Read the article here: http://www.nytimes.com/2012/02/22/nyregion/town-can-ban-hydrofracking-ny-judge-rules.html

RFP: Administrator New York Upstate Chapter of the American Planning Association

One of the overarching goals of the project is to inventory the current system as it relates to equipment, employees and work load, identify areas of overlapping services and create a more formalized, coordinated road maintenance system for the County and its 21 municipalities. The current system is unsustainable due to reductions in state funding for roads and the rising costs of highway maintenance on both the County and Local Governments.

On behalf of the 21 Municipalities who have approved resolutions to support and participate in the study, Montgomery County is soliciting proposals from qualified individuals, Architectural, Engineering and/or Planning Firms to:

1.  Assemble an inventory and prepare an analysis of existing County and Municipal Highway Services, Equipment, related data and conditions.
2. Document and prepare an existing level of service for County and Local Roads.
3. Develop a series of recommendation and alternatives that improve coordination between the County and Local Highway Departments, improve the efficiency of deployment and utilization of personnel and equipment.
4. Participate in 4 meetings to present findings and recommendations to the County.
5. Create a final report with recommendations and implementation strategy based on the public meetings summarizing the best alternative actions.
6. Assist in drafting agreements between the County and Local Governments to implement the final recommendations.
7. Prepare budget estimates of the proposed recommendations and their effects on county and local taxes.

Proposers shall submit 10 copies of their proposals and submittals as outlined herein, and the fee for providing such services by Friday, March 30, 2011.

Questions concerning the project should be directed to:
Doug Greene, AICP, RLA
Senior Planner
Montgomery County Dept. of Economic Development and Planning
9 Park St., P.O. Box 1500
Fonda, NY 12068
Phone: 518-853-8155
Email: dgreene@co.montgomery.ny.us

Click here for the complete RFP and here for the required proposal form.

The City of Albany is seeking to fill the position of Planner within the Department of Development and Planning. Duties of this position include assisting with land use administration; entry level planning duties related to data collection, tabulation and analysis of departmental data , as well as general administrative support; assistance in studies related to parking, traffic, housing, land use, revitalization and other urban issues; administrative support to the Mayor’s Office of Energy and Sustainability; and assistance with the implementation of neighborhood plans and Albany’s recently completed Albany 2030 comprehensive plan.

Desired skills include excellent written and oral communication; working knowledge of the purposes, principles, terminology and practices employed in municipal and community planning, as well as zoning, development and land use controls; ability to get along, communicate and deal effectively with others; and the ability to multi-task in an organized manner with attention to detail. Proficiency with Microsoft Office software is required. Experience with ESRI software is a plus.

The ideal candidate will be resourceful; be able to work independently; work effectively both on individual tasks and as a team player; possess the ability to understand complex oral and written directions; and show initiative, tact, good judgment, and professionalism. A Bachelor’s Degree in planning, landscape architecture, urban geography, urban studies, environmental science or public administration OR a Bachelor’s Degree with one (1) year paid full time experience in municipal, community or regional planning or related work is required.

To apply, email cover letter, resume, salary requirements, and three (3) professional references to melnickd@ci.albany.ny.us no later than Wednesday, February 29, 2012.

Additionally, complete an application for employment found at the following link: http://www.albanyny.org/_files/Forms/Government/Admin_Services/employment_application1.pdf and mail to City of Albany, Municipal Service Commission, City Hall Room 301, Albany, NY 12207.

Minorities and women encouraged to apply. E/O/E.

This is a full-time (37.5 hrs. /wk.) entry –level planning position with a starting salary of $46,719.00 with excellent benefits.  The top salary range for Planner is $52,767.00. The appointment is made provisionally, pending the outcome of a Civil Service examination. Application deadline: February 29.

A complete announcement with more details and contact information is available here.

“Community Challenge Grant”

The City of Glens Falls (the City) has been awarded a Community Challenge Planning Grant (2010) from the US Department of Housing and Urban Development. The grant in the amount of $200,000 will be used to promote a more equitable, sustainable and economically viable City and downtown community.

The City of Glens Falls has been allocated up to $70,000 for professional services for the following:

Zoning/ Building Ordinance Review, Workforce Housing, Strategy, and Inventory and Recommendations for Vacant, Infill and Underutilized Properties  

All proposals must be received no later than Monday March 5, 2012 4:00pm.

To request a detailed RFP for this grant: Please contact

Edward Bartholomew
Community & Economic Development Director
City of Glens Falls
42 Ridge Street
Glens Falls, NY 12801
518 761 3833 Office
518 798 5029 Fax
gfeb@nycap.rr.com

Anticipated Proposed Schedule* (subject to change at sole discretion of City):
RFP Issue Date: February 3, 2012
RFP Due Date: March 5, 2012 by 4 pm
Award Date – Authorization to Sign Contract: April 2012
Project Completion Date: February -March 2014

“Community Challenge Grant”

 Feasibility of Developing Downtown Multi-Purpose Facility(s) and Further Improving Connectivity with Bike/Pedestrian Paths 

The City of Glens Falls (the City) has been awarded a Community Challenge Planning Grant (2010) from the US Department of Housing and Urban Development. The grant in the amount of $200,000 will be used to promote a more equitable, sustainable and economically viable City and downtown community.

The City of Glens Falls has been allocated up to $75.000 for professional services for the following:

Feasibility of Developing Downtown Multi-Purpose Facility(s) and Further Improving /Developing Connectivity with Bike/Pedestrian Paths within the City of Glens Falls, New York.  

All proposals must be received no later than February 27, 2012 4:00pm.

To request a detailed RFP for this grant: Please contact

Edward Bartholomew
Community & Economic Development Director
City of Glens Falls
42 Ridge Street
Glens Falls, NY 12801
518 761 3833 Office
518 798 5029 Fax
gfeb@nycap.rr.com

Anticipated Proposed Schedule* (subject to change at sole discretion of City):
RFP Issue Date: January 27, 2012
RFP Due Date: February 27, 2012 by 4 pm
Award Date – Authorization to Sign Contract: March/April 2012
Project Completion Date: March 2014

PRESS RELEASE

FOR IMMEDIATE RELEASE

Contact:  Jason Haremza, AICP, Public Relations Officer, NY Upstate Chapter

Telephone: 585-295-3820

E-mail: jason.haremza@cityofrochester.gov

(Utica, NY)  The New York Upstate Chapter of the American Planning Association (NYUAPA) presented 12 awards in seven categories, as well as the Michael J. Krasner Memorial Scholarship, at its annual conference in Utica on September 29.  These awards represent the outstanding work that is being done by planners in Upstate New York, providing communities with guidance as they look towards the future.

Planning Excellence award winners are:

 Comprehensive Planning.  This category recognizes plans that advance the science and art of planning.

Chautauqua 20/20, Chautauqua County, New York.  The primary purpose of Chautauqua 20/20 is to chart a course that can be used by county government; its partners in the public, private and non-profit/institutional sectors; and by citizens in making decisions that affect the County’s future. The plan was developed by the Chautauqua County Department of Planning and Economic Development with the consulting firm Wallace Roberts and Todd.

Best Practice.  This category recognizes a specific planning tool, practice, program, project, or process that is a significant advancement to specific elements of planning.

 Chemung County Highway Service Study, Chemung County, New York.  The primary objective of the Study was to identify potential areas of cost savings and efficiencies while increasing the quality of common highway services and activities for all municipalities. The plan was developed in partnership with Chemung County and a dozen municipalities.  The plan was created by the Laberge Group, Hunt Engineering and the University at Buffalo’s Regional Institute.

Historic Saratoga-Washington on the Hudson Partnership Stewardship Plan. The Stewardship Plan is a framework of strategies that will implement a long-term vision for the 35-mile corridor along the Hudson River from Waterford to Fort Edward.  The plan was created for the Historic Saratoga-Washington on the Hudson Partnership by the LA Group, P.C.

Grassroots Initiative.  This category recognizes an initiative that illustrates how a community utilized the planning process to address a need that extends beyond the traditional scope of planning.

 Lake Erie Concord Grape Belt Heritage Area Plan. The Lake Erie Concord Grape Belt Heritage Area Plan embraces the unique characteristics of the Concord Grape Belt Heritage to create a memorable Grape Belt Area experience along Lake Erie and the Allegany Plateau Escarpment.  The plan was developed for the Concord Grape Belt Heritage Area Association, in partnership with Chautauqua County, the Town of Westfield and other participating communities.  The plan was developed by peter j. smith & company, inc.

Implementation.  This category recognizes efforts that demonstrate a significant achievement in accomplishing positive changes as a result of planning.

 Village of Rouses Point Downtown and Waterfront Revitalization Plan, Rouses Point, New York.  The Downtown and Waterfront Revitalization Plan, adopted in June 2006, was the blueprint for the Village’s efforts to take stock of its resources and strengths, while addressing those aspects which were in need of improvement. Numerous policies and capital projects have resulted from the implementation of this plan. The plan was developed for the Village of Rouses Point with Melissa McManus, LLC; NYS Department of State; Elan Planning, Design & Landscape Architecture, Hoffman-Villardo Architects, and Bourne Engineering

Conesus Lake Watershed Management Plan, Livingston County, New York.  Since the Plan was created in 2003, the Conesus Lake Watershed Council and watershed communities has leveraged $1.8 million in State funding for over $4 million for projects in the Conesus Lake watershed.  The level of cooperation within and partnerships among the Watershed Management Plan committees and between agencies has been heralded as a successful example of watershed-wide planning and implementation.

Innovation in Sustaining Places.  This category recognizes plans that demonstrate how sustainability practices are being used in how places are planned, designed, built, used, and maintained at all scales.

 Confederation Park Master Plan Review and Update, Hamilton, Ontario.   The plan created both an environmentally and economically sustainable future for Confederation Park.  The plan was developed by McKibbon Wakefield Inc., G.O. Connor Consultants Inc., Hamilton Conservation Authority, City of Hamilton; Forrec Ltd., and Insyght Systems.

 Outstanding Student Project.  This category recognizes outstanding projects developed by accredited graduate planning programs at colleges and universities within the Upstate Chapter Area.

 Kinderhook, Stockport, Stuyvesant Intermunicipal Trail Feasibility Study.  The study adapted planning and visioning principles to a rural setting, integrating and emphasizing the unique cultural, historic, and agricultural traits of this region to ensure a result that both introduced a new resource to the communities but also reinforced their preexisting character. The plan was created by the University at Albany’s Fall 2010 Graduate Planning Studio lead by Faculty Advisor Jeff Olson, RA.  Partners included Kinderhook-Stuyvesant-Stockport Trails Committee, Columbia Land Conservancy, National Park Service: Rivers, Trails and Conservation Assistance Program, and Hudson River Valley Greenway.

Fruit Belt: A Conservation District.  The plan proposes using a “conservation district” to revitalize the Fruit Belt neighborhood in Buffalo.  A Conservation District is intended to be crafted by the residents of the neighborhood to meet the designated needs, goals, and outcomes of the neighborhood in terms of the level of preservation/conservation of existing historic fabric and provide guidelines to inform infill development.  The plan was created but the University at Buffalo’s Fall 2010 Graduate Planning Studio lead by Adjunct Professor Kerry Traynor.

Distinguished Leadership.  This category recognizes three separate yet critical components of successful planning and implementation: elected leadership, engaged citizens, and professional planners.

 Elected Official: Former NYS Assemblyman Sam Hoyt.  His advocacy for sound planning principles, his tireless efforts on behalf of urban revitalization, and his promotion of smart growth provide planners with the tools that we need to foster strong communities. 

Sam authored the 2009 New York State Historic Rehabilitation Tax Credit law, the 2010 Smart Growth Public Infrastructure Policy Act, and has been the leader on developing land bank legislation for a number of years. This new law has the power to foster economic growth through finding new uses for vacant lots and getting them back on the tax rolls.

After nearly 20 years of service in the New York State Assembly, Sam recently joined Governor Cuomo’s administration serving as Senior Vice President for Regional Economic Development at the Empire State Development Corporation.

 Citizen Planner: Aaron Bartley, Executive Director, PUSH Buffalo.  The mission of PUSH Buffalo is to mobilize residents to create strong neighborhoods with quality affordable housing, to expand local hiring opportunities and advance economic justice in Buffalo.

 Michael J. Kraser Professional Planner Award: Gary Palumbo, AICP, Project Manager, URS Corporation, Buffalo office

Michael J. Krasner Memorial Scholarship.  This is a competitive award for a graduate student in the Urban and Regional Planning Program at the University at Buffalo.  The $1,500 scholarship is awarded to the student that best exhibits his/her commitment to planning issues in Western and Upstate New York and their intent to practice within Upstate New York and who best reflects the ideals of the late Mike Krasner, who was a planner with Erie County and an adjunct faculty member at UB. Tamara S. Wright, a JD/Master of Urban Planning Candidate, is the 2011 winner.

The New York Upstate Chapter of the American Planning Association (APA) includes nearly 800 professional planners across 48 Upstate counties who help communities find solutions to complex problems related to changing land use.  Planning adds value to communities through a process of engaging community members, discovering shared values, and recognizing how the different parts of a neighborhood, community, or region relate to one another and contribute to their overall vitality. Planners work with a variety of partners from the public, private and nonprofit sectors to craft policies, guidelines and incentives to help communities achieve their goals.

 ###

 For more information  or to schedule an interview, please contact Jason Haremza, American Planning Association, NY Upstate Chapter,

585-295-3820 or jason.haremza@cityofrochester.gov

NY Upstate Chapter APA Website:  http://nyupstateplanning.org

American Planning Association: www.planning.org

Reprinted with permission from the Connecticut Chapter of the APA.

Okay, I admit it. I use Facebook at work. Well, perhaps I won’t be doing so any more, depending on who reads this article. But I hope the powers that be will hear me out…

I use Facebook and other new media as tools to engage the public in the planning process. Contrary to common opinion, new media (Facebook, Twitter, You-Tube, LinkedIn, Flickr, Digg, blogs, IM, etc.) is not the future of communication. It is the present. These and other platforms are the way millions of people communicate and view content every day. No, not everyone is on Facebook, today’s most popular social media platform. But 500 million people are, and that number grows every day. Users of these platforms are also increasingly coming from a wider demographic range. While predictably, 96% of Millennials (mainly children of baby-boomers) have joined Facebook, the fastest growing segment of Facebook users is currently females between the ages of 55 and 65. As professionals who are committed to engaging our communities in the public process, shouldn’t we at least take note of what is focusing people’s attention?

Government is often criticized as being slow moving and overly-bureaucratic, anti-entrepreneurial and behind the times. In my experience, nothing speaks to this more than the way we post public meetings and “reach out” to the public. Until recently, Connecticut law only required that boards and commissions post meeting schedules in our City/Town Clerk offices and have minutes of those meetings on hand, with the idea that ye olde townspeople will walk, or perhaps ride their horses to the center of town to view and discuss the news of the day. Nice thought, but a little dated. When the Legislature passed a recent law requiring cities and towns to post agendas and minutes on their municipal websites, a few towns shut down their sites entirely as they were either unable or unwilling to fulfill the requirement.

The issue here, however, is not what those of us who are employed by the government are required to do, but rather what we as planners choose to do in order to more comprehensively engage our

communities in the planning process. The AICP code of ethics states that, as professional planners, “Our primary obligation is to serve the public interest and we, therefore, owe our allegiance to a conscientiously attained concept of the public interest that is formulated through continuous and open debate,” and further “We shall give people the opportunity to have a meaningful impact on the development of plans and programs that may affect them.” We expect these things of ourselves, but we may be falling short of these expectations if we ignore how people are choosing to communicate. In order to provide our communities opportunities to offer input on “the public interest,” planners need to do more than issue the perfunctory legal ad. If we really want to reach a broad audience like we say we do, it makes an awful lot of sense to go where the audience is. And increasingly, that growing audience can be found on smartphones and laptops navigating Facebook and Twitter.

A Test Case

In Manchester, we have taken advantage of new media to publicize our plan of development process. The process, which we have nicknamed Manchester 2020, has an associated blog and its own presence on Facebook. We have had 2,554 blog hits and 157 people have “liked” our Facebook page. For non-users, that means each time Manchester 2020 updates its Facebook status, creates and event, or posts something new on the blog, 157 people who have publicly said they care about the process see that information. Moreover, the countless friends of those 157 people see it as well and each has the opportunity to like our page, or at least check out the content, which includes event information, meeting comments, maps, pictures, reference materials links, and the opportunity to sign up for our email list. Users also have the opportunity to make comments or ask questions. These tools provide unprecedented opportunities to encourage public engagement.

Of course, we have used tried-and true traditional advertising methods as well — email, display ads in the local paper, ads on local access TV and word of mouth. Social media has only been part of the effort, but it has been an important one. Specifically, new media has proven especially useful in providing timely and targeted information. Word on the blogosphere spreads fast and we have been able to disseminate information about meetings and content like never before. Tweeting or posting about Manchester 2020 has helped us create a “buzz” around the process. People are hearing about it. They want to know about what is going on with it and become involved. We believe the 3,491 views of our profile page had something to do with the 200 people who showed up for our POCD discovery workshops.

Challenges

While our experimentation with social media has been useful in information dissemination and buzz creation, it has been less successful in other ways. For example, we have not been able to leverage these tools to encourage much online discussion. Perhaps there is an art to this that we have yet to master, but so far we haven’t been able to encourage participants to make suggestions, answer questions or post content. Additionally, although these tools have increased access to and participation in the planning process, they have not been overly helpful in engaging people who are normally underrepresented, including minority and low-income populations. This appears to be an old struggle to which new media is not the answer, at least in our experience.

While some of us are fortunate to be able to use social media sites and tools in our workplaces, others are simply unable to access this content. Connecticut planners work for private firms, the State, regional councils of governments and municipalities. Each organization has its own Internet policies and many of us who would be interested in using new media have been firewalled out. While it is understandable that government and other entities have acted to limit access to sites and tools they may view as “non-work-related,” these limits demonstrate a lack of understanding of what social media and even the Internet is. Facebook is big, really big. And the Internet is even bigger. The growth of these incredible digital marvels is unstoppable and they are linking people to other people and interests — work-related and not. The lines of work and personal life are being blurred and many are uncomfortable with this. That doesn’t mean it will stop. Communicating via new/social media is efficient, convenient and practical.

Two of the most challenging questions regarding the use of social media in at any governmental level are: What is the message and who decides what that message is? We were able to avoid this issue

by making our social media presence about the process, rather than the Town. The Manchester 2020 process’ message is simple: Here are all of the exciting things going on regarding the town’s Plan of

Conservation and Development update. Here are all the ways you can participate and we hope you will! The message from a municipality, or a region, or a department is much less clear, as is how a Facebook

post or instant message fits into Freedom of Information requirements. Elected officials and senior staff will be forced to answer these questions as people come to expect a greater social media presence from government and related organizations. As planners we have the opportunity to be part of this conversation. If you hear anything, please tweet!