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SCHUYLER COUNTY GOVERNMENT 2011 APPROVED BUDGET 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. Budget Year Total Appropriations Less Revenue Less Surplus Applied From Fund Balance Local Share (Tax Levy) Tax Rate % Increase / (Decrease) Property Tax Rate 0 5000000 10000000 15000000 20000000 25000000 30000000 35000000 40000000 45000000 50000000 Total Appropriations Less Revenue Less Surplus Applied From Fund Balance Local Share (Tax Levy) 2005 2006 2007 2008 2009 2010 2011 ---PAGE BREAK--- SCHUYLER COUNTY GOVERNMENT Public Safety $ 5,125,637 1,006,859 $ 4,118,778 $ 5,307,572 $ 1,036,730 $ 4,270,842 $ Human Services 19,274,507 $ 12,812,698 $ 6,461,809 $ 18,805,737 $ 11,746,392 $ 7,059,345 $ Public Works 6,078,311 $ 3,070,764 $ 3,007,547 $ 7,633,791 $ 4,789,460 $ 2,844,331 $ Government Services 3,262,811 $ 1,715,203 $ 1,547,608 $ 3,096,802 $ 1,559,207 $ 1,537,595 $ Miscellaneous 4,410,058 $ 2,510,872 $ 1,899,186 $ 3,985,462 $ 1,756,288 $ 2,229,174 $ Interfund Transfer 2,315,268 $ 2,315,268 $ - $ 2,442,721 $ 2,442,721 $ - $ Fund Balance - $ 750,000 $ (750,000) $ - $ 750,000 $ (750,000) $ Sales Tax 2,169,472 $ 8,776,565 $ (6,607,093) $ 2,176,666 $ 9,066,666 $ (6,890,000) $ Program Totals 42,636,064 $ 32,958,229 $ 9,677,835 $ 43,448,751 $ 33,147,464 $ 10,301,287 $ 2011 Total Expenses 2011 Revenue 2011 Local Share Program 2010 Total Expenses 2010 Revenue 2010 Local Share Public Safety 12% Human Services 43% Public Works 18% Government Services 7% Miscellaneous 9% Interfund Transfer 6% Fund Balance 0% Sales Tax 5% Expenses Public Safety 3% Human Services 36% Public Works 15% Government Services 5% Miscellaneous 5% Interfund Transfer 7% Fund Balance 2% Sales Tax 27% Revenue ---PAGE BREAK--- DEPARTMENT Summary Comparison of 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE Public Safety 4,059,512 $ 154,950 $ 911,175 $ 5,125,637 $ 4,118,778 $ 4,210,767 $ 156,247 $ 940,558 $ 5,307,572 $ 4,270,842 $ 3.7% Human Services 6,535,225 $ 33,840 $ 12,705,442 $ 19,274,507 $ 6,461,809 $ 6,186,910 $ 17,840 $ 12,600,987 $ 18,805,737 $ 7,059,345 $ 9.2% Public Works 2,059,036 $ 26,200 $ 3,993,075 $ 6,078,311 $ 3,007,547 $ 2,027,013 $ 32,200 $ 5,574,578 $ 7,633,791 $ 2,844,331 $ -5.4% Government Services 2,507,340 $ 152,858 $ 602,613 $ 3,262,811 $ 1,547,608 $ 2,505,262 $ 69,900 $ 521,640 $ 3,096,802 $ 1,537,595 $ -0.6% Miscellaneous/ Other - $ - $ 4,410,058 $ 4,410,058 $ 1,899,186 $ - $ - $ 3,985,462 $ 3,985,462 $ 2,229,174 $ 17.4% TOTAL 15,161,113 $ 367,848 $ 22,622,363 $ 38,151,324 $ 17,034,928 $ 14,929,952 $ 276,187 $ 23,623,225 $ 38,829,364 $ 17,941,287 $ 5.3% $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 Public Safety Human Services Public Works Government Services Miscellaneous/ Other TOTAL 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- PUBLIC SAFETY District Attorney $ 443,826 $ 11,147 $ 39,523 $ 494,496 $ 222,010 $ 272,486 Probation 358,539 $ - $ 31,600 $ $ 390,139 $ 71,323 $ 318,816 Sheriff $ 3,019,902 $ 101,600 $ 718,560 $ 3,840,062 $ 617,022 $ 3,223,040 Emergency Management $ 142,831 $ - $ 98,375 $ 241,206 $ 56,875 $ 184,331 Public Defender $ 228,669 $ 43,500 $ 51,100 $ 323,269 $ 69,500 $ 253,769 Coroner $ 17,000 $ - $ 1,400 $ 18,400 $ - $ 18,400 Program Totals 4,210,767 $ 156,247 $ 940,558 $ $ 5,307,572 $ 1,036,730 4,270,842 $ 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 73% Emergency Management 5% Public Defender 7% Coroner 0% Expenses Revenue 20% Local Share 80% Revenue ---PAGE BREAK--- DISTRICT ATTORNEY Summary Comparison of 2010-2011 Costs Program 2010 Personnel (100) 2010 Material & Supplies (200) 2010 Court & Investigative (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Material & Supplies (200) 2011 Court & Investigative (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE Administration 115,553 $ 2,463 $ - $ 118,016 $ 118,016 $ 110,956 $ 2,786 $ - $ 113,742 $ 103,742 $ Prosecution 231,106 $ 4,925 $ 22,850 $ 258,881 $ 73,358 $ 221,913 $ 5,574 $ 8,695 $ 236,182 $ 98,375 $ DA Initiated Investigations 69,332 $ 1,478 $ 12,300 $ 83,110 $ 70,110 $ 66,574 $ 1,672 $ 30,828 $ 99,074 $ 24,871 $ Community Relations 46,220 $ 984 $ - $ 47,204 $ 47,204 $ 44,383 $ 1,115 $ - $ 45,498 $ 45,498 $ TOTAL 462,211 $ 9,850 $ 35,150 $ 507,211 $ 308,688 $ 443,826 $ 11,147 $ 39,523 $ 494,496 $ 272,486 $ -11.7% $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 Administration Prosecution DA Initiated Investigations Community Relations TOTAL 2009 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- DISTRICT ATTORNEY Program Personnel & Fringes Materials & Supplies Court & Investigative Total Expenses Revenue Local Share Administration 110,956 $ 2,786 $ - $ 113,742 $ 10,000 $ 103,742 $ Prosecution 221,913 $ 5,574 $ 8,695 $ 236,182 $ 137,807 $ 98,375 $ DA Initiated Investigations 66,574 $ 1,672 $ 30,828 $ 99,074 $ 74,203 $ 24,871 $ Community Relations 44,383 $ 1,115 $ - $ 45,498 $ - $ 45,498 $ Program TOTALS 443,826 $ 11,147 $ 39,523 $ 494,496 $ 222,010 $ 272,486 $ 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 45% Local Share 55% Revenue ---PAGE BREAK--- DISTRICT ATTORNEY Performance Measures Program Performance Measures 2010 Outcomes 2011 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 2010, there were significantly fewer felony arrests made than in 2009 (125 v. 170). However, more career criminals were arrested in 2010. A 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 2010. 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. 125 Felony arrests made (many other felony crimes are still under investigation for 2010). 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. 4 special prosecutions were conducted for other jurisdictions. 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. 270 Misdemeanor arrests. 140 violation arrests. 560 traffic arrests. 40 violations of probation arrests. 1,200 cases opened. 4 special prosecutions for other jurisdictions. ---PAGE BREAK--- DISTRICT ATTORNEY Performance Measures Program Performance Measures 2010 Outcomes 2011 Projected Outcomes career criminal can be defined as an individual who has been arrested more than three times and in many cases commits the same type of crime repeatedly. In the last quarter of 2010 there were 5 individuals arrested that fall within this criteria. According to the Division of Criminal Justice Services for the State of New 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. 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. 73 SCI/ Felony Indictments 70 County Court Felony convictions 20 Defendants sentenced to prison terms 20 Defendants sentenced to Schuyler County Jail 6 cases went to jury trial this year. Of those, 4 were on the felony level. One trial of a convicted sex offender led to a second sex crime conviction and a 25 to life sentence in prison. Another trial resulted in a jury verdict of guilty on all charges against a woman who stole more than $400,000 from an elderly person. 30 Defendants were placed on probation $49,000 ordered fines (not traffic) 2,140 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 2010 at the NYPTI summer school in Syracuse. 8 referrals made to Schuyler County Drug Treatment Court $224,000 cost savings to Schuyler County 75 SCI/ Felony indictments 75 County Court Convictions 20 Defendants sentenced to prison 25 Defendants sentenced to Schuyler County Jail 8 jury trials to be conducted 35 defendants sentenced to probation $300,000 in restitution collected for victims $55,000 in fines levied (not traffic) 3,000 hours of community service ordered 60 hours of CLE training received by DA and assistants DA to train 100‐150 new prosecutors 15 Drug Court Referrals at cost savings to County of approximately $420,000 ---PAGE BREAK--- DISTRICT ATTORNEY Performance Measures Program Performance Measures 2010 Outcomes 2011 Projected Outcomes 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 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. 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. 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 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 100 DA initiated investigations 75 Drug investigations conducted 50 drug arrests ---PAGE BREAK--- DISTRICT ATTORNEY Performance Measures Program Performance Measures 2010 Outcomes 2011 Projected Outcomes 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 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 files opened per year. 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 157 victim files opened 353 Victim referrals made, over 150% more than projected $100,714 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 200 victim files opened 250 referrals made $500,000 in 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 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE ADMINISTRATION 78,487 $ - $ 3,623 $ 82,110 $ 68,478 $ 77,806 $ - $ 4,939 $ 82,745 $ 69,013 $ ADULT SERVICES 180,901 $ - $ 7,245 $ 188,146 $ 159,521 $ 179,750 $ - $ 11,211 $ 190,961 $ 162,123 $ JUVENILE SERVICES 35,810 $ - $ 2,270 $ 38,080 $ 34,900 $ 35,656 $ - $ 3,686 $ 39,342 $ 36,138 $ COMM. SERVICES 5,915 $ - $ 2,270 $ 8,185 $ 4,895 $ 5,880 $ - $ 2,436 $ 8,316 $ 5,388 $ PRETRIAL RELEASE 6,414 $ - $ 1,208 $ 7,622 $ 6,588 $ 6,310 $ - $ 1,624 $ 7,934 $ 7,013 $ COLLECTIONS 54,301 $ - $ 7,534 $ 61,835 $ 50,135 $ 53,137 $ - $ 7,704 $ 60,841 $ 39,141 $ TOTAL 361,828 $ - $ 24,150 $ 385,978 $ 324,517 $ 358,539 $ - $ 31,600 $ 390,139 $ 318,816 $ -1.8% $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 ADMINISTRATION ADULT SERVICES JUVENILE SERVICES COMM. SERVICES PRETRIAL RELEASE COLLECTIONS TOTAL 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- PROBATION Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share ADMINISTRATION 77,806 $ - $ 4,939 $ 82,745 $ 13,732 $ 69,013 $ ADULT SERVICES 179,750 $ - $ 11,211 $ 190,961 $ 28,838 $ 162,123 $ JUVENILE SERVICES 35,656 $ - $ 3,686 $ 39,342 $ 3,204 $ 36,138 $ COMM. SERVICES 5,880 $ - $ 2,436 $ 8,316 $ 2,928 $ 5,388 $ PRETRIAL RELEASE 6,310 $ - $ 1,624 $ 7,934 $ 921 $ 7,013 $ COLLECTIONS 53,137 $ - $ 7,704 $ 60,841 $ 21,700 $ 39,141 $ PROGRAM TOTALS 358,539 $ - $ 31,600 $ 390,139 $ 71,323 $ 318,816 $ 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 2% PRETRIAL RELEASE 2% COLLECTIONS 16% Expenses Revenue 18% Local Share 82% Revenue ---PAGE BREAK--- PROBATION Performance Measures Program Performance Measures 2010 Outcomes (Nov‐Dec averaged) 2011 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. Probation cases required to use an ignition interlock device per their sentence. An average of 55 hours of training will be received by each employee in 2010 compared with 39 hours in 2009. 154 investigations will be ordered in 2010. A decrease from 174 in 2009. Our officers will complete 85% of the investigations under the state average of 8 weeks. 308 adult probation supervision cases will be processed in 2010 compared to 311 cases in 2009. Our officers will carry an average of 50 cases in 2010 at any given time. A yearly average of 200 cases is what we expect. 95% in 2010 Vs 82% in 2009 74% in 2010 Vs 76% in 2009 89% in 2010 Vs 81% in 2009 48 violations were filed in 2010 Vs 42 in 2009. 62 successful discharges filed in 2010 Vs 55 in 2009. Approximately 20 cases in 2010. We will reach 40 hours of training per employee in 2011. We expect 170 investigations to be ordered next year with our officers completing 90% of them under the 8 week average. We expect to process 310 probation cases in 2011 . We should maintain an average of 50 cases per officer in 2011. We will maintain 95% We will strive for 85% We will strive for 90% We may file 50 violations in 2011. We may successfully discharge 65 cases in 2011. We expect 50 probation cases to require the ignition interlock device. ---PAGE BREAK--- PROBATION Performance Measures Program Performance Measures 2010 Outcomes (Nov‐Dec averaged) 2011 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) 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 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. 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. 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. Each probation case in Schuyler County costs $1,950 to supervise compared to the state average of $4,500. We operate 43% below the state average per case. To incarcerate 200 probationers for one year it would cost $6,400,000 with an additional $310,400 per year per parole case. Schuyler County Probations re‐arrest rate is 21% over 3 years. 13 of our 62 successful probationers will be re‐ arrested within 3 yrs. The NYS probation average re‐arrest rate is 26% over 3 years and DOCS re‐arrest rate is 40%. 3 investigations completed compared to 3 in 2009. 3 investigations completed compared to 2 in 2009. 22 Juvenile Diversion cases were received in 2010 Vs 5 cases in 2009. 10 cases successfully discharged in 2010 Vs 5 cases in 2009. At $1,500 a JD case sent to Family Court, we saved the county $15,000. We expect to continue operating 43% below the state average per probation case. We expect to maintain a 200 caseload average, again saving $6,400,000 in incarceration costs and another $310,400 in parole costs. We will strive to maintain our low recidivism rate of 21% re‐arrests for successful probation cases over a 3 year period. We hope to receive at least 5 PDIs for juvenile delinquents in 2011. We hope to receive 5 PDIs for persons in need of supervision in 2011. We may receive 25 Juvenile Diversion cases in 2011. We hope to successfully discharge 15 juvenile delinquent diversion cases. We expect to save the county nearly $22,000 in Family Court Costs. ---PAGE BREAK--- PROBATION Performance Measures Program Performance Measures 2010 Outcomes (Nov‐Dec averaged) 2011 Projected Outcomes 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. 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. 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 PINS cases ordered to be supervised by probation. Number of PINS cases that successfully completed probation. 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. Community Service hours completed. Clients interviewed for CS. Number of clients ordered to perform CS. 5 JD cases were placed on probation and kept out of a placement facility, the same as in 2009. It costs our Department approximately $11 a day to supervise a JD case. Five JD cases to be supervised for 1 year on probation will cost us $20,000. A mere 30 day placement in a facility for 5 cases could cost $22,500‐$45,000. 8 PINS probation cases received in 2010 compared with 6 in 2009. 3 cases successfully completed probation in 2010. It costs probation $7 a day to supervise a PINS case or $7,665 a year to supervise 3 cases Vs $13,500‐$27,000 for a 30 day placement for 3 cases. 5 Youth were placed on EHM in 2010 In lieu of a placement facility. 2,029 hours will be completed in 2010 compared to 3,183 in 2009. 88 clients interviewed for CS in 2010 compared to 125 in 2009. 39 clients ordered to perform CS in 2010 Vs 58 in 2009. We expect to receive 10 JD cases ordered to probation supervision. We hope to maintain our cost of $11 a day to supervise a JD case and to divert 10 JD cases from being placed in a residential facility. We expect to receive 10 PINS probation cases in 2011. We hope to successfully discharge 5 PINS probation cases. We hope to maintain our cost of $7 a day to supervise a PINS case and to divert 5 PINS cases from being placed in a residential facility. We expect to have 8 youth placed on house arrest in lieu of a placement facility. We hope to have 2,200 hours of community service completed. We hope to interview 90 clients. We expect 45 clients to be ordered to community service. ---PAGE BREAK--- PROBATION Performance Measures Program Performance Measures 2010 Outcomes (Nov‐Dec averaged) 2011 Projected Outcomes 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. 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. 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 43 clients will complete CS in 2010 compared to 71 in 2009. $2,928 in state aid will be received in 2010 compared to $3,290 in 2009. Savings of $522,954 were realized by the county by utilizing CS instead of incarceration. In lieu of state prison, CS saved $2,004,094 in incarceration costs. $14,700 in CS work hours were given to the community through this program. The cost to run the CS program in 2010 was $8,185. There will be 23 PTR cases reviewed in 2010 compared to 30 in 2009. 9 clients have been released in 2010 compared to 5 in 2009 through PTR. Probations cost to run the program is about $7,900 per year. To incarcerate 9defendants for a period of 30 days would cost the county about $21,000. We received $921 in 2010 for PTR compared to $1,034 in 2009. 0 clients failed to appear for court after released into the PTR program. We hope to have 45 clients complete community service. We expect to receive $2,928 in state aid for community service. We expect to save a approximately $2,600,000 in incarceration costs for local and state facilities through the community service program. We expect to contribute almost $16,000 in services to the community. The cost to run the program in 2011 will be approximately $8,316. We hope to interview 30 pre‐trial release cases in 2011. We hope to release 10 clients in 2011. We expect to save the county approximately $24,000 in incarceration costs in 2011. We will receive $921 in state aid for the PTR program. We expect to maintain our 100% success rate. ---PAGE BREAK--- PROBATION Performance Measures Program Performance Measures 2010 Outcomes (Nov‐Dec averaged) 2011 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, performing drug screens, doing home visits, and attending client specific meetings. Restitution amount ordered for collection. Restitution amount collected. DWI fees ordered this year. DWI feed 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. 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) $37,572 compared to $33,000 in 2009. $21,784 was collected compared to $52,795 in 2009. (In 2009 we had a large restitution payment of $34,000) $6,480 compared to $9,000 in 2009 $7,286 compared to $9,230 in 2009. (We collected more than ordered as some people paid ahead and we collected overdue fees) $2,385 compared to $4,880 in 2009. Approximately 26 probationers participated in the DTC program this year compared to 35 in 2009. 8 probationers will graduate from the DTC program compared to 16 in 2009. 16 clients have been re‐arrested out of the 82 DTC graduates equaling a re‐ arrest rate of 20%. 150 after hour Home Visits will be conducted in 2010 compared with 60 in 2009. 17% of clients will be in violation in 2010 compared with 20% in 2009. Approximately 550 screens have been conducted on our DTC clients in 2010. We expect about $38,000 to be ordered and to collect $25,000. We project that $7,000 will be ordered and that about $6,700 will be collected. We expect $2,500 to be collected. We hope to see 30 probationers participate in DTC in 2011. We would like to see 10 graduates from DTC. We expect that only 2 graduates will be re‐arrested after successfully completing DTC. 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 2010-2011 COSTS Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE Sheriff 1,388,607 $ 67,600 $ 417,900 $ 1,874,107 $ 1,423,107 $ 1,449,543 $ 67,600 $ 417,900 $ 1,935,043 $ 1,515,669 $ Jail 1,353,191 $ 19,500 $ 224,300 $ 1,596,991 $ 1,566,991 $ 1,452,145 $ 19,500 $ 224,300 $ 1,695,945 $ 1,725,507 $ Navigation 17,422 $ 1,000 $ 3,000 $ 21,422 $ 2,922 $ 15,026 $ 1,000 $ 3,000 $ 19,026 $ 10,920 $ STOP DWI 41,294 $ 12,500 $ 37,000 $ 90,794 $ (19,206) $ 47,033 $ 12,500 $ 46,360 $ 105,893 $ - $ Animal Control 48,651 $ 1,000 $ 18,000 $ 67,651 $ 57,651 $ 56,155 $ 1,000 $ 27,000 $ 84,155 $ 74,052 $ TOTAL 2,849,165 $ 101,600 $ 700,200 $ 3,650,965 $ 3,031,465 $ 3,019,902 $ 101,600 $ 718,560 $ 3,840,062 $ 3,326,148 $ 9.7% $(500,000) $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 Sheriff Jail Navigation STOP DWI Animal Control TOTAL 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- SHERIFF Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Sheriff 1,495,669 $ 67,600 $ 417,900 $ 1,981,169 $ 465,500 $ 1,515,669 $ Jail 1,502,207 $ 19,500 $ 224,300 $ 1,746,007 $ 20,500 $ 1,725,507 $ Navigation 14,920 $ 1,000 $ 3,000 $ 18,920 $ 8,000 $ 10,920 $ STOP DWI 54,162 $ 12,500 $ 46,360 $ 113,022 $ 113,022 $ - $ Animal Control 56,052 $ 1,000 $ 27,000 $ 84,052 $ 10,000 $ 74,052 $ Program TOTALS 3,123,010 $ 101,600 $ 718,560 $ 3,943,170 $ 617,022 $ 3,326,148 $ 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 50% Jail 44% Navigation 1% STOP DWI 3% Animal Control 2% Expenses Revenue 16% Local Share 84% Revenue ---PAGE BREAK--- SHERIFF Performance Measures Program Performance Measures 2010 Outcomes 2011 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. 12,368 incidents were reported. Even‐ though this is a decrease in numbers from 2009, 1,502 more criminal investigations were initiated than in 2009. 9,352 cases were cleared. 1,746 arrests were made which is 93 more than in 2009. Overall we saw a reduction of 16.9% in crimes in 2009. Property crimes were down by 19.8% with 38 less crimes reported. Larceny crimes were down 26.8% with 41 less crimes being reported. Forcible rape increased by 33.3% although this was the result of one more crime being reported. Although not a new program the F.A.I.R Program teaches businesses that serve or sell alcoholic beverages the importance of responsible serving and the liabilities associated with it. This year alone approximately 200 people attended this training that is provided for free. 701 civil processes were received for service compared to 558 last year and 608 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 2010 Outcomes 2011 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. 248 inmates were booked compared to 214 inmates last year. 5,952 inmate days compared to 5,136 days last year. 16 inmates were boarded out for a total of 495 days compared with 23 the year before. 16 inmates were boarded out for a total of 495 days compared with 23 inmates the previous year. No inmates were boarded in due to the expansion of other jail facilities in the area.. Medical expenses are still considerably lower since hiring an RN for the jail compared with previous years. 452 man hours were worked by 5 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 $5,650 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 2010 Outcomes 2011 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. 124,344 persons were screened entering the Human Services Complex, compared with 88,563 last year. 5 minor disruptive incidents were investigated, which is an increase from 3 incidents last year. 368 weapons and other items of contraband were confiscated, which is a reduction from 553 articles confiscated last year. 64,933 calls were received compared to 63,132 last year. 10,070 ‐911 calls were received which is a decrease from 11,654 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 full 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 2010 Outcomes 2011 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. Number of educational programs offered. 4 Boating Safety courses were held. 94 persons enrolled in the courses. 84 persons successfully completed the courses. 133.5 patrol hours were worked. 30 citations were issued. 1 Boating While Intoxicated arrest was made. 3 Boating accidents were investigated. There were no deaths attributed to DWI 14 persons were injured as a result of DWI related crashes. 25 crashes related to DWI were investigated. 6 educational programs were provided to the public. Due to a reduction of reimbursement from New York State from 75% to 50% for navigation programs activity other than emergency services under this program will also be reduced by 25%. The STOP DWI Program will continue education and enforcement efforts. ---PAGE BREAK--- SHERIFF Performance Measures Program Performance Measures 2010 Outcomes 2011 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 felony arrests. Number of misdemeanor arrests. Number of cases handled. Number of summons issued for unlicensed dogs. Number of animals submitted for rabies testing. 16 Felony arrests were made which is a reduction from 24 felony arrests last year... 83 Misdemeanor arrests were made which is an increase from 76 arrests last year.. 811‐ Animal related cases were investigated compared with 795 cases last year. 5 ‐ Summons were issued for unlicensed dogs which is the same as last year. 26‐ Animals were submitted for testing compared with 21 animals last year. To continue to provide animal control services to the towns in Schuyler County. ---PAGE BREAK--- EMERGENCY MANAGEMENT Summary Comparison of 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE 911 24,500 $ - $ 21,000 $ 45,500 $ 24,500 $ 24,217 $ - $ 21,000 $ 45,217 $ 24,217 $ Code Enforcement 9,085 $ - $ 2,675 $ 11,760 $ 11,760 $ 9,054 $ - $ 2,675 $ 11,729 $ 11,729 $ Public Education & Training 55,005 $ - $ 49,125 $ 104,130 $ 83,255 $ 54,780 $ - $ 49,125 $ 103,905 $ 83,030 $ Planning & Emergency Response 55,005 $ - $ 25,575 $ 80,580 $ 64,580 $ 54,780 $ - $ 25,575 $ 80,355 $ 65,355 $ TOTAL 143,595 $ - $ 98,375 $ 241,970 $ 184,095 $ 142,831 $ - $ 98,375 $ 241,206 $ 184,331 $ 0.1% $50,000 $100,000 $150,000 $200,000 $250,000 911 Code Enforcement Public Education & Training Planning & Emergency Response TOTAL 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- EMERGENCY MANAGEMENT Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share 911 24,217 $ - $ 21,000 $ 45,217 $ 21,000 $ 24,217 $ Code Enforcement 9,054 $ - $ 2,675 $ 11,729 $ - $ 11,729 $ Training 54,780 $ - $ 49,125 $ 103,905 $ 20,875 $ 83,030 $ g g y Response 54,780 $ - $ 25,575 $ 80,355 $ 15,000 $ 65,355 $ Program TOTALS 142,831 $ - $ 98,375 $ 241,206 $ 56,875 $ 184,331 $ 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 19% Code Enforce- ment 5% Public Education & Training 43% Planning & Emergency Response 33% Expenses Revenue 24% Local Share 76% Revenue ---PAGE BREAK--- EMERGENCY MANAGEMENT Performance Measures Program Performance Measures 2010 Outcomes 2011 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 call are answered with an average of 4 seconds of ring time. Implement a text messaging system to supplement responder alerting. Annual building inspections completed to insure compliance with NYS Building Codes. Fire Training Hours – 120 students over 4200 training hours. Public Education 5 programs reaching an estimated 1600 people. EMS Classes completed – five 92% of students becoming NYS certified, Received reimbursement at a rate of 206% Revenues $29055 vs Expense of $14,000. Arson Control Plan approved by NYS Conducted Multi agency exercise that addressed preparedness at local and regional level. Attended multiple meetings and workshops for the purpose of emergency preparedness planning. Responded to 25 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 5 with 95% achieving certification. 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 2010-2011 Costs Program 2010 Personnel (100) 2010 Assigned Counsel 2010 Operations (200 & 400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Assigned Counsel 2011 Operations (200 & 400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE Criminal Court 112,856 $ 13,500 $ 10,550 $ 136,906 $ 117,156 $ 114,334 $ 13,500 $ 10,550 $ 138,384 $ 118,634 $ Family Court 112,857 $ 30,000 $ 10,550 $ 153,407 $ 133,657 $ 114,335 $ 30,000 $ 10,550 $ 154,885 $ 135,135 $ Conflict Defender - $ - $ 30,000 $ 30,000 $ - $ - $ - $ 30,000 $ 30,000 $ - $ TOTAL 225,713 $ 43,500 $ 51,100 $ 320,313 $ 250,813 $ 228,669 $ 43,500 $ 51,100 $ 323,269 $ 253,769 $ 1.2% $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 Criminal Court Family Court Conflict Defender TOTAL 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- PUBLIC DEFENDER Program Personnel & Fringes Assigned Counsel Operational Expenses Total Expenses Federal & State Local Share Criminal Court 114,334 $ 13,500 $ 10,550 $ 138,384 $ 19,750 $ 118,634 $ Family Court 114,335 $ 30,000 $ 10,550 $ 154,885 $ 19,750 $ 135,135 $ Conflict Defender - $ - $ 30,000 $ 30,000 $ 30,000 $ - $ Program TOTALS 228,669 $ 43,500 $ 51,100 $ 323,269 $ 69,500 $ 253,769 $ 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 43% Family Court 48% Conflict Defender 9% Expenses Federal & State 21% Local Share 79% Revenue ---PAGE BREAK--- PUBLIC DEFENDER Performance Measures Program Performance Measures 2010 Outcomes 2011 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. 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. 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 (2009). Contract with a part‐time investigator. Maintain funds available in the budget for expert services necessary for trial and/or hearings. 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 up approx. 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. 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 increase in caseload as we have seen in the previous 3 years. ***NOTE: In 2007 Attorneys Miller and McDivitt handled a total of 197 cases. In 2010 Attorneys Mosher and Roe handled over 400 cases. The PD office has greatly expanded services to Schuyler County while maintaining a reasonable budget in doing so. Renew contract with investigator. Maintain line item of budget with funds budgeted and used as necessary for expert services. ---PAGE BREAK--- PUBLIC DEFENDER Performance Measures Program Performance Measures 2010 Outcomes 2011 Projected Outcomes Training and Resources: It is necessary to allocate funds for training the public defender and ensuring that the Public Defender and her staff are up to date on new developments in the law and provided with the necessary and essential tools to effectively represent their clients. 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. It is also necessary to provide a cell phone for the Chief PD to be available to clients when necessary. Attend at least 12 CLE credits pertaining to criminal and/or family law. 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. 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 PD to use cell phone to communicate with clients during non‐ office hours. Chief and Assistant PDs must regularly meet with clients housed in Schuyler Co. jail or any other jail housing our clients. Chief PD – 7 credits in criminal law Asst. PD – 12 credits in family law Legal resources purchased and expanded to ensure PD office has necessary tools for effective representation of clients. Both Chief and Asst. PD are members of NY Defender’s Assoc. However neither attended Annual Conference in 2010 due to scheduling and limited funds in budget. 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 maintains cell phone however very few clients call it. Chief PD meets with clients at Schuyler Co. jail a min of 2x/week and Asst. PD as necessary. 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 Defender’s Assoc. for PD’s and make it a priority for at least one of the attorneys to attend the annual conference. Continue prompt meetings with clients incarcerated in any county jails or prisons as necessary. May make sense to discontinue cell phone until it may become necessary in the future. Continue regular contact and meetings with clients incarcerated in any county jail or prison. ---PAGE BREAK--- PUBLIC DEFENDER Performance Measures Program Performance Measures 2010 Outcomes 2011 Projected Outcomes 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. 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. 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. Caseload comparison with 2009 numbers. Track number of: total family court cases. Family court hearings/trials. Appeals. Comparison with 2009 numbers. Est. 80 Est. 220 Est. 100 Est. 1 Est. 1 Est. 0 Est. 400 criminal cases Felonies up approx. 6% Misdemeanors up approx. 30% Other matters up approx. 40% Est. 240 Est. 29 Est. 1 Family court cases up 50% Approx. 85 Approx. 225 Approx. 100 Approx. 5 Approx. 5 Approx. 2 Approx. 415 Expect continued case load increases, however such increases should be more balanced. Approx. 250 Approx. 35 Approx. 5 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. ---PAGE BREAK--- PUBLIC DEFENDER Performance Measures Program Performance Measures 2010 Outcomes 2011 Projected Outcomes 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). Number of hours expended on cases. Dollar amount saved by utilizing Conflict Defender rather than assigned counsel. Caseload comparison with 2009 numbers. Est. 710 hours Est. $24,000 Conflict Defender number of cases remained about the same, while cases assigned to other assigned counsel rose approx. 12% 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. Approx. $25,000 Conflict Defender caseload expected to surpass 2010 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 $ 2,722,473 $ 3,000 $ 8,290,601 $ 11,016,074 $ 5,811,754 $ 5,204,320 Health Services $ 2,561,485 $ 14,840 $ 3,496,387 $ 6,072,712 $ 4,703,913 $ 1,368,799 Office for the Aging $ 630,192 $ - $ 471,580 $ 1,101,772 $ 774,642 $ 327,130 Youth Bureau $ 225,279 $ - $ 330,119 $ 555,398 $ 451,083 $ 104,315 Veteran Services $ 47,481 $ - $ 12,300 $ 59,781 $ 5,000 $ 54,781 Program Totals $ 6,186,910 $ 17,840 $ 12,600,987 $ 18,805,737 $ 11,746,392 $ 7,059,345 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 59% Health Services 32% Office for the Aging 6% Youth Bureau 3% Veteran Services 0% Expenses Revenue 62% Local Share 38% Revenue ---PAGE BREAK--- SOCIAL SERVICES Summary Comparison of 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE Administration 543,321 $ 6,000 $ 731,828 $ 1,281,149 $ 298,705 $ 534,153 $ 3,000 $ 705,185 $ 1,242,338 $ 344,527 $ Services-Adult/Child 1,003,462 $ - $ 1,445,966 $ 2,449,428 $ 704,416 $ 951,552 $ - $ 1,406,245 $ 2,357,797 $ 691,681 $ Income Maintenance 980,521 $ - $ 2,159,236 $ 3,139,757 $ 787,784 $ 884,952 $ - $ 2,165,733 $ 3,050,685 $ 737,161 $ Medicaid 408,480 $ - $ 3,932,852 $ 4,341,332 $ 2,831,222 $ 351,816 $ - $ 4,013,438 $ 4,365,254 $ 3,430,951 $ TOTAL 2,935,784 $ 6,000 $ 8,269,882 $ 11,211,666 $ 4,622,127 $ 2,722,473 $ 3,000 $ 8,290,601 $ 11,016,074 $ 5,204,320 $ 12.6% $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 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- SOCIAL SERVICES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Federal & State Local Share Administration 534,153 $ 3,000 $ 705,185 $ 1,242,338 $ 897,811 $ 344,527 $ Services-Adult/Child 951,552 $ - $ 1,406,245 $ 2,357,797 $ 1,666,116 $ 691,681 $ Income Maintenance 884,952 $ - $ 2,165,733 $ 3,050,685 $ 2,313,524 $ 737,161 $ Medicaid 351,816 $ - $ 4,013,438 $ 4,365,254 $ 934,303 $ 3,430,951 $ Program TOTALS 2,722,473 $ 3,000 $ 8,290,601 $ 11,016,074 $ 5,811,754 $ 5,204,320 $ 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 11% Services- Adult/Child 21% Income Maintenance 28% Medicaid 40% Expenses Federal & State 53% Local Share 47% Revenue ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2010 Outcomes 2011 Projected Outcomes Administration Definition: To plan for and provide Operate effectively/efficiently Goal was no more than 5% under budget; Goal will be maintained at no more than financial assistance and protective and while not exceeding approved Total Appropriation was 3.61% under budget, 5% under budget preventative services to needy and/or budget. Local Share was 29.41% under budget due eligible Schuyler County residents. to unanticipated revenue (Medicaid) and fewer children in foster care Accounting/Data Entry is a major office Financial reports for the The 2010 goal is to have financial reports Goal for 2011 is to have financial reports to under the Administrative arm of the County's leadership (County submitted to the County Administrator and the County Administrator and Legislators Department responsible for ensuring. Administrator, Legislators Legislators prior to the Human Services 100% of the time prior to Human Services expenditures are charged to the correct and Treasurer) should be committee. Was accomplished in 90% of committee meetings program in order to maximize submitted the time reimbursement, and to also ensure claims for reimbursement from the state and Financial management of Issue checks to clients within two work days. Goal for 2011 is to issue checks to clients federal governments are submitted in a client accounts should be Was done approximately 95% of the time within 2 work days in 99% of the time timely manner timely and more user-friendly for workers, as well as Adult Services Caseworkers will have the Will maintain the goal of Adult Services allowing Adult Services capability of viewing their client financial Caseworkers having the capability of Caseworkers to view the records in real time. reviewing their client financial records in accounts in real-time Not yet accomplished due to staffing issues. real time Selected DSS workers Will have a total of 20 workers with this Will maintain this goal for 2011 and if should be able to view capability in 2010, a 20% reduction from 20 workers still have this capability in 2011, reports applicable to their the overly-ambitious goal of 25 in 2009. will delete it as a Performance Measure programs as needed ACCOMPLISHED in 2012 Services to Adults Definition: Services to adults provides Adult Protective Services 185 referrals projected in 2010, based on the Projecting 140-145 referrals assistance to those 18 years and older (APS) will investigate all number of referrals through October, may without regard to income, who, due to reports of adults at risk receive only 145-150 referrals. However, mental or physical impairments, are and in life threatening the number of workers in Adult Services unable to manage their resources, carry situations. decreased from 5 workers in 2009 to 4 out activities of daily living or protect workers in 2010 themselves from abuse, exploitation, neglect or other hazardous situations. ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2010 Outcomes 2011 Projected Outcomes Services to Adults Cont'd Adult Services is mandated by NYS Function as guardian for Goal met. Will no longer be measured, so n/a to receive & respond to referrals from adults when so ordered by will be deleted from future performance all sources and offer services (open a the court and act as budgets 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 Goal met. Will no longer be measured, so n/a various services providers, community meeting to discuss will be deleted from future performance organizations, law enforcement and cases with all providers budgets 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 clients in 2010, Project 85 CDPAS cases in 2011, based on Services (CDPAS) allows consumers to care service providers to actually averaged 66 clients enrolled in the expansion of caregiver/provider options and hire and fire aides of their own choosing clients of Adult Protective CDPAS program Have contracted loosening of NYS Department of Health assist them in their daily living routines. Services (APS). with a second CDPAS provider in order to regulations for eligebility Their doctor attest to the consumer's need give clients a choice of providers for the service, DSS approves the number Will track the number of clients who switch of hours, and MEDICAID pays for the from AIM, the original CDPAS provider, to services CDR, the second CDPAS agency under contract with DSS ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2010 Outcomes 2011 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 95% on-time 7-day assessment Due to staff shortfalls, project only a 90% are mandated by NYS Regulations to assessed and entered into rate, actually attained a 99.8% on-time rate on-time 7-day assessment rate enter a 7-day safety determination on the system within the 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 for 2010 is 87%, however, have attained Goal is 85% timely determinations for 2011 "determined" within 60 days of initial investigations within 60 days only a 61% on-time completion rate, due report. primarily to staff medical leaves and retirement Every child's need for emotional Foster children will not be No longer measured - will be deleted from n/a security is met through a permanent released from care unless a future performance budgets 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 Reduce reoccurrence to 10%, actually had a Goal for 2011 will be 10% rate of 5.4% for the reoccurence of received on the same family 15.9% reoccurance rate, due to inability to reports on the same family within 6 within six months of the initial provide non-court ordered services due to report staff shortages & high caseload Percent of families referred to Goal of referring 45% of moderate risk cases Same goals as 2010; i.e., 45% of moderate other agencies (Families First, and 20% of non court high risk families. risk & 20% of non-court high risk families. EOP, etc.) for services after Could not track accurately, but will continue Will develop a new tracking form to allow hotline investigation is as a 2011 goal collection of data ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2010 Outcomes 2011 Projected Outcomes Income Maintenance Definition: To provide assistance to Average number 175 projected, but averaging 169 TA cases 170 TA cases in 2011, matching needy families and individuals, such as of households receiving through September 2010. This is a actual to date in 2010 due to some stability temporary assistance (TA), food stamps Temporary Assistance (TA) 1% decrease from the 171 TA cases in the job market and economy (FS), child care subsidy, home energy in 2009 assistance, and assistance in collecting child support. The program is a temporary measure to help with short term needs. Some of the components, such as food stamps and child care subsidy, assist recipients in becoming self-sufficient by providing services and resources while they establish themselves in the workforce. TA caseload per worker. 88 projected, but averaging 85 TA cases per 85 TA cases per worker worker through September 2010 Average number 850 projected, but averaging 965 FS cases Project 1000 cases in 2011 due to of households receiving through September 2010. This is a an increase in the number of working poor Food Stamps (FS). 15% increase over the 837 FS cases in 2009 FS caseload per worker. 425 projected, but averaging 483 FS cases 500 cases per worker per worker through September 2010 Average number 100 projected, but averaging a Should stabilize at 100 cases in of child care subsidy cases. average of 104 cases per month through due to those who were previously employed September 2010. This is a 4% increase over are now unemployed and thus, do not the 100 cases per month in 2009 for subsidized child care ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2010 Outcomes 2011 Projected Outcomes Income Maintenance Cont'd $225,000 projected for 2010, but based on Will collect $200,000 in child support collections through September, only $200,000 payments to repay Temporary Assistance will be collected, a slight decrease from the $201,473 collected in 2009 $90,000 projected, but projected to be only Will be $80,000 collected by each worker $80,000 collected per worker, the same as collected per worker in 2009 Paternity establishment for Projected a 98% level in 2010, averaging 97% Will be 98% in 2011, basically the same as children born out of through September 2010 2010 wedlock. Percent of child support cases Projected a 91% level in 2010, averaging an Project 90% in 2011, basically the same as with a current support order 89% level through September 2010, a experiencing in 2010 through September 3% decrease from the 92% level in 2009 Percent of child support cases Projected a 81% level in 2010, averaging an Will maintain an 86% level in 2011 with a current medical support 86% level, a 3.6% increase over the 2009 order average of 83% The greater the number of people Average number 65 projected, averaging 58 number of Project 60 TA recipients engaged in work, engaged in work activities means a of recipients engaged in TA recipients engaged in work/educ. activities, education or training activities, a slight 3.5% lower caseload, which means a lower work, education or training. primarily due to slight reduction in TA caseloadincrease in 2010 actual thru September 2010 cost for the taxpayers. Amount of cash payments, tax Project $75,000 for 2010, have recovered $100,000 in 2011, the projected recoveries Resource recovery is a sub-program intercept, recoupments, lottery $75,785 already through September 2010. in 2010 based on data thru September 2010. under Income Maintenance which is intercept and SSI Interim May actually recover $100,000 in 2010 in In 2010, the position authorized to assist in charged with recovering public funds Assistance Payments these six categories, a 43% reduction from the recoveries was eliminated given in error to recipients, either due to $175,313 recovered in 2009 agency error or fraud by the client, or public funds expended on behalf of Timely referral of Medicaid Accomplished, will be deleted from the 2011 n/a clients who have property but who sign and Temporary Assistance and later budgets liens over to the Department fraud cases to the County District Attorney 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 2010 Outcomes 2011 Projected Outcomes MEDICAID Definition: To provide medical coverage Average number Projected 1900 cases averaging 2048 Project 2100 cases a modest 2.5% to needy Schuyler County residents of Medicaid cases. cases through September 2010, an increase over 2010 actual thru September. utilizing federal, state and local funds. 8.9% increase over 2009 avg. of 1881 Increases in Medicaid cases should start to with 1 less worker (from 5 in 2009 down to 4) stabilize as the economy/job market stabilize Demographics of Medicaid recipients Average number of Projected 380 cases per worker each month 525 average caseload per worker are as follows: Medicaid cases per worker. with 5 workers, actual is 512 with 4 workers Children, Disabled and Adults aged 65 and over - 67%; Adults aged 19 through Average number of 675 projected, averaging 734 through Project 775 children a 5.6% 64 - 33%. children enrolled in Medicaid September 2010, a 12% increase over 2009 increase over the actual 2010 number Caseload is made up as follow: Disabled Average number 1200 projected, averaging 1067 thru Project 1100, a modest 3% increase over 460 cases; Skilled Nursing -88 cases; of adults enrolled in Medicaid. September 2010, a 15% increase over 2009 2010 actual thru September regular Medicaid - 1363 cases. Caseloads have increased 49.6% since Average number of Project 487 disabled persons on Medicaid thru Project 500 disabled persons on Medicaid in 2000, from an avg. caseload of disabled (adults,children and September 2010, a 5% increase over 2009 2011, a 2.7% increase over 2010 actual 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 156 persons enrolled in Medicaid Project 150 persons enrolled in Medicaid keep up with the increased workload. It MEDICAID recipients managed care averaging 147 through managed care, a slight 2% increase over the is less expensive to increase a worker's in managed care September 2010, a 6% decrease from 2009 actual 2010 average caseload hours rather than hiring staff due to the through September 2010 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 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE Children's Services 325,306 $ - $ 1,455,262 $ 1,780,568 $ 556,455 $ 309,101 $ - $ 1,450,424 $ 1,759,525 $ 546,343 $ Health Services 1,193,782 $ 23,000 $ 1,198,067 $ 2,414,849 $ 99,554 $ 1,159,121 $ 10,000 $ 1,222,719 $ 2,391,840 $ 154,745 $ Risk Management 541,097 $ 4,840 $ 330,982 $ 876,919 $ 282,817 $ 509,125 $ 4,840 $ 299,829 $ 813,794 $ 276,983 $ Care Coordination 279,705 $ - $ 87,359 $ 367,064 $ 140,759 $ 247,175 $ - $ 86,899 $ 334,074 $ 107,769 $ Admin & Planning 333,234 $ - $ 432,984 $ 766,218 $ 264,398 $ 336,963 $ - $ 436,516 $ 773,479 $ 282,959 $ TOTAL 2,673,124 $ 27,840 $ 3,504,654 $ 6,205,618 $ 1,343,983 $ 2,561,485 $ 14,840 $ 3,496,387 $ 6,072,712 $ 1,368,799 $ 1.8% $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 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- HEALTH SERVICES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Children's Services 309,101 $ - $ 1,450,424 $ 1,759,525 $ 1,213,182 $ 546,343 $ Health Services 1,159,121 $ 10,000 $ 1,222,719 $ 2,391,840 $ 2,237,095 $ 154,745 $ Risk Management 509,125 $ 4,840 $ 299,829 $ 813,794 $ 536,811 $ 276,983 $ Care Coordination 247,175 $ - $ 86,899 $ 334,074 $ 226,305 $ 107,769 $ Admin & Planning 336,963 $ - $ 436,516 $ 773,479 $ 490,520 $ 282,959 $ Program TOTALS 2,561,485 $ 14,840 $ 3,496,387 $ 6,072,712 $ 4,703,913 $ 1,368,799 $ 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 29% Health Services 39% Risk Manage- ment 11% Care Coordin- ation 6% Admin & Planning 13% Expenses Revenue 77% Local Share 23% Revenue ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 1 of 9 Program Performance Measures Report covers 9/1/09‐8/31/10 2010 Outcomes 2011 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. 3,646 clinic visits to children – provided a 20% increase in services to children with negligible increase in staff cost during this period. 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. 53 school admissions – 1% decrease 125 children served – 29% increase Maintain efforts ‐ 53 admissions 110 children Maintain current level of child hours 8 hours per week despite national, state and regional shortage of child Maintain efforts 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) 200 referrals – 1.5% increase b) 323 home visits – 13% increase This reflects increased efficiency and effectiveness despite the added work demands of the H1N1 flu emergency. Maintain efforts – 200 referrals 300 home visits ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 2 of 9 Program Performance Measures Report covers 9/1/09‐8/31/10 2010 Outcomes 2011 Projected Outcomes Provide education and financial assistance to families with children that have special health care needs (PHCP; FF) a) # of children enrolled a) 113 children enrolled – 36.5% increase These numbers reflect community need as identified by parents and community physicians as well as other community screening activities. SC PH provided education and financial assistance coordination to 100% of these families. Meet need Provide oversight of services authorized school districts (Pre‐School 3‐5): a) # of children enrolled Center based Home based b) # of contracts c) # of services paid d) cost per child a) 60 children enrolled – decreased by 3% Center based – 20 Home based – 40 b) 24 contracts – increased by 40% c) 2,186 services paid – increased by 14% d) $12, 500 per child Meet need Provide oversight of services authorized by families and Early Intervention Official: a) # of referrals b) # of children eligible c) # of services paid d) cost per child a) 39 referrals – reduced by 5% b) 21 eligible ‐ reduced by 16% c) 2,491 services paid – decreased by 7.5% d) $2,500 per child Maintain referral system and oversight ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 3 of 9 Program Performance Measures Report covers 9/1/09‐8/31/10 2010 Outcomes 2011 Projected Outcomes Clinic Plus Screening: a) # of children screened b) # of children evaluated c) # of children admitted a) 184 screened – 4% increase b) 1 evaluated c) 1 admitted 202 screenings – increase number of children screened 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) b) Report total of all visits by all ages throughout the clinic a) 904 individuals – 0.1% increase reflecting increased efficiency and effectiveness of staff despite loss of clinical staff. Note high caseloads increases for remaining staff. b) 9,914 visits – 12% increase – reflecting increased efficiency and effectiveness of staff despite loss of clinical staff. a) 800 individuals – 10‐12% decrease related to available clinic staff, increased referrals and efforts to triage. Refocus on those highest in need. b) 9,000 visits – 9‐10% decrease related to triage and referral efforts and staff to acute episodes of care. Efforts to increase the 65+ population in Mental Health treatment: 45 people – 11% 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. Report Male / Female distribution 48 Males / 52 Females – reflects a shift increase in males and a decrease in females of 5% ‐ more male clients may be due to economy unemployment. Maintain levels ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 4 of 9 Program Performance Measures Report covers 9/1/09‐8/31/10 2010 Outcomes 2011 Projected Outcomes Average clinic caseload per full time staff equivalent (Range 55‐65 adults; 40‐50 children / adolescents Adult caseload of 68.54 over high end of range of 65). Children & Youth 47.65 – in high end of range. The overall caseload increase was 9.79% reflecting the effort to maintain services despite layoffs, staff attrition and retirements. Maintain 55 – 65 range Maintain 40 – 50 range MD / PNP to client ratio 530:1 – remains above the 500 threshold for management level Maintain 500 or less client : MD / PNP ratio. 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 e) Total visits provided by all disciplines a) 659 – 5% increase b) 292 – 4% increase c) 108 – 8% increase d) 259 – 30% increase e) 6,219 – 12% decrease $163.00 / visit – lower number of services per individual noted along with increases in referrals and individuals served. Professional availability remains a problem for nursing staff and other professionals. Maintain needed level of services and practitioners. ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 5 of 9 Program Performance Measures Report covers 9/1/09‐8/31/10 2010 Outcomes 2011 Projected Outcomes Provide nursing consultations for alternative care situations: a) % of monitors used b) # of Assisted Living Program assessments c) Revenue to expenses a) 74% utilization rate for monitors, which fell from full utilization and reflects Home Health census decline and staffing difficulties. b) 74 ‐ 9% decrease reflects census decline) c) .92 (92% of cost covered by revenue a) Goal of 90% b) Goal of 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. a) # of communicable disease reports b) # of animals vaccinated for Rabies c) # of animal bite investigations d) # of immunizations given e) # of TB tests done f) # of people receiving rabies post‐exposure treatments g) # of Lead tests processed h) # of tick identifications a) 60 – 25% increase b) 1,067 – 4% decrease c) 91 – 19% decrease d) 4,295 – 221% increase reflects H1N1 response to health threat e) 117 – 32% decrease f) 10 – 43% increase g) 260 – 40% decrease h) 23 – 4% decease Maintain community health risk at acceptable levels ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 6 of 9 Program Performance Measures Report covers 9/1/09‐8/31/10 2010 Outcomes 2011 Projected Outcomes This was a busy year made even more difficult due to the H1N1 required response. This placed a tremendous burden on Public Health & Home Health staff. Despite this, the health threat was professionally managed and all requirements and needs were met or exceeded. Identify needs and provide screenings and education for the prevention of chronic disease a) # of Worksite Wellness locations b) # of blood pressures taken c) # of cholesterol tests done. a) 20 – 5% decrease b) 287 – 50% decrease 80 – 76% decrease Decreases reflect staffing prioritization due to H1N1 health emergency Maintain community efforts. Return to non‐crisis levels. Ensure the health and wellbeing of Schuyler County citizens through emergency planning and preparation. a) # of drills held b) # of PH related reports processed c) # of educational sessions a) H1N1 events with multiple responses during the year subsumed all drills, subsumed by response. b) 1,145 – 173% increase c) 4,153 – 309% increase H1N1 event required resources redirection to focus on threat prevention for all county residents. Return to non‐crisis mode and conduct drills rather than responses to crises. 8 – 10 drills Objective To plan for a limited risk related to increased attention paid to corporate compliance and OMIG (Medicaid) planning at the State Update Corporate Compliance programs for Health Services a) Implemented required Exclusions Checking for Medicaid b) Trained all staff Do required self evaluation of Corporate Compliance program recommended by ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 7 of 9 Program Performance Measures Report covers 9/1/09‐8/31/10 2010 Outcomes 2011 Projected Outcomes and Federal level, as well as changes in Federal Law. c) Provided training to Legislature d) Set up hotline for reporting fraud, waste and abuse. OMIG. 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) 42 meeting s (no change) b) 5 events (55% decrease) Maintain compliance and licenses. Onsite Wastewater Treatment: a) New b) Conversions c) Replacements d) Tank Upgrades e) TPT inspections a) 19 – 55% decrease b) 16 – 43% decrease c) 28 – 15% decrease d) 18 – 22% decrease e) 87 – 9% increase Reflects housing issues / economy Maintain need Percentage of total onsite Wastewater installations using WPA design services 100% ‐ no change Care Coordination Objective to provide care coordination efforts through Home Based and Community (HCBS) Waiver, Single Point of Entry / Accountability (SPOE / Report the number of individuals involved by year through each program SPOA (youth) 25 – 21% decrease SPOE (adults) 32 – 30% decrease These reflect staffing changes as well as referral pattern changes currently under Increase referrals – SPOA – 35 SPOE ‐ 40 ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 8 of 9 Program Performance Measures Report covers 9/1/09‐8/31/10 2010 Outcomes 2011 Projected Outcomes SPOA), Families First, Early intervention and coordination with the school districts and other local agencies. review. Number of children in care who had inpatient admissions during the year 6 admissions – no change Increased services and efforts kept hospitalizations low 5 admissions Number of HCBS children’s admissions 4 admissions – 33% reduction Longer stay due to increased severity. 6 admissions Number of children served by HCBS 10 children – no change 10 children 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. 1,490 – 6% increase 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 requirements and time frames. ---PAGE BREAK--- HEALTH SERVICES Performance Measures Page 9 of 9 Program Performance Measures Report covers 9/1/09‐8/31/10 2010 Outcomes 2011 Projected Outcomes Objective #11: To continue to increase efficiency and effectiveness of services and client systems of care. Total services provided during this period. 71,126 services – 6% increase reflects H1N1 incident, with staff reductions. 65,000 reflecting a non‐crisis situation like H1N1 Value of local care For every $1 of local share, $7.98 in services are provided to Schuyler County residents Survey clients’ satisfaction with services provided. Completed during this period. High satisfaction ratings received. Repeat for 2011 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. Repeat for 2011 PerfMeas112910 ---PAGE BREAK--- OFFICE FOR THE AGING Summary Comparison of 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE Nutrition Services 309,099 $ - $ 186,740 $ 495,839 $ 145,755 $ 260,018 $ - $ 189,890 $ 449,908 $ 121,195 $ In-Home Services 69,553 $ - $ 208,530 $ 278,083 $ 63,571 $ 76,762 $ - $ 206,905 $ 283,667 $ 65,667 $ Ins. Benefits/Couns. 29,871 $ - $ 6,130 $ 36,001 $ - $ 31,542 $ - $ 6,740 $ 38,282 $ - $ Dwelling Assistance 20,241 $ - $ 9,590 $ 29,831 $ - $ 23,615 $ - $ 10,060 $ 33,675 $ - $ Transportation 43,407 $ - $ 26,125 $ 69,532 $ 9,397 $ 42,784 $ - $ 21,310 $ 64,094 $ 10,039 $ Health Promotions 15,078 $ - $ 2,085 $ 17,163 $ 3,557 $ 19,593 $ - $ 3,535 $ 23,128 $ 4,593 $ New York Connects 9,704 $ - $ 246 $ 9,950 $ - $ 9,600 $ - $ 200 $ 9,800 $ - $ Other 165,987 $ - $ 36,253 $ 202,240 $ 121,173 $ 166,278 $ - $ 32,940 $ 199,218 $ 125,636 $ TOTAL 662,940 $ - $ 475,699 $ 1,138,639 $ 343,453 $ 630,192 $ - $ 471,580 $ 1,101,772 $ 327,130 $ -4.8% $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $500,000 Nutrition Services In-Home Services Ins. Benefits/Couns. Dwelling Assistance 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 260,018 $ - $ 189,890 $ 449,908 $ 328,713 $ 121,195 $ In-Home Services 76,762 $ - $ 206,905 $ 283,667 $ 218,000 $ 65,667 $ Ins. Benefits/Couns. 31,542 $ - $ 6,740 $ 38,282 $ 38,282 $ - $ Dwelling Assistance 23,615 $ - $ 10,060 $ 33,675 $ 33,675 $ - $ Transportation 42,784 $ - $ 21,310 $ 64,094 $ 54,055 $ 10,039 $ Health Promotions 19,593 $ - $ 3,535 $ 23,128 $ 18,535 $ 4,593 $ New York Connects 9,600 $ - $ 200 $ 9,800 $ 9,800 $ - $ Other 166,278 $ - $ 32,940 $ 199,218 $ 73,582 $ 125,636 $ Program TOTALS 630,192 $ - $ 471,580 $ 1,101,772 $ 774,642 $ 327,130 $ 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 41% In-Home Services 26% Ins. Benefits/Couns. 3% Dwelling Assistance 3% Transportation 6% Health Promotions 2% New York Connects 1% Other 18% Expenses Federal & State 70% Local Share 30% 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 2010 Outcomes 2011 Projected Outcomes NUTRITION: Outputs: Congregate Meal sites are provided in 5 different areas of the community to Total # of meals served: 13,091 14,100 offer a setting that provides a hot, nutritious meal, socialization, well-being Total dollars spent: $114,114 $119,000 check, education and informational sessions. Planning to serve breakfast one Cost per meal: $8.72 $8.44 Friday every month which will increase the number of meals served. Home Delivered Meals are provided to individuals aged 60+ who are # of meals delivered: 26,984 27,034 incapacitated due to illness, accident or frailty or are otherwise unable to Total dollars spent: $285,705 $265,560 prepare their own meals. The food costs have fluctuated based on the ost of Cost per meal: $10.59 $9.82 gasoline and other related factors. Long term employees retired or resigned. New salaries are lower so a significant savings is being realized there. Less mileage on the meal routes is anticipated as well. Outomes: Total Meal Production (Congregate and HDM): Industry average for mass Meals/Labor Hour: 14 14 quantity food production is 12-15 meals per labor hour. ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2010 Outcomes 2011 Projected Outcomes 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: 6287 6475 related services such as Link-to-Life. Clients are required to pay a portion of Total cost: $119,453 $123,025 the cost based on their income. To be eligible, clients must have needs in the Cost/hour: $19.00 $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: 385 397 an unmet need for assistance, the client must be able to be safely maintained at Total cost: $7,315 $7,543 home, and clients cannot be Medicaid eligible. Cost/hour: $19.00 $19.00 The Caregiver Support Program is intended to help sustain the efforts of # of respite hours provided: 772 1,158 informal caregivers to care for an individual aged 60 or older who is frail and/or disabled, or an individual of any age with Alzheimer's Disease or related dis- Total cost involved: $14,668 $22,002 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- Cost/respite hour: $19.00 $19.00 tutional setting. Assistance given to the caregiver is meant to provide a break from or support of their daily routine in order to safeguard the caregiver's physical and mental health in order that they continue providing care. Both EISEP and Caregiver Respite clients receive Case Management # of case management hours: 891 924 Services. The primary responsibility of the case manager is to assist the client % of work time: 49% 51% in determining what services are needed as well as arranging for those services Cost/hour: $50.44 $46.06 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. Outcomes: Average caseload in NYS about 56 per Case Manager. Case load for Schuyler OFA Case Load: 36 38 is based on a .5 FTE. Percentage of EISEP clients delaying institutional setting due to in-home # receiving personal care: services provided. % delaying instition: 61% 64% ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2010 Outcomes 2011 Projected Outcomes SUPPORT SERVICES: Outputs: Transportation services include picking clients up at their home and taking # of one way trips: 4,400 4,314 them to medical appointments, outpatient testing, therapy, hair appointments, agency appointments, grocery shopping, to the pharmacy, for hospital visits # of clients: 102 100 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: $12.73 $13.90 suggested donation is .25 per mile. RSVP volunteers are used to assist with medical appointments and occasionally in other areas as needed. Wheelchair transportation is currently provided via a contract with the local # of one way trips: 0 Will not be renewing the local Arc. Trips are accomodated based on Arc van and driver availability. contract with Schuyler Arc Advance notice is required. Donations from clients utilizing this service are # of clients: 0 since the new public transit accepted by Office for the Aging since payment for this service is made to the system is operational and Arc by OFA. Cost/Unit of service: $0.00 provides wheelchair and para-transit services. New for 2011: OFA funds can be utilized to pay for public transit services for # of one way trips: New for 2011 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: New for 2011 10 regular and para-transit services. Cost/Unit of service: New for 2011 $0.50 # of clients- para-transit: New for 2011 12 Cost/Unit of service: New for 2011 $12.00 Overall savings for "regular" transit service- excludes Dial-a-Ride and para-transit: $804.00 Outcomes: Clients served with no other option for tranportation: no family in area, no # of clients: 53 60 vehicle, do not drive, cannot transfer independently, wheelchair dependent. % of overall transports: 52% 49% ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2010 Outcomes 2011 Projected Outcomes Outputs: The Health Insurance Information and Counseling Assistance # of Clients Served: 285 295 Program (HIICAP) is provided through trained volunteers and staff # of Individual Contacts: 871 930 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. Outcomes: Increase 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: 3/month 2/month course offerings as opposed to mainly 1:1 counseling thus reducing staff hours per Medicare beneficiary. Have found that individuals require the 1:1 time, as # new beneficiaries/course: 2/course (6 courses) 3/course their timing for signing up for benefits doesn't fit in with a schedule of classes. Most individuals do not plan in advance so are requiring assistance # of staff hours- individuals: 45 30 quickly.There is a limited time in which required paperwork must be # of staff hours- group: 9 9 submitted.Have tracked this for two consecutive years and found no progress. Time savings realized in hrs: 36 hours 21 Savings in dollars: $590.40 $344.40 Clients are referred for counseling from other sources who handle Medicare # of referrals: New for 2011 2/month clients: Other agencies include Mental Health Clinic, Department of Social Services, Schuyler Hospital and others. # of hours spent counseling referrals: New for 2011 48 hours + follow-up 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: New for 2011 44% 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. ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2010 Outcomes 2011 Projected Outcomes Outputs: The Weatherization Referral and Assistance program (WRAP) # of beneficiaries receiving addresses the weatherization and home repair needs for the low- WRAP services: 66 73 income senior population to help reduce their energy consumption. Applicants must be HEAP eligible. WRAP services include but are not limited to insulation, caulking, weather stripping, roof replace- ment, window repair and furnace or hot water heater replacement. Outcomes: Program benefits as related to helping to maintain clients in their homes and # of households with repairs 12 12 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: seniors over the next year. # of households referred for energy services or weatherization-related home repairs/modifications: 9 15 Outputs: Health Promotion activities include but are not limited to exercise, # of events: 137 153 walking, medication management, workshops, screenings: blood # of clients participating: 295 295 pressure clinics and hearing clinics, health fairs, 1:1 consultation, and speakers on health related topics. Diabetes Awareness & Education activities conducted to help # of events: 23 Discontinued to to lack of reduce the high incidence of Diabetes in Schuyler County. This will # of participants: 492 resources. include education seminars, inclusion in a local tv access channel for teaching, screening activities and more. This is a collaborative effort between county agencies, not-for-profit agencies and local health care providers. SCAMP committee no longer operational. Outcomes: Preventive Measures: Diabetes screenings, blood pressure checks and other # of clients using screening tools offered: 100 D/C due to lack of resources Physical Activity: yoga, swimming, walking, exercise and other # of clients ing physical activity level: 27 35 ---PAGE BREAK--- YOUTH BUREAU Summary Comparison of 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE Youth Services 160,415 $ - $ 273,052 $ 433,467 $ 89,624 $ 159,347 $ - $ 166,519 $ 325,866 $ 83,683 $ Families First 61,158 $ - $ 170,854 $ 232,012 $ 15,117 $ 65,932 $ - $ 155,345 $ 221,277 $ 20,632 $ TOTAL 221,573 $ - $ 443,906 $ 665,479 $ 104,741 $ 225,279 $ - $ 321,864 $ 547,143 $ 104,315 $ -0.4% $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 Youth Services Families First TOTAL 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- YOUTH BUREAU Program Personnel & Fringes Equipment Operational Expenses Total Expenses State & Grants Local Share Youth Services 159,347 $ - $ 166,519 $ 325,866 $ 242,183 $ 83,683 $ Families First 65,932 $ - $ 155,345 $ 221,277 $ 200,645 $ 20,632 $ Program TOTALS 225,279 $ - $ 321,864 $ 547,143 $ 442,828 $ 104,315 $ 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 60% Families First 40% Expenses State & Grants 81% Local Share 19% Revenue ---PAGE BREAK--- YOUTH BUREAU Performance Measures Program Performance Measures 2010 Outcomes 2011 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 and other employment possibilities. 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: 59 – all were called, stopped taking applications after this Youth Hired: 41 – Watkins Glen International Raceway initially wanted 50 youth but they lowered that number due to costs for them. Youth who actually worked: 39 Hours Worked: Total 1,388 (over five events, mostly weekends except for NASCAR which included the week after for clean up) Amount Earned: Total$10,063 Average Earned: $258 Administrative Costs: $11,298 (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 2010: $19,345 2009: $44,304 Youth Hired: 13 Actually Worked: 11 Hours Worked: $1,634 (5 hours a day five days a week) Amount Earned: $11,770 Average Earned: $1,070 Administrative Costs: $4,991 (includes staff salaries, mileage, fringe, and supplies) A total of 40 youth will be hired for clean up during and after four events at WGIR in 2011. 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 2010 Outcomes 2011 Projected Outcomes The Youth Bureau is the lead and fiscal agency for the A Partnership for Youth grant and the ARRA Grant which are both through the Workforce Investment Act employment for high risk youth who do not have the opportunity to participate in this program and have a high probability of not being successful in securing and retaining employment. This is a collaborative effort between Chemung, Steuben, and Schuyler County. 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 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 ARRA: through this grant we were required to serve a minimum of 6 youth who met the APY eligibility requirements. This grant was from September 2009 to June 2010. Youth Served: 12 GED’s Earned: 1 Certificate Earned: 1 Unsubsidized Employment: 3 11 of the youth went to the traditional APY program at the end of June. The APY grant will serve a minimum of 16 youth in the three county regions and meet the performance measures 90% of the time. ---PAGE BREAK--- YOUTH BUREAU Performance Measures Program Performance Measures 2010 Outcomes 2011 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: 1 Number of Youth Trained: 6 Number of Members: 24 Number of Cases Referred: 22 (tax payer savings for successful completion of Youth Court $202,576). Number of Community Service Hours Completed: 334 hours Youth Court hosted 3 dances with average attendance between 55‐65 youth. Serve on 21 committees and boards in Schuyler County or region. Advancing Youth Development was offered one time in the past year with 11 participants completing the course. At least one youth court training will be held in 2010‐11, for membership to remain between 20 and 30 youth. Youth Court will receive a minimum of 25 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 2010 Outcomes 2011 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. 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. The Family Play & Resource Center will reach out to parents of preschool children to increase the utilization rate by 10%. 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 Duplicated Visits: 2009/10 =224 2008‐09 = 324 Unduplicated Visits:2009/10 =174 2008‐09 = 193 New /First time Families: 35 (2008‐2009 new/first time families 32 In January 2010 the Parent Educator was no longer available to the FPRC. The FPRC saw a decrease in utilization during this period of time. We currently are staffing the FPRC with a contract through Catholic Charities. We receive funding through the United Way of Schuyler County, The Triangle Fund, and Department of Social Services. The Read Book Shelf continues to provide free books to families. We gave 1,256 books away. 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. The Comprehensive Plan submission was delayed by the Office of Children and Family Services, though an update was submitted for 2010. Family Play and Resource Center will increase its usage by 20% in 2010‐11. 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. The Youth Bureau will monitor all programs in 2011 with site visits. ---PAGE BREAK--- YOUTH BUREAU Performance Measures Program Performance Measures 2010 Outcomes 2011 Projected Outcomes Runaway and Homeless Program 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. 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. 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. 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 informational meeting was held for the Voluntary Interim Family recruitment. Quarterly Runaway and Homeless Steering Committee meetings. Total Contact to FF/NYC: 2009‐10= 1,654 2008‐09 = 733 Consumer and Caregiver Supports: 868 Facility Based Services: 5 Home Based Services: 52 Insurance/Benefit Information: 329 Protective/Preventative: 44 Residential/Housing Options/Support: 273 Transportation: 81 Other: 306 Outgoing Contacts: To Consumer: 910 To Agency: 867 Total Contacts to and from FF/NYC: 3,431 Previous Year: 1,559 In 2010‐11 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. Families First/ New York Connects will continue to market to the community. Data will continue to be collected through the Beacon System with the information and referral data updated. 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 3,450. ---PAGE BREAK--- YOUTH BUREAU Performance Measures Program Performance Measures 2010 Outcomes 2011 Projected Outcomes 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 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. Referrals Received: 50 Respondents who Refused: 5 Utilized Service Previously: 8 Withdrawn after service was opened: 6 Respites used: 9 PINS Petition to Court: 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% 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 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE Transportation 11,348 $ - $ 3,321 $ 14,669 $ 14,669 $ 12,820 $ - $ 3,321 $ 16,141 $ 16,141 $ Claims/Administration 34,043 $ - $ 8,979 $ 43,022 $ 38,022 $ 34,661 $ - $ 8,979 $ 43,640 $ 38,640 $ TOTAL 45,391 $ - $ 12,300 $ 57,691 $ 52,691 $ 47,481 $ - $ 12,300 $ 59,781 $ 54,781 $ 4.0% $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 Transportation Claims/Administration TOTAL 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- VETERAN'S SERVICES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Transportation 12,820 $ - $ 3,321 $ 16,141 $ - $ 16,141 $ Claims/Administration 34,661 $ - $ 8,979 $ 43,640 $ 5,000 $ 38,640 $ Program TOTALS 47,481 $ - $ 12,300 $ 59,781 $ 5,000 $ 54,781 $ 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 8% Local Share 92% Revenue ---PAGE BREAK--- VETERANS Performance Measures Program Performance Measures 2010 Outcomes 2011 Projected Outcomes Transportation Provide medical transportation for Veterans of Schuyler County. Claims/Administration Assist Veterans and their families in the claims process. # of Veterans served # of miles transported # of Veterans served # of new claims 300 17,000 1900 350 250 15,000 Difficult to project—new report system ---PAGE BREAK--- PUBLIC WORKS Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Highway 1,347,133 $ 10,500 $ 4,719,470 $ 6,077,103 $ 3,930,191 $ 2,146,912 $ Buildings & Grounds 624,115 $ 21,500 $ 846,233 $ 1,491,848 $ 809,069 $ 682,779 $ Weights & Measures 55,765 $ 200 $ 8,875 $ 64,840 $ 50,200 $ 14,640 $ Program TOTALS 2,027,013 $ 32,200 $ 5,574,578 $ 7,633,791 $ 4,789,460 $ 2,844,331 $ Mission Statement: To provide residents, visitors, and employees of Schuyler County with an infrastructure that is safe, functional and efficiently maintained. Highway 80% Buildings & Grounds 19% Weights & Measures 1% Expenses Revenue 63% Local Share 37% Revenue ---PAGE BREAK--- HIGHWAY Summary Comparison of 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200+300) 2010 Operations (400+500) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200+300) 2011 Operations (400+500) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE Administration 152,098 $ - $ 16,255 $ 168,353 $ 127,176 $ 177,030 $ - $ 13,200 $ 190,230 $ 149,053 $ Capital Projects 16,900 $ - $ 1,530,530 $ 1,547,430 $ 216,027 $ - $ - $ 3,106,180 $ 3,106,180 $ 143,627 $ Maintenance 937,581 $ - $ 661,945 $ 1,599,526 $ 1,515,445 $ 906,450 $ - $ 649,950 $ 1,556,400 $ 1,451,219 $ Machinery 195,601 $ 10,800 $ 437,290 $ 643,691 $ 459,891 $ 196,918 $ 10,500 $ 374,900 $ 582,318 $ 398,518 $ Shared Fuel 10,879 $ - $ 523,530 $ 534,409 $ (3,271) $ 7,796 $ - $ 525,310 $ 533,106 $ (4,574) $ Central Garage 61,859 $ - $ 49,195 $ 111,054 $ (9,588) $ 58,939 $ - $ 49,930 $ 108,869 $ 9,069 $ TOTAL 1,374,918 $ 10,800 $ 3,218,745 $ 4,604,463 $ 2,305,680 $ 1,347,133 $ 10,500 $ 4,719,470 $ 6,077,103 $ 2,146,912 $ -6.9% $(1,000,000) $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 Administration Capital Projects Maintenance Machinery Shared Fuel Central Garage TOTAL 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- HIGHWAY Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 177,030 $ - $ 13,200 $ 190,230 $ 41,177 $ 149,053 $ Capital Projects - $ - $ 3,106,180 $ 3,106,180 $ 2,962,553 $ 143,627 $ Maintenance 906,450 $ - $ 649,950 $ 1,556,400 $ 105,181 $ 1,451,219 $ Machinery 196,918 $ 10,500 $ 374,900 $ 582,318 $ 183,800 $ 398,518 $ Shared Fuel 7,796 $ - $ 525,310 $ 533,106 $ 537,680 $ (4,574) $ Central Garage 58,939 $ - $ 49,930 $ 108,869 $ 99,800 $ 9,069 $ Program TOTALS 1,347,133 $ 10,500 $ 4,719,470 $ 6,077,103 $ 3,930,191 $ 2,146,912 $ 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 51% Maintenance 3% Machinery 9% Shared Fuel 9% Central Garage 2% Expenses Revenue 65% Local Share 35% Revenue ---PAGE BREAK--- HIGHWAY DEPARTMENT Performance Measures Program Performance Measures 2010 Outcomes 2011 Projected Outcomes ADMINISTRATION Objective: Provide clerical, accounting, contract administration and other related services, to the eight divisions of the highway department. Objective: Review request and issue permits that assure the preservation and integrity of the roadway system and to promote community growth in a conscientious and timely manner. Objective: To record and report all complaints and requests to allow highway personnel to address all issues in a timely fashion. CAPITAL PROJECTS Objective: Retain contracted engineering at or below regional averages of 23% for state or federal projects and seek additional RFP’s to maintain lowest percentage for local projects. Objective: Implement 6.1 miles or 5% of reconstruction projects per year to maintain an acceptable pavement condition Index Level on all county roads of 70%. Grant reporting. % of permits issued/denied within 48 hrs. # of driveway permits issued. # of hauling permits issued. # of construction permits issued. Number of complaints/requests received. % of customer satisfaction to response time of complaints/requests. Requests for dead deer removal. Engineering cost of Federal Projects. Engineering cost of Local Projects. % of Engineering Projects completed within budget. Cost per lane mile of reconstruction. The national average is $500,000 per lane mile. Number of miles reconstructed or resurfaced. 2009 / 2010 $1,317,611 / $808,932 100% / 100% 12 / 9 220 / 177 3 / 5 101 / 64 99% / 99% 54 / 37 $40,000 / $83,300 $48,000 / $13,710 80% / 87% $100,300 CR 14 ‐ $267,300 CR 04 ‐ $421,000 CR 23 ‐ $124,200 12.76 / 8.1 $3,000,300 projected due to 2 bridge replacement projects. Maintain 48 hour target. Decline due to slow down in new home building. Continue to scrutinize for alternate routes to keep trucks off County Roads Continue to notify utilities of construction schedule, so change can be made during construction, not after. Continue with aggressive road maintenance; Remove dead trees, fill potholes, clean ditches, etc. as detected, before complaint is filed. All complaints resolved either with request or alternative that is agreeable & acceptable. Continue to track MVA’s/deer for signage. Continue to monitor so expenses do not exceed the Federal limit of 24% Continue to maintain or lower the Federal or State construction costs Continue to monitor Engineers for performance Continue to add projects to our material bids and the prep work done in the Spring and Fall in order to save on escalation fees. 8 ---PAGE BREAK--- HIGHWAY DEPARTMENT Performance Measures Program Performance Measures 2010 Outcomes 2011 Projected Outcomes CAPITAL PROJECTS cont’d Objective: 5 year plans to include project listing by plan year that allows for allocation of resources to predetermined strategic goals and objectives. Objective: To rehabilitate or replace 10% of existing county bridges and culverts per year to preserve operational and structural integrity. Average deficiency ratings for bridges. MAINTENANCE Objective: To apply maintenance to our 122 miles of road system after 8 years if new construction & every 6 years thereafter in order to maintain a PCI of 70% or above. Objective: Traffic Safety includes traffic signs, pavement striping, guiderail, street lighting, also mowing and brush removal to maintain an adequate roadside clear zone of 12 feet. Total cost of anticipated projects. Total amount of anticipated revenue. % of roads within the 70% PCI (Pavement Condition Index) rating of good to excellent. Number of County Bridges Number of Culverts Number of bridges replaced Cost of bridges maintained, repaired, or replaced. New Good Condition Marginally Deficient Moderately Deficient Severely Deficient % of roads with a Pavement Condition Index above 75 or excellent. % of roads with a PCI between 50‐75 or good. % of roads with a PCI of 40‐50 or fair. Cost per mile of road maintenance. # of new signs fabricated. Cost of fabricating signs. Cost for road striping. Miles of centerline striping completed. Lane miles of edge striping completed. 2009 / 2010 $1,565,778 / $812,500 $1,049,861 / $727,530 87% / 73% 47 122 0 $1,603,445 / $ 71,980 2008 / 2009 11% / 8% 26% / 32% 37% / 34% 22% / 22% 4% / 4% 73% 22% 5% 858 / 1029 $52,550 / $42,249 $44,217 / $35,100 162.91 / 122 183.12 / 68 $671,180 $671,180 70% ‐ Decrease due to budget cuts 47 122 2 Lack of funding will have a negative effect 8% 25% 37% 23% 6% 70% Decrease expected due to budget cuts Continue to update the 5‐yr maintenance program Continue with the routine maintenance to keep the PCI between 50‐75 Revenue expected from fabricating $11,000 $46,000 Maintain same level of cost reduction $2402 in revenues from striping shared services Continue to operate at 34% savings ---PAGE BREAK--- HIGHWAY DEPARTMENT Performance Measures Program Performance Measures 2010 Outcomes 2011 Projected Outcomes MAINTENANCE cont’d Objective: Drainage includes cleaning, repairing or replacing catch basins & culverts, maintenance of stream channels, ditches, potholes, grading and minor resurfacing of county roads. Objective: To analyze construction cost for paving, snow removal, and inspections for cost comparison of internal verses external services. Objective: Start snow removal after 2” of precipitation accumulates to maintain a safe traveling surface on the county highway system during winter season. MACHINERY Objective: To purchase, maintain, and perform in‐house repair and preventative maintenance to a vehicular, construction & heavy equipment for highway construction. Also, garage services to all Central Garage fleet vehicles. # of lane miles mowed. Cost per mile to mow. Cost of tree & brush removal. Miles of ditches cleaned Drainage pipe replaced Cost of maintenance for drainage Cost of filling potholes. % of maintenance cost toward snow removal. Cost per mile. Cost per mile to contract. % of savings for in‐house repairs verses outsourcing. % of time spent with “on‐site” repairs. % of work orders for major repairs. % of work orders for preventative maintenance. % of work orders to outside vendors. 2009 / 2010 1464 / 1464 $446 / $347 $73,066 / $99,016 23 / 8 2,000 feet $25,996 / $26,986 $31,478 / $93,790 24% $2,625 $4,200 regional average 63% 6% 51% 47% 7% Creating seasonal MEO for mowing has proven successful. Mowing complaints have ceased. Remove trees before they cause a hazard Replace crossover pipes & install driveways Replace catch basins & inlets; add drainage Continue to monitor maintain efficiency Institute one person plowing to reduce cost Maintain efficiency Continue to monitor contiguous counties that contract and monitor their costs Continue to do in‐house repairs Equipment is getting older and breakdowns are escalating Continue to analyze oil samples of internal parts Electrical components are challenging ---PAGE BREAK--- HIGHWAY DEPARTMENT Performance Measures Program Performance Measures 2010 Outcomes 2011 Projected Outcomes SHARED SERVICES Objective: To set specifications, purchase, lease, maintain, and sale of all county vehicles through on Central Garage location to reduce the size of the fleet. Objective: Concentration of our resources to service multiple departments with a common goal of cost savings. Objective: Build a Shared Service Facility at Highway to reduce capital and operating costs while combining the convenience of a one‐stop facility for the public benefit. To coordinate communication, staff equipment, etc. To maximize the allocation of all resources. Objective: To provide support and personnel to manage and operate an efficient and professional Shared Fuel Facility to reduce capital and operating cost for equipment and services provided to internal and external agencies. Total number of vehicles in the motor pool. % of time vehicles were rented. % of time unable to fill requests for rentals. Total number of vehicles in the fleet. Reduce cost of Preventative maintenance on all county owned vehicles by using in‐ house mechanic verses service centers. Number of projected departments using this facility. Elimination of duplicate services and processes. Overall reduction in operating costs. Increase efficiency. Improve service. Number of county departments serviced. Number of outside non‐profit agencies serviced. % of maintenance cost per year for the facility. % of savings over retail purchases. % of management costs. 3 51% 5% 80 Hired F/T Mechanic to handle all repair of all county vehicles Savings estimated $80,000 7 Enhanced offering to public Needs assessment Central location Maximize benefits 10 8 Less than 1% with lower sur‐charge 30% 2% Continue to provide rental units to county employees 55% 4% As county vehicles need service they are added to the fleet Monitor reduction of overall county expenses regarding repair costs in 2010 v 2011 To see a savings in operating cost to all departments Monitor revenue generated Efficiency of functions Better service to the public Sharing services 10 8 Maintain expenses at a minimal level to lower sur‐charge rate Continue to monitor users Sur‐charge covers all management costs ---PAGE BREAK--- BUILDINGS GROUNDS Summary Comparison of 2010-2011 Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE Central Services 7,858 $ 15,000 $ 81,349 $ 104,207 $ 3,158 $ 6,274 $ 15,000 $ 76,855 $ 98,129 $ 1,812 $ Buildings 566,706 $ - $ 658,221 $ 1,224,927 $ 573,625 $ 542,643 $ 6,500 $ 739,878 $ 1,289,021 $ 594,619 $ Grounds 51,995 $ - $ 21,900 $ 73,895 $ 73,895 $ 46,840 $ - $ 21,900 $ 68,740 $ 68,740 $ Parks 39,289 $ - $ 6,100 $ 45,389 $ 27,469 $ 28,358 $ - $ 7,600 $ 35,958 $ 17,608 $ TOTAL 665,848 $ 15,000 $ 767,570 $ 1,448,418 $ 678,147 $ 624,115 $ 21,500 $ 846,233 $ 1,491,848 $ 682,779 $ 0.7% $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 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- BUILDINGS GROUNDS Program Personnel & Fringes Equipment Material & Supplies Total Expenses Revenue Local Share Central Services 6,274 $ 15,000 $ 76,855 $ 98,129 $ 96,317 $ 1,812 $ Buildings 542,643 $ 6,500 $ 739,878 $ 1,289,021 $ 694,402 $ 594,619 $ Grounds 46,840 $ - $ 21,900 $ 68,740 $ - $ 68,740 $ Parks 28,358 $ - $ 7,600 $ 35,958 $ 18,350 $ 17,608 $ Program TOTALS 624,115 $ 21,500 $ 846,233 $ 1,491,848 $ 809,069 $ 682,779 $ 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 86% Grounds 5% Parks 2% Expenses Revenue 54% Local Share 46% Revenue ---PAGE BREAK--- BUILDINGS & GROUNDS Performance Measures Program Performance Measures 2010 Outcomes 2011 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. Building Budget: 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. Sale of the RUC building has eliminated utility and maintenance cost and put it on the tax rolls. Provide phone service without interruption. Repair or replace inoperable phones within a reasonable time on a priority basis. Install IP Phones for all remaining departments. Remodel mail room and Elections department. 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 Maintained service at a rate of 98%. Corrected problem within 12 hours. Probation and Sheriff’s departments received IP phones. Elections complete. Shared Services 95% complete. Completed Fire Alarm and Sprinkler systems maintenance and inspections per NFPA Regulations. Completed Annual Security system maintenance and inspection. Maintained facilities as described. HSC: $ 1.50 per sq ft CHC: $ .85 per sq ft Maintain service at a rate of 100%. Correct problem within 10 hours. Install IP phones in DA’s office. Depending on funding Public Health and Mental Health Mailroom completion pending approval of CEO and local post office. Remaining 5% are items on punch list to be completed. Accumulate and file all required inspection reports. Continue providing services to expectations and adjust as necessary for improvements. HSC:$ 1.60 per sq ft CHC: $ .95 per sq ft. ---PAGE BREAK--- BUILDINGS & GROUNDS Performance Measures Program Performance Measures 2010 Outcomes 2011 Projected Outcomes Grounds Budget: 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. Replace windows in pier structure. 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. Completed window replacement. In design and specification phase. Continue to monitor and adjust for improvement as needed. Continue clearing snow and ice as needed to maintain safe sidewalks and parking lots. Send approved plans to NYS Parks and Recreation for approval. Complete project. Complete roof project Complete board replacement. ---PAGE BREAK--- WEIGHTS MEASURES Summary Comparison of 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400)+(600) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE Administration 18,270 $ 400 $ 6,760 $ 25,430 $ 23,720 $ 55,765 $ 200 $ 8,875 $ 64,840 $ 14,640 $ TOTAL 18,270 $ 400 $ 6,760 $ 25,430 $ 23,720 $ 55,765 $ 200 $ 8,875 $ 64,840 $ 14,640 $ -38.3% $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 Administration 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- WEIGHTS MEASURES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 55,765 $ 200 $ 8,875 $ 64,840 $ 50,200 $ 14,640 $ Program TOTALS 55,765 $ 200 $ 8,875 $ 64,840 $ 50,200 $ 14,640 $ 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 77% Local Share 23% Revenue ---PAGE BREAK--- WEIGHTS AND MEASURES Performance Measures Program Performance Measures 2010 Outcomes 2011 Projected Outcomes SHARED‐SERVICES Beginning 1/1/10 Schuyler County entered into an intermunicipal agreement with Chemung County for W&M services. A mid‐year policy change in NYS law now allows NYS counties to share the Director of W&M position. 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 business Savings to Schuyler‐Chemung Inspect and test all weighing, timing and measuring devices to ensure accuracy for the consumer and the business Number of businesses / devices Initial savings generated by consolidation of previous salaries, benefits, vehicles, and other department incidentals generated cost reduction in excess of $32,000 Consolidating additional expenses associated with each county’s line item budgets for 2011 accounted for additional savings of $5,300 Schuyler: 100% device inspection Chemung: 100% device inspection Increased efficiency without increasing costs. First year that Chemung County has achieved 100% device inspection. Conversion from paper files to a customer database plus increased efficiency of visits to businesses resulted in the completion of all device testing. Schuyler: 137 businesses/541 devices Chemung: 293 businesses/1923 devices We are the only W&M county program that has over 2400 devices that has one staff member. Job responsibilities routinely requires in excess of fifty hour work weeks. Further consolidation and selling of duplicate equipment could generate additional revenue. Additional savings will be found in a more efficient scheduling of device inspections by geographic mapping thereby reducing redundant travel/time in both counties. Combined effort in these areas could result in revenue/savings of an additional $2K‐$3K All individual device inspections will be completed in the calendar year 2011. 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 2010 Outcomes 2011 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 New Device Testing Pharmacy Scales Pharmacy Scale Weights Pharmacy Graduates (document) Schuyler: 98.0% Compliance Chemung: 90.6% Compliance Data indicates infrequent visits to businesses results in a drop in device compliance. First time these types of devices have been tested within the county W&M. Compliance in these types of business devices was low due to no previous contact from W&M. Currently working with many businesses to assist them with device compliance. Also identified, contacted, and tested devices from businesses traveling through the county for short‐term gold/silver buying events. First time these types of devices have been tested within the county W&M. Previous testing done by the state of W&M. Chemung County purchased a platform scale in addition to borrowing a second scale from NYS W&M (Syracuse) allowed the gravimetric testing of these devices. First time these types of devices have been tested within the county W&M. Previous testing done by NYS W&M personnel but on a very limited basis (every 4‐5 years). Maintain compliance data. Expectations are that compliance percentage will rise in 2011 as frequency of testing is stabilized 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 Continue testing of these devices in identified businesses. ---PAGE BREAK--- WEIGHTS AND MEASURES Performance Measures Program Performance Measures 2010 Outcomes 2011 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. New Device Testing Taximeters Timeliness of business or consumer questions and/or complaints Inspect and calibrate farm bulk milk tanks, # of tanks calibrated Schuyler: 20 retail petroleum gas stations; samples/failure rate Chemung: presently not participating First time these types of devices have been tested within the county W&M. Previously the business was required to go outside the county for testing / sealing. Utilizing equipment from NYS W&M (Albany) established a “measured mile” for these device tests Responded within 1 business day. Resolution of question and/or complaints resolved in 3 business days or less 5 tanks 36 samples / zero failures 0 samples Continue testing of these devices in identified businesses. Further investigation of businesses that may require testing of this type. 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, determine last tank check or calibration. Schedule testing for those tanks outside the calibration time limit Petroleum samples will be taken as per state/county contract. Anticipate adding all 40 Chemung County retail gas stations to the present contract with NYS W&M for 2011 ---PAGE BREAK--- WEIGHTS AND MEASURES Performance Measures Program Performance Measures 2010 Outcomes 2011 Projected Outcomes 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. # spot checks completed/failure # spot checks completed/failure 2 spot checks, 240 packages, no failures Limited effort in this area due to time spent on device inspections within both counties 0 spot checks Limited effort in this area due to time spent on device inspections within both counties Additional time will be scheduled for the testing of pre‐packaged commodities due to increased efficiency in device testing using geographic mapping. Anticipate fewer return visits to businesses with devices out of compliance. Increased spot checks will be performed in 2011 Additional time will be scheduled for the testing of pricing (scanner) accuracy due to increased efficiency in device testing using geographic mapping. Anticipate fewer return visits to businesses with devices out of compliance. Increased spot checks will be performed in 2011 ---PAGE BREAK--- GOVERNMENT SERVICES Program Personnel & Fringes Equipment Expenses Total Expenses Revenue Local Share Legislature $246,395 $0 $9,000 $255,395 $0 $255,395 County Administrator $268,613 $0 $12,450 $281,063 $0 $281,063 County Attorney $418,211 $0 $17,925 $436,136 $305,278 $130,858 Civil Service $73,718 $0 $6,000 $79,718 $1,500 $78,218 Real Property $294,767 $0 $55,400 $350,167 $188,411 $161,756 County Clerk $366,082 $0 $32,800 $398,882 $516,000 ($117,118) Records Management $73,258 $0 $3,660 $76,918 $55,918 $21,000 Human Resources $227,817 $0 $92,305 $320,122 $2,000 $318,122 Treasurer $228,122 $0 $116,600 $344,722 $370,000 ($25,278) Board of Elections $118,822 $12,000 $112,000 $242,822 $25,000 $217,822 Information Technology $186,256 $57,900 $62,900 $307,056 $95,100 $211,956 Historian $3,200 $0 $600 $3,800 $0 $3,800 Program Totals $2,505,262 $69,900 $521,640 $3,096,802 $1,559,207 $1,537,595 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 8% County Administrator 9% County Attorney 14% Civil Service 3% Real Property 11% County Clerk 13% Records Management 3% Human Resources 10% Treasurer 11% Board of Elections 8% Information Technology 9% Historian 0% Expenses Revenue 50% Local Share 50% Revenue ---PAGE BREAK--- LEGISLATURE Summary Comparison of 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE Administration 253,612 $ - $ 8,300 $ 261,912 $ 261,912 $ 246,395 $ 9,000 $ 255,395 $ 255,395 $ TOTAL 253,612 $ - $ 8,300 $ 261,912 $ 261,912 $ 246,395 $ - $ 9,000 $ 255,395 $ 255,395 $ -2.5% $252,000 $253,000 $254,000 $255,000 $256,000 $257,000 $258,000 $259,000 $260,000 $261,000 $262,000 Administration 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- LEGISLATURE Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 246,395 $ - $ 9,000 $ 255,395 $ - $ 255,395 $ Program TOTALS 246,395 $ - $ 9,000 $ 255,395 $ - $ 255,395 $ 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 2010 Outcomes 2011 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. 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. No more than a 3% increase in the tax levy or less for the year 2011 budget. Continue to support the Council of Government (COG) and work with other counties to accomplish at least one shared service arrangement. Reduce health insurance costs. Update County emergency communication system to include expansion of coverage, increased reliability and interoperability and implement no later than 2011. Maintain 100% full value with continued county‐ wide assessment program. Return the old Office for the Aging building to the tax rolls by the end of 2011. Evaluate human service programming and delivery of services and fully explore alternatives such as privatization and contract management for fiscal year 2011. 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. Public Transportation system is now up and running in the County. Returned the Rural Urban Center buildings to the tax rolls to be developed into housing by Nelson Development. 0.12% reduction in tax rate $8.17/1000 AV tax rate Tax Levy increase of 4% 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. Ensure effective and efficient development and administration of County services in the most cost effective manner by bringing the tax rate down. 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 2010-2011 Costs Program 2010 Personnel (100) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE County Wide Administration 182,503 $ 10,500 $ 193,003 $ 193,003 $ 188,613 $ 9,000 $ 197,613 $ 197,613 $ Purchasing 76,265 $ 3,400 $ 79,665 $ 79,665 $ 74,432 $ 3,450 $ 77,882 $ 77,882 $ TOTAL 258,768 $ 13,900 $ 272,668 $ 272,668 $ 263,045 $ 12,450 $ 275,495 $ 275,495 $ 1.0% $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 County Wide Administration Purchasing TOTAL 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- COUNTY ADMINISTRATOR Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share County Wide Administration 188,613 $ - $ 9,000 $ 197,613 $ - $ 197,613 $ Purchasing 74,432 $ - $ 3,450 $ 77,882 $ - $ 77,882 $ Program TOTALS 263,045 $ - $ 12,450 $ 275,495 $ - $ 275,495 $ 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 28% Expenses Revenue 0% Local Share 100% Revenue ---PAGE BREAK--- COUNTY ATTORNEY Summary Comparison of 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE DSS 270,452 $ - $ 35,889 $ 306,341 $ (20,197) $ 284,662 $ - $ 12,707 $ 297,369 $ (7,909) $ Leg/Admin 68,740 $ - $ 2,858 $ 71,598 $ 71,598 $ 65,902 $ - $ 2,576 $ 68,478 $ 68,478 $ Juvenile Prosecution 16,935 $ - $ 706 $ 17,641 $ 17,641 $ 19,661 $ - $ 764 $ 20,425 $ 20,425 $ Other Depts 41,071 $ - $ 1,692 $ 42,763 $ 54,747 $ 47,986 $ - $ 1,878 $ 49,864 $ 49,864 $ TOTAL 397,198 $ - $ 41,145 $ 438,343 $ 123,789 $ 418,211 $ - $ 17,925 $ 436,136 $ 130,858 $ 5.7% $(50,000) $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 DSS Leg/Admin Juvenile Prosecution Other Depts TOTAL 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- COUNTY ATTORNEY Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share DSS 284,662 $ - $ 12,707 $ 297,369 $ 305,278 $ (7,909) $ Leg/Admin 65,902 $ - $ 2,576 $ 68,478 $ - $ 68,478 $ Juvenile Prosecution 19,661 $ - $ 764 $ 20,425 $ - $ 20,425 $ Other Depts 47,986 $ - $ 1,878 $ 49,864 $ - $ 49,864 $ Program TOTALS 418,211 $ - $ 17,925 $ 436,136 $ 305,278 $ 130,858 $ 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 68% Leg/Admin 16% Juvenile Prosecution 5% Other Depts 11% Expenses Revenue 70% Local Share 30% Revenue ---PAGE BREAK--- COUNTY ATTORNEY Performance Measures Program Objectives Performance Measures 2010 Outcomes 2011 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: 360 (to 10‐31‐2010) Total 2009 ‐429 CPS Hotline Referrals: 28 cases requiring legal proceeding thru 9‐30‐2010 Total 2009‐29 JD & PINS Petitions to date: 2010‐PINS 17 JD 7 2009‐PINS 13 JD 4 2008‐ PINS 10 JD 8 Litigation‐NYCLU case‐New York’s highest court dismissed a large portion of the case. Class action appeal briefed and argued in November. Trial Court discovery commenced. Solomon 2 appeal briefed. Sex Offender local law rejected by Supreme Court. ICT matters resolved. DSS‐overload attorney provided 300+ hours of legal services. Two CPS appeals were defended successfully. PINS cases seem to have increased in number and severity. Medicaid AWP litigation coordination with plaintiff’s counsel and discovery. Provided Sheriff’s dept. with assistance on 2 complex evictions. Sale of RUC and former OFA building. Revision of county insurance standards involved interaction with nearly every department. DWI vehicle interlock law required significant coordination with Probation NYCLU will continue with discovery and motion stages. Decision on class action in early 2011 will impact the case’s trajectory. Solomon 2 appeal will be argued in February. Some shifting of priorities may be required due to cutback to Overload attorney. Changes in termination law may result in additional litigation. Changes in notice/ posting requirements for tax sale will involve significant interaction with Treasurer. ---PAGE BREAK--- CIVIL SERVICE Summary Comparison of 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE Administration 71,258 $ - $ 8,300 $ 79,558 $ 56,558 $ 73,718 $ 6,000 $ 79,718 $ 78,218 $ TOTAL 71,258 $ - $ 8,300 $ 79,558 $ 56,558 $ 73,718 $ - $ 6,000 $ 79,718 $ 78,218 $ 38.3% $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 Administration 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- CIVIL SERVICE Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 73,718 $ - $ 6,000 $ 79,718 $ 1,500 $ 78,218 $ Program TOTALS 73,718 $ - $ 6,000 $ 79,718 $ 1,500 $ 78,218 $ 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 2% Local Share 98% Revenue ---PAGE BREAK--- CIVIL SERVICE Performance Measures Program Performance Measures 2010 Outcomes 2011 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. Applications and all accompanying forms have been added to the Civil Service website in pdf format allowing the community to now type their application responses into the forms for easier completion. Job specifications have been added to the CS website as additional information for the community to better understand the duties involved in jobs, qualifications required, etc. Payroll for all municipalities has been completed with the exception of one municipality. One municipality who had failed to submit payroll certifications for 2008 and 2009 not only provided their 2010 payroll but also provided copies of 2008 and 2009 payrolls to “catch up.” The provisional rate, as reported on the ’09 Annual report was This is significantly higher than the state rate of 2.7%. A main reason for this is that the exam turn out for certain positions has been low, thus eligible lists developed are not mandated lists, therefore allowing hiring authorities to make provisional appointments. Twenty-eight exams have been administered in 2010. This is higher than the twenty-five exams administered in 2009, thus allowing the community a small increase in opportunities for examination. All exam announcements will be posted for a minimum of 25 days in accordance with NYS Civil Service rule. Exam announcements and external job postings will be released to the public via such outlets as NYS DOL, Schuyler Co. website, postings on county bulletin boards, dissemination to CSS Workforce NY offices and civil service offices in contiguous counties. Certify payroll as required by NYS Civil Service Law for all towns, villages, schools, and special districts, as well as Schuyler Co., on an annual basis. Maintain a provisional rate that is not more than 2% over the state provisional rate. Increase advertising outlets to ensure a larger pool of applicants for exams thus ensuring mandated lists are generated. ---PAGE BREAK--- CIVIL SERVICE Performance Measures Program Performance Measures 2010 Outcomes 2011 Projected Outcomes Goal: Ensure that regular update and maintenance of job specifications occurs. Conduct annual review, and if necessary, updates of all job specifications in the competitive, noncompetitive, and labor classes. New goal for 2011 (cont. pg 2) Beginning Jan. 2011 a review of job specifications will be conducted. Specs will be reviewed by Personnel Officer and hiring authority to ensure continued accuracy. Updates will occur as needed. ---PAGE BREAK--- REAL PROPERTY Summary Comparison of 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE Service to Taxpayers 52,377 $ - $ 2,600 $ 54,977 $ 49,977 $ 37,627 $ - $ 14,100 $ 51,727 $ 51,727 $ Service to Assmt Community 73,536 $ - $ 31,000 $ 104,536 $ 87,022 $ 37,627 $ - $ 32,500 $ 70,127 $ 52,404 $ Consolidated Assessment Svcs 211,863 $ - $ 31,400 $ 243,263 $ 44,277 $ 219,513 $ - $ 8,800 $ 228,313 $ 57,625 $ TOTAL 337,776 $ - $ 65,000 $ 402,776 $ 181,276 $ 294,767 $ - $ 55,400 $ 350,167 $ 161,756 $ -10.8% $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 Service to Taxpayers Service to Assmt Community Consolidated Assessment Svcs TOTAL 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- REAL PROPERTY TAX SERVICE AGENCY Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenues Local Share Service to Taxpayers 37,627 $ - $ 14,100 $ 51,727 $ - $ 51,727 $ Service to Assmt Community 37,627 $ - $ 32,500 $ 70,127 $ 17,723 $ 52,404 $ Consolidated Assessment Svcs 219,513 $ - $ 8,800 $ 228,313 $ 170,688 $ 57,625 $ Program TOTALS 294,767 $ - $ 55,400 $ 350,167 $ 188,411 $ 161,756 $ Mission Statement: The Real Property Agency oversees the equitable administration of the real property tax. Service to Taxpayers 100% Expenses Revenues 54% Local Share 46% Revenue ---PAGE BREAK--- REAL PROPERTY TAX AGENCY Performance Measures Programs Definition Performance Measures 2010 Outcomes 2011 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. 19 out of 21 (90%) corrections processed within 10 days of receipt of application, up from 29 out of 40 (73%) in 2009. 17,234 public logins to on‐line assessment information, with 46,075 parcel inquiries, up from 14,244 public logins with 41,697 parcel inquiries in 2009. 93% of parcel transfer documents provided to assessors within 45 days of recording. (94% in 2009) 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 2010 Outcomes 2011 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 rate and will qualify for aid. Conducted meetings in Catharine & Montour; assessors addressed town boards in Orange, Tyrone, Hector. 2010 cost per parcel for towns was %10.96, up from $10.30 in 2009. 7 out of 8 municipalities participate. Continue to maintain equity and market value assessments within the framework of the state’s revised aid program, which will include a reappraisal of Orange & Tyrone and maintenance of inventories in the other towns. Conduct meetings in Orange & Tyrone; visit all other town boards to address issues as they arise. 2011 cost per parcel will remain at $10.96. 7 out of 8 municipalities participate. ---PAGE BREAK--- COUNTY CLERK/DEPARTMENT OF MOTOR VEHICLE Summary Comparison of 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE County Clerk 186,229 $ - $ 26,725 $ 212,954 $ (135,046) $ 191,180 $ - $ 26,929 $ 218,109 $ (112,131) $ DMV 184,975 $ - $ 5,825 $ 190,800 $ (2,200) $ 174,903 $ - $ 5,871 $ 180,774 $ (4,986) $ TOTAL 371,204 $ - $ 32,550 $ 403,754 $ (137,246) $ 366,082 $ - $ 32,800 $ 398,882 $ (117,118) $ -14.7% $(200,000) $(100,000) $100,000 $200,000 $300,000 $400,000 $500,000 County Clerk DMV TOTAL 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- COUNTY CLERK / DEPARTMENT OF MOTOR VEHICLE Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share County Clerk 191,180 $ - $ 26,929 $ 218,109 $ 330,240 $ (112,131) $ DMV 174,903 $ - $ 5,871 $ 180,774 $ 185,760 $ (4,986) $ Program TOTALS 366,082 $ - $ 32,800 $ 398,882 $ 516,000 $ (117,118) $ 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 2010 Outcomes 2011 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. The slow economy has deceased mortgage 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. With an improving economy mortgage filings and tax collected should increase. Improve work flow/improving processing time. Look into ways to increase revenue: Thruway passes, encourage mail to be sent here. ---PAGE BREAK--- RECORDS MANAGEMENT Summary Comparison of 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE Records Management 65,315 $ - $ 3,360 $ 68,675 $ 15,118 $ 73,258 $ - $ 3,660 $ 76,918 $ 21,000 $ TOTAL 65,315 $ - $ 3,360 $ 68,675 $ 15,118 $ 73,258 $ - $ 3,660 $ 76,918 $ 21,000 $ 38.9% $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 Records Management 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- RECORDS MANAGEMENT Program Personnel & Fringes Equipment Operational Expenses Total Expenses Federal & State Local Share Records Management 73,258 $ - $ 3,660 $ 76,918 $ 55,918 $ 21,000 $ Program TOTALS 73,258 $ - $ 3,660 $ 76,918 $ 55,918 $ 21,000 $ 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 73% Local Share 27% Revenue ---PAGE BREAK--- RECORDS MANAGEMENT Performance Measures Program Performance Measures 2010 Outcomes 2011 Projected Outcomes ADMINISTRATION Research, storage, reduction, preservation, retrieval of information belonging to all county departments. 98% Compliance with state regarding records storage. Records stored in five areas of the county campuses. Reduce documents destroyed thru information sessions with departments. Incorporate municipal partners and contract agencies records into shared document facility. Seek grant funding to assist with records management program. 98% compliance with state regulations regarding records storage. Most county departments currently store records that are currently being used or have not yet been audited. Information sessions with departments has resulted in a reduction of copies produced, thus reducing destruction of unneeded records. An additional municipal partner has transferred records into facility. Received a $14,661 grant for microfilming permanent records 99% compliance with state regulations regarding records storage. Continue to inform departments of storage and retrieval capabilities of records storage facility and encourage movement of unused records. Continue information sessions with departments to ensure records are not unnecessarily copied and transferred to records management. Seek other contract agencies and encourage partners to place records into the shared document facility Seek additional grant funding to assist with records management programs throughout the county. ---PAGE BREAK--- HUMAN RESOURCES Summary Comparison of 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE Employee Benefit Admin. 98,449 $ - $ 41,708 $ 140,157 $ 140,157 $ 102,518 $ - $ 41,537 $ 144,055 $ 142,055 $ Dept. and Policy Admin. 48,131 $ - $ 20,391 $ 68,522 $ 66,522 $ 75,179 $ - $ 30,461 $ 105,640 $ 105,640 $ Labor Relations 72,196 $ - $ 30,586 $ 102,782 $ 102,782 $ 50,120 $ - $ 20,307 $ 70,427 $ 70,427 $ TOTAL 218,776 $ - $ 92,685 $ 311,461 $ 309,461 $ 227,817 $ - $ 92,305 $ 320,122 $ 318,122 $ 2.8% $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 Employee Benefit Admin. Dept. and Policy Admin. Labor Relations TOTAL 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- HUMAN RESOURCES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Employee Benefit Admin. 102,518 $ - $ 41,537 $ 144,055 $ 2,000 $ 142,055 $ Dept. and Policy Admin. 75,179 $ - $ 30,461 $ 105,640 $ - $ 105,640 $ Labor Relations 50,120 $ - $ 20,307 $ 70,427 $ - $ 70,427 $ Program TOTALS 227,817 $ - $ 92,305 $ 320,122 $ 2,000 $ 318,122 $ 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 1% Local Share 99% Revenue ---PAGE BREAK--- HUMAN RESOURCES Performance Measures Program Performance Measures 2010 Outcomes 2011 Projected Outcomes Employee Benefit Administration Administration of all benefits and rights provided to active and retired employees, i.e. insurance, worker’s compensation, flexible spending, retirement, ADA, FLSA, and FMLA. Administration of salary schedule, management level salary plan, orientation of new employees, insurance bill processing, retiree payments, and census. Departmental and Policy Administration Development, interpretation and advisement re: policies and procedures, professional development training for all employees, office budget and performance, drug and alcohol testing, workplace safety, exit interviews, departmental contracts, general office duties. Labor Relations Negotiations, union contract interpretation, investigation (discrimination/improper practice), employee discipline and counseling, grievances, arbitration. Obtain full compliance with the many regulations and laws as a result of the Health Care Reform. Draft training outline and investigate the most efficient, effective way to provide annual mandated training to all employees. Update County Policies & Procedures Manual and Administrative Manual. Successful negotiations with three of the county’s four unions. Received training on some of the new laws. Came into compliance with 2010 changes: Dependent Coverage to Age 26, no lifetime limits, restricted annual limits, no pre‐ existing condition exclusions for children under 19 and designated preventive services covered without any member cost sharing. Applied for Early Retiree Reinsurance Program funds. Ongoing discussions with the County’s Safety Committee and Worker’s Compensation Advisor on how to best implement a training program; continued distribution of training tips, i.e. Tool box Talks to employees. Compilation of updated laws and regulations for inclusion in the new update. Close to a tentative agreement with the Road Patrol Association began negotiations with the Administrative Unit CSEA, and in mediation with the Highway Unit CSEA. Make application for 5‐year wellness grants that will be made available to eligible employer groups. Approval of application for Early Retiree Reinsurance Program funds and makes determination as how to best use those funds. Development of a county‐wide training program to address all mandated trainings. Development of revised Policies and Procedures Manual; review by Mgmt. & Finance Committee and Administrative Council; final approval by Legislature; dissemination of revised manual to all county employees. Final Agreements with all three unions with no more than a 3% overall increase in costs. ---PAGE BREAK--- TREASURER Summary Comparison of 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE Tax Collection 91,885 $ - $ 65,068 $ 156,953 $ (243,047) $ 91,547 $ - $ 54,517 $ 146,064 $ (223,936) $ Payroll 65,028 $ - $ 5,015 $ 70,043 $ 70,043 $ 64,168 $ - $ 4,466 $ 68,634 $ 68,634 $ Accounts Payable 74,086 $ - $ 69,417 $ 143,503 $ 143,503 $ 72,407 $ - $ 57,617 $ 130,024 $ 130,024 $ TOTAL 230,999 $ - $ 139,500 $ 370,499 $ (29,501) $ 228,122 $ - $ 116,600 $ 344,722 $ (25,278) $ -14.3% $(300,000) $(200,000) $(100,000) $100,000 $200,000 $300,000 $400,000 Tax Collection Payroll Accounts Payable TOTAL 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- TREASURER Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Tax Collection 91,547 $ - $ 54,517 $ 146,064 $ 370,000 $ (223,936) $ Payroll 64,168 $ - $ 4,466 $ 68,634 $ - $ 68,634 $ Accounts Payable 72,407 $ - $ 57,617 $ 130,024 $ - $ 130,024 $ Program TOTALS 228,122 $ - $ 116,600 $ 344,722 $ 370,000 $ (25,278) $ 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 94% Local Share Revenue ---PAGE BREAK--- BOARD OF ELECTIONS Summary Comparison of 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE Administration 114,020 $ 95,000 $ 134,000 $ 343,020 $ 293,020 $ 118,822 $ 12,000 $ 112,000 $ 242,822 $ 217,822 $ TOTAL 114,020 $ 95,000 $ 134,000 $ 343,020 $ 293,020 $ 118,822 $ 12,000 $ 112,000 $ 242,822 $ 217,822 $ -25.7% $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 Administration 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- BOARD OF ELECTIONS Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 118,822 $ 12,000 $ 112,000 $ 242,822 $ 25,000 $ 217,822 $ Program TOTALS 118,822 $ 12,000 $ 112,000 $ 242,822 $ 25,000 $ 217,822 $ 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 10% Local Share 90% Revenue ---PAGE BREAK--- BOARD OF ELECTIONS Performance Measures Program Performance Measures 2010 Outcomes 2011 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) prior to the 2006 Federal election. 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 % of eligible voters registered Increased to 69 Inspectors. Custodian/Technician – 3 appointed and approved. 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. Used the new EMS to program both the Primary and General Elections. There are 12,673 registered voters in Schuyler County. The High School Registration program had great results increasing by approximately 400% from the 20 registrations in 2009 to 120 registrations in 2010. A voter registration day was held in May that resulted in approximately 12 registrations. Increase the number of Inspectors to 136. 68 permanent and 68 alternate as recommended by the State Board. Hire 1 additional Custodian/Technician. Improve Inspectors knowledge and understanding on the functions of the Opt Scan and BMD through continued training. 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. 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. Discuss the concept of a county-wide registration day. ---PAGE BREAK--- BOARD OF ELECTIONS Performance Measures Program Performance Measures 2010 Outcomes 2011 Projected Outcomes % of registered voters who vote: Primary General # of polling places within the county # of educational outreach efforts for Schuyler residents. Primary – 1,300 General – 6,039 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. 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 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE County -Wide Administration 190,436 $ 57,858 $ 63,273 $ 311,567 $ 213,959 $ 186,256 $ 57,900 $ 62,900 $ 307,056 $ 211,956 $ TOTAL 190,436 $ 57,858 $ 63,273 $ 311,567 $ 213,959 $ 186,256 $ 57,900 $ 62,900 $ 307,056 $ 211,956 $ -0.9% $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 County -Wide Administration 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- INFORMATION TECHNOLOGY Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share County -Wide Administration 186,256 $ 57,900 $ 62,900 $ 307,056 $ 95,100 $ 211,956 $ Program TOTALS 186,256 $ 57,900 $ 62,900 $ 307,056 $ 95,100 $ 211,956 $ 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 31% Local Share 69% Revenue ---PAGE BREAK--- INFORMATION TECHNOLOGY Performance Measures Program Performance Measures 2010 Outcomes 2011 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 KVS in all County Departments for real time access to Budgets. Completed Electronic Clinical Records implementation for Mental Health Dept. Upgraded Blackcreek, MP2, SJS, YASI, CaseLoad Explorer, 3M, KVS and Telemate Software to the newest revisions. Completed 99% county wide domain migration to new centralized domain. Continued to increase offsite connectivity for our DSS Caseworkers while in the field. Implemented the EMS System for Board of Elections to Create Local ballots. Installed Livescan Machine in the Human Services Building for Civil Fingerprinting. Install New DayCare Accounting Application for the DSS Dept. Implement an Email Archiving Solution Install new laptops and aircards in the Sheriff’s patrol cars. 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 Shutdown 3 Legacy Servers Replace State File and Print server ---PAGE BREAK--- HISTORIAN Summary Comparison of 2010-2011 Costs Program 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE 2011 Personnel (100) 2011 Equipment (200) 2011 Operations (400) 2011 TOTAL 2011 LOCAL SHARE % Change LOCAL SHARE Historian 3,200 $ - $ 600 $ 3,800 $ 3,800 $ 3,200 $ - $ 600 $ 3,800 $ 3,800 $ TOTAL 3,200 $ - $ 600 $ 3,800 $ 3,800 $ 3,200 $ - $ 600 $ 3,800 $ 3,800 $ 0.0% $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 $4,000 Historian 2010 TOTAL 2010 LOCAL SHARE 2011 TOTAL 2011 LOCAL SHARE ---PAGE BREAK--- MISCELLANEOUS/OTHER Summary Comparison of 2010-2011 Costs PROGRAM 2010 EXPENSES 2010 REVENUE 2010 LOCAL SHARE 2011 EXPENSES 2011 REVENUE 2011 LOCAL SHARE % Change LOCAL SHARE Contract Agencies 720,276 $ 252,000 $ 468,276 $ 862,108 $ 110,444 $ 751,664 $ Community College Charge Backs 820,000 $ 125,000 $ 695,000 $ 850,000 $ 100,000 $ 750,000 $ County Liability Insurance 170,000 $ 127,000 $ 43,000 $ 177,800 $ 140,000 $ 37,800 $ Contingency 250,000 $ - $ 250,000 $ 200,000 $ - $ 200,000 $ Debt Service 43,120 $ - $ 43,120 $ 43,000 $ - $ 43,000 $ Municipal Assoc. Dues 3,664 $ - $ 3,664 $ 3,797 $ - $ 3,797 $ Transportation 50,000 $ - $ 50,000 $ 280,000 $ 280,000 $ - $ Room Tax 285,000 $ 300,000 $ (15,000) $ 308,750 $ 325,000 $ (16,250) $ Judgments & Claims 3,500 $ - $ 3,500 $ - $ - $ - $ Retiree Insurance 684,189 $ 293,928 $ 390,261 $ 484,189 $ 193,928 $ 290,261 $ Municipal Health Ins. Consortium 826,416 $ 826,416 $ - $ 226,416 $ 226,416 $ - $ Miscellaneous/ Other 553,893 $ 586,528 $ (32,635) $ 549,402 $ 380,500 $ 168,902 $ TOTAL 4,410,058 $ 2,510,872 $ 1,899,186 $ 3,985,462 $ 1,756,288 $ 2,229,174 $ 17.4% $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 2010 REVENUE 2010 LOCAL SHARE 2011 REVENUE 2011 LOCAL SHARE TOTALS 2010 REVENUE 2010 LOCAL SHARE 2011 REVENUE 2011 LOCAL SHARE ---PAGE BREAK--- MISCELLANEOUS/OTHER Program Contractual Total Expenses Revenue Local Share Contract Agencies 862,108 $ 862,108 $ 110,444 $ 751,664 $ Community College Charge Backs 850,000 $ 850,000 $ 100,000 $ 750,000 $ County Liability Insurance 177,800 $ 177,800 $ 140,000 $ 37,800 $ Contingency 200,000 $ 200,000 $ - $ 200,000 $ Debt Service 43,000 $ 43,000 $ - $ 43,000 $ Municipal Assoc. Dues 3,797 $ 3,797 $ - $ 3,797 $ Transportation 280,000 $ 280,000 $ 280,000 $ - $ Room Tax 308,750 $ 308,750 $ 325,000 $ (16,250) $ Judgments & Claims - $ - $ - $ - $ Retiree Insurance 484,189 $ 484,189 $ 193,928 $ 290,261 $ Municipal Health Ins. Consortium 226,416 $ 226,416 $ 226,416 $ - $ Miscellaneous Other 549,402 $ 549,402 $ 380,500 $ 168,902 $ Program TOTALS 3,985,462 $ 3,985,462 $ 1,756,288 $ 2,229,174 $ 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 22% Community College Charge Backs 21% County Liability Insurance 4% Contingency 5% Debt Service 1% Municipal Assoc. Dues 0% Transportation 7% Room Tax 8% Judgments & Claims 0% Retiree Insurance 12% Municipal Health Ins. Consortium 6% Miscellaneous Other 14% Expenses Revenue 44% Local Share 56% Revenue ---PAGE BREAK--- CONTRACT AGENCIES Contractual Revenue Local Share $15,000 $0 $15,000 $145,000 $0 $145,000 $1,000 $0 $1,000 $116,193 $0 $116,193 $185,000 $0 $185,000 $5,000 $0 $5,000 $223,630 $30,000 $193,630 RSVP $15,402 $0 $15,402 $35,000 $0 $35,000 $30,939 $0 $30,939 EMC $3,000 $0 $3,000 $80,444 $80,444 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,500 $0 $6,500 $862,108 $110,444 $751,664 Program Totals Schuyler County Historical Society Schuyler County Soil & Water Schuyler County Industrial Dev. Agency Cornell Cooperative Extension SCOPED REDEC STC CASA Program Finger Lakes Wine Country Catholic Charities Arts of the Southern Finger Lakes Planning Solid Waste Watershed Protection District Revenue 13% Local Share 87% Revenue