addition, the needs assessment should include an analysis of the information available through the County DSS and other sources, to address the following question: 6. How much need is there for expanded protective child care programs or facilities? According to the DSS, the number of children in reports to child protective services has risen steadily in the last few years, with 569 reports of abuse in 1980, 586 in 1981, 763 in 1982, and 883 reported cases of child abuse in the first nine months of 1983. New York State recognizes child care as a means of avoiding having to place children in foster homes. Child care, and programs for parents, which might reduce child abuse would also reduce the incidence of juvenile crime. Hence, the question which needs analyzing is how might child care be expanded and improved to reduce the occurrence of child abuse in the City and County? Child Care and Economic Development: Immediate Initiatives While the information from the needs assessment will be vital in designing an appropriate over-all balance in child-care provision in the County, there are several initiatives which might be begun immediately. Some of these call for immediate action; others call for further study. These are but a few of the many steps which must be undertaken if the City is to provide a comprehensive response to the need for child care. 1. Large employers should be encouraged to provide on-site child care for employees, if employees so desire. City Hall, as one large employer, might lead by example in surveying its employees and moving ahead in response to the needs revealed. 2. Small businesses which are located in the same area should be encouraged to develop a common child care facility, for employees and customers (on a space available basis). Areas such as the Commons (where Center Ithaca might be an excellent site) would appear especially appropriate. 3. Employers, large and small, should be encouraged to provide vouchers for child care, as part of employees' benefit packages, wherever employees prefer family day care to center -based care. 4. Facilities which allow parents to "pay" for care by working (such as the Drop -In Center) ought to be encouraged with access to subsidized space, and other resources provided. 5. The City should begin exploring ways in which health insurance might be provided at reduced cost to the many family day care providers who presently have no coverage. 6. The City should begin searching vigorously for external financing with which a comprehensive child care system might be put in place. Both public and private sources of financing should be explored. 7. The City should begin investigating ways in which child care provision might be made a legal obligation of doing business in the City. As parking spaces are required in the Zoning Ordinance, should child care spaces be expected as well? Should taxes be collected to allow for the public provision and subsidization of child care? Should some alternate method of financing be used? Slephon D. Connerelli/THE POST -STANDARD Balmy days earlier this week made early -season trout fishing an enjoyable pa'atime. Carmen Damiano, left, and Patrick Benz, both of Syracuse, try their luck in Chit4enango Creek in the town of Sullivan. Councii OKs Colleffetown lfezononu; By BRIAN G. BOURKE ITHACA — Ithaca's Common Council Wednesday night voted to rezone a section of Collegetown in order to' facilitate develop- ment of a new 100 -room hotel and parking complex scheduled to be built there by Travis & Travis Developers. • The change rezones ,the area to permit construction of the planned 75 -foot -tall hotel on that land. Previously, structures that tall were not allowed there. Rezoning of the area also paves the way for the city to apply for an Urban Develop- ment Action Grant to help pay for an adja- cent parking garage. • . However, Wednesday's action was• very limited in comparison to the original zoning proposal, which wbuld have established a Collegetown Commercial District (CCD) out of three separately zoned parcels. . This proposal also would have addressed the parking shortage in the neighborhood by Gutenberger Creates TEDI to Focus on Economic Development in. Ithaca instituting a parking requirement of at least 11 spaces per 1,000 feet of retail area for new developments. . A petition protesting establishment of the CCD, presented to the Common Council at its March meeting by area merchants, required that a three-quarters majority of council had to approve the zoning change. Under city law, if the persons signing a protest petition own more than 20 percent of the land in the proposed new zone, eight posi- tive votes from council are required for the measure to pass. A straw vote Wednesday night indicated the CCD proposal did not have enough sup- port to pass. It then was withdrawn from the council floor. 'The rezoning of the (hotel) site itself allows the Collegetown.project to move forward. The overall issue, including parking in Collegetown, will be looked at further.' (Continued on Page 13-2). By BRIAN G. BOURKE ITHACA — Mayor John Gutenberger an- nounced on Thursday the creation of the Task Force on Economic Development in Ithaca — or TEDI. • . "TEDI is a way for the city to take a broader and longer -range approach to eco nomic development. As a community, we need to do more than to confront problems as they.arise. We need to look into the future and 'determine what needs to be done now," the mayor said at an afternoon news conference at City Hall. The creation of this task force was first promised last August, when Gutenberger was campaigning against then -Mayor William Shaw. s fr g e �r d d e A man next to me with a cane asked a guard if he could go inside and listen. "No,'i said the guard, "All the seats are taken. It's packed in there." Down the corridor, a television cam- eraman was explaining to a judge how a cable would have to run through a partly open door so that his camera could be con- nected with the "live" truck with the dish antenna down on the street. The judge wanted to make sureall the television cam- • eras on tripods would not block the corridor. He seemed skeptical. TEDI's first priority, according to the Gu- tenberger, will be day care. "Day care is crucial in any strategy for the creation of jobs and for extending people's productive performance on the job," he said. The 13 task force members were chosen from city government, the business commu- nity, local educational institutions, trade a Forgotten Trial f important than what is happening up on the third Boor. It is so important that Onondaga County's chief prosecutor himself, Landslide, is trying the case. Down there, one of the people hired to protect us is on trial. ing the fate of a man accused of violating the public trust. He is accused of a ,two-year string of burglaries while he was a cop, while he wore a gun and a shield, rode around in a radio patrol car, carried a club and otherwise represented justice on the street. I didn't want to bother Landslide witli it becausefrom the few minutes I sat in Justice Gorman's court listening I could tell he has his hands full, but up on the third floor the reporters and court attendants were joking that he was upset because the city's media have not come down to watch him in action. If he is upset, then I agree with him. Know- . • �_t:�_ __ .-. ,.ti .... T A.` T T .-.... ket ,n rn unions, the day-care council and the unem- ployed council. • "We'll also pay special attention to the employment needs of young people between 16 and 25, because this is one way to decrease the -local incidents of crime." added Guten- berger.- The mayor said the task force should he holding its first meeting by the end of April. ublic Trust judge alone hear the evidence and let him decide whether he is guilty or innocent. I think that is some measure of the importance of this case too, when I consider what might happen if jurors- had to listen to cops in uni- form testify against one of their own. The more subtle'contrast deals with cops and the judicial system, too. Up on the third floor, there were sugges- tions made to the jury that the conduct of the cops who investigated the James Pipines murder, among other things, involved a re- markable coincidence, as Paul Shanahan. Cynthia Pugh's attorney, put it. Empty slid} 1,....... ,,� F..nm rlarrinPPr werP inun(1 OFFICE OF MAYOR CITY OF ITHACA ti 108 EAST GREEN STREET ITHACA, NEW YORK 14B50 PRESS RELEASE TELEPHONE: 272-1713 CODE 607 For Further Information For Release On: April 5, 1984 Contact: Mayor John C. Gutenberger 7:30 P.M. ANNOUNCING APPOINTMENTS MENTS TO T . E . D . I . "Good afternnon and thank you for coming. I invited you here today to announce the creation of my Task Force for Economic Development in Ithaca --- which, as you all know, I have nick -named TEIt1. During my campaign last year. I announced n1Y intention to tale several hold and new initiatives designed to increase connimnity participation in cite .government and improve the duality of life for all Ithaca residents. The most important o1 these Was m0' proposal, put forth in August, to create this task force. TEDI, as I have said in the past, is a way for the City to begin to take a broader and longer range approach to economic development. As a co ni1n t v , i':e need to do more than confront problems as they arise. We need to look into the future and de- termine what needs to be done now. 1e need to decide what are the human needs which are not being met in our current planning process and begin ])111 n11 i nw in a way that will benefit us all. I would like TEDI to be a forum in which the City can yearn the needs of various segments of the community. It will also be an opportunity for us to harness the ta- lents and abilities of. Ithacans. I know that there exists a lot of ingenuity in this community and I believe that by all working together we can begin to build a vital "An Enu2� ('pl'c r!I ' •, E.nt+i..vr• wilt' an Allumallve Action economic future for Ithaca. As I have announced. in the past, TIDI is to consist of three representatives from the business, banking and conmierc1al commttnity; one representative from Cor- nell University and one from Ithaca College; three representatives from Ithaca - based trade talions; one member each from the Tompkins County Unemployed Council and the Day Care Cottnci l 'of Tompkins County; and two representatives from City. government. The following people have been appointed to ;fil] these positions. From. the business, banking and commercial community: *William C. Bennett, Citizen's Savings Bank (Banking Officer for Financial Services) *Herman Si everdi.ng, American Home Funding *Judy Green, Ithaca Alternatives Fund From Cornell Univeristy : *James A.. Sanderson, Chief Investment Officer From Ithaca College: *Carl Sgrecci, Chief Financial Officer and Controller. From trade unions: *Richard Sullivan, Machinists *Charles French, Building Trades *Al Davidoff, U.A.W. From the Unemployed Council: *Nancy Tresner From tlic Day Care Council: *Beverly Meek From the City of Ithaca: *H. Matthvs VanCort, Director, Department of Planning j Development -3 - From the City of Ithaca: (cont.) *Sue Cummings, Common Council member Chair Planning and Development Conuidttee *Helen Jones from the City Planning Staff will serve as an ex-ofricin member. I will be chairing this new task force. Selecting the members of TEDI was not an easy task. There are a lot of very talented people in this. community and I received very enthusiastic responses to my request for input. from local residents. All the organizations gave this matter very serious consideration and they have all chosen outstanding representatives. I urge everyone who wants to be involved in any matter under consideration by TEDI to get in touch with one of the members. I also want to sincerely thank everyone wlio responded for their enthusiasm and their good ideas and suggestions. As I have said before, TEDI is intended to develop creative approaches to the economic development' of Ithaca. \e wil] examine long range problems and human needs which may be overlooked currently. We will look at ways to create new _i ohs in Ithaca, and al- so l -so ways to retain existing jobs. We will pay special attention 10 the employment needs of young people between 16 and 25 years of age, because, as I promised during the campaign, this is one way to decrease the local incidence of crime. We will also examine the concerns of employees and employers in the community.. One of these concerns, as you have heard me say repeatedly, is the availability of daycare. Daycare is crucial in any strategy for the creation of jobs and for people's productive performance on the job. Any plan to revitalize Ithaca's economy and bring more jobs and businesses to Ithaca must involve a basic commitment to day- care. Daycare is a crucial fact of economic life. Therefore, this will be the first item on TEDI's agenda. TEDI will work to encourage Ithaca businesses, industries, universities, public schools, trade unions, and government bodies to utilize existing er. -4- daycare networks and to increase the availability of such services to those who presently cannot afford to use the existing sources of daycare. '1'1_;l)I will familia- rize employers with existing options and will explore new approaches. We have a lot of research and a lot of work to do, but I am confident that by pulling together and using the input of area residents'and existing organizations, we can begin to build a vital and healthy economic future :for the City of Ithaca." -30- . PERCENT OF'POVERTY-LEVEL • • FAMILIES WITH HOUSEHOLDER WORKING IN 1979 ITHACA TOMPKINS COUNTY NYS US ALL FAMILIES. 67 63.6 36.8 50.4 WHITE FAMILIES 63.2 64.8 43.3 54.4 BLACK FAMILIES 77.6 77.8 31.1 42.1 WHITE, FEMALE- 57.8 55.2 29.7 37.6 HEADED FAMILIES= BLAU, FEMALE- 64.4 58.9 25.7 37.6 HEADED FAMILIES OFFICE OF MAYOR CITY OF ITHACA 108 EAST GREEN STREET ITHACA, NEW YORK 14850 MEMO TO: Members of the T.E.D.I. Task Force FROM: Mayor John C. Gutenberger J DATE: April '5:1_984 SUBJECT: Appointment of the T.E.D.I. Task Force TELEPHONE: 272-1713 CODE 607 Attached hereto please find a copy of a press release in regard to the T.E.D.I. Task Force for your information. I will be scheduling an organizational meeting soon and will be forwarding a list of concerns that I would like us to undertake. Best regards, and again, thank you for agreeing to serve the community in this capacity. ATTACH. "An Equal Opportunity Employer with an Affirmative Action Program" te. OFFICE OF MAYOR CITY QF ITHACA 1 0E3 EAST GREEN STREET FTI- ACA, NEW YORK 1 4850 PRESS RELEASE For Further Information Contact: Mayor John C. Gutenberger TELEPHONE: 272-1713 CODE 607 For Release On: April 5, 1984 1:30 P.M. ANNOUNCING APPOINTMENTS TO "Good afternoon and thank you for coming. I invited you here today to announce the creation of my Task Force for Economic Development in Ithaca --- which, as you all know, 1 have nick -named TEDI. During my campaign last year, I announced my intention to take several bold and new initiatives designed to increase community participation in city government and improve the quality of life for al] Ithaca residents. The most important of these was my proposal, put forth in August, to create this task force. TEDI, as 1 have said in the past, is a way for the City to begin to take a broader and longer range approach to economic development. As a community, we need to do more than confront problems as they arise. We need to loot: into the future and de- termine what needs to be done now. .1\1e need to decide what arc the human needs \finch arc not being met in our current planning process and begin planning in a way that will benefit us all. 1 would like TEDI to be a forum in which the City can learn the needs of various segments of the community. It will lents and abilities of Ithacans. I community and I believe that by all also be an opportunity for us to harness the ta- know that there exists a lot of ingenuity in this working together we can begin to build a vital "An Equal Opportunity Employer vntn an Affirmative Action'Prooram' economic future for Ithaca. As I have announced in the past, MDI is to.consist of three representatives from the business, banking and commercial community; one representative from Cor- nell University and one from Ithaca College; three representatives from Ithaca - based trade unions; one member each from the Tompkins County Unemployed Council and the Day Care Council of Tompkins.County; and two representatives from City government. The -following people have been appointed to fill those positions. From the business,. banking and commercial ;community: *William C. Bennett, Citizen's Savings Bank (Banking Officer for Financial Services) *Herman Sieverding, American Home Funding *Judy Green, Ithaca Alternatives Fund From Cornell Univeristy: *James A. Sanderson, Chief Investment' Officer From Ithaca College: *Carl Sgrecci, Chief Financial Officer and Controller From trade unions: *Richard Sullivan, Machinists *Charles French, Building Trades *Al Davidoff, U.A.W. From the Unemployed Council: *Nancy Tresner From the Day Care Council: *Beverly Meek • - From the City of Ithaca: *H. Matthys VanCort, Director, Department of Planning Development -3 - From the City of Ithaca: (cont.) *Sue Cummings, Couunon Council member Chair Planning and Development Committee *Helen Jones from the City Planning Staff will serve as an ex -officio member. I will be chairing this new task force. Selecting the members of TEDI was not an easy task.- There are a lot of very talented people in this.collununity and I received very enthusiastic responses to my request for input from local residents. All the organizations gave this matter very serious consideration and they have all chosen outstanding representatives. I urge everyone who wants to be involved in any matter under. consideration by TEDI to get in touch with one of the members. I also want to sincerely thank everyone who responded for their enthusiasm and their good ideas and suggestions. As I have said before, TEDI is intended to develop creative approaches to the economic development of Ithaca. We will examine long range problems and human needs which may be overlooked currently. We will look at ways to create new jobs in Ithaca, and al- so ways to retain existing jobs. We will pay needs of young people between 16 and 25 years the campaign, this is one way to decrease the special attention to the employment of age, because, as I promised during local incidence of crime. We will also examine the concerns of employees and employers in the community. One of these concerns, as you have heard me say repeatedly, is the availability of daycare. Daycare is crucial in any strategy for the creation of jobs and for people's productive performance on the job. Any plan to revitalize Ithaca's economy and bring more jobs and businesses to Ithaca must involve a basic commitment to day- care. Daycare is a crucial fact of economic life. Therefore, this will be the first item on TEDI's agenda. TEDI will work to universities, public schools, trade unions,' and encourage Ithaca businesses, industries, J government bodies to utilize existing .w -4- . daycare networks and to increase the availability of such services to those who presently cannot afford to use the existing sources of daycare. TEDI will familia- rize employers with existing options and will explore new approaches. We have a lot of research and a lot of work to do, but I am confident that by pulling together and using the input of area residents and existing organizations, we can begin to build a vital and healthy economic future for the City of Ithaca." -30- /d -A Tompkins County Area Development, Inc. 200 East Buffalo Street, Ithaca, New York 14850 April 2, 1984 Mayor John Gutenberger Members of Common Council City of Ithaca 108 E. Green Street Ithaca, NY 14850 Dear John: Wereceived the $7,500 check from the city -per our agreement,- dated January 1, 1984. We appreciate your timelycontribution.to1.the area development effort. Since our last meeting, Rob Schwartinghas been working wit numberof firms,one of which is a eandi4date:for includsion in the Cherry Street Industrial Park in 1984-85. Another is a possibility but not until 1986. Also he has just reported meeting with the Unemployed Council and its .economic development arm of TEDI Thank you for arranging a meeting at our request 'to review Natural Lean Pork's proposals to develop a hog salughtering and processing facility on municipal water and sewer. It looks now as though Natural Lean ishaving to abandon those propsals in favor of sites having better and more timely water and .sewer °.capacities. Thanks for your cooperation in pursuing area development. Sincerel/, Harris B. Dates President (607) 273-0005 rb ))- ins County Area Developnnent, Inc. 200 East Buffalo Street, Ithaca, New York 14850 April 2, 1984 Mayor John Gutenberger Members of Common Council City of Ithaca 108 E. Green Street Ithaca, NY 14850 Dear John: We received the $7,500 check from the city per our agreement dated January 1, 1984. We appreciate your timely contribution to`the area development effort. Since our last meeting, Rob Schwarting has been working with numberof firms, one of which is a candidate. for inclutcsion in the Cherry Street Industrial Park in 1984-85. Another is a possibility but not until 1986. Also he has just reported meeting with the Unemployed Council and its economic development arm of TEDI. Thank you for arranging a meeting at our request 'to review Natural Lean Pork's proposals to develop a hog salughtering and processing facility on municipal water and sewer. It looks now as though Natural Lean is having to abandon those propsals in favor of sites having better and more timely water and sewer capacities. Thanks for your cooperation in pursuing area development. Harris B. Dates President (607) 273-0005 4'31,C78 `O - DAY CARE AND CHILD DEVELOPMENT COUNCIL OF TOMPKINS COUNTY. INC. WHAT DOES IT DO? 306 N. AURORA STREET, ITHACA, NEW YORK 14850 (607) 273-0259 WHAT IS THE DAY CARE & CHILD DEVELOPMENT COUNCIL? A Non -Profit Voluntary United Way Organization **Direct help to families through a county -wide child care consultation service. It matches parents' requests with more than 60 child care and development programs and more than 175 family day care providers. Special needs of sick and handicapped children whose parents work odd hours are also addressed. **The Gathering Place Resource Center for all organizations and persons caring for children, including parents. Makes available inexpensive and free materials, ideas, training, and consultation in all aspects of child development programming and policy. **The Child Development Consultants are available to all parents, preschool programs, day care centers and family day care homes. Through individual consultation and neighborhood workshops, they help parents and day care providers link children's needs with community resources. **Warm Line offers a telephone guidance service for parents and those who work with young children. Calls are answered within 24 hours by one of the Child Development Consultants. **Car Seat Loan Proram - car seats are made available for a small returnable deposit to families who meet low-income requirements. Out-of-state visitors with children can borrow seats for a low rental fee. **Teen Parent Program provides services to pregnant adolescents, adolescent parents, couples, and families - offering high school equivalency and home tutoring, prenatal and parenting education, counseling, peer support and job skills development. ... A UNITED WAY AGENCY SERVING WHOM? **Over 2,500 families with pre- school and young school-age children each year. **Primary child care providers; people who care for children in any setting - home, nursery school, day care center, Head Start, pre- kindergarten, after-school, etc. About 500 teachers, family day care providers, parents and children are served directly; and additional 1,500 providers and parents are reached indirectly. **Citizens, legislators, employers, community groups, public and private agencies reached at the county- wide level. **25 families on Scholarships during 1983. WHO SUPPORTS IT? ***United Way ***New York State Department of Social Services ***Cornell University ***Division for Youth ***Tompkins County Department of Social Services ***New York State Department of Health ***Local Citizens March 1984 OFFICE OF MAYOR CITY CIF ITHACA 108 EAST GREEN STREET ITHACA, NEW YORK 1 4850 MEMO TO: Robert Cutia, Director, Youth Bureau FROM: Mayor John C. Gutenberger 9-1t, DATE: March 1, 1984. SUBJECT:. Day Care for City Employees TELEPHONE: 272-1713 CODE 607 Thank you for the input on Day Care for City employee's. I will be appointing 1EDI at the March 7th meeting of Common Council and we will then proceed rapidly on our shared. Day (Child) Care concerns. As a first step, I would envision a survey of all city employee's as to their needs and interest in child care pro- vision and/or program within the city structure. This will require some effort, and your gracious offer of assistance is hereby accepted. (that's twice this week you've opened your big mouth and volunteered -- keep it up.) I will keep in touch as we move towards discussion of this very important matter. JCG:r CC: Hazel Best Shaw, Personnel Administrator Alan and Alice Green "An Equal Opportunity Employer with an Affirmative Action Program" ..R CEN EDI: ES OFFICE OF YOUTH BUREAU CITY OF ITHACA 1701 NORTH CAYUGA STREET ITHACA, NEW YORK 14850 TO: Mayor John Gutenberger FROM: C. Robert Cutia RE: Day Care Program at the Youth Bureau DATE: February 28, 1984 TELEPHONE: 273-8364 CODE 607 This is a follow up on the brief discussion we had last week regarding a day care program for City employees. As you can see there is an interest at the Youth Bureau. I believe we have some people who would be very helpful in setting up a program. In addition, I am sure they would be willing to meet with you for some preliminary discussions. Also I would be wil- ling to assist in any way I can. "An Equal Opportunity Employer with an Affirmative Action Program" OFFICE OF YOUTH BUREAU CITY OF ITHACA 1701 NORTH CAYUGA STREET ITHACA, NEW YORK 14850 TO: C. Robert Cutia FROM: Allen and Alice Walsh Green RE: Day Care program at the Youth Bureau DATE: February 28, 1984 TELEPHONE: 273-8364 CODE 607 Several members of our staff are interested in the possibility of establishing a Day Care program at the Youth Bureau for children of City employees. As you know, many of us have, or are planning families. The avail- ability and quality of child care plays a large part in determining the hours and concentration we can give our work. Since the current City administration stressed the need for more qual- ity day care, it seems that now would be a good time to initiate such a program, beginning at the City employees' level. And it seems only logical that the branch of City government which is devoted to working with children and youth should begin the process. What we would like to propose is that the City provide space in whatever facility the Youth Bureau will occupy. Again, since it appears there will be a changed physical plant in any case, now is a good time to plan in a day care space. We would request that personnel for the Day Care program be paid by users of the service, through the City payroll system. And we would like to form an advisory board to set policy and oversee the program. Please let us know what process we should pursue to see if this idea can be realized. cc: Sam Cohen "An Equal Opportunity Employer with an Affirmative Action Program" CITY OF ITHACA 108 EAST GREEN STREET ITHACA, NEW YORK 14850 OFFICE OF PLANNING & DEVELOPMENT MEMORANDUM TO: John Gutenberger, Mayor FROM: M. Helen Jones DATE: March 1, 1984 RE: PROMOTION OF CHERRY STREET TELEPHONE: 272-1713 CODE 607 Attached is an outline of the proposed strategy for marketing the Cherry St. Park. You will notice that one suggested effort would involve the Mayor -in active • promotion of the Park. This would take the form of a series of addresses before various city groups. At some future date I would appreciate the opportunity to talk with you about how we might specifically proceed with this part of the strategy. MHJ:jv encl. cc: H. M. Van Cort "An Equal Opportunity Employer with an Affirmative Action Program" MARKETING STRATEGY OPTIONS OiERHY S INDUSTRIAL PARK ASSUMPTION: Most likely firm for Cherry Street is local (with plans for local expansion). 1. Prepare a simple brochure which (tells all): a) describes the park b) states the types of businesses we're looking for c) states the selection criteria d) states lease price and terms e) provides the purchase price f) lays out building criteria g) lists agency to contact h) etc. (financing packages) 2. Prepare quarterly (or six month) newsletter a) From the Mayor: goals and objectives statement b) City efforts to promote industry c) New Developments i) at Cherry St. ii) overall efforts d) Mail to 700 businesses, NYSEG, etc. 3. Prepare an Application Form (brief). This form should require sufficient information to allow us to qualify the applicant. 4. Discuss marketing plan with key economic development contacts: a) NYS Dept. of Commerce b) NYSEG -- T.I.D.E. 5. Personal Contact (leave brochures and applications) with key influentials who may come into contact with local businesses inter- ested d i n expansion. MARKETING STRATEGY OPTIONS CHERRY STREET INDUSTRIAL PARK page 2. a) Commercial loan officers of regional banks b) Chamber of Commerce c) Ithaca Board of Realtors d) Local lawyers, accountants, contractors, architectural firms e) Contacts at Cornell i) real estate --Dave Ahlers ii) research park --Tom Mailey iii) center for advanced technology 6. Ad in the Ithaca Journal 7. Mail Campaign a) Local firms (5.contiguous counties) b) Regional firms c) DBA's (County Clerk) d) Other (via State Agencies) 8. Trade Shaws a) Local b) Out -of -Town (attended by local representative) 9. Presentations at local business functions a) Rotary ) ) b) Kiwanis ) ) c) Speaker's Circuit ) ) d) Small Business Council ) 10. Personal Contact with C.O.E.'s of Local Firms a) Those previously contacted b) Tenants of Cornell Industry Research Park c) Other Mayor MARKETING STRATEGY OPTIONS CHERRY STREET INDUSTRIAL PARK page 3. 11. Advertise in regular publications a) Chamber of Commerce Publications b) Journals c) N.Y. Times d) Wall Street Journal 12. List with Commercial Realtors The difficulty and expense of locating firms outside the area suggests that we might leave that job to NYSEG and NYS Dept. of Commerce. In addition, the expense associated with the last two items suggests they be reserved until the other means have been explored. OFFICE OF TRANSIT SUPERVISOR BERNARD J. CARPENTER CITY OF ITHACA 108 EAST GREEN STREET ITHACA, NEW YORK 14850 RECEIVED FEB 2 3 1984 MEMORANDUM To: John Gutenberger, Mayor From: Bernard J. Carpenter, Transit Supervisord' Date: February 21, 1984 Re: Free Bus Service for Day Care Groups Unfortunately, our loading demands are such that we cannot consider free group service on the Transit System. As in the past, we do allow children under 12 years to ride free with a parent or guardian for a trip fora. -specific:-purpose,:=.such as, parentdrops chi-ld.off to school, parent takes child to doctor, parent takes child shopping, etc. Aside, from the fact that we would be unable to board a group, free passenger trips are not eligible for State Operating subsidy. I would suggest contacting the Ithaca School District, since they operate their buses: only a few hours in the morning and afternoon. If you have any further questions, please call. "An Equal Opportunity Employer with an Affirmative Action Program" TELEPHONE: 273-7348 CODE 607 CITY OF ITHACA 108 EAST GREEN STREET ITHACA, NEW YORK 1 4850 OFFICE OF MAYOR February 7, 1984 NY. Bernard Carpenter Transit Division City of Ithaca Streets and Facilities Building Ithaca, New iorh 14550 TELEPHONE: 272-1713 CODE 607 Dear Bernie: ;\s 1 am sure vou ate aware, flay (Child) Care is a very important topic to myself and lllanV people 1)1 011e eoil uni tV . As I work toward the over 311 improvement of child cnrc•, one suggestion that could (1 assume) he implemented rather quickly, is Thal- children under the ago of 12 years, ho allowed to ride free on City buses when traveling with a child care proup or provider. ']'his mai• require prior notice•, coordination, or some tele of other arrangement, etc.. I would like to discuss this with you, when Voll have a free moment. Please advise. Thank you. Sincerely, John C. Gutenberger Mayor CC: Donald Kinsella Members of the Board -of Public Works Mary Larner, Day Care Council DAY CARE AND CI -U. D )E\TELOPMENT COUNCIL OF TOMPKINS COUNTY. INC. February 2, 1984 Mayor John Gutenburger City Hall 108 East Green Street Ithaca, New York 14850 Dear Mayor Gutenburger: 306 N. AURORA STREET. ITHACA, NEW YORK 1,"-""° -""° (607) 273-0259 Before taking office you asked that the Day Care Council assemble a set of recommendations to Alda your efforts to emphasize day care and to increase the availability bf day care services in Ithaca. The suggestions summarized hese combine the ideas of several interested members of the community who nave discussed their views and visions with the Day Care Council. We hope that you will see this as a pre- liminary list of avenues to Parstie, a list which will both change and become more concrete as we work together in the coming months. We look forward to that partn.2rslyip; the children, the parents and the businesses of Ithaca have mun to gain. There are several actions you could take in the short term to focus constructive attention on day care in this community. (1) An up-to-date, accurate needs assessment would provide objective data on the demand for epecific childcare services. As mayor, you could support a needs assessment in one of several ways: by contracting 1 th the Day Care Council, by using the resources of theCity Planning Department, or by request- ing that the Human Services Coalition conduct one for the City. The City Plannin Department has current demographic data showing the number and age of resident children, and the structure and labor force participation of their families. These census data would provide the basis for an in depth survey of the child card used by families, and the preferences and obstacles thati.uida their choice of care. (2) Your official proclomat_ion of the Week of the Young Child (beginning April 8, 1984), and your participation in scheduled events during that leek would focus attention on our community': concern for its chihd ,reti and families (3) Implementation of a city, policy permitting children under 12 to ride free on city buses when travelling with a child- care group or provider from a center, a day care home, a camp, or an after, sc vol program) would give providers and the children in their care easier access to all the resources of our corimunjty, ... A UNITED vv..AY AGENCY (4) In your role as a major city employer concerned with the childcare needs of employees, several quick actions could provide a model to other employers: a. Survey all city employees to establish their need for childcare services, preferences for type and locatibn.of care, and ability to pay for care. b. Spearhead the move toward a flexible benefits package for employees, including childcare as one option. c. Help employees find childcare by distributing information, supporting the Day Care Council's Information and Referral service, and permitting parents to use a limited amount of work -time to search for an appropriate childcare situation. The need for day care is a lasting one so the most important actions any supporter can take are those with long term effects. We see two primary areas in which you, as Mayor, could act to increase the availability of day care services in the community. In the end, ensuring the availability of high quality, affordable, accessible day care to all children and families must be our highest priority. * Two groups of children are currently underserved: both infant care and school-age childcare are in short supply. The City could facilitate the development of new childcare programs to serve these groups by providing space in city -owned facilities, and by pursuing Federal revenue- sharing funds to use in establishing such programs. * Policies set at the county level have a significant impact on the day care community. The Tompkins County Department of Social Services certifies Family Day Care Providers and establishes rates of reimbursement to those who provide day care to eligible social services clients. There are currently fewer than 10 certified Family Day Care Homes in the county, and these providers are paid considerably less by DSS than they could receive from private patrons. These policies impact many city residents, not only public assistance recipients, but parents who would prefer to use a certified day care provider, and employers who can only deduct contributions to certified childcare programs from their taxes. It is time for the City to work with the County in developing a comprehensive plan to meet the childcare needs of our community, -working to change policies which limit the availability of childcare; and collaborating in the development of complementary proposals and plans for the future. This is no small agenda, Mayor Gutenburger, but you asked us for visions as well as for immediate actions. We look forward to opportunities to discuss these day care recommendations, and other suggestions that you may have received from the community. Sincerely, f` \ Ise A, Mary Larner, Director ML:pm RECEIVED F JANUARY 1984 R BROOME - CHENANGO • rr THE ROLE OF ECONOMIC 9121 j L_& 1 ( Southern Tier East TS Regional Planning Development Board editor, graphics & layout :Elaine Chapman CORTLAND • DELAWARE • OTSEGO •SCHOHARIE •T•IOGA•� TOMPK•INS EDUCTION IN SUPPORT OF DEVELOPMENT" vVv The New York State Education Department recently established a Bureau of Economic Devel- opment and ten Regional Education Centers for Economic Development, in order to assist business and industry through employee specific training programs. The Bureau, through the ten Regional Education Centers for Economic Development will provide education and training programs that are coordinated with the New York State Departments of Commerce and Labor, regional and local economic development agencies and others involved in economic development efforts. Funds may be provided for training programs to serve the following purposes: 1) skill -training programs for companies which want to locate in NYS 2) skill -training programs for NYS companies which want to expand their current operations 3) skill -training programs to help NYS companies remain in the state 4) retraining and upgrading for personneZ.in companies and industries to help them keep pace with technology The approximate level of funs ng available statewide during the period ending June 30, 1984 is $4,600,090. These resources are available locally through the Southern Tier Regional Education Center by contacting John R. Chanecka, Center Director at (607)798-8831. NYS Energy Office Announces the Sixth Grant Cycle of the Institutional Buildings Grant Program The NYS Energy Office has announced that another grant cycle of the Institutional Buildings 17rant Program has been scheduled for this spring. Matching grants are provided under this program to public and private non-profit K-12 schools, colleges, universities and hospitals, for conducting building technical assistance studies and for implementing Energy Conservatin Measures identified in such studies in accordance with Federal Regulations and the NYS Plan for the program. The Federal government has appropriated approximately $48 million in Fiscal Year '84. Based on preliminary estimates, approximately $3.5 million of this appropriation will be allocated to New York State. If petroleum overcharge restitution monies become available to the State during 1984, as was the case in 1983, the funding level for this cycle may increase substantially. To further assist eligible institutions to participate in the program, the Energy Office will conduct a series of eight Grant Program Briefing Sessions across the State. Individuals wishing to obtain grant application packages and/or further information concerning the program should write to the New York State Energy Office, Bureau of Institutional Buildings, Two RockefeZZer Plaza, Albany, N.Y. 12223 or call 1-800- 342-3722 (the toll free Hotline number) or. (518) 473-4790. Have You Noticed . . ? Differences Between Census Bureau and National Planning Association (NYS Data Center) Population Projections for NYS in 1990. Local officials who have noticed the. discrepancy between Census Bureau population projections for NYS in 1990, and the higher projections of the NYS Data Center, will be pleased by a very simple explanation: .the Census Bureau assumed the same amount of migration out of New York :frau 1980-1990 as occurred from 1970-1980. The Nei') York State Data -,Center, as members of the National Planning Association, uses a model that combines economic factors such as employment opportunities with standard demographic characteristics such as birth and death rates. While the accuracy of the different techniques cannot be tested conclusively vintil the next census, independent surveys which show Nous ton 's 1983 growth rate similar to .Binghamton 's casts serious doubt that the migration trends -ae 70s are continuing. NYS 1990 projection - 7rowth Rate census Bureau 16, 456, 700 -6.2% • »YS Data Center 17, 909, 820 +1.7% FEBRUARY MEETING SCHEDULE S M T.W.T FS February 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 I�+Q 4 19 20 21 22 26 27 28 29 23 24 25 2/9/84 - Economic Advisory Committee 10:00 AM Board Conf. Room - Technical Advisory Committee 1:00 PM Board Conf. Room 2/16/84 - Regional Board Meeting 10:30 AM 2/3/84 - Housing Organization of the Southern Tier - tentative NEWSLETTER FINANCED THROUGH GRANTS FROM THE APPALACHIAN COMMISSION Southern Tler. Eaat R•Q(opal Ptann(na D.v•(opcn•nt Board O'NEIL aUUU)LNG 444 f100Q STATE of CC AT STREET GINGHIM.IfON. t4(. t)90% BULK RATE US POSTAGE PAW BINGHAMTON NEW YORK 13901 PERMIT NO. 213 MAYOR City of Ithaca 108g,Green Street Ithaca NY 14850 Name: Education: Honors: CURRICULUM VITAE Irene Wald Stein Boston University, B.A., 1951 English Literature Cornell University, M.S., 1959. Child Development and Family Relationships Cornell University, Ph.D., 1979. Field of Education. Concentrations: Evaluation Research, Extension and Continuing Education, Educational Research Methodology Phi. Kappa Phi Omicron Nu Research and Professional October 1983 to December, Spring Term, 1983: October 1982 - July 1983: April 1982 - October 1982: September 1979 - October Experience: 1983: Evaluation Consultant, Keystone Junior College, LaPlume, Penna., Evaluation of Title III Programs: Academic Program Evaluation, Space Utilization, Administrative Develop- ment and Developmental Education Lecturer, Rutgers University Graduate Program in Public Policy, Graduate Seminar in Program Evaluation Evaluation Consultant, Candor School District, Candor, New York. Evalu- ation of •K-12 standardized testing program Team Leader, External Evaluation Team, Tompkins -Cortland Community College, Dryden, New York. Evalua- tion of Title III Program: Insti- tutional Research, Program Evaluation and Management Information System 1982: Lecturer, Cornell University, De partment of Human Service Studies. a. Residential Health Care Facili- ties Project -Development of State-wide System to utilize new curriculum b. Instructor, Evaluation Training 1 Summer 1979: for Child Welfare Program Mana- gers c. External Evaluator to State De- partment of Social Service Child Welfare Pilot Training d. Title XX Evaluation Project - Development of model to build evaluation capacity in local De- partments of Social Services Instructor, Cornell University Summer Session, Department of Human Service Studies, Research Design and Analysis (course evaluations on file in De- partment office) September 1978 - June 1980 Evaluation Consultant, Fund for Im- provement of Post -Secondary Educa- tion Project, Ithaca College, Program Director, Professor E. Blanpied September 1978 - January 1979: September 1977 - January 1978: September 1978 - June 1977: Part-time Research Support Specialist Department of Human Service Studies, Cornell University, Northeast Re- gional Survey, Program Director, Pro- fessor S. Blackwell Teaching Assistant, Department of Hu- man Service Studies, Cornell Univer- sity, course in Research Methods Research Assistant, Department of Hu- man Service Studies, Cornell Univer- sity, Evaluation of Selected Coop- erative Extension In -Service Training Workshops for Professor E. Samson, Staff Development Officer, Coopera- tive Extension Cornell University September 1975 - June 1976: Research Assistant, Department of Hu- man Service Studies, Computer Analy- sis of Survey Data (SPSS) , super- vised by Professor S. Blackwell September 1974 - June 1975: Research Assistant, Department of Hu- man Service Studies, Evaluation of United States Department of Agricul- ture Nassau County Pilot Program in Family Day Care(full evaluation re - 2 April 1974 - September 1974.: September 1971 - June sponsibility) Evaluation Consultant, Cooperative Extension, Cornell University 1972: Research Associate, Psychology Department, Cornell University September 1970 - January 1971: Instructor,Developmental Psychology, Psychology Department, Ithaca College September 1960 - January 1961: Research Psychologist, Child Develop- ment Department, Cornell University Research Assistant, Child Development Department, Cornell University September 1956 - June 1958: Publications: Crowe, Natalie D., Pine, Barbara A., and Stein, Irene W., Family Day Care: A Cooperative Extension Pilot Program, An Extension Publication of New York State College of Human Ecology, Cornell University, Ithaca, New York,June, 1975. Presentation: "One Approach to city: Strengths Society, Rutgers References: Professor E. Professor S. Professor J. Professor L. University Building Organizational Self -Evaluation Capa- and Weaknesses." Eastern Evaluation Research University, June, 1980. Blanpied, Ithaca College, Ithaca, New York Blackwell, Cornell. University, Ithaca, New York Millman, Cornell University, Ithaca, New York Noble, Director, Cooperative Extension, Cornell 3 V Cdt, Care C es DAY CARE AND CHILD DEVED OF TDMPKINS COUNTY. INC February 2, 1984 Mayor John Gutenhurger City Hall 108 East Green Street Ithaca, New York 14850 30E, N. AURORA STREET. ITHACA. NEV.' YORK 1 (607;273-02S9 Dear Mayor Gutenburger: Before taking office you asked that the Day Care Council assemble a set of recommendations to guide your efforts to emphasize day care and to increase the availability of day care services in Ithaca. The suggestions summarized here combine the ideas of several interested members of the community who have discussed their views and visions with the Day Care Council. We hope that you will see this as a pre- liminary list of avenues to pursue, a list which will both change and become more concrete as we work together in the coming months. We look forward to that partnership; the children, the parents and the businesses of Ithaca have much to gain. There are several actions you could take in the short term to focus constructiveattention on day care in this community. An up-to-date, accurate needs assessment would provide objective data on the demand for specific childcare services. As mayor, you could support a needs assessment in one of several ways: by contracting with the Day Care Council, by using the resources of the City Planning Department, or by request- ing that the Human Services Coalition conduct one for the City. The City Planning Department has current demographic data showing the number and age of resident children, and the structure and labor force participation of their families. These census data would provide the basis for an in depth survey of the child care used by families, and the preferences and obstacles that guide their choice of care. (2) Your official proclamation of the Week of the Young Child (beginning April 8, 1984), and your participation in scheduled events during that week would focus attention on our community's concern for its children and families Implementation of a city policy permitting children under 12 to ride free on city buses when travelling with a child- care group or provider (from a center, a day care home, a camp, or an after-school program) would give providers and the children in their care easier access to all the resources of our community. (1) (3) . A UNITED WAY AGENCY (4) In your role as a major city employer concerned with the childcare needs of employees, several quick' actions could provide a model to other employers: a. Survey all city employees to establish their need for childcare services, preferences for type and location of care, and ability to pay for care. b. Spearhead the move toward a flexible benefits package for employees,.including childcare as one option. c. Help employees find childcare by distributing information, supporting the Day Care Council's Information and Referral service, and permitting parents to use a limited amount of work -time to search for an appropriate childcare situation. The need for day care is a lasting one so the most important actions any supporter can take are those with long term effects. We see two primary areas in which you, as Mayor, could act to increase the availability of day care services in the community. In the end, ensuring the availability of high quality, affordable, accessible day care.to all children and families must be our highest priority. Two groups of children are currently underserved: both infant care and school-age childcare are in short supply. The City could facilitate the development of new childcare programs to serve these groups by providing space in city -owned facilities, and by pursuing Federal revenue- sharing funds to use in establishing such programs. * Policies set at the county level have a significant impact on the day care community. The Tompkins County Department of Social Services certifies Family Day Care Providers and establishes rates of reimbursement to those who provide day care to eligible social services clients. There are currently fewer than 10 certified Family Day Care Homes in the county, and these providers are paid considerably less by DSS than they could receive from private patrons. These policies impact many city residents, not only public assistance recipients, but parents who would prefer to use a certified day care provider, and employers who can only deduct contributions to certified childcare programs from their taxes. It is time for the City to work with the County in developing a comprehensive plan to meet the childcare needs of our community, working to change policies which limit the availability of childcare, and collaborating in the development of complementary proposals and plans for the future. This is no small agenda, Mayor Gutenburger, but you asked us for visions as well as for immediate actions. We look forward to opportunities to discuss these day care recommendations, and other suggestions, that you may have received from the community. Sincerely, Mary Larner, Director OFFICE OF MAYOR CITY OF ITHACA 1 OB EAST GREEN STREET ITHACA, NEW YORK 14850 TELEPHONE: 272-1713 CODE 607. AGENDA T.E.D.I. MONDAY, JANUARY 7, 1984 COMMON COUNCIL CHAMBERS, CITY HALL II:00 A.M. - 1:00. P.M. 1. Minutes of the December 3., 1984 meeting 2.. Mayor's Report 3. Subcommittee on Local Economic Initiatives - J. Green A. Local Food Project - J. Green B. Affirmative Action Project_- C. Venture Capital - C. Sgrecci D. Report on Statistical Indicators - R. Wilson 4. Status of Day Care Needs Assessment Survey - I. Stein 5. Old Business A. Structure of Tedi /Composition of Tedi - Group Discussion 6. New Business 7. Adjournment *NOTE: The next meeting of the Affirmative Action Project will, be January 15, 1984 at 9:00 A.M. at the Unemployment Council Office in the basement of the Henry St. John School "An Equal Opportunity Employer with an Affirmative Action Program" Mayor Gutenberger announced TEDI on April 4, 1984 TED I Mr. William C. Bennett Citizen's Savings Bank The Commons Ithaca, New York 14850 W: 273-7111 Mr. Herman Sieverding 114 Monroe Street Ithaca, New York 14850 W: 273-7111 Ms. Judy Green Ithaca Alternatives Fund 3I3 Washington Street Ithaca, New York I4850 W: 256-5027./H:, 277-4094 Mr. James A. Sanderson Chief Investment Officer Cornell University Terrace Hill Ithaca, New York• 14853 W: 277-0022 Mr. Carl Sgrecci Chief Financial Officer and Controller Ithaca College Job Hall Ithaca, New York 14850 W: 274-3118 Mr. Richard Sullivan Machinists Union 253 Applegate Road Ithaca, New York 14850 Mr. Charles French Building Trades Union 701 W. State Street Ithaca, New York.14850 W: 272-2809./H: 273-0862 Mr. Al .- -Davidoff U.A.W. 1690 Slaterville Road Ithaca, New York 14850 W: 272-4I08/H: 273-2790 Mayor John' C.'.Gutenherger City of Ithaca, 108 E. Green Street Ithaca; New York 14850 W: 272-1713. Ext.- 231 Ms. Nancy Tresner Unemployed Council 211 Pleasant Street Ithaca, New York 14850 272-6872 Ms. Beverly Meek Southside Community Center 305 S. Plain Street Ithaca, New York 14850 273-4190 Mr. H. Matthys Va nCort Director of the Planning and Dev. Department City of Ithaca, 108 E. Green Street Ithaca, New York 14850 W: 272-1713 Ext. 222 Ms. Susan Cummings, Common .Coun- cil Member, Chair, Plan. & Dev. Committee 214 Fayette Street Ithaca, New York_ 14850 272-8141 Helen Jones, City Planning Staff City of Ithaca, 108 E. Green Street Ithaca, New York 14850 W: 272-1713 Ext. 222 Ms. Irene Stein, Coordinator 207 Ithaca Road Ithaca, New York 14850 272-3167 Ms. Kathy Wood 16 Penny Lane Ithaca, New York 14850 W: 272-5101 / H: 273-3865 Mr. Randall Wilson, Work/Study Student 507 W. Green Street Ithaca, New York 14850 Mr. Bruce Courtriight Vice President, Finance 620 So. Aurora Street Ithaca New York 14850 W: 272-7220 Minutes, TEDI, Dec. 3,1984, 11 AM, Common Cbunci_l Chambers. Present: Judy Green, Carl Sgrecci, Charles French, Al Davidof, M. Van Cort; Helen Jones, Cathy Wood, Bruce Courtright, Randall Wilson, Mayor Gutenberger, Irene Stein. Guests: Wanda Correa, IC student, members of the press. The Mayor announced that Common Council Chamber was now a non-smoking area. Minutes. The minutes were accepted with one proviso: Bruce Courtright pointed out that the report presented at TCAD stating that the Lt. Governor was helpful in the Morse Emerson strike would have been more accurate had it stated that the Lt. Gov. was very interested in the situation; he did not actually get involved in the settlement efforts. Mayor's Report. The Mayor°reported that he and Charles French had met and were sending a letter to relevant employers stressing hiring local residents. TEDI has picked up an ally in the Chamber of Commerce which may be setting up a small group toma.e1cont a is about this problem. The mayor suggested that TEDI ha.&ben an influence by airing this problem. Day Care Subcommittee. Irene Stein reported that the Day Care survey was being distributed, but that there is a shortage of volunteers. She is still hopeful of completion of the survey by the end of the year. Subcommittee on Local Economic Initiatives. Judy Green reported that at the last meeting of the Subcommittee, the problem of minority training and hiring had emerged. She will be meeting. with some TEDI people and some community residents to gain some insights into this problem. She would hope to facilitate this group initially, but then that it would set a chairman and do its own work drawing upon help form the consituencies of those involved. Randy Wilson distributed his summary on the local printing industry. The Mayor and he will arrange a meeting of printers and companies to discuss his findings. Randy also gave an interim report on his findings to date on local economic statistics. The Ithaca economy is fairly stable, with this stability related to a large number of low-payng service jobs. Some high growth areas have not added many jobs. Bruce Courtright pointed out that heavy manufacturing is a declining industry in the County paying fairly high wages; however, 40% of the employees live outside the County. Randy will present a report at the next TEDI meeting. Judy Green reported that she presented the local foods project idea at the recent hearing regarding a permanent site for the Farmer's Market. Steve Jackson, representative to the Farmer's 1 Market from the Planning Board will call together a group to discuss future directions for the Market in roles and functions. Charlie French reported that the contractors at the Reconstruction Home project will be hiring locally, and this may be a result of TEDI's efforts. He is also hoping to get'a fair share of local jobs on the sewer project. He also reported that -the affirmative action plan to fill minority employment quotas on State financed projects and that this relates to the group Judy is setting up. Carl Sgrecci reported on Venture Capital. As a result of discussions with Tom Mailey and others, he has an idea for local provision of venture capital which .he will be. pursuing. He and Jim Sanderson will be attending a small venture capital seminar sponssored by TCAD. Bruce Courtright reported that a comparison of the 1984 and 1969 telepone hooks revealed insurance and lawyers as having grown 90%, doctors 497o, grocers 11%, public accountants 117%, ad. agencies 300%. The population growth in 15 years is about 15%. Ithaca is a service-oriented vs. a manufacturing community. His findings reflect those of Randy Wilson. A basic problem lies in what can he done to raise people from low scale jobs to those better paying jobs that are available. Status of TEDI. Al Davidoff wondered whether there was a pattern of poor attendance by representatives of some constituencies which would suggest replacement of individuals and whether there should be additional constituencies represented .as well.. Judy Green wondered whether there should he some statement defining goals and priorities as well as process of decision-making,and suggested members' coming in with some suggestions. Perhaps there should also he a process of reporting and gaining input from constituency groups. The Mayor suggested that decision-making process might differ in different situations and, therefore, might he best handled on a case-by-case basis. Irene Stein pointed out that TEDI has a good record of accomplishment for a group of less than six months old: a day care needs assessment out in the field, some effect on local hiring, beginning efforts in a local foods venture, research on local printing, first steps in relation to venture capital, minority hiring problems and a study of economic demographics. 2 State University of New York at Albany CENTER FOR WOMEN IN GOVERNMENT Draper Hall, Room 302 1400 Washington Ave. Albany, N.Y. 12222 80 Centre Street, Room 296 New York, New York 10013 Cl. :es '.Surveys of full time state workers indi- Cate that -nearly, one-half of the women and about 20 percent of the menwould rather work°part time, according to the 'State Council°on Children and Families. A Council study -"Parttime' Employ - mens: Implications` for Families' and the Workplace" -concludes that agencies. "ought to make, greater use of;part-time work. The study..is°based on`surveys of ,000 employees, °supervisors :and, per- onnel officers. Joseph J Coeozza,.council executive s,nt e study `h ghl gh h mportance of matching workplace poli 'res wit c anging,workforce and family prevalent concerning the, effectiveness .v Part-time employees;.°especially° women. cited` fewerpr'oblems. between:-1- , etween ° 3 job and°family responsibilities than full- ` time counterparts Part-time workers' ,. also tended`to experience°greater lob' sattsfaetion State managers overwhelmtngly„” were receptiveto the concept°zof part , time work Less than five,percent of per ; sonnel.adninistrators aind,ten percent of a. supervisors said they do not favor part time Jobs as,an employnaent option The -;.Council recommends lowing :' ° The state` Should fntensify efforts_ "}-1 -if It t l f t b to encourage and develop Part-t,ime Jol oppor unt les.' Each agency should survey: curreri' estify to the and effieieney of parttime, employees t t need s. ° e says a resu s va ue. o part-, time° to s, especially for young°families, but°also for other groups such as the growing elderly population.' Thomas F Hartnett, director of the ;governor s Office of Employee Relations, says the reportindicates more can be done to successfully promote, part-time employment in New York State. The study dispels many of the myths that have, been Rebecca'P Hatch wasthe Councils pr"ojectdirector and authorof the report Other' key findings include ,The- majority; of state employees would approve if their agencies were to develop more part time jobs.Only 21 percent of the full time,and five•percent of the part time workforce surveyed would not approve and . projected stafftng feeds to deter mine ;how part-time wo'rkers can besr be used , Agencies should examine the sibihty q£° offering full tine employees;µ a chance s.to voluntarily - work xeduceds,° hours . , a 0 economic and social welfare of the state as a whole:' .Berko says some state agencies tend to neglect public mention of programs they make available to disabled people. "The omission isn't purposeful," she explains; "it simply doesn't occur to them." "When we can get disability issues in the mainstream of decision-making, not only will it be more cost-effective, but it will achieve more on the road to equity for all people:' In the job field, Berko says the state civil service examination process is too inflexi- ble for some disabled people. She acknowledges that special opportuni- ties in state government have opened up for the disabled, but'at'the same time locked them into'jobs outside the usual routes for advancement. ,Under :the current system, she says, the disabled have to score'high on competitive exams to advance; But for a disabled per- son who has problems, writing or'"`shaping words, a timed exam is an unfair obstacle— one that fails to reflect the ability that per- son may demonstrate in her/his daily work. Even when the capacity to advance is there, it is impossible for such an individual to do so with that kind of test, Berko says. By the same token, she adds, when civil service has made "reasonable accommoda- tions" in test procedures, the extent of some accommodations is subject to question. "A written examination which is given orally may not measure a critical dimen- sion of the test," Berko notes. She describes herself as having "always been a liberated woman. And this has not been solely because of my disability. But I think that has been part of my determina- tion to be self-reliant." Berko tells an anecdoteabout taking an oral exam years ago for a job in the mental health field. "One of the questions I was asked was how I would handle the situation if I had to work for a male chauvinist. That's a no-win question, but my answer must have been a good one." Frances Berko is smiling as she remem- bers, adding, "in fact, I think my response helped me pass the oral." "I used to joke that I'm a woman, I'm a Jew, I'm disabled. But the discrimination against the disabled is so great that I have virtually no experience of discrimination on the basis of sex or religion:' Frances Berko has stopped smiling. "It's as if we're not even worthy of cate- gorization with other women. The women's movement has to appreciate that this is their problem, too:' ❑ Cynthia H. Chertos Sharon Lloyd Clark Personnel changes Cynthia H. Chertos, Ph.D., is the new director of the Center's research and imple- mentation division. She succeeds Ronnie J. Steinberg, Ph.D., who will direct compara- ble wo'r'th research for. the' Center. Chertos has. been with the Center since 1980;• and .has done research on such top„-, ics as: ` ' — 'The, effects. of the inanagerial promo- , tion process on'women- and .minori- ties in New York State government: — The feasibility of creating 'transi- tion jobs which link deadend jobs with career ladders offering advance- ment opportunities for New York City employees. — Policy analysis concerning the impact of organizational rules, policies and procedures on the employment of women and minorities. Before joining the Center, Chertos stud- ied institutional job discrimination and the results of affirmative action programs in universities. She holds a B.S. degree from Eastern Michigan University, and M.A. and Ph.D. degrees from the University of Michigan. Sharon Lloyd Clark has been named co- ordinator of the Center's legislative fellow- ship program on women and public policy. The program is the first in the nation to be conducted at a state level. Recipients Pay study (continued from page 1) of comparable worth efforts elsewhere and a review of comparable worth law to determine what legal standards are evolv- ing nationwide. Under the contract, the Center will analyze the state job classification system. After determining what job characteristics are im- portant in setting wages, the Center will design and apply quantitative measures to draw comparisons between different kinds of jobs. Robert LaSalle combine graduate study at SUNY Albany and work with a state legislator or legisla- tive committee. The Revson Foundation funds the program. Clark joined the Center in February to develop recruitment material for the pro- gram. As fellowship program coordinator, she succeeds Amy Finkel, who has returned to work in the State Legislature. Clark has taught history at Cornell Uni- versity and at Hobart and William Smith 'colleges. She also has worked as a research assistant for the affirmative action office at Cornell, and most recently was assistant director of admissions at William Smith. She holds a bachelor's degree from Musk- ingum College in Ohio and a masters degree from Cornell. Robert LaSalle has joined the Center as a research assistant. He holds a masters degree in organization/industrial psychol- ogy from the University of New Haven and a bachelor's degree in business management from SUNY Plattsburgh. He will assist in research on pay equity and on structural barriers which tend to block women and minorities from manage- ment jobs. LaSalle did a graduate internship in the human resources department of Habitat/ Architectural Supplements, Inc., in Dan- bury, Connecticut. Jobs with a similar number of points will be compared to see whether their salaries are similar. For example, the difference in pay between a male -dominated job and a female -dominated job with the same point total would reflect the extent to which the lower salaried job is undervalued. Ronnie J. Steinberg, Ph.D., will direct the project. Lois Haignere, Ph.D., will be a key participant. 0 7 John: Here are the two names I mentioned as excellent possibilities for the day care representative on TEDI. Alene Wyatt currently director a IACC day care center, and coordinator of the county directors group meeting (which you attended yesterday). Has historical knowledge of the Lay Care Council, and of curoernt services in the area. Home 257-1894 Office 273-3013; - currently director of Southside Community Center. Has a lot of knowledge and background in infant care, family day care providers, and center• care. Home -273-1453 Office 2:73-4.190 3o S Both mentioned that they would enjoy sitting down to S'- - talk with about what you are looking for, what they would expect and then mutually decide what vauld be, the best representation. Good luck! Happy Holidays!! Kathy" Balada December 23, 1983 John C. Gutenberger 110 Eastwood Terrace Ithaca New York 14850 Dear Mr. Gutenberger: The Tompkins County Unemployed Council is very glad for the opportunity you have afforded us to serve on the Task Force for Economic Development in Ithaca. Appointment to the TEDI will enable our organization to promote its long term goal of working toward political and economic change to eradicate the causes of unemploy- ment. Indeed we are honored by the political prestige of such an ap- pointment and encouraged by your desire for input from the group most directly affected by economic policy decisions. The Unemployed Council has for members, all from the Steering Committee, who would like to be considered for appointment to a seat on the �DI. These people are: Michael Cohen -painter, car- penter, union organizer, community activ'`'ism, an original organizer of the Unemployed Council; Kirby Edmonds -Citizens Party candidate for Common Council '83, community activist, and original organizer of the Unemployed Council; Alan Weiner -attorney with Chemung Neigh- borhood Legal Services, has attended several seminars on economic development and will bring this expertise to TEDI; and Nancy Tresner-single parent, member of several local boards including: DSS Advisory Council, Human Services Coalition, Drop -In Center, Women's Social Action Committee, and organizer of Feminization of Poverty conferences locally. Our priority is to place an unemployed member of our group on TEDI, and currently, Nancy Tresner is the only member of our group who is available and has jobless status. We would also ask that you serious- ly consider appointing two members to TEDI from the Unemployed Council because the unemployed status of our membership is in a constant state of flux as individuals achieve their personal goals of finding employment. In order to insure that the unemployed are fully repre- sented on the task forceby an unemployed person and to insure continuity in our participation we think it will be important to have two positions one of which would always be held by an unemployed person. If necessary, though this would not be our preference, the two positions could share one vote. We appreciate your special consideration on this matter. As well as our interes and commitment to serving on the TEDI, the Unemployed Council also feels it could make viable to other city bodied as well. These include the Ithaca Housir Authority, the 'Planning and Development Board, : the Affirmative Action Committee, and the Human Rights Committee. Please consider the candidates we have listed for appointments to these committee positions as well. -2 - We appreciate your efforts to open up the political process by involv- ing concerned citizens in policy-making positions. We are fortunate in Ithaca to have an elected official who is willing to share political power with the public and is striving toward a truly participatory democracy. Thank -you. Sincerely, Nancy 'lresner 211 Pleasant St. Ithaca New York 14850 Mayor -Elect John Gutenberger 110 Eastwood Terrace Ithaca, NY 14850 Dear Mr. Gutenberger, Judy Green 313 Washington St. Ithaca, NY 14850 Dec. 24 1983 I am very interested in serving on theTask Force for Economic' Development in Ithaca. My area of interest is food and farming, specifically how we can improve and increase the connections between local farmers and consumers. I am especially concerned that we formulate economic development strategies that will maximize benefit to our low income and impoverished citizens, urban and rural. Since 1980 my work has dealt directly with our local food economy,first as coordinator of the Center for Local Food and Agriculture at Cornell and also as committee member and assistant manager of GreenStar Cooperative Market. My strengths are 1) familiarity with the local farming/marketing/processing situation; 2) familiarity with cooperatives and community development corpor- ations (powerful tools in economic development for the disadvantaged; and 3) access to a regional network of expertise on innovative farm/food development. I feel very strongly that local food production,marketing and processing must be given high priority in Ithaca's economic development agenda. There are several reasons for this: 1) As you are probably aware, there is growing concern in the Northeast. about the vulnerability of our food supply: even in New York where ag. is our top industry, we import about. 75% of our food from out of state. There is a growing effort in Albany to establish a NY State Food Policy that mandates greater self-reliance in food. 2) Agriculture has been shown to have the highest economic multiplier effect of all industries. That is to say, dollars invested in local agricultrnre would generate a lot of business in connected areas: marketing, processing, inputsupplies, etc. 3) Our research at the Center for Local Food and Agriculture showed that there are large numbers of small farmers in the area who are eager to expand their production, given a market. At the same time area markets (restaurants, schools,institutions,groceries,ete.) are are sending hundreds of thousands of dollars out of state for their produce. What is lacking is a marketing structure that can effectively link numerous small producers to large markets. 4) Hunger in Tompkins County is very real, and seems to be increasing, while food rots in our fields for lack of a market. What we really need is effective leadership at the local level, to establish food and agriculture -related activities as a top priority for economic development. But I also feel thatwe need to be innovative in our approach, emphasizing local control and ownership (instead of inviting outside investments that will eventually drain our economy), encouraging community involvement and support; linking private sector investment with programs for public benefit, etc. I have lots of ideas, and would welcome the opportunity to explore them with others in TEDI. Thanks for your consideration. I would also like to commend you for opening the appointment process up. It's a very good sign:' <AJ -Q3 6)/(tz\ From: Steve Jackson To: Gutie Re: Some More names.of people who might be Appointable CHUCK DEMOTTE: as a professional historian, who grew up in Ithaca (his :family owned the Corner Book Store), and someone who has studied policing in .England and the U.S., he would be good. at, , and interested in, either Police Commissioners, or City Historian. (note: his vita is attached) LIZ DEMOTTE: A British citizen, but permanent resident of the U.S., she has worked with, and studied, kids in many settings. She would be a great person to appoint to any of the bodies dealingwith youth. KURT EDELMAN: hard-working and loyal member of the 1st Ward Committee, shopsteward in the UAW Local, Kurt is very bright, and very detailed in everything he does. He hasrefrained from being too involved in order to not: overe-commit his time. If there is an appointment which would not require too.muchrtime, I.believe he would be excellent to introduce into city government. KIRBY EDMONDS: just to put in writing, my; feelingsthat he is someone who, if appointed as the Unemployed Council's Rep. to TEDI, would probably prove to be one of the most productive members. He is very good at working with peoples he generates proposals for funding from sources; outside the city :which look very good, andhe wants to get things done. NANCY TRESNER: active in the unemployed -council, she has - organized recently the Women's Social Action. Committee, growing out of the very highly acclaimed Conference: on the Feminization of Poverty. I believe she should be incorporated into a city position somewhere, if possible. ALICE COOK: if (when). you create an Advisory Committee on the Status of Women, she would be an ideal person, perhaps to chair it. Internationally renowned as a scholar (on women in trade unions), she is also widely known locally, although she has not been very active in local politics. She should be! She is the most dynamic 80 year old (man or woman) you will ever meet. • • • *figrt savings bank �a TOMPKINS COUNTY CORTLAND COUNTY BROOME COUNTY The Hon. John Gutenberger City Hall Ithaca, N.Y. 14850 January 19, 1984 Dear Mr. Gutenberger: PACE /ELI JAPI 2 0 198'1; This letter is to confirm our conversation of January 18 regarding my interest in participating in your Economic Development Task Force during 1984. My current position as an Officer of Citizens Savings Bank, the fact that I am President -Elect of the Tompkins County Chamber of Commerce, and my residence in the City of Ithaca all make me very concerned about and supportive of a strong economic base for the City. The various "Hats" outlined above would allow me to provide input from three different perspectives and to communicate with several key elements in the economic structure of Ithaca. Since y _ William C.__ennett Banking Officer Pension and Financial Services WCB/b P.O. BOX 400, 118 NORTH TIOGA ST., ITHACA, N.Y. 14850 (607) 273-7111 N. TRIPHAMMER RD. AT SHERATON, ITHACA, N.Y. 14850 (607) 257-2224 EAST HILL PLAZA, ELLIS HOLLOW RD., ITHACA, N.Y. 14850 (607) 277-4141 PYRAMID MALL, N. TRIPHAMMER RD., ITHACA, N.Y. 14850 (607) 257-4600 WILLARD STRAIGHT HALL, ITHACA, N.Y. 14850 (607) 257-5121 assets over $300 million Mayor John Gutenberger City Hall Ithaca, NY 14850 Dear Mayor Gutenberger 320 Linn St Ithaca, NY 14850 272-6196, 256-8401 January 18, 1984 Members of the Ithaca Alternatives Fund, a coalition of 11 local worker -managed businesses, are interested in participating on the Task Force For Economic Development. Ithaca`s worker -managed businesses and cooperatives constitute a growing part of the local economy, providing employment and services to local residents. This is a sector of the economy which has received little attention from the city government. Alternatives Fund businesses represent a part of the Ithaca community and we have experience and skills in establishing and maintaining locally owned and managed businesses which we could contribute to TEDI. There are also many actions which the city could take to support current worker -managed businesses and to help establish new firms, thereby creating new employment and generating revenue which would remain in Ithaca. If you have any questions about the Alternatives Fund, feel free to contact me. I understand that Judy Green has been recommended for a position on TEDI. She is an active member of an Alternatives Fund business and we would be pleased to have her serve as our representative. Thank you for your consideration. Sincerely, /VYYL 77 James Michael] olway Member, Ithaca Alternatives Fund 1$. • • , .'„ • , • ' , „ • P• , , ' • • • • H• Alternatives Fund rrieet's)at .the • third Tuesday of every month at the Community Self-. Reliance .:Center. :''' We he ar,,,gto# and 109'requests, which are decided,by c�nsensus. We also present workshops and discuss Fund projects. All are welcome , .„ • . •toatte jid GRANTS • , •'• •!1: : , , The, : 'Alternatives Fund ','Makes loans and; gives grants Loans are 'offered only to community service projects : and member busineSki.1, The interest 15 0% if Paid back within one year and 676 annually thereafter • Grants ,•a‘'rerage, between $100•and $500 and may be,, given in alump sum or ii monthly installments. :The Fund' gives Money to Iocal Organizations ,whiCbirare democratic, non-discriminatory, and dedicated to serving the, needs of the Comr,nunity: Priority is given :14 to change -oriented community projects, service groups controlled by, the people' WhO benefit, and ,organi-, • zations/projects trying toilet,started and lack access to traditional sources of ,fUnding. ; Photo by Mary Beth O'Connor When ,Greenstar moved, members moved small items "Bucket Brigade" styleP 1 I ALTERNA IVES FUND, c/o Community Self -Reliance Center Ithaca, NY 14850 (607) 272-3040 To apply for a grant , or loan from The Fund, a , group mustsubmit 8 copies of their written proposal at a Fund meeting. • Application forms are available at the. Community Self -Reliance Center and request:, a P , history of ' the group 9r project,.' constituency, , purposes, organizational structure, a , financial ' 'statement or budget, a description of the, project to be' , funded. Funding requests; are reviewed and acted upon, at the meeting , following their submission.. A ,representative from the gr5up should, be ,present and, prepared to answer questions when 'the proposal •is reviewed. .1 • c/oComMunity,selfReliance Center Ithaca, NY ' • • •;.1• ; ' •• ' (607) 27273040,;'. An association of local,,worker-managed :businesses'and co7ops.comenitted to building and • maintaining worker management,and'to supporting • organizations responsive to the needs of the community. • • • Our goal is t� provide'financial and technical assistance 'to our Membert.and to community organizations by sharing our expertise ' and the money generated by .our businesses. Services - Loans - Grants • ' I • lie Fund currently enjoys` the 'participation of?;t following' bu"smes'ses: ITHACA ,REAL FOOD COOP,' HANDWORK,, SOMADHARA, ITHACIJIFARMER'S':MARKET;., EENSTARCOOP. MA0KET'�WEST :HILL' OD YCARE.:CENTER, MOOSEWO.RES URANT, APPLEBLOSSOM'. CAFE,• ALTER .TIVES FEDERAL CREDIT,,UNION, SCARi STITUTE, and GALLAGHER `dc' SHEAN 1 tl F,., „ i ost ;of 'The Fund,i money is disbursed .as lgrants'rand ccasi'onal no interest loans ; ,The ',Fund also'defines r 1,11 1 1 � 7 q � ! ,�: ' e community oft membership for theta Alternatives , r ,,. (� fr nl, r , ,,'Pe Federal ICredit Union ,+which,l'was founded S from it Normal credit borrowing `isnowvailable t `' members from' the Alternatives Federal;Cre' neon..' :TERNATIVES FUN_ Alternatives Fund is a group of people repre- senting ,rworker managed I businesses ,'We are; mm`itted ` , to using our' .,'resources to ;support,; cooperative •and responsibleways`; of living The' role Fund is, .to provide; :° business, expertiseand advice., to', serve as a funding sour"ce, ;to, 'coordinate Projects, of ;common concern, and I to 'be a, .;support; network 'for ` both ,established members and organizations Ourrworkshops.,include' presentations.,o cooperative ;,,movements, local businesses, and man topics, relevant to running a business. ver } tF e,• years, help loans have; been oft' great ; to of the' mostrecent`mclii ""1TS•+Being !'Ou'rselves/Feminist' • Radio j Collect ,e, Community Reliance Center, Displaced' omemakers Organizing, Committee, Project rowing) HoPe/,Community Gardens, ,Committee.; �r Working ,'Parents, Tompkins County lDay'Care and Child, Development,; Council, ,Offender'JAid and estoration, ;'Women'sResource ,,Center, ' Ithaca;': ape' Crisis ''+ S• ` f Greenstar Cooperative, Market,..West Hill' iaycare ' ;Center, .Menswork, "Southside' Food uying Club. ►ur ,loans are> given on�ly,,;to community groups (no'; ndividuals),'' and ; primarily Only, if other,' funding is v'ailatile G''Loans?ao individuals''are'availab'le .from''•the' ternatives Federal, Credi TUBE DIRECTIONS Our +goal is to ,;provide, expertise'' to ,businesses ,an community. ,'groups.'. ; We want to,, encourage new, worker -managed >. businesses ,, -and community, velopment This, work esquires that• we increase contributions to" : The Fun ' I,,so we ; can, increase; "our program 'of.loans, grants, and services.+ ' :Alternatives 'Fund ;started ,in ;1972' as; tht Ithaca, „ Project, an association of + ;land base communes' '`The Fund ',soon', became more turban, and,;. thanks ,to a' grant` and,:Joan, from tt a Quakers,,:•formed,,' ',three businesses ,A'49i6;tx aon gross income was levied, against, each+'busin'e'ss,and'the resulting ;pooi,.of money,. became The'';Fund. , This ,method of, tithing ,proved too . burdensome ''as the businesse's I involved,''became''l more. •diverse `.'Businesses '.;now contribute '';t0°,funds :'on:, ' pledge', basis„as .they are;'able,_ rather than.: as a straig` percentage'of 'their gross ” ' ' ' I ',Address: Alternatives" Fund. /o Community Self Reliance Center 101 N;:)Geneva Street" 'Ithaca, NY; 14850' rl