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Ithaca Youth Bureau outlines programs, attendance and funding shortfalls ahead of budget season
Summary
The Youth Bureau presented staffing levels, programs and finances, reporting 58,726 organized-program participants in 2025 and projecting $4.14 million in city support for 2026 while flagging deferred maintenance, staffing needs and a request for modernization (HRIS).
Greg, director of the Ithaca Youth Bureau, briefed the Common Council April 22 on the department's mission, the scope of operations at Cass Park and Steuart Park, program reach and budgetary pressures as the city heads into budget season.
"Our mission as the Youth Bureau is that we're a community‑centered department for the city of Ithaca dedicated to supporting the well‑being and success of our city's young people," the director said, outlining a leadership team that includes deputy director Suki Taber and fiscal manager Jennifer Wesling.
Key program and capacity figures presented: the department reported 58,726 individuals served through organized programming in 2025; the Cass Park rink recorded just over 40,000 on‑ice visits in the most recent season and the pool logged nearly 9,100 visits. The bureau noted some duplication across program counts where participants enroll in multiple offerings.
On finance, the bureau said roughly 37% of its revenue comes from non‑city sources (grants, fees and partner municipalities) while the city supplies about 63% of bureau funding; the director said the city's anticipated contribution for 2026 is approximately $4.14 million and external revenues are projected near $2.5 million.
Staff and capital needs were focal points. The bureau warned that applying living‑wage increases more broadly to seasonal positions could force significant program cuts; it cited rising utilities, higher supply costs and millions of dollars needed to address deferred maintenance across facilities. The director urged investment in modern HR and finance systems, echoing council interest in an HR information system (HRIS) to reduce manual, spreadsheet‑based processes.
Councilmembers praised the bureau's services and indicated support for follow-up on modernization, departmental space needs, and funding approaches during the budget process. Staff and council flagged that any budget requests for software or staff will be vetted through regular budget hearings.
