Ridgeway $$ = Cost of PD/Fire Layoffs. Safety OT Ahead of Pace

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WPCNR QUILL & EYESHADE. By John F. Bailey. October 7,  2010:


 


White Plains Police and Fire Union Presidents, Jim and Joe Carrier, respectively are conflicted over the possible acquisition of Ridgeway Country Club by the city.


 


Both union heads told WPCNR Ridgeway acquisition would be possibly a positive development for the city. Each wondered about the city willingness to add the budget burden of  unanticipated debt and continue to compromise, in their view, the Department of Public Safety ability to do its job.


 


The Fire union head told WPCNR that the manpower cuts from layoffs which saved the city $2 Million at the cost of 21 police and fire positions, have resulted in a massive amount of overtime due to unusual fire activity.


 


The union Presidents were interviewed by WPCNR considering their organizationss are currently in dispute with the city and are without contracts, and public safety manpower is being stretched thin (in their opinion) by refusal to fill vacancies in the departments.


 


The fire union president, Joe Carrier warned the city has depleted its overtime budget ahead of schedule due to the 12-hour Bengal Tiger Fire July 7 and other fires the first three months of year, warning of budget problems in the current balanced city budget.


 


Joe noted the Bengal Tiger blaze of July 7 and other fires in the city  had cut deeply into the $462,000 allocated to the Department of Public Safety overtime budget for 2010-11 (the current budget)  with only 3 months into the budget year.


 


WPCNR is checked with Commissioner of Public Safety, David Chong on the actual pace of the  overtime drawdown. Commissioner Chong said the overtime cost for the quarter had not been compiled yet.


 


 


As background, police and fire negotiations are currently stalled. The White Plains police and fire unions are currently without a contract with the city and at their lowest levels in 25 years.


 


Acquisition of Ridgeway Annual Cost Could Approach Safety Savings.


 


If the city spends  upwards of $15 Million  to buy Ridgeway Country Club(the club is for sale for $13.5 Million) through a bond issue over 10 years, the cost of the club purchase per year is equivalent to the $2 Million the Common Council cut in the round of 21 police and fire layoffs last spring.


 


There is the scenario that if  the city acquires the club for less than the $13.5 Million, the cost of the bond  would not cost as much as the police and fire layoffs, however,  the city is planning improvements to the club should they acquire it,  which would have to be financed as well.   


 


Overtime Savings Threatened by Lawsuits.


 


The unions  are additionally embroiled in a federal lawsuit with the Bradley administration over whether the city has the right  to charge retirees joining the city police and fire departments before1996 for portions of medical premiums (15%) going forward, those charges are currently on hold due to an injunction issued by the court, and an additional legal dispute over the adoption of  24 hour shifts for the fire bureau and 12-hour shifts for police patrols without Common Council approval.


 


Of course, without the new shift rules now in effect which supposedly save the need for overtime, police and fire overtime costs might be expected to increase substantially.


 


The city met the terms of  last year’s binding arbitration award to the police and fire fighters of 3.5 and 4% raises for 2008-09 and 2009-10, by eliminating  21 police and fire uniformed personnel,  cutting police department uniformed strength from 225 officers to 206, and fire bureau from 169 to 152 by eliminating 9 fire fighters and refusing to fill 9 vacancies. The layoffs and the hiring freeze on filling vacancies resulted in a savings of $2 million for the city


 


Jim Carrier, Police Union President,  said the city-contemplated purchase of Ridgeway Country Club for $13.5 Million, that the city could finance over 10 years according to city Commissioner of Finance, Michael Genito, might be a very good thing for the city.


 


Joe Carrier, of the fire union though pointed out that the city fire bureau is down to 8 fully staffed fire apparatus, with one rig is consistently idle. He pointed out the fire bureau was at its lowest manpower in 25 years. At times, the city is down to 7 rigs. He predicted that with the unexpected early depletion of the overtime budget that the ability to staff the city fire equipment would get worse (if overtime had to be restricted).


 


The speculative numbers.


 


It should be pointed out that the city has not divulged a figure they expect to pay for the Ridgeway Club. That being said, WPCNR had a mortgage broker in White Plains, Bob Meyerson run some costs for us:


 


The new Ridgeway purchase should it come to pass – if the city bonded for $15 Million over 10 years as Mr. Genito indicated to WPCNR at the current 2.55% municipal bond rate, the property would cost the city $1,700,953.92  a year in debt service. (The figures were prepared for WPCNR by Robert Meyerson of White Plains, a mortgage broker.


 


 Meyerson also told WPCNR that if the city took a 15 year bond out for a $15 Million Ridgeway purchase, it would cost the city, $1.3 Million a year for the debt service. 


 


Genito said if the Rye city Golf Club model was used, he expected the new Ridgeway Country Club acquisition would be paid for in fees by the members, and be self-liquidating.


 


WPCNR assumes the city would bond for more than the $13.5 million price the country club is asking because of the city desires to make improvements in the club. Some of those improvements WPCNR has learned may include two more swimming pools, and the possibility of athletic fields.


 

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Ebersole Rink Opens Friday at 3…and Friday evening at 8

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WPCNR CITY HALL CIRCUIT. From Department of Recreation and Parks. October 7, 2010:


Good old Ebersole Rink will open for the 2010-11 ice skating season Friday with two public sessions at 3 P.M. and 8 P.M.. Those sessions will be  followed by a Saturday public session from 12 to 4 and Sunday session from 1 to 4 P.M. 



Welcome Back! Kristen Fuerst, Ebersole Skating School Director for 13 years, reports  there is still time for parents to sign their kids up at the White Plains Department of Recreation and Parks Headquarters. Private lessons are also given at the rink by the Skating School Instructors. Contact Rec & Parks at 422-1336, for the Skating School Booklet, or the skating school at 948-6696, for information on Group Lessons from 4 to Adult, Advanced Figure Skating. 


Friday is the earliest date Ebersole Rink has opened in years. Skating classes for children of all ages and adults are now open for enrollment with classes beginning  Friday October 22. For information, go to www.skatinginstructor.com or contact the Department of Recreation and Parks, 422-1336.

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Loud Explosion Mon Evening Cause pinpointed. Bengal Tiger Report: End of Month

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WPCNR POLICE GAZETTE. From White Plains Department of Public Safety. October 7, 2010:


While WPCNR was keeping vigil at the Executive Session of the Common Council Monday evening, a cacaphony of sirens shrieked outside city hall converging on the center of town. Afterwards, WPCNR learned there was an loud noise which sent people out into the street in the vicinity of Trump Tower and Martine Avenue.


Commissioner of Public Safety David Chong reported to WPCNR this morning that


“(We) believe it was caused by a blowback of one of the rooftop generators located on roof of City Center. No danger to the public, no damage.  Information passed to Buildings Department for follow-up.”


In the ongoing investigation for the cause of the July 7 Bengal Tiger 12-hour blaze that gutted half a block on East Post Road, Commissioner Chong advised WPCNR a report is expected at the end of this month.

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CNA Sponsors Forum on Possible City Acquisition of Ridgeway Country Club

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WPCNR South End Times. From Louis Bruno. October 6, 2010:


The White Plains Council of Neighborhood Associations will sponsor a Forum on The Future of the Ridgeway Country Club at its October meeting.  The keynote speaker will be Tom Anderson, Deputy Director of the Westchester Land Trust.

With membership declining, the Ridgeway Country Club was first offered for sale last year at $20 million, and failing that, last week at $13.5 million. In its October meeting, the White Plains Council of Neighborhood Associations (WPCNA) will feature local leaders exploring the history, ecology, uses and value of the 128.6 acre Ridgeway Country Club.  The meeting is at the Ridgeway School cafeteria, 225 Ridgeway in White Plains, NY at 7:30 pm on Tuesday, October 12, 2010. Admission is free and audience participation is encouraged.


Spun off from the 1912 Gedney Farm Hotel, the Ridgeway Country Club has long been known for golf, tennis and fine dining.  But today, with debt rising, the Club wants a quick sale to end the pain. Developers see an opportunity for upscale housing — the property is zoned R1-30, One Family District.  Environmentalists point to many acres of sensitive wetland.  Open space advocates hope, at minimum, for continued operation as a country club.  The City may buy and develop it for recreational use while protecting and preserving the space.

In addition to Tom Anderson, who writes and lectures on Long Island Sound issues, the Forum will include architect and White Plains Common Council Member Milagros Lecuona, prominent Realtor and former Planning Commissioner Michael Graessle, environmentalist Robert Stackpole, White Plains Historical Society President Robert Hoch, EcoNeighbors: Carry Kyzivat and Yvonne Gumowitz, and White Plains Concerned Citizens for Open Space President Frances Jones, who will moderate the discussion.

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Council Mems Toured Ridgeway Club. Hears $$ Plans for City to Buy/Run Ridgeway

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WPCNR COMMON COUNCIL-CHRONICLE-EXAMINER. By John F. Bailey. October 5, 2010:


The City of  White Plains is considering purchase of the Ridgeway Country Club, having spent two hours and 45 minutes discussing the possibilities in an marathon Executive Session of the Common Council Monday evening.


WPCNR has learned that councilmembers have toured the Ridgeway Golf Club recently in anticipation that the city might purchase the golf club.


 


Reliable sources speaking in confidence to WPNR advised that that financial projections on how the Ridgeway Club would work under various scenarios were shown the Common Council in the Executive Session Monday evening.


Two detailed  color charts were shown the Common Council depicting how the city might reconfigure the club. One possibility disclosed to WPCNR was to add two swimming pools to supplement the one outdoor pool the club now has to serve the city population.


 


WPCNR discovered last night tha City Chief of Staff John Callahan was  city manager in Eastchester for nine years, when that city ran Lake Isle Golf Club (and still does). Callahan revealed to WPCNR his son was Deputy Manager of the Lake Isle Golf Club, indicating Callahan could contribute expertise to crafting how White Plans might run the Ridgeway Golf Club should the city be successful in purchasing it.


 


Another resource the city WPCNR discovered the city can rely on for golf tips  is City Financial Officer Michael Genito who during his employment in Rye was very involved in making the City of Rye acquisition of Rye Golf Club  successful to the point where it makes money. Genito, asked by WPCNR how the Rye Club handles members said that Rye requires citizens to be members, that walk-ons could play, but members receive preference, and walk-on residents who are not members  pay considerably more.


 


Asked how White Plains might finance acquisition of a facility such as the Ridgeway Club that might cost as much as $15 Million, Genito said  that such a  bond to buy the club could be financed over 10 years given the current low interest rates. Genito told WPCNR he felt any bond for such a club could be self-liquidating through fees.


 


WPCNR for purposes of estimating city costs figured that the city might spend at least as much as the public asking price and then some. Bob Meyerson, the White Plains mortgage broker, ran some scenarios for WPCNR as to what a $15 million bond purchase would cost the city.


 


Meyerson said a 15 year,$15 Million bond (paid off in 2025)would cost the city $107,453 a month for 180 months, costing the city $4,341,630 in interest.


 


Councilwoman Beth Smayda, an MBIA expert in municipal finance, told WPCNR  after the that the term of how long the city could finance a facility purchase through a municipal bond depended on the state finance law which defines the “asset life” of types of acquisitions.


 


Mr. Callahan, the Mayor’s Chief of Staff told WPCNR after the Executive Session that the city had exploratory talks with the Ridgeway Club before last Wednesday when availability of the Club was announced, but Callahan said it was “not much before” last Wednesday when the city first started its explorations in considering if the city could acquire the club.


 


Mayor Bradley, asked by WPCNR if the Executive Session proved favorable said the reports of the departments on acquiring the club and the city being able to afford were “favorable.” Asked  after the public council meeting if the Mayor had begun serious consideraton of purchasing the club before last Wednesday, said he had “hard rumblings (the club was for sale).”


 


Callahan told WPCNR there was no timetable or deadline the city had been given by the management of the property being considered  when the city had to make an offer.


 


 


.

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City Would Be Adding an Asset for a Song. Ridgeway is a Great Buy Says Money Man

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WPCNR QUILL & EYESHADE. By John F. Bailey. October 4, 2010:


A local White Plains mortgage broker, Bob Meyerson, of  White Plains ran raw numbers for WPCNR to see exactly what possible purchase of the local Ridgeway Golf Club, (speculated by WPCNR to be the topic of tonight’s Executive Session at the Common Council) would cost the city.


Meyerson said mortgage rates are at “rock-bottom,” and that now was the time to buy. He also noted that acquisition of the club would be an asset the city would be acquiring that could always be sold in the future if the city needed to do that.


Meyerson said that if the city borrowed $15 million ( a WPCNR guestimate assuming there would have to be some improvements to the club to accommodate use by the general public, expanding locker rooms, minimal renovations, legals costs) the ideal term would be 15 years at 3.53% (the present going municipal bond rate).


At 10 years the loan rate would be 2,56%, 7 years, 1.87%; 5 years, 1.27% and 2 years, .53%.


Over a 15-year period city would pay $107,453 a month over 180 months, for a total payment of  principal plus interest of $19,341,630, paying $4,341,630 of interest. The 15 year term is what the White Plains City School District took on their $66 Million bond referendum four years ago.


If the city opted for a 20 year bond to acquire the club, interest would be 3.81% (current rate), the loan repayment jumps to $89,324 a month for 240 months, for a total payback of $21,473,772. Take away the $15 Million principal and the city pays $6,437,772 in interest. By opting for a 15 year term the city would save 1/3 in interest.


For a 30 year term bond, the city paying 4.3% in interest on $15 Million would  pay $74,230 a month for 360 months for a total payment of $26,723,215 — $11,723,000 in interest.


Meyerson noted that if the 128.5  acre property were developed with housing, the city would be faced with possibly adding another school in the city to educate the children that such a development would bring.

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Mayor: If We Don’t Move Fast the City Could Lose This Unique Opportunity

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WPCNR CITY HALL CIRCUIT, By John F. Bailey. October 4, 2010:


 


 As reported by  the city news roundup show White Plains Week Friday evening, the city of White Plains is definitely in the market to acquire Ridgeway Country Club in the heart of the Gedney Farms neighborhood. The city administration in a whirlwind of activity since last Wednesday several days has analyzed the feasibility of acquiring the sprawling pristine 1923-vintage 18-hole golf course for the city, according to Mayor Bradley moments ago.


 


Mayor Adam Bradley speaking exclusively to the White Plains CitizeNetReporter after WPCNR posted the City Clerk’s notice of the special executive session to “discuss the sale or acquisition of land” tonight at the White Plains Common Council meeting, said  when he learned that Ridgeway Country Club came back on the real estate market priced at $13.5 Million last Wednesday, he put the wheels in motion.


 


The published price to acquire the club is approximately $7 Million less than it was offered when put on the market in 2008.  The Mayor told WPCNR he directed his Chief of Staff John Callahan to have key city department heads to look into the feasibility of the city acquiring Ridgeway Country Club immediately. He told WPCNR he had gotten “most of those (department head) reports back.”


 


The Mayor told WPCNR the city has a stable debt ratio compared to most municipalities; that present  interest rates for borrowing to buy were very attractive for the city. He said “This is a huge opportunity. If we don’t move fast, the city could lose this unique opportunity.”


 


He said any possible city acquisition of the club would enhance real estate values in the Gedney Farms neighborhood, preserve open space, and preserve  the area from further development. He noted that possible acquisition of the Ridgeway Country Club would provide unique recreation opportunities for White Plains residents. The club includes 8 tennis courts, banquet facilities, an 18-hole golf course, an outdoor swimming pool, among other assets.


 


The mayor noted that city-owned country clubs are profitable in Rye and Eastchester and saw Ridgeway as beging operated like those two model operations. He noted to WPCNR,”What’s the first thing you hear about the advantage of living in Eastchester? The Lake Isle Club.”


 


The Mayor said he did not know how present members in the club would stand should the city acquire the club. He said he would not put the city in a bidding war for the property.


 


According to the 2010-11 current budget the city has $102.2 Million in debt and a $155.5 Million city budget. Of the debt, 57% is tax-supported and 43% is self-liquidating. “Indebtedness projected from 2010-11 through 2015-16 is based on the adopted Capital Improvement Program and shows an expected increase in self-supporting debt in relation to tax-supported debt. As a result, the City’s reliance on the property tax to fund future debt service payments will decline accordingly.


 


The 2010-11 city budget notes that the city has $604 Million available when the state constitutional debt limitation was computed on June 30, 2010.


 


Should the city acquire the club, it would take the club off the property tax roll, and the city would have to pay taxes on it to the county. but presumably that would be paid for by city profits from the club.

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NOAA Head Charts Course for Analysis of Long-term Effects of Deepwater Spill in

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WPCNR ON THE RECORD. From National Oceanographic Atmospheric Association. October 1, 2010 : 


Thursday NOAA Administrator Dr. Jane Lubchenco delivered the following remarks at the American Bar Association’s Section of Environment, Energy, and Resources (SEER) Law Summit in New Orleans.


I am honored to be SEER’s keynote speaker today. As a public official who has pledged to uphold the rule of law, it’s a pleasure to be with experts on those laws.


Robert Kennedy once said, “Tragedy is a tool for the living to gain wisdom, not a guide by which to live.”


The tragedy of which Kennedy spoke was the Vietnam War. A different tragedy brings me here today. And with it will come the lessons from which wisdom will be born.


The tragedy that brings me here today is the Deepwater Horizon oil spill, which started with an explosion of an offshore oil rig on April 20, claiming the lives of 11 people.


The events of April 20 triggered an environmental catastrophe of historic proportions, a catastrophe that propelled the nation into unknown territory.


Unknown because of the technological challenges of stopping the release of oil from a depth of more than a mile below the surface. 


Unknown because of the behavior of the oil released at such depths, with a significant fraction remaining deep in the Gulf.


Unknown because of the consequences of applying so much chemical dispersants and using it below the surface for the first time.


Unknown because of the mind-boggling amount of oil, nearly 5 million barrels that flowed for 3 months; and,


Unknown in the impacts on the Gulf ecosystem and the people who live there, fish there, and swim there.


Let me be clear. Despite these unknowns, the entire Federal family, including NOAA, is deeply committed to understanding the impact of this spill on the health of the Gulf and the millions of people who depend on it for their lives and livelihood and we are committed to full restoration of the Gulf and its people.


The President made it clear that he wanted the restoration plans to come from the Gulf to Washington, not the other way around. The framework unveiled Tuesday by Navy Secretary Mabus, a son of the Gulf and a former governor of Mississippi, reinforces the President’s commitment by creating a path forward for the region’s long-term economic, environmental and health recovery.


The President will soon issue an executive order, establishing a task force to coordinate restoration efforts. This integrated endeavor will focus squarely on restoration of ecosystem, economic, and health benefits.


Let me now transition to a more specific focus on my agency, NOAA, and our role in response and restoration.


NOAA is a science-based agency created by Executive Order under the Nixon administration. Our mission is to understand and anticipate changes in the Earth’s environment, and conserve and manage coastal and marine resources to meet our Nation’s economic, social, and environmental needs.


NOAA is, by law, also the Nation’s lead science agency for oil spills.


Our job for oil spills is to use the best science and create the tools needed for responders to make on-the-ground decisions in real-time during the crisis, and make smart decisions later, for example for restoration


NOAA’s role in Deepwater Horizon is five-fold: to conduct and share science, keep seafood safe, protect wildlife and habitat, assess damage, and restore the natural resources injured as a result of the spill.
 
For each of these five tasks that NOAA does, there is a component of law, a component of science, and a component of communication.
 
The nation’s ability to prevent and respond to oil spills was significantly enhanced by passage of The Oil Pollution Act of 1990, which came on the heels of the 1989 Exxon Valdez spill. This legislation put into place a process for restoring natural resources that are injured, and the associated ecosystem services that are lost as a result of oil spills.


The law intersects each of NOAA’s five responsibilities during an oil spill.


Because I’m a scientist, not a lawyer, I will focus on the science that enabled good response and recovery. And if you remember nothing else about what I say here, remember this: good science should underpin all that we do.


Good science – from the wisdom gleaned from the Exxon Valdez and other spills, to new information obtained during this response and continuing well beyond it – good science will shape the continuum from response and recovery to restoration.
 
The science that has been conducted has been solid, but even better understanding enables better response and restoration. A hard look at the track record will lead to wisdom and improve response and restoration.


From the early hours after the spill began, science began guiding the decisions.


At 11 p.m. on April 20, a massive explosion erupted on the Deepwater Horizon rig. An estimated 700,000 gallons of diesel fueled the explosion and fire.


By 2 a.m., the newly constituted Unified Command in Robert, Louisiana, had at its fingertips a trajectory forecast showing where the oil would be headed should it appear. This trajectory forecast was produced by NOAA.


Less than 20 hours later, the first spot weather forecast was issued by NOAA’s National Weather Service Forecast Office in Slidell, Louisiana at the request of the Unified Command.  These special forecasts consider time, topography, and weather, providing more detailed, timely, and specific information than regular zone forecasts.


These two NOAA science tools – oil trajectory forecasts and specialized weather forecasts – were critical elements of the good science that enabled informed response throughout the effort.
How were these tools so helpful?


They told responders where to deploy boom, where to skim and burn, and they told us which fisheries might have to be closed.


They gave us the vital information needed to mount a smart, tactical response.


Day after day, from the early hours after the explosion until 4 months later when the sheen of oil had not been visible on the surface for 3 weeks, these tools provided information that told us where the oil was headed 24, 48, and 72 hours in advance.


Scientists in NOAA’s war room in Seattle ran oceanographic and atmospheric models day after day, using the latest satellite, plane, and ship observations to initialize models and predict patterns of movement. Day after day, National Weather Service meteorologists produced spot weather forecasts; with over 4,000 having been produced from the Slidell office alone.


When responders had to make decisions about where to lay the boom, the information was at hand to inform their decisions: weather forecasts, trajectory maps, wind, tide and current data.
Science was transformed into a tool that people could use for real-time decision making.
Science also provided guidance for NOAA’s second concern: seafood safety.


Late on a Friday night, 10 days into the spill, I met with over 100 fishermen in Plaquemines Parish, Louisiana. [Near] one of the largest ports in the U.S., Plaquemines Parish is made up of nearly twice as much water as land. The meeting room was filled mostly with charter boat operators, angry about the situation, hungry for information, and anxious about their future. They stressed the need to keep oil out of the wetlands that nurture the larvae and juvenile fish they depend on for their livelihoods. Their love for this place was compelling; their fear of its loss palpable.


I tell this story because I want you to understand that NOAA’s mission in the Gulf is not just about data and numbers, but about people. And restoring the Gulf means restoring the entire Gulf ecosystem, including its people’s lives and livelihoods.


To protect people, NOAA closed fisheries as the first line of defense to prevent contaminated seafood from entering the marketplace. The fishermen in Plaquemines Parish supported our closing oiled waters, but they also wanted life lines – safe places to fish. And so scientific information – the location of oil and forecasts showing us where the oil likely was going – guided NOAA’s decisions on where we would close fisheries and where areas could stay open safely.


At the height of closures, 37% or 88,522 square miles of federal Gulf waters was closed to fishing. Today, 60% of the previously closed areas have been re-opened under the protocol and sampling regime agreed to by NOAA, the FDA, and the Gulf states. Today 13% of the Federal waters in the Gulf are still closed to fishing. [As of Oct. 1, 11% of Federal waters are closed.]


Like closures, fishery re-openings depend on good science.


NOAA, the Food and Drug Administration, and the Gulf states agreed to a science-based protocol for re-opening a closed area. Three criteria must be satisfied for re-opening: (1) The area must be free of sheen for 30 days, (2) the area must not be likely to become contaminated in the future, and (3) seafood from the area must pass multiple, rigorous laboratory tests to ensure it is free from oil or dispersant contaminants. If all criteria are met, an area will be reopened. In addition, NOAA and the FDA are conducting dockside and market-based sampling as extra measures of safety.


I have confidence in our protocols and have enjoyed Gulf seafood each trip I’ve made to the region.


The third of NOAA’s five oil spill responsibilities is protecting wildlife and habitat. NOAA is responsible for sea turtles, dolphins, whales and other marine protected species.


Almost immediately after the explosion, we began collecting baseline data. We conducted overflights almost daily to monitor marine mammals, turtles, specific fisheries, wetlands and marshes. NOAA research ships initiated ongoing investigations of the impact of the oil on marine mammals and fisheries.


NOAA experts are part of the Federal team documenting impacts as well as rescuing and rehabilitating sea turtles. Five of seven species of sea turtles live in the Gulf. All are threatened or endangered. Any additional mortality can be a serious threat to any of the species.


To date, 592 turtles have died, primarily Kemp’s Ridley turtles. NOAA is conducting autopsies to understand the cause of death. And we realize that hidden casualties are likely. 


In parallel, we have been engaged in two aggressive efforts to save other turtles. 


NOAA led a focused effort to take boats out to oiled areas to find and rescue turtles, and rehabilitate them if needed. To date, 126 have been cleaned and released at sea, and 330 have been brought back to land for rehabilitation. In August, Admiral Allen and I had the great pleasure of releasing the first 23 of these rehabilitated and healthy turtles. What a joy it was to watch them zoom off into the Gulf, stop to snatch a gulp of air, then disappear beneath the waves. To date, 158 rehabilitated turtles have been released back to their proper habitat.


Our second major turtle effort focused on eggs and hatchlings. The spill took place just as many loggerhead turtles were ready to lay their eggs on Gulf beaches. To keep vulnerable nests out of harm’s way, NOAA joined the U.S. Fish and Wildlife Service to transplant some nests to oil-free locations. We won’t know the success of these efforts for years, but we are hopeful.


Scientific knowledge of turtle physiology, ecology, and behavior guided all of the efforts, helping us know where to look for animals affected by the spill, and assess vulnerabilities of and impacts on these species.


Science is also integral to assessing damage, the fourth of NOAA’s oil spill responsibilities.
NOAA is one of three Federal trustees for the Natural Resource Damage Assessment (or NRDA) process, helping to identify and quantify short- and long-term impacts to the Gulf of Mexico’s ecosystems.
 
The goal of NRDA is to compensate the Public for injuries to natural resources and the loss of the ecological services they provide. The Trustees consider restoration very early in the process. Injuries are balanced against, and directly scaled to restoration – not monetized.


NRDA combines science, economics and law. It is a restoration-focused, legal process that must be conducted strategically and jointly.


NRDA is a cooperative process. Trustees are responsible for acting on behalf of the public.  Trustees work together to accomplish NRDA goals.


The Secretary of Commerce, acting through NOAA, is a trustee for the following natural resources and their supporting ecosystems and resulting services: marine fishery resources; anadromous fishes; endangered species and marine mammals; and the resources of National Marine Sanctuaries and National Estuarine Research Reserves.


Within the first week of the spill, NOAA convened co-trustees to organize collaborative teams to coordinate data collection activities in the Gulf of Mexico and across the five Gulf states.
Three days into the spill, NOAA scientists began pre-assessment activities, identifying fish, shellfish, bottom-dwelling biota, birds, marine mammals, turtles and other potentially affected species. In addition, sensitive habitats such as wetlands, submerged aquatic vegetation, beaches, mudflats, and deep and shallow corals were categorized for further study.


On any given day, more than 40 teams from across NOAA are in the field collecting data on these resources and the impact of the spill.


The NRDA data collection provides the scientific foundation for the tools and targets to restore the health of the Gulf.


What does loss look like to residents in the Gulf?  The answers are as varied as the cultures and individuals of the Gulf.  On my earliest trips to the Gulf, I met:
• A charter boat operator with a legal pad full of cancellations.
• A bait shop/tackle shop/restaurant owner fearful for her family’s future.
• A couple who had just finished rebuilding their retirement home, previously destroyed by Hurricane Katrina, now faced with a newly devastated local community whose income depends almost exclusively on tourism.
• Five cousins returned to the Gulf for their annual visit, despite the spill, their cheerfulness laced with anxiety.
• A local resident worried about the safety of her children swimming in the water.


Clearly, there is no separation between the well-being of Gulf residents and the health of the Gulf.


Nearly 5 million barrels and 3 months after the explosion, the oil stopped flowing. Two months later, the Macondo well was declared dead, dead, dead. But, although oil stopped flowing, we did not stop working.
 
Our search for any remaining oil or dispersants continues, as does our quest to full understand the impact and restore the Gulf. Let me now say a little more about the subsurface monitoring.


Though much of the oil beneath the surface was dispersed into droplets less than a diameter of the human hair, and although this dispersed oil was measured in concentrations of parts per million to parts per billion, dilute and dispersed do not mean benign.


We continue to have grave concerns about the impact that this subsurface oil may have had on vulnerable species and young stages of diverse marine life.


To date, we have extensively tested offshore and near shore waters.


And, we are now engaged in a massive, comprehensive, collaborative effort to monitor the fate of oil and dispersants sub-surface, adding to the array of samples already in hand. Our goal is to understand the fate and effects of the oil and dispersants under the surface and at the bottom of the sea. From what this scientific information tells us, appropriate evaluation and response measures can be devised.


In looking to assess the impacts of this spill, we cannot look only at each species in isolation.  We cannot look only now. We must ask the hard questions of how this spill impacts this and future generations of species within the ecosystem, and how those changes in turn affect the ecosystem service provided to the people of the Gulf. This cannot be accomplished in an instant. It will take time.


And because full recovery can take a very long time, we cannot wait for assessment to be completed before restoration must begin. 


Scientific knowledge has guided what has been called the largest response to an environmental catastrophe in the history of the United States.


From the time this oil spill began, I maintained that the most important thing we could do, above all else, was to bring the best science and services to inform the response and recovery efforts.   We did so in each of our 5 areas of responsibility: science, seafood safety, wildlife and habitat, damage assessment, and restoration.


And this work continues, as we look for oil remaining below the surface, as we examine the health of the Gulf ecosystem, as we work to understand the long-term impacts and their implications.


For in that enlightened understanding of the ecosystem, people, and life of the Gulf, we will be better able to develop the best management tools for restoration of this valuable, integrated ecosystem.


In short, we will continue to be vigilant in pursuing good science. And we will share that knowledge broadly. Our goal is simple: enable people to eat, fish, and swim safely in the Gulf.  Eat, fish, and swim with joy.

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WHITE PLAINS WEEKERS ON RIDGEWAY SITUATION,HOCKLEY TOSS, JFK EMRG. LANDING

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WPCNR WHITE PLAINS WEEK NEWS. OCTOBER 1, 2010:


The White Plains news team reports now on www.whiteplainsweek.com , or see it tonight on television at 7 P.M. on FIOS Channel 45 and Cablevision Channel 76.


The team of John Bailey, Peter Katz, Jim Benerofe with a combined 100 years residence in White Plains report the inside view of the news residents need to know about where the city is headed, issues, and facts they should know in their 501st weekly newscast.


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The News Aces!


Here the show that predicts the future–break  the news you need to know: Tonight John Bailey, The CitizeNetReporter, Peter Katz, former ABC Network Newsman, and Jim Benerofe, suburban street legend discuss the end of the line for Hockley, the new Westchester County economic p.r. effort, the Ridgeway Country Club sale possibilities, the JFK one-wheel landing, and Southwest Airlines coming to the County airport and what it means — and more on www.whiteplainsweek.com  You see them tonight at 7.

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Thinking Westchester Touts County Clout to the World

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WPCNR COUNTY CLARION-LEDGER. From Westchester County Industrial Development Agency. September 30, 2010:


In an effort to re-energize Westchester County’s business climate, the Westchester County Office of Economic Development has unveiled an ambitious $450,000 multi-year advertising and digital branding campaign focused on what makes Westchester unique – its intellectual capital.



Thinking Westchester? Look Up the Westchester Advantage on www.thinkingWestchester.com


on the internet shown on the CitizeNetReporter internation news desk monitor.


“Westchester County’s highly educated workforce is among its greatest and most important assets.From Yonkers to Yorktown to all four corners of the county, we have one of the best educated workforces in the nation,” said Laurence P. Gottlieb, the county’s Director of Economic Development. “And the exceptional quality of the workforce crosses all job categories from highlevel scientists, engineers and mathematicians to the construction trades, retail sector and the arts. It’s a key factor in attracting and keeping world-class companies in Westchester.”



Speaking at a news conference held today at the new Gateway Center at Westchester Community College, Mr. Gottlieb said: “This campaign is a creative and realistic approach to economic development given today’s difficult economy and the limited availability of government economic development incentives.


“In launching a proactive marketing campaign we are laying the groundwork for renewing the underpinning of Westchester’s economy.” Mr. Gottlieb said the campaign lets Westchester be a player in the region’s economic development arena. “It is imperative that our county move forward in the business arena. While there is a clear and urgent need for more business incentives that must be addressed by our government to help New York State be competitive in attracting and retaining businesses, in Westchester we have made the decision that we simply cannot afford to wait for the incentive programs to catch-up.”


Westchester County Executive Robert Astorino said: “Smart economic development begins with government providing a solid platform upon which entrepreneurs in businesses of every size can build their vision for the future. A successful public-private partnership begins with the county offering help and eliminating obstacles. This campaign is a major first step in the right direction.”


The campaign’s tagline – “Westchester County: New York’s Intellectual Capital” – plays off the double meaning of the word “capital” as an asset and a center of activity. A series of initial print and online ads debuted Wednesday. 


The campaign is being funded by the Westchester County Industrial Development Agency (IDA). IDA Board Chairman Stephen Hunt noted, “Investing in economic development exemplifies the mission of Westchester County’s Industrial Development Agency, which remains a powerful tool for encouraging business expansion, promoting sustainable growth and attracting new companies to the region. Working closely with the Office of Economic Development, we are forging a new path towards aggressively marketing Westchester’s many benefits to the world.”


The ads feature elements of people’s everyday lives – a picket fence, a coffee cup, and someone’s own hand – adorned with complex mathematical, chemical and engineering formulas. In the ad featuring the coffee cup, the headline reads “In Westchester, brilliance happens all the time.” And the copy reads: “Some may call this doodling. But to the thousands of brilliant men and women who live and work in Westchester, this speaks to them. Loud and clear. That’s one of the reasons so many companies – from biotech start-ups to IT and financial giants – are moving here and expanding. We’re New York’s Intellectual Capital, a thriving landscape of constant inspiration with a lifestyle that is second to none. Tap into New York’s brain power drawn from world-renowned colleges, universities and research centers. And so close and accessible to New York City, the world’s financial center.”


Mr. Gottlieb said Westchester faces challenges in attracting new businesses as well as retaining existing companies. “Westchester is not a low-cost area and the economic downturn has put a strain on government’s ability to provide financial incentives for businesses.” On the other hand, he said Westchester continues to offer numerous advantages to businesses, notably its highly educated workforce, exceptional K-12 schools and close proximity to some of the nation’s top colleges and universities. He noted that 45% of the county’s residents 25 years and older hold bachelor’s degrees or higher. The average for New York State is 32% while nationally it’s 27%.


In addition to its intellectual wealth, Westchester also benefits from being just 35 miles north of New York City, the nation’s financial center and home to numerous Fortune 500 companies. Westchester also has an excellent transportation infrastructure that includes major highways, three commuter rail lines, an award-winning bus system and its own airport. And the county has a worldwide reputation for the quality of life it offers.


Mr. Gottlieb said the first phase of the campaign is aimed at the Westchester market and plays to the county’s strengths in today’s hot growth sectors of biotechnology, finance, healthcare, information technology and environmental technologies. Biotech has gained a presence in recent years with over 60 biotech companies located throughout the Hudson Valley region – many of those firms call Westchester home. “We want to create a new sense of excitement about Westchester County within the county’s business community, something that’s been missing in recent years with the downturn in the economy,” he said.


The Westchester Office of Economic Development also launched a new website – www.thinkingWestchester.com – designed to reflect the new campaign and the focus on the county’s intellectual capital. The website features links to key business resources, including the Westchester County Industrial Development Agency, so that business owners interested in coming to Westchester – or expanding their current county footprint – have the necessary tools and information available to them at all times.

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