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Jan. 8, 2010

“RENEWING the PROMISE of SYRACUSE”____________________________________________

Report from the Mayoral Transition TeamJ January 2010

Co-Chairs: J. Patrick Barrett John Feinblatt M. Catherine Richardson

CONTENTS______________________________________________________________________________________________________________

• INTRODUCTION...........................................................................................page 3

• RECOMMENDATIONS• Section One: Economic Development and Job Creation……………….page 4• Section Two: Education and Youth……………………………………………….page 14• Section Three: Public Safety…………………………………………………………..page 17• Section Four: Community Development, Housing

and Neighborhoods……………………………………………………………………...page 21• Section Five: Sustainability and the Environment…………………….…page 24Section Five: Sustainability and the Environment…………………….…page 24• Section Six: Government Modernization and Efficiency……………..page 30• Section Seven: Arts and Culture…………………………………………….……..page 32

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INTRODUCTION______________________________________________________________________________________________________________

During her campaign for Mayor, Stephanie Miner made a commitment to improve the quality of life in the City of Syracuse by developing and implementing progressive policies steeped in innovation, transparency, community engagement, and a zeal for bold, equitable leadership that provides 21st Century responses to Syracuse’s 21st Century challenges and opportunities. This report contains recommendations from the Mayoral Transition Team to the Mayor-elect to help her reach that standard.

This report was generated based on review of the Mayor-elect’s 50 Point Plan, Transition Team Committee meetings, subcommittee p g y 5 , g ,meetings and reports, and various communications among members of the Transition Team between late-November and mid-December 2009. The Transition Team was comprised of seven committees and this report’s seven sections represent these main policy areas:Economic Development and Job Creation; Education and Youth; Public Safety; Community Development, Housing and Neighborhoods; Sustainability and the Environment; Government Modernization and Efficiency; and Arts and Culture. Each of these seven sectionscontains recommendations put forth by the corresponding Transition Team Committee. This report is not meant to replace but to supplement Mayor-elect Miner’s 50 Point Plan, and references to the various points in that Plan are attached to many of the recommendations in this report. These two documents should be used in tandem. With the 50 Point Plan, this report should be used to guide the direction of City policy and operations in order to purposefully and aggressively pursue the 21st Century government, and indeed g y p y p p p y gg y p y g ,the 21st Century city, we all desire.

Co-Chair: J. Patrick Barrett Co-Chair: John Feinblatt Co-Chair: M. Catherine Richardson

Section OneECONOMIC DEVELOPMENT and JOB CREATION

Section TwoEDUCATION and YOUTH

Section FiveSUSTAINABILITY and the ENVIRONMENT

Section SixGOVERNMENT MODERNIZATION andEDUCATION and YOUTH

Section ThreePUBLIC SAFETY

Section Four

GOVERNMENT MODERNIZATION andEFFICIENCY

Section SevenARTS and CULTURE

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COMMUNITY DEVELOPMENT, HOUSING andNEIGHBORHOODS

Section OneECONOMIC DEVELOPMENT and JOB CREATION______________________________________________________________________________________________________________

• Committee Chair: Robert Doucette

• Larry Bousquet

• David Mankiewicz

• Len Montreal

• Eugenia Brieva

• Steve Compagni

• Dave Nutting

• Darren Price

• Bruce Conner

• Randy Crawford

• Steve Dorsey

• Mary Beth Primo

• Gabe Rosetti III

• Anne Sheridan-Smith• Steve Dorsey

• Claire Fisher

• Peter Georgianna

Anne Sheridan Smith

• Rob Simpson

• Dale Sweetland

• Jud Gostin

• Darlene Kerr

• Ben Walsh

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• Greg Lancette

Section OneECONOMIC DEVELOPMENT and JOB CREATION (cont’d.)______________________________________________________________________________________________________________

• Consider increasing permitting fees to support an enhanced predevelopment process and staff, thus avoiding more costly delays for developers down the road.

• Develop a standardized building application form to be d b i i d h h O d RECOMMENDATION #1RECOMMENDATION #1

Subcommittee onSubcommittee on

Permits, Codes and ZoningPermits, Codes and Zoning

used by permitting departments throughout Onondaga County.

• Empower the Zoning staff to authorize public hearings without Planning Commission approval.

• Create an “expert review panel” made up of local

RECOMMENDATION #1RECOMMENDATION #1

Establish and adhere to a “roadmap” that provides a logical, sequential, and efficient process for building projects, complete with clearly articulated roles and responsibilities for all involved.

• Assemble a voluntary advisory committee made up of local • Create an expert review panel made up of local architectural, planning, and design experts that conduct project reviews and present recommendations to the Planning Commission.

• Expedite the Landmark Preservation Board (LPB) review process by better aligning LPB staff with Zoning and

i h k d i i i d i d

Assemble a voluntary advisory committee made up of local experts intimately familiar with the permitting, codes, and zoning process to work with the Mayor and staff to perform a comprehensive systems analysis.

• Implement Mayor-elect Miner’s proposed case-management system.

empowering them to make determinations in designated cases, thus reducing the Landmark Preservation Board’s overall case load.

• Consider co-locating staff members in all departments involved in the predevelopment process including Zoning, Code Enforcement, Fire, Economic Development, Engineering, Traffic, Sewer and Water. At the very least, consider co-locating Zoning and Codes. RECOMMENDATION #2RECOMMENDATION #2

Use information technology to ensure effective and efficient

• Institute deadlines, with allowances only for special circumstances, for building applications.

• Implement a concurrent review process across departments to ensure projects do not get held up in one department. All departments should be given deadlines to respond to zoning

d it ith th i t

gycommunication and cooperation both within City government and between public and private stakeholders (Point #9).

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and permits with their comments.


• Ensure the Mayor and Common Council are placing appropriately qualified individuals that will support the City’s vision and mission on public boards including the Syracuse Industrial Development Agency (SIDA), Planning Commission, Onondaga County Water Authority (OCWA), and the Metropolitan Water Board (MWB).

• Implement Mayor-elect Miner’s proposal to use the City website to clearly outline and electronically facilitate the approval and permitting processes for new or expanding residential or business development projects. Roles and responsibilities should be clearly defined for both City staff and applicants, and website information should be reviewed and

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• Complete, approve, and enforce design guidelines in commercial and historic business districts.

• Develop neighborhood-specific economic development plans that set realistic goals and expectations based on neighborhood assets and existing infrastructure

updated regularly.

• Develop a state-of-the-art project management system that can be used by both the City and developers to track building projects in real time throughout the permitting and building process.

neighborhood assets and existing infrastructure.

• Maintain an up-to-date inventory of historic properties and designate eligible properties and districts to ensure their appropriate preservation and encourage their viable reuse as part of a comprehensive revitalization effort utilizing applicable resources for historic preservation.

• Develop a property management information system that provides real time mapping, inventory, and information sharing capabilities.


Increase City’s planning capacity to better inform and Increase City s planning capacity to better inform and enforce zoning regulations (Point #24).

• Develop and adhere to a regularly updated comprehensive plan that guides development and land use decisions in both the short and long term.

• Expedite the process that is already underway to review and revise the Landmark Preservation ordinance and Lakefront Zoning overlay guidelines.

• Work with Onondaga County to reevaluate the roles and responsibilities of the Syracuse Onondaga County Planning Agency

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Agency.


The recent parking study for downtown Syracuse indicates that in most areas there is a surplus of parking available during most of the day. In a city, people have to feel comfortable walking from lots and garages to their destinations, as in most cases it is not possible for customers to park directly at the location to which they want to go In addition one of the great economic


Security - Implement a Zero Tolerance Approach

Subcommittee on DowntownSubcommittee on Downtown

which they want to go. In addition, one of the great economic advantages of downtown is its public transportation system, which makes the center city one of the easiest places to reach in the community. There is also an increasing use of cycling and walking as the primary means of people commuting to and through downtown, particularly as new residential development takes place in the City. Therefore, the committee recommends:

Security Implement a Zero Tolerance Approach.

Downtown Syracuse must be perceived as safe to retain major employers, to attract small businesses, to provide a home for prospective residents and to appeal to shoppers and visitors. The subcommittee believes that this is best achieved by taking a “zero tolerance” approach to criminal activity, disturbance of the peace or di d f th bli l d t W d th t th

• Utilizing a comprehensive way-finding and signage system to identify available parking options.

• Recognizing that structured parking is a crucial component of accessibility. Maintenance and repair of parking garages is critical to downtown’s economic

disregard for the public realm downtown. We recommend that the Syracuse Police Department continue to strictly enforce laws and regulations to maintain public order. However, we believe this approach should also be applied to code violations, loitering for illicit purposes, littering, or neglect of property owner responsibilities.

We recommend that the City consider the application of the “Broken competitiveness . Façade appearance, cleanliness, lighting, security, availability of parking on a 24/7 basis must be areas of focus.

• Planning ahead. Early in her administration, the Mayor will need to address aging infrastructure downtown, such as the condition of older public and private garages.

Windows” theory to downtown Syracuse and the city as whole. Recent research reinforces the notion that crime can be significantly reduced in areas that are clean, well maintained, free of graffiti, and orderly. This will require the cooperation of downtown property owners and agencies that maintain downtown. The City should also work closely with National Grid to ensure 100% performance of public lighting downtown. as the condition of older public and private garages.

Viable solutions are needed to address parking before more issues arise. For example, the City plans to close the first two floors of the Sibley’s (City) garage by January 1 because renovations are needed and money is not available. The balance of the structure may be closed in the future. This takes away valuable employee and customer parking in the heart of downtown.


Address Parking, Transportation and the Pedestrian Experience.

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and ride shuttle operations and develop transportation demand management techniques and should be a leader in their adoption and implementation.

• Playing a leadership role in the future planning for I-81, and make sure that the needs and desires of Syracusans

• Finding new methods of financing expensive public infrastructure replacement. For public parking, this may require the establishment of a parking authority or merging all parking operations under one responsible profit center in City government.

and make sure that the needs and desires of Syracusans are well represented.• Looking for opportunities to create additional on-street

parking, or adding to its structured parking, without resorting to demolition (except in very rare instances) to create new parking resources.

• Finding a combination of innovative alternatives (e.g. shared monthlies parking products priced for part time employees)


View cleanliness and beautification as a cooperative effort (Point #30).

monthlies, parking products priced for part time employees) and enforcement techniques should be used to discourage meter feeding in the central business district.

• Encouraging convenient and safe off-street parking such as 24 hour card key access should be provided to encourage residential development downtown.

• Maintaining an attractive public realm is the first step towards the longer term goal of filling ground floor vacancies.

• The appearance of downtown is the responsibility of the property owners, the City and the Downtown Committee.

• Continuing to emphasize the role of mass transit. The construction of the new transfer hub should boost bus ridership downtown. The City should encourage transportation oriented development (TOD) around the new hub.

Encouraging alternative modes (e g transit cycling walking)

Areas of responsibility for all parties need to be clearly defined and communicated.

• The City needs to dedicate more resources to downtown maintenance efforts.

Th i t ff t f th Cit ’ D t t f • Encouraging alternative modes (e.g., transit, cycling, walking) as part of a strategy to reduce parking demand, enhance healthy lifestyles, appeal to center city residents, and reduce Syracuse’s carbon footprint. The City should fully participate in the work of the Syracuse Metropolitan Transportation Council to examine transit alternatives, create additional bike lanes, encourage park

• The maintenance efforts of the City’ s Department of Public Works and the Downtown Committee should be coordinated to maximize the positive impact on the public realm.

• City ordinances regarding cleanliness and snow removal need to be enforced.

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• Consider partnering with Onondaga County and others to create a Land Bank Authority that will be able to hold and dispose of vacant properties that the City has acquired. This assists redevelopment efforts by providing the opportunity for redevelopment of strategic properties, rather than leaving them in the hands of inactive or tax d li i hil li i h Ci f

• Stepped up code enforcement should be addressed toward vacant or neglected properties downtown.

• Pursue some short term cosmetic solutions. Recent examples such as the Larned Building window decorating and the

l f k i i d i h bl k f delinquent private owners while relieving the City of any potential liability.

• Encourage more education and medical uses downtown to give the institutions room to expand and give people more reasons to come downtown.

placement of artwork in vacant windows in the 300 block of South Salina street has improved public perception of those areas.


Adopt a System to Prioritize and Address Vacant Downtown Properties.

• Prioritize development projects in downtown and remain committed to seeing those priority projects to fruition. South Salina Street is an area that offers the next best opportunity, given the progress of projects underway and as a logical


Creative Partnerships with Cultural Organizations (Point #29).

given the progress of projects underway and as a logical expansion area for Armory Square.

• The new administration should accentuate the positive development activity taking place on Salina Street as that represents downtown’s core, and the public’s perceptions of downtown’s health is largely set by the condition of the traditional downtown main street

• Cultural organizations are downtown anchors and require the same basic services as others in downtown, namely cleanliness and safety.

• Organization performances, exhibits and events draw thousands of visitors to downtown annually. At the same time due to funding constraints events and exhibits may traditional downtown main street.

• The City and Syracuse University should work cooperatively to ensure that funding from the Connective Corridor Project will be used to rebuild critical infrastructure downtown as its first priority and that key locations, such as the intersection of Salina and Fayette streets will be addressed by that project.

time, due to funding constraints, events and exhibits may have to be downsized without creative partnerships and in-kind service provision by the City.

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• The administration should seek to encourage the creation or location of a grocery store or food market in the center city to meet the needs of its residents.

• The Mayor should take an active role in promoting and marketing residential living in the center city.

• Mayor Miner should continue to promote the many cultural amenities of downtown.

• Encourage organizations that have advertising resources to work together to promote the cultural and entertainment offerings within downtown. marketing residential living in the center city.

• Create new parking options that meet resident needs downtown.

offerings within downtown.



Timing and Prioritizing Downtown Development and

Encourage More Housing Development.

• Everywhere that new residential development has occurred Timing and Prioritizing Downtown Development and Infrastructure.

• In the first 100 days, look for simple things that can be immediately accomplished such as implementing zero tolerance, or using building wraps to cover vacant store windows. Focus on some simple things that can get done.

y pdowntown (Armory Square, Clinton Square, Hanover Square, and the adjacent Franklin Square) has resulted in new life and vitality in the center city. Housing improves the reality (and perception) of safety, and new housing usually leads to increased demand for retail and commercial services which activates the ground floor.

• In the first two years of the new administration, several projects on Salina Street are moving toward completion: the Dey Brothers Building, the new transfer hub, the 300 block project and the first phase of the Landmark Theatre project. Celebrate these near term successes to build on the sense of positive momentum downtown and the

• Market rate housing has proven to be a “talent magnet” for the young and has provided new urban options for empty nesters. The vacancy rate for market rate housing in the center city core (Downtown, University Hill, the Lakefront and James Street) is less than 2%. In many cases, projects are leased before they are complete.

the sense of positive momentum downtown and the center city in general.

• The lack of downtown hotel rooms emphasizes the need for a signature downtown hotel. Work with community leadership to focus resources to complete such a

• It should be a goal of the new administration to reverse population loss in the center city.

• The new state historic preservation tax credit has created an additional source of financing to encourage the transformation of historic properties in the city.

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project. Find the strongest development team, with sufficient financing, and the greatest likelihood of success and community impact – then support that project.

• Have the city’s engineers provide the Mayor with an analysis of the infrastructure that serves downtown and the center city. the infrastructure that serves downtown and the center city. Try to get ahead of the need to avoid infrastructure failures that lead to business disruption downtown.


Communications.

• Developers and the public need clear, concise communications about the city’s plan and policies downtown, and for the city’s overall economic development strategy.

• The Mayor must lead in the communication of this plan.

• The Mayor should have a strategic communications plan for her overall goals.

• Partner with organizations such as the Downtown Committee to maximize the value of private volunteer efforts to support the Mayor’s goalsthe Mayor s goals

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heavily on the studies and action plans that have been developed in recent years, and should be an exercise in developing a consensus around those plans. Perhaps more importantly, a clear understanding of the role of each player in implementing those plans should be developed. It may be beneficial for the Mayor to have a seat on the Central Upstate Regional Alliance


The City has a role to play in regional economic planning The City

Subcommittee on RegionalizationSubcommittee on Regionalization

Mayor to have a seat on the Central Upstate Regional Alliance.The City has a role to play in regional economic planning. The City needs to have “a seat at the table” because it is the center of the region and plays an important role for the entire region. The City should also maintain a principal focus on areas in which it is already devoting the greatest amount of its resources – schools, public safety, code enforcement, etc.


A consensus driven process needs to take place in which there is community agreement on the project specific priorities critical to the accomplishment of regional economic development strategic

bj ti All t k h ld d t t i th t RECOMMENDATION #2RECOMMENDATION #2

(Point #1) In the first 100 days of the new administration, local government leaders and the leaders of the local and regional economic development community should convene for the purposes of:

– Reviewing, commenting upon and revising the current regional

objectives. All stakeholders need to act in a manner that consistently supports those priorities.

The Leadership Council was seen as a worthy vehicle for establishing project priorities and for working with potential project sponsors to communicate the community priorities.

economic development plans and reaching consensus on the vision and strategic objectives of the plan for the region.

– Developing and articulating the roles of each of the players in the implementation of the plan, specifically including the role of City government.


A majority of the committee favored co-location of the City and County economic development offices. A fully combined City-County economic development department was not recommended. While the co-location of City and County

i d l t ffi l ith th i t t – Outlining the priority of action plans for implementation of the

regional economic development plan. The City’s action plans for economic development must be articulated in the context of the overall plan for the region and should be communicated to both regional stakeholders and City constituents.

economic development offices along with the private sector organizations such as the Chamber of Commerce and the Metropolitan Development Association may hold some merit, the realities of these organizations’ real estate and other commitments would need to be resolved.

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It was the consensus of the committee that the process should rely



Subcommittee on City ContractsSubcommittee on City Contracts


Require that City contractors implement apprenticeship programs that will create a sustainable stream of qualified, organized labor while also creating opportunities for young people and the unemployed. This would demonstrate the willingness of these contractors to partner with the broader community, and would maximize the impact of City project dollars on the people of our community.

Institute a review of the language used in contracts. Much of the language is either difficult to understand, duplicative, overly inclusive, or outdated. By conducting a legal review of standard city contract language, time will be saved for both city legal staff and contractors, and will promote a more accessible bidding process on city contracts that avoids delays and insufficient submissions


Advocate for a task force that would examine how contractors use minority representation percentages. Such a task force could help k d h i b h di h i

submissions.

keep contractors and their subcontractors honest regarding their ability and willingness to follow regulations and give the City taxpayers the kind of service they expect from such contracts.


Be more diligent about setting and reaching utilization goals. Work with smaller contractors on public projects, and increase accountability while reducing the use of pass-throughs.

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Section TwoEDUCATION and YOUTH______________________________________________________________________________________________________________

• Committee Chair: Frank Price

• Steve Aiello

Kim Boynton

• John Lacey

• Linda LeMura

• Kim Boynton

• John DeMott

• Pastor Andrew Dowdell

• Mary Nelson

• Bill Towsley

• Neil Driscoll

• Maureen Fellows

• Marisol Hernandez

• Tim Jennings

• Duane Kinnon

• Dr Cynthia Kirby• Dr. Cynthia Kirby

• Lena Kochian

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Section TwoEDUCATION and YOUTH (cont’d.)______________________________________________________________________________________________________________

• To ensure greater accountability and program effectiveness, the City government must take a stronger role in collaborating with the Say Yes organization. Stronger collaboration and communication will foster greater transparency that will in turn generate greater confidence in the program’s effectiveness and its financial


Continue to fund the Say Yes to Education program at higher levels to create a fully integrated, robust program (Point #10).

confidence in the program s effectiveness and its financial sustainability.

• An individual or committee appointed by the Mayor may improve program quality, marketability, and the program’s ability to relate to parents and their needs and desires for their children.

• The tuition portion of the program must be fully funded, and participating institutions should be convinced to remove any income caps that have been put in place. The place-based tuition program must be strong in order to be effective as a draw for young families to either remain in or move into the city. This element of the Say Yes program has transformative potential for the demographics and overall outlook for our city

• The City should take a more active role in a Say Yes to Education marketing campaign to raise awareness for the program, its benefits, and ways that people can contribute to the program. Any resources spent on such marketing can be justified as showcasing a program that can have both short and long-term benefits for school performance,

potential for the demographics and overall outlook for our city.

• Mechanisms should be put in place to actively and aggressively raise money to fund the Say Yes program. An experienced fundraiser and a fundraising apparatus that diversifies and expands revenue sources are critical to the sustainability of the program.

property tax revenue, increased local economic activity, decreased crime rates, reduction of neighborhood blight, etc. The City can be a key player in bringing more dollars and notoriety to the program with our corporate, institutional and community leaders.

• Community partnerships must be leveraged and maximized to foster even greater financial strength for the program. This may come in the form of institutional or corporate giving, or it may come in the form of program support from other organizations or agencies.

RECOMMENDATION RECOMMENDATION RECOMMENDATION #3RECOMMENDATION #3

Fully complete the school reconstruction project on a reasonable timetable Point #12).


Take a lead role in the Say Yes to Education programming by working with the Syracuse City School District, Syracuse University and the Say Yes to Education coordinators to fully implement its

i d k i (P i )

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programming and marketing (Point #11).

Section TwoEDUCATION and YOUTH (cont’d.)______________________________________________________________________________________________________________

• The disturbing indicator of city high school graduation rate, and the gravity of what that indicator means, requires that we engage in open and candid conversations about what steps might be taken to improve the situation. The time for pointing fingers and shirking responsibility is past We owe it to the children of this city to put aside

• The Joint Schools Construction Board (JSCB) must be re-staffed with individuals who have construction experience in order to provide the context for better, more accurate financial and operational planning. A change in board structure and roles, including that of the secretary, must be explored. The role of Gilbane in this process must also be evaluated past. We owe it to the children of this city to put aside

politics and ego in order to consider all possible options to providing a better education and better outcomes. The status quo is insufficient.

role of Gilbane in this process must also be evaluated.

• The Board must work to develop a sound, feasible plan for all phases based on the funding formula and local financial ability. The interweaving and sometimes complex funding structures must always be taken into account when working to develop a full reconstruction program that has defined objectives, roles

d ifi d i d t


Greater community ownership in our schools (Points # 14 and specific desired outcomes.

• The use of an independent consultant to reevaluate the project going into Phase II should be considered. Project delays and cost overruns must be avoided in the future.


Greater community ownership in our schools (Points # 14, 15).

• We need greater accountability for the children in our schools. The Syracuse City School District, the City of Syracuse, youth programs, community centers, neighbors and parents must all come together to create an atmosphere where our children can th i P t t b h ld ibl f th i hild b t RECOMMENDATION #4RECOMMENDATION #4

Examine how alternative administrative methods might achieve greater efficiency and effectiveness in our City’s schools (Point #16).

• The fractured nature of our local government structures often leads to limitations in effectiveness and overall efficiency

thrive. Parents must be held responsible for their children, but we must also recognize the role of the larger community, the positive effect it can have on a child, and the social and financial costs to the community when we fail. We must work to bring together the financial and human capital resources that exist in this community to make our schools the centerpieces of great neighborhoods. We must fight to break the cycle of poverty There is no one solution to the challenges leads to limitations in effectiveness and overall efficiency.

When the stakes are as high as our children’s futures, we are obligated to explore all paths to the best possible outcomes. Among the strategies that should be explored is Mayoral control of the Syracuse City schools. Multiple layers of bureaucracy have led to diffused public accountability and have not helped our children succeed. Clear leadership and management from those who can be held directly and

the cycle of poverty. There is no one solution to the challenges involved with removing the barriers to our children’s success, but we must believe that we stand a better chance if we stand together.

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management from those who can be held directly and definitively accountable will achieve better outcomes. We recommend that Mayoral Control be seriously examined.

Section ThreePUBLIC SAFETY______________________________________________________________________________________________________________

• Committee Chair: John A. Cirando, Esq.

• Daniel French, Esq.

Helen Hudson• Helen Hudson

• Barbara Humphrey

• Pastor Daren Jaime

• Frank Sardino

• Vito Sciscioli

• Marsha Weissman

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Section ThreePUBLIC SAFETY (cont’d.)______________________________________________________________________________________________________________

• Insurance companies could be asked to require businesses to install cameras or provide incentives and discounts for their installation.


Implement a comprehensive strategy for eliminating gang-related violence through prevention by integrating the operations of different city, county, state and federal agencies (Point #17) RECOMMENDATION #3RECOMMENDATION #3agencies (Point #17).

Alternative and aggressive models for combating gang violence were discussed in committee. Operation Impact, as well as more robust programs such as Cease Fire and S.N.U.G., were discussed. Models such as these need to be adopted and expanded to involve grassroots community organizations, such as Mothers Against Gun Violence, in

d b d h l l b l f d


Create a more visible, more geographically-deployed police presence to stabilize chronically high crime areas of the City (Point #19); and focus crime reduction efforts, including foot patrols, in neighborhood business districts to improve their safety and economic viability (Point #20).

order to bridge the cultural gap between our police force and our neighborhoods. A freer exchange of information can make our community safer.


Explore how deployment of cameras can improve security

Residents of the City of Syracuse are supportive of community policing as a way to increase safety, reduce crime, address quality of life issues, and increase positive relationships between residents and the Syracuse Police Department. However, to be effective, Community Policing must include the following elements:

downtown and in currently high crime areas (Point #18).

The Committee agrees that surveillance technology can be a helpful tool, although the City must explore innovative ways to fund and deploy this technology.

P h i hb h d i di id l t t ld i

elements:

• People want officers to walk the street, but they need to be the right officers. Community Policing officers should be willing to know or learn the neighborhoods they are assigned to and to care about it and its residents. Ideally, officers should be City residents who reflect the ethnicity of the people they serve Since that is not always possible • Perhaps neighborhoods or even individual streets could raise

money for cameras, especially in response to an increase in violent incidents or property crimes.

• The Police Department has grant development staff that are always looking for funding; Homeland Security is one potential funding source.

• Small businesses that fall under Nuisance Abatement are often

of the people they serve. Since that is not always possible, officers should be trained to exercise good judgement when interacting with people in the neighborhoods and should use language and interpersonal skills that express a spirit of solidarity. Officers walking in pairs need to interact with the people in the neighborhoods, rather than only with each other.

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required to install cameras.


Support information and communications system upgrades for our emergency and public safety services to improve coordination and response capabilities.

• All police officers should act in a professional manner which is both racially and culturally competent. Officers should interact with community members in a way that is respectful to everyone regardless of race, gender, age, sexual preference or socioeconomic status. The expectation for professionalism should permeate throughout the Police Department from the Chief to the mid-level command to the street level officers.


The Committee sees this as an important strategy that may have relatively low costs. The Committee suggests that the Mayor-elect seek more information on the trunked radio system upgrade Syracuse University’s Department of Public Safety is undergoing, and any benefits that may come from collaboration with them.

Chief to the mid level command to the street level officers. Effective relationships in community policing are ones where the officers know and understand the language, behaviors, etc. of their assigned area and its residents.

• Community Policing should be for the purpose of serving and protecting the people. Community Policing should aim to establish cooperative working relationships and provide a establish cooperative working relationships and provide a service to the people who want to be served.

• Community Policing officers’ knowledge of the neighborhood should be used by detectives investigating crimes to provide information. However, if Community Policing officers are seen having direct involvement in investigations, they may lose trust

d h l h b f i d h ill b “ k d ” l


Pedestrian safety

The Committee discussed issues pertaining to pedestrian safety including limited access to sidewalks during the winter. Sidewalk snow removal has always been a challenge in Syracuse.

and the people who befriend them will be “marked.” People need to trust the officers and the officers need to trust the people.

• Community Policing could be park-and-walk patrols, with officers having access to cars. Having radios and cars for back up is acceptable. However, Community Policing officers should

While everyone can recognize the challenge in keeping sidewalks clear in a climate as snowy as ours, it is critical that people are able to safely walk in our city year round. Increased enforcement as well as new models of enforcement should be explored.

Municipal options, including models similar to that used in Rochester, might provide relatively low-cost solutions to chronic p p b , y g

spend most of their time out of their cars, walking their beat and interacting with residents.


Continue to fund our Fire Department at sufficient levels to maintain its top level rating and world class performance (Point #21)

Rochester, might provide relatively low cost solutions to chronic winter sidewalk access problems, especially in areas that experience high foot traffic like those near schools and the universities.

Additionally, vacant lots should be cleared and cleaned up as frequently as possible in order to prevent illicit activities and make our neighborhood spaces safer

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performance (Point #21)

Ways to provide fire service to other adjacent communities outside the city should also be explored.

make our neighborhood spaces safer.



Public Safety Council

The Mayor-elect should consider convening a public safety council y g p ywith representatives from various law enforcement agencies, the District Attorney’s office, and community organizations to share information and resources.

RECOMMENDATIONS #8RECOMMENDATIONS #8

Alternative response mechanisms

The Committee discussed the possibility of exploring ways that some 911 or police non-emergency calls could be re-routed to agencies other than the Police in order to remove some of the burden on our officers while achieving faster response times for lower priority callslower priority calls.

RECOMMENDATIONS #9RECOMMENDATIONS #9

Maintain a high level of oversight in regards to pawn shops.

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Section FourCOMMUNITY DEVELOPMENT, HOUSING and NEIGHBORHOODS

___________________________________________________________________________________________________________________________

• Committee Chair: Phil Prehn

• Kevin Agee

Christine Capella Peters• Christine Capella-Peters

• Emanuel Carter

• George Curry

• Kathy Goldfarb-Findling

• Ruth Heller

• Frank Lazarski

• Nancy McCoy

• Kerry Quaglia

• Dominic Robinson• Dominic Robinson

• David Rufus

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Section Four (cont’d.)COMMUNITY DEVELOPMENT, HOUSING and NEIGHBORHOODS___________________________________________________________________________________________________________________________


Actively engage and promote full community involvement in the discussion surrounding the I-81 question (Point #23)

• While many agree that the removal of the I-81 viaduct would be

Community Development Block Grant Reform

The Community Development Block Grant (CDBG) program administered by the City of Syracuse is in need of reform. The


y gbeneficial, the City must be sure to actively involve the community and all stakeholders in discussions of the issue.

• The City must ensure that there is a plan to redevelop the area once the highway is gone. The Southside does not need another parking lot.

h d b d f h d b h

y y yprogram should be more transparent as well as focused in its execution. The Consolidated Plan that accompanies the CDBG program should more clearly and strategically communicate goals and the strategies by which these goals will be achieved. Efforts should be focused on specific areas with detailed plans so that neighborhoods are given the chance to succeed if properly planned and funded within a certain timeframe. Both short-term and long-term planning and goal-

h ld b l h• There needs to be discussion of what to do about the non-elevated portion of 81 south of downtown. This is a great opportunity to improve those neighborhoods by restoring the street grid and reconnecting them to the other side of the City.

• The Onondaga Citizens League report is a good starting point for these discussions.

setting should be explicit in the CDBG process.


Housing Plan (Point #26)

A clear well articulated housing plan must be developed by the City in


Create a Planning Office that can provide the kind of cross-departmental, interdisciplinary coordination of effort and

A clear, well articulated housing plan must be developed by the City in cooperation with its many housing partners. The City administration is well positioned to make meaningful, near-term decisions about housing policy that can be funded in a consistent way. The City’s housing staff must work cooperatively with the housing agencies, the Community Development Advisory Committee, the Mayor’s office, and community members to develop a plan that represents the best possible investments for our City, its neighborhoods and its housing

resources that City government so urgently needs to capitalize on catalytic revitalization efforts (Point #24)

This new office should include staff from other City departments, including economic and community development. This office should aid in establishing a vision that each department can focus on to set goals and priorities, and should create connections between different d Thi ffi h ld l f i i i h

p b y, g b gstock.

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departments. This office should also focus on maximizing the Syracuse-Onondaga County Planning Agency’s (SOCPA) data, research and analytical resources.

Section Four (cont’d.)COMMUNITY DEVELOPMENT, HOUSING and NEIGHBORHOODS___________________________________________________________________________________________________________________________


Revamp the Tomorrow’s Neighborhoods Today Program (Point #31)

The Committee agrees that the program as it exists today is not g p g yworking to its potential. Consensus is that many of the planning areas are too geographically large. More in depth training and management of its community leaders could also be reexamined in order to have more clarity in meetings. A large concern was how to effectively increase turnout to these meetings to make them as effective as possible.


Explore the connections between community development, economic development, and how we can empower citizens and revitalize neighborhoods by strengthening these connections (Point #4)

The work done by City government and other agencies in the fields of community and economic development will continue to fall short unless there is a strong connection to education and job development strategies for those who live in our neighborhoods. Improving the condition of the housing stock in our neighborhoods and the properties in our business districts is important. But how sustainable are such investments if we are not making investments in the futures are such investments if we are not making investments in the futures of the people who live in those neighborhoods? We must find ways to link community and economic development efforts with the work being done to lift up the neediest individuals and families in our community through education, social services, and job development. We need to examine how we can create a continuum of programs and services that will link people who are looking to advance themselves and find work with job opportunities in our key growth sectors

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and find work with job opportunities in our key growth sectors.

Section FiveSUSTAINABILITY and the ENVIRONMENT___________________________________________________________________________________________________________________________

• Committee Chair: E. Chris Beck

• Ed Bogucz

Joe Heath• Joe Heath

• Chuckie Holstein

• Rachel May

• Neil Murphy

• Josh Stack

• Paul Thompson

• Anastasia Urtz

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Section FiveSUSTAINABILITY and the ENVIRONMENT (cont’d.)___________________________________________________________________________________________________________________________

The Mayor-elect takes office at a time of tremendous economic and social challenge and local infrastructure decline. These circumstances have proven intractable to generations of local leaders, and there are those who would give up the City of Syracuse—and all of Upstate New York—as a region whose time has past. And, yet, the City of Syracuse has “good bones:” an existing infrastructure that

a wide array of 21st Century technology companies whose work would be advanced by improved infrastructure and a community that can attract and retain the intellectual talent that will grow these businesses. And, sadly, the area presents profound social issues that justify substantial public investment in remediation City of Syracuse has good bones: an existing infrastructure that

will support substantial economic activity and connect the community to more robust markets; an unparalleled surrounding natural environment; and numerous existing businesses that could grow to greater prominence in the national and international economy if properly supported.

Moreover, the depth and national scope of the present economic

activities because such investment can be designed to propel the Upstate New York and national economies into a greener, more sustainable future that relies less on non-domestic sources to meet basic human needs.

To this end, the recommended priorities for the Mayor-elect’s administration and the proposed tactics for achieving these are as Moreover, the depth and national scope of the present economic

crisis offer a rare opportunity to make specific changes in the governance and investment patterns in the City and, ultimately, Upstate New York. Such projects would transform the urban setting and the towns and villages within the City’s ecological footprint and create a context for reestablishing historic economic and social linkages with the other cities across the horizontal axis of New York State. This “Canal Corridor” was the original “Silicon Valley” of the

administration and the proposed tactics for achieving these are as follows:

g yUnited States that exhibited stunning economic entrepreneurship, schools of art that influenced national and international cultural norms, and a coveted quality of life that attracted both residents and tourists to the region. Syracuse and its surrounding communities formed the central hub of this activity, and the remnants of those days when Syracuse was a player in the national and international economies remain readily available for revitalization for a new age.

The current local and national focus on food, renewable energy, and the environment (FREE) offers the intellectual framework for a truly sustaining initiative for the City of Syracuse and Upstate New York. The City of Syracuse has the built environment and the surrounding natural environment to catalyze a leadership position for the area in local foods, renewable sources of energy, and environmental

di i d d d hi Th i l l d

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remediation and good stewardship. The region also already supports



Confront the future of I-81 in concert with a joint City-County strategy to remediate the effects of combined sewer overflow to achieve a coherent, unified community infrastructure plan for the region that can be implemented

eligible for a vast array of support from federal environmental protection and transportation sources, as well as local bonding; generate green jobs that will serve both highly trained workers and those with limited employment skills; and, undertake a truly transformative and restorative infrastructure initiative that will p g p

within 5-10 years.

Massive stimulus dollars exist currently for community infrastructure projects designed to achieve sustainable communities and a green economy. I-81 is nearing the end of its lifespan, and a plan must be made to repair, replace, or remove it. Any of these approaches to the I-81 issue will cost several hundred million dollars

d h ld b d d h d h b l

generate momentum and attract private investment in an area that will be seen as growing and welcoming to businesses and people. This project will enable the flow of money that is essential to undertake a series of related projects to rehabilitate or deconstruct abandoned commercial and residential properties located in the City core, and enhance and/or redesign community transportation and pedestrian infrastructures that will limit sprawl promote and should be directed in such a way as to remediate the substantial

negative impacts on the City generated by the original implementation of the elevated highway system through formerly robust residential and business districts. In addition, roadways are impervious surfaces that generate vast quantities of storm water that flow into an inadequate and deteriorating sewer system. Designing a solution for I-81 that properly manages the storm water generated by th hi h ill ll i lt ll iti l

and pedestrian infrastructures that will limit sprawl, promote sustainable planning and land use practices in urban, suburban, and rural settings, increase community health, and reduce carbon emissions.

Immediate discussions should be initiated with the County, federal funding agencies, elected representatives, and legal counsel to

the highway will allow simultaneous progress on an equally critical infrastructure issue: combined sewer overflow management. Overflows from the combined sewer system pollute Onondaga Creek and the communities through which the Creek flows. An Amended Consent Judgment governing the process of remediating industrial and other pollution in Onondaga Lake has directed the investment by Onondaga County of several hundred million dollars over the next 5-8 years to implement green infrastructure techniques rather than

g g , p , gpursue this joint initiative as a central focus of the Miner administration.


R i th l i d i l ti d b i 8 years to implement green infrastructure techniques, rather than new sewage treatment facilities, as a strategy to abate the negative impacts of combined sewer overflow.

These two projects—I-81 and combined sewer overflow into Onondaga Creek—should be viewed as an interrelated community infrastructure challenge that requires a shared solution. By approaching these issues in a united way the region can become

Review the planning codes, zoning regulations, and business incentive structures within the City of Syracuse in light of 21st

26

approaching these issues in a united way, the region can become


century best practices in urban land use that have been developed in other communities. Propose and gain adoption of a new legal framework designed to: promote walkable, high density residential communities; implement best management practices in urban land use (including storm

representatives from various professional disciplines (e.g., architecture, engineering, college and university faculty) with considerable expertise in sustainability issues and urban planning. The firms should be asked to devote the supervisory time of at least one seasoned attorney experienced in municipal, land use, construction, and/or environmental

water management through green infrastructure); foster residential access to fresh food outlets, pharmacies, and other community resources; encourage pro-social, private investment in the City; and, create economic opportunities and a high quality of life for local residents. Incorporate a Beneficial Use Determination (BUD) that is used on a City-wide basis to recycle materials specifically supporting

law and the time of junior lawyers, such as summer law clerks, to examine specific issues that can be assembled collectively into a refreshed, coherent body of public laws and regulations that will create the context for achieving sustainable future development in the City.

Local lawyers and other experts can be expected to embrace the opportunity to support the Mayor elect in this way The strategy is wide basis to recycle materials, specifically supporting

deconstruction initiatives (Point #36).

The City of Syracuse possesses a legal infrastructure, and the resulting incentives, that were developed in and for another era. The combination of antiquated laws and insufficient codes enforcement resources contributes to disinvestment and a culture focused on short-

opportunity to support the Mayor-elect in this way. The strategy is cost-effective for the City and the pro bono volunteers; the project design will introduce local professionals to others with similar interests, thereby creating future business opportunities for their organizations; the information learned by law firm personnel in this process will offer the firms the opportunity to showcase their talents and take the knowledge gained back to their clients in other areas; and, most

term gain, rather than sustainable community development. This legal context must change so that individual decisions can be brought in line with the needs of the broader community.

This project is complex and could be time- and cost-prohibitive if assigned to City personnel or an external consultant. Instead, we

t t d i d t d ti t th b i

g g ; ,professionals simply like to be asked to serve their communities in significant ways.

The Mayor-elect and her administration will gain a wealth of expertise and the capacity for deep analysis from this approach. More important, the Mayor-elect will create engagement by local business leaders in her

d hi h ill h l h t i t f f t ti h ill propose a strategy designed to engage and motivate the business community to lend its expertise in support of the Mayor-elect’s community revitalization agenda. Specifically, all law firms in the City of Syracuse practicing in relevant areas should be approached with a request from the Mayor-elect to participate on a pro bono basis in an a working group comprised of Corporation Counsel, the Division of Code Enforcement, the Zoning Administrator, a Common Council

agenda, which will help her to gain support for future actions she will want to take.

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Enforcement, the Zoning Administrator, a Common Council representative, and



Establish a task force that seeks opportunities to further a sustainable economic and community development agenda within the City and the region by recommending appropriate appointments to public bodies soliciting input from RECOMMENDATION #4RECOMMENDATION #4

disciplines and persons with the organizational and communications skills to help the Mayor-elect successfully manage an ambitious agenda.

appointments to public bodies, soliciting input from stakeholders and community groups, and identifying opportunities for broad-based communication to and education of community residents about the projects being undertaken to promote a sustainable future for the City of Syracuse and Upstate New York within the national and international economy.

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Create an Office of Sustainability and hire a Director of Sustainability to develop, direct, and coordinate the City’s sustainability agenda (Point #33). These duties include, but are not limited to, the following:

• Partner with local, regional, state, and national organizations and public bodies to secure external y

The Mayor-elect and her administration will benefit from creating a standing body to receive ideas from a wide array of interest groups, engage the appropriate community-based talent in providing input and analysis, recommend appointments to critical roles in the community, and suggest strategies to communicate how the Mayor-elect’s agenda is unfolding Momentum is critical to the kind of social

organizations and public bodies to secure external funding and other support sufficient to develop and implement major community infrastructure improvements related to storm water management, green infrastructure, and the revitalization of Onondaga Creek; rehabilitate or deconstruct abandoned commercial and residential properties located in the City core; and enhance and/or redesign transportation and pedestrian elect’s agenda is unfolding. Momentum is critical to the kind of social

change that is needed, and involving local talent from outside the central workings of City government will provide the Mayor-elect’s administration with a “kitchen cabinet” that will support nuanced decision making and foster political support for the Mayor-elect’s agenda.

enhance and/or redesign transportation and pedestrian infrastructures to limit sprawl, promote effective urban, suburban, and rural land use practices, increase community health, and reduce carbon emissions.

• Direct the development by all units of City government of a unified strategy that applies best management practices in energy efficiency and environmental sustainability

This advisory committee may identify individuals from among the Transition Team and from key community roles or disciplines who can provide the Mayor-elect and her senior leadership with ongoing support and expertise that will lead to the implementation of a true sustainability agenda for the City of Syracuse and Upstate New York. Membership on the Task Force should include persons with subject-

kill i i bili

gy y ywithin government operations; oversee development of internal policies and procedures to implement the sustainability strategy that is determined; supervise implementation of resulting projects; and provide regular progress reports to the Mayor and Deputy Mayor.

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matter skill sets in sustainability


• Work with the Corporation Counsel, Division of Code Enforcement, the Zoning Administrator, the Common Council, and community-based partners to review City planning codes and zoning regulations and, where appropriate, propose new regulations designed to promote walkable, high density residential communities, implement best management practices in urban land use, foster residential access to fresh food outlets, pharmacies, and other community infrastructure, and create economic opportunities and a high quality of life for local residents.

• Work with City officials sustainability experts and private • Work with City officials, sustainability experts and private industry to develop administrative strategies and incentives to stimulate private investment in brownfield remediation and implementation of best management practices in sustainable land use, building design, construction and deconstruction, and energy and waste management practices (Point #43).

• Lead the Sustainability Task force (mentioned above).

• Develop strategies to promote public education on best practices in sustainability through the Syracuse City School District, public education campaigns, and community reports on project development and implementation (Point#44).

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Section SixGOVERNMENT MODERNIZATION and EFFICIENCY___________________________________________________________________________________________________________________________

• Committee Chair: Corey Driscoll

• Tim Feng

• Zack Glick

• Dr. Mike Kelleher

• Dr. Paul Kronenberg

• Anita Murphy

• Jonnell Robinson• Jonnell Robinson

• Kathy Ruscitto

• Dr. David Smith

• Dr. Debbie Sydow

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Section SixGOVERNMENT MODERNIZATION and EFFICIENCY (cont’d.)___________________________________________________________________________________________________________________________


Create a Department of Technology and a Department of Information (Points #45, 48, 49).

• The City needs to research infrastructure that is currently in


Develop a multi-media approach to communicating the goals, strategies, actions, progress, and public meetings and participation opportunities of the city government in order to create transparency and promote civic awareness and y y

place and try to maximize its potential throughout Syracuse. This may include Wi-Fi access at key locations to increase economic and community development.

• Convergenetworks and standardization hardware and software will increase the city’s efficiency and save money. This can incorporate the evangelization of business information systems

h l h b lf h h h f

p y pengagement (Point #46).

• Continue modification of the city’s website to become more interactive and useful to the city’s citizens as is mentioned in the first recommendation to re-brand the city of Syracuse.

• The City needs to take advantage of the upcoming cable f h h f hto help the City better manage itself through the use of metrics,

modeling, and projection. This can also involve the integration of geographic mapping and management systems.

• Modify the city’s website to become a broadcaster of information to the citizens and to provide real-time data on happenings and important information around the City. This

b ti d i ith th i ti f i t l t f

franchise renegotiations. There are opportunities for the city to take advantage of expanding cable access programming to increase accountability and transparency in the city for everybody. This, coupled with an updated website and internet broadcasting of city meetings and conferences, and will open up City Hall for the citizens of Syracuse.

can be tied in with the incorporation of a virtual component for publishing videos and streaming meetings and conferences.


Explore Service Sharing Opportunities (Points #48, 49, 50).


More fully engage and foster new master planning efforts in the City.

• The City is a partner in many new developments in Syracuse and the proper exposure and publication of achievements

• Shared services offer local governments an opportunity to reduce costs and slow spending without sacrificing service quality. Opportunities can exist with bordering communities, and research and studies have already been done to analyze the potential.

• Consensus was made to provide strong City representation to

p p p p bneeds to be expressed in order to promote the positive activity of this bustling city and create a regional hub of activity.

• There needs to be a solid vision for the city with everyone on board. A consensus was reached on this culture shift in City Hall under Mayor Miner.

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• Consensus was made to provide strong City representation to the Onondaga County Government Modernization Task Force.

Section SevenARTS and CULTURE___________________________________________________________________________________________________________________________

• Committee Chair: Paul Mercurio

• Richard Destito

Chris Fowler• Chris Fowler

• Joan Hillsman

• Maarten Jacobs

• Briana Kohlbrenner

• Eileen McAndrew

• Stacy Schaefer

• Steve Susman

• Ed Zacholl

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Section SevenARTS and CULTURE (cont’d.)___________________________________________________________________________________________________________________________

Syracuse has a rich history as an arts and culture hub in New York State. While innovation and industrial activity flourished in early 20th Century Syracuse, the city also had a national role in the arts. Gustav Stickley was a major spokesman for the Arts and Crafts Movement, a movement stressing the use of quality materials,

In order to make arts and culture relevant to all people, businesses, and organizations in the city, its broad benefits must be acknowledged. These benefits range from the simple aesthetic beauty it adds in a community, to increased levels of safety, and most importantly, its role in “place-making.” Instead of thinking of h i l d “ i ” b i hi k f h craftsmanship and simplicity of design. During the same period,

Adelaide Robineau, a master art potter, and Henry Keck, a stained glass craftsman, earned national recognition while living and working in Syracuse.

Today, while still having some relevance to the arts and culture community of the 21st Century with artists like Carrie Mae Weems

the arts as isolated “pieces,” we must begin to think of the arts as something that is incorporated into every decision we make as a city. By acting this way, the arts become enhancers to all things such as public spaces, new property development, crosswalks, lighting projects, roads and highways, etc. In doing so, we are improving all spaces and creating an environment that encourages Syracuse citizens to take more of an interest in where they live community of the 21st Century, with artists like Carrie Mae Weems

calling Syracuse home, the City of Syracuse has struggled to maintain a strong artistic and cultural presence. Although Syracuse has some great cultural institutions, these wonderful institutions are typically under-utilized by the community or largely unknown to large segments of the population. In addition, cultural and socio-economic barriers, real or perceived, often make it difficult for all people of the

citizens to take more of an interest in where they live.

City Hall must be a leading voice in the arts and culture community in Syracuse along with existing cultural institutions and grassroots cultural groups. Artists and “culture makers” can no longer be marginalized, but instead must be valued the way firefighters, bankers, doctors, and business owners are. Just as these professions , p , p p

City of Syracuse to enjoy the arts and culture community that is currently present. While our city faces these challenges, there are many cities that have faced similar challenges and have risen to be major champions and advancers of the arts. Like Cleveland and Milwaukee, it is time to reinvigorate our city and return it to a national hub for arts and culture.

add great value to our community, the City of Syracuse must recognize the important role the arts have in creating a vibrant urban core and create strategies and opportunities to retain and attract artists. While not-for-profit cultural organizations and academic institutions do this to a large degree today, the city must take the lead by developing a zoning and permitting process that enables creative expression in Syracuse and by empowering

Arts and Culture cannot continue to be an afterthought for the City of Syracuse. As Jonathan Fanton, president of the MacArthur Foundation put it, “There is no better indicator of the spiritual health of our city, its neighborhoods, and the larger region than the state of the arts. The arts deepen our understanding of the human spirit, extend our capacity to comprehend the lives of others, allow us to

enables creative expression in Syracuse, and by empowering individuals within city government to act as champions for artistic and cultural activities.

It is time for our city to become a beacon for the arts. A place where the arts are infused in every element of our city, creating a more culturally rich and interesting place for individuals and families to

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extend our capacity to comprehend the lives of others, allow us to imagine a more just and humane world. Through their diversity of feeling, their variety of form, their multiplicity of inspiration, the arts make our culture richer and more reflective.”

y g pvisit, live, work, and play.



Develop a zoning and permitting process that enables, not hinders, creative expression in Syracuse.

Overhaul the zoning code and create a flexible code for a vibrant 21st

acknowledge that neighborhood beautification increases a sense of place and public pride.

RECOMMENDATION #3RECOMMENDATION #3g

Century city. This would allow artists to live and sell their work in the same building, legalize street performances in Syracuse, and incorporate progressive actions taken by other municipalities around the country, including food productivity uses such as community gardens, urban farms, and community kitchens.

E h ll f ili h i f bli i

Incorporate creative expression into all aspects of open space and infrastructure.

Beautify gateways into the City of Syracuse as they are the first impression visitor receive. Prioritize the airport as an important gateway, and create dynamic, interactive art that is part of the experience of entering SyracuseEnsure that all processes facilitate the expansion of public art, artist

galleries, and live-work conditions in Syracuse. Target “hotspots” where an upwelling of creativity is occurring to support and prolong such activity.


experience of entering Syracuse.

Incorporate more artistic expression in urban infrastructure and remove the barriers that prevent their implementation.Utilize public parks for more than just recreational and leisure spaces. Program cultural activities such as theater, poetry readings, or dance performances in parks, and incorporate more public art CO O CO O

Strengthen neighborhoods through the incorporation of public art and place-making principles across the city.

Empower neighborhoods to create their own grassroots art and cultural activities. Involve each neighborhood in developing its own plan for incorporating art and culture in an appropriate manner for

p p , p pand murals into parks. Revitalize vacant land with creative uses, such as temporary parks, community gardens, and public art.


Prioritize economic development that facilitates artistic p p g pp pthat neighborhood, and ensure collaboration and planning occurs with neighborhoods on the local level.

Build and redevelop neighborhoods such that they have a more vibrant and energetic atmosphere. Focus on and build upon existing strengths such as expanding the energy of Armory Square into

di i hb h d F li i i hb h d

pand cultural expression within Syracuse.

Facilitate the conversion of abandoned and under-used store-fronts into spaces for arts culture and entrepreneurship.

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surrounding neighborhoods. Focus on enlivening neighborhood cores instead of delineating neighborhood boundaries, and


Encourage the developments that provide the synergy necessary for creative expression. Incorporate social spaces for young artists to relax and collaborate, and explore creative and cost-effective ways to fund the city’s arts and culture. Examples include creating a public art trust, encouraging new developments to incorporate public art, reducing the

Encourage the transformation of schools and community centers into hot spots of creative activity through summer enrichment opportunities and after-school programs, and promote the talent of our young and emerging artists.

burden of city requirements for festivals and events, and facilitating the use of city schools as a venue for arts and culture.


Empower individuals within city government to act as

Develop partnerships and collaborations that connect our youth with local resources and foster greater artistic and cultural partnerships between the local universities and city schools.

Encourage more artist-in-residence programs for Syracuse.

p y gchampions for artistic and cultural activities.

Raise the consciousness of all city staff on the importance of public art and place-making. Possibilities include providing annual training for city staff and ensuring that resources are dedicated to the expansion and support of arts and culture.


Improve the accessibility of information regarding the arts and cultural opportunities in Syracuse.

Create a consolidated informational clearinghouse for artists.

Transform the Media Center in the Mayor’s Office into a Public Communications Department, which would develop a strategy to build and promote Syracuse and its unique attributes. Execute a wide range of projects working to create a cohesive communications platform to reach all residents, and facilitate the branding and marketing of local arts and culture. Raise the design standards of posters and outreach

Provide resources about how to proceed with the implementation of a project, and help avoid unnecessary duplication of efforts and maximize grant possibilities through collaboration. Build technical assistance and business training programs for artists

Produce physical locations where artistic and cultural information can be found and empower the public at large to act as


g pmaterials for city events, and utilize local artists in outreach materials whenever possible.

Recognize and encourage more young and emerging artists,

can be found, and empower the public at large to act as ambassadors for the arts and culture of Syracuse by making information more accessible.

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Recognize and encourage more young and emerging artists, as they are the future of Syracuse.


Develop and update annually a comprehensive guide of local studios, galleries, performing arts events, festivals, and public art. List arts and cultural events in city calendars and publications without a fee, and update the city website with a specific section that lists the cultural events and various art destinations that exist.


Develop strategies that strengthen and provide long-term direction to the artistic and cultural resources of the city.

Develop a flexible public art master plan that would be a key element to rational, forward motion, and help prioritize the city’s activities. Expand the use of artists in the City's facilities and infrastructure planning process to develop art plans for City capital improvement projects, including, but not limited to, new city buildings, parks, and plazas.

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