SARATOGA SPRINGS — For the past 40 years, Wellspring has helped Saratoga County victims of domestic violence find safety, support and healing – providing crisis and support services mostly out of a 3,000 square foot office in the Collamer Building on Broadway. 

This week, the agency announced plans to construct a new 8,000 square foot facility in Malta and the launch of a fundraising campaign to assist in that relocation. 

The new building will be located on Route 9, just south of Malta Avenue, and is anticipated to be completed in late 2021.   

“For most of our 40-year history, Wellspring has been in the same office location, even as the agency has grown exponentially in programs offered, number of clients assisted, and staff size,” says Maggie Fronk, executive director at Wellspring. 

“We’ve been working on it for about 10 years. We spent a long time looking for just the right property. It was one of the first things we did as part of a long-range strategic plan when we changed our name from Domestic Violence Rape and Crisis Services, to Wellspring, to reflect a lot of the more positive and preventative work we do,” said Fronk. 

The new facility, at nearly triple the size, will allow safe spaces for counseling, rooms for programming to be used to enhance client job skills to help them obtain self-sufficiency, and a wing devoted to prevention programs. 

“As wonderful our current location is, you don’t see us – and that is a big issue because the crimes of domestic violence and sexual assault happen out of sight and so when the agency is also out of sight  there’s not that driving reminder that ‘oh, there’s a place I can get help,’” Fronk says.  “What I think happens is people often come to us when they’re in dire crisis; I think there is something to just driving by and saying: there is a place. I don’t have to wait until there is a crisis. I can just go in and talk to somebody.” 

The new location, Fronk says, is clearly visible and will sit in the central part of the county so it’s accessible to all areas of the county Wellspring serves. 

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Currently, the 24/7 hotline answers more than 1,500 calls annually.  Last year alone the organization provided in-person counseling and case management services for 1,000 abuse survivors, and provided 70 people adults and children with safe housing in rent subsidized apartments throughout Saratoga County – a total of 14,971 nights of sleep without fear of abuse.  Legal advocacy is provided on a daily basis. 

Pandemic restrictions have made things more difficult for some.  “Think about it: the things we did for health safety –  staying home, not seeing friends – those were all necessary from a health perspective, but they created  an environment rife for abuse to continue and to escalate. You’re home 24/7 with your abuser and your children. You have all kind of stressors whether it’s home schooling, loss of employment, financial worries, health worries. You’re socially isolated. All those allow abuse to escalate,” Fronk says. “We also knew people who tend to call our hotline and reach out for support or come in for counseling – if you’re home 24/7 with your abuser and your children you can’t pick up the phone and make that call. You don’t have the privacy to do it.” To that point, the agency launched a web-based chat line earlier this year so victims may “talk” discreetly to an advocate by simply typing on their computer or smartphone. 

Domestic violence affects 1 in 4 women and 1 in 7 men. In Saratoga County, it is the second most violent crime – topped only by drunk/drugged driving – and the primary cause of family homelessness. According to the National Coalition Against Domestic Violence, domestic violence incidents increased 42% between 2016 and 2018, and the number of rape/sexual assaults increased 146%. 

“When things started to open up, we did see more clients coming to shelter, but you know I don’t think any of us think the world is normal yet,” Fronk says.  “I don’t think we’ll see the full impact of COVID until we’ve taken care of the health crisis. Only then will we find out just how much people have endured.” 

All services provided by Wellspring are free and confidential. Wellspring’s operations are funded by local, state, and federal grant funding as well as philanthropic contributions from the community

The total cost of the project is $3 million.  The sources of funding include Wellspring’s building reserves, a loan from The Adirondack Trust Company, and a fundraising campaign with a goal of $1.8 million. More than half of the fundraising goal has been reached, leaving $665,000 yet to be raised. To support Wellspring’s mission, visit the Wellspring website www.wellspringcares.org/make-a-change/donate or call 518-583-0280. 

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SARATOGA SPRINGS – The Saratoga Springs City Center is scheduled to host the grand opening for its new parking structure in November.

Parking rates for 2021 parking will be free for the first hour of parking, and $1 per hour after that first free hour, with a $15 cap on the 12 a.m. to 11:59 p.m. period.

The lowest level along High Rock Avenue will be made available for the Saratoga Farmers’ Market as well as other community events as requested by the city. The top floor of the parking structure may occasionally be used for events as well. A limited number of charging stations for electric vehicles will be available on the second floor.

A limited number of yearly parking passes are being made available for sale. The yearly passes – 100 of them are being made available, are priced at $150 per month, and paid yearly at a rate of $1,800. An inaugural bonus for those who sign up and pay now offers complimentary parking from the November grand opening to Dec. 31, at no charge.

The annual term will begin Jan. 1. People interested in the yearly permits should contact Lauren Delany at the City Center at: laurend@saratogacitycenter.org.  A license plate reader will be used to allow entrance from High Rock Avenue and exit at York Street, by the Mouzon House. A front and back license plate are required to be visible, in accordance with NYS law. The structure is under video surveillance and security will be on site from 4 p.m. to 8 a.m. daily

NEW YORK — The New York State Thruway is scheduled to convert to an entirely cashless tolling system by the end of 2020.

The Thruway Authority is modernizing its 570-mile transportation system by converting to cashless tolling. Their goal is to reduce congestion, improve traffic flow, help the environment, and allow for non-stop travel on New York’s toll roads, bridges, and tunnels.

The Design Build project will include the installation of cashless tolling gantries and equipment and the removal of existing toll booths at 52 Thruway interchanges and toll barriers across New York State. There are two main phases to the project. The first phase is the installation of the gantries on the Thruway and ramps. The second phase will be the removal of the toll plazas.

How does cashless tolling work?

Motorists drive under a gantry with state-of-the-art sensors and cameras that read E-ZPass tags and take license plate images, so vehicles no longer have to stop to pay the toll. Vehicles with E-ZPass tags are automatically charged and vehicles without E-ZPass tags will have their license plate image captured and a toll bill mailed to the registered owner of each vehicle. Customers who pay using Tolls By Mail will pay the same toll rate as previously paid by cash customers, and E-ZPass customers with New York accounts will continue to receive a five percent discount.

Once cashless tolling goes live across the system, work will continue in 2021 to remove the toll plazas and realign interchanges.

The first tolls were collected on the Thruway in June 1954; more than 12,000 men and women have served as toll collectors, working 24 hours a day, 7 days a week in all weather conditions.

Tolls will not increase, and are frozen through 2020, according to the state Thruway Authority. For more information, or to sign up for E-Z Pass go to: www.thruway.ny.gov/ezpass/index.html. 

Changing from our current Commission form of government to the proposed City Manager + Wards system would be an undesirable change for Saratoga Springs at any time. To do that now in the midst of a pandemic and economic crisis is folly and even dangerous. The commission form has helped Saratoga Springs be the most successful city in upstate New York. It allows all city voters to choose city residents every two years who will both make policy and also act as department heads delivering services. Elected officials are held directly accountable by the electorate for services provided to the city. 

In addition, because they run departments, council members are highly knowledgeable about the workings of the city when they make policy decisions. Since departments have many intersecting needs and interests and a majority is necessary to pass laws and the city budget, excellent communication and cooperation are major features of this form of government.

In contrast the charter proposal offers a plan that gives the authority to run the city to an unelected city manager who doesn’t even have to live in the city. The city will be divided into wards and Saratogians will only be able to vote for the mayor and one of the six other council members, greatly reducing citizens’ say in their government. The proposal also has a weak mayor who has few responsibilities and cannot even give any employee direction.

Q. A question of governing. What the proposed new form of governing would mean vs. the current form – and why the position you advocate would be best compared to the opposing system.

The responsibilities of the mayor and four commissioners are clearly laid out in the current charter and easily understood: Mayor and Departments of Accounts, Public Safety, Finance, and Public Works. When someone has an issue or opportunity, they simply contact the appropriate commissioner. In short, no one has any idea about the potential new City Manager organization, how it will be structured, nor what it will cost.

Only four positions are mentioned in the proposed charter: the city manager, attorney, clerk, and assessor. The charter change financial analysis claims that one City Manager can replace four commissioners and five deputies, about 18,000 hours of work yearly. 

But Ron Kim, co-chair of the charter change effort, thought differently when he was Commissioner of Public Safety and asked the city council for two deputies to handle all the work in his department, blowing up their current claim that this level of management can be axed.

Danger: The new city government won’t be revealed until after we have voted. The charter grants both a transition task force and then the City Manager the power to “establish, modify, or restructure City departments, offices, or agencies…” 

Net: All decisions and the real costs will be made by an unelected group of people and won’t be known until after we vote.

Q. A question of money. 

The City Manager + Wards System will be much more expensive resulting in higher taxes. Even the change proponents admit that a new city manager brought in from out-of-town would cost Saratogians $262,000 yearly. 

Then they increased the Mayor’s salary 448% to $65,000 plus benefits for a significantly easier job that excludes all administrative responsibilities. Compare this to the $19,000 average salary of a Mayor in New York State in cities run by a City Manager. (Source: Jeff Altamari). Even proponent ‘It’s Time Saratoga’ admits that the Mayor will receive this $65,000 for a part time job; saying the Mayor could concurrently hold another job. That doesn’t show much respect for taxpayers.

But wait, it gets worse. The pro-charter group has not disclosed to the public the real cost of a City Manager + Wards government. Their so-called financials leave out $760,000 of yearly costs including replacing the Deputy Commissioners, our city’s key managers which they arbitrarily eliminated without even interviewing; an Assistant City Manager; and an Internal Audit which is required in the charter but was “mistakenly” left out of their costs.

Remember that the charter is only a skeleton concept with 4 employees which will be completed by an unknown and unelected Task Force, which is one of two transition committees which would be authorized to hire staff including lawyers. 

Transition costs are not even estimated by the change proponents. But any incremental transition costs during this pandemic will require firing city employees or increasing taxes. As both the Mayor and Commissioner of Finance said Tuesday night: The city has no money for charter expenses.The people proposing this change owe it to the public to disclose the real costs of this charter.

Q. Constituency/ residents ability to reach out to their leaders and officials. A question of transparency and open government. 

Currently, there is a high level of transparency about what our elected officials are (and are not) accomplishing. Since our government services are delivered by 5 departments including the Mayor and 4 Commissioners, it’s simple and efficient to contact the appropriate city official to address our problems. And every one of these elected officials has a report card every two years when voters can retain or fire them.

The City Manager + Wards charter is undemocratic, unresponsive, and not transparent. The City Manager who would run Saratoga Springs is appointed so he (we use the male pronoun since 83% of the City Managers are men) cannot be voted out if citizens are unhappy with how the city is being run.

We would only be able to vote for 2 of the 7 elected officials making decisions about providing services and raising taxes. Today, we have influence over every elected official because we vote whether or not to retain all of them every two years. The Wards system eliminates our leverage to impact our city government. 

The proposed charter creates a disastrous bottleneck which will keep residents from getting their problems addressed. Residents contact their Ward politician who can only contact the City Manager who, when he has time, passes the request on to the right department. The Ward politicians and even the Mayor are expressly forbidden to work with any city employee except the City Manager, thereby delaying residents receiving city services and answers to their questions. The City Manager + Wards system is less transparent, less effective, less efficient, and less democratic.

For more information, go to: saratogaworks.org. 

The present form of government in Saratoga Springs is comprised of five departments, each headed by a separate elected official who performs both administrative and legislative functions. This system is inherently inefficient and expensive, leading to both gaps in and duplication of services.  A survey of 100 City professional staff in 2016 reported that they spend 30% of their time navigating these five “silos” of city government. Clearly, our city has outgrown this system. The proposed new Charter consolidates all administrative units under a professional manager. The manager would be hired by and be accountable to the City Council, comprised of six neighborhood-based elected City Councilmembers (reflecting the Charter’s proposed six wards) and presided over by a city-wide elected Mayor. This Reform would bring efficiency to the administration, and accountability through representation and separation of legislative powers from administrative responsibilities. The proposal on the ballot was initiated by dozens of volunteers and more than 1,500 citizens who petitioned for this opportunity to vote.

Q. A question of governing. What the proposed new form of governing would mean vs. the current form – and why the position you advocate would be best compared to the opposing system. 

City administrative offices, now divided among five separately elected Commissioners and the Mayor, would be managed as one administration—much like every other city, town and village in NYS–led by an experienced, professional manager. One team not five means less bickering and finger pointing. Clarity will benefit citizens and businesses who need answers from the city. The present Commissioners and their political deputies would be eliminated. But, the remaining top civil service professionals would report to the City Manager. The City Council, chaired by the Mayor, would set the budget, adopt policies, pass ordinances and oversee the administration through a short-term employment agreement with the City Manager.  Members of the Council, elected from the six neighborhood-based Wards, would be the “ombudsperson” for their constituents. This would allow the Council to set priorities that reflect the needs of the people, not the prerogatives of each Department’s political leadership.  The Mayor, elected citywide for a four year term, would be expected to provide policy leadership, oversight of the City Manager, and represent the city in intergovernmental relations. 

Q. A question of money. 

Initial savings would be at least $100,000.  This figure is derived by eliminating the current Commissioners and their political deputies, salary plus health and pension costs: $760,000. Positions required in the New Charter would add to $440,928, including the City Manager and Mayor (salary plus benefits), and six Councilmembers (salary with no benefits). Other positions included in this calculation are an Assistant City Manager and the cost of an Internal Auditor. Competitive compensation for these positions would bring the total net savings to about $100,000.  No other positions are required to be added or eliminated in the proposed Charter.  Any additions or reductions of staff would be made only by the elected City Council seated in 2022.

Long term, consolidation of administrative units under the City Manager will reduce the 30% inefficiency which the professional staff reported to the 2016-17 Charter Commission. 

The new Charter also eliminates the present lifetime free healthcare benefit (free premium, no co-pays) for elected officials who serve 10 years or more, which can cost taxpayers $500,000 or more for each such official over time.    

Q. Constituency/ residents ability to reach out to their leaders and officials. A question of transparency and open government. 

Voters in the six neighborhood wards will elect the members of the City Council to two-year terms.  Each councilmember would be the neighborhood’s “ombudsperson” for all functions of city government—in other words, “one-stop shopping” for people seeking answers from city hall.  Presently, citizens and businesses are punted from office to office for simple permits.  Public Safety and Public Works leaders have even disputed who is responsible to clear dead animals from the roadways. 

Each new City Councilmember will represent about 3,000 3,000 voters.  The wards would be drawn up by a bi-partisan commission after every decennial census.  If the upcoming 2020 census report is too late for the start of the NYS Election calendar, a backup ward map is included in the proposed Charter that would be used only for the 2021 election. 

Today, a candidate for city council (Commissioner of Accounts, Finance, Public Safety, Public Works, Mayor) must run city-wide campaigning directly to more than 18,000 voters—an expensive proposition. The new Charter enables city government to tap into more of our community’s talent and brain power because running in just one of the six districts will be much less expensive than running city-wide. 

No longer will Commissioners work almost full time and leave aside their day-jobs. The new Council will be citizen-legislators, bringing everyday experience and perspective to our city government. 

TERM LIMITS: All elected positions will be term-limited to 12 years.

For more information, go to: commonsensesaratoga.com. 

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SARATOGA SPRINGS — The newly restored Saratoga Music Hall opened to the public last Tuesday when it hosted a city council meeting that featured the first public hearing of the proposed 2021 budget. 

The proposed annual budget seeks to adjust to a near $7 million shortfall, due to what councilmembers referred to as “this COVID economy.” The 2021 proposal stands at just under $41.9 million, compared to the $48.7 million budget adopted late last year, for 2020. On the table: a 6% increase in property tax rates – which would increase the property tax payment on a home assessed at $200K by $6 per month, or $72 per year – as well as potential layoffs and budget cuts across all departments. 

“These are very trying times,” Mayor Meg Kelly said during the meeting. “It’s $7 million short. We all have to take our hits (but) I think together we can all pull this off.”     

This week’s public commentary largely focused on the potential Recreation Department budget – a topic amplified as a result of an email apparently sent from the recreation department, and circulated among thousands of residents during the previous weekend that pleaded with residents to attend City Council meetings and budget workshops to express concerns. 

“Recreation in Saratoga Springs is at stake and we NEED YOUR HELP” read the email, “Ask our City to NOT DEFUND recreation.” Many did. With public seating limited to less than three dozen participants at one time due to COVID protocols, speakers briefly addressed the council regarding potential cuts to recreation programs then exited the building, allowing others who waited in line outside to enter and speak. The public hearing segment lasted approximately one hour. Members of the council warned of the danger of isolating one particular department and stressed the importance of looking at the budget as a whole. 

“There’s been a lot of misinformation about the budget and about recreation in particular,” said Finance Commissioner Michele Madigan, who first presented the proposed 2021 Comprehensive Budget to the City Council earlier this month. “In this COVID economy the (emailed) communication lacked context and it lacked details and it lacked a lot of what we’re doing right now at the City Council… it was all over social media, and it was pure anger, rage, and panic, and that is unfortunate.” 

“We all, in our own way, have a personal connection to the Rec Department and the tremendous effect it has on children’s mental health,” said Public Safety Commissioner Robin Dalton, who explained she has four children aged between 4 and 10, and realizes the impact of the recreation in the city. “I don’t want to set the tone here that we’re only out for who we represent. When you put out just one tiny piece of what the budget is going to look like and you play to people’s emotions to make it seem as if we don’t care about our kids and that that’s the first thing that’s going to go – it really sets a whole different tone for the budget season that I find regretful. The whole thing is we’re working together to make sure we have the best results for everyone in the city,” she said.  “What I encourage people to do is to go to the individual workshops to understand what it means to the entire city.” 

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Budgeted expenses for the city’s Recreation Department have been reduced under the proposed budget, but not eliminated. There is currently $1.2 million in the budget, maintaining the costs of the Director of Recreation, one staff person, and building and grounds maintenance and utilities. “This means recreations programs cannot incur any additional costs to the city. It does not mean that Recreation is shutting down,” Madigan said. 

Madigan has proposed increasing property tax rates by 6% and to minimize the number of required layoffs, the budget contains a 10% reduction in all city employee salary lines. “With a 10% pay cut we can limit the layoffs, but they are still significant: 25% reduction in Public Works labor lines and 15% in Public Safety – police and fire.”  Basically, she said, a lower pay cut requires more layoffs, fewer layoffs will require a larger pay cut. 

“We all appreciate recreation and need recreation, but we all have to get together as a council and see what we can do,” Mayor Kelly said. “Essential services are always first.” 

“Right now, we do not have those essential services figured out. That has to be the first priority,” Commissioner Dalton said. “Water, sewer, roads, fire, EMS and police. Unless we can assure those essential services are intact – we have nothing. We can’t operate. You won’t be able to drive to the ice rink. We won’t be able to respond to a medical emergency. So that has to be our first priority as a city. Once we get those covered, then we can look at anything else.” 

The Saratoga Springs Recreation Commission is a 7-member board of community volunteers appointed by the mayor to oversee the Recreation Department. Mayor Kelly pointed to Recreation Department Administrative Director John Hirliman.  “We have to see if we can do this as budget-neutral and I have John Hirliman, who has always worked magic in this department, and as a council we all believe in his abilities,” she said. “I have great faith in my team to pull some programs together.” 

“We all understand the tremendous financial crisis we face due to the pandemic. I’m going to work my tail off to make sure we have recreation programming,” Hirliman said. 

Separate budget hearings are tentatively scheduled to take place this week involving the Public Safety Department, the Department of Public Works, and the Mayor/ Recreation departments. Visit the city’s website to confirm times and dates of those meetings, at: saratoga-springs.org. 

A second public hearing of the budget will take place in November. Revisions of the potential budget may be made through the end of November, at which point the 2021 Comprehensive Budget will be adopted. 

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SARATOGA SPRINGS — A public meeting regarding the next incarnation of the skatepark in Saratoga Springs will take place 6:30 p.m. on Wednesday, Oct. 21, at City Hall. 

In January, the city put out a call for bids regarding Skate Park Consulting and Design services, to include conceptual design for the installation of a new skatepark to replace the existing one at the East Side Recreation Park on Lake Avenue.

That property is managed by the City of Saratoga Springs and owned by the Saratoga Springs City School District. The site is shaped like a semi-circle that is approximately 180 feet long and 60 feet in radius. It currently is and will remain completely fenced in.

The proposed new project will be required to meet common standards for the latest skatepark design principles primarily for skateboarders, scooters, and BMX riders to develop their skills, and feature a mix of street and transitional-style terrain, with elements designed for all age groups and ability levels, according to city documents.