Life After Lockup: Improving Reentry from Jail to the Community Kathy Gnall, Pennsylvania Department of Correction Miriam J

Total Page:16

File Type:pdf, Size:1020Kb

Life After Lockup: Improving Reentry from Jail to the Community Kathy Gnall, Pennsylvania Department of Correction Miriam J Amy L. Solomon Jenny W.L. Osborne Stefan F. LoBuglio Jeff Mellow Debbie A. Mukamal Title of Section i 00-monograph-frontmatter.indd 1 4/29/08 11:10:25 AM 2100 M Street NW Washington, DC 20037 www.urban.org © 2008 Urban Institute On the Cover: Center photograph reprinted with permission from the Center for Employment Opportunities. This report was prepared under grant 2005-RE-CX-K148 awarded by the Bureau of Justice Assistance. The Bureau of Justice Assistance is a component of the Offi ce of Justice Programs, which also includes the Bureau of Justice Statistics, the National Institute of Justice, the Office of Juvenile Justice and Delinquency Prevention, and the Office for Victims of Crime. Opinions expressed in this document are those of the authors and do not necessarily represent the official position or policies of the U.S. Department of Justice, the Urban Institute, John Jay College of Criminal Justice, or the Montgomery County, Maryland Department of Correction and Rehabilitation. About the Authors my L. Solomon is a senior research associate at the Urban Institute, where she works to link the research activities of the Justice Policy Center to the policy and A practice arenas. Amy directs projects relating to reentry from local jails, community supervision, and innovative reentry practices at the neighborhood level. Jenny W.L. Osborne is a research associate in the Urban Institute’s Justice Policy Center, where she is involved in policy and practitioner-oriented prisoner reentry projects and serves as the center’s primary contact for prisoner reentry research. Jenny is the project coordinator for the Jail Reentry Roundtable Initiative and the Transition from Jail to Community project. Stefan F. LoBuglio has worked in corrections for over 15 years, and is the division chief for the Pre-Release and Reentry Services Division for the Montgomery County Department of Correction and Rehabilitation in Maryland. He oversees a community-based work-release correctional program that provides reentry services to approximately 180 inmates from county, state, and federal systems who are returning to Montgomery County and who are within six months of release. Jeff Mellow is an associate professor in the Department of Law, Police Science, and Criminal Justice Administration at John Jay College of Criminal Justice. Jeff’s research includes examining the barriers ex-inmates face when utilizing services after release. His work has been published recently in Federal Probation, the Journal of Criminal Justice, and the Journal of Urban Health. Debbie A. Mukamal is the director of the Prisoner Reentry Institute at John Jay College of Criminal Justice. The Institute’s mission is to spur innovation and improve practice in the field of reentry by advancing knowledge, translating research into effective policy and service delivery, and fostering effective partnerships between criminal justice and non­ criminal justice disciplines. iii Acknowledgments he authors could not have written this report without the invaluable contributions of many people. First and foremost, we are grateful to Arthur Wallenstein, director of the T Montgomery County Department of Correction and Rehabilitation (MCDOCR). Director Wallenstein has been a leader in the decades-long effort to increase recognition of the scope of local corrections and the role it can play in public safety. Not only has the MCDOCR been a full partner in this initiative and a leader in the field, but Director Wallenstein has personally played a significant role in shaping the content and direction of this project. He served as the chair of the Jail Reentry Roundtable Advisory Group as well as guide and sounding board for the project team. We also want to thank the practitioners and researchers from around the country who participated in the Jail Reentry Roundtable in June 2006. This report draws heavily on the two-day forum and the commissioned papers and presentations. TonyThompson, clinical professor of law at New York University School of Law, served as facilitator of the roundtable and was masterful at keeping the discussion focused, substantive, balanced, and productive. The roundtable participants, papers, and presentations are listed in full on pages xviii and xix. During the development phase of the project, we convened an advisory group to help plan the roundtable content and participant list. We reconvened the advisers after the roundtable to help shape this report and its companion document, The Jail Administrator’sToolkit for Reentry. Most of our advisers, listed below, reviewed early drafts of these products and provided valuable feedback. Michael Ashe, Hampden County Sheriff’s Offi ce (Massachusetts) Jim Barbee, National Institute of Corrections Jane Browning, International Community Corrections Association Robert Davis, Police Foundation (formerly) Mary Jo Dickson, Allegheny County Department of Human Services (Pennsylvania) John Firman, International Association of Chiefs of Police Robert Green, Montgomery County Correctional Facility (Maryland) Kermit Humphries, National Institute of Corrections, U.S. Department of Justice Virginia Hutchinson, National Institute of Corrections, U.S. Department of Justice Gwyn Smith-Ingley, American Jail Association Michael Jackson, National Sheriffs’ Association Nicole Maharaj, U.S. Conference of Mayors Rachel McLean, Council of State Governments Justice Center Andrew Molloy, Bureau of Justice Assistance, U.S. Department of Justice Donald Murray, National Association of Counties Tim Ryan, Miami-Dade County Correction and Rehabilitation Department (Florida) Tony Thompson, New York University School of Law v Arthur Wallenstein, Montgomery County Department of Correction and Rehabilitation (Maryland) Kevin Warwick, Alternative Solutions Associates, Inc. Jeffrey Washington, American Correctional Association Deirdre Mead Weiss, Police Executive Research Forum Carl Wicklund, American Probation and Parole Association In addition to these advisers, we would like to thank the following people for their insightful and detailed feedback on drafts of this report: William Sabol of the U.S. Department of Justice’s Bureau of Justice Statistics, Paul Mulloy of the Davidson County Sheriff’s Offi ce in Tennessee, as well as Nancy La Vigne, Christy Visher, and Laura Winterfield of the Urban Institute. There were also dozens of practitioners from jurisdictions large and small who took the time to participate in interviews and e-mail questionnaires. Their input shaped our scan of practice (Section 3) and informed a special emphasis on probation and rural jail systems—two areas with little research literature. We would like to thank the following people for being so generous with their time and expertise: Alphonso Albert, Second Chances (Virginia) Rona Bambrick, Broome County Sheriff’s Offi ce (New York) Gordon Bass Jr., Jacksonville Sheriff’s Offi ce (Florida) Michael Bellotti, Norfolk County Sheriff’s Offi ce (Massachusetts) Wanda Berg, Dodge-Fillmore-Olmsted Community Corrections (Minnesota) Barbara Broderick, Maricopa County Adult Probation (Arizona) Richard Cho, Corporation for Supportive Housing (New York) Gary Christensen, Dutchess County Sheriff’s Offi ce (New York) Donald Coffey, Miami-Dade County Corrections and Rehabilitation Department (Florida) Kathleen Coughlin, New York City Department of Correction (New York) Carol Dabney, Richmond Sheriff’s Offi ce (Virginia) Erin Dalton, Allegheny County Department of Human Services (Pennsylvania) Christopher Dawley, Norfolk County Sheriff’s Offi ce (Massachusetts) Anthony Dawsey, Miami-Dade County Corrections and Rehabilitation Department (Florida) Randy Demory, Kent County Sheriff’s Department (Michigan) Kamilah Drummond, Bunker Hill Community College (Massachusetts) Patrick Durkin, Cook County Sheriff’s Boot Camp (Illinois) Jack Fitzgerald, Hampden County Sheriff’s Department (Massachusetts) Bob Flynn, Bunker Hill Community College (Massachusetts) Sarah Gallagher, New York City Department of Correction Elizabeth Gaynes, The Osborne Association (New York) David Gillert, Palm Beach County Sheriff’s Offi ce (Florida) vi Life After Lockup: Improving Reentry from Jail to the Community Kathy Gnall, Pennsylvania Department of Correction Miriam J. Gomez, San Bernardino County Sheriff’s Department (California) Kristina Gulick, Broward County Sheriff’s Offi ce (Florida) Shane Hagey, Jackson County Department of Community Justice (Oregon) James Harms, Snohomish County Corrections (Washington) Ruth Howze, Allegheny County Bureau of Corrections (Pennsylvania) Matt Jaeky, Cook County Sheriff’s Boot Camp (Illinois) Liv Elsa Jenssen, Multnomah County Department of Community Justice (Oregon) Danny Jordan, Jackson County Administrator (Oregon) Gail Juvik, 6th Judicial District Department of Correctional Services (Iowa) Patricia Kane, Newburyport District Court (Massachusetts) Robert E. Kelsey, Bucks County Adult Probation and Parole Department (Pennsylvania) John Kivlan, Norfolk County Sheriff’s Offi ce (Massachusetts) Steven Lessard, Maricopa County Adult Probation (Arizona) Judy Lorch, Maricopa County Sheriff’s Offi ce (Arizona) Kenneth Massey, Douglas County Sheriff’s Offi ce (Kansas) Terrie McDermott, Cook County Department of Women’s Justice Services (Illinois) John McLernon, Atlantic County Department of Public Safety (New Jersey) Charlene Motley, Virginia Department of Corrections Paul Mulloy, Davidson County Sheriff’s Offi ce (Tennessee) Nory Padilla, Westchester County Department of Correction (New York) Kiki Parker-Rose, Klamath County
Recommended publications
  • Amazon's Document
    REQUEST FOR INFORMATION Project Clancy TALENT A. Big Questions and Big Ideas 1. Population Changes and Key Drivers. a. Population level - Specify the changes in total population in your community and state over the last five years and the major reasons for these changes. Please also identify the majority source of inbound migration. Ne Yok Cit’s populatio ge fo . illio to . illio oe the last fie eas ad is projected to surpass 9 million by 2030.1 New York City continues to attract a dynamic and diverse population of professionals, students, and families of all backgrounds, mainly from Latin America (including the Caribbean, Central America, and South America), China, and Eastern Europe.2 Estiate of Ne York City’s Populatio Year Population 2011 8,244,910 2012 8,336,697 2013 8,405,837 2014 8,491,079 2015 8,550,405 2016 8,537,673 Source: American Community Survey 1-Year Estimates Cumulative Estimates of the Components of Population Change for New York City and Counties Time period: April 1, 2010 - July 1, 2016 Total Natural Net Net Net Geographic Area Population Increase Migration: Migration: Migration: Change (Births-Deaths) Total Domestic International New York City Total 362,540 401,943 -24,467 -524,013 499,546 Bronx 70,612 75,607 -3,358 -103,923 100,565 Brooklyn 124,450 160,580 -32,277 -169,064 136,787 Manhattan 57,861 54,522 7,189 -91,811 99,000 1 New York City Population Projections by Age/Sex & Borough, 2010-2040 2 Place of Birth for the Foreign-Born Population in 2012-2016, American Community Survey PROJECT CLANCY PROPRIETARY AND CONFIDENTIAL 4840-0257-2381.3 1 Queens 102,332 99,703 7,203 -148,045 155,248 Staten Island 7,285 11,531 -3,224 -11,170 7,946 Source: Population Division, U.S.
    [Show full text]
  • Modernization | Supplement
    >Modernization | Supplement Modernized by ™ The hidden data The birthplace of Data center Inside Intel: From center sector the Internet surgery fab to data center > Why build new, when > First came AOL, then > Changing a live > They used it to you can upgrade what Infomart; now it's time facility without going build chips. Now it's you already have? for Stack Infrastructure down isn't easy simulating them INSIDE EcoStruxureINSIGHTS IT delivers into your data center architecture. Looking for a better way to manage your data centers in the cloud and at the edge? EcoStruxure™ IT — the world’s first cloud-based DCIM — delivers visibility and actionable insights, anywhere, any time. ecostruxureit.com ©2019 Schneider Electric. All Rights Reserved. Schneider Electric | Life Is On and EcoStruxure are trademarks and the property of Schneider Electric SE, its subsidiaries, and affiliated companies. 998_20464516_GMA-US 998_20464516_GMA-US.indd 1 1/23/19 4:40 PM A Special Supplement to DCD February 2019 Modernized by Contents Giving your facilities a new lease of life Features 4-5 The hidden data ome people want low-investment fixes like airflow shiny new things. improvements). And some center sector Others make a point buildings are such prime locations 6-7 From AOL to Stack of sweating their that there's no choice but to refit. Infrastructure assets and keeping equipment in use Stack Infrastructure is presiding 8-9 Advertorial: Suntil it has more than paid for itself. over a rebuild of a facility once modernize or Neither group is right. owned by AOL in the early days of outsource? When a facility is no longer the commercial Internet (p6), and capable of maintaining its peak a couple of New York skyscrapers 10-11 Data center performance, a full replacement house data centers that have been surgery can be hard to justify, but there will upgraded multiple times.
    [Show full text]
  • Ig¾a Corporate Plan
    In the beginning … water covered the Earth. Out of the water emerged an island, a single giant mass of land; an ancient supercontinent called Pangaea. Over billions of years, tectonic forces broke Pangaea apart, dividing the supercontinent into ever distant land masses: Africa, Eurasia, Australasia, North and South America. As the land masses drifted farther apart, so too did the people who inhabited them. Huge bodies of water, time and space, separated people from their friends, family, loved ones and partners in trade. Until now… Igæa: (eye-jee-uh) n: “i” mod. (interconnected; internet; idea); “Gaea” Grk. (earth; land). 1) The new supercontinent; a virtual place created through light speed communications; 2) Interconnected Earth; everywhere at once, omnipresent; 3) A global Internet Protocol (IP) communications network carrying streaming digital voice, video and data, transcending physical barriers, to bring all the people of the world togeth- er in one virtual place at any time. Important Information Confidential This corporate plan and all of its contents were produced internally by Igæa. For more information contact: Kirk Rittenhouse Manz, CEO Igæa 119 Windsor Drive Nashville, Tennessee 37205 E-mail [email protected] Telephone 615/353-9737 Facsimile 615/353-9521 www.igaea.com 2nd Quarter 2000 This business plan is provided for purposes of information and evaluation only. It does not constitute an offer to sell, or a solicitation of securities, offers to buy or any other interest in the business. Any such offering will be made only by appropriate documents and in accordance with applicable State and Federal laws. The information contained in this document is absolutely confidential and is intend- ed only for persons to whom it is transmitted by the Company and to their imme- diate business associates with whom they are required to confer in order to prop- erly evaluate this business opportunity.
    [Show full text]
  • Wraparound-Key Information, Evidence, and Endorsements
    Wraparound—Key information, evidence, and endorsements March, 2007 Brief Wraparound is a team-based planning process intended to provide Description individualized, coordinated, family-driven care to meet the complex needs of children who are involved with several child- and family-serving systems (e.g. mental health, child welfare, juvenile justice, special education), who are at risk of placement in institutional settings, and who experience emotional, behavioral, or mental health difficulties. The wraparound process requires that families, providers, and key members of the family’s social support network collaborate to build a creative plan that responds to the particular needs of the child and family. Team members then implement the plan and continue to meet regularly to monitor progress and make adjustments to the plan as necessary. The team continues its work until members reach a consensus that a formal wraparound process is no longer needed. The values associated with wraparound require that the planning process itself, as well as the services and supports provided, should be individualized, family driven, culturally competent and community based. Additionally, the wraparound process should increase the “natural support” available to a family by strengthening interpersonal relationships and utilizing other resources that are available in the family’s network of social and community relationships. Finally, wraparound should be “strengths based,” helping the child and family to recognize, utilize, and build talents, assets, and positive capacities. It should be noted that wraparound is more a specific method for treatment planning and care coordination than a single treatment like many that are often featured in lists of evidence-based practices.
    [Show full text]
  • THE VERIZON TELEPHONE COMPANIES TARIFF F.C.C. NO. 21 1St Revised Page 4-1 Cancels Original Page 4-1
    THE VERIZON TELEPHONE COMPANIES TARIFF F.C.C. NO. 21 1st Revised Page 4-1 Cancels Original Page 4-1 SPECIAL CONSTRUCTION (D)(x) (S)(y) 4. Verizon New York Inc. Special Construction Cases 4.1 Charges for the State of Connecticut (Company Code 5131) 4.1.1 Special Construction Cases Prior to May 25, 1984 The following cases are subject to the regulations specified in 2.1 through 2.8 preceding, with the following exception. When the initial liability period expires, an annual underutilization charge applies to the difference between 70% of the number of original specially constructed facilities and the number of facilities in service at filed tariff rates at that time. For purposes of determining the underutilization charge, any facilities subject to minimum period monthly charges are considered to be in service at filed tariff rates. There are no special construction cases prior to May 24, 1984 for the State of Connecticut. (S)(y) (D)(x) (x) Filed under authority of Special Permission No. 02-053 of the Federal Communications Commission. (y) Reissued material filed under TR 169, to become effective on April 13, 2002. (TR 176) Issued: April 11, 2002 Effective: April 13, 2002 Vice President, Federal Regulatory 1300 I Street, NW, Washington, D.C. 20005 THE VERIZON TELEPHONE COMPANIES TARIFF F.C.C. NO. 21 8th Revised Page 4-2 Cancels 7th Revised Page 4-2 SPECIAL CONSTRUCTION 4. Verizon New York Inc. Special Construction Cases (Cont'd) 4.1 Charges for the State of Connecticut (Company Code 5131) (Cont'd) 4.1.2 Charges to Provide Permanent Facilities Customer: Greenwich Capital Markets ID# 2003-264110 Description: Special Construction of facilities to provide fiber based telecommunications services at 600 Steamboat Road, Greenwich, CT 06830.
    [Show full text]
  • NL August 1987
    VOL. 12, NUMBER 5 7*t Nmlcttir o//A« P*rk West V7//<f« Ttnmnu Assoctetto* AUGUST 1987 MORE PWV MANAGEMENT CHANGES MANAGEMENT INVITES PWVTA TO MEET There has now been a complete changing of the After numerous requests from PWVTA to meet guard in the senior management of PWV. with Park West Management over the years, Starting at the very top, Leona Helmsley's which were always turned down (indeed, our office is taking an increasing operational existence as a tenants' association was never responsibility reviewing, for example, roof officially recognized in any way), we were repair bids at 400. Previously reported was invited by the new Park West Manager, the summary dismissal of Myron Marmorstein Alex Butkevich, to meet with him and his (October 1986) after more than 20 years at colleagues. We met with them on July 23 and PWV. Michael MacGovern, an 18-year PWV were assured that they were serious in want- veteran, was similarly dismissed from his ing to discuss tenant matters with us. This post as Operations Manager in June. was subsequently put in writing by Richard Weiss and Gerald Harris, formerly Benjamin E. Lipschitz, Vice President of directing PWV from Helmsley Spear's downtown Park West Management Corp. headquarters, and Carol Mann, a vice presi- dent of the Park West Management Corp., and We were told of the changes which will be the signer of the purchase agreements for made in 372/382 (detailed elsewhere in this Helmsley's Supervisory Management Company, newsletter), including having TV cameras in are no longer with the Helmsley corporations.
    [Show full text]
  • Wraparound Milwaukee: Aiding Youth with Mental Health Needs. INSTITUTION Office of Juvenile Justice and Delinquent Prevention (Dept
    DOCUMENT RESUME ED 442 031 CG 030 029 AUTHOR Kamradt, Bruce TITLE Wraparound Milwaukee: Aiding Youth with Mental Health Needs. INSTITUTION Office of Juvenile Justice and Delinquent Prevention (Dept. of Justice), Washington, DC. PUB DATE 2000-04-00 NOTE 11p. PUB TYPE Journal Articles (080) JOURNAL CIT Juvenile Justice; v7 n1 pp14-23 Apr 2000 EDRS PRICE MF01/PC01 Plus Postage. DESCRIPTORS *Adolescents; Family Involvement; Financial Support; Health Maintenance Organizations; Individual Needs; *Juvenile Justice; *Mental Health; Mental Health Programs; Outcomes of Treatment; Psychological Needs IDENTIFIERS *Wisconsin (Milwaukee County) ABSTRACT Finding effective treatment models for youth in the juvenile justice system with serious emotional, mental health, and behavioral needs can be difficult. The traditional categorical approach that the juvenile justice, child welfare, and mental health systems often use places youth in a "one-size-fits-all" program, regardless of the youth's needs. Wraparound Milwaukee takes a quite different approach. This approach, which is based on the Wraparound philosophy, offers care that is tailored to each youth. The following elements of the Wraparound approach have been found to be of particular importance when working with children in the juvenile justice system: a strength-based approach to children and families; family involvement in the treatment process; needs-based service planning and delivery; individualized service plans; and an outcome-focused approach. This program, which began in 1994, is made up of the following components: care coordination; the Child and Family Team; a mobile crisis team; and a provider network. Because Wraparound Milwaukee blends system funds, it can provide a flexible and comprehensive array of services to delinquent youth and their families.
    [Show full text]
  • Year End Report
    2019Year End Report Wraparound Milwaukee System of Care 2019 Wraparound Milwaukee System of Care Year End Report i Wraparound Milwaukee Vision, Mission A Leader of Change and Values in Action Vision To help build healthy and strong communities by enhancing children and families’ ability to meet life’s challenges and to foster resiliency and hope for a better future. Mission 1. To serve each youth and family with respect and dignity acknowledging their strengths, needs, and preferences. 2. To partner with the agencies that work with families to create one plan for a better life. 3. To support youth and their families to remain safely in their homes and communities. 4. To provide quality care that is culturally responsive to the diverse needs of the families we serve. 5. To provide leadership in creating lasting resources for families in their communities. Values in Action Wraparound Milwaukee’s history and practice is driven by a steadfast commitment to core values. When questions arise, problems occur, and decisions need to be made, going back to these core values helps guide how Wraparound Milwaukee Wraparound Milwaukee was established in 1994 Wraparound uses a mix of local, state and federal funds responds. In addition, each of these values represent set of practices that have proven to be the most effective in promoting as part of a six-year, $15 million federal grant from the that are pooled to create a flexible source of funding to meaningful and sustainable success for Wraparound Milwaukee’s most important clients — the children and families. U.S. Department of Health and Human Services’ Center for best meet the needs of children, youth, and their families.
    [Show full text]
  • Kinship Care Is Better for Children and Families
    clpABA Child Law Practice Vol. 36 No. 4 July/August 2017 CLP Online: www.childlawpractice.org SPECIAL FOCUS: KINSHIP CARE Kinship Care is Better for Children and Families What’s Inside: by Heidi Redlich Epstein 79 CASE LAW UPDATE he idea of family members assist- Both child welfare law and policy Ting and supporting each other is prioritize placing children with grand- 83 SYSTEM REFORM not new. This is a traditional practice parents, relatives, or close family Creating a Kin-First Culture in most cultures. The foster care sys- friends, known as kinship care. Pursu- in Child Welfare tem is starting to incorporate kinship ant to 42 U.S.C. 671, states must “con- care as a permanency option for chil- sider giving preference to an adult rel- 88 IN PRACTICE dren. Efforts are underway to remove ative over a nonrelated caregiver when Recruiting and Supporting barriers to kinship placements, includ- determining placement for a child, Kinship Foster Families ing removing bureaucratic processes provided that the relative caregiver and streamlining legal proceedings to meets all relevant state child protection 90 IN LITIGATION allow relatives to safely care for chil- standards.” Most state laws and poli- Sixth Circuit Case Opens dren and maintain important family cies also support a priority for place- Door to Equal Pay and Support connections. Efforts are also beginning ment with a relative. Additionally, the for Relative Caregivers to examine foster care licensing re- federal Fostering Connections Act to 92 LAW & POLICY UPDATE quirements, supports, and services for Success and Increasing Adoptions Act Promising Practices When kin, and approaches to complex family of 2008 acknowledges the important Working with Immigrant dynamics that affect kin and their abil- role relatives play in the life of a child Kinship Caregivers ity to care for children.
    [Show full text]
  • Skyscrapers and District Heating, an Inter-Related History 1876-1933
    Skyscrapers and District Heating, an inter-related History 1876-1933. Introduction: The aim of this article is to examine the relationship between a new urban and architectural form, the skyscraper, and an equally new urban infrastructure, district heating, both of witch were born in the north-east United States during the late nineteenth century and then developed in tandem through the 1920s and 1930s. These developments will then be compared with those in Europe, where the context was comparatively conservative as regards such innovations, which virtually never occurred together there. I will argue that, the finest example in Europe of skyscrapers and district heating planned together, at Villeurbanne near Lyons, is shown to be the direct consequence of American influence. Whilst central heating had appeared in the United Kingdom in the late eighteenth and the early nineteenth centuries, district heating, which developed the same concept at an urban scale, was realized in Lockport (on the Erie Canal, in New York State) in the 1880s. In United States were born the two important scientists in the fields of heating and energy, Benjamin Franklin (1706-1790) and Benjamin Thompson Rumford (1753-1814). Standard radiators and boilers - heating surfaces which could be connected to central or district heating - were also first patented in the United States in the late 1850s.1 A district heating system produces energy in a boiler plant - steam or high-pressure hot water - with pumps delivering the heated fluid to distant buildings, sometimes a few kilometers away. Heat is therefore used just as in other urban networks, such as those for gas and electricity.
    [Show full text]
  • Guide to the Department of Buildings Architectural Drawings and Plans for Lower Manhattan, Circa 1866-1978 Collection No
    NEW YORK CITY MUNICIPAL ARCHIVES 31 CHAMBERS ST., NEW YORK, NY 10007 Guide to the Department of Buildings architectural drawings and plans for Lower Manhattan, circa 1866-1978 Collection No. REC 0074 Processing, description, and rehousing by the Rolled Building Plans Project Team (2018-ongoing): Amy Stecher, Porscha Williams Fuller, David Mathurin, Clare Manias, Cynthia Brenwall. Finding aid written by Amy Stecher in May 2020. NYC Municipal Archives Guide to the Department of Buildings architectural drawings and plans for Lower Manhattan, circa 1866-1978 1 NYC Municipal Archives Guide to the Department of Buildings architectural drawings and plans for Lower Manhattan, circa 1866-1978 Summary Record Group: RG 025: Department of Buildings Title of the Collection: Department of Buildings architectural drawings and plans for Lower Manhattan Creator(s): Manhattan (New York, N.Y.). Bureau of Buildings; Manhattan (New York, N.Y.). Department of Buildings; New York (N.Y.). Department of Buildings; New York (N.Y.). Department of Housing and Buildings; New York (N.Y.). Department for the Survey and Inspection of Buildings; New York (N.Y.). Fire Department. Bureau of Inspection of Buildings; New York (N.Y.). Tenement House Department Date: circa 1866-1978 Abstract: The Department of Buildings requires the filing of applications and supporting material for permits to construct or alter buildings in New York City. This collection contains the plans and drawings filed with the Department of Buildings between 1866-1978, for the buildings on all 958 blocks of Lower Manhattan, from the Battery to 34th Street, as well as a small quantity of material for blocks outside that area.
    [Show full text]
  • Annual Report 2012 a MESSAGE from the CHAIR and the PRESIDENT
    Annual Report 2012 A MESSAGE FROM THE CHAIR AND THE PRESIDENT In 2009, the Hudson Square Connection was estab- This Fiscal Year, our Board also approved an lished as the 64th Business Improvement District ambitious five year $27 million Streetscape (BID) in New York City. Since its inception, the Improvement Plan, which is poised to further the organization has worked hard to foster a strong transformation of Hudson Square. Prepared with sense of community in Hudson Square. Our objec- a team led by Matthews Nielsen Landscape Archi- tive has always been to create a special place in New tects, the Plan provides a blueprint for beautifying York where people want to work, play and live their and enlivening the streets, and reinforcing a lives. Fiscal Year 2012 was a break out year for us as socially, culturally and environmentally connected an organization. It was the year we began to see real community. The Plan is constructed as a public- progress against our ambitious goals. private partnership between the BID and the City During Fiscal Year 2012, we made great strides of New York. Our thanks to all of you who spent so in achieving our mission to reclaim our streets and much time sharing your thoughts and your dreams sidewalks for people. Numerous improvements for this wonderful neighborhood. We hope you’ll have lead to an enhanced environment that balances agree that the Plan captures the unique and vibrant pedestrians, cyclists and motorists. The Hudson identity of Hudson Square. Let’s work together to Square Connection’s Pedestrian Traffic Managers make it happen! are now a part of our community, easing the way During our first years as a BID, we talked a for all of us as we make our way to the subways great deal, as a community, about the future of each evening.
    [Show full text]