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BUDGET AND ADMINISTRATION COMMITTEE
TUESDAY, MAY 27, 1997
7.30 P.M.
COMMON COUNCIL CHAMBERS
AGENDA
jl Common Council
Minutes of March and April meetings
Improved Sound System for City Court - Status of
Quotation - Possible Resolution
Charter Changes for Earlier Budget Process - Possible
Resolution
— Sales Tax Exemption for Clothing -Report
Library Invitation to Participate in Sponsoring Sunday
Hours - Discussion
Vacancy Review - Report
Mayor' s Report
Council Members ' Announcements
Youth Bureau
County Funding for Youth Development in Conjunction with
Transition Task Force Report on Youth Development
Programs - Discussion
- Summer Programs - Possible Resolution
Fall, 1998 Programs - Discussion
Finance/Chamberlain
Request to Amend Sidewalk Assessment Roll - Resolution
Request Expungement of Tax Penalty - Resolution
Request for Refund of Tax Penalties - Resolution
S. DPW
I\ Personnel Item - Executive Session
Items from BPW Meeting of 5/28/97
BUDGET AND ADMINISTRATION COMMITTEE AGENDA MAY 27, 1997'+
PAGE 2
Fire Department
Request for Additional Funds for Training Center Project
I., - Discussion/Possible Resolution
Attorney
Lake Source Cooling Project Contract - Discussion
Labor Contracts - Executive Session
G. Building Department
�Wzlz
Request to Fund Vacant Code Inspector Position - Possible
Resolution
2 . Request to Reclassify Code Enforcement Officer/Community
Service Officer Position - Possible Resolution
Building Department Database Phase II - Discussion
H. Planning and Development
Qr1� Possible Personnel Item - Executive Session
I. Finance/Controller
1. Update on Health Plan - Executive Session
2 . Approval of 1998 Guidelines for Community Service Funding
- Resolution
3. Consideration of 1997 Retirement Incentive Program -
Discussion
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CITY OF ITHACA
v= �� 108 East Green Street Ithaca, New York 14850-5690
BUILDING DEPARTMENT
�PoRAO Telephone: 607274-6508 Fax: 607272-7348
r
To: Jane Marcham, Chair B+A Committee Date: May 20, 1997
From: Richard L. Eckstrom, Building Commissioner
Re: Community Service Officer - Reclassify Position
I am working with the Personnel Administrator to reclassify the position of Community
Service Officer (CSO) and change the duties. I am requesting that the salary be adjusted and
that the position change from 35 to 40 hours per week.
Among the reasons for this request is the lack of minority candidates in the small pool of
applicants who applied for the position. In contrast, police CSO applicants—another recently
advertised position—were a more numerous and diverse group.
I believe the police CSO position is more popular because the salary offered by the police
department more accurately reflects the level of responsibility demanded. The building
department's CSO has a greater level of responsibility than police CSOs, must exhibit a greater
level of knowledge and take on greater risks. This position is not at all equivalent to checking
for expired parking meters.
I've examined the ratings of the city's job evaluation system and determined that the salary
range for this postion should be $19,510 to $22,443. I will confirm this with Valerie Saul prior
to the meeting.At the existing starting salary of $12,667, I have a serious problem retaining
trained staff. I am also adding sign and encroachment enforcement to the job duties of the
position. These additional duties will require a 40-hour week.
This change should have little impact on the building department budget for this year because
of current vacancies. I estimate that I will need an additional $2,000 to hire at the first step,
and up to $5,000 to hire at the maximum starting salary. This money will come from surplus
in the building department's 110 line—a surplus of approximately $52,000.
Please refer to a memorandum dated May 19, 1997, entitled "Building Department 110 line -
Existing Surplus," for an explanation of the method for funding this request.
cc: Mayor
City Controller
Personnel Adminstrator
"An Equal Opportunity Employer with a commitment to workforce diversification." C��
n
4
CITY OF ITHACA
108 East Green Street Ithaca, New York 14850-5690
BUILDING DEPARTMENT
PoltA7b0 Telephone: 607274-6508 Fax: 607272-7348
To: Jane Marcham,Chair B+A Committee Date: 20 May,1997
From: Richard L. Eckstrom, Building Commissioner (Z
Re: Building Department 110 line-Existing Surplus
In 1996,the number of building department employees was reduced by two because of
early retirements. Both former employees participated in an incentive program offered
by New York State.The program requires a savings of 50% of the salary of the positions
over two years. That amount is shown in the table below:
Staff Position Former Salary
Deputy Building Commissioner $52,539
Code Inspector $34,174
Half Sal $43,356
The three requests I have made for funding transfers are summarized in the table
below:
RETIREMENT IMPACT BUDGET IMPACT
Code Inspector Funding .$23,941 -$27,539 $10,900-$12,500
CSO Reclassification $4,000-$10,000 $2,000 -$5,000
DBase Coordination $6,000 --
TOTAL
TOTAL $27,941 -$37,539 $18,900-$23,500
Required 2-year Savings $43,356
Projected Retirement Savings $49,173/$58,771
Budget Surplus $52,000
Remaining Budget Surplus 1$28,500-$33,100
The reason for the range in the table above is to allow for hiring at any of the three
starting salaries negotiated with the Administrative Unit. This table demonstrates
technical compliance with the NYS Retirement System requirements for participation in
the early retirement program. No additional allocations to the building department are
required because these changes occur within existing funding.
"M Equal Opportunity Employer with a commitment to workforce diversification." �«�
CITY OF ITHACA
Vi� :�� 108 East Green Street Ithaca, New York 14850-5690
=p f,.•�f BUILDING DEPARTMENT
APoRA7�0 Telephone: 607/174-6508 Fax: 607/172-7348
To:Jane Marcham,Chair B+A Committee �D'ate: 20 May, 1997
From: Richard L. Eckstrom, Building Commissioner , E
Re: Code Inspector-Fund Position
In 1996, the number of building department employees was reduced by two because of
early retirements. Both former employees participated in an incentive program offered
by New York State.These two positions were deputy building commissioner and code
inspector.
I have examined the options for handling the work of the department and determined
that the best reorganization plan is to fill the vacant code inspector slot but not the
vacant deputy building commissioner position. In my review, I've discovered that the
department is performing fewer housing inspections because of the lack of staff. Both
recently-retired employees performed housing inspections. Hiring an additional code
inspector would bring the building department close to the staffing capacity it had
before the retirements.
The former deputy's salary is funded in the 1997 budget. Therefore,there is no need to
add to the department's budget for this approval. The impact of hiring an additional
code inspector on this year's budget would be about$12,500. Currently,we have a
projected budget surplus of approximately$52,000. Please refer to a memorandum
dated May 19, 1997,entitled "Building Department 110 line-Existing Surplus," for an
explanation of the method for funding this request.
I propose an additional change that will affect the department's workload both
positively and negatively. The Landlords Association has proposed a change in the
requirements for a Certificate of Compliance. The Association proposes that buildings
should be subject to reinspection every five years instead of every three years if they do
not have a history of maintenance problems. I think this proposal makes sense,but I
would like to expand on it. I suggest we shorten the inspection schedule for problem
properties, inspecting them every two years. Exactly how "problem properties" will be
defined still needs to be determined. I believe we can accomplish the development of
this criteria quickly, perhaps by working with the Community Issues Committee.
cc: Mayor
City Controller
"An Equal Opportunity Employer with a commitment to workforce diversification." �«�
CITY OF ITHACA
310 West Green Street Ithaca, New York 14850-5497
CO.., •..N*001 OFFICE OF THE FIRE CHIEF
RPo�10 Telephone: 607/272-1234 Fax: 607/272-2793
MEMORANDUM
To: Dominick Cafferillo
From: Brian H. Wilbur
Re: IFD Training Center Project
Date: 14 APR 97
As we discussed, attached please find an outline detailing the current situation with regard to the
planned improvements for the Training Center. We are prepared to proceed with the option
listed under I.B.1., and expanded under III.A., which is to obtain additional financial resources.
To do this, we will need an estimate of the additional annual funding needed over what has already
been budgeted by the City of Ithaca, to make this work. With this information, we will develop a
campaign to seek both additional one-time funding and additional on-going funding, as developed
under III.A. of the outline.
From the information provided, can you prepare a.projection which will detail the additional
annualized funding needed for this project?
It is our preference to seek immediate funding from Council for as much as we can get to meet
the current shortfall, with the expectation of added revenues to cover the increased outlay. To
do this, we will seek hard commitments from the various agencies and organizations that we talk
to in order to address any concerns that Council may have about the additional expense. But, we
need the up-front monies as soon as possible to keep the project going at an appropriate pace.
Any assistance, thoughts or ideas you may have to facilitate this would be greatly appreciated.
cc: T. Dorman
L. LaBuff
R. Wheaton
"An Equal Opportunity Employer with a commitment to workforce diversification." 0
Ithaca Fire Department - Training Center Improvements
08 APR 97
I. Situation
A Insufficient funding to complete current phase
1 . Proposals received to perform the work substantially exceeded allocations
B. Options
1 . Obtain additional financial resources
a. Local v. regional program
2. Extending phased work into 1998
a. Delays much needed facility improvements and expansion
3. Cut back on program
a. Impact on mission
11. Fundin Status Summary
A Current year funding $26,000.00
Less Funds expended to 4/1/97 8.200.00
Balance $17,800.00
B. Current year project costs
1 . Classroom facility $40,233.00
2. Ventilation simulator 4,500.00
3. Extrication training area 4,250.00
4. Rescue tower/Stairwell simulator, phase 1 14.000.00
Total Current Year Costs $62,983.00
Total Current Year Costs less Current Balance
equals Additional Funds Needed 45 183.00
C. 0
D. Future Year Budget Projections
1 . 1998 $21 ,000.00
2. 1999 17,800.00
3. 2000 10,000.00
4. 2001: not projected
5. Note: planning, design, and estimating for a new tower facility will be
considered for funding during this period as well
Ithaca Fire Department Training Center Improvements 08 APR 97
page 2
III. Evaluation of Options
A. Obtain additional financial resources
1 . Request additional monies from Common Council under current capital
project
2. Pursue regionalized program to garner additional financial support from:
a. Fire and other emergency services agency in the region
b. Private sector users
C. Private sector benefactors
d. Tompkins County
3. Implement user fees
a. per use fee, independent of number of participants
b. per user fee, based on number of participants per use
C. annual or subscription based fee, per user agency, based on
( 1 ) frequency of use, or
( 2 ) number of users
4. Establish enterprise operation
a. IFD sponsors training for regional organizations
( 1 ) help others meet their mandated training requirements
(a) limits others investment in equipment and
facilities for training
(b) permits accurate projections and budgeting for
training costs
( 2 ) enhance capabilites and expertise of IFD personnel
b. Revenue covers:
( 1 ) full costs of
(a) instructors and consumables
( 2 ) partial costs of
(a) equipment and facilities
C. City-costs are contained and a better facility is provided
B. Extend phased work into 1998
1 . Reduce 1997 costs by:
a. constructing approximately 50% of classroom facility
b. delaying
( 1 ) ventilation simulator
( 2 ) extrication training area
(3 ) rescue tower/stairwell simulator, phase 1
2. Cost reductions will impose continued restrictions and limitations on
IFD's ability to efficiently deliver comprehensive training program
required
a. fire fighter safety suffers when makeshift training facilities must
be used
Ithaca Fire Department Training Center Improvements 08 APR 97
page 3
3. New and expanded facilities required to meet new mandates have not been
available; delay will make "catch-up" more difficult
C Cut back on program
1 . Limit program to basic mission only
a. Fire suppression
b. Basic technical rescue
2. New mandated programs not served
3. Full utilization of valuable personnel inhibited
BUDGET & ADMINISTRATION COMMITTEE
REGULAR AGENDA ITEMS
19.1 LOCAL LAW No. Of the Year 1997
City of Ithaca
A Local Law to change the deadlines for each of the multiple stages of the annual
City budget process.
Be it enacted by the Common Council of the City of Ithaca as follows:
Section 1. Legislative Intent. The Common Council is moving up --by one month-- each
of the deadlines for the multiple stages of the annual City budget process so that the final budget
for each ensuing fiscal year is adopted before the Council's first regular meeting each December
at which, pursuant to Ithaca City Code § C-41, the Council must levy the ensuing year's taxes.
This Local Law amends Local Law 2-1981 insofar as this Local Law amends §§ C-40 and C-41
of the Ithaca City Code.
Section 2. § C-40 of the Ithaca City Code is hereby amended as follows:
On or before the first day of[September] August each year, or at such
earlier date as the Mayor may prescribe, but not before the first day of
[August] July, the head of each quasi-independent board or commission
receiving funds on a budgeted basis, or a designee, and the head of each
department or other spending unit of the city government shall furnish to
the City Controller an estimate of revenues and expenditures of such unit
or authorized agency for the ensuing fiscal year.
B Estimates shall be submitted in such form and with such additional information as
the Mayor and the Controller shall prescribe.
Such estimates of expenditures shall be based on and shall be accompanied by a
proposed work program prepared by each department head for such funds and
such work program shall justify the funds requested.
DLA The City Controller shall also present to the Common Council a statement of
balances of funds on hand and available for application toward the reduction of
taxes in the ensuing year.
.Section 3. § C-41 of the Ithaca City Code is hereby amended as follows:
The Common Council [shall], not later than its first regular meeting in
December and taking into account the adopted budget for the ensuing
fiscal year, shall: [consider such estimates and]
Material to be eliminated is in brackets ("[ ] ") . New material is underlined.
determine the entire amount necessary to be raised by taxation,and [shall]
levy the aggregate amount taxed, ascertained and determined, together
with any special tax which shall have been voted to be raised with the
annual tax levy.
B The tax so directed to be raised shall be levied and raised by general tax upon all
property, real and personal, taxable for city purposes, in the city, according to the
valuation upon the assessment roll for the current year as completed and corrected.
�C) The City Controller, under the direction of the Common Council, shall extend and
apportion the city tax on the assessment roll so completed and corrected in each
year and shall certify such to be a correct roll of city taxes.
D Such roll shall then be delivered to the City Chamberlain not later than the 31 st day
of December, with a warrant annexed under the hand of the Mayor and City
Controller and the Seal of the city, commanding said Chamberlain to receive, levy
and collect the several sums in the roll specified as assessed against the person or
property therein mentioned or described and to return said warrant and roll within
eleven (11) months after the date of the warrant, unless such time is extended by
resolution of the Common Council.
E From the time of the receipt of the tax roll and warrant by the City Chamberlain,
all taxes assessed and levied upon any real property shall be a lien thereon for the
amount of such tax, with percentage and interest, until the same shall be fully paid.
Section 4. § 4-6(A) of the Ithaca City Code is hereby amended as follows:
Submission to Controller and Capital Program Committee. On or before
the 15th day of[May] April of each year or such earlier date as the Mayor
may prescribe, the head of each quasi-independent board or commission,
department or other spending unit shall furnish to the Controller a
description,justification and estimate for each physical public improvement
or works, hereinafter called "capital project," which he/she proposes for
development during one (1) or more of the ensuing six(6) fiscal years.
Each capital project request shall show:
Section 5. § 4-6(B) of the Ithaca City Code is hereby amended as follows:
Procedure.
Upon receipt of the unit requests, the Controller shall, without delay,
forward the aggregate of requests to the Capital Program Committee for its
review and recommendations.
Material to be eliminated is in brackets ("( I ") . New material is underlined.
The Capital Program Committee shall examine each such request and, if
any are not sufficiently complete for the policymaking units further along in
the budget cycle to make their determinations, the Committee shall obtain
the additional data needed to justify policy review.
The Capital Program Committee shall, not later than [June] May 15, hand
up to the Capital Improvements Review Committee as one (1)package its
recommendations for a tentative capital budget, consisting of
(a) its recommendations for further work on projects already started or
to be started before the end of the current year;
its recommendations for new starts during the next fiscal year;
O its recommendations for rejecting or postponing major requests,
and why; and
(d1 a list of projects already authorized on which a start during the
current year has not been promised.
The Capital Improvements Review Committee shall then proceed with its
review of the recommendations of the Capital Program Committee and
shall, not later than [August] July 1, hand up the Capital Program
Committee's recommendations intact as received, together with its own
recommendations, to the Budget and Administration Committee of the
Common Council.
This procedure shall be conducted according to the Uniform System of
Accounts prescribed by the New York State Department of Audit and
Control.
Section 6. § 4-6(C) of the Ithaca City Code is hereby amended as follows:
Guidelines.
The Chairperson of the Budget and Administration Committee shall present
its findings and its recommendation for total capital expenditures to the
Common Council at its first meeting in [September] August.
Following its deliberations, the Chairperson of the Budget and
Administration Committee shall inform the Mayor of the Common
Council's guidelines for finalizing the capital budget section of the
executive budget. This shall be done not later than [October] September 15
each year.
Material to be eliminated is in brackets (" [ 1 ") . New material is underlined.
None of the tentative decisions arrived at during the foregoing shall be
binding upon the parties during their subsequent finalizing of the executive
budget.
Section 7. § 4-8(A) of the Ithaca City Code is hereby amended as follows:
Procedure.
W On or before the first day of[September] August each year, or at such
earlier date as the Mayor may prescribe but not before the first day of
[August] Jam, the head of each quasi-independent board or commission
receiving city funds on a budgeted basis, or his/her designee, and the head
of each department or other spending unit of the city government shall
furnish to the Controller an estimate of revenues and expenditures of
his/her respective unit or authorized agency for the ensuing fiscal year,
exclusive of capital projects.
Each estimate shall show the sources of revenues and the character and
object of expenditures, which may be subclassified by functions and
activities, designated according to the Uniform System of Accounts
previously mentioned.
The estimate of each unit or agency shall be subdivided according to the
internal organization of such unit.
Estimates shall be submitted in such form and shall contain such additional
information as the Mayor and the Controller shall prescribe, provided that
the estimate of expenditures shall constitute or be accompanied by a
request for an appropriation.
Such estimates of expenditures shall be based on and shall be accompanied
by a proposed work program prepared by each applicant for such funds
and such proposed work program shall justify the funds requested.
Section 8. § 4-9(C)(1)(c) of the Ithaca City Code is hereby amended as follows:
An estimate of the anticipated receipts from delinquent taxes, which shall
not exceed the amount received in cash from delinquent taxes during the
last [five(5)] six 6 months of the most recently completed fiscal year and
the first [seven(7)] six 6 months of the current fiscal year, provided that
delinquent taxes shall include:
LU]. the proceeds of the collection of all taxes levied or relevied by the Common
Council for any year preceding the current fiscal year, together with
Material to be eliminated is in brackets ("[ ] ") . New material is underlined.
interest and penalties thereon;
W the sale of property sold for such taxes; and
M the redemption of property sold for such taxes and bid in by the city,
but shall not include the proceeds of any such collection, sale or redemption
occurring during the fiscal year for which such taxes were originally levied.
Section 9. § 4-10(B) of the Ithaca City Code is hereby amended as follows:
Submission to Common Council.
On or before the first day of[November] October of each year, the Mayor
shall submit to the City [Clerk] Controller for distribution to the members
of the Common Council the proposed executive budget, including both the
proposed operating budget and the proposed capital budget for the ensuing
fiscal year, the proposed appropriation and tax levying legislation as
prescribed by Subsection A of this section,and an accompanying budget
message as prescribed by Subsection C of this section.
The proposed operating budget, the proposed capital budget, the budget
message,and the appropriation and tax levying legislation shall be
combined as one(1) document, which shall constitute the proposed city
budget for the ensuing fiscal year.
The City Controller shall forward the proposed city budget as defined in
subsection (2), above, to the Common Council no later than three days
after receipt of the proposed city budget from the Mao
Section 10. § 4-10(E) of the Ithaca City Code is hereby amended as follows:
Review by Common Council or designated committee.
The Common Council, or a committee designated by it, shall review the
proposed city budget as submitted by the Mayor and shall, not later than
the [15th] 26th day of[November] October, file with the City [Clerk]
Controller its report, including any recommendations proposed therein.
Such report shall become a public record in the office of the City [Clerk]
Controller.
Copies of the same shall be made available by the City [Clerk] Controller
for distribution at a charge to be fixed by the Common Council.
Material to be eliminated is in brackets ("[ ] ") . New material is underlined.
Section 11. § 4-11 of the Ithaca City Code is hereby amended as follows:
Not later than the [first] second(2nd) day of[December] November, the
City Clerk shall cause to be published in the official newspapers a notice of
the place and time, not less than five (5) days after such publication nor
later than the [fifth] seventh(7th) day of[December] November, at which
the Common Council at its regular November meeting(, or a committee
designated by it,] will hold a public hearing on the proposed city budget
submitted by the Mayor and the report submitted by the Common Council,
or a committee designated by the Council. [At such hearing any person
may be heard for or against the proposed city budget submitted by the
Mayor or any item thereof and the report or any item thereof submitted by
the Common Council or a committee designated by the Council.]
Section 12. The text presently in § 4-12(A) is hereby renumbered as paragraph(1).
Section 13. § 4-12(A) is hereby amended by adding the following:
After the Council has made alterations, if any, to the proposed budget, the
Council shall vote upon the question of whether to pass the proposed
budget, as amended.
If the Common Council fails to pass any budget on or before the 7th day of
November, the proposed budget shall be deemed adopted as the city
budget for the ensuing fiscal year.
"Alteration" as used in§ 4-12 means any addition, increase, decrease, or
deletion. "Deletion' includes"striking" an item.
A"business dav" as used in § 4-12 begins at 8:30 a.m. and ends at 4:00
p.m. and includes any dav on which City Hall is open to the public for
business and does not include holidays recognized by the City. Saturdays.
or Sundays.
Section 14. § 4-12(B) of the Ithaca City Code is hereby amended as follows:
Return to Mayor.
If the budget as passed by the Common Council contains any such
[additions, increases and/or decreases] alterations, the same shall be
presented by the City Clerk to the Mayor not later than two (2) business
days after its passage his/her consideration of such [additions, increases
and/or decreases] alterations.
Material to be eliminated is in brackets ("[ ] ") . New material is underlined.
If the Mayor approves all the [additions, increases and/or decreases]
alterations, he/she shall affix his/her signature to a statement thereof and
return the budget and such statement to the City Clerk not later than three
(3)business days after presentation by the Clerk. The budget, including the
[additions, increases and/or decreases] alterations as part thereof, shall then
be deemed adopted. `
Section 15. § 4-12(C) of the Ithaca City Code is hereby amended as follows:
Mayor's veto.
()l The Mayor may object to any one (1) or more of such [additions, increases
and/or decreases] alterations, and, in such case, shall append to the budget
a statement of the [additions, increases and/or decreases] alterations to
which he/she objects, with the reasons for his/her objection, and shall
return the budget with his/her objections to the City Clerk not later than
three 3) business days after presentation by the Clerk.
The Clerk [who] shall [present] distribute the same to the Common
Council no later than two (2)business days after receipt of the same from
the Mayor.
M Na]t a meeting to be held not later than the 20th day of[December]
November,[. TJ the Common Council shall [thereupon enter the objections
upon its journal and] proceed to consider, discuss, and vote upon the
question of whether to approve any or all of the [additions, increases
and/or decreases] alterations so objected to.
(4� If[, upon such consideration,] two-thirds (2/3) of the members of the
Common Council, exclusive of the Mayor, vote to approve such [additions,
increases and/or decreases] alterations, or any of them, the budget with the
[additions, increases and/or decreases] alterations so approved, together
with any [additions, increases and/or decreases] alterations not so objected
to by the Mayor, shall be deemed adopted.
Section 16. § 4-12(D) of the Ithaca City Code is hereby amended as follows:
Mayor's failure to act. If a budget with [additions, increases and/or
decreases] alterations is not returned by the Mayor to the City Clerk with
his/her objections within three(3)business days after its presentation to the
Mayor by the City Clerk pursuant to section 4-12(B)(1) above, [on or
before the 15th day of December] it shall be deemed adopted.
Material to be eliminated is in brackets ("[ ] ") . New material is underlined. -
Section 17. § 4-12(E) of the Ithaca City Code is hereby amended as follows:
Common Council's failure to act. If a budget has not been adopted as
herein provided on or before the [25th] 20th day of[December] November,
[then] the proposed executive budget as submitted by the Mayor, plus all
[additions, increases and/or decreases] alterations to which he/she has
failed to object, shall be deemed adopted as the city budget for the ensuing
fiscal year.
Section 18. A new § 4-12(G) of the Ithaca City Code titled"Budget Process Checklist" is
hereby created which shall include the following table and such table shall be printed on its own
page of the code:
- The following table is provided merely as a convenience and if any conflict arises
between this table and the text of the Code, the text shall be considered definitive.
The Controller shall copy this chart from the Code, indicate on such copy the
actual calendar date for each step in the current calendar year, and provide a copy
to each department head, the Mayor, and each Alderperson on or before the 31 st
day of March.
Material to be eliminated is in brackets ("[ ] ".) . New material is underlined.
Section 19. This Local Law shall take effect after it is filed in the office of the secretary of
state.
Material to be eliminated is in brackets ("[ ] ") . New material is underlined.
"* CITY OF ITHACA
v1" et 108 East Green Street Ithaca,New York 14850-5690
OFFICE OF THE CITY ATTORNEY
Mariette Geldenhuys,City Attorney Telephone: 607/274-6504
Po/rpjEO Patricia M.Kennedy,Assistant City Attorney Fax: 607/274-6507
MEMORANDUM
TO: Budget& Administration Committee
FROM: Mariette Geldenhuys, City Atto
DATE: May 19, 1997
RE: Lake Source Cooling Project Contract
Attached, for discussion at the May 27 B&A Committee meeting, is a draft contract with Cornell
regarding the Lake Source Cooling Project. Copies of the attached draft were previously
circulated for comments, questions, and concerns to Bill Gray, Rick Ferrel, Thys Van Cort, and
Mayor Cohen.
MG/emc
"An Equal Opportunity Employer with an Affirmative Action Program' �a
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DRAFT
AGREEMENT FOR UTILITY INFRASTRUCTURE IMPROVEMENT IN
CONNECTION WITH
CHILLED WATER LINE CONSTRUCTION
AGREEMENT made this day of , 1997, by and
between the City of Ithaca, a municipal corporation, of City Hall,
108 East Green Street Ithaca, New York, hereinafter called the "City,"
and Cornell University, an education corporation chartered by the State
of New York, c/o Utilities Department, Humphreys Service Building,
Ithaca, New York 14853, hereinafter called "Cornell."
Whereas, the City is the owner of, or has an interest in certain real
property consisting primarily of public streets, sidewalks, curbs, or other
public improvements and utility infrastructure within the City; and
Whereas, Cornell's proposed Lake Source Cooling Project ("LSC") is
dependent upon numerous governmental approvals and permits and
upon final approval by the Cornell Board of Trustees. The, proposed
route of the chilled water lines is dependent upon securing easements
and authority from all affected owners and interested parties along the
proposed route; and
Whereas, the proposed route is coincident with or adjacent to numerous
City-owned infrastructure elements such as water and sewer lines, storm
drains, streets, and sidewalks, which are of advanced age and no longer
of adequate design or capacity; and
Whereas, it is in the financial interests of the City to have improvements
or replacements made to such infrastructure elements at the same time
that construction by Cornell is taking place; and
Whereas, it is in the interest of residents of the City to have
improvements or replacements made to such infrastructure elements at
the same time that construction by Cornell is taking place to avoid future
disruption and inconvenience; and
Whereas, The Board of Public Works of the City on August 30, 1995,
agreed to work with Cornell to develop a mutually beneficial proposal for
the installation of the chilled water lines in the street right-of-way, and
for replacement and upgrading of City water, sewer, storm drains,
sidewalks, and streets; and
Whereas, it is in the interests of the parties to enter an Agreement for
making improvements or replacements to infrastructure elements
cooperatively and to grant easements over and adjacent to the proposed
route of the chilled water lines.
Now, therefore, in consideration of the mutual promises and benefits
hereinafter described, the parties agree as follows:
1. Cornell, at its own expense except as provided for certain
upgrading of facilities to be paid for by the City, shall rebuild those
portions of University Avenue and Lake Street from West Avenue to the
entrance to the Gun Hill Apartments (2100 feet) to include the elements
listed below. Work shall be in accordance with engineering drawings and
specifications prepared by Cornell and approved in advance by the City
except in the case of the redesign of the Lake Street upper curve and
intersection of University Avenue/Willard Way/Lake Street, which shall
be prepared by the City at its own expense and provided to Cornell.
a. Replace road and base.
b. Replace curb on both sides.
C. Replace storm sewer with an equivalent line size (18").
d. Remove the two existing sanitary, sewer lines and
replace with a single 18" line, bearing only the portion
of the expense equivalent to a single (15") line.
e. Replace the 6" water line with a 12" line, bearing only
the portion of the expense equivalent to a 6" line.
f. New sidewalk on Cornell property on the south side of
University Avenue between Stewart Avenue and
Willard Way/Lake Street intersection.
g. Replace sidewalk on the west side of the block of Lake
Street from Willard Way through the upper curve on
Lake Street.
h. Rebuild of the upper curve of Lake Street in front of
the old Ithaca Gun plant and the University
Avenue/Willard Way/Lake Street intersection, to
provide a safer radius, provided the new design
proposed by the City does not exceed the cost to
rebuild the intersection as it presently exists, or if it
exceeds such cost, the City shall pay the difference.
i. Provide 4" water service connections to the point of
connection at the right of way line of the City's streets
for structures that could require sprinklers in the
future.
2. Cornell, at its expense, shall install sidewalk on the west side
of East Shore Drive from the south side of the Chamber of Commerce
Driveway to the south side of the intersection between James L. Gibbs
Drive and East Shore Drive. The City agrees to provide a statement to
the NYS Department of Transportation that it agrees to be responsible to
maintain that portion of the sidewalk which is located within the City of
Ithaca.
3. Upon completion of all of the above work, and acceptance by
the City, the responsibility for the operation, maintenance, and repair of
all such improvements shall be that of the City. At all times during this
Agreement, including during construction by Cornell within City
property, the City shall own such improvements.
4. The City shall, at its own cost and expense (including cost of
engineering drawings and specifications) do, or cause to be done, the
following:
a. Pay the difference in cost for the upgrade of the
utilities in University Avenue and Lake Street from
West Avenue to the entrance of the Gun Hill
Apartments (2 100 feet) to include:
(1) 6" water line increased to 12"
(2) 15" sanitary sewer line increased to 18"
b. Rebuild Lake Street from the entrance of the Gun Hill
Apartments to the Fall Creek bridge (900 ft) to include
the following:
(1) Replace road and base
(2) Replace curb on both sides
(3) Add new 24" storm sewer (currently an open
ditch)
(4) Remove the two existing sanitary sewer lines and
replace with a single 18" line
(5) Replace and upgrade the water line (6" to 12")
(6) Add a new sidewalk on east side of Lake Street
from the Gun Hill Apartments parking lot to
Lincoln Street (currently bare path only on west
side of street)
(7) Rebuild the lower curve of Lake Street just below
the Gun Hill Apartments, to provide a safer
radius
C. Replace and upgrade the water line from 6" to 12" from
the south side of the Fall Creek bridge to a point of
connection north of the bridge out of the street.
5. The City agrees to grant and deliver to Cornell at such times
as Cornell shall name, a properly executed permanent easement over and
under those portions of City streets and other City property that lie
within the proposed route of the chilled water lines, to a width of fifteen
(15') feet, together with a temporary easement over the full width of the
City's right of way on Lake Street, from a point in Lake Street north of
Fall Creek Bridge to University Avenue and from University Avenue to
West Avenue as approximately described at Exhibit "A," during initial
construction or any subsequent repair and maintenance of the. chilled
water lines, in form substantially as found at Exhibit "B" attached hereto
and made a part hereof. The actual location of the easement shall be.
determined by mutual consent of the parties after completion of final
design of pipe centerline, and Exhibit "A" shall be modified accordingly.
The grant of the above easements refers to the City's interest as it may
appear, and is subject to pre-existing easements.
6. In further consideration of this agreement, at any time
during the term of this agreement, Cornell, its agents, assigns, .or
contractors may, upon advance notice, enter upon the land of the City for
the purpose of making surveys, engineering or environmental studies,
soil tests, borings, or other similar work, providing Cornell, its agents,
assigns, or contractors promptly restore the property(ies) at the
conclusion of such work at each instance. The City agrees that it shall
not begin any design or other work to upgrade or replace its facilities in
the areas subject to this Agreement, without advance consultation with
Cornell and New York State Electric & Gas Corporation, and shall not
begin or schedule any such work to begin in advance of construction of
the proposed LSC lines without Cornell's advice and coordination.
7. The City will pay Cornell as work is completed based on the
percent complete values in Cornell's contractor's invoices, for work that
is to be paid for by the City. The percent complete shall be applied to the
work the City is to pay for as described above. Payment terms shall be
net 30 days from receipt of invoice. Cornell shall, in its bids, ask for a
schedule of values adequate to determine the actual cost of the work the
City is to pay for.
8. The City will obtain the property ownership rights in and to
the road right-of-way in Lake Street from the City line north of the Fall
Creek bridge south to the curve just below the Gun Hill Apartments, and
include additional property at both the lower curve and the upper curve
(in front of the old Ithaca Gun plant) and from Lincoln Street to the lower
curve on the east side of Lake Street, to allow for sidewalks and
rebuilding of these curves, to allow for replacement of City utilities, and
to allow for the performance of any other public work contemplated by
this Agreement. The City shall deal with any private property rights,
owners, and private utility providers necessary to acquire rights
necessary for such public works.
9. In addition to the above, Cornell shall restore unpaved
portions of the easement area by regrading, providing top soil, if any,
` seeding, and replacement of small shrubs or bushes, if any. Any trees
materially damaged or removed from the area of the temporary easement
shall be replaced by Cornell with nursery stock trees, but Cornell may
substitute tree species in consultation with the City.
10. This Agreement is contingent and conditioned upon Cornell
securing all the necessary approvals, permits, licenses, and all other
easements required to carry out the Lake Source Cooling project, and is
further contingent upon the final approval of the project by the Cornell
University Board of Trustees. In the event that Cornell is unable to
remove one or more of the above contingencies, then Cornell may so
notify the City and Cornell shall have no further obligation to accept said
easements, or perform the obligations set forth above.
IN WITNESS WHEREOF, each party to this Agreement has executed it on
the day indicated.
Dated: 1997 CORNELL UNIVERSITY
By:
FREDERICK A. ROGERS
Sr. Vice President and CFO
CITY OF ITHACA
By:
ALAN J. COHEN, Mayor
STATE OF NEW YORK )
ss..
COUNTY OF TOMPKINS )
On this day of _ 1997, before me
personally came FREDERICK A. ROGERS to me known, who, being by
me duly sworn, did depose and say that he is the Sr. Vice President and
CFO of Cornell University, the corporation described in and which
executed the above instrument; and that he signed his name thereto by
authority of the Board of Trustees of said corporation.
Notary Public
STATE OF NEW YORK )
ss.:
COUNTY OF TOMPKINS )
On this day of 1997, before me
personally came ALAN J. COHEN to me known, who, being by me duly
sworn, did depose and say that he is the Mayor of the City of Ithaca, the
municipality described in and which executed the above instrument; and
that he signed his name thereto.
Notary Public
EXHIBIT "B"
CHILLED WATER LINE
EASEMENT AND RIGHT-OF-WAY
THIS INSTRUMENT WITNESSETH THAT the City of Ithaca, hereinafter
called the Grantor, being the owner of or having an interest in land
situate in the City of Ithaca, County of Tompkins, State of New York, for
and in consideration of the sum of One and No/100 Dollars ($1.00), and
other good and valuable consideration, the receipt of which is hereby
acknowledged, does hereby grant and release unto CORNELL
UNIVERSITY, an education corporation chartered by the laws of the State
of New York, c/o Real Estate Department, Box DH - Real Estate, Ithaca,
New York, hereinafter called the Grantee, its lessees, licensees,
successors and assigns forever, a permanent easement and right-of-way,
with the right and privilege and authority to install, construct,
reconstruct, extend, operate, inspect, maintain, repair, replace, and at its
pleasure remove, underground chilled water and associated
communication systems, including cables, wires, vaults, pedestals,
closures, hand/man holes, pipes, ducts and conduits, with the necessary
fixtures or appurtenances thereto, including utility marker standards,
which the Grantee shall require now and from time to time for .the
underground transmission and/or distribution of chilled water and for
location or relocation of water, sewer, electric, gas, and communications,
for public or private use, in, upon, over, under, and across the land more
fully described in the attached Exhibit "A," together with
a temporary easement and right-of-way for a period of three (3) years
from the date hereof, and thereafter, from time to time, if and when
required, for purposes of installation, construction, reconstruction,
inspection, repair, replacement, or removal in connection with the above
permanent easement and right-of-way, or in connection with a
permanent easement and right-of-way or other right located on lands of a
third party, in, upon, over, under, and across the land more fully
described in the attached Exhibit "X and/or the highways abutting or
running through said land.
TOGETHER with free ingress and egress over the easement and right-of-
way and other lands of Grantor for all of the above purposes and the
right now and from time to time to trim, cut, treat and/or remove trees,
roots, brush, subsurface material, structures and other obstructions
within said permanent easement and right-of-way, that may interfere
with said chilled water lines or other lines and services,
PROVIDED, however, that any damage (other than for trimming, cutting,
treating and/or removing trees, roots, brush, subsurface material,
structures and other obstructions as above provided within the
permanent easement and right-of-way) to the property of the Grantor,
caused by the Grantee in the exercise of its rights under this instrument
shall be restored by the Grantee, except that with respect to trees within
the temporary easement Grantee may substitute nursery stock trees of a
different species in consultation with the Grantor.
RESERVING, however, to the Grantor the right to cross and recross said
easement and right-of-way provided that such use of said ground shall
not interfere with, obstruct or endanger any rights granted as aforesaid
and shall not disturb the grade of said ground, and provided that no
structure shall be erected, no trees shall be grown, cultivated or
harvested, and no excavating, mining or blasting shall be undertaken
within the limits of any permanent easement and right-of-way without
written consent of the Grantee.
The Grantor warrants that it is seized of the said premises in fee simple,
and has good right to convey the same; that the Grantee shall quietly
enjoy the said easement; that Grantor shall execute or procure any
further necessary assurance of title to the said premises; and that the
Grantor will forever warrant the title to the said easement.
This instrument shall be binding on and inure to the benefit of the
parties hereto and their respective successors and assigns.
- 2 -
IN WITNESS WHEREOF, the Grantor has hereunto set its hand and seal
this day of 1997.
IN PRESENCE OF:
CORNELL UNIVERSITY
By:
FREDERICK A. ROGERS
Sr. Vice President and CFO
CITY OF ITHACA
By:
ALAN J. COHEN, Mayor
STATE OF NEW YORK )
ss..
COUNTY OF TOMPKINS )
On this day of 1997, before me
personally came FREDERICK A. ROGERS to me known, who, being by
me duly sworn, did depose and say that he is the Sr. Vice President and
CFO of Cornell University, the corporation described in and which
executed the above instrument; and that he. signed his name thereto by
authority of the Board of Trustees of said corporation.
Notary Public
- 3 -
STATE OF NEW YORK )
ss..
COUNTY OF TOMPKINS )
On this day of 1997, before me
personally came ALAN J. COHEN to me known, who, being by me duly
sworn, did depose and say that he is the Mayor of City of Ithaca, the
municipality described in and which executed the above instrument; and
that he signed his name thereto.
Notary Public
- 4 -
ti
To: B&A Committee, Ithaca City Council
From: Ruth Aslanis,Project Coordinator,
Building Dept. Software Development Project
CC: Rick Eckstrom,Doug Foster
Date: May 22, 1997
Re: Building Dept. Software Development Project,Phase II
As most,if not all of you know,I have been coordinating the Building Department's automation project,
first while working as a consultant in GIS and database development under Doug Foster in Planning,and
during Phase I of the software development,as a consultant to the Building Department. I am writing to
describe the evaluation and selection process that has lead up to Rick Eckstrom's request to hire
GeoDemographics to complete Phase II of the software development.To provide you further
information about the project,I have attached:
1. Request for Proposals,City of Ithaca,November 11, 1996
2. Product Description section of GeoDemographics Proposal,December 9, 1996
3. Phase I Report by GeoDemographics,May 15, 1997
As you know,the department has had an on-going and increasingly urgent need for a software
application which will track permit,inspection,violation and complaint records by property and provide
access -in an easy to use interface-to zoning, flood plain, fire limit and property history data. Quick
access to such data is a critical need of this department because staff handle over 100 calls a day,most of
which require the staff person to compile this information from a variety of sources before the caller's
question can be answered. This unacceptably time-consuming method was a driving force behind the
creation and approval of the automation plan in place when I came on board with the City last
September.
Request for Proposals and Evaluation
Last November,in continuation of the department's search for adequate software, I developed a request
for proposals document(attached)which specified our requirements in terms of software features,
computing environment,security concerns,training and support requirements etc. We sent it to all the
companies who produce this kind of software and to regional software developers,publicized our
request in local and regional newspapers and investigated other communities' solutions. We hosted a
vendors'meetings where the requirements were further clarified. The request for proposals resulted in 9
formal proposals,ranging from a cost less than 20,000 to over 100,000 and from very basic to
comprehensive solutions,in scope. Software companies who did not submit a proposal were also
investigated.The proposals were evaluated using a team approach and a standard set of questions.
Additional information was requested as needed to complete the evaluation instrument. (I created the
evaluation tool in order to be able to compare,what was in effect,apples and oranges.) Proposals were
studied and compared on all levels:technical,approach to project,cost/benefit,training&on-going
support,ease of use and so on.
Some companies were quickly eliminated because their approach or the functionality of the product did
not justify the cost of their product or services. Four proposals emerged as having acceptable trade-offs
between cost and functionality. We arranged for on-site demonstration of these. Several others
provided demonstrations as part of their proposals. Five made presentations at our request. References
were checked using a standard questionnaire. The evaluation team narrowed the selection several times.
Upon demonstration,several of the promising products were clearly not robust enough to handle the
work-flow of this department or did not meet our standard of open architecture and a windows type
application. Most of the companies proposed an existing product that would then be customized (at a
cost) to meet our needs.
Findings
What became apparent to the review team,from the search,was that the City of Ithaca,with the size and
complexity of the work we do in this building department, falls within an under-served niche in the
permit tracking software marketplace. Existing packages are designed either to meet the needs of
departments considerably smaller and simpler than ours or designed for large city departments with a
very different workflow than ours. Most packages within our budget are expensive yet too general for
our needs. More complete packages are two to six times the budget for this project (42,000 to 150,000).
The work process of both kinds of packages is incompatible with our process,therefore limiting the
staff-time savings expected from use of such a product. This makes custom-written software a realistic
and effective approach. The firm,GeoDemographics Ltd.who we have selected as our desired vendor,
offered us the best product for our needs at the best price. However,because it represented a departure
from our preferred approach in that it was custom-written software,which always carries some risk in
acquiring,we enlarged our search and considered again companies not submitting a proposal, and again
reviewed the remaining choices.And,we investigated alternative approaches.
Alternatives considered were in-house development,hiring an outside vendor to do part of the
application with in-house development of the GIS integration section,and a full intra-net solution
instead of a network solution. Taking a phased approach to development during this period (by hiring
GeoDemographics for only Phase I) allowed us the time to consider these alternatives and still move the
project forward. After such consideration,we concluded that the hiring of GeoDemographics to
complete the development of this application is still the most effective solution to the department's
critical need for software.The vendor's familiarity with our department and its data needs as gained from
Phase I,have only improved their ability to meet our needs.
GeoDemographics Approach
• Firm will develop software product to match City's informational needs
• Firm will use industry standard steps:requirements analysis,system design,
implementation (including data transfer and testing) training and software support
• Firm will do project in steps with City approval of design before execution
• Take advantage of GIS technology in stream-lining database population and database
maintenance
• Provide the source code for the product
• Use a standard database format(non-proprietary) assuring that the data can be available
to other users and applications as the City expands its automation options
• Develop this product for a reasonable cost
Phase I Report
Attached please find the substantively final report of Phase I of the development project. It is based on
extensive interviews with departmental staff,related agencies and departments and a thorough analysis of
all the forms used by the Building Department. Data samples from the existing digital data were also
examined. The firm was asked to identify issues concerning data,training needs,hardware,software and
the GIS integration. They were also asked to diagram the departmental work-flow and to provide us
with database variables and relationships based on their review. The latter is normally done during the
design phase but we asked for it done now,so that it would be largely done if we chose to go with
another alternative.
During this process of discovery several issues were resolved or substantially addressed because of the
impetus of this analysis (unique property addressing and inter-departmental cooperation in database
development, for example). During the design phase,these issues will be addressed and resolved further.
The final design of the system will be created in the next phase with further input from users and
administrators of the data. Changes were occurring as the report was being written and after the first
draft was submitted. Already another change has occurred which could not be incorporated in the
report in time (Digital representation of the buildings in the City now exists in polygons instead of
polylines,p. 23.) This report should be the final as is,but small changes may still be made. If you need a
product description see the other attached documents,or call me or Rick..
Next Step
We are ready to hire GeoDemographics to do Phase II of the software development project. This
includes system design,implementation,testing,training and on-going technical support as outlined in
their proposal of December 9"and supplemented by the report of Phase I. (That report is attached) In
addition,I attach the Request for Proposals which outlines our needs and the Product Description
section of GeoDemographics proposal as submitted in December. I hope this gives you adequate
information about this project. I will be present at the meeting and available in the mean-time at
extension 6556 in the Planing Department to answer any questions you may have. It is my
recommendation that we move forward on this project as quickly as possible. A lot of time and
expertise has gone into this decision,and I am certain it is the best solution for the Building Department
staff at this time.
If I can be of any assistance,please don't hesitate to call me.
I
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CITY OF ITHACA
106 EAST GREEN STREET
ITHACA, NEW YORK 14850
OFFICE OF TELEPHONE
THE CHAMBERLAIN
(607)274-6580
To: Budget and Administration Committee of C aim n Council
From: Debra Parsons, City Chamberlain
Re: Request for Refund of Penalties on Taxes
Date: May 15, 1997 a
Brian and Deborah McLaughlin are requesting a refund of penalty on their taxes. The original address
used by the assessment department was the property address. Apparently,the McLaughlin do not live
there. Consequently,they never received the bills.
New York State Real Property Tax Law Section 922 states that the failure to receive the bill does not
affect the validity of the penalty. Without mitigating circumstances,such as an attempt to change the
address that failed,I would recommend that the request be denied.
n
"An Equal Opportunity Employer with an Affirmative Action Program" Recycled Paper
R
Deborah Long McLaughlin
9250 Old Cutler Rd.
Miami, Fl. 33156
May 6, 1997
Ms. Jane Marcham
c/o Debra Parsons
108 E. Green St.
Ithaca, NY 14850
Dear Ms. Marcham:
Enclosed is a check for $4,022.54 in payment of the enclosed Notice of Assessments. This bill
was forwarded to me by my tenant at 52 Woodcrest Ave last week and is the first tax bill that
I have received for our property at 52 Woodcrest Ave. My tenant advises me that no other bills
have been received prior to receipt of this one.
My husband and I purchased this property in August of 1996 and obtained a mortgage from
Tompkins County Trust Co. The trust company advises me that they have not received the
original tax bills for our property either. I have spoken with.Mrs. Griffen at the Assessment
Office, and she suggested that I write to you to request that you remove the penalty fees totaling
$284.61 from our bill. Mrs. Griffen has changed her records to reflect our correct address at
9250 Old Cutler Rd., Coral Gables, Fl. 33156, and she has assured me that all future
correspondence will be sent there.
I am sorry for any inconvenience this may have caused and assure you that all future bills
regarding this property will be paid promptly.
Sincerely,
Deborah Long g McUughlin
X07
NOTICE OF UNPAID ASSESSMENTS
OFFICE OF THE CHAMBERLAIN
108 E. GREEN STREET
ITHACA, NY 14850
(607) 274-6580
APRIL 040 1997
BRIAN A MC LAUGHLIN & DEBORAH H LONG
52 WOODCREST AVE
ITHACA, NY 14850
PROPERTY ADDRESS: 52 WOODCREST AVE
TAA 14AP i-TrIBER: 112.-2-7
The tax amounts as listed below remain unpaid on your
property. If the taxes should have been paid through a bank
escrow account, please notify the holder of the account
immediately, that the taxes have not been paid. Totals
listed below are due by April 30,1997. Each tax, with
penalty, may be paid separately.
1997 City Tax, First Installment $599.50
Notice Fee $1.00
Penalty $41.97
TOTAL CITY TAX, FIRST INSTALLMENT $642.47
1997 County Tax $740.40
Notice Fee $1.00
Penalty $22.21
TOTAL COUNTY TAX $763.61
1996 Returned School Tax $2, 396.03
Penalty $220.43
TOTAL RETURNED SCHOOL TAX $2,616.46
County taxes only will be returned to the County
Administrator if not paid by May 31. City second
installment taxes are due in June. This notice refers to
current year taxes only. Other taxes and/or liens may be
outstanding. This notice should not be relied upon as a
search of unpaid taxes.
G= =r4
m
CITY OF ITHACA
10B EAST GREEN STREET
ITHACA,NEW YORK 14850
TRAFFIC VIOLATIONS BUREAU TELEPHONE
(607)274-6580
To: Budget and Administration Committee of Common Council
From: Debra Parsons, City Chamberlain
Re: Request for Expungement of Penalty
Date: May 7, 1997
William Fudeman is requesting a waiver of penalty on taxes paid for 806 Giles Street. These penalties
total$139.38.
Mr.Fudeman purchased this property in November, 1994. He moved again in February, 1995.Our
records show that we manually changed the mailing address on tax bills for this property in 1995 and
1996.
The original address recorded by Tompkins County assessment was incorrect. The street number in his
mailing address does not exist. Not only was this error not corrected,but none of his address changes
subsequent to his purchase of the property got recorded on the permanent files by the County.
Consequently, 1996 school, 1997 City,and 1997 County bills were sent to a non-existent address. Mr.
Fudeman had requested his bills for 1995 and 1996,but at some point lost track of when these bills should
arrive in 1997.
While real property tax law is very specific about the validity of the penalty even when bills have been
misdirected,I believe Mr.Fudeman had acted a number of times to correct this error in his address. I
would like to recommend that some reimbursement be made to him,such as 50%of the penalty he paid
on his 1996 School and 1997 City and County taxes.
.s
'An Equal Opportunity Employer with an Affirmative Action Program' ��r� Recycled Paper
�.�•,...•• ••--��' CITY OF ITHACA
108 East Green Street Ithaca, New York 14850-5690
��'O'-..... -•-f�� BUILDING DEPARTMENT
Telephone: 607274-6508 Fax:607272-7348
To: Jane Marcham, Chair B+A Committee Date: 20 May, 1997
From: Richard L. Eckstrom, Building Commissioner fZLC
Re: Building Department Database-Phase Two
We have completed phase one of the building department database development,
authorized by Common Council a few months ago. The second phase will be the
development and implementation of the software.
As you may recall,we spent a great deal of time selecting the vendor for phase one
(needs analysis). One of the reasons for dividing the project into two phases was to
leave open the possibility of using a different vendor for software development. We
have considered three different alternatives for phase two (system design and
development), we propose working with the same vendor.
From the outset, one of the key requirements was that our data be accessible to different
customers using standardized formats. The vendor proposes organizing our data in
DBF files, one of the most accepted file structures and one that will be supported for the
foreseeable future. We have also made sure the data could be available for public
browsing over the internet.
In order to complete this project,the building department needs more of the project
coordinator's time. This is the busy season for the department, and our resources are
stretched to the limit. Little staff time is available to develop and clean data. Requiring
even more time is the discovery of a significant problem in address matching between
the existing city data sources and the assessor's data.
I am requesting approval to continue the project with Geodemographics Inc. and asking
that$6,000 of surplus money from the building department's 110 line be transferred to
the building department contract line. Of this amount$1,400 has already been spent
from capital project and building department funds to provide project support for
phase one and to research alternative solutions. This request will replenish those funds,
as well as support the project manager and an intern to finalize the project.
Please refer to a memorandum dated May 19, 1997, entitled "Building Department 110
line - Existing Surplus," for an explanation of the method for funding this request.
"An Equal Opportunity Employer with a commitment to workforce diversification." �«�
I thank the planning department for its continued support for this project. The use of
the planning department's GIS is a significant part of the building department project.
cc: Mayor
City Controller
Council be authorized to review all 1998 requests for non-mandated
city funding from private, non-profit agencies that are not subject
to Human Services Coalition review, and be it further
RESOLVED, That the following requirements and criteria shall be
applied to all such requests:
Reauirements
1. All applications for 1998 funding must be submitted in writing
to the City Controller by July 15 , 1997 .
2 . Each application must include a statement that explains how the
activity proposed for City funding will benefit the social,
cultural, economic, and/or environmental well being of city
residents, in terms as specific as possible. Information presented
should include the groups or individuals to be served, the number
of people to benefit from the activity, and the duration of the
benefit (long. term or short term) .
3 . a. Each application must include budgets for 1997 and 1998,
financial reports from 1995 and 1996, and an enumeration
of other funding sources .
b. The applications should also include a count. of
individuals served, by municipality, for prior years, and
a report on any positive impacts and benefits .
C . The application must include a description of methods for
measuring positive outcomes from 1998 funding.
Criteria and Evaluation Scoring
The Committee shall assign points for the degree to which the .
proposed use of City funds meets each of the following criteria.
If the applicant does not supply sufficient information for the
Committee to make a judgment, the proposal shall receive zero
points in each such case. `
These criteria and evaluation scores will be used by the Budget&
Administration Committee as guidelines in evaluating requests for
funding:
1 . The proposed activity will benefit the social, cultural,
economic and/or environmental well being of residents of the City
of Ithaca.
2 . a. The proposal will service city residents in proportion to
City funding requested.
b. The sponsor of the proposed activity:
1 . has received funding, or
2 . is reasonably assured of receiving funding, or
3 . has made a good faith effort to receive funding
from the County, appropriate towns, school
districts, or other funding sources in proportion
to non-city residents served.
3 . The proposed activity will serve an identified need in the city
s; and does not duplicate another service.
4 . The proposed activity is designed to effectively meet the needs
of those to be benefitted; and the proposal includes measurable
objectives and outcomes .
5 . The applicant demonstrates sound management practices.
6 . The proposed activity will especially benefit a population in
financial need (i .e. , below federal poverty guidelines) or the
disabled.
7 . The proposed activity will produce a long-term benefit .
EVALUATION AND SCORING OF COMMUNITY SERVICES FUNDING REQUESTS
Criteria Points
1 . Benefit well-being of residents 0 - 10
2a. Serve City residents 0 - 5
b. Sponsor has:
1 . Received funding or 3
2 . Assured of receiving funding or 2
Criteria Points
3 . Made good faith effort to receive 1
3 . Serves an identified need (not duplicated) 0 - 5
4 . Designed to meet needs; includes objectives
and outcomes 0 - 5_
5 . Sound management practices 0 - 5
6 . Benefit financially needy and handicapped 0 - 5
7 . Long term benefit 0 - 5
and be it further
RESOLVED, That by September 1, 1997, the Budget & Administration
Committee shall forward its recommendations to the Mayor for
consideration in the 1998 budget .
19 . 7 Finance/Controller A Local Law ElectiW a Retirement
Incentive Program
Local Law No. _ of the Year 1997
City of Ithaca
A Local Law Electing a retirement incentive program as
authorized by Chapter 41, Laws of 1997 for the eligible employees
of the City of Ithaca
BE IT ENACTED by the Common Council of the City of Ithaca as
follows :
Section 1. The City of Ithaca hereby elects to provide all
its eligible employees with a retirement incentive program
authorized by Chapter 41, Laws of 1997 .
Section 2. The commencement date of the retirement incentive
program shall be September 15, 1997 . --
Section 3 . The open period during which eligible employees
may retire and receive the additional retirement benefit shall be
90 days in length.
Section 4 . The actuarial present value of the additional
retirement benefits payable pursuant to the provisions of this
local law shall be paid as one lump sum or in five annual
installments. The amount of the annual payment shall be determined
by the Actuary of the New York State and Local Employees'
Retirement System, and it shall be paid by the City of Ithaca for
each employee who receives the retirement benefits payable under
this local law.
19.7 Building Department-Request Amendment of Personnel Roster
WHEREAS, the building department has re-evaluated the position of
Community Service Officer-Code Enforcement and determined that additional
duties and responsibilities should be assigned to the existing funded position
such that a new position must be created, and `
WHEREAS, the Common Council considers the enforcement of the zoning
ordinance a key element in the maintenance of neighborhoods as desirable places
to live, and
WHEREAS,the additional duties and responsibilities represent a different level
of compensation as determined by the Personnel Administrator;now,therefore,
be it
RESOLVED, that the 1997 Building Department Authorized Personnel Roster
be amended, effective June 5,1997, as follows:
Add: One (1) Code Enforcement Officer,40 Hours
Delete: One (1) Community Service Officer-Code Enforcement, 35 hours
and be it further
RESOLVED, that the position of Code Enforcement Officer be assigned to the
CSEA Administrative Unit at Grade , and be it further
RESOLVED,that the funds needed for said hiring be derived from the existing
Building Department 1997 Budget.
i � ?
: :.
� C A A
.::
. r 11 1
Submission Place & Date:
Sealed proposals must be submitted no later than 1:00 p.m. on December 9, 1996
to City of Ithaca Planning Department, 108 East Green Street Ithaca, NY 14850.
Proposals shall be delivered in a sealed envelope marked "PROPOSAL- Software
Development Services". The name and address of the proposer shall be on the outside of
the envelope.
Briefing Date:.
A group meeting will be held on November 18, 1996 at the City of Ithaca at 10:00 a.m. to
provide vendors with the opportunity to ask questions about the proposed project. All
vendors interested in information beyond what is included in this proposal are encouraged
to attend. The meeting will be held at the Second Floor Conference Room of the Ithaca
City Hall, 108 East Green Street, Ithaca, NY.
Questions About the RFP:
Questions about the RFP should be directed to Ruth Aslanis, Project Coordinator(607)
274-6556.
Notice: THE CITY OF ITHACA RESERVES THE EXCLUSIVE RIGHT TO:
1. Accept or reject any or all proposals in part or in whole with or without cause
2. Request additional informnation if appropriate
3. Limit and deternmine the actual services to be included in a final proposed contract
4. Reject all submittals if found by the City to not be in its best interest
5. Waive any informalities in the selection process
TABLE OF CONTENTS
Introduction 1
Project Scope 1
Project Timetable 1
Current Situation 1
Application Requirements 2
Submission Requirements 5
Submission Place&Date 6
Briefing Date 6
Quetions On Proposal 6
Selection Criteria 6
Introduction:
The City of Ithaca seeks to automate several Building Department office processes related
to building permits, code enforcement, and Zoning&Planning Board review and
approval. The goals of this project are 1) to create rapid access to information needed by
Building Department personnel in order to respond to inquiries, 2) to reduce time spent
tracking the need and status of building permits,inspections and Zoning &Planning Board
reviews and 3) to integrate its GIS (Geographic Information System)capability with the
automation of the City's land-based data.
Project Scope:
The contracted firm will develop and install an application for the management of building
permit,inspection, zoning requirements, and Zoning and Planning Board approvals data.
The project will include the incorporation of existing databases, development of input,
search and output(reports and forms)capabilities in an integrated user-friendly interface.
The developer will analyze work flow,refine user requirements,define hardware changes
needed, and design a management system meeting user-requirements. The developer will
install,evaluate, and refine the application, and provide documentation for the application
and training of Building Department personnel upon its completion.Capabilities needed
are outlined under Application Requirements. Existing databases are described also.
Project Timetable:
The project is expected to start after contracting, no later than January 15, 1997. Project
completion is expected by April 30, 1997.
NOTE: Proposal must be submitted no later than 1:00 p.m. on December 9, 1996 (see
Submission Place&Date)
Current Situation:
The City of Ithaca operates on a PC-based Novell network environment(Novell 3.x, soon
to be upgraded to 4.1) with 50 users per server(scheduled to be upgraded to 250) located
in several buildings. There are currently seven servers. Each station accesses one or two
servers depending on software needed. The City of Ithaca building department is
currently tracking its permits and inspections using databases, data entry forms and queries
created in Microsoft Access 2.0. There are two primary databases:
1. Building Permits with 6000 records and 34 variables-tracked by permit number and
2. Housing Inspections- 2900 records- tracked by address.
1
Application Requirements:
• NETWORK ENVIRONMENT,WITH SECURITY- The application must run on
a multi-user PC network. System must support 20-25 con-current users. Log-in
function and internal security is required; access, and read and write capability must be
associated with user log-in and user log-in profile.
• OPEN ARCHITECTURE-The application must utilize open architecture. It is
expected that standard database formats are used which are easily accessible from
other applications. The choice of software the application is written in must reflect an
attempt to preserve the City's existing investment in software and hardware.
• EASY TO USE- The application must be easy to learn and use for most users. It
must be menu-driven with pick-lists, hot keys and help screens available.
• LINK WITH NEW YORK STATE REAL PROPERTY SYSTEM DATA (RPS)
-The application must link with a database based on the NYS Real Property System,
RPS,and/or the Access program which exports it from the RPS. A design that is open
to or is able to be updated to link directly with the NY State system in the future is
preferred. Searches must be possible by tax parcel number and address. Address
searches must be dynamic; a few characters entered should bring-up a pick-list of
possible records.
• LINK WITH GIS -The databases created, incorporated or updated within the
application(excluding RPS if directly-linked)must be linked or made accessible to the
existing Geographic Information System (GIS). A system which is integrated with
GIS and RPS by design is preferred(see Submission Requirements). The link with
the GIS must be an inherent consideration in the design process.
• USER-DEFINED QUERIES AND REPORTS -The application will have both pre-
determined and user-definable queries and reports.
• SYSTEM OPEN FOR UPGRADE TO USE REMOTE COMPUTERS TO
INPUT DATA - The application should not exclude by design the possibility of
adding on remote computer capability for field input of data.
A detailed listing of user requirements-as currently defined-follows. It is
understood that they may be modified during the work-flow analysis and the design
process. The list is arranged by departmental functions to be automated.
2
A. BUILDING PERMIT PROCESSING
Building Permit Review&Issuance
Pre-Issuance Search -search by address or tax parcel number
Link with and search existing or to-be-created databases for the following data:
a) tax parcel (existing database exported from RPS or RPS in future)/
tax assessment data
b) zoning districts (to be created or derived from GIS)/permitted land
use categories; location in zoning districts
c) history of existing approvals by parcel number and building or address
and building(to-be-created;includes past data compiled on paper form)
Display owner and land use data by parcel and building from a)above
Determine which zoning districts the tax parcel or building is located in (to-be-
created or derived from GIS)
Display zoning requirements that apply to property from b) above
Display history of approvals from c) above
Print requirements of zoning ordinance (to-be created or accessed)
Building Permit Issuance
Input building permit application data
Track status of required approvals prior to issuance
Print issued building permit
Print receipt of payment
Input and print a list of required inspections
Building Permit Tracking
Track status of building permit application or issued permit
Link with inspection tracking function
Input inspection results
Print lists and notices
Search by parcel number,address, and inspection variables
Related Reports and Notices
Print monthly and annual reports
Periodic and special reports to be defined as part of work-flow analysis
User-defined queries and reports
3
B. BUILDING INSPECTION TRACKING
Trackingof f Inspections
Type I - Input and search inspection results for each inspection related to a
building permit
Type II- Input and search inspection results on periodic inspections of owner
and renter-occupied housing
Scheduling of Periodic Inspections of Owner and Renter-occupied Housing
Automate scheduling of periodic inspections of owner and renter-occupied
housing -Type H
Display and print list of properties due for inspection-Type II
Track Status of Inspections
Search and print lists of inspections in progress -Type H
Billing for Periodic Inspections Type II
Automated billing for periodic inspections
Track inspectors' time spent
Calculate fee
Print bill and receipt
Certificate of Compliance
Input and print COC
Issuance of Temporary or Permanent Certificate of Occupancy
Input approvals and print TCO and CO
Related Notices and Reports
Request for Inspection
Periodic and special reports to be defined as part of work-flow analysis
User-defined queries and reports
C. CODE VIOLATIONS AND COMPLAINTS PROCESSING
Manage complaint and code violation occurance and resolution **
Input incidence of complaints and violations
Print STOP WORK ORDER and other notices
Track resolution of complaint or violation
** All violations and complaints are related to either a permit or inspection
4
OPTIONAL FEATURES
• Incorporation of New York State Building Code in electronic form for search and
output.
• Incorporation of remote access and download capability from field computers to main
system.
Submission Requirements:
All firms are requested to submit the following:
1. Description of the firm including date of creation and/or incorporation, primary line of
products and services, line of expertise of principals and/or personnel to be used in the
project.
2. A list and description of projects completed which are similar to this project in scope,
content,expertise required or client type(i.e. government, building/code enforcement
department), and the name(s) of a contact person(s) for each.
3. Description of how the firm will approach the project including evaluation of the
Building Department's work-flow, refinement of user-requirements,system design,
staff organization,system implementation and testing,and training of users.
4. List of personnel to be assigned to this project, their resumes, and a description of
their role in the project.
5. A description of the proposed product with its general features and capabilities. Any
requirements which cannot be met must be listed as"not available".
6. Description of expected hardware and software requirements.
7. Description of the firm's policies for post-implementation support of the product.
8. A schedule of fees by title and task and the expected distribution of staff hours for this
project.
9. The expected cost of the project based on the requirements listed in this document.
Costs for optional or additional functions included in the proposal must be price-
quoted as such separately from the total cost for required functions.
10. A breakdown of costs based on different levels of integration with the GIS system i.e.
* Databases accessible to be read by GIS as inputs/no manipulation of tracking system
possible
(list continued on next page)
5
z
* Databases accessible and editable within the GIS system
* GIS functions are integrated in the design of the permit tracking system, i.e. whether
a parcel falls within a zone is determined by the application using the boundary file in
the GIS.
11. A timetable for completion by phases to include at minimum these phases:
Requirements Analysis System Design
System implementation Training
12. A list and contact information of three other references who are clients or customers
of the firm
*The proposal may include as OPTIONAL functions but costs to be incurred for
including them,if any,must be shown separately.
Submission Place & Date:
Sealed proposal must be submitted no later than 1:00 p.m. on December 9, 1996 to City
of Ithaca Planning Department 108 East Green Street Ithaca, NY 14850.
Proposals shall be delivered in a sealed envelope marked"PROPOSAL- Software
Development Services". The name and address of the proposer shall be on the outside of
the envelope.
Briefing Date%
A group meeting will be held on November 18, 1996 at the City of Ithaca at 10:00 a.m. to
provide vendors with the opportunity to ask questions about the proposed project. All
vendors interested in information beyond what is included in this proposal are encouraged
to attend. The meeting will be held at the Second Floor Conference Room of the Ithaca
City Hall, 108 East Green Street, Ithaca, NY.
Ouestions On Proposal:
Questions about submitting a proposal should be directed to Ruth Aslanis, Project
Coordinator, at(607) 274-6556, or at City of Ithaca Planning Dept. 108 E Green St.
Ithaca, NY 14850.
Selection Criteria:
Evaluations of proposals will be based on the following:
Qualifications of Personnel Experience of Firm References
Post Implementation Support Project Plan/Design Cost
6
� r
Building Department Data Needs Analysis for a
Permit Tracking Application:
City of Ithaca, New York
May 15, 1997
Presented to:
Ruth Aslanis,Project Coordinator
by
Dan Jardine,Project Director
and
Sylvia Ryan,Project Analyst
GeoDemographics, Ltd.
Executive Summary
This preliminary Needs Assessment was conducted to establish the working
process of Ithaca's Building Department in order to identify needs and issues
related to the development of an automated Permit Tracking System. Such a
system will expedite the permits process, save labor expended for tedious,
repetitive tasks, and link the Building Department to key data located in the RPS
System and the Planning Department. It will also integrate the data and functions
of the departments, Buildings and Planning.
The Needs Analysis required examination of six areas. These areas and
related findings are summarized below:
1. The Building Department's working process includes three
Review Boards and related permits. The work flow was
described in detail for the following:
1. Building and Demolition Permits
2. Housing Inspections
3. Board of Zoning Appeals
4. Building Code Board of Review
5. Housing Board of Review
6. Complaints
7. Sign Permits
2. Major Issues and Needs
a) Hardware Needs/Recommendations
1) Minimum computer hardware 80 486 processor,
8mb RAM, 100 mb hard drive, 288 band modem
2) Consider upgrading storage capacity of existing PC's
3) Consider PC dedication
4) Addition of modem capabilities to existing PC's
b) Software Needs/Recommendations:
1) Tracking application should be written in a database
programming language based on the .DBF format
i
f '
2) Software application should be written as executable
3) Necessary Software requirements to support the
application:
a. Windows v.3.
b. Norton's PC "Anywhere"
c. Access and run MapInfo 3.0 or higher
c) Data conversion/ collection Issues
1) Recommend property data base use
extract/conversion of the RPS to populate master
property data base file to new system
2) Several building- level data items may be
incorporated into an existing database. Some are
available from the "Housing Inspection " database,
others must be entered.
3) Maintenance is a need
4) Tracking commercial property is a need and can
not be obtained from the property information
forms or RPS data. One possibility could be to
enter relevant data when it comes up for inspection.
5) The tracking system needs to be flexible and robust
enough to filter data from three levels:
property, building and tenant.
d) GIS Integration Issues
1) We highly recommend a GIS integration feature in
the Tracking System application. This will permit
access to data items identified by inspectors
and others as needed "key items". These include
zone, flood plains status, Historic District, etc.
ii
2) The City needs to address a number of important
issues surrounding the GIS integration. These
include the "official status" of some data and
related data quality and accuracy issues.
3) The City needs to consider its reasons for changing
GIS platforms at this time and whether they are
strong enough to warrant the costs involved.
e) Key Personnel/Trainin_
1) Several key personnel are identified. These include
the Building Commissioner, Deputy Building
Commissioner, the Plan Review Officer, Rental
Housing Specialist, Code Inspectors and Support
Staff. Each has special data needs.
2) A standard training curriculum and scheduled
hands - on practice are recommended.
f) Key Forms to be Automated
1) Key forms are recommended for automation
based on the work flow analysis
2) Several changes to the Building Demolition
Permit process are needed. For example,the
permit application should be entered into the
computer system as soon as is considered by
the Department. A logical sequence is
recommended.
iii
I �
Overview•
This document is prepared by GeoDemographics, Ltd., as a Needs Analysis for the
development of a Building Permit Tracking Software application for the City of
Ithaca, N.Y. A major portion of the material contained in this report was derived
from face- to- face interviews with many key personnel who are directly involved
with the Building Permit and related processes. Interviews were conducted with
the Building Commissioner, who is the Head Administrator of the Building
Department, the Deputy Building Commissioner, the Plan Review Officer, 4 Code
Inspectors, the Rental Housing Specialist, and most of the Administrative Support
Staff. Using the information obtained from these staff members, combined with
our existing knowledge and experience of the Building Permit and related
processes, we provide our findings in the following sections of this report:
Section 1: Visual representation of the building departments working
process with a series of flow charts.
Section 2: The Identification of key issues related to hardware, software,
data collection, etc.
Section 3: Definition of key personnel &their roles
Section 4: Identification of key forms to be automated and the data to be
represented
Section 5: Database structures and relationships between databases
which reflect workflow and
Section 6: Discussion of GIS integration issues
1
( 1
SECTION 1: Building Department Workflows
The ultimate goal of this process is to create a Building Permit Tracking
Application Software System. To achieve this a clear understanding of the
Building Department's working process is necessary. This requires a careful
examination of needs-related issues relevant to the design of application software.
This section of our report focuses on the Building Department workflows. Visual
representations of the Department's working processes are provided in the form of
flow charts with supporting text.
Building and Demolition Permits
The first step in the Building Permit process is usually a pre-screen with the
Deputy Building Commissioner(See Pages 4 and 5, Figures 1 and la). This may
be a phone call requesting information, a partially filled out application or the
completed application. Issues usually addressed are: zoning, flood plain, etc. -
things that impact what may be built and where.
Staff works with the applicant to ensure that all relevant documentation is
submitted with the completed application. The permit fee is usually collected at
this point. The application is then reviewed by the Deputy Commissioner who is
looking for obvious problems and if any are found, alerts the inspector and notifies
the applicant.
The Deputy Commissioner assigns a number to the application and it goes to the
front office staff to be entered into the PERMTRAK program. The application is
given back to the Deputy Commissioner who assigns it to the inspector.
The inspector completes the plan review. If there are questions/problems with the
plans, the inspector notifies the contractor/architect/owner. If the issues are not
resolved, the permit would be denied. The fire department may complete a review
if needed, as well.
During the Plan Review process, the Deputy Commissioner or the Inspector
determines if any approvals by the different boards are required. This may be a
zoning issue to be decided by the Board of Zoning Appeals, for example. Usually
the inspector initiates the review process and uses a copy of the application as an
initiating instrument. Notice of decisions are usually given verbally to the
2
inspector who then notes the result on the application with a written follow-up
notification. Approvals may be necessary by more than one board.
When all issues are resolved and boards have provided approvals, the inspector
issues the permit. Copies are made and distributed to the fire department, assessor
and the inspector.
When the department receives, usually by phone call, notice that an inspection is
required, the inspection is scheduled and completed. If there are any problems
with the inspection, the information is given verbally, with a possible written
follow-up. These steps are performed for all inspections required based on the
type of building permit.
Upon completion of construction, application is made for a Certificate of
Occupancy, if it is a new construction. There is no separate fee charged for this
certificate, as it is included in the building permit fee. For permits to re-roof, for
example, no formal document is issued to complete the process. The
application/permit is updated and placed in the property file.
There are a few differences in procedure concerning the Cornell University
building permits. These are pre-screened by the inspector assigned to this area as a
first step. He also indicated that Cornell prefers notices to be written rather than
verbal.
3
r figure i
PWsCMWW"
DW*&*&V
APPF,CW a� '
rve� Building/Demolition
Docurt,anrmian
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WM Defx>ty
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"PPloOdOf Received Noted for Review Officer
a
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Board
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Pefrrif
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Yes
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Per"Status in
Budding Permit
No Database FNe
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ris
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Complete
4
Building/Demolition
Permits
Approval Process
If Board ApprovaW
�1
Vadances Required
it
bA
i
a
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or Ordnance la or From locd fe S<
r�Ian Ca�Z 6cl�or zones
Cr B� code Bur F
C
Review by Fire INnobo busy ' wy �`,s, , h MOW y rwM.a v�oaN 1.AD veroay hm.rea wrooM
ftPo► Qepartment t +cow d , ,cry a vNm�Py d Per F� wAh copy a Yam copy a wnn cop/d
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\kxi=es Granted
Permit May Be Issued
Housing Inspections
To determine pending inspections, a list of properties with expiring Certificates of
Compliance may be generated through the housing inspections database(See Page
7, Figure 2). This list may be further narrowed in scope by selecting a given area
to be covered.
The support staff verify owner information through the property file and generate
letters requesting the owner to call to schedule an inspection within a certain time
period. A record of this letter is placed in a "tickler" file and a copy of the letter
goes into the property file.
Periodically the "tickler" file is checked and if no phone call is received within the
given time period, a second and then a third notice is sent. Copies of these are also
placed in the property file and the "tickler" file is again utilized.
When the owner does call to schedule an inspection, the support staff refers to
previous inspection records to determine the approximate time required to
complete the inspection and schedules the appointment. The date and time of the
appointment is noted on the copy of the letter in the property file and the flag in
the "tickler" file is pulled.
If, when the inspector arrives to complete the inspection, the owner is not
available, this fact is noted in the property file and another, more strongly worded,
notice is sent. If, however, the inspector is able to complete the inspection, the
owner is usually notified on-site of any violations and a suggested re-inspection
date and time is given.
When the property is in compliance, a Certificate of Compliance is issued. The
inspectors calculate the fee based on the time spent on telephone calls, letters and
actual time at the inspection. Support staff records this information in a MS
Works spreadsheet. This spreadsheet is forwarded to the Chamberlain's office for
billing. A copy of the certificate is placed in the property file.
6
I rrspeciors i
nspector r lgure G
Couple
`. List of C.CA
Eq*N /
�e�To Housing
secre�
1 SeniortypW
ofT� Inspections
wvorrnotlen
AwMed In Pr
and RPS
OVAW Wdortnauon
Enlerea in
Appmpdcft
le"OUNaOce
First,Second, Entered In
Third or Final •TIckleir FAA'
Note Sent
copies of te"m
' Fried in PioperW
Fie and Mont*
Left Fie
No Phone
Call
9 Yes
tenpin of Time .
AaqtAvd for
wpecn-
Delernttreo
Schedules
Inspection
Update
'TICkIW
Inspechon
DateTtneand Reason Noted
Noted an Property In Property File
Fie COIN of teller
Inspector
Reviews
File
JN. m
c Notification
On Site
Yes i
Yes
Yes Variance
Violations? Required?
Certificate of Inspector No
Completion Convetes
Fee Paid Draft Letter
cemnCoie a Secretary Housing Board
corrObn Proofs and of Review and/or
IssiBd On°P*ft0 Prints letter Building Code
Updated w1Mr Copy of letter
Tlme Spent and In Property Flie <.. Grcainted
ance
Inspector and'�kler' ?
Copies In Inspector
Property File Signs Letter
Board of Zoning Appeals
A Board of Zoning Appeals case is usually initiated by the inspector with a copy
of the building application(See Page 9, Figure 3). The completed appeal is
accepted, the fee collected and a receipt given. The case is then assigned a number
and placed on the agenda.
An appeals package is given to the owner, who is notified of meeting dates and
requirements such as neighbor notices, etc. The legal notice is dictated by the
Building Commissioner for publication in the newspaper and posting on the
bulletin board. Staff assists the owner with compiling the list of neighbors to be
notified.
A decision is usually reached by the conclusion of one meeting. If another
meeting is required, it is placed on the agenda and the owner notified of the new
date.
When a decision is reached, the inspectors are notified- usually verbally. The
owner is given a written decision.
8
r igure o
Contact
Mated
Board of
Zoning
Completed Appeals
Appeal
Accepted
Copect Fee
and
Give Receipt
Assign Case Number
and Pince on
Notify
Appt{cant of
Meeting Dates
Legal Notice
Dictated
Legal Notice for
Publication and
Post on Board
Case Heard
at Board Meeting
Decision
No Reached
Yes
Notification
of Decision
9 fi
Building Code Board of Appeals
Contact with the Building Code Board of Appeals is initiated, usually verbally, by
either the inspector or the property owner(See Page 11, Figure 4). Issues coming
before this board include; the owner needing relief from multi-dwelling laws or
they require a variance from New York State construction code. This process may
be necessary due to a violation, housing inspection or building permit application.
When the completed application is received in the Building Department, a file
folder is created, a case number assigned and it is placed on the agenda. Support
staff schedules inspections with the Fire Department for all cases on the agenda.
The owner is notified of the meeting date.
The case is heard by the board and the owner and inspector are notified of the
decision. The approval/denial is noted in the property file and on the building
permit application.
Housing Board of Review
Contact with the Housing Board of Review is usually initiated by the inspector
(See Page 12, Figure 5). The initiating instrument is a copy of the building permit
application.
When the completed application is received in the Building Department, a file
folder is created, a case number assigned and it is placed on the agenda. The
owner is then notified of the meeting date.
The case is heard by the board and the owner and inspector are notified of the
decision. The approval/denial is noted in the property file and on the building
permit application.
10
r figure 4
Building Code
Board of
Contact Initiated Review
By Building Permit
or Housing inspection
Completed
Application
Accepted
Create File
Folder
Assign Case Number
and Place on
AQer,W
Schedule
Fire Department
Inspections
Notify owner•
of Meeting Dates
Case Heard
at Board Meeting
Notification
of Decision
11
v )
Housing
Board of
Review
Contact Initiated
By Building Permit or
Housing Inspection
�• Completed
Application
Accepted
Create File
Folder
Assign Case Number
and Place on
Agenda
Notify
Owner of
Meeting Dates
Case Heard
at Board Meeting
Notification
of Decision
12
Complaints Flow Chart
The complaint process is completely a paper system (See Page 14, Figure 6). A
letter noting violations may be generated by computer word processor but it also
may be hand-written. Most notification is apparently completed verbally.
Complaints may be received by phone call, letter, or in person. The top part of the
complaint form is filled in by whomever takes the call. The front office staff may
take the call and either give it to the appropriate inspector, if available, or fill out
complaint form and then give it to the inspector who covers the area. The
complaint is entered in a log.
Once it is given to the proper inspector, a determination is made as to whether or
not an inspection is necessary. If the complaint is of an exterior nature no
appointment is necessary. If, however, the complaint requires entry of the
structure by the inspector, an appointment with the owner is made.
After the completion of the inspection, whether it be external or internal, the
owner/agent is notified usually verbally. Sometimes a written notice is given and
this may be either hand-written or computer generated. In the case of violations, a
re-inspection may be necessary and the owner is alerted as to the timeshare
involved. The disposition of the complaint is noted on the log and the rest of the
complaint form is filled in. The form is then filed in the property file.
If the complainant requests notification of the findings, that person is notified. The
complainant may also call to find out and they are informed at that time.
13
Complaint
Received
Complaint Form COMPLAINTS
Filled Out
By Hand
Enter In
Log Book
GiverfTo Inspection
Inspector Letter Sent
Inspection Inspection
Required Yes No Scheduled
No Yes
DispositionV Inspection
Recorded Completed
on Form
Disposition NO
on Log Violations?
Yes
Form Filed Owner
In Notified
Property File Verbally
14 14
Sign Permits
The sign permit process is a completely paper process (See Page 16, Figure 7).
The completed application and supporting documentation are accepted in the
building department and the fee is collected. The fee is based on the square foot
area of each sign.
The application then goes to the designated staff person for review. During the
review process issues such as sign type, size, construction materials, etc. are
considered. If any board approvals are required, the application is sent to them for
consideration. If no approvals are necessary, or the approvals are granted, the
designated staff person assigns a number and issues the permit. The application is
placed in reference file, with a copy going to the property file.
Upon completion of the erection/construction of the sign, the application is filed
in the property file. There is no formal letter of completion generated.
15
r aqui c i
Receive
Application SIGN
PERMITS
Collect
Fee
Designated
Staff Review
ApprovaYes Review by
ls
Needed? Boards
No
Assigns Number Yes
and Approval
Issues Received
Permit
No
File on Permit
Desk Denied
No Permit
Complete
Yes
Application
Filed in
Property
File
16 `
SECTION 2: Identification of Issues related to Hardware, Software,
Data Collection, Data Conversion and GIS Integration
There are six foci to consider in this needs assessment process for the Building
Department's automated system. These are: Hardware, Software, Data Collection,
Data Conversion, GIS integration, and the work process. Each of these is
addressed below:
Hardware Issues
Current Situation
The building department's current hardware situation includes 5 Desktop PC's and
8 Notebook PC's, all of which are hooked into one of the city's network servers.
Two of the desktops have Pentium 75 processors, while the other 3 have 486DX50
processors. The pentium machines are configured with 8megs RAM, 810meg
Hard Drives, a 4x speed CD-ROM drive and 15" monitor. The three "486"
desktop PC's are equipped with 8meg RAM, 500meg Hard Drives and 14"monitor.
They do not have a CD-ROM drive. All 5 desktop PC's are running Windows 3.11
as the operating system.
All 8 of the notebook machines have the same configuration; 486DX80 processor,
8 meg RAM, 340meg Hard Drive and Windows 3.11 operating system. The
building department inspectors all have the Notebook PC's. During the
interviewing process, each inspector explained how they are currently using their
notebook PC's. Each notebook appears to have the capability to be easily
"unplugged" from the network and taken into the field if necessary.
Currently, all existing PC's are running Windows 3.11 as the operating system.
Currently, only the notebook PC's are equipped with Fax/modem cards. None
of the desktop machines have a FAX/modem card.
The building department recently purchased 2 additional Desktop PC's. The
specifications on these machines are: Pentium 200 processor, 16meg RAM, 1.2
Gigabyte Hard Drive, 12x speed CD-ROM drive and a 15" svga monitor.
Regarding the operating system, Windows95 is the choice.
17
Anticipated Requirements/Needs
The minimum computer hardware required for each workstation to run a Windows
-based building permit tracking application would be an Intel 80386-based
computer. This is not advisable, however. An Intel 80486-based processor or
faster would be preferred. Due to the anticipated large databases involved, a
slower machine would have much greater search time and it may be determined
that is an unacceptable time delay. Each system should have at least 8
megabytes of RAM. The system will need at least 100 megabytes of hard disk
space on the network server and/or local hard disk. To provide for timely
support, a 28.8 baud or faster modem with a dedicated telephone line
independent of the City's telephone system will be desirable.
As noted above, the building department appears to have adequate hardware to
handle a windows-based permit tracking application. However, there are some
issues to be considered:
1) Available Hard Disk space is important. Each machine appears to have
adequate Total space, but would need 50-100 megs free to handle the
large data bases (e.g. a comprehensive city-wide property data base)
required of the application. This is a very important issue. Some
questions to consider: 1) If available hard disk space is limited,
does the department plan on upgrading the storage capacity of its
existing PC's?, 2) Would the department plan on dedicating any
PC's to the project if hard disk space was a problem? If it is decided
to install the application and all associated files on a server, then no
additional storage upgrades would be required on the workstation
machines. The real issue would then be that the Server has adequate
hard disk space and memory.
2) The possibility of providing technical support via modem and a "PC
Anywhere"-type program.. If the program files are loaded on the
server, only one machine would need to have a modem. A computer
with a modem connection running PC Anywhere could be utilized to
provide technical support and program updates.
18
Software Issues
Current Situation
Each of the 13 existing PC's in the Building Department are running
Windows 3.11 as their operating system. The 2 new machines being proposed
will have Windows95 as the operating system. Each of the building department
machines is utilizing Microsoft Access 2.0 as the primary data base management
program. The department is currently using this software to track permits and
inspections using databases, data entry forms and queries created in Access 2.0.
There is currently a Building Permits data base with approximately 6,000 records
and a Housing Inspections data base that contains approximately 2,900 records.
One key issue is that of the format of the data bases. Fortunately, Microsoft
Access 2.0 has a wide range of exporting capabilities, including to the very
widely-used .DBF format. Therefore, an application written in a data base
programming language based on the .DBF format would be preferred. Examples
include dBASE for Windows, Paradox and FoxPro for Windows. In addition to
working directly with the .DBF format, all of these data base programming
languages are robust enough to handle all of the required application functions
indicated by the building department staff. In addition, if the department wishes to
make any changes or modifications to the application, this would be easier using a
more established programming language.
The application could run as an "executable" program file that would ml require
the purchase of a new data base management program.
The only necessary software requirements are as follows: Each workstation must
run Microsoft Windows Version 3.x and for modem support, Norton's PC
Anywhere telecommunications software. Also, each workstation must be able to
access and run MapInfo for Windows version 3.0 or higher to allow for all of the
GIS integration features of the application.
Data Conversion/Collection Issues
Property Level - RPS Data Files
Our recommendation for the property database would be to use an
extract/conversion of the RPS file to initially populate the master property
database file to be used by a new system. A maintenance routine could be
designed to update periodically from the RPS system. Several fields would be
19
added to this database and populated either through the GIS system or data entry
screens/routines.
The extract/conversion would be used to initialize the property database.
Consideration was given to the issue of whether to update from the RPS file
periodically or not. The county usually updates the RPS data file once a year for
the tax rolls. They may also be, typically, up to six months behind in their data
entry. This translates to data that may be up to a year and a half out-of-date. The
data files, as maintained by the building department, would be far more current.
They receive notice of a sale when/if an inspection is requested or an application
for a building permit is made.
Of the fields available in RPS, those most often indicated as useful by the
inspectors interviewed were: owner name and mailing address, SBL, street
location, parcel front and depth in feet and number of acres. Other fields
considered for inclusion were: school district code, the narrative description fields
containing deed information, and current year total assessment. Much of the
information available in the RPS system is specific to the assessment process and
may not be relevant to the Building Department's functions. The final decisions on
the fields to be incorporated would need to be a balance between availability and
usefulness. The information contained in the RPS system will always (in some
form) be available and fields may be added at any time linked on the tax map or
SBL number.
Multiple dwelling information in the form of number of 1 bedroom apartments,
number of 2 bedroom apartments, etc. is available in RPS. However, individual
apartment information is not. Additional data from RPS such as floor area,
number of kitchens, etc. could be converted into the data base if so desired.
Several data items ,that most inspectors indicated were necessary in their decision-
making process, are not available in the RPS data and the master property file
would be expanded to include these items. These fields would contain zone
information, historic or landmark designations, flood plain, Commons, and
Designated Recreational River, to allow for the Fall Creek area. This is the type of
information taken into consideration when the department is first approached
concerning possible construction.
Questions concerning zone, flood plain, etc. constitute a large portion of the phone
calls fielded by staff in the building department. If, in the future, the department
was considering expanding the access the general public will have to this type of
20
information in the form of an accessible computer and/or internet access, the
number of such informational calls may be reduced.
Several of these fields could be populated initially by using GIS information and
functions and could be filled in after the RPS conversion linked on the SBL
number. Algorithms could be designed to simplify entering the data in fields that
would need to be filled in manually.
Specifically where the parcel data comes from is less of an issue than what data is
converted. The RPAccess files can be easily read by MicroSoft Access. This
program contains conversion capabilities that would allow file conversion to a
standard database format. Foxpro and other database languages also have
conversion routines, so the ease of conversion would be a factor in this decision.
The RPS995TI file can be converted easily with an existing routine, as well, and
this utility could be customized to handle the RPS extract files.
The data files used by MUNIS, the utility billing software used by the
Chamberlain's Office was also considered as a source for a master property file.
When discussing the data files, the Chamberlain's Office noted that they were
currently in the process of initializing a new utility billing program and were
approximately one-third complete. They were changing the account numbers and
updating the name and address of the property owner(s). They consider the RPS
data as the "correct" property data and are changing their existing information to
match this file. The utility billing program, MUNIS, uses a proprietary file format
that would require a custom conversion routine with consideration given to the
possibility of failure in this conversion. MUNIS will be converting to Informix in
the future, which opens up the possibility of linking to that information at that time
when the conversion is completed. It is worth noting that this information will be
property-based (not occupant-based) due to the fact that the unpaid balances roll
over into taxes and are the responsibility of the owner.
Of the building-specific data available, in addition to the property data, two fields
are available in the RPS system that may be useful and these are: number of stories
and year built. The number of stories that is contained in this file is a number
determined by a method used by the assessor's office. Inspectors indicated that
this method was not the only method used to determine the number of stories and
there were three others that were sometimes necessary.
The year the building was built is an important data item because it indicates
which set of regulations the structure is required to conform to. The year built
date, as contained in the RPS file, may not give this information accurately,
21
however, for this purpose. If an older building is, at any time, renovated to
conform to current (later) standards, the date of that renovation would be used to
determine the regulations in effect for that structure instead of the date of actual
construction.
The final decision of which file to use, whether it be the RPAccess extracts or a
custom-designed conversion routine for either the RPS995T1 or its extract files,
would be best made by the program design team based on the level of familiarity
with the different methods available as conversion tools and a determination made
as to the accuracy of the extract files.
Building Level Information
At the building level, there are several necessary data items that may be
incorporated into a database. During interviews with Building Department staff,
information requested at this level include, but are not limited to: construction
type, fire limits, building size and height, whether it is sprinklered or not, type of
smoke detection system and up to four methods of determining number of stories.
A unique building identification numbering system would be designed for internal
tracking purposes.
A possible source of this information may be the housing inspection database that
the department is currently using. It is probable that this database will fill in some
of the fields but other items may have to be entered/verified manually.
There are maintenance issues related to this level as well. When a building is
constructed/altered on a property, the GIS information, specifically the footprint,
would need to be revised. Demolition permits would require this same
maintenance.
The addition of new buildings to this database would probably be best added as
one step in the close-out process. The unique building identification number
would also be issued at this time. Other types of permits that alter the building-
related items would be modified at the completion of work as part of the close-out
process.
22
Tenant/Occupant Level
In the case of a commercial property, the ability to track activity separately for
each occupant or tenant in a building is necessary. A Tenant/Occupant would be
defined as an area within the building such as a specific store or an apartment
(Apartment 213, for example). Information such as the maximum occupancy and
occupancy type would be specific to the occupant area. This information could be
entered/updated from the property files the first time that the property is reviewed
after the new system is implemented.
Other Databases
Complaints, building/sign/demolition permits, and board actions would be linked
at the property level, primarily. These activities could also be associated at the
occupant level in the case of a building permit for renovation of a certain
apartment, for example.
Housing inspections and the subsequent violations would be tracked at the
occupant level with the ability to summarize the information at the building or
property level. Some violations would be the property owner's responsibility
while others are the tenant's and a system would need the ability and flexibility to
filter at any of the three levels: property, building and tenant.
GIS Integration Issues
Many of the key data items indicated by the Inspectors and others in the Building
Department could be updated quickly and easily through a GIS integration feature
in the application. Specifically, information such as zone, flood plain status,
Historic District, etc., can be updated with GIS functionality, but there are a series
of issues which need to be addressed:
1) For example, the Planning Department has a Zoning Boundary Layer in the
GIS. This zone information can be integrated in to the property database through
the use of a customized GIS function, however, the zoning map is not an "official"
map approved by the City Council. Therefore, the zone information derived for
this function may be useful to the Building Department to get a very good idea of
the zone a property falls within, but must realize that the information is not
"official". The City needs to address the issue of map quality and official status of
any and all maps used in any system.
23
2) The Planning Department does have a specific digital map layer in its GIS that
could serve as a key component in accessing building-level information. A key
issue here is that this layer is currently a set of polylines for each building and not
an enclosed polygon. Although data can be attached to polylines in some GIS
packages, converting to a polygon-per-building system would be for more
preferable, as it is much more standard and manageable to attach and link data to
an enclosed polygon object than it is to link information to an arbitrary grouping of
lines. The planning department is in the process of exploring an automated routine
that would create closed polygons for each building footprint. The City needs to
make sure that this critical step is taken if they desire to link building-level data to
the digital building layer in the GIS.
3) Flood Plain determination is another important function where GIS integration
can provide important information quickly and easily. The City currently does not
have a flood plain layer in the GIS, however, a digital flood plain map for
Tompkins County ( which includes the City of Ithaca) is available through FEMA
at a very low cost; approximately $ 200. The file is available in both MapInfo and
ArcView formats. Again, the issue of accuracy becomes an important
consideration. These maps were digitized from the FIRM map series from FEMA
and there is some degree of human error inherent in the digitizing process.
One recommendation is to use a "buffering" function in the GIS that would
indicate that the property may not fall directly within the 100 year flood plain
boundary, but that it does lie within a given distance (100 feet, 200 feet, etc.)
within the flood plain boundary. The property would then be "flagged" as possibly
being within the 100 year flood plain and the appropriate paper flood plain map
could be consulted to make a definitive determination. The City needs to
determine whether or not to: 1) Use the existing digital flood plain map, noting its
limitations, 2) accept the expense of creating a digital flood plain map, or 3) not
to include a flood plain map in the application.
There is no question that integrating GIS functionality into the application would
provide a number of important and valuable features for a building permits
tracking application. The key issue(s) center primarily on the quality and
accuracy of the data that the GIS will be accessing, displaying and transferring
to other data bases.
Another issue that was raised in the on-site interviews was that of which GIS
program to integrate into the overall application. Specifically, the city currently
uses MapInfo, but has expressed an interest in moving to ArcView as the primary
24
GIS. The only real issue is a decision must be made prior to the development of
the application. Either of the two GIS programs provides the functionality
required for the permit application and both have good programming languages
(MapBasic and Avenue) to write the code necessary to provide the GIS link. A
recent evaluation of the 2 products gives MapInfo the nod in quality
(see Appendix). However, the City needs to consider why it seeks a change to
ArcView and whether these reasons are strong enough to do so now. Additional
GIS training would most likely be required for city users if this change is made.
25
SECTION 3: Identification of Key Personnel and Training Needs
As stated earlier, there are a number of key personnel having a role in the process
of building permit issuance, inspections, and related activities. The Building
Commissioner for the City of Ithaca will obviously play a prominent role in both
the design issues relating to the application and the day-to-day operation of the
application. As Lead administrator in the Building Department, the
Commissioner's input is critical to ensuring that the functionality of the application
will meet the stated requirements of the departments and had indicated using the
existing GIS link on a regular basis for a variety of purposes. In addition, the
Building Commissioner personally designed some of the queries and forms in the
existing Microsoft Access 2.0 files that the City uses to track permits and
inspections.
The Building Commissioner also reviews potential Board of Zoning Appeals cases to
determine the feasibility for the granting of a variance by this board.
From a training needs standpoint, the Building Commissioner is very computer
literate and would require very little in the way of step-by-step instruction through
every aspect of a permit tracking system written for the department. Rather, it
would be very important to provide him with the overall conceptual framework of
the application and how it directly relates to the overall workflow of the
department.
The Deputy Building Commissioner is involved in many of the key building
department processes. Some key duties include: Pre-Issuance review of building
permits, assigning building permits to inspectors, assisting with Code Enforcement
and handling code questions from staff and public. It is safe to say that the vast
majority of all of the permits that the Building Department handles go through the
Deputy Building Commissioner. With regard to assigning an inspector to a job,
the primary factor in assigning an inspector to a job is the location of the job.
Each Inspector is assigned to a territory. These territory boundaries are in a digital
format in the GIS, which will be discussed in a later section.
One major function that the Deputy Building Commissioner performs is the
screening of incoming inquiries for "Red Flags". "Does this application need to be
approved by the Zoning Board for a variance?" and similar type questions are what
are looked at in this initial phase. The Deputy Commissioner determines which
cases will be pursued for approval for all boards except BZA.
26
Again, a major focal point of this needs analysis is to determine exactly what key
pieces of information are needed to be accessed by the various staff involved in the
day - to -day activities of the building department. Key information noted by the
Deputy Building Commissioner included the Zone, Flood Plain Status, Historic
Designation and Property History.
With respect to specific functions in addition to quick and easy access to property
information, the Deputy Building Commissioner also indicated some specific
managerial functions that would be useful to have in the application. One example
is the ability to store the time spent on a Building Inspection and be able to track
this information. A field could be created in the Inspections database to store this
information. With regard to training need, she would have no problem becoming
proficient with a well-designed Windows application.
The Plan Review Officer's primary role in the Building Department is reviewing
plans for building permits of large projects. He also assists with code
interpretations for staff and the public.
Another major role of the Plan Review Officer is being responsible for a territory
that includes Cornell University. He has complete responsibility for building
projects on property owned by Cornell. For Cornell building projects, he gets
involved in the early planning stages as well as performing functions similar to the
Deputy Building Commissioner's review process.
The Plan Review Officer is very experienced with computers and provides
assistance and technical support for staff. He would have little or no trouble
learning to use a well-designed application in Windows.
The primary function of the Rental Housing Specialist for the City is that of
Rental Outreach and Education to explain to the public why there are building
codes and why it is important to be aware of the issues relating to building permits.
She also performs code compliance inspections of residential buildings for the city.
The Rental Housing Specialist also has primary responsibility for pursuing
compliance through the courts by researching and preparing documentation and
representing the Department in court.
She uses the Microsoft Access files, reports and queries on a regular basis. She
should have little trouble learning a Windows-based application to track permits
and inspections.
27
We also interviewed all Code Inspectors in the Building Department. There was
a great deal of consistency in their requests for application functionality. The
following were mentioned:
1. A list of addresses in their respective territory
2. List of Expired Certificates
3. Assessment data to compare with Housing Inspection database for
purpose of comparing number of units in each inspector's zone
4. Owner name of property
5. Address of property
6. Lot size, area, side, front, rear, parking, etc.
7. Process to access codes & regulations for specific property activity
8. Current permits open on a building
9. History of all variances granted or denied on a property
10. Type of construction
11. Number of stories
12. Uses of building
Each inspector is currently tracking permits and inspections using databases, data
entry forms and queries created in Microsoft Access 2.0. Given this, each
inspector does have a certain level of computer literacy and comfort. We are
confident that each of the staff that would be using a windows-based application
would be able to use the application effectively.
A number of Building Department Support Staff were also interviewed. The
support staff processes the paper work and performs a good deal of the data entry
required in the building permit and related processes. Responsibilities include
maintaining the property files, answering and routing queries and customer service
activities.
They are familiar with functionality of Word Processors including Mail Merge
functions and use spreadsheets on a regular basis. Each staff person demonstrated
a high level of proficiency in existing Windows-based software packages and
applications. Therefore, no special training needs are anticipated.
Section 3 Summary
Each building department staff person is currently utilizing databases, data entry
forms and queries created in Microsoft Access 2.0. Given this, each staff person
does have a certain level of computer literacy and proficiency. We are confident
28
that each of the staff that would be using a windows-based application would be
able to use the application effectively with a standard training curriculum and
some hands-on practice.
Everyone interviewed also demonstrated a clear understanding of data bases and
how an application designed to provide access to important data quickly and easily
could be quite beneficial in assisting them in their day-to-day job tasks. Each
inspector indicated that the tracking features of an application would be very
useful, particularly an application that would automatically generate a list of all
upcoming inspections in a given time frame.
29
Section 4: Identification of Key Forms to be Automated and the Data to be
Represented
Key Forms to be Automated and Workflow Changes
Building/Demolition Permit Process
Several changes to this process are recommended. The first is to enter the
application into a computer system as soon as it enters the department for
consideration. Currently, the application is not assigned a number and entered into
the PermTrak system until after it has been reviewed by the Deputy Building
Commissioner and assigned a number. This process does not track applications
that never get past this stage. Time is spent in the review process that is not
currently accounted for.
The application would be logged in when it is brought into the department or the
information entered into the computer and the application printed and signed and
the fee collected. A number would not necessarily be assigned to the application
at that time. It would then proceed to the Deputy Building Commissioner for
review.
As part of this review process, the Deputy Building Commissioner would research
zone, flood plain, historic designation and Fall Creek designation through a
computer search of the property-level data base. Notes could be entered into the
data base for the inspector's follow-up with the necessary Boards and approval
processes. Also available would be owner-of-record and lot size information
converted from the RPS database.
After the application is assigned to an inspector, the inspector would, as part of the
plan review, indicate which, if any, board approvals would be required. These
could be picked off a list or checked off in a checkbox. This would ensure that all
required approvals were received before the permit is issued. As the approvals are
received, the date and conditions would be entered here, as well. For the Board of
Zoning Review, Housing Board of Review and Building Code of Review, this
information would be automatically updated from the application used to manage
the paperwork associated with those boards.
30
If it is determined that an application for permit be denied, a letter stating the fact
and the reasons could be generated. This activity would be indicated in a
computer property search.
When the permit is issued, a permit number would be computer generated.
Assigning a number when the permit is issued, would make sure there are no
missing numbers. Considering application number 34567, for example, that was
withdrawn prior to issuance. There would not be a PERMIT number 34567. A
sequential list of permits would go from 34566 to 34568. It would also help to
separate an APPLICATION from a PERMIT, which are two distinct entities.
Additional information for the application/permit, such as: Construction type,
Occupancy type, etc. could be entered when a permit is issued or any time
thereafter. .
As part of the permit issuance process, and similar to selecting required board
approvals, would be the process of selecting required inspections. To create a list
of inspections that a given permit would need, would assist in preventing a CO
being issued with a missing inspection. When the inspection is scheduled, a
scheduled date could be filled in but would not link to GroupWise and may be
redundant. The completed inspection dates and results would be filled in as
completed. Any written notification could be generated, if desired.
To close out a permit would be the final step. The procedure could be changed for
permits requiring a Certificate of Occupancy. No C.O. application would be
required. The C.O. would automatically be generated during the building permit
close-out process. A letter of completion could also be generated. Of course,
other steps will be part of this process.
For a new construction or demolition, the GIS building footprint information may
be updated, at this time, as well. The new structure would also be given a
Certificate of Compliance expiration date to ensure that it comes up for inspection
at the required time. A demolition of a structure that required a valid Certificate of
Compliance would be removed from the database so a non-existent building does
not show up as a required inspection.
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Sign Permits
The sign permit process could also be automated in a similar manner as the
building permit. The application would be logged in to the system when it comes
into the department. It would then proceed to the designated staff person for
review.
The tracking of board approvals could be computer-tracked with approval dates
and conditions being entered individually or from the board program module.
When the permit is issued, the number could be automatically generated and the
Permit form printed. The status of the sign permit could be accessed from any
computer in the department. No one would have to go to the file to determine if a
valid sign permit was in effect.
The sign permit could also be closed out in a similar, if simpler, manner as the
building permit.
Housing Inspections
The periodic inspection process required for issuance of a Certificate of
Compliance could be greatly simplified through automation. The list of
Certificates of Compliance expiring could be easily generated and inspector's
could indicate properties they wanted to inspect on screen. Form letters could be
generated directly from this computer list with ease. Currently, the support staff
must look up the properties on the RPS system to get/verify and then hand-write
the owners' names and addresses on a list. This list is then typed into the computer
and an inspection request form letter is generated.
A pending (but not scheduled) inspection record could be generated to eliminate
the paper "tickler" file. Subsequent notices could be automatically generated using
a computer version of the "tickler" file. The system could be designed to
accommodate the several variations of these notices to handle all situations that
come up (the owner not showing up at a scheduled inspection, for example).
A computer search of activity related to a parcel would show the sequence of
events and a complete history.
When an inspection is completed, the information could be entered and violation
letters could be generated, if desired. Currently, most of the inspectors indicated
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they usually notify verbally and that would not have to change. This would just
give the inspectors an easy way to put this information in writing when they
wanted to.
The Certificate of Compliance could also be generated through this system. The
support staff now uses a typewriter to fill out the form that accompanies the
certificate and uses a form letter for the actual certificate. To be able to print these
from information already available will, if not totally eliminate, at least reduce
duplication of effort.
To automate this process would significantly reduce the time spent by the support
staff on housing inspections paperwork while increasing efficiency and accuracy.
Complaints
The most basic reason to automate the complaint procedure would be to have this
information available when doing a computer search of the history of activity on a
parcel.
The complaint could be entered into the computer by anyone when received. The
first step in this process could be to select the property and could be located by
owner name or property address or by locating it on the GIS system. The inspector
responsible for the area would be contained in the property database and would
eliminate the step of locating it on a paper map for the support staff. The
complaint form could be printed at this time but would not have to be.
An inspector could retrieve the complaints needing attention at any time by the
status of that complaint, for example, new complaints or complaints requiring an
inspection be scheduled. Letters requesting an inspection, when necessary, could
be generated easily.
Even though most inspectors indicated they notified the owner verbally, the option
to easily generate violation letters would be helpful.
To automate this process would help ensure that complaint forms were not lost or
misplaced. The log could be generated and anyone could look up disposition
information from their computer without going to the physical property file or the
log.
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Board of Zoning Appeal/Housing Board of Review/Building Code Board of
Review
Because the functions of these boards is so similar, they will be discussed together
and any differences noted.
The main reason to automate the procedures of these boards, again, would be to be
able to access this information from any computer and have this information
display when researching a property. Several inspectors indicated that the ability
to determine the outcome of a board action and the conditions attached to the
action would be helpful. If these boards were automated in the manner indicated,
approvals could be automatically updated in reference to the building permit and
sign applications.
When the completed appeal/application is received into the department, it could be
logged into the computer and the case number assigned. If a fee is involved, the
receipt could be printed when collected. Meeting dates could be logged in and the
agenda printed. The owner could be notified of meeting dates and deadlines with a
form letter computer-generated. The notices for the newspaper and posting on the
board would also be generated with the information available in the system.
In the case, as was discussed, the Building Department assumes responsibility for
the neighbor notices required by the Board of Zoning Appeals, this list could be
generated using the GIS functionality and printed with the use of form letters
eliminating the time and resources required in assisting the public with obtaining
this information.
The determination could also be entered and written notice provided to the owner,
if desired.
General Benefits
By far, the greatest benefit to automating these procedures would be the
tremendous reduction in the amount of time and effort required in tracking down
information - especially in finding the property file. When an inspector has to
leave the desk and go search the department for a file, especially while someone is
on the telephone waiting, to find the answer to a question it is a waste of time and
does not reflect well on the department. Occasionally, the file is not found when
needed at all and a return call has to be made to resolve the question. The Ithaca
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Building Department is a very busy office and the time wasted could be better
spent.
Automating all functions that require the transfer of money, would enable easy
reporting of all monies handled by the department. For example, a report showing
total money received could be generated.
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Section 5: Database Structures and Relationships between Databases
which Reflect Workflow
The data base structures included in this document were designed in part through
the interview process with personnel and noting specific data requests and needs.
In addition, all forms used by the building department were carefully reviewed to
ensure that all relevant data items will be represented in the data bases structures
listed below. Linking fields are displayed in Figure 8 on page 43. In this
diagram, only fields necessary for linking the databases are represented. This
diagram is included to provide a visual representation of how key data bases used
by an application may be linked. There is a wide range of data items that could be
included in the data bases utilized by a permit tracking system. The Building
Department must decide which data items are absolutely necessary.
Building Permits DataBase
Field Name Description
STRTADD Street Address
PROPOWN 1 Property Owner of Record
PROPOWN2 Property Owner of Record
ADDRESSI Address, Line
ADDRESS2 Address, Line 2
ADDRESS3 Address, Line 3
ADDRESS4 Address, Line 4
PHONENUM Telephone Number
BLDROOM Building or Room Number
PROJTYPE Type of Project; Construction, Addition, etc.
PROJTYPE2 More Specific Proj Type
ESTCOST Estimated Proj. Cost (Labor&Matrls)
PERMFEE Permit Fee
OWNGCON Owner or General Contractor (Person doing the Work)
OWNCTRAD Address of Owner or Contractor
OWNCTRPH Owner/Contractor Telephone
CONTRCT2 Second Contractor
CONTR2AD Address of Second Contractor
CONTR2PH Owner/Contractor Telephone
CRHEATCT City-Registered Heating Contractor
HEATADDR Heating Contractor Address
HEATPHON Heating Contractor Phone Number
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CRELECCT City-Licensed Electrical Contractor
ELECADDR Electrical Contractor Address
ELECPHON Electrical Contractor Phone Number
CRPLUMCT City-Licensed Plumbing Contractor
PLUMPERM Plumbing Contractor's Permit #
PLUMADDR Plumbing Contractor Address
PLUMPHON Plumbing Contractor Phone Number
WORKCOMP Carrier of Workman's Comp Insur.
APPLNAME Applicant's Name
APPLADDR Applicant's Address
APPLPHON Applicant's Phone.Number
DATESIGN Date Application Signed
ILPC Reviewed by Ithaca Landmarks Preservation Commission ?
ILPCDATE Date Reviewed by ILPC
CAB Reviewed by Commons Advisory Board
CABDATE Date Reviewed by CAB
DPW Reviewed by Dept. of Public Works?
DPWDATE Date Reviewed by DPW
TCHD Reviewed by Tompkins County Health Dept.
TCHDDATE Date Reviewed by TCHD
IFD Reviewed by Ithaca Fire Dept.
IFDDATE Date Reviewed by IFD
SDPR Site Development Plan Review?
SDPRDATE Date of SDPR
DRB Reviewed by Design Review Board
DRBDATE Date Reviewed by DRB
DEC Reviewed by Department of Environmental Conservation
DECDATE Date Reviewed by DEC
OTHER Reviewed by Other Organization
SEQR Reviewed by SEQR
SEQRTYPE Type of SEQR- Type I or Type II
SEQFLNUM SEQR File Number
NYSCOMP New York State Energy Code Compliance Part #
PERMNUM Permit Number
APPDATE Application Date
ISSDATE Issue Date
RENEWED Renewed Date
RECEIPT Receipt Number
COMPDATE Completion Date
COMPBY Completed By
DESCRIPT Description of work (memo field)
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PROPERTY DATABASE
Field Name Description
SBL Section, Block and Lot
OWNADDR Owner's Address
PROPLOC Property Location
COMMONS Primary or Secondary Commons Designation
FALLCRK Recreational River Designational River(Yes/No)
LOTWIDTH As recorded in RPS
LOTDEPTH As recorded in RPS
ZONEDIST Zoning District
LOTWIDTH Lot Width
LOTDEPTH Lot Depth
BLDCONST Building Construction
HEIGHTST Building Height in Stories
HEIGHTFT Building Height in Feet
HISTLAND Historic/Landmark District/Site
AREABLDG Area of Building
AREALOT Area of Lot
PCTLOTCV Percent of Lot Covered by Building
FIRELIMA Property in Fire Limit A?
FIRELIMB Property in Fire Limit B?
FLOOD 100 Property in 100 Year Flood Zone?
FLOOD500 Property in 500 Year Flood Zone?
FRNTYARD Front Yard
SIDEYARD 1 Side Yard
SIDEYARD2 Other Side Yard
REARYARD Rear Yard
PCTYARD Percent Yard Depth
USEEXTG Existing Use
USEPROP Proposed Use
DWELEXTG Existing Dwelling Units
DWELPROP Proposed Dwelling Units
COMMEXTG Existing Commercial Space
COMMPROP Proposed Commercial Space
PARKEXTG Existing Parking Space
PARKPROP Proposed Parking Space
OTHERPI Other Property Information
ACRES Area of Property in Acres
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BUILDING DATABASE
Field Name Description
SBL Section, Block and Lot
AGENTNAM Agent Name
AGENTADDR Agent Address
AGENTPH 1 Agent Phone Number 1
AGENTPH2 Agent Phone Number 2
FIRELIM Fire Limit A or B
STORY 1 Method # 1
STORY2 Method # 2
STORY3 Method# 3
STORY4 Method# 4
SQRFEET Square Feet of Building
SPRINKLE Sprinklered or Not
SMOKDET Smoke Detection System
MAXFIRE Maximum Fire Area
NUMFAREAS Number of Fire Areas
BLDGHT Building Height
BLDGNAME Building Name
BLDGSPEC Internal mailing address (e.g. Cornell's Address Designation)
BLDGIDNUM Building ID Number
WEATHDAT Weatherization Code Compliance
FIREESC Fire Escape Observation Date
LOCKLAW Lock Law Compliance Date
FIREEXT Fire Extinguisher Observe Date
FOUNDTYPE Foundation Type
ROOFTYPE Roof Type
CHIMNEYS Number of Chimneys
BLDGEXTR Building Exterior
HEATUNITS Number of Heating Units
HEATBTUS Heating Unit BTU's
WATHEAT Number of Water Heaters
WATBTUS Water Heater BTU's
ELECAMPS Electricity; Number of Amps
OVCURRDEV Overcurrent Device
BLDGSTAT Building Status
COMMENTS General Comments about Building
CONSTDATE Effective Construction Date
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INSPECTIONS DATABASE
Field Name Description
SBL Tax Map No.
TYPE Type of Inspection
OCCUPANT Business or Apartment Number
PROPLOC Property Location (address)
BLDGID Building ID Number
INSPDATE Date of Inspection
INSPECTOR Inspector
INSPECNUM Inspection Number
COMPLY Is Property in Compliance?
TIMSPNT Time Spent on Inspection
VIOLATIONS List of Violations
REFNUM Reference Number(e.g. Building Permit Number)
STATUS Status e.g. Pending, Complete, Violations
COMPLAINTS DATABASE
Field Name Description
SBL Section, Block &Lot
PROPOWNI Property Owner of Record
PROPOWN2 Property Owner of Record
ADDRESS 1 Address, Line 1
ADDRESS2 Address, Line 2
ADDRESS3 Address, Line 3
ADDRESS4 Address, Line 4
PHONENUM Phone Number
DATE Date Complaint Received
TIME Time Complaint Received
RECVDBY Complaint Received By
RECHOW - How complaint received; Letter, Phone, Etc.
INSPECDATE Inspection Date
INSPECTOR Inspector
40
TIMESPENT Time Spent on Inspection
COMPLNT Complainant (Person Filing Complaint)
COMPTYPE Tenant or Civic Association
STATUS Status of Inspection
REFERRAL Referral
DATECLOSE Date Closed Out
CLOSEDBY Closed Out By
ABSENT Owner absent for Inspection (Yes or No -)
INSPECTNUM Inspection Number
Board of ZoningAnneals, Building Code Board of Anneals,
Housing Board of Review Database
Field Name Description
BOARD (BZA, Housing Board of Review &Building Code Board of
Appeals)
SBL Section, Block and Lot
STATUS Status (e.g. Closed, Pending, Granted,etc.)
CASENUM Case Number
APPDATE Application Date
PUBHEARDAT Public Hearing Date
APPLICANT Applicant
APPADDR Applicant Address
OWNER Owner
OWNERADDR Owner Address
LOCATION Property Location
ACTTYPE Action Type( use var, etc.)
COMMENTS Memo field for specific text
DECISION (memo) including conditions
DECDATE Decision Date
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CONTRACTORS DATABASE
Field Name Description
NAME Contractor Name
ADDRESS Contractor Address
PHONE Contractor Phone Number
LICNUM Contractor License Number
LICEXPIRE License Expiration Date
FEE Fee for License
CONTIDNUM Contractor ID Number
INSCOMP Insurance Company
INSNUM Insurance Number
INSEXPIRE Expiration date for Insurance
DATEFEEPD Date Fee Paid
APPDATE Application Date
EXAMDATE Contractor Exam Date
OCCUPANT DATABASE
Field Name Description
SBL Section, Block and Lot
RESPPARTY Responsible Party
LOCATION Property Location
BLDGIDNUM Building ID Number
OCCUPANT Occupant - Store Name or Apartment Number
MAXOCC Maximum Occupancy
MAXOCCDAT Date Maximum Occupancy Reviewed
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VIOLATIONS I DATABASE
Field Name Description
CODEBK Code Book
SECTION Section of Code Book
TEXT Text from Code Book
VIOLATIONS II DATABASE
Field Name Description
BLDGIDNUM Building ID Number
OCCUPANT Occupant- Store or Apartment Number
CODEBK Code Book
SECTION Section
DESCRIPT Description of Violation
INSPECTNUM Inspection Number
COMPDATE Date in Compliance
COMPMEMO Notes relating to violation
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Database Relationships
Property Building Occupant Building Permit Building
Database Databasse Databasee Database Inspections
SBL Number SBL Number SBL Number SBL Number SBL Number
Owner of Building ID Building ID Building Permit Building Permit
Record Number Number Number Number
Location Location Occupant Contractor Inspection
ID Number Number
Sign Permit Certificate of
Database Occupancy
SBL Number SBL Number
Building Permit
Number
Board of Zoning Housing Board Building Code
Appeals of Review Board of Review Complaints Violations
SBL Number SBL Number SBL Number SBL Number SBL Number
Inspection !rq
Number
a
Housing Certificate of
Inspections Compliance ( Contractor
SBL Number SBL Number i_.. Contractor
Building ID Building ID ID Number
Number Number
Occupant Occupant
Inspection Inspection
Number Number
Section 6: GIS Functionality and Integration
GIS integration should be a fundamental part of a building permits tracking
application written for the City of Ithaca. A number of GIS functions were
mentioned by the staff as being quite useful in 2 key ways: 1) Providing
important information quickly and easily (particularly during the pre-issuance
search process) and 2) Providing key analytical and management functions
(particularly in assessing workload for each inspector's territory).
The specific "pre-issuance-type" GIS functions indicated were:
1) Determination of the Zone that the property is within
2) List/Map of adjacent parcels to property
3) Determination of Set Backs
4) Flood Plain (100 yr) Status of property, i.e. Is the property in the
100 yr Flood Plain?
5) Historic District/Designation
6) The property Fire Limit
7) Does property lie within Fall Creek area?
8)Historical Information about the property - last inspection date,
any previous violations, etc.
9) The possibility of pulling the engineering plans tied to a
parcel/building
The management/supervisory functions indicated were:
1)Territory analysis of number of impending inspections for each
inspector's territory for workload management analysis.
Territories could easily be adjusted to make the department more
efficient in its territory assignments.
2) The Building Permits databases should be mapped to provide the
ability to look at the distribution/concentration of Building
Permit activity over a given time period. If activity is
concentrated in certain areas of the city, the map will bear that
out.
3) Complaints and Violations should also be mapped to identify
"problem" areas within the city.
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4) A flexible "Ad Hoc" querying capability should be a function that
will allow the building department to generate any desired query
and see the results on the map. For example, one could ask for all
of the "Code Violations in Territory X in the last 6 months" and
see those locations on the map.
GIS Layers
Type of Laver Format Comments
Tax Parcel Centroids Paradox 4.x and dBASE III RPS Extract files
Tax Parcel Boundaries Various Formats (AutoCAD, Unofficial,
Inaccurate
Microstation, MapInfo, ArcView)
Building FootPrints Microstation 60% not Polygons
Streets Various Types and Formats General Road File,
Zoning Maps From County Unofficial
Flood Plain Currently Do Not Have Available in Digital
Format by FEMA
With regard to updating the property file with Zoning Information, an application
could have the ability to update the file automatically by writing the zone
boundary name directly into the property file. For instance, if the 123 Main Street
property point falls within a Residential Zone Boundary named R1, that property
data record will automatically be updated to indicate that the property is in an R1
zone. The application could read through the entire property file, determine the
zone boundary that each property falls within and immediately update the property
file. This could occur automatically the first time the application is run and at any
time the user wishes to account for edits in the digital zone boundaries.
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The Project Team will be creating a unique set of applications programs (modules)
for the City of Ithaca in a cost-effective way because we have experience in
writing database management and GIS software applications in several
programming languages for other clients. While the code and applications will be
unique, Ithaca will benefit from other "shells" that we have created.
While the various modules of the application will service different needs, all will
work primarily in the same way, which will ease learning of the system
substantially. All individual items may be "looked up" by owner name, address,
partial address, partial tax,map number or exact (as the county has it) tax map
number. If the module is building permits, for example, you would also be able to
look up by permit number, issue date, application number (if different than permit
number) and application date or any other pertinent information depending on the
module.
WEEKLY ACTIVITIES REPORT
This Report permits the user to assess the week's activities and work load.
Running this report will give all date-sensitive information. The program defaults
to a beginning date of today's date through a week from today. These dates may
be changed and this report will run any time. There will be a list of all building
permits that are expiring as well as inspections due, contractor licenses expiring
and anything else that has date requirements.
INQUIRE
The Inquire screens will be appropriate for doing more property research prior to
issuing a permit. There may be a trend to use the permit process to clean up any
outstanding complaints/violations before the permit is issued. Sometimes these
functions are carried out by several different departments and by part-time
inspectors so the relevant information may not be in one place.
Also important in handling complaints is the ability to quickly check whether a
building permit was, in fact, issued for that shed that the complainant is reporting.
This item allows you to either view a list of building permits or complaints (and
anything else) in date sequence. You may select one and the program will display
the input screen with no edit capabilities. You may continue down the list and
select more. The building permits, complaints, violations, inspections, zoning and
planning boards have the same capabilities.
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A property may also be selected by any of the selection criteria above. The
program will display the screen showing the RPS data as well as other information
deemed to be useful here like: wetland, flood plain, zoning district, historical
district, etc. You will also be presented with a menu of options: building permits,
etc. You may select other permits and you will be given a list of other permits
issued to this property. "Other permits" may be a fence permit if this is different
than a "building permit" The information displayed on this list would be the
permit number, date issued, current status and a brief description. Further
information is available by selecting the permit and the full application/permit
information will be displayed.
You may continue down the list and select different items or compile only
interested items: complaints and violations, for example, into a date ordered
sequence and just look at them.
This information may also be printed.
BUILDING PERMITS
This is the most extensive module. The program must be designed to be the most
flexible while still be easy to use.
The first step is to enter the application. Some municipalities want to track all
applications while other want only those that become permits. It may be done
either way. Also some want/use different numbers for the application and permit.
These variations can be addressed.
The applicant comes into the office and wants a permit. The property may be
looked up on the computer and once displayed, the information may be evaluated.
The information displayed was selected for it's usefulness in preventing a errors.
Information such as Wetland would certainly determine what structure, if any, may
be built on that property. Historical district status would also pertain while that
might not rule out a particular structure, the owner may be notified at this point
early in the process that there could be added procedures/expenses and prevent a
nasty surprise later to the owner. Of course, the zoning district would also be
supplied.
If the process continues, the application may be filled out on screen. At this time a
very limited amount of information is really necessary. Necessary information
may include owner name, property address, mailing address, phone numbers,
35
applicant (if different than owner), address and phone numbers, and contractor
information. This design gives the plan reviewer easy access to who to call with
questions. It isn't really necessary to enter a lot of detail at this time because there
is no need for it at all if the permit is denied and time spent on data entry is saved.
The application may now be printed and signed by the applicant. There is the
option of issuing the permit now. Smaller municipalities may sometimes do this
for small structures but a city probably has a review procedure that all permits
must go through so this would probably be changed. You also have the option of
collecting for the application. Again, municipalities differ in this issue. Some
collect money at the time of application while others at the time of permit
issuance. Some collect for the application and refund all or part if the permit is not
issued. This needs to be tailored to the city's procedure.
The application then goes through a review process. Two ways are possible. The
first would be to log in the person's initials that reviewed the application with the
date. This notes that the review had been done and when. The second way would
be to do the plan review with the computer. A user-defined and user-maintained
list is filled in with the details from the plans. These items may be linked to a
certain type of inspection such as roof and may be printed out prior to the
inspection and used on-site as a checklist. Some towns find it useful not to carry
around the set of plans for each inspection- they could use the checklist. Using
this feature usually forces a more complete plan review which has determined to
be desirable in at least one instance.
After the plan review, the permit may be issued or denied. If denied, a letter
detailing why can be printed and if issued, the permit may be printed. Both items
may be printed individually or by batch later.
After a permit is issued, the other information may be entered if desired. Required
inspections/approvals may also be entered at this time. It is not necessary to
schedule any at this time but it gives a checklist to help make sure no item is
skipped. Before a Certificate of Occupancy would be issued, you could check here
to make sure all inspections were done and approvals received. Letters may be
generated to the agencies that need to give their approvals.
As inspections are requested, the scheduled dates may be filled in. These
inspections will then show up on the Weekly Activities Report, as well as in
individual reports within the Building Permit module.
36
When an inspection is completed successfully, this information may be entered
with the date and inspector's initials. If the inspection was not completed
successfully, the reason may be entered in addition to the date and inspector and a
follow-up inspection may be scheduled or logged in as a required inspection.
A Stop Work order may be printed and/or a letter to the owner or contractor.
When a Stop Work order is issued, the current status field will display "STOP
WORK". When the Stop Work order is removed, the status returns to "ISSUED".
Municipalities differ in their use of Certificate of Occupancy, Certificate of
Compliance and Certificate of Completion. This would be customized to the City
of Ithaca. These may be issued, printed and money collected for them if desired.
Some municipalities collect for CO/CC at the time of the permit issuance while
some collect a separate fee. The collection of this money is also handled.
Temporary CO/CC are also handled with a window to type in why or what
conditions must be met prior to a CO issuance. This may also have a expiration
date with conditions to be met prior to a certain date or the Temporary CO is no
longer in effect.
Reports include a register of permits issued, inspections completed, monies
collected and all other reports as necessary.
OTHER PERMITS
Other Permits may not be necessary to the City. Some municipalities put all items
on a building permit. Other municipalities have fence permits, sign permits, etc. as
separate items. "Junk car" permits is also a common "Other Permit". These are
custom screens designed to match the forms you use now. You may associate an
inspection with a permit and an expiration date. All money handling facilities as
the Building Permits is included. This area could be expanded as needed.
COMPLAINTS
Complaints may come in different manners such as phone, letter, in person or
through a Council member or Mayor. The complaint is logged in with current date
and time as the default, but, again, these may be changed. There is space for the
initials of the person taking the complaint.
The property is then looked up usually by owner name or address since the
complainant would not know the tax map parcel number. Once the correct
property is located, the program displays the RPS property information the same as
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for building permits. The property address may be corrected/updated at this time
with apartment number, if necessary.
Once the correct property is selected, the complainant information is entered.
State law requires that all complaints be investigated but some municipalities
require complainant name and information to proceed. Due to the time constraints
most departments are under, anonymous complaints are not taken. It doesn't
matter for the program. If a name, address and phone number are recorded,the
complainant may be notified of the findings after investigation. There is also an
area for the person relaying the complaint such as the Mayor. This insures that
person may be notified as well.
There is a unlimited memo field available to record the actual complaint. A brief
description of the problem may be entered which allows the inspector to know
where and what to look for. This is printed on the complaint form and inspection
listing to be given to the inspector prior to inspection.
After the inspection, the complaint will be recorded as being in violation or in
compliance. If in violation, the violation information may be entered and a letter
or Notice of Violation may be printed. These can be designed to fit in a window
envelope. A follow-up inspection date may be recorded that will show up on
pending inspections. The Project Team can make extensive use of the status field
which will display either "PENDING", "COMPLIANCE", or "VIOLATION"
and/or any other status indicator which may be desired.
All activities regarding this complaint are covered. There is a report designed to
be placed in a file or produced at a council meeting describing all activities related
to a complaint. This allows for update to the person relaying the complaint or
council members if the complaint is not resolved satisfactorily.
Other reports include a register of complaints taken and current status.
VIOLATIONS
Violations may be generated from a complaint or an inspection. This violation
area was not designed for fire inspections since there is a very extensive module to
handle all of those. This can be designed for drive-by inspections where an
inspector checks certain areas on a periodic basis for code violations such as junk
cars, garbage and other local code violations. This module will work the same as
the others in that the violation can be linked to the property but it does differ in
that you can cite a violation that is not linked to the property. This would be handy
38
if you used this to cite someone for dumping garbage at a park or a car left on
right-of-way.
If a violation is from a complaint, while most complaints may be handled
completely through the Complaint module, they may be passed to violations to
allow for more options. The program asks for complaint number or any other
available search options and brings the complaint information over without
duplicate data entry.
If the violation is from an inspection and is property related, the first step is to
locate the property with the same choices as building permits. Once the property's
RPS data is displayed on the screen, the owner information is available to edit.
This edit will NOT effect the property database but will follow the violation. The
owner information may be changed to reflect the desire to send the correspondence
to a rentor or lessee instead of the property owner. Some municipalities prefer to
direct all correspondence to the owner of the property requiring the owner to
contact a rentor while others deal with the rentor directly. Both options will be
supported.
If the violation is not linked to a certain property, you are given the option to fill in
the name and address fields. This then proceeds the same as those linked to a
property.
Most inspectors have a standard number of days they usually allow for
compliance, although technically, the violations must be cleaned up immediately.
The wording is usually something like "an inspector will be back before the date of
...". The program asks how many days before the follow-up inspection. An
inspection is scheduled and will show up on all reports relating to pending
inspections.
The type of violation is then selected from a pre-defined list of violations. This list
allows you to define certain common violations with the corresponding code
section and text related to a particular type. "JUNK CAR" for example, would
allow the section and code text to appear on all Letters, Notice of Violations and
Order to Remedies without retyping it every time or sending a copy of the code
section along with the notices like many municipalities currently do.
Specific information relating to the violation is then entered. This information
may be the make, model and year of a unlicensed car or the location of refuse and
garbage. This information also prints on the documentation.
39
The Project Team envisions having up to three different correspondence types with
different levels of severity possible. The first is a Letter. This may be a slightly
informal format informing a new resident or first time violator in a non-confrontal
way that they are in violation of a certain code. The second is called a Notice of
Violation and is a little more formal and more severe. The third is the Order to
Remedy and is a demand that they conform usually with a threat to go to court.
The three form letters may be custom designed to the City's specifications and
could be expanded to include more options. The court information may also be
printed here. All letters may be inserted in window envelopes to eliminate the
need to address either envelopes or mailing labels. It is not necessary to send them
in sequence and they may be selected at any time. You would not need to send the
friendly letter to a habitual violator because they know about the code but at the
same time, you have the flexibility.
Inspections are updated and repeat inspections may be tracked. Some
municipalities continue to go back and work with a owner who is trying to comply.
If there were multiple violations and with the second inspection it is determined
that the property owner has complied with some, but not yet all, of the
requirements and is actively working on the remaining ones, another inspection
may be scheduled. There is no limit, but the departments patience, to the number
of times a violation may be re-inspected.
Reports will include an activity log on a particular property, log of violations,
violations by status and a list of inspections, both pending and completed and any
other deemed necessary by the City.
PLANNING COMMISSIONBOARD/ZONING BOARD OF APPEALS/CITY
COUNCILBOARD and ANY OTHER BOARD/COMMISSION THAT MAKES
DECISIONS THAT EFFECT THE BUILDING DEPARTMENT, ETC.
This area will be designed to cover all governing bodies that have decision-making
capabilities related to the building department/code enforcement, etc. In some
municipalities, the Town of City Board may issue Special Permits that effect some
aspects of zoning as well as the Planning Board. The Historical Preservation
Board may make decisions that effect the issuance of a building permit. These
screens are custom designed and will reflect the situation in the City of Ithaca.
Applications are entered similar to all other modules with regard to owner
information contained in RPS. Information is then entered relevant to the
particular board. A Zoning Board of Appeals may contain areas for the Article,
40
Section and Paragraph of the Zoning Ordinance that an area variance or special use
permit is for. Applicant information when different than owner is entered as well
as fee payment information. This information is then used to fill in all forms
associated with the case.
Agency referrals requests may be generated from the above information. A user-
defined list of agencies that currently get the referrals is maintained with the
addresses included. The agency or agencies to receive the referral is selected from
a list and form letters are printed. Again, these letters will be custom-designed and
will fit in window envelopes to eliminate the addressing of envelopes or mailing
labels.
The board meeting agenda may be maintained and printed here as well. This
allows for single data entry of the owner and case information and tracking of
meeting date and time by case. This may be adjusted and edited at any time and
the printed agenda form would be customized for the City's needs.
For Boards requiring a notice be posted to a public bulletin board and notice
published in the newspaper, these may be printed here with the information
already inputted. These will be custom-designed as well and will eliminate
duplication of work in producing these forms.
Notifying the surrounding neighbors of pending actions has proven to be a very
time-consuming job. We plan on linking the radius to the GIS system so the
program would be able to automatically generate the required list and notices.
These will be custom-designed for the City and will fit in window envelopes thus
minimizing the work required for this task.
Reports include an activity log and fees handling. Any other reports will be added
as needed.
CONTRACTOR LICENSING
The Contractor Licensing module design permits tracking of both contractor
licensing and renewals but also required liability insurance. The dates for
insurance expiration and license expiration are used to generate renewal notices
and reports. This information will print on the Weekly Activity Report as well as
requested reports within this module.
Our experience suggests that this assists in more timely renewals and money
generated as a result. Contractors are generally responsible to provide the
41
municipality with a current insurance certificate when working within the
municipality. With this module, the City would be better able to ensure they
receive all certificates when due.
Different types of contractor licenses would be separate modules with the
information relevant to that particular type.
FIRE INSPECTIONS AND OTHER INSPECTIONS
This area is one of the most diverse in the way different departments handle their
inspections and who does them. In some areas, the fire department does all fire
inspections as well as places of public assembly. It has been my experience that
this area is one of the most difficult for a municipality to remain current on. This
module was designed to help bring the departments responsible current on all
inspections.
In addition to the RPS information file, this module uses a building database. It is
still linked to the tax map parcel number but allows tracking of individual areas or
businesses separately. This may be necessary in a mall or plaza, for example, or a
restaurant with a six month inspection cycle and apartments which may have an
annual cycle.
Additional search items include the Occupant, Building Designation and
Occupancy Type. Occupant would be the name of the store or business, Building
Designation would be "Main Structure" or "Garage" and Occupancy Type would
be "C I", etc.
Basic property information could include what is commonly called "Pre-planning".
This information lists Fire District, Maximum Occupancy and date determined,
emergency contact information, sprinkler and detection test dates, location of dock
side alarm, electrical panel, water and gas shutoff, fire department connection and
several miscellaneous address areas useful with seasonal businesses. There is also
an extensive hazardous materials list. This information may be used or not
depending on the needs analysis. It could also be made available to the fire
department since this information is relative to them.
Periodic inspections are scheduled from the date of the last inspection and appear
on the Weekly Activity Reports as well as within this module. This ensures that
they don't "slip through the cracks".
42
Completed inspections are entered in the database. The date completed, inspector,
contact person and violations are entered. These may be picked off a user-defined
list since most municipalities have checklists they currently use.
If no violations were found, the inspector has the option of sending a letter noting
this to the business. Some inspectors feel that you can always find violations if
you look hard enough and would not send this type of letter in any case but the
option is there.
If there are violations, these are selected and the specifics are entered. Location of
the exit light that is out, for example. Notice of Violation, Order to Remedy and
court documents are generated directly from this information. Violations may be
from both the state codes as well as local.
Reinspections may be scheduled and tracked.
All information is available in several reports and others as defined. Inspection
information may be looked at by Occupant, Building Designation and location.
Billing information will also be entered and appropriate reports and forms such as
a receipt will be printed.
GIS APPLICATIONS
We also envision MapBasic applications that will provide geographic reports on
building permits, complaints, violations and inspections "due next week". Many
of these were described in the system design section. Of course, the specific
functions of the GIS applications will be designed with the client during The
Needs Assessment Phase if GDL is awarded the contract.
43
BUDGET AND ADMINISTRATION COMMITTEE AGENDA MAY 27 , 1997
PAGE 2
E. Fire Department
1 . Request for Additional Funds for Training Center Project
- Discussion/Possible Resolution
F. Attorney
1. Lake Source Cooling Project Contract - Discussion
2 . Labor Contracts - Executive Ses�on
G. Building Department
1 o „oto scant Co a ns ctor-Position - Possible
2 . Request to Reclassify Code Enforcement Officer/Community
Service Officer Position - Possible Resolution
3 . Building Department Database Phase II - Discussion
H. Planning and Development
1 . Possible Personnel Item - Executive Session
I. Finance/Controller
1 . Update on Health Plan - Executive Session
2 . Approval of 1998 Guidelines for Community Service Funding
- Resolution
3 . Consideration of 1997 Retirement Incentive Program -
Discussion
O�ITN,q
CITY OF ITHACA -
V~� � 108 East Green Street Ithaca,New York 14850-5690
a }
RICHARD FERREL,ASST.SUPERINTENDENT OF PUBLIC WORKS
PoRpTEO Telephone: 607/272-1718 Fax: 607/272-4374
To: Mayor Cohen
Common Council
From: Richard Ferrel, Asst. Supt. of Public Works
Date: May 13, 1997
Re: Request to Reinstate Parks Section Working Supervisor
During the 1997 budget preparation process, a Working Supervisor
position was eliminated from the Parks and Forestry Section
budget. The staff reduction was proposed by the Mayor as a
Working Supervisor had returned to work, under extreme
restrictions, due to a back operation. The employee had not
worked for nearly a year prior to his return date. At the time
of proposal, it appeared the physical limitations of this
employee would be permanent and the Mayor felt the City could not
afford employees working in titles for which they could not
perform full duties.
At the beginning of 1997, we observed improvement in the
employee's movements and a reduction in absenteeism but were
unsure of his physical capabilities in relation to his job
assignment. At the same time, we were dealing with layoffs of
Parking Lot Attendants and Parking Meter Checkers. During
February, I was granted approval to extend the Working
Supervisor's position until June 30th in order to allow adequate
time for a full physical evaluation of the individual.
As of this time, the physical evaluation has been completed, and,
based on the exam results, the employee is able to perform his
current duties to their full capacity.
We must now address the handling of the eliminated position. By
the Union Contract's section regarding layoffs, this most senior
Working Supervisor is entitled to bump a less senior employee in
another title for which the employee is qualified. The title of
Working Supervisor is a generic description covering many Public
Works activities. In actual application, the Working Supervisors
for each section are specialists in their areas and the
individuals cannot simply be rotated between Sections. In this
specific case, it appears that the targeted Working Supervisor
assigned to Stewart Park would bump the Golf Course Supervisor.
In turn, the Golf Course Working Supervisor will bump an employee
in the Water and Sewer Division. At the end of this process, the
Department will have supervisory level employees assigned to
Sections, for which, they are technically unqualified. In
addition, someone holding a lower title will be laid off.
"An Equal Opportunity Employer with an Affirmative Action Program" �a
I do not believe the Department can function efficiently under
these changes or the further loss of personnel. We must utilize
the skills and knowledge of each individual, in their specific
area of experience, in order to provide the most efficient
service to the Community and to maintain employee morale at its
highest possible level. I am requesting that this Working
Supervisor position be reinstated into the 1997 Parks Section
budget. The targeted individual has recovered from his injuries
and is able to fully perform the duties required of his position.
The Parks Section is not adequately staffed as a result of not
replacing a Working Supervisor and a Maintainer following
retirements during 1995. The elimination of this position leaves
the City Forester without a support Supervisor to handle routine
park operations, special projects or to supervise the Section in
the Forester's absence. The Parks Section cannot afford the loss
of this position.
Funds to accommodate this positions reinstatement are available
within the Streets and Facilities current operating budget.
Although unfunded for 1997, this positions payroll costs have
been covered, to date, by the unpaid wages of a Mechanic who is
on long term compensation. We never expect this Mechanic to
return to work due to the nature of his disability. A Highway
Section Truck Driver was recently removed from the payroll, due
to a compensation injury, and is also not expected to return, as
he, is of retirement age. In addition, a Parks Section Truck
Driver is scheduled for a back operation which will remove him
from the payroll for an extended period. I anticipate that these
unpaid wages will far exceed the annual wage of the reinstated
Working Supervisor. I feel that reinstatement of this position
is the best solution for the operating needs of the Department
and is the only solution to keep the impacted employees
productive.
Vt ��rt
CITY OF ITHACA
1 JAMES L.GIBBS DRIVE
ITHACA, NEW YORK 14850
OFFICE OF TELEPHONE
YOUTH BUREAU (607)273-8364
To: Dominick Cafferillo
From:Sam Cohen
Re: Agenda item for the May 27, 1997 Budget and Administration Committee
meeting.
Date: May 19, 1997
Please place the following item on the agenda of the 5/27/97 Budget and
Administration Committee meeting.
Youth Development budget update, Transition Task Force report and request for
authorization to proceed with with full summer programming.
We will be submitting a memo, the report and several attachments that relate to
this item by 4:30 tommorow (4/20), per Allen Green's conversation with Carol
Shipe.
Thank you.
n
"An Equal Opportunity Employer with an Affirmative Action Program" tar Recycled Paper
Oy IT.�d
CITY OF ITHACA
1 JAMES L. GIBBS DRIVE
ITHACA, NEW YORK 14850
OFFICE OF TELEPHONE
YOUTH BUREAU (607)273-8364
To: Budget and Administration�Committee
i'
From:Allenen and Sam Coh
Re: Youth Development budget update, Transition Task Force report and request
for authorization to proceed with with full summer programming.
Date: May 19, 1997
Attached is a copy of the County Transition Task Force report and some related
budget material, for your review. Included is an update on new revenue sources.
We would like to thank the members of the Task Force and the members of the
Youth Development Planning Group for the many hours of hard work that they
devoted to working with City and County staff on this matter.
The County Youth Board is scheduled to review the Task Force report tonight, after
which it will be discussed by the Human Services Committee of the Board of
Representatives.
The 1997 City budget includes sufficient funding on the expense lines to fully
provide all of our Youth Development programs through the end of the year. Until
the County acts on the Task Force recommendations we will not know the extent to
which we may be faced with a shortfall in our revenue projections, which were
based on a request for added funding that was submitted to the County in October.
The Transition Task Force, in a departure from the original plan, has recommended
that the decisions regarding funding of Fall programming be made with an eye
towards 1998, since the coming academic year spans two calendar years and much of
the programming runs in academic year cycles. We expect that the County may not
finalize a decision regarding contingency funding for 1997 until some time this
summer.
We are requesting authorization to proceed with full summer programming at this
time. We will return to B&A to further discuss fall programming, the
recommendations for 1998 and any remaining revenue "gap."
Thank you.
"An Equal Opportunity Employer with an Affirmative Action Program" Recycled Paper
w
County Funding for Youth Development Programs
(Based on Transition Task Force Recommendations)
1996 County Funding $230,000
1997 County Funding $230,000
6 Months Transition Funding (1/1-6/30) 48,285
Additional Funding recommended
by Transition Task Force
(@ 50% of proposed County funded programs) 32,881
Total (if TTF recommendations are approved) $311,166
1998 County Funding recommended
by Transition Task Force (@100%) $393,600
Note: These figures do not include the $20,117 that we receive each year in County
funding to help support the Municipal Jobs Program for City youth.
r
Youth Development Budget
1997 Revenue projections
Initial revenue "gap" in 1997 City budget $103057
New revenue sources/cost reductions:
Grant to 1:1 (anonymous donor) $10000
Grant from Paul Schreurs Memorial Program Advisory Board $2500
Follow the Sun for One to One fund drive $3686
Grant to Youth Development (anonymous donor) $15000
Morse Borg Warner Donation to Mechanical All Stars $100
Savings from deferral of 97 YCC program $3045
Total $34331
Current revenue "gap" in 1997 Gty budget $68726
(Assumes no additional County funding)
Projected remaining revenue "gap" in 1997 City budget $35845
(Assumes Task Force recommendation for $32881
in additional County funding is approved)
YOUTH DEVELOPMENT
TRANSITION TASK FORCE
REPORT
RECOMMENDATIONS
Prepared by the Tompkins County Youth Bureau
May 16, 1997
Members: Staff Support:
Mary Ellen Bossack Chair Nancy Zahler, County Youth Bureau
Penny Boynton Town of Caroline Nancy Zook, County Youth Bureau
Audrey Cooper GIAC Board Sam Cohen, Ithaca Youth Bureau
Cathy Currier Ithaca Youth Bureau Board Allen Green, Ithaca Youth Bureau
Phil Dankert County Youth Board
Joanne Florino Human Services Coalition
Sylvia Geisler United Way
Thad Heatherington BOCES
Joe Schehr County Youth Board
Joan Spielholtz Ithaca Youth Bureau Board
Katrina Turek Ithaca City School District
INTRODUCTION
Since 1977, the Tompkins County Youth Board has been responsible for identifying youth needs
throughout the County and working cooperatively with local governments and not for profit
agencies to plan and finance youth development and problem reduction programs. Historically,
the City of Ithaca Youth Bureau has been proactive in identifying youth needs and developing a
wide array of youth development programs for children. Although funded by City taxes, the
Ithaca Youth Bureau has sought to serve all youth in need regardless of where they lived. Over
time, many Ithaca Youth Bureau (IYB) services evolved to serve children in the Ithaca City
School District which educates approximately 50% of the children in the County residing in
eight of the County's 16 municipalities. Gradually, a number of programs began to serve
children from other school districts as well.
Eventually, the City of Ithaca found it could no longer afford to support the set of services they
built incrementally and they asked the County to pay for all programs as county-wide services.
Since 1989, the County has agreed in principle that any City programs that are deemed by the
County Youth Board to be needed or desirable on a county-wide basis should be funded by the
County. In 1994, when the Tompkins County Youth Board last reviewed grant proposals from
over 30 programs, they recommended that several but not all of the IYB Youth Development
programs receive 100% funding of the local cost after other grants were deducted to serve
children and youth throughout Tompkins County. This recommendation would have left several
programs without County funding. Rather than split the department into City and County
programs which may have reduced services to children, IYB staff asked the County Youth Board
to continue the past practice of blending County and City funding in each of six different Youth
Development Programs. Given the option of serving more youth, the County Youth Board
agreed to accept the City's voluntary contribution.
In November 1996, faced with a significant financial deficit, Ithaca Mayor Alan Cohen released
his proposed 1997 City budget calling for $199,000 in cuts to Youth Development programs
operated by the Ithaca Youth Bureau based on the rationale that the City should not have to
financially support county-wide programs. Rather than face drastic cuts in service to vulnerable
youth, the County and City agreed to spend an additional $48,285 each to share the shortfall for
all programs for the first six months of 1997. They also agreed to create a Transition Task Force
to more fully examine the current IYB Youth Development programs and assess them in light of
the needs of the County as a whole. Legislators hoped that the Task Force would be able to
identify priorities for county-wide youth development programs, offer the City help in setting
internal priorities, and to expand partnerships to help finance effective programs that meet high
priorities.
While it was clear that the IYB Youth Development programs would receive special attention
during the process, the Task Force was asked to look more broadly at the needs for youth "
development services, to evaluate current City services, and clarify the respective roles of the
City and the County in the planning and financing of youth development programs to prevent
similar situations from recurring. The Transition Task Force is issuing its findings and
recommendations in this report.
1
THE CHARGE
After consulting with the City, the County Board of Representatives charged the.Transition-Task
Force to make two sets of recommendations:
1. Develop a temporary services and financial plan for July 1 - December 31, 1997 by March
31.
2. Develop an interim report by March 31 which:
a) identifies youth services considered high priorities by municipalities and area schools,
b) assesses the current Youth Development services' utilization, attainment of objectives,
and adherence to program standards evaluated to be most effective possible ideas for
modifying current Youth Development services to meet priority needs, and several
strategies under consideration for attracting other sponsors, etc.
3. Submit a report of short term and long term recommendations to the County Youth Board
April 28, 1997.
The full resolution with parameters is included as Attachment 1.
SECTION I BACKGROUND ON YOUTH SERVICES AND PLANNING
FRAMEWORK
This Youth Development planning process takes place in the larger context of county
comprehensive planning which systematically examines youth needs and assesses current
programs on an on-going basis to recommend ways to improve the life chances for all of the
County's youth 0-21. The Tompkins County Youth Board is in the process of creating a new
three year plan in the Fall and Winter of 1997 for July 1998- June 2001.
Since the Youth Board's larger process will address the needs of youth for intervention and
treatment services as well as for more primary prevention, the scope of the Transition Task
Force's work was focused on the specialized youth development services most appropriate for
children with complex needs. Neither the charge nor the time available permitted the Task Force
to be more comprehensive. These findings and recommendations will be integrated with other
needs data and priorities into the County's larger planning process. The Task Force report will
also be shared with municipal youth planning groups to assist them in planning local services.
This youth development planning process is another step in a ten year process of clarifying
which City programs should be financed by the County, which should be a local responsibility
and how centralized services can complement locally planned and operated youth programs and
school services. This plan builds on Tompkins County's eight year old Municipal Youth Service
System which provides funding to agencies providing specialized services administered centrally
and offers technical assistance to all youth commissions to help them use New York State
Division for Youth and County funding to match local resources to support community-based
youth development programs.
2
Because the process was precipitated by the City's need to reduce funding to One to One,
Outings, Youth Employment Service, Paul Schreurs and Mechanical Allstars and Special
Projects, the initial phases of the planning focused heavily on these Youth Development
programs provided by the Ithaca Youth Bureau. However, when developing their
recommendations for meeting priority needs, the Task Force considered alternative roles for
youth, families, municipally sponsored programs, schools, not for profit agencies and public
departments as well as the Ithaca Youth Bureau.
The Task Force began to explore new relationships with the Ithaca City School District, BOCES
and United Way and are offering elected officials of the City and County clearer guidelines and
approaches for planning, providing, and financing future youth services in ways that will
maximize each government's role and resources.
SECTION II THE PROCESS
The Task Force members listed in Attachment 2 included funders, school officials from Ithaca
and BOCES, and volunteers from rural youth commissions, the Tompkins County Youth Board,
Ithaca Youth Bureau Board of Advisors and the Greater Ithaca Activities Center Board. The
Task Force met eleven times from January 23 through May 16, 1997.
The group divided its work into two phases. A Short Term Sub-group was recruited and staffed
by the Ithaca Youth Bureau to examine current programs, to determine the appropriate service
areas, to recommend primary funders, look for possible cost savings, and to recommend a course
of action to the Transition Task Force for the second half of 1997.
The Short Term Group presented their report to the Task Force on March 24 recommending that
all programs be continued for 1997 and 1998 targeting some programs to serve City youth, some
to serve students in the Ithaca City School District and others to be available to youth throughout
Tompkins County. See Attachment 3 for the full report of the Short Term Group.
The full Task Force followed a work plan designed to help them answer the following questions:
• What are the priority youth needs?
• How effective are the Ithaca Youth Bureau programs?
• Given needs data and effectiveness research,what might an alternative system look
like?
• Who should sponsor effective programs that meet priority needs?
• What other programs or services may be needed to address priority needs?
3
Information reviewed by the Task Force during its first six meetings included:
• The structure of publicly supported youth services in Tompkins County and the Ithaca Youth
Bureau.
• Annual reports and verbal presentations about the programs, audiences and services of each
of six Youth Development programs.
• Data on each IYB program's services and the populations served by each program. Attach#4
• An assessment of the degree to which each program achieved the measurable objectives they
set for themselves was presented by the Tompkins County Youth Bureau which monitors the
programs. Attachment# 5
• Several programs were analyzed to determine the extent to which local programs included the
key elements of effective youth development programs documented in national evaluation
research. Attachment#6
• The budgets of the Youth Development Programs were reviewed and a draft of unit costs was
prepared by the Tompkins County Youth Bureau. Attachment# 7
• A Support Services Priority Survey was designed by the County Youth Bureau, distributed to
over 100 youth commission members, local elected officials and school staff to help identify
priority needs. Results are summarized in Attachment# 8
• Six community forums were convened by the County Youth Bureau to discuss the surveys
and needs. Summarized in Attachment# 9
• Feedback on Ithaca Youth Bureau Youth Development programs was gathered at the
community forums and at one agency forum to determine which programs and services were
most heavily used by other youth programs. Agency forum summarized in Attachment# 10
• A Summary of Findings was prepared based on the youth and community needs data gleaned
from several different surveys and local planning processes and highlights are included.
• A matrix showing how well Ithaca Youth Bureau programs, other County funded agency
programs and several of the key programs offered by rural communities addressed the
common themes which emerged from the needs data included in the Summary of Findings
was developed for the Task Force by the County Youth Bureau. Attachment# 11
• An overview of local programs provided by each municipality in the County was provided
along with data describing the youth served by other County-funded not for profit agencies.
Attachment# 12
• An alternative model for coordinating and integrating public and private youth services based
on another community's successful experience was presented by the County Youth Bureau
for discussion. Attachment# 13
4
SECTION III SUMMARY OF FINDINGS
WHAT DO CHILDREN NEED AND WANT?
Selected statistics for Tompkins County: (source: 1996 Ithaca Children and Youth Report)
• 15% of children were living in poverty in 1990 as compared to 16% in New York State
• 94% of 6th graders scored above the minimum on standardized reading tests (1993)
• 98% of 6th graders scored above the minimum on standardized math tests (1993)
• 2% of high school students dropped out of school before graduating (1993)
• 7 out of 1000 teens aged 13-15 were arrested for a violent crime compared to NYS rate of
4/1000 (1993)
• 7/1000 rate of violent crime arrests of 16-18 year olds is the same as NYS rate of 7/1000
(1993)
• 4/1000 infants were born with low birth weights compared to 6/1000 in NYS (1993)
• 43 teens became pregnant matching the state rate (1993)
• 2-4 pregnancies/year to young women ages 10-14 was higher than the statewide rate of
1.7/1000
• 198 indicated cases of child abuse or neglect in 1995 or 12/1000 was a decrease from
previous years but still higher than the statewide rate of 10/1000.
Selected statistics for Ithaca: (Source: 1996 Ithaca Children and Youth Report)
• 27%of children were living in poverty in 1990.
• 67 or 4.1% of Ithaca students dropped out in 1994-95
• Low income children and children of color are at higher risk of school suspension and failure.
• Children in the Beverly Martin and Southside neighborhoods are more likely to experience
abuse or neglect than children in other City neighborhoods.
• Nearly half of the children placed in foster care in 1995 lived in the City of Ithaca(17 youth).
• 16%of the County's youth live in the City. That 16% comprised 34% of the County's
indicated abuse cases; 30% of the County's PINS cases and 26% of the County's JD
petitions in 1995.
Several Ithaca community surveys identified concerns about: (1996 Ithaca Report)
• drugs & alcohol availability and abuse
• crime and violence by and against youth
• youth hanging out with nowhere to go
• providing jobs and economic opportunities for youth
• quality of education and fairness for children of color
5
Ithaca youth say they want: (Compiled from 3 Ithaca Journal Youth Forums held in 1994 - 95)
• more informal places to socialize (not listed in priority order)
• more jobs, especially summer jobs
• safe places to stay during crises at home
• help with alcohol and drug abuse in their families, friends and themselves
• fair and equal treatment in schools
• an end to racism in school,jobs and elsewhere
• more support from caring adults who listen
668 students (78%of all students enrolled) in Trumansburg Middle and High School responded
to a 1992 survey about their interests and activities and responded that wanted in priority order:
• local facilities like a movie theater, swimming pool, or community center
• help in finding jobs and job readiness skills
• more recreational activities especially in the evenings, on weekends and during summers
• better public transportation
• programs to deal with sexuality, family skills, being popular and dealing with the police
and courts
481 or 69% of Groton's middle and high school students replied to a 1994 school survey and
said they thought the biggest problems they faced were boredom, grades/school, finding summer
jobs, alcohol abuse, being liked/having friends, drug use/abuse, conflicts with boy/girl friends
and family, their future plans and transportation. They wanted opportunities to learn more about
and deal with personal issues involving:
• Finding summer jobs (141 of 481)
• AIDS (121)
• their own future plans (112)
• alcohol use and abuse (104)
• boredom(96)
• drug use and abuse (93)
• academic grades and skills (88)
• developing skills and talents (77)
• prejudice (73)
• depression (72)
• sexually transmitted diseases (64)
• making and keeping friends (62)
• boyfriend/girlfriend and family conflicts (62/56)
• suicide (61)
• violence at school (57)
• pregnancy (54)
• transportation(43)
• violence at home(42)
• homelessness (30)
6
26 high school youth from the Town of Ithaca and Village of Lansing interviewed during a
needs assessment conducted by the Joint Youth Commission in 1993 said they wanted:
• places to go for activities like the mall, swimming pools, roller skating rink- more
places like Ide's Bowling Lanes youth nights; a dance club
• field trips locally and to larger cities for culture, sporting events and sightseeing
• computer or baseball card clubs
• more sports like basketball, cycling, softball. Football
• more jobs
• more information about other programs and help getting involved
• more youth involvement in planning activities
337 (63%) of Newfield youth were surveyed in 1993 and expressed an interest in:
• youth employment and job readiness skills
• local job opportunities
• transportation alternatives- especially afterschool and in the summer
• a place to go to informally socialize
• more access to school facilities on weekends
• more affordable fees for youth programs- especially for those from single parent families
• information and help those who don't participate actively engaged in programs
• more family activities
• more afterschool care for younger siblings to allow older teens with child care
responsibilities at home to participate in their own activities
Rural youth say they want: (General themes based on surveys in T-burg, Newfield, Town of
Ithaca/Village of Lansing and Groton)
• jobs, younger teens without cars especially need local jobs in summer
• help preparing for and finding jobs
• better transportation
• more places to gather and socialize
• more non-competitive activities
• more access to school facilities including gym, computers and library
• help with personal issues ranging from making friends, grades, and family conflicts to
sexuality, alcohol and drug abuse, violence at home, depression and suicide
Rural Youth Commission members and school staff responses to Priority Survey:
(See Attachment 8 for full survey results)
• services that help youth be accountable for their behavior
• help for families in learning to encourage, set limits and deal with challenging behaviors
• services to foster motivation to succeed and aspirations for the future
• alcohol and drug free events
• programs that help youth relate to those from different backgrounds
• protection from abuse and neglect
• knowledgeable adults and families to help youth get involved in activities and services
• opportunities to explore careers and post-secondary choices
7
• opportunities for outdoor adventure
• opportunities to serve as peer tutors, mentors and role models for younger children
• help in avoiding drugs, alcohol and delaying sexual activity
Youth service planners for the City of Ithaca identified the following unique
concerns/needs:
Early Attempt to Prevent Delinquency and to promote good health & well being amongyouth
• Increase delinquency prevention efforts of a preventive nature, particularly those that aim to
help young people achieve their full potential by providing support at an early age.
Family and Parent Support
• Networks of support for families.
• Increase school-based family support.
Academic Support
• Develop an agency partnership between schools and agencies to support and assure academic
success for all children.
• Recognition of potential of every youth.
• High Expectations for every youth.
• Rich and varied program that stimulates academic development.
• Development of alternatives to out-of-school suspensions.
• Increase support services to pregnant teens within the schools.
• Increase academic support services that are designed to reduce the dropout rate and truancy
rate.
Vocational Support
• Employment opportunities for youth should be increased.
• Full access to job training,job readiness, career exploration, vocational training jobs and
entrepreneurship programs.
• Increase skill building opportunities for youth that help expand their future career and
employment options.
What do Youth & Families need to take advantage of Services?/Barriers to Service
• Open schools for more after-school and weekend programs.
• Adjustments of bus schedules and routes to enable children to easily access agencies'
program activities.
Personal Support
• Address safety and security issues within the community.
• Address issue of racism within the school system and the community.
• Provide positive role models for youth and increase opportunities for youth to make friends
with others who model responsible behavior.
8
Opportunities to Participate in Positive Activities
• Establish and expand youth entrepreneurship programs.
Police & Community Relations
• Create a positive partnership between city police, city youth and human service agencies.
Economic Support for parents and families)
• Adequate and affordable housing.
• Jobs &job opportunities.
*Although board members and staff from Ithaca Youth Bureau, GIAC and Southside
acknowledged that youth program funds cannot be used for parental and family economic
support programming, they wish to recognize that children are directly affected by their parents'
and family's ability to provide for them. (See also Attachment 14 - Analysis of Community
Surveys)
What other services or preferences were cited by rural communities?
• Groton indicated that what they really need is resources to allow them to increase their
elementary school youth worker from half time to full time to meet the increasing referrals of
children at risk.
• Newfield, Trumansburg and Groton asked for greater local control over program options and
resources for their community. They felt they could use funding more efficiently to meet
more needs and they also wanted to be sure that services fit with other locally offered
programs.
• Conservation Corps-type programs have a great deal of appeal to local communities who can
afford to hire local teens and to those who can't.
• Communities recognized that there are economies and efficiencies to be gained by offering
programs requiring expensive equipment, specialized skills or functions on a county-wide
centralized basis rather than separately in individual communities.
• Communities want better transportation and would prefer services be offered locally over
transporting youth to Ithaca.
• Rural communities of Caroline, Danby, Enfield and Town of IthacaNillage of Lansing want
to be sure their children have access to services offered to Ithaca School District students.
• Rural towns within the Ithaca School District also want to be sure that their children are
served and not overlooked when school district-based programs recruit for participants.
• Caroline, Danby, Enfield want to continue to operate local programs and they expressed an
interest in having greater contact and coordination with school district personnel to assure
that children's needs are met and that local programs are prepared for children with special
needs.
9
Youth Agencies at community forum noted new and emerging needs: (not ranked) Attach # 10
• drug abuse treatment for pre-teens (8 - 12 year olds)
• meaningful community service opportunities for mid-teens (13-16 year olds) .
• support to help youth manage anger and avoid violence, and funding to support programs
• comprehensive health care services for children and youth, including teen pregnancy and
parenting, drug abuse prevention and treatment, AIDS prevention, etc.
• help for youth who are running away as a response to family conflict or adolescent stress
• help for youth who are leaving home with consent from families; some are sexually abuse or
neglected
• support for youth dealing with differences of family members or selves (sexual orientation,
disability, drug recovery, etc.)
• help for families with complex needs who need comprehensive, intensive support services for
a period of time (not just short-term crisis services)
Which Ithaca Youth Bureau programs are most used by other agencies?
At the agency forum, the Ithaca Youth Bureau program most often mentioned was the City-
sponsored Municipal Jobs program which was cited as a valuable source of employment for City
youth and in some cases, a source of junior counselors for local camps. The One to One program
was mentioned by several agencies as valuable and the Learning Web works collaboratively with
YES and mentioned placing youth in the Mechanical Allstars program.
Impact on other programs if services were not available: Agencies would see the loss of
Municipal Jobs Program as significant. Recreation Mainstreaming would experience an increase
in demand if One to One were not available. The Learning Web would experience increased
demand without resources to respond if YES were not available.
10
WHAT COMMON THEMES EMERGE FROM ALL OF THESE GROUPS?
(Themes are not listed in priority order since each community's preferences may.be different)
• Employment and career exploration opportunities should be expanded and widely available.
• Youth and adults in almost all communities support more drug free activities and community
centers which allow young people to gather, socialize, and plan their own events etc.
• New, fun, challenging activities were requested by youth
• More support for all ages of youth on issues of self-esteem, and for middle and high school
students with friendship, conflict (with peers/family), and sexuality
• More help for youth affected by alcohol and drugs directly and in their families.
• treatment/support groups
• help in decision making
• Reduction in racism
• Increase in positive cross-group interactions
• Young people need more meaningful ways to contribute to the community
• More local and peer support for families dealing with challenging behaviors
• More academic and service support from schools for rural youth, low income youth, and
youth of color to assure success comparable to their higher income white peers
• Greater youth-adult involvement and support
• Neighborhood initiatives and local services are important
• Transportation to activities/services
SECTION IV HOW DOES THIS DATA HELP US TO PLAN FOR THE FUTURE?
Ideally, in Tompkins County we want effective services to be targeted to youth in need and we
want opportunities for fun, growth, and development to be equally available to all youth. The
Transition Task Force used the Common Themes as a framework of Youth Development
Priorities for this planning process. The analysis and planning questions addressed in upcoming
sections include:
A. How well are we currently addressing these themes and priorities?
B. Where are services most needed?
C. Who is served by Ithaca Youth Bureau Youth Development programs?
D. How effective are Ithaca Youth Bureau Youth Development programs?
E. What else does research tell us about effective programs?
F. Which IYB services best complement existing rural programs?
G. Which geographic areas should be targeted by Ithaca Youth Bureau programs?
H. Which other programs or agencies address the priority needs?
1]
A. How well are we currently addressing these themes or priorities?
A Theme-Program Matrix was prepared to show which of the common themes were addressed
by each of the Ithaca Youth Bureau's Youth Development programs, not for profit programs
funded through the County Youth Bureau's Comprehensive Planning process and a selection of
local programs operated by local governments through youth commissions. An analysis shows
that nearly every theme was addressed by at least one program. The most significant gaps
occurred in priorities to reduce racism, support for families, youth initiated activities, and
academic support for children facing special barriers to success, drug and alcohol services and
transportation. The Matrix is Attachment 11.
B. Where are services most needed?
The Tompkins County Youth Bureau is developing an index of relative need among school
districts based on rates of poverty, teen pregnancy, drop outs, non-regents grads. The current
working draft indicates that when needs are compared and populations are considered, the school
districts with the greatest needs are:
Groton
Ithaca City School District- specifically City of Ithaca and Enfield (based on 1996 Ithaca Report)
Newfield
C. Who is served by Ithaca Youth Bureau youth development programs?
1,094 youth were served by the six programs in 1996: See Attachment 4 for details
Service by ethnicity:
60%were white 8% were Latino
18%were African American 7% were Asian
7% were Other
Service by residence/school district:
73% were from Ithaca City School District
42% were from the City of Ithaca
31% were from the rural communities with youth attending Ithaca Schools:
Town of Ithaca (11%)
Enfield ( 8%) Danby ( 4%)
Caroline ( 5% ) Village of Lansing (3%)
4% from Lansing
9% from Dryden 4% from Trumansburg
7% from Newfield 2% from Groton
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D. How effective are Ithaca Youth Bureau Youth Development programs?
County Youth Bureau staff reviewed the quarterly and annual reports of funded programs and
compared their results to the objectives and targets they set for themselves. See Attachment 5
• All programs achieved or exceed the numerical goals they set for themselves.
• All programs achieved 100% of their objectives. NOTE: Some Transition Task Force
members noted that the objectives for some programs seemed modest.
• The County Youth Bureau reviewed a number of research studies to determine the elements
of effective programs and then compared the Ithaca Youth Bureau's Youth Development
programs designs to those which have been proven effective elsewhere. Attachment 6
• The Paul Schreurs Program and One-to-One program service methods are consistent with
those of programs which have been evaluated as effective.
• National research shows that the longer the match, the greater the impact on
children's lives
• On April 30, 1997, 38% of One to One volunteers were local residents; 62% were
students (4% were undergraduate students and 8% were graduate students)
• As the number of local residents increased, so has the average length of the match
from 19 months for matches ending in 1993 to 24 months for matches ending after
1995.
• Data on length of student matches was not available
• The Youth Employment Program's Transition to Work program has many of the components
identified as needed to help reduce delinquency.
• The Outings program provides developmentally appropriate challenges for youth and
develops social skills and team work skills identified in the research as critical for success.
Many studies show positive outcomes are more frequent when the program includes or links
services to academic success or contingencies of academic performance, high expectations and
comprehensive support.
The County Youth Bureau did not have access to all research on all programs, therefore, no
observations about the effectiveness of YES job referral service or Mechanical Allstars were
presented.
Time and resources did not permit a full evaluation of the long term impact of these programs.
The County has asked for and will continue to expect all programs to provide more performance-
based data to better answer that important question.
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E. What else does research tell us about effective programs?
Many of the social development models and resiliency studies indicate that youth who are
committed to family, school and community are much more likely to thrive even under adverse
conditions.
Youth with 21 or more of the 40 internal and external assets identified by the Search Institute
are significantly less likely to engage in risky behaviors such as drinking, drug use, sexuality
activity. Programs that develop assets can help reduce risky behaviors. A list of the 40
developmental assets is included as Attachment 15
6 Key Assets which made a statistically significant difference in the lives of teens include:
• Caring school climate
• Avoidance of peers with negative behaviors
• Involvement in structured activities
• Peers who have a strong commitment to success in school
• Family support
• Involvement in religious community
F. Which Ithaca Youth Bureau services best complement existing rural programs?
Community Forums were held with Youth Commission members and school officials in each
community serving a rural school district service area. A joint meeting for the rural communities
with youth in the Ithaca School District and Ithaca School district staff was attended only by
Caroline and Enfield. Danby and Town of IthacaNillage of Lansing did not attend.
Attachment 9 summarizes their feedback on Ithaca Youth Bureau programs. Highlights include:
The Ithaca Youth Bureau Youth Development programs which rural communities found valuable
and would be unable to provide locally include:
• Outings Program
• One to One program.
NOTE: Several communities have begun to develop their own mentoring programs using high
school youth and expressed interest in involving more local adults as mentor with local youth. A
number of communities were discouraged by having so few local children served by One to
One. Most of those indicated an interest and willingness to help find more mentors and several
expressed an interest in having the training and support functions offered through One to One
available to help local programs.
Those from school districts outside of Ithaca were not very familiar with Paul Schreurs or
Mechanical Allstars.
14
Dryden has been able to have students participate in Mechanical Allstars by using public transit
but other communities felt that the program was Ithaca based due to its auto shop facility being
located in the Ithaca Youth Bureau building.
If Youth Development programs were to continue, communities wanted more county-wide
services to be offered locally.
• Outings is currently co-led with rural program managers who recruit and follow up with local
youth.
• Several communities wanted a One to One staff person out-stationed in their community to
do more effective local recruitment and matching of more local youth. Others would want
help planning their own programs and having consultation for local staff and training for
volunteers.
Dryden, Groton and Trumansburg operate their own job referral programs matching local
teens with part-time and casual labor jobs called in by local residents and businesses.
Caroline is just starting a similar local job referral service for younger teens but would like to
have older teens use JobNet.
• 3 of these local employment programs credited the Youth Employment Service with
providing valuable training, information systems, protocols and consultation and would be
interested in having continued access to those support services.
G. Which geographic areas should be targeted by Ithaca Youth Bureau programs?
The Short Term group made recommendations about the appropriate service areas for each IYB
program and rural communities considered this same question. This section compares their
responses.
All communities with access to Outings thought the program was valuable and should be offered
locally throughout the county in a centralized way due to specialized equipment and training.
Rural communities agreed with the Short Term group that One to One type service should be
available to youth through out the County.
Rural communities and the short term group differed in their view of the importance of Youth
Employment Service- Job Net and Mechanical Allstars being countywide. Some communities
see Youth Employment Service Job-Net as more effectively run on a local basis with the Ithaca
program as a hub providing training, resources and consultation. Most rural schools are not
served by Mechanical Allstars and do not see that as a program needed county-wide.
Paul Schreurs; YES targeted program serving youth at risk in an intensive way were so
unfamiliar to rural communities they could not comment.
15
H. WHICH OTHER PROGRAMS OR AGENCIES ADDRESS THE PRIORITY
NEEDS?
As illustrated on the Theme- Program Matrix, there are a number of not for profit agencies and
local programs offering services that address one or more of these themes.
Several that are the most relevant include: Cooperative Extension which is contracted by
municipalities in five rural communities to provide a trained program manager to help plan and
implement youth development services desired by their individual community. For example, the
Trumansburg-Ulysses Youth Commission and Newfield Youth Service Committee ask their
program managers to operate a Big Friend/Little Friend program to match high school students
with younger children and Trumansburg-Ulysses supervises a teenager hired to help match local
teens with local part time jobs.
In addition, the Learning Web offers career exploration and apprenticeships for general youth as
well as those who meet the same criteria as young people served in Transition to Work. EOC
currently operates a conservation corps program under contract with the County Youth Bureau.
The Alcoholism Council operates a Alcohol Peer Education Program. CDRC sponsors Family
Mediation, Peer Mediation and conflict resolution services. An informal consortium of BOCES,
GIAC, Multi-Cultural Resource Center sponsors an annual Leadership and Multi-Cultural Action
Program. Learning Web's Learn and Serve program helps groups of students develop action
plans to address youth needs and community concerns they identify in their home communities.
SECTION V ASSUMPTIONS AND DEFINITIONS GUIDING THE
RECOMMENDATIONS
After reviewing youth needs and an analysis of Ithaca Youth Bureau-related data, the Tompkins
County Youth Bureau offered a framework for developing program and funding
recommendations which the Task Force modified to include the following:
The common themes offer a set of priorities and a framework for making recommendations.
The Task Force recommends that a set of services be offered to respond to the priorities
identified by youth and the adults in their communities who care about them. The common
themes identified through opinion data are also substantiated by research which stresses early,
preventive services, meaningful connections to positive peers and adults, community service and
comprehensive services for those who most need support as contributing significant factors
which contribute to successful, resilient youth.
The County pays for county-wide services
The County Board of Representatives has agreed that when it is important to offer a service to
youth in all communities of the County or a targeted sub-set, the County, and not the
municipalities in which the children reside, should be responsible for providing the service.
16
Normally, the County uses its State and County resources to purchase services from not-for
profit agencies who contribute at least half the cost of operating the program. When the service
recommended by the County Youth Board and approved by the Board of Representatives is most
appropriately provided by the City of Ithaca or another municipality, the County has agreed to
pay 100% of the local cost after all state aid and grants are subtracted.
County-wide services
When the Tompkins County Youth Board determines that a program or service is needed or
desirable for children from all communities in Tompkins County, the service is considered to be
county-wide and the County Youth Bureau is charged with contracting for services which can be
offered to all eligible children in each community. Funding limitations may restrict the number
of children from each community who actually participate from each community.
When the County pays a significant share of a county-wide program, the County Youth Bureau
will often negotiate with providers for numerical, geographic, and outcome performance targets
and service methods to provide high quality services to as many eligible youth as possible.
When the County pays 100% of the cost of the service, the County Youth Bureau has the right to
set populations and performance measures and standards for its providers.
Targeted services
The Tompkins County Youth Board currently has the flexibility to target funding to provide one
or more communities with specialized services based on their need or special circumstances. The
Task Force endorses this practice since not all programs may be needed county-wide and may
demand resources beyond those available within local communities.
Proposed criteria for contracting with the City of Ithaca
The past and present funding policies of the Tompkins County Youth Board are designed to
maximize the use of public funds. When the Youth Bureau was created in 1977 to administer
50% matching funds from the New York State Division for Youth and when the County created
the Municipal Youth Services Program, the Youth Board was charged with making matching
grants to stretch state and local tax dollars as far as possible without compromising program
quality. The Municipal Youth Services Program was modified in 1989 to permit the County
Youth Board to waive the matching requirement in special circumstances. A general exemption
was granted when the County used the City of Ithaca as a vendor since it did not want to tax
Ithaca city residents twice for services to which their children were entitled. The County Youth
Board has also made program specific decisions to provide or waive the matching funds for
selected programs and retains the right to make case by case assessments.
Since the cost of purchasing services at 100% of the local cost after other grants are subtracted is
more expensive than the practice of paying 50% or less to purchase services from not for profit _
agencies, the Tompkins County Youth Bureau asked the Transition Task Force to offer some
criteria for deciding when and how the additional expenditure of public funds is warranted.
17
The Task Force considers paying 100%justifiable when one or more of these criteria are met:
1. The County requests a service that no other agencies are willing or able to provide.
2. The service is of significantly higher quality and/or lower cost than other available options.
3. The program offers facilities, equipment, or special skills which are essential to its success
and not available from other sources.
4. Ithaca Youth Bureau services are integrally linked to those offered through the Recreation
Partnership and could not be provided with the same degree of coordination by another
agency.
5. Inter-governmental relations would be significantly improved if the County contracted with
the City or another municipality for services of comparable quality to those provided by the
private sector.
Clarifying local needs and County-wide needs
While the Task Force believes that in many important ways, all children share the same need for
love, protection, and support, it acknowledges that each community has different values and
preferences and each may choose to address the needs of their local youth differently. When a
need is commonly identified as important to address and there is agreement on how best to meet
that need, it may be most cost-effective to have the County purchase a program that can offer all
communities the same service.
This planning process identified many common themes and documented considerable variation
on the part of different communities in how they would like to see their local needs addressed.
Therefore, the recommendations in this report are an attempt to offer some services county-wide
in combination with offering all communities resources and greater freedom to shape their own
response to the identified needs of their youth.
Local planning for youth services
Since 1989, Tompkins County has encouraged every municipality to develop a group and
process for identifying local youth needs and for planning appropriate youth development
programs to meet those needs.
The County has provided technical support to help municipalities organize youth commissions or
other planning groups and has offered 50%matching funds to enable local governments to
provide or purchase new and expanded programs. As a result, 16 municipalities participate in
ten planning groups to sponsor 47 programs which served 5421 children in 1996.
The Task Force supports the continuation of planning support and resources to assist local
community program development for elementary, middle, and high school aged youth.
The City of Ithaca has recently made significant steps to coordinate the planning of services for
City youth and the Task Force recommends that those efforts continue.
18
In addition to preparing the 1996 Ithaca Children and Youth Report, the Tompkins County Youth
Bureau will continue to offer the City assistance in developing appropriate strategies for planning
and coordinating services for city children, youth, and neighborhoods.
While the City is encouraged to enhance the services available for its own youth,Tompkins
County should have no future obligation to help pay for any programs implemented
independently for youth outside the City of Ithaca without County consultation and prior
approval.
If the County fully funds the local share of Ithaca Youth Bureau Youth Development programs
identified by the County as priorities, one area that may need further clarification is the current
City-County Sales Tax Agreement which permits the City to use a portion of its share of the one
cent increase (approximately $73,000) to support City Youth Development programs provided
for youth outside its boundaries.
Municipal-school district boundaries
The Task Force acknowledges that children spend a considerable part of their lives in schools
and tend to socialize with school friends from other towns in addition to their neighbors.
Unfortunately, school district boundaries do not coincide with municipal boundaries. Therefore,
when planning for specialized youth development services for youth with complex needs, the
Task Force recommends that wherever possible, school districts become the service area for
which programs are planned. This does not mean that all services should be sponsored or
controlled by the schools. Nor does the Task Force mean that services should only be physically
located in school buildings since many programs are more effectively offered in the community;
however, eligibility for programs recommended in this report should not consider municipal
residence within a school district.
Equity in service planning and provision
The Task Force endorses the Tompkins County Youth Bureau's plan to develop a Fair Share
formula to aid in the allocation of specialized services to the various communities within the
County.
The proposed Fair Share formula would assess the relative need of each community using a
variety of need indicators such as poverty, drop out rate, teen pregnancy rates etc. Then, based
on the relative need (adjusting for population) the formula could be used to target more resources
or services to communities with greater need. This formula would not replace the current
formulas used to distribute Division for Youth and County Youth Services Local Funding which
support more universal recreation and youth development services.
The Task Force recommends that if the County funds a program offered by the Ithaca Youth
Bureau to children in the Ithaca School District to serve as the a core or hub of a specialized
program, comparable services should be offered to the children in Dryden, Groton, Lansing,
Newfield and Trumansburg districts along with other choices which address their needs.
19
Customer focus, strength based programming, and asset building
Based on feedback from youth commissions and schools, several of the following options
include ways to decentralize provision of services and maximize local control over program
choices in ways that make all providers more responsive to their customers. Similarly, some
options reflect the request to more actively engage young people, families, or communities as
resources in developing their strengths and services to meet their own needs.
SECTION VI SHORT TERM GROUP RECOMMENDATIONS
After reviewing the current IYB services and program budgets, the Short Term group
recommended a target population and primary funder for each program and proposed that all
services be continued for 1997 and 1998 with the exception of the Conservation Corps which
would not operate in 1997 to save an estimated $12,921. The chart below outlines the
recommendations made by the Short Term group re: primary funders. See Attachment 3 for full
report.
Programs proposed for City funding Programs Proposed for
County funding
One to One Activity Groups One to One core matching
program
Mechanical Allstars Summer Program Mechanical Allstars School
year program
Paul Schreurs Memorial Program providing academic Outings Program
support to students in the Ithaca District* Job Net referral service 80%
20% of JobNet Bridging and skill building
program 100%
80% of Transition to Work Transition to Work program
summer placements (20%)
Funding for Special Projects
Planning
* In an effort to build a new financial partnership, the Ithaca School District Superintendent
included $20,000 in the proposed 1997-98 budget to support school-based programs serving
children outside the City of Ithaca; however, it was deleted from the budget adopted by the
school board for voter approval.
The Task Force endorsed this configuration for the short term only and agreed to re-examine the
mix for the long term. The Short Term group recommended that all programs be funded through
December 1997 and into the future. The full Task Force recommended that only summer
programs be continued until the longer range recommendations could be completed. Then,
depending on which services were recommended for the future, a Fall funding plan could be
developed. The Short Term group and the Task Force agreed that the City and County should
continue to share the cost of programs during the transitional phase until the County pays 100%.
20
The Short Term group appealed the summer only recommendation to the Tompkins County
Youth Board to ask that the One to One program be funded for the Fall as well as the summer.
That proposal was endorsed by the Youth Board. When City and County legislative liaisons met
on May 6 to review the short term recommendations, they agreed that the County and City
Youth Bureaus should use funds already budgeted for 1997 to support the services for the
summer only. The County's Health and Human Services Committee approved this position on
May 16. The City had not yet acted when this report was written. Fall decisions will be made
after this report is reviewed.
SECTION VII VISION-BASED PLANNING
The next section responds to the emerging themes, community preferences, and current research
on effective youth development programs. In preparation for discussing specific proposals, the
Tompkins County Youth Bureau proposed an alternative vision that out-stationed more youth
workers to communities and neighborhood schools and teamed them with community youth
workers and school staff to meet locally identified needs. The Task Force considered this
concept and decided it warrants more discussion by those who plan and provide youth
development support services during the County Youth Board's comprehensive planning
process. See Attachment 13 for the model discussed.
Although the Task Force did not attempt to reach agreement on a single vision of a more
desirable future, they considered the following principles valuable guideposts for planning future
services. By considering an alternative vision, the Task Force was able to make its
recommendations for 1998 within a context of moving incrementally toward a profoundly
different system of youth services.
Principles to guide youth development services:
• Youth and communities need more opportunities for students and families to be actively
involved at the local level in planning, providing and participating in programs and services
that are relevant for them. More time will need to be spent helping youth and families
become resources in the community rather than "targets" of service thereby building the
assets of individual youth and the larger community.
• School district service areas are usually the most appropriate planning districts for most
youth services.
• While all children have universal needs for love, safety, self-esteem and support, each
community should have the freedom and resources to shape services to reflect their priorities
and unique circumstances.
• Services of the future will need to be better integrated, more flexible, more responsive to
their customers, and better able to document the results of their efforts.
• Although most youth development services should be provided locally through schools and
youth commissions, youth will continue to need highly specialized youth development,
intervention and treatment services which can be provided most cost-effectively on a county-
wide centralized basis.
21
Hub-Spoke concept
The Task Force did endorse a service delivery concept referred to as the Hub and Spoke
approach as a way to balance the need for some specialized services which are most cost-
effectively offered on a centralized basis with the principle of greater community control over
resources and how agency programs respond to their local needs and current programs. A core
or hub program would offer direct services to one community and then other communities would
be offered resources to purchase the same service, a modified version, or training and
consultation to operate their own local version of the service.
Community Options Vouchers
The other concept strongly endorsed by the Task Force is a Community Options Voucher.
Rather than have the Tompkins County Youth Board decide on a single approach to meeting a
county-wide need, the Task Force recommends that the County Youth Bureau work with youth
commissions, schools and agencies to develop a menu of services from a variety of agencies.
Each community county then select the programs and services that best address their local needs
and resources. The decisions made jointly by youth commissions and school officials on how to
best to provide specialized services to youth with complex needs would then be implemented by
the County Youth Bureau who would administer contracts with selected agencies.
22
SECTION VIII STRATEGIES TO ADDRESS THE COMMON THEMES AND
YOUTH & COMMUNITY PREFERENCES
THEME YOUTH & COMMUNITY
PREFERENCES
Employment and career exploration Most teens surveyed want jobs
opportunities Casual jobs for younger teens are mostly local
More opportunities for youth to contribute Older teens want access to Ithaca area job
Expand neighborhood and local services listings
Conservation corps is great but too expensive
County Youth Bureau alternative to Short Term Group proposal: ( Rationale in Section XI)
1. Maintain IYB Youth Employment Service as a hub serving Ithaca City School District
2. Offer local communities funds to hire a local teen to run local summer job referral service
3. Link Ithaca YES with local spoke programs via computer to assure access for pre-screened
older teens to part time job listings in Ithaca and Village of Lansing. County Youth Bureau
would write a grant.
4. Contract with EOC to have them expand their current conservation corps from 8-14 youth
rather than operate two separate corps
5. Increase the matching funds available to municipalities for them to hire teens locally or in
conservation corps
6. Fund Mechanical Allstars through City/Ithaca District partnership or BOCES and expand
Learning Web stipended slots to make sure current service is maintained for rural youth.
7. Have City consider re-organizing its summer Municipal Jobs program as a Neighborhood
Youth Corps to provide neighborhood tutoring, recreation, services to seniors etc.
Transition Task Force recommendations: (Budget to implement proposals in Section X)
1. The County should support the Youth Employment Service to maintain core referral service
called JobNet; support the educational and connecting services currently provided for schools
and youth of color; and the summer component of Transition to Work which provides
stipended jobs and extra supervisory support to youth who are not ready for unsubsidized
jobs.
2. The City should supplement the JobNet program and the school year Transition to Work
program to provide enhanced services for City youth.
3. The County should offer 100% funding to enable every interested rural community outside
the Ithaca District to hire a teen to do local job referral service under adult supervision.
4. The County should expand the current pool of matching funds available to municipalities for
hiring teens.
5. The County Youth Bureau should work with the City and local communities to develop
computer network for jobs and other services using grant funds and existing staff time.
23
6. The County should increase EOC's current contract to enable them to supervise and transport
6 more youth as part of an expanded conservation corps. Increased salaries would come from
local funds, JTPA, and County funds.
7. County and City should share the cost of maintaining Mechanical Allstars for 97-98 school
year while negotiating with schools and BOCES for transfer of sponsorship.
8. The County should support expanded slots for Learning Web if Mechanical Allstars is not
available to rural youth.
9. The City should consider the Neighborhood Youth Corps concept.
THEME YOUTH & COMMUNITY
PREFERENCES
Support for youth on issues of self-esteem Rural communities want more service from
relationships, motivation One to One
Rural towns in Ithaca district want equitable
Greater adult-youth involvement and service
support Some communities are developing local
mentoring programs
Tompkins County Youth Bureau alternative to Short Term group proposal:
1. County funds half the One to One matching program to serve half the students in the County
enrolled in Ithaca City School district and
County funds Community Option Voucher to enable rural communities to decide whether
they want to:
a) buy matches @ $1,000/youth from One to One
b) buy a One to One staff person to be out-station to directly oversee matches or to find
other qualified supervisors
c) purchase training and consultation to help start, advise local mentoring program and train
local volunteers
d) purchase another type of mentoring program such as Learning Web and/or
e) purchase other services which are higher priority to community
2. Alternative to #1... County funds current One to One matching program as countywide
service and negotiates to have half the service targeted to Ithaca School and half the staff
effort out-stationed to local communities to either make more local matches or work with
community to develop alternatives to serve more children.
24
Transition Task Force recommendations:
1. County fund the current One to One matching component and negotiate for out-stationing
and more service to better serve rural communities.
2. County fund Community Option Vouchers to allow communities of rural school districts to
either supplement One to One or to purchase a variety of other services from different
vendors from a menu to be developed by the County Youth Bureau in consultation with rural
communities.
3. The Short Term Group recommended that Activity groups currently being run by One to One
in the City for City youth be supported by the City.
THEME YOUTH & COMMUNITY
PREFERENCES
New, fun and challenging activities Rural communities who use the Outings
program value it and want it to continue as a
Positive cross-group interaction centrally administered program run in
conjunction with their local youth workers
Transportation Rural towns in the Ithaca district like the
concept of mixing rural and city youth
Having the van makes the program possible
City rep's would like more access to Outings
Tompkins County Youth Bureau alternative to Short Term Group proposal:
1. The County should continue to fund the Outings Program during the school year only and not
fund the summer conservation corps through Outings. Endorse the current approach of
blending youth from different backgrounds. Fund Conservation corps through EOC and
allow City to use Outing staff time to contract out to municipalities; run fee-charging
programs through Recreation Partnership or to assist with Neighborhood Youth Corps model
with City youth.
Transition Task Force Recommendations:
1. The County should fund the Outings program during the school year and use EOC to operate
an expanded summer conservation corps.
2. The Outings program should serve more city youth in the future.
25
THEME YOUTH & COMMUNITY
PREFERENCES
More local and peer support for parents on When surveyed, parents indicated greater
dealing with challenging behaviors interest in peer support model than parenting
classes
Tompkins County Youth Bureau proposal:
1. Fund a Parent to Parent support program that builds on the Parent Advocate model being
developed and that is more individual and informal than parenting classes.
Transition Task Force recommendation:
1. Recommend that the concept be more fully developed and that successful models be
researched before funding is offered on a pilot basis.
THEME YOUTH & COMMUNITY
PREFERENCES
Greater academic support for low income, The City youth service planning group
rural and youth of color to assure success expressed this concern and an interest in
increasing partnerships with Ithaca school
district
Some schools find the Mechanical Allstars
program a valuable tool for motivating youth at
risk of dropping out
Tompkins County Youth Bureau alternative to Short Term group proposal:
1. Endorse the approach recommended by Short Term Group to have Paul Schreurs Memorial
program maintained for Ithaca District through a city and school district partnership.
2. The County should not fund Mechanical Allstars program since its appeal to non-Ithaca
district students is very limited and rural youth currently served could be offered the
alternative of a stipended apprenticeship through the Learning Web at considerably less cost.
3. Mechanical Allstars should continue as a BOCES offering purchased by interested schools.
The program could be especially targeted to middle school youth who are at risk of dropping
out. The curriculum could be more closely tied to science, math and technology curriculums.
Encourage City staff to work with vocational and TST Community School staff to market to
member districts as vocational or special education offering.
26
Transition Task Force recommendation:
1. The County and City should share the cost of Mechanical Allstars for the 97-98 School year
while negotiations started with BOCES continue. This would be a one time funding request
to the County.
2. Expanded funding for Learning Web should be offered as alternative if Mechanical Allstars
is limited to city youth or eliminated.
THEME YOUTH & COMMUNITY
PREFERENCES
Neighborhood and local services Communities wanted more flexibility and
Transportation choice in selecting intensive, specialized youth
Youth planning their own activities development services.
More support for drugs & alcohol
Youth contributions to community
Career exploration
Tompkins County Youth Bureau alternative to Short Term Group proposal:
1. Offer communities a menu of choices and allow youth commissions and local schools to use
these Community Option Vouchers to jointly select specialized services which can be offered
by a variety of agencies by the "slot" or group to an individual community.
The Tompkins County Youth Bureau would develop an initial menu in consultation with youth
commissions, schools and agencies for 1998. Community Option Vouchers would be for
services only, and not redeemable for cash in 1998.
Since students residing in the Ithaca District will be beneficiaries of core or hub services and
since City youth already receive supplemental services directly through County-funded agencies,
the Community Option vouchers would be offered just to the communities organized around
rural school districts: Dryden, Groton, Lansing,Newfield and Trumansburg.
Transition Task Force recommendation:
1. The County should offer Community Option Vouchers to rural communities on a pilot basis
to enable communities to supplement centrally offered services.
2. Since the County currently funds several programs run by GIAC, Southside and Cooperative
Extension specifically for youth in the City of Ithaca, for 1998 these continuing services
would be equivalent to the value of a Community Options Voucher.
27
SECTION IX OTHER RECOMMENDATIONS TO ADDRESS PRIORITIES
IDENTIFIED IN COMMON THEMES:
This list of recommendations was offered by the Tompkins County Youth Bureau to the Task
Force as a spring board for discussion and further innovation. Although they have been reviewed
and endorsed by the Task Force, there was not enough time to fully discuss these and other
creative ideas. The Task Force suggests that these recommendations be forward to the Tompkins
County Youth Board for discussion during the Comprehensive Planning process in the fall.
Youth and adults in almost all communities support more drug free community centers for
youth to gather to socialize, plan their own events etc.
Option I Provide technical assistance to youth commissions as they work on this issue
Option II Provide staff support to groups of youth who want to plan their own activities:
Option III Urge the County Youth Board's Resource Allocation to take this priority and give
it consideration as review proposals for 1998-99 especially since this is not
limited to youth at risk.
Fun, challenging activities were requested by youth
Option I TCYB and Youth Commissions could convene focus groups of middle school
and high school youth to find out more about what they mean when they say
"fun" and new. Then, share that info in training sessions with youth workers.
Option 11 The Tompkins County could fund a short term youth empowerment project to
conduct focus groups and training.
Option III Expect all funded programs to routinely canvass and involve their participants in
developing activities that they and others would find appealing and involve them
in program planning and evaluation efforts.
Option IV Urge the County Youth Board and other funding review groups to consider the
extent to which youth are involved when they rate programs in 1998 for 1999.
More support for all ages of youth on issues of self-esteem, and for middle and high school
students with friendship, conflict (with peers/family), and sexuality
Develop youth worker training series on how to address these issues through weekly programs
and how to help individual youth get the support they need to sort through personal issues with
caring adults. We need to help youth workers look more holistically at youth and families rather
than as participants in specific programs.
28
More help for youth affected by alcohol and drugs directly and in their families.
A. treatment/support groups
B. help in decision making
Al. Advocate with City, County, United Way, ICSD, BOCES and agencies like Alcoholism
Council and Alpha House to provide more counseling and treatment for youth who are using and
abusing alcohol and other substances; to provide more educational/support groups and in-school.
A2. Ask BOCES Prep/SAS group to research other models being used in other communities and
conduct an educational forum for schools, agencies and local youth commissions.
B. 1 Advocate for and support the use of curriculums which emphasize decision -making skills
over programs that provide just information and exhortations to "just say no".
A-B 1 Co-sponsor youth worker training programs to help youth workers offering general
services to learn more about alcohol and substance use and abuse and the intervention skills they
need to raise issues when problems surface and to make proper referrals and offer appropriate
support to individual youth who are using or living with friends or family who use/abuse.
A-132 Advocate that the County Youth Board make this a higher priority for 1999 funding
cycle.
Reduction in racism
Option I Advocate that County, City Youth Bureaus and GIAC co-sponsor youth worker
training series on ways that youth workers can be sensitive to the effects of
racism on youth of color, the negative consequences racist behavior has for white
youth and practical ways for youth programs to raise awareness of and take
concrete steps to reduce racism in their school, community and the wider county.
Option II Advocate that the City, County, United Way and schools make reduction of
racism a goal and provide commensurate financial support to peer-led educational
and social action efforts designed to educate about and reduce racism and other
models evaluated to be effective. (eg LMAP)
Option III Promote Youth Mini-Grants to youth who organize to combat racism
Option IV Encourage funders to expect providers to make affirmative efforts to attract and
retain diverse staff who can act as role models for all participants.
29
Increase in positive cross-group interactions
Option I Maintain funding for the Outings Program as one of the few group programs in
the County that strives to involve youth from a variety of class, gender, racial and
cultural groups in activities and projects designed to teach team work and mutual
respect.
Recommended new directions for Outings:
1) Make positive cross group interaction an outcome for the program.
2) Advocate for a more diverse staff
3) Request a training plan that describes how staff will learn the information and
skills they
4) need to help youth confront a full array of`isms and differences
Option II TCYB continues to conduct youth worker training programs and offer resources
on how to build successful cross-group interaction into regular program
activities.
Option III Encourage funders to expect providers to make affirmative efforts to attract and
retain diverse staff who can act as role models for all participants.
30
SECTION X PROPOSED BUDGETS TO ADDRESS PRIORITY THEMES
Short Term Group Recommendations for 1998 based on 1997 budget
County pays for 100% of Outings school year and Conservation Corps $ 137,326 _
County pays for 100% of One to One match component for 164 youth $ 173,486 +
cola
County pays for 80%JobNet, 100% bridging and 20%Transition to Work $ 86,284
County pays for 100%of Mechanical Allstars during school year $ 62,227
County pays for Administration and planning $ 4,414
County total $ 463,737
City pays for One to One activity groups
City pays for Mechanical Allstars summer program
City and City School District pay for Paul Schreurs
City pays for 20%of JobNet and 80%Transition to Work
City total $ 258,407
Grand Total $ 722,144
s
31
TRANSITION TASK FORCE 1998 BUDGET RECOMMENDATIONS
1998
Tier I Priorities Local taxes needed
1. Youth Employment Services
a County pays for 70%of IYB JobNet local share $ 41, 173
b County pays for 100% IYB Skills Bridging program $ 22,376
C County pays for IYB Summer Transition to Work $ 5,850
IYB sub-total $ 69,399
d County pays 100% of cost for teenager to coordinate summer job referrals $ 7,500
e County increases current Youth Employment program offering 50% funds
to local municipalities to pay for teen salaries $ 5,000
f County increases grant to EOC to add 6 more youth to Conservation Corps
1997 program costs $ 11,596 to plan and supervise Conservation Corps and
provide transportation. $ 6000 already approved by County Youth Board;
$5,594 donated as in-kind. Balance needed for expansion $ 2,000
[NOTE: salaries for youth are not included]
g City pays for 30%of IYB JobNet local share+ School year Transition to Work $ 30,698
2. Community Option Vouchers
County pays for Dryden, Groton, Lansing,Newfield and Trumansburg a total $ 85,000
3. One to One program
a County pays for Matching program (82 slots for City school district; $176,605
three staff out-stationed in rural communities to assure at least 82 matches)
b City pays for Activity groups $ 78,066
Tier II Priority
County pays for Outings groups during school year $ 133,481
Tier III Priorities
Mechanical Allstars for Spring semester of 97-98 school year only County$ 20,782
County and City share cost for one year to allow for BOCES transition City $ 20,782
County purchases 10 more stipended apprenticeships from Learning Web $ 10,000
County issues RFP for Parent to Parent Support pilot program $ 20,000
Grand Total $628,615
32
SECTION XI RATIONALE FOR TOMPKINS COUNTY YOUTH BUREAU
ALTERNATIVES TO SHORT TERM PROPOSAL
As part of the Hub and Spoke concept, when a specialized service needs to be targeted to one
population, the County Youth Bureau proposals target the service area of Ithaca School District
since that district serves 50% of all of the County's students. Any proposal targeting the Ithaca
School District includes the expectation that students from Caroline, Danby, Enfield , Town of
Ithaca and Village of Lansing would be served equitably based on population and need.
Again, as part of the Hub-Spoke approach, when the proposal recommends funding ICSD
services, other alternatives are offered to provide comparable service, usually community based,
for communities with rural school districts: Dryden, Groton, Lansing,Newfield and
Trumansburg.
When there were more cost effective ways of providing comparable service they were
recommended in the alternative budget. Program-specific rationales:
Outings for school year only. Although the Ithaca Youth Bureau has done a great job in
introducing and popularizing the conservation corps model, it is possible to offer it at a lower
net cost through another provider.
• The Ithaca Youth Bureau prefers to have a single community pay all of the wages for all
youth; however, increasingly, crews have needed to be a blend of youth funded by
communities, DTPA, Learning Web and other sources which takes extra coordination time.
• EOC has access to vans and is willing to pick up participants from home or central sites a
service not available from the Ithaca Youth Bureau in 1997.
• It is more cost effective to add youth to an existing corps than to create a second one.
• A larger corps drawn from more communities will expand the amount of cross group
interaction and can rotate to various communities as originally envisioned by the County in
1990.
Other alternatives for the summer staff time of Outings could be:
1. Contract with other municipalities to run conservation corps.
2. Organize City conservation corps.
3. Organize and supervise Neighborhood Youth Corps in City.
4. Run fee-charging Adventure Camp for middle school and high school youth through
Recreation Partnership.
One to One Rural communities continue to want One to One type service and continue to
express frustration over not being able to have more youth matched. This proposal offers to buy
half the slots in One to One for the Ithaca City School District since the ICSD serves 50% of the `
County's enrolled students. The other half of the service could be provided one of two ways-
three staff could be out-stationed to serve the 5 rural districts OR communities could use their _
option vouchers to buy the service they want.
33
By working in the community One to One staff could:
a) recruit more local volunteers, especially those from within the child's own family network of
friends and neighbors where continuation is likely to be greater than with college students
(this approach is more consistent with the family-strength model embraced by Expediters and
participating agencies)
b) City staff could also take a neighborhood-based approach to case load recruitment and
support
c) The County Youth Bureau would want one staff person to be designated to serve the rural
communities with youth in Ithaca School district to assure that those youth receive equitable
service
d) recruit additional match supervisors from schools or through the local youth program if the
commission agreed
e) work more closely with school staff and youth workers in connecting referred youth to other
local programs which may meet some of their needs to avoid long waiting lists
f) act as a resource and planning agent to develop other kinds of mentoring programs of interest
to the community which may be able to serve more youth using slightly different models.
Efficiency would be retained by asking the hub program to offer its training to volunteers
recruited from local communities and to adapt training to address different audiences of
volunteers such as senior citizens etc. and all volunteers would be screened through Child Abuse
Hotline Central Register by the hub program.
YES
Similar rationale in having IYB serve as the hub of a central-local system. Since local
communities are already developing local programs, usually run by teenagers, we should support
this initiative since it helps to increase the number of local jobs available to teens with limited
transportation- especially in the casual labor market.
As older teens with transportation begin to look for job openings outside their community, they
should have access to job listings in other towns and the City. A computer network would make
it more possible for youth who have been screened and registered in any one of the job referral
programs to have the ability to cross register or search for jobs anywhere.
The expertise of the Ithaca Youth Bureau is valuable and should be maintained as the hub,
offering training and consultation to the youth workers or schools operating and supervising local
youth employment referral programs.
Mechanical Allstars And Paul Schreurs
Both of these programs serve primarily the Ithaca School district and have a strong connection to
the school as either alternative education or academic support to enrolled students. As such they
seem to be local innovations that should be either maintained by the District and the City or
modified.
34
Other alternatives for Mechanical Allstars might be:
a) City and ICSD share cost of Mechanical Allstars school year program and link with science
and technology curriculum.
b) BOCES operate Mechanical Allstars school year program as a joint venture between TST
Community School and VoPro for students at risk
c) Public Private venture. Rent garage at unused time evenings, weekends and mornings to
private mechanic and charge rent to increase revenue. Private mechanics may also serve as
mentors.
d) Fee for Service. Run program as community education under Recreation Partnership or
BOCES.
Alternatives for the 9 rural youth served in Mechanical Allstars are addressed with Learning Web
Stipended option which starts with the interests of each young person and then seeks to find a
placement that is an appropriate fit. The Learning Web could continue to purchase slots as they
do now in Mechanical Allstars if that program continues to be available for City youth only and
is willing to "sell" slots.
Parent To Parent Support
This proposal relates specifically to the Parent Support priority identified in the Youth
Development survey. These costs which could be deferred until 1999, are for the creation of a
new program that offers families the support they requested. There may be cost-effective ways to
build on existing services and there are probably very effective models being offered elsewhere
that warrant review before any funds are offered to a specific provider. This service would be
different from parenting classes. Those are valuable for the families who use them, but this is
more in keeping with the asset building approach that taps community members to enable them
to help one another.
SECTION XII OTHER RECOMMENDATIONS FOR THE CITY TO CONSIDER
IN ITS PLANNING FOR CITY YOUTH SERVICES.
• Consider organizing youth hired through Summer Jobs into Neighborhood Youth Corps to
help run reading or recreational programs for younger children, organize neighborhood clean
up days, offer seniors escort or shopping services etc. Older teens could be hired to
supervise.
• City programs sponsored by the Ithaca Youth Bureau should be closely integrated with the
programs and services being offered by other City-sponsored programs through GIAC
Southside and those offered by Cooperative Extension in West Village and Parkside Gardens
and Ithaca Housing Authority. `
35
• Continue the good work started this year and consider designating or creating a citizen group
to be responsible for recommending to Council how City resources can best be used to meet
the needs of City youth. One approach might be to use a neighborhood approach as
encouraged by the Healthy Communities Healthy Youth model of community asset
development.
SECTION XIII OTHER ISSUES TO BE ADDRESSED:
The County currently provides a total of$ 27,500 in matching funds to GIAC, SouthSide and
Cooperative Extension to provide programs exclusively for youth in the City of Ithaca. The
County Youth Board should re-evaluate this practice as it re-examines its overall allocation
policy. The City should be relieved of its responsibility for financing countywide programs and
should be encouraged to re-direct its support to city programs for city youth.
In the past, agencies were funded by the County to serve a specific community. In 1995, the
resources and decision-making authority were returned to rural communities with active youth
commissions which planned and set priorities and had a process for evaluating and targeting
county and local resources. If the City youth services planning process continues to develop this
capability, the County Youth Board should consider transferring resources and control to a city
planning group for 1999-2001.
SECTION XIV ACKNOWLEDGEMENTS
The staff of the Tompkins County Youth Bureau want to express our appreciation to the
volunteers who served on the Transition Task Force. The work was extremely complex, detailed
and time-consuming. The time frame was very short and it required all members to become
familiar with a tremendous amount of information, history and service delivery issues within
weeks. Given all of the work and constraints, the members are to be commended for their
attention to detail, their thoughtfulness, and most of all for their commitment to children and
youth services. The administrative and program staff of the Ithaca Youth Bureau also provided
a great deal of information and assistance to support this process and are to be commended for
focusing on youth in an environment full of uncertainty.
SECTION XV NEXT STEPS
This report is being submitted to the County,the City, the Ithaca School District, United Way
and BOCES. An executive summary will be prepared for youth commissions and other
interested parties.
The County and City will each be reviewing the recommendations in different ways to help them
make 1998 funding decisions. The County will ask the County Youth Board to review the report
and the funding recommendations will be acted on by the County Youth Board's Resource
Allocation Committee when they prepare a full set of funding recommendations for 1998.
36
Lr)
Sheet3
YOUTH DEVELOPMENT PROGRAM OBJECTIVES ACHIEVEMENT 1996 ......
% of Program
Program Objectives Achieved Achievement
Outings 1. Of the active participants in the program, 65% 800% 6-0%
will successfully complete the program, gain beginner increased
level competency in practical outing skills Basic Skills
and/or will have increased their self concept
2. Upon successful completion of the Youth
Conservation Corps program, all participants will Yes 100%
improve their job skills, knowledge and work attitude 100%
One to One 1. 65% of children served will indicate awareness of 100% demonstrate
at least one new ability or strength as measured by new abilities or strengths,
interviews with children and parents prior to the beginning
of the match and after the match has been in progress
for at least 4 months.
T-
2. 65% of children served will demonstrate improved 100% demonstrated an
ability to initiate and maintain healthy relationships with improved ability to relate
other children and adults as measured above. to others
3. 65% of children served will demonstrate increased 100% of youth
familiarity with community resources such as libraries, indicated they were
community centers, special programs, arts and sports more familiar with community
as measured above. resources
Paul Schreurs 1) 36 students will be served who have been identified as yes-35 100%
Memorial having obstacles that prevent their success in school.
Program
Par— 1
r�
Sheet3
_ % of Program
Program Objectives Achieved Achievement
YES cont'd 2). 80% of the participants in Bridging Programs will successfully _– — _ all- __ 100%
complete job placements. —_1_.—_- ------
3). Upon completion of the Transition to Work program at least 3 _ 13/all _ 100%
youth will demonstrate job readiness and at least 3 youth will --100%
successfully complete the school year. I
4). At least 15 Junior Camp Counselor Training participants will _ _ _ _ 33 100%
have increased their knowledge of camp job opportunities and how 100%
to access them I 1 _
5). 24-45 Employment Skills workshop participants will have 137 youth
increased their job seeking skills 75% increased
SPECIAL 1) To enable young people from Caroline, Enfield, Danby Outings based activities 100% based
PROJECTS and the City to participate in weekly educational, _ in Caroline, Danby, on Outings
recreational, community service and cultural enrichment activities Enfield. records_
which they do not have an oppportunity to do on their own. BJM City based
For Caroline, Enfield and Danby Outings objectives were
used and met
Pao, I
Tompkins County Youth Bureau Survey on
Priorities for Support Services
March 19, 1997
The County Youth Bureau asked members of youth commissions, school
administrators and support staff, and selected other leaders from communities
throughout Tompkins County to complete a survey about the needs of children and
youth in their localities. Leaders in the city of Ithaca were not included because
information from them will be collected separately by the Ithaca Youth Bureau.
Over 160 surveys were distributed and 55 returned, for a 34% response rate.
Instructions were as follows:
1, think about the children and youth who don't typically participate in or succeed in
school or community clubs, activities and programs
2. select the services you consider the highest priority for County funding for those
children and youth
In the charts attached, those items marked with an "X" were chosen as "top priorities"
by more than half of the survey respondents in that community or in the total of all
municipalities. The last column shows, of the 55 respondents, the number that selected
each item to be "top priority".
i CU
c j d
o i 3
(D J Z 1— Q
� I
Number of surveys from school staff _ 5 2 3 3 4 2 19
Number of surveys from community leaders 7 10 4I 6 3 6I 36
Total surveys collected - _--- -- -- --- -_- 12� 12 _-7; g 7, 81 55
"'Inner Ring" included respondents from Enfield, Caroline, Town of Ithaca, and Cayuga Heights
g - Z
rn a -E •_a
C O •V O V
R C C C C L_ C
C Z O cn
C 5 7 f1
C) C7 J 'Z I— Q ~ Q
Parent Support-Services needed by parents to enable them to support youth.
Parenting Skills Training to learn how to encourage, set limits, etc. x x I I x I xx 33
Workshops/support to help parents help children with homework I 14
Individual or group support for parents dealing w/challenging behaviors x x x x x I x x 39
Supervision when parents aren't available x I 15
Family mediation x I x 18
Help in talking to children about drugs, alcohol, sexuality x I x 26
I I I
I � I
Academic Support-Support services needed by students to succeed at school.
I
Tutoring x j I I 18
Help learning how to study I ; x I 19
Quiet places & assistance with doing homework 15
Personal mentor or advocate within the school I x l x x l I I 27
Develop communication skills with students, teachers, support staff. i x x 27
Motivation to succeed and aspirations for the future j x j x j x ; x x x x l 39
Vocational Support-Services that enable youth to set goals for the future.
Explore career and post-secondary choices I x i ' x ! x ! x 28
Learn specific vocational skills in a formal setting (VoPro, TC3) I x i 23
Learn skill in a non-formal or out-of-school workshop setting j x I x x i 26
(e.g.. baby-sitting, camp counselor, lifeguard, auto mechanics etc.) j I
Complete job applications & resumes, learn interviewing skills x I 20
Help finding part-time jobs I I x l x 23
Help making an educational or vocational plan with an adult x j j x j 23
I I I
What do Youth & Families need to take advantage of Services? I j
i i I
Well-informed adults to help youth learn abt. & get involved in activities j x I x x ; 29
Lists &descriptions of clubs, opportunities, & services avail. to youth j I I x j I 11
Parents need access to information about family & youth services j j x i x I x ; 28
Transportation home following after-school activities I x I I 19
After-activity supervision to allow parents to pick up youth after work I I j j I i 14
Transportation to and from Ithaca-based programs I x I x j ! 16
Programs offered locally (as opposed to in Ithaca) I I x I x I x I 24
Youth/families need help to pay for activities that charge fees j I j I x i 13
Page 2
a
rn a CI
C D U O U_
� C C a U C •� •C
) CM O N O d
2 O C , d
c C7 (13
J Z
I �
Personal Support-Services that enable youth to...
Be safe from abuse& neglect at home x x x x x 30
Cope with violence in the family 17
Cope with separation, divorce, new parents or siblings in the family x I I 16
Cope with alcohol or drug use by parents/guardians 12
Deal positively with their own use of drugs, alcohol or tobacco x I 15
Deal with teen pregnancy or sexually transmitted disease ; j I I 12
Deal with prejudice and discrimination they experience I 8
Deal with their sexual identity 3
Cope with depression, feelings of suicide in themselves or a friend i x 18
Manage anger in non-violent ways x x x I i 23
Develop positive self-esteem and confidence x x I x i x 26
Avoid drug and alcohol use and delay sexual activity I x x x ; I I 27
Receive immediate help when crises occur x 1 16
Opportunities to Participate in Positive Activities-such as...
Art, music, dance, drama lessons & performances/shows I 17
Physical recreation: non-competitive sports, self-defense I x x x j j 25
Field trips to expand cultural awareness x i x j 24
Outdoor adventure: hiking, canoeing, camping, etc. x i x x j x 28
Extra support to participate in existing school, community, church activities I x I 17
Community youth center j l x x 23
Inter-generational activities with older adults j I j j 6
Serving as tutors, big friends, or health educators for younger childrenI x j x ; x 27
Serving as peer mediators 12
Alcohol and drug free events j x l x x x x x 36
Social Skills & Values-services that help youth learn how to...
Communicate needs, interests, beliefs and requests effectively 19
Make friends with others who model responsible behaviors i x I x 22
Solve problems collaboratively i 15
Plan ahead and manage time I I x ! 13
Organize or lead an activity, event or school project ! I 3
Express compassion for others j x j 20
Help others in their school or community ; I I x I ; j 20
Relate successfully w/those from diff. races, classes, genders, abilities x xj x x x j 32
Learn about the law and consequences for breaking rules and laws I x x 25
Be accountable for their behavior x l x 1 x x x x J x 47
Page 3
Sheet7 L)
Inner Ring Survey Responses
Number of surveys from school staff 5
Number of surveys from community leaders 7
Total surveys collected 12
Read the chart like this: Of the 12 people surveyed, 8 marked the first item
among their top priorities for County funding.
Top
Priority
Parent Support-Services needed by parents to enable them to support youth.
Parenting Skills Training to learn how to encourage,set limits, etc. 8
Workshops/support to help parents help children with homework 6
Individual or group support for parents dealing w/challenging behaviors 8
Supervision when parents aren't available 2
Family mediation 2
Help in talking to children about drugs, alcohol, sexuality 3
Academic Support-Support services needed by students to succeed at school.
Tutoring I 3
Help learning how to study 5
Quiet places & assistance with doing homework 3
Personal mentor or advocate within the school j 4
Develop communication skills with students, teachers, support staff. I 5
Motivation to succeed and aspirations for the future 8
I
Vocational Support-Services that enable youth to set goals for the future. j
Explore career and post-secondary choices 3
Learn specific vocational skills in a formal setting (VoPro, TC3) 8
Learn skill in a non-formal or out-of-school workshop setting 7
(e.g.. baby-sitting, camp counselor, lifeguard, auto mechanics etc.) 0
Complete job applications & resumes, learn interviewing skills 4
Help finding part-time jobs 3
Help making an educational or vocational plan with an adult 4
I
What do Youth & Families need to take advantage of Services?
Well-informed adults to help youth learn abt. & get involved in activities 6 _
Lists & descriptions of clubs, opportunities, & services avail. to youth T 0
Parents need access to information about family &youth services 4
+ Transportation home following after-school activities 8 _
After-activity supervision to allow parents to pick up youth after work 2
Transportation to and from Ithaca-based programs i 7_
Programs offered locally (as opposed to in Ithaca) 4
Youth/families need help to pay for activities that charge fees 3
Page 1
Top
Priority
Personal Support-Services that enable youth to...
Be safe from abuse & neglect at home 7
Cope with violence in the family 5
Cope with separation, divorce, new parents or siblings in the family 4
Cope with alcohol or drug use by parents/guardians 2
Deal positively with their own use of drugs, alcohol or tobacco 0
Deal with teen pregnancy or sexually transmitted disease 3 '
Deal with prejudice and discrimination they experience 5
Deal with their sexual identity 0
Cope with depression, feelings of suicide in themselves or a friend 4
Manage anger in non-violent ways 6
Develop positive self-esteem and confidence 5
Avoid drug and alcohol use and delay sexual activity 3
Receive immediate help when crises occur 3
Opportunities to Participate in Positive Activities-such as...
Art, music, dance, drama lessons & performances/shows 4
Physical recreation: non-competitive sports, self-defense 6
Field trips to expand cultural awareness 6
Outdoor adventure: hiking, canoeing, camping, etc. 7
Extra support to participate in existing school, community, church activities 3
Community youth center 5
Inter-generational activities with older adults 1
Serving as tutors, big friends, or health educators for younger children 4
Serving as peer mediators 2
Alcohol and drug free events i 3
I
Social Skills & Values-services that help youth learn how to...
Communicate needs, interests, beliefs and requests effectively 6
Make friends with others who model responsible behaviors 4
Solve problems collaboratively 4 _
Plan ahead and manage time 4
Organize or lead an activity, event or school project 1
Express compassion for others 3
Help others in their school or community 3 _
Relate successfully w/those from diff. races, classes, genders, abilities 8
Learn about the law and consequences for breaking rules and laws i _ 3
Be accountable for their behavior i 11
Page 2
Municipality Outings One to One Youth Employment Mechanical Allstars Paul Schreurs
Inner Ring Knew about it Some knew about it Some knew about it Most unfamiliar Most unfamiliar
Positive about program Youth enjoyed but few Fewer knew about Youth enjoyed saw Little knowledge of
Hard to replace changes observed targeted some results youth who used it
Hard to provide 2nd Not sure about Youth enjoyed it but Hard to replace Felt they had other
staff person alternatives few observed changes options
Felt there were other
options for them
Caroline runs local
matching program.
Groton Chooses not to use it Very few youth served Mixed knowledge of Mixed knowledge Unfamiliar
But said youth enjoyed but viewed as valuable JobNet, little of No responses No responses
it in past and saw Would want a mix of Targeted
changes local and non-local Runs own local
Hard to replace; could volunteers and MORE program w/60+job
maybe offer local youth served matches
alternative No knowledge of youth
who used it
Lansing All familiar with it Most familiar Most unfamiliar Not familiar Not familiar
Made referrals to it Youth benefited No knowledge of Never made referrals No referrals
Would like more Frustrated with low benefit No responses to others No responses
Youth enjoyed it and service Didn't see other
they benefited Would still like this options Thought they could
Hard to replace kind of service (Lansing does not run offer something locally
local matching service) if it were needed
Trumansburg Familiar Familiar Familiar with JobNet Some were familiar Not familiar
Knew youth who Frustrated with low but not targeted No responses to other No responses
benefited service Thought it benefited questions
Hard to replace but Middle School has youth but small
they could serve youth stopped referring and numbers
in other ways if needed just uses local Big They run their own
Friend/Little friend local service & would
program value consultation
Dryden Familiar Aware of program Many local jobs Familiar, youth have Not familiar
Youth enjoyed, didn't Long waiting lists available. YES less used buses to get there No responses
have info re: changes needed there
11
Transportation to Activities/Seryices' x ix X
Neighborhood Initiatives and Local Services x: IX x IX
Greater Youth-Adult Involvement and Support! I x ix i x I iX;X_ x_.x x x
Academic and Service Support from Schools for:
rural , low income and youth of colori x x x X x X XT;x
Local and Peer Support for Parents Dealing with! j
Challenging Behaviors !
-- 9 g Ixi XI x:x —
Meaningful Ways to Contribute to Community) x x x.x iX'
a�
N Increase Positive Cross-Group Interactions' ! IX x x X!x I x x X x X
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Q Reduce Racism! j ! x lx! x x j x IX' o
c Help for youth affected by alcohol and drugs:; j C
Treatment/Support, Decision Making; ! �x!x Ix I Ix, X X o
Self Esteem for All; Support for HS/MS for; i IY
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U) Friendship, Conflict(peers/family), Sexuality !X'X;X X X'X x XiX XIx,
Z New, Fun, Challenging Activities for Youth; j X!x !x x l X X rn
Drug Free Community Centers/Social Options! I
XxxXx x:
X: X;xi - L
Employ./Career Exploration Expand.; X X x
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Academic and Service Support from Schools fort
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CITY OF ITHACA--CITY COURT SOUND SYSTEM UPGRADE——CITYCSS——5/27/97
We have recieved three quotes on the City Court Sound System as follows:
Equipment: BMI BSI BSI
Mixer/amplifier $2,042 $2,474 $2,474
Microphones $1,557 $1,292 $0
Speakers $684 $619 $0
Installation $3,215 $1,155 $1,155
TOTAL $Z,498 540 629
COMPLETE COMPLETE PARTIAL
We are expecting one more quote. If Council decides to fund this upgrade we would
recommend providing $4,000 to$5,000 in funding from the Unrestricted Contingency Account.
We are also attempting to secure some funds for this upgrade from the Office of Court Admin—
istration. The funding, if any, would be reimbursed to the city.
CITY OF ITHACA
G~" 1Tt 108 East Green Street Ithaca,New York 14850-5690
8� OFFICE OF THE CITY ATTORNEY
Mariette Geldenhuys,City Attorney Telephone: 607/274-6504
�PoRpTEO Patricia M.Kennedy,Assistant City Attorney Fax: 607/274-6507
MEMORANDUM
TO: Budget and Administration Committee
Alan J. Cohen, Mayor
Dominick Cafferillo, Controller
Julie Holcomb, City Clerk
FROM: Mariette Geldenhuys (����
City Attorney
RE: Amendment of budget process
DATE: May 19, 1997
The revisions discussed at the previous Budget and Administration Committee meeting are
incorporated in the attached draft. As requested, section 4-12(A) has been revised to refer to
business days. This section covers the time period from adoption of the budget by Council at its
regular meeting in November and another meeting of council to consider any mayoral veto. The
latter meeting must take place no later than November 20 in order to avoid the Thanksgiving holiday.'
The proposed legislation contains a chart showing the latest possible calendar date for the completion
of each step in any year. The exact dates for each year will have to be calculated based on the date
of the November council meeting.
_ Under the revised section 4-12, the Clerk has two business days from the November council
meeting to present the budget to the Mayor, the Mayor has three business days to present his or her
veto to the Clerk, and the Clerk has two business days to present the Mayor's veto to Council.
Council must meet by November 20 to consider an override of the veto. A chart is attached, showing
the dates for each step in a seven-year cycle. This calculation takes into account that City Hall is
closed on November 11 for Veteran's Day, or on the nearest Friday or Monday if it falls on a
weekend.
'The earliest possible date for Thanksgiving is November 22. Therefore,to avoid Thanksgiving Day and the Wednesday
before it,the meeting must take place by November 20.
1
'An Equal Opportunity Employer with an Affirmative Action Program' ILa
POTENTIAL BUDGET TIMELINES
Budget Hearing Clerk to Mayor Mayor to Clerk* Clerk to Council*
(Nov. CC Meeting) (2 business days) (3 business days) (2 business days)
Wed., Nov. 1 Fri., Nov. 3 Wed., Nov. 8 Fri., Nov. 10
Wed., Nov. 2 Fri., Nov. 4 Wed., Nov. 9 Mon., Nov. 14
Wed., Nov. 3 Fri., Nov. 5 Wed., Nov. 10 Mon., Nov. 15
Wed., Nov. 4 Fri., Nov. 6 Thurs., Nov. 12 Mon., Nov. 16
Wed., Nov. 5 Fri., Nov. 7 Thurs.,Nov. 13 Mon., Nov. 17
Wed., Nov. 6 Fri., Nov. 8 Thurs.,Nov. 14 Mon., Nov. 18
Wed., Nov. 7 Fri., Nov. 9 Thurs., Nov. 15 Mon., Nov. 19
* Variations due to weekends and Veterans' Day
The earliest date Thanksgiving can fall on is November 22; in any year, the budget process should be complete before then.
o�
ss rd
CITY OF ITHACA
106 EAST GREEN STREET
ITHACA, NEW YORK 14650
OFFICE OF TELEPHONE.1
THE CHAMBERLAIN (607)274-6580
:t
�r r
To: Budget and Administration Committee of Common Un'
j(I
From: Debra Parsons, City Chamberlain % ,f
Re: Sidewalk Assessments
Date: May 7, 1997
The engineer's office has determined that the sidewalk assessment for 402 S. Albany Street,approved at
the April meeting of Common Council,was in error. The damage to the walk was the City's
responsibility. The warrant should be reduced by$231.25 to reflect this error.
Thank you.
n
"An Equal Opportunity Employer with an Affirmative Action Program" tJ Recycled Paper
r
New York State and Local Retirement Systems
Employees' Retirement System
Police and Fire Retirement System
M Carl McCall, State Comptroller
Gov. Smith State Office Building, Albany, New York 12244
May 1, 1997
Ms Valerie W Saul
Personnel Admin
City Of Ithaca R -
108 E Green St
Ithaca, NY 14850-5614
Dear Ms Saul:
Chapter 41 of the Laws of 1997, effective May 16, 1997, makes a Retirement Incentive
Program available to local governments, public authorities and community colleges.
This legislation permits employers that participate in the New York State and Local Employees'
Retirement System, if they so elect on or before September 3, 1997, to provide special
retirement incentive benefits to their regular retirement plan members who are at least age 50 with ten
years of service credit, or at least age 70 with at least 5 years service credit (not including
incentive credit). Eligible employees participating in a special twenty-five year plan
providing for retirement without regard to age are eligible .to participate in the incentive
program if they have earned twenty-five years of service credit (including . incentive service)
necessary to retire prior to their effective date of retirement. Certain employees covered
under Section 89-a, Section 89-b, and Section 89-d may also be eligible for the incentive programa
Retirement Incentive Positions
Participating employers will not be required to- eliminate the positions of eligible employees
in eligible titles receiving the retirement incentive if the employer has developed a plan that
demonstrates a minimum of 50% savings in the replacement employee's base salary over the two
year period following the retirement of eligible employees.
Benefit Description
The 1997 Retirement Incentive Program provides . eligible employees with an additional
one-twelfth of a year of service for each year of retirement service credited as of the date of
retirement. The maximum amount of additional retirement service credit that can be provided
under this incentive program is three years.
The Open Period
Any employer that adopts the incentive under Chapter 41 must establish an "open period"
during which eligible employees can retire and be entitled to incentive benefits. The open
period must be no less than 30 days and no more than 90 days. Additionally, it can not begin
before May 16, 1997, and cannot extend beyond December 31, 1997.
P r
Formal Adoption Procedures
Counties, cities, towns and villages must enact a local law in accordance with Municipal
Home Rule law, and the rules and regulations established by the New York State Department of
State. The enactment must be completed no later than September 3, 1997.
The Board of Trustees of a community college must enact a resolution, and the
sponsoring municipality must pass a resolution endorsing such participation. The
community college may specify different open periods for faculty and non-teaching
positions. The Board of Trustees resolution must be enacted no later than
September 3, 1997.
Participation by a community college does not require participation by the sponsor
on behalf of the sponsor's employees. The open period specified by the community
college may be different from that of its sponsor.
The Board of Trustees of any other participating employer must enact a -resolution. If the
employer participates in both the Employees' Retirement System and the Teacher's Retirement
System, different open periods may be specified for each retirement system.
Within 7 days of enacting a local law or resolution to adopt the 1997 Retirement Incentive
Program, employers must file a certified copy of that local law (the original local law must be filed
with the Department . of State) . or resolution with the New York State and Local Employees'
Retirement System. This filing must be accompanied by an affidavit specifying if employees are
eligible for a separate, employer-provided incentive through a collective bargaining. agreement
or by any other arrangement with their employer. The affidavit form is provided by the Retirement
System.
The employer is required to submit a list of the names, social security numbers anc
registration numbers of those members eligible for inclusion in the retirement incentive.
If the employer does provide a separate incentive, employees who wish to receive th4
benefits of the 1997 Retirement Incentive Program provided by Chapter 41 must waive thei
rights to the employer-provided incentive. The employer must send the Retirement System a lis
of the names, social security numbers and registration numbers of the above-mentioned employee
along with a copy of the members' waivers. Retirement incentive payments will not be made unti
a copy of the waiver is on file with the Retirement System.
Incentive Cost
At the conclusion of the program, the Retirement System will calculate the cost for eac
employer that participated in this incentive. Payment for Chapter 41 will be either in one lura
sum or in five annual installments with the first payment due December 15, 1998. The estimate
.annual cost may be .determined by multiplying the appropriate rate by the annual salary of tho.
anticipated to retire. That figure should then be multiplied by five to determine the total five yeE
cost. The estimated rates are as follows:
Retirement Plan Rate
75-g, 75-h, 75-i 0.15
70, 71-a, 75-c, 75-e 0.12
Article 14, Article 15 0.09
89-a, 89-b, 89-d through 89-r 0.25
Eligibility Requirements for Employees
To be considered eligible for the 1997 Retirement Incentive Program, an employee must:
1. Be a member of the New York State and Local Employees' Retirement System.
2. Be in a position designated to be eligible by the employer.
3. Be at least age 50 on the effective date of retirement with at least 10 years of service
credit, or at least age 70 with at least 5 years of service, not including incentive service
or otherwise eligible to retire.
4. Be on the payroll of the participating employer as of February 1, 1997 and continue
in active service to the first day of the employer's open period. NOTE: A leave of
absence with pay will be considered active service, and other approved leave without
pay not to exceed 12 weeks between February 1, 1997, to the commencement date
of the designated open period will also be considered active service.
a. For school employees employed on a school year basis, the period of time subsequent
to June 1997 and through August 30, 1997, will not constitute a break in service.
b. Members who are paid on a daily or hourly basis must be receiving salary for the
payroll period that includes February 1, 1997, and must continue in a consistant
pattern of continuous part-time employment to the first day of the employer's
open period.
c. Members serving in the National Guard or Reserve Units will be considered to be
in active service for the purpose of determining their eligibility for the incentive.
d. Members whose employment has not been terminated and who are receiving
payments from Workers' Compensation or other employer-funded disability
benefits will be considered to be in active service for the purpose of qualifying
for the incentive.
5. File an application (RS 6037-P) for service retirement with the New York State and.
Local Employees' Retirement System with a retirement date during the open period,
no less than 14 days and no more than 90 days before the effective date of
retirement.
6. File a statement, if appropriate, waiving the right to a separate, employer provided
retirement incentive to which the member might have otherwise been entitled.
7. Provide written notice to his or her employer no later than 21 days before the end
of the employer's open period, of interest in this plan.
8. Retire during the open period.
Participation Exclusions
Individuals serving in the following positions are specifically excluded from eligibility for the
incentive benefit:
■ Elected officials;
■ Appointed members of agencies, boards or commissions of participating employers any
of whose members are appointed by the Governor, or another State officer or body;
■ Chief Administrative Officers of participating employers that participate in a teachers'
retirement system;
■ Acting village justices and judges or justices appointed to or serving in a court of record.
IMPORTANT: We will make every effort to provide eligible employees
who submit an estimate request form with a detailed
statement of benefits. However, the submission of an
estimate request does not meet the filing requirements
under the incentive program.
Additional Information and/or Forms
To receive additional information regarding the 1997 Retirement Incentive Program
provided by Chapter 41 and/or the forms required for filing, please contact
Robert M. Rhubin at (518) 474-0167.
Yours truly,
Gregory . Ch ds
Director, Member Services
d
CITY OF ITHACA
1 JAMES L. GIBBS DRIVE
ITHACA, NEW YORK 14850
OFFICE OF TELEPHONE
YOUTH BUREAU (607)273-8364
MEMORANDUM
TO: Steven Thayer
Deputy Controller
FROM: Samuel Cohen J--
Director
RE: Transfer of existing funds
DATE: March 13,1997
Currently the funds for the Recreation Program at
GIAC and Alex Haley Pool are in the same program number. This
creates a problem both with budget preparation and reviewing year
to date expenditures. Since two Program Supervisors spend from the
same fund it is close to impossible to accurately account for
expenses. Would you please transfer the amounts listed below? We
will need to create program number 1104 for GIAC Recreation in
order to make these transfers. Ro in will send a memo to Connie
transferring already expended items to the appropriate account.
Thank You.
TRANSFER FROM: TRANSFER TO: AMO T•
�-
A7311-5110-01102 �L A7311-5110-01104 h �i`'$ 42,315 � ��':`��•�• � '
A7311-5120-01102 A7311-5120-01104 $ 45 ,366 gd' 792,9 7
A7311-5460-01102 A7311-5460-01104 $ 3 ,325 3, 79- 1. 1
A7311-5435-01102 A7311-5435-01104 $ 5, 997 4. 711 1
BALANCE REMAINING IN ALEX HALEY POOL:
A7311-5110-01102 ff`jb� t)vl $ 0
A7311-5120-01102 $ 30 ,000---
A7311-5125-01102
0 ,000✓A7311-5125-01102 $ 1 ,000 ✓
A7311-5435-01102 $ 300 ✓
A7311-5460-01102 $ 1 , 500 ✓
No 01'Y'Aa-� b7i-Vt� - i yvm-(_4—
If' h fgtJ `j t��G0vt't
"An Equal Opportunity Employer with an Affirmative Action Program" t4 Recycled Paper
CITY OF ITHACA--CITY COURT SOUND SYSTEM UPGRADE——CITYCSS——5/27/97
We have recieved three quotes on the City Court Sound System as follows:
Equipment: BMI BSI BSI
Mixer/amplifier $2,042 $2,474 $2,474
Microphones $1,557 $1,292 $0
Speakers $684 $619 $0
Installation $3,215 $1,155 $1,155
TOTAL $7_,498 540 629
COMPLETE COMPLETE PARTIAL
We are expecting one more quote. If Council decides to fund this upgrade we would
recommend providing $4,000 to $5,000 in funding from the Unrestricted Contingency Account.
We are also attempting to secure some funds for this upgrade from the Office of Court Admin—
istration. The funding, if any, would be reimbursed to the city.
CITY OF ITHACA
1 JAMES L. GIBBS DRIVE
ITHACA, NEW YORK 14850
OFFICE OF TELEPHONE
YOUTH BUREAU (607)273-8364
MEMORANDUM
TO: Steven Thayer
Deputy Controller
FROM: Samuel Cohen J--"
Director
RE: Transfer of existing funds
DATE: March 13,1997
Currently the funds for the Recreation Program at
GIAC and Alex Haley Pool are in the same program number. This
creates a problem both with budget preparation and reviewing year
to date expenditures. Since two Program Supervisors spend from the
same fund it is close to impossible to accurately account for
expenses. Would you please transfer the amounts listed below? We
will need to create program number 1104 for GIAC Recreation in
order to make these transfers. Ro in will send a memo to Connie
transferring already expended items to the appropriate account.
Thank You.
Z.
TRANSFER FROM: TRANSFER TO: AMOafNT: ���,LeLrk
A7311-5110-01102 ►��«r"�'�� A7311-5110-01104 42, 315
A7311-5120-01102 hA" A7311-5120-01104 $ 45, 366 qdj '793,3 7
A7311-5460-01102 Q.>e A7311-5460-01104 $ 3 , 325 3, 79- It,
A7311-5435-01102 A7311-5435-01104 $ 5, 997
BALANCE REMAINING IN ALEX HALEY POOL :
�v,6J A-V
-1
',
A7311-5110-01102 'b`1 J,»1 $ 0
A7311-5120-01102 $ 30,000 ---
A7311-5125-01102
0,000 ✓A7311-5125-01102 $ 1 ,000
A7311-5435-01102 $ 300 ✓
A7311-5460-01102 $ 1 , 500 ✓
p X21 ( �! ej (T—
�t: F hQ l� t C LOvtit 114+'1 i'1 &14 4-( i.0,A-')f fT; :� '•
"An Equal Opportunity Employer with an Affirmative Action Program" t1r Recycled Paper
WHY SUNDAYS AT THE WHO WILL FUND THE
LIBRARY? PROJECT? OPTION 1 :
We are seeking private, non-tax With your gift contribution, we
For the first time in its history,
dollars to fund the first 16 hope to be able to open the
the Tompkins County Public Sundays at the Library.ry• Library for at least one Sunday.
Library plans to open the library Businesses, major donors, civic This will be billed as "Community
:)n Sunday afternoons! organizations and others can
E� g Day at the Library.
esponding to the needs of "
help. The FRIENDS OF THE
Families who want access to LIBRARY and the Library OPTION 2:
information at convenient times, Foundation have each agreed to '
the library expects Sunday fund one Sunday. A naming opportunity. You can
afternoons at the library to be an +*"+
attractive and popular destination WHAT WILL HAPPEN IN sponsor a library opening ���tli a
gift of $1 ,500, and the Library
For all county residents. 1998?.
wil advertise a 'ToQndine Lemon Day
WHEN WILL THIS START? at the Libtaty," or a "Lemon Family Day at
If, during these 16 weeks, we can the Library-" (You can, of course,
00000 demonstrate interest in and use of
provide your omr name for this
If we are successful in fund-
the Library on Sundays, we hope purpose!)
raising, Sunday hours can be a to be able to secure ongoing and
reality starting in September permanent funding from both TIMING IS CRUCIAL!
1997. The goal is to raise enough Tompkins County and the City of
money to fund a sixteen week Ithaca.
period, from September to In order to decide about Library
'Q"4` "a"�` openings, we need confirmation
December 1997 HOW CAN I HELP? of your support, no later than
June 1997. We can accept both
HOW MUCH WILL IT COST? You have in the past been a loyal gifts and pledges to be redeemed
supporter of the Library and its by the end of 1997.
Each Sunday opening will cost needs in fund-raising, and we are 40000
$1 ,500. This will cover personnel grateful. For the new project of AS ALWAYS, THANK YOU
costs for an estimated 1 1 staff Sundays at the Library, there are FOR YOUR WONDERFUL
members, plus building two options for help from the SUPPORT FOR OUR
maintenance and cleaning. general community _
Q3
CIO
�-
o c-3IL
o
TOMPKINS COUNTY
PUBLIC LIBRARY
F O U N D AT I O N
312 NORTH CAYUGA STREET ITHACA. NY 14850 607/272-4557 FAX: 272-8111
Yes, I want to support SUNDAYS AT THE LIBRARY!
0$25.00 13$50.00 11$100.00 0 Other
ElI want to sponsor one Sunday opening with a gift of$1,500.00.
TO M P KI N S COUNTY E]My check to Tompkins County Public Library Foundation is enclosed.
PUBLIC LIBRARY ❑Gift pledge(please indicate anticipated date of gift ).
F O U N D A T I O N
EJ Charge my MasterCard or Visa credit card.
Name
Address
City, State, ZIP
MasterCard or Visa Account Number Exp. Date
Signature
Please mail completed form to Tompkins County Library Foundation, 312 North Cayuga Street, Ithaca, NY 14850