City Council Committees

SCHENECTADY CITY COUNCIL COMMITTEE AGENDA for Monday, September 21, 2020 5:30 p.m. Teleconference The Council President reserves the right to add or delete any agenda item prior to Committee Meeting. View on Live on: Spectrum CHANNEL 1303 or on Verizon FiOS CHANNEL 38 You can also view the meeting LIVE at: http://www.openstagemedia.org/ (On the home page, select Government from the play window.) Or on YouTube.com (under Open Stage Media) SURA 1 Transfer to SURA Andrew Koldin Health & Recreation 1 Discussion – Rose Garden Permit Fee for Photographers John Polimeni 2 Central Park Greenhouse Storage Building Chris Wallin Finance 1 Sale Tax Agreement with Schenectady County Andrew Koldin 2 CDBG-CV1: Economic Recovery Funding to the Schenectady Economic Empowerment Derek Gugumuck / Center (SEEC) Ron Gardner 3 Authorize the Contract between the City of Schenectady and SHDFC Derek Gugumuck Public Safety 1 Updates – Police Reform / Task Force Marion Porterfield / Ed Kosiur Ed Kosiur / 2 Discussion – Residential Property Nuisances John Mootooveren 3 Discussion - Excessive Speeding Marion Porterfield Government Operations 1 Managerial Vacation Accrual Leave Ed Kosiur City Development & Planning 1 Discussion – Flat Rate Permit Fee for Purchasers of City Owned Houses (PH 09/14/2020) Karen Zalewski-Wildzunas 2 Property Transfer to Schenectady Urban Renewal Agency Andrew Koldin 3 Sale of 8 Elbert Street, Vacant Lot Maurice Brown, III 4 Sale of 38 Willow Avenue Maurice Brown, III 5 Sale of 302 Division Street Maurice Brown, III 6 Sale of 319 Twelfth Street Maurice Brown, III 7 Sale of 417 Clayton Road Maurice Brown, III 8 Sale of 538 Summit Avenue Maurice Brown, III 9 Sale of 1531 Ardsley Place Maurice Brown, III 10 Sale of 1568 VanVranken Avenue, Vacant Lot Maurice Brown, III 11 Sale of 1610 Avenue B Maurice Brown, III 12 Sale of 1643 Foster Avenue Maurice Brown, III Monday, September 21, 2020  CITY OF SCHENECTADY LEGISLATION REQUEST FORM COMMITTEE ASSIGNMENT: DATE: September 21, 2020 TO: COUNCIL MEMBERS FROM: Andrew Koldin SUBJECT: Transfer to SURA Background Information: During 2019, the City foreclosed on several properties as part of an in rem tax foreclosure action and took title to them after summary judgment. At this point, the City needs to transfer those properties to the Schenectady Urban Renewal Agency. 30.84‐1‐32 2315 VAN VRANKEN AVE 39.35‐1‐21 448 CLARENDON ST 39.35‐3‐61 1856 FOSTER AVE 39.74‐3‐31 701 WINDSOR TER 40.61‐1‐14 1338 PARKWOOD BLVD 48.68‐1‐5 820 BRADT ST 49.40‐1‐19 536 SCHENECTADY ST 49.47‐2‐30 905 FRANCIS AVE 49.51‐3‐24 91 DIVISION ST 49.53‐2‐25 946 DAVIS TERR 49.72‐3‐10.1 CHRISLER AVE 49.72‐3‐9 1501 CHRISLER AVE Evaluation/Analysis: 2  The City annually transfers properties to the Schenectady Urban Renewal Agency. The properties are eventually transferred back to the City for conveyance. Recommendation: Transfer the properties to the Schenectady Urban Renewal Agency. Authorize acceptance of the properties back from the Schenectady Urban Renewal Agency at a future point in time. LEGISLATION WILL BE PREPARED BY Law 3  SCHENECTADY CITY COUNCIL Legislative Request Form Committee: Health & Recreation Committee Date: Monday, September 21, 2020 From: John Polimeni Subject Discussion - Rose Garden Permit Fee for Photographers Background Info: Evaluation/Analysis Recommendation Friday, September 18, 2020 4 Access: The Rose Garden is open to the public. Your party must be respectful to the public and the Rose Garden plants, water features, sculptures, stone walls, and structures. Photography sessions should not disrupt visitor access, Rose Garden Restoration Committee volunteer access and City of Schenectady employee access. Clients/models must arrive camera-ready as there no dressing room facilities. No temporary changing tents are allowed. Liability: The City of Schenectady and Central Park Rose Garden Restoration Committee assume no responsibility for personal injury or loss, theft, or damage to equipment or other property. All photographers, videographers, and their clients must follow the rules of the Rose Garden Restoration Committee and the City of Schenectady, including, but not limited to the following: Do not touch or move plant life. Do not step on the plants or plant beds. Do not climb structures, stone walls, fountains or sculptures. Do not hang any objects, including props, lighting, clothing, or bags, from plants, architectural features, or any other parts of the Rose Garden property. Do not place anything in the plant beds or soil. Nothing may be staked into the ground, including photography equipment, props or signs. Do not enter or place anything in bodies of water. Do not move Rose Garden property, including plants, trash cans or signs. Do not block off garden paths, walkways or sections of the Rose Garden with photography equipment. All materials brought in by permit holders, including trash must be removed from the Rose Garden. All areas shall be left in the condition in which they were found. The use of confetti, sparklers or similar props is prohibited. No drone photography. The Permit must be visibly displayed by the Permit Holder during all photo shoots in the Rose Garden. The City of Schenectady reserves the right to halt any photography sessions deemed to be disruptive. Annual permits may be revoked if any Permit holder does not abide by the above listed rules of conduct. -------------------------------------------- 5 Application Questions: Name of Permit applicant Name of business Business address Business email Business phone number I ___________________, the undersigned, agree to follow all applicable rules and regulations relating to the use of the Central Park Rose Garden and acknowledge receipt of the Central Park Rose Garden Code of Conduct for Photographers. I understand the public will have access to the Central Park Rose Garden at all times during photography sessions. ____________ ________ Signature of permit applicant date 6  Legislative Request Form DEPARTMENT OF ENGINEERING CHRISTOPHER WALLIN, P.E., CITY ENGINEER COMMITTEE ASSIGNMENT: DATE: September 17, 2020 TO: City Council FROM: Christopher R. Wallin, P.E., City Engineer SUBJECT: Central Park Greenhouse Storage Building TO BE PLACED ON COUNCIL AGENDA OF: September 28, 2020 Background Information: The City of Schenectady in cooperation with the Friends of the Greenhouse was awarded a $50,000 State Grant for the construction of a storage building at the Central Park Greenhouse. This storage building will replace several smaller storage units currently existing onsite. Evaluation/Analysis: The grant disbursement agreement between the City and DASNY was officially executed on January 3, 2020. It was the Department of Engineering’s intent that this work would be completed in the early summer of 2020 however the project was put on hold due to the COVID pandemic. In order to keep current anticipated pricing the Department of Engineering requests the Council to authorize the Finance Department to setup a code for the immediate bidding and award of this work with construction anticipated in the spring of 2021. The grant is 100% reimbursable to the City. Costs in excess of the grant amount will be paid for by the Friends of the Greenhouse up to $30,000. Recommendation: Authorize the Finance Department to setup a code for the construction of a storage building at the Central Park Greenhouse. LEGISLATION WILL BE PREPARED BY: Engineering CRW: cd 1 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56  CITY OF SCHENECTADY LEGISLATION REQUEST FORM COMMITTEE ASSIGNMENT: DATE: September 21, 2020 TO: COUNCIL MEMBERS FROM: Andrew Koldin SUBJECT: Sales Tax Agreement with Schenectady County Background Information: Under State Law, municipalities are empowered to impose certain taxes on retail sales and other similar transactions (hereinafter, “sales tax”), which are administered by New York State. Of the eight percent (8%) of sales tax collected in Schenectady County, half of it (4%) is distributed to County and then subsequently distributed pursuant to agreements with municipalities or as directed by law. The 4% was further broken down as follows:  1/2% was divided between Metroplex (70%) and the County’s towns (30%);  1/2% went to the County;  3% was divided pursuant to the agreements between the County and the County’s municipalities, including the City. The City of Schenectady currently has an agreement with the County that took effect on December 1, 2012 and is set to expire on November 30, 2020. Under the terms of this agreement, the City received $11,700,000 for the first year of the agreement. For the remaining seven years, the City received the same percentage of the 3% sales tax revenue collected as it did in the first year of the agreement. The percentage was 17.195%. The percentage was calculated as $11,700,000 divided by $68,043,000, which was the total amount of the 3% sales tax revenue collected during the first year. Over the past several months, the City and the County have been negotiating the terms for a new sales tax agreement to begin December 1, 2020 and expire on November 57 30, 2028. The proposed terms are a reflection of the growth of the City over the past eight years and the expected continuity of that growth. The proposed terms are as follows:  Year 1: The City will receive 17.195% of the 3% sales tax revenue collected by the County during Year 1, plus $1,000,000. o The $1,000,000 is for the following agreements currently in place: Hazmat ($600,000); Police ($200,000); and Community redevelopment and demolition of structures ($200,000).  Years 2 through 8: The City will receive the same percentage of the 3% sales tax revenue collected as it did in the first year of the agreement. Mathematically, this can be shown as: 17.195% of the 3% sales tax revenue collected in Year 1 + $1,000,000 3% sales tax revenue collected in Year 1 = A new percentage for Years 2 through 8 The City also plans to re-negotiate the terms of a Vehicle Mechanical Repair and Preventative Maintenance agreement with the County to address changes that have been made at the County and City levels. Evaluation/Analysis: The agreement is win-win for the City and the County. While neither the City nor the County knows what the impact COVID-19 will have on sales tax receipts from December 1, 2020 through November 30, 2021 (Year 1 under the proposed new contract), the proposed agreement ensures that the City will receive more than the current 17.195% that it has annually received under the previous agreement. Recommendation: Pass a legislative request for a resolution authorizing the Mayor to execute a sales tax agreement with Schenectady County and any other agreements to effectuate the terms of the sales tax agreement. LEGISLATION WILL BE PREPARED BY Law 58  CITY OF SCHENECTADY LEGISLATIVE REQUEST FORM COMMITTEE ASSIGNMENT: DATE: September 17, 2020 TO: City Council FROM: Derek Gugumuck, Interim Director of Development and Ronnie Gardner, Affirmative Action Officer SUBJECT: Approve CDBG-CV1: Economic Recovery funding to the Schenectady Economic Empowerment Center (SEEC) Background Information: In response to the Coronavirus Pandemic (COVID-19), the U.S. Department of Housing and Urban Development (HUD) has allocated stimulus funding through the Community Development Block Grant (CDBG-CV). The City of Schenectady Office of Affirmation Action will partner with selected organizations with the capacity to administer the program. Appropriate steps will be taken to advertise request for proposals. The “SEEC” will be partially funded ($100,000) under the approved Economic Recovery budget allocated by the CDBG-CV portion of the Cares Act. This allocation is authorized by the Coronavirus Aid, Relief, and Economic Security Act (CARES Act), Public Law 116-136. Evaluation/Analysis: The Schenectady Economic Empowerment Center will offer mentoring and training to small businesses located within the City of Schenectady affected by the Covid-19 pandemic. The mission is to guide and demonstrate skill sets that are essential to operate a business. The City of Schenectady continues to work with our partners, service providers and community to identify the most immediate needs and projected long-term needs as a result of COVID-19 in order to align these resources in a timely manner to the highest priorities identified. Recommendation: We recommend the City Council approve funding to the Economic Empowerment Center with the funding source CDBG-CV1: Economic Recovery. LEGISLATION WILL BE PREPARED BY_____LAW DEPARTMENT_________ 59  THE SCHENECTADY ECONOMIC EMPOWERMENT CENTER 140 Erie Blvd., Schenectady 2020-2021 Strategic Plan / Project Narrative 60 Vision A vibrant mid-sized city where citizens and small businesses thrive: Background and Context Our vision was prepared in service to the vision and direction of the City of Schenectady- which aims to create more jobs, safer more vibrant neighborhoods, better educational opportunities, and equal pay for equal work. Our narrower scope of activity makes the growth and sustainability of a vibrant and inclusive economy for our primary markets sufficiently ambitious and appropriate. Mission The mission of The City of Schenectady Economic Empowerment Center is to facilitate cross-sector collaboration between government, non-profits, the private sector, anchor institutions, and the community, with the goal of advancing Economic Empowerment policies, programs, initiatives, and systems throughout the Capital Region. The center works to foster economic equity by serving the diverse needs of residents and small businesses ina culturally congruent and sustainable way. What is Economic Empowerment? Economic Empowerment is an intentionally inclusive process of collaboration among a broad array of stakeholders. Our goals are to foster financial empowerment and access that inspires equitable and inclusive economic and community development. Its priorities include the democratic ownership of assets, and opportunities to build intergenerational wealth within historically disenfranchised communities. Economic Empowerment is a comprehensive framework that transpires across individual, family, group, institutional, and regional levels. 61  Strategic Direction & Goals Direction 1: Facilitate the development and coordination of viable entrepreneurial and small business eco-systems. • Goal 1: Strengthen relationships with the City's network of regional partners to align capital, professional and technical support services. • Goal 2: Collaborate with regional partners to develop a comprehensive model, depicting Schenectady’s functional economy from the perspective of entrepreneurs and small businesses. • Goal 3: Recommend and pursue initiatives to strengthen regional ecosystems. The program would be coordinated through The City of Schenectady Office Of Affirmative Action Key Assumptions A variety of regional resources exist that have historically operated in silos. With the current emphasis on scale and evidence-based practice, there is a greater climate for collaboration. Raising awareness of resources available to the small business community is essential to access and utilization. Working together to identify and strengthen regional eco-systems can yield synergies capable of improving organizational indicators of success and continuity. Direction 2: Increase financial inclusion and access to credit. • Goal 1: Collaborate with traditional financial institutions to make lending practices more accessible and culturally congruent. • Goal 2: Raise awareness of new and existing financial products, services, and strategies available to residents and small businesses. • Goal 3: Assist groups and community-based organizations with establishing cultural-congruent resource pools and credit-based assets. Key Assumptions Perceived distances between the cultural characteristics of institutions and their customers create significant barriers to access and unfavorable financial programs and service models. Customer-focused strategies offered through relevant communication avenues, with targeted messaging, can improve adoption and success rates. Arrays of 21st century funding options are available, capable of satisfying market needs. 62 Direction 3: Foster business, employment, and workforce development. • Goal 1: Spear head new market development and business accelerator initiatives to foster small business growth and improve performance measures. Goal 2: Work with regional partners to enhance matchmaking between the workforce and sustainable employment opportunities. • Goal 3: Convene a regional network of training providers to align workforce development activities. Goal 4: Take full advantage of HUD Section 3 and the available resources cultivate develop and train Section 3 business and Section 3 residents Key Assumptions Virtual, mobile, and temporary markets present new opportunities to small businesses. Each of these activities requires intentionality in their design, consistent execution, and continuous improvement over a sustained period of time to maximize their value. Interdependent thought and action will supersede self-interest and independent action. Direction 4: Facilitate asset building, savings, and investments. • Goal 1: Convene city-wide resources and programs available to residents. • Goal 2: Centralize education and training via enrollment-based programs for residential and small business communities. • Goal 3: Cultivate direct investment and export opportunities for residents and small businesses across regional, national, and international contexts. Key Assumptions Addressing short- and long-term interests of residents and small businesses must be balanced to attain favorable outcomes. The value of both perspectives must be obvious. Making complete information more freely accessible will improve decision-making quality. Changes in systems and institutional policies are important/actors to address in order to liberate asset-building resources from excessively complicated administrative procedures. Individual and group development accounts are essential strategic tools. 63 Operating Principles The following ideas and standards reflect the manner in which the City of Schenectady Economic Empowerment Center Building was conceived: • Community-centeredness: Economic Empowerment is a community-focused economic development strategy that attempts to democratize the ownership of wealth "from the bottom up" to mitigate economic inequality and poverty. Specifically, we seek the acquisition and spread of knowledge amongst the common people, not just privileged elites such as clergy and academics. Opportunity areas includes the development and cultivation of local talent, capacities, capital, and expenditure flows intended to spur sustainable asset building, saving, and investing. •· Market Segmentation: Our primary markets can be broadly divided into residential and small business communities. However, significant differences exist within each of these populations, which form the basis by which we focus our efforts. By tailoring our work to the distinct needs, challenges, abilities, and ambitions of each subgroup, we enhance the probability of goal attainment. • Inclusive Excellence: Going beyond valuing diversity-Le., multiculturalism-to advance economic equity is quintessential to our operations. This includes sourcing ideas and actions for empowerment and systems change from the very communities we serve in order to ensure the perceptions of our activities and their value reflect the diverse cultural attributes of the community. • Community Partnerships: Collaboration with internal and external partners plays an essential role in the performance of our work. This underscores our commitment to maintaining lasting mutually beneficial relationships with our stakeholders built on trust. • Resource Centralization: We aspire to be a public champion for residents and small businesses by convening regional providers and relevant support services available to them. . • Portfolio Integration: To maximize value for our vital stakeholders, we seek to pursue an assortment of complementary programs, projects, and systemic change initiatives that fit together so success in one area of activity creates ripple effects across our portfolio of work. • Strategic Resource Development: Selectively targeting funding options from foundations and private investors is an essential financial strategy for advancing and sustaining our community progress agenda. This includes the full gamut of mission, program-related, and impact investments that prioritize community wealth building. 64 Critical Office P r o c e s s e s • Facilitate community engagement opportunities to provide financial literacy education and general empowerment for residents and small business owners. • Provide direct support and referrals to small businesses across all stages of the business development lifecycle. • Provide resources and support to improve the community's access to credit. • Secure and leverage funding opportunities for new projects, programs and systems change initiatives. • Collaborate with community partners to identify and make recommendations for policy change and take action around strategic areas of focus. Key Performance Indicators • Portfolio of projects, programs, and systemic change initiatives managed - . • Individuals and businesses receiving direct coaching and other developmental support services • Individuals and businesses referred to organizational partners and subject matter experts • External organizational partnerships formalized and sustained via memorandums and contracts • Funds secured and managed for projects, programs and systemic change initiatives • Funds leveraged to support new and existing collaborative programs. 65 Asset-Building Strategies· by Category The examples below reflect a comprehensive range of approaches to Economic Empowerment derived from the work and the early research of Democracy Collaborative of The Aspen Institute, (www.aspeninstitute.org) and The Black Institute, (www.theblackinstitute.org) Level Families / Groups Institutional/Community Municipal/Regional Segment Individuals and Small, Local public and General public and Households community subsets community segments Examples Individual development For profit and non-profit: Ecosystem building, accounts, educational Community development services and programs, advancement, home corporations, Community policy change, and property development financial municipal-owned ownership, small institutions, social enterprises (i.e., public - business development, enterprises, land trust, utilities, real estate lending and investment employee-owned stock investments, large circles, earned income plans, cooperatives hotels, convention tax credit benefits centers), venture fund creation, pension fund investments in private equity firms 66 Vital Stakeholders *Also see "Markets Served" below • Internal: City of Schenectady administration, departments, and Mayor's Office staff • External: Schenectady County Office of Affirmative Action, Metroplex Development Authority, State University of New York,(SUNY), SUNY Career and Counseling Center, U.S.Department of Housing and Urban Development (HUD), SUNY Schenectady County Community College, Hudson Valley Community College, Schenectady County SJTA, Schenectady County Action program,(SCAP), The Community Loan Fund, Associated General Contractors of New York State (AGC), Association of Minority Enterprises of New York, (AMENY), New York State Department of Transportation, (NYS DOT), New York State Department of Labor, ( NYS DOL ) The Black Institute, Empire State Development, ESD), city of Schenectady residents, businesses, neighborhood groups, community service providers, public and private educational institutions, philanthropic partners, neighborhood stakeholders, and nonprofit organizations. Markets Served Since the needs of our primary markets are varied, our principal strategy for ensuring their satisfaction is meeting them where they are. This compels us to get to know them in authentic ways. The groupings below reflect some of the common ways different parts of our community self-identify, or may be described, and how we tailor our activities and offerings to serve them. Residential Communities by Demographics: Race /Ethnicity-Based • ALANA - People of African, Latino, Asian, and Native American descent or ancestry • White (Hispanic and non-Hispanic) - People of European descent or ancestry Gender-Based • Male • Female • Gender Nonconforming 67 Socioeconomics-Based • Low to Moderate Income • Middle Class • Un-/Underemployed Generation-Based • Baby Boomers • Generation X • Generation Y/Millennials • Generation Z/ iGeneration Identity-Based • Veterans • Disabled • Faith-based • LGBTQ+ • New Americans: Immigrants and Refugees 68 Organizational Communities by Firmographics: Type-/Size-Based • Small Businesses: Includes for-profit sole proprietorships, partnerships, family owned Businesses, microenterprises (i.e., fewer than 10 employees, up to $250,000 in sales), cooperatives, and B/C/S corporations as defined by Small Business Administration. • Non-profit Organizations: Includes anchor institutions and public service organizations, which can also include community development corporations and community development financial institutions. • Investment Groups/Clubs: Includes groups of people bound by their affinities and interests. • Associations: Includes membership-based professional, trade, social, and civic organizations. Certification-Based • SBEs: Small business enterprises • MWBEs: Minority and Women-owned Business Enterprises • DBEs: Disadvantage business enterprises • VBEs: Veteran-owned business enterprises • DVBEs: Disabled Veteran-owned business enterprises • LGBTBEs: LG BT-owned business enterprises-not currently recognized in New York State 69 The Schenectady Economic Empowerment Center, COVID Relief Budget Project Revenue Dollar Amount Percent Description CDBG - CV (Economic Recovery) $ 100,000.00 34% CDBG (Section 3 Program Funds) $ 90,000.00 31% Approved Funding ***Local Grants*** $ 100,000.00 34% Total Revenue $ 290,000.00 100% Program Expenses Dollar Amount Percent Description Curriculum and Program Design $ 12,000.00 4% Consultant to develop a comprehensive curriculum Small Business/Micro Business Development $ 63,000.00 22% Consultants for Small Business Development: Legal, Accounting, Marketing Mentor / Protégé' Capacity Building Program $ 67,000.00 23% Construction Management Training . 2 Cohorts each session 6 Months. In Kind services through Associated General Contractors (AGC and AMENY) Total Program Expenses $ 142,000.00 49% Construction Program Staffing Expenses Dollar Amount Percent Description Director Planning and Program Coordination $ 100,000.00 34% Support Staff ***Contingent upon local grant funding*** Total Grants Distributed $ 100,000.00 34% Total Operating Expenses Dollar Amount Percent Description Marketing / Public Relations and Outreach $ 12,000.00 4% Recruitment, Marketing, social Media and technology Telephone and internet services $ 2,000.00 1% High speed FIOS with 100 Meg Band with and security Insurance $ 2,000.00 1% Insurance Office Rent / Lease $ 12,000.00 4% Use office Space 140 Erie Blvd. Office Equipment $ 20,000.00 7% Computers, Printers, Copier, Fax. Office Furniture Total Operating Expenses $ 48,000.00 17% Total Project Cost $ 290,000.00 100.00% 70  CITY OF SCHENECTADY LEGISLATION REQUEST FORM COMMITTEE ASSIGNMENT: Finance DATE: September 17, 2020 TO: City Council FROM: Derek Gugumuck, Interim Director of Development SUBJECT: Authorize contract between City of Schenectady and SHDFC Background Information: 2016 HOME Funds (program income generated from sale of rehabbed property) in the amount of $50,000.00 to be granted to the SHDFC to assist low to moderate income First Home Buyers. Evaluation/Analysis: Approximately 5 ($10,000 each) first-time City of Schenectady home buyers will be assisted with this funding source. Seventy-five percent of each loan will transition into a grant if all requirements are satisfied. Twenty-five percent of each loan will require monthly payments. Recommendation: We recommend the City Council authorize this agreement in order for the SHDFC to continue to assist first-time City of Schenectady home buyers. LEGISLATION WILL BE PREPARED BY ____Law Department____ 71  SCHENECTADY CITY COUNCIL Legislative Request Form Committee: Public Safety Committee Date: Monday, September 21, 2020 From: Marion Porterfield / Ed Kosiur Subject Updates - Police Reform / Task Force Background Info: Evaluation/Analysis Recommendation Friday, September 18, 2020 72  SCHENECTADY CITY COUNCIL Legislative Request Form Committee: Public Safety Committee Date: Monday, September 21, 2020 From: Ed Kosiur / John Mootoovere Subject Discussion - Residential Property Nuisances Background Info: Evaluation/Analysis Recommendation Friday, September 18, 2020 73  SCHENECTADY CITY COUNCIL Legislative Request Form Committee: Government Operations Committee Date: Monday, September 21, 2020 From: Ed Kosiur Subject Managerial Vacation Accrual Leave Background Info: Evaluation/Analysis Recommendation Friday, September 18, 2020 74  SCHENECTADY CITY COUNCIL Legislative Request Form Committee: City Development & Planning Committee Date: Monday, September 21, 2020 From: John Polimeni Subject Discussion - Flat Rate Permit Fee for Purchasers of City-Owned Houses (PH 9-14-2020) Background Info: Evaluation/Analysis Recommendation Friday, September 18, 2020 75  CITY OF SCHENECTADY LEGISLATION REQUEST FORM COMMITTEE ASSIGNMENT: City Development & Planning DATE: 9/21/20 TO: COUNCIL MEMBERS FROM: Development SUBJECT: Sale of Vacant Lot, 8 Elbert St. Background Information: Evaluation/Analysis: Recommendation: LEGISLATION WILL BE PREPARED BY Development 76  CITY OF SCHENECTADY LEGISLATION REQUEST FORM COMMITTEE ASSIGNMENT: City Development & Planning DATE: 9/21/20 TO: COUNCIL MEMBERS FROM: Development SUBJECT: Sale of 38 Willow Ave. Background Information: Evaluation/Analysis: Recommendation: LEGISLATION WILL BE PREPARED BY Development 77  CITY OF SCHENECTADY LEGISLATION REQUEST FORM COMMITTEE ASSIGNMENT: City Development & Planning DATE: 9/21/20 TO: COUNCIL MEMBERS FROM: Development SUBJECT: Sale of 302 Division St. Background Information: Evaluation/Analysis: Recommendation: LEGISLATION WILL BE PREPARED BY Development 78  CITY OF SCHENECTADY LEGISLATION REQUEST FORM COMMITTEE ASSIGNMENT: City Development & Planning DATE: 9/21/20 TO: COUNCIL MEMBERS FROM: Development SUBJECT: Sale of 319 Twelfth St. Background Information: Evaluation/Analysis: Recommendation: LEGISLATION WILL BE PREPARED BY Development 79  CITY OF SCHENECTADY LEGISLATION REQUEST FORM COMMITTEE ASSIGNMENT: City Development & Planning DATE: 9/21/20 TO: COUNCIL MEMBERS FROM: Development SUBJECT: Sale of 417 Clayton Rd Background Information: Evaluation/Analysis: Recommendation: LEGISLATION WILL BE PREPARED BY Development 80  CITY OF SCHENECTADY LEGISLATION REQUEST FORM COMMITTEE ASSIGNMENT: City Development & Planning DATE: 9/21/20 TO: COUNCIL MEMBERS FROM: Development SUBJECT: Sale of 538 Summit Ave Background Information: Evaluation/Analysis: Recommendation: LEGISLATION WILL BE PREPARED BY Development 81  CITY OF SCHENECTADY LEGISLATION REQUEST FORM COMMITTEE ASSIGNMENT: City Development & Planning DATE: 9/21/20 TO: COUNCIL MEMBERS FROM: Development SUBJECT: Sale of 1531 Ardsley Pl Background Information: Evaluation/Analysis: Recommendation: LEGISLATION WILL BE PREPARED BY Development 82  CITY OF SCHENECTADY LEGISLATION REQUEST FORM COMMITTEE ASSIGNMENT: City Development & Planning DATE: 9/21/20 TO: COUNCIL MEMBERS FROM: Development SUBJECT: Sale of Vacant Lot, 1568 Van Vranken Ave Background Information: Evaluation/Analysis: Recommendation: LEGISLATION WILL BE PREPARED BY Development 83  CITY OF SCHENECTADY LEGISLATION REQUEST FORM COMMITTEE ASSIGNMENT: City Development & Planning DATE: 9/21/20 TO: COUNCIL MEMBERS FROM: Development SUBJECT: Sale of 1610 Avenue B Background Information: Evaluation/Analysis: Recommendation: LEGISLATION WILL BE PREPARED BY Development 84  CITY OF SCHENECTADY LEGISLATION REQUEST FORM COMMITTEE ASSIGNMENT: City Development & Planning DATE: 9/21/20 TO: COUNCIL MEMBERS FROM: Development SUBJECT: Sale of 1643 Foster Ave. Background Information: Evaluation/Analysis: Recommendation: LEGISLATION WILL BE PREPARED BY Development 85