Ironic that 20/20 is indicative of clear excellent eyesight, it can also be the year of a clear vision for Ilion's future.
2003 (16 years ago) was the last time village residents were asked to assist in making recommendations to improve government and the public services they provide. A " Steering committee" was created by then Mayor John Gilmartin for that purpose. Many recommendations went unheeded, and many more unfulfilled. We must learn from past mistakes and once again ask the people to participate and be a vital part of their community’s future. (see below)
2020 is going to be a year of many capital improvement projects, our sewer system is undergoing 10.1 million in repairs, flood mitigation/ stream bank improvement 3.5 million should be underway or complete, and water infrastructure projects will be in the process of finally bringing safe, healthy, abundant, and aesthetically pleasing drinking water to the village.
Much is being done to set a strong foundation, now we need to come together to determine what is going to be built on this foundation and reap the benefits of these millions in investments.
VISION 2020
1.To have a local government that is working for and responsive to public needs and desires of the people they are entrusted to serve. Accountable and transparent, always striving for operational and financial efficiencies. An interactive and informative web site should be created to assist in accountability and transparency, as well as vital and timely information sharing. The web site also needs to be a window into our community showing and living up to the village creed of "where progress is made while tradition preserved"
2. To include the people in creating a "vison"/ Comprehensive plan. Not only in surveys but through appointment and utilization of a various boards and commissions, especially, planning, MUB, and Zoning. These residents/ committees must be free to make recommendations and advisements to the Village Board without interference or fear of reprisals.
3. Improving quality of life through a well-financed and qualified Codes enforcement program.
4. Public safety (Fire and Police must be maintained/ improved and become financially efficient.) Opioids, drugs and other illegal activities must be aggressively pursued and weeded out of the village. Increased cooperation with the courts and Herkimer County in accomplishing this must be undertaken.
5. The Village should diligently and prudently investigate the pro's and cons of shared services, and or Consolidation and continue to be a regional partner and participant in economic development pursuits.
6. To Revitalize our downtown and Waterfront, seeking Federal and State grants and other assistance to improve quality of life through better housing options, business and career choices, and recreational activities.
7. To improve public services and facilities, through constant review of operations, costs, need, and oversight. Being proactive in 1, 3, 5, 10-year plans of maintenance, improvements, and other capital projects
8. To increase the property tax base through encouraging home ownership, fixing up Zombie properties instead of tearing them down, and marketing and active solicitation of development and growth of the private sector.
9. Continue with more aggressive efforts of Property cleanup and Redevelopment. Securing Brownfield funds where appropriate and to locate, identify and address contaminated / abandoned sites within the village. Not leaving them empty but redeveloped. This includes not only Duofold, but the former Gas company on East Street, the old car wash on E. Main Street, and the former Red apple property on W. Main street.
10. To grow in population and prosperity, becoming a point of destination for travelers and vacationers, as well as a community where people want to work and raise their families.
11. Urban green ways and parks are vital to quality of life issues in a community. Residents, vacationers, and visitors utilize these parks for a multitude of purposes. Common features of municipal parks include playgrounds, gardens, hiking, running and fitness trails or paths, bridle paths, sports fields and courts, public restrooms, boat ramps, and/or picnic facilities, depending on the budget and natural features available. Park advocates claim that having parks near urban residents, including within a 10-minute walk, provide multiple benefits.
As an integral part of my vision 2020 better and more comprehensive use and management of park and green assets should be undertaken, Russell park provides for a unique opportunity to enjoy recreational activities and nature, greater marketing and emphasis on the resource needs to be made. Likewise, the strip of greenway encompassing the entire width of the village along West and East Main. Main Street should be considered for greater development and use such as walking trail, picnic area's and wild life observation posts.
David Murray Ilion resident
Honorable John Gilmartin, Mayor Members of the Village Board Village of Ilion 49 Morgan Street Ilion, New York 13357
Dear John,
After several weeks of deliberations and study the Steering Committee appointed by you and your Village Board to study the possibility of changes in the Village Charter, the various Commissions of the Village and any other suggestions for improvement in village government has arrived at some final conclusions. You will find a copy of those conclusions enclosed.
We have met with Village Board members, the Village Clerk, members of the Light and Water Commissions and the Superintendents of both Light and Water. Everyone was most cooperative in helping us understand what was involved in their particular operation and more than willing to provide whatever information we required. We would like to express our appreciation for all of those efforts.
This committee operated in a most efficient manner and should be commended for their efforts.
Obviously the final decision lies in the hands of the Mayor and Village Trustees and we hope that these efforts will help you make decisions, which will be in the best interest of all concerned. We are available to explain our position and discuss suggestions.
Thank you for allowing us the privilege to serve. Sincerely,
Dr. James Anderson Jon Benson Janice Burling
James Garnsey Brian Lytwynec Aileen Sweeney
Dr. David Trautlein
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Approved Recommendations
1. Retain Village Charter
2. Keep existing commissions.
3. Combine Water and DPW under one Commission with separate budgets.
4. Mandate at least quarterly meetings(Village Board, Electric, Fire, Police and Water) to provide cooperation within the Village.
5. Return to five-year term limits for Commission Board members.
6. A Village Engineer position is not recommended. It would not eliminate the cost of outside engineering fees. The profession is so specialized that no one person could do the work for all departments and outside services would still be required for various projects.
7. Explore Special Assessment Districts subject to Village Board approval.
8. Increase any charges to outside the village users to the maximum allowable for any services provided.
9. Institute a 5-year technological plan to network all Village agencies and consolidate duplication of effort in terms of hardware/software.
10. Take a good look at all aspects of the Village operation to see if we are using the latest, most efficient tools available, and evaluate the comparative cost of upgrading versus replacement.
11. Consolidate services and personnel where appropriate. Combine meter reading, billing, collections, payroll and such other functions as may be combined across existing departmental lines.
12. Continue the yearly payments in leau of taxes from the Light and Water Commissions to the Village by formula so that the Commissions can plan budgets accordingly
13. The Water Commission should re-examine Fluoridation.
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14. Consolidate benefit packages to bring them into balance with what is available to taxpayers in general. Consolidation should cover all departments including Fire and Police.
15. Village should consider the use of a facilitator to bring about joint goal setting and planning.
16. Actively solicit Village residents to provide a pool of people who are willing to serve the Village on the various commissions.
17. Hire a Sanitary Engineer as Superintendent of a combined DPW-Water Department. Such a credential is appropriate for the services and would serve the additional purpose of providing equal status with the Light Superintendent.
18. Electric and Water PILOTS do not drive the Village budget. Tightening up operations and assuring revenue streams from the Commissions is mere nibbling at the margins. Other aspects of Village operations must be looked at if substantial economies can be achieved.
19. Implement standardized financial reporting for all departments with complete reports to the Village Board.
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