My WebLink
|
Help
|
About
|
Sign Out
Home
2007_0820_Packet
Roseville
>
City Council
>
City Council Meeting Packets
>
2007
>
2007_0820_Packet
Metadata
Thumbnails
Annotations
Entry Properties
Last modified
1/10/2012 12:41:30 PM
Creation date
8/26/2009 2:54:51 PM
Metadata
Fields
Template:
Roseville City Council
Document Type
Council Agenda/Packets
There are no annotations on this page.
Document management portal powered by Laserfiche WebLink 9 © 1998-2015
Laserfiche.
All rights reserved.
/
99
PDF
Print
Pages to print
Enter page numbers and/or page ranges separated by commas. For example, 1,3,5-12.
After downloading, print the document using a PDF reader (e.g. Adobe Reader).
View images
View plain text
SFCB' Project Plan for Development of ��.07' for the City of S�ring�zcid Page 9 <br />Part II. Steps to Implement a PILOT Program <br />Project Commencement <br />T'�rst off, it is important to recognize thatthere is no single road to a successful PILOT <br />pro�r�. There are relatzv�iv few PILOTpz�agrazns nationallywhen vou considerthe <br />large number of �n�unicipalities and almost every one i s different. Each is dependent upon <br />the unique demographics of the individual community — both in tenns of the amount of <br />taY ��mpt �e�� as well as the "quality" or the ability of certain institutions to <br />participate in a successful PILOT �ro�Ea�n. <br />Operationally, PILOT programs are not necessarily the typical function of one municipal <br />department. The highly successful Boston program is managed by the Assessor's Office, <br />but requires a great deal of interdepartmentalcooperation among several departments. <br />For instance the �aaspectianal Services �e�arEmen� and the Boston Redevelopment <br />Authority work closely with the Assessor's Office to notify them when an exempt <br />institution intends to remodel or e�pand. The Law Department typically drafts the formal <br />agreements; the Fire and Police Departments tracic and provides information on direct <br />service calls to exempt institutions; the Budget Office provides the data on the costs of <br />services; the Press Office assists with the public relations; and on occasion the Mayor's <br />Office lends its authority. However, one office in the City, the Assessor's Office <br />coordinates, manages and ultimately is responsible for effective implementation of the <br />PILOT program. <br />This functional r��y� is not typical in other cities identified in this report. In Cambridge, <br />the City Manager's Office coordinates; m Providence it is the Mayor's Office, and in the <br />latest effort in Greenfield it is both the Mayor and the Finance Director. So in terms of a <br />projectplan itis more importantto identifythe basic informationrequiredto illustrate a <br />clear need for a program, and then the steps to take to implement a plan. The City itself <br />will have to decide which entity, or cnznbination thereof, is best suited for coordinating <br />this effort. <br />Assemble Valuation and Land Area Data <br />The first step is to examine the compositionof exempt property in Springfield. As of <br />Fiscal Year 2005 the total value of all of the property in Springfield was $1,522,989,490 <br />according to the Massachusetts Department of Revenue (DOR). The DOR groups <br />properties, including tax exemptpropertiesby general class use codes. <br />The chart below shows the general class use categories of all of Springfield's tax exempt <br />property. <br />Class Total Value ' °/a <br />903 Munici a1 1477,150,390 : 31% <br />905 Charitable 21% <br />JF. Ryan Associates, Inc. September 16,2005 <br />
The URL can be used to link to this page
Your browser does not support the video tag.