Skip universal navigation

New York State Universal header

Skip to main content

RPTAC EQUALIZATION PROJECT TEAM

Team Charter

Purpose of the Team: To discuss, share information/data, build understanding and agree on recommendations for improvements and efficiencies in the equalization program.

Process Owner: Real Property Tax Administration Committee (RPTAC)

Background: The RPTAC Equalization Committee worked intensely between April of 1995 and June of 1996 in analyzing data, discussing alternatives and defining the framework of the full value measurement redesign. That framework and many specifics were implemented in the 1996 full value measurement. Primarily, the redesign makes full use to the greatest extent possible of local reassessment aggregate results, residential sales in lieu of appraisals and local inventory or valuation information. These 1996 results were first used in the calculation of 1997 equalization rates.

The then RPTAC Equalization Committee agreed at its June, 1996 meeting to suspend meetings until the Fall unless needed but the group never did reconvene. At that June 1996 meeting the large parcel issue and discussion of the Darien Lake model resulted in some recommendations and procedures to handle large parcels in the equalization process. These recommendations were passed to a newly forming Large Parcel Team.

In December of 1997, RPTAC, through input and discussion, recognized a need for the equalization committee to reconvene to address both continuing equalization issues, which were not addressed and/or resolved or new issues which developed from the implementation. This reconvening was also agreed upon in the framework and structure of the Alliance. At its first meeting in February of 1997, the reconvened group discussed roles, etc. for both equalization and the large parcel group with agreement that both teams were viable and necessary but in need of charters.

Charter: The Equalization Project Team will explore equalization programmatic areas such as: rules simplification Part 186; implementation aspects of the full value measurement redesign; continued improvements for the full value measurement redesign such as change in level; proposal to have the numerator and denominator of the equalization rate at the same point in time-status quo versus alternative proposal; trending concepts and future applications and school tax stabilization concepts and application.

This team would also serve as an external sounding board and consultant for any issues identified or needing direction in the equalization core process. The team may and should charter sub-teams to explore, resolve or make recommendations relative to more narrow, specific equalization issues.

Time Duration: This team will be chartered for a one year period with evaluation by RPTAC occurring in the last quarter of every calendar year.

Team Make Up: As explained in the background, this team was basically reconstituted from a previous team and the basic team composition remained the same. The respective leaders of the assessors, county directors and ORPS designated members for membership.

The original members were:

Assessors: Barbara Bounds (chair), Dave Briggs, Val Martins and Roger Tibbetts

County Directors: Gary Bennett, Tom Bloodgood, Paul Burckard, Steve Dorsey, Tom Flynn (chair), Dick Frick, Robert Harrold, Bill McCarty, Barry Miller, Dick Sheflin and Ron Shetler.

ORPS: John Harkin, Jim O'Keeffe, JoAnn Whalen (chair), Dave Williams with specialized programmatic staff actively participating depending on the agenda items.

The current team members can be found at RPTAC Equalization Project Team

The basic make-up with membership designation by the leaders should continue with evaluation at the end of each year concerning the proportional representation with needs and issues direction for subsequent years if the team continues.

Deliverables:

*Reports - verbal and/or written as appropriate - to RPTAC concerning issues discussed and progress made.

*Recommendations on continuation/termination annually with recommended future topics and reasons for such.

*Communication plan defining roles within the respective organization and throughout the system.

*Evaluation of effectiveness of past year experience and progress.

Updated: