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SCHUYLER COUNTY GOVERNMENT 2010 APPROVED BUDGET 2010 $45,173,900 $34,746,065 $750,000 $9,677,835 $8.08 -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 ---PAGE BREAK--- SCHUYLER COUNTY GOVERNMENT Public Safety $5,001,507 $1,031,865 $3,969,642 $5,125,637 $1,006,859 $4,118,778 Human Services $18,696,883 $11,555,723 $7,141,160 $19,274,507 $12,812,698 $6,461,809 Public Works $6,803,560 $3,386,988 $3,416,572 $6,078,311 $3,070,764 $3,007,547 Government Services $3,078,788 $1,849,499 $1,229,289 $3,262,811 $1,715,203 $1,547,608 Miscellaneous $3,903,689 $2,751,201 $1,152,488 $4,410,058 $2,510,872 $1,899,186 Interfund Transfer $2,674,646 $2,674,646 $0 $2,315,268 $2,315,268 $0 Fund Balance $0 $1,000,000 ($1,000,000) $0 $750,000 ($750,000) Sales Tax $2,130,235 $8,520,937 ($6,390,702) $2,169,472 $8,776,565 ($6,607,093) Program Totals $42,289,308 $32,770,859 $9,518,449 $42,636,064 $32,958,229 $9,677,835 2010 Total Expenses 2010 Revenue 2010 Local Share Program 2009 Total Expenses 2009 Revenue 2009 Local Share Public Safety 12% Human Services 45% Public Works 14% Government Services 8% Miscellaneous 10% Interfund Transfer 6% Fund Balance 0% Sales Tax 5% Expenses Public Safety 3% Human Services 39% Public Works 9% Government Services 5% Miscellaneous 8% Interfund Transfer 7% Fund Balance 2% Sales Tax 27% Revenue ---PAGE BREAK--- DEPARTMENT Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE Public Safety 3,886,490 $ 166,096 $ 948,921 $ 5,001,507 $ 3,969,642 $ 4,059,512 $ 154,950 $ 911,175 $ 5,125,637 $ 4,118,778 $ 3.8% Human Services 6,824,343 $ 12,415 $ 11,860,125 $ 18,696,883 $ 7,141,160 $ 6,535,225 $ 33,840 $ 12,705,442 $ 19,274,507 $ 6,461,809 $ -9.5% Public Works 2,032,793 $ 62,650 $ 4,708,117 $ 6,803,560 $ 3,416,572 $ 2,059,036 $ 26,200 $ 3,993,075 $ 6,078,311 $ 3,007,547 $ -12.0% Government Services 2,510,011 $ 71,954 $ 496,823 $ 3,078,788 $ 1,229,289 $ 2,507,340 $ 152,858 $ 602,613 $ 3,262,811 $ 1,547,608 $ 25.9% Miscellaneous/ Other - $ - $ 3,903,689 $ 3,903,689 $ 1,152,488 $ - $ - $ 4,410,058 $ 4,410,058 $ 1,899,186 $ 64.8% TOTAL 15,253,637 $ 313,115 $ 21,917,675 $ 37,484,427 $ 16,909,151 $ 15,161,113 $ 367,848 $ 22,622,363 $ 38,151,324 $ 17,034,928 $ 0.7% $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 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- PUBLIC SAFETY District Attorney $ 462,211 $ 9,850 $ 35,150 $ 507,211 $ 198,523 $ 308,688 Probation 361,828 $ - $ 24,150 $ $ 385,978 $ 61,461 $ 324,517 Sheriff $ 2,849,165 $ 101,600 $ 700,200 $ 3,650,965 $ 619,500 $ 3,031,465 Emergency Management $ 143,595 $ - $ 98,375 $ 241,970 $ 57,875 $ 184,095 Public Defender $ 225,713 $ 43,500 $ 51,100 $ 320,313 $ 69,500 $ 250,813 Coroner $ 17,000 $ - $ 2,200 $ 19,200 $ - $ 19,200 Program Totals 4,059,512 $ 154,950 $ 911,175 $ $ 5,125,637 $ 1,006,859 4,118,778 $ 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 10% Probation 8% Sheriff 71% Emergency Management 5% Public Defender 7% Coroner 0% Expenses Revenue 20% Local Share 80% Revenue ---PAGE BREAK--- DISTRICT ATTORNEY Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Material & Supplies (200) 2009 Court & Investigative (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Material & Supplies (200) 2010 Court & Investigative (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE Administration 83,938 $ 2,915 $ - $ 86,853 $ 76,347 $ 115,553 $ 2,463 $ - $ 118,016 $ 118,016 $ Prosecution 251,814 $ 2,465 $ 13,400 $ 267,679 $ 174,473 $ 231,106 $ 4,925 $ 22,850 $ 258,881 $ 73,358 $ DA Initiated Investigations 41,969 $ 2,460 $ 22,000 $ 66,429 $ 4,489 $ 69,332 $ 1,478 $ 12,300 $ 83,110 $ 70,110 $ Community Relations 41,969 $ 2,460 $ - $ 44,429 $ (5,967) $ 46,220 $ 984 $ - $ 47,204 $ 47,204 $ TOTAL 419,690 $ 10,300 $ 35,400 $ 465,390 $ 249,342 $ 462,211 $ 9,850 $ 35,150 $ 507,211 $ 308,688 $ 23.8% $(100,000) $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 Administration Prosecution DA Initiated Investigations Community Relations TOTAL 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- DISTRICT ATTORNEY Program Personnel & Fringes Materials & Supplies Court & Investigative Total Expenses Revenue Local Share Administration 115,553 $ 2,463 $ - $ 118,016 $ - $ 118,016 $ Prosecution 231,106 $ 4,925 $ 22,850 $ 258,881 $ 185,523 $ 73,358 $ DA Initiated Investigations 69,332 $ 1,478 $ 12,300 $ 83,110 $ 13,000 $ 70,110 $ Community Relations 46,220 $ 984 $ - $ 47,204 $ - $ 47,204 $ Program TOTALS 462,211 $ 9,850 $ 35,150 $ 507,211 $ 198,523 $ 308,688 $ 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 51% DA Initiated Investiga- tions 7% Community Relations 9% Expenses Revenue 39% Local Share 61% Revenue ---PAGE BREAK--- DISTRICT ATTORNEY Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes ADMINISTRATION: It is necessary File all grant reports timely. All grant reports filed timely. Grant reports timely filed. to allocate resources to administer the Maintain appropriate time logs for grants All grant time sheets maintained. Time sheets maintained for grant files. District Attorney's Office to ensure the as required. Meet all deadlines for court All court deadlines met or extensions received. employee meetings conducted. effective and efficient prosecution of all cases. Conduct employee employee meetings conducted. Staff training to continue. criminal acts and offenses committed meetings to ensure that all cases and Staff training frequently conducted. Follow policies set by DA and Chief within the County. As the office is administrative tasks are being handled Office policies followed with respect to grant significantly grant funded, it is necessary justly and efficiently. funded cases. that all grant programs are administered to Set up training for staff. ensure compliance with State and Federal Establish policy for use in pursuit of pro- requirements. This program also includes secution programs. training staff for the performance of their respective functions. PROSECUTION: The District Attorney's Office is Track number of felony arrests. 170 felony arrests made. 175 felony arrests made. responsible for prosecuting and Track number of misdemeanor arrests. 280 misdemeanor arrests made. 350 misdemeanor arrests made. investigating all criminal offenses that occur Track number of violation arrests. 160 Penal Law violation arrests made. 200 Penal Law violation arrests made. in the County. This includes felonies, 500 Vehicle & Traffic Law arrests prosecuted. misdemeanors, and Penal Law/Vehicle & Track number of violations of probation 40 Violations of Probation files opened. Traffic Law/DEC/Local Law violations (VOP). 40 VOP's filed covering 15 courts throughout the County. The District Attorney and Chief Assistant Track number of total files opened. 1150 case files opened (excluding DA initiated 1265 cases opened. District Attorney, while directly involved in investigations). all levels of cases, handle nearly all of the felony cases from investigation through trial and appeal. The Second Assistant Track number of special prosecutions for 6 special prosecutions conducted. District Attorney primarily handles justice other jurisdictions. court cases and appeals. 6 special prosecutions conducted for Steuben and Chemung Counties. 500 Vehicle & Traffic Law arrests prosecuted. ---PAGE BREAK--- DISTRICT ATTORNEY Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes PROSECUTION (cont): Track number of felony indictments/ SCI's. 75 SCI's/ Felony Indictments 80 SCI's/ Felony Indictments Track number of felony level convictions. 74 convictions on felony County Court level cases. 75 convictions on felony County Court level cases. Track prison/ jail cases. 25 (1/3 of the defendants) were sentenced to prison. 20 defendants sentenced to prison. The greatest number of years was 12.5. 20 defendants sentenced to local jail. Track number of cases which go to trial. 22 other defendants were sentenced to jail terms out Track number of training sessions attended by DA and staff to handle felony and violent felony cases. 23 defendants were put on probation. 25 defendants placed on probation. Felony defendants were ordered to pay $33,000 in Restitution ordered and collected in 20 restitution to their victims and $14,000 in fines. $20,000 in fines ordered. Felony defendants were ordered to perform 660 800 hours of community service ordered. hours of community service. DA attorneys completed Continuing Legal 70 hours of CLE credits earned. Education training as required by the State of New DA staff education programs at York. In addition, the District Attorney is a numerous State and local venues. Certified instructor for the State of New York and taught classes this year at the New York State Prosecutors' Training Institute, the NYS Fire Academy, and several local school districts. The DA's Office is an integral part of the Drug Track costs of Drug Court as compared 8 Felony referrals to DTC. Cost savings estimated 10 felony referrals to DTC at a cost Court Treatment Team. This Court has been to jail and prison sentences. to be $224,000 in 2009. savings of $280,000, 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. In 2009, this office prosecuted more than double the number of felony cases than in 2008. In 2008, there were only 80 felony arrests. In 2009, there were 170. Of those, 75 cases were indicted or proceeded by way Superior Court Information. In 2008, only 58 cases continued on the felony level. As a whole, New York State Department of Criminal Justice Services shows a 25% increase in felony crimes in Schuyler County over the last year. This can be attributed to the very economic climate, lack of jobs and income, and increase in consumption of illegal narcotics. In 2009, there have been nearly 20 violent criminal defendants arrested. These include two stabbings, a home invasion robbery, and numerous house burglaries. There were also a large number of felony DWI's and an increase in the number of felony drug arrests in 2009. of County Court for felony cases that were disposed of. ---PAGE BREAK--- DISTRICT ATTORNEY Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes DISTRICT ATTORNEY INITIATED INVESTIGATIONS: The District Attorney is responsible for Track number of complaints made There have been 65 investigations initiated by the 50 to 60 investigations will be investigating all complaints of criminal activity directly to District Attorney. commenced by this office in 2010. occurring in the County. An investigation can be commenced as the result of a complaint made by a citizen of the community Track number of investigations opened. or any other person. Investigations are also commenced as a Track number of drug investigations 25 Drug investigations were opened this year. result of complaints made by various political opened. Drug arrests were made in 20 cases. 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 Track number of drug crime arrests that 15 to 25 drug arrests will be made in 2010. illegal trafficking of narcotics, larcenies, originate from DA initiated investigations. 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. DA initiated investigations resulted in 20 arrests in 2009. 25 to 30 drug investigations will be opened. DA's Office. Of these, 40 were based upon requests made directly to this Office. The other 25 were DA initiated drug trafficking cases. ---PAGE BREAK--- DISTRICT ATTORNEY Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes COMMUNITY RELATIONS: The District Attorney deals with Number of victim files opened per year. 240 files opened. 230 to 240 files opened. 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 Number of victim referrals. 210 referrals made. 200 referrals to be made. program also includes a proactive effort by the District Attorney to prevent future crimes Restitution orders granted to victims. 35 in the amount of $50,000. 35 of drug trafficking, domestic violence and sexual abuse. With the assistance of Catholic Charities, the District Attorney Restitution collected for victims. $50,000.00 $30,000 to $50,000 regularly lectures in the School Districts of this County concerning these significant Track number of community events 45 events attended by DA and staff. 40 to 50 events attended by DA or staff. issues. The District Attorney is also fre- attended by DA staff. quently asked to address various other community groups including Leadership Track number of lectures/speaking 18 speaking engagements attended. 18 to 25 speaking engagements attended. Schuyler and Rotary to discuss legal engagements requested of DA staff. topics. ---PAGE BREAK--- PROBATION Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE ADMINISTRATION 77,986 $ - $ 3,383 $ 81,369 $ 65,999 $ 78,487 $ - $ 3,623 $ 82,110 $ 68,478 $ ADULT SERVICES 160,876 $ - $ 6,765 $ 167,641 $ 134,251 $ 180,901 $ - $ 7,245 $ 188,146 $ 159,521 $ JUVENILE SERVICES 37,208 $ - $ 2,255 $ 39,463 $ 35,223 $ 35,810 $ - $ 2,270 $ 38,080 $ 34,900 $ COMM. SERVICES 6,444 $ - $ 2,255 $ 8,699 $ 5,199 $ 5,915 $ - $ 2,270 $ 8,185 $ 4,895 $ PRETRIAL RELEASE 5,000 $ - $ 1,128 $ 6,128 $ 5,028 $ 6,414 $ - $ 1,208 $ 7,622 $ 6,588 $ COLLECTIONS 50,738 $ - $ 6,765 $ 57,503 $ 43,617 $ 54,301 $ - $ 7,534 $ 61,835 $ 50,135 $ TOTAL 338,252 $ - $ 22,551 $ 360,803 $ 289,317 $ 361,828 $ - $ 24,150 $ 385,978 $ 324,517 $ 12.2% $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 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- PROBATION Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share ADMINISTRATION 78,487 $ - $ 3,623 $ 82,110 $ 13,632 $ 68,478 $ ADULT SERVICES 180,901 $ - $ 7,245 $ 188,146 $ 28,625 $ 159,521 $ JUVENILE SERVICES 35,810 $ - $ 2,270 $ 38,080 $ 3,180 $ 34,900 $ COMM. SERVICES 5,915 $ - $ 2,270 $ 8,185 $ 3,290 $ 4,895 $ PRETRIAL RELEASE 6,414 $ - $ 1,208 $ 7,622 $ 1,034 $ 6,588 $ COLLECTIONS 54,301 $ - $ 7,534 $ 61,835 $ 11,700 $ 50,135 $ PROGRAM TOTALS 361,828 $ - $ 24,150 $ 385,978 $ 61,461 $ 324,517 $ 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 16% Local Share 84% Revenue ---PAGE BREAK--- PROBATION Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes ADMINISTRATION OBJECTIVE: TO PROVIDE Training hours per staff received to keep SUPERVISION FOR ALL STAFF up with changing programs, laws, An average of 39 hrs of 40 hrs per employee MEMBERS AND ARRANGING FOR rules and regulations. training will be received per employee ALL APPROPRIATE SERVICES TO The state minimum is 21 hours per year. ACHIEVE THE OVERALL MISSION OF THE DEPARTMENT. Number of investigations ordered by 195 investigations will be ordered this We can expect 200 investigations to local justice courts as well as the year an increase of 45 from 2008. be ordered next year. ADULT SERVICES Schuyler County Court and the time it 142 will be completed under 6 weeks 184 of them will be completed within INVESTIGATIONS takes our office to complete them. 37 will be completed within 8 weeks or under the state average of 8 weeks OBJECTIVE: TO PROVIDE The state average for completing an Only 16 or 8% of those investigations INFORMATION TO THE CRIMINAL investigation is 8 weeks. will take more than 8 weeks to complete. COURTS THROUGH PRE- PLEA & PRE-SENTENCE INVESTIGATIONS Total number of probation cases received 311 adult probation cases will be We can expect to process at least 300 ON DEFENDANTS SO THE and average number of supervision cases received, 76 more cases than in 2008. probation cases in 2010. COURTS MAY ORDER compared with previous years. 199 cases will be supervised at any time, We should maintain an average of SENTENCES BASED ON THE a decrease by 4 from 2008, but an at least 200 supervision cases. INFORMATION TO PROVIDE increase of 7 from 2007. MAXIMUM BENEFITS TO THE Number of cases supervised per officer DEFENDANTS AND COMMUNITY. compared with similar sized county case Our officers carry an average of 50 averages of 49 cases per officer. cases each, on par with the average. SUPERVISION SERVICES OBJECTIVE: PROVIDING Cases in compliance with office visits 79% of cases this year will be in We will strive for 85% SUPERVISION OF DEFENDANTS compliance with office visits compared AS ORDERED BY CRIMINAL with 76% in 2009. COURTS INCLUDING CONTACT WITH DEFENDANTS THROUGH Cases in compliance with collaterals 84% of cases this year will be in We will strive for 85% OFFICE VISITS, HOME VISITS AND compliance with collaterals compared COLLATERAL CONTACTS with 62% in 2009. VERIFYING THEIR COMPLIANCE WITH COURT ORDERS AND Cases in compliance with home visits 85% of cases this year will be in We will maintain 85% WORKING TOWARD A compliance with home visits compared SUCCESSFUL DISCHARGE. to 58% in 2009. ---PAGE BREAK--- PROBATION Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes SUPERVISION SERVICES CONTINUED Probation violations filed for 40 violations filed compared with 42 violations non-compliance of supervision terms. 30 violations in 2008. WHEN APPLICABLE, A SENTENCE OF PROBATION SUPERVISION IS Number of defendants successfully 51 cases will be discharged successfully 55 cases RECOMMENDED IN LIEU OF discharged from probation. compared with 52 in 2008. INCARCERATION REQUIRING THE DEFENDANT TO COMPLY Our cost to supervise a probation case Our cost to supervise an average of 199 If our caseload avg. increases to 205 WITH CONDITIONS AS compared to the average cost across clients this year is $1,822. The state probationers in 2010, our cost to ORDERED BY THE COURT, BUT New York State to supervise a case. average cost is $4,500. We operate supervise each is $1,934. ALLOWING THEM TO CONTINUE at 40% lower costs than the average. 43% lower than the state average. TO FUNCTION IN THE COMMUNITY. Probations cost vs incarceration. To place our current 199 clients in jail/ If our caseload increases to 205 Incarceration costs are about $32,000 prison for 1 yr, the cost would be about clients next year, the cost to a year for each defendant with parole $6,336,000 with parole costing another incarcerate them for 1 year would be costing another $3,200 a year per each $316,800 per year for state prison $6,560,000 with State incarceration prison sentence. sentences. costing another $328,000 a year in parole services. Schuyler County Probation recidivism Schuyler County Probations recidivism With the same average applied in rate compared with the recidivism rate rate is 21% over 3 years. With 199 2010 to 205 clients we can expect 43 for probation across New York State current probationers, we can expect 42 re-arrests for Probationers released and compared with the recidivism rates re-arrests. NYS average re-arrest rate from Schuyler County Probation. of defendants released from the for probationers is 26% and would The state average would yield 53 New York State Department of result in 52 arrest out of 199 clients. re-arrests per 205 clients and the Corrections. The DOCS average for re-arrest is 40% DOCS average would yield which would result in 80 re-arrests. 82 re-arrests for 205 clients released Our recidivism rate is the lowest and over 3 years. most favorable over a 3 year period. ---PAGE BREAK--- PROBATION Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes PRE-DISPOSITIONAL INVESTIGATIONS Number of Pre-Dispositional 3 investigations completed 6 cases as ordered by the courts. OBJECTIVE: TO PROVIDE Investigations completed for compared to 7 in 2008. INFORMATION TO FAMILY Juvenile Delinquency cases. COURTS FOR ALL PRE- DISPOSITIONAL INVESTIGATIONS Number of Pre-Dispositional 2 Investigations compared to 4 cases as ordered by the courts. SO THE COURT MAY MAKE AN Investigations completed for 1 in 2008. EDUCATED DECISION ON WHAT Persons In Need of Supervision DISPOSITION WILL BEST BENEFIT cases. THE RESPONDENT AND THE COMMUNITY. Includes JD's & PINS) JUVENILE DELINQUENCY Number of JD diversion cases 5 cases compared with 7 cases DIVERSION AND SUPERVISION processed by probation. 7 in 2008. OBJECTIVE: TO PROVIDE EVALUATIONS FOR JUVENILE Number of JD diversion cases 5 cases compared with 7 cases DELINQUENCY CASES TO successfully discharged. 4 in 2008. DETERMINE WHICH CASES ARE ELIGIBLE FOR DIVERSION AND Savings to the County from diverting JD It costs $1,500 per JD case to be To divert 7 cases from court would KEEP THEM OUT OF A FAMILY cases from family court. heard in Family Court, 5 cases save the county $10,500 in court COURT HEARING. TO PROVIDE diverted equals $7,500 in savings. costs. SUPERVISION TO ALL JD CASES ELIGIBLE FOR DIVERSION AND Number of JD cases ordered to probation 7 Juvenile Delinquent cases were We may have 10 JD cases placed on ANY CASES THAT HAVE GONE and successfully discharged without ordered to probation supervision and probation with 7 of them reaching TO FAMILY COURT AND WERE being placed in a facility. 5 were successfully discharged. successful discharges. ORDERED TO BE SUPERVISED BY PROBATION WITH TERMS & Supervision cost of a JD case per day It cost our Department $11 per day to In 2010 it will cost us $9 a day to CONDITIONS, INFLUENCING compared to a placement facility supervise 1 JD case or $19,730 a year supervise 10 JD probation cases or POSITIVE BEHAVIOR CHANGES cost per day. We will use an average to supervise 7 cases. Placement costs $21,600 a year. RESULTING IN A SUCCESSFUL of 30 days for a stay at a facility. for a JD are $150-$300 a day. By successfully discharging 7 of DISCHARGE IN LIEU OF A By successfully discharging 5 JD cases those cases and diverting PLACEMENT PROGRAM. we realize a potential savings of them from a 30 day placement, we $22,500-$45,000 in placement costs. can save 31,500-$63,000. ---PAGE BREAK--- PROBATION Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes PERSONS IN NEED OF Number of PINS cases ordered to be 6 cases compared to 7 in 2008. 8 cases SUPERVISION PROBATION supervised by the Family Court and OBJECTIVE: TO PROVIDE kept out of a placement facility. SUPERVISION SERVICES TO ANY It costs probation about $13 a day to An increase to 8 PINS in 2010 PINS CASE THAT HAS BEEN Supervision cost of a PINS case per day supervise a PINS case. will cost about $21,600. HEARD IN FAMILY COURT compared to a placement facility Placement for a PINS cost $150-$300 a To place them in a facility for 30 days AND HAS BEEN ORDERED TO BE cost per day. We will use an average day. By supervising 6 PINS in lieu of it would cost the county SUPERVISED BY PROBATION IN of 30 days for a stay at a facility. placement, we have potentially saved a total of $36,000-$72,000. LIEU OF A PLACEMENT $27,000-$54,000 in placement costs. PROGRAM Number of PINS cases that 2 cases successfully completed PINS We hope to have 4 PINS cases successfully completed probation. probation compared to 3 cases in 2008. complete probation in 2010 2 successful cases is a possible savings of $9,000-$18,000 in placement costs COMMUNITY SERVICE OBJECTIVE: TO SCREEN, Community Service Hours Completed. 2,620 hours to be completed in 2009 3,000 hours in 2010 INTERVIEW AND PLACE compared with 4,694 hrs in 2008. CLIENTELE REFERRED BY Clients interviewed for CS 144 clients will be interviewed compared 160 clients to be interviewed PROBATION OFFICERS AND/OR to 150 cases in 2008. CRIMINAL COURTS FOR APPRO- Number of clients ordered to perform CS 72 clients will be ordered to community 75 clients to perform CS PRIATE NOT FOR PROFIT WORK service compared to 60 in 2008. SITES, IN LIEU OF Number of clients whom have 90 clients will complete their community 90 cases to complete CS INCARCERATION. completed community service. service compared to 50 in 2008. MONITORING THE CLIENTS ORDERED TO PERFORM State aid received through NYS for $3,290 in state aid received, a decrease $3,290 COMMUNITY SERVICE TO VERIFY clients completing community service. from $3,500 in 2008 THEIR COMPLIANCE AND COMPLETION OF THEIR Savings to the county jail as an $256,080 in potential incarceration saving A total savings of $1,469,129 REQUIREMENTS. alternative to incarceration and $1,026,960 savings in state incarceration is projected in incarceration costs contributed services to the community costs. $19,000 in community Service by utilizing the community service through community service. work was contributed back to the county. program in 2010. Another $21,750 in work will be contributed to the Probations cost to run the CS program It costs $5,915 to run the CS program community through the program. compared to $5,200 in 2008. $6,137 to run the program. ---PAGE BREAK--- PROBATION Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes PRE-TRIAL RELEASE OBJECTIVE: TO SCREEN, Number of Pre-Trial Cases reviewed. 35 clients will be interviewed, up from 40 defendants to be interviewed. INTERVIEW, AND PROVIDE 25 clients in 2008. SERVICES TO THOSE CLIENTS Number of defendants eligible for We will find 15 clients eligible for the 18 defendants eligible next year INCARCERATED & AWAITING release by the criminal courts. Pre-Trial Release program compared TRIAL IN THE CRIMINAL COURTS to 13 in 2008. & SEEK APPROPRIATE RE- Number of clients released under the 5 clients to be released into 7 defendants released LEASE WITHOUT MONETARY Pre-Trial Release Program via courts. the PTR program. CONDITIONS IF WARRANTED. PASSING A SAVINGS ONTO THE Probations cost to run the Pre-Trial It costs probation about $6,414 To incarcerate 7 defendants for JAIL AS AN ALTERNATIVE TO Release Program VS the cost of to operate the PTR Program. 30 days would cost the jail about INCARCERATION AND incarceration for an average of 30 days It would cost the County Jail $18,480. The cost to run the Pre-Trial INFLUENCING THE DEFENDANTS for each client released. about $13,200 to incarcerate 5 inmates Program will be $6,655 TO APPEAR AT THEIR NEXT for an average of 30 days. COURT DATE. State Aid received through NYS for $1,034 was received in State Aid, down $1,034 in state aid for the program. clients released onto PTR. from $1,100 in 2008. Number of clients who were released to 0 Clients failed to appear for court. We project the rate for failure to PTR and failed to re-appear in court. One PTR release case was revoked. appear in court will remain at 0. Number of courts participating in the There are 13 Courts that can utilize We expect to have 5 courts program. the program. Four courts have used utilize the Pre-Trial Release the program this year. Program in 2010. COLLECTIONS OBJECTIVES: TO MAXIMIZE THE Restitution amount ordered for collection $33,000 compared to $35,645 in 2008 $35,000 AMOUNT OF REVENUES COMING Restitution amount collected. $50,000 compared to $26,000 in 2008. $40,000 INTO PROBATION AND ENSURE THAT ALL VICTIMS DUE TO DWI Fees ordered this year. $9,000 $10,000 RECEIVE RESTITUTION ARE DWI fees collected this year. $8,265 $9,250 REIMBURSED FOR THE CRIMES COMMITTED AGAINST THEM. Other revenues collected: EHM fees, $11,392 compared to $13,866 in 2008. $12,000 surcharges, test kits etc. ---PAGE BREAK--- PROBATION Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes DRUG TREATMENT COURT OBJECTIVE: TO UTILIZE Number of Probationers also receiving A total of 35 probationers will have We hope to increase our average DRUG TREATMENT COURT services through Drug Treatment participated in Drug Treatment Court. number of DTC clients to 20 SERVICES AS PROVIDED Court program. 15 clients are in the program at any time, THROUGH OFFICE OF THE COURT this is down from 26 in 2008. ADMINISTRATION, BY ALLOWING PROBATIONERS TO PARTICIPATE Successful graduations from DTC for the 16 clients will graduate successfully from 18 clients to graduate from the DTC IN THE PROGRAM AND RECEIVE current year. the Drug Treatment Court compared INTENSIVE SUPERVISION AND to 11 in 2008. SUBSTANCE ABUSE TREATMENT SERVICES. ALTHOUGH OCA The re-arrest rate for all successful 11 DTC graduates out of 70 have been 2 more graduates to be re-arrested PROVIDES CASE MANAGEMENT, graduates from the program since 2002. re-arrested since 2002. This reflects a ALL DTC CASES ARE UNDER 16% re-arrest rate over 7 years. PROBATION SUPERVISION. PROBATION PROVIDES SUPPORT Number of probationers that graduated 6 Drug Court Clients will receive 8 successfully discharges from IN CASE MANAGEMENT, from Drug Treatment Court and will successful discharges from probation. probation should be attained PERFORMING DRUG SCREENS, earn early successful discharges from 13 clients that have already graduated by graduated DTC clients DOING HOME VISITS AND probation supervision this year. from DTC will remain on probation. ATTENDING CLIENT SPECIFIC MEETINGS. Home visits done on DTC clients and the We will complete 50 home visits We estimate only about 25 home percentage of clients found in violation. with a violation rate of about 20% visits will be conducted in 2010 compared to 106 home visits in 2008. for Drug Court clients. Drug screens conducted on DTC 1,200 drug screens will be completed on About 1,300 drug screens in 2010. clients. (cost is picked up by the state) DTC clients at no cost to Schuyler Co. ---PAGE BREAK--- SHERIFF SUMMARY COMPARISON OF 2009-2010 COSTS Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE Sheriff 1,428,369 $ 60,600 $ 464,900 $ 1,953,869 $ 1,553,869 $ 1,388,607 $ 67,600 $ 417,900 $ 1,874,107 $ 1,423,107 $ Jail 1,204,764 $ 5,000 $ 231,320 $ 1,441,084 $ 1,390,084 $ 1,353,191 $ 19,500 $ 224,300 $ 1,596,991 $ 1,566,991 $ Navigation 18,351 $ 1,000 $ 5,000 $ 24,351 $ 5,351 $ 17,422 $ 1,000 $ 3,000 $ 21,422 $ 2,922 $ STOP DWI 51,152 $ 40,500 $ 37,000 $ 128,652 $ (3,608) $ 41,294 $ 12,500 $ 37,000 $ 90,794 $ (19,206) $ Animal Control 44,937 $ 500 $ 18,000 $ 63,437 $ 45,437 $ 48,651 $ 1,000 $ 18,000 $ 67,651 $ 57,651 $ TOTAL 2,747,573 $ 107,600 $ 756,220 $ 3,611,393 $ 2,991,133 $ 2,849,165 $ 101,600 $ 700,200 $ 3,650,965 $ 3,031,465 $ 1.3% $(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 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- SHERIFF Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Sheriff 1,388,607 $ 67,600 $ 417,900 $ 1,874,107 $ 451,000 $ 1,423,107 $ Jail 1,353,191 $ 19,500 $ 224,300 $ 1,596,991 $ 30,000 $ 1,566,991 $ Navigation 17,422 $ 1,000 $ 3,000 $ 21,422 $ 18,500 $ 2,922 $ STOP DWI 41,294 $ 12,500 $ 37,000 $ 90,794 $ 110,000 $ (19,206) $ Animal Control 48,651 $ 1,000 $ 18,000 $ 67,651 $ 10,000 $ 57,651 $ Program TOTALS 2,849,165 $ 101,600 $ 700,200 $ 3,650,965 $ 619,500 $ 3,031,465 $ 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 51% Jail 44% Navigation 1% STOP DWI 2% Animal Control 2% Expenses Revenue 17% Local Share 83% Revenue ---PAGE BREAK--- SHERIFF Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes SHERIFF Objectives: To effectively and efficiently provide law enforcement services. Total number of reported incidents. 13,275 calls for service which is an increase from 10,503 calls in 2008 Continue current services even though workloads have increased dramatically investigating incidents, closing cases and making arrests where applicable. Total number of cases cleared. 10,314 cases closed compared with 5,492 cases the previous year. Total number of arrests made. 1,649 arrests were made which is nearly double the 879 arrests made the previous year. Analyze crime statistics in an effort to effectively reduce crime. 2008 Property crimes have increased by 29.7% over 2007 figures but violent crime decreased by 21.1% Overall crime increased by 24% which was 60 reported incidents. These increases can be directly related to illegal drug activity. Increasing efforts to combat illegal drug activity will result in a decrease in other reported crimes. To initiate new programs to better serve the community. To assess the impact of each program and it's benefits to the community. In 2009 the Project Lifesaver Program was established enabling the Sheriff's Office to track disabled person's that wander away from their caregivers. There are five people registered in the program to date and the program is credited with locating one person saving numerous man-hours and costs associated with a full scale search. To continue to provide this service free of charge to eligible citizens of Schuyler County and enlarge participation in the program. To provide efficient civil process service. Record and report the total number of civil processes requested to be served/ executed and the number of civil processes completed. A total of 558 civil were served compared to 714 papers the year before. ---PAGE BREAK--- SHERIFF Performance Measures Programs Performance Measures 2009 Outcomes 2010 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. To record and report the number of inmates booked, number of inmate days provided, number of inmate days provided without escape from custody. 214 inmates booked compared to 234 the prior year. To work with the local criminal courts and the Schuyler County Probation Department to utilize alternatives to incarceration in an effort to reduce housing costs. 5,136 inmate days compared to 5,616 the previous year. 5,136 inmate days without escape Annual number of inmates boarded out to other facilities. 23 inmates boarded out compared to 7 the previous year which has resulted in increase of approximately 250% over budget. Annual number of inmates boarded. 25 inmates boarded in which is an increase from 7 the previous year. Jail Medical Staff to provide effective Compare medical costs compared To continue the current program with and efficient health services to inmates. to same time frame in 2007 prior to reduced medical costs. hiring of Registered Nurse. SWEAP Program Man hours worked by participants. To continue to work with the local Sheriff's Weekend Alternative Program Number of participants courts in an effort to increase the People are sentenced to weekend work Cost savings number of persons sentenced into details supervised by Corrections Staff the SWEAP Program. instead of sitting in jail. reduction from the previous year of 400 man-hours and $7,662.00 saved. In 2007 medical expenses totaled $41,264.50 which did not include man- hours spent on transporting inmates to doctor's visits. Since hiring medical staff in the jail the 2008 expenses were reduced to $15,014.69 and 2009 expenses to date of approximately $9,500.00 2 persons were sentenced into the SWEAP Program completing 192 hours of work that resulted in a savings of over $2,400.00 in housing costs which is a ---PAGE BREAK--- SHERIFF Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes JAIL cont'd Objectives: To provide security services to the Human Number of persons screened 88,563 persons passed through the In 2010 an x-ray screening machine Human Services Complex in Montour security station entering the building will be installed at the Human Services Falls compared to 72,177 the previous Complex for added security enabling year. Deputies to screen packages and bags without having to open them. Number of disruptive incidents. 3 incidents which is down from 8 the previous year. Metal detectors at all building functions. Number of weapons and other 553 articles of contraband were seized contraband confiscated at metal det. at the security station which is down To provide personnel to staff a central down from 599 the previous answering point for all emergency and year. non-emergency calls for service in Total number of calls for service. Schuyler County and to dispatch the appropriate services in a timely manner. Total number of 911 calls received. 11654 which shows a decrease from 21,000 the previous year. 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. Navigation Objective: To provide boater safety Total number of educational courses 9 courses were held compared with 6 Continue effective patrols of the educational courses and to patrol the provided. courses the previous year. waterways in the county and to waterways within Schuyler County. Total number of participants in 192 persons were enrolled compared provide educational courses as needed. educational programs. with 135 the previous year Statistics show that accidents decreased 300% from the previous year and citations issued nearly doubled. Boating while intoxicated arrests increased by 200%. 63132 which shows a decrease from 146,832 calls the previous year. The decreases shown in calls received can be attributed to a new telephone recording system that tracks calls more accurately. The new system replaced a system that was failing and was not accurately tracking calls the first half of the year. To continue to effectively answer all calls and dispatch resources in a timely manner. ---PAGE BREAK--- SHERIFF Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Navigation cont'd Total number of participants success- 179 persons completed the courses compared to 118 the previous year. Total number of patrol hours. 161 patrol hours compared with 231 the previous year Total number of boaters assisted. 5 boaters assisted which is a decrease from 13 the previous year Total number of citations issued. 43 citations were issued which increased from 28 the previous year Boating While Intoxicated arrests. 2 boating while intoxicated arrests were made compared to 0 the previous year Boating accidents investigated. 1 accident was investigated which is a decrease from 4 the previous year. STOP DWI Objective: To reduce the number of Number of deaths attributed to DWI. deaths and injuries resulting from traffic crashes caused by drunk driver. The to work with the courts and District program emphasizes DWI enforcement, Attorney's Office for effective prosecu- treatment for offenders, alcohol tion of cases. education, public information projects and DWI data collection. Number of traffic crashes attributed to DWI. Number of educational programs offered. 2 programs were held compared with 3 the previous year. Number of felony arrests. 24 show an increase of 100% over the 12 felony arrests the previous year. Number of misdemeanor arrests. 76 shows a decrease from 88 arrests the previous year. Continue STOP DWI patrols to effect-ively enforce vehicle and traffic laws and Number of injuries attributed to DWI. 2 is a decrease from 16 injuries the previous year. 10 is also a marked decrease from 36 crashes the previous year. fully completing educational programs. Once again there were no deaths attributed to alcohol. ---PAGE BREAK--- SHERIFF Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Animal Control Objective: To effectively and efficiently Number of cases handled. 795 cases were handled which is an To continue to work with the Humane provide animal control services including increase from 755 the previous year. Society of Schuyler County in an enforcement of laws regarding animals effort to educate the public and licensing, and submitting animals Number of summons issued for concerning licensing and vaccinations for rabies testing. unlicensed dogs. of both cats and dogs. Number of animals submitted for A total of 21 animals were submitted rabies testing. for rabies testing, one animal tested 5 summons issued is a decrease from 32 the previous year. positive for rabies. Which is an increase from 6 animals tested the previous year. ---PAGE BREAK--- EMERGENCY MANAGEMENT Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE 911 24,975 $ 21,000 $ 45,975 $ 24,975 $ 24,500 $ 21,000 $ 45,500 $ 24,500 $ Code Enforcement 9,200 $ 2,675 $ 11,875 $ 11,875 $ 9,085 $ 2,675 $ 11,760 $ 11,760 $ Public Education & Training 55,455 $ 49,125 $ 104,580 $ 83,705 $ 55,005 $ 49,125 $ 104,130 $ 83,255 $ Planning & Emergency Response 55,455 $ 25,575 $ 81,030 $ 65,030 $ 55,005 $ 25,575 $ 80,580 $ 64,580 $ TOTAL 145,085 $ - $ 98,375 $ 243,460 $ 185,585 $ 143,595 $ - $ 98,375 $ 241,970 $ 184,095 $ -0.8% $50,000 $100,000 $150,000 $200,000 $250,000 911 Code Enforcement Public Education & Training Planning & Emergency Response TOTAL 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- EMERGENCY MANAGEMENT Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share 911 24,500 $ - $ 21,000 $ 45,500 $ 21,000 $ 24,500 $ Code Enforcement 9,085 $ - $ 2,675 $ 11,760 $ - $ 11,760 $ Training 55,005 $ - $ 49,125 $ 104,130 $ 20,875 $ 83,255 $ g g y Response 55,005 $ - $ 25,575 $ 80,580 $ 16,000 $ 64,580 $ Program TOTALS 143,595 $ - $ 98,375 $ 241,970 $ 57,875 $ 184,095 $ 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 Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes 911 Objective: 24 hour a day operation of Maintain the integrity of the 911 New 911 consoles installed Upgrade Radio System to improve the 911 center, provide the equipment system to minimize the time to Average ring time to answer 911 calls is responder alert paging capabilities and and maintain database for 911 center. process a call for service until 4 seconds greatly enhance inter-operatable Provide immediate assistance to callers. dispatch of same call. communications Code Enforcement Objective: Provide a comprehensive Provide Plan review new County building Provide a safe building environment to enforcement of the State building Completion of building inspections the employees and public though codes through building and of all county owned property strict adherence to New York State construction inspections. Certifiate of occupancy issued for Building Codes renovations of County building Public Education and Training Objective: Provide Quality Emergency Total Fire Training Hours taught. Fire Training Hours - 148 Students Fire Training Hours 200 Students Responder training courses to meet 3290 Hours 4000 Hours the needs of the Counties Emergency Number of Public Education Public Education 7 Programs Provide multiple public education Services EMS courses are 100% Opportunities. 600 People estimated to attend out reaches to increase public awareness reimbursed, Fire training is and preparedness supplemented with state funds and instructors. Percent of Students passing EMS EMS Classes completed - five with EMS classes complete 5 with 95% Promote public education to lessen the classes, thus maximizing state 92% of students becoming certified. achieving certification number of incidents as well as prepare reimbursement based on the number Received reimbursement at the public to act accordingly in the of EMS students achieving State a rate of 175% event of an emergency, thus lessening certification. Revenues of $27720 vs Expense of $15000 the impact of the emergency. Planning & Emergency Response Objective: Work with local, county, Test capability of emergency plans Revised and updated the Arson Control Plan Continue planning to provide a state and federal agencies to pre through drills and exercises. Conducted a four Multi agency drills to comprehensive plan that addresses disaster planning, with an all hazards access the interpretable capabilities the most current needs. approach as well as mitigation Maintain Plans to meet current - of multiple agencies. Implement the current NIMS compliant planning to alleviate hazards and Response, Recovery, Mitigation, Attended 189 meetings for the purpose standards threats. Respond as needed to local requirements of planning Conduct Multi agency drills to access emergencies and incidents to provide Responded to 22 incidents preparedness and ability of Responders technical support and guidance to local Hazardous Materials Response plan responders. ---PAGE BREAK--- PUBLIC DEFENDER Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Assigned Counsel 2009 Operations (200 & 400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Assigned Counsel 2010 Operations (200 & 400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE Criminal Court 109,820 $ 24,098 $ 12,750 $ 146,668 $ 128,570 $ 112,856 $ 13,500 $ 10,550 $ 136,906 $ 117,156 $ Family Court 109,820 $ 24,098 $ 12,750 $ 146,668 $ 128,570 $ 112,857 $ 30,000 $ 10,550 $ 153,407 $ 133,657 $ Conflict Defender - $ - $ 30,000 $ 30,000 $ - $ 30,000 $ 30,000 $ - $ TOTAL 219,640 $ 48,196 $ 55,500 $ 323,336 $ 257,140 $ 225,713 $ 43,500 $ 51,100 $ 320,313 $ 250,813 $ -2.5% $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 Criminal Court Family Court Conflict Defender TOTAL 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- PUBLIC DEFENDER Program Personnel & Fringes Assigned Counsel Operational Expenses Total Expenses Federal & State Local Share Criminal Court 112,856 $ 13,500 $ 10,550 $ 136,906 $ 19,750 $ 117,156 $ Family Court 112,857 $ 30,000 $ 10,550 $ 153,407 $ 19,750 $ 133,657 $ Conflict Defender - $ - $ 30,000 $ 30,000 $ 30,000 $ - $ Program TOTALS 225,713 $ 43,500 $ 51,100 $ 320,313 $ 69,500 $ 250,813 $ 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 22% Local Share 78% Revenue ---PAGE BREAK--- PUBLIC DEFENDER Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Office Administration: In order to provide effective Keep a running tally of budget expenditures. Budget was monitored closely to ensure Continue to find ways to improve quality assistance of counsel to all indigent clients represented Enter client information into case funds were used as necessary to improve of representation while not going over by the Public Defender's Office, it is necessary to ensure management software. quality of representation. budget. overview of budget expenditures, efficient and accurate Maintain case management software. Case mgt. software used to efficiently Continue learning new functions of the tracking of client files, and prompt assignment of assign cases to assigned attorneys and to case mgt software. competent counsel to qualified applicants. review applications and assign determine any conflict with atty. counsel. Assignments made within 36-48 hours of Encourage Judges to make assignments to receiving completed application. improve efficiency of assigning attys. Maintain liberal qualifications for determining Schuyler Co. PD office represents an avg. Continue to maintain eligibility rate at eligibility for assigned counsel. of 92% of those applying for assigned atty. above 90% of all applicants. Monitor overall caseload and compare with Overall caseload for PD office is up 25% Would expect trend to continue at approx. numbers from previous year (2008) 25% increase each year Professional Services: Investigative and expert Contract with a part-time investigator. Investigator hired and utilized when Renew contract with investigator services are essential to providing criminal necessary on Criminal and Fam. Ct. cases defendants and parties to a family court proceeding Maintain funds available in the budget for Budget allocated funds for expert services Continue to ensure a reasonable amount with an effective defense for their case. expert services necessary for trial and/or including, but not limited to witnesses, lab allocated in the budget should the need for hearings. tests, evaluations and investigation expert services arise Training and Resources: It is necessary to allocate Attend at least 12 CLE credits pertaining to Chief PD attended 23 credits in the areas Chief PD to attend min. of 20 credits and funds for training the public defender and ensuring that criminal and/or family law. of criminal and family law. Asst. PD Asst. PD to attend min. of 12 credits. the public defender and her staff are up to date on new Purchase necessary books and resource attended 12.5 credits in those areas. developments in the law and provided with the materials pertaining to criminal and/or Expanded recourses of books, manuals and Update any statute books and continue to necessary and essential tools to effectively family law. forms on cd for criminal and family ct. expand necessary resources. represent their clients. Attend conferences and be a member of the Both Chief PD and Asst. PD attended the Pay dues to NYSDA and attend annual New York Defender's Association. NYSDA conference. conference and CLE seminars Have access to online research. Used Lexis-Nexis online research database Renew subscription with Lexis-Nexis Communication and Availability: In an effort to Maintain office space in County Courthouse. PD offices moved into newly designed decrease expenses and improve access to the space in Courthouse for easy access to Public Defender's office, space was created in the clients and expanded office space. County Courthouse building for the PD office. Provide confidential meeting areas for attys Chief PD and Asst. PD have private office Bringing the PD office into the Co. Courthouse building to meet with clients. to meet with clients and witnesses. also provides better access to clients incarcerated in the Schuyler County jail. Time between a client being incarcerated and Incarcerated clients met with a PD atty PD attys will continue to meet It is also necessary to provide a cell phone for the meeting with a PD atty should be minimal. within 24 hours of receiving application with incarcerated clients upon request the Chief PD to be available to clients when necessary. Chief PD to use cell phone to communicate Chief PD provides cell phone number to Continue use of cell phone to maintain with clients during non-office hours. clients that request after-hours communica- client's right to counsel during after-hours. tions regarding their case. Chief and Asst. Chief and Assistant PDs must regularly meet PD went to Schuyler Co. jail a min. of once PD attys to continue regular, prompt with clients housed in Schuyler Co. jail or any a week to meet with clients who have requested contact with incarcerated clients in all jails other jail housing our clients. to speak with an atty. Jails in other counties where clients are housed. also visited regularly as needed. ---PAGE BREAK--- PUBLIC DEFENDER Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Criminal Court - Representation of indigent Track number of clients represented on felony 75 (est.) felony cases 80 felony cases defendants charged with crimes (violation, charges. misdemeanor, felony). Clients are represented at Track number of clients represented on 145 (est.) misdemeanor cases 165 misdemeanor cases arraignments, preliminary hearings, trials, misdemeanor charges. additional court proceedings and appeals. Track number of clients represented on other 60 (est.) other criminal cases 65 other criminal cases Close attention to caseload is necessary to ensure that criminal charges (violations, SORA, parole) a criminal defendant is being represented by a defense Track number of bench trials. 2 bench trials in local courts 5 local court bench trials attorney that has adequate time to zealously and Track number of jury trials. 0 jury trials 5 jury trials effectively assist the defendant through out their case. Track total number of cases handled by the 275 (est.) files opened 300 files opened American Council of Chief Defenders recommends that Schuyler County PD office. defense attorneys limit their caseload to 150 felonies, Track number of appeals. 3 criminal appeals filed by Brief 5 criminal appeals. 400 penal law misdemeanors, or 25 non-capital appeals per year per attorney. Caseload comparison with 2008 numbers Number of felonies up 46% The large increase is felonies in unchar- Number of misdemeanors up 10% acteristic and I don't foresee that trend to Number of other criminal matters up 29% continue, however overall caseload is rising Family Court - Representation of indigent Track number of total family court cases. 120 (est.) family court matters 135 family court matters persons in all types of family court proceedings. Track number of family court hearings/trials. 40 (est.) family court hearings/trials 50 family court hearings/trials Case dockets include: child abuse/neglect, custody, Track number of appeals. 1 appeal argued successfully at the App. 5 family court appeals visitation, family offense, support/paternity, court order Div. Third Dept. violation/petition, termination of parental rights, and appeals. Caseload comparison with 2008 numbers Number of Family Court cases up 27% If the trend continues, we can expect our Close attention to caseload is necessary to ensure that intake of family court cases to increase each attorney in the public defender's office does not exceed a reasonable maximum caseload of family court cases in relation to the number and complexity of their criminal caseload in order to effectively represent each family court client. Conflict Defender - Representation of indigent Number of hours expended on cases. 660 (est.) hours expended on criminal and 725 hours are expected as family court persons in all types of cases in which the Public family court cases that the Chief and Asst. cases continue increase in numbers as well Defender or the Assistant Public Defender has a PDs had a conflict with. The majority of as increasing number of arrests on drug conflict. (Cases which would otherwise be these hours are spent on family court cases that the PD office is likely to have assigned to outside counsel at $75.00 per hour). matters. conflicts in representation due to a number of reasons. Dollar amount saved by utilizing Conflict $19,500 (est.) less than would be required $24,375 less than would be required in Defender rather than assigned counsel. in County budget for assigned counsel. County budget for assigned counsel. Caseload comparison with 2008 numbers Overall caseload for the Conflict atty is up Caseload will likely continue to increase in 34% as are cases assigned to other attys relation to increasing family ct. cases ---PAGE BREAK--- HUMAN SERVICES Program Personnel & Fringes Equipment Expenses Total Expenses Revenue Local Share Social Services $ 2,935,784 $ 6,000 $ 8,269,882 $ 11,211,666 $ 6,589,539 $ 4,622,127 Health Services $ 2,673,124 $ 27,840 $ 3,504,654 $ 6,205,618 $ 4,861,635 $ 1,343,983 Office for the Aging $ 659,353 $ - $ 475,700 $ 1,135,053 $ 795,786 $ 339,267 Youth Bureau $ 221,573 $ - $ 443,906 $ 665,479 $ 560,738 $ 104,741 Veteran Services $ 45,391 $ - $ 11,300 $ 56,691 $ 5,000 $ 51,691 Program Totals $ 6,535,225 $ 33,840 $ 12,705,442 $ 19,274,507 $ 12,812,698 $ 6,461,809 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 58% Health Services 32% Office for the Aging 6% Youth Bureau 4% Veteran Services 0% Expenses Revenue 66% Local Share 34% Revenue ---PAGE BREAK--- SOCIAL SERVICES Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE Administration 603,880 $ 8,600 $ 718,686 $ 1,331,166 $ 410,359 $ 543,321 $ 6,000 $ 731,828 $ 1,281,149 $ 298,705 $ Services-Adult/Child 1,048,018 $ - $ 1,271,344 $ 2,319,362 $ 673,570 $ 1,003,462 $ - $ 1,445,966 $ 2,449,428 $ 704,416 $ Income Maintenance 1,052,503 $ - $ 2,004,379 $ 3,056,882 $ 724,644 $ 980,521 $ - $ 2,159,236 $ 3,139,757 $ 787,784 $ Medicaid 398,383 $ - $ 3,864,551 $ 4,262,934 $ 3,479,271 $ 408,480 $ - $ 3,932,852 $ 4,341,332 $ 2,831,222 $ TOTAL 3,102,784 $ 8,600 $ 7,858,960 $ 10,970,344 $ 5,287,844 $ 2,935,784 $ 6,000 $ 8,269,882 $ 11,211,666 $ 4,622,127 $ -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 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- SOCIAL SERVICES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Federal & State Local Share Administration 543,321 $ 6,000 $ 731,828 $ 1,281,149 $ 982,444 $ 298,705 $ Services-Adult/Child 1,003,462 $ - $ 1,445,966 $ 2,449,428 $ 1,745,012 $ 704,416 $ Income Maintenance 980,521 $ - $ 2,159,236 $ 3,139,757 $ 2,351,973 $ 787,784 $ Medicaid 408,480 $ - $ 3,932,852 $ 4,341,332 $ 1,510,110 $ 2,831,222 $ Program TOTALS 2,935,784 $ 6,000 $ 8,269,882 $ 11,211,666 $ 6,589,539 $ 4,622,127 $ 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 22% Income Maintenance 28% Medicaid 39% Expenses Federal & State 59% Local Share 41% Revenue ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Administration Definition: To plan for and provide Operate effectively/efficiently Will be under budget by at least 5% No more than 5% under budget financial assistance and protective and while not exceeding approved preventative services to needy and/or budget. eligible Schuyler County residents. Accounting/Data Entry is a major office Financial reports for the Financial reports were made available to The 2010 goal is to have financial reports under the Administrative arm of the County's leadership (County the County Administrator and Legislators submitted to the County Administrator and Department responsible for ensuring. Administrator, Legislators starting in mid-2009 prior to thru Human Legislators prior to the Hyman Services expenditures are charged to the correct and Treasurer) should be Services committee meeting committee. This goal will be deleted from program in order to maximize submitted the 2011 Performance Budget if it is attained reimbursement, and to also ensure claims for reimbursement from the state and Financial management of Checks to clients were issued within the Issue checks to clients within two work days. federal governments are submitted in a client accounts should be goal of two work days. Goal will be deleted in 2011 if successful. timely manner timely and more user-friendly for workers, as well as Adult Services Caseworkers still do not Adult Services Caseworkers will have the allowing Adult Services have the capability to view the financial capability of viewing their client financial Caseworkers to view the records of their clients in real time due to records in real time accounts in real-time network integration problems, lack of time Selected DSS workers The goal for 2009 was to have 25 workers Will have a total of 20 workers with this should be able to view with this capability; however, only 14 capability in 2010, a 20% reduction from reports applicable to their workers actually have this capability the overly-ambitious goal of 25 in 2009 programs as needed Services to Adults Definition: Services to adults provides Adult Protective Services Based on data through the end of Sept., 185 referrals in 2010, the same number assistance to those 18 years and older (APS) will investigate all will receive 185 referrals in 2009, a 19% projected for 2009 based on the 140 referrals without regard to income, who, due to reports of adults at risk increase over the 155 projected for 2009 received in 2009 through September mental or physical impairments, are and in life threatening unable to manage their resources, carry situations. out activities of daily living or protect themselves from abuse, exploitation, neglect or other hazardous situations. ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Services to Adults Cont'd Adult Services is mandated by NYS Function as guardian for Discontinued in 2009 due to doing a No longer measured - will be deleted from to receive & respond to referrals from adults when so ordered by better job interceding on behalf of adults future performance budgets all sources and offer services (open a the court and act as who need guardianship 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 Discontinued in 2009 due to the No longer measured - will be deleted from various services providers, community meeting to discuss integration of various County agencies future performance budgets organizations, law enforcement and cases with all providers not-for-profit organizations in medical professionals. - Joint planning meetings for the benefit of mutual clients with DSS, OFA, Families First to maximize limited resources. Reduce transportation costs, Results were negligible so this Outcome No longer measured - will be deleted from improve worker safety and was discontinued in 2009 future performance budgets increase cross-case understand- ing between Adult and Children Services units. Consumer Directed Personal Assistance Provide a choice of Personal * Prior to 2009, only the Access to Will stabilize at 85 CDPAS clients in 2010, Services (CDPAS) allows consumers to care service providers to Independence and Mobility (AIM) no increase over 2009 projections hire and fire aides of their own choosing clients of Adult Protective CDPAS; in January 2009, DSS contracted assist them in their daily living routines. Services (APS). with the Center for Disability Rights Their doctor attest to the consumer's need as a second provider of CDPAS. Four for the service, DSS approves the number AIM clients transferred to CDR and four of hours, and MEDICAID pays for the additional consumers selected CDR; 57 services consumers are with AIM * Have 65 cases through the end of Sept., projected to have 85 by year's end. This will be a 39% increase over 2008 ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2009 Outcomes 2010 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 For the period October 1, 2008 through Maintain at least a 95% on-time 7-day are mandated by NYS Regulations to assessed and entered into August 3, 2009, 398 hotlines were assessment rate enter a 7-day safety determination on the system within the received, with 2 having late 7-day safety each child/case received from the State initial 7-day time period; assessments. This is less than 1% and Central Registry (SCR) assuring no child is left in well under the Region II rate of 9% late immediate danger. Hotline reports are to be The goal is to complete the For August 2008, 19.5% of reports were Goal for 2010 is 87%, 3% lower than 2009 "determined" within 60 days of initial investigations within 60 days over 60 days; for August 2009, 43.2% goal but because number of hotlines has been report. were late-increased number of reports increasing, will need 1 additional Caseworker Every child's need for emotional Foster children will not be Goal has been met on successive years, so No longer measured - will be deleted from security is met through a permanent released from care unless a it has been discontinued 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 Current rate is 14.6%, 14% higher than the Reduce reoccurrence to 10%, a 32% rate of 5.4% for the reoccurrence of received on the same family NYS rate of 12.8% and 170% greater than reduction from the current rate of 14.6% reports on the same family within 6 within six months of the initial the federal goal of 5.4%. report Percent of families referred to Recent data shows 38% of moderate risk Goal of referring 45% of moderate risk cases other agencies (Families First, and 7.7% of high risk families have been and 20% of non court high risk families, an EOP, etc.) for services after the referred to outside agencies for ongoing 18% and 160% increase respectively hotline investigation is services. The DSS retains a large number involvement ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Income Maintenance Definition: To provide assistance to Average number 140 projected, but averaging 169 thru 175 projected, a 25% increase from 2009 needy families and individuals, such as of households receiving a 21% increase, due primarily to the poor goal of 140, and a 3 1/2% increase from the temporary assistance (TA), food stamps Temporary Assistance (TA) economy average of 169 through August, 2009 (FS), child care subsidy, home energy assistance, and assistance in collecting TA caseload per worker. 70 projected but averaging 85 thru August 88 projected child support. The program is a temporary measure to Average number 700 projected, but averaging 803 thru 850 projected, a 21% increase from 2009 goal help with short term needs. Some of the of households receiving a 14.7% increase. of 700 and a 6% increase from the components, such as food stamps Food Stamps (FS). average of 803 through August 2009 and child care subsidy, assist recipients in becoming self-sufficient by providing FS caseload per worker. 350 projected but averaging 401 per 425 projected services and resources while they through August establish themselves in the workforce. Average number 100 projected but averaging 93 per month 100 projected, the same as the 2009 goal of child care subsidy cases. through August 2009. $245,000 projected but may collect only $225,000, an 8% reduction from the 2009 $216,500 based on the $144,313 collected goal of $245,000 in the first 8 months of 2009 $96,000 projected but based on Jan-Aug $90,000 projected, a 6% reduction from the collections, may only collect $86,600 per 2009 goal of $96,000 worker Paternity establishment for 98% projected, currently at 98% Maintain a 98% level children born out of wedlock. Percent of child support 84% projected, currently at 84% Maintain a 84% level cases with a current support order. Amount of child support collected by DSS to repay Temporary Assistance (TA) Amount of child support collected by each support worker to repay TA ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Income Maintenance Cont'd The greater the number of people Average number 42 projected, averaging 60 per month, 65 projected, a 31% increase over 2009 engaged in work activities means a of recipients engaged in primarily due to the increase in the lower caseload, which means a lower work, education or training. of Temporary Assistance cases cost for the taxpayers. Resource recovery is a sub-program Amount of cash payments Projected $60,000 for 2009; actual was $75,000 for 2010. Many of the old dormant under Income Maintenance which is and recoupment's received $79,361 for the period 1/1/09-9/30/09. cases that contributed to the 9-month total of charged with recovering public funds Collected $45,204 for the period 1/1/08 $79,361 have been resolved, so there may be given in error to recipients, either due to thru 9/30/08 a leveling off of future collections. agency error or fraud by the client, or public funds expended on behalf of Timely referral of Medicaid Fraud cases will be referred to the DA no Same outcome for 2010; if accomplished, clients who have property but who sign and Temporary Assistance later than 60 days after being referred to be deleted from the 2011 and later budgets liens over to the Department fraud cases to the County Para-legal/fraud unit, or 25 days after the District Attorney unit completes its investigation. This outcome was accomplished; specifically, cases were sent for criminal prosecution within 25 days of the DSS investigation being completed. MEDICAID Definition: To provide medical coverage Average number 1800 cases projected but averaging 1834 1900 cases projected, a 5.6% increase over to needy Schuyler County residents of Medicaid cases. cases each month, a 2% increase 2009's goal of 1800 utilizing federal, state and local funds. Average number of 360 cases projected per worker each 380 cases per worker each month, Demographics of Medicaid recipients Medicaid cases per worker. month, averaging 367 cases, a 2% are as follows: Children, Disabled and Adults aged 65 Average number 630 projected, averaging 652 each month 675 projected, a 7% increase over 2009's and over - 67%; Adults aged 19 through of children enrolled in for the first 8 months of 2009, a 3.5% projection of 630 and a 3.5% increase over 64 - 33%. Medicaid. increase over 2009's projection of 630 the 2009 Jan-Aug average of 652 Caseload is made up as follow: Disabled Average number 1162 projected based on Jan-Aug 2009 1200 projected, a 22% increase over 2009's 460 cases; Skilled Nursing -88 cases; of adults enrolled in Medicaid. data, a 22% increase over 2009's projection of 980 and a 3% increase over the regular Medicaid - 1363 cases. projection of 980 2009 Jan-Aug average of 1162 ---PAGE BREAK--- SOCIAL SERVICES Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes MEDICAID Cont'd Caseloads have increased 49.6% since Average number 460 projected, based on Jan-Aug data, Maintain a goal of 460 disabled persons on 2000, from an average caseload which is the 2009 goal MEDICAID 1226 in 2000 to 1834 in 2009 (Jan-Aug) with only one new worker being added. Employees have worked more hours to Average number of 156 projected based on Jan-Aug data Maintain a goal of 156 persons enrolled in keep up with the increased workload. It MEDICAID recipients enrolled MEDICAID managed care is less expensive to increase a worker's in managed care hours rather than hiring staff due to the cost of health benefits for employees. It is important that all children receive medical care; hence, the goal to enroll more children. And, since Medicaid managed care is less expensive than traditional Medicaid fee-for-service, it is essential the number of managed care enrollees increases each year. of disabled recipients (adults, children, seniors) ---PAGE BREAK--- HEALTH SERVICES Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE Children's Services 339,009 $ - $ 1,090,373 $ 1,429,382 $ 432,236 $ 325,306 $ - $ 1,455,262 $ 1,780,568 $ 556,455 $ Health Services 1,342,739 $ - $ 1,354,524 $ 2,697,263 $ 349,606 $ 1,193,782 $ 23,000 $ 1,198,067 $ 2,414,849 $ 99,554 $ Risk Management 446,631 $ 2,015 $ 226,696 $ 675,342 $ 168,041 $ 541,097 $ 4,840 $ 330,982 $ 876,919 $ 282,817 $ Care Coordination 279,306 $ - $ 83,218 $ 362,524 $ 123,071 $ 279,705 $ - $ 87,359 $ 367,064 $ 140,759 $ Admin & Planning 340,394 $ 1,000 $ 418,544 $ 759,938 $ 250,985 $ 333,234 $ - $ 432,984 $ 766,218 $ 264,398 $ TOTAL 2,748,079 $ 3,015 $ 3,173,355 $ 5,924,449 $ 1,323,939 $ 2,673,124 $ 27,840 $ 3,504,654 $ 6,205,618 $ 1,343,983 $ 1.5% $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 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- HEALTH SERVICES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Children's Services 325,306 $ - $ 1,455,262 $ 1,780,568 $ 1,224,113 $ 556,455 $ Health Services 1,193,782 $ 23,000 $ 1,198,067 $ 2,414,849 $ 2,315,295 $ 99,554 $ Risk Management 541,097 $ 4,840 $ 330,982 $ 876,919 $ 594,102 $ 282,817 $ Care Coordination 279,705 $ - $ 87,359 $ 367,064 $ 226,305 $ 140,759 $ Admin & Planning 333,234 $ - $ 432,984 $ 766,218 $ 501,820 $ 264,398 $ Program TOTALS 2,673,124 $ 27,840 $ 3,504,654 $ 6,205,618 $ 4,861,635 $ 1,343,983 $ 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 12% Expenses Revenue 78% Local Share 22% Revenue ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Report covers 9/1/08-8/31/09 Children's Services Objective To provide ICM and SCM Record and report total services to all Services: 3,039 (41% increase over 2008) 2,950 Home & Community Based services to high Schuyler County children under care during Visits: 1,298 (9.4% increase over 2008) 1,250 risk / high need SED children and youth. the time frame - 12 months 2009 reflects an increased level of severely emotionally disturbed children that has required a dramatic increase in services, with no additional resources. Objective To provide school based Total number of mental health units of service 50 admissions (new measure) 55 admissions Mental Health services to Severely provided to children and youth Emotionally Disturbed / Emotionally Number of individual children served 97 children served decrease over 2008 104 children Disturbed children and youth reflecting staff turnover in school based program. $3,116 per child $3,200 per child 97 children served despite a 20% decrease in therapist hours. This reflects an increase in school based efficiency. Maintain current level of child 8 hours / week 8 hours / week hours. Objective To provide the means to Make home visits to Schuyler County Direct family support was provided to 197 children in need of services to ensure families, providing assessments, support families with identified children at risk. growth, development and school success. and education (Maternal Child Health, Prenatal Child Find; Primary Prevent; birth certificates) # of referrals received 197 referrals 200 referrals # of home visits made 284 home visits 280 home visits Reflects less staff hours available in 2010 Provide education and financial assistance to families with children that have special health care needs (PHCP; FF) # of children enrolled (New Measure) 83 children 80 children Reflects less staff hours available in 2010 ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Report covers 9/1/08-8/31/09 Objective To provide the means to children in need of services to ensure Provide oversight of services authorized growth, development and school success. by school districts (Pre-School 3-5): Cont'd # of children enrolled 64 enrolled (10% increase over 2008) 56 enrolled (trend-based prediction) Center based (New Measure) 18 center based 18 center based Home based (New Measure) 46 home based 40 home based # of contracts (New Measure) 17 contracts 17 contracts # of services paid (New Measure) 1,908 services paid 1,900 services paid $13,700 per child $14,000 / child Provide oversight of services authorized by families and Early Intervention Official: # of referrals 41 referrals (19% decrease over 2008) 40 referrals # of children eligible (New Measure) 25 eligible 25 eligible # of services paid (New Measure) 2,700 services paid 2,700 services paid $2,609 per child $2,600 per child Clinic Plus Screening, assessments and referred for services: # of children screened 177 screened (92% increase over 2008) 200 screened (addition of Odessa pre-school) Increase related to addition of Watkins Glen pre-school program. # of children assessed (New Measure) 72 assessed 80 assessed Total number of mental health units of service 8,878 units of service increase over 2008 9,000 units of service provided to children and youth. with no increase in resources) ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Report covers 9/1/08-8/31/09 Health Services Objective To provide mental health, Report total number of individuals seen 902 individuals decrease over 2008) 950 individuals mental retardation, alcohol and drug abuse through the Mental Health Cinic (unduplicated) This decrease reflected staffing Increased demands / less staff hours services to those in need. vacancies in 2009. will stress clinic Report units of service throughout the clinic 23,473 units of service increase over 2008) 24,000 units of service $116.19 per unit of service $120.00 per unit of service This increase reflected an increase in client severity. Efforts to increase 65+ population in MH 51 clients in treatment (31% increase over 2008) 55 clients in treatment treatment This increase reflects extended community Less staff hours will blunt efforts to efforts to reach more of the aged community increase services to the aged in need. population Percent of total clients by age group: 18 and Under 31% 18 and Under 19-21 2% 19 - 21 22-64 62% 22 - 64 65+ 5% 65+ Report Male / Female distribution M = 43% / F = 57% Average* clinic case load per full time staff 58.75 social workers * (The average social worker Caseload of 65 - 70 for social workers will equivalent (Range 55-65 adults; 40-50 children / caseload increased 1.4% in 2009, despite stress clinic efficiency. adolescents) vacancies and a 1.5 FTE reduction. 58.75 clients per social worker is within the average for public mental health clinics. MD / PNP to client ratio Current MD / NP client caseload (582:1) is 590:1 ratio more than the average of 500:1 across public clinics. ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Report covers 9/1/08-8/31/09 Objective To maintain a Certified Provide home health nursing and therapies Home Health Agency in Schuyler County to individuals in need: Total number of individuals served (New Measure) 619 individuals 600 individuals # of referrals - hospitals (New Measures) 279 hospital referrals 279 hospital referrals # of referrals - physicians (New Measures) 101 physician referrals 101 physician referrals # of referrals - other (New Measures) 157 other referrals TOTAL referrals: 537 TOTAL individuals: 619 Total visits provided by all disciplines TOTAL visits 7,099 (increase of 13% over 2008) 7,000 visits $156.00 per visit $165.00 per visit Provide nursing consultations for alternative care situations # of monitors used 101 monitors used decrease over 2008) 105 monitors used # of Assisted Living Program assessments (New 81 assessments 80 assessments Measurement) Revenue to expenses Revenue to expenses 0.91 (91% of expenses covered with revenue) 0.92 (95% of expenses covered with revenue) ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Report covers 9/1/08-8/31/09 Risk Management Objective To assess, plan and Monitor, interpret and respond to possible provide for the health and safety of and / or real events from communicable disease Schuyler County residents (New breakdown of old measure) a) # of communicable disease reports 48 reports 50 reports b) # of animals vaccinated for rabies 1,114 animals 1,200 animals c) # of animal bite investigations 113 investigations 110 investigations d) # of immunizations given 1,337 2,500 immunizations + H1N1 (increased workload without staffing increase) e) # of TB tests done 177 tests 175 tests f) # of people receiving rabies post-exposure treatments 7 people 7 people g) # of lead tests processed 431 tests 400 tests h) # of tick identifications 24 identifications 25 identifications This year reflects H1N1 pandemic preparation Will reflect the continued efforts to related to community preparedness planning prevent or diminsh the impact of the and prevention activites. H1N1 pandemic. Identify needs and provide screendings and education for the prevention of chronic disease a) # of Worksite Wellness locations 21 locations (13% increase over 2008) 24 locations (this target may be blunted due to H1N1 resource needs) b) # of blood pressures taken (New Measure) 582 blood pressures 600 blood pressures c) # of cholesterol tests done (New Measure) 330 tests 400 cholesterol tests These measures are consistent with the Increased services were accomplished New York State Department of Health without additional resources reflecting requirements for reporting. increased efficiency and effectiveness Increased services were accomplished without but do not reach the numbers in additional resources reflecting increased need nor the numbers at risk. efficiency and effectivenss but do not reach the numbers in need nor the numbers at risk. ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Report covers 9/1/08-8/31/09 Objective To assess, plan and provide for the health and safety of Ensure the health and well being of Schuyler Schuyler County residents Cont'd County citizens through emergency planning and preparation a) # of drills held 11 drills (57% increase over 2008) 11 drills b) # of PH related reports processed 663 reports 650 reports (New Measure) # of education sessions provided 1,343 sessions (34% increase over 2008) 1,300 sessions Objective To plan for a limited risk Upgrade Corporate Compliance program for Drafts of policies have been created, reviewed Fully develop and manage the Health related to increased attention paid to Health Services by Corporate Compliance Committee and have Services Corporate Compliance program. corporate compliance and OMIG (Medicaid) been sent to the County Attorney to review. planning at the State and Federal level, as The Corporate Compliance Coordinator has Full compliance will require significant well as changes in Federal Law. been added to the new staff orientation agenda resources on an ongoing basis. effective August 2009. Meeting schedule with Legislature as Board of Health and the Community Services Board to do a Corporate Compliance orientation. Corporate Compliance reequirements under NYS Law began in 2009, without additional funding from NYS. Objective To ensure compliance with Revenue to Expenses Revenue to Expenses federal, state and local rules and regulations 0.78 - 78% of expenses covered by fees .74 - 74% of expenses covered by fees protecting Schuyler County's ground and 22% covered by State Aid 26% covered by State Aid surface water resources Interactions with the community through: (New Measure) a) Website hits 2316 website hits Maintain 2009 levels b) Committee meetings 42 meetings Maintain 2009 levels c) Outreach events 11 events Maintain 2009 levels Onsite Wastewater Treatment: ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Report covers 9/1/08-8/31/09 Objective To ensure compliance with federal, state and local rules and regulations a) New a) 42 Maintain 2009 levels protecting Schuyler County's ground and surface water resources Cont'd b) Conversions b) 28 Maintain 2009 levels c) Replacements c) 33 Maintain 2009 levels d) Tank Upgrades d) 23 Maintain 2009 levels e) TPT Inspectons e) 80 Maintain 2009 levels Percentage of total onsite Wasewater installation using WPA design services 99% Maintain 2009 level Care Coordination Objective To provide care coordination Report the number of individuals involved by SPOE: 48 adults (23% increase over 2008) SPOE: 46 adults efforts through Home Based and Community year through each program SPOA: 35 children (23% increase over 2008) SPOA: 32 children (HCBS) Waiver, Single Point of Entry / Increase in numbers of adults and children Continuous high level expected through Accountability (SPOE / SPOA), Families reviewed through the Single Point of Entry / Access 2010 First, Early Intervention and coordination reflects an increase of care need within Resources reduction will impact on with the school districts and other local Schuyler County numbers serviced. agencies. Number of children in care who had inpatient admissions during the year: 6 children (50% decrease over 2008) 6 children The number of children in care admitted to inpatient care decreased by 50% Maintain exceptionally low rate of reflecting effective use of crisis services, inpatient services. intensive clinical care and coordination. Number of HCBS children's admissions 3 admissions 6 admissions Number of children served by HCBS 9 children 10 children ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Report covers 9/1/08-8/31/09 Administration and Planning Objective #10: To plan and provide support Report on number of committee meetings 1,413 meetings (14% increase over 2008) 1,400 meetings for population based health and during the year including: CSB, Professional mental health, alcoholism and develop- Advisory Committee, Departmental meetings; mental disabilities services to Schuyler Families First; DSS, OFA, Schools, Catholic County residents. Charities, NYSACHO, supervision, etc. Report on plans completed during this period All plans were completed and submitted within Maintain appropriate compliance with including: DOH, OMH, OASAS, OMRDD, BT, appropriate time frames. plan deadlines. EI, School PARIS, Financial Reports, budget reports, etc. Objective #11: To continue to increase Total services provided during this period 66,950 services increase over 2008) 67,000 services (Overall services may be efficiency and effectiveness of services and higher due to economy and H1N1 issues with client systems of care. less resources available) Value of local share For every dollar of local share, $7.60 of services are provided to Schuyler County residents. Survey clients' satisfaction with services School Services survey done, both parents and Repeat in 2010 provided children satisfied with services. All students surveyed were "very much" satisfied with being seen at school. Mill Creek Waiting Room survey done in June, with Repeat in 2010 vast majority having a positive experience. Two respondents did not like the décor, two kept waiting for appointments. Annual meeting with Director and Rainbow Met with Club members, families and guests on Continue in 2010 Chaser's Club members, families and guests January 5, 2009 to identify needs and concerns with services available. Annual meeting with Director, clients and Met with clients and families February 24, 2009 Continue in 2010 their familiy members to identify needs and concerns with services available. Objective #12: To increase staff rentention Purchase and implement integrated MH billing ECR is implemented with final refinements N / A and recruitment as well as overall and ECR program underway and expected to be done by Dec. 2009. efficiencies and effectiveness of Health Services ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Report covers 9/1/08-8/31/09 Data Analysis of employees who left indicates the following: Reasons for Leaving: 2009 - 3.5 employees 1 Sr. SSW - promotion to administrative position Reduced turnover in 2009 Maintain low level of turnover. out of county 1 SSW - financial 0.5 SSW - family reasons 1 - financial 2008 - 12 employees 4 RNs - 3 performance related; 1 family reasons 2 LPNs - 1 performance related; 1 family reasons 3 SSW - 2 performance related; 1 financial 3 Other - 1 performance related; 1 sabbatical 1 relocated ---PAGE BREAK--- HEALTH SERVICES Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Report covers 9/1/08-8/31/09 Definition List / Glossary of Terms 3-5 Program Child Find Program BT Bioterrorism C & Y Children & Youth Conference of Local Mental Hygiene Directors CSB Community Services Board Children with Special Health Care Needs DOH Department of Health ECR Electronic Clinical Record EI Early Intervention FF Families First HCBS Home & Community Based Services ICM Intentisve Case Manager Mental Health Unit of Service - UoS / UOS A single contact with a client OASAS Office of Alcohol & Substance Abuse Services OMH Office of Mental Health OMRDD Office of Mental Retardation and Developmental Disabilities PHCP Physically Handicapped Children's Program POD Point of Distribution and Clinical Knowledge Enhancement System Satellite Clinic School based mental health services SCM Supportive Case Manager SED Severely Emotionally Disturbed Services Refers to individual client related activities provided during a single contact or ancillary to a contact 10/29/2009 ---PAGE BREAK--- OFFICE FOR THE AGING Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations ( 400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE Nutrition Services 302,069 $ 800 $ 102,997 $ 405,866 $ 74,286 $ 309,099 $ 186,740 $ 495,839 $ 145,755 $ In-Home Services 120,890 $ - $ 192,616 $ 313,506 $ 70,024 $ 69,553 $ 208,530 $ 278,083 $ 63,571 $ Ins. Benefits/Couns. 59,430 $ - $ 17,460 $ 76,890 $ - $ 29,871 $ 6,130 $ 36,001 $ - $ Dwelling Assistance 17,421 $ - $ 6,320 $ 23,741 $ - $ 20,241 $ 9,590 $ 29,831 $ - $ General Services - $ - $ - $ - $ - $ - $ - $ Transportation 40,751 $ - $ 28,261 $ 69,012 $ 13,402 $ 43,407 $ 26,125 $ 69,532 $ 9,397 $ Health Promotions 3,570 $ - $ 3,235 $ 6,805 $ 505 $ 15,078 $ 2,085 $ 17,163 $ 3,557 $ New York Connects 12,760 $ - $ 170 $ 12,930 $ - $ 9,704 $ 246 $ 9,950 $ - $ Other 168,138 $ - $ 85,336 $ 253,474 $ 196,717 $ 165,987 $ 36,253 $ 202,240 $ 121,173 $ TOTAL 725,029 $ 800 $ 436,395 $ 1,162,224 $ 354,934 $ 662,940 $ - $ 475,699 $ 1,138,639 $ 343,453 $ -3.2% $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $500,000 Nutrition Services In-Home Services Ins. Benefits/Couns. Dwelling Assistance General Services Transportation Health Promotions New York Connects Other 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- OFFICE FOR THE AGING Program Personnel & Fringes Equipment Operational Expenses Total Expenses Federal & State Local Share Nutrition Services 309,099 $ - $ 186,740 $ 495,839 $ 350,084 $ 145,755 $ In-Home Services 69,553 $ - $ 208,530 $ 278,083 $ 214,512 $ 63,571 $ Ins. Benefits/Couns. 29,871 $ - $ 6,130 $ 36,001 $ 36,001 $ - $ Dwelling Assistance 20,241 $ - $ 9,590 $ 29,831 $ 29,831 $ - $ General Services - $ - $ - $ - $ - $ Transportation 43,407 $ - $ 26,125 $ 69,532 $ 60,135 $ 9,397 $ Health Promotions 15,078 $ - $ 2,085 $ 17,163 $ 13,606 $ 3,557 $ New York Connects 9,704 $ - $ 246 $ 9,950 $ 9,950 $ - $ Other 165,987 $ - $ 36,253 $ 202,240 $ 81,067 $ 121,173 $ Program TOTALS 662,940 $ - $ 475,699 $ 1,138,639 $ 795,186 $ 343,453 $ 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 44% In-Home Services 24% Ins. Benefits/Couns. 3% Dwelling Assistance 3% General Services 0% Transportation 6% Health Promotions 1% New York Connects 1% Other 18% Expenses Federal & State 70% Local Share 30% Revenue ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures SERVICES NARRATIVE: MISSION STATEMENT: Programs Performance Measures 2009 Outcomes 2010 Projections NUTRITION: Outputs: Congregate Meal sites are provided in 5 different areas of the community to Total # of meals served: 12,865 14,143 offer a setting that provides a hot, nutritious meal, socialization, well-being check, education and informational sessions. Total dollars spent: $121,140 $134,105 Home Delivered Meals are provided to individuals aged 60+ who are # of meals delivered: 28,087 29,563 incapacitated due to illness, accident or frailty or are otherwise unable to prepare their own meals. The food costs have fluctuated based on the ost of Total dollars spent: $217,140 $231,130 gasoline and other related factors. Outomes: Total Meal Production (Congregate and HDM): Industry average for mass Meals/Labor Hour: 13 14 quantity food production is 12-15 meals per labor hour. Not filling a vacant posi- No plans to add another tion in the kitchen and in- meal site or alter staffing creasing the # of meal sites in the kitchen. Do anticipate increased production within a growth in the numbers labor hours. 13 is a notable attending meal sites. One improvement from 8 meals site is slated to change to per labor hour in 2008. another building which is expected to attract more participants. 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. 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. ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projections 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: 6,223 7,038 related services such as Link-to-Life. Clients are required to pay a portion of Total cost: $118,237 $133,720 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: 562 600 an unmet need for assistance, the client must be able to be safely maintained at Total cost: $10,678.00 $11,400 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: 1,359 1,474 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: $25,821 $28,000 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: 1,336 1,100 Services. The primary responsibility of the case manager is to assist the client in determining what services are needed as well as arranging for those services Cost/hour: $45.38 $51.00 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: 20 43 Based on 2 Case Managers Realignment of staff Jan- August 2009 improved the case load ratio. Percentage of EISEP clients delaying institutional setting due to in-home # receiving personal care: 29 31 services provided. % delaying instition: 55% 55% ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projections SUPPORT SERVICES: Outputs: Transportation services include picking clients up at their home and taking # of one way trips: 4,105 4,495 them to medical appointments, outpatient testing, therapy, hair appointments, agency appointments, grocery shopping, to the pharmacy, for hospital visits # of clients: 119 130 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: $14.36 $14.55 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: 55 60 local Arc. Trips are accomodated based on Arc van and driver availability. Advance notice is required. Donations from clients utilizing this service are # of clients: 5 10 accepted by Office for the Aging since payment for this service is made to the Arc by OFA. Cost/Unit of service: $75.06 $76.75 Outcomes: Clients served with no other option for tranportation: no family in area, no # of clients: 47 50 vehicle, do not drive, cannot transfer independently, wheelchair dependent. due to aging and disability of clients % of overall transports: 43% 42% Outputs: The Health Insurance Information and Counseling Assistance # of Clients Served: 270 280 Program (HIICAP) is provided through trained volunteers and staff # of Individual Contacts: 800 810 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. ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projections 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: Approximately 5/month 1/month maximum course offerings as opposed to mainly 1:1 counseling thus reducing staff hours per Medicare beneficiary. # new beneficiaries/course: 1 to 2 per course (6 courses) 10/course; total of 60 # of staff hours: Approximately 66 hours 18 hours maximum Time savings realized in hrs: N/A 48 hours Savings in dollars: N/A $782.00 Outputs: The Weatherization Referral and Assistance program (WRAP) # of beneficiaries receiving addresses the weatherization and home repair needs for the low- WRAP services: 42 46 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 Average household savings 6 avoid institutional living. months post weatherization: New: Not tracked for 2009 $300/household # of households with repairs creating safe, livable quarters New: Not tracked for 2009 20 Outputs: Health Promotion activities include but are not limited to exercise, # of events: 104 120 walking, medication management, workshops, screenings: blood # of clients participating: 207 212 pressure clinics and hearing clinics, health fairs, 1:1 consultation, and speakers on health related topics. Diabetes Awareness & Education activities conducted to help # of events: New:Not tracked for 2009 3 reduce the high incidence of Diabetes in Schuyler County. This will # of participants: New:Not tracked for 2009 150 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. ---PAGE BREAK--- OFFICE FOR THE AGING Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projections Outcomes: Preventive Measures: Diabetes screenings, blood pressure checks and other # of clients using screening tools offered: New: Not tracked in 2009 50 Physical Activity: yoga, swimming, walking, exercise and other # of clients ing physical activity level: New: Not tracked in 2009 35 ---PAGE BREAK--- YOUTH BUREAU Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE Youth Services 141,483 $ - $ 206,418 $ 347,901 $ 104,653 $ 160,415 $ - $ 273,052 $ 433,467 $ 89,624 $ Families First 64,808 $ - $ 171,397 $ 236,205 $ 18,730 $ 61,158 $ - $ 170,854 $ 232,012 $ 15,117 $ TOTAL 206,291 $ - $ 377,815 $ 584,106 $ 123,383 $ 221,573 $ - $ 443,906 $ 665,479 $ 104,741 $ -15.1% $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 Youth Services Families First TOTAL 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- YOUTH BUREAU Program Personnel & Fringes Equipment Operational Expenses Total Expenses State & Grants Local Share Youth Services 160,415 $ - $ 273,052 $ 433,467 $ 343,843 $ 89,624 $ Families First 61,158 $ - $ 170,854 $ 232,012 $ 216,895 $ 15,117 $ Program TOTALS 221,573 $ - $ 443,906 $ 665,479 $ 560,738 $ 104,741 $ 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 65% Families First 35% Expenses State & Grants 84% Local Share 16% Revenue ---PAGE BREAK--- YOUTH BUREAU Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes The Employment Program provides employment The Schuyler County The Youth Bureau employed 31 youth in the WGIR In the WGIR program a total of 50 opportunity to youth to clean up at the WGIR Youth Bureau will assist program. The youth earned a total of $15,000 or youth will be employed to clean up during and after events, and provide youth in finding on average $484/youth. In addition, 19 youth during and after events at the race job opportunities through TANF and other employment. were employed at seven sites throughout the track. Through the Summer employment possibilities county through the Summer Youth Employment Youth Employment Program Program. These youth earned on average $1,190 (TANF) at least 20 youth will be and worked a total of 2668 hours. employed for a minimum of 5 weeks at job sites throughout the county The Youth Bureau is the lead and fiscal agency The A Partnership for Youth program entered its The Partnership for Youth program for the A Partnership for Youth grant and the third year with funding of $116,900. The will serve a minimum of 16 youth ARRA Grant which are both through the Department of Labor continues to state that the who meet the criteria throughout the Workforce Investment Act employment for high program is well managed and the information is three county region. The program risk youth who do not have the opportunity accurately entered into the State System. Also the will continue to meet the to participate in this program and have a high program is in compliance with the Performance Workforce Investment Act's probability of not being successful in securing and Measures set forth by the Workforce Performance Measures 90% of retaining employment. This is a collaborative Investment Act. A total of 30 youth were enrolled the time. The ARRA program will effort between Chemung, Steuben and Schuyler in APY this year, with at least 13 youth being serve at least 8 youth and also be County. followed in follow up services. The minimum that in compliance with the needed to be served for this year was 16. Workforce Investment Act's We received an additional grant from Performance Measures 90% of from Workforce New York (ARRA) using stimulus the time. funding of $38,000 which covers the time period of August 2009 through June 2010. This will allow an additional 8 youth to be served in this program. ---PAGE BREAK--- YOUTH BUREAU Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Youth Court is a national program to provide The Schuyler County In 2008-2009 one training was held with 10 youth In 2009 - 2010 at least one youth alternatives to court, thereby helping to reduce Youth Court will recruit beginning the training and 7 youth completing and court training will be held. Youth court/probation costs. Youth are trained in court and train youth to serve passing the bar exam. The Youth Court began Court will continue to promote proceedings. Youth who are referred to Youth on the court. Youth hosting dances. Three dances were held as a fund itself throughout the public - Court are tried and judged by their peers who Court will be utilized for raiser for youth court. A total of $1,000 was informing parents of the program hand out sentences of community service, letters low level offenses or earned through the dances. Youth Court was option for them and also agencies. of apologies, etc. Schuyler County is being misdemeanors, diverting present at 4 school open houses and held 4 school Referral will increase to a minimum revitalized to increase referrals from a variety of youth from Family Court lunch presentations. The court averaged 18 of 15 cases. Youth Court program sources. In a 2006 publication by the or PINS Diversion. members. Eight cases were heard with 48 hours of will sponsor community activities "Washington State Institute for Public Policy", community service. The estimated savings in at least 4 events i.e. dances to tax payers save $9,208 per year for each youth court costs per the Washington State increase visibility throughout the who successfully completes Youth Court. Institute for Public Policy is $73,664. Youth Court community. The youth court budget is approximately $22,000/year which shows program will provide media outlets a savings to the county of $50,000. Two seniors with information on youth court graduated from the court this year. performance, trainings and recognition events. Advocacy - the Director serves and interacts on The Schuyler County The Youth Bureau Director represents youth and The Youth Bureau Director youth serving boards as an advocate for youth in Youth Bureau Director youth issues on 22 boards and committees remains committed to advocating the community. These include: will continue to represent throughout the county. The Advancing Youth for youth on boards and committees State-wide: youth and youth issues on Development Course was c completed by 12 throughout Schuyler County. The Regionally: appropriate boards and participations. Youth Bureau Director will have a Locally: committees. presence and involvement in at The Youth Bureau is the lead agency for least 20 boards and committees Advancing Youth Development training, which is locally and regionally. The Youth a 18 hour course and basic four hour course for Bureau will continue to be the lead Schuyler County. agency for the Advancing Youth Development curriculum. At least one training will be offered in 2010 with a minimum of 20 youth workers being trained. ---PAGE BREAK--- YOUTH BUREAU Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Family Play & Resource Center - provides The Family Play & The Family Play and Resource Center increased its The Family Play and Resource families with preschooler and toddlers with an Resource Center will hours of operation to Tuesday - Friday 10:00 AM - Center will increase its hours from opportunity to meet and network with each. It reach out to parents of 2:00:00 PM in January 2009. Prior to the 10 AM - 2 PM to 10 AM - 4 PM provides the families with parenting resources. preschool children to increase in hours we averaged about 8 unduplicated with some of the hours of Early intervention with families of young children increase the utilization rate 14 duplicated visits per month. Since the increase operation being unsupervised with provides the opportunity for parents to develop by 10%. in hours we average 20 unduplicated visits and periodic checks for visitors. and improve parenting skills to raise healthy, 33 duplicated family visits per month to the Parenting Education will be offered happy and productive children. center. 32 new families have visited the Center this in a variety of ways including year. This is an increase of 53% of new users over traditional classes, information 2008. The Parenting Wisely continues to be offered sheets for parents to take and read through the Center. The Red Book Shelf gave at home. The Red Book Shelf will away approximately 900 books to children and continue to offer free books to adults. children and adults. The goal is to give away 1,000 books. Administration- includes technical The Youth Bureau Monitored Programs 2009 - the Village of All summer recreation programs assistance to funded programs, monitoring Director will monitor and Watkins Glen and the Odessa Joint summer will be monitored. Funded programs of the programs as to accomplishments of provide technical recreation programs were monitored and were will be required to submit quarterly outcomes and compliance with New York State assistance to funded found to be in compliance with program reports which will be reviewed by the Office of Family and Children Services (OCFS) programs to ensure requirements. Other programs will be monitored Program Committee of the Youth rules and regulations. OCFS also mandates the compliance with Office of in late 2009 due to delay in funding allocations and Board. The A Partnership for writing, in collaboration with the Department Children and Family programs beginning late. Youth grant will be monitored at of Social Services Children's Services, Services rules and The APY program operated by Catholic Charities least annually on-site for fiscal a County Three-Year Comprehensive Plan regulations in order to and Pro Action were both monitored fiscally and compliance and a desk maximize reimbursement were found to be in compliance. audit will occur. The Youth Bureau for programs. The Youth will continue to offer technical Bureau Director will, in assistance to all programs. collaboration with DSS Compliance with the outcomes for Children's Services the joint plan will occur and complete and update the preparation for the submission of a County Comprehensive. new plan in 2011. Needs of Schuyler County Youth will be gathered for future plans. ---PAGE BREAK--- YOUTH BUREAU Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Runaway and Homeless Program The Youth Bureau will The Youth Bureau held quarterly meetings with the In 2009-2010, the Runaway and provide technical assistance Runaway & Homeless Steering Committee. Homeless program will receive the to Catholic Charities the committee was very concerned over the necessary technical assistance from regarding the runaway possible funding cuts and loss of program. The both the Office of Children and program and also the committee discussed strategies if the program was Family Services and the Youth recruitment and retention cut for servicing these youth. A meeting was held Bureau to increase referrals and of voluntary interim with the Office of Children and Family Services recruit voluntary interim families. families as to ways to recruit for Voluntary Interim Families The Runaway & Homeless and for the Youth Bureau to provided needed Steering Committee will continue technical assistance to the new Counselor. to meet at least quarterly to give guidance. FAMILIES FIRST The Families First Program was developed to Families First will Total Contacts to FF: 733 Families First/New York Connects provide families of Schuyler County in a single increase referrals by Information given to Consumers: will continue to market to the point of information, referral and case manage- 10% to provide Consumer and Caregiver Supports: 663 community. This will include the ment, in order to provide a seamless delivery of information and Facility Based Services: 14 development of a tag line for services. It is to engage families early in services assistance to families Home Based Services: 51 recognition purposes. Data will to prevent the need for higher levels of services who are in need of Insurance/Benefit Information: 253 continue to be collected through as the child ages. Children Services operated out services. NY Connects Protective/Preventive: 38 the Beacon System with the of Families First include: Preschool Services, will provide information Residential/Housing Options/Supports: 152 information and referral data Preschool Services, Children with Special and referral will be Transportation: 53 updated and completed. Health Care Needs, Single Point of Entry/Access given to meet long Other 124 Presentations will be offered to for both adult and children, Person's In Need of term care needs. Outgoing Contacts: a variety of community groups. Supervision. To Consumer: 519 Contacts will increase by 10%. To agency: 307 Total Contacts to and from FF: 1,559 ---PAGE BREAK--- YOUTH BUREAU Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Person In Need of Supervision is a mandated Families who are referred In 2008-2009 71 families were referred to PINS PINS Diversion will increase program in New York State. The law recently or self refer to Diversion. 55 cases were open and 49 cases were referrals by a minimum of 10% was revised so that every county in New York PINS Diversion closed. Of the cases closed - 13 were closed and serve a minimum of 78 State needs to have a diversion program. Also, program will be successfully, 7 cases were referred to court, 6 cases families. 90% of referrals will be in the law it specifically mandates an immediate responded to quickly and were closed unsuccessfully and parents were barred closed successfully. response to families in crisis. In July 2005, the a plan of action will be from court. Eight cases moved out of the county or Families First program has become the provider developed with the state and 12 cases were withdrawn. Thirty three of the PINS Diversion program. parents and child. cases were referred due to behavior issues, 17 were Support will be given to referred for truancy, three cases were runaway and the entire family during 2 cases involved drugs. Two referral were for both this process. behavior and truancy. 25 cases were parent referrals, 26 referrals were school, 2 were sheriff's department and 2 came from the Department of Social Services. School districts involved were Watkins Glen (12), Odessa Montour (15), Bradford Corning Painted Post Dundee and Trumansburg ---PAGE BREAK--- VETERAN'S SERVICES Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE Transportation 5,481 $ - $ 10,000 $ 15,481 $ 15,481 $ 11,348 $ - $ 2,825 $ 14,173 $ 14,173 $ Claims/Administration 36,679 $ - $ 3,600 $ 40,279 $ 35,579 $ 34,043 $ - $ 8,475 $ 42,518 $ 37,518 $ TOTAL 42,160 $ - $ 13,600 $ 55,760 $ 51,060 $ 45,391 $ - $ 11,300 $ 56,691 $ 51,691 $ 1.2% $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 Transportation Claims/Administration TOTAL 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- VETERAN'S SERVICES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Transportation 11,348 $ - $ 2,825 $ 14,173 $ - $ 14,173 $ Claims/Administration 34,043 $ - $ 8,475 $ 42,518 $ 5,000 $ 37,518 $ Program TOTALS 45,391 $ - $ 11,300 $ 56,691 $ 5,000 $ 51,691 $ 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 25% Claims/ Administration 72% Expenses Revenue 9% Local Share 91% Revenue ---PAGE BREAK--- VETERAN'S SERVICES Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Transportation Provide medical transportation for # of Veterans Served 335 350 Veterans of Schuyler County. # of miles transported 20,000 18,000 # of hours for transportation 1,200 1,100 Claims/Administration Assist Veterans and their families in # of Veterans Served 1,900 2,000 the claims process. # of new claims 575 525 ---PAGE BREAK--- PUBLIC WORKS Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Highway 1,374,918 $ 10,800 $ 3,218,745 $ 4,604,463 $ 2,298,783 $ 2,305,680 $ Buildings & Grounds 665,848 $ 15,000 $ 767,570 $ 1,448,418 $ 770,271 $ 678,147 $ Weights & Measures 18,270 $ 400 $ 6,760 $ 25,430 $ 1,710 $ 23,720 $ Program TOTALS 2,059,036 $ 26,200 $ 3,993,075 $ 6,078,311 $ 3,070,764 $ 3,007,547 $ Mission Statement: To provide residents, visitors, and employees of Schuyler County with an infrastructure that is safe, functional and efficiently maintained. Highway 76% Buildings & Grounds 24% Weights & Measures 0% Expenses Revenue 51% Local Share 49% Revenue ---PAGE BREAK--- HIGHWAY Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200+300) 2009 Operations (400+500) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200+300) 2010 Operations (400+500) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE Administration 159,497 $ - $ 10,250 $ 169,747 $ 115,821 $ 152,098 $ - $ 16,255 $ 168,353 $ 127,176 $ Capital Projects 17,759 $ - $ 1,943,800 $ 1,961,559 $ 589,795 $ 16,900 $ - $ 1,530,530 $ 1,547,430 $ 216,027 $ Maintenance 1,023,850 $ - $ 659,595 $ 1,683,445 $ 1,601,095 $ 937,581 $ - $ 661,945 $ 1,599,526 $ 1,515,445 $ Machinery 189,457 $ 2,650 $ 454,450 $ 646,557 $ 438,857 $ 195,601 $ 10,800 $ 437,290 $ 643,691 $ 459,891 $ Shared Fuel 12,868 $ - $ 734,910 $ 747,778 $ (70,922) $ 10,879 $ - $ 523,530 $ 534,409 $ (3,271) $ Central Garage 12,295 $ 47,000 $ 26,500 $ 85,795 $ (12,955) $ 61,859 $ - $ 49,195 $ 111,054 $ (9,588) $ TOTAL 1,415,726 $ 49,650 $ 3,829,505 $ 5,294,881 $ 2,661,691 $ 1,374,918 $ 10,800 $ 3,218,745 $ 4,604,463 $ 2,305,680 $ -13.4% $(1,000,000) $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 Administration Capital Projects Maintenance Machinery Shared Fuel Central Garage TOTAL 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- HIGHWAY Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 152,098 $ - $ 16,255 $ 168,353 $ 41,177 $ 127,176 $ Capital Projects 16,900 $ - $ 1,530,530 $ 1,547,430 $ 1,331,403 $ 216,027 $ Maintenance 937,581 $ - $ 661,945 $ 1,599,526 $ 84,081 $ 1,515,445 $ Machinery 195,601 $ 10,800 $ 437,290 $ 643,691 $ 183,800 $ 459,891 $ Shared Fuel 10,879 $ - $ 523,530 $ 534,409 $ 537,680 $ (3,271) $ Central Garage 61,859 $ - $ 49,195 $ 111,054 $ 120,642 $ (9,588) $ Program TOTALS 1,374,918 $ 10,800 $ 3,218,745 $ 4,604,463 $ 2,298,783 $ 2,305,680 $ 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 34% Maintenance 3% Machinery 14% Shared Fuel 11% Central Garage 2% Expenses Revenue 50% Local Share 50% Revenue ---PAGE BREAK--- HIGHWAY DEPARTMENT Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes ADMINISTRATION Objective: Provide clerical, accounting, Grant reporting 1,317,611 has been submitted for $645,050 contract administration and other reimbursement related services, to the eight divisions Monitor contracts 1 supplemtal has been requested Continue to monitor contracts for amounts of the highway department. due to increase in engineering and deadlines Objective: Review request and issue % of permits issued/denied within 100% of the 189 permits issued Maintain 48 hour deadline permits that assure the preservation 48 hrs. and integrity of the roadway system % of driveway permits issued. 4% Continue with aggressive road maintenance and to promote community growth in a % of hauling permits issued. 97% Scrutinize for alternate routes conscientious and timely manner. % of construction permits issued. 1% Objective: To record and report all Number of complaints/requests 70 Our complaints/requests have continued complaints and requests to allow received. to decrease highway personnel to address all issues % of customer satisfaction to res- 99% Maintain 99 percentile in a timely fashion. ponse time of complaints/requests. Requests for dead deer removal. 54 Continue to increase signage CAPITAL PROJECTS % of total cost of Federal Projects. 24% Continue to monitor so expenses do not Objective: Retain contracted exceed the Federal limit of 24% engineering at or below regional % of total cost of Local Projects. 15% Continue to maintain or lower the Federal averages of 23% for state or federal or State construction costs projects and seek additional RFP's to maintain lowest percentage for local % of Engineering Projects completed 80% Continue to monitor Engineers for projects. within budget. performance Objective: Implement 6.1 miles or 5% Cost per lane mile of reconstruction $103,458 Continue to add projects to our Material of reconstruction projects per year to The national average is $500,000 per Bids and get the prep work done in lane mile. the Spring and Fall to save on maintain an acceptable pavement excalation fees. condition Index Level on all county roads of 70%. Number of miles reconstructed 12.76 8 or resurfaced. ---PAGE BREAK--- HIGHWAY DEPARTMENT Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes CAPITAL PROJECTS cont'd Objective: 5 year plans to include Total cost of anticipated projects. $1,706,551 $1,767,551 project listing by plan year that allows Total amount of anticipated revenue. $1,049,861 $1,372,580 for allocation of resources to pre- determined strategic goals and % of roads within the 70% PCI 87% 88% objectives. (Pavement Condition Index) rating of good to excellent. Objective: To rehabilitate or replace 10% of existing county bridges and Number of County Bridges 47 47 culverts per year to preserve Number of Culverts 122 122 operational and structural integrity. Number of bridges replaced 1 emergency VanZandt Hollow 1 (Genesee Rd in MF) Cost of bridges maintained, repaired or $1,603,445 $618,000 replaced. Average deficiency ratings for bridges New 11% 12% Good Condition 60% 59% Marginally Deficient 14% 15% Moderately Deficient 14% 12% Severely Deficient 1% 2% MAINTENANCE Objective: To apply maintenance to % of roads with a Pavement Condition 81% Continue to monitor the pavement our 122 miles of road system after 8 Index above 75 or excellent condition of roads years if new construction & every 6 % of roads with a PCI between 50- 19% Continue to update the 5-year maintenance years thereafter in order to maintain 75 or good. program a PCI of 70% or above. % of roads with a PCI of 40-50 or 0% Continue with the routine maintenance to fair. keep the PCI between 50-75 Cost per mile of road maintenance. $103,458 Continue to do prop work early so costly repairs are completed in the Spring when asphalt prices are at their lowest Objective: Traffic Safety includes # of new signs fabricated. 546 All new signs are adherant to new Federal traffic signs, pavement striping, guide- Cost of fabricating signs. $32,200 guidelines which increases the cost rail, street lighting, also mowing and Cost for road striping. $44,000 $46,000 brush removal to maintain an adequate roadside clear zone of 12 feet. Miles of centerline striping completed. 120.5 Continue to stripe more miles at an Lane miles of edge striping completed. 140.8 affordable rate and increase quality ---PAGE BREAK--- HIGHWAY DEPARTMENT Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes MAINTENANCE Cont'd # of lane miles mowed. 1,464 1,464 Cost per mile to mow. $446 Continue to monitor and reduce Cost of tree & brush removal. $61,259 Remove whatever trees necessary that would cause a hazard Objective: Drainage includes cleaning, Miles of ditches cleaned. 23 Replace crossover pipes & install driveways repairing or replacing catch basins & % of maintenance cost for filling 7% Maintain current percentage culverts, maintenance of stream potholes. channels, ditches, potholes, grading Cost of filling potholes. $31,478 and minor resurfacing of county roads. % of maintenance for drainage. 20% Continue with culver inspections Objective: To analyze construction % of maintenance cost for asphalt 15% Continue to use data for determination cost for paving, snow removal, and maintenance. inspections for cost comparison of Cost per ton of material internal $50 average It is a proven fact that it is more cost internal verses external services. (In house) effective to use contractor Cost per ton of material external $58 average Continue to bid out projects (Bid out to vendor) Objective: Start snow removal after 2" % of maintenance cost toward snow 24% Institute one person plowing to reduce cost after 2" of precipitation removal. accumulates to maintain a safe Cost per mile. $2,050 Maintain efficiency traveling surface on the county highway system during winter season. Cost per mile to contract. $4,200 regional average Continue to monitor contiguous counties that contract and monitor their costs MACHINERY Objective: To purchase, maintain and % of savings for in-house repairs 63% Continue to do in-house repairs perform in-house repair and preventa- verses outsourcing. tive maintenance to vehicular, % of time spent with "on-site" repairs. 11% Equipment is getting older and breakdowns construction & heavy equipment for % of work orders for major repairs. are escalating highway construction. Also, garage % of work orders for preventative 57% Continue to analyze oil samples of internal services to all Central Garage fleet maintenance. parts vehicles. % of work orders to outside vendors. 8% Electrical components are challenging ---PAGE BREAK--- HIGHWAY DEPARTMENT Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes SHARED SERVICES Objective: To set specifications, Total number of vehicles in the 3 Continue to provide rental units to purchase, lease, maintain and motor pool. county employees sale of all county vehicles through one Central Garage % of time vehicle were rented 75% Change P & P Manual to charge a $25 location to reduce the size of flat fee for cancellation without notice the fleet. % of time unable to fill requests 8% Monitor cancellations for rentals. Total number of vehicles in the 44 As county vehicles need service they are fleet. added to the fleet Objective: Concentration of Reduce cost of Preventative Hired F/T Mechanic to handle all Monitor reduction of overall county our resources to service maintenance on all county owned repair of all county vehicles expenses regarding repair costs multiple departments with a vehicles by using in-house Saving estimated to be $60,000 common goal of cost savings mechanic verses service centers. Objective: Build a Shared Number of projected departments 7 To see a difinitive savings in operating Service Facility at Highway using this facility costs to all departments to reduce capital and operating Elimination of duplicate services Enhance offering to public Monitor revenue generated costs while combining the and processes convenience of a one-stop Overall reduction in operating costs Needs assessment Efficiency of functions facility for the public benefit. To Increase Efficiency Location Better service to the public coordinate communication , staff Improve Service Maximize benefits Sharing of services equipment, etc. To maximize the allocation of all resources. Management of Village of MF More efficient use of taxpayer funds Objective: To provide support Number of county departments 22 22 and personnel to manage and serviced. operate an efficient and pro- Number of outside non-profit 9 9 fessional Shared Fuel Facility agencies serviced. to reduce capital and operating % of maintenance cost per year less than 1% with lower sur-charge Maintain expenses at a minimal level to cost for equipment and services for the facility. lower sur-charge rate provided to internal and external agencies. % of savings over retail 30% Continue to monitor users purchases. % of management costs. 0% Sur-charge covers all management costs ---PAGE BREAK--- BUILDINGS GROUNDS Summary Comparison of 2009-2010 Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE Central Services 6,805 $ 10,000 $ 84,093 $ 100,898 $ 2,173 $ 7,858 $ 15,000 $ 81,349 $ 104,207 $ 3,158 $ Buildings 497,591 $ 3,000 $ 756,147 $ 1,256,738 $ 620,517 $ 566,706 $ 658,221 $ 1,224,927 $ 573,625 $ Grounds 63,666 $ - $ 26,400 $ 90,066 $ 90,066 $ 51,995 $ - $ 21,900 $ 73,895 $ 73,895 $ Parks 31,270 $ - $ 6,000 $ 37,270 $ 20,218 $ 39,289 $ - $ 6,100 $ 45,389 $ 27,469 $ TOTAL 599,332 $ 13,000 $ 872,640 $ 1,484,972 $ 732,974 $ 665,848 $ 15,000 $ 767,570 $ 1,448,418 $ 678,147 $ -7.5% $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 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- BUILDINGS GROUNDS Program Personnel & Fringes Equipment Material & Supplies Total Expenses Revenue Local Share Central Services 7,858 $ 15,000 $ 81,349 $ 104,207 $ 101,049 $ 3,158 $ Buildings 566,706 $ - $ 658,221 $ 1,224,927 $ 651,302 $ 573,625 $ Grounds 51,995 $ - $ 21,900 $ 73,895 $ - $ 73,895 $ Parks 39,289 $ - $ 6,100 $ 45,389 $ 17,920 $ 27,469 $ Program TOTALS 665,848 $ 15,000 $ 767,570 $ 1,448,418 $ 770,271 $ 678,147 $ Mission Statement: The Building & Grounds Department's mission is to provide a safe, clean and attractive environment in and on all County owned Buildings and Properties. Central Services 7% Buildings 85% Grounds 5% Parks 3% Expenses Revenue 53% Local Share 47% Revenue ---PAGE BREAK--- BUILDINGS GROUNDS Performance Measures Programs Performance Measures 2008 Outcomes 2009 Outcomes 2010 Projected Outcomes Central Services: provides remaining Installation of 10% of Installation of all remaining phone services to all county Departments remaining IP Telephones IP Telephones departments as well as other agencies housed in county Testing of Emergency paging Completed testing of paging Complete testing of paging buildings. This includes the to all buildings and offices in Human Services Complex in all buildings and offices operation of the counties own PBX providing dial tone to over Testing of Emergency Texting Completed testing of texting Complete testing of texting 400 end users. to all buildings and offices in Human Serviices Complex in all buildings and offices In 2007 the county invested in upgrading the old digital to a new IP system which allowed connection to all county buildings over a 4 mile fiber optic network. Approximately 45 to 50% of the end users were provided IP telephones with remaining staying on digital. In 2009 approximately another 10% of end users were moved to the IP service. It is important that all end users be upgraded to IP phones so paging and texting will work. The paging and texting is an intricate part of our Emergency Action Plan used for communicating emergency information to employees and building occupants. ---PAGE BREAK--- BUILDINGS GROUNDS Performance Measures Programs Performance Measures 2008 Outcomes 2009 Outcomes 2010 Projected Outcomes Building Budget: provides Monitor for inconsistencies and HSC: $2.06 per sq ft HSC: $2.05 per sq ft. HSC: $1.50 per sq ft. custodial and facility ways to improve cost savings CHC: $1.20 per sq ft CHC: $1.00 per sq ft. CHC: $.85 per sq ft. maintenance associated with building infrastructure such Cost avoidance preformed : as all HVAC mechanical 2008 demolition of 2nd floor at 2nd floor: 972 man hours systems, security, and critical Courthouse Complex @ projected cost $14,290 systems like fire alarms and cost of $44,000 Savings: $29,710 sprinklers. Monitoring utilities for inconsistencies 2008 Shared document Facility Shared Document moving mobile shelving, ceiling 202 man hours cost & floor tile work @ projected cost $3,062 of $6,200 Savings: $3,138 2009 mailroom & Elections Dept. 1,200 man hours cost remodeling @ projected cost of $18,000, materials $5,000, $64,149 subcontracting, $4,000 Savings: $37,149 Construction Administration & Construction A & I Construction A & I Inspection Savings: $20,000 Savings: $30,000 Get back to performing more Perform more than the facility maintenance and less basics on equipment, 40% capital work to assure facilities and more painting and repairs equipment last the anticipated of facilities life Perform or have performed all Accumulate and file all critical life safety inspections inspections required by law Perform comprehensive daily and Results of a customer periodic custodial services satisfaction survey of 25% to maintain all buildings in an of building occupants with attractive, clean, and safe a goal of 85% satisfaction condition ---PAGE BREAK--- BUILDINGS GROUNDS Performance Measures Programs Performance Measures 2008 Outcomes 2009 Outcomes 2010 Projected Outcomes Grounds Budget: provides Keep planting beds and lawns in Continue to monitor and maintenance to 3.5 acres of excellent condition improve as needed. lawn, 2/3 miles of sidewalks, and 5 acres of parking lots. Remove snow and ice from Results of a customer Aesthetic appearance is very sidewalks, stairs, and parking lots satisfaction survey of 25% important in that some of our in a timely manner of building occupants with county buildings and grounds a goal of 85% satisfaction are located where hundreds of thousands of tourists visit each year Seneca Harbor Park: is a Replace windows in pier structure Competition of window premier park, visited by replacement and painting hundreds of thousands of of structure tourists each year. The 5.25 acre park is located on the Use grant funding to improve Use grant for projects south end of Seneca Lake with lighting and walkways a marina, 250' pier, public restrooms, and picnic area ---PAGE BREAK--- WEIGHTS MEASURES Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400)+(600) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE Administration 17,735 $ 5,972 $ 23,707 $ 21,907 $ 18,270 $ 400 $ 6,760 $ 25,430 $ 23,720 $ TOTAL 17,735 $ - $ 5,972 $ 23,707 $ 21,907 $ 18,270 $ 400 $ 6,760 $ 25,430 $ 23,720 $ 8.3% $20,000 $21,000 $22,000 $23,000 $24,000 $25,000 $26,000 Administration 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- WEIGHTS MEASURES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 18,270 $ 400 $ 6,760 $ 25,430 $ 1,710 $ 23,720 $ Program TOTALS 18,270 $ 400 $ 6,760 $ 25,430 $ 1,710 $ 23,720 $ 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 7% Local Share 93% Revenue ---PAGE BREAK--- WEIGHTS AND MEASURES Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes ADMINISTRATION: Inspect and test all weighing and Timeliness of inspections. 100% All individual device inspections will measuring devices to ensure accuracy be completed in a timely manner. for the consumer. Low volume establishments will be scheduled throughout the year. Higher volume establishments will be inspected semi-annually Timeliness of client response. All within one business day All inquires will be contacted within 3 business days. # of establishments within County 117 separate establishments A list of establishments will be generated of all inspections conducted for the year Compliance among retail 99% Return visits will be conducted on establishments. establishments when complaints are received. NYS petroleum quality program # of petroleum samples/failure rate 3 samples, no failures Petroleum samples will be taken as per state request. Inspect and calibrate farm # of tanks calibrated 3 Bulk milk tanks will be inspected and bulk milk tanks recalibrated upon request and for all new tank installations. Conduct spot check inspections # spot checks completed/failure 1 spot check, no failures Random spot checks will be of pre-packaged commodities for performed throughout the year. accuracy of weight labels in retail establishments. Conduct spot check inspections # spot checks completed/failure 1 spot check, no failures Random spot checks will be for pricing accuracy in retail performed throughout the year. establishments ---PAGE BREAK--- GOVERNMENT SERVICES Program Personnel & Fringes Equipment Expenses Total Expenses Revenue Local Share Legislature $248,390 $0 $7,500 $255,890 $0 $255,890 County Administrator $258,768 $0 $13,900 $272,668 $0 $272,668 County Attorney $397,198 $0 $41,145 $438,343 $326,538 $111,805 Civil Service $71,258 $0 $8,300 $79,558 $23,000 $56,558 Real Property $337,776 $0 $65,000 $402,776 $221,500 $181,276 County Clerk $371,204 $0 $32,550 $403,754 $541,000 ($137,246) Records Management $65,315 $0 $3,360 $68,675 $53,557 $15,118 Human Resources $218,776 $0 $92,685 $311,461 $2,000 $309,461 Treasurer $230,999 $0 $139,500 $370,499 $400,000 ($29,501) Board of Elections $114,020 $95,000 $134,000 $343,020 $50,000 $293,020 Information Technology $190,436 $57,858 $63,273 $311,567 $97,608 $213,959 Historian $3,200 $0 $600 $3,800 $0 $3,800 Program Totals $2,507,340 $152,858 $601,813 $3,262,011 $1,715,203 $1,546,808 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 8% County Attorney 13% Civil Service 3% Real Property 12% County Clerk 12% Records Management 2% Human Resources 10% Treasurer 11% Board of Elections 11% Information Technology 9% Historian 0% Expenses Revenue 53% Local Share 47% Revenue ---PAGE BREAK--- LEGISLATURE Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE Administration 237,277 $ - $ 15,950 $ 253,227 $ 253,227 $ 248,390 $ - $ 7,500 $ 255,890 $ 255,890 $ TOTAL 237,277 $ - $ 15,950 $ 253,227 $ 253,227 $ 248,390 $ - $ 7,500 $ 255,890 $ 255,890 $ 1.1% $251,500 $252,000 $252,500 $253,000 $253,500 $254,000 $254,500 $255,000 $255,500 $256,000 Administration 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- LEGISLATURE Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 248,390 $ - $ 7,500 $ 255,890 $ 255,890 $ Program TOTALS 248,390 $ - $ 7,500 $ 255,890 $ - $ 255,890 $ 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 Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Legislature No more than a 3% increase in the tax levy or less Ensure effective and efficient Serve as the Governmental Body year 2011 budget. Continue to support the Council development and administration responsible for developing County Government (COG) and work with other counties to of County services in the most policies, Local Laws and adopting accomplish at least one shared service arrangement. Completed the Shared Fuel Facility cost effective manner by bringing Resolutions that affect the Reduce health insurance costs. project on schedule and within budget. the tax rate down. constituency at large. Provide Update County emergency communication system to leadership and direction to the include expansion of coverage, increased reliability Was successful in receiving a stimulus County as a whole. interoperability and implement no later than 2011. grant for transportation the amount of Maintain 100% full value with continued county- $254,000.00 assessment program. Return the Rural Urban Center and the old Office for 0.12% reduction in tax rate the Aging buildings to the tax rolls by the end of $8.17/1000 AV tax rate Evaluate human service programming and delivery Tax Levy increase of 4% services and fully explore alternatives such as privatization and contract management for fiscal 2011 Administration/Staff Serve as the administrative arm of Meet all publication deadlines for meetings and The Regular Meeting minutes have Within thirty days from a meeting, the County Legislature and the public hearings. Have minutes transcribed and transcribed by the Clerk or Deputy transcribe, and have the minutes official link to all other departments approved in a timely manner. Perform the audit within thirty days for approval by the approved. Within five days from in the County and the constituency function in a streamlined, accurate function. Provide Legislature. They are also sent to be approval, post public notices, at large. Assist the Legislature with information as quickly as possible and make more on the web page within five days after and minutes of the Legislature on the its planning and services to the information electronically accessible for the approval. County Web page. Within ten days County's needs including: adopting constituency. turn around requests for public resolutions and local laws, information. establishing and enforcing policies, auditing county bills, confirming appointments, assisting citizens in addressing local concerns and providing information and required notices to the public on county services and meetings. ---PAGE BREAK--- COUNTY ADMINISTRATOR Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE County Wide Administration 176,145 $ 11,400 $ 187,545 $ 187,545 $ 182,503 $ 10,500 $ 193,003 $ 193,003 $ Purchasing 64,547 $ 21,350 $ 85,897 $ 85,897 $ 76,265 $ 3,400 $ 79,665 $ 79,665 $ TOTAL 240,692 $ 32,750 $ 273,442 $ 273,442 $ 258,768 $ 13,900 $ 272,668 $ 272,668 $ -0.3% $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 County Wide Administration Purchasing TOTAL 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- COUNTY ADMINISTRATOR Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share County Wide Administration 182,503 $ - $ 10,500 $ 193,003 $ - $ 193,003 $ Purchasing 76,265 $ - $ 3,400 $ 79,665 $ - $ 79,665 $ Program TOTALS 258,768 $ - $ 13,900 $ 272,668 $ - $ 272,668 $ 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 29% Expenses Revenue 0% Local Share 100% Revenue ---PAGE BREAK--- COUNTY ATTORNEY Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE DSS 263,344 $ - $ 31,635 $ 294,979 $ 3,679 $ 270,452 $ - $ 35,889 $ 306,341 $ (20,197) $ Leg/Admin 50,851 $ - $ 1,950 $ 52,801 $ 52,801 $ 68,740 $ - $ 2,858 $ 71,598 $ 71,598 $ Juvenile Prosecution 21,814 $ - $ 840 $ 22,654 $ 22,654 $ 16,935 $ - $ 706 $ 17,641 $ 17,641 $ Other Depts 50,452 $ - $ 1,845 $ 52,297 $ 52,297 $ 41,071 $ - $ 1,692 $ 42,763 $ 54,747 $ TOTAL 386,461 $ - $ 36,270 $ 422,731 $ 131,431 $ 397,198 $ - $ 41,145 $ 438,343 $ 123,789 $ -5.8% $(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 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- COUNTY ATTORNEY Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share DSS 270,452 $ - $ 35,889 $ 306,341 $ 326,538 $ (20,197) $ Leg/Admin 68,740 $ - $ 2,858 $ 71,598 $ - $ 71,598 $ Juvenile Prosecution 16,935 $ - $ 706 $ 17,641 $ - $ 17,641 $ Other Depts 41,071 $ - $ 1,692 $ 54,747 $ - $ 54,747 $ Program TOTALS 397,198 $ - $ 41,145 $ 450,327 $ 326,538 $ 123,789 $ 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 4% Other Depts 12% Expenses Revenue 73% Local Share 27% Revenue ---PAGE BREAK--- COUNTY ATTORNEY Performance Measures Programs Objectives Performance Measures 2009 Narrative 2010 Narrative Legislative/Administrative - Provide timely and Hotlines:216 to date 2007 NYCLU lawsuit defense was a Despite the victory in the accurate legal opinions to 303 to date 2008 major part of this office's work in Appellate Division the ~Legal Counsel to the Legislature legislature and County 304 to Date 2009-Other major matters were NYCLU is appealing to and County Administrator. Administrator. CPS Hotline Referrals: the ICT default, HAVA, the Sexual the Court of Appeals. 2004 - 48 Offender Local Law, Dog Pound At best this litigation will 2005 - 34 restructuring, the Shared Services continue until late 2010. 2006 - 50 Building and the Solomon #3 suit. ICT will not be resolved DSS Provide timely and 2007 -40 until mid year. Part 3 of Legal advice, Prosecution of Child effective prosecution of 2008-47 DSS matters included three complex Solomon Litigation has abuse and neglect case, enforce- neglect, abuse, and 2009-20 to date appeals, Parental terminations and potential to last through ment of support cases, PINS support cases including a complex sexual abuse case. 2010 presentment, Claims collection. "real time" advice to Introduction of the overload Adult services preparation and caseworkers. Attorney expedited case review of Guardianships. management. Provide timely and New State law re collect- Departmental Counsel - other accurate legal opinions ion of Medicaid Legal advice to each county and contract review to ment could result in department including tax departments. JD & PINS Petitions: Court time for SCU. 2006 - PINS 11 JD 16 2007 - PINS-8 to date Timely evaluation and JD-11 to date Juvenile Prosecution presentment of cases to Prosecution of all misdemeanors Family court. Effective 2008-PINS 10 to date and felonies committed by defen- coordination with Law JD-8 to date dants under 16 years of age. enforcement agencies, 2009_PINS 13 to Date and schools. JD-4 to date -2 major Felonies involving ---PAGE BREAK--- CIVIL SERVICE Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE Civil Service 77,374 $ - $ 8,300 $ 85,674 $ 85,674 $ 71,258 $ - $ 8,300 $ 79,558 $ 56,558 $ TOTAL 77,374 $ - $ 8,300 $ 85,674 $ 85,674 $ 71,258 $ - $ 8,300 $ 79,558 $ 56,558 $ -34.0% $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 $90,000 Civil Service 2008 TOTAL 2008 LOCAL SHARE 2009 TOTAL 2009 LOCAL SHARE ---PAGE BREAK--- CIVIL SERVICE Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Civil Service 71,258 $ - $ 8,300 $ 79,558 $ 23,000 $ 56,558 $ Program TOTALS 71,258 $ - $ 8,300 $ 79,558 $ 23,000 $ 56,558 $ 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). Civil Service 100% Expenses Revenue 29% Local Share 71% Revenue ---PAGE BREAK--- CIVIL SERVICE Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Administration Goal: Assist the community by Convey information to the public Civil Service website updated with Complete project to have all job information on examinations and visit the office. Provide information position/exam announcements in 2-3 descriptions listed on the Civil position vacancies and other Civil on webpage for convenience to business days of date of issue. Youth Service website. Ensure all job Service issues. community and cost effectiveness. Employment and school applications openings and exam announce- were updated in '09. Project to have ments are posted on website in all job descriptions put onto website a timely manner. was initiated, but has not been completed. Expanded office hours to 8am-5pm four days per week to increase availability to the public who may have Civil Service needs. Goal: Assist municipalities to ensure Certify payroll for all municipalities Payrolls for all municipalities have Certify payroll for all that hiring and terminations conform to Schuyler County at least one time in been certified with the exception of schools, and special districts in the Law and Rules. fiscal year. Correct problems one. Civil Service staff continue to Civil Service jurisdiction at least work closely with municipalities to once per year. ensure timely completion of payroll certification and corrective actions. Goal: Ensure sufficient eligible lists for Provisional rate (untested competi- The provisional rate, as reported on Maintain low provisional rate. hiring competitive positions by tive positions) as shown on annual the '08 Annual report, was This Ensure exams are requested as lists and administering examinations. report to NYS Civil Service is equal is higher than the 3.2% state needed in a timely manner. to or less than state average. average. This is due in part to the Continue to maintain exam lists state exam schedule, as all exams following NYS Civil Service Law. have been requested, however they have not all been scheduled by NYS Civil Service yet. ---PAGE BREAK--- REAL PROPERTY Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE Service to Taxpayers 52,492 $ - $ 2,600 $ 55,092 $ 50,092 $ 52,377 $ - $ 2,600 $ 54,977 $ 49,977 $ Service to Assmt Community 72,887 $ - $ 31,100 $ 103,987 $ 86,617 $ 73,536 $ - $ 31,000 $ 104,536 $ 87,022 $ Consolidated Assessment Svcs 266,316 $ - $ 6,000 $ 272,316 $ 41,756 $ 211,863 $ - $ 31,400 $ 243,263 $ 44,277 $ TOTAL 391,695 $ - $ 39,700 $ 431,395 $ 178,465 $ 337,776 $ - $ 65,000 $ 402,776 $ 181,276 $ 1.6% $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 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- REAL PROPERTY TAX SERVICE AGENCY Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenues Local Share Service to Taxpayers 52,377 $ - $ 2,600 $ 54,977 $ 5,000 $ 49,977 $ Service to Assmt Community 73,536 $ - $ 31,000 $ 104,536 $ 17,514 $ 87,022 $ Consolidated Assessment Svcs 211,863 $ - $ 31,400 $ 243,263 $ 198,986 $ 44,277 $ Program TOTALS 337,776 $ - $ 65,000 $ 402,776 $ 221,500 $ 181,276 $ Mission Statement: The Real Property Agency oversees the equitable administration of the real property tax. Service to Taxpayers 100% Expenses Revenues 55% Local Share 45% Revenue ---PAGE BREAK--- REAL PROPERTY TAX AGENCY Performance Measures Programs Definition Performance Measures 2009 Outcomes 2010 Projected Outcomes Service to Taxpayers Process corrections to tax Circumstances of alleged errors 29 of 40 (73%) Corrections were 100% of all corrections to be rolls. are investigated and recommenda- processed within 10 days of processed within 10 days of tions issued within 10 days of receipt of application. receipt of application. receipt of application, consistent with statutory requirement. Provide on-line access to Increase the number of hits to the 14,244 public logins representing Maintain the on-line assessment assessment information in order on-line assessment web site, 41,697 parcel searches, exceeding web site at 15,000 logins and to facilitate a more efficient reducing the need for office visits. the targeted outcome of 10,000 45,000 parcel searches. interaction with the public. logins and 30,000 parcel searches. Service to the Assessment Service to the Assessment Community Community includes: ~Preparing and maintaining Provide deeds and transfer re- 94% of all transfers (578 out of 100% of all transfers to be accurate tax maps for ports to assessors within 45 days 612) were provided to assessors provided to assessors within assessment purposes. of filing. within 45 days of filing. 45 days of filing. ~Providing timely reports to the Sales Transmittal Reports are to Sales transmittal reports were Sales Transmittal Reports are to state on behalf of municipalities. be provided to Albany quarterly. provided to Albany be provided to Albany quarterly. Assessors' Annual Reports to be Reports were provided in July. Assessors' Annual Reports to be provided to Albany by 7/31. provided to Albany by 7/31. ~Assist the County Treasurer Parcels on the auction list are Parcels on the auction list were Parcels on the auction list are with the tax auction. investigated and a report issued visited and a report provided investigated and a report issued within 30 days of receipt of the within 30 days of receipt of the within 30 days of receipt of the list. list. list. ---PAGE BREAK--- REAL PROPERTY TAX AGENCY Performance Measures Programs Definition Performance Measures 2009 Outcomes 2010 Projected Outcomes Chemung County Shared The shared services contract Services with Chemung County includes providing RPT Director Calculate net revenue attributed N/A N/A services as defined in statute, to the shared services contract. and administration of PILOT program. Consolidated Assessment Provide assessing services Reassessment Rolls meet the All 5 towns reassessed received All 7 towns reassessment rolls Services to municipalities including state's requirements for level and a 100% equalization rate and will meet state standards and assessment and exemption equity to qualify for aid. qualify for aid. qualify for aid. administration, successful completion of reassessment Conduct a public information Conducted PI meetings, or visited Conduct PI meetings in all projects, and a public meeting in each municipality, and town board meetings, in all 7 7 reassessment towns. information program that meet with town boards. towns. educates taxpayers as to the system processes and their Per parcel cost of service must Per parcel cost was $10.30. Per parcel cost will be $10.96. rights to due process. compare favorably to $13.55 average per parcel cost prior to implementation of program. Maximize the number of 7 of 8 municipalities participate. 7 of 8 municipalities participate. participating municipalities to offset per parcel cost. ---PAGE BREAK--- COUNTY CLERK/DEPARTMENT OF MOTOR VEHICLE Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE County Clerk 178,395 $ - $ 22,725 $ 201,120 $ (65,480) $ 186,229 $ - $ 26,725 $ 212,954 $ (135,046) $ DMV 174,536 $ - $ 5,875 $ 180,411 $ (90,989) $ 184,975 $ - $ 5,825 $ 190,800 $ (2,200) $ TOTAL 352,931 $ - $ 28,600 $ 381,531 $ (156,469) $ 371,204 $ - $ 32,550 $ 403,754 $ (137,246) $ -12.3% $(200,000) $(100,000) $100,000 $200,000 $300,000 $400,000 $500,000 County Clerk DMV TOTAL 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- COUNTY CLERK / DEPARTMENT OF MOTOR VEHICLE Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share County Clerk 186,229 $ - $ 26,725 $ 212,954 $ 348,000 $ (135,046) $ DMV 184,975 $ - $ 5,825 $ 190,800 $ 193,000 $ (2,200) $ Program TOTALS 371,204 $ - $ 32,550 $ 403,754 $ 541,000 $ (137,246) $ 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 53% DMV 47% Expenses Revenue 122% Local Share -22% Revenue ---PAGE BREAK--- COUNTY CLERK/DEPARTMENT OF MOTOR VEHICLE Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes County Clerk Objective: Record & file documents in ▪ Keep document return time to 2-3 85% of documents returned within 100% document return time improved a timely, easily retrievable and archival weeks. 2 weeks manner, thereby preserving the history ▪ Public comment. Public comment has been very good of Schuyler County. ▪ Track mortgage tax (local) Look into issuing laminated pistol Strive to keep exceptional public collected and submitted to Treasurers service, while working within our Office to offset Corning Community budget. College charge backs. ▪ Filings -Index's 350 400 -Divorce 78 70 -Criminal 102 100 -Mortgage filings 885 875 -Mortgages 480 440 -Deed filings 818 820 Department of Motor Vehicle Objective: Stay appraised of the ▪ Public Comment. constantly changing laws and regulations. ▪ Monitor waiting time. Wait time has been decreased. Keep customer wait time low. Serve the public in a friendly manner, keeping wait time at a minimum. ▪ Submit reports Reports are current Reports to be sent 99% on time ▪ Customer transactions. 24,000 transactions ---PAGE BREAK--- RECORDS MANAGEMENT Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE Records Management 67,869 $ - $ 1,960 $ 69,829 $ 19,359 $ 65,315 $ 3,360 $ 68,675 $ 15,118 $ TOTAL 67,869 $ - $ 1,960 $ 69,829 $ 19,359 $ 65,315 $ - $ 3,360 $ 68,675 $ 15,118 $ -21.9% $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 Records Management 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- RECORDS MANAGEMENT Program Personnel & Fringes Equipment Operational Expenses Total Expenses Federal & State Local Share Records Management 65,315 $ - $ 3,360 $ 68,675 $ 53,557 $ 15,118 $ Program TOTALS 65,315 $ - $ 3,360 $ 68,675 $ 53,557 $ 15,118 $ 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 78% Local Share 22% Revenue ---PAGE BREAK--- RECORDS MANAGEMENT Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes ADMINISTRATION Research, storage, reduction, 98% Compliance with state 98% compliant Continue to relocate records from office preservation, retrieval of regarding records storage. space to records storage facility, saving information belonging to all office work space and resulting in a decline county departments. of purchases of equipment to store records. Records stored in five areas Records relocated to storage Seek methods of electronic formats for of the county campuses. facility saving office work space. various county departments. Reduce documents destroyed thru Informational sessions provided Continue with informational sessions to information sessions with with clear, concise instructions on further departments. Savings would result specific documents that do not in less paper usage, less ink for printers, additional copies, leading to less reduced personnel costs to perform shredding of documents. shredding unnecessarily. Incorporate municipal partners and 3 partners have re-located records Continue to incorporate partners and contract agencies records into shared into shared document facility, agencies to increase revenue by $2,300. document facility. increasing revenue by $1,200. Seek grant funding to assist with Awarded $16,109 NYS Archives Secure funding for shelving units to records management program. Grant to complete microfilming capacity, which would allow for additional project of archival records. agencies and increase funding. ---PAGE BREAK--- HUMAN RESOURCES Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE Employee Benefit Admin. 96,223 $ - $ 28,393 $ 124,616 $ 123,316 $ 98,449 $ - $ 41,708 $ 140,157 $ 140,157 $ Dept. and Policy Admin. 47,042 $ - $ 14,517 $ 61,559 $ 61,559 $ 48,131 $ - $ 20,391 $ 68,522 $ 66,522 $ Labor Relations 70,564 $ - $ 21,775 $ 92,339 $ 92,339 $ 72,196 $ - $ 30,586 $ 102,782 $ 102,782 $ TOTAL 213,829 $ - $ 64,685 $ 278,514 $ 277,214 $ 218,776 $ - $ 92,685 $ 311,461 $ 309,461 $ 11.6% $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 Employee Benefit Admin. Dept. and Policy Admin. Labor Relations TOTAL 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- HUMAN RESOURCES Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Employee Benefit Admin. 98,449 $ - $ 41,708 $ 140,157 $ - $ 140,157 $ Dept. and Policy Admin. 48,131 $ - $ 20,391 $ 68,522 $ 2,000 $ 66,522 $ Labor Relations 72,196 $ - $ 30,586 $ 102,782 $ - $ 102,782 $ Program TOTALS 218,776 $ - $ 92,685 $ 311,461 $ 2,000 $ 309,461 $ 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. 22% Labor Relations 33% Expenses Revenue 1% Local Share 99% Revenue ---PAGE BREAK--- HUMAN RESOURCES Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Employee Benefit Administration Administration of all benefits and Establishment of an electronic, sole Completed successful implementation of After complete data entry of 2010 benefit rights provided to active and retired source for employee demographic electronic time and attendance system. costs and careful review of same, employees, i.e. insurance, worker's information in order to improve This resulted in improved processing of inaugural distribution of annual benefit compensation, deferred compensation, office efficiency, reporting, insurance payroll by reducing manual entry and statements to all employees. flexible spending, retirement, ADA, reconciliation, insurance costing and errors; reduction in loss of work time by FLSA, FMLA. Administration of consolidation/elimination of files, ensuring payroll and collective bargaining Introduction of Manager's Access to the salary schedule, management level spreadsheets and notebooks. rules are enforced; increased efficiency Human Resources Benefit module to allow salary plan, orientation of new This to include an electronic time and when researching time and attendance Department Managers access to their employees, insurance bill processing, attendance product to deviate issues; discontinuation of paper timecards employees employment history and other retiree payments and census. from paper time cards as well as in accordance with the county's goal information. (Read only) to ensure proper enforcement of of becoming more paperless. payroll and collective bargaining agreement rules. Departmental and Policy Administration Development, interpretation and Draft training outline and investigate Ongoing discussions with the County's Organization of a county-wide training advisement re: policies and procedures, the most efficient, effective way to Safety Committee and Worker's Comp. committee to develop a mandated training professional development training for provide annual mandated training Advisor on how to best implement manual; implementation of training using all employees, office budget and to all employees. a training program; continued distribution in-house resources. performance, drug and alcohol testing, of training tips, i.e. Tool Box Talks to workplace safety, exit interviews, employees. department contracts, general office duties. Update County Policies & Procedures Compilation of resolutions, updated laws Development of revised Policies and Manual and Administrative Manual. and regulations for inclusion in the new Procedures Manual; review by Mgmt. update. and Finance Committee and Administrative Council; final approval by Legislature; dissemination of revised manual to all county employees. Labor Relations Negotiations, union contract Training of management level staff Development of consistent format for Coordination with management and union interpretation, investigation on employment laws, progressive counseling and notification of right to representation to ensure proper investiga- (discrimination/improper practice), discipline procedures. Instruction representation. Modification of tion is done prior to all counseling's; employee discipline and counseling, to staff on including Human Resources disciplinary procedure to include more training of management to complete file grievances, arbitration. in all disciplinary matters. of an investigative process prior to any notes when issuing verbal counseling's; discipline. Inclusion of a "HR Tip of consistent schedule of "HR Tip the Month" as an occasional agenda item of the Month" to the Administrative team. for Administrative Council meetings. ---PAGE BREAK--- TREASURER Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE Tax Collection 87,870 $ - $ 64,017 $ 151,887 $ (384,113) $ 91,885 $ 65,068 $ 156,953 $ (243,047) $ Payroll 62,676 $ - $ 3,025 $ 65,701 $ 65,701 $ 65,028 $ - $ 5,015 $ 70,043 $ 70,043 $ Accounts Payable 71,320 $ - $ 55,158 $ 126,478 $ 126,478 $ 74,086 $ - $ 69,417 $ 143,503 $ 143,503 $ TOTAL 221,866 $ - $ 122,200 $ 344,066 $ (191,934) $ 230,999 $ - $ 139,500 $ 370,499 $ (29,501) $ -84.6% $(400,000) $(300,000) $(200,000) $(100,000) $100,000 $200,000 $300,000 $400,000 Tax Collection Payroll Accounts Payable TOTAL 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- TREASURER Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Tax Collection 91,885 $ - $ 65,068 $ 156,953 $ 400,000 $ (243,047) $ Payroll 65,028 $ - $ 5,015 $ 70,043 $ - $ 70,043 $ Accounts Payable 74,086 $ - $ 69,417 $ 143,503 $ - $ 143,503 $ Program TOTALS 230,999 $ - $ 139,500 $ 370,499 $ 400,000 $ (29,501) $ 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 19% Accounts Payable 39% Expenses Revenue 93% Local Share Revenue ---PAGE BREAK--- TREASURER Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes Tax Collection Diligently and efficiently monitor and Out of the 152 properties that were Unfortunately with the economy we collect delinquent taxes to reduce tax searched for tax foreclosure only 6 went to predict that out of the 157 properties foreclosures on properties as well as auction, one of which was from the 2008 that are being searched we will more monitor Installment Agreements that the tax foreclosure. The Treasurer's Office than likely have 10-12 properties go County has with tax payers. held 139 Installment Agreements with to auction. We also predict a 2% owners in which 15 went into default. increase in the default rate for represents an 88% success rate for this Installment Agreements. program. Accounts Payable Quickly and efficiently pay all vendors We had a 97% efficient rate on paying With the new modules that have who have supplied the County with vendors, within 15 days, who supplied the been put into place we feel that we goods and services. County with goods and services. can be 99% efficient with payment vendors for their goods and services. Payroll Accurately and efficiently pay all County We had a 96% accuracy rate on payment Once all the bugs have been worked employees as well as report all wages County Employees. This was due to the out of the new time management and retirement figures to the correct implementation of the new time system we should be able to get to agency. system that was put into place and 99% accuracy for the payment to the bugs out. We also had a 99% accuracy County Employees. There is no rate for the reporting to State and Federal to be able to get to 100% for the agencies. reporting unless we get to 100% for the payroll, but we will strive for ---PAGE BREAK--- BOARD OF ELECTIONS Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE Administration 140,436 $ 15,000 $ 83,500 $ 238,936 $ 169,670 $ 114,020 $ 95,000 $ 134,000 $ 343,020 $ 293,020 $ TOTAL 140,436 $ 15,000 $ 83,500 $ 238,936 $ 169,670 $ 114,020 $ 95,000 $ 134,000 $ 343,020 $ 293,020 $ 72.7% $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 Administration 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- BOARD OF ELECTIONS Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share Administration 114,020 $ 95,000 $ 134,000 $ 343,020 $ 50,000 $ 293,020 $ Program TOTALS 114,020 $ 95,000 $ 134,000 $ 343,020 $ 50,000 $ 293,020 $ 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 15% Local Share 85% Revenue ---PAGE BREAK--- BOARD OF ELECTIONS Performance Measures Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes ADMINISTRATION To accomplish the mission, it is Staffing levels; election Inspectors: Need 136 Have 68 Increase the number of Inspectors to 136 necessary to fully staff all polling inspectors & custodians. Custodians: Need 4 Have 3 and hire 1 technician. places with well trained, knowledge- able election inspectors. It is also Training of inspectors and Each inspector is trained a minimum of 3 hours per Continue training all inspectors on the necessary to provide support for the custodians. year. Extra training was given to all inspectors at their Plan A and Plan B machine and keep inspector with equally capable polling sites on the Opt Scan ballot and use of machine them abreast of the Opt Scan Ballot and election custodians. for plan A and review of disabilities accessible on Plan software as needed. B. A new machine has been set up and inspectors have access to increase their knowledge and opera- tion of both Plan A & B. Administrative function also consists Implementation of HAVA In 2009, the Board of Elections participated in the Full Schuyler County will be in full comp- of ensuring full compliance with the Pilot Program for the Primary Election in the 8 Dis- liance with HAVA Implementation Help America Vote Act (HAVA) tricts where Primaries were conducted using the Opt and the Supreme Court order for all prior to the 2006 Federal election. Scan Machine Plan A&B. The Board is committed to Elections in 2010. the Pilot Program for the General Election in 2009 on the Opt Scan using Plan A and B. Additional efforts remain ongoing at # of registered voters Increase registration by 10% increasing voter participation both in % of eligible voters registered 80% of Schuyler residents over the age 18 terms of registered voters and actual are registered to vote. voters. % of registered voters who vote: Using the EMS machine, program our ▪ Primary ballot selection for the Primary and ▪ General General Elections. # of polling places within the 17 polling places are handicapped accessible. Reading Combine polling sites if feasible and if County has combined areas I and II into the Town Hall for the requested by Town Boards - Montour 2009 General Election. For both the Primary and and 2 or 3 from Dix. General Elections the Board has offered 12 training sessions held in various locations throughout the county on the Opt Scan Plan A machine using the Ice Cream ballot to vote. # of educational outreach efforts 3 trainings were held throughout the county. Continue voter education sessions for for Schuyler residents. the general public. ---PAGE BREAK--- INFORMATION TECHNOLOGY Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 LOCAL SHARE % Change LOCAL SHARE County -Wide Administration 176,381 $ 56,954 $ 63,808 $ 297,143 $ 203,175 $ 190,436 $ 57,858 $ 63,273 $ 311,567 $ 213,959 $ TOTAL 176,381 $ 56,954 $ 63,808 $ 297,143 $ 203,175 $ 190,436 $ 57,858 $ 63,273 $ 311,567 $ 213,959 $ 5.3% $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 County -Wide Administration 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- INFORMATION TECHNOLOGY Program Personnel & Fringes Equipment Operational Expenses Total Expenses Revenue Local Share County -Wide Administration 190,436 $ 57,858 $ 63,273 $ 311,567 $ 97,608 $ 213,959 $ Program TOTALS 190,436 $ 57,858 $ 63,273 $ 311,567 $ 97,608 $ 213,959 $ 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 Programs Performance Measures 2009 Outcomes 2010 Projected Outcomes County Wide Administration Replaced 911 consoles with updated Finish County wide implementation of The Information Technology Increase technology and equipment. Voice over IP Phone to increase Department will work to increase communications with in the county paging and texting for Emergency technology and reduce operating cost. to increase productivity. Increased offsite connectivity to Preparedness. Rather than changing the functionality county nurses and caseworkers of the process, utilizing technology while in the field. enables a company to execute the strategy much faster and leverage time Completed the conversion of county Install a 2nd Livescan Digital Finger as a source of competitive advantage. ip addresses to state routable printing system to be used for Civil For example, information technology addresses for better system wide Applications. facilitates the exchange of information connectivity to the state network. among the various participants in the value chain. Upgraded Email Server to enhance Implement Email Archiving Solution Closer communications speeds up the onsite and offsite communications to business processes. include web based email Complete Electronic Clinical Records and smartphones System for Mental Health Dept. Implemented Microsoft Forefront to minimize spam and spyware threats by 89%. Completed 93% county wide domain Finish County Wide Domain migration to new centralized domain. Migration and Consolidation Virtualized 95% of the county servers Maintain a centralized IT with in the Completed centralized county wide Implement a Centralized GIS in the county to reduce hardware, software security system including the new Information Technology Dept. for the and training cost. public works building and courthouse county. renovations. Replaced failing machines within an Strive for 100 percent uptime for average of 1 working day and responded Servers. to 1600+ work request. Installed Livescan digital finger printing system for Sheriff to speed up inmate fingerprints to be received by the state. ---PAGE BREAK--- HISTORIAN Summary Comparison of 2009-2010 Costs Program 2009 Personnel (100) 2009 Equipment (200) 2009 Operations (400) 2009 TOTAL 2009 LOCAL SHARE 2010 Personnel (100) 2010 Equipment (200) 2010 Operations (400) 2010 TOTAL 2010 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 2009 TOTAL 2009 LOCAL SHARE 2010 TOTAL 2010 LOCAL SHARE ---PAGE BREAK--- MISCELLANEOUS/OTHER Summary Comparison of 2009-2010 Costs PROGRAM 2009 EXPENSES 2009 REVENUE 2009 LOCAL SHARE 2010 EXPENSES 2010 REVENUE 2010 LOCAL SHARE % Change LOCAL SHARE Contract Agencies 689,651 $ 104,000 $ 585,651 $ 720,276 $ 252,000 $ 468,276 $ Community College Charge Backs 750,000 $ 108,000 $ 642,000 $ 820,000 $ 125,000 $ 695,000 $ County Liability Insurance 50,000 $ 30,000 $ 20,000 $ 170,000 $ 127,000 $ 43,000 $ Contingency 200,000 $ - $ 200,000 $ 250,000 $ - $ 250,000 $ Debt Service 45,150 $ - $ 45,150 $ 43,120 $ - $ 43,120 $ Municipal Assoc. Dues 3,557 $ - $ 3,557 $ 3,664 $ - $ 3,664 $ Transportation 250,000 $ 200,000 $ 50,000 $ 50,000 $ - $ 50,000 $ Room Tax 285,000 $ 300,000 $ (15,000) $ 285,000 $ 300,000 $ (15,000) $ Judgments & Claims 3,500 $ - $ 3,500 $ 3,500 $ - $ 3,500 $ Retiree Insurance 651,609 $ 270,776 $ 380,833 $ 684,189 $ 293,928 $ 390,261 $ Municipal Health Ins. Consortium 706,272 $ 706,272 $ - $ 826,416 $ 826,416 $ - $ Miscellaneous/ Other 268,950 $ 1,032,153 $ (763,203) $ 553,893 $ 586,528 $ (32,635) $ TOTAL 3,903,689 $ 2,751,201 $ 1,152,488 $ 4,410,058 $ 2,510,872 $ 1,899,186 $ 64.8% $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 2009 REVENUE 2009 LOCAL SHARE 2010 REVENUE 2010 LOCAL SHARE TOTALS 2009 REVENUE 2009 LOCAL SHARE 2010 REVENUE 2010 LOCAL SHARE ---PAGE BREAK--- MISCELLANEOUS/OTHER Program Contractual Total Expenses Revenue Local Share Contract Agencies 720,276 $ 720,276 $ 252,000 $ 468,276 $ Community College Charge Backs 820,000 $ 820,000 $ 125,000 $ 695,000 $ County Liability Insurance 170,000 $ 170,000 $ 127,000 $ 43,000 $ Contingency 250,000 $ 250,000 $ - $ 250,000 $ Debt Service 43,120 $ 43,120 $ - $ 43,120 $ Municipal Assoc. Dues 3,664 $ 3,664 $ - $ 3,664 $ Transportation 50,000 $ 50,000 $ - $ 50,000 $ Room Tax 285,000 $ 285,000 $ 300,000 $ (15,000) $ Judgments & Claims 3,500 $ 3,500 $ - $ 3,500 $ Retiree Insurance 684,189 $ 684,189 $ 293,928 $ 390,261 $ Municipal Health Ins. Consortium 826,416 $ 826,416 $ 826,416 $ - $ Miscellaneous Other 553,893 $ 553,893 $ 586,528 $ (32,635) $ Program TOTALS 4,410,058 $ 4,410,058 $ 2,510,872 $ 1,899,186 $ 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 16% Community College Charge Backs 19% County Liability Insurance 4% Contingency 6% Debt Service 1% Municipal Assoc. Dues 0% Transportation 1% Room Tax 6% Judgments & Claims 0% Retiree Insurance 15% Municipal Health Ins. Consortium 19% Miscellaneous Other 13% Expenses Revenue 57% Local Share 43% Revenue ---PAGE BREAK--- CONTRACT AGENCIES Contractual Revenue Local Share $13,000 $0 $13,000 $139,895 $0 $139,895 $1,000 $200,000 -$199,000 $141,240 $52,000 $89,240 $5,000 $0 $5,000 $378,641 $0 $378,641 $35,000 $0 $35,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,500 $0 $6,500 $720,276 $252,000 $468,276 Program 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 Revenue 35% Local Share 65% Revenue