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SCHUYLER COUNTY GOVERNMENT 2012 TENTATIVE BUDGET 2012 $42,544,846 $32,103,376 $370,000 $10,071,470 $8.39 2.82% 2011 $43,392,992 $32,782,479 $750,000 $9,860,513 $8.16 -0.13% 2010 $45,173,900 $34,746,065 $750,000 $9,677,835 $8.17 -3.5% 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 $50,000,000 Total Appropriations Less Revenue Less Surplus Applied From Fund Balance Local Share (Tax Levy) 2005 2006 2007 2008 2009 2010 2011 2012 ---PAGE BREAK--- PUBLIC SAFETY District Attorney $ 463,206 $ 12,050 $ 30,820 $ 506,076 $ 175,109 $ 330,967 Probation 381,701 $ - $ 20,645 $ $ 402,346 $ 65,862 $ 336,484 Sheriff $ 3,203,811 $ 102,600 $ 883,602 $ 4,190,013 $ 832,918 $ 3,357,095 Emergency Management $ 149,658 $ - $ 70,175 $ 219,833 $ 57,875 $ 161,958 Public Defender $ 228,102 $ 60,000 $ 49,700 $ 337,802 $ 74,370 $ 263,432 Coroner $ - $ - $ 21,300 $ 21,300 $ - $ 21,300 Program Totals 4,426,478 $ 174,650 $ 1,076,242 $ $ 5,677,370 $ 1,206,134 4,471,236 $ 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 District Attorney 9% Probation 7% Sheriff 74% Emergency Management 4% Public Defender 7% Coroner 0% Expenses Revenue 21% Local Share 79% Revenue ---PAGE BREAK--- DISTRICT ATTORNEY Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Material & Supplies 2011 Court & Investigative 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Material & Supplies 2012 Court & Investigative 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE Administration 110,956 $ 2,786 $ - $ 113,742 $ 103,742 $ 115,802 $ 3,013 $ - $ 118,815 $ 108,815 $ Prosecution 220,980 $ 5,574 $ 8,695 $ 235,249 $ 98,375 $ 231,602 $ 6,025 $ 5,901 $ 243,528 $ 160,346 $ DA Initiated Investigations 66,574 $ 1,672 $ 30,828 $ 99,074 $ 24,871 $ 69,481 $ 1,807 $ 24,919 $ 96,207 $ 14,280 $ Community Relations 44,383 $ 1,115 $ - $ 45,498 $ 45,498 $ 46,321 $ 1,205 $ - $ 47,526 $ 47,526 $ TOTAL 442,893 $ 11,147 $ 39,523 $ 493,563 $ 272,486 $ 463,206 $ 12,050 $ 30,820 $ 506,076 $ 330,967 $ 21.5% $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 Administration Prosecution DA Initiated Investigations Community Relations TOTAL 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- DISTRICT ATTORNEY Program Personnel & Fringes Materials & Supplies Court & Investigative Total Expenses Revenue Local Share Administration 115,802 $ 3,013 $ - $ 118,815 $ 10,000 $ 108,815 $ Prosecution 231,602 $ 6,025 $ 5,901 $ 243,528 $ 83,182 $ 160,346 $ DA Initiated Investigations 69,481 $ 1,807 $ 24,919 $ 96,207 $ 81,927 $ 14,280 $ Community Relations 46,321 $ 1,205 $ - $ 47,526 $ - $ 47,526 $ Program TOTALS 463,206 $ 12,050 $ 30,820 $ 506,076 $ 175,109 $ 330,967 $ 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. Administra- tion 24% Prosecution 48% DA Initiated Investiga- tions 7% Community Relations 9% Expenses Revenue 35% Local Share 65% Revenue ---PAGE BREAK--- DISTRICT ATTORNEY Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes ADMINISTRATION: It is necessary to allocate resources to administer the District Attorney’s Office to ensure the effective and efficient prosecution of all criminal acts and offenses committed within the County. As the office is significantly grant funded, it is necessary that all grant programs are administered to ensure compliance with State and Federal requirements. This program also includes training staff for the performance of their respective functions. PROSECUTION: The District Attorney’s Office is responsible for prosecuting and investigating all criminal offenses that occur in the County. This includes felonies, misdemeanors, and Penal Law/Vehicle & Traffic Law/DEC/Local Law violations covering 15 courts throughout the County. The District Attorney and Chief Assistant District Attorney, while directly involved in all levels of cases, handle nearly all of the felony cases from investigation through trial and appeal. The Second Assistant District Attorney primarily handles justice court cases and appeals. In 2011, there were fewer felony arrests made than in 2010 (160 v. 170). According to the Division of Criminal Justice Services for the State of New File all grant reports timely. Maintain appropriate time logs for grants as required. Meet all deadlines for court cases. Conduct employee meetings to ensure that all cases and administrative tasks are being handled justly and efficiently. Set up training for staff. Establish policy for use in pursuit of prosecution programs. Track number of felony arrests. Track number of misdemeanor arrests. Track number of violation arrests. Track number of violations of probation (VOP). Track number of total files opened. Track number of special prosecutions for other jurisdictions. All grant reports were Filed on time. All logs have been maintained for 2011. All court deadlines have been met. Weekly staff meetings have been conducted to insure that all cases and administrative tasks are being handled appropriately. Training for staff is ongoing and all attorneys have met their CLE requirements. A policy is in place for all State and Federal grant requirements. 160 Felony arrests made ( 260 Misdemeanor arrests made. 120 arrests made for Penal Law violations. 35 Violation of Probation arrests made. 550 traffic violation files opened. 1,130 files opened including the above cases, investigations, appeals, CPL 440 motions, Foil requests, etc. 2 special prosecutions were conducted for other jurisdictions. There were over 50 felony drug cases prosecuted in 2011. This was in large part due to the Phish concert where 34 defendants were arrested for drug All grant reports will be filed on time. Court deadlines will be met. Staff meetings will continue. Training for staff will continue and all CLE requirements will be met. 130 Felony arrests. 300 Misdemeanor arrests. 140 violation arrests. 560 traffic arrests. 40 violations of probation arrests. 1,200 cases opened. 3 special prosecutions for other jurisdictions. Due to significant budget cuts (reduction of ADA to part-time) it is anticipated that there will be fewer felony cases processed in Schuyler ---PAGE BREAK--- DISTRICT ATTORNEY Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes York, felony crimes have increased in Schuyler County by approximately 25 to 30% over the last five years. This can be attributed to the poor economic climate in the country and in this county. It also goes hand in hand with the significant increase in illegal drug sales and use. It should be noted that while felonious crime has increased, misdemeanor crimes are significantly lower. From 2000 – 2005 on average, there were 335 misdemeanor crimes committed per year. Over the last five years, this number has dropped to 270. The DA’s Office is an integral part of the Drug Court Treatment Team. This Court has been in place since May of 2002 and continues to run efficiently. The goal of the court is to rehabilitate those offenders with drug and alcohol addictions such that they will not commit any more crimes in the future. DISTRICT ATTORNEY INITIATED INVESTIGATIONS: The District Attorney is responsible for investigating all complaints of criminal activity occurring in the County. An investigation can be commenced as the result of a complaint made by a citizen of the community or any other Track number of felony indictments/SCI’s. Track number of felony level convictions. Track prison/jail cases. Track number of cases which go to trial. Track number of training sessions attended by DA and staff to handle felony and violent felony cases. Track costs of Drug Court as compared to jail and prison sentences. sale/possession 75 SCI/ Felony Indictments 50 County Court Felony convictions 20 Defendants sentenced to prison terms 20 Defendants sentenced to Schuyler County Jail 30 Defendants were placed on felony probation $18,000 ordered fines (not traffic) $115,000 in restitution payments ordered to victims 400 hours of community service were imposed DA and ADA’s attended over 50 hours of continuing legal education classes. The District Attorney is a Certified Instructor for the State of New York and for the NY Prosecutors’ Training Institute. He lectured over 100 new prosecutors in the summer of 2011 at the NYPTI summer school in Syracuse. 8 referrals made to Schuyler County Drug Treatment Court $224,000 cost savings to Schuyler County 45 DA initiated investigations were conducted including 8 forfeiture investigations which resulted in $65,000 being forfeited in criminal cases. The District Attorney’s Office, The Schuyler County Court than in 2011 55 SCI/ Felony indictments 45 County Court Convictions 13 Defendants sentenced to prison 20 Defendants sentenced to Schuyler County Jail 3 jury trials to be conducted 20 defendants sentenced to probation $50,000 in restitution collected for victims $20,000 in fines levied (not traffic) 500 hours of community service ordered 60 hours of CLE training received by DA and assistants DA to train 100-150 new prosecutors 7 Drug Court Referrals at cost savings to County of approximately $210,000 30 DA initiated investigations 20 drug investigations to be conducted $10,000 in forfeiture money to be executed upon ---PAGE BREAK--- DISTRICT ATTORNEY Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes person. Investigations are also commenced as a result of complaints made by various political subdivisions of the State, at the request of law enforcement or upon the District Attorney’s own initiative. The District Attorney and his staff, including a part-time investigator, conduct these investigations in house. These investigations include the illegal trafficking of narcotics, larcenies, frauds, etc. The number of investigations conducted by this office has increased by 50% over the last five years. Illegal drug trafficking investigations have increased 100% over the last 4 years. COMMUNITY RELATIONS: The District Attorney deals with approximately 250 crime victims per year. Through a New York State grant, the office has hired a Victim Service Coordinator who contacts all victims. This program looks to assist victims who are often forgotten in the justice Track number of complaints made directly to District Attorney. Track number of investigations opened. Track number of drug investigations opened. Track number of drug crime arrests that originate from DA initiated investigations. Number of victim files opened per year. County Sheriff’s Department, the Watkins Glen Police Department and the NYS Police all shared in the proceeds of these forfeitures. A large portion of the investigations conducted by the District Attorney’s Office involved larcenies and illegal narcotics trafficking. 15 drug investigations conducted resulting in 10 arrests 3 arrests were for class A-II felonies which carry a potential life sentence 157 victim files opened 150 victim files opened ---PAGE BREAK--- DISTRICT ATTORNEY Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes 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 program also includes a proactive effort by the District Attorney to prevent future crimes of drug trafficking, domestic violence and sexual abuse. With the assistance of Catholic Charities, the District Attorney regularly lectures in the School Districts of this County concerning these significant issues. The District Attorney is also frequently asked to address various other community groups including Leadership Schuyler and Rotary to discuss legal topics. Additionally, DA personnel sit on numerous community boards and committees. Number of victim referrals. Restitution orders granted to victims. Restitution collected for victims. Track number of community events attended by DA staff. Track number of lecture/speaking engagements requested of DA staff. Track number of committees in which DA staff is an integral part 353 Victim referrals made, over 150% more than projected $114,000 in restitution orders made – almost every defendant is paying on his or her restitution order. 55 community events attended by District Attorney 25 community events attended by DA staff 15 speaking engagements for DA 5 speaking engagements by ADA’s 15 County, State and local boards/ committees represented by DA’s Office personnel 250 referrals made $50,000in restitution ordered for victims 55 community events attended by District Attorney 25 community events attended by DA staff 15-20 speaking engagements for DA 5-7 speaking engagements for DA staff 15 boards/ committees ---PAGE BREAK--- PROBATION Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE ADMINISTRATION 77,806 $ - $ 4,939 $ 82,745 $ 69,013 $ 82,326 $ - $ 3,096 $ 85,422 $ 72,909 $ ADULT SERVICES 179,750 $ - $ 11,211 $ 190,961 $ 162,123 $ 190,850 $ - $ 7,225 $ 198,075 $ 171,731 $ JUVENILE SERVICES 35,656 $ - $ 3,686 $ 39,342 $ 36,138 $ 38,170 $ - $ 2,477 $ 40,647 $ 38,307 $ COMM. SERVICES 5,880 $ - $ 2,436 $ 8,316 $ 5,388 $ 8,613 $ - $ 1,445 $ 10,058 $ 7,450 $ PRETRIAL RELEASE 6,310 $ - $ 1,624 $ 7,934 $ 7,013 $ 7,953 $ - $ 1,238 $ 9,191 $ 8,334 $ COLLECTIONS 53,137 $ - $ 7,704 $ 60,841 $ 39,141 $ 53,789 $ - $ 5,164 $ 58,953 $ 37,753 $ TOTAL 358,539 $ - $ 31,600 $ 390,139 $ 318,816 $ 381,701 $ - $ 20,645 $ 402,346 $ 336,484 $ 5.5% $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 ADMINISTRATION ADULT SERVICES JUVENILE SERVICES COMM. SERVICES PRETRIAL RELEASE COLLECTIONS TOTAL 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- PROBATION Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share ADMINISTRATION 82,326 $ - $ 3,096 $ 85,422 $ 12,513 $ 72,909 $ ADULT SERVICES 190,850 $ - $ 7,225 $ 198,075 $ 26,344 $ 171,731 $ JUVENILE SERVICES 38,170 $ - $ 2,477 $ 40,647 $ 2,340 $ 38,307 $ COMM. SERVICES 8,613 $ - $ 1,445 $ 10,058 $ 2,608 $ 7,450 $ PRETRIAL RELEASE 7,953 $ - $ 1,238 $ 9,191 $ 857 $ 8,334 $ COLLECTIONS 53,789 $ - $ 5,164 $ 58,953 $ 21,200 $ 37,753 $ PROGRAM TOTALS 381,701 $ - $ 20,645 $ 402,346 $ 65,862 $ 336,484 $ 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. ADMINISTRA- TION 23% ADULT SERVICES 49% JUVENILE SERVICES 10% COMM. SERVICES 3% PRETRIAL RELEASE 2% COLLECTIONS 15% Expenses Revenue 16% Local Share 84% Revenue ---PAGE BREAK--- PROBATION Performance Measures Program Performance Measures 2011 Outcomes (Nov-Dec averaged) 2012 Projected Outcomes ADMINISTRATION Objective: To provide supervision for all staff members and arranging for all appropriate services to achieve the overall mission of the department. ADULT SERVICES INVESTIGATIONS Objective: To provide information to the criminal courts through pre-plea & pre- sentence investigations on defendants so the courts may order sentences based on the information to provide maximum benefits to the defendants and community. SUPERVISION SERVICES Objective: Providing supervision of defendants as ordered by criminal courts including contact with defendants through office visits, home visits, and collateral contacts verifying their compliance with court orders and working toward a successful discharge. Training hours per staff received to keep up with changing programs, laws, rules, and regulations. The state minimum is 21 hours per year. Number of investigations ordered by Schuyler County Courts. The time it takes our officers to complete an investigation compared to the state average of 8 weeks. Total number of probation cases received and average number of supervision cases compared with previous years. Number of cases supervised per officer. (Similar sized counties average 50 cases per officer) Cases in compliance with office visits. Cases in compliance with home visits. Cases in compliance with collaterals. Probation violations filed for non- compliance of supervision terms. Number of defendants successfully discharged from probation. Supervision of Conditional Discharge cases with an ignition interlock device required. An average of 56 hours of training will be received by each employee in 2011 compared with 55 hours in 2010. 179 investigations will be ordered in 2011. An increase from 147 in 2010. Our officers will complete 95% of the investigations under the state average of 8 weeks. A total of 338 adult supervision cases will be processed in 2011 compared to 302 cases in 2010. (See below for JD and PINS totals) 50 cases averaged per officer: 47 adults, 2 family court cases, 1 JD Diversion case 97% in 2011 Vs 95% in 2010 90% in 2011 Vs 74% in 2010 88% in 2011 Vs 89% in 2010 36 violations filed in 2011 Vs 48 in 2010. 43 successful discharges filed in 2011 Vs 62 in 2012. Approximately 36 Ignition Interlock CD cases were supervised in 2011. We will reach 40 hours of training per employee in 2012. We expect 170 investigations to be ordered next year with our officers completing 95% of them under the 8 week average. We expect to process 340 probation cases in 2012. We should maintain an average of 50 cases per officer. We will maintain 95% We will strive for 95% We will strive for 90% We may file 40 violations in 2012. We may successfully discharge 45 cases in 2012. We expect 40 CD cases to require the ignition interlock device in 2012. ---PAGE BREAK--- PROBATION Performance Measures Program Performance Measures 2011 Outcomes (Nov-Dec averaged) 2012 Projected Outcomes When applicable, a sentence of probation supervision is recommended in lieu of incarceration requiring the defendant to comply with condition as ordered by the court, but allowing them to continue to function in the community. PRE-DISPOSITIONAL INVESTIGATIONS Objective: To provide information to family courts for all pre-dispositional investigations so the court may make an educated decision on what disposition will best benefit the respondent and the community (JD’s & PINS) Our cost to supervise a probation case compared to the average cost across New York State to supervise a case. Probations cost vs incarceration costs. Incarceration costs are about $32,000 a year for each defendant with parole costing another $3,200 a year per each prison sentence. Probations use of Electronic Home Monitoring used in lieu of incarceration and costs savings. Schuyler County Probation recidivism rate compared with the recidivism rate for probation across New York State and compared with the recidivism rates of defendants released from the New York State Department of Corrections. Number of Pre-Dispositional Investigations completed for Juvenile Delinquency cases. Number of Pre-Dispositional Investigations completed for Persons In Need of Supervision. To supervise 338 adults and 40 juveniles for one year cost Schuyler $1,063 per case. The state average cost to supervise a probation case is $4,500. To supervise 338 adults in Schuyler County Probation costs $359,000 per year. To incarcerate 338 adults for one year would cost $10,816,000 with additional parole costs of $540,800 for post release supervision of prison cases. We supervised 6 adults on EHM for 600 days at a cost of $6 a day (paid by defendants). Incarceration costs $87 a day. We saved the county jail $52,200. Schuyler County Probations re-arrest rate is 20% over 3 years which fell from 21% in 2010. The NYS probation average re-arrest rate is 25% over 3 years and DOCS re-arrest rate is 40% over 3 years. 4 investigations completed compared to 3 in 2010. 4 investigations completed compared to 3 in 2010. We expect to continue operating at 25% or better below the state average probation supervision cost. We expect our average caseload to increase by 2 cases generating an additional savings of $64,000 in incarceration costs. In 2012 we should supervise the same number of adults, realizing more savings in incarceration costs. Note: Defendants pay for their own EHM. We will strive to maintain our low recidivism rate of 20% re-arrests for successful probation cases over a 3 year period. We hope to receive at least 5 PDIs for juvenile delinquents in 2012. We hope to receive 5 PDIs for persons in need of supervision in 2012. ---PAGE BREAK--- PROBATION Performance Measures Program Performance Measures 2011 Outcomes (Nov-Dec averaged) 2012 Projected Outcomes JUVENILE DELINQUENCY DIVERSION AND SUPERVISION Objective: To provide evaluations for juvenile delinquency cases to determine which cases are eligible for diversion and keep them out of a family court hearing. To provide supervision to all JD cases eligible for diversion and any cases that have gone to family court and were ordered to be supervised by probation with terms & conditions, influencing positive behavior changes resulting in a successful discharge in lieu of a placement program. PERSONS IN NEED OF SUPERVISION PROBATION Objective: To provide supervision services to any PINS case that has been heard in family court and has been ordered to be supervised by probation in lieu of a placement program. Number of JD diversion cases processed by Probation. Number of JD diversion cases successfully discharged. Savings to the County from diverting JD cases from family court. Number of JD cases ordered to probation and successfully discharged without being placed in a facility. Supervision cost of a JD case per day compared to a placement facility cost per day. (placement cost is $150-$300 per day) Number of JD cases ordered to probation and successfully discharged without being placed in a facility. Supervision cost of a PINS case per day compared to a placement facility costs. (placement cost is $150-$300 per day) Youth cases (JD and PINS) placed on Electronic Home Monitoring. 17 Juvenile Diversion cases were received compared to 23 in 2010. 8 cases successfully discharged compared to 12 in 2011. At $1,500 to process a JD case in Family Court, we saved the county $12,000. 9 JD cases were placed on probation by court order compared to 7 in 2010, 3 were adjusted successful. It cost $8 a day in 2011 to supervise 1 JD case, down from $11 in 2010 (due to an increase in cases). To supervise 9 cases annually it cost us $18,800, VS a 30 day placement for 9 cases which would have cost $40,500-$81,000. 14 PINS probation cases were received in 2011 compared with 8 in 2010. Three PINS cases were discharged successfully. It costs $5 a day to supervise 1 PINS, down from $7 in 2010 (due to an increase in cases). 14 cases annually cost us $18,270, VS a 30 day placement for 14 cases which would have cost $63,000-$126,000. 8 high risk Youth were put on EHM for a total of 244 days in 2011 in lieu of placement. At $6 a day, EHM cost $1,464 VS placement which would have cost $36,000-$73,000 for 244 days. We may receive 20 Juvenile Diversion cases in 2012. We hope to successfully discharge 10 juvenile delinquent diversion cases. We expect to save $15,000 in Family Court Costs in 2012. We expect to receive 10 JD cases ordered to probation supervision and to adjust 5 of them. We hope to maintain our cost of $8 a day to supervise a JD case and to divert 10 JD cases from placement. We expect to receive 15 PINS probation cases in 2012 and to successfully discharge 5. We hope to maintain our cost of $5 a day to supervise a PINS case and to divert 5 PINS cases from being placed in a residential facility. We expect to have 10 youth placed on house arrest in lieu of a placement facility in2012. ---PAGE BREAK--- PROBATION Performance Measures Program Performance Measures 2011 Outcomes (Nov-Dec averaged) 2012 Projected Outcomes COMMUNITY SERVICE Objective: to screen, interview and place clientele ordered to perform Community Service into designated work sites in lieu of incarceration. Our monitor records and reports clients work to the court and probation officers. PRE-TRIAL RELEASE Objectives: To screen, interview, and provide services to those clients incarcerated & awaiting trial in the criminal courts & seek appropriate release without monetary conditions if warranted. Passing a savings onto the jail as an alternative to incarceration and influencing the defendants to appear at their next court date. Community Service hours completed. Clients interviewed for CS. Number of clients ordered to perform CS. Number of clients whom have completed community service. State aid received through NYS for clients completing community service. Savings to the county jail as an alternative to incarceration and contributed services to the community through community service. Probations cost to run the CS program. Number of Pre-Trial cases reviewed. Number of clients released under the Pre- Trial Release Program via courts. Probations cost to run the pre-Trial Release Program vs the cost of incarceration for an average of 30 days. 5,000 hours will be completed in 2011 compared to 2,029 in 2010. 136 clients interviewed for CS in 2011 compared to 98 in 2010. 65 clients were ordered to perform CS in 2011 Vs 54 in 2010. 56 clients will complete CS in 2011 compared to 39 in 2010. $2,727 in state aid will be received in 2011 compared to $2,928 in 2011. Local savings of $869,557 were realized by the county in using CS instead of incarceration. In lieu of state prison, CS saved $2,280,519 in incarceration costs. $26,000 in CS work hours were provided to the community through this program. The total cost to run the CS program in 2011 was $8,463. There will be 17 PTR cases reviewed in 2011 compared to 20 in 2011. 4 clients have been released in 2011 compared to 7 in 2010 through PTR. Probations cost for PTR is about $7,600 per year. To incarcerate those 4 defendants for an average of 30 days would cost the county about $10,450. We hope to have 3,500 hours of community service completed. We hope to interview 120 clients. We expect 60 clients to be ordered to community service. We hope to have 45 clients complete community service. We expect to receive $2,727 in state aid for community service. We expect to save approximately $3,500,000 in incarceration costs for local and state facilities through the community service program. We expect to contribute almost $30,000 in services back to the community. The cost to run the program in 2012 will be approximately $8,713. We hope to interview 20 pre-trial release cases in 2012. We hope to release 5 clients in 2012. We expect to save the county approximately $13,000 in incarceration costs in 2012. ---PAGE BREAK--- PROBATION Performance Measures Program Performance Measures 2011 Outcomes (Nov-Dec averaged) 2012 Projected Outcomes COLLECTIONS Objective: To maximize the amount of revenues coming into probation and ensure that all victims due to receive restitution are reimbursed for the crimes committed against them. DRUG TREATMENT COURT Objective: To utilize drug treatment court services as provided through office of the court administration, by allowing probationers to participate in the program and receive intensive supervision and substance abuse treatment services. Although OCA provides case management, all DTC cases are under probation super- vision. Probation provides support in case management, State Aid received through NYS for clients released onto PTR. Number of clients who were released to PTR and failed to re-appear in court Restitution amount ordered for collection. Restitution amount collected. DWI fees ordered this year. DWI fees collected this year. Other revenues collected: EHM fees, surcharges, test kits, etc. Number of Probationers also receiving services through Drug Treatment Court program. Number of graduations from DTC The re-arrest rate for all successful graduates from the program since 2002. We received $857 in 2011 for PTR compared to $921 in 2010. 0 clients failed to appear for court after released into the PTR program. $477,015 was ordered for collection compared to $37,572 in 2010. $21,159 was collected compared to $21,809 in 2010. $5,160 compared to $6,440 in 2010 $6,156 compared to $6,761 in 2010. (We collected more than ordered as some people paid ahead and we collected overdue fees) $6,966 compared to $6,717 in 2010. Approximately 21 probationers participated in the DTC program this year compared to 26 in 2010. 9 probationers will graduate from the DTC program compared to 8 in 2010. 19 clients have been re-arrested out of the 91 DTC graduates equaling a re- arrest rate of 21%. We will receive $857 in state aid for the PTR program. We expect to maintain our 100% success rate. We expect $35,000 to be ordered and to collect $25,000 in 2012. We project that $6,000 will be ordered and that about $6,300 will be collected. We expect $7,000 to be collected. We hope to see 25 probationers participate in DTC in 2012. We would like to see 10 graduates from DTC. We expect that only 2 graduates will be re-arrested after successfully completing DTC in 2012. ---PAGE BREAK--- PROBATION Performance Measures Program Performance Measures 2011 Outcomes (Nov-Dec averaged) 2012 Projected Outcomes performing drug screens, doing home visits, and attending client specific meetings. Home visits done on DTC clients and the percentage of clients found in violation. Drug screens conducted on DTC clients. (Screens are purchased by the state) 160 after hour Home Visits will be conducted in 2011 compared with 150 in 2010. 7% of clients will be in violation in 2011 compared with 17% in 2010. Approximately 550 screens have been conducted on our DTC clients in 2011. We project that 150 after hour home visits will be completed. Approximately 600 screens will be performed on DTC/probationers. ---PAGE BREAK--- SHERIFF SUMMARY COMPARISON OF 2011-2012 COSTS Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400) 2012 TOTAL 2021 LOCAL SHARE % Change LOCAL SHARE Sheriff 1,449,543 $ 67,600 $ 417,900 $ 1,935,043 $ 1,515,669 $ 1,512,929 $ 60,600 $ 581,900 $ 2,155,429 $ 1,509,429 $ Jail 1,452,145 $ 19,500 $ 224,300 $ 1,695,945 $ 1,725,507 $ 1,563,999 $ 19,500 $ 235,800 $ 1,819,299 $ 1,774,299 $ Navigation 15,026 $ 1,000 $ 3,000 $ 19,026 $ 10,920 $ 12,398 $ 1,000 $ 3,000 $ 16,398 $ 9,398 $ STOP DWI 47,033 $ 12,500 $ 46,360 $ 105,893 $ - $ 54,016 $ 20,500 $ 46,402 $ 120,918 $ - $ Animal Control 56,155 $ 1,000 $ 27,000 $ 84,155 $ 74,052 $ 60,469 $ 1,000 $ 16,500 $ 77,969 $ 63,969 $ TOTAL 3,019,902 $ 101,600 $ 718,560 $ 3,840,062 $ 3,326,148 $ 3,203,811 $ 102,600 $ 883,602 $ 4,190,013 $ 3,357,095 $ 0.9% $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 Sheriff Jail Navigation STOP DWI Animal Control TOTAL 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- SHERIFF Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Sheriff 1,512,929 $ 60,600 $ 581,900 $ 2,155,429 $ 646,000 $ 1,509,429 $ Jail 1,563,999 $ 19,500 $ 235,800 $ 1,819,299 $ 45,000 $ 1,774,299 $ Navigation 12,398 $ 1,000 $ 3,000 $ 16,398 $ 7,000 $ 9,398 $ STOP DWI 54,016 $ 20,500 $ 46,402 $ 120,918 $ 120,918 $ - $ Animal Control 60,469 $ 1,000 $ 16,500 $ 77,969 $ 14,000 $ 63,969 $ Program TOTALS 3,203,811 $ 102,600 $ 883,602 $ 4,190,013 $ 832,918 $ 3,357,095 $ 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. Sheriff 52% Jail 43% Navigation 0% STOP DWI 3% Animal Control 2% Expenses Revenue 20% Local Share 80% Revenue ---PAGE BREAK--- SHERIFF Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes SHERIFF Objectives: To effectively and efficiently provide law enforcement services. Analyze crime statistics in an effort to effectively reduce crime. To initiate new programs to better serve the community. To provide efficient civil process service. Total number of reported incidents. Total number of cases cleared. Total number of arrests made. To assess the impact of each program and its benefits to the community. Record and report the total number of civil processes requested to be served/executed and the number of civil processes completed. 13,117 incidents were reported. This is an increase of 749 incidents from 2010. Reported incidents continue to increase. 9,893 cases were cleared by investigation. 1,487 arrests were made which is a decrease of 259 arrests from 2010. Overall we saw an increase of 13.9% in crimes in 2010. Property crimes were up by 20.6% with 32 more crimes reported. Larceny crimes were up 31% with 35 more crimes being reported. Violent crimes were down 44.4% and reported burglaries were down 13.5%. In 2010 Schuyler County had the lowest crime rate in New York State. In 2010 the Sheriff’s Office held two prescription drug collection days resulting in hundreds of pounds of unwanted drugs being collected and destroyed. This not only helps control our drug problems, but also helps save our environment. 627 civil processes were received for service compared to 701 last year and 570 services were completed. The others were recalled or cancelled. To continue to provide effective law enforcement services. Crime statistics will continue to be analyzed to further reduce crime in the county. Programs will be continued and expanded to assist the citizens of Schuyler County. To continue to provide efficient service as requested. ---PAGE BREAK--- SHERIFF Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes JAIL Objectives: To provide secure correctional facility services to inmates, the court system, and the public so that inmates can live in a safe and secure environment, the court system can administer justice, and the public can be assured that criminals are incarcerated. Jail Medical Staff to provide effective and efficient health services to inmates. SWEAP Program Sheriff’s Weekend Alternative Program persons are sentenced to weekend work details supervised by Corrections Staff instead of sitting in jail. To record and report the number of inmates booked, number of inmate days provided, number of inmate days provided without escape from custody. Annual number of inmates boarded out to other facilities. Annual number of inmates boarded. Compare medical costs compared to same time frame in 2007 to hiring of Registered Nurse. Man hours worked by participants. Number of participants. Cost savings. 239 inmates were booked compared to 248 inmates last year. 5,736 inmate days compared to 5,952 days last year. 14 inmates were boarded out compared with 16 inmates the previous year. 1 -inmate was boarded in. Medical expenses are still considerably lower since hiring an RN for the jail compared with previous years. In 2007, medical costs were $40,264.50 and in 2010 costs were $27.340.42 .2011 will also show a decrease from 2010. 492 man hours were worked by 6 participants in this program providing service to Schuyler County, the village of Montour Falls and Watkins Glen Fire Departments and the Tyrone Fire Department. This resulted in a savings of approximately $6,150 in housing costs. To continue operating a correctional facility with trained and qualified personnel meeting all required standards of the New York State Commission of Corrections. To promote this program with local justice courts in order for this program to expand. This program will continue to expand to provide an alternative to full time incarceration. ---PAGE BREAK--- SHERIFF Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes Objectives: To provide security services to the Human Services Complex in Montour Falls. Metal detectors at all building functions. To provide personnel to staff a central answering point for all emergency and non-emergency calls for service in Schuyler County and to dispatch the appropriate services in a timely manner. The staff assigned to dispatch fulfill the 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. Number of persons screened. Number of disruptive incidents. Number of weapons and other contraband confiscated at metal detectors. Total number of calls for service. Total number of 911 calls received. 98,822 persons were screened entering the Human Services Complex, compared with 124,344 last year. 6 minor disruptive incidents were investigated, which is an increase from 5 incidents last year. 392 weapons and other items of contraband were confiscated, which is an increase from 368 articles confiscated last year. 60,011 calls were received compared to 64,933 last year. 6,769 -911 calls were received which is a decrease from 10,070 received last year. During 2010 the dispatch center began taking calls and dispatching the New York State Police working in Schuyler County. All personnel assigned to the dispatch center are fully certified by all regulating agencies. To continue to provide effective security services at the Human Services complex for the protection of citizens and employees. To continue a minimum of current services with qualified and trained dispatchers. ---PAGE BREAK--- SHERIFF Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes Navigation Objective: To provide boater safety educational courses and to patrol the waterways within Schuyler County. STOP DWI Objective: To reduce the number of deaths and injuries resulting from traffic crashes caused by drunk drivers. The program emphasizes DWI enforcement, treatment for offenders, alcohol education, public information projects, and DWI data collection. Total number of educational courses provided. Total number of participants in educational programs. Total number of participants successfully completing educational programs. Total number of patrol hours. Total number of citations issued. Boating While Intoxicated arrests. Boating accidents investigated. Number of deaths attributed to DWI. Number of injuries attributed to DWI. Number of traffic crashes attributed to DWI. 3 Boating Safety courses were held compared with 4 courses in 2010. 50 persons enrolled in the courses compared with 94 persons in 2010. 40 persons successfully completed the courses compared to 84 in 2010. 159 patrol hours were worked compared to 133.5 in 2010. 240 citations were issued which is an increase from 30 in 2010. 0 Boating While Intoxicated arrest were made which is a decrease from 1 in 2010. 1 Boating accidents was investigated which is a decrease from 3 in 2010. There was 1 death attributed to DWI 5 persons were injured as a result of DWI related crashes compared with 14 people in 2010. 18 crashes related to DWI were investigated compared with 25 in 2010. The Schuyler County Sheriff’s Office will continue to provide navigation patrols and investigations on the four lakes within the county. Even though funding was reduced navigation activity increased Accidents were reduced but one fatality was noted this year. The STOP DWI Program will continue education and enforcement efforts. ---PAGE BREAK--- SHERIFF Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes Animal Control Objective: To effectively and efficiently provide animal control services including enforcement of laws regarding animals and licensing, and submitting animals for rabies testing. Number of educational programs offered. Number of felony arrests. Number of misdemeanor arrests. Number of cases handled. Number of unlicensed dog cases. Number of animals submitted for rabies testing. 4 educational programs were provided to the public. 14 Felony arrests were made which is a reduction from 16 felony arrests last year.. . 61 Misdemeanor arrests were made which is a decrease from 83 arrests last year.. 721- Animal related cases were investigated compared with 811 cases last year. 25 –dogs were licensed due to investigations. 33 - Animals were submitted for testing compared with 26 animals last year. To continue to provide animal control services to the towns in Schuyler County. ---PAGE BREAK--- EMERGENCY MANAGEMENT Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE 911 24,217 $ - $ 21,000 $ 45,217 $ 24,217 $ 25,729 $ - $ 25,000 $ 50,729 $ 25,729 $ Code Enforcement 9,054 $ - $ 2,675 $ 11,729 $ 11,729 $ 9,369 $ - $ 2,000 $ 11,369 $ 11,369 $ Public Education & Training 54,780 $ - $ 49,125 $ 103,905 $ 83,030 $ 57,280 $ - $ 23,675 $ 80,955 $ 60,080 $ Planning & Emergency Response 54,780 $ - $ 25,575 $ 80,355 $ 65,355 $ 57,280 $ - $ 19,500 $ 76,780 $ 64,780 $ TOTAL 142,831 $ - $ 98,375 $ 241,206 $ 184,331 $ 149,658 $ - $ 70,175 $ 219,833 $ 161,958 $ -12.1% $50,000 $100,000 $150,000 $200,000 $250,000 911 Code Enforcement Public Education & Training Planning & Emergency Response TOTAL 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- EMERGENCY MANAGEMENT Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share 911 25,729 $ - $ 25,000 $ 50,729 $ 25,000 $ 25,729 $ Code Enforcement 9,369 $ - $ 2,000 $ 11,369 $ - $ 11,369 $ Training 57,280 $ - $ 23,675 $ 80,955 $ 20,875 $ 60,080 $ g g y Response 57,280 $ - $ 19,500 $ 76,780 $ 12,000 $ 64,780 $ Program TOTALS 149,658 $ - $ 70,175 $ 219,833 $ 57,875 $ 161,958 $ 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. 911 23% Code Enforce- ment 5% Public Education & Training 37% Planning & Emergency Response 35% Expenses Revenue 26% Local Share 74% Revenue ---PAGE BREAK--- EMERGENCY MANAGEMENT Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes 911 Objective: 24 hour a day operation of the 911 center, provide the equipment and maintain database for 911 center. Provide immediate assistance to callers. Code Enforcement Objective: Provide a comprehensive enforcement of the State building codes through building and construction inspections. Public Education and Training Objective: Provide Quality Emergency Responder training courses to meet the needs of the Counties Emergency Services EMS courses are 100% reimbursed, Fire training is supplemented with state funds and instructors. Promote public education to lessen the number of incidents as well as prepare the public to act accordingly in the event of an emergency, thus lessening the impact of the emergency. Planning & Emergency Response Objective: Work with local, county, state and federal agencies to pre-disaster planning, with an all hazards approach as well as mitigation planning to alleviate hazards and threats. Respond as needed to local emergencies and incidents to provide technical support and guidance to local responders. Maintain the integrity of the 911 system to minimize the time to process a call for service until dispatch of same call. Total Fire Training Hours taught. Number of Public Education Opportunities. Percent of Students passing EMS classes, thus maximizing state reimbursement based on the number of EMS students achieving State certification. Test capability of emergency plans through drills and exercises. Maintain plans to meet current Response, Recovery, Mitigation requirements. Provide a formal study of the communications system for the enhancement of the system. 911 calls are answered with an average of 4 seconds of ring time. Annual building inspections completed to insure compliance with NYS Building Codes. Fire Training Hours – 75 students over 2,000 training hours. Public Education 5 programs reaching an estimated 1600 people. EMS Classes completed – Three class schedules a total of five course offerings 93% of students becoming NYS certified, total of 12 newly certified and 17 re- certifying students Received reimbursement at a rate of 90% Revenues $10,280 vs Expense of $11,500. Hazardous Materials plan by NYS adopted by the legislature. Conducted Multi agency exercise that addressed preparedness at local and regional level. Attended multiple meetings and workshops for the pur- pose of emergency preparedness plan- ning. Responded to 28 large incidents. Implement the recommendations from the formal study to improve communications system for emergency responders. Provide a safe building environment to the employees and public though strict adherence to New York State Building Codes. Fire Training Hours 200 students 4000 hours. Provide multiple public education out reaches to increase public awareness and preparedness. EMS classes complete two class schedules with a total of five course offerings certifying 20 new students and re-certifying 20 students Emergency Preparedness Plan updates and reviews. Implement current NIMS compliant standards Conduct Multi agency drills to access preparedness and ability of Responders. ---PAGE BREAK--- PUBLIC DEFENDER Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Assigned Counsel 2011 Operations (200 & 400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Assigned Counsel 2012 Operations (200 & 400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE Criminal Court 114,334 $ 13,500 $ 10,550 $ 138,384 $ 118,634 $ 114,051 $ 30,000 $ 9,850 $ 153,901 $ 131,716 $ Family Court 114,335 $ 30,000 $ 10,550 $ 154,885 $ 135,135 $ 114,051 $ 30,000 $ 9,850 $ 153,901 $ 131,716 $ Conflict Defender - $ - $ 30,000 $ 30,000 $ - $ - $ - $ 30,000 $ 30,000 $ - $ TOTAL 228,669 $ 43,500 $ 51,100 $ 323,269 $ 253,769 $ 228,102 $ 60,000 $ 49,700 $ 337,802 $ 263,432 $ 3.8% $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 Criminal Court Family Court Conflict Defender TOTAL 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- PUBLIC DEFENDER Program Personnel & Fringes Assigned Counsel Operational Expenses Total Expenses Federal & State Local Share Criminal Court 114,051 $ 30,000 $ 9,850 $ 153,901 $ 22,185 $ 131,716 $ Family Court 114,051 $ 30,000 $ 9,850 $ 153,901 $ 22,185 $ 131,716 $ Conflict Defender - $ - $ 30,000 $ 30,000 $ 30,000 $ - $ Program TOTALS 228,102 $ 60,000 $ 49,700 $ 337,802 $ 74,370 $ 263,432 $ 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. Criminal Court 45% Family Court 46% Conflict Defender 9% Expenses Federal & State 22% Local Share 78% Revenue ---PAGE BREAK--- PUBLIC DEFENDER Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes Office Administration: In order to provide effective assistance of counsel to all indigent clients represented by the Public Defender’s Office, it is necessary to ensure overview of budget expenditures, efficient and accurate tracking of client files, and prompt assignment of competent counsel to qualified applicants. Keep a running tally of budget expenditures. Enter client information into case management software. Maintain case management software. review applications and assign counsel. Maintain liberal qualifications for determining eligibility for assigned counsel. Monitor overall caseload and compare with numbers from previous year (2010). Budget expenditures were closely monitored and line items regularly updated to ensure accuracy. Case management software continues to be essential for tracking and maintaining client information. Updated software as needed. Applications reviewed and attorney assigned within 24-48 hours. Schuyler County PD continues to represent approx. 90% of all applicants. We do not refuse representation based upon income alone. Overall caseload is approximately the same as 2010. A greater number of legal conflicts have existed due to an increased number of co-defendants on drug cases and the intertwinement of family court clients. Continue to monitor budget and line item expenditures to ensure proper spending and efficient and effective representation. Continue using case mgt software for efficiently tracking clients and conflicts. Update software as needed. Continue prompt assignment of counsel while also encouraging Judges to assign as necessary. Continue liberal qualifications for assignment of counsel to ensure all are afforded right to counsel. Expect caseload to be similar to 2011 levels depending on prosecution levels of DSS and Criminal Justice Agencies. ***NOTE: In 2007 Attorneys Miller and McDivitt handled a total of 197 cases. In subsequent years, the PDs office has handled over 400 cases per year. The PD office has greatly expanded services to Schuyler County while maintaining a reasonable budget in doing so. ---PAGE BREAK--- PUBLIC DEFENDER Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes Professional Services: Investigative and expert services are essential to providing criminal defendants and parties to a family court proceeding with an effective defense for their case. Training and Resources: It is necessary to allocate funds for training of the public defenders and ensuring that the Public Defender and staff are up to date on new developments in the law. It is important that the office is provided with the necessary and essential tools to effectively represent their clients. Contract with a part-time investigator. Maintain funds available in the budget for expert services necessary for trial and/or hearings. Regularly attend CLE courses pertaining to criminal and/or family law to stay up to date on new and ever-changing laws. Purchase necessary books and resource materials pertaining to criminal and/or family law. Attend conferences and be a member of the NY Defender’s Association. Investigator utilized as needed for criminal and family court matters. Funds set aside in specific line item of budget for necessary use in the effective representation of clients. Chief PD – 13 credits in criminal law Chief PD - 7.5 credits in family law Asst. PD – 7.5 credits in criminal law Legal resources purchased and expanded to ensure PD office has necessary tools for effective representation of clients. Chief PD is a member of NYS Defender’s Assoc. However neither attended Annual Conference in 2011 due to scheduling and limited funds in budget. Renew contract with investigator. Maintain line item of budget with funds budgeted and used as necessary for expert services. Make priority to attend more CLE courses in perspective areas of law Update any legal resources that have been changed and continue to add applicable resources to improve representation. Renew membership with NY S Defender’s Assoc. for both Chief and Assistant PD, and make it a priority for at least one of the attorneys to attend the annual conference. ---PAGE BREAK--- PUBLIC DEFENDER Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes Communications and Availability: In an effort to decrease expenses and improve access to the Public Defender’s office, space was created in the County Courthouse building for the PD office. Bringing the PD office into the Co. Courthouse building also provides better access to clients incarcerated in the Schuyler County jail. Schuyler County Jail provides a direct line to the PDs Office allowing inmates to call and contact their attys during business hours. PDs office continues to accept calls from clients housed in other correctional facilities. Criminal Court: Representation of indigent defendants charged with crimes (violation, misdemeanor, felony). Clients are represented at arraignments, preliminary hearings, trials, additional court proceedings and appeals. Close attention to caseload is necessary to ensure that a criminal defendant is being represented by a defense attorney that has adequate time to zealously and effectively assist the defendant throughout their case. American Council of Chief Defenders recommends that defense attorneys limit their caseload to 150 felonies, 400 penal law misdemeanors, or 25 non-capital appeals per year per attorney. Provide confidential meeting areas for attys to meet with clients. Time between a client being incarcerated and meeting with a PD atty should be minimal. Chief and Assistant PDs must regularly meet with clients housed in Schuyler Co. Jail or any other jail housing our clients. Track number of clients represented on : • felony charges • misdemeanor charges • other criminal charges (violations, SORA, parole) • bench trials • jury trials • appeals Total number of cases handled by the Schuyler County PD Office. Both Chief and Asst. PD have separate, private offices within Courthouse Bldg. to meet with clients in a confidential manner. PD’s typically meet with incarcerated clients within 24 hrs of receiving notice of incarceration or receipt of application. Chief PD regularly meets with clients at Schuyler Co. Jail, and Asst PD as necessary. All clients are kept up to date with any change or movement on their individual cases. Est. 92 Est. 163 Est. 68 Est. 2 Est. 2 Est. 0 Est. 323 criminal cases Continue prompt meetings with clients incarcerated in any county jails or prisons as necessary. Continue regular contact and meetings with clients incarcerated in any county jail or prison. Continue office policy of making sure all clients have the opportunity to meet with their atty outside of the courtroom setting to better advise client and to give client the opportunity to consider legal advice. Approx. 90 Approx. 165 Approx. 70 Approx. 2 Approx. 2 Approx. 2 Approx. 325 . ---PAGE BREAK--- PUBLIC DEFENDER Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes Family Court: Representation of indigent persons in all types of family court proceedings. Case dockets include: child abuse/neglect, custody, visitation, family offense, support/paternity, court order violation/petition, termination of parental rights, and appeals. Close attention to caseload is necessary to endure 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 persons in all types of cases in which the Public Defender or the Assistant to the Public Defender has a conflict. (Cases which would otherwise be assigned to outside counsel at $75.00 per hour). Track number of: • Total family court represented. • Family court hearings/trials. • Appeals. Number of hours expended on cases. Dollar amount saved by utilizing Conflict Defender rather than assigned counsel. Caseload comparison with 2010 numbers. Est. 173 Est. 30 Est. 1 Est. 651 hours Est. $20,000 Conflict Defender number of cases remained about the same, while cases assigned to other assigned counsel continue to rise. Approx. 175 Approx. 35 Approx. 2 Family Court caseload is always going to increase as more children are born in the County and parents filing petitions multiple times per year. Ease of access to family court invites excessive filing of petitions. Conflict defender hours will likely increase with the increase in family court cases; may have to look into contracting with another conflict attorney if case load continues to rise or if the amount of conflicts continue. Approx. $25,000 Conflict Defender caseload expected to remain approximately the same as well as those cases assigned to other attorneys. Family court drives the majority of these assignments. ---PAGE BREAK--- HUMAN SERVICES Program Personnel & Fringes Equipment Expenses Total Expenses Revenue Local Share Social Services $ 2,833,872 $ 1,000 $ 8,641,942 $ 11,476,814 $ 5,972,754 $ 5,504,060 Health Services $ 2,378,215 $ 4,500 $ 3,551,161 $ 5,933,876 $ 4,478,722 $ 1,455,154 Office for the Aging $ 619,421 $ - $ 461,306 $ 1,080,727 $ 812,088 $ 268,639 Youth Bureau $ 202,413 $ - $ 190,445 $ 392,858 $ 292,628 $ 100,230 Veteran Services $ 37,958 $ - $ 12,300 $ 50,258 $ 8,654 $ 41,604 Program Totals $ 6,071,879 $ 5,500 $ 12,857,154 $ 18,934,533 $ 11,564,846 $ 7,369,687 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. Social Services 61% Health Services 31% Office for the Aging 6% Youth Bureau 2% Veteran Services 0% Expenses Revenue 61% Local Share 39% Revenue ---PAGE BREAK--- SOCIAL SERVICES Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE Administration 534,153 $ 3,000 $ 705,185 $ 1,242,338 $ 344,527 $ 563,338 $ 1,000 $ 173,900 $ 738,238 $ 189,455 $ Services-Adult/Child 951,552 $ - $ 1,406,245 $ 2,357,797 $ 691,681 $ 1,012,339 $ - $ 1,642,426 $ 2,654,765 $ 727,106 $ Income Maintenance 884,952 $ - $ 2,165,733 $ 3,050,685 $ 737,161 $ 894,642 $ - $ 2,621,888 $ 3,516,530 $ 821,805 $ Medicaid 351,816 $ - $ 4,013,438 $ 4,365,254 $ 3,430,951 $ 363,553 $ - $ 4,203,728 $ 4,567,281 $ 3,765,694 $ TOTAL 2,722,473 $ 3,000 $ 8,290,601 $ 11,016,074 $ 5,204,320 $ 2,833,872 $ 1,000 $ 8,641,942 $ 11,476,814 $ 5,504,060 $ 5.8% $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 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- SOCIAL SERVICES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Federal & State Local Share Administration 563,338 $ 1,000 $ 173,900 $ 738,238 $ 548,783 $ 189,455 $ Services-Adult/Child 1,012,339 $ - $ 1,642,426 $ 2,654,765 $ 1,927,659 $ 727,106 $ Income Maintenance 894,642 $ - $ 2,621,888 $ 3,516,530 $ 2,694,725 $ 821,805 $ Medicaid 363,553 $ - $ 4,203,728 $ 4,567,281 $ 801,587 $ 3,765,694 $ Program TOTALS 2,833,872 $ 1,000 $ 8,641,942 $ 11,476,814 $ 5,972,754 $ 5,504,060 $ 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. Administration 6% Services- Adult/Child 23% Income Maintenance 31% Medicaid 40% Expenses Federal & State 52% Local Share 48% Revenue ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2011 Projected Outcomes 2012 Projected Outcomes Administration Definition: To plan for and provide Operate effectively/efficiently Goal was to be no more than 5% under Goal will be maintained at no more than financial assistance and protective and while not exceeding approved budget - finished the year at 10% under 5% under budget preventative services to needy and/or budget. budget for local share (returned $350,000+ eligible Schuyler County residents. to fund balance) and 6% under budget for total appropriations (total expenses) Accounting/Data Entry is a major office Financial reports for the Goal for 2011 is to have financial reports to Goal for 2012 is to have financial reports to under the Administrative arm of the County's leadership (County the County Administrator and Legislators the County Administrator and Legislators Department responsible for ensuring. Administrator, Legislators 100% of the time prior to Human Services 100% of the time prior to Human Services expenditures are charged to the correct and Treasurer) should be committee meetings - only accomplished in committee meetings program in order to maximize submitted 85% of the time reimbursement, and to also ensure claims for reimbursement from the state and Financial management of Goal for 2011 is to issue checks to clients Goal for 2012 is to issue checks to clients federal governments are submitted in a client accounts should be within 2 work days in 99% of the time - done within 2 work days in 99% of the time timely manner timely and more user-friendly for workers, as well as Will maintain the goal of Adult Services Will maintain the goal of Adult Services allowing Adult Services Caseworkers having the capability of Caseworkers having the capability of Caseworkers to view the reviewing their client financial records in reviewing their client financial records in accounts in real-time real time -accomplished real time Selected DSS workers Will maintain this goal for 2011 and if Deleted as a goal for 2012 and subsequent should be able to view 20 workers still have this capability in 2011, years as workers are now able to view reports applicable to their will delete it as a Performance Measure reports. programs as needed in 2012 Services to Adults Definition: Services to adults provides Adult Protective Services Projected 140-145 referrals for 2011 - based Projecting 150-160 referrals assistance to those 18 years and older (APS) will investigate all on the 107 referrals received through August without regard to income, who, due to reports of adults at risk 31st, now project 160 referrals for 2011. mental or physical impairments, are and in life threatening 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 2011 Projected Outcomes 2012 Projected Outcomes Services to Adults Cont'd Adult Services is mandated by NYS Function as guardian for n/a n/a to receive & respond to referrals from adults when so ordered by all sources and offer services (open a the court and act as case) for individuals with no one able representative payee when or willing to responsibly assist them requested Adult Services must maintain linkages to - Conduct an Adult Panel n/a n/a various services providers, community meeting to discuss organizations, law enforcement and cases with all providers medical professionals. - Joint planning meetings with DSS, OFA, Families First to maximize limited resources. Consumer Directed Personal Assistance Provide a choice of Personal Projected 85 CDPAS cases in 2011, based Project 85 CDPAS cases in 2012, based on Services (CDPAS) allows consumers to care service providers to on expansion of caregiver/provider options and expansion of caregiver/provider options and hire and fire aides of their own choosing to clients of Adult Protective loosening of NYS Department of Health loosening of NYS Department of Health assist them in their daily living routines. Services (APS). regulations for eligebility - based on the number regulations for eligebility Their doctor attest to the consumer's need of CDPAS cases through August, will have for the service, DSS approves the number approximately 75 cases in 2011 of hours, and MEDICAID pays for the services Tracked the number of clients who switched Will continue to track the number of clients from AIM, the original CDPAS provider, to who switch from AIM, the original CDPAS CDR, the second CDPAS agency under provider, to CDR, the second CDPAS contract with DSS - in 2011, 6 clients agency under contract with DSS - project 4 switched to CDR through August 31, 2011 to 6 consumers will switch to CDR ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2011 Projected Outcomes 2012 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 Projected a 90% on-time 7-day assessment Due to staff shortfalls, project only a 95% are mandated by NYS Regulations to assessed and entered into rate (NYS goal is 100%) due to staff on-time 7-day assessment rate enter a 7-day safety determination on the system within the shortfalls - had a 99.8% on-time rate in 2011 each child/case received from the State initial 7-day time period; Central Registry (SCR) assuring no child is left in immediate danger. Hotline reports are to be The goal is to complete the Goal is 85% timely determinations for 2011 - Goal is 85% timely determinations for 2012 "determined" within 60 days of initial investigations within 60 days Goal was not achieved as had only a 61% on- report. time completion rate through 8/31/2011, due to staff shortfalls (medical & retirement) Every child's need for emotional Foster children will not be n/a n/a security is met through a permanent released from care unless a attachment to a family or adult resource parent on another adult is person. available to assist them The federal government has established a Percent of hotline reports Goal for 2011 was be 10% - actually had a Goal for 2012 will be 10%-should be rate of 5.4% for the reoccurence of hotline received on the same family 15.9% reoccurence rate, due to inability to attained as new replacement staff are reports on the same family within 6 months. within six months of the initial provide non-court ordered services to families trained report in need, due once again to staff shortfalls Percent of families referred to Same goals as 2010; i.e., 45% of moderate Will discontinue as a goal for 2012 other agencies (Families First, risk & 20% of non-court high risk families. EOP, etc.) for services after the Could not track accurately. completed ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2011 Projected Outcomes 2012 Projected Outcomes Income Maintenance Definition: To provide assistance to Average number 170 TA cases projected in 2011 - 185 TA cases in 2012, matching needy families and individuals, such as of households receiving for the first 8 months of 2011, averaging actual to date in 2011 due to some stability temporary assistance (TA), food stamps Temporary Assistance (TA) 185 cases per month, due to a continuing in the job market and economy (FS), child care subsidy, home energy poor job market and economy assistance, and assistance in collecting child support. The program is a temporary measure to TA caseload per worker. 85 TA cases per worker - averaging 92 TA cases per worker help with short term needs. Some of the 92 cases per month components, such as food stamps and child care subsidy, assist recipients Average number Projected 1000 cases in 2011 due to Project 1150 cases in 2012 due to in becoming self-sufficient by providing of households receiving an increase in the number of working poor - for an increase in the number of working poor services and resources while they Food Stamps (FS). the first 8 months of 2011, averaging 1105 establish themselves in the workforce. cases per month FS caseload per worker. 500 cases per worker - averaging 575 cases per worker 552 cases per worker Average number Projected 100 cases in part due to Should stabilize at 80 cases of child care subsidy cases. those who were previously employed are now unemployed and thus, do not qualify for subsidized child care - through August 2011, averaging 80 cases per month Projected $200,000 collected in child support Will collect $200,000 in child support payments to repay Temporary Assistance - payments to repay Temporary Assistance in based on the first 8 months of 2011, will 2012 collect $199,000 Will be $80,000 collected by each worker Will be $80,000 collected by each worker 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 2011 Projected Outcomes 2012 Projected Outcomes Income Maintenance Cont'd Paternity establishment for Projected 98% in 2011, will actually be 96%, Will be 98% in 2012, basically the same as children born out of based on data through August 2011 2010 wedlock. Percent of child support cases Projected 90% in 2011, actual rate will be Project 90% in 2012, with a current support order 88% based on data through August 2011 Percent of child support cases Will maintain an 86% level in 2011 - Will maintain an 86% level in 2012 with a current medical support - accomplished order The greater the number of people Average number Projected 60 TA recipients engaged in work, Project 60 TA recipients engaged in work, engaged in work activities means a of recipients engaged in education or training activities - actual will be education or training activities, a slight lower caseload, which means a lower work, education or training. 57, based on data through August 2011 increase in 2012 over 2011 cost for the taxpayers. Amount of cash payments, tax Projected $100,000 in 2011 - based on data $100,000 in 2012 Resource recovery is a sub-program intercept, recoupments, lottery through August 2011, actual will be around under Income Maintenance which is intercept,SSI Interim Assistance $80,000 - $85,000 charged with recovering public funds Payments and Liens recovered given in error to recipients, either due to agency error or fraud by the client, or public funds expended on behalf of Timely referral of Medicaid Accomplished Will continue clients who have property but who sign and Temporary Assistance liens over to the Department fraud cases to the County District Attorney ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2011 Projected Outcomes 2012 Projected Outcomes MEDICAID Definition: To provide medical coverage Average number Projected 2100 cases a modest 2.5% Project 2100 cases in 2012, a small to needy Schuyler County residents of Medicaid cases. increase over 2010 - based on data through decrease over 2011. Increases in Medicaid utilizing federal, state and local funds. August 2011, will average around 2160 cases cases should start to stabilize when the economy and job market stabilize Demographics of Medicaid recipients Average number of 525 average caseload per worker - 525 average caseload per worker are as follows: Medicaid cases per worker. will average around 540 cases per worker Children, Disabled and Adults aged 65 and over - 67%; Adults aged 19 through Average number of Projected 775 children - based on Project 775 children 64 - 33%. children enrolled in Medicaid data through August 2011, will be 796 Caseload is made up as follow: Disabled Average number Projected 1100 adults in 2011 - based on Project 1100 460 cases; Skilled Nursing -88 cases; of adults enrolled in Medicaid. data through August, will be 1180 adults regular Medicaid - 1363 cases. Caseloads have increased 49.6% since Average number of Projected 500 disabled persons on Medicaid in Project 500 disabled persons on Medicaid 2000, from an average caseload of disabled (adults,children and 2011 - based on data thru August, will be 485 in 2012 1226 in 2000 to 1834 in 2009 (Jan-Aug) seniors) with only one new worker being added. Employees have worked more hours to Average number of Projected 150 persons enrolled in Medicaid Project 150 persons enrolled in Medicaid keep up with the increased workload. It MEDICAID recipients enrolled managed care - based on data through August managed care is less expensive to increase a worker's in managed care 2011, will be 140 persons enrolled in Medicaid hours rather than hiring staff due to the managed care 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 2011-2012 Costs Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE Children's Services 309,101 $ - $ 1,450,424 $ 1,759,525 $ 546,343 $ 388,792 $ - $ 1,486,600 $ 1,875,392 $ 648,882 $ Health Services 1,159,121 $ 10,000 $ 1,222,719 $ 2,391,840 $ 154,745 $ 966,577 $ - $ 1,274,156 $ 2,240,733 $ 84,930 $ Risk Management 509,125 $ 4,840 $ 299,829 $ 813,794 $ 276,983 $ 521,463 $ 4,500 $ 319,783 $ 845,746 $ 444,977 $ Care Coordination 247,175 $ - $ 86,899 $ 334,074 $ 107,769 $ 197,866 $ - $ 56,506 $ 254,372 $ 41,978 $ Admin & Planning 336,963 $ - $ 436,516 $ 773,479 $ 282,959 $ 303,517 $ - $ 414,116 $ 717,633 $ 234,387 $ TOTAL 2,561,485 $ 14,840 $ 3,496,387 $ 6,072,712 $ 1,368,799 $ 2,378,215 $ 4,500 $ 3,551,161 $ 5,933,876 $ 1,455,154 $ 6.3% $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 Children's Services Health Services Risk Management Care Coordination Admin & Planning TOTAL 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- HEALTH SERVICES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Children's Services 388,792 $ - $ 1,486,600 $ 1,875,392 $ 1,226,510 $ 648,882 $ Health Services 966,577 $ - $ 1,274,156 $ 2,240,733 $ 2,155,803 $ 84,930 $ Risk Management 521,463 $ 4,500 $ 319,783 $ 845,746 $ 400,769 $ 444,977 $ Care Coordination 197,866 $ - $ 56,506 $ 254,372 $ 212,394 $ 41,978 $ Admin & Planning 303,517 $ - $ 414,116 $ 717,633 $ 483,246 $ 234,387 $ Program TOTALS 2,378,215 $ 4,500 $ 3,551,161 $ 5,933,876 $ 4,478,722 $ 1,455,154 $ 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. Children's Services 32% Health Services 38% Risk Manage- ment 11% Care Coordin- ation 6% Admin & Planning 12% Expenses Revenue 75% Local Share 25% Revenue ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 1 of 13 Program Performance Measures Report covers 06/01/2010-05/31/2011 2011 Outcomes 2012 Projected Outcomes Children’s Services Objective#1: To provide Mental Health services to Severely Emotionally ill children in Schuyler County. Record and report total clinic visits to all Schuyler County children under care during the time frame – 12 months. 3583 clinic visits- or a 2@ decrease in visits, with a 5% increase in visits /per staff. (increased efficiency) Maintain 3,600 visits Objective 2: To provide school based Mental Health services to Severely Emotionally Disturbed / Emotionally Disturbed children and youth. Number of individual children served in school. Number of children served in Clinic 121 children served – met target despite a 10% reduction in available clinical hours (increased efficiency) 215 children served, despite less clinical hours (increased efficiency) (In school services increases access to care for children in Schuyler County, along with increased coordination with school faculty and staff. School performance is also enhanced by this approach.) (Finally, stigma is reduced as the mental health staff are part of the environment within the school.) Maintain efforts - 110 children 200 children Maintain current level of child hours 8 hours per week despite national, state and regional shortage of child This saves us the additional expense of an outside consultant in child mental health along with the technical costs involved. (estimated $5-10,000 annual savings) Maintain efforts ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 2 of 13 Program Performance Measures Report covers 06/01/2010-05/31/2011 2011 Outcomes 2012 Projected Outcomes Objective 3: To provide the means to children in need of services to ensure growth, development and school success. Make home visits to Schuyler County families, providing assessments, support and education (Maternal Child Health; Prenatal Child Find; Primary Prevention; Birth Certificates) a) # of referrals received b) # of home visits made a) 204 referrals – on target b) 240 home visits – 25% decrease with 20% increase in visits per staff (increased efficiency) 200 referrals 280 home visits Provide education and financial assistance to families with children that have special health care needs (PHCP; FF) a) # of children enrolled a) 98 children enrolled –met target These numbers reflect community need as identified by parents and community physicians as well as other community screening activities. (met community identified need) SC PH provided education and financial assistance coordination to 100% of these families to insure that they receive services required. (follow through) Meet need identified by the community ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 3 of 13 Program Performance Measures Report covers 06/01/2010-05/31/2011 2011 Outcomes 2012 Projected Outcomes Provide oversight of services authorized school districts (Pre-School 3-5): a) # of children enrolled Center based Home based b) # of contracts c) services paid a) 51 children enrolled – decreased by 15% Center based – 16 Home based – 35 b) 24 contracts – reflects average c) 2,180 services paid – on target (75 total children served @ average of $13,000 per, a decrease from last year) Early intervention supports school success and the healthy development of a child in our community. (increased school success and achievement) Meet community need Provide oversight of services authorized by families and Early Intervention Official: a) # of referrals b) # of children eligible a) 39 referrals – at average level b) 21 eligible - 10%+ drop These numbers reflect the changing population in Schuyler, and year to year variability. Maintain referral system and oversight ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 4 of 13 Program Performance Measures Report covers 06/01/2010-05/31/2011 2011 Outcomes 2012 Projected Outcomes Early intervention supports school success and the healthy development of a child in our community. (increased school success and achievement) Clinic Plus Screening: a) # of children screened b) # of children assessed a) 163 screened b) 21 assessed Increase in positive screeners during 2011 reflecting additional clinical needs and early identification. Early screening of children can lead to early treatment and improved school performance. It may also lead to shorter and less intensive treatment in the future. (Early treatment for emotional/behavioral disorders decrease dropout rates, and increase graduation rates.) Funding for screening not available for 2012, grants will be sought to continue this service. Health Services Objective To provide mental health, mental retardation, alcohol and drug abuse services to those in need. a) Report total number of individuals seen through the Mental Health Clinic (unduplicated) a) 911 individuals – increase over prior year Numbers served over projected case load reflect the local economy, unemployment, financial and associated family issues. a) 820 individuals – 10% decrease as we focus on those highest in need and provide short term intensive treatment. ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 5 of 13 Program Performance Measures Report covers 06/01/2010-05/31/2011 2011 Outcomes 2012 Projected Outcomes b) Report total of all visits by all ages throughout the clinic (increased efficiency, and coordination of services without increased resources) b) 9817 visits – exceeded goal (Reflects increased efficiency and effectiveness despite loss of clinical staff.) (Cost per visit $130.85 which is 15% less than similar rural counties) b) 9,000 visits – Efforts to increase the 65+ population in Mental Health treatment: 43 people – slight decrease, (Reflects decrease emphasis on outreach to over 65 population, due to staffing reductions and hold up on outreach reimbursement approval.) 45 individuals – maintain current level of care until outreach reimbursement approval made. ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 6 of 13 Program Performance Measures Report covers 06/01/2010-05/31/2011 2011 Outcomes 2012 Projected Outcomes Average clinic caseload per full time staff equivalent (Range 55-65 adults; 40-50 children / adolescents Adult (Average) caseload of 50, below the target range , (reflecting staff turnover and new staff lower productivity (40-50)) Children & Youth 45 – in mid range of expected The overall caseload increase was 9.79% (Reflecting the effort to maintain services despite, staff attrition and retirements.) (This also reflects the initiation of a group orientation for referrals to the clinic) reach 55 – 65 range Maintain 40 – 50 range Objective 5: To maintain a Certified Home Health Agency in Schuyler County Provide home health nursing and therapies to individuals in need: a) Total number of individuals served b) # of referrals – hospitals c) # of referrals – physicians d) # of referrals – other Home Health Program Transfer process managed effectively, without staff upheaval, patient complaints, partner complaints or conflicts with the new agency. a) 612 – 7% decrease b) 254 – 13% decrease c) 92 – 14% decrease d) 258 – no change Manage transition of Home Health Agency services and clinical practices until 90 day closure requirement. Management the 90 day closure requirement as required. Pursue,( lease, transfer) space use for excess space at Mill ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 7 of 13 Program Performance Measures Report covers 06/01/2010-05/31/2011 2011 Outcomes 2012 Projected Outcomes e) Total visits provided by all disciplines e) 5,231 16% decrease $177 / visit – lower numbers in every category but physician referrals reflects shift to new agency, staffing loses and changes, new training requirements and a changing field of practice in home health. Recruitment and training remain a problem for nursing staff and other professionals. Productivity overall decreased as new staff requiring orientation and training are hired, or transferred. New Agency plans to implement direct and media effort to increase referrals to homecare. Creek Center Final sale payment made Provide nursing consultations for alternative care situations: a) % of monitors used a) 66% utilization rate for monitors, reflecting census, current clinical need and staffing Shift to Lifetime (Goal of 90%) a) Shift to Lifetime ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 8 of 13 Program Performance Measures Report covers 06/01/2010-05/31/2011 2011 Outcomes 2012 Projected Outcomes b) # of Assisted Living Program assessments c) Revenue to expenses b) 68 - 8% decrease reflects census decline and staffing availability c) .92 (92% of cost covered by revenue) consistent with history b) 70% c) Goal of 92 – 95 % Risk Management Objective To assess, plan and provide for the health and safety of Schuyler County residents. • Monitor, interpret and respond to possible and / or real events from communicable disease. • # of communicable disease reports • # of animals vaccinated for Rabies • # of animal bite investigations • # of immunizations given • # of TB tests done • f) # of tick identifications • Surveillance maintained, threats responded to, events managed as appropriate. • 51 – at average level • 733 – 30% decrease • 81 – 11% decrease • 1,295 – at average level • 124 – 6% increase • 10 – at annual level Data reflects regulation changes, year to year variation, staffing changes, and the community response to education. (Community health & safety threats to the Residents and visitors to Schuyler county were kept to a minimum or reduced in 2011. ) Maintain community health risk at acceptable levels. ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 9 of 13 Program Performance Measures Report covers 06/01/2010-05/31/2011 2011 Outcomes 2012 Projected Outcomes Ensure the health and wellbeing of Schuyler County citizens through emergency planning and preparation. a) drills held All drills completed as required Meet state requirements Objective To plan for a limited risk related to increased attention paid to corporate compliance and OMIG (Medicaid) planning at the State and Federal level, as well as changes in Federal Law. Update Corporate Compliance programs for Health Services 1. Maintain staff training/new staff 2. Report to legislature AND Community Services board 3. Maintain Medicaid oversight and updates 4. Complete self evaluation (requirements under law/regulation) Maintain Corporate compliance activities and meet all requirements. Objective To ensure compliance with Federal, State and local rules and regulations protecting Schuyler County’s ground and surface water resources Interactions with the community through: a) Committee meetings b) Outreach events a) 51 meeting s increase) b) 5 events no change Maintain compliance and licenses. ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 10 of 13 Program Performance Measures Report covers 06/01/2010-05/31/2011 2011 Outcomes 2012 Projected Outcomes Onsite Wastewater Treatment: a) New b) Conversions c) Replacements d) Tank Upgrades e) TPT inspections a) 14 25% decrease b) 12 25% decrease c) 28 no change d) 18 no change e) 77 11% decrease staffing vacancy lowered services (Local law revision including all fees underway to better reflect cost of doing business.) Manage watershed within local law/state law requirements local law requirements. Review fee schedule semi annually to ascertain the need to adjust based on costs. Percentage of total onsite Wastewater installations using WPA design services 100% - no change Manage watershed grants/seek new grants Grants managed/ Renew/develop new grants Care Coordination Objective to provide care coordination efforts through Home Based and Community (HCBS) Waiver, Single Point of Entry / Accountability (SPOE / SPOA), Families First, Early intervention and coordination with the school districts and other local agencies. Report the number of individuals involved by year through each program SPOA (youth) 24 – at average SPOE (adults) 46 – 44% increase/ exceeded goal by 15% These reflect staffing changes as well as referral pattern changes currently under review. (Single point of entry service provides rapid access to the right level of care, avoiding higher cost services than required.) Increase referrals – SPOA – 35 SPOE – 40 ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 11 of 13 Program Performance Measures Report covers 06/01/2010-05/31/2011 2011 Outcomes 2012 Projected Outcomes (This is a factor in our lower hospitalization numbers in Schuyler County.) Number of children in care who had inpatient admissions during the year Adult hospitalization rate for adults 7 admissions – Increased services and efforts kept hospitalizations low (Our child hospitalization rate is 1.1/10,000 versus New York state rate of 3.6/10,000) (Our adult rate is 3.2 versus 5.0 for New York State) (Reduced hospitalizations save $10,000 - $50,000 per admission depending on adult or child bed.) 5 admissions Maintain low admission rate Maintain low admission rate Number of HCBS children’s admissions 5 admissions – 20% increase Longer stay due to increased severity. This services contributes to a reduced residential/ or inpatient beds use and saves $5-10,000 per child. 6 admissions Number of children served by HCBS 10 children – no change (this level of care is part of the inpatient bed diversion effort) (This effort keep these children with their families and in the community) 10 children Emergency room visits all ages 1.3/10,000 for Schuyler vs 2.2/10,000 for New York state ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 12 of 13 Program Performance Measures Report covers 06/01/2010-05/31/2011 2011 Outcomes 2012 Projected Outcomes (This saves $400-800 cost per avoided visit.) Administration and Planning Objective #10: to plan and provide support for population based health and mental health, substance abuse and developmental disabilities services to Schuyler County residents. Report on number of committee meetings during the year including, CSB, Professional Advisory Committee, Departmental meetings, Families First, DSS, OFA, Schools, Catholic Charities, NYSACHO, supervision, etc. 1,390 – at average Meet legal requirements and maintain needed efforts Report on plans completed during this period including DOH, OMH, OASAS, OMRDD, BT, EI, School PARIS, Financial Reports, budget reports, etc. All plans were completed and approved by State agencies as required. Maintain legal requirements and time frames. Objective #11: To continue to increase efficiency and effectiveness of services and client systems of care. Total services provided during this period. 64,791 services – 9% decrease reflects Return to average number services (in keeping with the economic downturn the severity level of those seen continues to increase) 65,000 reflecting a non-crisis situation like H1N1 Value of local care For every $1 of local share, $4.76 in services are provided to Schuyler County residents Survey clients’ satisfaction with services provided. Completed during this period. (High satisfaction ratings received.) Repeat for 2012 Annual meeting with Director and Rainbow Chaser’s Club members, families and guests to identify needs and concerns with services available. Completed during this period. Finish up for 2012 ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 13 of 13 Program Performance Measures Report covers 06/01/2010-05/31/2011 2011 Outcomes 2012 Projected Outcomes Development of an Electronic Clinic Record for the mental health clinic Development capacity to manage contracts and agreements electronically: 1. Work with CCSI on proposal 2. Renew Contract 3. Survey of contractors Contract with outside vender to handle OMH,OPWDD, OASAS budgeting requirements/management reports, planning/and oversight. Record fully implemented Initiated Billing system integration with medical record Contract proposal developed, and initial work completed for digital conversion 1. Completed 2. Completed 3. In development Contract developed, revised, and approved pending Complete full implementation Complete conversion new work process Implementation of new fiscal management arrangements. Revision 11/08/11gar ---PAGE BREAK--- OFFICE FOR THE AGING Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE Nutrition Services 260,018 $ - $ 189,890 $ 449,908 $ 121,195 $ 236,253 $ - $ 175,750 $ 412,003 $ 65,898 $ In-Home Services 76,762 $ - $ 206,905 $ 283,667 $ 65,667 $ 78,625 $ - $ 172,015 $ 250,640 $ 62,220 $ Ins. Benefits/Couns. 31,542 $ - $ 6,740 $ 38,282 $ - $ 34,759 $ - $ 13,994 $ 48,753 $ - $ Dwelling Assistance 23,615 $ - $ 10,060 $ 33,675 $ - $ 19,730 $ - $ 6,508 $ 26,238 $ - $ Transportation 42,784 $ - $ 21,310 $ 64,094 $ 10,039 $ 47,737 $ - $ 22,150 $ 69,887 $ 8,140 $ Health Promotions 19,593 $ - $ 3,535 $ 23,128 $ 4,593 $ 13,918 $ - $ 3,196 $ 17,114 $ 3,637 $ New York Connects 9,600 $ - $ 200 $ 9,800 $ - $ 14,896 $ - $ 27,695 $ 42,591 $ - $ Other 166,278 $ - $ 32,940 $ 199,218 $ 125,636 $ 173,503 $ - $ 39,998 $ 213,501 $ 128,744 $ TOTAL 630,192 $ - $ 471,580 $ 1,101,772 $ 327,130 $ 619,421 $ - $ 461,306 $ 1,080,727 $ 268,639 $ -17.9% $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 Nutrition Services In-Home Services Ins. Benefits/Couns. Dwelling Assistance Transportation Health Promotions New York Connects Other 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- OFFICE FOR THE AGING Program Personnel & Fringes Equipment Operational Expenses Total Expenses Federal & State Local Share Nutrition Services 236,253 $ - $ 175,750 $ 412,003 $ 346,105 $ 65,898 $ In-Home Services 78,625 $ - $ 172,015 $ 250,640 $ 188,420 $ 62,220 $ Ins. Benefits/Couns. 34,759 $ - $ 13,994 $ 48,753 $ 48,753 $ - $ Dwelling Assistance 19,730 $ - $ 6,508 $ 26,238 $ 26,238 $ - $ Transportation 47,737 $ - $ 22,150 $ 69,887 $ 61,747 $ 8,140 $ Health Promotions 13,918 $ - $ 3,196 $ 17,114 $ 13,477 $ 3,637 $ New York Connects 14,896 $ - $ 27,695 $ 42,591 $ 42,591 $ - $ Other 173,503 $ - $ 39,998 $ 213,501 $ 84,757 $ 128,744 $ Program TOTALS 619,421 $ - $ 461,306 $ 1,080,727 $ 812,088 $ 268,639 $ Mission Statement: The Schuyler County Office For The Aging's mission is to assist our senior population in enhancing their lives by promoting financial security, physical and emotional well-being, and self sufficiency throughout their lives. This is achieved through innovative programs and services, education, advocacy, identifying and addressing needs, and community collaboration. Nutrition Services 38% In-Home Services 23% Ins. Benefits/Couns. 5% Dwelling Assistance 2% Transportation 6% Health Promotions 2% New York Connects 4% Other 20% Expenses Federal & State 75% Local Share 25% Revenue ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures SERVICES NARRATIVE: Services carried out by the Schuyler County Office for the Aging are funded by federal dollars as regulated under the Older Americans Act, NYS funds as regulated by the NYS Office for the Aging, local county dollars and participant contributions as well as other donations. MISSION STATEMENT: To advocate for, educate and assist the senior population of Schuyler County to live in the most independent and integrated setting through community collaboration providing for well-being/health, security, dignity, autonomy and choice through innovative home and community-based services. Programs Performance Measures 2011 Outcomes 2012 Projections NUTRITION: Outputs: Congregate Meal sites are provided in 5 different areas of the community to Total # of meals served: 12,450- 5% decrease 13,000 offer a setting that provides a hot, nutritious meal, socialization, well-being check, education and informational sessions. Breakfast is served one Friday Total dollars spent: $110,370- 3% decrease $115,890 per month at the Silver Spoon café. This replaces lunch on those days. Attendance has declined due to a number of deaths this year, especially early in the year as well as lack of transportation to the outlying meal sites, discomfort with the social setting and dislike of the food items being served. The plan is to review the menu with the Registered Dietitian who is responsible for the creation of the menu.Some items need to be replaced with updated options. Discussion regarding the provision of a salad bar has been had and plans are being made. Requests for vegetarian options have been received and need to be addressed. A nutrition council will be implemented to ensure input from meal site participants. Home Delivered Meals are provided to individuals aged 60+ who are # of meals delivered: 27,263- 1% increase 27,525 incapacitated due to illness, accident or frailty or are otherwise unable to prepare their own meals. The food costs have fluctuated based on the cost of Total dollars spent: $252,360- 12% decrease $264,975 gasoline and other related factors. The number of clients served has also varied due to a number of deaths, hursing home placements, and people moving from the community. The notable decrease in the cost for 2011 from 2010 is due to the retirement of two long-time employees involved in meal delivery as well as the resignation of another. The salary and fringe for them was notably higher than with the new replacement employees due to their years of service. ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2011 Outcomes 2012 Projections NUTRITION Outomes: Total Meal Production (Congregate and HDM): Industry average for mass Meals/Labor Hour: 9- 2010 should have read 10 quantity food production is 12-15 meals per labor hour. 9 not 14 IN-HOME SERVICES: Outputs: Expanded In-Home Services for the Elderly Program (EISEP) is a non- # of personal care hours medical in-home service that provides housekeeping, personal care, respite and provided: 5,664- 10% decrease 5,950 related services such as Link-to-Life. Clients are required to pay a portion of Total cost: $107,616- 10% decrease $113,050 the cost based on their income. To be eligible, clients must have needs in the Cost/hour: $19.00- same $19.00 areas of Activities of Daily Living (ADLs) such as bathing, dressing and personal care as well as Instrumental Activities of Daily Living (IADLs) # of housekeeping hours including shopping, laundry and meal preparation. Additionally, there must be provided: 342- 11% decrease 350 an unmet need for assistance, the client must be able to be safely maintained at Total cost: $6,498- 11% decrease $6,650 home, and clients cannot be Medicaid eligible. Cost/hour: $19.00- same $19.00 There has been a serious lack of aide availability from the subcontracted service agency. OFA clients have been dealing with call-offs, no shows, resignations, and scheduling conflicts since reorganization within the agency. Some clients had a reduction in the number of hours pro- vided while others went without. Face-to-face meetings and phone calls with the management have resulted in some improvement. Another agency has now been subcontracted with for EISEP ancillary services which should provide some relief. Clients requiring housekeeping assistance can now receive that through the second subcontracted agency with a focus on personal care services coming from the original agency. The plan is for the second agency to become certified to provide personal care services. This will take up to 18 months. Once in place, we can begin providing personal care service from the second agency which will eliminate the gap in service. Another reason for the decrease in the # of housekeeping hours is the change in client need to a higher level of care. Most now require some form of personal care service in addition to the housekeeping assistance. Ancillary Services involve options available to assist individuals in meeting # of housekeeping/chore their long term care needs and promoting both independence and ability to age service hours provided: New for 2012 350 in place successfully. Ancillary expenditures are made only in the event no Total cost: New for 2012 $6,650.00 other funding options are available. By implementing this service, there may Cost/hour: New for 2012 $19.00 be a decrease in the # of housekeeping hours provided under EISEP. ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2011 Outcomes 2012 Projections The Caregiver Support Program is intended to help sustain the efforts of # of respite hours provided: 675- 13% decrease Changing goal for 2012. informal caregivers to care for an individual aged 60 or older who is frail and/or Total cost involved: $12,825- 13% decrease disabled, or an individual of any age with Alzheimer's Disease or related dis- Cost/respite hour: 19- same order, or for caregivers of individuals with disabilities with the goal of main- taining that individual in the home setting rather than being placed in an insti- tutional setting. Assistance given to the caregiver is meant to provide a break # hours of counseling & New for 2012 98 from or support of their daily routine in order to safeguard the caregiver's Total cost involved: New for 2012 $2,945 physical and mental health in order that they continue providing care. Cost/hour: New for 2012 $30.05 Both EISEP and Caregiver Respite clients receive Case Management # of case management hours: 1,069- 20% increase 1,070 Services. The primary responsibility of the case manager is to assist the client in determining what services are needed as well as arranging for those services Cost/hour: $44.45- 12% decrease $44.70 to be provided. The case manager also assists with coordinating community resources, offering supportive services and providing advocacy. Case manage- ment services are FREE of charge. One case manager handles all cases. Needs are increasing continuously for individuals seeking assistance to remain in their homes as well as for caregivers attempting to keep their loved ones home. The Case Manager has been very busy providing support services, especially counseling. Outcomes: Average caseload in NYS about 56 per Case Manager Case Load: 43- 19% increase 46 Percentage of EISEP clients delaying institutional setting due to in-home # receiving personal care: 31 Changing goal for 2012 services provided. % delaying instition: 72%- 18% increase Percentage of case managed clients delaying institutional setting due to in- # receiving case mgmt: New for 2012 46 home services provided. % delaying institution: New for 2012 72% ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2011 Outcomes 2012 Projections SUPPORT SERVICES: Outputs: Transportation services include picking clients up at their home and taking # of one way trips: 4,061- 8% decrease 4,250 them to medical appointments, outpatient testing, therapy, hair appointments, agency appointments, grocery shopping, to the pharmacy, for hospital visits # of clients: 103- 1% increase 108 and for other needs as identified. Each one-way trip is counted as a unit of service. There is no charge for this service but donations are requested. The Cost/unit of service: $15.14- 19% increase $15.90 suggested donation is .25 per mile. RSVP volunteers are used to assist with medical appointments and occasionally in other areas as needed. The decrease in # of one way trips appears to be as a result of referring people to the public transit system.Some of the individuals from Jefferson Village are utilizing the bus instead of OFA transportation. Also, those using OFA transportation are not asking to go to as many locations. The increase in cost per unit of transportation was due to the increase in salary and fringe for the driver as well as the increase in fuel costs. Public Transit: OFA funds can be utilized to pay for public transit services for # of one way trips: 0 60 seniors unable to pay for that themselves. passes or daily tickets may be purchased directly by OFA and provided to seniors in need. This covers both # of clients- regular transit: 0 10 regular and para-transit services. OFA purchsed $100.00 in tickets for public transit to make available to seniors Cost/Unit of service: 0 $0.50 in need who can utilize the public transit system. To date, no one has used the tickets; however, ridership amongst seniors is increasing and they are # of clients- para-transit: 0 12 paying their own way. Cost/Unit of service: 0 $0.50 Savings per unit of service "regular" transit- excludes Dial-a-Ride and para-transit: N/A $15.40 Outcomes: Clients served with no other option for tranportation: no family in area, no # of clients: 62- 17% increase 55 vehicle, do not drive, cannot transfer independently, wheelchair dependent. % of overall transports: 60%- 15% increase 51% ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2011 Outcomes 2012 Projections Outputs: The Health Insurance Information and Counseling Assistance # of Clients Served: 333- 17% increase 381 Program (HIICAP) is provided through trained volunteers and staff # of Individual Contacts: 912- 5% increase 939 who assist seniors in finding answers to their questions about health insurance as well as assist them in obtaining needed benefits or resolving billing disputes. Information is provided in the areas of 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. As the numbers of those turing 65 increase continually (7,000/day nationwide), the need for counseling regarding Medicare sign-up and getting into the best plan continues to grow. Outcomes: Provide education among those who are new to Medicare (turning 65, disabled # new beneficiaries 1:1 and/or Medicare is now the primary insurance) through the Medicare Basics counseling: 4/month- 33% increase Change goal for 2012 course offerings and 1:1 counseling. The age 65 and older population in Schuyler County has increased by 10% between the 2000 and 2010 census. # new beneficiaries/course: 3/course- 50% increase Change goal for 2012 Have been evaluating the possibility of saving time and associated dollars by providing group Medicare 101 sessions in addition to 1:1 sessions. Have found that individuals require the # Medicare beneficiaries 1:1 time, as their timing for signing up for benefits doesn't fit in with a schedule of classes. counseled: New for 2012 109 Most individuals do not plan in advance so are requiring assistance quickly. There is a limited time in which required paperwork must be submitted. Have tracked this for three consecutive # of staff hours- individuals: 71.5 hrs.- 59% increase 89 hrs. years and found no progress. It is not feasible to require individuals to only attend a course as # of staff hours- group: 14 hrs.- 56% increase 14 hrs. their needs would not be met if needing to wait for a scheduled course. 1:1 is needed. The amount of time per 1:1 session has increased from an hour per person to 1.25 per person in Time savings realized in hrs: 44.75 hrs.- 24% increase 51 hrs. 2011 Savings in dollars: $1,168.15- 24% increase $1,409.13 ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2011 Outcomes 2012 Projections Clients are referred for counseling from other sources who handle Medicare # of referrals: 5/month- 150% increase from 5/month clients: Other agencies include Mental Health Clinic, Department of Social estimate Services, Schuyler Hospital and others. # of hours spent counseling referrals: 53- 10% increase from estimate 66 There is a good deal of administrative time required for training, updates, data % of administrative time vs. input, reporting, scheduling of appointments, planning, and design & coordi- hours of counseling: 62%- 41% increase from estimate 60% nation of educational seminars provided. At the same time, there is a projected increase in the numbers of Medicare clients potentially driving up the time needed for counseling. It is becoming more and more challenging to recruit volunteers to take on such an intense program that requires ongoing learning and updates as well as a commitment to time for counseling and follow-up. Outputs: The Weatherization Referral and Assistance program (WRAP) # of beneficiaries receiving addresses the weatherization and home repair needs for the low- WRAP services: 76- 15% increase 80 income senior population to help reduce their energy consumption. * The WRAP program is Applicants must be HEAP eligible. WRAP services include but are proposed for elimination not limited to insulation, caulking, weather stripping, roof replace- effective 04/01/12. Awaiting ment, window repair and furnace or hot water heater replacement. final word.May be providing case management only. Outcomes: Program benefits as related to helping to maintain clients in their homes and # of households with repairs avoid institutional living. Grant funding is becoming more restrictive and creating healthier, safer volunteer hanyworkers difficult to recruit, so may have a harder time assisting living environment: 20- 67% increase 27 seniors over the next year. The benefits of this program have been spreading via word of mouth, so more people are # of households referred for calling and asking for assistance with home repairs and weatherization as a means of energy services or obtaining a safe and warm living environment. This program benefits the HEAP program by weatherization-related home closing areas where the heat leaks out thus stretching HEAP dollars. repairs/modifications: 34- 278% increase 43 ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2011 Outcomes 2012 Projections Outputs: Health & Wellness activities include but are not limited to exercise, # of events: 170- 24% increase 182 walking, medication management, workshops, screenings: blood # of clients participating: 112- 62% decrease 120 pressure clinics and hearing clinics, health fairs, 1:1 consultation, and speakers on health related topics. Difficulty in gaining the interest of the aging population in programs such as walking, yoga, and others to help maintain their health and wellness status.Those who do participate are committed, but fewer are showing interest. Due to staffing crunches at Public Health and the Mental Health Clinic, we have not had the usual blood pressure checks or the behavioral health in-services at each meal site. Yoga was discontinued due to declining attend- ance. The lack of response to the more active programs and the lack of staff to provide those that do draw an audience has severely impacted the # of clients participating. Outcomes: Physical Activity: yoga, swimming, walking, exercise and other # of clients ing physical activity level: 31- 15% increase 35 ---PAGE BREAK--- YOUTH BUREAU Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE Youth Services 159,347 $ - $ 166,519 $ 325,866 $ 83,683 $ 139,379 $ - $ 60,974 $ 200,353 $ 85,674 $ Families First 65,932 $ - $ 155,345 $ 221,277 $ 20,632 $ 63,034 $ - $ 129,471 $ 192,505 $ 14,556 $ TOTAL 225,279 $ - $ 321,864 $ 547,143 $ 104,315 $ 202,413 $ - $ 190,445 $ 392,858 $ 100,230 $ -3.9% $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 Youth Services Families First TOTAL 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- YOUTH BUREAU Program Personnel & Fringes Equipment Operational Expenses Total Expenses State & Grants Local Share Youth Services 139,379 $ - $ 60,974 $ 200,353 $ 114,679 $ 85,674 $ Families First 63,034 $ - $ 129,471 $ 192,505 $ 177,949 $ 14,556 $ Program TOTALS 202,413 $ - $ 190,445 $ 392,858 $ 292,628 $ 100,230 $ 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. Youth Services 51% Families First 49% Expenses State & Grants 74% Local Share 26% Revenue ---PAGE BREAK--- YOUTH BUREAU Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes The Employment Program provides employment opportunity to youth to clean up at the WGIR during and after events, and provide opportunities through TANF Summer Youth Employment. Youth are placed at specific job sites for up to six weeks. The Schuyler County Youth Bureau will assist youth in finding employment. WGIR: Available for any youth age 14-20 in Schuyler County (no income requirements) Application Received: 70 – all were called, stopped taking applications after this Youth Hired: 44 – Watkins Glen International Raceway initially wanted 50 youth but they lowered that number due to costs for them. Youth who actually worked: 43 Hours Worked: Total 1,630(over four events, mostly weekends except for NASCAR which included the week after for clean up) Amount Earned: Total$11,817 Average Earned: $275 Administrative Costs: $7,111 (this includes staff salaries, benefits, advertising, transportation, supplies) – the salaries and benefits are paid through WGIR and state funding pays for transportation and advertising and supplies TANF: Must meet TANF Income Eligibility Guidelines Total available funds 2011: $19,087 2010: $19,345 2009: $44,304 Youth Hired: 2011: 13 2010: 13 Actually Worked: 2011: 13 2010: 11 Hours Worked: 2011: 1711 2010: 1,634 Amount Earned: 2011: $12,403 2010:$11,770 Average Earned: 2011: $955 2010: $1,070 A total of 40 youth will be hired for clean up during and after four events at WGIR in 2012. The Summer Youth Employment Program through TANF will hire a minimum of 12 youth to work 5 hours a day, for a minimum of 5 weeks during the summer at various job sites throughout the county. ---PAGE BREAK--- YOUTH BUREAU Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes The Youth Bureau is the lead and fiscal agency for the A Partnership for Youth (APY) grant. This grant is through the Office of Children and Family Services for five years (2006-2011) using federal Workforce Investment Act employment money. APY is for high risk youth with a barrier to employment beyond poverty. Barriers include pregnant or parenting teens, involvement in juvenile justice system, and runaway and homeless youth. The program is to help the youth be successful in securing and retaining employment. This is a collaborative effort between Chemung, Steuben, and Schuyler County. Administrative Costs: 2011: $3,838 2010: $4,991 (includes staff salaries, mileage, fringe, and supplies) Through this grant, we are required to serve a minimum of 16 youth who have a barrier of runaway, homeless, involved in the juvenile justice system, pregnant and/or parenting and live in Schuyler, Steuben, or Chemung County and meet WIA income eligibility guidelines and are a minimum of 16 years old. This was the fourth year of the grant. Total amount of grant $116,900. This grant ends September 30, 2011. APY: Youth Served: 32 Youth in follow up: 22 youth in follow up services Youth Graduated: 1 GED’s Earned: 7 Certificates Earned: 4 Attending College: 8 Unsubsidized Work: 19 The Youth Bureau will reapply for the grant for the three-county region. If awarded another five year grant, the APY grant will serve a minimum of 16 youth per year in the three county regions and meet the performance measures 90% of the time. ---PAGE BREAK--- YOUTH BUREAU Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes Youth Court is a national program to provide alternatives to court, thereby helping to reduce court/probation costs. Youth are trained in court proceedings. Youth who are referred to Youth Court are tried and judged by their peers who hand out sentences of community service, letters of apologies, etc. Schuyler County is being revitalized to increase referrals from a variety of sources. In 2006 publication by the “Washington State Institute For Public Policy”, tax payers save $9,208 per year for each youth who successfully completes Youth Court. Advocacy – the Director serves and interacts on youth serving boards as an advocate for youth in the community. These include: Statewide: Regionally: Locally: The Youth Bureau is the lead agency for Advancing Youth Development training, which is an 18 hour course and basic four hour course for Schuyler County. The Schuyler County Youth Court will recruit and train youth to serve on the court. Youth Court will be utilized for low level offenses or misdemeanors, diverting youth from Family Court or PINS Diversion. The Schuyler County Youth Bureau Director will continue to represent youth and youth issues on appropriate boards and committees. Trainings Held: 2011 –1 2010 - 1 Number of Youth Trained: 2011- 2 2010 - 6 Number of Members: 2010 – 20 2011 - 24 Number of Cases Referred: 2011 11 2010 22 (tax payer savings for successful completion of Youth Court $101,288). Number of Community Service Hours Completed: 2011 - 21 hours 2010 - 334 Youth Court hosted 1 dance with average attendance between 55-65 youth. Committee and Boards Membership: 2011: 22 2010: 21 Advancing Youth Development # trained: 2011 - 25 2010 - 11 One youth court training will be held in 2011-12, for membership to remain between 20 and 30 youth. Youth Court will receive a minimum of 20 referrals. The Youth Bureau will continue to serve on a variety of committees and boards to promote positive youth development and advocate for youth in Schuyler County. ---PAGE BREAK--- YOUTH BUREAU Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes Family Play & Resource Center – provides families with preschooler and toddlers with an opportunity to meet and network with each. It provides the families with parenting resources. Early intervention with families of young children provides the opportunity for parents to develop and improve parenting skills to raise healthy, happy, and productive children. The Family Play & Resource Center will reach out to parents of preschool children to increase the utilization rate by 10%. Duplicated Visits: 2010/11 = 447 2009/10 =224 2008-09 = 324 Unduplicated Visits:2010/11= 290 2009/10 =174 2008-09 = 193 New /First time Families: 2010/11 = 45 2009/10 = 35 2008/09 = 32 Supervised Visits: 33 In 2010-11, the Family Play and Resource Center collaborated with Schuyler Head Start, providing space for the Home-based Program. Two days a week Head Start used the space during normal hours on Wednesday and Friday, providing planned activities for both Head Start families and other families from the general public. These were the busiest days in the center. Red Book Shelf: Books Given 2010/11 1717 2009/10 1,256 Red Book Shelf Books Donated to: 2010/11 - 2,000 We receive funding through the United Way of Schuyler County, The Triangle Fund, and Department of Social Services. Family Play and Resource Center will increase its usage by 20% in 2011/12. The Read Book Shelf will continue to give a minimum of 1,000 books away. The Youth Bureau will seek alternative and additional funding to continue support of the FPRC. Continued collaboration with Schuyler Head Start in using the Family Play and Resource Center two days a week for their home-based program. The Family Play and Resource Center will continue to be used for supervised visitations provided by Catholic Charities and Social Services. ---PAGE BREAK--- YOUTH BUREAU Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes Administration – includes technical assistance to funded programs, monitoring of the programs as to accomplishments of outcomes and compliance with New York State Office of Family and Children Services (OCFS) rules and regulations. OCFS also mandates the writing, in collaboration with the Department of Social Services Children’s Services, a County Three- Year Comprehensive Plan. Runaway and Homeless Program The Youth Bureau Director will monitor and provide technical assistance to funded programs to ensure compliance with Office of children and Family Services rules and regulations in order to maximize reimbursement for programs. The Youth Bureau Director will, in collaboration with DSS Children’s Services complete and update the County Comprehensive Plan. Needs of Schuyler County will be gathered for future plans. The Youth Bureau will provide technical assistance to Catholic Charities regarding the runaway program and also the recruitment and retention of voluntary interim families. Monitoring was completed for Catholic Charities Runaway and Homeless program, the A Partnership for Youth, and PINS Diversion Program at the agencies sites. Desk monitoring occurs or quarterly through review of financial documentation in the office. All the monitoring of the programs showed them to be in compliance. Technical Assistance was provided to Catholic Charities for the Runaway and Homeless Program. A meeting was held with the Office of Children and Family Services for the new counselor to review job duties and responsibilities and the connection with the Youth Bureau. One home was identified for Voluntary Interim Families and the necessary paperwork is being completed and submitted to the Office of Children and family Services for Certification. Quarterly Runaway and Homeless Steering Committee meetings were held. The Youth Bureau will monitor all funded programs in 2012 with site visits and provide technical assistance as needed. In 2011-12 the Runaway and Homeless program will receive the necessary technical assistance from both the Office of Children and Family Services and the Youth Bureau to increase referrals and to complete the volunteer interim family process plus recruit at least one additional family. ---PAGE BREAK--- YOUTH BUREAU Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes FAMILIES FIRST The Families First/New York Connects Program was developed to provide families of Schuyler County in a single point of information, referral, and case management, in order to provide a seamless delivery of services. It is to engage families early in services to prevent the need for higher levels of services as the child ages. Children Services operated out of Families First include: Preschool Services, Children with Special Health Care Needs, Single Point of Entry/Access for both adult and children, Person’s In Need of Supervision. Person In Need of Supervision is a mandated program in New York State. The law recently was revised so that every county in New York State needs to have a diversion program. Also, in the law it specifically mandates an immediate response to families in crisis. In July 2005, the Families First program has become the provider of the PINS Diversion program. Families First/New York Connects will increase referrals by 10% to provide information and assistance to families who are in need of services. NY Connects will provide information and referral will be given to meet long term care needs. Families who are referred or self refer to PINS Diversion program will be responded to quickly and a plan of action will be developed with the parents and child. Support will be given to the entire family during this process. Total Contact to FF/NYC: 2010-11 = 592 2009-10= 1,654 2008-09 = 733 Consumer and Caregiver Supports: 391 Facility Based Services: 5 Home Based Services: 46 Insurance/Benefit Information: 155 Protective/Preventative: 26 Residential/Housing Options/Support: 117 Transportation: 35 Other: 215 Outgoing Contacts: To Consumer: 366 To Agency: 288 Total Contacts to and from FF/NYC: 1,246 Previous Year: 3,431 Referrals Received: 2011 55 2010 50 Parent Referrals: 2011 23 School Referrals: 2011 31 Other Referrals: 2011 1 Respondents who Refused: 5 Utilized Service Previously: 8 Withdrawn after service was opened: 6 Respites used: 9 PINS Petition to Court: 2011 10 & 2010 5 Court Ordered to Diversion: 3 Moved out of County: 4 MH Placement: 1 Referred to Youth Court: 4 Closed Cases: 50 Successful Closures: 57 Families First/ New York Connects will continue to market to the community. Data will continue to be collected. Presentations will be offered to community groups as well as having agencies present to the Families First/NY Connects staff. Contacts to and from Families First/NY Connects will be a minimum of 1,500 PINS Diversion will increase referrals by 10% and serve a minimum of 60 families. 70% of cases opened in PINS Diversion will be successfully resolved. ---PAGE BREAK--- VETERAN'S SERVICES Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE Transportation 12,820 $ - $ 3,321 $ 16,141 $ 16,141 $ 10,249 $ - $ 3,321 $ 13,570 $ 13,570 $ Claims/Administration 34,661 $ - $ 8,979 $ 43,640 $ 38,640 $ 27,709 $ - $ 8,979 $ 36,688 $ 28,034 $ TOTAL 47,481 $ - $ 12,300 $ 59,781 $ 54,781 $ 37,958 $ - $ 12,300 $ 50,258 $ 41,604 $ -24.1% $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 Transportation Claims/Administration TOTAL 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- VETERAN'S SERVICES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Transportation 10,249 $ - $ 3,321 $ 13,570 $ - $ 13,570 $ Claims/Administration 27,709 $ - $ 8,979 $ 36,688 $ 8,654 $ 28,034 $ Program TOTALS 37,958 $ - $ 12,300 $ 50,258 $ 8,654 $ 41,604 $ 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. Transportation 27% Claims/ Administration 72% Expenses Revenue 17% Local Share 83% Revenue ---PAGE BREAK--- VETERANS Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes Transportation Provide medical transportation for Veterans of Schuyler County. 2010 Transportation Provided medical transports to 306 veterans 2010 mileage - 7133.5 miles Claims/Administration Assist Veterans and their families in the claims process. 2010 - # veterans served – 1,841 2010 - # services provided - 3,037 # of Veterans transported Jan – Sept: 280 Oct/Nov/Dec estimate an additional 70 transports. # of miles transported Jan – Sept (16,081) Oct – Dec estimate an additional 3,000 miles. # of Veterans served Jan – Oct (1,866) and during Nov & Dec we estimate an additional 300 served. # of services provided Jan – Sept (2,400) Oct – Dec estimate an additional 700 services provided. 350 This is a 13% increase over 2010. 19,000 This is a 266% increase over 2010 due to special needs of a few veterans needing to go to additional appt. and/or to see specialists in Buffalo, Rochester and/or Syracuse. 2,160 This is a 13% increase over 2010. 3,100 This is a 2% increase over 2010. 300 15,000 Expecting a lower mileage as one of the veterans who had several appointments a week has moved out of our area. 2,200 This is an estimate due to the changing population(s) 3,200 Increase is due to more veterans, widows, spouses and/or family members becoming aware of the services we provide both for our older population and the veterans returning from war. ---PAGE BREAK--- PUBLIC WORKS Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Highway 1,395,414 $ 58,400 $ 3,288,110 $ 4,741,924 $ 2,426,809 $ 2,315,115 $ Buildings & Grounds 650,402 $ 21,500 $ 734,413 $ 1,406,315 $ 784,980 $ 621,335 $ Weights & Measures 67,326 $ 400 $ 11,910 $ 79,636 $ 54,355 $ 25,281 $ Program TOTALS 2,113,142 $ 80,300 $ 4,034,433 $ 6,227,875 $ 3,266,144 $ 2,961,731 $ Mission Statement: To provide residents, visitors, and employees of Schuyler County with an infrastructure that is safe, functional and efficiently maintained. Highway 76% Buildings & Grounds 23% Weights & Measures 1% Expenses Revenue 52% Local Share 48% Revenue ---PAGE BREAK--- HIGHWAY Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Equipment (200+300) 2011 Operations (400+500) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200+300) 2012 Operations (400+500) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE Administration 177,030 $ - $ 13,200 $ 190,230 $ 149,053 $ 174,665 $ - $ 14,460 $ 189,125 $ 168,041 $ Capital Projects - $ - $ 1,428,000 $ 1,428,000 $ 143,627 $ - $ - $ 1,526,850 $ 1,526,850 $ 53,385 $ Maintenance 906,450 $ - $ 674,950 $ 1,581,400 $ 1,451,219 $ 934,678 $ - $ 663,250 $ 1,597,928 $ 1,573,528 $ Machinery 196,918 $ 16,900 $ 368,500 $ 582,318 $ 398,518 $ 214,723 $ 19,900 $ 446,800 $ 681,423 $ 496,223 $ Shared Fuel 7,796 $ - $ 525,310 $ 533,106 $ (4,574) $ 8,000 $ - $ 591,950 $ 599,950 $ (2,690) $ Central Garage 58,939 $ 11,500 $ 40,648 $ 111,087 $ 9,069 $ 63,348 $ 38,500 $ 44,800 $ 146,648 $ 26,628 $ TOTAL 1,347,133 $ 28,400 $ 3,050,608 $ 4,426,141 $ 2,146,912 $ 1,395,414 $ 58,400 $ 3,288,110 $ 4,741,924 $ 2,315,115 $ 7.8% $(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 $4,500,000 $5,000,000 Administration Capital Projects Maintenance Machinery Shared Fuel Central Garage TOTAL 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- HIGHWAY Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 174,665 $ - $ 14,460 $ 189,125 $ 21,084 $ 168,041 $ Capital Projects - $ - $ 1,526,850 $ 1,526,850 $ 1,473,465 $ 53,385 $ Maintenance 934,678 $ - $ 663,250 $ 1,597,928 $ 24,400 $ 1,573,528 $ Machinery 214,723 $ 19,900 $ 446,800 $ 681,423 $ 185,200 $ 496,223 $ Shared Fuel 8,000 $ - $ 591,950 $ 599,950 $ 602,640 $ (2,690) $ Central Garage 63,348 $ 38,500 $ 44,800 $ 146,648 $ 120,020 $ 26,628 $ Program TOTALS 1,395,414 $ 58,400 $ 3,288,110 $ 4,741,924 $ 2,426,809 $ 2,315,115 $ 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. Administration 3% Capital Projects 32% Maintenance 3% Machinery 14% Shared Fuel 13% Central Garage 3% Expenses Revenue 51% Local Share 49% Revenue ---PAGE BREAK--- BUILDINGS GROUNDS Summary Comparison of 2011-2012 Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE Central Services 6,274 $ 15,000 $ 76,855 $ 98,129 $ 1,812 $ 6,551 $ 15,000 $ 82,855 $ 104,406 $ 1,986 $ Buildings 542,643 $ 6,500 $ 739,878 $ 1,289,021 $ 594,619 $ 565,762 $ 6,500 $ 619,460 $ 1,191,722 $ 525,922 $ Grounds 46,840 $ - $ 21,900 $ 68,740 $ 68,740 $ 48,453 $ - $ 24,198 $ 72,651 $ 72,651 $ Parks 28,358 $ - $ 7,600 $ 35,958 $ 17,608 $ 29,636 $ - $ 7,900 $ 37,536 $ 20,776 $ TOTAL 624,115 $ 21,500 $ 846,233 $ 1,491,848 $ 682,779 $ 650,402 $ 21,500 $ 734,413 $ 1,406,315 $ 621,335 $ -9.0% $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 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- BUILDINGS GROUNDS Program Personnel & Fringes Equipment Material & Supplies Total Expenses Revenue Local Share Central Services 6,551 $ 15,000 $ 82,855 $ 104,406 $ 102,420 $ 1,986 $ Buildings 565,762 $ 6,500 $ 619,460 $ 1,191,722 $ 665,800 $ 525,922 $ Grounds 48,453 $ - $ 24,198 $ 72,651 $ - $ 72,651 $ Parks 29,636 $ - $ 7,900 $ 37,536 $ 16,760 $ 20,776 $ Program TOTALS 650,402 $ 21,500 $ 734,413 $ 1,406,315 $ 784,980 $ 621,335 $ 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. Central Services 7% Buildings 85% Grounds 5% Parks 3% Expenses Revenue 56% Local Share 44% Revenue ---PAGE BREAK--- BUILDINGS & GROUNDS Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes Central Services: Provides phone and voicemail services to all county departments as well as other agencies housed in county buildings. This includes the operation and maintenance of the county’s PBX providing dial tone to over 400 end users. Perform all billing associated with phone use. In 2007 the county upgraded to a Voice Over Internet Protocol system, acronym is VOIP. With Fiber Optic cable between campuses this system is very flexible when rearranging or moving offices internally or to other buildings. The phones are user specific not location. They can be plugged into any active data port at any location. Buildings: Provides custodial and facility maintenance associated with building infrastructure such as all HVAC mechanical systems, security, and critical systems like fire alarms and sprinklers. Monitoring utilities for inconsistencies. In the interest of the environment going green has increased the cost of cleaning supplies. . Provide phone service without interruption within our control. Repair or replace inoperable phones within a reasonable time on a priority basis. Install IP Phones for all remaining departments. Remodel CH mail room. Construction Administration & Inspection. Complete all critical life safety inspections. Perform comprehensive daily and periodic custodial services to maintain buildings in an attractive, clean, and safe condition. Cleaning cost Paint Court House Cupola. Upgrade Jail Complex heat control to include going online. Maintained service at a rate of 98%. Corrected problem within 9 scheduled work hours. Started replacing defective digital phones with IP phones at Public and Mental Health. DA’s office requires additional equipment before IP phone installation. Mailroom complete. Shared Services building complete per contract. Completed Fire Alarm and Sprinkler systems maintenance and inspections per NFPA Regulations. Completed Annual Security system maintenance and inspection. Maintained facilities as described. HSC: $ 1.60 per sq ft CHC: $ .95 per sq ft Complete. NA Maintain service at a rate of 100%. Correct problem within 8 scheduled work hours. Public Health and Mental Health phone replacement 50% completed. Install IP phones in DA’s office. NA Working on resolving warranty issues. Accumulate and file all required inspection reports. Continue providing services to expectations and adjust as necessary for improvements. HSC: $ 1.65per sq ft CHC: $ 1.00 per sq ft. NA. Explore options and cost to update controls of boiler and heat system. ---PAGE BREAK--- BUILDINGS & GROUNDS Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes Grounds: Provides maintenance to 3.5 acres of lawn, 2/3 miles of sidewalks, and 5 acres of parking lots. Aesthetic appearance is very important in that some of our county buildings and grounds are located where hundreds of thousands of tourists visit each year. Seneca Harbor Park: Is a premier park, visited by hundreds of thousands of tourists and local residents annually. The 5.25 acre park is located on the south end of Seneca Lake with a marina, 250’ pier, public restrooms, and picnic area. The park is host to the annual Cardboard Boat Regatta. With the increasing exposure of the park request for use of the park for events has increased. Keep planting beds and lawns in excellent condition. Remove snow and ice from sidewalks, stairs, and parking lots in a timely manner. Parking lot maintenance and repair. Use grant funding to improve lighting and walkways. Re shingle pier building. Replace 75lf pier deck boards. Maintained landscaping to highest level achievable by one person. Restoring seasonal help would improve outcome. Maintained snow and ice removal as needed when required. Crack seal Court House and Mill Creek parking lots. Cold patch Human Services Complex Parking lot. Plans submitted and approved by NYS Parks and Recreation. Sole bid received was over budget. Completed roof project. Have not started yet to date. Continue to monitor and adjust for improvement as needed. Continue clearing snow and ice as needed to maintain safe sidewalks and parking lots. Slurry coat Court House and Mill Creek parking lots. Discussions regarding milling and paving Human Services Complex. Revise scope of work. Send revised plans to NYS Parks and Recreation for approval. Re-quote project. NA Complete board replacement. ---PAGE BREAK--- WEIGHTS MEASURES Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400)+(600) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE Administration 55,765 $ 200 $ 8,875 $ 64,840 $ 14,640 $ 67,326 $ 400 $ 11,910 $ 79,636 $ 25,281 $ TOTAL 55,765 $ 200 $ 8,875 $ 64,840 $ 14,640 $ 67,326 $ 400 $ 11,910 $ 79,636 $ 25,281 $ 72.7% $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 Administration 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- WEIGHTS MEASURES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 67,326 $ 400 $ 11,910 $ 79,636 $ 54,355 $ 25,281 $ Program TOTALS 67,326 $ 400 $ 11,910 $ 79,636 $ 54,355 $ 25,281 $ 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. Adminis tration 100% Expenses Revenue 68% Local Share 32% Revenue ---PAGE BREAK--- WEIGHTS AND MEASURES Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes SHARED-SERVICES Beginning 1/1/10 Schuyler County entered into an intermunicipal agreement with Chemung County for W&M services. Schuyler-Chemung therefore becoming the first two counties in NYS to enact this shared position. SCHUYLER-CHEMUNG ADMINISTRATION The mission of the Weights and Measures Department is to promote equity in all commercial transactions based on weight or measure. The county weights and measures programs are a critical part of New York State's infrastructure, protecting every consumer and every business Savings to Schuyler-Chemung Inspect and test all weighing, timing and measuring devices to ensure accuracy for both the consumer and the business Number of businesses / devices Consolidation of the two W&M departments continue to save both counties when considering previous salaries, benefits, vehicles, and other individual department expenses. Schuyler: 100% device inspection Chemung: 100% device inspection Increased efficiency without increasing costs. Schuyler: 138 businesses/623 devices Chemung: 287 businesses/2103 devices Device count: overall device count is up 10.6% over 2010 Additional savings will be found in a more efficient scheduling of device inspections thereby reducing redundant travel/time in both counties. All individual device inspections will be completed in the calendar year 2012. Will continue to investigate new businesses within both counties to ensure compliance of their devices. Maintain customer database. Anticipate small growth in number of devices as additional business count grows in each county ---PAGE BREAK--- WEIGHTS AND MEASURES Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes Compliance among retail establishments. New Device Testing: Gold / Silver / Jewelry Identified 31 retail businesses involved in the buying/selling of gold / silver / jewelry. New Device Testing: Oil Meters Identified 3 businesses involving 26 permanent or vehicle tank meters used in the retail sale and delivery of car & truck motor oil and hydraulic oil products Timeliness of business or consumer questions and/or complaints Inspect and calibrate farm bulk milk tanks, # of tanks calibrated Schuyler: 94.4% Compliance Chemung: 95.0% Compliance Data indicates regular visits to businesses results in a higher level of device compliance. Compliance in these types of business devices has improved. Continue to identify, contact, and test devices from businesses traveling through the county for short-term gold/silver buying events. Compliance in these types of businesses has improved. Gravimetric testing continues to improve the accuracy of these meters. Responded within 1 business day. Resolution of question and/or complaints resolved in 3 business days or less 3 tanks Maintain compliance data. Continue testing of devices in identified businesses. Further investigation of businesses that may utilize print media and/or the internet to conduct their business transactions within the county. Continue testing of these devices in identified businesses. Further investigation of other businesses that may ship / sell these or other types of similar products Complaints remain high priority. All business / consumer inquires will be resolved within 3 business days Bulk milk tanks will be inspected and calibrated upon request. Organize milk tank inspections to determine active tanks. Schedule testing for those tanks outside the calibration time limit ---PAGE BREAK--- WEIGHTS AND MEASURES Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes NYS Petroleum Quality Program; To assure conformance with performance and labeling standards, weights and measures conduct random inspections of gasoline and diesel fuel at retail gas stations. Municipalities are reimbursed by the State for their work under this program. Conduct spot check inspections of pre- packaged commodities for accuracy of weight labels in retail establishments. Conduct spot check inspections for pricing (scanner) accuracy in retail establishments. Schuyler: 18 retail petroleum gas stations; samples/failure rate Chemung: contract pending for 40 retail petroleum gas stations # spot checks completed/failure # spot checks completed/failure 36 samples / zero failures 0 samples 5 spot checks, 1620 packages, no failures. Limited effort in this area due to time spent on device inspections within both counties 2 spot checks, 110 items, no failures Limited effort in this area due to time spent on device inspections within both counties Petroleum samples will be taken as per state/county contract. Chemung County retail gas stations will be added to this program starting in the fall of 2011. Additional time will be scheduled for the testing of pre-packaged commodities. Increased spot checks will be performed in 2012 Additional time will be scheduled for the testing of pricing (scanner) accuracy. Increased spot checks will be performed in 2012 ---PAGE BREAK--- GOVERNMENT SERVICES Program Personnel & Fringes Equipment Expenses Total Expenses Revenue Local Share Legislature $273,306 $0 $11,500 $284,806 $0 $284,806 County Administrator $200,518 $0 $6,000 $206,518 $0 $206,518 County Attorney $439,349 $0 $18,675 $458,024 $305,000 $153,024 Civil Service $62,922 $0 $6,000 $68,922 $26,000 $42,922 Real Property $308,175 $0 $40,400 $348,575 $183,777 $164,798 County Clerk $375,751 $0 $32,400 $408,151 $506,650 ($98,499) Records Management $77,172 $0 $3,145 $80,317 $55,418 $24,899 Human Resources $239,061 $0 $75,330 $314,391 $1,500 $312,891 Purchasing $82,502 $0 $1,120 $83,622 $0 $83,622 Treasurer $202,598 $0 $113,400 $315,998 $348,000 ($32,002) Board of Elections $122,195 $6,000 $107,500 $235,695 $44,000 $191,695 Information Technology $202,000 $57,210 $61,334 $320,544 $115,495 $205,049 Historian $3,300 $0 $600 $3,900 $0 $3,900 Program Totals $2,588,849 $63,210 $477,404 $3,129,463 $1,585,840 $1,543,623 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. Legislature 9% County Administrator 7% County Attorney 15% Civil Service 2% Real Property 11% County Clerk 13% Records Management 3% Human Resources 10% Purchasing 3% Treasurer 10% Information Technology 9% Information Technology 10% Historian 0% Expenses Revenue 51% Local Share 49% Revenue ---PAGE BREAK--- LEGISLATURE Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE Administration 246,395 $ - $ 9,000 $ 255,395 $ 255,395 $ 273,306 $ - $ 11,500 $ 284,806 $ 284,806 $ TOTAL 246,395 $ - $ 9,000 $ 255,395 $ 255,395 $ 273,306 $ - $ 11,500 $ 284,806 $ 284,806 $ 11.5% $240,000 $245,000 $250,000 $255,000 $260,000 $265,000 $270,000 $275,000 $280,000 $285,000 Administration 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- LEGISLATURE Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 273,306 $ - $ 11,500 $ 284,806 $ - $ 284,806 $ Program TOTALS 273,306 $ - $ 11,500 $ 284,806 $ - $ 284,806 $ 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. Administration 100% Expenses Revenue 0% Local Share 100% Revenue ---PAGE BREAK--- LEGISLATURE Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes Legislature Serve as the Governmental Body responsible for developing County policies, Local Laws, and adopting Resolutions that affect the constituency at large. Provide leadership and direction to the County as a whole. No more than a 3% increase in the tax levy or less for the year 2012 budget. Return the Office for the Aging building to the tax rolls during 2011/2012. Coordinate with and support the efforts of SCOPED to secure a tenant in the Business Park. Continue working with towns, villages and other counties to accomplish shared service arrangements. Evaluate all county provided services and programming in the interest of increasing efficiency in the delivery of services to include fully exploring alternatives such as privatization and contract management. To support and partner with local municipalities to obtain funding to conduct a study on centralizing Code Enforcement in the County. To utilize our participation in the Southern Tier Network, Inc to maximize opportunities to increase our emergency communication capabilities to include expansion of coverage, increased reliability and interoperability and implementation. Support the evaluation of the feasibility of constructing public sewer systems in the County under the central administration of a Regional Sewer District. Maintain 100% equalization rate with continued county-wide assessment program. Continue with the support of the Schuyler County Transit operation including expansion of its Dial-A-Ride service to residents in all areas of Schuyler County while pursuing connectivity with neighboring counties. Coordinate and support the efforts of SCOPED, Chamber of Commerce and the Village of Watkins Glen on the implementation of the Lakefront Management Plan with initial emphasis on development of additional parking facilities. Dial-A-Ride is up and running in the County. 0.12% reduction in tax rate $8.17/1000 AV tax rate Tax Levy increase of 1.9% Ensure effective and efficient development and administration of County services in the most cost effective manner by bringing the tax rate down. Develop a responsible budget to stay within the New York State Property Tax Cap. ---PAGE BREAK--- LEGISLATURE Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes Administrative / Staff Serve as the administrative arm of the county Legislature and the official link to all other departments in the County and the constituency at large. Assist the Legislature with its planning and services to the County’s needs including: adopting resolutions and local laws, 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. Meet all publication deadlines for meetings and public hearings. Have minutes transcribed and approved in a timely manner. Perform the audit function in a streamlined, accurate function. Provide information as quickly as possible and make more information electronically accessible for the constituency. The Regular Meeting minutes have been transcribed by the Clerk or Deputy Clerk within thirty days for approval by the Legislature. They are also sent to be on the web page within five days after approval. Within thirty days from a meeting, transcribe and have the minutes approved. Within five days from approval, post public notices, hearings, and minutes of the Legislature on the County Web page. Within ten days turn around requests for public information. ---PAGE BREAK--- COUNTY ADMINISTRATOR Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Operations (400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE County Wide Administration 188,613 $ 9,000 $ 197,613 $ 197,613 $ 200,518 $ 6,000 $ 206,518 $ 206,518 $ Purchasing* 74,432 $ 3,450 $ 77,882 $ 77,882 $ - $ - $ - $ - $ TOTAL 263,045 $ 12,450 $ 275,495 $ 275,495 $ 200,518 $ 6,000 $ 206,518 $ 206,518 $ -25.0% *Purchasing has their own department portion as of 2012. $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 County Wide Administration Purchasing* TOTAL 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- COUNTY ADMINISTRATOR Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share County Wide Administration 200,518 $ - $ 6,000 $ 206,518 $ - $ 206,518 $ Purchasing - $ - $ - $ - $ - $ - $ Program TOTALS 200,518 $ - $ 6,000 $ 206,518 $ - $ 206,518 $ 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. County Wide Adminis-tration 100% Purchasing 0% Expenses Revenue 0% Local Share 100% Revenue ---PAGE BREAK--- COUNTY ATTORNEY Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE DSS 284,662 $ - $ 12,707 $ 297,369 $ (7,909) $ 291,510 $ 12,896 $ 304,406 $ (594) $ Leg/Admin 65,902 $ - $ 2,576 $ 68,478 $ 68,478 $ 64,200 $ 2,510 $ 66,710 $ 66,710 $ Juvenile Prosecution 19,661 $ - $ 764 $ 20,425 $ 20,425 $ 23,853 $ 932 $ 24,785 $ 24,785 $ Other Depts 47,986 $ - $ 1,878 $ 49,864 $ 49,864 $ 59,786 $ 2,337 $ 62,123 $ 62,123 $ TOTAL 418,211 $ - $ 17,925 $ 436,136 $ 130,858 $ 439,349 $ - $ 18,675 $ 458,024 $ 153,024 $ 16.9% $(50,000) $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $500,000 DSS Leg/Admin Juvenile Prosecution Other Depts TOTAL 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- COUNTY ATTORNEY Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share DSS 291,510 $ - $ 12,896 $ 304,406 $ 305,000 $ (594) $ Leg/Admin 64,200 $ - $ 2,510 $ 66,710 $ - $ 66,710 $ Juvenile Prosecution 23,853 $ - $ 932 $ 24,785 $ - $ 24,785 $ Other Depts 59,786 $ - $ 2,337 $ 62,123 $ - $ 62,123 $ Program TOTALS 439,349 $ - $ 18,675 $ 458,024 $ 305,000 $ 153,024 $ 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. DSS 66% Leg/Admin 15% Juvenile Prosecution 5% Other Depts 14% Expenses Revenue 67% Local Share 33% Revenue ---PAGE BREAK--- COUNTY ATTORNEY Performance Measures Program Objectives Performance Measures 2011 Outcomes 2012 Projected Outcomes Legislative/Administrative • Legal Counsel to the Legislature and County Administrator. DSS Legal advice, Prosecution of child abuse and neglect cases, enforcement of support cases, PINS presentment, Claims collection. Adult services preparation and review of Guardianships. Departmental Counsel – other Legal advice to each county department including tax. Juvenile Prosecution Prosecution of all misdemeanors and felonies committed by defendants under 16 years of age. Provide timely and accurate legal opinions to Legislature and County Administrator. Provide timely and effective prosecution of neglect, abuse, adult services and support cases including “real time” advice to caseworkers. Coordination and Presentation of PINS Cases Provide timely and accurate legal opinions and contract review to departments. Timely evaluation and presentment of cases to Family Court. Effective coordination with Law Enforcement Agencies and schools. Hotlines: 322 to 10-15-2011) Total 2010-409. CPS Hotline Referrals: 17 cases requiring legal proceeding thru 9-30-2011 Total 2010-33. JD & PINS Petitions to date: 2011- PINS 7 JD 11 2010-PINS 17 JD 7 2009-PINS 13 JD 4 2008- PINS 10 JD 8 Litigation-NYCLU case-Disclosure motions briefed and argued in Albany in July. Discovery involved ACA entire month of February. Appellate Court upheld class action status. Discovery extended to March 2013. Solomon 2 appeal argued in Albany in February and the County tax sale was upheld by both the Appellate Division and the NY Court of Appeals. Review of application by WGI for mass gatherings. DSS-Retirement of CA in June necessitated role changes for CSU coverage. Tax sale completed in time for calendar year sale. Sale of Home Health Agency necessitated significant document review. ACA 1 commenced some labor counsel duties. NYCLU will continue with discovery and motion stages. Depositions of plaintiffs should be significant to the stream of the case. Legislative redistricting- reapportionment will be a large project ACA2 will take over CSU and some portions of PINS Office restructuring with full time CA will require role changes. Utilization of CA for some labor matters should result in reduction of need for outside counsel- Approximately 60 hours ---PAGE BREAK--- CIVIL SERVICE Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE Administration 73,718 $ - $ 6,000 $ 79,718 $ 78,218 $ 62,922 $ 6,000 $ 68,922 $ 42,922 $ TOTAL 73,718 $ - $ 6,000 $ 79,718 $ 78,218 $ 62,922 $ - $ 6,000 $ 68,922 $ 42,922 $ -45.1% $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 Administration 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- CIVIL SERVICE Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 62,922 $ - $ 6,000 $ 68,922 $ 26,000 $ 42,922 $ Program TOTALS 62,922 $ - $ 6,000 $ 68,922 $ 26,000 $ 42,922 $ 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). Administration 100% Expenses Revenue 38% Local Share 62% Revenue ---PAGE BREAK--- CIVIL SERVICE Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes Administration Goal: Assist the community by providing information on examinations and position vacancies and other Civil Service issues. Goal: Assist municipalities to ensure that hiring and terminations conform to Law and Rules. Goal: Ensure sufficient eligible lists for hiring competitive positions by lists and administering examinations. Convey information to the public who visit the office. Provide information on webpage for convenience to community and cost effectiveness. Certify payroll for all municipalities Schuyler County at least one time in fiscal year. Correct problems Provisional rate (untested competitive positions) as shown on annual report to NYS Civil Service is equal to or less than state average. Exam announcements have been posted within the required guidelines of a minimum of 25 days in accordance with NYS Civil Service rule. The website continues to be updated in a timely manner, within 1-2 days of exam announcement and job opening postings. Additional advertising options have been utilized in 2011 advertising including the Finger Lakes Times, Odessa File, and Payroll certification for all municipalities has been completed as required. Additionally, training has been provided to the new Supervisor of the Town of Orange this year and she has been working closely with the Civil Service office to also provide certs from years that had not been previously submitted. The provisional rate, as reported on the ’10 Annual report was 5.9%. This is significantly higher than the state rate of 2.5%. It should be noted that of the 13 provisional employees that made up this rate, 8 of them had already taken their exam several months prior, however results had not yet been received from NYS thus they still had to be counted as a provisional. Had these 8 employees not been included, the provisional rate at the time of the report would have been 2% which would be lower than the state average. N/A N/A Maintain a provisional rate that is equal to or lower than the state average. Continue to request exams in a timely manner, anticipating needs before mandated lists run their course. Continue expanding the advertising of exams to reach a larger audience. Continue encouraging hiring authorities to utilize non mandated lists for hiring purposes when possible to avoid hiring someone with a provisional status. ---PAGE BREAK--- CIVIL SERVICE Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes Goal: Ensure that regular update and maintenance of job specifications occurs. Goal: Ensure that the process for handling applications, pink slips, etc. is being completed in the most cost effective and time saving manner. Conduct annual review, and if necessary, updates of all job specifications in the competitive, noncompetitive, and labor classes. Review the current steps in place for processing pink slips, applications, etc. Determine if there is a more cost effective and time saving approach to be utilized. As of this date, all the job specs for county positions have been reviewed and updated as needed. Reviews of job specs for school district positions are still outstanding at this time. New goal. Review and revise all job specs for positions in the school district that were not updated in 2011. Add these and all updated job specs that were revised in 2011 to the Civil Service website so that they are available for the general public. Streamline the process for handling applications, pink slips, etc. Utilize electronic notifications when applicable in place of hard copy to save on staff time in processing as well as paper usage. ---PAGE BREAK--- REAL PROPERTY Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE Service to Taxpayers 37,627 $ - $ 14,100 $ 51,727 $ 51,727 $ 69,200 $ - $ 6,600 $ 75,800 $ 74,250 $ Service to Assmt Community 37,627 $ - $ 32,500 $ 70,127 $ 52,404 $ 69,200 $ - $ 27,300 $ 96,500 $ 79,028 $ Consolidated Assessment Svcs 219,513 $ - $ 8,800 $ 228,313 $ 57,625 $ 169,775 $ - $ 6,500 $ 176,275 $ 11,520 $ TOTAL 294,767 $ - $ 55,400 $ 350,167 $ 161,756 $ 308,175 $ - $ 40,400 $ 348,575 $ 164,798 $ 1.9% $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 Service to Taxpayers Service to Assmt Community Consolidated Assessment Svcs TOTAL 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- REAL PROPERTY TAX SERVICE AGENCY Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenues Local Share Service to Taxpayers 69,200 $ - $ 6,600 $ 75,800 $ 1,550 $ 74,250 $ Service to Assmt Community 69,200 $ - $ 27,300 $ 96,500 $ 17,472 $ 79,028 $ Consolidated Assessment Svcs 169,775 $ - $ 6,500 $ 176,275 $ 164,755 $ 11,520 $ Program TOTALS 308,175 $ - $ 40,400 $ 348,575 $ 183,777 $ 164,798 $ Mission Statement: The Real Property Agency oversees the equitable administration of the real property tax. Service to Taxpayers 100% Expenses Revenues 53% Local Share 47% Revenue ---PAGE BREAK--- REAL PROPERTY TAX AGENCY Performance Measures Programs Definition Performance Measures 2011 Outcomes 2012 Projected Outcomes Service to Taxpayers Service to the Assessment Community Process corrections to tax rolls. Provide on-line access to assessment information in order to facilitate a more efficient interaction with the public. Service to the Assessment Community includes: Preparing and maintaining accurate tax maps for assessment purposes. Providing timely reports to the state on behalf of municipalities. Assist the County Treasurer with the tax auction. Circumstances of alleged errors are investigated and recommendations issued within 10 days of receipt of application, consistent with statutory requirement. Increase the number of hits to the on-line assessment web site, reducing the need for office visits. Provide deeds and transfer reports to assessors within 45 days of filing. Sales Transmittal Reports are to be provided to Albany quarterly. Assessors’ Annual Reports to be provided to Albany by 7/31. Parcels on the auction list are investigated and a report issued within 30 days of receipt of the list. 32 out of 33 (97%) corrections processed within 10 days of receipt of application, up from 19 out of 21 (90%) in 2010. 17,711 public logins to on-line assessment information, with 46,330 parcel inquiries, up from 17,234 public logins with 46,075 parcel inquiries in 2010. 98% of parcel transfer documents provided to assessors within 45 days of recording. (93% in 2010) Sales transmittal reports were provided to Albany quarterly. Parcels on the auction list were visited and a report provided within 30 days of receipt of the list. 100% of applications processed within 10 days of receipt of application for correction. Maintain on-line assessment information, with photos added, at current login levels. Provide 100% of parcel transfer documents to assessors within 45 days of recording. Provide sales transmittals reports to Albany quarterly. Parcels on the auction list are investigated and a report issued within 30 days of receipt of the list. ---PAGE BREAK--- REAL PROPERTY TAX AGENCY Performance Measures Programs Definition Performance Measures 2011 Outcomes 2012 Projected Outcomes Consolidated Assessment Services Provide assessing services to municipalities including assessment and exemption administration, successful completion of reassessment projects, and a public information program that educates taxpayers as to the system processes and their rights to due process. Reassessment Rolls meets the state’s requirements for level and equity to qualify for aid. Conduct a public information meeting with town boards. Per parcel cost of service must compare favorably to $13.55 average per parcel cost prior to implementation of program. Maximize the number of participating municipalities to offset per parcel cost. All 7 towns that we contract with, and all 8 towns county- wide received 100% equalization rates for 2011. There was no state aid available. Conducted meetings in Catharine & Montour; assessors addressed town boards in Orange, Tyrone, Hector. 2011 cost per parcel for towns was $10.96, same as 2010. 7 out of 8 municipalities participate. Continue to maintain equity and market value assessments. Parcels in Dix, Reading, Orange, Tyrone & Hector will need to be reappraised for the 2012 assessment roll. Conduct public information meetings in reassessment towns. 2012 cost per parcel will increase to $13.26 with the loss of state aid. 7 out of 8 municipalities participate. ---PAGE BREAK--- COUNTY CLERK/DEPARTMENT OF MOTOR VEHICLE Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE County Clerk 191,180 $ - $ 26,929 $ 218,109 $ (112,131) $ 199,226 $ - $ 26,475 $ 225,701 $ 40,601 $ DMV 174,903 $ - $ 5,871 $ 180,774 $ (4,986) $ 176,525 $ - $ 5,925 $ 182,450 $ (139,100) $ TOTAL 366,083 $ - $ 32,800 $ 398,883 $ (117,117) $ 375,751 $ - $ 32,400 $ 408,151 $ (98,499) $ -15.9% $(200,000) $(100,000) $100,000 $200,000 $300,000 $400,000 $500,000 County Clerk DMV TOTAL 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- COUNTY CLERK / DEPARTMENT OF MOTOR VEHICLE Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share County Clerk 199,226 $ - $ 26,475 $ 225,701 $ 185,100 $ 40,601 $ DMV 176,525 $ - $ 5,925 $ 182,450 $ 321,550 $ (139,100) $ Program TOTALS 375,751 $ - $ 32,400 $ 408,151 $ 506,650 $ (98,499) $ 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. County Clerk 55% DMV 45% Expenses Revenue 122% Local Share -22% Revenue ---PAGE BREAK--- COUNTY CLERK Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes COUNTY CLERK Objective: Record & file documents in a timely, easily retrievable, and archival manner, thereby preserving the history of Schuyler County. Strive to keep exceptional public service, while working within our budget. DEPARTMENT OF MOTOR VEHICLE Objective: Stay apprised of the constantly changing laws and regulations. Serve the public in a friendly manner, keeping wait time at a minimum. Keep document return time to 2-3 weeks. Public comment. Track mortgage tax (local) collected and submitted to Treasurer’s Office to offset Corning Community College charge backs. Filings Index’s Divorce Criminal Mortgage filings Mortgages Deed filings Public comment. Monitor waiting time. Submit reports. Customer transactions. Document return time remains steady. With a very slowly improving economy mortgage filings have started to increase which increases tax collected. Some filings such as deeds & mortgages have decreased, while index number applications & judgment filings have increased. Public comment concerning DMV has been positive. Reports submitted in a timely fashion. Transactions hold steady. EZ Thruway passes selling well – bringing some extra income into the County Continue to explore ways to increase county revenue, such as the selling of EZ thruway passes in the Clerks Office Cross training of County Clerk & DMV employees to improve service in both offices Cross training of County Clerk & DMV employees to improve service in both offices Training of newer employees to improve processing time. Continue to promote Thruway passes & encourage mail to be sent here. ---PAGE BREAK--- RECORDS MANAGEMENT Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE Records Management 73,258 $ - $ 3,660 $ 76,918 $ 21,000 $ 77,172 $ 3,145 $ 80,317 $ 24,899 $ TOTAL 73,258 $ - $ 3,660 $ 76,918 $ 21,000 $ 77,172 $ - $ 3,145 $ 80,317 $ 24,899 $ 18.6% $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 $90,000 Records Management 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- RECORDS MANAGEMENT Program Personnel & Fringes Equipment Operational Expenses Total Expenses Federal & State Local Share Records Management 77,172 $ - $ 3,145 $ 80,317 $ 55,418 $ 24,899 $ Program TOTALS 77,172 $ - $ 3,145 $ 80,317 $ 55,418 $ 24,899 $ 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. Records Management 100% Expenses Federal & State 69% Local Share 31% Revenue ---PAGE BREAK--- RECORDS MANAGEMENT Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes ADMINISTRATION Research, storage, reduction, preservation, retrieval of information belonging to all county departments, the Village of Watkins Glen, towns of Hector and Dix, Watkins Glen Central School District, Cornell Cooperative Extension and the International Motor Racing Research Center 98% Compliance with state regarding records storage. Reduce inactive records stored in four areas of the county campuses. Reduce documents destroyed thru information sessions with departments. Incorporate municipal partners and contract agencies records into shared document facility. Obtain grant funding to assist with records management program. 99% compliance with state regulations regarding records storage. All county departments store records that are not currently in use and have been audited. Information sessions with departments has ensured records are not unnecessarily copied and transferred to records management. Another contract agency has transferred Records into the facility, increasing revenue by $500. The facility currently houses 5900 cubic feet of records and 595 rolls of microfilm Secured grant funding to reassemble shelving units increasing the capacity of the storage facility to 7700 cubic feet, at no cost to the county. Continue to promote records management at the county, town, village and school district levels. Re-appointed by the State Education Commissioner as Chair to the Region 6 Records Advisory Committee. 99% compliant with state regulations Continue to inform departments of storage and retrieval capabilities of records storage facility and encourage movement of inactive/archival records. Continue to inform departments that continue to copy records and send them to records management Seek additional contract agencies to increase revenue. Encourage partners to store records in the facility, space permitting Seek additional grant funds to assist with records management, at the county, village and town levels. Begin an in-house microfilming project to reduce costs to the county and to promote records management throughout the county, saving space and preserving long term records Re-elected to the Board of Directors of the New York Association of Local Government Records Officers. ---PAGE BREAK--- HUMAN RESOURCES Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE Employee Benefit Admin. 102,518 $ - $ 41,537 $ 144,055 $ 142,055 $ 107,578 $ - $ 33,899 $ 141,477 $ 139,977 $ Dept. and Policy Admin. 75,179 $ - $ 30,461 $ 105,640 $ 105,640 $ 78,890 $ - $ 24,859 $ 103,749 $ 103,749 $ Labor Relations 50,120 $ - $ 20,307 $ 70,427 $ 70,427 $ 52,593 $ - $ 16,572 $ 69,165 $ 69,165 $ TOTAL 227,817 $ - $ 92,305 $ 320,122 $ 318,122 $ 239,061 $ - $ 75,330 $ 314,391 $ 312,891 $ -1.6% $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 Employee Benefit Admin. Dept. and Policy Admin. Labor Relations TOTAL 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- HUMAN RESOURCES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Employee Benefit Admin. 107,578 $ - $ 33,899 $ 141,477 $ 1,500 $ 139,977 $ Dept. and Policy Admin. 78,890 $ - $ 24,859 $ 103,749 $ - $ 103,749 $ Labor Relations 52,593 $ - $ 16,572 $ 69,165 $ - $ 69,165 $ Program TOTALS 239,061 $ - $ 75,330 $ 314,391 $ 1,500 $ 312,891 $ 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. Employee Benefit Admin. 45% Dept. and Policy Admin. 33% Labor Relations 22% Expenses Revenue 0% Local Share 100% Revenue ---PAGE BREAK--- TREASURER Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE Tax Collection 91,547 $ - $ 54,517 $ 146,064 $ (223,936) $ 85,091 $ - $ 47,628 $ 132,719 $ (215,281) $ Payroll 64,168 $ - $ 4,466 $ 68,634 $ 68,634 $ 40,520 $ - $ 22,680 $ 63,200 $ 63,200 $ Accounts Payable 72,407 $ - $ 57,617 $ 130,024 $ 130,024 $ 76,987 $ - $ 43,092 $ 120,079 $ 120,079 $ TOTAL 228,122 $ - $ 116,600 $ 344,722 $ (25,278) $ 202,598 $ - $ 113,400 $ 315,998 $ (32,002) $ 26.6% $(300,000) $(200,000) $(100,000) $100,000 $200,000 $300,000 $400,000 Tax Collection Payroll Accounts Payable TOTAL 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- TREASURER Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Tax Collection 85,091 $ - $ 47,628 $ 132,719 $ 348,000 $ (215,281) $ Payroll 40,520 $ - $ 22,680 $ 63,200 $ - $ 63,200 $ Accounts Payable 76,987 $ - $ 43,092 $ 120,079 $ - $ 120,079 $ Program TOTALS 202,598 $ - $ 113,400 $ 315,998 $ 348,000 $ (32,002) $ 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. Tax Collection 42% Payroll 20% Accounts Payable 38% Expenses Revenue 92% Local Share Revenue ---PAGE BREAK--- BOARD OF ELECTIONS Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE Administration 118,822 $ 12,000 $ 112,000 $ 242,822 $ 217,882 $ 122,195 $ 6,000 $ 107,500 $ 235,695 $ 191,695 $ TOTAL 118,822 $ 12,000 $ 112,000 $ 242,822 $ 217,882 $ 122,195 $ 6,000 $ 107,500 $ 235,695 $ 191,695 $ -12.0% $50,000 $100,000 $150,000 $200,000 $250,000 Administration 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- BOARD OF ELECTIONS Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 122,195 $ 6,000 $ 107,500 $ 235,695 $ 44,000 $ 191,695 $ Program TOTALS 122,195 $ 6,000 $ 107,500 $ 235,695 $ 44,000 $ 191,695 $ 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. Administration 100% Expenses Revenue 19% Local Share 81% Revenue ---PAGE BREAK--- BOARD OF ELECTIONS Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes ADMINISTRATION To accomplish the mission, it is necessary to fully staff all polling places with well trained, knowledgeable election inspectors. It is also necessary to provide support for the inspector with equally capable election custodians. Administrative function also consists of ensuring full compliance with the Help America Vote Act (HAVA). Additional efforts remain ongoing at increasing voter participation both in terms of registered voters and actual voters. Staffing levels; election inspectors & custodians. Training of inspectors and custodians. Implementation of HAVA. # of registered voters 75 Inspectors were trained and certified. This was an increase of approx. 10%. Inspectors trained as required by State Law & Board of Elections. Extra training was provided online from the state. We strived to increase the Inspectors knowledge of both the Opt Scan machine and BMD process. A new Opt Scan machine was available in the office for Inspectors to practice on. A new step-by-step machine manual was designed in our office to enhance the learning process. The completion of HAVA requirements has been accomplished in our county. We have used the new EMS to define both the Primary and General Election ballots. Develop a five year plan to budget for expected voting system upgrades and replacement after the manufacturers warranty expires. There are 12,475 registered voters in Schuyler County. The High School Registration program continued to produce great results. Increased efforts have resulted in a steady upward trend. Increase the number of Inspectors to 136. 68 permanent and 68 alternate as recommended by the State Board. An additional Custodian/Technician has been hired. We now have 2 from each party as required. Improve Inspectors knowledge and understanding on the functions of the Opt Scan and BMD through continued training. We remain the only BOE in the state using the latest technology, a Promethean Smart Board, for our training. We intend to use remaining grant funds to improve our poll sites and to continue our voter education community outreach. Schuyler County will continue to use the Opt Scan machine for all elections and work with the Villages and Schools to assist them with elections as requested. Build a department budget that provides funding for future anticipated voting equipment needs and to seek grant monies to offset local burden. Increase the number of registered voters or maintain the present number if population decreases. Continue to maintain or improve the number of registrations from the school program. ---PAGE BREAK--- BOARD OF ELECTIONS Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes % of eligible voters registered % of registered voters who vote: • Primary • General # of polling places within the county # of educational outreach efforts for Schuyler residents. Schuyler County continues to have a significant number of its eligible voters registered in 2011. We have added approx. 200 new voters in 2011. A voter registration day was held in May that resulted in approximately 12 registrations. Primary – 1,799 General – ( Nov.8, 2011) Of the 16 polling places, all are handicapped accessible with appropriate parking spaces and outside ramps where needed. All inside areas had written or visual information and clearly marked paths. Educational training was scheduled for Schuyler residents as required by Law. Increase in number of registrations due to Presidential election. Discuss the concept of a county-wide registration day. We expect a considerable increase during this Presidential year. There may be 4 elections in 2012. Maintain the 16 polling sites with handicap accessibility. Continue Educational training on the new machines as required by law. 2 sites each year rotating throughout the County. ---PAGE BREAK--- INFORMATION TECHNOLOGY Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE County -Wide Administration 186,256 $ 57,900 $ 62,900 $ 307,056 $ 211,956 $ 202,000 $ 57,210 $ 61,334 $ 320,544 $ 205,049 $ TOTAL 186,256 $ 57,900 $ 62,900 $ 307,056 $ 211,956 $ 202,000 $ 57,210 $ 61,334 $ 320,544 $ 205,049 $ -3.3% $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 County -Wide Administration 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- INFORMATION TECHNOLOGY Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share County -Wide Administration 202,000 $ 57,210 $ 61,334 $ 320,544 $ 115,495 $ 205,049 $ Program TOTALS 202,000 $ 57,210 $ 61,334 $ 320,544 $ 115,495 $ 205,049 $ 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. County -Wide Administration 100% Expenses Revenue 36% Local Share 64% Revenue ---PAGE BREAK--- INFORMATION TECHNOLOGY Performance Measures Program Performance Measures 2011 Outcomes 2012 Projected Outcomes County Wide Administration The Information Technology Department will work to increase technology and reduce operating costs. Rather than changing the functionality of the process, utilizing technology enables a company to execute the strategy much faster and leverage time as a source of competitive advantage. For example, information technology facilitates the exchange of information among the various participants in the value chain. Closer communication speed up the business processes. Increase technology and communications within the county to increase productivity. Maintain a centralized IT within the county to reduce hardware, software, and training costs. Installed New DayCare Accounting Application for the DSS Dept. Rolled out new laptops and aircards in the Sheriff’s patrol cars that can now connect with the in house Records Management System Upgraded Blackcreek, PSTEK, SJS, YASI, CaseLoad Explorer, 3M, KVS, RPS, Tracs and ECR Software to the newest revisions. Implemented Lexis Nexus in the jail which cuts down on Investigator resources Installed a next generation firewall that increased internet bandwidth by 40 percent. Continued to increase offsite connectivity for our DSS Caseworkers while in the field. Replaced Victim Notification System in the Sheriff’s office Replaced State File and Print server Shutdown 2 Legacy Servers Cut down desktop printing by 10 percent Implement an Email Archiving Solution Monitor 3 County Fiber Network Project (STN) and look into Disaster Recovery plan using the fiber Finish 100 Percent of Domain Migration to New Domain Research New Computer Aided Dispatch Options for Emergency Management Continue to look at Cloud Computing for cost Saving Measures Continue to shutdown Legacy Servers ---PAGE BREAK--- HISTORIAN Summary Comparison of 2011-2012 Costs Program 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE 2012 Personnel (100) 2012 Equipment (200) 2012 Operations (400) 2012 TOTAL 2012 LOCAL SHARE % Change LOCAL SHARE Historian 3,200 $ - $ 600 $ 3,800 $ 3,800 $ 3,300 $ - $ 600 $ 3,900 $ TOTAL 3,200 $ - $ 600 $ 3,800 $ 3,800 $ 3,300 $ - $ 600 $ 3,900 $ 3,900 $ 2.6% $3,740 $3,760 $3,780 $3,800 $3,820 $3,840 $3,860 $3,880 $3,900 Historian 2011 TOTAL 2011 LOCAL SHARE 2012 TOTAL 2012 LOCAL SHARE ---PAGE BREAK--- MISCELLANEOUS/OTHER Summary Comparison of 2011-2012 Costs PROGRAM 2011 EXPENSES 2011 REVENUE 2011 LOCAL SHARE 2012 EXPENSES 2012 REVENUE 2012 LOCAL SHARE % Change LOCAL SHARE Contract Agencies 862,108 $ 110,444 $ 751,664 $ 824,848 $ 92,609 $ 732,239 $ Community College Charge Backs 850,000 $ 100,000 $ 750,000 $ 870,000 $ 110,000 $ 760,000 $ County Liability Insurance 177,800 $ 140,000 $ 37,800 $ 194,846 $ 130,000 $ 64,846 $ Contingency 200,000 $ - $ 200,000 $ 191,874 $ - $ 191,874 $ Debt Service 43,000 $ - $ 43,000 $ 144,313 $ - $ 144,313 $ Municipal Assoc. Dues 3,797 $ - $ 3,797 $ 3,887 $ - $ 3,887 $ Transportation 280,000 $ 280,000 $ - $ 280,000 $ 280,000 $ - $ Sales Tax Acquired Property - $ - $ - $ - $ 75,000 $ (75,000) $ Other payment in Lieu of Taxes - $ 200,000 $ (200,000) $ - $ 175,000 $ (175,000) $ Room Tax 308,750 $ 325,000 $ (16,250) $ 342,000 $ 360,000 $ (18,000) $ Judgments & Claims - $ - $ - $ - $ - $ - $ Retiree Insurance 484,189 $ 193,928 $ 290,261 $ 520,468 $ 188,640 $ 331,828 $ Municipal Health Ins. Consortium 226,416 $ 226,416 $ - $ 246,984 $ 248,892 $ (1,908) $ Miscellaneous/ Other 549,402 $ 380,500 $ 168,902 $ - $ - $ - $ TOTAL 3,985,462 $ 1,956,288 $ 2,029,174 $ 3,619,220 $ 1,660,141 $ 1,959,079 $ -3.5% $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 2011 REVENUE 2011 LOCAL SHARE 2012 REVENUE 2012 LOCAL SHARE TOTALS 2011 REVENUE 2011 LOCAL SHARE 2012 REVENUE 2012 LOCAL SHARE ---PAGE BREAK--- MISCELLANEOUS/OTHER Program Contractual Total Expenses Revenue Local Share Contract Agencies 824,848 $ 824,848 $ 92,609 $ 732,239 $ Community College Charge Backs 870,000 $ 870,000 $ 110,000 $ 760,000 $ County Liability Insurance 194,846 $ 194,846 $ 130,000 $ 64,846 $ Contingency 191,874 $ 191,874 $ - $ 191,874 $ Debt Service 144,313 $ 144,313 $ - $ 144,313 $ Municipal Assoc. Dues 3,887 $ 3,887 $ - $ 3,887 $ Transportation 280,000 $ 280,000 $ 280,000 $ - $ Sales Tax Acquired Property - $ - $ 75,000 $ (75,000) $ Other payment in Lieu of Taxes - $ - $ 175,000 $ (175,000) $ Room Tax 342,000 $ 342,000 $ 360,000 $ (18,000) $ Judgments & Claims - $ - $ - $ - $ Retiree Insurance 520,468 $ 520,468 $ 188,640 $ 331,828 $ Municipal Health Ins. Consortium 246,984 $ 246,984 $ 248,892 $ (1,908) $ Miscellaneous Other - $ Program TOTALS 3,619,220 $ 3,619,220 $ 1,660,141 $ 1,959,079 $ 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. Contract Agencies 23% Community College Charge Backs 24% County Liability Insurance 5% Contingency 5% Debt Service 4% Municipal Assoc. Dues 0% Transportation 8% Sales Tax Acquired Property 0% Other payment in Lieu of Taxes 0% Room Tax 10% Judgments & Claims 0% Retiree Insurance 14% Municipal Health Ins. Consortium 7% Miscellaneous Other 0% Expenses Revenue 46% Local Share 54% Revenue ---PAGE BREAK--- CONTRACT AGENCIES Contractual Revenue Local Share $15,000 $0 $15,000 $145,000 $0 $145,000 $1,000 $0 $1,000 $117,567 $0 $117,567 $190,000 $0 $190,000 $5,000 $0 $5,000 $184,863 $15,509 $169,354 RSVP $16,300 $0 $16,300 $35,000 $0 $35,000 $31,018 $0 $31,018 EMC $500 $0 $500 $77,100 $77,100 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,500 $0 $6,500 $824,848 $92,609 $732,239 Program Finger Lakes Wine Country Catholic Charities Arts of the Southern Finger Lakes Planning Solid Waste Watershed Protection District Program Totals Schuyler County Historical Society Schuyler County Soil & Water Schuyler County Industrial Dev. Agency Cornell Cooperative Extension SCOPED REDEC STC CASA Revenue 11% Local Share 89% Revenue