HomeMy WebLinkAboutPolicing in The Downtown Business District - 1996 RI
III Table of Contents
III Introduction 1
Purpose 1
UProcedure 1
Survey Information& Departmental Data 2
IIDiscussion 3
Background 3
Neighborhood Oriented Policing Unit 4
II Neighborhood Beat 12—NB 12 4
Neighborhood Policing(NB 12) Survey 5
Business Improvement District (BID) Survey 6
Analysis of Call For Service (CFS) Data 7
Table 1 7
U Table2 9
lysis of Beat Size Relative to Manpower Allocation 10
III Conclusion& Recommendations 13
Conclusion 13
Recommendations 13
II Recommendation#1 —Retrofitting Beat Sizes and Boundary Configurations 13
Recommendation#2—Manpower Re-allocation and Beat Consolidation 14
Recommendation#3 —Downtown Police Annex 15
1 Tentative Four(4)Person Schedule 17
Figures& Appendices
ill Figure 1 18
Figure 2 19
Figure 3 20
Figure 4 21
Figure 5 22
III Appendix"A"(Call For Service Data) 23
Appendix"B"(NB 12 Survey& Results) 25
Appendix"C"(Orientation Map) 27
i ll Appendix"D" (Annex— Estimated Annual Facility Budget) 28
I.
I
I
S.
1
IIPolicing In The Downtown Business District— 1996
ISurvey Information & Departmental Data
The survey information mentioned previously originates from two separate surveys, which
I coincidentally surveyed part of the same group. I conducted one of the surveys on July
30, 1996. This survey and its results can be found in Appendix `B" (p. 25). The other
survey was conducted by the Business Improvement District Steering Committee on or
I about July 1, 1996. I did not include this survey in its entirety; however, pertinent
excerpts are recreated later in this report.
IThe"Departmental Data" refers to what is commonly called "Calls For Service" (CFS)
data. CFS data can be calls from the public reporting anything from a crime to a parking
complaint; or they can be officer initiated and of the same type variances. The important
Ithing to remember about CFS data is that both types require some action on the part of
the Police Department. CFS take the officer away from normal patrol or other duties and
I thereby should be tracked so that we can see where we are spending our time; CFS
tracking can aid in assessing our manpower allocations and guide us in making future
manpower allocations.
IHow do we keep track of CFS? Each time we do something, other than patrol, we
document it by starting a Complaint Card or Call For Service Card; this card gets a unique
I identifying number for reporting and tracking purposes. An example of this number would
be: 97-1234 (this number is otherwise commonly known as the Case Number). To give
you an idea what the numbers within our system mean, I have provided an example: "97"
I denotes the year and the remainder of the number (after the dash) denotes the actual
numeric sequencing of the number and is also the unique identifying number. For
example, the"97"mean that this CFS occurred in"1997" and"1234" means that the CFS
I related to that number was the twelve-hundred and thirty fourth incident to have occurred
in 1997. The statistics contained herein are approximate and every effort has been taken
to see that they are as accurate as possible.
I
I
I Page 2
I
Policing In The Downtown Business District—1996
Discussion
Background
When discussing the Downtown Business District, knowing its relatively recent
enforcement history will be helpful. With that in mind, I will give the reader a thumbnail
sketch of the enforcement history. Before the addition of an officer in the Neighborhood
Policing Unit assigned to the Downtown Business District, the policing of this area was
accomplished in two basic [reactive] forms, which still exist in conjunction with the
Neighborhood Policing Officer. If you look in Appendix"C" (p. 27), you will see that the
white area denotes the Business Improvement District (BID)Boundary simply depicting
the area within which property owners are to be assessed additional tax dollars to fund the
BID. The white area and everything within it receives various types of police service; its
top most layer is a one of four car beats(Car Beat 3),which is responsible for most of the
white area. The next layer, somewhat smaller, is NB 12;this is the new Neighborhood
Policing Beat in the DBD and is only manned eight hours a day five days a week. The
smaller area within NB12 is known as Walk Beat 7 (WB7), or the Commons. Currently,
IIthis area is also covered by both NB12 (when working), Car Beat 3, and is patrolled 24
hours a day seven days a week by [one] walking officer per eight hour shift. WB7 is
approximately 12 to 13 blocks in size and is a rectangle in shape; it consists of both the
"Primary Commons" and the"Secondary Commons"(City Municipal Code § 157.3
Definitions).
As you can see, the Downtown area is only a small part of a very large car beat and
though it is within several blocks of Police Headquarters, and does have the opportunity
for patrol vehicle activity within it, it is a very developed and densely populated area. As
stated, historically, there has been an officer assigned to the Commons (not the DBD)
twenty-four hours a day, seven days a week. WB7's manpower allocation has changed
over the last 11 years. Early in my career here, I can remember that this area was patrolled
by two officers(WB7 & WB6)who would split the Commons at Tioga Street during the
day and pair up after dark to patrol both the Primary and Secondary Commons. WB6 was
roughly Geneva Street east to Tioga Street and WB7 was Tioga Street east to Aurora
Street. This meant that there was double the coverage then as there is now. Sometime
during the last eleven years, that second person, who was assigned to cover things west of
Tioga Street, was shifted even further west and now only goes as far east as Cayuga
Street leaving the entire Commons to WB7.
IThis type of manpower allocation does not take into account the varying need for police
presence in the DBD and ostensibly assigns the same number of officers to the DBD (1)
whether it is a warm summer afternoon with high pedestrian traffic, 10:00pm on a Sunday
evening, or 4:00am in the middle of winter.
Page 3
s ,
Policing in The Downtown Business District— 1996
Neighborhood Oriented Policing Unit
The Neighborhood Oriented Policing (NOP) Unit was created in October of 1991 and was
initially a pilot program based on the Community Policing—Neighborhood Oriented
Policing concept. In 1994, the Ithaca Police Department was awarded a federal grant to
hire three additional officers under the `Community Oriented Policing Services (COPS)
Program, administered by the United States Justice Department.'3 These three officers
would be added to the pilot program, then consisting of just one officer, following the
hiring, training, and availability of the three new officers. Subsequently, one officer was
added not long after the grant was realized and the other two followed in June 1996.
In June of 1996, I was transferred into the Neighborhood Policing Unit from the Patrol
Division as a result of the previously mentioned COPS grant. I am assigned to the
Downtown Business District in a proactive capacity as liaison and problem solver. The
Neighborhood Policing Unit was officially recognized on 06/05/95 in General Order GO-
715 and updated on 05/30/96. According to a Memorandum from"Acting Chief David P.
Barnes"to Herman Seiverding(Planning Department), dated May 31, 1996, the
aforementioned COPS Grant provides funding for 75% of the three(3) positions added
after the initial pilot in 1991. Also, according to this same Memorandum, funding for one
of the three positions was already exhausted by the time of this Memorandum and the
funding for the remaining two positions will expire respectively in 1997 and 1998.
Neighborhood Beat 12 — NBI2
NB 12 is a 26 (plus) block area bordered on the west by Geneva Street, the County Library
on the north, Green Street on the south, and Seneca Way and Aurora Street on the east. A
detailed map of this area can be viewed in Appendix"C" (p. 27).
As a result of my assignment to Neighborhood Policing and in keeping with duties of a
Neighborhood Police Officer, found in General Order GO-715, once assigned, I began to
collect data, both empirically and anecdotally, in an attempt to determine the needs of the
stakeholders in the DBD and to help establish what types of services were needed and
how those services should be implemented. One of the mandated duties for this
assignment in Neighborhood Policing, though not mentioned in GO-715, was to make
contact with the various businesses in the District (of which there are several hundred) to
introduce myself to them and to obtain Emergency Contact Data from them necessary for
keeping an updated Emergency Contact Database. Initially, I attempted to accomplish this
mandate and believe that I came very close. Though I do still meet with businesses
i
' 3 Ithaca Police Department General Order"GO-715,"enacted by"Chief of
Police David P. Barnes"on 06/09/95.
' Page 4
I
Policing In The Downtown Business District— 1996
annex actually being manned and the Beat being manned with the ability to go to the
Annex.
wTo reiterate, the respondents in this survey clearly want something done about disorderly
conduct and loitering and they want a more visible police presence in the afternoon and
I evening hours; they would also like a police annex where they could conveniently meet
with an officer.
I Business Improvement District (BID) Survey4
The scope of this survey was actually broader than was the Neighborhood Policing Survey
in that this survey also queried answers regarding"Parking" and other"City Services."
However, the area of this survey where the two are similar can be found in the"Security"
section—questions 4, 5, and 6.
Looking at this survey, we see that question"4" asks: "Do you personally feel unsafe
downtown at times?" The answers to that part of that question were: "Yes(45%)"and
"No (55%)"; showing that those surveyed were almost split in terms of their feeling
unsafe, with slightly more than half feeling safe. The second part of question"4" asks: "If
`Yes', [sic] when?" The overwhelming answer was"Afternoon, Evening, and Night."
Something worth noting regarding this question is that it asked the property and business
owners about their feelings as compared to the next question, number five, which asks the
same people for feelings attributable not to them but to their employees and customers.
To my knowledge the employees and customers were not surveyed.
Question"5" asks: "Do you believe that shoppers and employees feel unsafe
I downtown at times?" This time their answers were much more severely split, with the
"Yes" answer being"(92%)" felt that shoppers and employees felt unsafe compared to
"(8%),"who felt that shoppers and employees did feel safe. The follow-up question in
Inumber"5"was: "If`Yes', [sic] when?" The overwhelming answer was again
"Afternoon, Evening, Night." The third and final question in this survey relative to my
mission in this report is question"6,"which asks: "Please suggest ideas that would
improve a perception of personal safety." The top two answers were: "More police
presence and enforcement of laws and rules" and "Stop loitering and bad youth behavior."
I
Business Improvement District(BID)documents referenced in this report
were taken from the"ITHACA DOWNTOWN BUSINESS IMPROVEMENT
j DISTRICT PLAN"submitted to the City of Ithaca by the Steering Committee of
the Ithaca Downtown Business Improvement District July 1, 1996.
Page 6
II
Policing In The Downtown Business District—1996
It is clear from these two surveys that those who spend the most time in the DBD want to
see an increased police presence and more enforcement of quality of life offenses during
the"Afternoon, Evening, and Night."
Analysis of: Call For Service (CFS) Data
In this section, I will be analyzing the Calls For Service which occurred during 1996. As
previously stated, Calls For Service are any thing, other than regular patrol, that requires a
response by the police; CFS can be crimes or they can be assistance related calls such as,
« "Lock Outs."
There were 2463 CFS in what is now know as the Downtown Business District (DBD) in
1996; for the City as a whole there were 17,555 Calls For Service in 1996 (See Table 1).
Using these numbers, we can say that 14.03% of all the CFS in the City, in 1996, occurred
in the DBD. According to a Memorandum from Acting Chief Barnes to Herman
Sieverding(Planning Department) on May 31, 1996, Acting Chief Barnes estimates that
the DBD (or Business Improvement District [BID]) comprises about 2.2% of the City.
So, now we know that 14.03% of all the CFS for 1996 occurred in 2.2% of the City. At
first, I felt that this was extremely high given the size of the DBD; however, after some
consideration, I came to the conclusion that it was probably appropriate given the
population of this area, which is much higher(or more dense)than the other areas of the
City. This makes beat size comparisons difficult and suggests that it would be better to
compare beat populations relative to CFS rates rather than comparisons by geographical
size. Unfortunately, I have not been able to establish the real population of the DBD
given its transient nature.
Table
Total Calls For Service Comparison (1996)
Downtown Total City Wide Percent
Business Calls For of
District Service Total
2,463 17,555 14.03%
For a detailed account of what types of CFS were received and how many of a particular
type of CFS occurred, see Appendix"A" (p. 23-24). For a more graphic interpretation of
what was happening and how often it happened in 1996, I have charted the top 17 CFS
(those that occurred the most frequently) and displayed them in Figure 5 (p. 22).
According to the CFS data for 1996, surprisingly, the"Lock Out"occurred most
frequently. Interestingly, this CFS is not one generally handled by either the"Commons"
Page 7
ii
111
Policing In The Downtown Business District— 1996
Officer or the Neighborhood officer and in fact, is usually handled by either the Car Beat
responsible for the larger area or by one of the Community Service Officers.'
The next most frequently occurring CFS was the"Alarm." Because there were so many
of this type of CFS, I separated out the individual types of alarms and their respective
frequencies. The data shows that there were 194 Intrusion Alarms, two (2)Robbery
Alarms, and eleven (11) Fire Alarms—totaling 207 alarms. The next most popular CFS
was the"Larceny" call; this was not a surprise given the number of retail businesses in the
DBD. Others among the top 17 were: "Parking Violations,""Disorderly Conduct,"and
"Found Property." For a more comprehensive look at these top 17 CFS, as well as all the
CFS, see both Figure 5 and Appendix "A." Several things can be extrapolated from this
•
data but one very important thing to come out of this examination was that "Disorderly
Conduct"was in the top five CFS corresponding nicely with the surveyed data found in
both the Neighborhood Policing Survey and the Business Improvement District Survey;
showing that what the respondents said was of major concern to them was also present in
CFS data.
Delightedly, looking at the top 17 CFS, we see that only one Part I Offense(Larceny)
appears in the top 17 CFS. "Part I Offenses are crimes(1)that are most likely to be
reported by victims or witnesses, (2)that occur frequently, and (3)that are serious by
nature or as a result of their frequency of occurrence."6 In other words, Part I Offenses
are those offenses that are serious enough on their face to be a priority, such as: Murder,
Rape, Burglary; or are serious because of the frequency with which they occur, such as:
Larceny. Part I Offenses are"pre-arrest crime statistics."' "Part II Offenses are based on
arrests recorded, rather than complaints received . . . and they do not meet the test of
frequency of occurrence and seriousness, or they may be `victimless' crimes."8 Examples
of Part II Offenses are: "Simple Assault . . . Forgery and Disorderly Conduct."9
I
'Community Service Officers are civilians hired to perform non-critical
functions normally handled by police such as,Lock Outs and certain parking
complaints.
r6 Abadinsky,Howard&Winfree,Thomas L. Jr. (1992). Crime&Punishment:
An Introduction. Chicago:Nelson-Hall. (pp. 52-53).
' Ibid.
'Ibid.,56.
9 Ibid.
Page 8
• MI
Policing In The Downtown Business District— 1996
Despite the fact that the top 17 CFS were not serious crimes, serious crimes (Part I
Offenses) did occur in 1996 in the DBD. Because Figure 5 does not show accurately how
many serious offenses occurred in the DBD in 1996, I took the analysis one step further
and compared the Part I Offenses found to occur in the DBD with the overall Part I
Offenses for the City as a hole. Looking at Table 2 (below), we see that 10 out of the 46
(22%) reported Robberies in 1996 were reported in the DBD. Two out of 13 reported
rapes or 15.3%, occurred in the DBD and 184 out of 1,086 or 17% of all larcenies
occurred in the DBD in 1996. Again, I did not find these numbers to be alarmingly high
but substantial enough to warrant further thought regarding possible remedies such as,
educational programing regarding shoplifting to help the stakeholders identify problems
and correct them before they become statistics.
Table 2
Uniform Crime Report Part I Offense Comparison (1996)
i I Offense DBD Total Reported Percent of
Categories Offenses* Part I Offenses** Total
Murder 0 1 0
Negligent Manslaughter 0 0 0
Rape 2 13 15.3%
Robbery 10 46 22%
Aggravated Assault 2 16 13%
Burglary 31 290 11%
Larceny 184 1,086 17%
Motor Vehicle Theft 3 40 8%
*DBD denotes the Downtown Business District
** This is a partial list of Part I offense types;these numbers represent"reported"offenses only and are not
necessarily cleared by arrest or other means. Official Part I Offenses are offenses that are cleared and then
compiled in what is known as the Uniform Crime Report(UCR).
To further analyze the CFS, I took all 2463 calls and sorted them by various criteria such
as, by month of the year, by day of the week, by hour of the day, and by Street and Block.
These breakdowns will provide useful data that will help when planning for future
manpower allocations, both in overall coverage and in spot or selective enforcement. The
results of this breakdown can be seen in Figures 1 through 5. Figure 1 shows a
breakdown of CFS by Street and Block. From this chart, we can see that the three areas
of the DBD which have the most CFS are (1) the 100 Block of East State Street (also
known as the west end of The Commons) with 415 CFS (2) the 200 Block of South
Cayuga Street with 269 CFS and (3)the 100 Block of East Green Street with 223 CFS.
All three of these places are within one block of each other and probably owe their
notoriety in high CFS to different things. For example, in the 200 Block of South Cayuga
Street there is a 24-hour mini mart (called the A-Plus) and an active hotel (Holiday Inn).
Page 9
I
Policing In The Downtown Business District— 1996
The location of these two establishments is clearly a factor. I do not believe that either is Q
a trouble spot but it is likely that they drive the CFS up there simply because they are very
busy and open around the , I am not as sure about the reasons for the high Calls For
Service in the 100 Block of East S ate except to say that there are several bars in the
general area, along with an .. . s ook store and a couple of eateries. This will likely
deserve more attention in order to determine what drove these numbers up.
Figure 2 depicts the Calls For Service broken down by day of the week. Not surprisingly,
Friday was the busiest, followed by, Wednesday, Thursday, Tuesday, Saturday, Monday,
and Sunday. Thursday had 387 CFS and Wednesday had 381 CFS. These two days are so
close that it pragmatically makes sense to consider them equally. This analysis is
interesting and probably predictable but will come into play more later in this report when
I make my recommendations for future strategies and manpower allocations.
In the next chart (Figure 3), I have broken down the CFS by hour. This makes for a very
dramatic chart and allows us to see the trend in CFS for 1996. Overall, we see that the
block of time that is the busiest was between 10:00am and 6:00pm, with the number of
CFS shooting up again at 1:00am. After looking at the previous chart on Figure 2, it is
my impression that the 1:00am bar was driven up by CFS occurring predominantly on
Friday and Saturday nights. Regarding the rest of the week, inductively, based on my
experience and the aforementioned data, I believe that on Sunday there is likely to be
activity Downtown between the hours of 12:00pm and 8:00pm. Likewise on Monday
there is most likely to be activity between the general hours of 10:00am and 6:00pm,
which coincide with business hours. I further believe that as the week progresses, the
need for police coverage shifts later and later until it reaches satiety in the late evening /
around 10:00pm on Friday. This, of course, is exaggerated in the Summer months.
The next analysis depicts CFS broken down by month. Again, not surprisingly, August
was the busiest month with 254 Calls For Service for that month; that figures out to be 8.5
CFS per 24 hour period; however, I believe that the bulk of these calls were in the late
afternoon and early to late evening. August was followed by June and October.
Surprisingly, November was the slowest month in 1996, with only 148 Calls For service.
Again, this is interesting and will certainly come in to play later when we discuss
manpower allocation.
Analysis of: Beat Size Relative to Manpower Allocation
In the final portion of this section, I want to discuss beat size relative to current manpower
allocations. I think that clearly we can agree that NB 12 is too big for one person to police
[on foot], especially when also trying to follow the Neighborhood Policing Model that
necessitates heavy interaction and partnership building. An officer might be able to
effectively police this area if no patrol was required, or there was a bicycle available.
Page 10
I.
•
Policing In The Downtown Business District— 1996
fI also believe that WB7 is too big for one person to effectively patrol [on foot] even when
that person does not have to apply Neighborhood Policing methods and he or she can
simply keeping moving about the Beat. Let me clarify one thing before I go on, when I
say too "big,"I do not necessarily mean that the Beat size itself is geographically too big;
although, I do believe that is also the case here. What I really mean is that the beat or area
' is too densely populated, as well as probably too large geographically given the methods
of patrol and policing applied here in Ithaca,NY.
' The idea that these Beats might be too big initially came to me during my years of trying
to police them. It is evident to me that given the current manpower allocations, patrol
methods, and policing styles—neither beat (WB7 nor NB 12) can be adequately policed if Il
we continue to do business as usual. What is an appropriate beat size and/or patrol style?
That is not an easy question to answer because there are many factors to consider such as,
population, geographical make up (terrain), demographical make up (diversity), and the
reality of manpower shortfalls suffered department wide in the 1990's.
In my quest for some answers, I found a credible rule of thumb which I will share with
you. According to Robert Trojanowicz and Bonnie Bucqueroux, authors of Community
Policing:A Contemporary Perspective,we see on page 18 that, "The goal is to keep the
geographic area small enough so that the officer can get around the entire beat area often
enough to maintain direct contact." Further down on the page,we see that the authors'
suggest that "In high-density, high-crime areas, a CPO might only be able to handle a few
blocks at most, while in a relatively tranquil residential area of single-family homes, the
CPO's ability to cover the physical distance might be the primary limiting factor.i10 By
the way, CPO refers to a Community Police Officer.
rIn the case of WB7, which I previously described as being"approximately 12 or 13 blocks
depending on your method of counting blocks,"it has a main thoroughfare that is three
blocks long and that does not take into consideration the back sides of those three blocks.
Now you might say, "but . . . it's not exactly a `high-crime' area judging from the statistics
I saw." That is true, it is not a"high-crime"area; however, I believe that it is a high-CFS
area; remember, this area, which is 2.2% of the city had 14.3% of all Calls For Service
occur there. Also, the majority of the CFS occurring in the DBD occurred in the 100 East
State Street (see the chart located on Figure 1) area. Your next argument might be that
there is the addition of the NB 12 Officer and the Car Beat Officer, who are also patrolling
WB7. It is true that these two officers are available and on or near the beat, however, I
disagree as to their overall effect in WB7 or the greater DBD for that matter.
10 Trojanowicz,R. and Bucqueroux,B. (1990). Community Policing:A
Contemporary Perspective. Cincinnati,OH:Anderson Publishing Co.
Page 11
II
Policing In The Downtown Business District---- 1996
Let us begin with the Car Beat, whose area overlaps both NB 12 and WB7; this Car Beat\
is perhaps the largest in the City and is by far one of the busiest. It takes in all of
Downtown, the Fall Creek neighborhoods, and the North End, all the way to the High
ISchool and Stewart Park. The officer working in this Car Beat does not have time to
patrol the DBD. If he does any patrolling there at all, it is only on his or her way to Police
Headquarters and quite coincidentally. How about the NB 12 Officer (me), surely he has
some effect in the WB7. This is true in theory but in practice, I am only here for eight
hours each day and have a very large area to cover myself. I do devote a great deal of
' time to the WB7 area but cannot devote all my time to the Commons or WB7 area. The
Car Beat officer that has the WB7 or NB 12 areas in his or her beat can only be counted on
for backup and not necessarily for patrol of this area.
' I have spent the better part of two pages giving solid practical reasons why I believe that
these two beats are too big; however, in my longing for credible argument, I have left out
the most telling reason why I f e e l these beats a r e too big . . . that reason is simply based on
the fact that those living and working in this area have said so. The two surveys
mentioned over and over again speak volumes to the feelings of the stakeholders in the
Downtown Business District. They are not happy with the way services are being
delivered; they want more of a police presence. They want that presence to be evident
primarily in the afternoon and in the evening. They want the quality of life infractions by
rjuveniles and obstreperous drunks quelled and decent respectful behavior returned to the
Downtown Business District.
�I
I
I
r
I
I
Page 12
I
.1
IPolicing In The Downtown Business District--- 1996
I Conclusion & Recommendations
1 Conclusion
Let me start by saying that without a doubt, I have heard the stakeholders loud and clear
I regarding the policing of the DBD. Many of them feel that their business is suffering
because of the many quality of life infractions mentioned before and they do not see their
police department doing much about it. We have seen historically that the Downtown
I Business District has been patrolled around the clock by a walking officer assigned to
WB7; this beat is otherwise commonly thought of as the Commons but is actually larger.
We saw that there is also an officer assigned around the clock to a Car-Beat (207) which
I overlaps WB7 but offers little more than occasional reactive patrol. Finally, there is the
Neighborhood Officer assigned to the (much larger)Downtown Business District.
However, this officer is only available for a limited number of hours a day and may be tied
Iup in various meetings due to the proactive nature of this assignment.
We also know that because of recent staffing turnovers we are a relatively young
Idepartment; sadly, this translates into a general feeling of loathing on the part of many of
the young officers assigned to a walking beat in the DBD. On top of that, our Patrol
Force(the men and women who are routinely assigned to the Commons twenty fours
Ihours a day, seven days a week) rotate every three weeks. This means that largely, there
are patrol officers assigned to the Commons who, either would rather not be there and if
I given the choice would elect to work in a car beat or are not there often enough due to the
shift rotation to understand the complexity of a busy Downtown Business District or both.
■ Recommendations
■ I have three recommendations regarding this matter. There is no significance to their
order and in fact, I prefer the second two recommendations.
IRecommendation #1—Retrofitting Beat Sizes and Boundary Confi gurations
One, and not my first choice, recommendation would be to simply reduce the beat size for
Iboth WB7 and NB 12 to a manageable size. Exactly what is a manageable size would still
need to be decided. In this case, I believe that a manageable size for WB7 would be the
I Primary Commons, which is ostensibly the two or three blocks that are the pedestrian
mall. And a manageable size for NB 12 could be The Primary and Secondary Commons as
well as the back sides of each boundary line. In conjunction with the beat size reduction, I
I would also recommend that WB6's eastern boundary, which is currently Cayuga Street, be
changed back to Tioga Street, thereby ostensibly adding another officer to the WB7 area.
The down side of this is that it might take an officer away from State& Plain Streets
Iwhich is equally as needy, if not more so, as the Downtown Business District.
IPage 13
I
I . .
Policing In The Downtown Business District -- 1996
Recommendation #2— Manpower Re-allocation and Beat Consolidation
Alternatively, we could consolidate WB7 and NB 12 (making WB7 a subset of NB l 2) and
I reassign the rotationally allocated manpower to the DBD seven days a week but not
twenty-four hours a day. It is my recommendation to remove the three officers who
would ordinarily be assigned to the Commons (WB7) and place them in the Neighborhood
I Policing Unit along with the existing NB 12 position making the total number of officers
assigned to NB 12 four. This would mean that the major policing effort in the DBD would
be performed by these four officers during hours when their presence is most needed and
desired. Of course, it would not necessarily be the same officers normally assigned to
WB7 by the shifts but rather three officers who are both qualified and desire working in
the DBD. These would be officers who felt that they could be reactive and proactive both
depending on the need. In other words, they would need to be reactive to the extent that
they would be call takers for the DBD while also being proactive enough to fulfill all the
goals commensurate with Neighborhood Policing—found in GO715.
El Some might find parts of that last paragraph contradictory but generally speaking, I do
believe that it is possible to be both proactive and a reactive simultaneously. For example,
there will be times when an officer responds to Calls For Service (reactive) and there will
be other times, probably more, times when an officer will be performing his or her duties
proactively while interacting with the community that he or she serves.
I have worked out a tentative schedule based on the Surveys and on the Call For Service
J data that have driven this report thus far, as well as my instinct given my experience. That
tentative schedule, viewable at the end of this text would provide for coverage of the
Downtown Business District seven days a week, ten to 12 hours a day depending on the
day of the week. The per-day coverage would be based on need and activity. For
example, the day requiring the least amount of coverage is Sunday; on Sunday, one officer
will begin his or her tour of duty at 10:00am and end at 6:00pm with another officer
starting his or her tour at 3:00pm and going until 11:00pm. On the other end of the week
where the need is perceived as the greatest (Friday), we see that an officer would be
starting the day at 10:00am and working until 6:00pm; another officer would start at
3:00pm and work until 11:00pm and the third and forth officers would begin their tour at
6:00pm and work until 2:00am. As you can see there is quite a bit of overlap with this
schedule.
This overlapping is designed to provide both excellent coverage for the DBD in terms of
police presence while utilizing the same number of hours as previously used under the
rotational schedule. This schedule also has flexibility built-in to deal with problems that
arise while accommodating for unexpected days off due to sick time or last minute time
off; as well as for vacations and for the changing needs of the beat. This"tentative"
schedule (still very malleable) provides coverage during the expected or predicted busiest
Page 14
• 1
Policing In The Downtown Business District— 1996
times of the day while not wasting coverage at the times when there is little or no need for
an officer. This directly coincides with the stated needs of the stakeholders and is further
substantiated by the statistical data in this report as seen in the five charts found in Figures
1-5.
At this point one might wonder about the coverage of the DBD during the hours that
these officers are off duty. The coverage of the DBD and the Commons in particular
would then be the responsibility of the Car Beat that covers that area normally. I would
anticipate that the officer assigned to that beat would need to make more [driving] checks
of this area during that time and from time to time will need to answer calls for service. I
also think that if there is a WB6 assignment that person could also make checks of the
area. I strongly believe that there will ultimately be less for the CB3 officers to do because
the coverage in the DBD will be such that these other officers should not need to respond
while the Downtown team is working. Unlike now when it is not unusual for the CB3
IOfficer to be temporarily re-assigned to WB7 while that officer takes a break or gets a
jacket. I know that currently it is all too frequent that the CB3 Officer, who has a big beat
of their own, takes CFS in the DBD and that, for the most part, would be eliminated with
the strategy I have proposed.
Recommendation #3— Downtown Police Annex
rThe final recommendation is for the City to provide an annex for the Downtown Business
District Patrols, whether they be the standard WB7 patrols or the consolidated NB 12
patrols. There are several very good arguments for making this proposal and believe that
this recommendation is one that should be considered, either in conjunction with the
others or by itself even if the others are found to be impractical at this time. I feel that an
annex would greatly enhance the delivery of police services in the DBD. I have found
over the years that while the Police station is only three or four blocks from Downtown
that is far enough to make its access by the Downtown Officers difficult and unnecessarily
j removes the officer from the area when he or she needs to do simple things like: make a
phone call, use the facilities, change a coat, or interview a complainant. The last very
good reason for the annex is that 96% of those surveyed said that they wanted to see a
Police Department Annex in the Downtown area (see question six, NB 12 Survey, p. 25).
There are two schools of thought regarding the placement of such an annex; the first is
ithat it should be centrally located in the area of interest thereby providing a positive and
very visual police presence; in this case, the center of the DBD would be the Commons.
The second school of thought is that the police annex should be located just off of the
main thoroughfare. This provides much less presence but gives the police some privacy.
The main downfall of the first school of thought (annex located right in the middle of the
most active area) is that it becomes too popular and officers find it hard to get any work
Page 15
Policing In The Downtown Business District— 1996
done when there. I have spoken to officers in other cities and they recommend that posted
hours that the Annex would be manned might alleviate the popularity problem.
The strategy that comes to mind consists of putting the annex on the Commons (centrally
located) now so that it aids the manpower re-allocation in achieving the maximum police
presence, which is after all what the stakeholders are saying they want. And, as things
turn around and vacant store fronts become occupied again, the Annex would be needed
less for its visual presence creating feature and could be moved just off the Commons still
centrally located. Currently, there are ample empty store front spaces (some even poor
retail space but first floor nonetheless); several of the property owners have offered some
of this space at drastically reduced prices. This placement would be done with the thought
that as business picks up and store front properties become less plentiful, we would look
for other space off the beaten path. Generally speaking, this annex could be setup with an
annual operating budget of: $4726.00. For an itemized breakdown see page Appendix
"D"(p. 28). This strategy would accomplish both what the stakeholder's want and what I
feel would enhance our delivery of police services. D
I
I
I
I
I
I
r
IPage 16
ii
.al .
IIIPolicing In The Downtown Business District— 1996
IIITentative Four(4) Person Schedule
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
II 7:OOam
8:OOam
1 9:00am
il 10:00am 4 4 1 1 1 1 I
11:00am 4 4 1 1 1 1 1
12:00pm 4 4 1 1 1 1 1
I:00pm 4 4 1 1 1 1 1
i 2:00pm 4 4 1 1 1 1 1
3:00pm 4-3 4-2 1-2 1-2-3 1 4 1 4 1 4
4:00pm 4-3 4-2 1-2 1-2-3 1 4 1 4 1 4
5:00pm 4-3 4-2 1-2 1-2-3 1 4 1 4 1 4
6:00pm 4-3 4-2 1-2 1-2-3 1-2-3-4 1-2-3-4 1-3-4
II 7:00pm 3 2 2 2-3 2-3-4 2-3-4 3-4
8:00pm 3 2 2 2-3 2-3-4 2-3-4 3-4
9:00pm 3 2 2 2-3 2-3-4 2-3-4 3-4
10:00pm 3 2 2 2-3 2-3-4 2-3-4 3-4
11:00pm 3 2 2 2-3 2-3-4 2-3-4 3-4
12:00am 2-3 2-3 3
1:00am 2-3 2-3 3
II2:00am 2-3 2-3 3
3:00am
ill 1 - Tuesday— Saturday (10:00am - 6:00pm) Days Off— Sun/Mon
2 -Mon/Tue/Wed (3:00pm - 11:00pm) Thu/Fri (6:00pm- 2:00am) Days Off— Sat/Sun
3 - Wed (3:pm - 11:pm) Thu/Fri/Sat (6:pm - 2:am) Sun (3:pm - 11:pm) Days Off—Mon/Tue
4 - Thu/Fri/Sat (3:00pm - 11:00pm) Sun./Mon. (10:00am - 6:00pm) Days Off— Tue/Wed
Page 17
011
111 .
IPolicing In The Downtown Business District—1996
11 Figure I
1 (9)AeM eoauae
(L£)e60!1'N 006
(60 e6o!1'N 00Z
■■E-
1111 _ (ZS)e60!1'N 00L
Ili_ (L L)enauOO..S col,(£ )enauaO'N OOZ
A — (Z L)enauaO-N OOL
(69Z)e6nAeo'S 00Z
■■■—
0 ■■■— (000 e6nAeO'S 00L
■
m mu— (99)e6nAeo'N COE
(901)e6nABO N 00Z
tD mum—
Q� (q)e6nAEO'N 00 L
, 0)
4 (8 L)a nb'Sam
Y (81)eioJny'N COC
IL'
O P
(6Z)Rainy'N O0Z
CO ■■—
(09)eJoJny'N OOO L p aii ° 0
■■■— (OS)eoauaS'M OOZ j 0 ti m
++ v x N
Cl) Iu_ (6Fa eoavaS'M OOL d to. a N m
(66 eoeueg'3 OOE b m Co
>• 1..— N c ) rn
m (90)eoaueS'3 00Z • n- o
4) ■■■— C) 0 c
o (99)eoeueS'3 COL ;
•C
IE— (L L)uaeJO'M 00Z 0
Cl) (69)uaeiO•MCOL
O ■■■— (£9)ueeio'3 00Z
LL ■■■—
N (c)uaeJO'3 COL
■■—
iC (cc)o!eUn8'M 001
U
IEI
(9L)oleUn8'3 00Z
(90)oleUn9'3 001
--
(ZZ)alelS'M OOZ
(KO eleiS'M 001.
U..—
(SE)elelS'3 000
11..-
(L£L)eleeS'3 COE
■■■—
(LLL)alelS 3002
■■■—
(9 w)alelS 3 001
v°) 0 0 0 U)) 0 v°) 0 v°) 0
`r ' e) M N N s- N-
O 3waS.LOJ SIIeO
ill Page 18
ill
C
1111 111 1111 1111 211 111 aCi 111
Calls For Service Broken Down By Day (1996 - BID Area)
Sunday (236)
Monday (337)
Y
1 Tuesday (371)
r
Wednesday (387)
_________________________________f•____
C Thursday (381)
Friday (425) a
ft
Saturday (335)
///////////////////////////////II/////////////
z
0 50 100 150 200 250 300 350 400 450
Calls For Service
b
CIQ
Al
N
Generated 5/2/97
Using Excel 4.0
1996 Statistics
Downtown Business District
Policin. In The Downtown Business District— 1996
(96) wd00:l l
N 1111111111111111-
Figure 3 (lL) wd00 Ol
1111111111111111
(96) wd00:6
111111111111111111111—
(06) wd00:9
1111111111111111111-
(Z8) wdOO:L
161111111111111111111-
(£1.1.) wd00:9
m
111111111111111111111111111-
Q (6£l) wd00:S
111111111111111111111111111111-
(6S l) wd004
111111111111111111111111111111-
(lLL) wd00:£
111111111111111111111111111111-
(Sig l) wd00:Z
111111111111111111111111111111
_ (E£L) wdoo:
1111111111111111111111111111111- N
m (OLi) wd00:Z1 rn °.
111111111111111111111111111111- N
N m N m
(SS L) we00 l l X ;� N
111111111111111111111111111111 m N
0 m
a (LEO we00:0 l c = m c o 1111111111111 - w
(LZ ) we00:6
111111111111111111111111- p°
•� (£O l) we00:8
M1111111-
(90 we00:L
`o 1111-
LL (lZ) we0o:9
1111-
(l£) we00:9
1111111-
(14) we00:1'
111111111111-
(Lt4 we0o:£
111111111111111-
. (6L) we00:Z
1111111111111111111—
(iZ l) we00:l
M 11111111111111111111-
111111111I (S8) We00:Z1
co (0 vt N 0 CCO CO N
r r r r r
alla3uuag.10j sII83 Page 20
II
la Ili EL IL IL IL IL 111 IL III III is,
eti
Calls For Service Broken Down By Month (1996 - BID)
December (188)
November(148) D...
October (219)
September (210)
August (254)
July (221)
2 June (228)
May (206) •
April (205) °p
March (189) :. a
February (207)
January (187) I.
0 50 100 150 200 250 300 tizi
Calls For Service
ti
ti
ti
b
N
Generated 5/2/97 e
Using Excel 4.0
1996 Statistics
Downtown Business District
a � � 'i � � � � � "I � i � ` iii
Top Seventeen By Occurrence (1996 - BID)
Lock Out
Alarm
Larceny_ imlimmomoommommoommo
Parking Violation_
Disorderly Conduct
Found Prop.-
rop._
Susp. Person-
Prop. Damage MVA_ �������
Trespass-
res ass -------
p ------
U Harassment 2nd
Motor Veh. Tow- iimilmoisommoonniamis •-o
-
Crim. Misch. 4th_ ����m
Noise Violations ��� z
Assist Other Agency
Iss. Bad Chk. --- `0
Open Door_
Pers. Ill-Mental ���
0 50 100 150 200 250
Calls For Service s
m
CD
N Generated 5/2/97 a
Using Excel 4.0
1996 Statistics
Downtown Business District
iPolicing In The Downtown Business District 1996
IAppendix "A" (Call For Service Data)
j1996
Crimes& Calls For Service— Downtown Business District
The Statistics contained in this Appendix are approximate and do not necessarily represent all of the
ohm or incidents which may have waned durmgthis time period in this location. The statistic
I contained herein,repress*those crimes or Calls For Service;which were repotted to the Ithaca Police
Department and recorded m our records system.
II Crime/Call Number Crime/Call Number
Aggravated Harassment 2nd 16 Aggravated Unlicensed Operator 3rd 24
*Alarms 207 Animals 10
il Assault 1st 1 Assault 2nd 1
Assault 3rd 11 Assist Other Agency 43
di Attempt To Locate 9 Bicycles On Commons 7
Bill Posting On Commons 1 Burglary 3rd 25
Burglary 2nd 5 Burglary 1st 1
II Civil 19 Criminal Trespass 2nd 1
Criminal Possession Marihuana 5th 1 Criminal Mischief 3rd 1
Criminal Poss. Controlled Sub. 1 Criminal Impersonation 2nd 3
ill Criminal Trespass 3rd 2 Criminal Possession Weapon 3rd 1
Criminal Mischief 2nd 1 Criminal Contempt 2nd 7
Criminal Poss. Stolen Prop. 5th 4 Criminal Poss. Stolen Prop. 4th 1
I Criminal Simulation 1 Criminal Tampering 3rd 2
Criminal Mischief 4th 67 Death Natural 1
Disorderly Conduct 158 Domestic Dispute 3
jEmployee Injured 1 Endangering Welfare Child 2
Failed To Stop For School Bus 1 False Advertising 1
Falsely Reporting Emergency Personnel . 2 Fire Other Than Arson 6
illForgery 1st 1 Forgery 2nd 9
Forgery 3rd 3 Found Property 140
ill Funeral Escorts 23 Grand Larceny 4th 20
Harassment 2nd 8 Harassment 1st 2
Illegal Disposal Solid Waste 10 Improper Plates 1
Indecent Exposure 1 Information 11
Issuing Bad Check 42 Larceny 184
Leaving The Scene of MVA 28 Lock Outs 215
Loitering (City Code) 1 Loitering (Penal Law) 1
Lost Property 30 Making Graffiti 2
IIPage 23
I
IIPolicing In The Downtown Business District--- 1996
0 1996
Crimes& Calls For Service — Downtown Business District
(Continued)
Crime/Call Number Crime/Call Number
Motor Vehicle Tow Away 76 Noise 46
Obstructing Governmental Admin.2nd . . 2 Officer Injured 4
I One Way Violations 3 Open Doors 41
Open Container 16 Operating Vehicle While Intoxicated 29
Other MVA 3 Parking Violations— Tagged 165
I Passed Red Light 3 Permit Minor In Bar 1
Person Ill— Sick 10 Person Ill — Injured 17
Person Ill—Mental 41 Person Ill —Attempted Suicide 1
II Person Ill—Intoxicated 21 Personal Injury MVA 10
Possession Forged Instrument 1st 1 Possession Forged Instrument 2nd 3
Possession Forged Instrument 3rd 5 Possession Hypodermic Inst. 2
IProperty Damage MVA 99 Public Safety 21
Public Urination 20 Public Assist 19
Rape 1st 2 Reckless Endangerment Property I
IIIReckless Driving 1 Reckless Endangerment 2nd 2
Robbery 3rd 2 Robbery 1st 5
I Robbery 2nd
Sexual Abuse 1st 3 Scheme To Defraud 2nd 1
1 Sexual Abuse 3rd 2
Suspended Registration 7 Suspicious Person 116
I Theft of Services 9 Trespass 90
Unauthorized Oper. MV 3rd 3 Unclassified 22
Under 21 Alcohol 6 Unlawful Possession Marihuana 17
I Unlawful Dealing With Fireworks 3 Unlicensed Operator 1
Unlicensed Taxi 3 Unregistered Motor Vehicle 1
Vehicle& Traffic Violations 6
IIA Further Breakdown of Particular Crimes/Calls
Alarms 207
I Intrusion 194
Robbery 2
Fire 11
II
r
IPage 24
Ii
•
•
Policing In The Downtown Business District 1996
Appendix "B" (NBI2 Survey & Results)
Survey-Neighborhood Beat 12—July 30, 1996
We are conducting this survey so that we can establish a baseline of information for two reasons. First,it will
help us to better understand your needs and to implement services that address those needs. Second,it will give
us data to evaluate as we implement services and later as we evaluate the Neighborhood Policing program. I
want to thank you in advance for your participation in this survey. Neighborhood Officer F.H.Brackin
I1. Do you represent a business LI or a resident❑?
2. If you are a business specify which type: Retail❑ Service❑Restaurant/Bar❑Other❑
(ff other specify exact type below) •
3. If you are a resident, are you interested in participating in a Neighborhood Watch
Group? Yes ❑ No U. If yes,please specify how,I can contact you to arrange a
meeting for the purposes of establishing a group .
4. Consider the list of problems below-#.94 indicate to what extent each problem impacts
on you or your bus P cu ing the corresponding number been 1 and 10, 1
4 r,-
being the minimum err and 10 being the maximum imp
Perception Dow nOfrn is Dangerp 1 , . . . ..
4� 5 .6 -7 8 ;9
Panhandling g) ,. . . . .. . r ,,4 5 6 7 8 9 10
Loitering . . . . ... ..z: .. :. . . . , ` 2 3 4 5 6 7 8 9 10
Vulgar Language 12 3,45 6 7 8 9 10
Loud Noise (voice)(radio) . . . . . 1 2 3 4 5 6 7 '8 9 10
Littering . . . .. : . . 1 :2 -3 4 5 6 7 8 9 10
Public intoxication:or Alcohol Consumption . .. . 1 2;"3 4 5 6 7 8 9 10
Parking . . . . . .. 1; 2`3 4 '5 6 7 8 9 10
. . 1 2 3 4 5 6 7 8 9 1 0 9 10
Bicycles/Skateboards/Roller blades .... . . ... 1 2 3 4 5 6 7 8 9 10
Drugs (sale or use) . .. ,.. . . . 1 2 3 4 5 6 7 8 9 10
5. Please specify particular days and times of day that these problems seem worst.
6. Would you like to see a police department annex in,the Downtown area? Yes ❑ No ❑.
7. If yes, where would you like to see it?
8. Would you like to see it staffed for several specific hours each day (when possible)? •
Yes ❑ No D. If yes, specify what hours
9. Please use the remaining space to address whatever we may have missed or not covered
to your satisfaction.
Page 25
Policing In The Downtown Business District— 1996
•
•
Survey (Neighborhood Beat 12 —July 30, ]996) Results
1.Do you represent a business or a resident?
Business—27 Residents—3
2. If you are a business specify which type:
Retail—20, Service—3, Restaurant/Bar—,2, other— 1, Unknown—;l
3. If you are a resident,are you interested in participating in a Neighborhood Watch Group? If yes leave name:
a.Ed Stout 205 N.Albany St. b.George Ferrari W:272-4098—H:273-8670
4.Respondents were asked to rank the impact of the listed problems(below)on their lives and/or businesses;the higher
the number the greater the impact. The numbers indicated by Respondents were summed establishing the ranking.
Problem Impact Ranking
Language 229 points(1)
Loitering 228 points(2)
Perception Downtown Dangerous 209 points (3)
Littering Bicycl (4)
208 points
es/Skateboards/Roiler Blades 189 points(5)'
Begging 188 points(6)'
Drugs(sale or use) 187 pinta(7).
Parking %` 183 pints($)
Noise 182 pants(9)'
Theft �(- r J rl O)
4 Public lntoxiaatro � 13points l }
5.Please specify'+particular daysr� � that then probl soeur .
Tiles of Day _ ;y fl,.. . i• ,:e s
Late Afternoon
I1:OOpm 5:tI . •�$ e B 2•
Nighttime
2-
After School and WV e 1
Very Quiet Times(e.g..Sunday evengs)
12:00pm-5:00pm: 1
9:00am-6:OOpm
1 Saturday and Sunday 1
6.Would you like to see a police department annex in tlee Downtown area?
Yes-26 N Response--y2
7.If yes,where would you. to it?�`
Location P fiber of Responses
i
Central Commons l
Home Dairy Alley ...
Changing Locations(e.g.,DeWitt Mall) 1
DeWitt Mall
Center Pavilion
oo '
8.Would 2nd you Fllike r to see Cent it stIthaca affed for several specific hours eachl.(1ay:(when
Hours of Responses
Early Evening 4
I:OOpm- 9:00pm or Lunch Hour,&'Evenings 3
12:00pm- 9:00pm 3
Afternoon
12:00pm— 10:00pm
M , 9:OOam—5:30pm 1
Late Night 1
9.Please use the remaining space to address whatever we may have missed or not covered to your satisfaction.
Institute Fax Alert;Presence of police seven days a week;Skateboarding at City Hall;More bike police(had 4
requests for this);Similar meeting every six to eight months;Dispatch personnel unprofessional;Fear of stairs
Green St.Ramp;Two way calling at pay phones attracts drug dealers.
Page 26
Policing In The Downtown Business District— 1996
Appendix "D" (Annex — Estimated Annual Facility Budget)
1 The following is an estimated annual budget for the Downtown Annex Facility.
Rent $300.00 (month) x 12 Months $3600.00
Utilities
(Heat and Air Conditioning) $50.00 (month)x 12 Months $600.00
I
Maintenance (Included) $000.00
I
Garbage Collection (Included) $000.00
I
Furniture (Donated) $000.00
I
Telephone
Initial Installation (One Time Fee) $140.00
Monthly Fee $23.50 (month)x 12 Months $240.00
Per Minute Costs $.08 (3min.)x 5(ave.calls a day)x 365 + $146.00
Total $4726.00
I
I
Il
Page 28
gill Mb lb la i 11111 1111 lia 1111 la IIIII Mil in ell 1111 in assi on sus
7 1:::::.:::::::::::::::::::::::..:::::. .......377.::::::::::::::::::::.:::: : ...f..: ....1.•:::::4,;:::•,:n........:.
1 ir....::::77*7.7:7:7:1: :::.:T.: : ( i:':. ::::J:.q:::. T.:::1'1:::::"::::;:1';:; ::::VIII:::::::i111:.i.:::11:::::. ;i::::',.::::::::iiiiiiiii:.:.iiiiiiiii::.
, '.)•••:':1'1'.'::•:::::::::',1:-:'::::.::::-......:............:,...:-:;-:;• -I, .-.$-....,-,::::.::,..1.:::.::::::::::::::::.:::::::::::..::::::::::::::::::::*::::::::::::. ::::::K,T........::::::::.::::;
:::::::::::,•:-:: 1/4-::::.7: :.::::::::::::::: :::„.:::,:.:::::::..:::::.,:::::,„.:.:::„.,:„;„.... i„.. ....„:::::,....::::::...,:::::::::::,, .....,,.....„.,..„.....:::::::::.:::::::,........... .,,,z,........z.„:„.;z4,...:.i.....„,.„..................:::::..::::::::::::::
::::•:?..iiiiii:•:: :-:•:P. ::f:-....:::::::v:: :::-.rvs.:::::, ::: ........,......,:i.:::_.::.:.;:;i... ;:::{4x:..1,:- ..:.*:.:.""z".....'::. .........:.:.:...,..::::::;::::::i: :''.-..;:,•••• ....:.::?:;::.
17'••:',::::.....:::::*:::::',....:::ii :}2:::::::::::::::::EiK ;;;„101:::'.4.4 '... •!-t•:.?' - . •:,.,.c......:.:•:.•:-.-:'-'•••••%:::::•*-;•:;..........4-c;.)....x...*:::'fr::::: ::::::::3::::::::*§:....::::::::::: :•:•::::.:....J
---:.:.•:---. ::-.::•7.,,:•:7.:Y•. . - ......::,:.-2.-'.::::::::::::::.:::."••:,•"••:,..7....:::r:.:::::.7.:::-..':: ::::-.....9::::,:::::•.:::::1::::14.,....,:.1:::: .,:,.::::::...::: ::::::::::::::::::ff:::::::::,:,?:,-;:q::,„:.,:.,:::::,:.,..., 0 .
I , n — •ts
:"77::".:.::.......%....."....v..... .*:::::.;:› "'..::T'':':'..:':: ::. .... ''''....................:::..... :.:.:*:':. ..../..::.:.:..:.:......../........... ... 'x......,::.,:;:;:,:::::, : ::::::::::::::::::::::::::::::::::::::::::::,,,,,...... :::::::::......0 . , 8 c- = FD • et•
1-:.: ::::::::::::::::::::::: ::::::?...........::::::: .s. ..t.,...:.:..:::. ...:,........„...„, . ,.:..........:::.:::,.............:„...:.., .......... . .,.. ...
P 0 5-
'• ---4.••:::::. ...••:::::: :::::::•:„:„...::::::::::::::::.:.:.:.:.: .
...--. ..:':i.::.1:.:..: kt:.:Tj.:.::::::::: i......::::•,:•::•::::::::::::::.:....:::::::::::::::::::::::::: :::::::,,t,„,1::::::::::::.„ ::. ,........,.... .,.....„. ,.. ,.......„...........................:.:.... .„.... ..7:: ....
ro P7' R =
.......:.:.:.::, .. .:,.......::li )::...........:•::if:'+'::::::::::::7:;:i0 9 1 t::::::::::::::::::::::::::::::;':::::::::::::: t:::".:2:::!:.:5',:-:.:-...::: 1 ::::::::::::::::::::::::::x.::::::::::::“.........:.:::....x:::-: ti = co O.
:.: 1 :it:•:.;;;••..: .:.:5.5:4-mr.::: ::::::.:.:.:.::::.: ..... 0
::::::::. ; ::*::•:*:nt":':•:::: C::::::::::.:";:::::::*::::::';:........... ..;;;;;.,:;: I i'::::::::".:::::::::•:::::?;'''''''''''::::: :4. ii:.::::.:.::::.:.:.:.:.::.7::::C % :::::i*i*iiiiii.:iiiiiii?...:::::::::::::::• :.iiiiiiiiiii::::::••••: • g° 1111 rt.
••:.......:•:•:•1 ir. :. ...:::: .........::::....... 1:
.....,,,.... .......:. . .......:.:..........:.::::-= . ::::::::::::::::::,::::,::::::::::::::::::.::::::::::::::: *
ei
-,-,-,-...." ••,, ,...,,,,,i.::::::::::::: u: •::::•- .. ,,
' •••••••• ...• •:::•:•::•::.....:::.:•:•:.•:•: :,:),::::::::::::::::::::::::::::::::::::::::. ::::::::::::::::,
•••••••:::::::::. t.••••••••• .•;;.......•" El .........• ......-....,...:•:•:•,.., ), ..............••1: ::::::::::: .•::•:••••:•:••••: ';.t.::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::1 i
. 1 . .
:::::::::::::::•-.. :::::::::::::..:$::: ••": ::: :::::::::::;:m,;;;:a :4.: ::::::::;.....• .:::.,:x . ,11 ..$ -1
r::::::::,,,,::,, i i _ , 1
1 a . . i .1.. ... .,_..._.. ..2. ,..e,— . ..,,,,,..
..............„:„...:............,,,,,
.._....... -,
0
, rri „ t•.) cr
R • 0 .....
0
:::::::::::;:;::%:.:::::. .... __. . ._ ... _. .s.22.t......s". ..............- :-.... ,.................:...,-.1 , .............. 0.. V) C
ell C/) .1
•:•:•:•:•:•:.:3 :. %.%:•:...v.:.-4,,,,...• BuFfms)s(BEE T :.:*■*:::::.::■.::::.:::::: ;• ::::•••:••••:•:':'.•,;::: mu*
•' ................................. ... , '••••••• VI i' ! I *-::::::-::::::-...:-:-: 1:: :,..x....:.:......-. 1E5 1 cgr.;) CI.= El)
.:•:.:,...........::-....;•:;;;;,. ..... ,...--T.., I.../......1_-_..... , ,
11 .. ' 1 I ' I II
: I 1 1 . . i '10 /. ''T c.$ Z
rt.
:::::1 ...:. I— I I—....I 1 1 i i 1 , I •::::::::::::::::::::•::s I:t.:•.:.;..:::..:-.::::.::.::
•...,7: SO
i.— . : il. --...", .; j 1.-1-r'.1 1 1 ' I S.".5:.:.:.:.:.*:.:,..
1 0
n 0
c::: .... .
::: ............... 1—.....1 i 1 1 1 i 1 i 'i 1 i _...... *.*.***"
1 . : , ..... L....... ._ --- ..:,.............v,: tz: Z 0
:. ... .1...--..I i 1 I i 1 ..... CIO B =
:. , ! 1......ii...,..._L........—....... 't.......--• . "--- e.st sENEcAsTner: _ , r...... .:: .:-f.::••:•:..: o
:•;;;;;:::.:::;..,,:f.... — • — west SENECA STAEET PME Mt til , i ..— ! I ••• \ :.: : :: :... ..... Z X
.__,.......77.......i...-1.. 1 §, .. 1 .71
1 • 1 I 1 1C17-..-.. . '
• i-.....7----, ,,..,,, .••••.....:„............. .
v ....,
...... i I: [, , I1_I.. _T._,.. : ..-t_ • 1
. ,
i -L.... ' $ r----..-.;. ..-.-. \ii \ • ....
.i i .1........__.1 ..i. ......... .1z.• ,:.....3 I t1 f i ; \' --
c:..r...
:::::•••• :I- • --. 1 ••• : . In' : • 5 ' ' : 1
1 11-11 I i—i I m -1. i_i • I N \ i •:?:.:75.: ,1.:!:!-...
, .7.:,..:!:-...:-..:-,:. . -,..,:,,,:•:•:.:1:•:•::::•c:::::::::::::::........:..'fic
/ •--'1::••!.:::.!-:::::.::::::::::::::::fr:::::::P::::.:.rex.:1:::::::m:f::::
I . : :..-L....:.!:.:.,11.1E-cowgisrs '4
ii171 1.1 l'-----::.i i 1........ 11-11 1 ii- I'll i 1"111. "It 11. . '. 1....-J1...'.....'.'..... - -I 1-.7.1-;;;I-E:rj -s- \\''''• -..-11_...._1:.. .,i1./ ' :::::::::".:::::1:'''''"::::::i.:.::i.:::%:'..".:". ......1...:::::...:::":::,:.•::::::.;:::::::.;::::1.:;
i..,...... F.1 .1. 1 .........1... . .......... -..--. EASTSTATE-•••--- .•.• ••••••••••••••• :::::::::::•:::•:::::.•:::::::''::::::: •:.
'•'...... •'•':':,./''.1.'' '' STATE STREET . -..........
. 7 p
..:...:.............:.:.::::::: r..-r.. iii
... , ; „ ,
.. ..-....::. . . ! i :., 1 ,.1 i i. 1 , .
, \
\ , / ---- - -- .....::::::.:„.:„. :05,,,v.A. ;;„;,......:,•::::::%:,......::::::::::::::::::1
.,,
.::•;.:.:::::}::::::::': :::: i :. I 1 i
, .; i i 1 v.' ,IT ., ' 11 • ( - ' i
L .
::ii..4•:.-.:1::: —•‘•.••I .1 I—..... ...i 1 ... -r .....1 1 I ' 1-. -7' — - ii .......:.:.:.:.'...r.•:.:....;:.c:•:::••:•:•:•:....:..........:.:.:.:
..x;;;;;::::::1: •: . i , ; : . : I :— --..... ! .1 1 1 ---- \
--....! : ! ' I i.......—: : 1
i i ; i '!'-•i 1 1 -•-- \ \
.. 11.— . _......: _ \ r........_........ : 1
. I . . . i I\\
:.;•:::: :::•:.:•:.:•:......,-::......:...:.:
::;:::::::i 1 i 1. 1 1 I. 1....L..L. .. __;:. - — ---1[ 1- !
::::::::: :: .....1 —•.•.•,--;,-, E AS1 GREEN STIAEC . . %..:.'•:•:•:•:•:•k:::::::::
.....”.'......•"....::::: ,GpEEN SIRETt 4...0.,":?...... . ._.., _... ,. 1 '-':? .---' ...-- ',:::•:::::::::::::::::::- *.:•:::::.::::::::: ::••::..:....... ..
•:•::::::::.:::::::.::::. s .,' .---- iiii:••:.::::::::::::::::pf:::.:fis:::.iiii:.:•:.:•:::::(:::t: .:• .,. • ......::-•?-',:::,..':',4t.:.*:.•::-
..::::•:::::•:•:.i.i.: .:.:::,:•::.:...::•:;•:.:..,..:::::::TAW I 1
'•:.:::::::-.::::::::: ;:i::::::::-::::::::::::::,..: L ...._..1 1
- ' -'' /..---........ :::::-.....:-.::::•:z:_:::: ,-.;:i:::•::....F.::):::::::::-::::::::::::::::.•,:::::::::,::::;•.:.....,.
1--. ,.' .•••••::::::::,,,:::::::•:•:•:•:•:•:•::::..:::::.
i .......:- ••c..,:re...,..,....4;-•::::::-,•::::):::::::::::::.:::::::::::-:i::::::::::::::r.;::::::::.:......-::::::::::::::::•::::.•;i::;::::iiiii.;*:.::::::.:
• ..
'..1:,..::::::1;::::::1 4:.:;•::::::::::........ „ ........
,.. „...•
.....,„:•:•:•..?..1" •:•:.:1:•:,..:,.0:::: c, ::::::::::::: . :::.•:.:....t..,,...• .• •..
.;.-... --,-....- •-•••••tr -•,. ..,•,,--•,,,.:::::::.:::•;:s.f5::::::::::::::::: .$:. *::::::::::::::!;::::!:'.':•,......
p.,...".........45.7:::,. 4 1...;:f.;::::•.• •
i
' 11::
.•............. •.•
„ ' ••: :•• •'• "• •••• ••• •• •••••••• w.........,••••• •. • ...•.. , .... ... ,................,...........,
' __. I ...•:•:•:•:•••:.:•:•:•:•:::•": •.,N
....•.....-.
:::N: . •• ,•
zi,......,:*.:.•.::::::M:::::::::: i - -
1 . ) , „
„ • •• ..................,
.•:.:::: '''''''''''.::=-....0 ITY OF
..:::::::::.,....,;.....:..:..
1 / , ... o.-:•: ,(...,..,
, , ...• : •:-.. ......,::::::„...„fr:::::t::::3 "• .
N .......:•:•:•:•:•:•:•:•:•:•:•,...
1 , , I -----------:••.::::..-•••:•::::::'•:: :::::::::-.:1:::: :.....:•::.:.:.:.:
•-• • -•••• ......‘.....,•••••1 -•:•-.....:•:•:•:.:•:•:•:•:•:.,i,
.::: :•... ......:•:•:•:•:•:•:•:•:•:••••:::•,
..............
',./-••••:..11::::::3 ::- ::::::::::::::, :•:•••••:-:•:•t, Proposed BID:,,,,:,
........„.. •.... ..•.•.. ..
.........."1-.......:t.,--•: 30-r.:7.1:i,:;...: ,::......e.1 i
......::::::.....:::-:•••::•••••••••:•:•:•:•:•:::,:::::::::,•
. . , 1 • • . :•,...:•:,:::::::::,:::.,:::::: :•: ,•:•:::•:•:• :•: •:.• •...••.:., :::::::„. ..._.:::::::::::::::::::•:::
:„.:.........• •••• ..„:,•:::::::: ::::: , •• ••:,..:•:•.::::: :::::::::::.:: , .....:::::::::;::,:
..::::::......:„ :::: ,,.::::::.:4:::::::1::::: 1 1 , . ...:..:.:::::::•iiirs•::::::::::t .: .•..:.:::::::::::::::•::1::::: ii.:::::::: :•:,.....:::::::,. .
.-e-"`:' . . ..'........ .- F....... ........... 1Boundary Ma ........... ..„...,.........w.:
....,.., •••• ,. .... ------•...:-....::::::::::::::::::::r.:.......::. :: ,....::::t.:!::::::::::::::::., ..,
::::::::::::: :.: --.:......4:::::;-,:-.:- - .....-•,,:....................—.......•.-......,,,•.1:::::.::::::::::::,:::::,:::::::::::::..,„.. ..: ::.::: :.:::::.:.: ::: ,,,„,:.„...„..,............„:„:,,,„:„.„:„...„..:.....,. ......::::::::.:,....:::::....„..: :...„...:,
... :.:::::::, .:....... ,::::.
..
. : : ,-, .-.-- -;:.•:':•:•:•:•::::: ::: ,2:—.: ::.......-e-In.-..,:::r.......-....:P.::.................."....:i:i.:.:::::: :.:.....i..i.........i.*:-...--::-,..... .- . ,
l' ..';.:. 1.:tr.:.:::::::::::::.**:::;:**:::\:::........::: :.....;........:.'... - --I—. .`.. `': '''. *****tE ....xl .... ...... and Developmen1
C ::: '`::•::Et:.:. :::.:Pe„..sPa..r)17?.....P...r!)R.... a g .:.....,..........,..../.„ . : .......;......,.., ...:::...:.;:;:.:::::.
:..::::::::::1 :: ::1:::::::.X.:I.::::::::: :. .:.:::::4::::::,...........,.........:. ss..:.:::.:.:. )...:,.:.: :::...::::.:.:.:,:.:.:.:... ......13,.., ....................t.......1.,......1.... 1m a y 1
--3 :.:•':::.,''4 ...,:%:::;:.::::::::::::**:*".:::::::.::s.:::::::::::•::::•:: .,::.....,. ......„7::•:•:•:•:•:•:..:::::M::1:1:?:'te::,:,::',1:..:::'::*.i.,:',.. •?:::1:::::::.i.f. i:::::V ..i::.::::::::....x.x.. ::..t ;.,,,,::;:l...x.... ..,...;... ;....„:,.......:.x..4 5.5.. ,..........,....71..,:,.....7.....:::::.. ..s1:::::::::.................. .........r :...:::::..,
F''''':' -.f::::.:::::;::: ::;:::.* ::::•*:•:::::::::::1 '1:.:555-:;:::":"...::: i.*:<:::i.:..;1:::::?•••44-':::::::::..::.:j: ::::1:::::1:::•:;11.:::,4::Af.r:::::.1: f; ::.:**.*:.:::.>::•:.:::::::(:•:::.1:.:;::.::::.:■:17"-:.*;:;'....3;;;;::;.:::;' 2.:.T.:::::::.::d::::::: :.::::::::.:::,. ....',...;;:::::: ::::: ..,..:..,e
:5r.5f.P.....:1:k1:::::(1:::::::::m:::::::::t::::::.:::". ..: :„.:::::::::t..::.:,::.::..1........,./..
f:::::-.4:....... 4 f.:?..-:::::::::-..::::::::,.-::::::::::•:...s,::::::-.:::::::: . ::::,:::.....„ .........; .:.....„,:.•. ...,...„... ...... ...:,:,;.„.....,.......,.........„....,.._. ,s,..._
1:-:::-.. ...---. if•::::.:,.....:::,...,,,,,,,:.,..•••,•:.•:•...•• ........,.,.•:..„......•••••. ....•....... .,..