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SCHUYLER COUNTY GOVERNMENT 2008 APPROVED BUDGET 2008 $41,193,491 $30,915,634 $1,500,000 $8,777,857 $8.37 -9.3% 2007 $39,305,220 $29,239,436 $1,500,000 $8,565,784 $9.23 -12.1% 2006 $33,482,175 $23,856,092 $1,226,375 $8,399,708 $10.50 0% 2005 $31,698,333 $22,634,287 $955,100 $8,108,946 $10.50 0% *2007 & 2008 Figures above reflect only the county line item budget and do not include additional grant resources that more accurately reflect departmental operations. Mission Statement: The mission of Schuyler County Government is to provide services that are cost-effective and meet the needs of its citizenry, while complying with all state and federal mandates. % Increase / (Decrease) Property Tax Rate Less Surplus Applied From Fund Balance Less Revenue Budget Year Total Appropriations Local Share (Tax Levy) Tax Rate $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000 Total Appropriations Less Revenue Less Surplus Applied From Fund Balance Local Share (Tax Levy) 2005 2006 2007 2008 ---PAGE BREAK--- SCHUYLER COUNTY GOVERNMENT Public Safety $4,818,876 $1,000,347 $3,818,529 $4,897,756 $1,006,456 $3,891,300 Human Services $17,553,201 $11,294,042 $6,259,159 $19,003,255 $12,308,488 $6,694,767 Public Works $6,479,771 $2,995,023 $3,484,748 $6,243,009 $2,966,554 $3,276,455 Government Services $2,436,039 $1,431,913 $1,004,126 $2,762,659 $1,621,540 $1,141,119 Miscellaneous $3,604,013 $1,804,402 $1,799,611 $3,801,649 $2,257,252 $1,544,397 Interfund Transfer $2,762,795 $2,762,795 $0 $2,652,045 $2,652,045 $0 Fund Balance $0 $1,500,000 ($1,500,000) $0 $1,500,000 ($1,500,000) Sales Tax $2,068,189 $8,272,754 -$6,204,565 $2,068,189 $8,272,754 -$6,204,565 Program Totals $39,722,884 $31,061,276 $8,661,608 $41,428,562 $32,585,089 $8,843,473 2008 Total Expenses 2008 Revenue 2008 Local Share Program 2007 Total Expenses 2007 Revenue 2007 Local Share Expenses Sales Tax 5% Fund Balance 0% Interfund Transfer 7% Miscellaneous 9% Public Safety 12% Government Services 6% Public Works 16% Human Services 46% Revenue Public Safety 3% Sales Tax 25% Fund Balance 5% Interfund Transfer 8% Miscellaneous 7% Human Services 38% Public Works 9% Government Services 5% ---PAGE BREAK--- DEPARTMENT Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Public Safety 3,787,111 $ 793,140 $ 238,625 $ 4,818,876 $ 3,818,529 $ 3,886,291 $ 472,495 $ 538,970 $ 4,897,756 $ 3,891,300 $ 1.9% Human Services 5,929,255 $ 73,223 $ 11,550,723 $ 17,553,201 $ 6,259,159 $ 6,476,760 $ 36,000 $ 12,490,495 $ 19,003,255 $ 6,694,767 $ 7.0% Public Works 1,819,966 $ 417,861 $ 4,241,944 $ 6,479,771 $ 3,484,748 $ 1,988,991 $ 404,887 $ 3,849,131 $ 6,243,009 $ 3,276,455 $ -6.0% Government Services 2,001,774 $ 55,000 $ 379,265 $ 2,436,039 $ 1,004,126 $ 2,299,714 $ 59,910 $ 403,035 $ 2,762,659 $ 1,141,119 $ 13.6% Miscellaneous/ Other - $ - $ 3,604,013 $ 3,604,013 $ 1,799,611 $ - $ - $ 3,801,649 $ 3,801,649 $ 1,544,397 $ -14.2% TOTAL 13,538,106 $ 1,339,224 $ 20,014,570 $ 34,891,900 $ 16,366,173 $ 14,651,756 $ 973,292 $ 21,083,280 $ 36,708,328 $ 16,548,038 $ 1.1% $4,818,876 $3,818,529 $4,897,756 $3,891,300 $17,553,201 $6,259,159 $19,003,255 $6,694,767 $6,479,771 $3,484,748 $6,243,009 $3,276,455 $2,436,039 $1,004,126 $2,762,659 $1,141,119 $3,604,013 $1,799,611 $3,801,649 $1,544,397 $34,891,900 $16,366,173 $36,708,328 $16,548,038 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 Public Safety Human Services Public Works Government Services Miscellaneous/ Other TOTAL 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- PUBLIC SAFETY District Attorney $405,035 $15,000 $16,800 $436,835 $215,747 $221,088 Probation $359,513 $0 $20,600 $380,113 $70,879 $309,234 Sheriff $2,730,642 $433,900 $311,080 $3,475,622 $589,346 $2,886,276 Emergency Management $144,435 $23,595 $56,530 $224,560 $61,775 $162,785 Public Defender $230,416 $0 $132,210 $362,626 $68,709 $293,917 Coroner $16,250 $0 $1,750 $18,000 $0 $18,000 Program Totals $3,886,291 $472,495 $538,970 $4,897,756 $1,006,456 $3,891,300 Mission Statement: To provide and ensure an environment that protects the people and property of Schuyler County. This includes emergency planning and response, enforcement of laws and pursuit of offenders, and upholding the laws and constitution of New York and the Federal Government. Program Personnel & Fringes Equipment Expenses Total Expenses Revenue Local Share Expenses Coroner 0% Public Defender 7% District Attorney 9% Emergency Management 5% Sheriff 71% Probation 8% Revenue Revenue 21% Local Share 79% ---PAGE BREAK--- DISTRICT ATTORNEY Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Material & Supplies (200) 2007 Court & Investigative (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Material & Supplies (200) 2008 Court & Investigative (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Administration 94,588 $ 2,360 $ - $ 96,948 $ 73,917 $ 100,548 $ 2,441 $ 102,990 $ 71,008 $ Prosecution 197,590 $ 11,180 $ 10,520 $ 219,290 $ 127,797 $ 210,041 $ 11,566 $ 12,273 $ 233,880 $ 120,474 $ DA Initiated Investigations 24,765 $ 785 $ 3,880 $ 29,430 $ 16,102 $ 26,326 $ 812 $ 4,527 $ 31,664 $ 16,120 $ Community Relations 64,082 $ 175 $ - $ 64,257 $ 19,687 $ 68,120 $ 181 $ 68,301 $ 13,486 $ TOTAL 381,025 $ 14,500 $ 14,400 $ 409,925 $ 237,503 $ 405,035 $ 15,000 $ 16,800 $ 436,835 $ 221,088 $ -6.9% $96,948 $73,917 $102,990 $71,008 $219,290 $127,797 $233,880 $120,474 $29,430 $16,102 $31,664 $16,120 $64,257 $19,687 $68,301 $13,486 $409,925 $237,503 $436,835 $221,088 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 Administration Prosecution DA Initiated Investigations Community Relations TOTAL 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- DISTRICT ATTORNEY Program Personnel & Fringes Materials & Supplies Court & Investigative Total Expenses Revenue Local Share Administration 100,548 $ 2,441 $ - $ 102,990 $ 31,982 $ 71,008 $ Prosecution 210,041 $ 11,566 $ 12,273 $ 233,880 $ 113,406 $ 120,474 $ DA Initiated Investigations 26,326 $ 812 $ 4,527 $ 31,664 $ 15,544 $ 16,120 $ Community Relations 68,120 $ 181 $ - $ 68,301 $ 54,815 $ 13,486 $ Program TOTALS 405,035 $ 15,000 $ 16,800 $ 436,835 $ 215,747 $ 221,088 $ Mission Statement: The District Attorney is the chief law enforcement officer of the County, and under the Constitution and laws of this State, is responsible for the investigation and prosecution of all crimes and offenses committed in the County. The District Attorney is an elected official, accountable to the Governor for the performance of prosecutorial duties. Although convictions are an important part of the judicial process, it is not the primary concern of the District Attorney to secure such. Instead, the District Attorney is obligated to seek justice for all that are involved in the system including victims, witnesses and defendants. Expenses Prosecution 53% DA Initiated Investiga- tions 7% Community Relations 16% Administra- tion 24% Revenue Local Share 51% Revenue 49% ---PAGE BREAK--- DISTRICT ATTORNEY Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes ADMINISTRATION: It is necessary File all grant reports timely. All grant reports have been filed in a All grant reports and supporting to allocate resources to administer the Maintain appropriate time logs for timely manner. documentation will be timely filed. District Attorney's Office to ensure the as required. Meet all deadlines for court Time logs are being maintained and All time logs wil be up to date. effective and efficient prosecution of all cases. Conduct employee updated regularly. All court deadlines will be met. criminal acts and offenses committed meetings to ensure that all cases and All court deadlines are being met. Regular employee meetings within the County. As the office is administrative tasks are being handled employee meetings have will occur. significantly grant funded, it is necessary justly and efficiently. been conducted. that all grant programs are administered to Set up training for staff. Training for staff is ongoing. Training sessions will be scheduled ensure compliance with State and Federal Establish policy for use in pursuit of pro- Policies continue to be established for Attorneys and VSC. requirements. This program also includes secution programs. and reviewed. Continue to train ADAs for efficient training staff for the performance of and effective prosecution of criminal their respective functions. offenses. PROSECUTION: The District Attorney's Office is Track number of felony arrests. 103 felony arrests. 105 felony arrests responsible for prosecuting and Track number of misdemeanor arrests. 375 misdemeanor arrests. 375 misdemeanor arrests. investigating all criminal offenses that Track number of violation arrests. 750 violation arrests. 750 violation arrests. in the County. This includes felonies, misdemeanors, and Penal Law/Vehicle & Track number of violations of probation 25 VOP files opened and 30 VOP prosecutions. Traffic Law/DEC/Local Law violations (VOP). prosecuted. covering 15 courts throughout the County. The District Attorney and Chief Assistant Track number of total files opened. 1300 cases/files opened. 1300 cases/files opened. District Attorney, while directly involved all levels of cases, handle nearly all of the Track number of special prosecutions 6 special prosecutions handled for 4 special prosecutions. felony cases from investigation through other jurisdictions. Chemung and Steuben County. trial and appeal. The Second Assistant District Attorney primarily handles justice court cases and appeal. ---PAGE BREAK--- DISTRICT ATTORNEY Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes PROSECUTION (cont): In 2006 this office saw its first substantial Track number of felony 70 felony indictments / SCIs filed. 75 felony indictments / SCIs filed. decrease (40%) in felony level cases. In and convictions. 65 felony convictions. 65 felony convictions. five years preceding 2006, there had been increase in the District Attorney caseload Track number of jail and prison felony 31 felony convictions resulted in jail 33 jail or prison sentences. of nearly 35%. On the felony level, there sentences. or prison sentences. been an increase of nearly 50%. This cant decrease in felony crimes is Track number of felony, misdemeanor 4 felony jury trials. 5 felony jury trials. to several ongoing programs in the DA's and violation trials. 5 misdemeanor jury trials. 6 misdemeanor jury trials. Office including grant programs and Drug 4 misdemeanor non-jury trials. 5 misdemeanor non-jury trials. Court. The office is an important member 8 violation trials. 8 violation trials. the Schuyler County Drug Court team, Train staff to effectively and efficiently Each attorney has attended several All attorneys will attend Continuing rehabilitates offenders as an alternative to prosecute violent offenders. continuing legal education seminars, Legal Education Seminars, and when more costly jail sentences. The goal of and with attorney experience comes possible the National Academy for Court is to reduce the rates of recidivism. more effective prosecution. District Attorneys. Track costs of Drug Court as compared Drug Court had, on average, 26 Maintain average of approximately to jail and prison sentences. participants this year (the same as 27 Drug Treatment Court last year). There were 12 graduates participants, with 13 graduates, at a of the program this year, at a cost cost savings to the County / State of savings to the County / State of over $325,000. nearly $300,000. DISTRICT ATTORNEY INITIATED INVESTIGATIONS: The District Attorney is responsible for Track number of complaints made 40 investigations commence by 40-45 investigations commenced by investigating all complaints of criminal directly to District Attorney. District Attorney's Office, as a result District Attorney's Office, as a result occurring in the County. An investigation of direct contact with the office. of direct contact with the office. be commenced as the result of a complaint made by a citizen of the community or any Track number of investigations opened. 66 investigations conducted. 65-70 investigations conducted other. ---PAGE BREAK--- DISTRICT ATTORNEY Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes DISTRICT ATTORNEY INITIATED INVESTIGATIONS (cont): Investigations are also commenced as a Track number of drug investigations 19 drug investigations initiated. 20 drug investigations initiated. result of complaints made by various opened. subdivisions of the State, at the request of law enforcement or upon the District Track number of drug crime arrests that 13 arrests made as a result of drug 15 arrests made as a result of drug Attorney's own initiative. The District originate from DA initiated investigations commenced by the investigations commenced by the Attorney and his staff, including a part- District Attorney's Office. District Attorney's Office. investigator, conduct these investigations house. These investigations include the illegal trafficking of narcotics, larcenies, frauds, etc. The number of investigations conducted by this office has increased by 50% over the last five years. Illegal drug trafficking investigations have increased 100% over the last 4 years. COMMUNITY RELATIONS: The District Attorney deals with Number of victim files opened per year. 71 Victim files opened. This number 75 victims files opened. approximately 250 crime victims per year. is significantly less than projected Through a New York State grant, the due to NYS classification has hired a Victim Service Coordinator of a victim to whom services are contacts all victims. This program looks to provided. There are many more assist victims who are often forgotten in victims of crimes in the County that justice system. It includes meeting with are contacteed by the VSC. They victims to assist them with testimony, help may, however, chose not to avail them with restitution claims, refer them to themselves of our services. service providers such as Rape Crisis and Schuyler County Mental Health, and keep them advised of the status of their case. Number of victim referrals. 315 victim referrals made. 325 victim referrals made. program also includes a proactive effort by the District Attorney to prevent future Restitution orders granted to victims. Restitution ordered for 51 victims. 70 cases where restitution orders ---PAGE BREAK--- DISTRICT ATTORNEY Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes COMMUNITY RELATIONS (cont): of drug trafficking, domestic violence and sexual abuse. With the assistance of Restitution collected for victims. 29,000 in restitution recovered for 40% of cases where restitution is Catholic Charities, the District Attorney victims. $23,000 in restitution collected in full. regularly lectures in the School Districts of Track number of community events collected for victims 50 community events attended. this County concerning these significant attended by DA staff. 48 community events attended. issues. The District Attorney is also fre- quently asked to address various other Track number of lectures/speaking 20 lectures/speaking engagements by 20 speaking engagements by DA community groups including Leadership engagements requested of DA staff. DA and staff. and staff. Schuyler and Rotary to discuss legal Begin survey and possible quarterly topics. newsletter to send to public. ---PAGE BREAK--- PROBATION Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE ADMINISTRATION 86,530 $ - $ 8,050 $ 94,580 $ 83,978 $ 90,237 $ - $ 3,090 $ 93,327 $ 75,232 $ ADULT SERVICES 157,781 $ - $ 6,650 $ 164,431 $ 148,988 $ 167,032 $ - $ 6,180 $ 173,212 $ 133,888 $ JUVENILE SERVICES 28,680 $ - $ 2,750 $ 31,430 $ 25,896 $ 39,533 $ - $ 2,060 $ 41,593 $ 36,431 $ COMM. SERVICES 5,989 $ - $ 1,500 $ 7,489 $ 4,344 $ 6,240 $ - $ 2,060 $ 8,300 $ 6,875 $ PRETRIAL RELEASE 1,306 $ - $ - $ 1,306 $ 927 $ 2,225 $ - $ 1,030 $ 3,255 $ 2,580 $ COLLECTIONS 47,450 $ - $ 2,200 $ 49,650 $ 28,972 $ 54,246 $ - $ 6,180 $ 60,426 $ 54,228 $ TOTAL 327,736 $ - $ 21,150 $ 348,886 $ 293,105 $ 359,513 $ - $ 20,600 $ 380,113 $ 309,234 $ 5.5% $94,580 $83,978 $93,327 $75,232 $164,431 $148,988 $173,212 $133,888 $31,430 $25,896 $41,593 $36,431 $7,489 $4,344 $8,300 $6,875 $1,306 $927 $3,255 $2,580 $49,650 $28,972 $60,426 $54,228 $348,886 $293,105 $380,113 $309,234 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 ADMINISTRATION ADULT SERVICES JUVENILE SERVICES COMM. SERVICES PRETRIAL RELEASE COLLECTIONS TOTAL 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- PROBATION Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share ADMINISTRATION 90,237 $ - $ 3,090 $ 93,327 $ 18,095 $ 75,232 $ ADULT SERVICES 167,032 $ - $ 6,180 $ 173,212 $ 39,324 $ 133,888 $ JUVENILE SERVICES 39,533 $ - $ 2,060 $ 41,593 $ 5,162 $ 36,431 $ COMM. SERVICES 6,240 $ - $ 2,060 $ 8,300 $ 1,425 $ 6,875 $ PRETRIAL RELEASE 2,225 $ - $ 1,030 $ 3,255 $ 675 $ 2,580 $ COLLECTIONS 54,246 $ - $ 6,180 $ 60,426 $ 6,198 $ 54,228 $ PROGRAM TOTALS 359,513 $ - $ 20,600 $ 380,113 $ 70,879 $ 309,234 $ Mission Statement: To provide an array of services that will enhance the primary goals and objectives of effective law enforcement; namely, protection of the community and the provision of effective services to clientele, assisting them in becoming productive and law-abiding members of the community. This will specifically include such services as Juvenile Diversion, pre-sentence and pre-disposition Investigations, Client Supervision, and those programs under the banner of the Alternatives to Incarceration contract. Expenses PRETRIAL RELEASE 1% ADULT SERVICES 54% JUVENILE SERVICES 13% COMM. SERVICES 3% ADMINIS- TRATION 29% Revenue Local Share 81% Revenue 19% ---PAGE BREAK--- PROBATION Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes ADMINISTRATION OBJECTIVE: TO PROVIDE Training hours per professional staff. The average will exceed 35 At least 35 hours/staff member SUPERVISION FOR ALL STAFF State minimum is 21 hours per year hours/staff member. MEMBERS AND ARRANGING FOR per professional staff to ensure The average will be close to 45 ALL APPROPRIATE SERVICES TO competence in ever-changing per member. ACHIEVE THE OVERALL MISSION responsibilities. OF THE DEPARTMENT. Restitution and fees collected. Record pace for fees collection $4,500 DWI Fees, $2,500 compared to past years. Restitution collection in It is projected restitution surcharge, $3,300 EHM Fees. surcharge will exceed $1,500 for first time and DWI Fees will top $5,000 for first time. ADULT SERVICES OBJECTIVE: TO PROVIDE PRE Completion of investigations in a The statewide average is 6-8 Average submission time to PLEA, PRE-SENTENCE, AND timely manner. weeks from when order is received reach 3.5 weeks from when order SUPERVISION SERVICES FOR THE from court. We are on pace to is received from courts. CRIMINAL COURTS TO BETTER have completed them within 3.75 ENSURE THE COMMUNITY OF weeks, less than half the PUBLIC SAFETY. statewide average. Numbers of investigations On target for 185 investigations 200 completed investigations. completed. completed. Successful discharges from Probation It is projected that 75% will be 90% overall successful discharge supervision. By working to successfully discharged with 91% rate. Savings of $80,000 in State successfully reintegrate clientele back when Drug Court is factored in Prison costs. into the community, it keeps them resulting in $40,000-$60,000 from being a burden on the tax savings in State prison costs. payers at enormous costs; i.e. to keep one person in the State prison ---PAGE BREAK--- PROBATION Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes ADULT SERVICES: Cont'd system costs nearly $40,000 per year and an additional cost of $5,000 in parole costs, compared to $4,500 probation costs with generally better results. JUVENILE SERVICES OBJECTIVE: TO PROVIDE JD diversion cases processed. Of a projected total of 45 JD Increase number of JD diverted SCREENING AND REFERRAL clients to be dealt with, only I will cases to 75% of referrals (45 of SERVICES FOR ALL JUVENILE be placed, resulting in a savings 60 cases). DELINQUENCY AND SUPERVISION of $150,000, $75,000 of which is FOR COURT ORDERED JD AND county dollars. PERSONS IN NEED OF SUPER- VISION (PINS) CASES AS WELL AS JD DIVERSION CASES. COMMUNITY SERVICE OBJECTIVE: TO SCREEN, INTERVIEW AND PLACE Numbers of screenings and Out of a projected total of 120 Screenings to be a 10% increase CLIENTELE REFERRED BY successful discharges. screenings, successful close out from 2007. 95% successful PROBATION OFFICERS AND/OR 90% or 108. It appears our close-out rate. CRIMINAL COURTS FOR APPRO- coordinator is on pace for that rate. PRIATE NOT FOR PROFIT WORK This will result in savings of about SITES, AS WELL AS MONITORING $1 million in jail costs and THE PROGRESS OF EACH contributed services to the REFERRAL. community. ---PAGE BREAK--- PROBATION Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes PRE-TRIAL RELEASE OBJECTIVE: TO SCREEN, Screenings and interviews resulting Screenings to reach about 75, 25% screening increase with 4 INTERVIEW, AND PROVIDE in more releases and actual dollar 50% above target for the year. clients to be released under the SERVICES TO THOSE CLIENTS savings to the taxpayers. However, releases are still slow program, and the Coordinator INCARCERATED WHILE due to courts still needing more to reach out to 4 additional courts TRIAL IN THE CRIMINAL COURTS more education. courts. AND SEEK APPROPRIATE RE- LEASE WITHOUT MONETARY CONDITIONS IF WARRANTED, ASSURING THEIR APPEARANCE AT FUTURE COURT Releases, Placements, and Dischar- Failure to appear rates seem to Failure to appear rates to be ges as well as numbers of court be at about 3% of those released reduced to and 4 courts appearances and failure to appear which compares with 20% FTA to be further educated. rates. for those released nationwide on COLLECTIONS Objective: To ensure that the The total of restitution and fees Revenue collections up by 10% Increase in revenues by 5% victims be reimbursed for the collected, thereby increasing from 2006 with fees and from prior year. crimes committed against them revenues and reducing county surcharges at all time high, and to maximize the amount of costs of operating the agency. projected to reach $50,000 revenues coming into the agency. (45,000 being the norm). ---PAGE BREAK--- SHERIFF SUMMARY COMPARISON OF 2007-2008 COSTS Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Sheriff 905,864 $ 383,550 $ 42,500 $ 1,331,914 $ 981,914 $ 919,879 $ 414,400 $ 42,600 $ 1,376,879 $ 991,879 $ Jail 1,685,030 $ 217,820 $ 10,000 $ 1,912,850 $ 1,726,350 $ 1,683,625 $ 5,500 $ 227,820 $ 1,916,945 $ 1,835,445 $ Navigation 25,867 $ 3,000 $ 1,000 $ 29,867 $ 7,467 $ 19,873 $ 1,000 $ 4,000 $ 24,873 $ 6,873 $ STOP DWI 33,989 $ 28,660 $ 12,500 $ 75,149 $ - $ 41,686 $ 12,500 $ 28,660 $ 82,846 $ - $ Animal Control 78,800 $ 21,600 $ 4,700 $ 105,100 $ 83,100 $ 65,579 $ 500 $ 8,000 $ 74,079 $ 52,079 $ TOTAL 2,729,550 $ 654,630 $ 70,700 $ 3,454,880 $ 2,798,831 $ 2,730,642 $ 433,900 $ 311,080 $ 3,475,622 $ 2,886,276 $ 3.1% $1,331,914 $981,914 $1,376,879 $991,879 $1,912,850 $1,726,350 $1,916,945 $1,835,445 $29,867 $7,467 $24,873 $6,873 $75,149 $82,846 $105,100 $83,100 $74,079 $52,079 $3,454,880 $2,798,831 $3,475,622 $2,886,276 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 Sheriff Jail Navigation STOP DWI Animal Control TOTAL 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- SHERIFF Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Sheriff 919,879 $ 414,400 $ 42,600 $ 1,376,879 $ 385,000 $ 991,879 $ Jail 1,683,625 $ 5,500 $ 227,820 $ 1,916,945 $ 81,500 $ 1,835,445 $ Navigation 19,873 $ 1,000 $ 4,000 $ 24,873 $ 18,000 $ 6,873 $ STOP DWI 41,686 $ 12,500 $ 28,660 $ 82,846 $ 82,846 $ - $ Animal Control 65,579 $ 500 $ 8,000 $ 74,079 $ 22,000 $ 52,079 $ Program TOTALS 2,730,642 $ 433,900 $ 311,080 $ 3,475,622 $ 589,346 $ 2,886,276 $ Mission Statement: The Schuyler County Sheriff's Office is a full service law enforcement agency, an arm of the courts, and the custodial keeper of those who break the law. It is the mission of the Schuyler County Sheriff's Office to protect lives and property of the citizens of Schuyler County, to preserve the peace, and to prevent crime and disorder. This must be done with honor and integrity, conducting ourselves with the highest ethical standards to maintain public confidence. Expenses Animal Control 2% Jail 55% Navigation 1% STOP DWI 2% Sheriff 40% Revenue Local Share 83% Revenue 17% ---PAGE BREAK--- SHERIFF Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes SHERIFF Objectives: To effectively and efficiently provide Total number of calls for service. 11,005 calls for service Continue to keep Schuyler County enforcement services. Total number of cases cleared. 6729 cases cleared a safe place to live and work by continuing a reduction in reported Total number of arrests made. 1546 arrests in the first 6 months crimes through enforcement of 2007 there was an overall and community education. reduction is crime of 18.4% in Schuyler County. Violent crime was reduced by 42.9%. Rapes were reduced 100%. Aggravated assaultes were down by 20%. Property crimes were reduced by 16.3%. Larcenies were reduced by 17.2% and motor vehicle were reduced by 50%. To initiate new programs to better To assess the impact of each Sheriff's Weekend Alternatives Assess needs and establish the community. and it's benefits to the community. Program (SWEAP) was initiated programs as needed. using inmate labor to provide services to Towns,Villages and Not for Profit Organizations. In first year 7 individuals were sentenced to the program. 5 and 2 females resulting in a savings to the county of $23,300.00 in housing and boarding costs while providing 428 hours of service to the community. ---PAGE BREAK--- SHERIFF Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes SHERIFF Cont'd To provide efficient civil process Record and report the total number 577 papers were docketed civil processes requested to be and 563 people were served executed and the number of civil processes completed. JAIL Objectives: To provide secure correctional facility To record and report the number of 287 inmates were booked Continue to provide a safe and services to inmates, the court system, inmates booked, number of inmate secure facility and the public so that inmates can live days provided, number of inmate 6730 inmates days a safe and secure environment, the provided without escape from system can administer justice, and the Annual number of inmates boarded 31 public can be assured that criminals out to other facilities. incarcerated. Annual number of inmates boarded 2 Medical Unit The NYS Commission of Hire 2 part time Registered Correction requires a Medical Nurses and convert a room in the Unit in the Schuyler County Jail. Jail to a medical exam room. This will reduce the number of inmates being transported to outside medical facilities thus reducing costs associated with medical fees and transporting these inmates. Objectives: To provide security services to Number of Court Security services 1,173.5 hours of court security On August 9, 2007 Court Security Court, Supreme Court, Family Court provided for Criminal Court was provided. functions were transferred to the and Surrogate Court. Court Security appearances, Civil Cases, Trials and NYS Office of Court Personnel shall maintain security and Family Court Cases. and is no longer a function of the enforce laws in the courtroom and Sheriff's Office. judges and all court participants, Number of disruptive court O for adjoining areas, provide for the protection of weapons by operating ---PAGE BREAK--- SHERIFF Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes JAIL Cont'd metal detectors at all building Number of weapons and other 689 weapons or other contraband contraband confiscated at metal were seized. To provide personnel to staff a central answering point for all emergency and non-emergency calls for service in Total number of calls for service. 147, 678 - calls received Maintain current level of services Schuyler County and to dispatch the appropriate services in a timely Total number of 911 calls received. 22, 842 911- calls received The staff assigned to dispatch fulfill requirements of the New York State 911 Board and the New York State Commission of Corrections staffing dual purpose reduces the number of staff that would be needed to staff requirements separately. Navigation Objective: To provide boater safety Total number of educational courses 10 8 educational courses and to patrol the provided. waterways within Schuyler County. Total number of participants in 218 200 educational programs. Total number of participants success-207 or 95% of participants 100% fully completing educational Total number of patrol hours. 160 200 Total number of boaters assisted. 10 unpredictable Total number of citations issued. 26 unpredictable Boating While Intoxicated arrests. 1 unpredictable Boating accidents investigated. 2 0 ---PAGE BREAK--- SHERIFF Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes STOP DWI Objective: To reduce the number of Number of deaths attributed to DWI. 0 To continue a death rate of zero deaths and injuries resulting from through increased enforcement crashes caused by drunk driver. The efforts. program emphasizes DWI treatment for offenders, alcohol Number of injuries attributed to 22 ( 51% increase over 2006) 10% reduction education, public information projects Number of traffic crashes attributed. 27 ( 50% increase over 2006) 10% reduction and DWI data collection. to DWI. Number of educational programs 4 4 offered. Number of felony arrests. 25 (300% increase due to increased enforcements efforts.) Number of misdemeanor arrests. 95 (11% increase due to increased enforcement efforts) Underage Drinking Enforcement In July a sting operation for the Maintain an aggressive sale of alcoholic beverages to program to reduce injuries and underage persons was conducted accidents attributed to DWI targeting 28 establishments in efforts. Schuyler County. 20 of the 28 In 2008 efforts will continue to establishments sold alcohol to an enforce laws pertaining to alcohol underage agent resulting in 20 sales in cooperation with the New persons being arrested . York State Liquor Authority. Animal Control Objective: To effectively and Number of cases handled. 430 The Dog Shelter operations will provide animal control services Number of dogs placed in shelter. 155 transferred to the Friends of the operation of the dog shelter, reduction Number of dogs returned to owner. 55 Schuyler County Animal Shelter of the number of dogs euthanized, Number of dogs adopted. 86 on Jan. 1, 2007 handling enforcement of laws regarding Number of dogs euthanized. 0 adoptions and daily operations of and licensing, and submitting animals Number of dogs spayed and 98 the shelter. for rabies testing. Number of summons issued for 76 unlicensed dogs. Due to the transfer of shelter Number of animals submitted for 17 operations the budget has been rabies testing. reduced by $30,000.00 ---PAGE BREAK--- EMERGENCY MANAGEMENT Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE 911 22,718 $ 4,500 $ 16,500 $ 43,718 $ 22,718 $ 24,554 $ 5,000 $ 15,500 $ 45,054 $ 24,554 $ Code Enforcement 8,516 $ - $ 2,663 $ 11,179 $ 11,179 $ 9,099 $ - $ 2,572 $ 11,671 $ 11,671 $ Public Education & Training 51,182 $ 7,350 $ 25,571 $ 84,103 $ 65,768 $ 55,391 $ 8,743 $ 20,727 $ 84,861 $ 66,586 $ Planning & Emergency Response 51,182 $ 8,450 $ 18,141 $ 77,773 $ 77,773 $ 55,391 $ 9,852 $ 17,731 $ 82,974 $ 59,974 $ TOTAL 133,598 $ 20,300 $ 62,875 $ 216,773 $ 177,438 $ 144,435 $ 23,595 $ 56,530 $ 224,560 $ 162,785 $ -8.3% $43,718 $22,718 $45,054 $24,554 $11,179 $11,179 $11,671 $11,671 $84,103 $65,768 $84,861 $66,586 $77,773 $77,773 $82,974 $59,974 $216,773 $177,438 $224,560 $162,785 $50,000 $100,000 $150,000 $200,000 $250,000 911 Code Enforcement Public Education & Training Planning & Emergency Response TOTAL 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- EMERGENCY MANAGEMENT Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share 911 24,554 $ 5,000 $ 15,500 $ 45,054 $ 20,500 $ 24,554 $ Code Enforcement 9,099 $ - $ 2,572 $ 11,671 $ - $ 11,671 $ Training 55,391 $ 8,743 $ 20,727 $ 84,861 $ 18,275 $ 66,586 $ g g y Response 55,391 $ 9,852 $ 17,731 $ 82,974 $ 23,000 $ 59,974 $ Program TOTALS 144,435 $ 23,595 $ 56,530 $ 224,560 $ 61,775 $ 162,785 $ Mission Statement: The mission of the Emergency Management Office is to oversee, assist, and coordinate the fire service, emergency medical service, hazardous material response, and 911 service throughout Schuyler County. Coordinate disaster preparedness activities and disaster response in Schuyler County, thus reducing the harmful effects that natural manmade disasters have on citizens, businesses, and governments of Schuyler County. Expenses Code Enforce- ment 5% Public Education & Training 38% Planning & Emergency Response 37% 911 20% Revenue Local Share 72% Revenue 28% ---PAGE BREAK--- EMERGENCY MANAGEMENT Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes 911 Objective: 24 hour a day operation of Maintain the integrity of the 911 Enhanced capabilities to operate the Replace 911 equipment that is at end of the 911 center, provide the equipment system to minimize the time to 911 center from a secondary site in the life with consoles that will have greater and maintain database for 911 center. process a call for service until event of an emergency interpretability Provide immediate assistance to callers. dispatch of same call. Code Enforcement Objective: Provide a comprehensive Completion of building inspections Provide a safe building environment to enforcement of the State building of all county owned property the employees and public though codes through building and strict adherence to New York State construction inspections. Building Codes Public Education and Training Objective: Provide Quality Emergency Total Fire Training Hours taught. Fire Training Hours - 121 Students Fire Training Hours 200 Students Responder training courses to meet 5271 Hours 4000 Hours the needs of the Counties Emergency Number of Public Education Public Education 5 Programs Services EMS courses are 100% Opportunities. 482 People attending Provide multiple public education reimbursed, Fire training is out reaches to increase public awareness supplemented with state funds and and preparedness instructors. Percent of Students passing EMS EMS Classes completed - four with Promote public education to lessen the classes, thus maximizing state 90% of students becoming certified. EMS classes complete 4 with 95% number of incidents as well as prepare reimbursement based on the number Received reimbursement at achieving certification the public to act accordingly in the of EMS students achieving State a rate of 140% event of an emergency, thus lessening certification. the impact of the emergency. Planning & Emergency Response Objective: Work with local, county, Test capability of emergency plans Completion of a All Hazards Continue planning to provide a state and federal agencies to pre through drills and exercises. Mitigation Plan comprehensive plan that addresses disaster planning, with an all hazards Conducted a two Multi agency drills to the most current needs. approach as well as mitigation access the interpretable capabilities Implement the current NIMS compliant planning to alleviate hazards and of multiple agencies. standards threats. Respond as needed to local Attended 112 meeting for the purpose Conduct Multi agency drills to access emergencies and incidents to provide of planning preparedness and ability of Responders technical support and guidance to local Responded to 37 incidents responders. ---PAGE BREAK--- PUBLIC DEFENDER Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Assigned Counsel 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Criminal Court 107,601 $ 20,000 $ 31,105 $ 158,706 $ 146,856 $ 115,208 $ 20,000 $ 31,105 $ 166,313 $ 146,959 $ Family Court 107,601 $ 20,000 $ 31,105 $ 158,706 $ 146,856 $ 115,208 $ 20,000 $ 31,105 $ 166,313 $ 146,959 $ Conflict Defender - $ - $ 30,000 $ 30,000 $ - $ - $ - $ 30,000 $ 30,000 $ - $ TOTAL 215,202 $ 40,000 $ 92,210 $ 347,412 $ 293,712 $ 230,416 $ 40,000 $ 92,210 $ 362,626 $ 293,917 $ 0.1% $158,706 $146,856 $166,313 $146,959 $158,706 $146,856 $166,313 $146,959 $30,000 $30,000 $347,412 $293,712 $362,626 $293,917 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 Criminal Court Family Court Conflict Defender TOTAL 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- PUBLIC DEFENDER Program Personnel & Fringes Equipment Operational Expenses Total Expenses Federal & State Local Share Criminal Court 115,208 $ 20,000 $ 31,105 $ 166,313 $ 19,355 $ 146,959 $ Family Court 115,208 $ 20,000 $ 31,105 $ 166,313 $ 19,355 $ 146,959 $ Conflict Defender - $ - $ 30,000 $ 30,000 $ 30,000 $ - $ Program TOTALS 230,416 $ 40,000 $ 92,210 $ 362,626 $ 68,709 $ 293,917 $ Mission Statement: The mission of the Schuyler County Public Defender's Office is to provide high-quality, zealous legal representation of all persons eligible for publicly-provided legal services, thereby guaranteeing individual rights and achieving equal justice under the law. This mission underlies all the work we do for clients and guides office policy. Expenses Family Court 46% Conflict Defender 8% Criminal Court 46% Revenue Local Share 81% Federal & State 19% ---PAGE BREAK--- PUBLIC DEFENDER Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Criminal Court - Representation of indigent 1. Caseload - Number of cases handled by 131 (est.) Criminal Court cases defendants charged with crimes (violation, the Public Defender's Office. handled by PD Office misdemeanor, felony). Clients are represented at arraignments, preliminary hearings, trials and 2. Turnaround Time - Time expended from 3-5 days, if application is com- 3-5 days, if application is com- additional court proceedings. receiving application to assignment of plete and includes all financial plete and includes all financial attorney. and court paperwork and court paperwork Family Court - Representation of indigent 1. Caseload - Number of cases handled by 76 (est.) Family Court persons in each different case docket of all the Public Defender's Office. cases handled by PD Office family court proceedings. Case dockets include child abuse/neglect, custody/visitation, family 2. Turnaround Time - Time expended from 3-5 days, if application is com- 3-5 days, if application is com- offense, support/paternity, court order receiving application to assigning attorney. plete and includes all financial plete and includes all financial violation/petition, and termination of and court paperwork and court paperwork parental rights. Conflict Defender - Representation of indigent Number of hours expended on cases. 635 hours expended on conflict persons in all types of cases in which the Public defender cases (criminal and Defender or the Assistant Public Defender has family court) conflict. (Cases which would otherwise be assigned to outside counsel at $75.00 per hour). ---PAGE BREAK--- HUMAN SERVICES Program Personnel & Fringes Equipment Expenses Total Expenses Revenue Local Share Social Services $ 2,935,361 $ 29,000 $ 8,714,000 $ 11,678,361 $ 6,604,000 $ 5,074,361 Health Services $ 2,631,809 $ 2,000 $ 2,942,250 $ 5,576,059 $ 4,448,188 $ 1,127,871 Office for the Aging $ 690,351 $ 5,000 $ 434,761 $ 1,130,112 $ 785,968 $ 344,144 Youth Bureau $ 196,350 $ - $ 375,654 $ 572,004 $ 465,332 $ 106,672 Veteran Services $ 22,889 $ - $ 23,830 $ 46,719 $ 5,000 $ 41,719 Program Totals $ 6,476,760 $ 36,000 $ 12,490,495 $ 19,003,255 $ 12,308,488 $ 6,694,767 Mission Statement: To provide for the health and well-being of the residents of Schuyler County. Services are provided to ensure access to resources regardless of age, gender, or socio-economic status. Through education, outreach, and financial assistance it is our goal to help individuals and families become or remain self sustaining and contributors to our society. Expenses Veteran Services 0% Social Services 62% Youth Bureau 3% Office for the Aging 6% Health Services 29% Revenue Revenue 65% Local Share 35% ---PAGE BREAK--- SOCIAL SERVICES Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Administration 495,059 $ 2,000 $ 507,308 $ 1,004,367 $ 308,535 $ 574,198 $ 8,000 $ 706,106 $ 1,288,304 $ 288,280 $ Services-Adult/Child 936,344 $ 500 $ 1,032,230 $ 1,969,074 $ 696,008 $ 1,011,744 $ 21,000 $ 1,150,088 $ 2,182,832 $ 571,559 $ Income Maintenance 850,978 $ 2,000 $ 3,014,445 $ 3,867,423 $ 665,694 $ 985,837 $ 3,098,693 $ 4,084,530 $ 724,871 $ Medicaid 342,176 $ - $ 3,608,198 $ 3,950,374 $ 3,300,000 $ 363,582 $ 3,759,113 $ 4,122,695 $ 3,489,651 $ TOTAL 2,624,557 $ 4,500 $ 8,162,181 $ 10,791,238 $ 4,970,237 $ 2,935,361 $ 29,000 $ 8,714,000 $ 11,678,361 $ 5,074,361 $ 2.1% $1,004,367 $308,535 $1,288,304 $288,280 $1,969,074 $696,008 $2,182,832 $571,559 $3,867,423 $665,694 $4,084,530 $724,871 $3,950,374 $3,300,000 $4,122,695 $3,489,651 $10,791,238 $4,970,237 $11,678,361 $5,074,361 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 Administration Services-Adult/Child Income Maintenance Medicaid TOTAL 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- SOCIAL SERVICES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Federal & State Local Share Administration 574,198 $ 8,000 $ 706,106 $ 1,288,304 $ 1,000,024 $ 288,280 $ Services-Adult/Child 1,011,744 $ 21,000 $ 1,150,088 $ 2,182,832 $ 1,611,273 $ 571,559 $ Income Maintenance 985,837 $ - $ 3,098,693 $ 4,084,530 $ 3,359,659 $ 724,871 $ Medicaid 363,582 $ - $ 3,759,113 $ 4,122,695 $ 633,044 $ 3,489,651 $ Program TOTALS 2,935,361 $ 29,000 $ 8,714,000 $ 11,678,361 $ 6,604,000 $ 5,074,361 $ Mission Statement: To provide individuals and families with the services they need within a framework of laws enacted by NY State Legislature and regulations established by the NYS Office of Temporary and Disability Assistance, Office of Children and Family Services and the NYS Department of Health to assist them in achieving their highest level of personal and economic self-sufficiency in as an efficient and economical manner as possible. Expenses Services- Adult/Child 19% Income Maintenance 35% Medicaid 35% Administration 11% Revenue Local Share 43% Federal & State 57% ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Administration Definition: To plan for and provide Operate effectively and Local share is projected to be Stay 5% under budget financial assistance and protective and efficiently while not 5-10% under budget preventative services to needy and/or exceeding approved eligible Schuyler County residents. budget. Accounting/Data Entry is a major office Financial reports for the For the past 10 months, reports Due to a new position being created under the Administrative arm of the County's leadership (County have been late on several effective January 1, 2008, financial Department responsible for ensuring. Administrator, Legislators occasions reports will be submitted at the end of each expenditures are charged to the correct and Treasurer) should be month to the appropriate party program in order to maximize submitted reimbursement, and to also ensure claims for reimbursement from the state and Financial management of Currently, the financial management Due to new software, the streamlining of federal governments are submitted in a client accounts should be of client accounts is a time-consuming existing procedures and the addition of a timely manner timely and more user-friendly activity in a short period of time new position, checks for clients will be for workers, as well as which has a negative impact on issued within 2 days allowing Adult Services worker productivity Caseworkers to view the accounts in real-time Selected DSS workers Currently, only 5 workers have the Due to a new position, 25 workers will have should be able to view ability to use the Text Report this capability in 2008. This will enhance reports applicable to their Extractor and Translator to view their efficiency, increase records management programs as needed reports on their computer and print efficiencies, and support document imaging reports as needed on plain paper Services to Adults/Children Definition: Services to adults provides Adult Protective Services -Projected to receive 193 - 225 referrals, a 17% increase over 2007 assistance to those 18 years and older (APS) will investigate all referrals versus 159 in 2006, a 21% - Will utilize the Department's driver to without regard to income, who due to reports of adults at risk increase over 2006. Sixty percent of transport clients 70% of the time to allow mental or physical impairments are and in life threatening referrals result in on-going cases Caseworkers to do case work, not drive unable to manage their resources, carry situations. - Caseworkers will have 35-40 open cases out activities of daily living or protect each ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Services to Adults/Children Cont'd themselves from abuse, neglect, exploitation or other hazardous situations. Adult Services is mandated by NYS Function as guardian for - 1 case of guardianship was sent -Mandate Attorney training in guardianship to receive & respond to referrals from adults when so ordered by to Adult Protective by the court - Conduct 1-2 caseworker trainings on the all sources and offer services (open a the court and act as - 1 guardianship case is pending a requirements of guardianship case) for individuals with no one able representative payee when hearing, 2 cases are under or willing to responsibly assist them requested consideration Adult Services must maintain linkages to - Conduct an Adult Panel - Panel attendance increased by - Membership will expand to include ARC various services providers, community meeting to discuss OFA, Mental & Public Health - Minimum of 2 joint meetings between organizations, law enforcement and cases with all providers - 1 joint planning meeting involving OFA and Families First medical professionals. - Joint planning meetings OFA, FF & DSS for Point of Entry - Minimum of one meeting with with DSS, OFA, Families - APS/CSU/MH meetings Mental Health to discuss mutual clients First to maximize limited resources. Definition: Services to children ensures that children's need for safety and security is paramount to all others and that their need for permanency in their lives is met through permanent ties to a family that is committed to meeting their needs. Child Protective Service (CPS) workers Every child's safety will be NYS OCI reports show a 100% - Maintain 100% completion rate of 7-day are mandated by NYS Regulations to assessed and entered into safety assessment rate within 7 days safety assessments enter a 7-day safety determination on the system within the as compared to a Region II - Monitor staffing levels to ensure each child/case received from the State initial 7-day time period; delinquency rate of 20.67% continued timely submission of safety Central Registry (SCR) assuring no child is left in assessments immediate danger. ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Services to Adults/Children Cont'd Hotline reports are to be The protective workers -Schuyler had a 6.3% delinquent -95% or more of case closings will be "determined" within 60 days of initial will strive to make their closing rate in 2007 compared to completed within the required 60 days report. case determinations within 7.8% in 2006 and a 39.3% delinquent despite a 10-20% increase in hotlines due to the allotted 60 day time closing rate average in Region II new mandated reporter laws enacted in 2007 frame, thereby facilitating the early referral for - Project 328 hotlines in 2007, a 8% -Project 350 hotlines in 2008, a 7% increase ongoing services. decrease from 2006 over 2007 - 4 Caseworkers are authorized in - With 4 fully trained workers, cases per CPS to conduct hotline worker should drop to 12 cases. While investigations, but due to the there is no state mandated caseload size, a training process, only 3 fully-trained report prepared by Walter R. McDonald & Caseworkers have investigated Associates for OCFS in response to the State hotline reports, for an average of 15 Legislature recommended no more than 12 open cases per CPS worker open cases per worker-study released 12/06 Every child's need for emotional No foster child will be -A placement has been found for - Child will be placed in a DDSO facility at security is met through a permanent released from care 1 child freed for adoption no cost to the local taxpayer versus an attachment to a family or adult resource without a parent or an approximate cost of $110,000 annually, of person. identified adult resource which 100% is local share person being available to -3 children will be freed for - 3 children will be adopted; although the assist them. adoption pending a Termination of adoption subsidy and foster care rates are Parental Rights (TPR) hearing the same, local share for adoption subsidy is 12 1/2% versus 25%+ for foster care - Projected to average 8 children - Continue to have less than 10 children in per month in foster care, which is a foster care each month substantial reduction (56%) from the average of 18 children in foster care in 1999 - Projected foster care costs of - Continue to control foster care costs by $315,000 in 2007 (50% local share) working to maintain family cohesion ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Income Maintenance Definition: To provide assistance to Average number 149 projected, a 4% increase over 140, a 6% decrease from 2007 needy families and individuals, such as of households receiving 2006 temporary assistance (TA), food stamps Temporary Assistance (TA) (FS), child care subsidy, home energy assistance, and assistance in collecting TA caseload per worker. 75 projected, a 4% increase over 70, a 6% decrease from 2007 child support. 2006 The program is a temporary measure to help with short term needs. Schuyler Average number 578 projected, a 3% decrease from 600, a 4% increase over 2007 County has 15 recipients of TA and 59 of households receiving 2006 recipients of FS per 1,000 County Food Stamps (FS). residents compared to a state rate of 31 recipients of TA and 91 recipients of FS FS caseload per worker. 289 projected, a 3% decrease from 300, a 4% increase over 2007 per 1,000 state residents. Some of the 2006 components, such as food stamps and child care subsidy, assist recipients Average number 71 projected, a 13% decrease from 75, a 6% increase over 2007 in becoming self-sufficient by providing of child care subsidy cases. 2006 services and resources while they establish themselves in the workforce. $248,000 projected, a 44% increase Maintain 2007 level of $248,000 from 2006 $99,000 projected, a 44% increase Maintain 2007 level of $99,000 from 2006 Paternity establishment for 98% projected; NYS average is 92% Maintain a 98% level children born out of wedlock. Percent of child support 95% projected; NYS average is 88% Maintain a 95% level cases with a current support order. Amount of child support collected by each support worker to repay TA Amount of child support collected by DSS to repay Temporary Assistance (TA) ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Income Maintenance Cont'd The greater the number of people Average number 29 projected, a 26% decrease from 40, a 38% increase over 2006 engaged in work activities means a of recipients engaged in 2006 lower caseload, which means a lower work, education or training. cost for the taxpayers. Resource recovery is a sub-program Amount of cash payments Projected to be $40,650 in 2007 Budgeting for a 50% increase in 2008 based under Income Maintenance which is and recoupments received on a new position in the Para-legal/fraud charged with recovering public funds unit being created effective January 1, 2008 given in error to recipients, either due to agency error or fraud by the client, or Timely referral of Medicaid Currently, referrals to the DA are Because of a new position being added, public funds expended on behalf of and Temporary Assistance based on the complexity of the case beginning in 2008, fraud cases will be clients who have property but who sign fraud cases to the County and the workload of the staff, which referred to the DA no later than 60 days liens over to the Department District Attorney means it may be several months after being referred to the Para-legal/fraud before fraud cases are actually unit, or 25 days once the investigation by the referred to the DA. In 2007, 5 Para-legal/fraud unit has been completed referrals were made to the DA, a 150% increase over 2006 MEDICAID Definition: To provide medical coverage Average number 1674 cases projected, a 4% 1725, a 3% increase over 2007 to needy Schuyler County residents of Medicaid cases. decrease from 2006 utilizing federal, state and local funds. Average number of 335 cases per worker projected, a 345, a 3% increase over 2007 Demographics of Medicaid recipients Medicaid cases per worker. 4% decrease from 2006 are as follows: Children, Disabled and Adults aged 65 Average number 622 children projected, an 8 1/2% 650, a 4 1/2% increase over 2007 and over - 67%; Adults aged 19 through of children enrolled in decrease from 2006 64 - 33%. Medicaid. Caseload is made up as follow: Disabled Average number 874 adults projected, a 10% 900, a 3% increase over 2007 450 cases; Skilled Nursing -100 cases; of adults enrolled in Medicaid. decrease from 2006 regular Medicaid - 1140 cases. Medicaid ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes MEDICAID Cont'd Caseloads have increased 42% since Average number 200 projected, a 19% decrease from 225, a 12 1/2% increase over 2007 2000, from an average caseload of Medicaid recipients 2006 of 1226 in 2000 to 1745 in 2006 with enrolled in managed care. only one new worker added. Recently, employees have worked more hours to keep up with the increased workload. It is less expensive to increase a worker's hours rather than hiring staff due to the cost of health benefits for employees. It is important that all children receive medical care; hence, the goal to enroll more children. And, since Medicaid managed care is less expensive than traditional Medicaid fee-for-service, it is essential the number of managed care enrollees increases each year. ---PAGE BREAK--- HEALTH SERVICES Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Children's Services 306,971 $ - $ 842,558 $ 1,149,529 $ 310,867 $ 350,351 $ - $ 1,003,892 $ 1,354,243 $ 387,805 $ Health Services 1,223,107 $ - $ 1,228,392 $ 2,451,499 $ 245,207 $ 1,289,420 $ - $ 1,268,253 $ 2,557,673 $ 319,862 $ Risk Management 398,834 $ 1,000 $ 244,321 $ 644,155 $ 194,739 $ 416,831 $ 1,000 $ 208,857 $ 626,688 $ 116,731 $ Care Coordination 242,758 $ - $ 71,835 $ 314,593 $ 104,507 $ 255,958 $ - $ 73,761 $ 329,719 $ 96,335 $ Admin & Planning 281,976 $ 11,000 $ 348,765 $ 641,741 $ 154,066 $ 319,249 $ 1,000 $ 387,487 $ 707,736 $ 207,138 $ TOTAL 2,453,646 $ 12,000 $ 2,735,871 $ 5,201,517 $ 1,009,386 $ 2,631,809 $ 2,000 $ 2,942,250 $ 5,576,059 $ 1,127,871 $ 11.7% $1,149,529 $310,867 $1,354,243 $387,805 $2,451,499 $245,207 $2,557,673 $319,862 $644,155 $194,739 $626,688 $116,731 $314,593 $104,507 $329,719 $96,335 $641,741 $154,066 $707,736 $207,138 $5,201,517 $1,009,386 $5,576,059 $1,127,871 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 Children's Services Health Services Risk Management Care Coordination Admin & Planning TOTAL 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- HEALTH SERVICES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Federal & State Local Share Children's Services 350,351 $ - $ 1,003,892 $ 1,354,243 $ 966,438 $ 387,805 $ Health Services 1,289,420 $ - $ 1,268,253 $ 2,557,673 $ 2,237,811 $ 319,862 $ Risk Management 416,831 $ 1,000 $ 208,857 $ 626,688 $ 509,957 $ 116,731 $ Care Coordination 255,958 $ - $ 73,761 $ 329,719 $ 233,384 $ 96,335 $ Admin & Planning 319,249 $ 1,000 $ 387,487 $ 707,736 $ 500,598 $ 207,138 $ Program TOTALS 2,631,809 $ 2,000 $ 2,942,250 $ 5,576,059 $ 4,448,188 $ 1,127,871 $ Mission Statement: Schuyler County Health Services works to protect the health of county residents through outreach, prevention, science-based practices and the delivery of quality health care. Expenses Admin & Planning 13% Health Services 46% Risk Manage- ment 11% Care Coordin- ation 6% Children's Services 24% Revenue Local Share 20% Federal & State 80% ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Report covers 9/1/06-8/31/07 Children's Services Record and report total services 1,910 Services; 913 visits 1,930 services; 920 visits to all Schuyler County children under care (.02 decrease over 2006 data) during the time frame - 12 months Objective: To provide ICM and SCM Record and report ICM / SCM admissions 21 admissions; 23 discharges 21 admissions; 23 discharges Home & Community Based Waiver and discharges services to high risk/high need SED Total children served in ICM / SCM 55 children / adolescents (22% increase 55 children & adolescents children and youth. program due to full staffing) Objective: To provide school based Number of individual children served. 117 children / youth served 120 children / youth Mental Health services to Severely (19.4% increase over 2006) Emotionally Disturbed / Emotionally Disturbed children and youth. Complete applications and obtain satellite 4 applications submitted and approved Increase children seen by 2% and approval for 4 more school building sites. a 5% increase in revenue from school This will improve child access to care and based services allow for additional billing for services. Increase available child hours Hired Board Certified for Maintain current child 10.0 hours per week Number of units of service provided to 949 units of service; 7% increase over Continue to increase units and services by children & youth and number of services 2006 2% provided 1,863 services; 14% increase over 2006 Objective: To provide the means to Collect and report the Early Intervention 2,144 units decrease over 2006) Review value of measure children in need of services to ensure units of service and children identified 51 children increase over 2006) Maintain 2007 level growth, development and school and served success. Physically Handicapped services 12 children 12 children (estimated) 2006 - 2007 school year # of children Preschool Special Education 2006 - 2007 40 children; cost per child $5,590 Maintain cost management efforts school year Staff losses and program changes have led to a reconsideration of how this program ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Report covers 9/1/06-8/31/07 Children's Services Cont'd is managed. Discussions with Families First to provide coverage of CSE meetings under consideration. The intent is to better influence the identification and planning for specific children's services. Clinic Plus Screening, evaluations and assessments and referred for services Number of children screened 36 screenings 60 screenings Number of children evaluated 3 evaluations 12 evaluations Number of children admitted to clinic Program is in start up - partial first year 9 admissions information only available Health Services Objective: To provide mental health, Report total number of individuals seen 1,012 individuals reduction over Maintain level mental retardation, alcohol and drug through the Mental Health clinic 2006) 10% increase 55+ population abuse services to those in need. Measure changed to 55+ population Report units of service through the clinic 6,349 units of service reduction over Maintain level 2006) Report on 65+ population seen in clinic 65+ population increased by 2% 5% increase Efforts to increase 65+ population in MH Established MH services consultation at Expand OFA based MH services in treatment OFA 2008 by the following on site activities: 5 educational programs 10 consultations 6 group presentations 25 individuals seen Percent of total clients by age group Under 18 36% 19-54 52% Over 55 12% Over 65 6% TOTAL 100% ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Report covers 9/1/06-8/31/07 Health Services Cont'd Report Male - female distribution Male - 48.85%; Female - 51.15% Average* clinic case load per full time Adult average work load per full time Maintain within the average* caseload staff equivalent (Range 55-65 adults) equivalent was 61 adults; 43 children & for adults, children and youth Range 40-50 children / adolescents) youth within the standards for a MH clinic service * Industry average for public clinics in NYS Case load standard varies by clinical activity availability of other MH services, characteristics and socio-economic community factors Monitor no show appointments for new 24.9% no show rate for new clinic clients Reduce number of no show clients to the clinic. Rate decreased percentage to 20% from 30% to 24.9% in 2007 Objective: To provide home health care Total number of individuals served. 101 individuals on monitors Maintain 2007 to individuals in need of post hospital 404 individuals in Home Health Maintain 2007 care and as an alternative to hospital- 9,713 units of service Maintain 2007 ization or nursing home admission. Total visits provided by referral PT - 1,095; OT - 186; Other - 3,070 Measure to be reviewed for 2008 source. Describe service population by Hospitals 50.5% Maintain 2007 admission source. MD's 23.6% Maintain 2007 Other 25.9% Maintain 2007 ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Report covers 9/1/06-8/31/07 Risk Management Objective: To plan for an limit Upgrade Corporate Compliance program Corporate Compliance plan was reviewed Upgrade Corporate Compliance to 2008 risk related to increased attention paid for Health Services and updated to 2007 standards standards and new implementations to corporate compliance and OMIG recommended from outside review Medicaid planning at the State and An outside vendor was sought to provide Federal levels, as well as changes us with full Corporate Compliance and in Federal Law Medicaid billing review Provide overall information on community 3775 interventions incidents, individuals involved, planning 6833 services sessions, individual planning partners, 171 planning / media / drills / education interventions provided, drills, training educational programs and site visits a) Efforts to plan and prepare the Fully completed the multiple requirements Fully complete next year's grant community and special populations for of the Disaster / Pandemic Grant for 2007 requirements possible BT or other natural disasters including: POD Planning BT Planning meetings Drill Planning meetings BT Deliverables meetings (3 Mass Casualty / Fatality meetings ICS trainings Drills conducted b) Efforts to prevent disease spread 317 immunizations provided 300 + immunizations 1291 animals vaccinated for rabies 1300 animals vaccinated ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Report covers 9/1/06-8/31/07 Care Coordination Objective: To provide care coordin- Report the number of individuals involved 488 individuals through all programs Increase by 2% ation efforts through Home Based and by year through each program Community Waiver, Single Point of Entry / Accountability (SPOE/SPOA) Percent of children in care who had Decreased by 3% Decrease by 2% Coordinated Children's Services, inpatient admissions during the Families First involvement, Early year Intervention Services, EAP and coordination with the school districts Number of HCBW children's admissions 6 admissions 8 admissions and other local agencies. Number of children served by HCBW 9 children served. These represent an 11 children served increase in admissions and children's services Report total number seen for adult / child / 1383 (1/3 adult; 2/3 children / youth) Increase total by 5% youth ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Report covers 9/1/06-8/31/07 Administration and Planning Objective: To plan and provide support Report on number of committee meetings 239 total meetings increase in Continue to coordinate, collaborate and for population based on health and during year including: CSB, Professional community planning /coordination, plan with other departments, agencies and mental health, alcoholism and develop- Advisory Committee, Departmental, networking meetings, including clinical, other levels of government to improve mental disabilities services to Schuyler Families First, DSS / OFA, Schools, coordination, drills and other multi-agency community care and protection County residents. Catholic Charities, NYSACHO, task forces etc. Report on plans completed during this 20 State, Agency, Local, grant plans Complete all on time in 2008 period for including DOH, OMH, completed on time and accepted by OASAS, OMRDD, BT, EI, School appropriate authorities, boards or branches PARIS, Financial Reports, Budget of government Reports, etc. Objective: To continue to increase Total Schuyler County resident services 6023 units of service Increase number served by 2% efficiency and effectiveness of through all programs during this period. services and client systems of care. 30,821 services Total services provided during this period Increase services provided by 2% Objective: To measure client Survey clients' satisfaction with services School program satisfaction surveys done Follow up surveys are underway for satisfaction and define client needs provided in September & October. Data not yet comparison and schedule to match time available frames covered Clinic Waiting Room survey scheduled for November and December Meeting with Community Rainbow Chasers Survey of advocacy needs initiated in Club members, families and guests to October, so data is not yet available identify needs and concerns with services available Meeting with clients and their family Results indicate high satisfaction with clinic Maintain high approval level members to identify needs and concerns and therapists at Mill Creek at 5 on a 6 point with services available scale. Issues identified include: 1. Job availability 2. Transportation needs 3. Staff turnover at the clinic ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Report covers 9/1/06-8/31/07 Administration and Planning Cont'd 4. Cost of medications, including co-pays 5. Very pleased with Dr. D out of 6 point scale) 6. All present would refer someone to the clinic Objective: To increase staff retention Paperwork analysis and management plan Develop consultant contract to Implement paperwork and recruitment as well as overall implementation analyze and plan for better paper management plan and report on efficiencies and effectiveness of work management (Access initial results Health Services Systems) Purchase and implement integrated MH Identify integration system (10-11) Fully implement EMR / billing billing and EMR program and piloted EMR final updated system. Report on increased billing system efficiency & productivity of staff ---PAGE BREAK--- OFFICE FOR THE AGING Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Nutrition Services 277,647 $ 2,000 $ 127,045 $ 406,692 $ 51,784 $ 339,350 $ 1,200 $ 121,516 $ 462,066 $ 166,285 $ In-Home Services 164,997 $ 3,000 $ 125,776 $ 293,773 $ 61,410 $ 99,736 $ 1,300 $ 214,657 $ 315,693 $ 73,924 $ Ins. Benefits/Counseling 47,830 $ 1,250 $ 15,920 $ 65,000 $ - $ 56,356 $ 1,965 $ 28,521 $ 86,842 $ 6,742 $ Dwelling Assistance 15,238 $ - $ 3,175 $ 18,413 $ (22,948) $ 2,833 $ - $ 19,641 $ 22,474 $ - $ General Services 130,246 $ 3,950 $ 67,365 $ 201,561 $ 86,812 $ 192,076 $ 535 $ 50,426 $ 243,037 $ 97,193 $ TOTAL 635,958 $ 10,200 $ 339,281 $ 985,439 $ 177,058 $ 690,351 $ 5,000 $ 434,761 $ 1,130,112 $ 344,144 $ 94.4% $406,692 $51,784 $462,066 $166,285 $293,773 $61,410 $315,693 $73,924 $65,000 $86,842 $6,742 $18,413 $(22,948) $22,474 $201,561 $86,812 $243,037 $97,193 $985,439 $177,058 $1,130,112 $344,144 $(200,000) $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 Nutrition Services In-Home Services Ins. Benefits/Counseling Dwelling Assistance General Services TOTAL 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- OFFICE FOR THE AGING Program Personnel & Fringes Equipment Operational Expenses Total Expenses Federal & State Local Share Nutrition Services 339,350 $ 1,200 $ 121,516 $ 462,066 $ 295,781 $ 166,285 $ In-Home Services 99,736 $ 1,300 $ 214,657 $ 315,693 $ 241,769 $ 73,924 $ Ins. Benefits/Counseling 56,356 $ 1,965 $ 28,521 $ 86,842 $ 80,100 $ 6,742 $ Dwelling Assistance 2,833 $ - $ 19,641 $ 22,474 $ 22,474 $ - $ General Services 192,076 $ 535 $ 50,426 $ 243,037 $ 145,844 $ 97,193 $ Program TOTALS 690,351 $ 5,000 $ 434,761 $ 1,130,112 $ 785,968 $ 344,144 $ Mission Statement: The Schuyler County Office For The Aging's mission is to assist our senior population in enhancing their lives by promoting financial security, physical and emotional well-being, and self sufficiency throughout their lives. This is achieved through innovative programs and services, education, advocacy, identifying and addressing needs, and community collaboration. Expenses General Services 22% In-Home Services 28% Ins. Benefits/ Counseling 8% Dwelling Assistance 2% Nutrition Services 40% Revenue Local Share 30% Federal & State 70% ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Nutrition Services: Office For The Aging offers options in meal programs designed to meet the nutritional needs of those aged 60 and over within Schuyler County. Congregate Meal Sites are maintained in Montour # of meals served at: Falls, Burdett and Tyrone. The group setting not only Burdett: 1,809 1,872 provides nutritious meals but an important opportunity Montour Falls: 8,587 8,759 for social interaction. Plans are currently underway to Tyrone: 1,855 2,080 open a meal site in Monterey. Monterey: 30 975 Home Delivered Meals are provided to households # of meals delivered: 32,472 34,238 throughout the county for those aged 60 and over. This option is intended for individuals who are unable to provide for their own nutritional needs. The Grocery Bag Program supplies the ingredients for # of grocery bags delivered: 375 375 a meal as well as recipes. This program assists those # of meals in bags delivered: 1,977 1,977 who may be unable to shop for groceries but who have the ability to prepare their own meals. Farmer's Market Coupons are received from the NYS # of coupons distributed: 360 360 Office For The Aging on an annual basis and distributed to seniors who meet the income guidelines. This usually occurs in early summer with the distribution process being on a first come, first serve basis until the supply has been depleted. Nutrition Education Programs and Individual Dietary # of educational programs: 64 74 Counseling are provided throughout the year by a # of clients in the program: 260 275 Registered Dietitian. The education programs are # of individual counseling accomplished through the congregate meal settings as well sessions: 55 72 as via printed information supplied with the home # of hours: 41 64 delivered meals. Reporting method changed. ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes In-Home Services: In keeping with the national, state and local goal of helping seniors to remain in their homes as long as reasonably possible, Office For The Aging provides areas of assistance. This program is for seniors aged 60 and over. Expanded In-Home Services for the Elderly Program (EISEP) # of personal care hours is a non-medical in-home service that provides housekeeping, provided: 3,618 3,618 personal care, respite, and related services such as Loss of care providers in emergency response systems. Clients are required to pay a 2007. Unsure of what may portion of the cost of service based on their income. Costs be available in 2008. range from zero cost share to full cost share based on a sliding # of housekeeping hours scale fee. To be eligible, clients must have needs in the areas provided: 372 372 of Activities of Daily Living (ADLs) such as bathing, dressing Need not as abundant for As noted above. and personal care as well as Instrumental Activities of Daily this service as anticipated. Living (IADLs) including shopping, laundry and meal prep- aration. Additionally, there must be an unmet need for assistance, the client must be able to be safely maintained at home, and clients cannot be Medicaid eligible. All EISEP clients receive Case Management services. The # of case management hours: 544 596 primary responsibility of the case manager is to assist the 2007 projection too high client in determining what services are needed as well as # of clients receiving case arranging for those services to be provided in the home. management: 52 52 Case Managers also assist with coordinating community resources, offering supportive services and providing advocacy. Case Management services are FREE of charge. ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes In-Home Services cont'd The Caregiver Support Program is intended to help sustain # of informal caregivers 56 60 the efforts of informal caregivers to care for an individual aged # of hours of respite provided: 2,854 2,881 60 or over who is frail and /or disabled or an individual of # of informal caregivers any age with Alzheimer's Disease or related disorder or for involved in support group: 48 52 caregivers of individuals with disabilities, with the goal of # of educational events maintaining that individual in the home setting rather than provided: 8 10 being placed in an institutional setting. # of informal caregivers who participated in counseling Assistance given to the caregiver is meant to provide a break and training events: 56 60 form or support of their daily routine in order to safeguard the caregiver's physical and mental health in order for them to continue providing care to the individual who needs it. Health Insurance Information, Counseling and Assistance Program: Office For The Aging provides trained volunteers and staff # of beneficiaries provided to assist seniors in finding answers to their questions about with health insurance health insurance as well as assist them in obtaining needed counseling or benefits benefits or resolving billing problems. Information is assistance. 332 362 provided in the areas of Medicare Parts A, B & D, Medicare Advantage Plans, Medigap Plans, EPIC, Extra Help # of individual contacts: 515 545 Assistance, Private health insurance, Retiree Plans and Long Term Care Insurance. In addition, there is a Resource Library available to assist seniors in obtaining printed materials for their use. Public presentations are offered to educate beneficiaries of their options in these areas. ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Dwelling Assistance: Office For The Aging aids seniors aged 60 and over in # of beneficiaries aided with obtaining financial assistance for payment of heating and heating/cooling bills: 48- DSS took over N/A- DSS now doing cooling bills via the HEAP program. Furnace replacement # beneficiaries aided with can also be obtained through HEAP grants. The WRAP "emergency" status needs: 53- DSS took over N/A- DSS now doing program addresses the weatherization and home repair needs for the low-income senior population to help them reduce their energy consumption and protect their health and safety # of beneficiaries with in their living environment. Applicants must be HEAP eligible. WRAP services: 40 46 WRAP services include but are not limited to insulation, caulking, weather stripping, roof replacement, window repair, septic system repair, and furnace or hot water heater replacement. General Assistance: Numerous other services are provided to seniors through Office For The Aging. These include: Legal Assistance - FREE services in the areas of simple wills, # of legal assistance appoint- Power of Attorney, Health Care Proxy and Living Wills, ments 153 162 tenant/landlord disputes, land transfers and other non-criminal matters. Transportation - To congregate meals, shopping, appoint- # of 1 way trips: 5,340 5,447 ments and cultural events as well as wheelchair transports. # of clients: 139 148 Provided directly by OFA as well as contracted through the RSVP RIDE program. Escort Service - Available to individuals who require # of escort trips: 158-Change in reporting 28 continuous accompaniment for shopping, getting to and # of clients: 42-Change in reporting 10 from appointments or other transportation needs. Information & Assistance - Basic information about other # of information & assistance services, agencies and resources is provided. calls received: 2,747 3,024 ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes General Assistance cont'd Health Promotions - Blood Pressure Screenings, Hearing # of events held: 30 145- New Programs Screenings, speakers on health related topics and health # of clients participating in 156- No health fair 291 related topics and Health Fair participation. Starting events: exercise classes in new building. Recreational Activities - Includes special holiday events, # of recreational activities: 30- change in way reported 159-New programs bingo and other activities conducted at the congregate meal # of clients participating: 467 487 sites. Starting Line Dancing and adult education classes in the new building. Also increasing bingo at all meal sites. ---PAGE BREAK--- YOUTH BUREAU Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Youth Services 111,979 $ 16,509 $ 182,839 $ 311,327 $ 70,928 $ 135,772 $ - $ 229,458 $ 365,230 $ 102,014 $ Families First 81,330 $ 30,014 $ 122,401 $ 233,745 $ 6,615 $ 60,578 $ - $ 146,196 $ 206,774 $ 4,658 $ TOTAL 193,309 $ 46,523 $ 305,240 $ 545,072 $ 77,543 $ 196,350 $ - $ 375,654 $ 572,004 $ 106,672 $ 37.6% $311,327 $70,928 $365,230 $102,014 $233,745 $6,615 $206,774 $4,658 $545,072 $77,543 $572,004 $106,672 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 Youth Services Families First TOTAL 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- YOUTH BUREAU Program Personnel & Fringes Equipment Operational Expenses Total Expenses State & Grants Local Share Youth Services 135,772 $ - $ 229,458 $ 365,230 $ 263,216 $ 102,014 $ Families First 60,578 $ - $ 146,196 $ 206,774 $ 202,116 $ 4,658 $ Program TOTALS 196,350 $ - $ 375,654 $ 572,004 $ 465,332 $ 106,672 $ Mission Statement: The mission of the Schuyler County Youth Bureau was established for the purpose of planning, coordinating and supplementing the activities of public, private and religious agencies devoted to the development of youth. Programs will be provided for both the general population and those considered at- risk, up to age 21. The Schuyler County Youth Bureau strives to enhance the well being of all youth in Schuyler County by advocating and promoting for them the best possible education, social and job opportunities. Expenses Families First 36% Youth Services 64% Revenue Local Share 19% State & Grants 81% ---PAGE BREAK--- YOUTH BUREAU Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes The Employment Program provides The Schuyler County Schuyler County Youth Bureau gave out 61 One hundred youth will be opportunity to youth to clean up at the WGIR Youth Bureau will assist applications for employment for the Watkins Glen assisted with securing during and after events. Youth are also given youth in finding employ- International Raceway Employment Program. 32 employment either directly other employment possibilities. Entrepreneur ment. youth were oriented. The group worked 2,219 through to Youth Bureau or opportunities are being explored through a hours and earned combined wages of $17,518. through referral to appropriate collaboration with other agencies and the private 43 youth inquired about employment opportunities assisted with securing sector. in Schuyler County. employment either directly through the Youth Bureau or The Youth Bureau is the lead and fiscal agency 18 youth were enrolled in the A Partnership for through referral to appropriate for the A Partnership for Youth grant which Youth program grant, which exceeded the grant agencies and/or businesses Workforce Investment Act employment for high requirements by two. All staff involved with this risk youth who do not have the opportunity program completed the 18-hour Advancing A minimum of twenty youth will be enrolled in this to participate in this program and have a high Youth Development Curriculum. The Youth program. 90% who exit, will probability of not being successful in securing involved in the program participated in a skills exit successfully, example - retaining employment. This is a collaborative training day. All programs were monitored by the obtained a high school diploma effort between Chemung, Steuben and Schuyler Office of Children and Family Services and or GED and are gainfully County. the Department of Labor with no significant employed or enrolled in findings. The grant has been renewed for a college. second year with a $28,000 increase. Youth Court is a national program to provide The Schuyler County Youth Court maintained 20 active members. alternatives to court, thereby helping to reduce Youth Court will recruit Public information was completed through Youth Court will maintain 20 court/probation costs. Youth are trained in court and train youth to serve presentations to community based agencies and active members. Referrals to proceedings. Youth who are referred to Youth on the court. Youth schools. The youth performed a play for court will be at least 20 for an Court are tried and judged by their peers who Court will be utilized for Watkins Glen and Odessa Montour Central estimate savings of $184,160 hand out sentences of community service, letters low level offenses or Elementary Schools in regards to the judicial for those who are successful in of apologies, etc. Schuyler County is being misdemeanors, diverting system. Seven new youth court members were completing the program. revitalized to increase referrals from a variety of youth from Family Court trained and sworn in to the court. The Youth The Youth Program sources. In a 2006 publication by the or PINS Diversion. Court began holding their courts at the Town of Coordinator will continue to "Washington State Institute for Public Policy", Reading Center with Judge Berry mentoring the promote community awareness tax payers save $9,208 per year for each youth court members. of the Youth Court program. who successfully completes Youth Court. Training will be offered ---PAGE BREAK--- YOUTH BUREAU Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Advocacy - the Director serves and interacts on The Schuyler County The Schuyler County Youth Bureau staff serves The Youth Bureau Director and youth serving boards as an advocate for youth in Youth Bureau Director on at least 22 committees and boards that Youth Program Coordinator the community. These include: will continue to represent serve youth. The new 18-hour Advancing Youth will continue to serve on 20 State-wide: youth and youth issues on Development Curriculum was offered in January boards and committees to Regionally: appropriate boards and with 22 youth workers completing the course advocate for the youth of Locally: committees. from Chemung, Schuyler, Steuben and Yates Schuyler County. The The Youth Bureau is the lead agency for Counties. The Schuyler County Youth Board Advancing Youth Development Advancing Youth Development training, which is participated in the 4-hour Advancing Youth Course will be offered at least a 28 hour course and basic four hour course for Development Curriculum in May 2007. once during the year. The Youth Schuyler County. Program Coordinator will be trained in the Advancing Youth Development Curriculum. Family Play & Resource Center - provides The Family Play & The Family Play and Resource Center served 41 The Family Play & Resource families with preschooler and toddlers with an Resource Center will families. They visited the FPRC 152 times. The Center will continue to strive to opportunity to meet and network with each. It reach out to parents of FPRC was able to continue funding through the have at least 20 unduplicated provides the families with parenting resources. preschool children to United Way -$1,000 and the Triangle Fund Grant families using the center per Early intervention with families of young increase the utilization for $8,000 which is an increase of $1,000 over month. The Youth Bureau provides the opportunity for parents to develop by 10%. last year. The Youth Bureau Director and the Director and FPRC Coordinator and improve parenting skills to raise healthy, Coordinator continue to seek additional funding will continue to seek happy and productive children. to support the Center, especially to increase the additional funding, through hours of operation. Upon moving to the Human grants and a fund raising letter. Service Complex it is anticipated to expand The Family Play and Resource the hours to three mornings a weeks and Center will relocate to the one afternoon. Human Service Complex and increase funding to increase hours of operation. The FPRC will utilize the Parenting Curriculum. ---PAGE BREAK--- YOUTH BUREAU Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Administration - includes technical assistance to The Youth Bureau The Youth Bureau Director completed The Youth Bureau Director and funded programs, monitoring of the programs as Director will monitor and monitoring of the A Partnership for Youth the Youth Program Coordinator to accomplishments of outcomes and compliance provide technical Grant of both Catholic Charities and ProAction will monitor funded programs with New York State Office of Family and assistance to funded of Steuben and Yates, Inc. An RFP will be issued for Children Services (OCFS) rules and regulations. programs to ensure There were no significant findings and the grant funding through the Youth OCFS also mandates the writing, in collaboration compliance with Office of was renewed for year two. Also Bureau with programs identified with Department of Social Services Children's Children and Family meetings were held to provide technical addressing areas of need for Services, a County Three-Year Comprehensive Services rules and assistance and consistency of program youth in the county being given Plan. regulations in order to throughout the three county region. Also highest priority. Technical maximize reimbursement monitored were Catholic Charities Runaway and assistance will be given to those for programs. The Youth Homeless Program, and the PINS Diversion programs requesting or are in Bureau Director will, in Program. The Village of Watkins Glen summer of it. The Teen Assessment collaboration with DSS recreation was also monitored. Every funded Project survey data will be Children's Services program must submit quarterly and annual released and utilized to identify complete and update the reports that are reviewed by members of the areas of need. County Comprehensive. Youth Board and the Youth Bureau Director. Needs of Schuyler County The Youth Bureau Director in collaboration Youth will be gathered with the Deputy Commissioner of DSS completed, for future plans. submitted and had approved the three year comprehensive plan. The Teen Assessment Runaway and Homeless Program The Youth Bureau will Project Survey was administered to seventh assist Catholic Charities ninth and eleventh graders in Watkins Glen in securing the Voluntary and Montour Falls Central School Districts. Interim Family Program in Results from this survey are pending. Schuyler County. One Voluntary Interim Family has been The Youth Bureau will provide recruited and trained in Schuyler County. The technical assistance for the Youth Bureau Director continues to work with recruitment, training and Catholic Charities on strategies for recruitment oversight of the Voluntary and retention of Voluntary Interim Families. Interim Families program. An additional two families will be recruited and trained this year. ---PAGE BREAK--- YOUTH BUREAU Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes FAMILIES FIRST The Families First Program was developed to Families First will Family First referral remained the same at 232 Families First will increase provide families of Schuyler County in a single increase referrals by referrals and assistance given. A media referrals by a minimum of 10% point of information, referral and case manage- 10% to provide campaign is still in development and will across programs this year ment, in order to provide a seamless delivery of information and contain the NY Connects program. The NY services. It is to engage families early in services assistance to families Connects program was added to the Families A media campaign for both to prevent the need for higher levels of services who are in need of First program. The Office for Aging became NY Connects and Families as the child ages. Children Services operated out services. NY Connects a partner. Cross-training has occurred of staff First will be instituted. of Families First include: Early Intervention, will provide information regarding youth and aging consideration. NY Find, Preschool Services, Children with Special and referral will be Connects requires staff to look at resources for Families First Management Team given to meet long long-term care needs of clients regardless of Health Care Needs, Single Point of Entry/Access term care needs. age or ability to pay. Resources have been will complete its plan for long for both adult and children, Person's In Need of updated to accommodate the need for this range goals and sustainability. Supervision. information. The 211 system has been given the information for Families First. SPOA Date through June 2007: 71 Person In Need of Supervision is a mandated Families who are referred Cases referred for PINS Diversion were PINS Diversion will continue to program in New York State. The law recently referred or self refer to responded to within the 2-48 hour respond to referrals within the PINS Diversion requirement. The Youth Assessment Screening 2-48 hour time frame. The program will be Instrument continues to be the screening tool Youth Assessment Screening was revised so that every county in New York responded to quickly and utilized. School districts have been educated on Instrument will continue to be State needs to have a diversion program. Also, a plan of action will be options available and have utilized those utilized and a greater option and rely on the PINS Diversion collaboration of information in the law it specifically mandates an immediate developed with the worker in the school to assist with issues with Probation will occur. response to families in crisis. In July 2005, the parents and child. that arise. Five youth have been PINS Diversion staff will Families First program has become the provider Support will be given to referred to court. 33 referrals were utilize the YASI plan of care of the PINS Diversion program. the entire family during received with the average and engage families in the number of daily cases being 21. process 90% of the time. this process. Twenty eight cases were closed. Seven of the cases had utilized the services before. ---PAGE BREAK--- VETERAN'S SERVICES Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Transportation 2,785 $ - $ 4,500 $ 7,285 $ 7,285 $ 4,578 $ - $ 4,766 $ 9,344 $ 9,344 $ Claims/Administration 19,000 $ - $ 3,650 $ 22,650 $ 17,650 $ 18,311 $ - $ 19,064 $ 37,375 $ 32,375 $ TOTAL 21,785 $ - $ 8,150 $ 29,935 $ 24,935 $ 22,889 $ - $ 23,830 $ 46,719 $ 41,719 $ 67.3% $7,285 $7,285 $9,344 $9,344 $22,650 $17,650 $37,375 $32,375 $29,935 $24,935 $46,719 $41,719 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 $45,000 $50,000 Transportation Claims/Administration TOTAL 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- VETERAN'S SERVICES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Transportation 4,578 $ - $ 4,766 $ 9,344 $ - $ 9,344 $ Claims/Administration 18,311 $ - $ 19,064 $ 37,375 $ 5,000 $ 32,375 $ Program TOTALS 22,889 $ - $ 23,830 $ 46,719 $ 5,000 $ 41,719 $ Mission Statement: The Schuyler County Veteran Service Agency will provide quality service and advocacy for Schuyler County Veterans and members of the armed forces as well as their dependents and survivors. This is to ensure they receive all benefits they may be entitled to under Federal and State law for their military service. Expenses Claims/ Administration 80% Transportation 20% Revenue Local Share 89% Revenue 11% ---PAGE BREAK--- VETERAN'S SERVICES Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Transportation Provide medical transportation for # of Veterans Served 231 254 Veterans of Schuyler County. # of miles transported 16,718 18,389 # of hours for transportation 805 885 Claims/Administration Assist Veterans and their families in # of Veterans Served 1,542 1,696 the claims process. # of new claims 128 140 Overall 10% increase due to war veterans being discharged from the war in Iraq. ---PAGE BREAK--- PUBLIC WORKS Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Highway 1,379,344 $ 383,200 $ 3,221,069 $ 4,983,613 $ 2,323,503 $ 2,660,110 $ Buildings & Grounds 589,081 $ 15,000 $ 626,112 $ 1,230,193 $ 641,251 $ 588,942 $ Weights & Measures 20,566 $ 6,687 $ 1,950 $ 29,203 $ 1,800 $ 27,403 $ Program TOTALS 1,988,991 $ 404,887 $ 3,849,131 $ 6,243,009 $ 2,966,554 $ 3,276,455 $ Mission Statement: To provide residents, visitors, and employees of Schuyler County with an infrastructure that is safe, functional and efficiently maintained. Expenses Buildings & Grounds 20% Weights & Measures 0% Highway 80% Revenue Local Share 52% Revenue 48% ---PAGE BREAK--- HIGHWAY Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200+300) 2008 Operations (400+500) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Administration 128,365 $ - $ 9,200 $ 137,565 $ 87,682 $ 139,632 $ - $ 9,850 $ 149,482 $ 110,993 $ Capital Projects 14,263 $ - $ 2,069,923 $ 2,084,186 $ 471,294 $ 15,515 $ - $ 1,662,660 $ 1,678,175 $ 433,691 $ Maintenance 963,364 $ - $ 609,600 $ 1,572,964 $ 1,569,664 $ 1,011,175 $ - $ 629,000 $ 1,640,175 $ 1,620,995 $ Machinery 189,359 $ 288,000 $ 373,050 $ 850,409 $ 655,709 $ 184,289 $ 301,200 $ 360,350 $ 845,839 $ 504,139 $ Shared Fuel 12,129 $ 107,674 $ 547,250 $ 667,053 $ (9,589) $ 13,259 $ - $ 532,130 $ 545,389 $ (20,861) $ Central Garage 15,474 $ 82,000 $ 27,079 $ 124,553 $ 11,153 $ TOTAL 1,307,480 $ 395,674 $ 3,609,023 $ 5,312,177 $ 2,774,760 $ 1,379,344 $ 383,200 $ 3,221,069 $ 4,983,613 $ 2,660,110 $ -4.1% Note: Central Garage budget figures broken out in 2008. $137,565 $87,682 $149,482 $110,992 $2,084,186 $471,294 $1,678,175 $433,691 $1,572,964 $1,569,664 $1,640,175 $1,620,995 $850,409 $655,709 $845,839 $504,139 $667,053 -$9,589 $545,389 -$20,861 $124,553 $11,153 $5,312,177 $2,774,760 $4,983,613 $2,660,109 -1000000 0 1000000 2000000 3000000 4000000 5000000 6000000 Administration Capital Projects Maintenance Machinery Shared Fuel Central Garage TOTAL 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- HIGHWAY Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 139,632 $ - $ 9,850 $ 149,482 $ 38,489 $ 110,993 $ Capital Projects 15,515 $ - $ 1,662,660 $ 1,678,175 $ 1,244,484 $ 433,691 $ Maintenance 1,011,175 $ - $ 629,000 $ 1,640,175 $ 19,180 $ 1,620,995 $ Machinery 184,289 $ 301,200 $ 360,350 $ 845,839 $ 341,700 $ 504,139 $ Shared Fuel 13,259 $ - $ 532,130 $ 545,389 $ 566,250 $ (20,861) $ Central Garage 15,474 $ 82,000 $ 27,079 $ 124,553 $ 113,400 $ 11,153 $ Program TOTALS 1,379,344 $ 383,200 $ 3,221,069 $ 4,983,613 $ 2,323,503 $ 2,660,110 $ Mission Statement: The mission of The Schuyler County Highway Department is to make available a system of highways for the transportation of people, goods and services, and to provide drivers with a safer environment that will serve the needs of local residents and visitors alike. Expenses Shared Fuel 11% Central Garage 2% Capital Projects 34% Maintenance 3% Machinery 17% Administration 3% Revenue Local Share 53% Revenue 47% ---PAGE BREAK--- HIGHWAY DEPARTMENT Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Objective: Provide clerical, accounting, Grant reporting $1,427,159 has been submitted for $1,516,909 is the projected level . contract administration and other reimbursement related services, to the eight divisions Monitor contracts No extensions requested Continue to monitor deadlines. of the highway department. Objective: Review request and issue % of permits issued/denied within 99% of the 241 permits issued Maintain 48 hour timeline. permits that assure the preservation 48 hrs. and integrity of the roadway system % of driveway permits issued. 6.5% or 14 Amount dictated by growth. and to promote community growth in a % of hauling permits issued. 90% or 217 Issued on a "need" basis. conscientious and timely manner. % of seismic survey permits issued. 4% or 10 Expect this to increase as new companies and/or families move into area. Objective: To record and report all Number of complaints/requests 366 Continue to respond within 7 days and complaints and requests to allow received. resolve within 30 days. highway personnel to address all issues % of customer satisfaction to res- 99% Maintain 99 percentile. in a timely fashion. ponse time of complaints/requests. Requests for dead deer removal. 57 55 - Decrease due to increased monitoring of signage placement. CAPITAL PROJECTS % of total cost of Federal Projects. 22% Monitor so expenses do not exceed the Objective: Retain contracted Federal Reimbursement limit of 24%. engineering at or below regional % of total cost of Local Projects. 6% Maintain or lower the Federal or State averages of 23% for state or federal construction costs. projects and seek additional RFP's to maintain lowest percentage for local % of Engineering Projects completed The State requirements on CR 23 Monitor Engineers for performance. projects. within budget. exceeded budgeted amount/all other Check State and Federal requirements Engineering expenses were 100% or before accepting contract. below Objective: Implement 6.1 miles or 5% Cost per mile of reconstruction $123,626 More cost effective than in-house of reconstruction projects per year to CR-21 - $ 512,892 Continue to bid out projects through CR-23 - $ 171,905 our Material Bid process. Many towns maintain an acceptable pavement CR-25 - $ 251,050 are adding projects of their own to our condition Index Level on all county Number of lane miles reconstructed 15.08 lane miles bids as they see a cost savings also. roads of 70%. or resurfaced. Saved $64,220 in escalation costs by getting work done early. ---PAGE BREAK--- HIGHWAY DEPARTMENT Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes CAPITAL PROJECTS cont'd Objective: 5 year plans to include Total cost of anticipated projects. $1,361,907 $1,311,060 project listing by plan year that allows Total amount of anticipated revenue. $1,327,159 $1,282,973 for allocation of resources to pre- determined strategic goals and % of roads within the 70% PCI 87.50% 88% objectives. rating of good to excellent. Objective: To rehabilitate or replace Number of County Bridges 45 49 10% of existing county bridges and Number of Culverts 122 122 culverts per year to preserve Number of bridges replaced 2 1 operational and structural integrity. Cost of bridges maintained, repaired $843,963 $614,312 or replaced. Average deficiency ratings for bridges New 9% 10% Good Condition 60% 61% Marginally Deficient 25% 24% Moderately Deficient 6% 5% Severely Deficient 0% 0% MAINTENANCE Objective: To apply maintenance to % of roads with a PCI above 75 or 81% Continue to monitor the pavement our 122 miles of road system after 8 excellent. condition on roads to keep in shape. years if new construction & every 6 % of roads with a PCI between 50- 19% Continue to update the 5-year years thereafter in order to maintain 75 or good. maintenance plan. a PCI of 70% or above. % of roads with a PCI of 40-50 or 0% Continue with routine maintenance to fair. keep the PCI between 50-75. Cost per mile of road maintenance. $52,935 Do prep work early so costly repairs are completed in Spring when asphalt prices are at their lowest. Objective: Traffic Safety includes # of new signs fabricated. 442 New regulations / expect an increase traffic signs, pavement striping, guide- Cost of fabricating signs. $41,299 $45,000 rail, street lighting, also mowing and Cost per lane of striping. $ 294 Centerline Purchase a Shared Service Paint Striping brush removal to maintain an adequate $ 184 Edge line Striping Truck that will provide striping roadside clear zone of 12 feet. Miles of centerline striping completed. 111.052 services to county, town and village roads Lane miles of edge striping completed. 36.189 that was previously unattainable. We will be able to do more miles at an affordable rate. ---PAGE BREAK--- HIGHWAY DEPARTMENT Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes MAINTENANCE Cont'd # of lane miles mowed. 1,952 To help promote traffic safety. We try to mow every CR two or more times. Cost per mile to mow. $28 Not to exceed a 3% increase. Cost of tree & brush removal. $10,792 Try to get more bidders interested. Objective: Drainage includes cleaning, Miles of ditches cleaned. 21.5 This should stabilize according to projects. repairing or replacing catch basins & % of maintenance cost for filling 3.5% Continue with current practice. culverts, maintenance of stream potholes. channels, ditches, potholes, grading Cost of filling potholes. $31,908 Investigate mechanical machine. and minor resurfacing of county roads. % of maintenance for drainage. 16% Continue with culvert & pipe inspections. Objective: To analyze construction % of maintenance cost for asphalt 17% Use data from RSMS for determination. cost for paving, snow removal, and maintenance. inspections for cost comparison of Cost per ton of material internal $48.26 More cost effective to use contractor. internal verses external services. (In house) Cost per ton of material external $45 to $47 Cost effective/will continue to bid. (Bid out to vendor) Objective: Start snow removal after 2" % of maintenance cost toward snow 25% Continue with snow removal procedures. after 2" of precipitation removal. accumulates to maintain a safe Cost per mile. $2,028 Maintain efficiency. traveling surface on the county Continue to accept waste salt. highway system during winter season. Cost per mile to contract. $ 3905 - Average MACHINERY Objective: To purchase, maintain and % of savings for in-house repairs 57% Monitor labor costs for outside vendors. perform in-house repair and preventa- verses outsourcing. tive maintenance to vehicular, % of time spent with "on-site" repairs. 6% Continue to reduce down time of on site construction & heavy equipment for % of work orders for major repairs. construction equipment. highway construction. Also, garage % of work orders for preventative 47% Continue to monitor repair costs to services to all Central Garage fleet maintenance. determine equipment replacement needs. vehicles. % of work orders to outside vendors. 7% Analyze oil samples of internal parts. ---PAGE BREAK--- HIGHWAY DEPARTMENT Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes SHARED SERVICES Objective: To set specifications, Total number of vehicles in the 3 Continue to provide rental units to purchase, lease, maintain and motor pool. county employees. sale of all county vehicles through one Central Garage % of time vehicle were rented 47% Require 48 hour cancellation notice. location to reduce the size of the fleet. % of time unable to fill requests 8% Monitor list for requests v. cancellations. for rentals. Total number of vehicles in the 18 Add all county owned vehicles to fleet. Central Garage Fleet. Objective: Concentration of Reduce cost of Preventative Requested P/T Mechanics Hire P/T Mechanic Helper to reduce our resources to service maintenance on all county owned Helper to perform P.M., rotate county costs. This position will be multiple departments with a vehicles by using in-house tires, check fluids, etc. self-supporting thereby reducing common goal of cost savings mechanic verses service centers. overall county expenses. Objective: Build a Shared Number of projected departments 7 To see a definitive savings in operating Service Facility at Highway using this facility costs to all departments . to reduce capital and operating Elimination of duplicate services Meet with Engineers and seek Apply for Shared Services Grant costs while combining the and processes interest in participation Enhance offering and revenue convenience of a one-stop Overall reduction in operating costs Needs Assessment creation. facility for the public benefit. To Increase Efficiency Location Simplification and efficiency of coordinate communication , staff Improve Service Maximize benefits functions to better serve the public. equipment, etc. To maximize the allocation of all resources. Objective: To provide support Number of county departments 10 10 and personnel to manage and serviced. operate an efficient and pro- Number of outside non-profit 9 9 fessional Shared Fuel Facility agencies serviced. to reduce capital and operating % of maintenance cost per year Less than 1% Keep maintenance expenses at a minimal cost for equipment and services for the facility. level to maintain current sur-charge rate. provided to internal and external agencies. % of savings over retail 30% Continue to monitor users. purchases. % of management costs. Sur-charge covers all management costs ---PAGE BREAK--- BUILDINGS GROUNDS Summary Comparison of 2007-2008 Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Central Services 7,285 $ 10,000 $ 54,241 $ 71,526 $ (24,362) $ 4,358 $ 12,000 $ 83,700 $ 100,058 $ 1,476 $ Buildings 380,457 $ 5,500 $ 553,550 $ 939,507 $ 596,641 $ 487,030 $ 3,000 $ 518,512 $ 1,008,542 $ 482,925 $ Grounds 65,572 $ - $ 17,400 $ 82,972 $ 82,972 $ 66,689 $ - $ 18,100 $ 84,789 $ 84,789 $ Parks 39,600 $ - $ 5,800 $ 45,400 $ 28,348 $ 31,004 $ - $ 5,800 $ 36,804 $ 19,752 $ TOTAL 492,914 $ 15,500 $ 630,991 $ 1,139,405 $ 683,599 $ 589,081 $ 15,000 $ 626,112 $ 1,230,193 $ 588,942 $ -13.8% $71,526 $(24,362) $100,058 $1,476 $939,507 $596,641 $1,008,542 $482,925 $82,972 $82,972 $84,789 $84,789 $45,400 $28,348 $36,804 $19,752 $1,139,405 $683,599 $1,230,193 $588,942 $(200,000) $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 Central Services Buildings Grounds Parks TOTAL 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- BUILDINGS GROUNDS Program Personnel & Fringes Equipment Material & Supplies Total Expenses Revenue Local Share Central Services 4,358 $ 12,000 $ 83,700 $ 100,058 $ 98,582 $ 1,476 $ Buildings 487,030 $ 3,000 $ 518,512 $ 1,008,542 $ 525,617 $ 482,925 $ Grounds 66,689 $ - $ 18,100 $ 84,789 $ - $ 84,789 $ Parks 31,004 $ - $ 5,800 $ 36,804 $ 17,052 $ 19,752 $ Program TOTALS 589,081 $ 15,000 $ 626,112 $ 1,230,193 $ 641,251 $ 588,942 $ Mission Statement: The Building & Grounds Department's mission is to provide a safe, clean and attractive environment in and on all County owned Buildings and Properties. Expenses Buildings 82% Grounds 7% Parks 3% Central Services 8% Revenue Local Share 48% Revenue 52% ---PAGE BREAK--- BUILDINGS GROUNDS Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Central Services 1610 Phones To administer, operate and maintain Keep phone service at their current County wide phone systems. operational level or better. 261 157 Buildings 1620 Administer, operate and maintain a good working environment in all County owned # of hours Administration 2485 2573 buildings and make various capital # of hours performing Safety Maintenance 300 237 improvements * 103,900 Total Sq. Ft. # of hours performing Preventative Maintenance 750 725 # of hours performing Minor Repairs 2400 2584 # of hours performing Painting 400 844 # of hours performing Cleaning Duties 10328 13220 # of hours performing Capital Projects 400 0 Grounds 1622 Keep lawns, flower beds and parking lots in good repair and attractive. # of hours Administration 21 73 # of hours performing Grounds Maintenance 800 2410 # of hours performing Snow Removal 700 620 # of hours performing Capital Projects 0 0 Parks 7110 Administer park grants and oversee capital improvements. Keep county park and park facilities clean and attractive. # of hours Administration 365 340 # of hours performing Safety Maintenance 10 17.3 # of hours performing Preventative Maintenance 70 10.7 # of hours performing Minor Repairs 140 150 # of hours performing Painting 200 150 # of hours performing Cleaning Duties 325 200 # of hours performing Grounds Maintenance 250 225 # of hours performing Capital Projects 1000 0 ---PAGE BREAK--- WEIGHTS MEASURES Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Administration 19,572 $ 6,687 $ 1,930 $ 28,189 $ 26,389 $ 20,566 $ 6,687 $ 1,950 $ 29,203 $ 27,403 $ TOTAL 19,572 $ 6,687 $ 1,930 $ 28,189 $ 26,389 $ 20,566 $ 6,687 $ 1,950 $ 29,203 $ 27,403 $ 3.8% $28,189 $26,389 $29,203 $27,403 $24,500 $25,000 $25,500 $26,000 $26,500 $27,000 $27,500 $28,000 $28,500 $29,000 $29,500 Administration 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- WEIGHTS MEASURES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 18,245 $ 6,687 $ 1,950 $ 26,882 $ 1,800 $ 25,082 $ Program TOTALS 18,245 $ 6,687 $ 1,950 $ 26,882 $ 1,800 $ 25,082 $ Mission Statement: This department is responsible for administering and enforcing the provisions of the New York State Agriculture and Marketing Law, rules and regulations as they relate to weights and measures and all other services designed to aid and protect consumers in ensuring accuracy in packaging and labeling of goods. Expenses Administration 100% Revenue Local Share 93% Revenue 7% ---PAGE BREAK--- WEIGHTS AND MEASURES Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes ADMINISTRATION: Inspect and test all weighing and Timeliness of inspections. measuring devices to ensure accuracy for the consumer. # of establishments within County Compliance among retail establishments. Conduct petroleum quality sampling. # of petroleum samples/failure rate Inspect calibration on farm bulk # of tanks calibrated Conduct spot checks on prepackaged # spot checks completed/failure labeling of weights in retail establish- ments throughout County. ---PAGE BREAK--- GOVERNMENT SERVICES Program Personnel & Fringes Equipment Expenses Total Expenses Revenue Local Share Legislature $229,767 $0 $15,500 $245,267 $0 $245,267 County Administrator $164,795 $0 $10,250 $175,045 $0 $175,045 County Attorney $369,784 $0 $13,750 $383,534 $248,000 $135,534 Civil Service $74,191 $0 $8,500 $82,691 $0 $82,691 Real Property $313,337 $0 $36,700 $350,037 $170,037 $180,000 County Clerk $322,274 $0 $28,350 $350,624 $401,000 ($50,376) Records Management $55,251 $0 $1,860 $57,111 $42,490 $14,621 Human Resources $207,023 $0 $29,285 $236,308 $1,300 $235,008 Treasurer $272,504 $0 $122,575 $395,079 $595,000 ($199,921) Board of Elections $164,795 $0 $74,500 $239,295 $69,625 $169,670 Information Technology $122,893 $59,910 $61,265 $244,068 $94,088 $149,980 Historian $3,100 $0 $500 $3,600 $0 $3,600 Program Totals $2,299,714 $59,910 $403,035 $2,762,659 $1,621,540 $1,141,119 Mission Statement: To provide services that support the array of programs offered to residents, visitors, and staff of Schuyler County. By providing county-wide support, a more efficient and effective delivery and operation of programs is possible. Expenses Human Resources 9% Records Management 2% County Clerk 13% Treasurer 14% Board of Elections 9% Information Technology 9% Historian 0% Real Property 13% Legislature 9% Civil Service 3% County Attorney 13% County Administrator 6% Revenue Local Share 41% Revenue 59% ---PAGE BREAK--- LEGISLATURE Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Administration 212,678 $ - $ 15,550 $ 228,228 $ 228,228 $ 229,767 $ - $ 15,500 $ 245,267 $ 245,267 $ TOTAL 212,678 $ - $ 15,550 $ 228,228 $ 228,228 $ 229,767 $ - $ 15,500 $ 245,267 $ 245,267 $ 7.5% $228,228 $228,228 $245,267 $245,267 $215,000 $220,000 $225,000 $230,000 $235,000 $240,000 $245,000 $250,000 Administration 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- LEGISLATURE Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 229,767 $ - $ 15,500 $ 245,267 $ - $ 245,267 $ Program TOTALS 229,767 $ - $ 15,500 $ 245,267 $ - $ 245,267 $ Mission Statement: The Schuyler county Legislature is responsible for developing the laws and policies that affect the constituency at large. The Legislature's mission is to provide quality services, direction, leadership and specific initiatives to ensure the effective and efficient development and administration of county services, policies, and laws to all citizens in the most cost effective manner. Expenses Administration 100% Revenue Local Share 100% Revenue 0% ---PAGE BREAK--- LEGISLATURE Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Legislature To not exceed a tax levy increase of 3% for the All Human Services related offices Ensure effective and efficient Serve as the Governmental Body year 2008 budget. Return both the Rural Urban have moved into the new Human development and administration responsible for developing County Center and the Office for the Aging buildings to Services Complex as of November of county services in the most policies, Local Laws and adopting the tax rolls. Continue to support the Council of 2007. These offices include Social cost effective manner by keeping Resolutions that affect the Government (COG) in achieving intergovernmental Services, Office for the Aging, the tax rate down. constituency at large. Provide shared services within the county, such as code Youth Bureau/Families First, leadership and direction to the enforcement, land use planning, and regional water and the Veterans Services Agency. County as a whole. and wastewater administration. Continue to The Legislature created an explore shared services with neighboring counties. Implementation and Oversight Plan and meet the communication needs of the Committee to work on the new Sheriff, Fire and Emergency Management Services Transportation Plan for County- with compatibility with the Statewide Wireless Wide public transportation. Network as a criteria in the selection process. The Real Property Tax Agency Complete the office space consolidation project on has completed re-assessing for the schedule and within budget. Continue the work on Towns of Tyrone an Orange per a joint complex at the Highway Department to the Inter-Municipal Agreements for house the Town of Dix, Village of Watkins Glen County-Wide Asessing. for municipal needs, and for Soil and Water and Watershed Protection to be under one roof. 12.1% reduction in tax rate 9.3% reduction in tax rate Complete the public transportation needs $9.23/1000 AV tax rate $8.37/1000AV tax rate assessment and evaluate implementation Tax levy increase of 2.1% Tax levy increase of 2.44% measures as it impacts county finances. Administration/Staff Serve as the administrative arm of Meet all publication deadlines for meetings and The Regular Meeting minutes have Within thirty days from a Regular the County Legislature and the public hearings. Have minutes transcribed and been transcribed by the Clerk or Meeting, transcribe and have the official link to all other departments approved in a timely manner. Perform the audit Deputy Clerk within thirty days minutes approved. Within five in the County and the constituency function in a streamlined, accurate function. Provide for approval by the Legislature. days from approval, post public at large. Assist the Legislature with information as quickly as possible and make more They are also sent to be published notices, hearings and minutes of its planning and services to the information electronically accessible for the on the web page within five days the Legislature on the County County's needs including: adopting constituency. after approval. Web page. Within ten days, turn resolutions and local laws, around requests for public establishing and enforcing policies, information. auditing county bills, confirming appointments, assisting citizens in addressing local concerns and providing information and required notices to the public on county services and meetings. ---PAGE BREAK--- COUNTY ADMINISTRATOR Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE County Wide Administration 157,034 $ 3,550 $ 160,584 $ 160,584 $ 164,795 $ 10,250 $ 175,045 $ 175,045 $ TOTAL 157,034 $ 3,550 $ 160,584 $ 160,584 $ 164,795 $ 10,250 $ 175,045 $ 175,045 $ 9.0% $160,584 $160,584 $175,045 $175,045 $150,000 $155,000 $160,000 $165,000 $170,000 $175,000 $180,000 County Wide Administration 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- COUNTY ADMINISTRATOR Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share County Wide Administration 164,795 $ - $ 10,250 $ 175,045 $ - $ 175,045 $ Program TOTALS 164,795 $ - $ 10,250 $ 175,045 $ - $ 175,045 $ Mission Statement: The mission of the County Administrator is to provide leadership while overseeing the daily operations of the County government, coordinating and guiding interdepartmental and interagency activities and projects, and representing the County in various community endeavors. Through promoting cooperation, communication, and collaboration among all stakeholders, the most efficient and cost effective delivery of services will be achieved. Expenses County Wide Adminis-tration 100% Revenue Local Share 100% Revenue 0% ---PAGE BREAK--- COUNTY ADMINISTRATOR Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes ADMINISTRATION The County Administrator oversees Fiscal Management the daily operations of the County Budgetary Controls Tax levy Increase of 2.1% Tax Levy Increase of 2.4% government, coordinating and Tax Rate Decrease of 12. 1% Tax Rate Decrease of 9.3% guiding interdepartmental and Tax rate of 9.23/1000 assessed value Tax rate of 8.37/1000 assessed value interagency activities and projects, Performance Budgeting Increase performance measures in Achieve at least 50% of PBB measures and representing the County in departments in all county departments various community endeavors. Stewardship of County Completed construction of Human Return Rural urban center and former Specific responsibilities include Resources Services Complex under budget and Office for Aging to tax rolls in a manner development and implementation of ahead of schedule that promotes sustained economic county policies, negotiation of union growth contracts and labor issues, recruit- Credit Rating County enjoys an A rating by Moody's Maintain rating ment, supervision and evaluation of department heads and general Communication administration of County projects. Provide Legislature with timely Attend all committee meetings Continue 2007 initiatives The County Administrator also and complete reports and Provided recommendations for building serves as the Budget Officer, and is recommendations project responsible for the development, analysis and administration of the Provide coordination and facilitate Work to achieve COG goals of regional County budget. Council of Governments code enforcement and land use planning Leadership Provide leadership within Supported professional development Increase professional development County departments and for all staff opportunities by at least 50% community. Facilitated work of Transportation Implement recommendations of Committee in assessing the need for Transit Committee; develop a Schuyler expansion of public transit in County County Transit System Facilitate SMSI grant application for Construct facility Shared records management facility Begin planning shared Public Works Facility ---PAGE BREAK--- COUNTY ATTORNEY Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE DSS 238,482 $ - $ 9,384 $ 247,866 $ 17,866 $ 276,124 $ 9,714 $ 285,838 $ 37,838 $ Leg/Admin 30,963 $ - $ 1,315 $ 32,278 $ 32,278 $ 32,676 $ 1,375 $ 34,051 $ 34,051 $ Juvenile Prosecution 21,775 $ - $ 1,024 $ 22,799 $ 22,799 $ 23,202 $ 1,084 $ 24,286 $ 24,286 $ Other Depts 35,752 $ - $ 1,517 $ 37,269 $ 37,269 $ 37,782 $ 1,577 $ 39,359 $ 39,359 $ TOTAL 326,972 $ - $ 13,240 $ 340,212 $ 110,212 $ 369,784 $ - $ 13,750 $ 383,534 $ 135,534 $ 23.0% $247,866 $17,866 $285,838 $37,838 $32,278 $32,278 $34,051 $34,051 $22,799 $22,799 $24,286 $24,286 $37,269 $37,269 $39,359 $39,359 $340,212 $110,212 $383,534 $135,534 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 DSS Leg/Admin Juvenile Prosecution Other Depts TOTAL 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- COUNTY ATTORNEY Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share DSS 276,124 $ - $ 9,714 $ 285,838 $ 248,000 $ 37,838 $ Leg/Admin 32,676 $ - $ 1,375 $ 34,051 $ 34,051 $ Juvenile Prosecution 23,202 $ - $ 1,084 $ 24,286 $ 24,286 $ Other Depts 37,782 $ - $ 1,577 $ 39,359 $ 39,359 $ Program TOTALS 369,784 $ - $ 13,750 $ 383,534 $ 248,000 $ 135,534 $ Mission Statement: This office is legal counsel to the County Legislature and officers of the County; and is the Legal representative of the County in civil actions. Expenses Leg/Admin 9% Juvenile Prose- cution 6% Other Depts 10% DSS 75% Revenue Local Share 35% Revenue 65% ---PAGE BREAK--- COUNTY ATTORNEY Performance Measures Programs Objectives Performance Measures 2007 Narrative 2008 Narrative Legislative/Administrative - Provide timely and % of contracts and Building Acquistion and County Wide Assessment ~Legal Counsel to the Legislature accurate legal opinions to opinions requests re- related litigation Padua Montour House and County Administrator legislature and County sponded to in a 48 hours: Ridge Montour House. Administrator. DSS Provide timely and Hotlines:216 to date Legal advice, Prosecution of Child effective prosecution of CPS Hotline Referrals: Substantial increase in Review of Article 81 abuse and neglect case, enforce- neglect, abuse, and 2004 - 48 Article 81 Proceedings Process ment of support cases, PINS support cases including 2005 - 34 Adult Services presentment, Claims collection. "real time" advice to 2006 - 50 caseworkers. 2007 -28 (Aug.) Departmental Counsel - other Provide timely and % of contracts and Tax Sale process review Sale of Buildings Legal advice to each county accurate legal opinions opinion requests Board of Elections department including tax litigation. and contract review to responded to in 48 hours: leasing departments. 2005 - 491 = 95% 2006 - 571 = 98% 2007 - 616= 99% (Oct.-Sept.) Juvenile Prosecution Timely evaluation and Petitions: Prosecution of all misdemeanors presentment of cases to 2006 - PINS 11 and felonies committed by defen- Family court. Effective JD 16 dants under 16 years of age. coordination with Law 2007 - PINS-8 to date enforcement agencies, JD-11 to date and schools. ---PAGE BREAK--- CIVIL SERVICE Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Civil Service 69,974 $ - $ 8,900 $ 78,874 $ 78,874 $ 74,191 $ 8,500 $ 82,691 $ 82,691 $ TOTAL 69,974 $ - $ 8,900 $ 78,874 $ 78,874 $ 74,191 $ - $ 8,500 $ 82,691 $ 82,691 $ 4.8% $78,874 $78,874 $82,691 $82,691 $76,000 $77,000 $78,000 $79,000 $80,000 $81,000 $82,000 $83,000 Civil Service 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- CIVIL SERVICE Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Civil Service 74,191 $ - $ 8,500 $ 82,691 $ 82,691 $ Program TOTALS 74,191 $ - $ 8,500 $ 82,691 $ - $ 82,691 $ Mission Statement: Public employees are hired under a merit system known as civil service. The Schuyler County Civil Service Department provides services to members of the public seeking employment and to municipalities in filling non-elective positions in public service. Under the direction of the Personnel Officer, the department also administers the provisions of the New York State Civil Service Law and Schuyler County Civil Service Rules. Civil Service responsibilities include payroll certification, examination administration, job classification, and advice and assistance concerning Civil Service Law for all County departments and other jurisdictions in Schuyler County (school districts, towns, villages and special districts). Expenses Civil Service 100% Revenue Local Share 100% Revenue 0% ---PAGE BREAK--- CIVIL SERVICE Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Administration Goal: Assist the community by Convey information to the public Have added Civil Service Rules to Will have all of job descriptions on information on examinations and visit the office. Provide County website. county website. position vacancies and other Civil on webpage for convenience to Service issues. community and cost effectiveness. Goal: Assist municipalities to ensure Certify payroll for all Most payrolls have been certified Continue to certify payrolls for all that hiring conforms to Civil Service Schuyler County at least one time for 2007. municipalities each year. Law and Rules. fiscal year. Correct problems Goal: Ensure sufficient eligible lists Provisional rate (untested Provisional rate was less than state Keep provisional rate as low as hiring competitive positions by positions) as shown on annual average for 2006. possible. lists and administering examinations. to NYS Civil Service is equal to or less than state average. ---PAGE BREAK--- REAL PROPERTY Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Service to Taxpayers 45,650 $ - $ 2,450 $ 48,100 $ 43,100 $ 49,775 $ 2,600 $ 52,375 $ 47,375 $ Service to Assmt Community 173,470 $ - $ 42,570 $ 216,040 $ 137,840 $ 66,642 $ 29,100 $ 95,742 $ 73,072 $ Consolidated Assessment Svcs 187,080 $ 5,000 $ 192,080 $ 64,713 $ Chemung County Shared Svcs 18,180 $ - $ - $ 18,180 $ (11,820) $ 9,840 $ 9,840 $ (5,160) $ TOTAL 237,300 $ - $ 45,020 $ 282,320 $ 169,120 $ 313,337 $ - $ 36,700 $ 350,037 $ 180,000 $ 6.4% $48,100 $43,100 $52,375 $47,375 $216,040 $137,840 $95,742 $73,072 $192,080 $64,713 $18,180 $(11,820) $9,840 $(5,160) $282,320 $169,120 $350,037 $180,000 $(50,000) $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 Service to Taxpayers Service to Assmt Community Consolidated Assessment Svcs Chemung County Shared Svcs TOTAL 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- REAL PROPERTY TAX SERVICE AGENCY Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenues Local Share Service to Taxpayers 49,775 $ - $ 2,600 $ 52,375 $ 5,000 $ 47,375 $ Service to Assmt Community 66,642 $ - $ 29,100 $ 95,742 $ 22,670 $ 73,072 $ Consolidated Assessment Svcs 187,080 $ - $ 5,000 $ 192,080 $ 127,367 $ 64,713 $ Chemung County Shared Svcs 9,840 $ - $ - $ 9,840 $ 15,000 $ (5,160) $ Program TOTALS 313,337 $ - $ 36,700 $ 350,037 $ 170,037 $ 180,000 $ Mission Statement: The Real Property Agency oversees the equitable administration of the real property tax. Expenses Service to Assmt Community 27% Consoli-dated Assnt Svcs 55% Chemung County Shared Svcs 3% Service to Taxpayers 15% Revenue Local Share 51% Revenues 49% ---PAGE BREAK--- REAL PROPERTY TAX AGENCY Performance Measures Programs Definition Performance Measures 2007 Outcomes 2008 Projected Outcomes Service to Taxpayers Process corrections to tax Circumstances of alleged errors 27 out of 28 corrections 100% of correction rolls. are investigated and processed within 10 days of applications processed tions issued within 10 days of receipt, consistent with within 10 days of receipt, receipt of application, consistent statutory requirement. consistent with statutory with statutory requirement. requirement. Service to the Assessment Service to the Assessment Community Community includes: ~Preparing and maintaining Provide deeds and transfer re- Deeds and transfers provided Log and compile actual accurate tax maps for ports to assessors within 45 days to assessors within 45 days of number of transfers and assessment purposes. of filing. filing. (Average for each two turn around time on each week batch) document. Ensure a 1 to 1 match of parcels between the tax maps and the assessment rolls. ~Providing timely reports to Sales Transmittal Reports are to Sales Transmittal Reports Sales Transmittal Reports state on behalf of be provided to Albany quarterly. were provided quarterly. to be provided quarterly. Assessors' Annual Reports to be Electronic copies of Assessors' Both electronic and hard copy provided to Albany by 7/31. Annual Reports were provided of Assessors' Annual Reports in July. Hard copy followed provided to Albany in July. in August. ~Assist the County Treasurer Parcels on the auction list are Auction property report was Auction property report to be with the tax auction. investigated and a report issued prepared within 30 days of the prepared within 30 days of within 30 days of receipt of the receipt of treasurer's request. receipt of treasurer's request. list. ---PAGE BREAK--- REAL PROPERTY TAX AGENCY Performance Measures Programs Definition Performance Measures 2007 Outcomes 2008 Projected Outcomes Chemung County Shared The shared services contract Net Revenue = $11,820 Net Revenue = $5,160, Services with Chemung County reflecting a reduced scope of providing RPT Director Calculate net revenue attributed services due to expanded services as defined in statute, to the shared services contract. duties involving Schuyler and administration of PILOT County consolidated program. assessment services. Consolidated Assessment Provide assessing services Reassessment Rolls meet the Orange and Tyrone receive Services to municipalities including state's requirements for level and Eq rates of 100%, and qualify assessment and exemption equity to qualify for aid. for reassessment aid. administration, successful completion of reassessment Conduct a public information Public information and town projects, and a public meeting in each municipality, board meetings in 6 of 8 information program that meet with town boards. towns. educates taxpayers as to the system processes and their Per parcel cost of service must $9.89 per parcel cost for rights to due process. compare favorably to $13.55 participating towns is 27% average per parcel cost prior to less than the prior per implementation of program. parcel cost of $13.55. Maximize the number of 6 of 8 towns continue to participating municipalities to participate. offset per parcel cost. ---PAGE BREAK--- COUNTY CLERK / DEPARTMENT OF MOTOR VEHICLES Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE County Clerk 141,395 $ - $ 23,600 $ 164,995 $ (115,005) $ 157,000 $ - $ 23,425 $ 180,425 $ (10,575) $ DMV 165,761 $ - $ 4,850 $ 170,611 $ 60,611 $ 165,274 $ - $ 4,925 $ 170,199 $ (39,801) $ TOTAL 307,156 $ - $ 28,450 $ 335,606 $ (54,394) $ 322,274 $ - $ 28,350 $ 350,624 $ (50,376) $ -7.4% $164,995 $(115,005) $180,425 $170,611 $60,611 $170,199 $335,606 $(54,394) $350,624 $(50,376) $(150,000) $(100,000) $(50,000) $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 County Clerk DMV TOTAL 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- COUNTY CLERK / DEPARTMENT OF MOTOR VEHICLE Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share County Clerk 157,000 $ - $ 23,425 $ 180,425 $ 191,000 $ (10,575) $ DMV 165,274 $ - $ 4,925 $ 170,199 $ 210,000 $ (39,801) $ Program TOTALS 322,274 $ - $ 28,350 $ 350,624 $ 401,000 $ (50,376) $ Mission Statement: The mission of the County Clerk's Office is to process, preserve and provide public access to documents including legal records pertaining to ownership of real property and a variety of filings that affect real property, and records for Supreme and County Courts within Schuyler County. The goal of both the Clerk's Office and the DMV is to provide efficient, knowledgeable and prompt service to the public we serve. Expenses DMV 49% County Clerk 51% Revenue Local Share 11% Revenue 89% ---PAGE BREAK--- COUNTY CLERK/DEPARTMENT OF MOTOR VEHICLE Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes County Clerk Objective: Record & file documents in ▪ Keep document return time to 2-3 Document return time, for the most Hope to trim document return time a timely, easily retrievable and weeks. part, has been kept well within our little bit more. manner, thereby preserving the history ▪ Public comment. desired limits. Will continue to offer effective and of Schuyler County. ▪ Track mortgage tax (local) Public comment has been positive. efficient customer service. Strive to keep exceptional public collected and submitted to All looks good for easily staying Should work within our year end service, while working within our Office to offset Corning within our budget for year end budget. budget. College charge backs. ▪ Year-end budget figures. DMV Objective: Stay appraised of the ▪ Public Comment. With a full staff of proficient clerks Will continue to monitor customer constantly changing laws and ▪ Possibly develop a comment we have been able to keep wait wait time and comments. Serve the public in a friendly manner, survey. at an acceptable level and public With the new building move, hope keeping wait time at a minimum. ▪ Monitor waiting time. comment has been good. find solution to a few problems, as not enough customer wait area. ---PAGE BREAK--- RECORDS MANAGEMENT Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Records Management 38,203 $ - $ 1,440 $ 39,643 $ 2,393 $ 55,251 $ 1,860 $ 57,111 $ 14,621 $ TOTAL 38,203 $ - $ 1,440 $ 39,643 $ 2,393 $ 55,251 $ - $ 1,860 $ 57,111 $ 14,621 $ 511.0% $39,643 $2,393 $57,111 $14,621 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 Records Management 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- RECORDS MANAGEMENT Program Personnel & Fringes Equipment Operational Expenses Total Expenses Federal & State Local Share Records Management 55,251 $ - $ 1,860 $ 57,111 $ 42,490 $ 14,621 $ Program TOTALS 55,251 $ - $ 1,860 $ 57,111 $ 42,490 $ 14,621 $ Mission Statement: Maximize service to intermunipal partners and the general public through secure storage, quick retrieval in inactive records, responsible destruction of obsolete record and the preservation of permanent and archival records. Expenses Records Management 100% Revenue Local Share 26% Federal & State 74% ---PAGE BREAK--- RECORDS MANAGEMENT Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes ADMINISTRATION Research, storage, reduction, 1,400,000 sheets of paper destroyed Due to budget constraints, electronic Reduction of paper destroyed on a preservation, retrieval of on a yearly basis. measures have not been put into place yearly basis by means of electronic information belonging to all measures county departments. Records stored in five areas of the Records are still stored in five areas of county campuses. the campus, due to State Education Completion of shared records Departments lack of approval of plans storage facility to include towns, 65% compliance with state regulations/ for new facility villages, school district and the suggestions regarding records storage. counties records in one location 75% compliance due to massive microfilming project in various 95% compliance with state regulations departments suggestions regarding records storage ---PAGE BREAK--- HUMAN RESOURCES Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Employee Benefit Admin. 89,536 $ - $ 13,178 $ 102,714 $ 101,414 $ 86,635 $ - $ 13,178 $ 99,813 $ 98,513 $ Dept. and Policy Admin. 43,773 $ - $ 6,443 $ 50,216 $ 50,216 $ 83,872 $ - $ 4,393 $ 88,265 $ 88,265 $ Labor Relations 65,660 $ - $ 9,664 $ 75,324 $ 75,324 $ 36,516 $ - $ 11,714 $ 48,230 $ 48,230 $ TOTAL 198,969 $ - $ 29,285 $ 228,254 $ 226,954 $ 207,023 $ - $ 29,285 $ 236,308 $ 235,008 $ 3.5% $102,714 $101,414 $99,813 $98,513 $50,216 $50,216 $88,265 $88,265 $75,324 $75,324 $48,230 $48,230 $228,254 $226,954 $236,308 $235,008 $50,000 $100,000 $150,000 $200,000 $250,000 Employee Benefit Admin. Dept. and Policy Admin. Labor Relations TOTAL 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- HUMAN RESOURCES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Employee Benefit Admin. 86,635 $ - $ 13,178 $ 99,813 $ 1,300 $ 98,513 $ Dept. and Policy Admin. 83,872 $ - $ 4,393 $ 88,265 $ 88,265 $ Labor Relations 36,516 $ - $ 11,714 $ 48,230 $ 48,230 $ Program TOTALS 207,023 $ - $ 29,285 $ 236,308 $ 1,300 $ 235,008 $ Mission Statement: The Schuyler County Human Resource Department strives to serve active employees, retirees, and the public with all issues concerning county employment, benefits and salaries, with a primary goal of fostering positive relationship and increasing job satisfaction and staff retention. The Department assists the Legislature with benefits and policy administration; serves as a link between management and employees on human resource matters; ensures county compliance with applicable state and federal laws; provides employee professional development; and ensures staff needs are met: all of which, among other things, results in cost and liability containment for the county. Expenses Dept. and Policy Admin. 37% Labor Relations 20% Employee Benefit Admin. 43% Revenue Local Share 99% Revenue 1% ---PAGE BREAK--- HUMAN RESOURCES Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Employee Benefit Administration Administration of all benefits and Analyze cost and revenue data for Comprehensive report outlining Proactively seek out ways to reduce rights provided to active and retired all of the county's insurance plans. costs and reimbursements for active health insurance costs, i.e. investigate employees, i.e. insurance, worker's employees and retirees. Improved self-funding, RFPs, possible re- compensation, deferred compensation, ability to budget based on up to date opening of union contracts to discuss flexible spending, retirement, ADA, actual costs. plan design changes, etc. FLSA, FMLA. Administration of Ultimate goal of cost savings. salary schedule, management level salary plan, orientation of new employees, insurance bill processing, retiree payments and census. Establish an electronic, sole source Received proposals from ADP and Accept proposal from KVS for for employee information in order to KVS on human resource software Human Resources module which improve office efficiency, reporting for employee tracking and reporting. includes a complete employee and consolidation/elimination of files history file and ties in with payroll and notebooks. system. Departmental and Policy Administration Development, interpretation and Draft training outline and investigate Investigated training options and Determine all annual mandated advisement re: policies and procedures, the most efficient, effective way to purchased web based training training requirements and develop professional development training for provide training to each employee. program. outline of same. Conduct training all employees, office budget and to 50% of employee population. performance, drug and alcohol testing, Provide required safety training to Established policy and procedures Conduct training to all employees workplace safety, exit interviews, county employees in order to for blood borne pathogens and who have exposure to blood borne department contracts, general office increase safety in the workplace. exposure control / investigated pathogens. duties. training opportunities with Lovell & the NYS Insurance Fund. In accordance with new state law, Employee survey completed with Complete policy and conduct conduct an assessment via a survey majority of employees responding. training to all employees. of department administrators and On-site safety assessment conducted Implement recommendations from county employees. Draft a new by professional consultant with safety assessment, contingent upon Workplace Violence Protection report detailing safety concerns. budgetary constraints. Program Policy. ---PAGE BREAK--- HUMAN RESOURCES Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Labor Relations Negotiations, union contract Improve historical data for easy Obtained all grievance files and Establish electronic log of all interpretation, investigation reference and past practice when organized by department. grievances. Due to increased (discrimination/improper practice), addressing employment issues. knowledge and communication as a employee discipline and counseling, result of having historical data, grievances, arbitration. reduce number of grievances. Research bargaining agreements Obtained information and Successful negotiated contract with with other counties for deputy successfully negotiated contract the Corrections Officers Assoc. sheriffs and correction officers. with Road Patrol Association. without going to arbitration, nor Develop strong working relationship Worked closely with the Sheriff on exceeding an overall 3.5% increase. with the Sheriff in order to develop negotiation preparation for both an effective negotiation strategy. Road Patrol and Corrections Associations. Reduction in cost of labor counsel Savings of $8,000 per union for Continued savings from keeping by educating staff, performing negotiating consultant. labor counsel usage at a minimum. own legal research and conducting Reduction in labor counsel costs Anticipated increase in labor counsel negotiations with in-house staff. by 86% from 2005 to 2007 cost of $1800 due to cost of living ($55,000 in 2005; $7,500 in 2006 adjustment to contract. and 2007). ---PAGE BREAK--- TREASURER Summary Comparison of 2007-2008 Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Tax Collection 76,502 $ - $ 48,800 $ 125,302 $ (392,698) $ 76,773 $ 56,800 $ 133,573 $ (461,427) $ Payroll 55,103 $ - $ 4,302 $ 59,405 $ 59,405 $ 53,173 $ 2,050 $ 55,223 $ 55,223 $ Accounts Payable 56,176 $ - $ 60,798 $ 116,974 $ 116,974 $ 61,739 $ 60,475 $ 122,214 $ 122,214 $ Purchasing 72,435 $ - $ 2,825 $ 75,260 $ 75,260 $ 80,819 $ 3,250 $ 84,069 $ 84,069 $ TOTAL 260,216 $ - $ 116,725 $ 376,941 $ (141,059) $ 272,504 $ - $ 122,575 $ 395,079 $ (199,921) $ 41.7% $125,302 $(392,698) $133,573 $(461,427) $59,405 $59,405 $55,223 $55,223 $116,974 $116,974 $122,214 $122,214 $75,260 $75,260 $84,069 $84,069 $376,941 $(141,059) $395,079 $(199,921) $(500,000) $(400,000) $(300,000) $(200,000) $(100,000) $100,000 $200,000 $300,000 $400,000 Tax Collection Payroll Accounts Payable Purchasing TOTAL 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- TREASURER Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Tax Collection 76,773 $ - $ 56,800 $ 133,573 $ (595,000) $ (461,427) $ Payroll 53,173 $ - $ 2,050 $ 55,223 $ - $ 55,223 $ Accounts Payable 61,739 $ - $ 60,475 $ 122,214 $ - $ 122,214 $ Purchasing 80,819 $ - $ 3,250 $ 84,069 $ - $ 84,069 $ Program TOTALS 272,504 $ - $ 122,575 $ 395,079 $ (595,000) $ (199,921) $ Mission Statement: The mission of the county Treasurer's office is to: collect taxes on real estate, and ensure that the revenues are distributed to municipalities, and other agencies of the county; and manage and invest all monies deposited in the Treasury in a professional and prudent manner to ensure that they are kept safe at all times, earn a reasonable rate of return, and are available when needed so that the county can operate and provide services to the citizens, and agencies of Schuyler County. Expenses Tax Collection 34% Purchasing 21% Accounts Payable 31% Payroll 14% Revenue Local Share 25% Revenue 75% ---PAGE BREAK--- TREASURER Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes Tax Collection Diligently and efficiently monitor and The number of properties that the collect delinquent taxes to reduce tax County took title to for non payment foreclosures on properties as well as of taxes was 15. The number that monitor Installment Agreements that the went to actual sale was 9. The office County has with tax payers. has 72 active Installment Agreements. Accounts Payable Quickly and efficiently pay all vendors who have supplied the County with goods and services. Payroll Accurately and efficiently pay all County employees as well as report all wages and retirement figures to the correct agency. Purchasing Monitor all purchases made on behalf Purchases have been made and with of the County to ensure that the best the help of the internet we have been price is being obtained as well for the able to check and compare pricing on quality of goods purchased. Monitor of items before purchasing to ensure that goods purchased. Monitor all fixed we have obtained the best pricing for assets to ensure County is fully insured the County. Purchasing has better and that all GASB requirements are met tracked the fixed assets for insurance for reporting purposes. and GASB requirements. ---PAGE BREAK--- BOARD OF ELECTIONS Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Administration 98,735 $ - $ 70,800 $ 169,535 $ 104,910 $ 164,795 $ - $ 74,500 $ 239,295 $ 169,670 $ TOTAL 98,735 $ - $ 70,800 $ 169,535 $ 104,910 $ 164,795 $ - $ 74,500 $ 239,295 $ 169,670 $ 61.7% $169,535 $104,910 $239,295 $169,670 $50,000 $100,000 $150,000 $200,000 $250,000 Administration 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- BOARD OF ELECTIONS Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 164,795 $ - $ 74,500 $ 239,295 $ 69,625 $ 169,670 $ Program TOTALS 164,795 $ - $ 74,500 $ 239,295 $ 69,625 $ 169,670 $ Mission Statement: The Mission of the Schuyler County Board of Elections is to provide election services, information and education to the residents of Schuyler County so that they can exercise their right to vote and have confidence that the elections are fair, impartial and accurate. Expenses Administration 100% Revenue Local Share 71% Revenue 29% ---PAGE BREAK--- BOARD OF ELECTIONS Performance Measures Programs Performance Measures 2007 Outcomes 2008 Projected Outcomes ADMINISTRATION To accomplish the mission, it is Staffing levels; election Election inspectors: need 90, have Goal is to have the 90 election necessary to fully staff all polling & custodians. Custodians: Fully staffed. inspectors secured. with well trained, knowledgeable Party inspectors: Fully staffed. election inspectors. It is also necessary Training of inspectors and Each inspector is trained a minimum Unless new machines are purchased, to provide support for the inspectors custodians. 3 hrs. per year. Due to the number of training will continue at current with equally capable election inspectors & limited space, training is levels. If new machines are in place, done in 8 sessions. extensive training will be needed for Administrative function also consists inspectors & custodians. ensuring full compliance with the Help America Vote Act (HAVA) prior to Implementation of HAVA N/A Awaiting direction from NYS the 2006 Federal election. Additional efforts remain ongoing at # of registered voters 11,430 14,000 increasing voter participation both in % of eligible voters registered 59% of Schuyler residents over the terms of registered voters and actual age of 18 are registered to vote voters. % of registered voters who vote: ▪ Primary 11% of eligible voters 50% of eligible voters ▪ General 37% of eligible voters 75% of eligible voters # of polling places within the 17 polling places, plus 1 handicapped If new machines are in place, each of County the 17 polling places will be handicapped accessible. # of educational outreach efforts League of Women Voters currently If new voting machines are in place, for Schuyler residents. does voter education twice a year at there will be numerous educational the Watkins Glen High School & the outreach efforts for residents of all Odessa Central School. ages. The League program will remain the same. ---PAGE BREAK--- INFORMATION TECHNOLOGY Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE County -Wide Administration 91,537 $ 55,000 $ 45,805 $ 192,342 $ 114,804 $ 122,893 $ 59,910 $ 61,265 $ 244,068 $ 149,980 $ TOTAL 91,537 $ 55,000 $ 45,805 $ 192,342 $ 114,804 $ 122,893 $ 59,910 $ 61,265 $ 244,068 $ 149,980 $ 30.6% $192,342 $114,804 $244,068 $149,980 $50,000 $100,000 $150,000 $200,000 $250,000 County -Wide Administration 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- INFORMATION TECHNOLOGY Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share County -Wide Administration 122,893 $ 59,910 $ 61,265 $ 244,068 $ 94,088 $ 149,980 $ Program TOTALS 122,893 $ 59,910 $ 61,265 $ 244,068 $ 94,088 $ 149,980 $ Mission Statement: To provide the departments of Schuyler County with the resources necessary to collect, store and deliver county data in the most efficient manner. The Information Technology Department will work to increase technology and reduce operating cost by implementing a centralized approach. Expenses County -Wide Administration 100% Revenue Local Share 61% Revenue 39% ---PAGE BREAK--- HISTORIAN Summary Comparison of 2007-2008 Costs Program 2007 Personnel (100) 2007 Equipment (200) 2007 Operations (400) 2007 TOTAL 2007 LOCAL SHARE 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Historian 3,000 $ - $ 500 $ 3,500 $ 3,500 $ 3,100 $ - $ 500 $ 3,600 $ 3,600 $ TOTAL 3,000 $ - $ 500 $ 3,500 $ 3,500 $ 3,100 $ - $ 500 $ 3,600 $ 3,600 $ 2.9% $3,500 $3,500 $3,600 $3,600 $3,440 $3,460 $3,480 $3,500 $3,520 $3,540 $3,560 $3,580 $3,600 Historian 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- MISCELLANEOUS/OTHER Summary Comparison of 2007-2008 Costs Program 2007 Expenses 2007 TOTAL 2007 LOCAL SHARE 2008 Expenses 2008 TOTAL 2008 LOCAL SHARE % Change LOCAL SHARE Contract Agencies 672,943 $ 672,943 $ 514,893 $ $714,321 $714,321 $552,321 Community College Charge Backs 775,000 $ 775,000 $ 675,000 $ $675,000 $675,000 $575,000 County Liability Insurance 68,000 $ 68,000 $ 38,000 $ $68,000 $68,000 $38,000 Contingency 230,000 $ 230,000 $ 230,000 $ $230,000 $230,000 $230,000 Debt Service 49,390 $ 49,390 $ 49,390 $ $52,430 $52,430 $52,430 Municipal Assoc. Dues 3,352 $ 3,352 $ 3,352 $ $3,453 $3,453 $3,453 Transportation 187,959 $ 187,959 $ 10,000 $ $187,959 $187,959 $50,000 Room Tax 133,000 $ 133,000 $ (7,000) $ $190,000 $190,000 -$10,000 Judgments & Claims 4,800 $ 4,800 $ 4,800 $ $3,500 $3,500 $3,500 Retiree Insurance 210,824 $ 210,824 $ 166,824 $ $597,395 $597,395 $319,040 Municipal Health Ins. Consortium - $ - $ - $ $778,474 $778,474 $0 Miscellaneous/ Other 255,652 $ 255,652 $ 114,352 $ $301,117 $301,117 ($269,347) TOTAL 2,590,920 $ 2,590,920 $ 1,799,611 $ $3,801,649 $3,801,649 $1,544,397 -14.2% $2,590,920 $1,799,611 $3,801,649 $1,544,397 $1,000,000 $2,000,000 $3,000,000 $4,000,000 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE TOTALS 2007 TOTAL 2007 LOCAL SHARE 2008 TOTAL 2008 LOCAL SHARE ---PAGE BREAK--- MISCELLANEOUS/OTHER Program Contractual Total Expenses Revenue Local Share Contract Agencies 714,321 $ 714,321 $ 162,000 $ 552,321 $ Community College Charge Backs 675,000 $ 675,000 $ 100,000 $ 575,000 $ County Liability Insurance 68,000 $ 68,000 $ 30,000 $ 38,000 $ Contingency 230,000 $ 230,000 $ - $ 230,000 $ Debt Service 52,430 $ 52,430 $ - $ 52,430 $ Municipal Assoc. Dues 3,453 $ 3,453 $ - $ 3,453 $ Transportation 187,959 $ 187,959 $ 137,959 $ 50,000 $ Room Tax 190,000 $ 190,000 $ 200,000 $ (10,000) $ Judgments & Claims 3,500 $ 3,500 $ - $ 3,500 $ Retiree Insurance 597,395 $ 597,395 $ 278,355 $ 319,040 $ Municipal Health Ins. Consortium 778,474 $ 778,474 $ 778,474 $ - $ Miscellaneous Other 301,117 $ 301,117 $ 570,464 $ (269,347) $ Program TOTALS 3,801,649 $ 3,801,649 $ 2,257,252 $ 1,544,397 $ Mission Statement: To supplement the overall mission of County government by providing services that support the delivery of programs that benefit residents, visitors, and staff. Expenses Contract Agencies 19% Contingency 6% County Liability Insurance 2% Community College Charge Backs 18% Room Tax 5% Judgments & Claims 0% Municipal Assoc. Dues 0% Debt Service 1% Transportation 5% Retiree Insurance 15% Municipal Health Ins. Consortium 21% Miscellaneous Other 8% Revenue Local Share 41% Revenue 59% ---PAGE BREAK--- CONTRACT AGENCIES Contractural Revenue Local Share $10,000 $0 $10,000 $134,193 $0 $134,193 $1,000 $0 $1,000 $136,240 $162,000 -$25,760 $0 $0 $0 $348,088 $0 $348,088 $35,000 $0 $35,000 $30,000 $0 $30,000 $4,800 $0 $4,800 $8,500 $0 $8,500 $6,500 $0 $6,500 $714,321 $162,000 $552,321 Program Finger Lakes Wine Country Catholic Charities Arts of the Southern Finger Lakes Program Totals Schuyler County Historical Society Schuyler County Soil & Water Schuyler County Industrial Dev. Agency Cornell Cooperative Extension SCOPED REDEC STC CASA Revenue Revenue 23% Local Share 77%