Document Schuylercountyny_doc_4441d45b31

SCHUYLER COUNTY GOVERNMENT 2009 APPROVED BUDGET 2009 $42,109,928 $31,809,889 $1,000,000 $9,300,039 $8.36 -0.12% 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 2009 ---PAGE BREAK--- SCHUYLER COUNTY GOVERNMENT Public Safety $4,897,756 $1,006,456 $3,891,300 $5,001,507 $1,031,865 $3,969,642 Human Services $19,003,255 $12,308,488 $6,694,767 $18,696,883 $11,555,723 $7,141,160 Public Works $6,243,009 $2,966,554 $3,276,455 $6,803,560 $3,386,988 $3,416,572 Government Services $2,762,659 $1,621,540 $1,141,119 $3,078,788 $1,849,499 $1,229,289 Miscellaneous $3,801,649 $2,257,252 $1,544,397 $3,934,314 $2,899,201 $1,035,113 Interfund Transfer $2,652,045 $2,652,045 $0 $2,674,646 $2,674,646 $0 Fund Balance $0 $1,500,000 ($1,500,000) $0 $1,000,000 ($1,000,000) Sales Tax $2,068,189 $8,272,754 ($6,204,565) $2,130,235 $8,520,937 ($6,390,702) Program Totals $41,428,562 $32,585,089 $8,843,473 $42,319,933 $32,918,859 $9,401,074 2009 Total Expenses 2009 Revenue 2009 Local Share Program 2008 Total Expenses 2008 Revenue 2008 Local Share Expenses Sales Tax 5% Fund Balance 0% Interfund Transfer 6% Miscellaneous 9% Public Safety 12% Government Services 7% Public Works 16% Human Services 45% Revenue Public Safety 3% Sales Tax 26% Fund Balance 3% Interfund Transfer 8% Miscellaneous 9% Human Services 35% Public Works 10% Government Services 6% ---PAGE BREAK--- DEPARTMENT Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE Public Safety 3,886,291 $ 472,495 $ 538,970 $ 4,897,756 $ 3,891,300 $ 3,886,490 $ 166,096 $ 948,921 $ 5,001,507 $ 3,969,642 $ 2.0% Human Services 6,476,760 $ 36,000 $ 12,490,495 $ 19,003,255 $ 6,694,767 $ 6,824,343 $ 12,415 $ 11,860,125 $ 18,696,883 $ 7,141,160 $ 6.7% Public Works 1,988,991 $ 404,887 $ 3,849,131 $ 6,243,009 $ 3,276,455 $ 2,032,793 $ 62,650 $ 4,708,117 $ 6,803,560 $ 3,416,572 $ 4.3% Government Services 2,299,714 $ 59,910 $ 403,035 $ 2,762,659 $ 1,141,119 $ 2,510,011 $ 71,954 $ 496,823 $ 3,078,788 $ 1,229,289 $ 7.7% Miscellaneous/ Other - $ - $ 3,801,649 $ 3,801,649 $ 1,544,397 $ - $ - $ 3,934,314 $ 3,934,314 $ 1,035,113 $ -33.0% TOTAL 14,651,756 $ 973,292 $ 21,083,280 $ 36,708,328 $ 16,548,038 $ 15,253,637 $ 313,115 $ 21,948,300 $ 37,515,052 $ 16,791,776 $ 1.5% $4,897,756 $3,891,300 $5,001,507 $3,969,642 $19,003,255 $6,694,767 $18,696,883 $7,141,160 $6,243,009 $3,276,455 $6,803,560 $3,416,572 $2,762,659 $1,141,119 $3,078,788 $1,229,289 $3,801,649 $1,544,397 $3,934,314 $1,035,113 $36,708,328 $16,548,038 $37,515,052 $16,791,776 $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 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- PUBLIC SAFETY District Attorney $419,690 $10,300 $35,400 $465,390 $216,048 $249,342 Probation $338,252 $0 $22,551 $360,803 $71,486 $289,317 Sheriff $2,747,573 $107,600 $756,220 $3,611,393 $620,260 $2,991,133 Emergency Management $145,085 $0 $77,500 $222,585 $57,875 $164,710 Public Defender $219,640 $48,196 $55,500 $323,336 $66,196 $257,140 Coroner $16,250 $0 $1,750 $18,000 $0 $18,000 Program Totals $3,886,490 $166,096 $948,921 $5,001,507 $1,031,865 $3,969,642 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 10% Emergency Management 4% Sheriff 73% Probation 7% Revenue Revenue 21% Local Share 79% ---PAGE BREAK--- DISTRICT ATTORNEY Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Material & Supplies (200) 2008 Court & Investigative (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Material & Supplies (200) 2009 Court & Investigative (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE Administration 100,548 $ 2,441 $ - $ 102,989 $ 71,008 $ 83,938 $ 2,915 $ - $ 86,853 $ 76,347 $ Prosecution 210,041 $ 11,566 $ 12,273 $ 233,880 $ 120,474 $ 251,814 $ 2,465 $ 13,400 $ 267,679 $ 174,473 $ DA Initiated Investigations 26,326 $ 812 $ 4,527 $ 31,665 $ 16,120 $ 41,969 $ 2,460 $ 22,000 $ 66,429 $ 4,489 $ Community Relations 68,120 $ 181 $ - $ 68,301 $ 13,486 $ 41,969 $ 2,460 $ - $ 44,429 $ (5,967) $ TOTAL 405,035 $ 15,000 $ 16,800 $ 436,835 $ 221,088 $ 419,690 $ 10,300 $ 35,400 $ 465,390 $ 249,342 $ 12.8% $102,989 $71,008 $86,853 $76,347 $233,880 $120,474 $267,679 $174,473 $31,665 $16,120 $66,429 $4,489 $68,301 $13,486 $44,429 $(5,967) $436,835 $221,088 $465,390 $249,342 $(50,000) $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $500,000 Administration Prosecution DA Initiated Investigations Community Relations TOTAL 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- DISTRICT ATTORNEY Program Personnel & Fringes Materials & Supplies Court & Investigative Total Expenses Revenue Local Share Administration 83,938 $ 2,915 $ - $ 86,853 $ 10,506 $ 76,347 $ Prosecution 251,814 $ 2,465 $ 13,400 $ 267,679 $ 93,206 $ 174,473 $ DA Initiated Investigations 41,969 $ 2,460 $ 22,000 $ 66,429 $ 61,940 $ 4,489 $ Community Relations 41,969 $ 2,460 $ - $ 44,429 $ 50,396 $ (5,967) $ Program TOTALS 419,690 $ 10,300 $ 35,400 $ 465,390 $ 216,048 $ 249,342 $ 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 57% DA Initiated Investiga- tions 7% Community Relations 10% Administra- tion 24% Revenue Local Share 54% Revenue 46% ---PAGE BREAK--- DISTRICT ATTORNEY Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes ADMINISTRATION: It is necessary File all grant reports timely. All grant and Fiscal Cost reports were timely File all grant reports timely. to allocate resources to administer the Maintain appropriate time logs for grants filed per contracts. Time logs for all grants Maintain appropriate time logs for grants District Attorney's Office to ensure the as required. Meet all deadlines for court that require such were maintained and updated as required. Meet all deadlines for court effective and efficient prosecution of all cases. Conduct employee regularly. All court deadlines were met unless cases. Conduct employee criminal acts and offenses committed meetings to ensure that all cases and an extension was requested. In that case, the meetings to ensure that all cases and within the County. As the office is administrative tasks are being handled extended deadlines were met. Regular staff administrative tasks are being handled significantly grant funded, it is necessary justly and efficiently. meetings were held throughout the year. justly and efficiently. that all grant programs are administered to Set up training for staff. Training for staff was conducted throughout Set up training for staff. ensure compliance with State and Federal Establish policy for use in pursuit of pro- the year as well. Policies are in place and Establish policy for use in pursuit of pro- requirements. This program also includes secution programs. continue to be updated. secution programs. training staff for the performance of their respective functions. PROSECUTION: The District Attorney's Office is Track number of felony arrests. 80 Felony arrests 90 Felony arrests responsible for prosecuting and Track number of misdemeanor arrests. 280 Misdemeanor arrests 300 Misdemeanor arrests investigating all criminal offenses that occur Track number of violation arrests. 768 Violation arrests 600 Violation arrests in the County. This includes felonies, misdemeanors, and Penal Law/Vehicle & Track number of violations of probation 20 Violations of probation 25 Violations of probation Traffic Law/DEC/Local Law violations (VOP). covering 15 courts throughout the County. The District Attorney and Chief Assistant Track number of total files opened. 1422 files handled - includes roughly 550 1400 files opened/ prosecuted District Attorney, while directly involved in traffic tickets disposed of in court without all levels of cases, handle nearly all of the opening an official file. felony cases from investigation through trial and appeal. The Second Assistant Track number of special prosecutions for Three special prosecutions were handled for It is anticipated that this office will handle District Attorney primarily handles justice other jurisdictions. Chemung and Steuben Counties. One case five special prosecutions for other court cases and appeals. involved the theft of $500,000 from a local jurisdictions. bank and the defendant received a sentence of up to 7 years in prison and was ordered to pay full restitution. $100,000 was collected before defendant entered his plea. ---PAGE BREAK--- DISTRICT ATTORNEY Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes PROSECUTION (cont): In 2008 this office saw another substantial Track number of felony There were 88 felony prosecutions this It is anticipated that there will be an decrease (23%) in felony level cases. In indictments/SCIs and convictions. year, including 3 special prosecutions and increase in criminal activity this 2006 and 2007 there were decreases in 14 felony cases carried over from last year. coming year due to the weak economy felony cases as well. In the five years There were 64 indictments / superior court and increased drug use. There may be preceding 2006, there was an increase of informations filed this year. Of these as many as 100 or more felony arrests nearly 35% of all level of cases and a 50% cases, 47 were disposed of and 32 resulting in over 70 indictments/SCI's. increase in felony prosecutions. This convictions resulted. 18 defendants It is likely that a substantial number of significant decrease is attributable to received jail or prison sentences while 18 these defendants will receive greater law enforcement presence, strong received probation sentences and 8 were sentences which include jail and or prosecution, and DA initiated programs ordered to complete Drug Treatment prison. It is expected that there will that appear to be working very well. Court. 21 cases are pending. be 10 new drug court participants. Track number of jail and prison felony There were 6 trials conducted this year, sentences. none of which were on the felony level. However, there were 6 felony cases that Track number of felony, got to the day of trial and then settled with It is expected that there will be at least misdemeanor and violation trials. favorable results to the People of the 4 County Court trials and approxi- State of New York. mately 8 misdemeanor trials. Train staff to effectively and efficiently DA staff continued to receive training this prosecute violent offenders. year. All attorneys are up to date on receiving their CLE credits. All staff attorneys participated in the New York Prosecutors Training Institute's Summer College in August. The DA's Office is an integral part of the Drug Track costs of Drug Court as compared Drug Court had on average 26 participants It is estimated that Drug court Court Treatment Team. This Court has been to jail and prison sentences. this year. There were 10 participants who will continue to have 25 to 30 parti- in place since May of 2002 and continues to graduated and 5 participants who were cipants in 2009 and that graduation run efficiently. The goal of the court is to terminated for violating their contracts. There rates will remain the same. The cost rehabilitate those offenders with drug and was an estimated cost savings to the County savings to the County/ State is alcohol addictions such that they will not and/ or New York State of $365,000. roughly estimated at $100.00 per day commit any more crimes in the future. (the average cost to house an inmate per day) that the defendant remains out of jail or prison. ---PAGE BREAK--- DISTRICT ATTORNEY Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes DISTRICT ATTORNEY INITIATED INVESTIGATIONS: The District Attorney is responsible for Track number of complaints made There were 81 DA initiated investigations this year, 75 to 80 investigations to be conducted. investigating all complaints of criminal activity directly to District Attorney. occurring in the County. An investigation can be commenced as the result of a complaint made by a citizen of the community or any Track number of investigations opened. 81 Investigative files were opened. 75 to 80 investigations files to be opened. other person. Investigations are also commenced as a Track number of drug investigations In 2008 there were over 30 drug investigations It is anticipated that there will be 25 result of complaints made by various political opened. initiated by the District Attorney's Office. drug arrests in 2009 as a result of DA subdivisions of the State, at the request of Numerous controlled purchases of illegal initiated investigations. law enforcement or upon the District narcotics were made. Attorney's own initiative. The District Attorney and his staff, including a part-time investigator, conduct these investigations in house. These investigations include the Track number of drug crime arrests that Due to the large number of ongoing 25 drug arrests to be made. illegal trafficking of narcotics, larcenies, originate from DA initiated investigations. drug investigations this year, there were frauds, etc. The number of investigations only 15 arrests made. 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. ---PAGE BREAK--- DISTRICT ATTORNEY Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes COMMUNITY RELATIONS: The District Attorney deals with Number of victim files opened per year. 233 files opened. Of these files, there was 230 files to be opened. approximately 250 crime victims per year. follow up contact made 199 times, Crime Through a New York State grant, the office Victim's Board assistance rendered 136 times has hired a Victim Service Coordinator who and court advocacy given over 300 times by contacts all victims. This program looks to the DA's Victim Service Coordinator (a fully assist victims who are often forgotten in the grant funded position). justice system. It includes meeting with victims to assist them with testimony, help them with restitution claims, refer them to service providers such as Rape Crisis and Schuyler County Mental Health, and keep them advised of the status of their case. This Number of victim referrals. 204 Referrals made. 200 Referrals to be made. program also includes a proactive effort by the District Attorney to prevent future crimes Restitution orders granted to victims. 33 Restitution orders granted Restitution orders granted - 30 of drug trafficking, domestic violence and totaling $534,731.00 sexual abuse. With the assistance of Catholic Charities, the District Attorney Restitution collected for victims. $120,000 collected. $30,000 to be collected. regularly lectures in the School Districts of this County concerning these significant Track number of community events The DA and his staff attended nearly 50 50 Events attended. issues. The District Attorney is also fre- attended by DA staff. community events and/ or speaking quently asked to address various other engagements. community groups including Leadership Track number of lectures/speaking The DA and Chief ADA lectured at the NYS 20 Speaking/ lecturing engagements. Schuyler and Rotary to discuss legal engagements requested of DA staff. Fire Science Academy. The DA lectured to topics. over 200 newly admitted prosecutors at the New York Prosecutor's Training Institute's Summer College. The DA and Chief ADA also regularly participated at school functions at OMCS and on many legal topics. ---PAGE BREAK--- PROBATION Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE ADMINISTRATION 90,237 $ - $ 3,090 $ 93,327 $ 75,232 $ 77,986 $ - $ 3,383 $ 81,369 $ 65,999 $ ADULT SERVICES 167,032 $ - $ 6,180 $ 173,212 $ 133,888 $ 160,876 $ - $ 6,765 $ 167,641 $ 134,251 $ JUVENILE SERVICES 39,533 $ - $ 2,060 $ 41,593 $ 36,431 $ 37,208 $ - $ 2,255 $ 39,463 $ 35,223 $ COMM. SERVICES 6,240 $ - $ 2,060 $ 8,300 $ 6,875 $ 6,444 $ - $ 2,255 $ 8,699 $ 5,199 $ PRETRIAL RELEASE 2,225 $ - $ 1,030 $ 3,255 $ 2,580 $ 5,000 $ - $ 1,128 $ 6,128 $ 5,028 $ COLLECTIONS 54,246 $ - $ 6,180 $ 60,426 $ 54,228 $ 50,738 $ - $ 6,765 $ 57,503 $ 43,617 $ TOTAL 359,513 $ - $ 20,600 $ 380,113 $ 309,234 $ 338,252 $ - $ 22,551 $ 360,803 $ 289,317 $ -6.4% $93,327 $75,232 $81,369 $65,999 $173,212 $133,888 $167,641 $134,251 $41,593 $36,431 $39,463 $35,223 $8,300 $6,875 $8,699 $5,199 $3,255 $2,580 $6,128 $5,028 $60,426 $54,228 $57,503 $43,617 $380,113 $309,234 $360,803 $289,317 $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 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- PROBATION Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share ADMINISTRATION 77,986 $ - $ 3,383 $ 81,369 $ 15,370 $ 65,999 $ ADULT SERVICES 160,876 $ - $ 6,765 $ 167,641 $ 33,390 $ 134,251 $ JUVENILE SERVICES 37,208 $ - $ 2,255 $ 39,463 $ 4,240 $ 35,223 $ COMM. SERVICES 6,444 $ - $ 2,255 $ 8,699 $ 3,500 $ 5,199 $ PRETRIAL RELEASE 5,000 $ - $ 1,128 $ 6,128 $ 1,100 $ 5,028 $ COLLECTIONS 50,738 $ - $ 6,765 $ 57,503 $ 13,886 $ 43,617 $ PROGRAM TOTALS 338,252 $ - $ 22,551 $ 360,803 $ 71,486 $ 289,317 $ 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 COLLECTIONS 16% PRETRIAL RELEASE 2% ADULT SERVICES 46% JUVENILE SERVICES 11% COMM. SERVICES 2% ADMINISTRA- TION 23% Revenue Local Share 80% Revenue 20% ---PAGE BREAK--- PROBATION Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes ADMINISTRATION OBJECTIVE: TO PROVIDE Training hours per professional staff. 30hrs per employee to stay current 35hrs per employee SUPERVISION FOR ALL STAFF with changing programs, laws and MEMBERS AND ARRANGING FOR rules and regulations. The state ALL APPROPRIATE SERVICES TO minimum is 21 hours per year. ACHIEVE THE OVERALL MISSION OF THE DEPARTMENT. ADULT SERVICES INVESTIGATIONS Number of investigations ordered by 150 investigations ordered. 160 investigations to be ordered. OBJECTIVE: TO PROVIDE local justice courts as well as the 73 of the investigations will be 128 cases or 80% will be completed INFORMATION TO THE CRIMINAL Schuyler County Court. completed under the state average under the state average. COURTS THROUGH PRE- PLEA & for completing investigations of PRE-SENTENCE INVESTIGATIONS 6 weeks. ON DEFENDANTS SO THE COURTS MAY ORDER Number of felony investigations 75 cases to be completed as 80 cases to be completed as SENTENCES BASED ON THE completed. ordered by the courts. ordered by the courts. INFORMATION TO PROVIDE MAXIMUM BENEFITS TO THE Number of misdemeanor investigations 75 cases to be completed as 80 cases to be completed as DEFENDANTS AND COMMUNITY. completed. ordered by the courts. ordered by the courts. WHEN APPLICABLE, A SENTENCE Our cost to supervise a probation case Our cost to supervise one case is In 2009, our cost should increase OF PROBATION SUPERVISION IS compared to New York States $1,900 in Schuyler County. The state to $391,500 at $1,909 a client but RECOMMENDED IN LIEU OF average cost to supervise a probation average cost is $4,500. We operate will still be $531,000 lower than if INCARCERATION REQUIRING case. at 42% lower costs than the average. we were operating at state costs. THE DEFENDANT TO COMPLY Our current budget is $380,000 at the WITH CONDITIONS AS state average it would be $900,000. ORDERED BY THE COURT, BUT ALLOWING THEM TO CONTINUE Probations cost vs incarceration. To place all 200 clients in jail or In 2009, if we sent 205 clients to be TO FUNCTION IN THE Incarceration costs are about $32,000 prison, the cost would be $6,400,000 incarcerated, it would cost COMMUNITY. a year, with parole costing another with parole costing another $320,000 $6,150,000 for one year, plus $3,200 for prison sentences. for state prison sentences. another $328,000 for parole. ---PAGE BREAK--- PROBATION Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes ADULT SERVICES: Cont'd Schuyler County Probation recidivism Schuyler County Probations If our averages stay the same, rate compared with the recidivism rate recidivism rate is 19% over 3 years. in 2009 we can expect 39 re-arrests for probation across New York State We can expect 38 re-arrests at this for Probationers released from and compared with the recidivism rate rate for 200 clients. The State Schuyler County. of defendants released from the average re-arrest rate for The state average for other counties New York State Department of probationers is 27% over 3 years, at would be 55 re-arrests per 205 Corrections. that rate we would expect 54 arrests released defendants and for state out of 200 clients. The DOC average prison, 82 out of 205 defendants re-arrest rate is 40% over 3 years, would be re-arrested over 3 years. we would expect 80 clients to be re-arrested at that rate. SUPERVISION SERVICES Percentage of defendants in compliance 76% of cases We will strive for 90% OBJECTIVE: PROVIDING with office visits. SUPERVISION OF DEFENDANTS AS ORDERED BY CRIMINAL Percentage of cases in compliance 62% of cases We will strive for 85% COURTS INCLUDING CONTACT with collateral contacts. WITH DEFENDANTS THROUGH OFFICE VISITS, HOME VISITS AND Percentage of cases in compliance 58% of cases We will strive for 80% COLLATERAL CONTACTS with home visits. VERIFYING THEIR COMPLIANCE WITH COURT ORDERS AND Violations filed for non-compliance. 36 violations filed 40 violations WORKING TOWARD A SUCCESSFUL DISCHARGE. Number of defendants successfully 52 cases this year 55 cases discharged from probation. ---PAGE BREAK--- PROBATION Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes PRE-DISPOSITIONAL INVESTIGATIONS Number of Pre-Dispositional 7 cases as ordered by the courts. 9 cases as ordered by the courts. OBJECTIVE: TO PROVIDE Investigations completed for INFORMATION TO FAMILY Juvenile Delinquency cases. COURTS FOR ALL PRE- DISPOSITIONAL INVESTIGATIONS Number of Pre-Dispositional 1 case as ordered by the courts. 2 cases as ordered by the courts. SO THE COURT MAY MAKE AN Investigations completed for EDUCATED DECISION ON WHAT Persons In Need of Supervision DISPOSITION WILL BEST BENEFIT cases. THE RESPONDENT AND THE COMMUNITY. Includes JD's & PINS) JUVENILE DELINQUENCY Number of JD diversion cases 7 cases 8 cases DIVERSION AND SUPERVISION processed by probation. OBJECTIVE: TO PROVIDE EVALUATIONS FOR JUVENILE Number of JD diversion cases 4 cases 5 cases DELINQUENCY CASES TO successfully discharged. DETERMINE WHICH CASES ARE ELIGIBLE FOR DIVERSION AND Savings to the County as 4 cases were It costs $1,500 per JD case to be To divert 5 cases from court would KEEP THEM OUT OF A FAMILY diverted from court. heard in Family Court, 4 cases save the county $7,500 in court COURT HEARING. TO PROVIDE diverted equals $6,000 in savings. costs. SUPERVISION TO ALL JD CASES ELIGIBLE FOR DIVERSION AND Number of JD cases heard in court and 12 JD cases were placed on probation We may have 13 cases place on ANY CASES THAT HAVE GONE ordered to probation supervision but and 4 cases will be successfully probation with 5 of them reaching TO FAMILY COURT AND WERE kept out of a placement facility. discharged. successful discharges. ORDERED TO BE SUPERVISED BY PROBATION WITH TERMS & Supervision cost of a JD case per day Its costs our Department $100 per By supervising 13 cases in 2009 we CONDITIONS, INFLUENCING compared to a placement facility day to supervise 12 JD cases, it costs could save the county $58,500- POSITIVE BEHAVIOR CHANGES cost per day. We will use an average $150-$300 to place a JD in a facility. $117,000 by diverting them from a RESULTING IN A SUCCESSFUL of 30 days for a stay at a facility. By supervising 12 JD cases and 30 day placement. DISCHARGE IN LIEU OF A diverting them from an average 30 PLACEMENT PROGRAM. day placement, we potentially saved $54,000-$108,000. ---PAGE BREAK--- PROBATION Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes PERSONS IN NEED OF SUPERVISION PROBATION Number of PINS cases ordered to be OBJECTIVE: TO PROVIDE supervised by the Family Court and 7 cases 8 cases SUPERVISION SERVICES TO ANY kept out of a placement facility. PINS CASE THAT HAS BEEN HEARD IN FAMILY COURT The cost to supervise 7 PINS To supervise 7 PINS it will cost To supervise 8 PINS in 2009 it AND HAS BEEN ORDERED TO BE compared to the average cost of probation about $14,600 a year or would cost about $44 a day. SUPERVISED BY PROBATION IN placement in a facility of $150-$300 a $40 a day. To place 7 PINS for 30 To place them it would cost LIEU OF A PLACEMENT a day, with a 30 day stay average. days- $31,000-$63,000 total. a total of $36,000-$72,000. PROGRAM Number of PINS cases that 3 cases successfully completed We hope to have 4 PINS cases successfully completed probation. PINS probation in 2008. complete probation in 2009 COMMUNITY SERVICE OBJECTIVE: TO SCREEN, Number of community service cases 150 cases to be interviewed 160 cases to be interviewed INTERVIEW AND PLACE interviewed. CLIENTELE REFERRED BY PROBATION OFFICERS AND/OR Number of clients ordered to perform 60 cases to be ordered to perform 65 cases to be ordered to perform CRIMINAL COURTS FOR APPRO- community service by criminal courts. community service. community service. PRIATE NOT FOR PROFIT WORK SITES, IN LIEU OF Number of clients whom have 50 cases to complete community 55 cases to complete community INCARCERATION. completed community service. service or 83 % of ordered cases. service or 85% of ordered cases. MONITORING THE CLIENTS ORDERED TO PERFORM State aid received through NYS for $3,500 $3,500 COMMUNITY SERVICE TO VERIFY clients completing community service. THEIR COMPLIANCE AND COMPLETION OF THEIR Savings to the county jail as an 4,694 hrs will be completed through It is estimated 5,000 hrs will be REQUIREMENTS. alternative to incarceration and community service. If these hrs were completed in 2009. contributed services to the community spent in incarceration, it would cost This program also contributes through community service. $2,677,400.00 countless services to the community through free labor. Probations cost to run the CS program- $5,200 for employee salary. $5,400 for employee salary. ---PAGE BREAK--- PROBATION Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes PRE-TRIAL RELEASE OBJECTIVE: TO SCREEN, Number of Pre-Trial Cases reviewed. 25 defendants were interviewed. 30 defendants to be interviewed. INTERVIEW, AND PROVIDE SERVICES TO THOSE CLIENTS Number of defendants eligible for 13 defendants to be eligible for We hope to find 15 defendants INCARCERATED & AWAITING release by the criminal courts. Pre-Trial release this year. eligible for the program next year. TRIAL IN THE CRIMINAL COURTS & SEEK APPROPRIATE RE- Number of clients released under the We should have 6 defendants In 2009 we hope to have 7 LEASE WITHOUT MONETARY Pre-Trial Release Program via courts. released under the program this year. defendants released. CONDITIONS IF WARRANTED. PASSING A SAVINGS ONTO THE Probations daily cost to run the A 30 day incarceration stay for all To incarcerate 7 defendants for JAIL AS AN ALTERNATIVE TO Pre-Trial Release Program compared 6 defendants would cost the jail 30 days would cost the jail about INCARCERATION AND to incarceration costs for one day. $15,840 per year. It will cost $18,480. Probations cost should INFLUENCING THE DEFENDANTS probation only $5,000 a year to run remain at about $5,000 for the TO APPEAR AT THEIR NEXT the Pre-Trial Release program. Pre-Trial Release Program. COURT DATE. State Aid received through NYS for We should receive $1,100 in state We should receive $1,100 in state clients released. aid for the program. aid for the program. Number of clients who were released Our absconding rate for this program We project the rate for failure to and failed to re-appear in court. is 0 at this time. appear in court will remain at 0. Number of courts participating in the There are 13 Courts that can utilize We expect to have 4 courts program. the program. Two courts have used utilize the Pre-Trial Release the program this year. Program in 2009. COLLECTIONS OBJECTIVES: TO MAXIMIZE THE Restitution amount ordered. $35,645 was ordered this year. We can expect $37,000 in 2009. AMOUNT OF REVENUES COMING Restitution amount paid out. $26,000 collected or 70% We hope to collect $27,750 or 75% INTO PROBATION AND ENSURE THAT ALL VICTIMS DUE TO DWI Fees ordered to date. $48,525 has been ordered. We hope to maintain a 96% RECEIVE RESTITUTION ARE DWI fees collected to date. $46,572 has been collected, 96% collection rate for DWI fees. REIMBURSED FOR THE CRIMES COMMITTED AGAINST THEM. Other revenues collected: EHM fees, $13,886 collected. We can expect to collect $14,500 surcharges, test kits etc. ---PAGE BREAK--- PROBATION Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes DRUG TREATMENT COURT Number of Probationers also receiving On average we have 26 clients in We hope to maintain 26 clients into OBJECTIVE: TO UTILIZE services through Drug Treatment Drug Treatment Court and on 2009 . DRUG TREATMENT COURT Court program. Probation at any time. SERVICES AS PROVIDED THROUGH OFFICE OF THE COURT Successful graduations from DTC in 11 participants will graduate from We can project that 13 participants ADMINISTRATION, BY ALLOWING 2008 Drug Treatment Court in 2008. will successfully graduate in 2009. PROBATIONERS TO PARTICIPATE IN THE PROGRAM AND RECEIVE The re-arrest rate for successful Re-arrested graduates in 2008, zero. We predict one graduate will be INTENSIVE SUPERVISION AND graduates from the program. Only 4 of 58 graduates have been re-arrested in 2009. SUBSTANCE ABUSE TREATMENT re-arrested in 6 years, a low 7% rate. SERVICES. ALTHOUGH OCA PROVIDES CASE MANAGEMENT, Number of probationers that graduated 9 of the 11 graduates will be granted We hope to maintain an 80% ALL DTC CASES ARE UNDER from Drug Treatment Court and will early discharges from probation. early discharge rate. Only 4% of PROBATION SUPERVISION. earn early successful discharges from That is an 82% early discharge rate graduates will not complete PROBATION PROVIDES SUPPORT probation supervision. for graduates. About 96% of all probation supervision successfully. IN CASE MANAGEMENT, graduates will complete probation. PERFORMING DRUG SCREENS, DOING HOME VISITS AND Home visits done on DTC clients. 100 home visits will be completed. 150 will be conducted in 2009. ATTENDING CLIENT SPECIFIC MEETINGS. Drug screens conducted on DTC About 1,300 screens per year, with About 1,300 drug screens in 2009. clients. no cost to probation-paid by the state. PROBATIONS USE OF THE DRUG TREATMENT COURT Comparison of cost to run an actual To have 26 clients in an ISP would We hope to maintain our PROGRAM ACTS AS AN Intensive Supervision Program cost probation about $19,000 a year. partnership with the Schuyler INTENSIVE SUPERVISION as opposed to the cost of using the Using the Drug Court Program County Drug Treatment Court PROBATION PROGRAM, Drug Treatment Court with similar with weekly meetings, supports, Program and benefit from their PROVIDING SIMILAR SERVICES results. home visits and treatment options, services to 26 of our probationers. FOR DEFENDANTS WITH with more immediate sanctions for SEVERE SUBSTANCE ABUSE violations, only costs probation PROBLEMS & ADDICTIONS, AT A $5,500 a year. FRACTION OF THE COST. ---PAGE BREAK--- SHERIFF SUMMARY COMPARISON OF 2008-2009 COSTS Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE Sheriff 919,879 $ 414,400 $ 42,600 $ 1,376,879 $ 991,879 $ 1,428,369 $ 60,600 $ 464,900 $ 1,953,869 $ 1,553,869 $ Jail 1,683,625 $ 5,500 $ 227,820 $ 1,916,945 $ 1,835,445 $ 1,204,764 $ 5,000 $ 231,320 $ 1,441,084 $ 1,390,084 $ Navigation 19,873 $ 1,000 $ 4,000 $ 24,873 $ 6,873 $ 18,351 $ 1,000 $ 5,000 $ 24,351 $ 5,351 $ STOP DWI 41,686 $ 12,500 $ 28,660 $ 82,846 $ - $ 51,152 $ 40,500 $ 37,000 $ 128,652 $ (3,608) $ Animal Control 65,579 $ 500 $ 8,000 $ 74,079 $ 52,079 $ 44,937 $ 500 $ 18,000 $ 63,437 $ 45,437 $ TOTAL 2,730,642 $ 433,900 $ 311,080 $ 3,475,622 $ 2,886,276 $ 2,747,573 $ 107,600 $ 756,220 $ 3,611,393 $ 2,991,133 $ 3.6% $1,376,879 $991,879 $1,953,869 $1,553,869 $1,916,945 $1,835,445 $1,441,084 $1,390,084 $24,873 $6,873 $24,351 $5,351 $82,846 $128,652 $(3,608) $74,079 $52,079 $63,437 $45,437 $3,475,622 $2,886,276 $3,611,393 $2,991,133 $(500,000) $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 Sheriff Jail Navigation STOP DWI Animal Control TOTAL 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- SHERIFF Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Sheriff 1,428,369 $ 60,600 $ 464,900 $ 1,953,869 $ 400,000 $ 1,553,869 $ Jail 1,204,764 $ 5,000 $ 231,320 $ 1,441,084 $ 51,000 $ 1,390,084 $ Navigation 18,351 $ 1,000 $ 5,000 $ 24,351 $ 19,000 $ 5,351 $ STOP DWI 51,152 $ 40,500 $ 37,000 $ 128,652 $ 132,260 $ (3,608) $ Animal Control 44,937 $ 500 $ 18,000 $ 63,437 $ 18,000 $ 45,437 $ Program TOTALS 2,747,573 $ 107,600 $ 756,220 $ 3,611,393 $ 620,260 $ 2,991,133 $ 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 40% Navigation 1% STOP DWI 4% Sheriff 53% Revenue Local Share 83% Revenue 17% ---PAGE BREAK--- SHERIFF Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes SHERIFF Objectives: To effectively and efficiently provide law Total number of calls for service. 10,503 calls for service Maintain current levels of service enforcement services. Total number of cases cleared. 5492 cases were closed Total number of arrests made. 879 arrests were made Analyze crime statistics in an effort Overall crime in Schuyler County Continue to reduce crime rates to effectively reduce crime. was reduced by 21.7 Even through effective proactive patrol though violent crimes increased by and enforcement. 58.3 % this was due to 7 more reported assaults. Violent Crimes include Murder Rape Robbery and Aggravated Assault ( increase 77.8%) Property crimes were reduced by 26.5% which include Burglary (down 24.4%) Larceny (down 25.8%) and Motor Vehicle Theft (down 50%) To initiate new programs to better serve To assess the impact of each program 2008 Offender Watch, a sex In 2009 Project Lifesaver, a tool to the community. and it's benefits to the community. offender tracking program was assist in searches for lost or missing started giving residents the ability special needs people will be initiated. to track sex offenders in the community. In the first 3 months of Expand the user base for Offender the program 23 homes have Watch though partnerships with all registered for e-mail alerts, 1352 three school districts in the county. hits were received on the website. The goal for 2009 is to expand e-mail registration to 500 users. ---PAGE BREAK--- SHERIFF Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes SHERIFF Cont'd To provide efficient civil process service. Record and report the total number of 714 papers received Maintain current level of efficiency civil processes requested to be served/ executed and the number of civil processes completed. 649 persons served JAIL Objectives: To provide secure correctional facility To record and report the number of 234 inmates were booked services to inmates, the court system, inmates booked, number of inmate 5,616 inmate days were provided and the public so that inmates can live in days provided, number of inmate days with 0 escapes from custody. a safe and secure environment, the court provided without escape from custody. system can administer justice, and the Annual number of inmates boarded 13 inmates were boarded out to public can be assured that criminals are out to other facilities. other agencies incarcerated. Annual number of inmates boarded 7 inmates boarded out. Jail Medical Staff to provide effective Compare medical costs compared Medical costs for 2008 compared to To continue to efficiently provide and efficient health services to inmates. to same time frame in 2007 prior to to the same period in 2007 were medical services in an effort to hiring of Registered Nurse. reduced by 50.7% due to in house reduce costs. medical staff. SWEAP Program Man hours worked by participants 401 man hours were worked Sheriff's Weekend Alternative Program Number of participants 3 people were sentenced to SWEAP Increase number of participants by People are sentenced to weekend work Cost savings Housing costs saved with this working with the local courts details supervised by Corrections Staff program for the year was $7,662 instead of sitting in jail. Objectives: To provide security services to the Human Number of persons screened 72,177 persons passed security post Human Services Complex in Montour Falls Number of disruptive court incidents. 8 incidents required action ---PAGE BREAK--- SHERIFF Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes JAIL Cont'd metal detectors at all building functions. Number of weapons and other 599 items confiscated contraband confiscated at metal det. 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. 146,832 calls were received Maintain current levels of service and Schuyler County and to dispatch the by dispatch personnel dispatches appropriate services as appropriate services in a timely manner. Total number of 911 calls received. 21,000 calls received needed The staff assigned to dispatch fulfill the All requirements are being met. requirements of the New York State 911 Board and the New York State Commission of Corrections staffing in a dual purpose reduces the number of staff that would be needed to staff both requirements separately. Navigation Objective: To provide boater safety Total number of educational courses 6 courses were held Hold courses as needed educational courses and to patrol the provided. waterways within Schuyler County. Total number of participants in 135 people participated Accommodate as many persons as educational programs. requested Total number of participants success- 118 people successfully completed Maintain current levels fully completing educational programs. course Total number of patrol hours. 231 patrol hours Increase patrols by 10 percent Total number of boaters assisted. 13 boaters assisted Assist boaters as needed Total number of citations issued. 28 citations were issued Issue summons's when appropriate Boating While Intoxicated arrests. 0 arrests for BWI Boating accidents investigated. 4 accidents investigated Reduce accidents by 10 percent ---PAGE BREAK--- SHERIFF Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes STOP DWI Objective: To reduce the number of Number of deaths attributed to DWI. 0 deaths Maintain current levels deaths and injuries resulting from traffic crashes caused by drunk driver. The program emphasizes DWI enforcement, treatment for offenders, alcohol Number of injuries attributed to DWI. 16 persons were injured which Reduce injuries by 5 percent education, public information projects shows a decrease from 22 in 2007 and DWI data collection. Number of traffic crashes attributed 36 crashes which is an increase Reduce crashes by 5 percent to DWI. from 27 in 2007 Number of educational programs 3 educational programs were Provide educational classes as offered. provided requested Number of felony arrests. 12 felony arrests which shows a Arrest violators as appropriate and decrease from 25 in 2007 continue public information efforts Number of misdemeanor arrests. 88 misdemeanor arrests which Arrest as appropriate shows a decrease from 95 in 2007 Animal Control Objective: To effectively and efficiently Number of cases handled. 755 animal cases Maintain current level of service provide animal control services including Number of dogs placed in shelter. 81 dogs In May 2009 a decision will be operation of the dog shelter, reduction Number of dogs returned to owner. 24 dogs made on FOSCAS taking over the of the number of dogs euthanized, Number of dogs adopted. 26 dogs shelter operation permanently. This enforcement of laws regarding animals Number of dogs euthanized. 3 dogs were euthanized will save approximately $15,000 per and licensing, and submitting animals 2 by court order year. for rabies testing. Number of summons issued for 32 Issue summons as appropriate. unlicensed dogs. Number of animals submitted for 6 animals tested Test animals as needed. rabies testing. ---PAGE BREAK--- EMERGENCY MANAGEMENT Summary Comparison of 2007-2008 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE 911 24,554 $ 5,000 $ 15,500 $ 45,054 $ 24,554 $ 24,975 $ 21,000 $ 45,975 $ 24,975 $ Code Enforcement 9,099 $ - $ 2,572 $ 11,671 $ 11,671 $ 9,200 $ 2,675 $ 11,875 $ 11,875 $ Public Education & Training 55,391 $ 8,743 $ 20,727 $ 84,861 $ 66,586 $ 55,455 $ 28,250 $ 83,705 $ 62,830 $ Planning & Emergency Response 55,391 $ 9,852 $ 17,731 $ 82,974 $ 59,974 $ 55,455 $ 25,575 $ 81,030 $ 65,030 $ TOTAL 144,435 $ 23,595 $ 56,530 $ 224,560 $ 162,785 $ 145,085 $ - $ 77,500 $ 222,585 $ 164,710 $ 1.2% $45,054 $24,554 $45,975 $24,975 $11,671 $11,671 $11,875 $11,875 $84,861 $66,586 $83,705 $62,830 $82,974 $59,974 $81,030 $65,030 $224,560 $162,785 $222,585 $164,710 $50,000 $100,000 $150,000 $200,000 $250,000 911 Code Enforcement Public Education & Training Planning & Emergency Response TOTAL 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- EMERGENCY MANAGEMENT Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share 911 24,975 $ - $ 21,000 $ 45,975 $ 21,000 $ 24,975 $ Code Enforcement 9,200 $ - $ 2,675 $ 11,875 $ 11,875 $ Training 55,455 $ - $ 28,250 $ 83,705 $ 20,875 $ 62,830 $ g g y Response 55,455 $ - $ 25,575 $ 81,030 $ 16,000 $ 65,030 $ Program TOTALS 145,085 $ - $ 77,500 $ 222,585 $ 57,875 $ 164,710 $ 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 36% 911 21% Revenue Local Share 74% Revenue 26% ---PAGE BREAK--- EMERGENCY MANAGEMENT Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes 911 Objective: 24 hour a day operation of Maintain the integrity of the 911 Improved Backup site operations Upgrade Radio System to improve the 911 center, provide the equipment system to minimize the time to capabilities responder alert paging capabilities and and maintain database for 911 center. process a call for service until Project started to replace end of life greatly enhance inter-opera table Provide immediate assistance to callers. dispatch of same call. Radio and E911 dispatch consoles communications Code Enforcement Objective: Provide a comprehensive Provide Plan review for renovations and Provide a safe building environment to enforcement of the State building new construction of County buildings the employees and public though codes through building and Completion of building inspections strict adherence to New York State construction inspections. of all county owned property Building Codes Public Education and Training Objective: Provide Quality Emergency Total Fire Training Hours taught. Fire Training Hours - 126 Students Fire Training Hours 200 Students Responder training courses to meet 2800 Hours 4000 Hours the needs of the Counties Emergency Number of Public Education Public Education 5 Programs Services EMS courses are 100% Opportunities. 423 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 86% 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 150% event of an emergency, thus lessening certification. the impact of the emergency. Public Access Defibrillators installed in Train/Certify 20 Employees County Buildings. 34 Employees trained Re-certify employees as needed and certified in CPR & AED Planning & Emergency Response Objective: Work with local, county, Test capability of emergency plans County wide adoption 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 Revised and updated the following plans the most current needs. approach as well as mitigation Maintain Plans to meet current - Fire Mutual Aid Plan, CEMP Implement the current NIMS compliant planning to alleviate hazards and Response, Recovery, Mitigation, Emergency Action Plan standards threats. Respond as needed to local requirements Completed WGI evacuation Plan Conduct Multi agency drills to access emergencies and incidents to provide Conducted a four Multi agency drills to preparedness and ability of Responders technical support and guidance to local access the interpretable capabilities Update Arson control plan and responders. of multiple agencies. Hazardous Materials Response plan Attended 138 meetings for the purpose of planning Responded to 26 incidents ---PAGE BREAK--- PUBLIC DEFENDER Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Assigned Counsel 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE Criminal Court 115,208 $ 20,000 $ 31,105 $ 166,313 $ 146,959 $ 109,820 $ 24,098 $ 12,750 $ 146,668 $ 128,570 $ Family Court 115,208 $ 20,000 $ 31,105 $ 166,313 $ 146,959 $ 109,820 $ 24,098 $ 12,750 $ 146,668 $ 128,570 $ Conflict Defender - $ - $ 30,000 $ 30,000 $ - $ - $ - $ 30,000 $ 30,000 $ - $ TOTAL 230,416 $ 40,000 $ 92,210 $ 362,626 $ 293,918 $ 219,640 $ 48,196 $ 55,500 $ 323,336 $ 257,140 $ -12.5% $166,313 $146,959 $146,668 $128,570 $166,313 $146,959 $146,668 $128,570 $30,000 $30,000 $362,626 $293,918 $323,336 $257,140 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 Criminal Court Family Court Conflict Defender TOTAL 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- PUBLIC DEFENDER Program Personnel & Fringes Equipment Operational Expenses Total Expenses Federal & State Local Share Criminal Court 109,820 $ 24,098 $ 12,750 $ 146,668 $ 18,098 $ 128,570 $ Family Court 109,820 $ 24,098 $ 12,750 $ 146,668 $ 18,098 $ 128,570 $ Conflict Defender - $ - $ 30,000 $ 30,000 $ 30,000 $ - $ Program TOTALS 219,640 $ 48,196 $ 55,500 $ 323,336 $ 66,196 $ 257,140 $ 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 45% Conflict Defender 9% Criminal Court 46% Revenue Local Share 80% Federal & State 20% ---PAGE BREAK--- PUBLIC DEFENDER Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Office Administration: In order to provide effective Keep a running tally of budget expenditures. Budget balances available upon request. Limit expenditures to those budgeted. assistance of counsel to all indigent clients represented Enter client information into case Purchased and installed case mgt. Continue use of case mgt. software for by the Public Defender's Office, it is necessary to ensure management software. software. all clients and cases. overview of budget expenditures, efficient and accurate Maintain case management software. Had in-house training for use of case Install any upgrades or necessary tracking of client files, and prompt assignment of mgt. software. service to maintain case mgt. software. competent counsel to qualified applicants. review applications and assign Assignments made within 2-3 days of Assignments made within 1-3 days of counsel. receiving completed application. receiving completed application. Professional Services: Investigative and expert Contract with a part-time investigator. Investigator hired to assist with Renew contract with investigator. services are essential to providing criminal criminal and family court cases. defendants and parties to a family court proceeding Maintain funds available in the budget for Funds made available in the budget for Budget to allocate funds for expert with an effective defense for their case. expert services necessary for trial and/or necessary expert witnesses. fees and services. hearings. Training and Resources: It is necessary to allocate Attend at least 12 CLE credits pertaining to Chief PD attended 14.5 CLE credits 20 CLE credits in criminal and/or funds for training the public defender and ensuring that criminal and/or family law. dealing with criminal and family law. family court law. the public defender and her staff are up to date on new Purchase necessary books and resource Purchased several reference books and Update reference books and statutes developments in the law and provided with the materials pertaining to criminal and/or statutes for criminal and family court purchased in previous year and necessary and essential tools to effectively family law. matters. purchase any other manuals necessary represent their clients. Attend conferences and be a member of the Paid dues to NYSDA. Pay NYSDA dues and attend NYSDA New York Defender's Association. Conference in July. Have access to online research. Subscription for Lexis-Nexis. Renew subscription with Lexis-Nexis. Communication and Availability: In an effort to Maintain office space in County Courthouse. All Public Defender operations moved PD office to move into newly renovated decrease expenses and improve access to the into office space in Co. Courthouse. office space on main floor of County Public Defender's office, space was created in the Courthouse building. County Courthouse building for the PD office. Provide confidential meeting areas for attys Office space provides conference room New office space to provide both Chief Bringing the PD office into the Co. Courthouse building to meet with clients. to meet with clients confidentially. and Asst. PD with private offices to also provides better access to clients incarcerated in the maintain client confidentiality. Schuyler County jail. Time between a client being incarcerated and Clients incarcerated met with a PD atty The PD attys will meet with incarcerated It is also necessary to provide a cell phone for the meeting with a PD atty should be minimal. within 48 hours of requesting counsel. clients within 24 hours of request. the Chief PD to be available to clients when necessary. Chief PD to use cell phone to communicate Chief PD provides cell phone number Chief PD to continue use of cell phone with clients during non-office hours. to clients when necessary and contacts access to benefit of clients. clients in evening and on weekends. Chief and Assistant PDs must regularly meet PD attorneys meet with clients in jail PD attorneys to continue regular contact with clients housed in Schuyler Co. jail or any a minimum of once a week. with clients incarcerated in Schuyler Co. other jail housing our clients. jail and other jails/prisons. ---PAGE BREAK--- PUBLIC DEFENDER Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Criminal Court - Representation of indigent Track number of clients represented on felony 50 (est.) felony cases. 55 felony cases. defendants charged with crimes (violation, charges. misdemeanor, felony). Clients are represented at Track number of clients represented on 165 (est.) misdemeanor cases. 170 misdemeanor cases. arraignments, preliminary hearings, trials, misdemeanor charges. additional court proceedings and appeals. Track number of clients represented on other 50 (est.) other criminal cases. 60 other criminal cases. Close attention to caseload is necessary to ensure that criminal charges (violations, SORA, parole) a criminal defendant is being represented by a defense Track number of bench trials. 2 (1 misdemeanor and 1 violation) 5 attorney that has adequate time to zealously and Track number of jury trials. 2 (both misdemeanor trials) 5 effectively assist the defendant through out their case. Track total number of cases handled by the 265 (est.) files opened 285 files opened. American Council of Chief Defenders recommends that Schuyler County PD office. defense attorneys limit their caseload to 150 felonies, Track number of appeals. 0 2 criminal appeals. 400 penal law misdemeanors, or 25 non-capital appeals per year per attorney. Family Court - Representation of indigent Track number of total family court cases. 125 (est.) Family Court cases 135 Family Court cases persons in all types of family court proceedings. Track number of family court hearings/trials. 21 (est.) family court hearings/trials. 25 family court hearings/trials. Case dockets include: child abuse/neglect, custody, Track number of appeals. 1 custody appeal. 2 family court appeals. visitation, family offense, support/paternity, court order violation/petition, termination of parental rights, and appeals. Close attention to caseload is necessary to ensure that each attorney in the public defender's office does not exceed a reasonable maximum caseload of family court cases in relation to the number and complexity of their criminal caseload in order to effectively represent each family court client. Conflict Defender - Representation of indigent Number of hours expended on cases. 775 (est.) expended on criminal 700 - there is an expected decrease in persons in all types of cases in which the Public and family court cases that the PD hours expended by the Conflict Atty. Defender or the Assistant Public Defender has a and Asst. PD had a conflict. This due to there being fewer conflicts conflict. (Cases which would otherwise be number is higher than usual due to with the PD and Asst. PD. assigned to outside counsel at $75.00 per hour). the increased number of conflicts on cases which the PD had previously been a prosecutor. Dollar amount saved by utilizing Conflict $28,125 (est.) less than would be $22,500 less than would be required in Defender rather than assigned counsel. required in County budget for assigned County budget for assigned counsel. counsel. ---PAGE BREAK--- HUMAN SERVICES Program Personnel & Fringes Equipment Expenses Total Expenses Revenue Local Share Social Services $ 3,102,784 $ 8,600 $ 7,858,960 $ 10,970,344 $ 5,682,500 $ 5,287,844 Health Services $ 2,748,079 $ 3,015 $ 3,173,355 $ 5,924,449 $ 4,600,510 $ 1,323,939 Office for the Aging $ 725,029 $ 800 $ 436,395 $ 1,162,224 $ 807,290 $ 354,934 Youth Bureau $ 206,291 $ - $ 377,815 $ 584,106 $ 460,723 $ 123,383 Veteran Services $ 42,160 $ - $ 13,600 $ 55,760 $ 4,700 $ 51,060 Program Totals $ 6,824,343 $ 12,415 $ 11,860,125 $ 18,696,883 $ 11,555,723 $ 7,141,160 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 0% Public Works 59% TOTAL 3% Miscellaneous/ Other 6% Government Services 32% Revenue Revenue 62% Local Share 38% ---PAGE BREAK--- SOCIAL SERVICES Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE Administration 574,198 $ 8,000 $ 706,106 $ 1,288,304 $ 288,280 $ 603,880 $ 8,600 $ 718,686 $ 1,331,166 $ 410,359 $ Services-Adult/Child 1,011,744 $ 21,000 $ 1,150,088 $ 2,182,832 $ 571,559 $ 1,048,018 $ - $ 1,271,344 $ 2,319,362 $ 673,570 $ Income Maintenance 985,837 $ - $ 3,098,693 $ 4,084,530 $ 724,871 $ 1,052,503 $ - $ 2,004,379 $ 3,056,882 $ 724,644 $ Medicaid 363,582 $ - $ 3,759,113 $ 4,122,695 $ 3,489,651 $ 398,383 $ - $ 3,864,551 $ 4,262,934 $ 3,479,271 $ TOTAL 2,935,361 $ 29,000 $ 8,714,000 $ 11,678,361 $ 5,074,361 $ 3,102,784 $ 8,600 $ 7,858,960 $ 10,970,344 $ 5,287,844 $ 4.2% $1,288,304 $288,280 $1,331,166 $410,359 $2,182,832 $571,559 $2,319,362 $673,570 $4,084,530 $724,871 $3,056,882 $724,644 $4,122,695 $3,489,651 $4,262,934 $3,479,271 $11,678,361 $5,074,361 $10,970,344 $5,287,844 $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 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- SOCIAL SERVICES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Federal & State Local Share Administration 603,880 $ 8,600 $ 718,686 $ 1,331,166 $ 920,807 $ 410,359 $ Services-Adult/Child 1,048,018 $ - $ 1,271,344 $ 2,319,362 $ 1,645,792 $ 673,570 $ Income Maintenance 1,052,503 $ - $ 2,004,379 $ 3,056,882 $ 2,332,238 $ 724,644 $ Medicaid 398,383 $ - $ 3,864,551 $ 4,262,934 $ 783,663 $ 3,479,271 $ Program TOTALS 3,102,784 $ 8,600 $ 7,858,960 $ 10,970,344 $ 5,682,500 $ 5,287,844 $ 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 21% Income Maintenance 28% Medicaid 39% Administration 12% Revenue Local Share 48% Federal & State 52% ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Administration Definition: To plan for and provide Operate effectively and Local Share is projected to be at or No more than 5% under budget financial assistance and protective and efficiently while not 5% below 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 Financial reports are still being submitted Financial reports to Legislators will be under the Administrative arm of the County's leadership (County late to the Legislators due to staffing submitted each month with the Human Department responsible for ensuring. Administrator, Legislators shortages in the Accounting unit. Services committee agenda expenditures are charged to the correct and Treasurer) should be However, authorization to fill a vacancy program in order to maximize submitted has been received reimbursement, and to also ensure claims for reimbursement from the state and Financial management of Currently, the financial management The goal to issue checks to clients within federal governments are submitted in a client accounts should be of client accounts is a time-consuming 2 work days is still valid. timely manner timely and more user-friendly activity in a short period of time for workers, as well as which has a negative impact on allowing Adult Services worker productivity. This goal was Caseworkers to view the not met in 2008 due to worker accounts in real-time shortage. 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 2009. 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. Goal not met-worker shortage Services to Adults Definition: Services to adults provides Adult Protective Services Based on data through September, the - 155 referrals, a 11 1/2% increase assistance to those 18 years and older (APS) will investigate all Department will receive only 139 without regard to income, who, due to reports of adults at risk referrals in 2008, a 25% decrease from mental or physical impairments, are and in life threatening the 186 referrals received in 2007 unable to manage their resources, carry situations. out activities of daily living or protect themselves from abuse, exploitation, neglect or other hazardous situations. ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Services to Adults Cont'd Adult Services is mandated by NYS Function as guardian for Attorney did not attend update to Goal will be discontinued. to receive & respond to referrals from adults when so ordered by Article 81 training; however, 3 all sources and offer services (open a the court and act as Article 17 guardianship petitions have case) for individuals with no one able representative payee when been filed. One was granted by the or willing to responsibly assist them requested court; two are pending Adult Services must maintain linkages to - Conduct an Adult Panel Panel meeting membership has increased This goal will be discontinued. various services providers, community meeting to discuss to include regular attendance by organizations, law enforcement and cases with all providers OFA, ARC, PH and Sheriff. Bi-month medical professionals. - Joint planning meetings meeting of MH, APS, CS. Meeting with DSS, OFA, Families held with FF, OFA, DSS to prevent First to maximize limited duplication of services on mutual cases. resources. APS Supv. On NY Connects Board. Reduce transportation costs, Average 6 cases per year, requiring APS & CS will identify all crossover cases improve worker safety and a minimum of 18 visits per month thru use of printout. Workers will increase cross-case understand- (2 CPS & 1 APS). 18 visits x 15 miles combine visits to cross-over families at least ing between Adult and average = 270 miles/25 mpg = 10.8 gal. once a month saving 6 visits - Children Services units. gasoline x $3/gal. = $32.40 per month 6 visits x 15 mi. avg. = 90 miles/month x 12 months = $388.88 annual cost. 90 mi./25 mpg = 3.6 gal. X $3 = $10.80 savings per month x 12 months = $130 per year plus enhanced worker safety. CPS supervisor will attend APS panel meeting when crossover cases are discussed approximately 12 times per year. Provide a choice of Personal Only one provider (AIM) in 2008 Will add an additional provider (CDR) in care service providers to 2009, thus allowing clients a choice of aides. clients of APS. ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Services to Children 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 Of the 392 cases received October 1, 95% on-time rate with a 100% immediate are mandated by NYS Regulations to assessed and entered into 2007-September 30, 2008, only one safety assurance. The 7-day assessment has enter a 7-day safety determination on the system within the was late (1/4th of 1 percent).. Region 2 changed and is now more difficult and time each child/case received from the State initial 7-day time period; had a 12.21% late rate, and the state- consuming to complete. Central Registry (SCR) assuring no child is left in wide late rate was 8.96% immediate danger. Hotline reports are to be The protective workers Schuyler County had an 18.4% Goal of 90% on-time determinations will "determined" within 60 days of initial will strive to make their delinquency rate compared to a state- continue. report. case determinations within wide rate of 25.4%. While our goal Project 400 Hotline calls to be received in the allotted 60 day time was not met, Schuyler County was the 2009 frame, thereby facilitating only county in Region 2 that was not the early referral for required to submit a Corrective Action ongoing services. plan after a recent audit. Every child's need for emotional No foster child will be No children were discharged from Goal discontinued security is met through a permanent released from care care without an identified resource attachment to a family or adult resource without a parent or an adult. Had one Article 17 petition to person. identified adult resource act as guardian for a freed child person being available to assist them. ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Income Maintenance Definition: To provide assistance to Average number 140 projected, a 3% decrease from 140, the same as 2008, although a poor needy families and individuals, such as of households receiving 2007 economy will cause an increase in the number temporary assistance (TA), food stamps Temporary Assistance (TA) of people on TA (FS), child care subsidy, home energy assistance, and assistance in collecting TA caseload per worker. 70 projected, a 3% decrease from 70, the same as 2008 child support. 2007 The program is a temporary measure to Average number 655 case load, a 12% increase 700, a 6.9% increase over 2008, due to a poor help with short term needs. Some of the of households receiving over 2007, and 55 more cases than economy and increases in prices components, such as food stamps Food Stamps (FS). budgeted and child care subsidy, assist recipients in becoming self-sufficient by providing FS caseload per worker. 328 cases per worker, a 12% increase 350 cases per worker each month, a 6.7% services and resources while they over 2007, 28 more than budgeted increase over 2008 establish themselves in the workforce. Average number 85 projected, a 13% increase over 100, a 17.6% increase due to efforts to keep of child care subsidy cases. 2007 people employed $240,000 projected based on Jan-Sept $245,000 projected, a 2.1% increase over figures, a 5.7% increase over 2007 2008 $96,000, a 5.7% increase over 2007 $98,000 projected, a 2.1% increase over 2008 Paternity establishment for 98% projected; state average is 82% Maintain a 98% level children born out of through September 30th wedlock. Percent of child support 84% projected; state average is 80% Maintain a 84% level cases with a current through September 30th support order. Amount of child support collected by DSS to repay Temporary Assistance (TA) Amount of child support collected by each support worker to repay TA ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Income Maintenance Cont'd The greater the number of people Average number 35 projected, a 25% increase over 2007 42 projected, a 20% increase over 2008 engaged in work activities means a of recipients engaged in lower caseload, which means a lower work, education or training. cost for the taxpayers. Resource recovery is a sub-program Amount of cash payments $19,810 projected, a 44.8% decrease $60,000 projected in cash payments and under Income Maintenance which is and recoupments received from 2007 due to some complex fraud recoupments as well as the value of fraud charged with recovering public funds cases detected and convicted given in error to recipients, either due to agency error or fraud by the client, or Timely referral of Medicaid 7 arrests for welfare fraud with Beginning in 2009, fraud cases will be public funds expended on behalf of and Temporary Assistance subsequent referral to the DA have been referred to the DA no later than 60 days clients who have property but who sign fraud cases to the County made through September 30th, with two after being referred to the Para-legal/fraud liens over to the Department District Attorney more arrests probable this year unit, or 25 days once the investigation by the Para-legal/fraud unit has been completed MEDICAID Definition: To provide medical coverage Average number 1752 cases projected, a 4.4% increase 1800 cases projected, a 2.7% increase over to needy Schuyler County residents of Medicaid cases. over 2007 2008 due to a higher unemployment rate utilizing federal, state and local funds. Average number of 350 cases per worker projected, a 360 cases per worker projected, a 2.9% Demographics of Medicaid recipients Medicaid cases per worker. 4.2% increase over 2007 increase over 2008 are as follows: Children, Disabled and Adults aged 65 Average number 621 projected, a slight decrease from 630 projected, a 1.45% increase over 2008 and over - 67%; Adults aged 19 through of children enrolled in the 625 actual number of children in 64 - 33%. Medicaid. MEDICAID in 2007 Caseload is made up as follow: Disabled Average number 954 projected, a 8.9% increase over 980 projected, a 2.7% increase over 2008 460 cases; Skilled Nursing -90 cases; of adults enrolled in Medicaid. 2007 regular Medicaid - 1220 cases. ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes MEDICAID Cont'd Caseloads have increased 43% since Average number 458 projected for 2008 based on data 460, a slight increase over 2008 2000, from an average caseload of Medicaid recipients through August, a 0.6% increase over of 1226 in 2000 to 1752 in 2008 with enrolled in managed care. 2007 only one new worker added. 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 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE Children's Services 350,351 $ - $ 1,009,750 $ 1,360,101 $ 393,663 $ 339,009 $ - $ 1,090,373 $ 1,429,382 $ 432,236 $ Health Services 1,289,420 $ - $ 1,289,014 $ 2,578,434 $ 340,623 $ 1,342,739 $ - $ 1,354,524 $ 2,697,263 $ 349,606 $ Risk Management 416,831 $ 1,000 $ 215,393 $ 633,224 $ 123,267 $ 446,631 $ 2,015 $ 226,696 $ 675,342 $ 168,041 $ Care Coordination 255,958 $ - $ 77,855 $ 333,813 $ 100,429 $ 279,306 $ - $ 83,218 $ 362,524 $ 123,071 $ Admin & Planning 319,249 $ 1,000 $ 392,768 $ 713,017 $ 212,419 $ 340,394 $ 1,000 $ 418,544 $ 759,938 $ 250,985 $ TOTAL 2,631,809 $ 2,000 $ 2,984,780 $ 5,618,589 $ 1,170,401 $ 2,748,079 $ 3,015 $ 3,173,355 $ 5,924,449 $ 1,323,939 $ 13.1% $1,360,101 $393,663 $1,429,382 $432,236 $2,578,434 $340,623 $2,697,263 $349,606 $633,224 $123,267 $675,342 $168,041 $333,813 $100,429 $362,524 $123,071 $713,017 $212,419 $759,938 $250,985 $5,618,589 $1,170,401 $5,924,449 $1,323,939 $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 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- HEALTH SERVICES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Children's Services 339,009 $ - $ 1,090,373 $ 1,429,382 $ 997,146 $ 432,236 $ Health Services 1,342,739 $ - $ 1,354,524 $ 2,697,263 $ 2,347,657 $ 349,606 $ Risk Management 446,631 $ 2,015 $ 226,696 $ 675,342 $ 507,301 $ 168,041 $ Care Coordination 279,306 $ - $ 83,218 $ 362,524 $ 239,453 $ 123,071 $ Admin & Planning 340,394 $ 1,000 $ 418,544 $ 759,938 $ 508,953 $ 250,985 $ Program TOTALS 2,748,079 $ 3,015 $ 3,173,355 $ 5,924,449 $ 4,600,510 $ 1,323,939 $ 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 22% Revenue 78% ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Report covers 9/1/07-8/31/08 Children's Services Objective To provide ICM and SCM Record and report total services to all Schuyler 2,161 services - 13% increase 2,200 services or 2% increase over 2008 Home & Community Based services to high County children under care during September - 1,186 visits - 30% increase 1,200 visits or 2% increase over 2008 risk / high need SED children and youth. August time frame. This reflects an increase in services & visits over 2008 with zero increase in staffing. Record and report C & Y ICM / SCM admissions 37 admissions - 43% increase 32 admissions and discharges 32 discharges - 28% increase 30 discharges This represents a decrease over 2008 by 15% reflecting the increase in disability level of the Children & Youth served Total children served in ICM / SCM program 66 children - 17% increase 60 children No local share This represents a 10% drop in C & Y served from 2008 & reflects the longer length of stay in care observed in recent months Cost of $2,100 per child served in 2008 $2,403 in 2009. Cost inflation and 2% increase in services account for the projected cost increase Objective To provide school based Number of individual children served 106 children - 9% increase 110 children Mental Health services to Severely This represents a 4% increase over 2008. Emotionally Disturbed / Emotionally The 2007 numbers were down 9% due to Disturbed children and youth staffing vacancies Number of units of service provided to children & 8,246 units of service 8,500 units of service or 3% increase over youth 2008. This is a new measure with 2008 dates as the first year. Increase in services with no increase in staff. ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Report covers 9/1/07-8/31/08 Objective To provide the means to Collect and report the Early Intervention: children in need of services to ensure Units of Service 1,532 Units of Service 1,680 units of service or 3% increase. growth, development and school success. Mandated service $64.93 cost per unit of service in 2008 49% State; 51% Local share for balance after third party insurance payments # of children referred 51 children (2007 outcome was also 51 children) 56 children or 10% increase. Program changes in 2008 is expected to better identify children in need in 2009. $2,120 per child for 2008 $2,357 per child for 2009 Physically Handicapped Childrens Program (PHCP) for the school year - number of children: Enrolled 7 children enrolled 10 children. Anticipated increased given Optional (financial management only) current information. Number of children served in the Preschool 51 children served 48 children or 3% estimated reduction in children Special Education program for the school year Preschool numbers remain fairly constant, but served. Mandated the cost of services has risen due to the lack of 59% State; 41% local share an in-county program as well as increases in transportation costs. $13,000 per child for 2008 $12,000 projected cost for 2009 This includes children being transported to treatment centers and children served in their homes. Costs are fixed for services by State regulation. Transportation costs are determined by bid. Services are medically determined. Clinic Plus screening, evaluations, 92 screened - These students were screened 140 screened or 50% increase, based on assessments and referred for services for signs of emotional illness. This approach expansion to include WG Universal PreK and a) number of children screened at Head Start allows for the early identification, evaluation and Kindergarten in 2008 / 2009. treatment of those with emotional illness. 140 children will have been screened for emotional illness with no increasd staff. $78.14 per child for 2008 Estimated $50.00 per child for 2009 b) number of children evaluated at MH Clinic 162 evaluated 225 evaluated or 40% increase, based on (including Head Start referrals) additional screened population at Head Start, Universal PreK, Kindergarten, EI & other new C & Y ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Report covers 9/1/07-8/31/08 c) number of children admitted to MH Clinic 91 admitted 118 admissions or 30% increase, based on (including Head Start referrals) screening efforts and referrals. d) number of children with mental health needs served 176 children served - 46% of estimated children 195 children served - 51.4% of estimated* in need of mental health treatment. children in need of mental health treatment without additional resources. * National Institute of Mental Health Prevalence of Mental Illness study. Health Services Objective To provide mental health, Report total number of individuals seen through 920 unduplicated individuals - meets 34% of 1110 unduplicated individuals or 10% mental retardation, alcohol and drug abuse the MH Clinic (Unduplicated) the adult estimated prevalence mental health increase, related to increased efficiency, services to those in need. treatment need. screening efforts, staffing efficiencies Meets 41.5% of the estimated adult prevalence treatment need without additional\ resources Report units of service throughout MH Clinic 23,175 units of service 25,000 units of service or 8% increase, related to increased numbers seen and electronic medical record implementation. $95.29 per unit in 2008 $102.91per unit, estimated for 2009 Report on 65+ population in MH treatment 39 in treatment or 3% increase over 2007 45 in treatment or 15% increase in 65+ This represents 23% of the estimated mental population. This still represents only 20% health prevalence rate for the 65+ population. of the estimated 65+ population at risk due to emotional illness. This represents 27% of the estimated mental health prevalence rate for the 65+ population. Average clinic case load per full time staff 56 case load 58 average case load. This is an increase equivalent (*Industry productivity average 55-65 (Note: down one staff member for several from 2008 compared with similar mental adults / 40-50 children & adolesents). months) health clinics and reflects an efficient NYS average case load standard varies by operation. This represents the clinical availability of other mH services, implementation of an Electronic Medical characteristics and socio-economic community Record and will occur despite the reduction ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Report covers 9/1/07-8/31/08 factors. of 1 clinical staff position. Objective To provide home health care Total number of individuals served through to individuals in need of post hospital care use of Telemonitors 102 monitors used 110 monitors. HH monitors have proven to and as an alternative to hospitalization or reduce patient ED visits and increase patient nursing home admission monitoring without staffing increases. October 2008 approved for Type I Medicaid Upgrade monitors and apply for higher level client reimbursement for monitoring. of Medicaid reimbursement. Home Visits by nurses 2,518 visits 2,600 HH nursing visits or 4% increase without additional staff. $176.17 per nursing visit for 2008 $183.22 per nursing visit estimated for 2009 Total other visits 3,747 (PT, OT, ST, MSW, Aides) 3,900 visits or 4% increase. HH census has State pays 36%; local share 64% of all trended down in 2008 but is expected to unreimbursed costs. increase in 2009. This is in response to our aging population and changes in hospital and nursing home care. $88.62 per visit for 2008 $92.17 per visit estimated for 2009 (Therapy $164.06; aides $26.69) ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Report covers 9/1/07-8/31/08 Risk Management Objective To assess, identify and plan for overall health risks - immediate, short Drills / Surveillance Meetings 7 drills & meetings Continue to meeet all required NYS DOH and long term - to Schuyler County Mandated disaster deliverables on time and complete. resident and visitors Emergency Preparedness Education 10,007 educational sessions (including mailings) Mandated 36% State reimbursement over State Aid cap Adults and children immunizations / vaccinations 1,636 immunizations / vaccinations 1,957 immunizations / vaccinations provided provided to Schuyler County residents to provided to adult and children at various to adults and children at various locations reduce the risk of flu and other illnesses. locations and times in order to reduce the and times in order to reduce the community's 36% State reimbursement over State Aid cap community's risk for disease. risk for disease. $96.39 per immunization / vaccination for 2008 $98.32 per immunization estimated for 2009 Animal vaccinations to protect the community's 1,343 vaccinations provided at various sites and 1,400 vaccinations provided at various human and animal populations. times in the community. sites and times in the community. 36% State reimbursement over State Aid cap $60.89 per vaccination / incidents / reported incidents $63.94 per vaccination estimated in 2009 in 2008 117 reported rabies incidents in 2008 Screenings, tests and investigations to 659 screenings, tests and investigations were 700 screenigs, tests and investigations. identify and mitigate risks to the citizens of completed on Schuyler County residents at This represents approximately a 7% increase Schuyler County (TB tests, lead screenings, various sites and times to identify and mitigate investigations - tick, communicable disease, etc.) risks. Worksite Wellness visits to encourage healthy 18 worksite wellness visits made. 20 worksite wellness visits or a 12% lifestyles, assist community employers and increase. This represents additional reduce individual health risks. direct intervention to reduce individual health 36% State reimbursement over State Aid cap risks in the community's workforce. Objective To plan for a limited risk Upgrade Corporate Compliance program for Corporate Compliance consultation by Bonadio Fully implement recommendations and related to increased attention paid to Health Services Group completed with recommendations and corporate compliance / quality assurance corporate compliance and OMIG (Medicaid) staff training. program. planning at the State and Federal level, as well as changes in Federal Law. ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Report covers 9/1/07-8/31/08 Care Coordination Objective To provide care coordination Report the number of individuals involved through efforts through Home Based and Community each program: (HCBS) Waiver, Single Point of Entry / SPOE / SPOA 37 adults / 27 children 40 adults or 8% increase in SPOE Accountability (SPOE / SPOA), Families These are state required mental health Single This is a first year measure in 2008 but 30 children or 9% increase in SPOA First, Early Intervention and coordination Point of Entry / Accountability. projected to increase in 2009. The above noted increases reflect working with the school districts and other local Coordinates the right level of care and by intention with more individuals in 2009. agencies. treatment and involves the individual, family and This will be done without additional staff appropriate providers. and should improve the duration of care and treatment and overall outcomes. $884.30 per individual for 2008 $840.84 per individual for 2009 Preschool/Children w/Special Health Care Needs 120 children 120 children / maintain 2008 level. Mandated service (grant total of $16,140) $134.50 per child for 2008 $134.50 per child for 2009 Newborn Visits 150 visits 165 visits or 10% increase. Our plan is to This is an identified priority State measure. This is Public Health Maternal / Childcare reach all newborns in 2009. The impact will program that provides screening, intervention, include early identification of problems as teaching, support, referrals and follow ups to well as evaluation and treatment. all mothers of newborns and families. HCBS childrens admissions 8 admissions 7 admissions or 12% decrease. First year measure in 2008. State changes in funding share may reduce utilization & availability in 2009. HCBS children served 12 children 11 children or 8% decrease. First year measure in 2008. State changes in funding share may reduce utilization & availability in 2009. Children admitted to inpatient care 12 children admitted 12 children - no additional admissions from Children admitted to inpatient care current level. reflect the highest level of care ($10,000 per This is due to increased planned screening admission) and disrupts schooling, social and outreach, and the potential loss of the growth and family life. HCBW slots. ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Report covers 9/1/07-8/31/08 Administration and Planning Objective To plan and provide support Report on committee meetings 1,241 meetings 1,300 meetings or 4% increase. Continue to for population based health and during year for all involved groups. integrate, coordinate & collaborate with mental health, alcoholism and develop- community resources. In addition, meetings mental disabilities services to Schuyler will be evaluated for value to Health Services' County residents. overall Mission with the intent to eliminate those that don't promote our Mission. Report on plans completed during All plans were submitted complete and within All required plans, assessments and reports year for Community Health Assess- time frames. required by State Agencies will be completed ment, Mental Health, Mental successfully and on time. Retardation and Developmental Disabilities, Drug and Alcohol Abuse. Objective #10: To continue to increase Total services provided 64,793 services 66,736 or 3% increase efficiency and effectiveness of services and $88.06 per service for 2008 $88.77 per service for 2009 client systems of care. Survey clients' satisfaction with services Children's services survey done with high level of Repeat annual survey. provided satisfaction noted. Meeting with Community Rainbow Chasers Club Underway Repeat family / client needs assessment members, families and guests to identify needs in 2009. and concerns with services available. Meeting with clients and their family members Completed, with positive responses. Repeat family / client needs assessment to identify needs and concerns with services in 2009. available Objective #11: To increase staff rentention Paperwork analysis and management plan Contract set with Access Systems, Inc. and Implement Access System recommendations and recruitment as well as overall implementation completed report with recommendations and in 2009 and monitor results. Decreased efficiencies and effectiveness of Health strategies submitted for review and paper storage , increased efficiency and Services implementation initiated. incrased electronic storage. Purchase and implement integrated MH billing EMR vendor selected and implementation of Fully implement the MH EMR in the MH and EMR proram. system is initiated with a November 2008 start clinic in 2009. Increased efficiency in date anticipated. documentation, reduced errors, increased clinical and information productivity. ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Report covers 9/1/07-8/31/08 Definition List / Glossary of Terms ICM Intensive Case Management SCM Supportive Case Manager SED Severely Emotionally Disturbed EI Early Intervention Program HCBS Home & Community Based Services EMR Electronic Medical Record PHEP Public Health Emergency Preparedness C & Y Children & Youth No Show Appointments: Scheduled appointments where client does not show, which leaves an appointment vacancy. UoS / UOS Unit of Service - A single contact with a client. Services Refers to individual client related activities provided during a single contact or ancillary to a contact. Risk Management Services provided by Health Services aimed at assessing, planning for interventions, interventions and follow up for all citizens of Schuyler County, including special needs populations SPOE Singe Point of Entry for adults requiring Mental Health services & coordinates the right level of care or services required. SPOA Singe Point of Accessibility for Children & Youth requiring Mental Health services & coordinates the right level of care or services required HH Home Health HCBW Home & Community Based Waiver Program ---PAGE BREAK--- OFFICE FOR THE AGING Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations ( 400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE Nutrition Services 339,350 $ 1,200 $ 121,516 $ 462,066 $ 166,285 $ 302,069 $ 800 $ 102,997 $ 405,866 $ 74,286 $ In-Home Services 99,736 $ 1,300 $ 214,657 $ 315,693 $ 73,924 $ 120,890 $ - $ 192,616 $ 313,506 $ 70,024 $ Ins. Benefits/Couns. 56,356 $ 1,965 $ 28,521 $ 86,842 $ 6,742 $ 59,430 $ - $ 17,460 $ 76,890 $ - $ Dwelling Assistance 2,833 $ - $ 19,641 $ 22,474 $ - $ 17,421 $ - $ 6,320 $ 23,741 $ - $ General Services 192,076 $ 535 $ 50,426 $ 243,037 $ 97,193 $ - $ - $ - $ - $ - $ Transportation - $ - $ - $ - $ - $ 40,751 $ - $ 28,261 $ 69,012 $ 13,402 $ Health Promotions - $ - $ - $ - $ - $ 3,570 $ - $ 3,235 $ 6,805 $ 505 $ New York Connects - $ - $ - $ - $ - $ 12,760 $ - $ 170 $ 12,930 $ - $ Other - $ - $ - $ - $ - $ 168,138 $ - $ 85,336 $ 253,474 $ 196,717 $ TOTAL 690,351 $ 5,000 $ 434,761 $ 1,130,112 $ 344,144 $ 725,029 $ 800 $ 436,395 $ 1,162,224 $ 354,934 $ 3.1% $462,066 $166,285 $405,866 $74,286 $315,693 $73,924 $313,506 $70,024 $86,842 $6,742 $76,890 $22,474 $23,741 $243,037 $97,193 $69,012 $13,402 $6,805 $505 $12,930 $253,474 $196,717 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $500,000 Nutrition Services In-Home Services Ins. Benefits/Couns. Dwelling Assistance General Services Transportation Health Promotions New York Connects Other 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- OFFICE FOR THE AGING Summary Comparison of 2008-2009 Costs $166,285 $40 $74,286 $315,693 $73,924 $313,506 $70,024 $86,842 $6,742 $76,890 $22,474 $23,741 $243,037 $97,193 $69,012 $13,402 $6,805 $505 $12,930 $253,474 $196,717 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 Nutrition Services In-Home Services Ins. Benefits/Couns. Dwelling Assistance General Services Transportation Health Promotions New York Connects Other 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 04/01/07-03/31/08 Outcomes 2008-09 Projections Nutrition Services: Funding sources include federal dollars under Title III C-1, III C-2 III C-1= $64,588 $71,454.29 $65,775 and III E as well as state dollars from the Community Services for III C-2= $29,030 $34,441.51 $28,028 the Elderly (CSE) program and Supplemental Nutrition and Assist- III E= $2,934 $2,485 ance Program (SNAP). There is a required local match for each of CSE= $19,118 $18,964 these funding strams. Service areas include Home Delivered Meals, SNAP= $116,256 $116,256 $137,806 Congregate Meals, Nutrition Counseling and Nutrition Education. Local Share= $75,480 85,337 Donations/NSIP: $67,605.40/$26,268.01 $66,750/$28,012.06 Congregate Meal sites are maintained in Montour Falls, Burdett, Tyrone Total # of meals served: 12,789 13,705 and Monterey. The group setting not only provides nutritious meals but Burdett: 1,702 720 important opportunities for social interaction. A fifth site will open in Hector Montour Falls: 8,937 9,160 in January 2009. The Burdett site will be open on Wednesdays only. OFA Tyrone: 1,882 1,865 moved to a new building in Oct. 2007. The new site is larger and more Monterey: 268 808 inviting so the attendance has increased. It is anticipated that as people Hector: N/A 1,152 struggle to pay bills, buy groceries, etc. the meal site will be used more. Total dollars spent: $116,312 $113,250 $9.09/meal $8.26/meal Home Delivered Meals are provided to individuals aged 60+ who are # of meals delivered: 31,786 32,714 incapacitated due to illness, accident or frailty and are unable to prepare their Total dollars spent: $227,499 $256,901 own meals. The food costs are expected to be down in 2008-09 due to menu $7.16/meal $7.85 changes to include less expensive foods. Total Meal Production (Cogregate and HDM) Meals/Labor Hour: 8 10 Nutrition Education Programs and Individual Dietary Counseling provided # of educational programs: 49 78 throughout the year by a Registered Dietitian. Education programs are # of clients in the program: 236 242 accomplished through the congregate meal settings as well as printed # of 1:1counseling sessions: 69 72 materials supplied with the home delivered meals. Counseling sessions are # of hours: 48 50 1:1 in -person meetings between the Dietitian and the client. Total dollars spent: $3,827 $4,207 Farmer's Market Coupons received annually from federal program under Dept. of Agriculture & Markets. Program targeted to low-income senior # of coupon booklets: 360 360 households per federal poverty guidelines. Purpose of progeam is to Each booklet is worth $20 & encourage the use of fresh fruits & vegetables in senior diets. contains ten $2.00 checks. The distribution of coupons is based upon population & prior use. Total value in dollars: $7,200 $7,200.00 ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes In-Home Services: Funding sources include federal dollars under Title III B, III E and III B= $1,300 $52 $1,170 state dollars from the Expanded In-Home Services for the Elderly Program (EISEP), Commuinity Services for the Elderly (CSE), and III E= $48,806 $42,438.75 $38,520 Supplemental Nutrition & Assistance Program (SNAP). There is EISEP= $161,091 $150,303.69 $172,670 required local match for each of these funding streams. Services CSE= $650 $1,836 $19,684 include personal care levels I & II, case management, Link-to-Life, SNAP= $20,033 $10,425 $10,500 respite, support group, information, assistance, counseling, Local Share= $52,767 $48,815.56 $48,263.68 education, training, telephone reassusrance, shopping assistance, and residential repair & maintenance. Expanded In-Home Services for the Elderly Program (EISEP) # of personal care hours is a non-medical in-home service that provides housekeeping, provided: 7754 7948 personal care, respite, and related services such as Total cost: $140,457 $151,012 emergency response systems. Clients are required to pay a Cost/hour: $18.11/hr. $19/hr. portion of the cost of service based on their income. Costs 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: 676 693 of Activities of Daily Living (ADLs) such as bathing, dressing Total cost: $12,498 $13,167 and personal care as well as Instrumental Activities of Daily Cost/hour: $18.49/hr. $19/hr. 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 primary # of case management hours: 1692 1734 responsibility of the case manager is to assist the client in determining what services are needed as well as arranging for those services to be provided # of clients receiving case in the home. Case Managers also assist with coordinating community management: 54 60 resources, offering supportive services and providing advocacy. Case Management services are FREE of charge. Case Management for 2009 Cost/hour: $32.69/hr. $33.50/hr. will include all of EISEP, Caregiver and Home Delivered Meals with two Case Load: 18.5 clients/Case Manager 55 clients/Case Manager Case Managers completing the nutrition assessments. ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes In-Home Services cont'd Phone Pal- Telephone Reassurance program designed to provide # of contacts: 43 624 regular contact between a screened and trained volunteer and their # of clients served: 6 8 assigned client. The volunteer provides a level of companionship Cost/unit: $14.33/unit $4.39/unit as well as a safety check for the client. The Caregiver Support Program is intended to help sustain # of informal caregivers: 101 121 the efforts of informal caregivers to care for an individual aged # of respite hours provided: 2,128 2,548 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: 5 8 caregivers of individuals with disabilities, with the goal of # of educational events maintaining that individual in the home setting rather than provided: 4 6 being placed in an institutional setting. Assistance given to the # of informal caregivers who caregiver is meant to provide a break from or support of their participated in counseling daily routine in order to safeguard the caregiver's physical and and training events: 95 112 mental health in order for them to continue providing care to the Total cost involved: $39,350 $48,412 individual who needs it. Cost/respite hour: $18.49/hr. $19.hr. Grocery Bag Program supplies the components of a meal as well as # of grocery bags delivered: This was counted under 582 recipes. The program assists those who may be unable to shop for Cost per bag: Home Delivered Meals $34.13/bag the groceries but who have the ability to prepare their own meals. for 2007-08. ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Insurance Benefits & Counseling: Funding sources include state & federal dollars for the Health HIICAP= $30,500 $30,500 $42,260 (program to be Insurance Information and Counseling Assistance Program (HIICAP) increased per NYSOFA & Long Term Care Information Education and Outreach Program even with budget cuts) (LTCIEOP). There is no required local match for either program. LTCIEOP= $50,000 $40,505.43 $46,976 (based on projected Services include Information, Assistance, Referrals, Outreach budget cuts) and Public Information (brochures,etc.) The Health Insurance Information and Counseling Assistance # of Clients Served: 305 334 Program (HIICAP) is provided through trained volunteers and staff # of Individual Contacts: 707 851 who assist seniors in finding answers to their questions about health # of Volunteer Counselors: 2 4 insurance as well as assist them in obtaining needed benefits or # of Paid Staff Counselors: 1 1 resolving billing disputes. Information is provided in the areas of # of Sessions/Counselor: 236 170 Medicare Parts A, B & D, Medicare Advantage Plans, Medigap Plans, EPIC, Extra Help 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 about their options in these areas. HIICAP dollars are spent on staff salary, advertising, training, supplies, equipment, operational costs and volunteer recognition. The Long Term Care Information Education & Outreach Program # of Individual Sessions: 13 18 (LTCIEOP) educates consumers about the importance of securing # of Events: 23 25 long term care insurance. 1:1 Counseling as well as group sessions # of attendees: 46 50 are provided along with printed materials. Advertising is a major # of exhibits/radio spots: 10 12 segment of this program. Printed ads as well as radio ads have been Advertising Dollars: $11,203 $8,146 created. Some of the education of this program is incorporated into the HIICAP program. Funding is expended on advertising, events, operational costs, equipment, staff training and salary. ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Dwelling Assistance: Funding comes from federal dollars. Law requires that a minimum WRAP= $22,474 $22,474 $23,451 of 15% of HEAP dollars are to be expended on WRAP services. There is no local share required. Services are outlined in the narrative below. This program was previously contracted out but in May 2008 was brought back in-house. Staff have been training. The Weatherization Referral and Assistance program (WRAP) # of beneficiaries receiving addresses the weatherization and home repair needs for the low- WRAP services: 31 62 income senior population to help reduce their energy consumption. Amt. of private leveraged Applicants must be HEAP eligible. WRAP services include but are funds: $22,127.13 $44,254.25 not limited to insulation, caulking, weather stripping, roof replace- Amt. of public leveraged ment, window repair and furnace or hot water heater replacement. funds: $48 $95.99 Transportation: Funding is provided from federal dollars under Title III B and state III B= $32,155 $21,260 $21,922 dollars from CSE and the state transportation grant. Servcies in- CSE= $47,162 $26,337 $35,125 clude general transportation, wheelchair & assisted transportation. Transp. Grant= $10,000 $10,000 $9,999 Donations: $1,552.66 $ Transportation services include picking clients up at their homes # of one way trips: 3,745 3,824 and taking them to their point of destination including medical appointments, outpatient clinics, therapy, hair appointments, # of clients: 78 82 agency appointments, grocery shopping, holiday shopping, to the pharmacy, for nursing home or hospital visitation and other Cost/unit of service: $14.39 $14.28 areas as the needs are identified. Each one way trip is counted as a Unit of service + 1 way trip unit of service. This is a donation only based program. Clients cannot be charged for this service. The suggested donation is .25 per mile. RSVP volunteers are used mainly to assist with medical appointments. Wheelchair transportation is currently provided via a wheelchair # of one way trips: Info to be collected for 36 van owned and operated by OFA. Trips are accomodated as the # of clients: 2008-09 6 driver and van are available. A contract is in place with the local Cost/Unit of service: $24 ARC of Schuyler in the event OFA cannot provide the trip. ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Assisted transportation is provided by the OFA van driver. This is # of one way trips: 48 18 when an individual requires assistance from the pick-up point # of clients: 48 18 throughout the process and back home again. Examples include Cost/Unit of service: $14.69 $14.57 assistance in and out of the vehicle and hands-on assist with a cane, walker or wheelchair. Some individuals use a wheelchair for distance but are not wheelchair bound. Health Promotions: Funding sources include federal dollars from Title III B and III D as III B= 0 0 well as state dollars under the CSE program. Services revolve around III D= $5,556.53 $3,028.89 around activities that foster good health to increase the awareness CSE= 0 0 & understanding of healthy lifestyles and promote physical and Local Share= $617.47 $336.54 mental health. Health Promotion activities include but are not limited to exercise, # of events: 39 46 walking, medication management, workshops, screenings: blood # of clients participating: 191 344 pressure clinics and hearing clinics, health fairs, 1:1 consultation, and speakers on health related topics. Diabetes Awareness & Education activities conducted to help # of events: New program to be tracked 6 reduce the high incidence of Diabetes in Schuyler County. This will # of participants: for the 2008-09 year. 48 include education seminars, inclusion in a local tv access channel for teaching and cooking demonstrations, screening activities and more. This is a collaborative effort between county agencies, not- for-profit agencies and local health care providers. New York Connects: Funding source is from the NY Connects program. The services NY Connects: $10,325 provided include information, referral and assistance. This is a point of entry system initiated through a collaborative # of consumer calls: 183 263 effort between the New York State Office for the Aging and the # of consumers linked with New York State Dept. of Health. This is focused solely on long services: 42 60 term care and chronic care issues for individuals of any age. This % of consumers age 60+: 8% 10% serves adults and children with disabilities as well as the elderly and Total dollars expended: $10,358.82 $13,450 their caregivers. It involves comprehensive objective information and support. The local collaboration is between the Youth Bureau, Public Health, OFA and DSS and is referred to as Families ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes First/NY Connect. It is housed at the Youth Bureau. Both OFA and the Youth Bureau utilize funds from the program to cover the costs of supplies and staff time involved in the project. DSS is the pass through for the funds. Other Services: Funding streams include federal dollars from Title III B and III E as III B= $16,069 well as state dollars under CSE & the Community Services Initiative III E= $1,915 (CSI). Services include information & assistance, legal and Recrea- CSE= $554 tion & Education. CSI= $1,250 Local Share= $6,159 Information & Assistance provides information on services # of calls received: 2455 2634 available and links people to services as well as provides follow up. Senior Center Recreation & Education are activities organized & # of events held: 39 40 scheduled through OFA to involve individuals in workshops or # of client participating: 191 200 other learning activities as well as outings, special events and entertainment. Legal Services are for the provision of legal advice, counseling and # of legal appointments: 200 200 representation by an attorney or other person acting under the # of clients assisted: 107 110 supervision of an attorney. Unit cost/client: $56.00 $54.54 ---PAGE BREAK--- YOUTH BUREAU Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE Youth Services 135,772 $ - $ 229,458 $ 365,230 $ 102,014 $ 141,483 $ - $ 206,418 $ 347,901 $ 104,653 $ Families First 60,578 $ - $ 146,196 $ 206,774 $ 4,658 $ 64,808 $ - $ 171,397 $ 236,205 $ 18,730 $ TOTAL 196,350 $ - $ 375,654 $ 572,004 $ 106,672 $ 206,291 $ - $ 377,815 $ 584,106 $ 123,383 $ 15.7% $365,230 $102,014 $347,901 $104,653 $206,774 $4,658 $236,205 $18,730 $572,004 $106,672 $584,106 $123,383 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 Youth Services Families First TOTAL 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- YOUTH BUREAU Program Personnel & Fringes Equipment Operational Expenses Total Expenses State & Grants Local Share Youth Services 141,483 $ - $ 206,418 $ 347,901 $ 243,248 $ 104,653 $ Families First 64,808 $ - $ 171,397 $ 236,205 $ 217,475 $ 18,730 $ Program TOTALS 206,291 $ - $ 377,815 $ 584,106 $ 460,723 $ 123,383 $ 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 40% Youth Services 60% Revenue Local Share 21% State & Grants 79% ---PAGE BREAK--- YOUTH BUREAU Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes The Employment Program provides The Schuyler County The Youth Bureau continues to operate a summer In 2009, youth salaries will go up to opportunity to youth to clean up at the WGIR Youth Bureau will assist employment program through a contract with $7.25/hour. The Youth Bureau will during and after events. Youth are also given youth in finding employ- Watkins Glen International Raceway. 40 youth hire up to 40 youth for the other employment possibilities. ment. submitted applications with 36 youth being hired. Watkins Glen International The youth worked 1,486 hours and earned a Raceway summer youth program. combined total of $10,774. This averages to each Youth will also be given the youth working 41 hours and earning approximately opportunity to direct cars for the $300 working at the racetrack. In addition, these Village of Watkins Glen during the youth were given the opportunity by the Village of Fourth of July celebration and the Watkins Glen to assist in directing cars for parking Italian Festival. All youth who during the Fourth of July celebration and the contact the Youth Bureau seeking Italian Festival. This year we also processed employment will be given other 15 applications ages 16 &17 year olds to assist resources such as the One Stop and Watkins Glen International Raceway with having other known employment enough help to direct parking. opportunities. The Youth Bureau is the lead and fiscal agency The Partnership for Youth Grant has successfully The Partnership for Youth Grant for the A Partnership for Youth grant which completed its second year as of will enter its third year with at least Workforce Investment Act employment for high September 30, 2008. This year we served $116,900 in grant money. risk youth who do not have the opportunity 32 youth. This was 12 youth more than the grant Additional funding may be awarded required. We also received an increase in funding but has not been determined at this to participate in this program and have a high this year from $116,900 in 06-07 to $146,900 in time. A minimum of 16 youth and 07-08. During our monitoring by the Department of will be enrolled in this program retaining employment. This is a collaborative Labor it was stated that the Schuyler County during 2009. The program will effort between Chemung, Steuben and Schuyler Youth Bureau program is well managed and the data continue to meet the performance County. is accurately entered into the State System. In was measures for Workforce also noted that we are not failing any Youth Investment 95% of the time. Performance Measures set forth but Workforce Investment Act. The Youth Bureau Director was asked to present at the New York State Youth Bureau Associations annual conference on the grant ---PAGE BREAK--- YOUTH BUREAU Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Youth Court is a national program to provide The Schuyler County Two trainings have been offered in 2008. One in the In 2009, at least one youth court alternatives to court, thereby helping to reduce Youth Court will recruit Spring where 9 youth completed the training, passed training will be held. Youth Court court/probation costs. Youth are trained in court and train youth to serve the bar exam and were sworn into the court. The will continue to promote youth proceedings. Youth who are referred to Youth on the court. Youth second training is being held in October. Youth court with the schools and Court are tried and judged by their peers who Court will be utilized for court has heard cases this year. Four of the law enforcement to secure an hand out sentences of community service, letters low level offenses or Youth Court members attended a Leadership increase in referrals. Youth Court of apologies, etc. Schuyler County is being misdemeanors, diverting Training in Albany in February which concluded with will hear a minimum of 20 cases revitalized to increase referrals from a variety of youth from Family Court a legislative breakfast. The youth met with in 2009. A minimum of four sources. In a 2006 publication by the or PINS Diversion. Senator Winners and O'Mara where Youth Court members will "Washington State Institute for Public Policy", they discussed issues pertaining to youth in participate in the Youth Leadership tax payers save $9,208 per year for each youth Schuyler County. A recruitment video was Forum in Albany. Youth who who successfully completes Youth Court. produced and has been used at open houses to participate will increase their help with the recruitment of new members. leadership involvement in Youth Through June of 2008,10 cases were referred to Court and possibly on the Youth Youth Court. With anticipation of another 10 cases Board. through December of 2008. 76.5 hours of community service was served. Community Service was completed at Clute Park, Head Start, the Youth Fair site and the Youth Bureau. A total of 23 youth are currently members of youth court and another 10 youth have been referred to youth for a total of 33 youth served through June of 2008. It is anticipated that another 15-20 youth will be involved in youth court either as members or offenders. The 10 cases that referred to youth court resulted in a $92,080 savings in traditional court costs. ---PAGE BREAK--- YOUTH BUREAU Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Advocacy - the Director serves and interacts on The Schuyler County The Youth Bureau Director remains active on The Youth Board Director remains youth serving boards as an advocate for youth in Youth Bureau Director 22 boards and committees. These include attending committed to advocating for the community. These include: will continue to represent the Committee of Preschool Education as the youth on boards and committees. State-wide: youth and youth issues on County Rep, Big Brothers/Big Sisters, the Task Force The Youth Bureau will have a Regionally: appropriate boards and on Child Abuse, Strong Kids Safe Kids, and the presence and involvement in at Locally: committees. 21st Century Learning Grant Oversight Committee. least 20 boards and committees The Youth Bureau is the lead agency for Regionally the Director participates in Youth Bureau locally and regionally. The Youth Advancing Youth Development training, which is Association meetings, Single Point of Access Bureau will continue to be lead a 18 hour course and basic four hour course for meetings and Workforce New York Youth Council. agency for the Advancing Youth Schuyler County. The Youth Bureau continues to be the lead agencies Development curriculum. At least for Advancing Youth Development (AYD). 19 front one training will be offered in 2009 line youth workers were trained this Spring with with a minimum of 20 frontline another training being held in October. youth workers being trained. The Youth Bureau in collaboration with Cornell Cooperative Extension, Department of Social Services, Watkins Glen and Odessa Montour Central Schools and Cornell University completed the Teen Assessment Project which surveyed youth in 7th, 9th and 11th grades on their views, concerns and behaviors regarding different areas of their lives. The full survey can be viewed at the Schuyler County web site under the Youth Bureau Department. Family Play & Resource Center - provides The Family Play & In 2008, the Center expanded its hours to three days In 2009, the Family Play and families with preschooler and toddlers with an Resource Center will a week a one afternoon. The Center in the first Resource Center will increase its opportunity to meet and network with each. It reach out to parents of quarter of 2008 exceeded all the visits for 2007 by days and hours of operation to provides the families with parenting resources. preschool children to 80 visits. There were 185 visits by families in 2007 4-5 days/week from 10-noon and Early intervention with families of young increase the utilization rate and in 2008 the end of the year projection will be three days a week in addition to provides the opportunity for parents to develop by 10%. approximately 350 unduplicated visits. In just the the morning sessions an afternoon and improve parenting skills to raise healthy, 1st quarter 90 individuals utilized the Center and session. With this increase in happy and productive children. 17 new families came at least once to the Center. hours a 50% increase in visits to the Outside of the Family Play and Resource Center Center is anticipated. Along with is a Red Book Shelf where books are donated to the increase in hours will be an be placed of the shelf for families to take for free. increase in parenting education In 2008, approximately 700 additional books have offered through the Center. ---PAGE BREAK--- YOUTH BUREAU Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes been donated and 800 books were given away. Parenting Wisely will continue to be Family Play & Resource Center cont'd offered through the Center. The Red shelf will continue to offer free books to families. The goal is for 1,000 books to be given away. Administration - includes technical assistance to The Youth Bureau The Youth Bureau Director or Youth Program All summer recreation programs funded programs, monitoring of the programs as Director will monitor and Coordinator monitored the following programs: will be monitored. Funded to accomplishments of outcomes and compliance provide technical Recreation Programs: Village of Watkins Glen, programs will be required to with New York State Office of Family and assistance to funded the Town of Reading, the Town of Hector, and submit quarterly reports which will Children Services (OCFS) rules and regulations. programs to ensure Odessa Joint program. All these program were be reviewed by the Program OCFS also mandates the writing, in collaboration compliance with Office of found to be in compliance with program Committee and a report given to with Department of Social Services Children's Children and Family requirements. The only recreation program that was the Youth Board. The A Services, a County Three-Year Comprehensive Services rules and not monitored in 2008 was the Town of Orange. Partnership for Youth grant will Plan. regulations in order to Funded Programs Monitoring: were completed on be monitored fiscally on-sight maximize reimbursement Catholic Charities Runaway and Homeless Program, twice and a desk monitoring will for programs. The Youth Cornell Cooperative Extension Parenting Program, occur as vouchers are Bureau Director will, in Community Dispute Resolution Center Teen received. The Youth Bureau will collaboration with DSS Mediation and the Council on Alcoholism's Choices continue to offer technical Children's Services Program. All program were found to be in assistance to all programs. complete and update the compliance. The Youth Board's Program Compliance with the outcomes for County Comprehensive. Committee met quarterly to review program the joint plan will occur and Needs of Schuyler County reports and to review the Request for Proposals for preparation for the submission of Youth will be gathered funding for 2009. The Youth Bureau Director is a new plan in 2010. for future plans. also responsible for monitoring the A partnership for Youth grant fiscally at least two times a year on site of the sub-contractors (Pro Action of Steuben & Yate, inc. and Catholic Charities). The Youth Bureau Director needed to decrease the OCFS Resource Allocation Plan to the Youth Bureau twice due to New York State Budget cuts of 2% and then This was a total reduction to the Youth Bureau from $76,643 to $70,439. The 3-year plan is being updated and submitted to OCFS jointly with the Department of Social Services. ---PAGE BREAK--- YOUTH BUREAU Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes ---PAGE BREAK--- YOUTH BUREAU Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Runaway and Homeless Program The Youth Bureau will The Youth Bureau held quarterly meetings for the The Youth Bureau will continue to provide technical Runaway and Homeless Youth Steering hold quarterly Steering Committee to Catholic Charities Committee. At these meetings strategies were meetings for the Runaway and regarding the runaway discussed regarding recruitment of voluntary Homeless program. Technical program and also the interim families, educating referral sources of the assistance will be offered to recruitment and retention program (law Enforcement, Schools). Currently Catholic Charities in the of voluntary interim there are no voluntary interim families certified in recruitment of Voluntary families Schuyler County. Catholic Charities is currently Interim Families and in the working on a media campaign to recruit families. general operation of the program. Also, the Youth Bureau Director has encouraged On-sight monitoring of this Catholic Charities to work with the Department of program will occur. Assistance Social Services Foster Care program in dual if necessary, will be offered in certifying families. discussion of dual certification with the Department of Social Services FAMILIES FIRST The Families First Program was developed to Families First will In the first 6 months of 2008 referrals increased Families First/New York provide families of Schuyler County in a single increase referrals by 17% with a projection of 250 total referrals to Connects will continue to be point of information, referral and case manage- 10% to provide Families First/New York Connects. New York integrated for information, ment, in order to provide a seamless delivery of information and Connects/Families First operated for a second referral and assistance. The services. It is to engage families early in services assistance to families year with an increase in integration of the Office of Beacon System will become to prevent the need for higher levels of services who are in need of Aging into the Families First program. Referrals for fully operational for data as the child ages. Children Services operated out services. NY Connects New York Connects included youth that needed collection and assistance with of Families First include: Preschool Services, will provide information a wheelchair ramp, information on support information. The Web Site will be Preschool Services, Children with Special and referral will be services in the home, and information on Long updated with resources for families Health Care Needs, Single Point of Entry/Access given to meet long Term Care facilities in the area. In 2008, the Director to access during non-business for both adult and children, Person's In Need of term care needs. of the Youth Bureau became more involved with hours. Referrals to Families First/ Supervision. Preschool Services, attending Committee on New York Connects will continue Preschool Education meetings for the county, linking to increase by 10%. Promotional families to the Physically Handicapped Children's campaign will continue through Program and continuing as an Early Intervention presentations to a variety of Official Designee. groups and organizations and radio interviews on a quarterly bases. ---PAGE BREAK--- VETERAN'S SERVICES Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE Transportation 4,578 $ - $ 4,766 $ 9,344 $ 9,344 $ 5,481 $ 10,000 $ 15,481 $ 15,481 $ Claims/Administration 18,311 $ - $ 19,064 $ 37,375 $ 32,375 $ 36,679 $ 3,600 $ 40,279 $ 35,579 $ TOTAL 22,889 $ - $ 23,830 $ 46,719 $ 41,719 $ 42,160 $ - $ 13,600 $ 55,760 $ 51,060 $ 22.4% $9,344 $9,344 $15,481 $15,481 $37,375 $32,375 $40,279 $35,579 $46,719 $41,719 $55,760 $51,060 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 Transportation Claims/Administration TOTAL 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- VETERAN'S SERVICES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Transportation 5,481 $ - $ 10,000 $ 15,481 $ - $ 15,481 $ Claims/Administration 36,679 $ - $ 3,600 $ 40,279 $ 4,700 $ 35,579 $ Program TOTALS 42,160 $ - $ 13,600 $ 55,760 $ 4,700 $ 51,060 $ 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 72% Transportation 28% Revenue Local Share 92% Revenue 8% ---PAGE BREAK--- VETERAN'S SERVICES Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Transportation Estimated Provide medical transportation for # of Veterans Served 290 292 Veterans of Schuyler County. # of miles transported 20,621 20,827 # of hours for transportation 1281 1294 Claims/Administration Assist Veterans and their families in # of Veterans Served 1,702 1,791 the claims process. # of new claims 214 216 ---PAGE BREAK--- PUBLIC WORKS Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Highway 1,415,726 $ 49,650 $ 3,829,505 $ 5,294,881 $ 2,633,190 $ 2,661,691 $ Buildings & Grounds 599,332 $ 13,000 $ 872,640 $ 1,484,972 $ 751,998 $ 732,974 $ Weights & Measures 17,735 $ - $ 5,972 $ 23,707 $ 1,800 $ 21,907 $ Program TOTALS 2,032,793 $ 62,650 $ 4,708,117 $ 6,803,560 $ 3,386,988 $ 3,416,572 $ Mission Statement: To provide residents, visitors, and employees of Schuyler County with an infrastructure that is safe, functional and efficiently maintained. Expenses Buildings & Grounds 22% Weights & Measures 0% Highway 78% Revenue Local Share 50% Revenue 50% ---PAGE BREAK--- HIGHWAY Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200+300) 2008 Operations (400+500) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200+300) 2009 Operations (400+500) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE Administration 139,632 $ - $ 9,850 $ 149,482 $ 110,993 $ 159,497 $ 10,250 $ 169,747 $ 115,821 $ Capital Projects 15,515 $ - $ 1,662,660 $ 1,678,175 $ 433,691 $ 17,759 $ 1,943,800 $ 1,961,559 $ 589,795 $ Maintenance 1,011,175 $ - $ 629,000 $ 1,640,175 $ 1,620,995 $ 1,023,850 $ 659,595 $ 1,683,445 $ 1,601,095 $ Machinery 184,289 $ 301,200 $ 360,350 $ 845,839 $ 504,139 $ 189,457 $ 2,650 $ 454,450 $ 646,557 $ 438,857 $ Shared Fuel 13,259 $ - $ 532,130 $ 545,389 $ (20,861) $ 12,868 $ 734,910 $ 747,778 $ (70,922) $ Central Garage 15,474 $ 82,000 $ 27,079 $ 124,553 $ 11,153 $ 12,295 $ 47,000 $ 26,500 $ 85,795 $ (12,955) $ TOTAL 1,379,344 $ 383,200 $ 3,221,069 $ 4,983,613 $ 2,660,110 $ 1,415,726 $ 49,650 $ 3,829,505 $ 5,294,881 $ 2,661,691 $ 0.1% Note: Central Garage budget figures broken out beginning 2008. $149,482 $110,993 $169,747 $115,821 $1,678,175 $433,691 $1,961,559 $589,795 $1,640,175 $1,620,995 $1,683,445 $1,601,095 $845,839 $504,139 $646,557 $438,857 $545,389 -$20,861 $747,778 -$70,922 $124,553 $11,153 $85,795 -$12,955 $4,983,613 $2,660,110 $2,661,691 $(1,000,000) $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 Administration Capital Projects Maintenance Machinery Shared Fuel Central Garage TOTAL 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- HIGHWAY 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. Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 159,497 $ - $ 10,250 $ 169,747 $ 53,926 $ 115,821 $ Capital Projects 17,759 $ - $ 1,943,800 $ 1,961,559 $ 1,371,764 $ 589,795 $ Maintenance 1,023,850 $ - $ 659,595 $ 1,683,445 $ 82,350 $ 1,601,095 $ Machinery 189,457 $ 2,650 $ 454,450 $ 646,557 $ 207,700 $ 438,857 $ Shared Fuel 12,868 $ - $ 734,910 $ 747,778 $ 818,700 $ (70,922) $ Central Garage 12,295 $ 47,000 $ 26,500 $ 85,795 $ 98,750 $ (12,955) $ Program TOTALS 1,415,726 $ 49,650 $ 3,829,505 $ 5,294,881 $ 2,633,190 $ 2,661,691 $ Expenses Shared Fuel 14% Central Garage 2% Capital Projects 37% Maintenance 3% Machinery 12% Administration 3% Revenue Local Share 50% Revenue 50% ---PAGE BREAK--- HIGHWAY DEPARTMENT Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes ADMINISTRATION Objective: Provide clerical, accounting, Grant reporting $1,341,877 has been submitted for $ 1,414,190 is the projected level contract administration and other reimbursement related services, to the eight divisions Monitor contracts 1 date extension requested Continue to monitor deadlines of the highway department. Objective: Review request and issue % of permits issued/denied within 99% of the 356 permits issued Maintain 48 hour timeline permits that assure the preservation 48 hrs. and integrity of the roadway system % of driveway permits issued. 5.5% or 20 We expect this increase to continue as new and to promote community growth in a % of hauling permits issued. 90% or 322 families & companies move into the area conscientious and timely manner. % of construction permits issued. 4.5% or 16 Objective: To record and report all Number of complaints/requests 181 Our response time has decreased to 1 or 2 complaints and requests to allow received. days and all issues are resolved. 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. 60 Continue to increase signage CAPITAL PROJECTS % of total cost of Federal Projects. 24% Continue to monitor so expenses do not Objective: Retain contracted exceed the Federal limit of 24% engineering at or below regional % of total cost of Local Projects. 15% Continue to maintain or lower the Federal averages of 23% for state or federal or State construction costs. projects and seek additional RFP's to maintain lowest percentage for local % of Engineering Projects completed 100% Continue to monitor Engineers for projects. within budget. performance Objective: Implement 6.1 miles or 5% Cost per mile of reconstruction $177,008 Continue to add projects to our Material of reconstruction projects per year to The national average is $500,000 per CR 19 - $626,915 Bids. The cost savings have been lane mile. CR-21 - $330,807 proven. We saved $220,000 in escalation maintain an acceptable pavement CR 22 -$160,383 by getting our work done early in the Spring condition Index Level on all county CR -23 $533,382 roads of 70%. Number of miles reconstructed 9.33 or resurfaced. ---PAGE BREAK--- HIGHWAY DEPARTMENT Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes CAPITAL PROJECTS cont'd Objective: 5 year plans to include Total cost of anticipated projects. $1,651,487 $1,118,000 project listing by plan year that allows Total amount of anticipated revenue. $1,112,530 $727,530 for allocation of resources to pre- determined strategic goals and % of roads within the 70% PCI 87% 88% objectives. (Pavement Condition Index) rating of good to excellent. Objective: To rehabilitate or replace 10% of existing county bridges and Number of County Bridges 45 45 culverts per year to preserve Number of Culverts 122 122 operational and structural integrity. Number of bridges replaced 1 0 Cost of bridges maintained, repaired or $757,497 $510,000 replaced. Average deficiency ratings for bridges New 10% 11% Good Condition 61% 62% Marginally Deficient 4% 25% Moderately Deficient 24% 6% Severely Deficient 1% 0% MAINTENANCE Objective: To apply maintenance to % of roads with a Pavement Condition 81% Continue to monitor the pavement our 122 miles of road system after 8 Index above 75 or 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. $8,225 Continue to do prep work early so costly repairs are completed in the Spring when asphalt prices are at their lowest Objective: Traffic Safety includes # of new signs fabricated. 878 All new signs are adherent to new Federal traffic signs, pavement striping, guide- Cost of fabricating signs. $46,299 guidelines which increases the cost rail, street lighting, also mowing and Cost per lane of striping. $43,869 The Shared Service Paint Striping Truck brush removal to maintain an adequate ran into several unexpected breakdowns so roadside clear zone of 12 feet. Miles of centerline striping completed. 122 we didn't get an accurate gauge of success Lane miles of edge striping completed. 60 We hope to be able to do more miles at an affordable rate to increase quality ---PAGE BREAK--- HIGHWAY DEPARTMENT Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes MAINTENANCE Cont'd # of lane miles mowed. 1098 miles and to promote traffic safety Cost per mile to mow. $468 Monitor and reduce by 50% Cost of tree & brush removal. $73,066 Remove 34 trees/Roadside Hazards Objective: Drainage includes cleaning, Miles of ditches cleaned. 22.5 Replace 210 ft. of crossover pipes repairing or replacing catch basins & % of maintenance cost for filling Install 340 new driveways using 240' of pipe culverts, maintenance of stream potholes. 7.0% Rent pot-hole machine/Reduce cost by 10% channels, ditches, potholes, grading Cost of filling potholes. $38,094 Replace 220' of Guide rail and minor resurfacing of county roads. % of maintenance for drainage. 21% .7 miles of road ditch stabilization Culvert & pipe inspections/Replacements Objective: To analyze construction % of maintenance cost for asphalt 34% Continue to use data from RSMS for cost for paving, snow removal, and maintenance. determination inspections for cost comparison of Cost per ton of material internal $47 to $54 More cost effective to use contractor internal verses external services. (In house) plus our trucks, our men, our fuel Cost per ton of material external 51.70 to 57.70 More cost effective/will continue to bid (Bid out to vendor) Their men, equipment and material Objective: Start snow removal after 2" % of maintenance cost toward snow 24% Institute one person plowing & shift work after 2" of precipitation removal. accumulates to maintain a safe Cost per mile. $2,050 Maintain efficiency traveling surface on the county Continue to acquire waste salt highway system during winter season. Cost per mile to contract. $4,000 - Regional Average Continue to survey contiguous counties that contract and monitor their costs. MACHINERY Objective: To purchase, maintain and % of savings for in-house repairs 63% Labor costs for outsourcing is escalating 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 57% Continue to monitor repair costs to services to all Central Garage fleet maintenance. determine equipment replacement needs vehicles. % of work orders to outside vendors. 6% Analyze oil samples of internal parts ---PAGE BREAK--- HIGHWAY DEPARTMENT Performance Measures agencies. % of management costs. 0% Sur-charge covers all management costs Programs Performance Measures 2008 Outcomes 2009 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 75% Charge a $25 flat fee for cancellations with location to reduce the size of out 24 hour notice the fleet. % of time unable to fill requests 8% Continue to check list for cancellations to for rentals. fill requests. Total number of vehicles in the 40 As county vehicles need service they fleet. are added to the fleet Objective: Concentration of Reduce cost of Preventative Hired P/T CG mechanic to do all As vehicles need PM service the P/T our resources to service maintenance on all county owned Preventative Maintenance mechanic will maintain and all revenue is multiple departments with a vehicles by using in-house on county owned vehicles reducing overall county expenses common goal of cost savings mechanic verses service centers. Saved $41,600 Monitor 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 Received grant for structure costs while combining the and processes Enhance offering to public and generate convenience of a one-stop Overall reduction in operating costs Needs Assessment revenue facility for the public benefit. To Increase Efficiency Location Simplification and efficiency of functions coordinate communication , staff Improve Service Maximize benefits to better serve the public/Additional sharing equipment, etc. To maximize the of services, employees & equipment allocation of all resources. Acquired management of the Improve Supervision & Admin services Village of Montour street depart. for more efficient use of taxpayer funds Objective: To provide support Number of county departments 22 and personnel to manage and 22 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% Maintain expenses at a minimal level to cost for equipment and services for the facility. lower sur-charge rate provided to internal and external % of savings over retail 30% Continue to monitor users purchases. ---PAGE BREAK--- BUILDINGS GROUNDS Summary Comparison of 2008-2009 Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE Central Services 4,358 $ 12,000 $ 83,700 $ 100,058 $ 1,476 $ 6,805 $ 10,000 $ 84,093 $ 100,898 $ 2,173 $ Buildings 487,030 $ 3,000 $ 518,512 $ 1,008,542 $ 482,925 $ 497,591 $ 3,000 $ 756,147 $ 1,256,738 $ 620,517 $ Grounds 66,689 $ - $ 18,100 $ 84,789 $ 84,789 $ 63,666 $ - $ 26,400 $ 90,066 $ 90,066 $ Parks 31,004 $ - $ 5,800 $ 36,804 $ 19,752 $ 31,270 $ - $ 6,000 $ 37,270 $ 20,218 $ TOTAL 589,081 $ 15,000 $ 626,112 $ 1,230,193 $ 588,942 $ 599,332 $ 13,000 $ 872,640 $ 1,484,972 $ 732,974 $ 24.5% $100,058 $1,476 $100,898 $2,173 $1,008,542 $482,925 $1,256,738 $620,517 $84,789 $84,789 $90,066 $90,066 $36,804 $19,752 $37,270 $20,218 $1,230,193 $588,942 $1,484,972 $732,974 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 Central Services Buildings Grounds Parks TOTAL 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- BUILDINGS GROUNDS Program Personnel & Fringes Equipment Material & Supplies Total Expenses Revenue Local Share Central Services 6,805 $ 10,000 $ 84,093 $ 100,898 $ 98,725 $ 2,173 $ Buildings 497,591 $ 3,000 $ 756,147 $ 1,256,738 $ 636,221 $ 620,517 $ Grounds 63,666 $ - $ 26,400 $ 90,066 $ - $ 90,066 $ Parks 31,270 $ - $ 6,000 $ 37,270 $ 17,052 $ 20,218 $ Program TOTALS 599,332 $ 13,000 $ 872,640 $ 1,484,972 $ 751,998 $ 732,974 $ 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 84% Grounds 6% Parks 3% Central Services 7% Revenue Local Share 49% Revenue 51% ---PAGE BREAK--- BUILDINGS GROUNDS Performance Measures Programs Performance Measures 2007 Outcomes 2008 Outcomes 2009 Projected Outcomes Utilities (heat, electric, water Monitor for inconsistencies and HSC $.79 per sq ft * HSC $2.06 per sq ft HSC $2.05 per sq ft CHC & sewer) HSC includes ways to improve cost savings commercial kitchen operation Capital projects performed by cost avoidance preformed : CHC $1.28 per sq ft CHC $1.20 per sq ft $1.00 per sq ft * county staff as opposed to seeking outside contracts to save county $ 2008 demolition of 2nd floor @ 2nd floor: 972 man hrs cost projected cost of $44,000; $14,290 saving $29,710 2008 Shared document Facility shared document facility man moving mobile shelving, ceiling hrs 202 cost $3,062 saving & floor tile work @ projected cost $3,138 of $6,200 2009 mailroom & elections 1,200 man hrs cost $18,000 remodeling @ projected cost of materials $5,000 $64,149; subcontracting $4,000 saving $37,149 Construction Administration & Construction A&I Construction A&I saving Construction A&I saving Inspection savings $20,000 $20,000 $30,000 *partial year under construction and occupancy ---PAGE BREAK--- WEIGHTS MEASURES Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE Administration 20,566 $ 6,687 $ 1,950 $ 29,203 $ 27,403 $ 17,735 $ - $ 5,972 $ 23,707 $ 21,907 $ TOTAL 20,566 $ 6,687 $ 1,950 $ 29,203 $ 27,403 $ 17,735 $ - $ 5,972 $ 23,707 $ 21,907 $ -20.1% $29,203 $27,403 $23,707 $21,907 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 Administration 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- WEIGHTS MEASURES 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. Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 17,735 $ - $ 5,972 $ 23,707 $ 1,800 $ 21,907 $ Program TOTALS 17,735 $ - $ 5,972 $ 23,707 $ 1,800 $ 21,907 $ Expenses Adminis tration 100% Revenue Local Share 92% Revenue 8% ---PAGE BREAK--- WEIGHTS AND MEASURES Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes ADMINISTRATION: Inspect and test all weighing and Timeliness of inspections. 100% All inspections will be done in a timely measuring devices to ensure accuracy manner. Low volume establishments for the consumer. will be scheduled throughout the year. Hi volume establishments will be in- spected semi-annually. Timeliness of client response. All within one business day. All inquiries will be contacted within 3 business days. A list of establishments will be # of establishments within County 172 generated of inspections for the year. Compliance among retail 99% Follow-up visits will be conducted on establishments. complaints when submitted. Conduct petroleum quality sampling. # of petroleum samples/failure rate 4 samples, no failures Petroleum samples will be taken as per state request. Should a complaint be submitted, a test will be conducted. Inspect calibration on farm bulk # of tanks calibrated 1 Bulk milk tanks will be inspected and recalibrated upon request and new installations. Conduct spot checks on prepackaged # spot checks completed/failure 5 spot checks, no failures Random spot checks will be labeling of weights in retail establish- performed. Establishments who have ments throughout County. had past complaints will be checked more often. Conduct in house packaging of # spot checks completed/failure 5 spot checks, no failures products. ---PAGE BREAK--- GOVERNMENT SERVICES Program Personnel & Fringes Equipment Expenses Total Expenses Revenue Local Share Legislature $237,277 $0 $15,950 $253,227 $0 $253,227 County Administrator $240,692 $0 $32,750 $273,442 $0 $273,442 County Attorney $386,461 $0 $34,770 $421,231 $289,800 $131,431 Civil Service $77,374 $0 $8,300 $85,674 $0 $85,674 Real Property $391,695 $0 $39,700 $431,395 $252,930 $178,465 County Clerk $352,931 $0 $28,600 $381,531 $538,000 ($156,469) Records Management $67,869 $0 $1,960 $69,829 $50,470 $19,359 Human Resources $213,829 $0 $64,685 $278,514 $1,300 $277,214 Treasurer $221,866 $0 $122,200 $344,066 $536,000 ($191,934) Board of Elections $140,436 $15,000 $83,500 $238,936 $87,031 $151,905 Information Technology $176,381 $56,954 $63,808 $297,143 $93,968 $203,175 Historian $3,200 $0 $600 $3,800 $0 $3,800 Program Totals $2,510,011 $71,954 $496,823 $3,078,788 $1,849,499 $1,229,289 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 12% Treasurer 11% Board of Elections 8% Information Technology 9% Historian 0% Real Property 14% Legislature 8% Civil Service 3% County Attorney 14% County Administrator 9% Revenue Local Share 40% Revenue 60% ---PAGE BREAK--- LEGISLATURE Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE Administration 229,767 $ - $ 15,500 $ 245,267 $ 245,267 $ 237,277 $ - $ 15,950 $ 253,227 $ 253,227 $ TOTAL 229,767 $ - $ 15,500 $ 245,267 $ 245,267 $ 237,277 $ - $ 15,950 $ 253,227 $ 253,227 $ 3.2% $245,267 $245,267 $253,227 $253,227 $240,000 $242,000 $244,000 $246,000 $248,000 $250,000 $252,000 $254,000 Administration 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- LEGISLATURE Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 237,277 $ - $ 15,950 $ 253,227 $ 253,227 $ Program TOTALS 237,277 $ - $ 15,950 $ 253,227 $ - $ 253,227 $ 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 2008 Outcomes 2009 Projected Outcomes Legislature To not exceed a spending increase of 3% for the Transferred the Rural Urban Center and Ensure effective and efficient Serve as the Governmental Body year 2009 budget. Return the Office for the Aging the former OFA to the development and administration responsible for developing County to the tax rolls. Continue to support the Council of Schuyler County Local Development of County services in the most policies, Local Laws and adopting Government (COG) in achieving intergovernmental Corp. to market the property and return cost effective manner by bringing Resolutions that affect the shared services with the County, such as code it to the tax rolls. the tax rate down. constituency at large. Provide enforcement, land use planning, and regional water leadership and direction to the and wastewater administration. Continue to County as a whole. explore shared services with neighboring counties. Plan and meet the communication needs of the Completed the Share Records Facility Sheriff, Fire and Emergency Management Services project with the Watkins Glen Central with compatibility with the Statewide Wireless School, the Town of Hector, Dix and Network as a criteria in the selection process. the Village of Watkins Glen. Complete the Shared Public Works Facility project on 9.32% reduction in tax rate 0.12% reduction in tax rate schedule and within budget. Continue the work on $8.37/1000 AV Tax Rate $8.36/1000 AV tax rate Continue to evaluate public transportation needs as it Tax Levy increase of 2.48% Tax Levy increase of 5.95% 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 meeting, the County Legislature and the public hearings. Have minutes transcribed and transcribed by the Clerk or Deputy Clerk transcribe, and have the minutes official link to all other departments approved in a timely manner. Perform the audit within thirty days for approval by the approved. Within five days from in the County and the constituency function in a streamlined, accurate function. Provide Legislature. They are also sent to be approval, post public notices, at large. Assist the Legislature with information as quickly as possible and make more on the web page within five days after and minutes of the Legislature on the its planning and services to the information electronically accessible for the approval. County Web page. Withing ten days County's needs including: adopting constituency. turn around requests for public resolutions and local laws, information. establishing and enforcing policies, 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 2008-2009 Costs Program 2008 Personnel (100) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE County Wide Administration 164,795 $ 10,250 $ 175,045 $ 175,045 $ 176,145 $ 11,400 $ 187,545 $ 187,545 $ Purchasing 80,819 $ 3,250 $ 84,069 $ 84,069 $ 64,547 $ 21,350 $ 85,897 $ 85,897 $ TOTAL 164,795 $ 10,250 $ 175,045 $ 175,045 $ 240,692 $ 32,750 $ 273,442 $ 273,442 $ 56.2% $175,045 $175,045 $187,545 $187,545 $84,069 $84,069 $85,897 $85,897 $175,045 $175,045 $273,442 $273,442 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 County Wide Administration Purchasing TOTAL 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- COUNTY ADMINISTRATOR 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. Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share County Wide Administration 176,145 $ - $ 11,400 $ 187,545 $ - $ 187,545 $ Purchasing 64,547 $ - $ 21,350 $ 85,897 $ - $ 85,897 $ Program TOTALS 240,692 $ - $ 32,750 $ 273,442 $ - $ 273,442 $ Expenses Purchasing 31% County Wide Adminis- tration 100% Revenue Local Share 100% Revenue 0% ---PAGE BREAK--- COUNTY ADMINISTRATOR Performance Measures Programs Performance Measures 2008 Outcomes 2009 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 5.9% government, coordinating and Tax Rate Decrease of 12. 1% Tax rate decrease of .12% guiding interdepartmental and Tax rate of 9.37/1000 assessed value Tax rate of 9.36/1000 assessed value interagency activities and projects, Performance Budgeting Increase performance measures in Continue to refine performance measures and representing the County in departments in all departments various community endeavors. Stewardship of County Completed construction of Human Complete construction of a new shared Specific responsibilities include Resources Services Complex under budget and Public Works Complex development and implementation of ahead of schedule Complete Courthouse renovations to county policies, negotiation of union achieve energy and operating efficiencies contracts and labor issues, recruit- Credit Rating County enjoys an A rating by Moody's Maintain bond rating ment, supervision and evaluation of department heads and general Communication administration of County projects. Provide Legislature with timely Attend all committee meetings Attend all committee meetings The County Administrator also and complete reports and Provided recommendations for building Provided recommendations for building serves as the Budget Officer, and is recommendations project project responsible for the development, analysis and administration of the Provide coordination and facilitate Provide coordination and facilitate County budget. Council of Governments Council of Governments Leadership Provide leadership within Supported professional development Increase offerings by 10% County departments and for all staff community. Public Transit Facilitated work of Transportation Negotiate change in provider for Committee in assessing the need for service - lower fare, increase service area expansion of public transit in County Continue to work to develop a fixed route for transit connecting 4 Villages Grant Administration Facilitate SMSI grant application for Administer SMSI grant for shared Public Shared records management facility Works Facility Infrastructure Actively participated in Regional Water & Assume leadership role in creating a Wastewater study County Water District Actively participated in Regional tele- Work to expand wireless access within communication assessment the County ---PAGE BREAK--- COUNTY ADMINISTRATOR Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Leadership cont'd Infrastructure Prepare projects for possible federal stimulus funding: roads, bridges, sewage treatment PURCHASING Procurement of goods and with optimal quality and pricing timely manner. Through research with other counties and resources, identify methods to reduce costs and increase efficiency under a more centralized purchasing system. ---PAGE BREAK--- COUNTY ATTORNEY Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE DSS 276,124 $ - $ 9,714 $ 285,838 $ 37,838 $ 263,344 $ 30,135 $ 293,479 $ 3,679 $ Leg/Admin 32,676 $ - $ 1,375 $ 34,051 $ 34,051 $ 50,851 $ 1,950 $ 52,801 $ 52,801 $ Juvenile Prosecution 23,202 $ - $ 1,084 $ 24,286 $ 24,286 $ 21,814 $ 840 $ 22,654 $ 22,654 $ Other Depts 37,782 $ - $ 1,577 $ 39,359 $ 39,359 $ 50,452 $ 1,845 $ 52,297 $ 52,297 $ TOTAL 369,784 $ - $ 13,750 $ 383,534 $ 135,534 $ 386,461 $ - $ 34,770 $ 421,231 $ 131,431 $ -3.0% $285,838 $37,838 $293,479 $3,679 $34,051 $34,051 $52,801 $52,801 $24,286 $24,286 $22,654 $22,654 $39,359 $39,359 $52,297 $52,297 $383,534 $135,534 $421,231 $131,431 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 DSS Leg/Admin Juvenile Prosecution Other Depts TOTAL 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- COUNTY ATTORNEY Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share DSS 263,344 $ - $ 30,135 $ 293,479 $ 289,800 $ 3,679 $ Leg/Admin 50,851 $ - $ 1,950 $ 52,801 $ 52,801 $ Juvenile Prosecution 21,814 $ - $ 840 $ 22,654 $ 22,654 $ Other Depts 50,452 $ 1,845 $ 52,297 $ 52,297 $ Program TOTALS 386,461 $ - $ 34,770 $ 421,231 $ 289,800 $ 131,431 $ 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 13% Juvenile Prosecution 5% Other Depts 12% DSS 70% Revenue Local Share 31% Revenue 69% ---PAGE BREAK--- COUNTY ATTORNEY Performance Measures Programs Objectives Performance Measures 2008 Narrative 2009 Narrative Legislative/Administrative - Provide timely and Hotlines:216 to date 2007 Litigation: 303 to date 2008 Two separate lawsuits Discovery and motions ~Legal Counsel to the Legislature accurate legal opinions to CPS Hotline Referrals: re Montour House NYCLU v. Schuyler and County Administrator legislature and County 2004 - 48 NYCLU v.Schuyler Administrator. 2005 - 34 County 2006 - 50 2007 -40 Projects: DSS Provide timely and 2008-37 to date County Wide assessment County Water District Legal advice, Prosecution of Child effective prosecution of % of contracts and HAVA implementation abuse and neglect case, enforce- neglect, abuse, and opinion requests Real estate sale ment of support cases, PINS support cases including responded to in 48 hours: presentment, Claims collection. "real time" advice to 2005 - 491 = 95% Several notable CPS caseworkers. 2006 - 571 = 98% cases involving 2007 - 616= 99% extraordinary courtroom Departmental Counsel - other Provide timely and 2008-610 - 99% time Legal advice to each county accurate legal opinions Petitions: department including tax litigation. and contract review to 2006 - PINS 11 departments. JD 16 2007 - PINS-8 to date JD-11 to date Juvenile Prosecution Timely evaluation and 2008-PINS 10 to date Prosecution of all misdemeanors presentment of cases to JD-8 to date and felonies committed by defen- Family court. Effective dants under 16 years of age. coordination with Law enforcement agencies, and schools. ---PAGE BREAK--- CIVIL SERVICE Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE Civil Service 74,191 $ - $ 8,500 $ 82,691 $ 82,691 $ 77,374 $ - $ 8,300 $ 85,674 $ 85,674 $ TOTAL 74,191 $ - $ 8,500 $ 82,691 $ 82,691 $ 77,374 $ - $ 8,300 $ 85,674 $ 85,674 $ 3.6% $82,691 $82,691 $85,674 $85,674 $81,000 $81,500 $82,000 $82,500 $83,000 $83,500 $84,000 $84,500 $85,000 $85,500 $86,000 Civil Service 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- CIVIL SERVICE Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Civil Service 77,374 $ - $ 8,300 $ 85,674 $ 85,674 $ Program TOTALS 77,374 $ - $ 8,300 $ 85,674 $ - $ 85,674 $ 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 2008 Outcomes 2009 Projected Outcomes Administration Goal: Assist the community by Convey information to the public Updated forms available on website. Have all of job descriptions on information on examinations and visit the office. Provide information Job postings and examination website. position vacancies and other Civil on webpage for convenience to announcements are posted Service issues. community and cost effectiveness. Channel 5 also being used to notify public about examinations. Goal: Assist municipalities to ensure Certify payroll for all municipalities Payrolls for all municipalities except Certify payrolls for all that hiring conforms to Civil Service Schuyler County at least one time in one have been certified for 2008. Law and Rules. fiscal year. Correct problems Goal: Ensure sufficient eligible lists for Provisional rate (untested Provisional rate for 2007 was 4.6%, Maintain low provisional rate. hiring competitive positions by positions) as shown on annual report above the state average of 3.3% due lists and administering examinations. to NYS Civil Service is equal to or to having some new positions. less than state average. ---PAGE BREAK--- REAL PROPERTY Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE Service to Taxpayers 49,775 $ - $ 2,600 $ 52,375 $ 47,375 $ 52,492 $ - $ 2,600 $ 55,092 $ 50,092 $ Service to Assmt Community 66,642 $ - $ 29,100 $ 95,742 $ 73,072 $ 72,887 $ - $ 31,100 $ 103,987 $ 86,617 $ Consolidated Assessment Svcs 187,080 $ 5,000 $ 192,080 $ 64,713 $ 266,316 $ - $ 6,000 $ 272,316 $ 41,756 $ Chemung County Shared Svcs 9,840 $ - $ - $ 9,840 $ (5,160) $ - $ - $ - $ - $ - $ TOTAL 313,337 $ - $ 36,700 $ 350,037 $ 180,000 $ 391,695 $ - $ 39,700 $ 431,395 $ 178,465 $ -0.9% $52,375 $47,375 $55,092 $50,092 $95,742 $73,072 $103,987 $86,617 $192,080 $64,713 $272,316 $41,756 $9,840 $(5,160) $350,037 $180,000 $431,395 $178,465 $(50,000) $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 Service to Taxpayers Service to Assmt Community Consolidated Assessment Svcs Chemung County Shared Svcs TOTAL 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- REAL PROPERTY TAX SERVICE AGENCY Mission Statement: The Real Property Agency oversees the equitable administration of the real property tax. Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenues Local Share Service to Taxpayers 52,492 $ - $ 2,600 $ 55,092 $ 5,000 $ 50,092 $ Service to Assmt Community 72,887 $ - $ 31,100 $ 103,987 $ 17,370 $ 86,617 $ Consolidated Assessment Svcs 266,316 $ - $ 6,000 $ 272,316 $ 230,560 $ 41,756 $ Chemung County Shared Svcs - $ - $ - $ - $ - $ - $ Program TOTALS 391,695 $ - $ 39,700 $ 431,395 $ 252,930 $ 178,465 $ Expenses Service to Taxpayers 13% Chemung County Shared Svcs 0% Consolidated Assessment Svcs 63% Service to Assmt Community 24% Revenue Local Share 41% Revenues 59% ---PAGE BREAK--- REAL PROPERTY TAX AGENCY Performance Measures Programs Definition Performance Measures 2008 Outcomes 2009 Projected Outcomes Service to Taxpayers Process corrections to tax Circumstances of alleged errors 36 of 44 corrections processed 100% of corrections processed rolls. are investigated and recommenda- within 10 days of receipt of within 10 days of receipt of tions issued within 10 days of application. (82%) application. receipt of application, consistent with statutory requirement. Provide on-line access to Increase the number of hits to the 3,079 public logins since going 10,000 logins with a total of assessment information in order on-line assessment web site, live in July, an average of over 30,000 parcel searches annually. to facilitate a more efficient reducing the need for office visits. 700 parcel searches per week. interaction with the public. Service to the Assessment Service to the Assessment Community Community includes: ~Preparing and maintaining Provide deeds and transfer re- 94% of transfers provided to 100% of transfers provided to accurate tax maps for ports to assessors within 45 days assessors within 45 days of assessors within 45 days of assessment purposes. of filing. filing. (712 out of 758) filing. ~Providing timely reports to the Sales Transmittal Reports are to Transmittals were provided Sales Transmittal Reports are to state on behalf of municipalities. be provided to Albany quarterly. be provided to Albany quarterly. Assessors' Annual Reports to be Reports provided in July Reports provided in July provided to Albany by 7/31. ~Assist the County Treasurer Parcels on the auction list are Parcels were visited and report Parcels on the auction list are with the tax auction. investigated and a report issued was prepared within 3 weeks of investigated and a report issued within 30 days of receipt of the receipt of the list. within 30 days of receipt of the list. list. ---PAGE BREAK--- REAL PROPERTY TAX AGENCY Performance Measures Programs Definition Performance Measures 2008 Outcomes 2009 Projected Outcomes Chemung County Shared The shared services contract Services with Chemung County includes providing RPT Director Calculate net revenue attributed No longer a program in the services as defined in statute, to the shared services contract. 2009 budget. and administration of PILOT program. Consolidated Assessment Provide assessing services Reassessment Rolls meet the All reassessment rolls with All reassessment rolls meet Services to municipalities including state's requirements for level and Eq Rates of 100%. Aid state standards and qualify for aid. assessment and exemption equity to qualify for aid. application has been made. administration, successful completion of reassessment Conduct a public information Met with boards and conducted Conduct PI meetings in all 7 projects, and a public meeting in each municipality, and PI meetings in 3 of 5 reassessment towns. information program that meet with town boards. reassessment towns so far. educates taxpayers as to the system processes and their Per parcel cost of service must Per parcel cost for participating Per parcel cost for participating rights to due process. compare favorably to $13.55 towns was $9.89 towns will be $10.30 average per parcel cost prior to implementation of program. Maximize the number of 6 of 8 municipalities on 1/1, 7 of 8 municipalities continue participating municipalities to added Hector in July in the program. offset per parcel cost. ---PAGE BREAK--- COUNTY CLERK / DEPARTMENT OF MOTOR VEHICLES Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE County Clerk 157,000 $ - $ 23,425 $ 180,425 $ (10,575) $ 178,395 $ - $ 22,725 $ 201,120 $ (65,480) $ DMV 165,274 $ - $ 4,925 $ 170,199 $ (39,801) $ 174,536 $ - $ 5,875 $ 180,411 $ (90,989) $ TOTAL 322,274 $ - $ 28,350 $ 350,624 $ (50,376) $ 352,931 $ - $ 28,600 $ 381,531 $ (156,469) $ 210.6% $180,425 $(10,575) $201,120 $170,199 $(39,801) $180,411 $350,624 $(50,376) $381,531 $(156,469) $(200,000) $(100,000) $100,000 $200,000 $300,000 $400,000 County Clerk DMV TOTAL 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- COUNTY CLERK / DEPARTMENT OF MOTOR VEHICLE Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share County Clerk 178,395 $ - $ 22,725 $ 201,120 $ 266,600 $ (65,480) $ DMV 174,536 $ - $ 5,875 $ 180,411 $ 271,400 $ (90,989) $ Program TOTALS 352,931 $ - $ 28,600 $ 381,531 $ 538,000 $ (156,469) $ 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 47% County Clerk 53% Revenue Revenue 122% Local Share -22% ---PAGE BREAK--- COUNTY CLERK/DEPARTMENT OF MOTOR VEHICLE Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes County Clerk Objective: Record & file documents in ▪ Keep document return time to 2-3 % kept at 2 weeks or less. % kept at 2 weeks or less. a timely, easily retrievable and archival weeks. manner, thereby preserving the history ▪ Public comment. of Schuyler County. ▪ Track mortgage tax (local) Strive to keep exceptional public collected and submitted to Treasurers service, while working within our Office to offset Corning Community budget. College charge backs. ▪ Filings -Index's 500 -Divorce 70 -Criminal 110 -Mortgage filings 2,814 -Mortgages 572 -Deed filings 2,821 Department of Motor Vehicle Objective: Stay appraised of the ▪ Public Comment. Develop a customer survey. constantly changing laws and regulations. ▪ Monitor waiting time. Customers avg. wait time was Serve the public in a friendly manner, Training for new employees decreased keeping wait time at a minimum. customer waiting time. ▪ Submit reports Reports were sent % on time. Reports to be sent 99% on time. ▪ Customer transactions. 24,000 ---PAGE BREAK--- RECORDS MANAGEMENT Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE Records Management 55,251 $ - $ 1,860 $ 57,111 $ 14,621 $ 67,869 $ 1,960 $ 69,829 $ 19,359 $ TOTAL 55,251 $ - $ 1,860 $ 57,111 $ 14,621 $ 67,869 $ - $ 1,960 $ 69,829 $ 19,359 $ 32.4% $57,111 $14,621 $69,829 $19,359 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 Records Management 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- RECORDS MANAGEMENT Program Personnel & Fringes Equipment Operational Expenses Total Expenses Federal & State Local Share Records Management 67,869 $ - $ 1,960 $ 69,829 $ 50,470 $ 19,359 $ Program TOTALS 67,869 $ - $ 1,960 $ 69,829 $ 50,470 $ 19,359 $ 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 28% Federal & State 72% ---PAGE BREAK--- RECORDS MANAGEMENT Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes ADMINISTRATION Research, storage, reduction, 1,400,000 sheets of paper Reduction of destroyed paper Continue to inform departments on preservation, retrieval of destroyed on a yearly basis. by informing departments on copies of records and reduce information belonging to all what records do not need paper documents by means of county departments. copies made electronic formats Records stored in five areas All county records are stored in Completion of shared document of the county campuses. the shared document facility facility to include balance of partners 65% compliance with state 95% compliance with state 98% compliance with state regs regulations/suggestions regulations/suggestions regarding records storage as each regarding records storage. regarding records storage partners records are incorporated into ---PAGE BREAK--- HUMAN RESOURCES Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE Employee Benefit Admin. 86,635 $ - $ 13,178 $ 99,813 $ 98,513 $ 96,223 $ - $ 28,393 $ 124,616 $ 123,316 $ Dept. and Policy Admin. 83,872 $ - $ 4,393 $ 88,265 $ 88,265 $ 47,042 $ - $ 14,517 $ 61,559 $ 61,559 $ Labor Relations 36,516 $ - $ 11,714 $ 48,230 $ 48,230 $ 70,564 $ - $ 21,775 $ 92,339 $ 92,339 $ TOTAL 207,023 $ - $ 29,285 $ 236,308 $ 235,008 $ 213,829 $ - $ 64,685 $ 278,514 $ 277,214 $ 18.0% $99,813 $98,513 $124,616 $123,316 $88,265 $88,265 $61,559 $61,559 $48,230 $48,230 $92,339 $92,339 $236,308 $235,008 $278,514 $277,214 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 Employee Benefit Admin. Dept. and Policy Admin. Labor Relations TOTAL 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- HUMAN RESOURCES 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. Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Employee Benefit Admin. 96,223 $ - $ 28,393 $ 124,616 $ 1,300 $ 123,316 $ Dept. and Policy Admin. 47,042 $ - $ 14,517 $ 61,559 $ 61,559 $ Labor Relations 70,564 $ - $ 21,775 $ 92,339 $ 92,339 $ Program TOTALS 213,829 $ - $ 64,685 $ 278,514 $ 1,300 $ 277,214 $ Expenses Dept. and Policy Admin. 22% Labor Relations 33% Employee Benefit Admin. 45% Revenue Local Share 100% Revenue 0% ---PAGE BREAK--- HUMAN RESOURCES Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Employee Benefit Administration Administration of all benefits and Establishment of an electronic, sole Purchase and implementation of two Fully utilize capabilities of both rights provided to active and retired source for employee demographic modules from ADP: HRB for the databases with the following goals: employees, i.e. insurance, worker's information in order to improve employee demographics and ezLM HRB: utilize carrier connections with compensation, deferred compensation, office efficiency, reporting, insurance for the time and attendance. Excellus, GHI & EBS; roll out the flexible spending, retirement, ADA, reconciliation, insurance costing and All staff properly trained in use Manager's access to the database; FLSA, FMLA. Administration of consolidation/elimination of files, of databases. maximize reporting function; introduce salary schedule, management level spreadsheets and notebooks. employee benefit statements. salary plan, orientation of new This to include an electronic time and ezLM: maximize reporting function. employees, insurance bill processing, attendance product to deviate Reduction in steps of benefit enrollment retiree payments and census. from paper time cards as well as from 17 steps to 5 steps; reduction in to ensure proper enforcement of steps of payroll process from 10 steps payroll and collective bargaining to 3 steps. Potential savings of $393,665 agreement rules. due to reduction in errors, streamlined processes, reduction in time theft and printing costs. Departmental and Policy Administration Development, interpretation and Draft training outline and investigate Reviewed training issues with County Explore creating PT training position with advisement re: policies and procedures, the most efficient, effective way to Safety Committee, and organized no local share cost involved; professional development training for provide annual mandated training sub-committee to begin work. Complete training outline; obtain all employees, office budget and to all employees. approval of the Safety Committee and performance, drug and alcohol testing, County Administrator; commence implementation of training plan. workplace safety, exit interviews, department contracts, general office Update County Policies & Procedures Completed annual update of Include more user-friendly format for duties. Manual and Administrative Manual. Administrative Manual; compiled annual update of Administrative Manual. changes and produced draft of Finalize update of Policies & Procedures updated Policies & Procedures Manual and train staff accordingly. manual. ---PAGE BREAK--- HUMAN RESOURCES Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Labor Relations Negotiations, union contract Reduction in cost of labor counsel Savings of $8,000 per union by Keep labor counsel cost increases to interpretation, investigation by educating staff, performing own eliminating negotiation consultant. a cost of living adjustment by continuing (discrimination/improper practice), legal research and conducting Reduction in labor counsel costs by in-house efforts. employee discipline and counseling, negotiations with in-house staff. 77% from 2005 to date (from $57,520 grievances, arbitration. in 2005 to a 3-year average of $9,588 from 2006-2008). Development of effective negotiation Begin collection of collective bargaining Successful negotiation of a successor strategies for collective bargaining. agreements from other counties for agreement with the CSEA Highway Unit CSEA Highway Unit negotiations. which will be fair and equitable to both parties and the taxpayers. Ongoing negotiations with the Successful negotiation of a successor Correction Officers Benevolent agreement with the Correction Officers Association. Benevolent Association which will be fair and equitable to both parties and the taxpayers. ---PAGE BREAK--- TREASURER Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE Tax Collection 76,773 $ - $ 56,800 $ 133,573 $ (461,427) $ 87,870 $ - $ 64,017 $ 151,887 $ (384,113) $ Payroll 53,173 $ - $ 2,050 $ 55,223 $ 55,223 $ 62,676 $ - $ 3,025 $ 65,701 $ 65,701 $ Accounts Payable 61,739 $ - $ 60,475 $ 122,214 $ 122,214 $ 71,320 $ - $ 55,158 $ 126,478 $ 126,478 $ Purchasing 80,819 $ - $ 3,250 $ 84,069 $ 84,069 $ - $ - $ - $ - $ - $ TOTAL 272,504 $ - $ 122,575 $ 395,079 $ (199,921) $ 221,866 $ - $ 122,200 $ 344,066 $ (191,934) $ -4.0% $133,573 $(461,427) $151,887 $(384,113) $55,223 $55,223 $65,701 $65,701 $122,214 $122,214 $126,478 $126,478 $84,069 $84,069 $395,079 $(199,921) $344,066 $(191,934) $(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 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- TREASURER Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Tax Collection 87,870 $ - $ 64,017 $ 151,887 $ 536,000 $ (384,113) $ Payroll 62,676 $ - $ 3,025 $ 65,701 $ - $ 65,701 $ Accounts Payable 71,320 $ - $ 55,158 $ 126,478 $ - $ 126,478 $ Purchasing - $ - $ - $ - $ - $ - $ Program TOTALS 221,866 $ - $ 122,200 $ 344,066 $ 536,000 $ (191,934) $ 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 44% Purchasing 21% Accounts Payable 37% Payroll 19% Revenue Local Share 26% Revenue 74% ---PAGE BREAK--- TREASURER Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Tax Collection Diligently and efficiently monitor and In 2008 the County took title to 7 parcels Maintain or reduce the amount of collect delinquent taxes to reduce tax during the tax foreclosure process down properties that are forclosed upon foreclosures on properties as well as from 21 parcels in 2007. monitor Installment Agreements that the This is a 67% decrease. County has with tax payers. Accounts Payable Quickly and efficiently pay all vendors Roughly 95% of the vendors paid by the Decrease payment time to 10 days who have supplied the County with County were paid within 15 days. from submission. goods and services. Payroll Accurately and efficiently pay all County Processing of payroll for 2008 has an error Increase the efficiency and employees as well as report all wages rate of 2% or less. Amended payroll by 1% in the coming year. and retirement figures to the correct reports wer sent to the State Agencies as agency. required. Purchasing Monitor all purchases made on behalf Purchasing underwent significant changes of the County to ensure that the best the early part of 2008 and was turned over price is being obtained as well for the to the County Adminstrator's Office for quality of goods purchased. Monitor of monitoring and oversight. goods purchased. Monitor all fixed assets to ensure County is fully insured and that all GASB requirements are met for reporting purposes. ---PAGE BREAK--- BOARD OF ELECTIONS Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE Administration 164,795 $ - $ 74,500 $ 239,295 $ 169,670 $ 140,436 $ 15,000 $ 83,500 $ 238,936 $ 151,905 $ TOTAL 164,795 $ - $ 74,500 $ 239,295 $ 169,670 $ 140,436 $ 15,000 $ 83,500 $ 238,936 $ 151,905 $ -10.5% $239,295 $169,670 $238,936 $151,905 $50,000 $100,000 $150,000 $200,000 $250,000 Administration 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- BOARD OF ELECTIONS Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 140,436 $ 15,000 $ 83,500 $ 238,936 $ 87,031 $ 151,905 $ Program TOTALS 140,436 $ 15,000 $ 83,500 $ 238,936 $ 87,031 $ 151,905 $ 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 64% Revenue 36% ---PAGE BREAK--- BOARD OF ELECTIONS Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes ADMINISTRATION To accomplish the mission, it is Staffing levels; election inspectors Election inspectors: need 170, have 76. Public Education on new BMD. necessary to fully staff all polling & custodians. Custodians: need 4, have 3. Have fully staffed inspectors positions. with well trained, knowledgeable Party inspectors: need 2, have 2. election inspectors. It is also necessary Training of inspectors and Each inspector is trained a minimum of Train all Inspectors on BMD with to provide support for the inspectors custodians. 3 hrs. per year. Due to the number of tabulation software. with equally capable election inspectors & limited space, training is done in 8 sessions. Administrative function also consists ensuring full compliance with the Help America Vote Act (HAVA) prior to Implementation of HAVA N/A Ballot Printing for Schuyler County. the 2006 Federal election. Additional efforts remain ongoing at # of registered voters increasing voter participation both in % of eligible voters registered 80 % of Schuyler residents over the Increase by 10% terms of registered voters and actual age of 18 are registered to vote voters. % of registered voters who vote: ▪ Primary NO PRIMARY 2008 ▪ General 75.56 % of eligible voters Registered Schuyler Cty voters 13,037 Registered NYS voters 11,669,573 Registered National voters 122,842,626 # of polling places within the 17 polling places, ALL handicapped Remain totally handicapped accessible. County assessible. # of educational outreach efforts As BMD's were not fully useable until 2 voter education sessions for persons for Schuyler residents. close time to the election, outreach with disabilities. was not possilbe for 2008. 18 voter education sessions for general voter populations at various locations around the county. ---PAGE BREAK--- INFORMATION TECHNOLOGY Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE County -Wide Administration 122,893 $ 59,910 $ 61,265 $ 244,068 $ 149,980 $ 176,381 $ 56,954 $ 63,808 $ 297,143 $ 203,175 $ TOTAL 122,893 $ 59,910 $ 61,265 $ 244,068 $ 149,980 $ 176,381 $ 56,954 $ 63,808 $ 297,143 $ 203,175 $ 35.5% $244,068 $149,980 $297,143 $203,175 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 County -Wide Administration 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- INFORMATION TECHNOLOGY Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share County -Wide Administration 176,381 $ 56,954 $ 63,808 $ 297,143 $ 93,968 $ 203,175 $ Program TOTALS 176,381 $ 56,954 $ 63,808 $ 297,143 $ 93,968 $ 203,175 $ 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 68% Revenue 32% ---PAGE BREAK--- INFORMATION TECHNOLOGY Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes County Wide Administration The Information Technology Increase technology and Constucted a fiber optic backbone Finish implementing the left hand Department will work to increase communications with in the county that connects the county's 5 network campus raid san solution technology and reduce operating cost. to increase productivity. campuses. Phone, data and security for disaster recovery and business Rather than changing the functionality are transported over the fiber. continuity. of the process, utilizing technology enables a company to execute the strategy much faster and leverage time Replaced older data switches with Replace 911 consoles with updated as a source of competitive advantage. new gigabit swithches for a 900% equipment. For example, information technology increase in network performance. facilitates the exchange of information among the various participants in the Installed new county virtual private Increase offsite connectivity to value chain. network for improved offsite county nurses and caseworkers Closer communications speeds up the connectivity. while in the field. business processes. Finished the Onenet connection to Complete the conversion of county the state that increased bandwidth to ip addresses to state routable DSS state applications by 750 addresses for better system wide connectivity to the state network. Installed new spam appliance that Implement Microsoft Forefront to down spam to the end user. Blocked minimize spam and spyware over 5 million spam messages ytd. Maintain a centralized IT with in Constructed a new centralized data Complete county wide domain county to reduce hardware, center that has the proper power and migration to new domain. and training cost. cooling specifications. Consolodated server locations by 50 Implement a Centralized GIS in the Built new county wide domain Information Technolgy Dept. for structure and have began migrating county. departments. ---PAGE BREAK--- INFORMATION TECHNOLOGY Performance Measures Programs Performance Measures 2008 Outcomes 2009 Projected Outcomes Virtualized 70 percent of county Virtualize 90 percent of county servers to reduce space and energy servers. cost. Designed and implemented a new Complete county wide security county wide security system with dvr system including the new public recording and onsite monitoring. works building and courthouse 75% complete. rennovations. ---PAGE BREAK--- HISTORIAN Summary Comparison of 2008-2009 Costs Program 2008 Personnel (100) 2008 Equipment (200) 2008 Operations (400) 2008 TOTAL 2008 LOCAL SHARE 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE % Change LOCAL SHARE Historian 3,100 $ - $ 500 $ 3,600 $ 3,600 $ 3,200 $ - $ 600 $ 3,800 $ 3,800 $ TOTAL 3,100 $ - $ 500 $ 3,600 $ 3,600 $ 3,200 $ - $ 600 $ 3,800 $ 3,800 $ 5.6% $3,600 $3,600 $3,800 $3,800 $3,500 $3,550 $3,600 $3,650 $3,700 $3,750 $3,800 Historian 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- MISCELLANEOUS/OTHER Summary Comparison of 2008-2009 Costs Program 2008 Expenses 2008 REVENUE 2008 LOCAL SHARE 2009 Expenses 2009 REVENUE 2009 LOCAL SHARE % Change LOCAL SHARE Contract Agencies 714,321 $ 162,000 $ 552,321 $ 720,276 $ 252,000 $ 468,276 $ Community College Charge Backs 675,000 $ 100,000 $ 575,000 $ 750,000 $ 108,000 $ 642,000 $ County Liability Insurance 68,000 $ 30,000 $ 38,000 $ 50,000 $ 30,000 $ 20,000 $ Contingency 230,000 $ - $ 230,000 $ 200,000 $ - $ 200,000 $ Debt Service 52,430 $ - $ 52,430 $ 45,150 $ - $ 45,150 $ Municipal Assoc. Dues 3,453 $ - $ 3,453 $ 3,557 $ - $ 3,557 $ Transportation 187,959 $ 137,959 $ 50,000 $ 250,000 $ 200,000 $ 50,000 $ Room Tax 190,000 $ 200,000 $ (10,000) $ 285,000 $ 300,000 $ (15,000) $ Judgments & Claims 3,500 $ - $ 3,500 $ 3,500 $ - $ 3,500 $ Retiree Insurance 597,395 $ 278,355 $ 319,040 $ 651,609 $ 270,776 $ 380,833 $ Municipal Health Ins. Consortium 778,474 $ 778,474 $ - $ 706,272 $ 706,272 $ - $ Miscellaneous/ Other 301,117 $ 570,464 $ (269,347) $ 268,950 $ 1,032,153 $ (763,203) $ TOTAL 3,801,649 $ 2,257,252 $ 1,544,397 $ 3,934,314 $ 2,899,201 $ 1,035,113 $ -33.0% $2,257,252 $1,544,397 $2,899,201 $1,035,113 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 2008 REVENUE 2008 LOCAL SHARE 2009 REVENUE 2009 LOCAL SHARE TOTALS 2008 REVENUE 2008 LOCAL SHARE 2009 REVENUE 2009 LOCAL SHARE ---PAGE BREAK--- MISCELLANEOUS/OTHER Program Contractual Total Expenses Revenue Local Share Contract Agencies 720,276 $ 720,276 $ 252,000 $ 468,276 $ Community College Charge Backs 750,000 $ 750,000 $ 108,000 $ 642,000 $ County Liability Insurance 50,000 $ 50,000 $ 30,000 $ 20,000 $ Contingency 200,000 $ 200,000 $ - $ 200,000 $ Debt Service 45,150 $ 45,150 $ - $ 45,150 $ Municipal Assoc. Dues 3,557 $ 3,557 $ - $ 3,557 $ Transportation 250,000 $ 250,000 $ 200,000 $ 50,000 $ Room Tax 285,000 $ 285,000 $ 300,000 $ (15,000) $ Judgments & Claims 3,500 $ 3,500 $ - $ 3,500 $ Retiree Insurance 651,609 $ 651,609 $ 270,776 $ 380,833 $ Municipal Health Ins. Consortium 706,272 $ 706,272 $ 706,272 $ - $ Miscellaneous Other 268,950 $ 268,950 $ 1,032,153 $ (763,203) $ Program TOTALS 3,934,314 $ 3,934,314 $ 2,899,201 $ 1,035,113 $ 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 18% Contingency 5% County Liability Insurance 1% Community College Charge Backs 20% Room Tax 7% Judgments & Claims 0% Municipal Assoc. Dues 0% Debt Service 1% Transportation 6% Retiree Insurance 17% Municipal Health Ins. Consortium 18% Miscellaneous Other 7% Revenue Local Share 26% Revenue 74% ---PAGE BREAK--- CONTRACT AGENCIES Contractual Revenue Local Share $13,000 $0 $13,000 $139,895 $0 $139,895 $1,000 $200,000 ($199,000) $141,240 $52,000 $89,240 $5,000 $0 $5,000 $378,641 $0 $378,641 $35,000 $0 $35,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,500 $0 $6,500 $720,276 $252,000 $468,276 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 Local Share 65% Revenue 35%