"In the future Greater Syracuse will be what we have always tried to be, a community of neighbors respecting and caring for one another, where diversity is valued, children thrive, the vulnerable are supported, and learning lasts a lifetime…We will continue to be a place full of art, theater, music, stimulation for the mind, and an abundance of ways to enjoy nature in every season."

Current State of the Issue

The current connotation of diversity in our society is the recognition and tolerance of different races, ethnic origins, cultures, sexual orientations, religions, physical and social limitations and economic status. Diversity has been emerging, although some would say it has already arrived as a social and political value. But it is much more than just a social or political value. It is also a recognition of our strengths as a community, and can be expanded to include educational/academic diversity, professional and vocational diversity and even political diversity. 

Whether as a value, an emerging value, or an expanding value, the extent of its existence in a given population is defined, in large measure, by that population’s behaviors. We would, therefore, say that a population has respect for diversity if it does not engage in racial discrimination; ethnic, cultural, religious or sexual degradation and exclusion; gay bashing; ridicule of those with physical and mental challenges; the denial of economic opportunity within otherwise fair markets; or the exclusion of involvement due to occupational or political background.

In reality, what is in people’s hearts is often expressed through their behavior. The preeminent question then becomes how can public policy and public official behavior positively influence through example, edification, and support, what is in people’s hearts?

Problem Identification

Syracuse is a community made up of a series of smaller communities. Many of those smaller communities are ethnically and culturally distinct. In order to weave a strong fabric of community life, the Mayor must encourage the celebration of our cultural and physical differences. The Lewis administration will dedicate many of the City’s resources to celebrating its diversity for the benefit of all City residents. 

To help understand the breadth of diversity, one can look at the racial/ethnic distribution of the Syracuse population. (Note: due to rounding, total may not add to 100%.)

Similar diversity is seen in the breakdown of religious affiliations, broader ethnic origins, income and occupation on a citywide basis.

Objectives

1. Create a climate where differences among people are supported. Established affirmative action policies must be fully enforced.
2. Leverage the resources of the City to help groups celebrate those differences in ways that bring enjoyment and educational opportunity to as many neighborhoods as possible.
3. Direct that the City Parks and Recreation Department, as well as all City departments, support celebrations of diversity whenever possible.
4. Be a model for the business and public communities concerning a diverse workforce. Job-sharing, flextime, and other supportive services that assist employee lifestyles will be incorporated in a coordinated effort of recruitment and retention of a diverse population of city employees. A government that reflects the make-up of the general population is a government that is in touch with the pulse of the people.

Methods for Achievement

As a core responsibility, I will assure all citizens that the affirmative action and anti-discrimination policies of the City are being fully implemented.

Ethnic/Cultural Diversity

1. Beyond policy compliance, the Lewis Administration will look to other City departments for support in promoting and celebrating the wide range of ethnic and cultural diversity that exists in the City. For example, I will add to the portfolio of the Parks and Recreation Department the responsibility to be a promoter of diverse cultural celebrations and educational programs that are developed and sponsored by ethnic, cultural, physically or mentally challenged groups.
2. City Hall will be used as a vehicle and a venue for such events. Promotion of events like the former "Festival of Nations" will be championed by the administration as both a citywide celebration and an attraction for visitors from inside and outside the region. The squares and streets surrounding City Hall will host more citywide celebrations.
3. The City’s Internet web page will be directed to include links to culturally and ethnically educational sites. This would provide a new resource to the community and be a useful marketing tool for showcasing the City.
4. There are 26 distinctly defined neighborhoods, and there could be 26 festivals throughout any given calendar year where now there are but a few. The Westcott Street Cultural Fair is an excellent example of diversity being celebrated. Such festivals include diverse food choices, cultural displays of music and dance, the display of art and other artifacts and the opportunity for discourse and communication for all attending.
5. I will strongly and cooperatively encourage and persuade the County Executive to follow in the City’s footsteps on these program initiatives.

Economic Diversity

1. The Lewis Administration will be committed to developing and expanding the economic opportunities within the City to those at the lower end of the economic spectrum. There is no reason why the City could not create an expanded career ladder in all of its departments. Effective programs like Career Path and Life Links must be promoted and supported for interested residents. This approach is not only a way to extend the effectiveness of City services, but it also promotes an "economic development" program for individuals.
2. The City will be more aggressive in partnering with business, non-profit agencies, and other government entities to provide annual career festivals and job-search days.
3. There must be recognition of, a working with, and a strong support for those labor groups that are an integral factor in the economic well being of thousands of city residents.

Lifestyle Diversity

1. In recognizing the diversity of religious affiliation, sexual orientation and physical and social limitations, leadership by inclusion and action will set an example for the community.
2. There should be expanded interaction with, and support of the Interreligious Council and the Ministerial Alliance for the programming, forums, and activities they provide to the community in dealing with questions of youth violence, domestic abuse and education.
3. City Hall will provide leadership in helping groups celebrate their most sacred and important times of the year – be it the Christmas tree lighting in Clinton Square, a Menorah lighting in Hanover Square, Kwanzaa celebrations or any of the multitudes of other events within our city that show respect for our diversity.
4. Bringing Jazz Fest back to Downtown will be a goal of my Administration to support diversity at the heart of the community.

Above all, the Lewis Administration will begin a policy and practice of inclusion and a movement away from stereotypes. The City’s youth violence and drug problems are not racial and socio-economic problems as they transcend any specific categorization. Profiling of any manner will not be tolerated. Most importantly, citizen inclusion in forums, in neighborhood groups, on the Citizens Review Board, and on any of a number of task-specific boards that the administration will assemble, will be encouraged, celebrated and promoted.

Expected Outcome

With the kind of participation that would be expected from an administration that chooses to establish and implement these policies, the resultant events, with the coming together of more citizens, will create a more informed and tolerant population throughout the City. The net result will be the general improvement in the quality of life for all residents. After all, beyond our differences, we all are Syracusans.

"Across New York State – in towns, villages and large cities – signs are going up along Main Street that say, "Open for Business." In places where many felt the best times were memories, there is a growing sense of renewal. For the first time in decades, people are returning to central cities to live, work, shop and enjoy the unique character of our downtowns."

Current State of the Issue

The chief challenge facing the downtown urban center is to re-invent itself. Property is abandoned, taxes are out of line, parking is not convenient, and the appearance of
Downtown is uninviting. Each of these challenges must be changed to an opportunity. One approach to doing so is establishing Downtown as a unique regional economic
and cultural neighborhood, as well as a dynamic and attractive residential neighborhood.

Problem Identification

In the past, the urban core was the heart of the whole community. Cultural, business, finance, government and commercial activity was centered exclusively in Downtown.

Today, many of those activities take place outside the city. Much of the office and commercial property that was left behind remains empty because office-centered businesses have found homes in suburban office parks.

However, Downtown still is host to most of the community’s cultural activities and many governmental functions. It still has potential for some economic development. It is part of the development crescent that extends from the Regional Market/Ball Park, through Carousel Center, Franklin Square, Clinton Square, the Armory and over to the Convention Center, hospital complex, and all the way up to the University. That development crescent, which we refer to as "the Syracuse Crescent," presents a unique combination of development opportunity and economic resources.

Downtown is also a residential neighborhood. Several thousand people currently live in the Downtown area. Their needs must be addressed in developing new directions for Downtown. They live generally in high-density rental housing, including both subsidized and market-rate housing. Downtown residents share the concern of other City residents about traditional City services. But they also have additional needs which arise from the relatively intensive commercial use of surrounding property, especially in the areas of security and parking. These concerns must be considered in mapping the future of Downtown.

Objectives

1. To assist the County in developing a land-use plan for the Syracuse Crescent.
2. To create and support new uses of property. 
3. To provide the support services necessary to maintain the uses.

Methods for Achievement

Develop The Syracuse Crescent

The City’s Downtown is the core of Onondaga County. The County should participate in the planning and implementation of its redevelopment and revitalization. There has never been an effort to create a link between the Carousel Center development and the redevelopment of the core Downtown area. The discussion has never occurred because the City’s Downtown has always seen itself in competition with the Mall. Perhaps in a discussion that began with raising the issue of collaboration, the outcome could be different.

Similarly, the lakefront at Carousel Center is a regional resource that could benefit from the participation from the County as well in the development discussions.  The Greater Syracuse Economic Growth Council has the representatives needed to be involved in such an effort.

Reflect the Progressive Development to Contiguous Neighborhoods

The City would establish links such as "walker-friendly" sidewalks, easily accessible streets and bike paths with the Lakefront and with North Salina Street. To the South, the Gateway project will be linked as a potential development site for a new project. The Convention Center will be linked to Armory Square with a promenade that leads through the Syracuse Hotel, the Galleries and to Armory Square. This promenade will be well lit and "walker-friendly."

Change Building Codes to Promote Residential Development

Some of the empty Downtown office properties will be converted to residential uses. This plan would require changes to the applicable building codes to allow residential development. The residential character of Downtown would enhance this unique neighborhood. The support this neighborhood in its residential character would be a City function, even though the commercial and economic redevelopment would be recognized as a regional function managed by County government.

Support the Facilities Required for Residential Living in Downtown

When Downtown is developed as a residential community, commercial uses must be re-introduced to support its residents. The City should support neighborhood facilities such as convenience grocery stores, cleaners, laundromats and others linked by pedestrian walkways.

Provide Leadership and Incentives to Insure that Carousel Center Is Linked to the Surrounding Neighborhoods

The City of Syracuse, through the Syracuse Industrial Development Agency, is participating with the developer of the Carousel Center to provide the public improvements necessary to accomplish the visionary goals of an expansion project. As the largest structure in all of upstate New York, the expanded tourist destination center will have a major impact on the community. The report prepared by the Onondaga County Legislature’s Special Legislative Committee can serve as the basis for discussion to assure that this major urban design element has a positive impact.

Bring Back Downtown’s Physical Attractiveness

While reinventing Downtown is a long-term process, immediate steps must be taken to change the image of Downtown and pave the way for the new core city. Now is the time to clean it up! A massive City-run cleanup project will make an immediate difference. That will be followed by a cosmetic facelift. Vacant properties would be generally kept ready and prepared for occupancy, with windows washed, a uniform interior installed, and the exteriors being well lit at night.

Endorse and Promote the Concept of a Cultural Corridor for Montgomery Street

Many cities are finding that a successful way to help define their downtowns, and draw in both suburban residents and tourists, is to build up their cultural attractions. Syracuse is fortunate that most of its main cultural institutions are grouped within a few blocks of one another along the Montgomery Street spine: from the Erie Canal Museum to the Everson; with a lateral along Jefferson Street to the MOST. Properly promoted, lit at night and with supporting uses of empty spaces along the way, the Syracuse Cultural Corridor may offer downtown Syracuse its best hope to maintain a vibrancy that will keep it alive beyond Monday-Friday, 9 to 5.

Consider Creation of Special Aesthetic Standards for Downtown

While there are already many rules and regulations for buildings in the City for health and safety purposes, there are entire sections of Downtown where almost any visual pollution is accepted because there are no design standards. We have "temporary" surface parking lots that have existed for over 30 years, usually with gravel or pavement extending right to the sidewalk and a forest of ugly signs. Chain-link fencing abounds. The least attractive building erected in recent memory in Downtown is the City’s own parking garage at Harrison and Warren Streets. Even in Armory Square, there are no sign design standards. If we want to prevent our City from looking third-rate, the City must provide leadership. As Mayor, I will make this a positive process by engaging a series of incentives associated with the design standards, such as tax incentives for owner-financed improvements, grants and design assistance to implement the improvements.

Actively Work with the Downtown Committee to Develop New Strategies for Downtown Maintenance

Syracuse is fortunate to have an established Downtown Committee as a source of operational support. The Committee promotes many activities and events that keep the core active. Yet many sections of Downtown appear unkempt: street trees are dead, tree grates are broken, paint on street furniture is peeling, brick areas are cracked, kiosks are empty, and buildings are deteriorating. Fewer flowers appear Downtown than previously. My Administration will work with the Downtown Committee and with County government to develop new strategies to maintain the core of our community.

Establish a City Emergency Fund for Preserving Vacant Property

Vacant buildings in Downtown have many negative impacts on our community. Currently, they are abandoned and left to deteriorate; at the same time, they reduce the value of surrounding property. As Mayor, I will cooperate with the County in establishing an emergency fund for adequate mothballing of such property consistent with the redevelopment plan for the Syracuse Crescent. This fund will be particularly useful in preserving City Designated or National Register landmark structures. This fund will also guarantee that any abandoned historic property would be properly stabilized and held for future rehabilitation. The costs could be added to the property taxes collected when the property is returned to economic use.

Improve the Availability of Downtown Parking

Parking is a serious problem that has plagued Downtown redevelopment efforts for 40 years. Parking fees for business employers add $500 per year to the cost of working Downtown. Commercial, cultural, entertainment and retail establishments suffer the most serious impact with high daily and hourly parking fees, parking meters and tickets, and uninviting environments.

The development of a parking system to serve the needs of the Downtown area would be a County responsibility. The County and the City would jointly plan for a modern transportation system to move thousands of citizens and visitors daily between the activity centers in the Syracuse Crescent.

Work with CENTRO and the County to Address Common Center Issues

Currently, all city bus routes converge at Common Center, the corner of Salina and Fayette Streets, in the heart of the Central Business District. This is the central transfer point for riders traveling from one part of the community to another. The congestion at the corner creates difficulties for automobile traffic and for pedestrians. Bus riders, waiting for a transfer bus, are not well served either. They have small shelters that do not effectively protect them from the weather. Seating is generally not available. There is not adequate space for all the buses that are queued up. The scene gives the impression of a disorganized, uncomfortable, ill-planned example of mass transportation. As Mayor, I will work with CENTRO and the County to alleviate the conditions at Common Center. One option to be explored will be revisiting the 1972 plans developed by the Metropolitan Development Association for a new CENTRO Common Center Travel Center. The Travel Center will be located in the Central Business District, but at a location which removes most of the congestion.

"We need to invest in the City of Syracuse and make it a place that county residents are proud to be affiliated with, a place that can attract new businesses because it offers a superb quality of life and a place that keeps recent college graduates with opportunities to build a career and a family. We need to create a city with a high quality of life for all who live in it….Rebuilding the quality of life in the city will have a direct effect on the economic prosperity of the region." 

Introduction

Economic development is that set of activities designed to maintain, enhance and grow the underpinnings of a region’s economy for the benefit of its residents. The important characteristic to note is "region" – economic activity takes place within a "region." Our "region," or Metropolitan Statistical Area (MSA), includes four counties: Onondaga, Oswego, Madison and Cayuga.

The underpinnings of a region’s economy include its transportation system, its natural resource accessibility, the nature and quality of its workforce, the taxation structure and the system for financing public infrastructure.

The purpose of economic development is to keep the business and industry that is currently in a region, enhance those when possible and grow new business and industry outlets. Successful economic development programs increase the economic activity of the region and enhance the quality of life for its residents. Economic development programs accomplish their objectives by bringing resources into the region.

Background

The demographics of the Central New York region have changed dramatically over the past decade.

Population

Like many other large central cities nationwide, the City has experienced a declining population since 1960. The County's population peaked in 1970 and has remained below that level since that time. The Syracuse MSA has increased steadily since 1960, reflecting the migration of the urban population to the outer suburbs.

(a) Population data revised to reflect the addition of Cayuga County to the Syracuse MSA.

The following table shows that households in the City declined by about 4% between 1970 and 1990. Conversely, the rate of growth for households in the County and the Syracuse MSA, during this period of time was approximately double the rate of the entire State.

Income

The following table shows the median income of families in 1990.

Employment

The following two tables provide information about the labor force in the City and the Syracuse MSA, respectively, while the third table provides comparative unemployment information.

(a) Annual averages.

(a) Due to rounding, detail may not add to totals.

This data is important because it sets the climate for economic development activities including business and workforce development. 

Many public and private organizations are involved in economic development activities. In the past, many observers have criticized this situation as inefficient and ineffective. There is some duplication, and there are some counter-productive projects working at cross-purposes. But economic development is selling the region to prospective businesses. The more contacts that are being made in more areas, the greater the likelihood that the successful sale will be made. The Lewis Administration believes that the existence of many organizations can be a strength. 

The Mayor must assess how the City can most effectively advance economic development. I believe that the City’s direct role in economic development is limited by the problems that face regional development objectives and the resources that the City can commit to the process. Development, economic or otherwise, that directly impacts neighborhoods, residents, and local business is the responsibility of the City. Economic development at the regional level is the prerogative of the County with the City as an active partner. 

Problem Identification

Economic development is limited by several internal factors. One is the lack of "development ready" facilities. The City has many vacant commercial buildings, but none of them are ready for business use in our high-tech environment. The structures lack the modern wiring and conveniences necessary for incubating new businesses. 

For buildings located in the Central Business District, parking is a major barrier. Parking spaces cost more than $500 per car per year in downtown parking garages. This is an added burden that employers must bear either directly or indirectly. It makes downtown commercial space more expensive and less attractive than space available in suburban office parks.

Several external barriers limit economic development. The effects of partisan political action have been obvious. We have all seen firsthand how some areas of the State are rewarded for having a powerful representative in Albany or Washington. However, when partisan politics does present a barrier for improving the quality of life for city or county residents, then local leadership is required to minimize or eliminate those barriers.

The same can be said of the traditional City-County rivalry that citizens have tolerated for years. In 1960, 51% of the County’s people lived in the City of Syracuse. Today, 32% of the County’s population lives in the City of Syracuse. Historically, the City played the predominant role in economic development. The responsibility for economic development fell to the City because it was the predominant government in the region. Today, County government is predominant. The responsibility and resources for economic development should reside with the County.

Resources are wasted by government itself. Developing a commercial project in the City requires a lengthy and frustrating journey through a bureaucracy designed to regulate and limit development. As Project Manager for the Valley Vista, Harrison House and Madison Manor residential developments in the City of Syracuse, I personally encountered the frustration of dealing with the regulatory agencies of the City many years ago. Today, I have been told that efforts at downtown residential development have been hampered by the same system that is clearly "developer unfriendly."

Economic development is also limited by the lack of available workforce in mid-range skilled occupations. The New York State Department of Labor claims that many jobs locally are unfilled. At the same time, many people are unemployed lacking the skills and personal work ethic required for employment. 

Economic development resources of all types have become very scarce in our region. The wasteful practices that result from the kind of activity described above are no longer tolerable. Squandering resources will lead to the economic demise of the region. The City, which is in economic decline, will only suffer more of the same. This means that, in the not too distant future, the City will very likely cease to exist as we know it today unless
strategic changes are made immediately.

Objectives

The economic development policy of the Lewis Administration has two objectives:

1. To improve the way in which economic development activity is administered.
2. To foster business and workforce development.

Methods for Achievement

To accomplish these objectives, my administration will:

Participate actively in a forum to coordinate economic development strategies in the region

The Greater Syracuse Economic Growth Council should become the Region’s organizational focus for coordinating, developing and implementing economic policy for the City and County. The Council, organized by the Chamber of Commerce and Onondaga County in 1996, brings together organizations that are either directly or indirectly involved in economic development. The Metropolitan Development Association, the Manufacturers’ Association of Central New York, and more than 20 other stakeholder organizations participate with the City in the Council. The only major constituency missing from the Council’s roster is organized labor.

The Greater Syracuse Economic Growth Council has established itself as a vehicle for coordinating major economic development proposals for the Region as well as serving as the clearinghouse. This coordinated approach to economic development will result in the efficient use of city and county resources and an improvement in the economic success for the region that can be confirmed through the documentation of the appropriate economic indicators.

Formally adopt the MDA Vision 2010 Plan

In 1999, the Metropolitan Development Association developed an ambitious plan to guide economic development activities in the region. The Vision 2010 Plan outlines specific strategies for achieving measurable goals in the next ten years and establishes targets for future economic growth. In a report prepared by the Onondaga Citizens’ League, it was stated that, "The City and County should formally adopt the 2010 Plan. Hearings should be held to obtain additional input including the incorporation of FOCUS and TNT objectives." The Lewis Administration will present the 2010 Plan to the Common Council for consideration and will encourage public participation in setting goals for economic development.

Transfer responsibility for economic development to the County

My Administration will request that the Greater Syracuse Economic Growth Council work with the City and the County to explore the steps necessary to transfer the economic development activity of the City to the County. The City has two economic development agencies, the Syracuse Industrial Development Agency and the Syracuse Economic Development Corporation. Both have many individual projects and a mixture of assets .... and liabilities. As Mayor, I would ask for recommendations to strengthen the economic development strategy of the region by clarifying the organizational responsibility of the City.

If the Growth Council agrees to assist the City and the County, I would propose that they add representation from organized labor.

Realign the management of economic development projects

I will initiate discussions with the County Executive to determine which entity—the City or the County—should be managing the following resources:

• [a] The Syracuse Hancock International Airport
• [b] The parking garages within the Central Business District
• [c] The Syracuse Crescent as described in the Section on Downtown, and
• [d] The development of a joint venture private foundation.

Syracuse Hancock International Airport

The airport is a regional resource and should be managed as such. The City has not maintained a competitive airfare environment or access to airline options in recent years. Some part of the problem has to do with the regional economy and the capacity of business to support the airlines; however, a portion of the problem also has to do with the City’s management of the resource. The County or a County/City joint venture may achieve different results. A discussion and subsequent analysis must occur soon.

Downtown Parking Garages

The parking garages within the City’s limits are also regional resources used by city residents, county residents and people who reside throughout the Central New York region. The garages were initially developed to promote regional economic development projects. Due to a variety of factors, they have never achieved their economic potential. They are in fact operating at a loss of over $4 million annually. In addition, the parking system is simply beyond the city’s management capabilities at this time. Before the assets deteriorate further, the County should be challenged to determine whether it is capable of managing those assets in a more productive way.

Joint Venture Public Benefit Corporation 

My Administration will propose forming a City/County public benefit corporation. The corporation would be organized as a not-for-profit, tax-exempt entity. The purpose of the corporation would be to attract private philanthropy for the economic development of various economic system components within the region. The foundation would create a professional, business-like approach to leveraging the City’s and the County’s assets. The general model for this type of entity is the Empire State Development Corporation.

Participate in economic development functions 

Even though the primary responsibility for economic development activity will be transferred to the County, the City will still have a vital role in promoting business development. The impact of my Administration will be felt in the following areas:

1. Education and Workforce Development

   Workforce development is a long-term component. The number of students continuing on the Career Path Programs will be a clear indicator of success. The details of this approach are spelled out in the section on Youth Development. Having workers available who have a healthy work ethic and appropriate training is a powerful incentive for a business considering relocating to the region. Educational performance of the City’s high schools provides a measurement of success. As the dropout rate declines and achievement levels increase, prospective employers can be assured that an effective workforce will be available in future years.

   The City School District spends over $5 million annually on adult education. These educational resources should be connected by establishing a "Life Link" career path planning system. Links should be created and/or strengthened between the City School District, Onondaga Community College, the Job Training Program Administration, the Regional Learning Service, private institutions such as Bryant & Stratton, and other local institutions of higher learning.

2. Neighborhoods and Housing

   The City can also promote business development by providing low-cost housing in attractive neighborhoods. As described in the section on Housing, my primary goal for the City is to create neighborhoods where young families choose to live. The cost of housing is a factor in determining stable wage structures. The fact that the City has a surplus of housing units can work to the advantage of economic development if that surplus is effectively linked to job creation.

3. Re-Use of Existing Structures

   The City has many commercial structures that have become uneconomic as a result of changes in industrial production methods. If it is consistent with the economic development strategy established by the Economic Growth Council, the City may be able to prepare blighted buildings, especially landmark and historic buildings, for preservation and re-use. Some of this work might be performed through an existing not-for-profit corporation or through the joint venture public benefit corporation described above. The construction work would create a source of jobs and job-training opportunities. Funding could be provided from social service income maintenance and job training programs, as well as from economic development sources. Such a combination would accomplish several goals simultaneously.

4. Business-Friendly Regulatory Agencies and Incentives

   When the City’s economic development office is metropolitanized, the City’s involvement in marketing efforts would be in response to the direction set by the County or its metropolitan agency. When a prospect is identified for a site located within the City, my Administration will cooperate in working with the Common Council to provide all available economic incentives.

   The City plays a role in economic development when prospective businesses locate on property in the City. A major problem exists with the permitting and regulatory functions in City government, as described in the section on Downtown redevelopment. Upon taking office, I would immediately reorganize the City’s permit procedure. Any prospective developer will have one single contact point, a staff person reporting directly to the Mayor’s office, who is charged with bringing the development proposal through the City’s approval process. My goal will be to welcome developers and new business enterprises.

5. Removal of tax and finance disincentives

   As Mayor, I will support two changes that will initially lessen city revenue, but will overall enhance the City’s economic strength through new business development. First, I will redirect the mission of the Assessment Office. The Assessment Commissioner will be responsible for maintaining assessment rolls based on current market values without regard to the impact of adjustments on City revenues. Secondly, I will move to wean the City off parking meter and parking ticket revenues. Both are counterproductive and outdated in the current market. They create a major disincentive to business development in the City. By addressing them, we can increase revenue.

6. Quality of Life

   The City promotes business development by maintaining a vibrant core community at the heart of the region. The City must be alive with activity and welcoming venues when prospective customers contact the City. The massive cleanup described in the Downtown Redevelopment section will have an impact on achieving this goal.

7. Reputation for Modern, Urban Government

   Another effective action that will be taken by the City is to cooperate with the County in creating a model urban government. By creating a City where young families are sinking roots in urban neighborhoods, we will put Syracuse on the map. My Administration will be able to assure prospective and current businesses that the hard-earned dollars that they pay in taxes will be generating an effective return. Lower housing costs in desirable neighborhoods will lower the cost of attracting and retaining qualified staff. A successful education program will give employers confidence that a qualified workforce will be available.

8. Contact Point for Development

   The City of Syracuse provides a powerful marketing tool. Even though the City will not be directly involved in the day-to-day economic development function, the Mayor will play an important role in representing the region to the external world. The City of Syracuse has a  national identity. The Mayor can gain access to important decision-makers in promoting the economic development strategy of the region. In addition, the Mayor can be an effective host for entertaining visiting prospects as part of the County’s economic development team.

"The primary goal of America’s urban public schools is to educate all our students to the highest academic standard. America’s urban public schools also have two secondary goals: (a) to lead, govern and manage our schools and districts in ways that advance the education of students and inspire the confidence of the public; and (b) to engage parents and build a confident, committed and supportive urban community for raising the achievement of urban public school children."

As City Auditor, I am attending School District meetings on a regular basis. I believe that, as a mayor, my insights into the School District and my strong relationship with the School
Superintendent would allow me to see that each one of our city schools advance the education of students, inspire the confidence of the public, engage parents, and raise the achievement of urban public school children.

Background

Individuals living in Syracuse recognize and appreciate the diversity of educational programs offered within the City. There are strong academic programs located within the Syracuse City School District (the District), and we have outstanding private and parochial schools where many families residing in the City choose to send their children. While there is much good that we can point to within our City schools, the reality is that the District is facing a crisis in academic performance, finances, facilities and in public confidence.

With approximately 22,800 students, the Syracuse City School District and is the fifth largest in New York State and the largest system in Onondaga County. The District has 19 elementary schools, four K-8 schools, five middle schools, four high schools, two vocational centers and four alternative schools. The majority of the facilities are over 70 years old. New York City, Yonkers, Buffalo, Rochester and Syracuse are labeled the State’s Big-5 school districts and are considered by the State Education Department to have high student needs relative to district resource capacity. During the 1999-2000 school year, the composition of the student population was: 46.3% white/non-Hispanic; 45.2% Black; 5.7% Hispanic; and 2.7% American Indian, Alaskan, Asian, or Pacific Islander. In addition, 63.4% of the student enrollment qualified for free or reduced price lunch.

Examining the results from the State assessments of fourth and eighth grade students, it is clear that there are many schools in the District that are in desperate need of a comprehensive approach to school improvement. Below are the District’s overall fourth and eighth grade results on the English and Mathematics tests administered in 2000:

Two Syracuse schools, Blodgett Elementary and Shea Middle School, have been designated by the State as Schools Under Registration Review (SURR). These schools are among 114 classified as the State’s lowest performing schools. However, as is clear from the District averages, there are several other elementary and middle schools in the Syracuse City School District that have performance levels seriously below the statewide performance standards.

In addition, in school year 1998-1999, the District had a school dropout rate of 5.7%, compared to the statewide average of 4.1%. This is also unacceptable. Too many students in the District are not receiving training in the skills they require to be productive members of our community and workforce. It must be a priority to reduce the number of dropouts. The District is also dealing with the daunting burden of a very high student mobility rate. Each year, students move from school to school at a rate of about 31.9% of the student enrollment. The high mobility disrupts the students’ learning process and puts an enormous burden on teachers and schools to adequately meet the needs of a mobile population.

As Mayor, I will work with the Syracuse School Board and the Superintendent to implement a comprehensive program to address the large number of students who are not adequately prepared to meet the challenges of the new century.

Fiscal Challenges

The Syracuse City School District faces serious financial challenges. A recent State Education Department study on school district responses to increased State aid found that the District is a low spending, low student performance and low local tax contribution district. The School District’s 2000-2001 general fund budget is approximately $194 million, receiving 71% from the State and 22% from City property taxes and sales taxes, and the remainder from other sources. The $194 million is allocated to the following: 54% instruction; 20% employee benefits, 10% plant maintenance; 8% debt and capital; 5% transportation; 2% administration; and 1% other.

While the District has had relative stability in total student enrollment over the last four years, the District is projecting a decline of approximately 1,000 students over the next four school years, 2000-2001 through 2003-2004 (see chart below). Because State aid is largely driven by student enrollment, a decline in enrollment would further erode the District’s finances. We must work to turn around these enrollment projections and increase student enrollment in the District.

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A lack of financial resources has left the District with:

• Educators without adequate supplies and teachers’ salaries that are not competitive with surrounding districts;
• Students with out-of-date textbooks and overcrowded classrooms;
• Facilities that are not modernized and lack the technological resources that neighboring suburban districts have; and
• Parents and community members who lack confidence in the ability of the District to educate our youth.

On the pages that follow, I have outlined my specific responses regarding the challenges that face the Syracuse City School District and my proposals for improving school performance.

Objectives

Our community is well aware of the financial and academic challenges facing the Syracuse City Schools. It is also clear that a strong educational system is a critical component of a strong community. Many families and businesses make decisions on where to locate based in part on the quality of local schools. Mayors in big and small cities around the country recognize that, if there is to be progress on economic development, housing, crime, employment, and overall youth development, it must begin with our schools. If in Syracuse we are going to stem the flow of residents and businesses moving out, we have to make a real commitment to the schools today.

As Mayor, I will have a strategic and balanced approach for working with the District to improve our schools. Accountability will be the hallmark of my Administration’s approach to education reform. I believe strongly that the State, the City, the District and the entire community must be held accountable for improving the performance of each of our schools.

I pledge that, as Mayor, I will be the voice for education reform and will establish quality education as the highest priority of our City.

Our priorities will be to:

• Get our fiscal and management house in order, which will free up more funds for education;
• Target both City and State resources to meet critical educational needs;
• Make each and every school and student a community priority; and ;
• See to the successful implementation of the neighborhood and community schools initiatives throughout the District.

It will not be easy, and there is no one solution for our struggling schools. Obviously, the Mayor cannot do it alone. It will take a united effort between the City, District administration and educators, and the community at-large to improve our schools. However, the time is past due to take a strong stand and declare that we will not leave any student behind in the City of Syracuse.

Methods for Achievement 

1. The Mayor will be Accountable

"With adequate resources, urban schools can provide the opportunities that most other American children have as a matter of course: programs, services, books, computers, well-trained and well-paid teachers, and equipment. Over the long run, these investments will produce urban student achievement that matches or surpasses that of any groups of districts in America."

As Mayor, I will partner with the Superintendent to set a new tone for our community. Education will be our top priority. To that end, I recognize that the Mayor must provide an appropriate level of local financial support and advocate for adequate State support in order for the District to reach its full potential. In addition, the Mayor has an obligation to demand accountability for the way the District allocates taxpayer dollars.

As Mayor, I will:

• Establish a strong partnership with the District;
• Provide funding for a complete review of the finances and management of the District;
• Consolidate like functions between the City and the District to save money that can be better used elsewhere in the schools;
• Appropriate additional City funding, develop a three -year budget plan and implement a comprehensive capital construction program;
• Require a local funding maintenance of effort;
• Secure additional State aid for improving school performance;
• Advocate for equitable funding of charter schools that will not financially penalize public schools;
• Promote the establishment of neighborhood and community schools; and
• Market the Syracuse City School District so that families will be eager to enroll their students in them.

The full details of these steps, each of which is critical to making our City schools desirable and highly competitive with all other area schools, are outlined below:

Establish a strong partnership between the City and District

The Mayor and the Superintendent need to be true partners in the effort to adequately fund and support the Syracuse City School District. The lack of a working relationship between City government and the District must change in a fundamental way to be effective. I have already demonstrated this commitment to education by being one of the only elected officials to consistently attend school board meetings. I have a clear understanding of the District’s past and present needs and priorities.

As Mayor, I will designate a top aide to be directly responsible for establishing open and ongoing communications between the Mayor’s office and the District. This will be a new position in the Mayor’s office. The primary job of this individual will be to think about and act on ways in which city government and the public schools can work better together. Furthermore, on a regularly scheduled basis, as Mayor I will call together the Superintendent, the Common Council and the Board of Education to discuss fiscal and operational affairs of the schools. The Mayor’s office will work with the District and other regional leaders, not only on the challenges facing our schools, but also as a partner in promoting all of the creative and effective programs that already exist in our District.

Provide funding for a complete review of the finances and management of the District

At the very start of my Administration, I will set aside funding for a comprehensive financial and organizational review of the School District. A review of the Syracuse City Schools will go beyond the annual financial audit performed for the District and will focus on organizational, management and operational challenges faced by the District. The intent of the review is not to discover additional problems with the District, but to make informed decisions about what improvements need to be made and where to target our joint efforts. The review will help the District improve its performance and encourage public confidence in the schools.

The Council of the Great City Schools, as part of its "Cities Building Cities" program, conducted a similar review last year in the Buffalo Public Schools. Twenty top educators and administrators from 15 urban schools throughout the Country conducted the review. The report produced substantive recommendations that will help to improve the management and organization of the Buffalo Schools. The report concluded:

"The Buffalo school system is facing a critical choice. It can take the steps necessary to substantially improve student achievement, play a central role in the city’s economic revitalization, and increase public confidence in its schools. Or it can keep things pretty much as they are…Other urban systems have faced similar choices between progress and stagnation; they include Cleveland, Washington D.C., Boston, Baltimore, Chicago, Houston, Oakland, and Philadelphia…But none of the cities that took the tougher path has regretted it. In all of these cities, children are learning more than before. Test scores are up. Management has improved."

While in my role as City Auditor, I have already developed a keen understanding of the District’s budget. The review I am proposing will assist my Administration and the District in obtaining a clear picture regarding the actual unmet needs and the methods we can use to partner more effectively and efficiently. The review will also help identify areas where the City and the District can consolidate services.

Consolidate like functions between City and School District

There is a need to consolidate City and District departments that serve similar purposes. Consolidation will result in concrete efficiencies of service, and financial savings. Currently, the City and District each have departments that duplicate each other’s services, including the following:

• Purchasing;
• Facilities and vehicle maintenance;
• Janitorial services; and
• Financial tracking and reporting.

Duplicating services from purchasing to plowing is wasteful, inefficient and cannot continue. By consolidating, I will save the City valuable resources and provide more effective services in both the City and the District. For example, as Mayor, I will consolidate fiscal planning for the District with the City’s fiscal planning. As it stands now, the City has responsibility for the District’s cash, and much time and energy is spent trying to coordinate the City and the District fiscal operations. The duplication could be eliminated without changing the basic responsibility for decision-making. I will also conduct a comprehensive operations review of the District that is certain to identify additional areas for successful collaboration and future efficiencies.

Appropriate additional city resources and develop three-year budget planning

While money is not the only solution for improving student performance, the City must adequately fund the School District. It is not too late to redirect existing City resources to support the education system. By identifying efficiencies in City government (see Metropolitan Cooperation) and by consolidating certain City and School District functions (see previous paragraph), as the next Mayor, I will redirect City resources to the District. In addition, I will make sure that the City has a clear understanding of the extent of the overall short-term and long-term needs of the City School District. To that end, I will work closely with the District to develop three-year budget projections that will assist both the City and the District in long-term planning. 

Additional funding support should be targeted at schools that are failing to meet academic standards; additional accountability measures, including classroom time, absenteeism, parental involvement, mobility and suspension, will be put in place to monitor the efficient and effective use of these revenues.

Schedule education capital improvements

Perhaps most important from a neighborhood perspective is the development of a Capital Improvement Schedule for our schools. The Schedule must be more expeditious and complete than the current 20-year plan. How can the City hope to retain residents while promising to modernize the neighborhood school in five years when, by that time, a resident's child has already graduated from that school? In order to support the changes within the neighborhoods and provide for their future the city needs to improve the schools now.

This is a monumental undertaking, but one which is the basis of revitalizing our neighborhoods and the City. Currently, the City has in its Capital Improvement Program over $45 million dollars in borrowed funds planned to support school modernization and facility repair through FY 2006. But some of these schools cannot wait that long and, with the development of neighborhood schools and community schools, the need for improvement affects the desired outcome of those programs.

As Mayor, I will initiate a program like the "Take the Field" program that brought innovative public/private financing, development, and management techniques to significant capital improvement projects in New York City. I have spoken with Richard Kahan, the Executive Director of Take The Field, as a first step in moving forward with this creative approach. A similar methodology was used in Buffalo in the past few years with the establishment of the Joint Schools Construction Board (JSCB).

In both instances, the City and the School District combined resources to implement 10-year comprehensive redevelopment and modernization plans. In Buffalo, the program cost of construction and reconstruction is nearly $1 billion. And, although only a percentage of those costs qualify for building aid reimbursement from the State, they were able to get the State to enact groundbreaking legislation which authorizes the JSCB to pursue innovative means to finance, construct, lease, and otherwise develop modern school facilities to be used for education. Through this legislation, the City of Buffalo was authorized to use traditional and alternative financing methods including general obligation bonds of the City, local industrial development agency bonds, true lease arrangements, Qualified Zone Academy Bonds, energy performance contracts, and other innovative techniques for financing capital projects. Some of the schools even qualified for historic rehabilitation tax credits.

It is this dynamic sort of partnering and planning which the Syracuse City School District and the City of Syracuse need to develop in order to accomplish the task of making our city schools once again the hallmark of our neighborhoods, the envy of other communities. Most importantly, we need to have our City schools be structures of respect and vitality so that our students and our neighborhoods find that they want their neighborhood school to be the best.

Implement a maintenance of effort requirement

A maintenance of effort requirement would mean that the City would be obligated to appropriate to the District funding that is at least, but no less as much as it provided the District the previous budget year. Although the State Legislature is currently considering mandating a maintenance of effort requirement for the Big 5 City School Districts, as Mayor, I will support a self-imposed maintenance of effort requirement on City funding for the District. The current trend of supplanting local dollars with increased State aid will not continue in my Administration. I believe that it is critical that the City assist the District in stabilizing the District’s fiscal outlook. This can be done through the three-year budget planning process that I will develop with the District.

Secure additional state aid for low achieving schools

The Syracuse City School District has committed to meeting the State’s higher education standards for all students. To meet this challenge, however, requires increased State support. The State is an obvious and critical funding partner for the District.

I strongly support efforts by the Board of Regents, the Governor and the State Legislature to develop a new funding mechanism that will direct education funding to high-need school districts, such as Syracuse. In January, the State Supreme Court ruled in the School Finance Equity Case that the State had failed its obligation under the State Constitution to provide a "sound, basic education" to the children of New York City. According to Justice LeLand Degrasse, the remedy will have to include a major increase in financing for City schools. The Governor and the State Legislature are currently debating proposals for directing a greater concentration of State funding to high-poverty districts. For example, both the Senate and the Assembly’s 2001-2002 Budget proposals would channel 70 percent of the increased school aid to high-need districts. The students of the Syracuse City School District will be the direct beneficiaries of a statewide approach to improving performance at high-need schools.

I am also committed to partnering with the District to maximize State aid. In situations where the District must spend money in order to be reimbursed, I will make sure that the City makes that money available to the District. It is inexcusable not to access all of the State aid made available to the District for worthwhile and necessary initiatives like purchasing school textbooks. Maximizing existing State aid will be a priority in my Administration. 

In fact, I have already successfully obtained additional State school aid. At a January school district budget committee meeting, it became apparent to me that the District and the City were not maximizing the amount of State aid available for the purchase of textbooks, library supplies and software. Yet our students are in dire need of such materials. Due to my efforts, the City and the District have a unique opportunity to secure an additional $1.6 million, for a total of $2.8 million in State funding for the purchase of textbooks, library supplies and software.

As Mayor, I will create a Textbook Revolving Reserve Fund that will enable the District to maximize textbook reimbursable aid each year.

Advocate for equitable funding of charter schools

I believe that, if the City and the District are successful in turning the District into a high performance school system, charter schools will not pose a substantial risk to the District. Currently, however, parents and students are leaving our existing schools to attend the Math and Science Charter School, and that is hurting the District. I do not believe that charter schools are the solution for our struggling schools. Charter schools are contrary to the development of a neighborhood school strategy (see below). In addition, I oppose how charter schools are funded in New York State. At this time, charter schools are drawing as much as $2.9 million from the City School District budget. The District cannot afford to subsidize the Math and Science Charter School or future charter schools. 

The State’s existing funding of charter schools undermines the ability of the Syracuse City School District to meet the needs of its students. These resources would be much better spent on supporting neighborhood schools. I strongly support State legislative action to develop a more equitable funding mechanism that would hold local districts harmless, or that at the least reduces the financial burden placed on urban districts with the creation of charter schools.

Promote the establishment of neighborhood and community schools

Two of the most exciting and important initiatives taking place in our community are the efforts to develop community schools and neighborhood schools. A community school is a place where, in addition to traditional education, opportunities for learners of all ages are provided and many human services needs are addressed. The neighborhood schools initiative is the District’s effort to redefine school attendance boundaries and promote students attending the school closest to where they live. These two efforts will be the cornerstone of my Administration’s efforts to improve the City’s education system and retain families in City neighborhoods. The goal of these initiatives is to create true neighborhood-based schools in which students, parents and other area residents can access the school building and related health and human services before and after traditional school hours and year-round.

The District’s Neighborhood School Task Force, with which I have been an active participant, is currently exploring the opportunity to redefine school attendance boundaries to reinforce neighborhood schools. The intent is to bring an end to busing to the highest extent possible and to strongly encourage families to support their neighborhood schools. This initiative is critical to redeveloping neighborhoods and community. I will work to promote the recommendations of the Task Force in order to strengthen the ties between the neighborhood and the school, the parents and the teachers, and parents with other parents. 

As Mayor, I will also directly support the community schools effort by linking neighborhood residents to government services at these sites. This initiative is truly in line with my goal of making City government accessible and accountable at the neighborhood level. The City will cooperate with the County to locate supportive social services in the Community Centers. I have already participated in meetings with the County and the District to discuss how to best collaborate to bring our services together. There is no doubt this will improve service delivery dramatically and improve the effectiveness of the services.

Community schools will build upon the District’s 21st Century Community Schools Initiative by bringing together community resources and services, tailored to the needs of that neighborhood. We should pilot the Community Schools Initiative in one or two schools and work toward expanding to meet the needs of each neighborhood in the City. An outstanding example of community schools exists within our State:

"Since 1992, the Children’s Aid Society, the New York City Board of Education and the School District have opened four community schools in Manhattan’s Washington Heights community (2 elementary schools and 2 middle schools) serving nearly 7,000 children and their families. These schools are open all day, all week, year-round and offer a range of on-site services, including health, dental and optometry services, mental health counseling, extended-day academic, arts and sports programs, parenting support programs, summer programming and adult education. Other partners involved in the community schools include local universities, hospitals, businesses and other community organizations."

Source: Building a Community School

Community schools will help reduce the current financial strains placed on the School District by leveraging resources from other groups and agencies. As Mayor, I will partner with the District to leverage the government and private funding necessary to implement community schools. One critical point is that, while this will take place in our schools, schools will no longer be the entity solely responsible for the development of our youth and for reaching out to families in our community. Some of the burdens that currently fall to the schools will be more appropriately directed to government and non-profit agencies that have the resources to address the problems confronted by the schools.

I believe neighborhood schools and community schools will be the critical link to our success in raising academic standards, in reducing dropout rates and the high mobility rates, in getting students and parents the skills they need to succeed and in fostering healthy communities. Much of what I want to accomplish as Mayor, including neighborhood revitalization, economic development, reducing crime and promoting healthy youth will be bolstered by the implementation of community and neighborhood schools. Making these initiatives a success will require leadership from the next Mayor, and I am committed to working directly with the Superintendent and the community to make these initiatives successful.

Market the Syracuse City School District

While it is necessary to focus on the schools that are not meeting acceptable performance levels, I also must return to my initial point that there is much that is good about education in the City of Syracuse. We must be aggressive in getting out the message that there are schools, teachers and students that have and continue to perform exceptionally. We must market those successes and work to make sure that everyone involved with marketing the City and region (real estate agents, employment relocators, companies, or economic development agencies) are aware of the District’s strengths. If we cannot present our successes clearly, we cannot expect others to do it for us. We must compete with other Districts for students, and we must sell our product. Young families need to be aware of the strengths of the District and must be made aware of the District’s progress as we focus on improving every school. As Mayor, I will make marketing our schools a priority.

2. Supporting the District and Educators

"All Mayors, regardless of the level of control over the school system they possess…should play a leading role in the community calling for greater accountability and results."

The movement to hold schools, districts and educators responsible for student performance is well underway in New York State and across the Nation. However, I believe we can do more locally to demand that every child is receiving a quality education and that tax dollars are not being wasted. We must ensure that educators have the necessary support from the District, the community and parents.

While the Superintendent and the School Board will continue to be directly responsible for setting the academic and curricular priorities within the District, the Mayor and the community must become more intimately involved with the performance of our schools.

As Mayor, I will support the District’s efforts to develop comprehensive school improvement for achieving real results. I will work with the District in the following areas:

• Improving student performance;
• Reducing the dropout rate;
• Ensuring safe and healthy schools;
• Enhancing professional development for educators and administrators; and
• Reducing teacher-to-pupil ratios and promoting early childhood education.

Improving School Performance

Raising overall academic standards must continue to be the priority for the District. As Mayor, I will advocate for programs and policies that will enhance the District’s ability to meet State standards. I strongly support the District’s efforts to strengthen curriculum content, focusing on the basics: reading, writing and math. It is clear from the English and Math fourth and eighth grade tests that a concentrated effort to improve student performance is required.

Resources must be appropriately allocated toward these initiatives so every student has the opportunity to succeed and so that no child is left behind. In addition, every school must be required to have school improvement plans that are available to parents and the public and that outline specific and measurable ways the school will improve results. The process of developing school improvement plans must include parents, teachers and the outside community. Dr. James Comer, founder of the Comer School of Development, noted "a comprehensive school planning process will mobilize teachers, administrators, parents and other concerned adults to support students’ personal, social and academic growth." The development of community schools should facilitate parental and community involvement in supporting educators in their effort to meet every student’s needs.

Furthermore, as mandated by State Education Law and the State Education Department’s Part 100 Regulations, the District must provide appropriate Academic Intervention Services (AIS) to students who have not met State academic standards on one or more of the State’s exams. In addition, parents must be informed of the progress being made to bring the student up to acceptable performance levels.

The short-term goal is to improve performance at Blodgett and Shea in order to remove them from the list of State School Under Registration Review (SURR) schools and to prevent any additional schools from being placed on the SURR list. The longer-term goal is to see a yearly increase in performance at each school and with every student as we work to meet State standards.

Reducing the dropout rate

The Superintendent and the Board of Education have agreed that reducing the dropout rate is a priority of the District. Currently, the official dropout rate is 5.7%. However, that figure is misleading. Every year, about 2,000 of the City’s youth enter ninth grade in the school district. Yet, the size of the 12th grade class is consistently less than one-half that figure. These unofficial dropouts have an extremely difficult future ahead of them. Today, more than ever, there are limited opportunities in Syracuse for individuals lacking a high school education. Too many teenagers are dropping out of school and leading less-than-productive lives. We will need to work extra hard to reverse the rising dropout rate as the State’s high stake Regents graduation requirements are phased in.

The City must partner with the District to provide necessary support to individuals who may be falling through the cracks of the existing system. In addition, parents must be brought together to develop solutions and become partners with the District. I support the District’s approach to recapturing students who have left school before graduating and targeting at-risk students. I am committed to working with the Superintendent and the Board to set aside money for programs aimed at reducing the District’s dropout rate that have demonstrated success. In addition, I believe that the creation of a new vocational and technical high school will assist in retaining non-traditional students in school. Onondaga Community College (OCC) currently has programs for students who have not completed high school and has been very successful in retaining these students in their programs. The District should partner with OCC to develop a comparable program for the high schools that will successfully retain students who are at risk of dropping out.

To reduce the dropout rate, we need to reduce reliance on social promotion and enhance support for early intervention, Pre-K programs and early Head Start. We must do a better job tracking students throughout K-12, and we must convey the message that we have high expectations and that dropping out is not an option.

Ensure safe schools

Students and educators deserve safe, high-quality environments that promote true learning. However, in light of school tragedies around the Nation, many students and educators do not feel safe within our schools. During the 2000 Legislative Session, the Legislature approved comprehensive school violence legislation entitled Safe Schools Against Violence in Education Act. This legislation requires districts to have a building-level and district-wide school safety plan that includes provisions for crisis intervention, emergency response and management and annual safety training for staff and students. To create the school safety plan and to review it on an annual basis, a school safety team must be put in place that includes parents, teachers, administrators, school safety personnel, local law enforcement officers and other community members.

It is critical that the District and schools get these plans in place and that the appropriate staff training is provided. I am aware that they are currently developing these plans. As Mayor, I will work with the Superintendent and City department heads to ensure schools have the complete cooperation from the City in developing and implementing emergency response plans. Furthermore, it is not enough to simply have safe facilities; we must redouble our efforts to address the unmet physical and emotional needs of students to ensure that tragedies do not occur in our schools or our neighborhoods (See Youth Development).

Increasing professional development programs for educators and administrators

Professional development is critical to the success of school reform. More can be done to ensure that each student has a teacher who has been provided the necessary tools and training to assist students in reaching higher academic standards. We will need to see a dramatic increase in the financial commitment to professional development in order to make an impact on student performance. Furthermore, administrators must have the training and skills necessary to lead their schools. Research indicates that quality administrators and teachers have a strong correlation with school success. 

As Mayor, I will work with the District to identify funding that can be directed at quality professional development opportunities for every educator and administrator.

Improving Teacher-to-Pupil Ratios and Promoting Early-Childhood Education

Research suggests that efforts to reduce class size in the early grades and to provide early-childhood education reap the largest benefits for poor and minority students. Existing resources must be deployed sensibly to support early-childhood education and a reduction in class sizes. Higher-quality experiences can also be achieved by a reduction of the number of students a teacher has in his or her classroom. Head Start and Pre-K programs have been very successful in improving student performance. However, after a few years in regular classrooms, the progress made by the young students who participated in Head Start begin to disappear. The philosophy and programmatic structure of these early intervention programs should be utilized in all K-12 classrooms. We must continue to target in an effective manner the State and Federal money that has been made available to the District for reducing class sizes and for early education programs.

3. Increasing Parental and Community Involvement in Our Schools

"Education is the responsibility not only of schools and governments, but of everyone in the community. Successful reform can only be possible with the support of parents and the entire community."

Community involvement will only succeed if the community believes they have a stake in the schools. As Mayor, I will work with the District to promote parent and citizen involvement in the schools, and I will be a strong supporter of efforts to develop community and neighborhood-based schools. Furthermore, I will call on the private and non-profit sector to join with us in establishing schools that are a community priority. In particular, I will use the Mayor’s office as a bully pulpit to further the "caring community" concept and programs like Syracuse Reads and Success By Six.

Parents and community members can be directly involved with changing the course of our city schools by:

• Being actively involved with the Community Schools Initiative;
• Volunteering to mentor and tutor our students; and
• Establishing private-public partnerships.

Being actively involved with Community and Neighborhood Schools Initiative

Previously, I discussed the development of community and neighborhood schools in our community. I mentioned that this is a critical component of improving our schools and bringing the community and neighborhoods together. However, community and neighborhood schools cannot and will not be successful without the participation of parents and community members. The community school must work to involve parents at all levels and as early as possible as partners in planning the community school, as volunteers or staff, and as partners in their children’s education. Entire communities will benefit from the services offered at our schools. As Dr. James Comer, founder of the Comer School of Development, told our community in March of this year:

"The problems of school violence and underachievement are the result of a fractured sense of community, and only a rekindling of that community within schools can overcome them."

As Mayor, I will do my part to encourage parents and local businesses to become more actively involved in the planning process for community and neighborhood schools. I will partner with the District to leverage the necessary government and private funding that will enable us to implement community schools.

Volunteering to mentor and tutor our students

Our schools need more individuals to get directly involved with helping our students reach a higher level of performance and to know that the community cares about them. Many parents and concerned community members would like a way to become more personally involved with the education system. I believe we can do more to tap into the available pool of volunteers and mentors, and I will work with the District to pursue this effort. The goal is to have every student who needs assistance in meeting higher academic services to be linked with a tutor and/or mentor. As Mayor, I will set the example by volunteering my services to a school.

Establishing private-public partnerships

Scarce resources require the City to partner with other public and private entities to achieve common goals. The private sector is a largely untapped resource on which our public education system can draw to support systemic change. As Mayor, I will work with the private sector to encourage enhanced involvement in public education, and I will challenge them to participate in even more significant and enduring ways. I definitely believe that more local businesses should find a way to become involved, either financially or through volunteer or in-kind services, in the effort to improve our schools.

Expected Results

In a March 25th Post Standard article, "Poor Neighborhoods; Poor Test Scores," we were once again reminded that there is an inverse relationship between a school’s poverty level and student performance on State exams. What this article does not stress is that we know that there are many outstanding examples of schools and students that have successfully overcome the barriers of poverty. Schools and students around the country and right in our own District are succeeding despite the odds against them. 

"Philadelphia, Fort Worth, Houston, Sacramento, Chicago, Louisville and other cities have made major gains in test scores over the last several years despite the extraordinary levels of poverty found in some of these communities. Many cities are also narrowing their historic achievement gaps between disadvantaged and more advantaged students and among students of different racial and ethnic groups. This has occurred because these districts have focused like a laser beam on the single goal of improved student achievement."

If these large, urban city school districts can make major gains, it is more than possible for Syracuse to make real improvements in student performance. Syracuse needs to focus on the performance at each and every one of our schools. We do not have a choice. We cannot allow our understanding of the impact of poverty to be a crutch. We must work together to overcome that obstacle and make sure that every child has a quality education. Too much depends on our City having a quality education system. All of the other issues I will address throughout this campaign are affected.

I believe the roadmap that I have outlined for comprehensive school reform will lead our District and City on the path to real change. In the end, we will need to measure our success. Specifically, we will know we have been successful at reforming our education system if within the next four years:

• There is an increase in State and local funding support for the District and a stabilized long-term financial outlook;
• There is better management of resources leading to classrooms where every student has up-to-date textbooks, class sizes are below state averages and teachers receive quality professional development;
• We no longer have any schools on the SURR list and school performance at every school has risen to acceptable State levels;
• School dropout rates have been reduced below the statewide average of 4%;
• Charter schools do not pose a financial threat to the District;
• School facilities are receiving regular and on-going maintenance in line with the District’s 20-year plan;
• Every educator and student feels safe in each of our schools; and;
• The community has joined together to create neighborhood schools that provide neighborhood-focused programs and services.

We will also be able to measure our success by factors that are indirectly related to our education system:

• When families stop identifying schools as the reason for leaving the City, and young families choose to buy homes in the City;
• When businesses stop listing ill-prepared students from our high schools as the reason there is a shortage of qualified workers;
• When neighborhoods have become stabilized and do not continue to feel the pressure of flight to the suburbs;
• When property values begin to rise, and when the tax base is expanded; and
• When parents and community members no longer view our schools as remote and unapproachable, but rather see them as centers of the community.

We must address some of the challenges faced by our schools and the challenges faced by our neighborhoods. In my response to the 20/20 Question on Neighborhoods, I discuss my proposals for stabilizing and revitalizing neighborhoods. My efforts as Mayor to improve neighborhoods will benefit the City School District. I believe my proposals for improving neighborhoods will enhance the Community Schools Initiative, reduce the dropout and high mobility rates, and lead to more community support for the schools.

When will all this happen? Obviously some of the things I propose to do will take time, perhaps they will not be completed within four years. The important goal is to get our District on the right path, to have a detailed roadmap, and to focus on what needs to be accomplished. We need to come at the problem from a different mindset if we are to be successful. All of the partners who are impacted by our City schools will need to work together. It will take a concerted effort from parents, teachers, principals, politicians, community groups, public agencies, businesses and religious leaders. As Mayor, I will work hard every day of my Administration to see to it that a strong education system is the number one community priority.

"Today’s mayors are business managers, trying to make sure they squeeze every nickel out of their budgets to provide essential city services. In the last decade we’ve witnessed mayors who’ve taken on every issue. Today’s mayors are willing to undertake any issue that will improve the life of their cities. We don’t have the luxury of passing the buck."

Background

The Mayor is the Chief Executive Officer of one of the largest organizations in the community. As such, the mayor oversees $450 million of annual revenue, taxable assets of over $3.5 billion, employment of more than 6,000 people in City government and the Syracuse City School District, all with an obligation to provide services to the 147,000+ residents and 43,000 separate properties. Add to this over 280,000 calls responded to by the police department, more than 100 fire responses and 7,000 first-responder medical emergency calls by the fire department, and the complexity of the planning and management challenge takes shape.

Technology assists in this endeavor, but only to a point. The City’s financial management system is maintained on two IBM mini-computers, state-of-the-art AS/400’s. The general ledger, budgeting, and accounts payable applications run on a remote system under a contract with Affiliated Computer Systems, Inc. (ACS), with their proprietary software. Payroll, property tax, water billing and code enforcement applications are maintained on the AS/400’s with software developed by City staff. An AS/400 also runs the District’s financial management system with software originally licensed from IBM, and currently maintained by District programming staff. And, finally, the student record system is established on a Hewlitt-Packard mini-computer. Yet, all of this technology as a management tool is only as efficient as the people who use it for quality data analysis and benchmarking. As a fiscal tool, it is only as good as the dynamic software system that is utilized.

The next Mayor will also inherit the remaining six months of a budget adopted by the prior administration. Currently, there are many factors that affect, and will continue to affect, the combined budget of the City and the District. This means that the next Mayor must immediately understand the current budget status, the progress of any contract negotiations, and the impact of declining federal funding for Community Development Block Grant (CDBG) and the Syracuse Housing Authority. The mayor must also understand the economic impact of new construction, the deterioration of city vehicles, the continual decline in the student population, and the lack of confidence held by the rating agencies. All of this must be acknowledged, understood and confronted as the preparation of the new budget commences.

Problem Identification

A clear understanding of the financial challenges facing the Mayor on January 1, 2002, is essential for establishing a fiscal plan. Keys to this understanding are a grasp of the current structural budget deficit, an awareness that the City needs a multi-year financial plan, a commitment to fiscal discipline and an appreciation of the importance of the City’s credit rating.

The current budget deficit is not just a one-time problem. It has been, and will continue to be, an annual problem, until the structural variables that create it are controlled. The variables are the shrinking tax base and the expanding financial needs. As the City goes through a period of stress, costs go up. The relationship of the variables is critical. In rounded numbers, payroll amounts to over $100 million annually. The property tax generates $20 million. So a 2% increase in payroll requires a 10% increase in property taxes. The tables below show the relationship of all revenue and expenditure categories for 1999/2000.

The control that is necessary to manage the structural deficit has been lacking in the financial management policy of the Bernardi administration. That policy has accepted the historical growth of this deficit, instead of building a firm understanding of how to restructure the budget to deal with it. Each year, the City falls deeper into a financial pit. The City is relying on increases in State aid and deficit spending in order to keep services functioning. Services are cut to make ends meet, and the result is a downward spiral.

Objectives

By understanding the problem of the current fiscal situation as described above, the Mayor will be able to define a policy and plan which achieves financial stability, not just in the near future, but in a sustainable fashion for the City for years to come. At the same time, changes in the management flow and structure of city government can bring much needed efficiency, prevent replication of tasks and provide for a more concerted effort in continually benchmarking and evaluating performance.

Methods of Achievement

In many ways, the City is facing what private-sector business faces every day. In the private sector, when customers complain about defective products, industry could either improve the inspection process to prevent defects from shipping or improve the production process to eliminate defects. For effectiveness and fiscal efficiency, they chose the latter.

The City faces the same dilemma when offering services as a product. For example, currently, police calls are escalating at a rate of 20% per year. Syracuse can either respond by increasing the number of police, or it can find out why there are so many calls – more than 280,000 from a population of 147,000, most of whom never call the police. By doing the latter, fiscal responsibility and management analysis allow for efficient and productive government. This analogy does not resolve all of the problems, but it does take fiscal planning and management to a coordinated higher level. Throwing dollars at a problem does not solve it, nor does isolating the issue within a budgetary framework. Multi-year budgeting involves all departments in a holistic analysis of issues, affords the implementation of a stronger and more efficient management structure, and provides the framework for effective and direct allocation of available resources.

In order to accomplish this more "business-like" approach to government, the Lewis Administration will address the following areas:

A three-year multi-year financial plan will be prepared and introduced with a program budgeting base.

The development of a three-year multi-year financial plan provides the core structure for fiscal and management improvement to take hold and bring to the City a progressive sense of policy evolution and implementation. In the short-term, it is necessary that such a plan include the use of program budgeting and activity-based-costing in order to allow the administration to better utilize the resources available. The annual debt service can be reduced by extending the pay-off period. And specific changes to current policy need to be made: a Fund Balance Reserve Policy must be adopted; sales tax revenue estimates should be coordinated with the County; and a specific program should be implemented to re-establish the City's credit rating.

Program budgeting, which is state-of-the-art budget management, can be brought to the City. This can be introduced to the Common Council with the assistance of Syracuse University's Maxwell School. It can be implemented while an internal task force realigns the management structure along program lines. This requires the establishment of an outcome measurement structure which sets specific program goals and accountabilities, provides for an analysis and review process to make sure that the efficiency of each program is monitored and ensures that any adjustments made are done so with the proper information.

One management area that needs to be addressed is the deterioration of the City's vehicles. An assessment of the use and condition of these vehicles must be commissioned. With the results of the assessment, a long-range plan for the use of the fleets must be developed. This needs to include a preventive maintenance program, the exploration of the feasibility of a centralized routine maintenance facility and a "You Drive It Home With Pride" program for non-commercial vehicles.

The mayor's office needs to be realigned to better match program budgeting.

In the broad-scheme, when city government is redefined along program lines, the Mayor's office must also be realigned. As such, the administration will have singular liaison positions, focusing on the following areas:

• Education - The link between the District and the Mayor's office. Coordinating weekly meetings which deal with issues ranging from weekly attendance and transfers to capital project progress. There will also be the coordination of City and District public events so that conflicts can be alleviated for those in the community who wish to be active in both areas.
• Neighborhood Support - The link between the neighborhoods and the Mayor's office. Again, weekly events and attendance at public functions by members of the Mayor's administration and City departments will be coordinated to alleviate conflict, and provide much-needed public interaction. Community school effectiveness and coordination will also be a responsibility here.
• Economic Development - The link between groups such as FOCUS Greater Syracuse, the Chamber of Commerce, Syracuse University, the medical complexes, the Metropolitan Development Association, and others. I will promote local projects and facilitate City-County efforts that expand industrial and business development in the Downtown Neighborhood as well as in the other 25 neighborhoods of the City.
• Marketing - The link between the City and the potential market. The City needs to promote itself more effectively, not only to the outside but also to its citizens. A coordinator for marketing will be able to work with City departments, business and educational entities in the community, housing developers, the real estate community, and others to assess, promote, market, and develop long-term plans to broaden the tax-base of the City without a detrimental impact upon current stakeholders.

The Lewis Administration will realign the Mayor's office to achieve improved communication, control, and efficiency. Technology will provide timesaving and cost-saving methods of analysis for project planning and scheduling. The sharing of information will afford all City departments greater access to data that will assist in performing daily tasks. This will become most apparent as the Administration provides more frequent and more detailed reporting to the Common Council, the Board of Education, the investment community, and, most importantly, the general public.

The Mayor must find alternative funding sources.

While all of the program and service delivery changes will hopefully encourage more young families to relocate and live within city neighborhoods, the evolution of that tax base will be a progressive one, and will take some time. In the meantime, the city must more aggressively explore other areas of funding and cooperation.

1. Partnering with Onondaga County

   As described in the section on Metropolitan Cooperation, partnering with the County presents several opportunities for strengthening the City’s finances:

   • This partnership will adjust some of the out-dated formulas for sharing costs. In particular, the City guarantees the full amount of the school tax levy to the District. The County provides the same guarantee for the suburban school districts. Taxpayers who live in the City pay for both guarantees. The County should extend its guarantee to the City School District.
   • Secondly, the City has been paying the County for uncollected County taxes on vacant property when the City takes title to the property for unpaid property taxes after two years. This practice should be ended, and some adjustment should be made for prior years.

   As discussed in other areas of this policy compilation, strategic alliances with the County are important to the alleviation of some of the funding burden of the City. The Community Schools Initiative, discussed in the section on Education, will bring in new sources of funding for services delivered directly in our neighborhoods. And as the City and County cooperate to administer service delivery more efficiently, both governments can benefit from substantial reduction in costs and improvement in services.

   As Mayor, I will work to consolidate the databases managing the County’s income maintenance programs with the database supporting the City’s public housing programs. The cost of the County’s system ranges in millions of dollars. It is ineffective and inefficient. Much of the same data is maintained by other agencies. The new Metro-Net fiber optic link, which is being installed to connect all local governments, makes it possible to consider eliminating duplicated databases. Subject to program requirements and security considerations, a central database could be created to store the elements of common information that are now shared by separate agencies.

   For instance, when a family receiving Temporary Assistance to Needy Families (TANF) lives in public housing and their income changes, they are required to notify both County Social Services and the Syracuse Housing Authority. Both agencies enter information into separate computer systems and then send each other paper confirmations requiring additional processing. This is one small example of the duplication that could be eliminated. Costs can be reduced and services can be improved.

2. Strengthen the City’s grant management functions.

   Additionally, the City's Research Bureau, which oversees grant applications, must be modernized and made more accountable. Currently, there is no grant management information database that would allow for an analysis of grant application activity. It is not possible to determine whether the City is maximizing its opportunities for grant revenue. Installing grant management software to track grants throughout the City and the School District will be a priority of the Lewis Administration.

3. Create more effective alliances with non-governmental entities.

   The Lewis Administration will engage in more strategic alliances with private industry, the not-for-profit community, and the educational/medical/technical centers that are becoming a major factor in the advancement of the City regionally. It is necessary that government work in conjunction with these groups because they each offer services and value to the City that the City cannot replicate. Private industry can be more flexible in times of crisis and in terms of funding capital development. Our schools and research facilities can tap into funding for greater development of technical and research centers. Partnering with these groups will provide more effective programs for all involved and will allow for more concerted effort by all in the community for development and progress.

Transfer of Functions to the County

As described in the section on Metropolitan Cooperation, the City would save $3.5 million annually, should it transfer the responsibilities of purchasing services, Hancock Airport, and the downtown parking garages to the County. This $3.5 million savings could be invested in developing and strengthening City neighborhoods.

"Aging, decaying, inadequate, or inefficient infrastructure can interfere with the quality of life and economic activity. Cities cannot afford to wait until bridges crumble or water mains break before addressing infrastructure needs. Efficient transportation, environmental, utility, and technology systems are essential to building the quality of life that families and businesses want and expect."

Background

Throughout the 1900's, and most significantly the last half of the century, Syracuse found itself, like most northeastern cities, growing and changing without expanding its outer limits. Although suburbia surged on its fringes, the City envisioned growth through modernization, replacing older buildings with newer ones, resurfacing and widening roads where necessary, and allowing for industrial development where industry had always been.

In doing so, the City was able to put resources into some of its shining jewels, especially the park system which had become nationally known. At the same time, the course of progress and the continued surface changes belied some of the much-needed modernization work that needed to be accomplished. The water system, gravity fed from Skaneateles Lake along with the sewer system, was taken for granted, repair work being affected only when needed. Bridges and roads, once arterials and important to the transport of goods, services, and people from one area of the region to another, soon became neglected when Interstates 81 and 690 became the arterial connections for the community.

And finally, open spaces, often the result of the passage of time, changes in economic condition, or demographics, and once seen with potential, now lay vacant, became parking lots, or were forgotten. Consequently, today we have neighborhoods and spaces on our arterials which all suffer from the "gap-tooth" syndrome of a city in decline.

Problem Identification

The physical aspects of Syracuse must be looked at in a systemic and integral fashion. This, to date, has not occurred. The current inventory that is being pursued by the City/County Planning Commission as the first step in the comprehensive plan process is an important one. The City must define what infrastructure resources are available and what repair and reconditioning needs exist down to the neighborhood block level.

The Department of Public Works, once a model of city management and effectiveness, suffered when roles were combined with the Parks Department. At the same time, the glorious park system in the city suffered because of the lack of focus and oversight.

Objectives

The overall goal is to modernize infrastructure systems where necessary, thus lowering the long-term and short-term maintenance costs. This would also increase their reliability. Additionally, the outcome of any infrastructure analysis and planning must also see potential in what may have previously been ignored.

When we continue to implement the GIS (Geographic Information System) database, and finish the Aerial Photographic Map of the City, we will have tools to provide essential and consistent information to all departments. They will also provide us the ability to see things we may have previously missed. One thing will become evident immediately, and that is that our roadways are our largest architectural feature in Syracuse. More so, we will note that the elevated structures of Interstates 81 and 690 are specifically the largest architectural structure in our community. In ancient Rome and Greece, such large structures (aqueducts) were developed as the cornerstone of imagery for progress. As Mayor, I will develop a partnership with the State and the County and work to secure federal highway funds and county funding as a regional impact area.

Improved service and fiscal discipline and savings should also not be the only goal, nor the only result. Once again, the City, with a strong and solid infrastructure, needs to market these assets to those who would relocate to Syracuse. Our park system, especially the views from the round tops, must once again become the signature of all neighborhoods in the City. The ReLeaf Syracuse program has made great strides to counteract the devastating damage done in the Labor Day storm of 1998. We need to continue and expand this effort to bring our parks back to national prominence.

Methods of Achievement

The course of action to implement the necessary changes and modernization needs to be done at three levels: the neighborhood level, at a citywide level, and at a regional level. The impact of State and County agencies upon the repair, development, and upkeep of the infrastructure adds a level of involvement that must be understood.

The approach that will be taken, and the chief priority for dealing with infrastructure concerns, is the development of Neighborhood-Based Improvement Plans. These plans will be the result of the specific analysis of the neighborhoods, in conjunction with a broader Citywide Capital Improvement Plan. The current Capital Improvement Program deals primarily with the compilation of a wish list that is target-specific, but lacks a plan. The citywide plan will set as goals certain broader developments. These will include:

• Modernization of drainage and sewer systems;
• Conversion of all unimproved streets to improved streets with equitable financing (where neighborhoods wish this to take place);
• Burying of power lines where possible; and
• Stepped-up timetable plan for the capital improvements of our schools.

The modernization of the drainage and sewer systems must include the evaluation of a combined sewer separation system. The City must make sure that any approach that the County will take as part of the Onondaga Lake clean-up is thought out and fits into the broader plan of the City. Sanitary system feeder lines must be a concern as many of these are nearly a century old or older.

The City must reevaluate and improve the Skaneateles Lake water system and the maintenance and use of the City reservoirs. A filtration avoidance strategy must be looked at. The effectiveness of the current program, which costs $1.5 million annually, must be evaluated. The planning process for these changes, the end result of the impact on public space and character, also needs to be addressed. Where possible along our creeks and waterways, as we improve our sewage and drainage systems, we must be progressive and develop the public space for use. The Onondaga Creekwalk is a beginning, but a larger Onondaga Creek park (much like Rock Creek Park in Washington, D.C.) needs to be thought about, and planned for. The same must be the situation anywhere major work will be undertaken. To modernize the functional part of the infrastructure is one thing, but to accomplish that and improve the surface property as well is the ultimate goal.

From Unimproved Streets to Improved Streets

The development of unimproved streets is only part of the manner in which the Neighborhood Improvement Plans will help the city focus on real improvement of infrastructure. By strategically looking at the neighborhood, and including input and planning from the residents of the neighborhood, the City will get a better idea of how to functionally improve a neighborhood for the residents. A model of this kind of collaboration is what has taken place in the TNT process with the Lincoln Hill Development Plan. Not only is street paving addressed in this venue, but also lighting and sidewalk issues. The City currently replaces light fixtures and poling rather than creating a lighting district, which would serve the community better. At the same time, streets are sometimes improved, or sidewalks added to the detriment of tree growth or green space.

Parks and Bike Paths

Even the parks need to be addressed on a neighborhood level; depending upon the kind of programming, physical changes will be different from park to park. Bike paths, which would be an important asset to neighborhoods, and the City as a whole, need to be planned for and initiated at the neighborhood level.

All of this can be accomplished through a new approach of cooperation, regional sharing and involvement and a redefining of priorities and resource allocation. Through regionalization, the shift of responsibility for Hancock Airport and downtown parking to the County of Onondaga will open up resources that the City can more efficiently apply at the neighborhood level. This close relationship with the County will also reap several rewards. The development of the regional transportation corridors by the County and the State will also be discussed with the City, with appropriate cost-sharing based on regional impacts. County-managed improvements to bridges, roadways and highways can be coordinated with City improvements to the infrastructure and physical structures that support the living City.

"Perhaps never before have the interests of the two pillars of regional community – central cities and suburbs – converged so sharply toward a common agenda. Perhaps never before has that agenda been so important, with our Nation entering a new millennium and racing to compete in a dynamic global economy."

Background

New York State has a local government structure that has evolved over hundreds of years to include villages, towns, cities and counties. As responsibilities within local government grew during the 19th Century, municipal functions were assigned to city and town governments. County government developed into a "regional" government with functions that encompass, but do not necessarily supersede, the jurisdiction of cities, towns and villages within its borders. Counties were established as sub-units of State government and are very diverse in population and demographics.

While cities are also diverse in their demographics and population, there has been a dramatic fluctuation in population in the State’s cities since the beginning of the last century. All of the State’s large cities experienced rapid growth between 1900 and 1930. Growth tapered off during the Depression, and came to a halt from 1940-1970. In the period from 1970 to 2000, most New York cities experienced a population decline. The stabilization and subsequent decrease of population in the central cities has been accompanied by growth in the surrounding suburban communities. As urban patterns changed after World War II, some municipal functions were transferred to the County government. But these transfers were made without any consistent strategy, and without the benefit of 40 years of hindsight.

Syracuse is the fifth largest of New York’s 62 cities, and Onondaga County is the tenth largest of the State’s 62 counties. However, the results of Census 2000 reported that the number of residents living in Syracuse fell to 147,306 in 2000, down from 163,860 in 1990 (a loss of 16,554 residents) and much less than the City’s 1950 population of 220,583. Although Onondaga County also experienced an overall population decline of 11,000 residents in Census 2000, the population loss is attributed to the loss of population in the City. Outside of the City of Syracuse, Onondaga County gained 1.9% or 6,000 people since 1990.

The historical population trends and shifts in functional responsibilities have impacted the relationships between Syracuse and Onondaga County government. The Census makes clear that the City of Syracuse continues to struggle with population exodus, while there has been growth in our suburbs.

The population shift is a reflection of so many factors including education, housing, crime, tax rates, and a lack of employment opportunities. However, the situation becomes cyclical. Without improving the quality of life indices in the City, we continue to lose population in Syracuse. With a declining populace in Syracuse, our quality of life indices continue to decline. What is called for is a new way of thinking about these problems. I believe this means looking both inside and outside of our City for new approaches to the same challenges.

Problem Identification

"The key problems and opportunities of our day – crime, pollution, untapped markets, workforce development, welfare reform, infrastructure improvement and more – do not respect jurisdictional boundaries."

With the benefit of hindsight, it has become clear that in our community there are functions that are regional in impact that should be performed by the County in cooperation with the City. For example, the airport, parking garages, and arterial roads serve as engines driving the economy of the region. It is also clear that the City of Syracuse is central to this region’s success. We must come together as a larger community to determine what we can do to strengthen the City. It is not realistic to believe that our suburbs can be strong without a strong central city. The reality is that our fate is intertwined. In order for our entire community to be sustainable, our core must be strong.

Our region has already begun the process of looking at our policy concerns from this perspective of cooperation and collaboration. For example, the Central New York Regional Planning and Development Board (CNY RPDB), a five-county agency, is comprised of local elected officials, community leaders, business and industry representatives, citizen representatives, and members of minority groups. The CNY RPDB focuses on four key program areas: Environmental and Water Resources Management; Economic Development; Regional Information Services; and Land Use and Transportation.

The Greater Syracuse Economic Growth Council was created in 1996, bringing together more than 25 regional organizations involved with economic development to address job retention and creation issues. We must continue to work together, identifying areas best served by collaboration, and doing what is in the best interest of the whole.

Although some progress has been made, our community is often criticized for its lack of regional planning. As Mayor, I will be much more aggressive at pursuing metropolitan collaboration. Under my Administration, there will be a new way of thinking in the City. It will be one that fosters working with as many regional partners as possible to promote what is in the best interest of City residents and the region. The territorial approach of the past will be replaced with a new, positive approach to regionalism.

Objectives

It is time to reconsider the distribution of functions among the City of Syracuse, Onondaga County and other local governments. The reasons to engage in metropolitan and regional collaborations in Central New York are multiple, including:

• Enhancing the quality of services at a shared cost;
• Recognizing that marketing and economic development is more successful and appropriate at the regional level;
• Sharing ideas and resources often leads to better problem solving;
• Allowing for strategic use of scarce Federal and State resources;
• Planning more realistically;
• Developing a sense of local and regional harmony; and
• Enabling governments to compensate for their strengths and weaknesses.

The City of Syracuse must also pursue regional collaborations in order to get outside assistance for its revitalization efforts. The Central New York region should be an eager partner because the City’s vitality has a real impact on the region’s economic prosperity.

The goal is to develop, with the county and other municipalities, long-term partnerships that transcend individual jurisdictional boundaries and promote the assets of Syracuse that are also regional assets. These include its parks, downtown cultural center, airport, lakefront, highway access, and institutions of higher learning.

Methods of Achievement

For others to want to partner with the City, we must first convince them that we are a worthwhile partner and that we are committed to taking a regional approach to solving some of our problems. We must also remove the stumbling blocks that have prevented us from pursuing regional efforts in the past. It is time to move forward. As Mayor, I will act aggressively to:

Promote "A New Way of Thinking" within City Government

In my Administration, every department will become involved with thinking of ways the City can operate more efficiently and effectively with regional partners. I will issue a directive to my department heads that requires them to review each program or project taken on by the department and determine if there may be a better way to deliver services. Furthermore, department heads will determine whether or not there are regional partners with whom we should be working. We must look to the individuals who work day in and day out with the City’s programs and projects to provide recommendations and suggestions for potential collaborative efforts. Department heads will submit proposals for collaboration to me within the first four months of my Administration. The goal will be to identify services that can be performed more efficiently and effectively by working with regional partners.

I am confident that, as City departments review operations, we will find additional areas where we can and will collaborate. Through collaboration, we will eliminate inefficiencies and duplication and, in the long, run save taxpayer dollars.

Implement City-County Partnerships and Pursue Other Regional Partners

As Mayor, I will make City-County partnerships and other regional collaborations a priority. As was pointed out in the March 11th Herald-American editorial "Critical Choice," one way to defer the demise of the City of Syracuse is to conserve precious resources by consolidating services with other levels of government. The editors of the Herald-American noted a plan advanced by the existing County Executive and Mayor to combine purchasing departments – a move that would save the City approximately $500,000. As candidate for Mayor, I believe that we must go further than that. I am proposing that we rethink the entire relationship between the City and the County. As the only mayoral candidate who has served in both the City Council and the County Legislature, I am well aware of the challenges and priorities facing both governments. I believe this experience provides me with a unique and useful perspective, and will assist in identifying areas appropriate for consolidation and/or collaboration.

It is time for the City and the County to consolidate economic development activities at the County level. I trust that the County will not leave the City out of economic development discussions, and I believe the County will act in the City’s best interest as the hub of this community. Furthermore, the money the City saves from handing over the economic development function to the County can be redirected to Community Development, improving our neighborhoods and downtown, as well as redirecting savings to education. (See section on Economic Development.)

The Lewis Administration will work with the County to consolidate functions based on the nature of those functions. Those which serve the region are appropriately provided by the County. Functions that directly affect the quality of life in a neighborhood should be administered by the City. Every City service and facility should be evaluated in terms of whether it serves the City only, or the region as a whole. Three candidates for discussion with the County are:

• Purchasing consolidation would benefit the County by enabling the County to create a countywide purchasing service and would save the City an estimated $500,000 annually. The latest, more comprehensive proposal advanced by the County, but rejected by the Mayor, removes two objections I had to previous plans. It includes merging the purchasing departments of the City School District, and secondly, it does not require the City to remove its purchasing function from the City Charter.
• Hancock Airport generates about $1 million in revenue, which would flow to the County if the County assumes responsibility for the regional airport.
• The City would save $4 million annually by transferring the downtown parking garages, which serve a regional clientele, to the County.

This realignment would generate a net of $3.5 million that the City could invest in its neighborhoods. By having the resources to improve the City of Syracuse, we will make it that much more attractive a regional draw for businesses, students, and tourists.

Obviously, the legal ramifications of these consolidation proposals will need to be explored, including the transfer of the Syracuse Industrial Development Agency (SIDA) and the Syracuse Economic Development Corporation (SEDCO) to the County.

Promote Human Service Collaborations

County-provided services that have a direct impact on City residents, like health, mental health, and social services, could also be ideal candidates for consolidation in another form. Working at Huntington Family Center, I saw firsthand how effective services could be when they are based in the neighborhood. As City Auditor, I understand the need to use resources effectively; I have worked specifically to promote the Community Schools Initiative. In this context, social services would be made available in neighborhood centers located in our schools. The services would be better, and the cost to the County would be far less. The City School District is already moving in this direction; and the County Executive recently announced this as a goal in his State of the County message (See the section on Education).

Beyond the County, I believe we will find willing partners with towns and villages throughout the region. I will aggressively pursue cooperative service agreements with additional municipal governments that would provide a win-win for our City and our partners.

Encourage Smart Growth Initiatives

As discussed previously, as our City population has declined, our County population has grown. However, not all of the areas outside of the City in the County are experiencing growth. The fastest growing parts of the County are areas furthest removed from our City, what are known as "second ring suburbs", such as Cicero, Manlius, Onondaga and Lysander. We are now seeing the inner ring suburbs of Dewitt, Salina, Mattydale, Solvay, Geddes and Camillus experience decline in population, and some of the challenges faced by the City are surfacing there as well. It has become clear that the expansion into the second ring suburbs has not only negatively impacted the City, but now older suburban communities are struggling to maintain their population bases and to stabilize the housing stock. As a region, we must grow smarter or suffer the consequences of a decaying City and inner suburbs.

"Smart growth" is planned growth that protects the larger community’s green space and other valuable resources while emphasizing the value of existing resources in existing communities. The opposite of smart growth is suburban sprawl. Some of the results of suburban sprawl include: traffic congestion, overcrowded schools, loss of open spaces, a lack of affordable housing and a decline in the sense of community.

The current lack of smart growth in our community must be discussed at the regional level. We must bring together regional leaders, businesses, educational institutions, builders and community members to discuss how we can reduce the negative impact of suburban sprawl.

Within our own community, at the SUNY College of Environmental Science and Forestry, there is the Council for Community Design Research. The Council works in partnership with communities, elected officials, agencies and non-profit organizations to provide technical assistance and educational and research projects that build community capacity to manage sustainable futures. We must make better use of our exceptional local resources, especially the expertise at our institutes of higher education.

We cannot continue to talk about "smart growth" without putting into practice real policies that lead to planned and controlled growth. As Mayor, I will propose a "Smart Growth Summit" where regional leaders, businesses, experts from local universities and colleges, non-profits and community members will come together to discuss the challenges posed by suburban sprawl and recommend proposals for growing smarter in our community. I will work with the Syracuse-Onondaga County Planning Agency (SOCPA) to ensure that the commitment to smart growth is carried out in policies and programs throughout the City. SOCPA has been intimately involved with developing the Onondaga County Settlement Plan, and we should coordinate our collective effort to strengthen our historic neighborhoods. We must have a community-wide agreement on the approaches to deal with suburban sprawl.

Market Collaborative Efforts to Members of the Community

To have successful collaboration between the City and any other government entity, the community must be a partner in the discussions regarding collaboration and shared service agreements. Collaboration at any level will only be as successful as the community support for the endeavor. In this regard, it is critical that the community is part of the discussions and planning process for potential collaborations. In addition, we must make better use of the expertise that is available to us, from our local college and universities, businesses and non-profit agencies in developing and implementing regional partnerships.

The community should be well aware of the costs and benefits of the collaborative effort and it should be provided with information regarding the anticipated time frame of its implementation. Once a collaborative effort has been agreed to, it must be marketed to the larger community so that everyone will know what to expect and who to hold accountable for services. Community involvement and consensus-building are critical throughout this process.

Expected Outcomes

Changes must be made to accomplish collaboration. If the next City Administration is "creative and courageous", then we can accomplish a goal that has eluded most attempts at collaboration. It is my belief that there are willing partners for the City in the County and other municipalities throughout our region if we aggressively pursue them and negotiate in good faith.

We will be able to measure our success in three ways:

1. There will be substantial cost savings to the City by using resources more effectively and efficiently and by eliminating duplicated services;
2. There will be a regional reinvestment in the City of Syracuse; and
3. There will be more effective strategic planning within the region.

The collaborative arrangements I will aggressively pursue as Mayor will result in efficiencies and cost savings. It is my estimate that, through collaboration within the City and with regional partners, we will have savings of millions of dollars. These savings will enable the Mayor to direct additional City resources to schools and neighborhood development and prevent the need for raising taxes.

The time is right to call on our allies to reflect upon the importance of a strong core on the entire region. We will know that we have been successful when it is widely acknowledged that investment in our City is a win-win for the City and our region. I believe there is already strong support for the City. With the right leadership, this support will translate into progress for Syracuse.

Finally, the City of Syracuse will benefit from my Administration’s efforts to coordinate a regional approach to problem-solving and growth. I will lead the way in promoting "smart growth" in the planning and development efforts of our region. I believe this will lead to a reinvestment in our City and our neighborhoods.

"During the past several years, housing conditions and the housing market have been a preeminent concern in Syracuse. A great deal of effort and resources have been aimed at rehabilitating housing, promoting home ownership, addressing the problem of abandoned property, and generally improving housing options….Housing is only part of what keeps a neighborhood healthy…Visionary leadership and planning are essential ingredients to the sustainability of healthy neighborhoods."

Introduction

City government affects Housing and Neighborhood revitalization through the Department of Community Development. "Community development" is a set of activities designed to maintain, enhance and grow the City’s neighborhoods.

The focus for the City is on supporting the maintenance of the housing stock and replacing it when it is no longer "maintainable;" supporting existing and creating new neighborhood-based businesses that are owned and operated by neighborhood residents; and maintaining a suitable residential environment including maintenance and development of public parks and recreations areas as well as the sponsorship of cultural activities.

Although many community development activities have an impact on economic development, the functions of community and economic development are distinct. The focusof community development is on the individual citizen, the neighborhood condition, and the delivery and utilization of services for those citizens; economic development is focused on business and industry concerns, support, growth and incentives for development.

Both development activities achieve common desired results — supporting and improving the quality of life for city neighborhoods as well as enhancing the City’s economic base, yet the narrowest focus decreases the work burden and affords the administration a more efficient vehicle for addressing neighborhood needs.

Background

Neighborhoods

Syracuse is a dynamic residential city, offering a variety of opportunities for neighborhood living. SOCPA has defined 26 distinct neighborhoods in the City, most providing a unique and different residential platform. These include a range of living situations: apartment living in the downtown center; transient rental living in a university environment near Syracuse University or LeMoyne College; older, established homes in Sedgwick or Strathmore; to close-knit neighborhoods like the Northside; residing in hilly terrain on the Far Westside; residing in a protected valley in the Valley and South Valley neighborhood; and even living in a quasi-suburban, more rural setting like the Meadowbrook neighborhood.

In summary, Syracuse has a variety of neighborhoods, all of which include residential living, supportive service business for the neighborhoods and, to a degree, developing economic activity. While some neighborhoods, like the Downtown, Lakefront and University Hill neighborhood, have burgeoning economic development taking place, the City must not forget the residential components of those neighborhoods, and that the residential component of other neighborhoods is just as important.

Additionally, the City must not forget that some of the best resources and focal points in these neighborhoods need to be supported, developed, and marketed. The City once had a nationally-acclaimed park system with parks, monuments, and public spaces saturating each neighborhood. These structures are still there, but are in need of repair, upkeep, and modernization. We are also a City which contains two golf courses within its borders, which has arterial creeks which flow through it, and which has a lakefront and inner harbor which have gone underutilized for the natural resources they are.

Housing Components

The specific attraction to all of these neighborhoods is the variety of housing stock that Syracuse possesses. Unfortunately, this tremendous resource and asset has been neglected and ignored for too long and is on the doorstep of failure.

Unlike many upstate cities, Syracuse has a housing stock with attributes that reflect the history of economic success and workforce habitation. Most neighborhoods feature homes that were built prior to 1940. These homes were built to withstand time, provide extensive interior space, allow for front porches for communal interaction, and were architecturally pleasing to the eye.

However, through years of population decline, increased absenteeism by property owners, and the lack of specific progressive City activity in realizing and preserving this resource, many of the buildings that were once a potential enticement for new residents are now targeted for demolition. The Syracuse housing situation should never have been allowed to deteriorate this far.

Most disappointing is the lack of success on the part of the City to preserve historical landmarks and buildings in all of our neighborhoods through the National Registry, the New York State Historical Landmarks program or even a Syracuse City Historical Preservation program.

Social/Cultural Components

When one engages in the discussion of what makes a neighborhood and where its development needs are, housing stock and natural resources are but part of the picture. A neighborhood is also distinct because of its social and cultural functions and resources.

As you have read in my Education response, neighborhood schools, once the hallmark of many neighborhoods, must be brought to life to renew the integrity, pride and community spirit of the City’s neighborhoods. While our diverse population offers all citizens tremendous rewards and benefits, it is incumbent upon the City to provide each neighborhood with a central point for the celebration of its own identity and strength.

The partnership between the City and neighborhoods requires an understanding of the social and cultural needs of those neighborhoods, the acknowledgement of the resources of that community (e.g., churches, not-for-profit organizations, athletic organizations, community groups, or recreational clubs), and the willingness to realize that government may not always be the best vehicle for providing services to the community. City government provides a great role in leadership and resource allocation that is necessary for the continuation of quality of life for city residents.

Neighborhood Assets

Physical

• 26 neighborhoods
• Lakefront
• Nationally-acclaimed park system
• Two golf courses
• Neighborhood housing stock

Social

• Diverse population
• Department of Social Services
• Syracuse Community Health Center
• Syracuse City School District
• Nonprofit human service agencies
• Syracuse Housing Authority

Cultural

• Churches
• Recreational groups and clubs
• Athletic organizations

Problem Identification

The market for Syracuse’s housing has been deteriorating for decades. The migration of residents from the City to the areas outside the City is well-documented, and mirrors a pattern that has been repeated in most industrial cities of the Northeast. Since 1990, the City has lost 16,000 people. Doug Southerland, a local developer, has calculated that the City has a surplus of several thousand housing units. Add to this a lack of any effective City initiative for the preservation and rehabilitation of the decades-old housing stock and years of neglect exacerbate the problems of our neighborhoods.

Our existing governmental structures at the local level are the City and Onondaga County. They were not designed to handle the challenges that face our urban community. In addition, the traditional City-County rivalry that local residents have tolerated for years only adds to the structural shortcomings of government interaction, resulting in a further dislocation of the neighborhood and housing stock from the resources they need. The end result of this dysfunctional structure is the creation of barriers to developing the best solutions.

There are other barriers that are created by our political system. The best discussion, the best strategic plan development, the best implementation, the most fiscally sound practices, and the best results for area residents are not considered. More often, the result decided upon is done for a political constituency that may not be identical to area residents.

The City government already has an existing statutory and/or regulatory role to play in many of these areas, but its roles have not been focused, coordinated, nor well-managed in their development and implementation. Even within City government, many times, governmental programs work at cross-purposes. The deterioration of the City’s housing stock is a good example of this kind of problem. Drug raids conducted by the Police Department often result in the destruction of the dwelling unit. Or assessment policy discourages private investment in residential neighborhoods.

Resources of all types have become very scarce. Wasteful practices that result from the kind of activity described above are no longer tolerable. Squandering the resources of Syracuse and Onondaga County will lead to the economic demise of the region. The City that is in economic decline will only suffer more of the same. That means that, in the not too distant future, the City will cease to exist as we know it today unless strategic action is taken immediately.

Objectives

1. To develop a strategic design plan for each city neighborhood;
2. To provide market amenities for each neighborhood;
3. To capture a portion of the suburban housing market demand; and
4. To reduce the out-migration of current city residents.

Methods for Achievement

1. The maintenance, enhancement and growth of the City’s neighborhood economic system including property ownership, financing, and commercial operations:

• Create Neighborhood Improvement Plans like the Lincoln Hill Plan being implemented through Syracuse Neighborhood Initiative.

  The Lewis Administration will seek private sector support to continue a relationship with the nationally-recognized urban planner, Andres Duany, to assist in the planning process. With Duany’s supervision, the Community Development Department will initiate the planning by preparing an inventory of property in a neighborhood. The City’s automated database has been accumulating information on each property in the City since 1985. The data includes most of the information necessary for a design inventory: property description, ownership, sales, permits, taxation, special assessments, code violations and corrective action, and water billing and payment history. This information can be correlated with the GIS data being compiled by SOCPA and the City’s Department of Engineering.

• Provide tax-exempt financing for improvements and new construction.
• Establish an official relationship with the rental property owners to preserve the economic and physical vitality of the City’s rental property.

  High turnover rates coupled with high vacancy rates have undermined the City’s rental housing market. Government can be a prime player in stabilizing that market. Many renters have a relationship with public agencies. There are more than 4,000 units of privately-owned housing participating in the federal Section 8 Rental Assistance Program. The Syracuse Housing Authority administers this program. Another group of renters receive assistance from the Social Security disability program. Estimates range as high as 8,000 individuals living in the City. Many are not receiving the benefit of related social services to address widespread needs which are prevalent among many of these low-income individuals and families.

  I have conducted several meetings with private landlords to address this issue. The City can provide positive incentives for long-term tenants. Code Enforcement can be combined with finance options to encourage maintenance of property. Tenant Councils can develop constructive programs to promote landlord and tenant responsibility. Communication can be improved through the neighborhood ombudsman to deal with residence issues at the neighborhood level. Finally, the City can boost demand for rental housing by reducing overcrowding and by providing opportunities for our adolescent nomad population to sink roots in a community.

• Revise assessment policy to promote urban investment by linking assessments to the actual selling prices of comparable properties.

  Current City policy is to maintain assessments at the highest possible level to maximize property tax revenue. Commercial property owners retain real estate professionals to apply on a regular basis for reductions in their assessments. Residential owners generally bring their own cases to the Board of Assessment Review. More than 500 cases were heard in this last grievance period. The changes were minor for the residential group. Many times the process produced more frustration for homeowners, questioning their decision to remain in the City.

  The Lewis Administration will create a Residential Sales Index. The Index will establish a neighborhood-based residential property value and classification system so that market values of comparable properties can be used to adjust assessments annually. The Index will be determined by the actual sales of properties recorded by the Board of Realtors or a similar trade association. The City’s existing property tax database will be used to produce the Index.

• Provide a Residential PILOT to give residential property owners an incentive to invest in improvements to their property.

  For owner-occupants, improvements, which would normally result in an increased assessment, would be exempt from additional assessment until the property is sold. This would be accomplished by extending a limited little-used provision of the Real Property Tax Law to the remainder of the City. In the past years, about 300 property owners have utilized this mechanism. The Lewis Administration will pursue legislation to extend the benefit to the whole City and to eliminate the phase-out provision of the current program.

• Adopt design standards for stand-alone retail establishments

  Adopt design standards for stand-alone retail establishments and work creatively with developers to assure that neighborhoods realize economic benefits without sacrificing their unique urban character. In many of our traditional neighborhoods, commercial and retail businesses have not been able to maintain viability. This is due in part to competition from larger, more remote entities. They have been replaced with stand-alone multi-purpose stores that sell everything from prescription drugs to motor oil. In several cases, the new stores have changed the character of the neighborhood. The Lewis Administration will work with the Planning Commission to recommend design standards to guide future development

• Create an Employer-Assisted Housing Program to attract new homeowners to targeted Syracuse neighborhoods.

  The Lewis Administration will implement a program for Syracuse City employees as well as work with other area employers to provide financial incentives for employees to purchase homes within the City. Syracuse University has such a plan for employees to purchase homes in a specific catchment area near the University and serves as a model for other organizations to follow. These programs would benefit both the employer and employee through increased job retention, increased interest in neighborhood revitalization, and increased investment in the area.

• Implement an Equity Assurance Program to attract new and retain existing homeowners in targeted neighborhoods.

  Participants would purchase a low-cost "insurance plan" that would guarantee the equity in their home should they choose to move after five or more years. Chicago’s Southwest Home Equity Assurance Program is a true model for this approach. Not only have they retained over three-quarters of their original homeowners since inception, but also they have expanded the program to include low- and no-interest home improvement loans. My proposal for a community bank (see below) could provide such assistance. The Lewis Administration would partner with relevant community, government, and nonprofit leaders to capitalize an Equity Assurance Fund for Syracuse.

2. The marketability of urban neighborhoods is dependent on our ability to provide amenities that are not available in suburban areas at a cost that young families can afford.

Each of the City’s 26 neighborhoods has distinct needs and specific resources. One amenity common to all neighborhoods is the proximity of most facilities. Our urban neighborhoods have walk-to parks, walk-to stores, walk-to churches, walk-to schools, and walk-to friends.

To take advantage of this unique urban characteristic, the Lewis Administration will facilitate the creation of new amenities for neighborhood residents, including recreational opportunities and planned community sites such as:

• Community Schools

  "Community schools" are neighborhood facilities that serve as a base for municipal and county services. Often they are connected to a school at the heart of the neighborhood. (See the description of Community Schools in the section on Education

  for details.)
• Urban Market Task Force

  As Mayor, I would work with the Greater Syracuse Board of Realtors, TNT, and other city housing agencies to create an ‘Urban Market Task Force." It would be based on Rochester’s HOMEROOM program.

• Tailored Housing Communities

  Existing housing can be given new market life by creating community clusters where many quality-of-life amenities are readily available. For example, a block of ranch houses on the north side of the City could be transformed into a senior living community, where a skilled nursing medical facility, corner store, eateries, and other services would be within walking distance or easily accessible by bus.

• Youth Campus Communities

  Many youth who have not become participating members of the community are living "on the streets." The Lewis Administration will work with existing housing facilities that are currently underutilized to provide supportive living arrangements for our young people who have no permanent address.

• Parks

  Infrastructure improvements, including parks and bikeways, can be effective tools for marketing urban neighborhoods. Syracuse’s parks, public spaces and monuments provide an invaluable quality-of-life quotient for retaining and even attracting middle class dwellers in the City. Bike paths can be added, extending through much of the City and connecting public spaces throughout the community. The Parks Department will be reorganized along neighborhood lines to create an attitude of stewardship and pride in our parks systems.

• Bikeways

  The concept of local residents being able to cycle to stores, church, work and social activities has much appeal. It fits in with the New Urbanism as proposed to the Syracuse-Onondaga County Planning Agency by Andres Duany. Federal and State regulations require that bike traffic be considered and worked into new roadways and major renovation of existing roads. There are more than four hundred miles of streets in Syracuse and yet we do not have one mile of bike lanes. The Lewis Administration will begin the process by establishing a goal of ten miles of bike lanes per year for four years. The Comprehensive Bike Plan that is being developed this year by the Syracuse Metropolitan Transportation Council would be the base for the project. The cost would include paint and signage. TNT and City volunteers would recommend routes; the Transportation Division, within DPW, would provide the signage. Racks for bike parking could be provided by a combination of CENTRO, the Downtown Committee and local businesses. They could be installed, maintained and owned by CENTRO.

• Programming for Parks

  Park and recreational programming is essential to providing secure and comfortable spaces. Staff assigned on a neighborhood basis will create identities for their facilities. Programs including golf, swimming, ice-skating, and music can formally and informally establish links between neighborhood residents and build the bonds that hold communities together.

• Neighborhood Improvement Clubs

  Neighborhoods cannot be maintained entirely by public action. The pride that neighborhood residents feel for their property and the surrounding environs makes it possible to maintain the quality of a community. However, many of our neighborhoods do not have signs of pride. In some cases, City government must provide some incentives. One possibility is the development of neighborhood improvement clubs in areas such as carpentry, home maintenance, and tool use.

• Neighborhood organizations

  Support for neighborhood park associations and athletic leagues has been the backbone of many neighborhoods. The Lewis Administration will contribute to that support by working with park associations and neighborhood athletic leagues. City employees will be encouraged to volunteer for such activities. The uniformed officers of the City, when they are based in specific neighborhoods, will be assigned to participate in supporting voluntary neighborhood organizations.

3. The promotion of public safety.

• Community policing (refer to section on Public Safety)
• Depending on neighborhood needs, drug policy shifts to a medical model
• Community court, including drug treatment programs
• Neighborhood stability through building community identity:
  • Reduce residential mobility by changing policy for assisted housing; provide incentives for stability;
  • Create neighborhood "ombudsman" positions to build community: welcoming wagon, neighborhood block parties, neighborhood "spirit" activities

4. Support for good educational options within neighborhoods.

• Work with City School District to return to neighborhood school attendance policy
  • Continue the work of the internal planning committee to examine implications of re-establishing neighborhood attendance policies;
  • Modify the District’s $400 million capital plan to meet neighborhood school objectives;
  • Introduce a financing vehicle for managing the capital plan, like Buffalo’s Joint School Construction Foundation, to meet the time requirements of the neighborhood school plan
• Tailor educational schedules to needs of young families by:
  • Creating extended day and extended year programming and coordinating extra-educational resources
  • Introducing services such as health care and infirmary services within the extended day program of the neighborhood school
• Strengthen neighborhood identity and educational programming by creating a child-centered community social environment in each neighborhood. Social environments determine behavior. People change their behavior based on the social environment they are in. Yelling is normal at the ballpark but not in a courtroom. We can create social environments that support children in our neighborhoods. This can be accomplished directly by orienting all public personnel who are working in a neighborhood to the goal of building a "child-friendly" community. Everyone has a role, from police officials to sanitation workers. Over time, all the residents of a neighborhood can accept their responsibility for creating the community in which, as Senator Clinton says, "all children are loved and cared for—first by the families into which they are born, and then by all of us who are linked to them and to one another."

Specific Actions

Short Term—Within Six Months of Taking Office

Community Bank

To increase capital available for investment in city neighborhoods, the Lewis administration will examine the feasibility of developing and implementing a "community bank." The purpose of the bank would be to serve as the lender of last resort for a variety of property owner initiatives as well as existing and new business development loans. This bank would be the creation of a consortium of local commercial and savings banks, a variety of city agencies, and selected not-for-profit agencies that have a current role in maintaining and developing housing stock within the City’s neighborhoods. The bank would be capitalized in part by the City and by the commercial banks with funds that would have been designated for so-called "red-lined" districts. By participating in the community bank project financing, commercial banks would be compliant with reversing "red-line" financing practices.

An inventory of housing stock in the City will be created as part of the Neighborhood Improvement Plan development described below. That inventory will be used by the bank's Advisory Board of Directors as the tool by which financing priorities would be established.

Similarly, the Community Bank will serve as a financier of local neighborhood business development. Financing guidelines will be developed which would be targeted to small business development and maintenance. An effort will be made incorporate the City’s existing programs administered by the Syracuse Economic Development Corporation to support neighborhood commercial enterprises.

Engage Citizen Participation

To promote the pride, commitment, and participation by neighborhood residents, the Lewis Administration will seek the establishment of a city-sponsored commission to examine the options for increasing citizen participation in the City’s governance. There are 26 identifiable neighborhoods in the City. These neighborhoods do not correspond to any existing governing and/or administrative districts that are used now to manage the City’s affairs. However, they are combined into eight planning units which serve as the geographic base for the TNT program. The TNT Sectors are established by Common Council Ordinance and receive a nominal budget appropriation from the City General Fund. As another step to strengthen neighborhoods, the Lewis Administration will seek to realign the natural neighborhoods of the City with the Common Council district boundaries. As City Auditor, I have attended many TNT sector meetings. As Mayor, I would continue to rely on that channel of communication, and I will encourage Common Councilors to join me.

Support for Existing Drug Court and for Proposed Community Court

The Lewis administration will support the development of community courts for the processing of quality-of-life offenses. We will build on the Drug Court initiative in City Court and collaborate with Community Court by providing community service opportunities. The DPW, Parks and Recreation, and Community Development can generate service projects.

Decentralized Services

The Lewis Administration will work with the County and with City departments to decentralize and consolidate services as much as possible. The range of services will be from social and human services to others such as building inspections. The goal is to make the City and County more responsive to the residents of the City by bringing all services closer to the people. As described in the section on Metropolitan Cooperation, there are substantial financial benefits to both the City and the County from this initiative. More effective services can be delivered at lower cost.

Historic Preservation

• Staff the Landmark Preservation Board
• Encourage use of Tax Credits
• Rebuild the Professional Planning agency for city neighborhoods

Long Term—within the Four-Year Term of Office

The major objective is to attack the problems of maintaining housing stock and providing positive economic tools for neighborhood residents to utilize for their own entrepreneurial activity. On the housing side, the City will finally be able to address the problem of abandoned housing with something other than code enforcement tools. It will now have a community-wide inventory and plan with which actual problems can be addressed through the application of loans and initiative funding. The measurable result will be more housing stock returned to owner-occupied status through the Mayor’s term.

In addition, the adjustments to City and County services via decentralization and the expansion of the community court concept to drug cases should bring neighborhood residents into the network of community governance. This step will create a sense of ownership and pride at the neighborhood level.

“Providing for the public’s safety is the legal responsibility of municipal government and is one of its highest priorities…The primary goal of local public safety and crime prevention efforts is to ensure that the nation’s cities and towns provide a safe, healthy environment in which residents can live.”

Background

The City of Syracuse Police Department operates within a 26-square-mile urban setting and serves a population of approximately 147,000. The 500 sworn officers and 88 civilian employees are assigned to five Bureaus: Uniform, Administrative, Investigations, General Services, and Community Policing.According to the Police Department’s Personnel Section, the Uniform Bureau, which conducts all patrol operations, consists of 215 officers, and the Community Policing Bureau 76 officers. In 1999, the operating Budget for the Department was approximately $27 million dollars. Serious crime was down 13.7% that year. There were nine homicides in 1999 and 20 in 2000.

The Police Department is partnering with the U.S. Treasury Department, Bureau of Alcohol, Tobacco, and Firearms (ATF) to track all guns used in the commission of a crime. The current Chief of Police is John J. Falge, a career Syracuse Police Department member. His father served for many years as the Onondaga County Director of Emergency Management Division under County Executive Nicholas Pirro, a Republican. Chief Falge himself served inside City Hall under former Mayor Thomas Young, a Democrat, and completed his law degree studies during this same time frame. Under the present Mayor Bernardi, a Republican, Chief Falge initially was reassigned to the Department as a Deputy Chief and subsequently as Chief. Syracuse has a Citizen Review Board without subpoena powers, limiting its effectiveness. Officers have refused to cooperate with the Board.

Public Safety is Tied to Economic Growth – And Decline

In the last ten years, the Central New York region, including Onondaga County and the City of Syracuse, did not share in the national economic boom. This lack of opportunity, combined with the national epidemics of urban youth gangs, increased drug use, increased violent crime and the associated social ills, resulted in middle-class residents and white-collar businesses abandoning the City. Alienation between a mostly white police force and an increasing minority population further exacerbated the problems. The City of Syracuse found itself in a classic cycle of urban decay. The lack of economic opportunity caused entrepreneurial residents to relocate, which in turn further eroded the City’s economic and tax base. This resulted in an increase in the percentage of the population requiring social services, thus placing an even greater financial strain on the City. This further limitation of City finances resulted in even less opportunity, motivating more residents to leave. Opportunity, and therefore the middle class, will not return to Syracuse without a dramatic improvement in the quality of life within the City. One basic and absolute element that contributes to the quality of life in any community is public safety and the perception of public safety.

The Lewis Administration will focus on developing a strong community policing program, while simultaneously building up communities through economic development, educational reform and neighborhood revitalization. The police will not only continue in their traditional role of law enforcement, but will be trained to take a comprehensive, pro-active approach to problem solving and crime prevention. This broader involvement within the community will achieve more than an incremental reduction in crime; it will bring about a decrease in crime to below the national average.

Objectives

The next Mayor of Syracuse must energize all of City government’s resources to create opportunity for the middle class so that they choose to live in the City. The Syracuse Police Department must dramatically decrease the level of crime, especially serious crime.

Methods of Achievement

The Lewis Administration will transform the entire Syracuse City Police Department into a “Community Policing “ model. I will expand the principles of “Community Policing” beyond the single existing Bureau to encompass the whole force. My Administration will develop long-range and permanent plans to restructure recruiting, training and actual police work. I will replace the classical military-style of law enforcement with one far more community-oriented. I will utilize police personnel not only to enforce the law but also to coordinate the delivery of City services through constant needs analysis and problem solving within, and with, the community they serve.

Community Policing as a standard operating procedure for the entire Police Department is a relatively new concept. Community Policing, while appearing very practical, is often opposed by the traditional law enforcement establishment. Command Officers who believe in and support Community Policing are in the minority. In most cases they are looked upon as radical within the law enforcement fraternity.& Consequently, there are few experienced senior Command Officers with successful Community Policing experience. The candidate pool for Chiefs of Police with this background is small and the concept so new that few cities have converted to a complete Community Policing policy.

New Haven, Connecticut, is one exception. In 1990 Nicholas Pastore, currently a research fellow in police policy for the Criminal Justice Policy Foundation, became Chief of Police in New Haven. A new city administration with a reform agenda had just taken office and Pastore was recruited to transition the police department to a full Community Policing approach. New Haven is a city similar to Syracuse in population size and economic makeup. Increased crime and middle class flight were perceived as major social problems for the City in 1989 and resulted in the election of a Mayor committed to change. Between 1994 and 1998, under the new Community Policing program, crime in New Haven fell 33%. In 1999 it fell by 21%. Pastore remained Chief through two separate City Administrations before resigning in 1997. According to the Mayor’s Office, New Haven is more committed to Community Policing today than ever before because of its effectiveness.

Converting to comprehensive Community Policing is a complicated process. Some Department members and the Union are likely to oppose any change to the status quo, especially coming from a new City Administration. Also, decades of a traditional paramilitary approach to the occupation where functions are defined by terms like “patrol territory” and “The War on Drugs” represent significant obstacles to changing the mindset. Implementing a total Community Policing model will require a totally new approach directly involving senior staff in the Mayor’s Office.

The effectiveness of Community Policing depends on the officers believing they are part of the community. Arresting city residents becomes their least-desired option. Each individual police officer needs to be well-versed in all the social and governmental services available to residents so they can make the appropriate referrals. The officers are still equipped and fully trained to enforce the law, but they now have the additional responsibility of being the eyes and ears for all City agencies. The City takes advantage of police manpower, training and talents to not only enforce the law, but also to conduct needs analyses within the community they serve. When needs are identified, police officers make referrals to the appropriate city agency. The Mayor’s Office coordinates all interagency cooperation to maximize effectiveness.

The Lewis Administration will assemble a Task Force comprised of police, elected officials, clergy, community activists and administration personnel to review all existing Police Department policies and operations. A senior Mayoral Aide reporting directly to the Mayor will head the Task Force. This Task Force will investigate and develop state-of-the-art procedures to implement the conversion to a Community Policing model. Some, but not all, of the issues this Task Force will consider are:

• Recruitment of new officers who are interested in providing a service to the community as a constructive and helpful part of the community.
• Successful recruitment of more minority officers.
• Development of means to provide incentive for officers to live in the City.
• Replacement of the police academy military school model with university model that tests for academic skills, original research, communications skills, promotes critical thinking and teaches community development.
• Increasing the scope of police work beyond traditional law enforcement will require higher-skilled individuals. The minimum age and educational levels for becoming an officer would therefore need to be reviewed.
• Recruitment of higher-skilled police officers which will require a complete salary and wage review within the department.
• Redesign of all in-service training to reflect not only traditional law enforcement skills but also the problem-solving skills needed for effective community policing.
• Movement of officers out of their cars and placing them back on the street.
• Creation of police substations throughout the City.

The day after taking office, the Lewis Administration will begin a search for candidates with Community Policing command experience in an urban setting to compete for the position of the next Police Chief of Syracuse. Ideally, the successful candidate will have already participated in the conversion of a police department to comprehensive Community Policing.

The successful candidate must also commit to the following:

• Support for the Citizens Review Board to solve the issues that have prevented the Board from functioning effectively.
• Review of all Police Department operations to determine where interdepartmental cooperation and consolidation may increase operational and cost effectiveness.
• Assisting the Mayor’s Office in the development of a Zero Tolerance Program for illegal guns within the City of Syracuse. New York State already has the strictest laws regulating the ownership and use of handguns in the nation. Violent crime, especially homicide, has grown to unacceptable levels in our city. The situation requires a priority on the strict enforcement of those existing laws to reduce the numbers of illegal guns in our community. The new Chief will work with the ATF and other agencies to develop an enforcement Task Force. The mission of this Task Force will be the reduction of illegal guns within the City of Syracuse to include their importation from outside the city.

Over the long term, the Lewis Administration will develop a plan to divide the City into several precincts and thus decentralize the Department operationally. Officers will continue to move between different assignments as their skills increase, for example, from patrolman to detective, but within the same precinct.

Expected Results

For Community Policing to be successfully implemented department-wide, personnel must first maintain the normal workload generated by complaints or “Calls,” plus begin problem solving. This can mean knowing how to diffuse an argument between a couple, to keep it from blowing up into a violent confrontation, to encouraging someone with a record of noise complaints to be respectful of neighbors and avoid eviction, from referring an addict to treatment, rather than making an arrest, to working with parents whose children are out late to keep the children at home and occupied.

Eventually the problem solving results in fewer complaints, or “calls.” Once the complaint or “Call” load decreases, then officers can concentrate more on the problem solving and eventually bring real benefits to their community. The first indicator, or benchmark, that Community Policing has been successful will be when there is a significant decrease in calls.

Where Community Policing is effective, crime rates drop and the delivery of governmental and social services improves. With lower crime rates in place, economic development is made possible because people once again want to live and work and shop in the city. Opportunity is available and the community consequently grows, generating even greater opportunity. The real benchmarks of success will be a drop in crime and a subsequent rise in the numbers of citizens who choose to work and live in the city.

“Just as it takes a village to raise a child, it takes children to raise up a village to become all it should be. The village we build with them in mind will be a better place for us all.”

Background

Opportunities for our young people begin when life begins. If we create community structures where peer groups encourage self-respect, it will be possible to foster healthy concepts of parenting. Youth development begins with pre-natal care for the mother-to-be. It must be a seamless pattern through the normal development process of a child. Healthy lifestyles for the parents are an important part of child-rearing.

Providing educational, recreational, and employment opportunities to strengthen the development of our youth and their families is crucial to the future of Syracuse. As Mayor, I will view youth development in the context of the family and the neighborhood; both are interdependent and need each other to thrive. Only comprehensive, holistic approaches will be successful for our community.

There is a good deal of data demonstrating that our youth are at a crossroads. It seems that each day our local media report incidences of juvenile crime and violence. Of the 19,180 arrests made by the Syracuse Police Department in 1999, more than 5 percent were juveniles under the age of 18. Of these arrests, 31 percent were felony arrests. This is astounding, and it does not include those crimes committed where arrests were not made.

Additionally, youth are engaging in high-risk behaviors that can snowball into more severe problems in adulthood. The Onondaga County Health Department estimates that more than one-third of high-risk teens first engaged in sexual intercourse prior to the age of 15, and more than one-third drank alcohol and/or used drugs during their last sexual encounter. Since most of this activity occurs between the hours of 4:00 p.m. and 9:00 p.m., we must provide alternate opportunities for our youth after school. As discussed in my response to improving education, the creation of successful community schools will help address this issue. There I also discussed the alarming rates of school dropouts and the seemingly “forgotten” youth, who began 9th grade in our district but who did not make it to 11th grade, only to be counted in the annual dropout figure. Herein lies an urgent call for action.

I believe that, through innovative partnerships and the expansion and enhancement of existing programs, young people from all backgrounds will thrive in our City.

Objectives

There are many noteworthy programs existing in our community that, if expanded and delivered effectively, can have a substantial impact on our youth. I feel that it is the job of the Mayor to facilitate interagency cooperation, find and make available financial support, and provide ongoing leadership to youth programs for them to flourish and touch the lives of all our youth.

Career Path Program

Every child needs a sense of hope, security, belonging and usefulness so that they can progress through childhood to mature adulthood. The survival of our society is dependent on this sequence of events. Each person has a role to play in our community. Each person has some unique contribution to make to the community. In return, the community gives social life to the individual.

Many children in our City are not part of this system. Many were not welcomed at birth; many are not cared for in their youth; and many drop out of our schools without ever having dropped in. They do not participate in our society.

But they could participate in our society. They have all the skills necessary, as demonstrated by the fact that they survive in highly complex social organizations called “gangs”. As Mayor, I will work with all of the agencies and institutions of the community to create a career path for every child entering our schools.

The Career Path Program will be voluntary, but the Lewis Administration will work to make it attractive for young families choosing to sink roots in a City neighborhood. The Career Path Program will be separate from the City School District, but it will be linked to the 21st Century extended day program described in the Education section. I will work to incorporate a health care component through the Syracuse Community Health Center. This component would be neighborhood-based and would provide preventive services as well as infirmary services as needed.

Even though education will be the most significant component of the program, responsibility for administering the plan will reside with neighborhood-based family agencies. Funding for the program will come from the reduction in administrative costs achieved when the City and the County consolidate social service administrative functions. The goal of the Career Path Program for high school students will be to set out a plan to guide each child through the years to maturity. The plan will establish certainty, security, and hope. It will give parents and community guidance in fostering the enrichment of the young adult.

The plan will be similar to the plans that are prepared for all students who have special needs. But the plan will be positive and constructive in establishing expectations for youth and a commitment by the community to provide nurturing support.

The program would address directly the 50% of our high school freshmen who never become seniors. The Career Path Program creates a safety net for our young people. In a holistic process, it brings together in one contact housing, health, social services, law enforcement, and education. The youth who will disappear from our high school enrollment will not be allowed to fall between the cracks.

In days gone by, the community met the needs of many children by establishing institutions called orphanages. We recognized many years ago the effects of institutionalization. But many children still need the structure, security, and love that were provided in the best of these communities. Since it is not possible to recreate the society where it was good to bring children to orphanages, the Career Path Program is an effort to bring the orphanage to the child.

Alternative Neighborhood-Based Programs

In several neighborhoods, programs have existed over the years like the North Area Athletic Club. Those programs have been operated for years on an informal basis by groups of volunteers who participate to help meet the needs of the neighborhood. As Mayor I will support such programs when the City School District or other agencies turn to them to assist in reaching children and families not being served in traditional modes.

Apprenticeship and Job Training Programs

There are several apprenticeship models focusing on the trades that provide youth with hands-on learning and job/life skills development. The School District’s Built on Pride program, run by Carmen Harlow, and Home Headquarters’ Opportunity Headquarters initiative, provide training and support to assist youth in developing successful careers in the construction industry.

With the upcoming construction of the addition to the Carousel Center Mall, Syracuse has a unique opportunity to provide on-the-job learning opportunities to young adults who have “graduated” from these types of programs. This example demonstrates the connection between economic development and development of our human capital.

The Youth Farmstand Program, created by Jubilee Homes, is a wonderful example of empowering youth through micro-enterprise and hands-on learning. There, youth participate in all aspects of the business of organic farming – gardening and harvesting their crop, establishing “storefronts” throughout the community, marketing and selling their goods, and financial management – run by the youth from start to finish.

There can be other on-the-job learning opportunities for programming with our area hospitals and institutions of higher education. Again, it is the job of the Mayor to facilitate cooperation among stakeholders and find resources to assist in the development and implementation of these approaches.

Recreation and Character Development Opportunities

When we see young people congregating on street corners, exposing themselves often times to illicit behavior, we ask ourselves, “Isn’t there a place for them to go?” There are a variety of after-school programs available to the youth of Syracuse, but most close up shop around 7:00 p.m. I believe that we need to increase these opportunities in the evenings and on weekends where youth actually are, not where we think they should be.

The Syracuse City Parks and Recreation Department operates a variety of recreational and educational programs throughout the City that thousands of youth benefit from each year. In conjunction with programs offered by such agencies as the Boys and Girls Club, Catholic Charities, Girls Incorporated and Salvation Army to name a few, programming through our own Parks and Recreation Department should be expanded and improved. The Boys and Girls Club has expanded its services to offering after-school programming within the school district – a perfect model of non-profit/school collaboration to reach more youth where they live. Through the development of the community schools initiatives, these connections would be present in each neighborhood and accessible to all.

Safety at our parks and recreation facilities is a primary concern. Increased lighting and the addition of police involvement through a Community Policing program (as described in the section on Public Safety) would provide a safe atmosphere in which our youth can enjoy informal and structured activities after school, on weekends, and all summer long. It is important that youth build relationships with each other and with caring adults in order for each child to have a plan of action and feel part of a caring network of family, friends, and others, to reach their greatest potential.

Mentoring and Violence Prevention Programs

The increasing problem of juvenile violence – the increasing severity of crimes and numbers reported each year – has triggered a cry from the community to act quickly to save these youth. I believe that the Partnership to Reduce Juvenile Gun Violence is one of many parts to the solution. This program needs strong community leadership for it to move forward and succeed. As Mayor, I will continue to support this program while actively participating in its design and evaluation. In addition, I feel that it is the job of the Mayor to facilitate an improved working relationship between the police department and the community, especially with programs like the Partnership and the programs on youth violence supported by the Interreligious Council. My plan for true community policing incorporates these ideas and is described in greater detail earlier in this report. Essentially, having public safety teams of police officers that are neighborhood-based would foster long-term relationships with youth and their families in a proactive manner.

Expected Results

I believe that we should hold the highest of standards of accountability for youth programming and exercise authority over resource allocation accordingly. Those programs supported by the City, under my Administration, will be evaluated regularly to ensure effectiveness. Too often, good ideas result in inadequate programming for our youth; it is time for the Mayor of Syracuse to work together with the Common Council to implement true program evaluation and fiscal accountability.

The evaluation will focus on outcomes. Success will be measured in terms of the number young people completing high school, the unemployment rate for young adults, the teenage pregnancy rate, the number of teens engaged in substance abuse, the mobility rate for teens living alone and the number of youth involved in crime.

Each of the programs set forth in this document is interrelated with the others. To ensure successful paths for our youth, we must have a city that is diverse, a city that has neighborhoods where people choose to live. Our City must offer amenities and services attracting and retaining residents of all ages. It must foster a sense of pride and belonging. I believe that the next Mayor of Syracuse must be knowledgeable about all facets of City services and programming and be capable of carrying out a vision through executing specific and well-planned initiatives.

“A city relies on its leaders to be men and women of vision and courage, who understand their community’s challenges and opportunities, and who have a long-range view of its future. But, vision, alone, is not enough. A vibrant, prosperous community also requires leaders who can implement well-articulated plans and achieve identified objectives.”

Background

I believe strongly that Leadership is Syracuse’s Key Challenge. This document outlines my vision for both short-term and long-term strategies to address the multiple challenges facing Syracuse. Each of the issues identified by 20/20 is an essential factor to be taken into account in meeting the challenge of revitalizing Syracuse, and all are interrelated. However, I agree that even a strong, well-thought-out vision, coupled with a commitment to change, is not enough.The vision can become a reality only if the next Mayor is a true leader.

What Does Leadership Require?

The next Mayor needs the skills to bring diverse groups together, to develop consensus among all the stakeholders around difficult decisions, and to mobilize systems and individuals to take the steps necessary to achieve the City’s revival. It requires courage to rise above what is politically expedient in order to implement bold ideas. It requires a willingness not only to recognize our strengths but also to speak the truth about our weaknesses. The next Mayor will need to communicate honestly with every resident about the rough road ahead while inspiring him or her to join the next Mayor on the path to a better future for Syracuse. I believe I am the candidate who can be this leader because:

I Am A Leader with Experience

My campaign uses a theme, “As City Auditor, I know the numbers better than anyone knows the numbers, and I will make the numbers work for Syracuse.” This is not just a slogan nor is it an empty boast. I am currently serving my second full elected term as the Syracuse City Auditor, filling the vacancy left when Roy Bernardi became Mayor. For more than 6 years, I have played a critical role in analyzing the financial condition of our City and pointing out where structural changes need to be made, even when my recommendations were not popular. I am the candidate for Mayor with the most extensive understanding of our City’s finances, and I have the solutions to our structural deficit. I will not need on-the-job training in reading financial statements or assessing fund balances.

From 1976 to 1981, I served on the Onondaga County Legislature representing the Eastwood section of the City. In addition, I was appointed to the Syracuse Common Council in 1993 to fill a vacancy. I am the only candidate who has served on both the City and County Legislature, and I understand the political and economic dynamics underlying City-County tensions. I can utilize this insight and expertise to advance the common interests of the City and the County in promoting Syracuse as the vital hub of this region.

Before election to public office, I directed the children’s program at Huntington Family Center, and I have firsthand knowledge of how a strong neighborhood organization like a “settlement house” agency and/or a community school can anchor and support a neighborhood that nurtures families.

I also have experience in the private sector. I created a computer software company that marketed and installed computer systems nationally. I know what it takes to run a company that generates sales, meets payroll obligations and achieves customer satisfaction. As Mayor, I will ensure that the City administration is accountable to all our residents and businesses.

I Am A Leader Who Has Demonstrated Concern and Commitment to this Community

I regularly attend and participate with residents at meetings throughout the City including Tomorrow’s Neighborhoods Today (TNT) groups, Neighborhood Watch groups, community forums, and I am often the only City official in attendance at Syracuse City School District Board Meetings. In fact, I keep my schedule filled with these important meetings because it is critical that the next Mayor understands the priorities and concerns of local neighborhoods and our schools. I have been committed to these meetings long before this Mayoral campaign; I pledge to continue to attend these meetings after becoming Mayor.

I Am A Leader With A Vision and a Strategy

Every serious Mayoral candidate favors better schools, stronger neighborhoods with decent housing and economic development. The next Mayor must have a vision, a strategy and the courage to implement real solutions to address the ongoing challenges that face our community. I am the candidate with a roadmap to get Syracuse back on the right track to achieve these visions. This document includes my proposals for: creating a first-class public education system; strengthening and beautifying neighborhoods, roads and public spaces; stabilizing the City’s finances; restoring the housing stock so individuals choose to live in the City; working as a partner with existing businesses and providing incentives to attract new businesses; and improving the efficiency and effectiveness of all city services.

I Am A Leader Who Is Not Afraid To Lead

I have put myself forward as a candidate for Mayor because Syracuse is my home, because I have strong roots in this community, and I want to see the City thrive. I do not view the Mayor’s office as a steppingstone toward something else. I want to be Mayor because I know that I can make a difference.

What Can True Leadership Do?

Changes must be made to achieve real progress in Syracuse. Some of those changes will be painful. But when we achieve the goals, few people will remember the pain. If the next City Administration is creative and courageous, then we can make real progress in addressing the issues of diversity, downtown redevelopment, economic development, education, fiscal planning and management, infrastructure, metropolitan cooperation, housing and neighborhood revitalization, public safety and youth development. Leadership from the Mayor will be critical to success in each and every one of these areas.

Beyond having a strategic plan for Syracuse, I will demonstrate leadership as Mayor by acting on the following:

Move Beyond Partisan Politics and Work Collaboratively on Behalf of the City and School District

Those who know me would agree that I would not let party or ego stand in the way of what is in the best interest of the City of Syracuse. My first and foremost priority as Mayor will be to represent the residents of Syracuse, regardless of what political party one belongs to, where one lives in the City, how much money one has, etc. Every resident will be a priority in my Administration.

I have consistently demonstrated my willingness and ability to work with diverse groups in this community. As Mayor, I will willingly work with anyone who is interested in working for the best interest of residents and local businesses, including every member of the Common Council, regardless of political party. Furthermore, I will have an open-door policy for all community leaders from local businesses, academia, religious organizations, not-for-profits and any organization that has interests and/or concerns regarding the City. It is time to put aside differences and work together.

Throughout my many years working on behalf of the City, I have already cultivated the necessary relationships with individuals inside and outside government. I have already initiated positive dialogues with County Executive Pirro, Superintendent Jones and with State and Federal leaders, and I will continue to do so. I am the candidate who will be able to unite, not divide, various interest groups and I will be able to develop consensus around difficult issues.

Recruit the Best and the Brightest to Work For City Hall

In my Administration, anyone willing to work hard on behalf of the City will be welcome. I certainly recognize that we currently have many dedicated, hardworking men and women who have tirelessly served our City. I am hopeful these individuals would continue to serve under my Administration. I also believe there are many qualified and committed individuals who would be willing to work for City government but have never been approached. As Mayor, I will work to recruit new ideas and new individuals to work for the City.

In addition, local colleges and universities train and graduate some of the most exceptional public servants only to have them leave and take their training to Washington D.C. or other levels of government. Our community must aggressively recruit these students because we will benefit from them living in Syracuse and working for City government. As Mayor, I will work to recruit and educate these students about the exceptional opportunities to gain valuable experience in City Hall.

Finally, public employees must be re-energized and reminded of the critical role they play in the success of our City. We must appropriately recognize public employees for their quality performances and appreciate them when we are satisfied with services. I pledge that, when I am Mayor, working for Syracuse will been seen not as a right, but as an honor worth having.

Improve Communication with the Community and Increase Resident Participation in City Government and Neighborhood Forums

The flow of information between City government and residents must be improved. The Mayor can help residents focus on the challenges facing the larger community, and the community can help the Mayor focus on what matters most to residents. A good leader knows where he or she would like to take the community; however, he or she remains flexible enough to incorporate community input into his or her decisions. For any issue facing the City, the Mayor will only be successful if there is widespread community understanding and support for the endeavor. This requires clear and consistent communication. As Mayor, I will hold community forums on a monthly basis in an effort to improve the dialogue between City Hall and the larger community.

Furthermore, residents feel vested and connected if they actively participate in the planning and the decision-making for their City and their neighborhood. In this regard, residents can expect to play a critical role in my Administration. The structure for resident participation is already in place with the Tomorrow’s Neighborhoods Today (TNT) meetings in the City’s eight TNT neighborhoods, Neighborhood Watch Groups, and the dozens of community forums that take place throughout the City on a monthly basis.

The Mayor can help to empower these groups and can encourage residents to more actively participate on an ongoing basis. I believe my direct participation in these meetings as Mayor will serve as a model to encourage City resident involvement In addition, a priority of City Departments in my Administration will be to improve relationships with the community and to solicit ongoing feedback from the people they are serving.

Measure City Government’s Performance

Measuring our performance and setting up benchmarks for improvement is critical to knowing if we are successful in providing City services. The Maxwell School’s Community Benchmarking Project highlights the importance of measuring performance, especially in relation to customer (taxpayer) satisfaction. City Hall must do a better job of tracking performance of City Departments and establishing benchmarks for necessary improvements. We must cut out the waste and continually strive to perform better, smarter, and cheaper.

According to the April 2001 cover story in Governing Magazine, “Restless for Results”, newly-elected Baltimore Mayor Martin O’Malley “is tracking performance on a scale never seen before in local government. He wants change, in a hurry.” Mayor O’Malley is implementing Citistat in Baltimore, a process where City agencies are constantly evaluating what they are doing and whether they are successful. Citistat puts agency directors on a “hot seat” and holds them accountable in front of their peers for the performance of their agency. Citistat relies on data reports and statistics collected by the City Departments to inform on-going policy discussions.& Syracuse desperately needs to do a better job of measuring the performance of City Departments in delivering services. As Mayor, I will work with the Community Benchmarks Project to bring a comparable model of Citistat to Syracuse that will be incorporated into City Departments and that would inform resource allocation during the budget process.

Market the City to Current and Potential Residents and Businesses

The focus of our efforts to market our City’s strengths must be aimed at existing residents and businesses within the City and at potential residents and businesses outside of our City. While my responses to the 20/20 questions focus on what challenges our community must overcome, there are many outstanding reasons to live in the City, and we must not lose sight of them. Our strengths are numerous, and we need to market them.

Not only do we need to focus on trying to recruit new residents and businesses, we need to take time to meet the needs of existing residents and businesses. Only by reminding existing residents and businesses of our strengths and ensuring their satisfaction within the City will we be able to recruit new residents and businesses. The priority must be to stem the flood of residents out of the City.

Then, after addressing the needs of our existing residents and businesses, we must be aggressive in getting out the message to the larger community that Syracuse is a great place to live and to do business. We must market our successes and work to make sure that everyone involved with marketing the City and region is aware of our City’s strengths. If we cannot present our successes clearly, we cannot expect others to do it for us. The reality is that we must compete with others for residents and businesses. I believe the City has something to offer everyone, whether you are a young family, a senior citizen, a single adult, a married couple whose children have grown, or a small or large business. We must work to get the message out—Syracuse is a great city.