HomeMy WebLinkAboutMN-IURAED-2012-04-03Approved 5/8/12
Ithaca
Urban
Renewal
Agency
108 E. Green Street
Ithaca, New York 14850
(607) 274-6559
(607) 274-6558 (fax)
MINUTES
ITHACA URBAN RENEWAL AGENCY
Economic Development Committee (EDC)
3:30 PM, Tuesday, April 3, 2012
Common Council Chambers, 3rd Floor, City Hall, Ithaca, NY
Present: Doug Dylla, Leslie Ackerman, Martha Armstrong, Ayana Richardson, Jennifer Tegan
Absent: None.
Staff: Nels Bohn
Guests: None.
I. Call to Order
Chair Dylla called the meeting to order at 3:31 P.M.
II. Agenda Additions/Deletions – None
III. Public Comments (3‐minute maximum per person) – None
IV. Review of Meeting Minutes
Richardson moved, seconded by Ackerman, to approve the minutes of the February 14,
2012 meeting, with no modifications. Carried Unanimously 4‐0.
Tegan moved, seconded by Ackerman, to approve the minutes of the March 6, 2012
meeting, with no modifications. Carried Unanimously 4‐0.
V. HUD Entitlement Program, Development of Draft FY2012 Action Plan
A. Review of Funding Applications Received for Economic Development Projects ―
Brief Meetings with Sponsors for Follow‐Up Questions & Clarifications
(continued ↓)
IURA EDC Minutes
April 3, 2012
Page 2 of 12
(Questions from Committee members are identified in bold below.)
1. NEXT STEPS JOB TRAINING PROGRAM (Kitchen Theatre Company)
Present:
Lindsay Hahnes, Director of Development & Marketing, Kitchen Theatre Company (KTC)
Rachel Burttram, Director of Audience Services & Community Programs, KTC
Stephen Nunley, Managing Director, KTC
What are the results of the program’s first year?
Burttram replied they are about halfway through; and they have produced regular six‐
week evaluations, which have looked good so far. Given that it is a pilot program, the
applicant’s understanding of what the program entails has evolved since its inception.
Trainees seem to be developing a genuine degree of self‐confidence, team‐orientation,
and job maturity.
What kind of turnover has the program experienced, since its inception?
Burttram replied that they started with four trainees, 2 FT and 2 PT, and have retained a
total of 3 FT.
What is the status of the applicant’s stated intent to leverage $10,000 from the
Tompkins County Charitable Gift Fund (Tompkins Trust Company)?
Hahnes replied that they submitted two grant applications for $10,000, one to the
Legacy Foundation of Tompkins County and another to the Tompkins County Charitable
Gift Fund. They should find out at the end of April, for the Tompkins County Charitable
Gift Fund, and the end of June 2012, for the Legacy Foundation.
One criterion for approval is based on the financial self‐sufficiency of a given program.
The applicant mentioned it recently raised additional funds, as part of an online
campaign, and that it anticipates doing so again. Is this still the intent?
Hahnes responded, yes, although the applicant would like to find out the results of the
two aforementioned grant applications, before launching the online campaign. The
online campaign would likely include a video from the trainees.
IURA EDC Minutes
April 3, 2012
Page 3 of 12
Another criterion for approval is based on the comparative cost‐per‐beneficiary of the
applications received. The Next Steps program costs the most per beneficiary, in this
particular grant cycle. How would the applicant justify the value of the program to the
Committee? What kind of prospects will trainees have, once they leave the program?
Also, what kind of assistance is provided to the trainees to help them build on their
success?
Burttram replied that the program is a genuine mentorship program ― not only are
trainees being assigned tasks on a daily basis, but they have regular discussions with
staff about their lives in general, their aspirations, and so on. For example, one of their
trainees, Julissa Acevedo, started the program with an observable degree of shyness,
which Burttram ultimately helped address, by lending Julissa more confidence and
setting her up for future success. Without the program, Julissa’s future prospects would
arguably have been in doubt. Burttram concluded by cautioning it is difficult to quantify
empirically what each trainee derives from the program.
Hahnes remarked that as part of the program each trainee leaves with a letter of
recommendation and a resumé. Each trainee is also scheduled for a preliminary
interview with the ticketing center. Trainees receive a wide variety of benefits that set
them up for future success, including telemarketing, serving as ambassadors in the
community, learning how to present themselves in a professional manner and dealing
with difficult customers, and communicating professionally and effectively via phone, e‐
mail, and in person.
Nunley stressed that while trainees leave the program with a defined set of skills
relating to house management and many of the other tasks they perform, it is the less
tangible results of the program, such as self‐confidence and communication, which
constitute the most valuable part of the program.
The grant application mentions some certificates. What are those for?
Burttram replied that the trainees learn certain kinds of job skills, such as end‐of‐night
reports, cash reconciliation, and ticketing software. As they master each skill, they
receive an internally produced certificate of completion. The theatre is also exploring
possibly providing CPR and first aid training, as well, and perhaps even enrolling them in
the Tompkins‐Cortland Community College (TC3) Hospitality STAR program.
How were the trainees selected? Were trainees selected for having their skills or
rather for their needs or skill deficiencies?
Burttram replied that trainees were selected for both their existing skills and their
perceived needs or skill deficiencies. Burttram noted that she extensively interviewed
everyone who applied, lasting from 1 to 1½ hours, including follow‐up interviews, e‐
mailed questions, and a final interview.
IURA EDC Minutes
April 3, 2012
Page 4 of 12
How did the applicant assess that their trainees did not, in fact, possess job‐readiness
skills?
Burttram prefaced her response by noting that, if these had been ordinary jobs, the
theatre most likely would already have let some of their trainees go. Since it is in part a
mentorship program, however, the trainees are treated differently. Burttram remarked
that she can say with a high degree of confidence that the trainees did not have job‐
readiness skills, when they first started the program.
Hahnes added the theatre also reached out to youth leaders in the community (e.g.,
Learning Lab, Workforce NY, GIAC, Southside Community Center, etc.) and asked them
for suggestions of young people they thought might be interested in the program.
2. ITHACA FOOD WORKS KITCHEN DEVELOPMENT (Cornell Cooperative Extension)
Present:
Michael Culotta, Consultant
Ken Schlather, Executive Director, Cornell Cooperative Extension (CCE)
Jemila Sequeira, Whole Community Project Coordinator, CCE
Pam Gueldner, Local Café Owner (interested in renting proposed project space)
Has the site adjoining the proposed Neighborhood Pride grocery store definitely been
decided upon as the site for the kitchen, or is it simply the foremost among a variety
of options?
Schlather replied it is a possible location and it depends to a large extent on whether
Neighborhood Pride ultimately receives its funding. The applicant’s general expectation
is that the project would be located at that site.
Which other locations have been explored?
Culotta replied that the applicant explored the Women’s Community Building and some
local food‐related organizations, like GreenStar, as well as some commercial kitchens.
The applicant does not believe it is in a position to choose another location, at this time
― and it is most excited about the Neighborhood Pride location.
The application refers to a food entrepreneurship workshop. Is the underlying intent
to create workshops for people getting into the business or for people who are
already in the business, but who are trying to move to the next step?
Schlather replied it would be oriented towards both.
IURA EDC Minutes
April 3, 2012
Page 5 of 12
What kind of outreach efforts are planned for the project, beyond pursuing a
partnership with the Cornell Cooperative Extension?
Schlather replied that the applicants maintain strong connections to other Cornell
subsidiary organizations (e.g., the hotel school). They have also explored the workforce
development side of the program, with organizations like the Park Foundation.
Furthermore, TC3 has expressed an interest in determining how the project might
dovetail with other local workforce development activities, oriented towards food
services. Sequeira added that additional outreach has been done relating to the U.S.
Department of Agriculture’s 5‐year Food Dignity grant. As part of that program, CCE will
be examining the local food system over the next five years, in five counties, in an effort
to determine how best to promote a sustainable food system. Over the course of
examining food insecurity and its underlying causes, it quickly became evident to
Sequeira that many people experiencing food insecurity also have a sustained and avid
interest in food and cuisine. Food Dignity will help identify those people who might not
have been involved in the food and catering system, but who would like the opportunity
to start a catering business.
Does the applicant envision the program becoming self‐sustaining, after the initial up‐
front investment? If so, does the applicant anticipate being able to independently
support the costs of the training program?
Over the long‐term, Schlather replied, the numbers suggest they should be able to cover
the general operational costs of the facility, even if only a relatively small amount of
capacity is used. In addition, there should be considerable room for expansion; and any
growth in the program’s capacity should be able to support the training portion of the
project.
3. CINEMAPOLIS DIGITAL CONVERSION (The Seventh Art Corporation of Ithaca, Inc.)
Present:
Lynne Cohen, Co‐Founder & Executive Director, 7th Art Corporation of Ithaca
(Cinemapolis)
Frank Robinson, Cinemapolis Board Member & Former Director of Herbert F. Johnson
Museum of Art
What is the status of the project’s proposed matching funding efforts?
Cohen indicated the theatre raised about $35,000 from end‐of‐year donations. A
$15,000 grant was also secured from the Cornell Office of Community Relations (over
three years). Furthermore, the applicant is applying to both the Legacy Foundation and
the Tompkins Charitable Gift Fund; it should be hearing back from them later this
Spring. The theatre will also launch another capital campaign, exclusively devoted to
this project, and it is meeting with a fundraising specialist later this month to start the
whole process.
IURA EDC Minutes
April 3, 2012
Page 6 of 12
Johnson stressed the theatre has historically been very successful at raising money. It
benefits greatly from a particularly active and committed board.
What is the theatre’s annual gross sales income and how does the digital conversion
expense compare?
Cohen indicated the theatre’s 2011 gross sales were $700,000; so the conversion
expense certainly represents a very significant portion of that.
How are other similar small/independent theatres handling this kind of digital
conversion expense?
Largely in the same manner, Cohen replied, piecing together capital funds and grants.
Johnson remarked that some predictions project something along the lines of 1,000
theatres will go bankrupt.
What does a new digital movie reel look like, compared to the ones most people are
commonly familiar with?
Cohen replied it is simply a disc that gets uploaded into a hard‐drive. Up to this point,
distributors had been waiting for technology that could successfully encrypt digital film
to prevent pirating, which they can now do.
Is the intent to phase the digital conversion over the next 2‐years?
Yes, replied Cohen. Johnson added they hope to have it completely phased in by 2014.
He stressed they definitely need to convert all 5 of their theatres to generate sufficient
income and remain viable.
Will the production/distribution companies all be converting at the same time?
Cohen indicated they will all be converting at different times. Thankfully, it is not the
same deadline.
In response to a prior IURA question, the applicant indicated it would be precluded
from pursuing a loan for the conversion, since it does not have any uncommitted
collateral. If a loan were offered as an unsecured loan, so that collateral would no
longer be an issue, would the applicant then be willing to pursue that option?
Cohen replied she would prefer not to burden the theatre with the additional long‐term
expense of a loan. If that is all that is available to it, however, then she presumes it
would accept it and independently raise the funds to repay the loan. (She noted it could
not be repaid from ticket and refreshment sales income, however, since the theatre
would not be able to rely on the stability of that income to pay off such a large loan.)
IURA EDC Minutes
April 3, 2012
Page 7 of 12
How much funding was raised for the relocation to the new facility?
Cohen replied it was ultimately around $280,000. Johnson added the annual fund is
around $35‐40,000 a year.
4. DOWNTOWN RETAIL CORRIDOR SUPPORT (Cornell Cooperative Extension)
Present:
Eldred Harris, eLab Founder & Local Business Owner (Diaspora)
Ken Schlather, Executive Director, Cornell Cooperative Extension
Has the applicant team already provided needs‐assessment and intensive business
coaching to existing businesses?
Harris replied, yes. As the owner/operator of a retail business on the Commons, he has
provided support for approximately six minority‐owned businesses, over the past four
years. He helped saved two of them, while two, unfortunately, closed. His experience
as a professional manager of corporate business relationships at Claritas is probably
most relevant to the work that is proposed. His experience practicing law would also be
relevant, as well as his tenure over the past three years as a member of the Ithaca City
School Board.
Schlather added that CCE works with hundreds of businesses, particularly in the
agriculture and food services sector, and the other partners in the program (e.g., AFCU,
Downtown Ithaca Alliance, etc.) also maintain direct relationships with local businesses.
Harris stressed the program would provide the kind of access, relationships, hands‐on
mentorship, and technical expertise that other local programs and organizations simply
do not provide. He remarked there are 6 empty businesses in the main downtown
corridor and an additional 7 empty businesses on Cayuga Street, for a total of 13. If one
adds the 7 ‘head’ shops, one might argue a total of 20 downtown businesses either
need to be established or more fully utilized. There are roughly 60 total spaces in the
area, so roughly ⅓ of the spaces are either vacant or underutilized.
Why does the Downtown Ithaca Alliance (DIA) not perform the kinds of services the
program is seeking to fund, as a logical outgrowth of its mission and existing
infrastructure?
Harris replied it is probably simply a function of how the DIA is financed, which is
through a special tax assessment taken from large landlords. Eventually, Harris
conceded, a program like this should probably be incorporated under the DIA’s
auspices, but it just does not have the staff capacity to do so at this point.
IURA EDC Minutes
April 3, 2012
Page 8 of 12
The applicant’s response to an IURA request for clarification on the program’s
measurable outcomes (e.g., creating x number of FTE jobs, starting up x number of
new businesses, etc.) appears incomplete, to some extent. Could the applicant
provide more information?
Harris replied that the lack of detail is merely a function of not yet knowing which
specific businesses would be participating. The objective is to work in conjunction with
DIA, as well as other community‐based organizations and agencies, to identify
businesses which have already benefited from community investment, but which
remain in a tenuous position. As soon as specific businesses have been identified, the
applicant would be in a much better position to provide the kind of measurable data the
IURA is looking for.
5. WORK PRESERVE JOB TRAINING PROGRAM (Historic Ithaca)
Present:
Alphonse Pieper, Executive Director, Historic Ithaca
Karen Coleman, Program Advisor, Work Preserve
Sara Johnson, Job Training Manager, Historic Ithaca/Significant Elements & Work Preserve
Tania Werbizky, Board President, Historic Ithaca
How does the Historic Ithaca board view this particular program?
Werbizky indicated the Board strongly supported the program when it was first
launched. It has been pleased to watch it grow and become more complex. She noted
that it involves much more of a mentoring function, at this juncture. Additionally,
Werbizky remarked, in all of her experience in historic preservation, Historic Ithaca
appears unique in the state, in that it combines sustainability, workforce training, and
working with youth.
Could the applicant elaborate on the lessons learned, both positive and negative, from
running the program over the years?
Pieper replied that one of the first rudimentary things the applicant realized it needed
to do was to procure a time clock, as well as ensure other basic amenities were
incorporated into the program (e.g., break room, etc.). They also realized that the
needs of the trainees were much greater than they initially appreciated. Their greatest
success is that the whole building grew to become a training tool for the trainees, who
have interacted with virtually every aspect of the facility, and beyond (e.g., the fabric of
local neighborhoods, maintaining healthy community relationships, etc.).
IURA EDC Minutes
April 3, 2012
Page 9 of 12
Having worked with Workforce NY and Tompkins County Youth Services, Coleman
observed, the program appears to be one of the only youth workforce programs in
which young people with absolutely no employment success to speak of are given the
opportunity and confidence to try new things. Coleman stressed that the program
trainees genuinely needed this kind of assistance, since they did not succeed elsewhere.
They have remained in the program, which is a reflection of its success.
Are all your participants’ referrals from a government agency?
Pieper replied, yes.
The requested funds would only be used to help Historic Ithaca staff the program. Is
that correct?
Pieper replied, yes, correct.
Does the applicant remain confident that it can continue to accommodate the number
of participants currently enrolled in the program?
Johnson replied, yes. Of the approximately 40 participants originally referred, 17
successfully completed the program. The applicant projects approximately 20
successful completions in year 3.
Pieper added that the applicant also plans introduce entrepreneurship skills to the
trainees and have them actually make a product, for which the applicant anticipates
applying for a grant.
6. BUILDING BRIDGES INITIATIVE (Training for Change Associates)
Present:
Kirby Edmonds, Managing Partner, Training for Change Associates
Jemila Sequeira, Whole Community Project Coordinator, Cornell Cooperative Extension
Ken Schlather, Executive Director, Cornell Cooperative Extension (CCE)
How would program participants be selected?
Edmonds replied he would expect applicants would be selected from a pool derived
from programs like the Natural Leaders Initiative, Get Your Greenback campaign, etc.
The actual selection process would depend on the nature of the specific target
community, but the plan would be to approach various community leaders and ask
them to identify good candidates. The whole process would be focused on relationship‐
building.
IURA EDC Minutes
April 3, 2012
Page 10 of 12
Is it envisioned the program participants would already be working full‐time?
Edmonds replied the candidates would be people already looking for employment (or
under‐employed). They would be employed on a part‐time basis in the program for 6‐
10 months.
Could the applicant describe any other sources of funding it is applying for?
Edmonds replied the program would rely on pledges of support from a variety of people
and organizations that would be difficult to quantify, at this point in the process. The
program should be viewed as a pilot. If it proves viable, it should then be possible to put
together a broader base of support from multiple sources.
Would the funding go directly towards the wages of the participants?
Edmonds replied, yes.
There were a number of support letters from people who are all interested in being
trainers. Is that correct?
Edmonds replied, yes, but that they could more accurately be characterized as mentors,
than trainers.
Would the applicant seek to hire people who could be characterized as ‘employable’
or would the applicant seek to hire people who are not ‘employable’ and who
genuinely needs basic skills?
Edmonds replied he does not envision restricting the program in that way, one way or
the other.
Is the key underlying mission essentially about exploiting networks? The job
description does not seem entirely clear.
Edmonds replied, yes. He observed that the process is somewhat fluid. Initial positions
would most likely be in the food/agriculture and workforce development, as well as
possibly healthcare. Part of the reason the process is so fluid is that a considerable
number of details depend on the affiliations and interests of the participants
themselves.
Will the Center for Transformative Action administer the payroll?
Edmonds replied, yes, he believes so. He remarked, however, that since the hope is to
establish an arrangement with CCE for it to cover and administer the fringe benefits, it is
possible paychecks actually come from CCE.
IURA EDC Minutes
April 3, 2012
Page 11 of 12
The application appears to state the participants will be provided with employable
skills; but the kinds of candidates the applicant appears to be considering already
seem to possess a considerable number of competencies. What are the value‐added
skills that will be sought versus which ones will be provided?
Schlather indicated over the past seven years CCE added about 45 FTEs programming
staff, many of whom have some kind of community organizing skill. The probability CCE
would hire somebody next year with solid community‐organizing skills is quite high.
Someone from a particular target community, who may not initially have those kinds of
community‐organizing skills, but who participated in the proposed program, would be
far more seriously considered.
Edmonds added that he imagines multiple kinds of individuals with a variety of
backgrounds and skills would be considered for the program.
Would the program participants be based out of CCE?
Edmonds replied it depends on the area they are working in. If they were working in
healthcare, their office might be at Cayuga Medical Center, for example. If they were
working in workforce development, and they were really trying to serve as a conduit to
the One‐Stop Career Center, for example, their office may be there.
7. TRAINING IN TECHNOLOGY & CONSTRUCTION (Finger Lakes ReUse, Inc.)
Present:
Diane Cohen, Executive Director, Finger Lakes ReUse, Inc.
The applicant appears to be leveraging almost $50,000 in matching funds. Could they
describe those funds in more detail?
Cohen replied the program itself costs around $95,000. The applicant has already
received a commitment of support from Tompkins County Solid Waste. In addition,
over the past four years, it has received support from the Park Foundation. Although
the applicant does not have committed support from the Park Foundation yet, it would
expect to receive its support, as well. Cohen added that the earned‐income portion of
the program, which is the majority of the match, is approximately 63%.
Could the applicant describe the program in a little more detail, in terms of the
difference between the entry‐level program and the apprenticeship program?
Cohen replied that the applicant has worked in the past with people who are seriously
marginalized, have genuinely fallen through the cracks, and have many needs on a day‐
to‐day basis. Right now, 10 people are participating in the work experience program.
IURA EDC Minutes
April 3, 2012
Page 12 of 12
Is it correct to state that participants go through the initial entry‐level program and
then the applicant selects a smaller subset of those, for the more intensive
apprenticeship program?
Cohen replied, yes, that is the intent.
How does the applicant obtain referrals?
Cohen replied that the applicant collaborates with Workforce NY, Challenge, and a
number of other partnerships.
Does the applicant primarily work with agencies? Would the funding be used to help
the applicant run the program or would it be allocated to the wages of the
participants? Is participant getting financial support through the program/agency
they were referred by?
Cohen replied that the answer depends to some extent on which agency does the
referring. The majority of the requested funds would be used to pay the client
programs coordinator position (although a small amount is also allocated to marketing
and support staff); it is essential to have someone responsible for keeping the program
on track (engagement, evaluation, outreach, etc.). Cohen indicated the first 10 weeks of
a participant’s tenure are unpaid.
Is the program scalable?
Cohen replied, yes. The applicant determined it may be able to take on 50% of the
funding costs associated with the coordinator position.
B. Preliminary Scoring & Ranking of Projects
(deferred until next meeting)
VI. Next Meeting Date: 3:30 PM, Tuesday, April 10, 2012
VII. Adjournment
The meeting was adjourned by consensus at 5:43 P.M.
— END —
Minutes prepared by C. Pyott, edited by N. Bohn.