IN ATTENDANCE: Legislators Lesniak, Meyer, Tassone, Rapp, Buckel, Corbett, Stanczyk, Holmquist, Kilmartin, Cox, Warner, Jordan, Kinne, Laguzza, Masterpole, Williams, Ervin, Rhinehart

Chairman Rhinehart called the meeting to order 10:15 a.m. and led the Pledge of Allegiance.

Chairman Rhinehart introduced County Executive Mahoney who presented the following:

Onondaga County is on firm financial footing. The economy remains challenged, but I stand before you with a balanced budget which continues our county’s strong history of carefully planning for the needs of our citizens and at the same time being very efficient with their tax dollars.

In this budget, the county tax rate will drop to $5.77/thousand, which is down nearly $1.51, close to 21% since I took office in 2008. It is the lowest it has been since before 1960 and nearly half of what it was in the 1992 budget 20 years ago. My budget maintains a property tax levy of just under $154 million. The levy was reduced by $30 million in the 2011 budget; down over 14% since I started. It’s the lowest it has been since 2002, 10 years ago. Although our county can be commended, it is constantly striving to be more efficient. Government does not cost the same today as it did 20 or even 10 years ago. The local part of our budget has been dramatically reduced; however state mandated costs have skyrocketed. Onondaga County’s contribution to the state pension system in 2008 was $15.4 million. The estimate for our 2011 contribution is $32.4 million. Our bill from Albany has more than doubled in four years with an actual dollar increase of $17 million. For 2012 we are projecting another increase of 21%, which is an additional $7 million bill from Albany.

There is a certain amount of fatigue with respect to the constant theme of state mandates, but the truth is that they continue to take the lion’s share of our property tax dollars. The entire levy is still lower than the bill from New York State. The one year increase in mandated costs is $9.7 million this year. To put this in perspective, I’d like you to consider this: our entire Park’s budget for 2012 is $9.1 million. We can eliminate the entire Park’s Department and still not keep pace with just this year’s increase in the state mandated costs. In fact there are nine Albany mandated programs that consume 90% of all county property tax collected statewide. Counties across our state collect a total of $4.4 billion in property taxes in 2010 -- $4 billion of those dollars went straight to Albany to pay the bills for only nine programs. These are nine programs over which we have no input and no control, but we are expected to foot the bill.

This year we are taking an extra hit in Medicaid for what is known as a calendar creep. The first Tuesday in 2013 is January 1st and since banks are closed, our payment is due on or before December 31, 2012, which will result in an additional weekly payment of Medicaid of $2 million. Don’t think that there is relief on the horizon, if you count the remaining Tuesday’s in 2013, you will see that there are still 52.

When you hear that NYS does not charge state-wide property taxes, please don’t be fooled. It absolutely does, but it just uses us, the counties, as the middleman. We have become a pass through, which collects the money from our county homeowners and businesses to pay for the programs that Albany approves. From 2008 until the budget in front of you today, our bills from the State have increased over $27 million. That is an 18% increase just since County Executive Pirro retired, and he was sounding the alarm bells long before he left. The good news is that the sometimes difficult decisions that we have made together over the past few years have not only helped Onondaga County weather the world wide economic crises, but we have also weathered the Albany spending spree better than most. As you know a 2% tax cap is now the law in NYS, and its impact is being felt statewide. Many counties across the state are already preparing local legislation to override the cap. Fortunately, Onondaga County is not in that position. I believe that that cap without mandate relief is a recipe for disaster and hopeful that the state will make the issue a priority when the legislature returns. In the meantime, we must continue to make responsible decisions and govern with a steady hand. But make no mistake, this point is perfectly clear. Now that the tax cap is in place, significant reforms, which reduces the cost of state mandated programs, must occur. Onondaga County has been one of the best state wide at reducing local costs while absorbing huge increases from the state, but we too will reach a tipping point if the Albany bills continue to spiral out of control.

The budget I present to you today is one that continues our strong stewardship of the taxpayers’ dollars and is focused on keeping our county financially sound. At the same time this budget takes a longer range view and considers the future impact of the decisions we are making today. One of the areas affected is our fund balance. The current projection has the general fund balance at $79 million at the end of 2011, which includes a $4 million surplus. As you know, this exceeds the county’s policy of maintaining a fund balance of 10% of revenue, and the excess will be used to offset the need to raise property taxes to pay for the increase in cost of state mandates. This budget includes a $4.5 million sum of fund balance to help fill the gap. In addition, as you also know, in March of this year I designated $5.5 million of fund balance to pay for the county’s share of the Early Retirement Incentive Program. I continue to believe that we should make use of fund balance for this one-time cost and not make partial payments, which will cost us more over time. As an update, please be aware that one of the requirements for participating in the early retirement incentive last year was agreeing that we would eliminate more than half of the total number of positions, which were vacated by retiring county employees. We have far exceeded that requirement. We are saving money on staffing; let’s pay the ERI charge all at once and maximize savings there as well.

Sales tax revenues are strong and account for the bulk of the $4 million surplus the county expects to have at the end of the year. Please recognize that if the projections are accurate, we will only now be getting back to sales tax levels which were collected in 2008. It continues to be a very slow recovery. The 2011 budget assumed approximately a 2% growth in sales tax receipts and with the benefit of events like the women’s bowling tournament, we are expecting now that the number will exceed 3%. The budget before you today forecasts a 2.25% increase on top of that actual growth in 2011. It is more aggressive than we have been in recent budgets, and it will take an economy which is growing to make it happen.

In addition to the appropriations for the early retirement incentive payment and the $4.5 million to fill a gap in this years’ budget. I am forwarding to you today a list of items that I’m asking the legislature to fund with fund balance. The list includes items outside of the normal operating budgets of county departments and represents appropriate projects to be funded with a one-time source of money. The list totals approximately $14 million, and when combined with the other fund balance appropriations, reduces the county fund balance to approximately $54 million, which is closer to 8% of our revenues. It is my hope that this year you will make an exception to your 10% policy because using the fund balance in this manner addresses ongoing maintenance, which has been neglected and at the same time does not exacerbate a structural deficit in next year’s budget. Funding these items will result in our ability to address any one time expenses, continue to operate the government efficiently, and avoid having to raise people’s property taxes.

While we can agree that the 2% property tax cap without mandate relief will cause future budget problems, we must work together now to mitigate that effect. A cap of 2% would not have been an issue for us in the recent budgets. However, in the early ’90’s and 2000’s it would have had a dramatic impact on the county, and for all but four of those years the levy was higher than it is today. We cannot simply lower the property tax levy by putting off recurring expenses or inflating revenue projections. The only responsible way to lower the tax levy is by making cuts in the budget which are permanent. As the legislature reviews the budget, I will be open to discussions about legitimate cuts which would be recurring. I am proud of the job we have done as careful stewards of taxpayer dollars and will always be open to new cost cutting proposals.

There is also a balance which must be considered with respect to the tax levy and fund balance to our county bond rating. Onondaga County has one of the highest bond ratings of any county, and we were actually upgraded in 2010. It is important to maintain our current bond rating because it results in lower costs for taxpayers when we need to borrow money for capital projects. When the rating agencies analyze municipalities, they look for stability. Our stability it reflected by the proportion of property tax to sales tax and room occupancy tax. A budget which more heavily relies on the more stable revenue sources will be rewarded with higher ratings. Although our budget process is focused on 2012, we are not operating in a vacuum. You showed foresight last year when you voted unanimously in favor of a new sales tax sharing formula, and we are seeing the effects through increased efforts to share services and consolidate municipalities, which will lower the overall cost for everyone.

It is important to make smart choices that do not increase out year gaps and be mindful that good sound bites are not always good policy. A key part in making smart choices is in making smart investments. To that end, I propose that the county implement an asset management system. Over the years the county invested in many structures -- structures which are now aging and require maintenance. It is not prudent though to only consider the needs of each individual facility when we can instead use technology to help assess all of our facility needs. As part of preparing for our future workforce, we must determine what our space needs will be and implement a plan to maximize productivity and minimize expense. In county government, the Civic Center and the County Office Building are the core. Our asset management system will help us to maximize efficiency and space use and better address our long term capital needs. This budget not only includes funding to implement the asset management system, it also allocates fund balance to begin projects to our core structures, which are necessary and overdue.

Since I began as County Executive, I have made increasing government transparency a top priority and this budget document furthers that goal. In the past the capital improvement plan contained all capital projects which were under consideration by county departments. This led to the plan becoming more of a wish list than a planning tool. In creating the capital improvement document this year, we challenged each department to prioritize projects within an overall budget. The result is a realistic plan of action. Many of these projects are long overdue and are necessary to preserve our assets while making them safer and more efficient. These buildings were built with taxpayers’ dollars under the watchful eyes of John Mulroy and Nick Pirro. We have a duty to maintain them.

We have also expanded the Park’s Department section to include a park by park breakdown of revenues and expenses.

You will also see changes in a reallocation of budget numbers within the program profile section of each department’s budget. As part of the implementation of the People Soft system, we are preparing program profiles to budget and track expenses in greater detail. This new software tool will help us better analyze data so that we may more easily identify opportunities for saving taxpayer money.

The budget passed by last year’s legislature cut funding for the arts and cultural organizations. Fortunately the Cultural Resources Trust assumed the obligation on the county’s behalf. Although the Trust’s mission is not to fund the day-to-day operations of cultural groups, we owe them our thanks for throwing a lifeline to many of these community treasures. Having depleted much of the Trust’s funds on the arts last year has limited its ability to help again. Our county’s cultural organizations will be embarking on a new initiative. This year I propose providing $1.2 million to fund our arts and cultural organizations. This sum represents 22% of ROT revenues. In future years, I intend to propose the same fixed percentage of room tax revenues for arts and cultural organizations so that they may better plan for the future. This new program will provide a steady, recurring source of funding for these organizations. I am also proposing a public/private partnership and thank Chairman Rhinehart for his work on this important proposal. In the future, a portion of county funds must be matched by private donations before the funds are released to the organizations.

In last year’s budget, I announced that we would pursue using the resources and expertise of our Division of Purchase to help other municipalities in Onondaga County save money, while doing the same for our own county departments. I am pleased to report that in the few months we’ve been operational, we have already saved county taxpayers over $200,000. That is part of an overall savings of nearly $900,000. In the coming weeks you will hear from Purchasing Director, Sean Carroll, about his successes and what he needs if we are to expand this program to all of our towns and villages. It is my hope that you vote to fully fund this proven initiative.

I’m also proud to report that we have made tremendous progress since first announcing Ongov Enterprise-- Our new integrated approach to transform how we deliver services to county residents.

I mentioned earlier the promise of the People Soft program. This January we will move from an outdated set of financial applications running on an extensive mainframe to modern replacements, which run on less expensive computer systems. In January 2013 we will move our human resources and payroll applications onto this modern platform. I am also pleased to report that the contracts we negotiated with the software companies will allow us to offer these very same applications at no cost to any of our towns and villages. To prepare ourselves for this change, we have begun a significant reorganization of our Information Technology Department. One example of this is that my 2012 budget moves all purchasing of personal computers and laptops from individual departments to the IT Department, enabling us to dramatically reduce purchasing, and maintenance costs over the lifecycle of this equipment.

I am pleased to share that after 23 years at the Galleries, the Central Library is ready to be reconfigured to better serve our county’s residents. Of equal importance, the Central Library will be less expensive to operate when our reconfiguration project is complete. In January 2011 the library released a study recommending that we downsize the Central Library by vacating about 6,000 sq. feet on the 3rd and 4th floors of the Galleries. Central Library will then move into a smaller space on ground floor where a new entrance from South Salina Street will welcome readers of all ages to space that has been reconfigured to meet the needs of today’s families. The Governor and our State Legislature have included a $2.5 million grant for our Central Library – downsizing and reconfiguration project – in their state budget, and I am asking this legislature to authorize $5.2 million in funding for this project.

The discussions with members of the legislature leading up to today have been productive. I appreciate the effort put forth by Chairman Rhinehart, Floor Leader Lesniak and Minority Leader Stanczyk, as well as those members of their caucus who have helped to shape this budget.

We have tightened, and tightened, and tightened, and have driven our tax rate down in the face of huge increases in our bills from Albany. Let’s continue to find smart ways to meet our obligations and work together to fight for the real mandate relief our county tax payers deserve.

Before I end, I want to thank Jim Rowley, our CFO, and his incredible team of budget analysts for the hours and hours of work that go into preparing this budget that I present to you today. We owe them a debt of gratitude; they spend a lot of summer nights working on the budget.

I know that for many members of the County Legislature, this will be your last budget, and I want to thank you for your years of service to Onondaga County. Chairman Rhinehart, you have been a formidable opponent on many occasions, and a strong ally on others. I wish you and the other members of the legislature, who will not be here next year, all the best in your next adventures. For those of you who plan to return, there is still time to change your minds.

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WAYS AND MEANS COMMITTEE 2012 TENTATIVE BUDGET REVIEW OF AUTHORIZED AGENCIES

MEMBERS PRESENT: Mr. Lesniak, Mr. Buckel, Mr. Stanczyk, Mr. Kilmartin, Mr. Warner, Mr. Kinne

ALSO PRESENT: Mr. Rhinehart, Mr. Meyer, Mrs. Tassone, Mrs. Rapp, Mr. Masterpole, Mrs. Ervin

Chairman Jordan stated the budget presented to the Legislature does not provide for any payback to the constituents. There is a $14 million excess fund balance, and Chairman Jordan has already been receiving calls from constituents who are very upset there is no plan to return any of the money to the taxpayers. He finds this unacceptable and hopes the balance of the Ways and Means Committee feels the same way. Some portion of the fund balance needs to be returned to taxpayers. Everyone is aware of the recent 2% cap enacted at the state level, and it needs to be taken into consideration in determining what should be done with excess fund balance. This should be factored into the actions the legislature takes when approving the Ways and Means budget. Chairman Jordan believes the legislature should resist the urge to spend fund balance and enact spending reforms. Given the fact there is a 2% cap, it is a perfect time to consider policies the legislature should be enacting and pursuing for spending reforms. The legislature needs to decide what the role of county government is in terms of funding certain aspects of what goes on in the local community. Make sure the legislature only funds those items the county government should be involved in.

ASSIGNED COUNSEL (500 & 503); Renee Captor, Executive Director, Tara Venditti, DMB

Chairman Jordan stated the filings with the Clerk indicated the Assigned Council received $4,833,055 from the County (county assistance) but the budget book indicates the budget as modified is $4,541,755. Why is there a discrepancy? Mrs. Venditti responded: it does not include the conflict line which is object 503. Chairman Jordan replied the modified budget would total over $5 million, and now there is a shortfall in what was received from the County. Mrs. Captor stated the $4.8 million number came from the Assigned Counsel’s audited financial statement. In addition to current year funding, Mrs. Captor tracks an accrual line which is what is left over from last year, and that may be where the discrepancy lies.

Chairman Jordan requested Mrs. Captor correspond with DMB to provide an explanation pertaining to the differentials. Mrs. Captor agreed.

Mr. Seitz responded to Mr. Lesniak the $5,058,200 is the agency’s request, and the entire request is not always funded; it was reduced to the recommended number.

HISCOCK LEGAL AID – CIVIL (501); Susan Horn, CEO, Richard Engel, Board Chair

HISCOCK LEGAL AID – FAMILY COURT/APPEALS/PAROLE (502); Susan Horn, CEO, Richard Engel, Board Chair

Mr. Fisher stated for the record in reference to the variances from one year to the next, line 500, the legal defense of indigents, this Ways and Means committee last year reduced the recommended appropriation for the legal defense of indigent by $100,000. It came in above budget but the committee had reduced it from the recommended amount by $100,000. Chairman Jordan responded he wanted more of a clarification of the difference between the budget as modified and the actual money received by the agency.

AMERICANIZATION LEAGUE (875); Michael Puntschenko, Director of Special Programs, Monica Dornford, Nationality Worker

Mr. Lesniak stated he does not have a list of employers and would like to request the list. Also, he would like a number of how many of the 2,000 were then employed by those employers. Mr. Puntschenko responded it is hard to calculate because the immigrants come to the Americanization League to get paperwork to become citizens. After they leave, it might be known that they are taking adult education courses or some other programs but there is no come back to the Americanization League of who got a job and where. The Americanization League knows where some work because they work through the refugee assistance program, job development and case management services.

Mrs. Rooney commented the Americanization League does a wonderful job helping people get green cards so they can be employable, and that assists the County in getting them off, for instance, the TA rolls.

Mr. Lesniak stated this was not funded previously. Mrs. Rooney responded last year was the first year they did not receive county funding. Mr. Lesniak is requesting justification in clientele, numbers of how many people are being employed, if there is a return with taxes or revenue going back, and that they are not on the rolls for Social Services.

Onondaga County Authorized Agency funds AURORA of CNY’s Community Living Skills Program for Individuals with Vision and/or Hearing Loss

Aurora’s Community Living Skills Program assists individuals of all ages who are blind, visually impaired, deaf or hard of hearing to remain independent, safe and productive in their homes and the community by providing support, resources and specialized training. Program participants learn skills for coping, adjustment to vision/hearing loss, safe travel, household management and activities of daily living to achieve their goals of independence and overall personal health and well-being.

Problem Statement: People with vision loss, hearing loss or a combination of both are at risk of losing independence and full participation in the community and are susceptible to conditions that negatively impact their overall health and well-being. (i.e.: falls, isolation, depression and personal safety issues).

There are two overarching community symptoms that are impacting the increasing number of people with vision and hearing loss in need of services in our community. First, as our population ages there is an increase in the number of people with age-related vision/hearing loss in our midst. The second major community symptom is the dramatic rise in diabetes in our country for people of all ages.

Additionally, there is a group of people who are deaf, some of whom are resettled refugees, who are considered low-functioning and in need of on-going assistance to access and fully participate within the community. They require individualized independent living skills training, advocacy and case management, especially with respect to learning the language, customs and systems of service that impact their health and over-all well-being.

Community Impact and Risk Factors: Currently 1 in 3 people in the United States over the age of 65 has a significant hearing loss and 1 in 6 has a visual impairment. In Onondaga County, in 2009, seniors 65 years old and over made up 14.1% of our population compared with 13.7% in 2000. It is estimated that the population of seniors in our county will jump to 17.8% by 2020. (Experts predict that by 2030, rates of severe vision loss will double along with the country's aging population (Prevent Blindness America's Vision Problems in the U.S., 2002).

Dual sensory loss is becoming a more common condition seen by clinicians. Individuals with both vision and hearing loss report poorer self-health, depression, reduced quality of life and less interaction with social networks. People with dual sensory loss are also at greater risk for falls than those with a single sensory loss, and this is significant because falls are the leading cause of injury death in the elderly.

Added to this is the fact that many people with hearing loss, and especially seniors, experience problems with balance due to vestibular irregularities. According to the Step Up to Stop Falls™ Falls Prevention Collaborative, a project funded by the Community Foundation of Western and Central New York (of which Aurora is a part), Onondaga County is reported to have the highest rate of deaths related to falls for elders out of the seven-county target area for the project.

Specialized, community-based services such as Aurora’s Community Living Skills program address the negative impact of risk factors on the individuals themselves, their families and the community at large.

Of particular note, Aurora is currently a participating partner in two special project grants awarded through the Community Health Foundation of Western and Central New York: A Falls Prevention Collaborative with the Onondaga County Office for Aging and Youth (lead agency), the Salvation Army, St. Camillus Health and Rehabilitation Center and the Visiting Nurses Association to identify and implement effective practices to reduce falls for older adults, and a collaborative with Crouse Hospital that led to the development of hospital protocols and a train-the trainer sensitivity module to address needs of patients with vision and hearing loss in the hospital.

We are grateful for the support of the Onondaga Legislature and thank you for your time.

Mr. Rowley pointed out a contracted service line in this budget for $40,000, line 570. There is a $30,000 request for the Boys and Girls Club of Central New York, and there is a representative from the Boys and Girls Club if there is a second for him to address why the amount is in there. There is also $10,000 Legislator Masterpole could speak to for the St. Patrick’s Day Parade. It is a late addition to the budget and they were not previously Authorized Agencies; it is where it could be fit in.

BOYS AND GIRLS CLUB OF CENTRAL NEW YORK (570); David McDonough, President, Executive Director

CORNELL COOPERATIVE EXTENSION OF ONONDAGA COUNTY (871); Richard Halpin, Interim Executive Director, Susan Martineau, Finance Manager, Jessi Lyons, Team Coordinator, Kathleen Dischner, Dietician and Nutrition Team Coordinator (Annual Report on file with Clerk)

Cornell Cooperative Extension of Onondaga County serves youth, families, farmers and citizens of the entire community through research-based knowledge for immediate application and life-long learning. We are part of the Cornell Cooperative Extension educational system that strives to enable people to improve their lives and communities through partnerships that put experience and research knowledge to work. Cornell Cooperative Extension of Onondaga County is the local implementation of a statewide and nation-wide Extension system with a strong public mission and an extensive local presence.

We request your support for the full appropriation of $283, 958. This level of core support will allow us to continue our program emphases in agriculture, nutrition, 4-H youth development and natural resources, and will leverage additional funding of $582,896.

We assure our County partners that investment in Cornell Cooperative Extension of Onondaga County at the requested level for 2012 will produce significant public benefit for the citizens and communities of Onondaga County.

Cornell Cooperative Extension of Onondaga County’s Food, Renewable Energy, and Environment programs focus on providing hands-on education and training through community-based stewardship events and direct consumer education. We are able to provide educational resources and tangible support necessary for education to turn into action. Our outreach programs empower citizens to make the best environmental choices at home and in their community.

The Urban and Community Forestry program focuses on training citizens and professionals to properly plant and maintain trees in order to support an urban forest that is resilient to natural disasters, costs less to maintain, and provides long-term economic and social benefits to the whole community. Our invasive species program educates the general public and professionals about how to identify, monitor and slow the spread of invasives to limit devastating economic impacts and risk to human health and infrastructure.

The Water Quality Education program focuses on teaching youth and adults ways they can improve water quality; how to identify water bodies at risk; monitoring and control of aquatic invasive species; reduction of stormwater run-off through proper land-use practices; and Hydrofracking workshops for residents and municipal leaders.

The Master Gardener program was revived in 2011 after a 17-year hiatus. The program trains citizens in research-based horticultural principles and practices. The gardeners then educate the public through seminars, workshops, articles, and by responding to consumer calls.

The Agriculture and Food Security Program works to connect rural and urban farmers and markets to resources in order to improve sustainability, economic vibrancy, and strengthen our local food system.

Our research-based Extension Quality of Life programs and resources provide interactive, “hands-on” nutrition and healthy lifestyle programs; workshops to help consumers identify low-cost cost savings to reduce energy use and budget for household expenses, and opportunities for youth to develop personal and social assets, such as mastery, independence and a sense of community to support their growth and development in leadership, citizenship and to embrace and practice healthy lifestyles.

We strive for “multiplier’ effects in our program efforts and outreach. We train community partners, volunteers and students who share our resources to help improve their outreach to help the families, seniors, youth and individuals served throughout our community.

Our Eat Smart New York nutrition education assists low-income residents to make healthier food and lifestyle choices within limited budgets. 150 adults and seniors with over 500 family members completed a six-eight session workshop series reports over a reduced program year.* Evaluation data indicate:

*CCE Onondaga lost $63,000 in funding during 2011 as part of a midyear statewide budget rescission. . In response, we regrouped, planned staff layoffs and our program suspension to maximize the number of residents reached during peak programming months. NYS lost over $9,000,0000 for SNAP-Ed programming during 2011. Benefits of SNAP-Ed include:

** For every SNAP benefit issued, $1. 84 is generated in economic activity (www.hungernys.org)

** Research conducted by Cornell University indicated that for each dollar expended in nutrition education for residents enrolled in Food Assistance programs, up to $9.00 is saved in future health care (Jamie Dollahite, PhD, www.fnec.cornell.edu. )

Save Energy, Save Dollars Workshops- informed 300 homeowners and apartment dwellers to save energy and in turn dollars, on their utility bills through no-cost, low cost measures while sharing how residents can connect with other CCE programs for residents to engage in other learning-based programs and improve quality of life. We plan to reach up to 500 county residents through 35 Energy and Money Management workshops by the end of 12.31.11.

Food Plate Studies- Nudging Nutrition- CCE Onondaga brings Cornell research into our communities. Over 200 families are participating in a four-month family food decision making study that helps families raise awareness of food and family eating choices and portion size with weekly weight monitoring and physical activity participation- in progress during 2011. This study has provided us with opportunities to engage additional county residents in our programs and to share our resources and learning opportunities.

4-H programs provide 100 youth across rural, suburban and urban settings with positive youth development opportunities ranging from animal care, to natural resource conservation, to healthy food decision making. Increased county funding is needed to sustain current programs as well as to expand -H youth development programs and opportunities to reach diverse youth sectors and volunteers to support skill development in sciences, engineering and technology arenas.

Let’s Get cooking cookbook- $500 from National Grid allowed CCE nutrition educators to update and distribute 100 copies of a low-literacy resource to help at-risk families prepare quick, healthy and inexpensive recipes at home for families. P.E.A.C.E Inc. printed 500 copies of our cookbook and will be distribute these by Family Worker outreach in homes across the county. Upstate Medical University is planning to reprint and distribute over 1,000 cookbooks.

Mr. Lesniak asked if there is money in their budget from WEP. Mr. Fisher responded there is no money in the recommended budget for WEP that is allocated to Cornell Cooperative Extension. Mr. Lesniak asked about the grant money being included. Mr. Rowley replied that he is not aware of any but he will look into it.

Mr. Lesniak requested a more realistic number of what the environmental number would be. Mr. Halpin clarified the question would be if the $100,000 were appropriation money instead of WEP, how would it be used? Mr. Lesniak responded no, the question is how much of the $100,000 of environmental would be projected for next year? Mr. Halpin agreed to get a more thoughtful answer.

Mr. Kilmartin stated in the past the allocations provided through other county agencies were broken out by department He then asked in terms of the recommended budget, is it an identical breakout or is something different. Mr. Rowley responded that he has not analyzed Cornell Cooperative’s funding stream but he can get the information. Mr. Kilmartin asked if he was correct that historically the funding for Cornell Cooperative came through these various departments, some from DSS, Community Development, Parks and WEP. Mr. Halpin responded historically there was an appropriation (the $354,000 or $283,000) for core operating expenses. As County departments have needs then there have been contracts with County departments for specific work in a specific area. Mr. Rowley agreed with Mr. Halpin that the appropriations do not include all the contract work that occurs. Mr. Kilmartin asked Mr. Fisher if he has a better understanding of the $285,000. Mr. Fisher responded that he does not, and that he and Mr. Rowley will get a breakout detail.

Mr. Warner stated most recently the issue of hydrofracking has come up, and the DEC will decide if it is safe or legitimate. He asked if they have seen the actual figures of what the economic impact would be to Onondaga County or even Central NY reference jobs and money. It would certainly be beneficial to some legislators here. Mr. Warner requested a one pager on the financial impact. Mr. Halpin responded at Cornell, there is a unit with an extension called the Community Rural Development Institute Party that has done a lot of work trying to project economic benefits and concerns. Mr. Halpin stated he would seek out any information the Party may have.

BALTIMORE WOODS NATURE CENTER (Centers for Nature Education) (869); Patty Weisse, Executive Director

I was thrilled by your request to engage with Baltimore Woods Nature Center in an analysis and evaluation of the Nature in the City program. The program appears to be quite innovative based on its use of a place-based approach with ethnically-diverse school children. The curriculum moves the children from learning about science in the abstract and/or distant places, back squarely into their own cityscape, where they can observe and re-observe many of the scientific phenomena they studied through Nature in the City. Since the lessons are taught in their own neighborhood, learning is easily related to their lives and community, and it certainly does not hurt that the study location is right where they live, becoming part of their everyday life as a reminder of their learning experience.

After working 15 years evaluating programs for zoos and nature centers, I have encountered several different levels of interest among program staff in evaluation. Most staff in organizations are intimidated by program evaluation, but staff members who are reflective practitioners recognize evaluation as critique, rather than criticism, and embrace the process. My initial contacts with you and your staff at a conference strongly suggest that your organization long ago evolved into the latter group. Between my previous experiences with program evaluation in non-formal science centers and the valuing of evaluation by Baltimore Woods, I would venture that we can take a strong program and further refine it into a first-rate documented national model for place-based science education. I look forward to investing my time and expertise in visiting and working with Baltimore Woods Nature Center staff and teachers, children and community members in Syracuse.

ONONDAGA COUNTY SOIL & WATER CONSERVATION DISTRICT (872); Mark Burger, Executive Director, Spencer Givens, Board Chair (packet on file with Clerk)

Thank you for the opportunity to appear before you today. I am Mark Burger, Executive Director of the Onondaga County Soil and Water Conservation District. Also, let me introduce Spencer Givens, Chairman of the Board of Directors for the Conservation District.

The Soil and Water Conservation District was created by NYS and the County Legislature in 1944 for the purpose of planning and implementing soil, water and natural resource conservation programs in Onondaga County. The programs and services that the District provides fill an important niche in this County, and they are services that are not provided by any other agency in the County!

The District’s primary workload continues to be the Agricultural Environmental Management (AEM) program as agricultural land occupies one-third (156,000 ac) of the county’s total acreage (499,000 ac). You may not think that agriculture is important in our County, but nationally Onondaga County ranks in the top 10% of the “Best Places To Farm” and State-wide, Onondaga County ranks #1 in Strawberry production, #4 in the sales of poultry and eggs, and 10th in grains.

Farmers in our County provide major support to the Ethanol industry in Fulton. Local farms in CNY produce 85% of the grains needed to produce the 85 million gallons of Ethanol each year. Our farmers are changing the face of Agriculture in CNY!

Municipally, our District staff provides Green Infrastructure services in the form of Hydroseeding and Stormwater Management assistance to Onondaga County and 10 additional municipalities. These services help the municipal governments maintain compliance with Federal and State mandates. Our District performs these quality services at a very lower cost and provides technical expertise that these smaller units of government cannot afford from the private sector. Our SWCD serves as a continuing resource to these municipalities without an additional cost to the County. The bottom line is efficiency of government services at a cost-savings to the taxpayers of this County.

Our efficient staff writes for Federal, State, and Local grants to fund the planning and implementation of these conservation projects. Annually, the District brings in enough grant money to multiply the county appropriation (cash-equivalent) 84-times! In 2011, this money was paid to 62 local businesses that provided services and materials to implement the conservation projects, thereby keeping Central NY businesses working!

The end result protects the County’s drinking water supply at Otisco Lake and the City’s drinking water supply at Skaneateles Lake. These BMPs also help to keep our farmers on the land, thereby slowing Urban Sprawl.

Please also know that the District is planning to move our office to County space in 2012. The goal is to better utilize our appropriation to help keep both the District and the County strong for many years to come.

We thank you for your continued support of the District. Please know that your appropriation helps to cover our fixed cost in order to secure the grant funds for these conservation projects.

We have provided a packet for each of you. In the packet are the following support materials:

In closing, on behalf of the staff and Directors of the Onondaga County Soil and Water Conservation District, I respectfully request your support of the Onondaga County Soil and Water Conservation District at a level of $72,356 for 2012. Thank you for your attention. We will be happy to answer any questions that you may have.

Mr. Kinne asked if hydrofracking is approved, how it will affect CNY water. He commented it is some of the best in the country. Mr. Kinne also asked what it will do for the economy.

Mr. Meyer wanted to thank the members of the SWCD board for their many years of service. Mr. Meyer stated a recommendation for the future WEP contracts to be adjusted for more flexibility; line for general support and a line for fixed contract.

Mr. Fisher wanted to describe the changes in the budget book, and where the items are that the Authorized Agencies will be referring to in the last group.

Chairman Jordan asked what the fund balances are; OCIDA, OCDC, CRT? Mr. Fisher responded he does not know off hand. He stated Mrs. Rapp’s committee recently met with CRT and OCDC where those questions were asked, and he believes they were answered at that time. Mr. Fisher stated the planning committee will have those answers. Mrs. Rapp stated they are in last month’s minutes.

Mr. Stanczyk likes the concept of putting the museums together. In response to Mr. Stanczyk, Mr. Fisher stated he does not believe there is any money from the requested amount to be applied to tier 3 from the CRC. Steve Butler from the CRC can speak to that. Mr. Fisher continued this is setting the stage for the next budget in 2013 where there will be specific responsibilities to the CRC to re-grant and give advice on the allocations. Mr. Stanczyk commented the history of the CRC is that they had about $30,000 to grant to small organizations. He asked if Mr. Fisher was saying they don’t have that anymore.

Mr. Fisher responded to Mr. Stanczyk there is a listing of tier 3 because this new model is intended to not only apply to governmental money but private money as well. The County Executive’s Office would like the same tiers to be used with the arts agencies to work together. Mr. Fisher stated the business community has agreed that they will participate in this. Centerstate CEO Alan Naples, Board Chair and Rob Simpson, CEO will be talking to their members about all the agencies, not just those funded by the County, and asking them to bring private money forward. This is where the growth will come from, would not come from governmental funding. Mr. Stanczyk commented the listing in tier 3 will not receive funds from the County and will not receive money from the CRC. Mr. Stanczyk stated he would not have a problem delineating different agencies as long as he’s not a tier 3. He said he worries about the bottom of the pile. Mr. Stanczyk asked Mr. Fisher how he intends to encourage people to get involved. Mr. Fisher asked Mr. Stanczyk if he would want to increase the percentage from 22 to 23% and take the extra 1% for tier 3. Mr. Stanczyk asked how the Executive Office came up with 22%. Mr. Fisher responded the County Executive looked at what was in the 2009 budget and considered restoring funding to that level but decided not to do that. She looked at the current year’s budget and remembered it was decimated last year through the budget process. Mr. Fisher stated it is restored to what the recommendation was last year; came down to 2011 recommended and stayed below 2009.

Mr. Buckel stated Mr. Fisher mentioned the use of criteria for the tiers namely size, and asked if he could describe the other things used for criteria; community wide or object consideration. Mr. Fisher responded he can get the letter from ACLA (7/29/11) that describes the criteria. What the County Executive’s Office told ACLA and CRC is they need to decide; it should not be up to the County Executive’s Office. The CE took those that are not in the budget and called them tier 3 but asking these groups to figure out what they would like to see in the future. Have them decide tier 1, 2, 3, and the CE would support that. Mr. Buckel responded as policy makers, the legislators want to ensure the community connection is being represented; important to have the criteria to oversee. Mr. Buckel stated he’s concerned it’s only size for criteria when the value to the community can be measured in other ways.

Mr. Kinne commented he is happy to see the CE going this route and doesn’t think the CE or Legislature should run the agencies. He stated many groups claim to bring shows in that help therefore if that’s the case, then the concern is with the number 21.79%. Mr. Fisher replied to Mr. Kinne’s question of how they reached the percentage, and said the CE put forward a number that would pass. To come below 2009 would be relative to the current tough times, and show the CE is not asking for more money but less. Last year’s recommended was a bench mark. The CE also looked at the other folks that get room occupancy tax and would like them to share a fate. The arts organizations need to understand if they want to receive more money out of the budget, they have to make room occupancy tax go up, and then maybe they will do things that bring in more room nights. If the CVB understands, these folks will look to them to help drive up room nights which is the CVB’s mission; then possibly more cooperation between the Oncenter and the arts. Mr. Kinne commented he is very concerned the number might be artificially low, and might be a detriment to starting especially when these groups say they bring people in. It is a dry economic engine driver and the County should show appreciation by helping them to be better. Mr. Fisher responded if this legislature increases appropriations, the CE won’t veto it.

Mr. Stanczyk agreed with Mr. Kinne that 22% is arbitrary. He is concerned that historically the County has supported things at historic levels and never looked at how, why, where or who. He is also concerned there are no funds to spur the tier 3. Mr. Stanczyk continued in the same vein economic development happens not at a corporate level or mid-level but at the lowest level, the same spirit is in artistic expression where some good things that are here that need a nominal amount of support would do great. These would be a good reflection on the community. Concerned the small organizations in the past always had somewhere to go; CRC wants to spur this, and it is a good direction to go in.

SYRACUSE OPERA COMPANY (847); Andrew Hagen, Board Chair, Danielle McCann, Board, Catherine Wolff, Artistic Director (pamphlet on file with Clerk)

Good morning. I am Andrew Hagen, Chairman of the Board of Syracuse Opera. With me is General &

Artistic Director Catherine Wolff. Syracuse Opera has much good news to report!

We ended our fiscal year on June 30, 2011, with an operating surplus. 68% of total income was contributed, with 58% of that coming from individuals. Thanks to a surprise $100,000 Challenge Grant received in late May, we succeeded in raising $200,512 in new and increased donations within three months. Ticket sales for the 2010-11 season exceeded our goals and were up 6% over the previous season. We produced three operas in the 2010-11 season that were acclaimed by critics and audiences alike.

Syracuse Opera reaches over 60,000 people annually – 44,000 enjoy FREE performances – and 10% of our overall audience is children. County funding will help us to not only produce three operas in the Crouse-Hinds Theater of the Mulroy Civic Center, but also support free programs like the ones offered this past season to Senior Centers in Liverpool, Fayetteville, Camillus, Eastwood, Syracuse’s South Side, Menorah Park and Van Duyn, as well as The Salvation Army, Samaritan Center, and Huntington Family Center, among others.

Seventy-seven percent of our budget goes to Program Expenses, and 67% of that to paying over 400 performers, technicians and program staff, most of whom live, vote and pay taxes in Onondaga County. Thousands of Onondaga County citizens enjoy Syracuse Opera performances every year. We also draw audiences to Syracuse and Onondaga County from 32 counties in New York State and from neighboring states and Canada.

Syracuse Opera was one of the nine arts & culture Authorized Agencies to be eliminated from last year’s County budget. We are requesting restoration of funding to $68,084, the level received in 2008 and 2009, which represents 7% of our Total Income in 2012.

Our 2012 Request Budget includes $318,520 in private donations from Individuals, Corporations and Foundations. In the first two months of our fiscal year (July-August 2011), we have raised 24% of that goal, or $77,266.

An investment in Syracuse Opera is a good investment. Our audience has grown over the past year, our budgets are balanced, and our board is ever vigilant to ensure that we will be financially viable over the long term. There are no opera companies comparable to Syracuse Opera in Buffalo, Rochester or Albany. The Syracuse community wants and deserves a great opera company, and Syracuse Opera is deserving of support from the County of Onondaga.

Mr. Buckel asked Mrs. Wolff to define the public good, benefits, etcetera that are generating from this organization, not a discourse just the essential public nature.

Mr. Lesniak stated it is not that anyone here does not support what the Opera is doing and want to see the performances; it’s the philosophical question: if the taxpayer should pay the dole for these organizations. If there was money available, there is no one here the County wouldn’t support. It comes down to why people are being taxed for something they never go to.

Chairman Jordan and esteemed members of the Ways and Means Committee, good morning. I would like to thank you for inviting me here to speak on behalf of the Everson Museum’s request for funding in fiscal year 2012. While costs and need have increased, we have requested level funding from last year, respecting the on-going fiscal challenges.

The Everson was founded as the Syracuse Museum of Fine Arts in 1897 and has been a cultural anchor in Syracuse, serving Onondaga County for more than 100 years. The Everson was the first museum chartered in the state outside of metropolitan New York City and was established on the same model as the Metropolitan Museum of Art: a public/private partnership. It is that partnership that is still sustaining us more than a century later.

The most significant public face of the Everson is the exhibitions and collections that fill our galleries. Today, just as was true with the inaugural exhibition in 1901, our exhibitions assure accessibility to the visual arts for all residents of Onondaga County, contributing to quality of life, leisure activities, and cultural enrichment for the entire community. In addition, the museum attracts audiences from across the state, from Buffalo to Albany and reaching north into Canada and south into Pennsylvania. That said, the museum continues to be an important asset in cultural tourism and an economic driver for the region.

As visitors from Yorktown Heights commented last year, “Excellent exhibit. The profile of Syracuse as a cultural destination has been significantly raised.”

Our most enduring programs are designed to serve students and educators. The Syracuse Museum of Fine Arts, in fact, was the first museum in the United States, perhaps the world, to offer docent-led tours for school children, beginning in 1901. The Everson continues to build on this visionary foundation of excellence with Visual Thinking Strategies, an inquiry-based methodology for art appreciation that has been proven to cultivate analytical thought, written and verbal self expression, and creativity with mathematical and science-based problem solving. We are helping to position our county’s school children for higher test scores and a richer future.

This is what some of our participants have said: “Thank you for planning our 3rd grade tour of the museum…the children had an invaluable experience,” said a teacher from the Moses School in DeWitt, “Excellent exhibit…good hands-on experience…do it again!” said a teacher from Cicero/North Syracuse, “I can hardly wait to bring my students; they will love this,” said a teacher from East Syracuse/Minoa, “Thank you so much for setting up this amazing event,” said a teacher from West Genesee High School, “What a wonderful visit we had! The educational package is a treat. Bravo!” said a teacher from Baker High School in Baldwinsville, “Visual Thinking Strategies opened new doors for school board members to explore. This interactive experience you provided was wonderful,” said an administrator from the Syracuse City School District, “I attend most of the educator workshops and use the information in my daily teaching,” said a teacher from Marcellus High School.

Our ability to connect with our local community is revealed in the numbers of individual and business supporters. Indeed, 55% of our budget is provided through donation. In the past five years, individual and household memberships have increased 60% and our renewal rate is over 70%, approximately 10% higher than the national average. In that same time, business and corporate supporters have increased 30%, with even higher retention rates. This encourages us that, even in the recession that continues to dog us, we at the Everson are doing something right.

Additional statistics have recently been provided by the results of the IDEAS collaborative. These confirm the satisfying assertion that the Everson’s service to suburban communities across Onondaga County is as high as six times the national average; it also provided the humbling reality that our service to constituents in rural areas as well as neighborhoods in the urban core is woefully lacking. In response to this, we have embarked on several new initiatives to connect more meaningfully with underserved constituents, most notably by striving to remove barriers:

Finally, collaboration remains at the core of our business model. Building on previous success, the Everson is planning an expanded community-wide Biennial next year. This will showcase artists from across the state in 13 venues across and beyond Syracuse. A new exhibition on our 2012 schedule is From New York to Correymore: Robert Henri and Ireland. We have already partnered with the Irish Festival to promote the show and are looking forward to marching in the St Patrick’s Day Parade.

The Everson is busy; as others have cut back, we have added programs and services and are determined to maintain them. As a teacher from Lincoln Middle School said, “It is people like you that make a difference.” Please keep our public/private partnership strong and help us make that difference for your constituents.

Mr. Stanczyk stated a couple years ago, there was a show brought to the Everson. It is a wonderful asset to have; wonderful opportunity for economic growth. Mr. Montgomery responded they would like to find the right show to bring; museums pulled back on productions; trying to use smaller exhibitions to cultivate same way. Mr. Lesniak commented it is great to see the lines at the Museum.

SYRACUSE JAZZ FEST PRODUCTIONS, INC. (898); Frank Malfitano, Founder (packet on file with Clerk)

Mr. Lesniak stated the Comptroller recommended a nominal ticket price. Is this being considered? Mr. Malfitano wanted to separate fact from fiction. OCC does not have a gate, fence or box office. Need infrastructure changes to the site or the festival would have to move. This year is the 30th anniversary of the Jazz Festival and the 50th anniversary for OCC; would like to continue to support President Sydow and the college. Mr. Lesniak responded he can’t agree as there are three or four entrances to OCC. Festivals are out in fields and admission prices are charged. Maybe a snow fence would need to be used and then charge. Mr. Malfitano is not opposed but they cannot afford a snow fence. He commented they were lucky to get through the festival this past year which would not have happened without Onondaga County. The fact the festival is free aides draw; not everyone can afford $50 or $60 per night (avg. ticket). The artists give a reduction in fees since it is free; only charging $50,000 - $60,000 but would normally get $100,000 – $125,000.

Mr. Kilmartin requested data showing how many people attend a concert from outside the county. Mr. Malfitano said they do get people from all over but there is no data to support; would be happy to survey.

MOST (855); Larry Leatherman, President, Tony Ortega, Executive VP (pamphlet on file with Clerk)

SYRACUSE STAGE (843); Jeff Woodward, Managing Director, Myles McHale, Vice Chair

My name is Myles McHale and I am member of the Board of Trustees of Syracuse Stage. I am also a Group Vice President and Senior Investment Officer for M&T Bank and long-time resident of Onondaga County. I am joined today by Jeff Woodward, Managing Director of Stage.

I am here to advocate for your support of Syracuse Stage and the arts and cultural community in Onondaga County.

I believe our community is a better, stronger, and more attractive place to live and recruit people to live because of the variety of cultural opportunities. I know my bank, M&T, shares my value of the arts as it continues to be a strong financial supporter of the arts even in these difficult economic times. The bank also encourages our employees to serve as trustees and volunteers. And M&T is not alone in this as many other businesses in this community support Syracuse Stage and other cultural groups. Included on the Syracuse Stage board are representatives from Pomco, Welch Allyn, Wegman’s, Lockhead Martin, Merrill Lynch, Excellus, and Saab Sensis.

Syracuse Stage is the leading professional theater company in Central New York. It is the only theater in our region that is a member of the prestigious League of Resident Theaters, or LORT, the largest professional theater association in this country. Leading American theaters in New York, Chicago, Boston and Los Angeles are members of LORT. Each year prominent theater artists from around the country come to our community for 6 to 7 productions ranging from classics, to musicals, to new plays.

Stage reaches an annual audience of over 90,000 that includes 20,000 school children. With cutbacks in arts education in our County schools, Stage and other cultural organizations have assumed a much more significant role in arts education. We accomplish this through student matinees at our theater, in-school performances, school residencies, and a young playwrights program. In addition Stage artists and staff have assisted the County in literacy efforts.

Arts and cultural organizations in the County collectively reach an audience of 1.4 million each year. They employ over 1,300 people, and have an economic impact on the County of $31 million. In a recent analysis of attendance of arts and culture, over one-third of the County households were active arts attendees.

So, clearly there is a great demand for arts and culture from the citizens in our community, and from the schools in our community. There is also a strong economic value that the arts bring to Onondaga County.

County funding helps make the variety of artistic, educational and community programs possible at Syracuse Stage. It also helps Stage leverage support from the private sector as the County funding serves as a “good housekeeping seal of approval”. The County grant reinforces the value of Stage to this community and is particularly beneficial to individual donors and smaller businesses that do not have the ability to review applications as thoroughly as M&T and the County.

Syracuse Stage is also a place and resource for the entire community. We strongly believe in being an accessible institution. We have developed programs for our citizens who are visually impaired, and deaf or hard of hearing. M&T is a proud sponsor of “Pay What You Can” which allows individuals to attend Stage productions for whatever they can afford. An array of community groups utilize our facility for meetings and fund raisers. This includes Crouse Hospital, Community Wide Dialogue to End Racism, the Onondaga Nation, and Wisdom House.

Thank you for the opportunity to testify. I strongly encourage you to support Syracuse Stage arts and cultural organizations in our community. Thank you.

Mrs. Rapp requested a breakdown of the numbers for sales tax and room tax. Mr. Woodward responded he does not have this information but will find it.

SYRACUSE PHILHARMONIC SOCIETY (853); Jeffrey Comanici, CEO, Mark Wladis, Attorney

Philharmonic: A different kind of orchestra providing professional musical performances, products, and services that meet the needs of the region.

Administration: shared between Syracuse University and the Syracuse Philharmonic 501c3

Impact: An organization focused on meeting the needs of Central and Upstate New York, serving as a model for town/gown collaboration in similar communities across the country, and influencing professional music internationally by educating fellows and interns in new ways of working as orchestral musicians.

Mr. Kilmartin stated it is important to the legislature to understand the difference between the old and the new. How many employees with the old and new, how many employees and musicians are full-time, how many part-time, and what were the previous expenses and projected expenses? The legislature wants to make certain it is not a similar model for what failed and seeing how it will be different. Mr. Kilmartin requested a quick bullet point or data sheet showing the differences in the organizations and the structure of the budget. Mr. Comanici responded they can do this.

Mr. Lesniak stated the Philharmonic is looking for $400,000 upfront, and Mr. Fisher said earlier that in-kind counted towards their donation list; if they were to get $200,000, they had to raise $200,000. Mr. Fisher responded through the Cultural Data Project the agency would submit on different lines so if it comes in under the criteria as in-kind donation, then that is considered contributed income. Mr. Fisher does not know but will find out how the CDP would qualify this contribution.

Mr. Rhinehart commented there are rumors going around that the current musicians from the previous symphony will be banding together to contract themselves and compete. Mr. Comanici responded the Symphony Syracuse was approached by the Syracuse City Ballet about doing the nutcracker but declined and referred the ballet to the Philharmonic. The Philharmonic responded they will not be ready to do it this year. Syracuse Symphony was formed as a life boat organization to give the musicians an opportunity to work. Have had conversations about how the Philharmonic society will work with the Symphony Syracuse.

Mr. Rhinehart stated there may be quite the discussion on the $400,000 and would like to see documentation on the restrictions on the foundation. Mr. Fisher said he can get that, and also stated the CE office has had extensive conversations with the Syracuse Symphony Foundation. Mr. Fisher commented the foundation is getting behind this single effort. He also noted the business community is as well. The foundation assured the CE office that if the County gets behind the Philharmonic, the Syracuse Symphony Foundation will also. CenterState is stepping up to be behind this organization as the best opportunity to bring back a robust symphony organization. Mr. Rhinehart responded the concern with the legislature, as in the past, is they may want to see some commitment from the outside community first. If there is a consensus to provide funding, there may be contingencies or bench marks that need to be met. Mr. Comanici stated they can speak with the Chairman of the Syracuse Symphony Foundation to address these concerns.

REDHOUSE ARTS CENTER, INC. (839); William Hider, President of the Board of Directors, Mike Intaglietta, Administrative Director

Since its inception in 2004, the Redhouse Arts Center has proven to be an invaluable part of the cultural fabric of Onondaga County. As the only multi-arts center in Central New York, the Redhouse offers something for everyone in the community. Redhouse produces professional high-end plays; brings artistic education to youth and adults; hosts concerts by local, national and international musicians, and exhibits art from a wide variety of artists in all forms of media. Redhouse acts as a powerful, unique and flexible cultural agent that draws audience from all over Onondaga County and beyond.

Redhouse has undergone a period of remarkable growth in recent years and demonstrated that it will remain sustainable for years to come. Attendance has increased 97% from 3378 in FY2010 to 6638 in FY2011, accompanied by an increase in ticket revenue from $28,500 to $35,700. The increase in attendance and community interest has facilitated a significant increase in corporate sponsorships. In 2011, Redhouse received sponsorships and grants from Wegmans Food Markets, Urban Outfitters, O’Brien & Gere, Green & Seifter Attorneys, the M&T Charitable Foundation and Welch Allyn. An active member of the IDEAS Collaborative, Redhouse completed a three-year Program for Arts Capacity & Excellence (PACE) Grant from the Central New York Community Foundation and received grants from the Allyn Foundation and the Dorothy and Marshall M. Reisman Foundation.

In an effort to maximize resources and reduce costs, Redhouse has also entered into an innovative three year collaborative arrangement with the Adirondack Lakes Center for the Arts, and will develop a network of shared resources to offer expanded, higher quality programs while spending less. The organizations will share programs and staff, including a shared Executive Artistic Director and a shared Marketing Director. This “sister” relationship will allow the two arts centers to build existing programs and infrastructure by embarking on collaborative ventures, pooling resources, and sharing costs. This approach builds bridges between organizations and communities, and results in a climate in which arts development can be understood, encouraged, supported and sustained.

Redhouse also plans to embark on an ambitious Arts Education program. The education program was kicked off by Redhouse Rock Camp, a spectacularly successful program which witnessed teens from across the County receive intensive instruction from area musicians and Redhouse professionals in how to work together as a band, music theory, composition, and band marketing. Redhouse partnered with its new neighbors 219 West and Black Lagoon Productions to find affordable class space and received support from the Reisman Foundation to provide scholarships for lower income families.

Redhouse will follow Rock Camp with a full slate of workshops and seminars. Classes will be available for young people, teens and adults in areas as varied as documentary filmmaking, voice and movement for the stage, drawing, stage combat, dance, audition techniques and more. Redhouse will launch a version of its Rock Camp for adults this fall.

Redhouse has partnered with the Hillside Family of Agencies to provide these same educational opportunities to at-risk youth in the city of Syracuse. Redhouse will also provide opportunities for Hillside kids to see age-appropriate Redhouse shows, to audition for the Redhouse production of The Wiz, and intern in the Redhouse via CNY Works.

Support for Redhouse has a direct impact on the local economy as Redhouse hires local actors, musicians, and instructors, purchases local supplies, and encourages people to come to downtown Syracuse to enjoy Armory Square and all the city has to offer. Redhouse requests $15,000 for general operational support and appreciates your consideration.

Thank you for providing this time for the Cultural Resources Council to speak about our budget request. The mission of the Cultural Resources Council of Syracuse & Onondaga County, Inc. (CRC) is to promote, support and celebrate arts and culture by providing services and programs to individuals, organizations and the general public. Our budget request is for the same amount that was recommended by the County Executive last year, sixty thousand ninety dollars. With funding constraints at all levels of government, CRC is convinced that this modest request exponentially supports Onondaga County’s economic development efforts.

To that end, the CRC is working on a major initiative to provide joint marketing opportunities and new technology to the arts industry to increase audience participation and engagement. Partnering with the Convention and Visitors Bureau and a group of local funders on this endeavor, it is our goal to enhance the County’s reputation as an arts and heritage tourism destination for both day trippers and over night guests. Audiences, local and out of town, have a multiplier effect on the County’s economy and tax revenue from their purchases at local businesses, shops and restaurants.

At the same time the CRC is working on both a local study of arts data with Syracuse University’s Maxwell School and a national study being undertaken by Le Moyne College for 2012. These studies will help the CRC work with its constituents on a comprehensive cultural plan that will dovetail with other economic development initiatives taking place in our region.

But the CRC provides more than research and development and is fully engaged with Onondaga’s communities.

These programs represent just some of CRC’s ongoing service to our County’s residents.

CRC’s 2012 goals include working with the Convention and Visitors Bureau, the funders collaborative, and the arts community on developing a community arts and cultural calendar that that will increase audiences and tourism. At the same time, the CRC is expanding its own website to provide more robust and accessible technical assistance and professional development services to artists, arts and cultural organizations and arts educators. It is also continuing to host public forums and workshops to engage constituents and stakeholders, while meeting their needs to develop best practices and enhance the state of the arts. In its role as a regional leader the CRC has convened annual statewide conferences in Onondaga County and conversations are underway to bring a 3 day conference for arts service organizations in 2012.

CRC is grateful for Onondaga County’s past support and looks forward to continuing our long term relationship. County support helps leverage supplemental resources from individuals, foundations, and corporations and helps ensure that our programs can continue and grow. Again, my thanks to the Chairman and the Ways and Means Committee for giving us this opportunity to speak.

Chairman Jordan commented the partnering between CRC and CenterState would be a very productive move. The CRC is under cultural but fits under economic development and activity as well. Why not have CRC part of CenterState CEO with the CRC’s focus on cultural arts? Mr. Butler responded he can’t say it won’t happen, and he believes the partnership with the CVB is possibly the first step towards that conversation. Mr. Butler stated both the CRC board chair and CenterState CEO have requested a meeting with the president of the CVB and himself to discuss a more formalized strategical alignment.

Mr. Fisher commented reference the question of the CRT guidelines. The CRT is a creation of NYS for an arts and cultural trust for Onondaga County and NYC. What the CRT can provide funding for is determined under that legislation at the state level. Mr. Fisher continued the board makes other decisions; haven’t done one deal with SU and most of the money is depleted so they changed guidelines to discourage people from applying because there is no money. Mr. Lesniak asked what they changed the guidelines to and who now qualifies. Mr. Fisher replied he can get a copy of the current guidelines which is also on their website.

Mrs. Rapp requested the economic impact study the group has put together. Mr. Butler responded absolutely. They are meeting tomorrow and need to understand the multiplier systems. The $31 million given by Mr. Woodward from Syracuse Stage is a number using a multiplier from the Bureau of Economic Statistics who look at baseline industry growth and contraction; American’s for the Arts has a different multiplier.

Thank you for the opportunity to apply to the County for support of the programs of the Arts Branch of the YMCA. Our work in the County continues to grow each year, and your support of our efforts helps to make that possible.

In FY2012, the Arts Branch of the YMCA will continue to serve several thousand Onondaga County residents through a variety of programs.

In the City of Syracuse, our work with Say Yes to Education will expand to management of after school activities at a fourth school site.

Also in the city, the Downtown Writer’s Center has just completed a renovation project which will double the capacity of our workshop series; as a result, in 2012, we will be able to offer a wider series of programs, and serve more County residents.

At the East Area Family YMCA in Fayetteville, our programs continue to grow, serving over 400 students each week with visual arts workshops, music lessons, and dance courses. And on the north side of town, our music lesson program has recently expanded to the Baldwinsville YMCA facility.

Our partnerships with other arts organizations in the region also continue to grow. In 2011, we started a collaboration with the Open Hand Theater in our after school program at Salem Hyde; this will continue in 2012, and a new partnership with the MOST will begin this fall. Finally, in October, the YMCA’s Downtown Writer’s Center will host an event in Syracuse University’s Syracuse Symposium lecture series.

SALT CITY FOR THE PERFORMING ARTS (848); Shirley Fenner Reidenbaugh, stand in for Bob Brown, Artistic Director

At the end of 2010 we had a deficit of $7,354. This reflects four problems: the economy, the absence of Bob Brown in his familiar role of Christ in JESUS CHRIST SUPERSTAR (He retired from the role after the year before); particularly poor attendance at the fall production of MASTER CLASS at the Carrier Theater in the Civic Center and a reduction of $2811 in County funding.

Although MASTER CLASS swept the SALT Awards – (Syracuse Area Live Theatre) – best actress, best supporting actress, best play, best director, it was new to Syracuse audiences and not an “easy” play to relate to. As such it required more publicity and marketing than was possible.

This year we have held expenses in check more closely. Our plans for FIDDLER ON THE ROOF in October have changed due to restrictions from the royalty company because of national tours, but we plan an audience friendly production this fall and hope to break even or end the year with a small surplus.

Our partnership with the Jewish Community Center will continue to be an important part of our special programming. We are a performing/teaching institution and our new program S.R.O. (Seniors Reaching Out) reflects our commitment to making training in drama and related arts available to the community. S.R.O. is directed by Shirley Fenner Reidenbaugh, former wife of the late Dr. G. F. Reidenbagh, Dean of the College of Visual and Performing Arts. Participants age 50 and above are trained to perform in scenes, short plays, readings, monologues, and singing. This entertainment is brought, free of charge, to senior-related facilities. The first outing will be this fall at the Veterans Hospital. Participants including the director are volunteers.

This program is ideal for us and for the JCC as well. JCC Executive Director Marci Erlbacher stated: “Jewish Community Centers have a long tradition of theatre programs for children and adults. The JCC of Syracuse has been void of these programs for many years and it is with great pride and excitement that we will be affiliating ourselves with the Salt City Center for the Performing Arts.”

A second and very exciting program is TAKE WINGS, a series of workshops for autistic teens with a diagnosis of Ausperger's Syndrome. The purpose is to increase participants' ability to decipher and respond to the social cues which create the foundation for establishing and keeping friendships. The project is headed y Victoria King, a Syracuse based director and theatre administrator. Activities follow national models described by ANTRAN (Applied Theatre Research and Autism Network) an organization which provides an international hub for sharing ideas and techniques being implemented in theatres to combat the disorder.

In 2012 we will mount the thirty-third annual production of JESUS CHRIST SUPERSTAR. As always our cast will include a large group of teenagers and children. We hope that the rights for FIDDLER ON THE ROOF will become available for a 2012 production and we plan to mount two additional productions to be announced.

We remain grateful for the support we have received from Onondaga County and we pledge every effort to justify that support through programs that benefit the community at large.

“The chief accomplishment of 2011 is the continuous and successful operation of the center. The theatrical work in 2010 was richly rewarded… A major accomplishment in 2011 is holding down expenses, and hoping for at least a break even financial position at the end of the year.”

OHA is our county’s only comprehensive general history organization and, at 148 years old, it is also the county’s oldest cultural organization. OHA has the responsibility of collecting, preserving, and exhibiting the great history of our community and, in that capacity, provides a direct and tangible service to this county. We are the only organization dedicated to ensuring that the phenomenal contributions that Onondaga County has made (and is currently making) to the world at large are not only saved and documented, but are also exhibited and shared.

OHA is not a discretionary organization. We have no control over the workload presented to us, as history is literally made every day. We are not collecting for the purpose of building a collection. If an item is historically significant, it is our job to take it. Once that determination is made, it is our job to research, catalogue, document, properly store, and interpret that item for the purpose of utilizing it to educate our community about our rich heritage. Every day, items are presented to OHA, from a manila envelope filled with photos, to a box-load of documents, to a trunk-load of artifacts or, in the case of Syracuse China, 6 tractor-trailer loads, comprising one of the most significant collections of our community’s history (and, perhaps, the most significant collection of American-made ceramics in the country). In the recent difficult economic times we have been experiencing, OHA becomes even busier with people down-sizing and companies or organizations going out of business. If OHA doesn’t take these items, our community runs the risk of losing that irreplaceable piece of our history forever.

Our collection is essential to defining the character and identity of our community. Our history helps create pride in who we are and what we’ve accomplished. It enhances our present by helping to develop a determination to build and leave legacies that are worthy of our tremendous heritage and it provides better judgment in planning for our future. Our county’s collective history is something that can be claimed by, and shared among, all county residents, helping to bring us together as a community.

The OHA building houses a free museum to provide access to our community’s history, but the vast majority of our audience is not that which crosses our threshold. OHA is the source of information, documentation, and images that provide the content for things like books, newspaper/magazine/journal articles, research papers, studies, exhibits, classroom lessons, walking tours, historic markers, websites, mass media projects, and more that bring the amazing stories of our history to literally hundreds of thousands of people annually. We provide teacher training, as well as lectures, presentations, and living history demonstrations throughout the entire county and OHA’s product and content cover the walls of countless buildings, homes, and offices around the county, including the walls of this room and those of the City’s Common Council chambers, which currently display our exhibit on the history of Onondaga Lake.

Three years ago, OHA embarked on a strategic plan to contribute to our community’s economic development by adding value through the use of historic perspective. We listened to what the community said they needed in order to encourage them to come downtown more often – cheaper parking, more stores, more restaurants, and fewer empty storefronts. Through our participation in a pilot project, we helped convince the city to offer the lowest parking rates in the city in the garage that serves our building. We were instrumental in helping to establish a history-themed restaurant in the formerly vacant space next to our facility and we recently opened our new museum-related retail store.

We also just completed the restoration of the façade of our historic building, which has numerous well-known economic development benefits. The restoration of our street-level windows not only enhances the pedestrian experience and improves the aesthetics of our city, it also meets several economic development goals of our local and state Heritage Area Management Plans.

OHA is using historic perspective to add value to many companies and organizations in the county through the production of customized exhibits that highlight their great histories, contributions, and accomplishments. These exhibits speak to longevity, adaptability, and sustainability and they are being used for everything from employee morale boosters to marketing, public relations, development, and recruiting tools. They help extend the reach of OHA, provide earned income for us, and are adding value to companies like Time Warner Cable, Testone Marshall & Discenza, St. Joseph’s Hospital Health Center, Syracuse Home Association, YMCA of Greater Syracuse, United Way, OCC’s Regional Higher Education Center, and SUNY-ESF, to name just a few.

OHA’s economic development initiatives also extend to our educational outreach programs in which we use compelling stories from our local business history as case studies to encourage entrepreneurship and to teach what it takes and what it means to be an entrepreneur.

OHA is also using history to add value to our partners in the art & culture industry through collaboration. As time is limited, I will provide just one example. For the past three years OHA and Syracuse Stage have partnered to highlight great local history connections to several of their productions. Through the use of connecting historical ties between our community and the production, OHA-produced panel exhibits, which are mounted in the theater’s main lobby, help create a link between the audience and the action on stage. They enhance the audience’s ability to relate to the production, they provide interesting and educational information about our community’s history, and they offer an additional lobby amenity for Stage’s patrons. After the particular production has closed, the exhibits are then sent to the Onondaga County Public Library where they tour the library system with correlated reading selections. The exhibits enhance the library’s local history department and they promote and encourage reading. We currently have five exhibits touring the county library system.

OHA also adds value to our community in many other ways that you might not realize. We regularly provide content and images for local newspaper and magazine writers, and we author many feature articles in those publications. Our signature “History by OHA” page anchors the back of every issue of Central New York (Good Life and Business Exchange) Magazine. We provide research for historic building designations. We write books and contribute to many journals. Our most recent book, on the history of the Near West Side, was purchased by the SCSD for distribution among district schools for use in teaching local history. We provide historic background for many local studies such as the SMTC and OCL studies concerning the future of I-81. We helped produce a very popular documentary on the 15th Ward for our Black History Preservation Project, assisting in the creation of a virtual museum for the local African American community. We are working with Syracuse University and the LGBT community to create a local history archive and we are working with the local Latino community to contribute to the first-ever online archive of Latino history in New York State, called “La Escuela Eletronica”. We are also collaborating with tourism professionals and our history-related partners in New York State to develop and package heritage tourism.

OHA is also a founding member of the Cathedral Square Neighborhood Association, which has already solved major drainage issues on Montgomery Street and, with help from the Downtown Committee, is responsible for the hanging flower baskets in Cathedral Square. We are a founding member, and a charter Board member, of the Cathedral Square Development Corporation of which, no doubt, many of you have already heard.

Since most of you know OHA through our museum, I thought it was important today to concentrate on some of the aspects of OHA that you might not be familiar with and to highlight the many ways that OHA is contributing to, and adding value to, our community. Of course, our museum is an important community service and we have recently re-designed the entire museum, adding three new temporary exhibit galleries, so that we can continue to offer new exhibits and take advantage of our vast collections to share with our patrons. We have also made many infrastructure improvements to our building this past year and we are committed to our historic location.

I hope I have shown you how OHA is working hard to make our community a better place to live and how we are using the wonderful foundation that our great history has given us to build a more prosperous future.

Mr. Rhinehart commented future legislators will look at this because it is tied to the dollars collected from taxpayers to set a tax rate. The challenge will be there is only so much money; efficiencies to combine jobs and work together.

Mr. Fisher commented the OHA board has put forth 2 people, Thomas Burton and Lee DeAmicis, and the Erie Canal Museum Board designated Philip Frankel and Susan Hughes. The members of the board and Mr. Fisher will meet soon to talk about ideas. The Community Foundation will contribute money towards a due diligence study so there is progress being made at the board level.

2012 will mark the 50th anniversary of the Erie Canal Museum’s service to Onondaga County residents, researchers and tourists from all over the world. The study of the Erie Canal is central to NY history curriculum. The Erie Canal is a centerpiece of the New York State 4th grade curriculum and the Erie Canal Museum is the premier center for Erie Canal study in New York State. We are extremely proud of our elementary education program where students can hop aboard a full size replica canal boat; learn engineering skills, trade, military operations and frontier exploration. In fact, the American Association of Museums (AAM) cited us in this month’s edition of their magazine saying, “The Erie Canal Museum demonstrates excellence in education programming.”

The Erie Canal Museum is much more than a local gem. The museum is nationally recognized and fully accredited by the AAM and brings tourism dollars to the region. In fact, our visitorship from out of town visitors this summer was up incredibly due to the fine work of the Convention and Visitors Bureau (CVB). Our long term goals are to work with the tourism industry in the city, county and beyond to build on the momentum we achieved this year. For this purpose we are partnering with the NYS Canal Corridor to increase our audience as we are the official museum of the Erie Canalway. The trustees and staff recognize that the history of the Erie Canal is of national and international importance so we will develop and market programs, exhibits and services that are recognized on a national level of excellence.

We are constantly looking for innovative ways to partner with other organizations such as the Everson, The MOST, and B.O.C.E.S. locally and such diverse national businesses such as Groupon and AARP producing positive results.

In addition to the Erie Canal Museum’s permanent and special exhibits, museum programs include workshops, in school and on site classes, traveling educational kits, curriculum kits and weekend and after school programs and lectures. New this summer, we developed a living history program in the Locktender’s Garden.

The greatest accomplishment of the year was achieving re-accreditation status from AAM. This award is the culmination of years of work by the staff to take the museum from storing artifacts in the attic to designing and building a state of the art collections building, the only one of its kind in the county. There are approximately 17,500 museums in the U.S. and only about 775 are accredited. The state of NY has 60 museums with this status and Onondaga County only has one other museum deemed by AAM to meet best practices, the Everson. Central NY has one other history museum with this achievement, the Farmers Museum in Cooperstown.

Our priority in 2012 and most important change is to occur in the total renovation of the museum’s 1st floor, which includes the installation of a new permanent core exhibit. This new space will utilize the museum’s collection, include a number of unique interactive elements and provide a comprehensive introduction to the history of the Erie Canal. And the best news, all funding is in place. New exhibitry, we believe will bring more visitors to the museum, the county and city increasing revenues.

Working with the newly formed NY Cultural Heritage Tourism Network, the CVB and other organizations, the museum has developed new motor coach and bicycle tours. In partnership with the NYS Canal Corporation, Parks & Trails New York, and local governments we are also working to help close Syracuse’s 12 mile gap in the statewide recreational and interpretive Canalway trail. And, finally, with the renovation of our 1st floor we are also completely redesigning the Syracuse Heritage Area Visitor’s Center as the first destination for visitors to downtown Syracuse.

The Weighlock Building is truly unique and the legacy of the Erie Canal told within its walls must continue for the next generation. I urge you to consider full funding for the museum in 2012.

CNY Jazz Central is the largest year-round provider of jazz programming in public and in schools for all of upstate New York.

Each year we deliver more than one hundred fifty events, drawing a diverse audience of over seventy thousand to our region, training more than 400 students, bringing young musicians to an audience of more than 40,000, and reaching thousands more in schools across upstate with arts-ineducation programs.

We bring a direct economic benefit of more than 3.2 million dollars with programs like:

The CNY Jazz Orchestra Concert Series, featuring regional professionals with the finest international guest artists,

The Black History Month Cabaret, a unique supper club event bringing African America’s unique contribution to our culture to a new generation,

The “Scholastic Jazz Jam” Series, where local students are invited to learn the ropes with area professionals, including a special vocal jazz jam and evening cabaret.

11 days of free summer programming, including two anchor festivals of Syracuse Artsweek:

The Northeast Jazz & Wine Festival, a three-day celebration held in Clinton Square and other locations throughout downtown Syracuse,

The Blue Rain ECOfest, the only event of its kind in the Northeast, designed to raise sensitivity and awareness of how every family can lead a more eco-efficient lifestyle, AND

The “Jazz in the City” urban outreach concert series, featuring national and local jazz artists of color in low-income areas, shining a rare economic and cultural light on overlooked neighborhoods and providing students with performance and mentoring opportunities.

The SummerJazz Workshop (“Jazz at the Fair”), a one-week student improv program-inresidence at the art and home center plus an opening day youth jazz fest at the fair,

The Jazz Vespers Series, inspirational jazz concerts, free and open to those of all faiths, and

The Stan Colella Parks and Recreation All-Star Big Band, our partnership with City of Syracuse, a paying summer job for sixteen students from the Syracuse City Schools, playing over 50 concerts at important city events, nursing homes, parks, and public places throughout the area. We provide the group with a home at Jazz Central, instruments, music, and free scholarships to the SummerJazz Workshop as their training program.

We operate from the Jazz Central Arts & Education Center, the busiest small venue in Central New York and an anchor of the downtown cultural scene—its 99-seat theater hosts shows of all kinds, serving as a valuable “arts incubator” for established and emerging artists.

I am the founder and executive director of CNY Jazz Central, a former chair of Syracuse University’s music industry degree program and a lifelong teaching artist with Lincoln Center Institute training. I’ve designed cutting-edge arts-in-education programs that strongly support New York State learning standards in schools across the county and beyond, such as All That Jazz, a narrated jazz history; Blues Shout, a history of African-American blues singers; and Music & Musket, exploring the cultural role of the musician and music in the Civil War.

We are firmly embedded in our region’s cultural infrastructure, with a long history of collaboration with other arts organizations, civic and educational institutions, including the Film Festival, the Everson, S.U.’s Syracuse Symposium, the Syracuse Symphony, Lorenzo Historic Mansion, Rochester International Jazz Festival, the Downtown Committee and others. Our 2008 debut CNY Jazz Orchestra CD charted internationally, bringing the words “CNY” to the world as a cultural export. We are one of only two area organizations to have received ARRA stimulus funding in 2009, and we are currently one of three IDEAS Collaborative organization chosen to attend the National Arts Marketing Project in Louisville, reporting our findings back to the other 50 IDEAS participating groups. We are now serving on a committee of the CNY Regional Economic Development Council, providing input regarding the value of cultural content to create “quality of place” in order to attract and retain the young talent that is still leaving our region.

Ladies and Gentlemen, let us continue our mission to the region. With your support, CNY Jazz can keep playing a strong part in the cultural and economic revitalization of Syracuse and Central New York. Your investment of less than $500 per week will ensure our continued ability to serve our region through 2012, and for the future. Thank you.

“It’s no good running a pig farm for 30 years while saying really I was meant to be a ballet dancer. By then, pigs will be your style.”

Who we are: Founded in 1997 by current Artistic Director Kathleen Rathbun and a dedicated group of volunteers, Syracuse City Ballet, Inc. is the only professional ballet company serving the Central New York community. We create family-oriented entertainment while offering opportunities for local professional, pre-professional, and student dancers to perform classical and premiere works with national and international guest artists.

History of Success: Our growth from a small grass-roots venture to a professional quality ballet has secured ballet as a dance presence in Central New York. In addition to providing a “big city” ballet experience, we are committed to strengthening community ties through collaborative efforts with other community and Performing Arts organizations. Past community partnerships include Ronald McDonald House ("Peter Pan"), American Red Cross Blood Drive ("Dracula"), Make-a-Wish Foundation, Big Brothers and Big Sisters ("Cinderella"), and Vera House ("Snow White"), Elmcrest Children’s Center and the Girl Scouts of America. In February 2002, we collaborated with the Syracuse Symphony Orchestra to present a full-length production of “Cinderella”. “Cinderella” was an artistic success with sold-out performances in the Crouse Hinds Auditorium. Our Jan 2004 performance of “Swan Lake” with the SSO continued our successful artistic collaboration with sold out performances, Four Star reviews, and standing ovations for every show. Our artistic partnership continued with the Feb 2005 full-length production of “Romeo & Juliet”, and most recently, a December 2011 collaboration with Syracuse Philharmonic of “The Nutcracker” at Crouse Hinds Auditorium.

Educational Outreach: Through our outreach to children we are developing future audiences who appreciate and will support the arts. We are continually working on widening our school-aged audiences. “Goldilocks meets Little Red” is an educational program that we developed and performed at local schools. This program was created along curriculum guides lines for elementary schools and is designed to nurture the ballet audience of the future. We have performed at Danforth Magnet School, Frazer Elementary School, and Manlius Pebble Hill, and are currently seeking performance and educational opportunities at other schools throughout Onondaga County. For high school students, we have developed a Greek Mythology show.

Recent Changes: To continue our organizational growth, Syracuse City Ballet has recently made changes to our Board of Directors, seeking members focused on long term results to include representation from artistic and educational backgrounds, business, finance, fundraising and public service. Currently refining our business plan, our Board of Directors is diligently working on providing information regarding overall management and oversight of a non-profit organization, creating and adopting a long term business plan, providing means to increase operating funds, and is working on recruiting and retaining new staff and volunteer members. Recently, the Board of Directors completed a three year plan as part of a PACE Grant. As a result of these recent changes, Syracuse City Ballet has hired Associate Director, Jessica Zehr to assist the director with day to day operations and Ty Marshal, Director of Marketing and Development, to engage the Ballet in the cultivation of new relationships and to create development and marketing campaigns aimed at funding general operating expenses and programming, community participation, partnerships, and audience outreach.

-The Staff and Board are developing a plan for a capital building campaign in order to secure funding dedicated to establishing a permanent physical location for the Ballet to include office, storage and rehearsal space. Currently, our Director of Development is working with the staff and community of the Near Westside Initiative to secure space on the developing Near Westside of Syracuse.

-The Ballet is also committed to the ongoing training and development of its Board of Directors and Staff through local programs, classes, lectures and training programs.

-The Ballet will enrich the nascent membership campaign by increasing membership benefits and events based on levels of commitment to the organization. Recently, Bond, Schoeneck and King lawfirm hosted a “Meet the Director” event raising over $3000 dollars in memberships. Similar events are being planned for throughout the year.

-The Ballet will continue to expand community outreach programs through collaborations with and advocacy of local charitable organizations in conjunction with performances, providing free performances in conjunction with community events, and through developing collaborative agreements with other organizations for the purposes of seeking funding, and enhancing programming opportunities.

Estimate: If 1/3 of Single Performance Ticket Holders go out to dinner on performance night.

Estimate: If 1/3 of Single performance Ticket Holders book a one night hotel room.

Estimate: If 1/3 of Single Performance Ticket holders purchase concessions.

SKANEATELES FESTIVAL (897); Doug Sutherland, President, Susan Mark, Executive Director (article on file with Clerk)

A month-long event with 17 concert performances and several community outreach events, the Skaneateles Festival is truly a cultural magnet for Onondaga County and the Finger Lakes region. The Festival, which just completed its 32nd season, brings national and regional performers and listeners together to enjoy the passion of music.

In addition, the Skaneateles Festival takes community outreach seriously. Among the outreach events included in the 2011 season was “A Day in the City” with the Marcus Roberts Trio. This trio of jazz musicians started the day with a special (free) performance at the Everson Museum of Art for students from Syracuse city schools, followed by an interactive art project with the museum staff. The second part of the “Day” was a concert at Upstate Golisano Children’s Hospital for patients and their families. Patients unable to leave their rooms were still able to enjoy the music via closed-circuit TV.

The Skaneateles Festival is pleased that its reputation for presenting world-class music has spread so far and brought such renown to our county. With the support of funding from Onondaga County, the Festival will continue to generate a significant economic impact for the local community and the county as a whole.

We remain grateful for the county’s recognition that arts and culture are vital to our local quality of life and for the county’s allocation of funding to that end.

SYRACUSE AREA LANDMARK (845); Denise DiRenzo, Executive Director (handout on file with Clerk)

Mr. Lesniak stated a concern with financing and funding an organization that competes against the County Civic Center. Ms. DiRenzo replied the biggest competitor is Turning Stone; Civic Center has 1,000 seats less. There are shows that need the historical theatre of 3,000 seats, and the Landmark is working with NAC Entertainment to book famous artists based on the number of seats.

LEADERSHIP GREATER SYRACUSE (887); Sherry Mossotti, CEO (packet on file with Clerk)

Leadership Greater Syracuse has proactively offset increasing expenses and declining government support

through Community Sponsorships, Alumni and Board Campaigns, Fundraising Events, and Corporate Partnerships.

FOCUS (888); Charlotte Holstein, Executive Director (Patterns of Government on file with Clerk)

Mr. Lesniak asked reference the $20,000, what are the purposes for the clean up around the lake. Mr. Lesniak likes the idea but how much land is in question; the bulk seems to be parkland. Mr. Fisher commented the County Executive has said the County owns 95% of the shoreline but not sure of acreage. Mr. Lesniak is requesting the acreage of what is not parkland, and is $20,000 what is necessary for this land. Mr. Fisher responded that he can get the information and believes the $20,000 is only the beginning. Mr. Lesniak stated there is land, near 690, that nothing can be done with. Mrs. Holstein said Honeywell has plans for the land they own that will be parkland with bicycle routes. The Onondaga Lake Park takes up about half the land on the side and the rest is wastebeds; question is how to make the wastebeds more useful. Mrs. Holstein is looking forward to Mr. Fisher’s response.

WAYS AND MEANS COMMITTEE REVIEW OF 2012 BUDGET OF WAYS & MEANS DEPARTMENTS – September 16, 2011

MEMBERS PRESENT: Mr. Lesniak, Mr. Kilmartin, Mr. Kinne, Mr. Warner, Mr. Buckel

PERSONNEL – pg. 3-193 – Peter Troiano, Commissioner, Lorraine Bissi Greenlese, Exec. Assistant; Jennifer Wells, Dir., Civil Svc. Admin.; Carl Hummel, Dir. Employ. Rel; Patrice Gile, Budget Analyst III

I would like to describe the Personnel Department functions and activities of the Personnel Department before you review the specifics of the 2012 budget proposal. The Onondaga County Personnel Department has two major functional areas:

2. To serve as the administrator of the NYS Civil Service Law for nearly 15,000 classified positions in the County, City of Syracuse, 19 towns, 15 villages, 17 school districts, 3 library districts, 4 fire districts and 4 special districts and community college. This function requires the devotion of department resources critical to our role as municipal civil service administrator. The Personnel Department provides services to the public at large and ensures compliance with Civil Service Law by all 66 municipalities and districts within Onondaga County in their role as public employers and includes all aspects of recruitment, testing, and payroll certification.

DIVISION OF CIVIL SERVICE ADMINISTRATION

The Onondaga County Department Personnel has functioned as a consolidated sourcing entity for Civil Service Law administration for all public employers within Onondaga County for over 49 years.

The Division of Civil Service Administration staff will process over 13,500 personnel transactions this year. These include appointments, promotions, salary changes and terminations. New York State law also requires that we certify the payrolls of all 66 municipal entities at least once each year. Another major activity of the Division involves administration of the state-prepared civil service examinations for all the municipalities within Onondaga County. 148 different competitive examinations have been scheduled this year. When the economy is slow and unemployment is high, public employment tends to become more attractive. As a result, we continue to experience a greater number of examination applicants this year- we are on pace to exceed 7,000 exam applications to be received and reviewed-although fewer exams will be administered as a result of the decline in hiring and head count replacement in public employment. That trend is expected to continue in 2012.

Our website continues to be our most popular source of information and communication on employment. It generates almost one quarter of our applicants in the examination process. The automatic e-mail notification of exam announcements has continued to be a great customer service enhancement that is both economical and efficient. Instead of periodically checking our website or visiting the office, candidates can sign up on our website to get an automatic e-mail alert whenever an exam announcement that interests them is published. We have over 6,800 people registered for that service. The Division has all but eliminated paper medium for information available to our customers. Job descriptions, eligible list results and other information is all available by electronic means. Paper versions of forms and documents that walk-up customers can take with them remain available.

For 2012 going forward, the Division will be heavily involved in bringing up the HR component of the PeopleSoft platform. That will enhance our ability to support personnel functions of each county department and agency with respect to position and pay history, personnel transactions and record-keeping, and data management. These services will be made available to towns, villages, school districts and other public employers with PeopleSoft capabilities to participate.

Personnel Department staff has been fully engaged in department staffing reorganizations and redesigns including most recently the Hillbrook Detention Facility and the Division of Purchase. We have provided guidance and expertise in position classification and design and help navigate through Civil Service Law compliance and collective bargaining obligations with respect to staff appointments in order to move these initiatives forward.

DIVISION OF PERSONNEL ADMINISTRATION AND EMPLOYEE RELATIONS

Activities for the Division of Personnel Administration and Employee Relations involve assisting departments with administration of terms and conditions of employment contained in the seven collective bargaining agreements, grievance handling, pursuing disciplinary proceedings and work rule enforcement, investigating harassment and discrimination complaints, and advising departments regarding a variety of federal and state labor, employment and Equal Employment Opportunity laws.

Collective bargaining activities in 2011 included preparations for negotiations with two units of deputy sheriffs. Negotiations are presently under way.

The Personnel Administration and Employee Relations staff has been actively engaged in outsourcing initiatives during 2011. These initiatives include the food service operation at the Department of Long Term Care Services and the Pre-Trial Release Program in the Probation Department. These initiatives require fulfillment of the labor relations obligations under the Taylor Law as well as considering and assessing alternatives which may be brought forward by employees or their employee organization representatives.

Division staff also monitors the status of Retirement Incentive Program rehired employees to ensure that the local and state earnings thresholds are enforced.

The Division will also manage and administer the logistics for training over 450 employees in various levels of the business processes associated with the PeopleSoft platform for financial systems coming online by January 1, 2012

Mr. Lesniak noted that there are 2 personnel changes and questioned why they go from 31e to 31g step. Mr. Troiano explained that the step difference is a simply a placeholder in terms of where the MC schedule will be next year. They are vacant positions presently – technicians that will become personnel officer positions. The title change will broaden scope of responsibilities they will have – helpful for PeopleSoft on HR/payroll side at end of next year/beginning of 2012. Step G reflects where they will be at the end of the year – rates for MCs are composite – 2 steps next year. Mr. Seitz said that the salaries are prorated – 25% at f and 75% at g.

Mr. Lesniak asked about examinations – not a lot of hiring within the municipalities at this point. Mr. Troiano said that the exams are scheduled by the State. If the County has provisional appointments, or is requested to offer an exam, it will be offered upon the State’s scheduled. They have seen a decrease in the number of exams – less head count replacement and overall decline in hiring. Conversely, when the economy is bad more people look to take Civil Service exams

Mr. Lesniak asked about 500 physicals and agility tests for police officers and Deputy Sheriff’s. Mr. Troiano said that there is some hiring; provide for Sheriff, city, town and village police – about 200 deep on list. Those candidates have passed written exam and physical agility. There is a tendency to move through list quickly – a lot of people decline or report that they are temporarily unavailable. Medical exams are only administered when someone has been given the conditional offer of employment.

Mr. Lesniak referred to increase of $1,812 for contingency when OCC exam site is not available or appropriate for exams. Mr. Troiano said that most of the exams are offered at OCC. Some of the exams, because of size, and ability to monitor them and keep discipline and integrity of exam in the best shape, are better suited for a gym or cafeteria – where easier to see and conducive to monitors. Mr. Lesniak questioned if the SRC Arena can be used for exams once complete. Mr. Troiano said that it is possible – could do physical agility testing there. If it presents itself to be used as an exam venue, they will take a look at it.

Mr. Warner referred to pg. 3-199 and asked about the grant. Mr. Troiano said that it is a grant in a sense – that money comes from the insurance fund to subsidize the Wellness Program and the person assigned to run that program. That money is now coming out of Personnel Dept. budget and will stay in the insurance fund and will run out of Risk Management office.

Mr. Lesniak referred to Human Rights and that 150 complaints were resolved; questioned if that is the number of complaints or just the number resolved. Mr. Troiano said that it represents the bulk of the complaints; if not resolved, they are not reflected in that number.

Mr. Lesniak asked if public employee safety complaints come through Personnel Dept. Mr. Troiano said “very rarely”; they work with Risk Management that has the primary function of handling and responding to them through the Incident Committee and through the PESH processes.

Mr. Kilmartin referred to pg. 3-200, increase over $73,000 salary & wage adjustments. Mr. Troiano said that it is only salaries only; fringe is broken out in interdepartmentals – part MC and part union represented per contract. Contract increase for 2012 is 3.5%.

In answer to Chairman Jordan, Mr. Troiano explained that the there is one vacant funded position currently; 5 vacant unfunded. The vacant funded position is a Personnel Service Aide; being retained for a person who was recently promoted to a Personnel Technician I; there are no plans to eliminate the position. If for some reason the person leaves the Personnel Technician position, she has retention rights to that job; the position she is holding now would become vacant with the money in it.

In answer to Mrs. Rapp, Mr. Troiano noted that there are 2 contracts that expire at the end of this year and are under negotiation now. It is hoped to have them done by end of year, but unlikely. There are 5 that expire by the end of next year. Mrs. Rapp asked if there is any reflection in the 2012 budgeted for the 2 contracts that expire this year. Mr. Seitz said that there is an estimate in county general accounts for salary and wage for OCSPA and Captains in 2012.

Mr. Kilmartin asked to be provided with a summary of the other 5 entities that expire next year, the process involved if it comes to negotiated terms, and if it does not come to agreed negotiated terms.

Chairman Jordan asked what the vacant unfunded positions are. Mr. Troiano said that the vacant unfunded positions are: Typist I; Information Aide; 2 Personnel Officers; Personnel Services Representative.

Mr. Kinne thanked the Personnel Dept, specifically Mrs. Bissi-Greenlese, who has always been extremely helpful anytime he called.

Mr. Chairman, members of the Legislature, I am pleased to present the Division of Purchase 2012 Budget.

For the Onondaga County Division of Purchase, the 2012 budget reflects several operational changes and a recommitment to procurement as a strategic function. In 2012 the focus will be on consolidation, the transition to PeopleSoft, and increased opportunities for local and MWBE companies. Procurement fundamentals will continue to highlight the effectiveness of a professional full time staff dedicated to purchasing. Whether it is helping Van Duyn recover $150,000 dollars more in Medicaid reimbursements by changing vendors, proposing that all ink cartridges be remanufactured instead of new, saving $40,000, or the more than $500,000 recovered for municipalities through the surplus auction process, the Division of Purchase is proud of its record as a cost effective County department. In fact, the Division of Purchase has been averaging more than $60 dollars managed for every administrative dollar spent. The savings and revenue generated by the Division of Purchase has exceeded our expenditures over each of the last two years.

The Division of Purchase has been responsible for procuring approximately $80 million dollars of goods and services for the County through purchase orders, contracts or Requests for Proposals, using less than 1% of the County’s personnel and budget. We expect to be responsible for nearly triple the spending under consolidation, while only adding $315,000 local dollars to our expenses.

Consolidation has been a much discussed topic.. Our 2012 budget year will be the first year that will begin with a consolidated program already in place. Purchasing consolidation has been discussed in this body for more than a decade. One year ago the County Executive proposed a consolidation initiative, and shortly after this body authorized some of the monies needed, with the promise that a program that could prove itself would be fully funded. The program took several months to be embraced by the other municipal organizations, but on July 1, 2011, Onondaga County began integrating the purchasing functions of the other municipalities in the County. We have tackled consolidation with the City of Syracuse and the Syracuse City School District. We have presented the program to many of the towns and villages, more than twenty of which have either already passed a resolution joining the program or have begun that process. We have even begun the purchasing consolidation with fire departments. We have submitted a resolution with the budget this year to support this third component. I am proud to report that as of this presentation the program is 78 days old and has generated contracts that will save Onondaga County more than $200,000 annually and gross savings to participants of more than $900,000 annually to date. We have more than a half a dozen consolidated contracts pending and the program has received rave reviews generally. While all of the participating organizations have been very supportive, it would be a huge failure of this presentation to not acknowledge the hard work and dedication of the Purchasing staff as the driving force behind the success of this program so far.

We have worked closely with the Office of County Comptroller to make sure that when we take on purchasing responsibilities from other municipalities, we are carefully monitoring the savings for the County as well as the other municipalities in a manner that the Comptroller can later audit and report upon to this Legislature.

As with any project there have been hurdles. We continue to use multiple software systems to manage the purchasing for various organizations until PeopleSoft goes live. We have just finished standardizing contract terms and conditions to protect all of the participants without jeopardizing the County’s position. We have had some success providing contractual services to towns and villages, and several have already joined our office supply and paper contracts as additional users. We have not been able to provide comprehensive solutions to towns and villages yet, as our current staffing levels do not permit it. We believe this problem is only symptomatic of the program not being fully funded yet, and the release of 2011 contingency dollars followed by the approval of the recommended staffing level in 2012 will resolve this issue. We have added one additional stock attendant position to support the increased activity in our auction program.

Part of maintaining a professional staff requires that they have access to changing industry models and trends. In addition a modernized consolidated government procurement agency does not wait for vendors to come to them, but actively recruits them and facilitates their participation. For both of these reasons we have included in the budget resources for training programs, vendor recruitment advertising and for the technology to pursue these goals without the addition of more staff.

The 2012 Budget as recommended is an accurate representation of the staffing levels appropriate to support a modernized department and the additional roles now a part of our operating framework. The staff additions keep the organization a lean service provider and as the consolidation transition is completed over the next several months they will move to actively reviewing all purchasing for savings beyond just the volume savings we are recognizing so far. This will include strategic sourcing initiatives and changes to how Purchasing does business.

Net personnel funding increased $260,614 over 2011 BAM due to obligations to our employees, the consolidation of county, city and school district procurement function, expansion of the MWBE program and administration of additional/revised state and local purchasing ordinances.

103-4103 Other Employee Wages (Increase of $4,090)

Net funding for part time personnel has increased $4090 due to the addition of two summer help employees for document management.

Net funding has decreased by $61,646. This budget does not recommend any dollars be held in contingency.

Net increase of $1,538 due to the total expected cost of office supplies. This restores the department to the levels requested in 2010.

401-9401 Travel/Training (Increase of $7,612)

Net increase of $7,612 due to increased travel for regular work, and new training programs for staff, internal customers and vendors.

Net decrease of $8,965. 2011 BAM included software support for Buyspeed which will no longer be needed and one time funds for a consultant to help prepare “How to do Business with Onondaga county” materials carried over from 2010.

410-9410 All Other Expenses (Increase of $1,965)

Net increase of $1,965 due to additional memberships and advertising under consolidation, and additional advertising for business recruitment efforts.

Net change of 0 dollars. The same amount was appropriated in 2011 for contractual maintenance agreements, although BAM does reflect $62 dollars in 2010 carryover dollars.

This concludes the Division of Purchase Budget summary 2012. We have included in your packets additional specifics about our programs. If you have any questions about our budget request, or how these changes will affect our service in 2012, I will be happy to answer them.

Mr. Lesniak questioned the supposed savings received thus far – to date cost of program $23,000. Mr. Carroll:

Mr. Lesniak disagreed, noting that there are municipalities not buying on the County contract and their rock salt price went down. Mr. Carroll said that if they are buying off of the State contract; it is about $2 more than the county’s right now. The State contract price last year was about $42.50, which is slightly less than what the County’s contract price is for 2010/2011 at approx. $43.00. New county Contract price went down to $40; State remained about the same. He doesn’t know of any Onondaga municipalities that are paying less the County right now.

Mr. Lesniak asked how much the state bid was paper; Mr. Carroll said that he will have to go back and check. Mr. Lesniak questioned if the County bought off of State contract when it was lower. Mr. Carroll said that they typically found that in about 7 out 10 opportunities, when they put a local bid out, they are able to beat the State contract bid price. Paper has been one of them. State contract renewal date is offset from the County; there is an escalation in each contract. County is a year behind State – for 2010/2011 State prices fell below County’s. County tried to capitalize on that to mitigate its prices.

Mr. Lesniak asked about the 3 positions to be created: 1 at a grade 9a; one at a grade 2a; one at a grade 9 step 2 (buyer) and questioned the step 2. Mr. Carroll said that it was set up that way because of the way they were originally contracting with the City– bringing their employees over. He was not sure if it has to be a “b” or an “a” based on what they negotiated with City employees--will check.

Mr. Lesniak asked about the management of over $300,000 in auctions to date., and asked how much was done last year. Mr. Carroll:

Mr. Lesniak asked about facilitated RFP program including VOIP. Mr. Carroll deferred to counsel, who spoke to Mr. Lesniak privately.

Mr. Lesniak asked about implementing cell phone plan change and cell phone procurement policy. Mr. Carroll:

Mr. Lesniak asked with the proposed plan is to purchase card limits. Mr. Carroll:

Mr. Lesniak asked if there is a plan in place to pick one type of vehicle for all departments. Mr. Carroll:

Mr. Lesniak asked if Purchasing has told other departments what the contract price will be. Mr. Carroll said that so far they have only had that discussion with the Sheriff’s Dept., and City Police Dept. He believes there has been discussion with departments through Management and Budget. No solicitation has been put out for standardized vehicles yet. Mr. Rowley said that at V.U.R.B there will be an extensive review of an analysis that Management and budget did V.U.R.B. in terms of trying to standardize vehicles.

In answer to Mr. Warner, Mr. Carroll indicated that there isn’t any real estate involved in the auction process.

Mr. Kinne asked about the process for auction items sold on behalf of a town of village; do they pay a percentage. Mr. Carroll explained:

Mr. Kilmartin asked for more detail on more towns participating in the purchasing program – how might they have participate 12 -24 mos. ago, and how are the participating or looking to participate now. Mr. Carroll:

Mr. Kilmartin referred to pg. 3-216, position summary, in 2010 actual 15 positions; in 2011 modified 17 positions – what are the two additional positions. Mr. Carroll:

Mr. Kilmartin asked how many employees have cell phones; what the aggregate cost of hardware and plans are on annual basis for cell phones and cell phone services. Mr. Carroll noted that he did not have that information with him, but will report back on it.

Chairman Jordan asked if there is a review of the process to see whether the number of employee provided with cell phones should be trimmed back in any way. Mr. Carroll explained that that vendor indentified a function to each of the phones – what does the person do and do they need to do that. They made recommendations – some to reduce number of cell phones; biggest recommendation was how County was managing cell phone contracts. Chairman Jordan asked to be provided with the number of cell phones the vendor recommended.

Chairman Jordan asked about the revised travel authorization directive – how was it revised. Mr. Carroll:

Chairman Jordan asked about the current cooperative arrangement, that municipalities that are using County services for purchasing are being charged a 5% fee; are the City of Syracuse and City School District are being charged the 5% fee. Mr. Carroll:

Chairman Jordan asked if the County is doing auctioning services for City of Syracuse and City School District. Mr. Carroll:

Chairman Jordan asked if the County is still charging other municipalities a 5% fee to do their auctioning. Mr. Carroll:

Mr. Lesniak referred to cell phones and asked if the cell phone is assigned to the duty, not the person. Mr. Carroll said that he believes they are – assigned to job title or function, not to an individual person. Mr. Lesniak asked for this information to be confirmed – shouldn’t be turning them off, reactivating if assigned to a function – the cell phone stays with the job. Mr. Carroll will check and report back.

Chairman Jordan asked to be provided with a list of titles that have cell phones provided through the County.

Mr. Lesniak noted that Mr. Carroll mentioned twice the 3 positions to get immediately. Mr. Carroll noted that he only has dollars in contingency fund for the 2 buyers, not the stock attendant. Mr. Lesniak said there is $61,646 in contingency; even if activated now, $61,646 wouldn’t be spent and asked if some of the money will get rolled back into fund balance. Mr. Seitz and Mrs. Venditti said that it would. Mr. Lesniak asked when Mr. Carroll intends to bring a resolution over for this. Mr. Carroll said that there is a resolution pending that was table din June and asked if it could be brought back off the table and addressed.

Chairman Jordan asked if the 101 line, $991,302 includes the salaries for the positions being asked to be created. Mr. Carroll said that they are included in the request.

Major funding by program year (currently required to spend minimum 75% of WIA grants during award year and 100% of TANF during summer award period)

Chairman Jordan asked if CNY Works is the entity that deals with those receiving public assistance and unemployed directed to by Social Services for employment training. Ms. Sealy said that they are not; believes Mr. Jordan is referring to Jobs Plus, under administrative umbrella of OCC. JobsPlus is an important partner to CNYWorks.

Mr. Lesniak asked about the funding for the 2 positions; Ms. Sealy said that the County pays them initially and CNY Works reimburses the County. The County policy is that when people are retirees from County government, they can continue to receive health insurance benefit; the local dollars pay for it. Because CNY Works is grant funded, it is precluded from the grants paying for health insurance benefits for people who are no longer contributing to the grant. Those costs are for past employees. To the County, the only additional exposure are for two people, herself and the Employment Service Specialist 1. Mr. Lesniak asked if the Employment Services Specialist 1 is Civil Services, tested position represented. Ms. Sealy explained that it is; the person was grandfathered in. He asked if once the positions are vacated, then the positions go to CNYWorks. Ms. Sealy said that they do.

Mr. Lesniak asked what the basis is for the rest of the funding. Ms. Sealy said:

Mr. Lesniak referred to an advertisement for a position at CNY Works in the newspaper. Ms. Sealy said that they don’t normally advertise for positions – normally us NYS Dept. of Labor and list in their database, use their search engines, and list it on the website. There was some advertising done for one of the local programs, E-Cuse, a special grant that they competed for at the federal level and obtained.

Mr. Warner asked if a person loses his/her job, why would they go to CNY Works rather ant an employment agency. Ms. Sealy:

BOARD OF ELECTIONS, pg. 3-123; Edward Ryan, Commissioner; Kathy Olszewski, Elections Supervisor; Carol Murphy, Elections Supervisor; Hank Vercillo, Elections Assistant 3; Chris Duncombe, Management & Budget

First of all, thanks to you and the County Executive for providing us with a facility to consolidate our operation. Our machines are there now and we expect to have our offices moved by the end of the month. We also would like to thank the Facilities Management for all the effort they have put into renovating the building. Special thanks should go to our project manager Archie Wixson.

We did our best to estimate ongoing costs in the new facility. These costs include National Grid, Time Warner Security and building maintenance.

The transition to the new voting system seemed to go well. We completed a primary this past Tuesday. We had very few problems. The voters and inspectors have embraced the new technology. It is our hope that by 2013 we will be able to reduce the need for voting machine technicians as the inspectors become more comfortable with the machines. Also we will probably need fewer technicians to assist with Pre-lat at the new facility because we can utilize our permanent staff at peak times.

Assigning inspectors different responsibilities has resulted in more efficient use of our personnel. Inspectors who wish to be trained on the voting system are, and those that are uncomfortable with technology continue to sign in voters and distribute ballots.

2012 is a Presidential Year. We will have one additional primary in April. Our budget requests for ballots, inspectors, technicians and postage reflect this.

Our continued partnership with the print shop has resulted in a huge savings in ballot printing. We estimate we saved over $90,000 in 2010. The print shop staff and the IT staff did a wonderful job creating a process for producing ballots.

We likewise continue to work with OCC. The political science professors make being an election inspector part of their curriculum. This allows the students to be part of the democratic process and provides us with a young, energetic group of poll workers.

We implemented a system of Memory Card runners in the 2010 General Election to visit the suburban polling sites, collect the cards and return them to our facility. We had all the results by 10:15 PM. In Tuesday’s Primary all the result were in by 10 PM.

Mr. Lesniak asked about extra money set aside for the presidential election. Mr. Fisher said that there is an appropriation in the fund balance list. Mr. Lesniak said that in looking at the 2012 budget, there are significant increases in some accounts, i.e. overtime, other employee wages. He asked if a portion of those are being funded out of the fund balance number. Mr. Duncombe said that they are not; they didn’t put any personnel expenses in the fund balance. The fund balance $198,134 is for the additional in the 410 for election inspectors and the transportation cost for the additional primary. The increase in the 102 is based on overtime hours from the 2008 actual, last presidential election – not on fund balance. Mr. Rowley said that in 2008, the actual expenditure for overtime was about $61,000.

Mr. Lesniak referred to the near $80,000 increase in 410 account. Mr. Duncombe said that there were two changes, the one put on the fund balance was the increased number or inspectors needed due to the primary, the machines, bags, privacy booths, delivery and return tables. There is an increase in compensation for inspectors. Mr. Lesniak asked about the additional amount in 103 line. Mr. Ryan said that they are clerical people that have to be brought in – 6–10 people during the course of the year. Mr. Lesniak asked if the 103 includes temporary staff in the office; 401 includes inspectors, runners, etc. Mr. Ryan confirmed that it is.

Mr. Warner asked how much it cost to run a county legislator primary. Mr. Ryan said that they spent $46,000 - $49,000 on the primary this year, which included all primary races.

Chairman Jordan asked about some of the concerns, such as privacy, when County first switched over to the scanners. He asked if there has been feedback; are people getting more acclimated, or are there still concerns to be addressed. Mr. Ryan said that they went from 203 polling sites down to 175; there are people who will harbor ill feelings about having to vote somewhere different and find fault. They learned that some complaints were legitimate. The staff goes over in detail how the room is set up at each polling site; to set up privacy booths in a fashion that people aren’t looking over their shoulder. They are given an envelope to insert their ballot into. Inspectors have been told to stand 5’–10’ away from the machine. With the privacy screens and sleeves, they had very few complaints.

Chairman Rhinehart asked for a breakdown of the items relegated to the fund balance list by next week.

COUNTY CLERK – pg. 3-22, Chris Plochocki, Deputy County Clerk; Brian Hall, Deputy County Clerk; Jackie Norfolk, Principal Deputy County Clerk; Elizabeth Ducett, Accountant; Edit Williams, Budget Analyst

The County Clerk sends her apologies for missing this presentation this is the first time since becoming county clerk she has not been able to adjust her schedule to accommodate the legislative budget review. She has sent all of us to hopefully accommodate the presentation for the review process.

Honorable members of the Onondaga County Legislature I thank you for allowing us to come before you today to speak about the County Clerk budget for 2012 and to take this opportunity to apprise you of the changes and improvements to the clerk’s operation made this past year.

The County Clerk’s Office is mandated and directed by The New York State Constitution along with Federal, State and Local Law. The County Clerk wears many hats as the Registrar of Judicial and Real Property Records, she performs the duties of the Clerk of the State Supreme Court and the Combined Court system. The mission of the County Clerk's Office is to record, maintain, protect, and make available for public inspection all open documents filed in the County Clerk's Office. We ensure the fulfillment of Federal, State and County laws; it is our responsibility to timely process transactions, safeguard and provide responsible records management in a customer friendly atmosphere with fiscal responsibility and quality services.

Over 250 thousand records were filed in 2010. The County Clerk's Office is responsible for the collection of taxes and fees related to the recording of these documents and timely distribution of these funds to Federal, State and County government subdivisions.

We collected and distributed over $25 million dollars in 2010 sending over $14 million to various subdivisions within Onondaga County including returning approximately $1 million dollars to Onondaga County General Fund.

Our County IT Department has loaded the tables and queries for the change over of our computerized indexing records system with staff training and public directions. In 2011 we have again been working with the IT department to finalize over half of our system upgrade to improve the county clerk indexing and imaging system. It is designed to improve our paper flow and automate many of our filing procedures. We need to keep moving forward with this project to achieve a complete computerized system that will allow our office to function to the best of its ability. The new programs we now utilize still have areas where 2 systems are required and these areas remain somewhat cumbersome and repetitive. Although a vast improvement we are not yet complete. Keeping on track with the addition of the remaining department upgrades is vital to our office operation.

Web access for our County Clerk indexes for Land Records can be found on the ONGOV.NET county clerk website. It is with the upgrading of our land record system that we were able to take advantage of grant funds to give free public web access for our land record indexes.

With the realization of the new computerized indexing system from IT we are now at a point that gives new direction to our office. There are many department functions that are improved and changed, working with other agencies Local, State and Federal filings are now e-filed, taking many steps out of the daily department operation. This is one of the main reasons we have been able to accommodate the reduced number of employees in the Clerks office. We went from 43 FTE to 36. A reduction of 7 full time staff positions.

It has been many years since the clerk’s office has been reviewed for recommendations for the betterment of the office and last year we requested assistance in this and were unable to have this accommodated we are again requesting this legislature assist the clerk’s office in forming an organizational study to assure we meet all required needs of this office, a need to review the procedures and policies for records within the office and recommend record removal or storage for archival records. A Service feasibility Study and Implementation Plan will identify and review the services provided by the County Clerk and identify any duplication with a focus on shared services and, where feasible, potential for consolidation of programs. From this information an informative analysis can be completed that identifies areas where combining space, service, departments, or employees would result in positive outcomes including a cost savings and/or an increase in the quality and amount of service delivery.

For example we also now have the ability for county clerk records to be placed on an additional host website. We would like to ask the assistance and cooperation of the county legislature in making this happen. The proposal we have received is a Partnership Program at no cost to County. If implemented it will include for the first time in many years electronic access to the 1970 –77 records. It is anticipated that not only will the program be free it will generate additional revenue and allow the offsite access to indexes with images and is keyed to allow additional revenues generated to Onondaga County. Broome County, a county with less than half the population of Onondaga County has seen $30,000 to $60,000 annually by implementing a similar program.

A bill to allow electronic -filing of land records in NYS is awaiting needed approvals. To implement land record e-filing in Onondaga County my system required the updates we have in place and we now need to investigate the possibility for Onondaga County.

We have been added to a bill awaiting the Governors signature for mandatory e-filing for court records in Onondaga County. We have been working with the Unified Court system to implement this hopefully starting sometime in 2012.

With the change to Empire the new county storage facility we have the opportunity to review the storage of the off site County Clerk records and address the need to correctly identify and label our records stored off site.

As part of the budget for 2011 we requested a Local Law addressing the fees that are charged in the county clerks office for services that are not covered by any of the many Legislated fees we charge. This Resolution has raised a substantial amount of revenue in 2011 fees and we ask that the funds be directed to the needs of this office for improving the storage of records, for scanning our court records to electronic storage and providing the needed staff and services to accomplish this. Electronically stored the records would be available for public view and many would be eligible for destruction making much needed room in our office. A Tentative Budget for Clerk Upgrade is appropriate but without a real analysis of our operations it would be only approximate costs and needs to be based on the information gathered from evaluations done on the office by contractors and County personnel.

The budget as submitted covers the normal needs of this office to give the required mandated services and provides limited storage of vital records. The request proposed here today adds to the direction of the office and with your help and cooperation will create a plan for the betterment of the office.

This budget as submitted is more than lean; I do not see where any of the needed improvements or changes can be accomplished without setting aside funds to do this. We always work to improve our methods of operation and continue to find ways to do more with less. This budget is for daily operations of this office to allow services for Attorneys, law firms, State and County Agencies, and abstract and title companies that depend on us, for our services, on a daily basis.

We will try to maintain some level of quality service within the budget you approve for this office but know that the reality is many changes will have to be made to accommodate needed improvements and to more fully computerize and modernize. We have managed to achieve many goals, however, please note we have been doing more with less for many years. We have reached a plateau where there is so much more to achieve, we hope we have provided the needed information to address our requests. Our government challenge will be to work together to improve services and eliminate duplication of work efforts so that while giving quality service we will over all continue to provide cost savings to our taxpayers.

As always we ask for your approval of what we are doing and request your help in achieving our goals for this office. As an elected official in Onondaga County for the past 15 years Ann has maintained a strong dedication and high standard of work ethics to give quality bi-partisan service and use one- stop-shop solutions to every aspect of our office. . Ann enjoys being a public servant and has dedicated her life to public service. She believes we must retain principles worth retaining, yet always be receptive to new ideas, to seek to maintain an outlook broad enough to accommodate thoughtful change and varying points of view while assuring all staff are trained to give good quality service and assure our policies are adhered to.

Our proposed 2012 budget includes a net personnel funding increased by $73,630 due to standard salary and wage adjustments, net funded positions remain the same.

Our budgeted supplies have decreased $3740 due in part to reallocating $2,000 in computer software purchases to the 413 account as well as reduced supplies allocation.

We anticipate an increase in revenue due in part to an increase in County Clerk fees caused by an increase in mortgage activity, which accounts for the greatest share of revenue in this category. We also anticipate an increase in copy revenue from the additional charges for copies increased by a 2011 budget resolution to 50 cents a page for 2011. This has already generated $32,873 in new revenue through July of this year.

Thank you for allowing me to come before you today and I ask that consideration to the many needs of the Clerk’s Office be given.

Chairman Jordan referred to 102 and 103 increases and asked for elaboration on the reasons for the increases and exactly what other employee wages involves. Mr. Plochocki said that he will wait for Mrs. Ciarpelli to address that when she gets back.

Chairman Jordan asked about the significant increase in travel and training. Mr. Plochocki noted that a lot of it is mandated – i.e. Passport Dept. requires that training is attended every year and people are recertified annually; it used to be long-standing. Chairman Jordan noted that the account has more than doubled. Ms. Williams stated that the Clerk had been paying her own travel expenses for quite some time; part of this is just to mirror reality –what their costs truly are. Mr. Plochocki noted that additionally, they are moving forward with e-filing, which require a lot more meetings.

Mr. Buckel asked for the record what the justification is for the County Clerk’s raise in this budget. Mr. Plochocki stated that Mrs. Ciarpelli will address that herself. Mr. Buckel said that she is not present and asked from the department’s perspective what it is – is there additional work, additional responsibilities, something new under the sun that the legislature doesn’t know about. Mr. Plochocki said that Mrs. Ciarpelli has not had a raise in many years. Mr. Buckel noted that the statement isn’t accurate. Mr. Plochocki noted that compared to other county clerks around the state, she is definitely towards the bottom. Onondaga Co. is the third largest county in upstate New York and because of the responsibilities she has in the job, that should be reflected in the salary. Mr. Buckel reiterated asking if there is something new, or some additional responsibility that wasn’t there when first or second elected or are things pretty much the same as last year and the year before that. Mr. Plochocki said the moving forward with the new programs has resulted in a lot more meetings for e-filing and upgrading IT

Mr. Lesniak referred to the hand out (on file with Clerk) and referred to line 6283-6340 and asked for clarification of what they are., i.e. Road Machinery Service. Mrs. Williams said that it is an interdepartmental charge. Mr. Plochocki said that they have off-site storage; Mrs. Williams said that it is storage space at Molloy Road. It is DOT charging, and Road Machinery is the way it presents itself.

Mrs. Williams said that they changed the way the accounting is done; these are new codes. She noted that in the bottom half of the document are the corresponding codes from previous years; they are supposed to be more descriptive. Mr. Lesniak asked to be provided with some more break down of these accounts, noting that the Data Processing to Information Technology services has a significant increase of over $100,000.

In answer to Mr. Lesniak, Ms. Williams said that there are 3 unfunded position – secretary, messenger and recording clerk. Mr. Lesniak asked who does the messenger service. Ms. Norfolk said that they have different people performing the duty. Mr. Lesniak asked if there is any reason the messenger position is being maintained at the Clerk’s office. Ms. Norfolk said that it is helpful for the mail runs, bank runs, pulling files. Mr. Lesniak said it is unfunded, and there isn’t one now, assumes there is no intent to fill it. Ms. Norfolk said that if it were funded, they would fill it; want to maintain it for flexibility.

Mr. Lesniak referred to Passports and Conservation; noted that passport numbers have continually been dropping from year to year. He questioned if passports are not being sold enough to concern ourselves with that position. Mr. Plochocki noted that the employees in that department do not just process passports; they handle DEC , business certificates, and corporations, which are required to be filed by state law

In answer to Chairman Jordan, Ms. Norfolk said that there are two vacant funded positions, a recording clerk and a deputy clerk.

INSURANCE – pg. 3-147 – Mark Stasko, Risk Manager; Robert Bratek, Director of Loss Control; Denise Downing, Employee Benefits Manager; Jason Dean; Budget Analyst

Chairman Jordan referred to slide 11, benefits consultant cost went up 67% and asked why the significant increase. Mr. Stasko:

Chairman Jordan asked if the County receives a reimbursement from the federal government. Mr. Stasko said that it does, the RDS reimbursement for Medicare eligible employees. In answer to Chairman Jordan, Mr. Stasko said that it will not be eliminated; as a public employer, we are being treated differently, and it will continue. It is worth about $1.3 million/year. RDS reimbursement is treated as a revenue but noted credited against expense.

Mr. Lesniak referred to unemployment insurance noting there were 209 claims--asked if they last they whole year. Mr. Stasko said that they vary; based on an average paid per claim based on past trending. They take a look at how much has been paid out on each claim over the last 3 or 4 years – could last anywhere from 2 weeks to 100+ weeks. Mr. Lesniak said that the bulk of our layoffs would have been at the beginning of last year from 2011 budget. Mr. Stasko said that they can claim 116 weeks now and are actually running over that in benefits paid this year; there is a potential for another 86 weeks per President Obama.

Mr. Lesniak referred to health insurance, slide 7, $10,137/subscriber. In answer to Mr. Lesniak, Mr. Stasko agreed that that is inclusive of individual or family. The cost for single plan is approximately $6,300; family plan is approximately $11,000 for family – he will provide the exact numbers.

Mr. Lesniak referred to $525,000 adopted in 2011 for judgment and claims and asked the status of that number at this point for the claims that have been paid. Mr. Stasko noted that about a month ago it was at $65,000, but noted that there are a couple of significant one out there. Mr. Lesniak asked to be provided with the potential number for year end.

Mr. Lesniak asked about the charge for county departments net of revenues provided by insurance fund have increased by $5 million due to an increase in direct expenditures. Mr. Dean explained that it is the PER. Insurance fund is balanced by charge to the individual employees and departments. Mr. Lesniak asked if the charge to department increase is $5 million, not counting what the employee contribution was. Mr. Stasko said that the reason for that was because of the artificially low PER because of the fund balance used in 2010. Mr. Stasko said that they will provide detail. Mr. Dean said it is comparing the 2012 recommended to 2011 BAM – it is assuming there will be an increase in the cost of health care, about 8.5%; and that they won’t be getting ERRP subsidy next year; program is drying up.

Mr. Lesniak referred to training for employee assistance. Mr. Stasko said that it includes supervisor training, but it is the utilization of the program. An hourly rate is paid based on how many people utilize the program.

Mr. Lesniak asked if the department gets a lot of PESH complaints. Mr. Stasko said that they don’t – they have had 2 DOT facilities inspected and 2 Parks facilities inspected. They came back with limited findings on all of them, and all of them have been corrected. They are proactively going out and doing their own internal risk management PESH inspection. Mr. Bratek said that they have partnered with the regional director at the PESH office; who said that Onondaga Co. is on the bleeding edge (internal risks management PESH inspections), there is nobody else in the industry in the public sector that it doing anything remotely close to it. Also, they have had conversations and have been actively involved in the labor management group, which spurs what issues are on the forefront.

Mr. Warner asked if people can be forced to use generic drugs. Mr. Stasko said no, but in NYS if there is a generic available, doctors have to justify why a generic is written. If there is a generic or a generic alternative, they are asking them to try it; ProAct is even offering a free script for it to entice them to go to a generic. Mr. Fisher said that they can’t force employee to use generic, but there are ways to incentivize them. Mr. Stasko said that the most successful is the personal contact–pharmacist at ProAct will see that there is a generic or equivalent and contact with the employee as well as the physician to encourage that change. Some of the blockbuster drugs are coming off of brand next year, i.e. Lipitor, but Lipitor raised their prices by 30% for 2011 to maximize their profit for the next 2 years; it is the number one filled drug for the County. Mr. Lesniak asked if ProAct charges the County for contacting the employee; Mr. Stasko said “no”, it is part of their contract.

Mr. Warner referred workers comp and that with certain cases after a period of time they transfer from our responsibility to State responsibility. Mr. Stasko said that there are two types: second injury fund – program where $1.5 million was received in recoveries – it is for people with preexisting permanent conditions. After a period of 5 years, the County gets reimbursed dollar for dollar if it is proved that they had a preexisting condition. The other type is 25A – if a case is over 7 years old, and the employee hasn’t lost time, in 3 years, they take over the handling of those cases entirely. In answer to Mr. Warner, Mr. Stasko said that there are police officers that fall under both second injury fund and 25A.

Mr. Lesniak referred to mail order prescriptions – 1 co-pay for 90 day order – noted that some places are talking about two co-pays on a 90-day script and asked what kind of savings it would generate. Mr. Stasko said that if it was brand it would be significant savings; if it is generic it wouldn’t be as much savings. Right now 32% of prescriptions are filled with mail order – looking to increase it. In the 3 tier pharmaceutical, it is a lot better as far as cost savings to the county, than most other counties.

Mr. Jordan asked if an outside vendor has been looked at for post retirement health care Medicare supplement program. Mr. Stasko said that they have looked at Medicare Advantage plans and the problem is that the subsidy for them is going away under national health care. The advantage of the Medicare Advantage is not as great as it was, and in 2014 it won’t be very good at all. Mr. Jordan asked if it is a subsidy that federal government pays to insurance companies to offer the Medicare Advantage program. Mr. Stasko said that it is; they would actually leave the County health plan and go to a private company for their health benefits, and he is not sure if it would be popular with retirees. Mr. Jordan asked if a cost comparison has been done if we went with an outside vendor. Mr. Stasko said that a company came in that led to savings; they got sanctioned and couldn’t write the plan. They have spoken to other companies about it and it is all over the place– can revisit it.

Chairman Rhinehart referred to page 2-7 summary of fund balances – insurance fund and questioned the same number in both columns. Mr. Seitz said that the 2nd to last column should reflect a “0” in each item.

In answer to Chairman Rhinehart, Mr. Stasko noted that slide 7, 6,700 subscribers refers to employees or former employees - could be single or family – there are about 13,400 lives. Chairman Rhinehart asked how many are current employees and how many are retirees. Mr. Stasko said that 1,241 are retirees; noting that Medicare becomes primary, but they stay on as secondary on the health plan. In answer to Chairman Rhinehart noted that the $2 million for OnPoint Administration, slide 11, is for BlueCross and Pomco; Pomco has the old indemnity plans. Chairman Rhinehart noted that when that is added to the cost of our health care, it is $70 million. He noted that in 2007 it was $50 million; questioned where we go in another 5 years. Mr. Stasko said $96 million. Chairman Rhinehart asked if there will ever be an end to it; Mr. Stasko said not if there isn’t a change in the plan.

Mr. Warner asked why county taxes are up in some towns and down in others. Mr. Rowley said that it is effect of the sales tax sharing agreement being phased out. For a town that kept the sales tax as a credit, last year they had more of a credit to offset property tax; this year they had less of a credit. In that scenario, there would be an increase in county rate. Mr. Fisher noted that it also has to do with whether the town takes the sales tax revenues they are receiving next year as cash or credit. In the Town of VanBuren, they took it all this year as cash, which made their taxes a lot higher. Next year Van Buren is taking none of it as cash, so next year their tax goes down a lot.

MEMBERS ABSENT: Mr. Corbett, Mr. Kilmartin, Mr. Warner, Mr. Holmquist, Mr. Stanczyk,

ALSO PRESENT: Mr. Rhinehart, Mrs. Tassone, Mrs. Ervin, Mr. Masterpole, and see attached list

OFFICE OF ENVIRONMENT (pg. 5-5) - David Coburn, Director; Christopher Duncombe, Budget Analyst

The budget presentation book is a little thick so I do not intent to go through every page with you. I will spend a minute on the work that has been done in 2011, the 2012 budget and then looking forward to 2012 priorities and the years ahead.

We have spent a great deal of time on the Stage III phosphorus requirement of 0.02mg/l no later than December 1, 2015. We have found that the reverse osmosis system is the only way to achieve this number; costing $470 million. The only other alternative listed in the ACJ is to divert this discharge to the Seneca River; costing $185 million per recent estimate. These are big ticket items. We knew this was going to be an issue when the ACJ was signed in the late 90’s and made sure that there was a reopener stating that if the TMDL is changed by the state then the new TMDL would govern what the County’s limit and responsibility with effect to phosphorus.

My role has been to make sure that the County is well positioned for when the TMDL is reconsidered and revised; ensuring that the decisions that are made are based on good solid science and economics. They have done this via a couple of tools. One tool is a sophisticated mathematical model being developed with federal funding from the Onondaga Lake Partnership (OLP). I have been the liaison between the County and the OLP to make sure that the model got developed. The model allows regulators to ask what if, management questions; if you do this to reduce the load what will be the impact on the lake. The other tool that has been developed is a phosphorus white paper. This helps us to understand what the regulations state, what the standards are, what the data is saying, what water quality conditions are, what natural conditions are a factor and what the economic conditions are so that informed decisions can be made on how to manage phosphorus going forward.

Based on the model and white paper, I can say that we are in a very strong position to make strong arguments that neither reverse osmosis nor diversion are cost effective management options that should be considered today.

The other side of the Onondaga Lake issue is the superfund. I have been before the committee a couple of times within the past 12 months briefing you on this item, so I won’t spend a lot of time on it. I believe that you know the primary focus has been Lower Ley Creek and the GM PCP issue. Wastebeds 1-6 and Wastebed B Harbor Brook, which includes the Murphy’s Island property are owned by the County; remedial investigation is in progress

I have been coordinating the County’s Environmental Sustainability Advisory Committee and the development of the Climate Action Plan to help reduce the County’s carbon footprint, to make County operations more sustainable and to save money.

The 2012 Office of Environment budget is a few thousand dollars less than it was the year before. This is primarily due to the way indirect charges are applied. I would note that the recommended budget restores 2011 cuts to supplies and travel accounts, amounting to about $900.

Of much greater importance is the proposal to place $175,000 from the fund balance into the Parks department budget to carry out an inventory of Ash trees on County property to develop a strategy on how to minimize costs and impact from the emerald ash borer on County operations. We know that sometime in the next 10 years emerald ash borer will be in Onondaga County. It has been found to be in Rochester in 2010 just 90 miles west of here. Once ash borer is in your region within 1-3 years all of the ash trees in your area will be killed unless you take steps to deal with it. Our hope is to develop a well planned response through the inventory so that we can minimize the costs and impact.

Until there is an inventory of ash trees it is not possible to make an informed assessment of the magnitude of the problem we are facing. How many ash trees are we talking about, where are they located, are they clustered or spread out, what size are they, what condition are they in, are they in difficult places to get to, what threats do they pose if pieces of them start to fall down, how do we dispose of them, how much area do we need for storage as begin taking them down, which ones need to be replaced; these are all questions that cannot be answered until the inventory report is complete. Getting this information will not be a small task. According to the real property records the County owns about 400 different parcels, covering 8,000 acres. In addition there are just under 800 miles of highway right-of-way that is spread out. What we have proposed is using $175,000 to get a GIS system in place to answer these questions so that we are prepared. We hope to be able to spread the costs out over several years relieving the sticker shock. Once they do hit, they work fast. The communities that they have hit, have not been prepared and haven’t been able to keep up.

2012 priorities include the same issue for Onondaga Lake. The phosphorus TMDL will come to a head. The superfund issues mentioned earlier will continue to be on the top of the pile. I will continue to assist the Parks department in the Loop the Lake Trail and dealing with any of the hazardous waste issues that are around the lake. I will provide oversight and coordination implementing approved elements of the Climate Action Plan. With the completion of the supplemental generic environmental impact statement for hydrofracking I expect to be working with potential effected departments for the years ahead and will be coordinating with OCRRA an update to the 20 year old solid waste management plan.

● Emerald ash borer will overwhelm the state budget, have been told to plan on handling this ourselves, will keep their eyes open for any grant funds, if opportunities arises they will grab the funds

● Once the inventory has been completed they will be in much better position to request any grant funds that may become available; with preparedness plan in place could show how the resource would be expended

● Pest cannot be eliminated, 2 ways to deal with the problem tree removal or inoculation of the trees

● Inoculating the trees should protect the tree for 2 – 3 years, licensed for 2 years and trying to get it extended to 4 years, once the tree is inoculated the pest bypass that tree, inoculation must be repeated every 2-4 years, allows for gradual removal of trees overtime without fear of having inoculated trees falling down, ability to maintain hard to remove trees

Mr. Coburn stated that Rochester had already completed an inventory and has 5,000 trees within the City of Rochester. They received $460,000 to take down 400 trees and inoculated 4,000 trees. Their intent is to take down all the trees over the next 15 years with an estimated cost of $10 million. Average cost of $500 per tree for removal. We have trees along the trail in Onondaga Lake Park and trees that are off of County property that are adjacent to the trail. We are going to have to figure out how to deal with private property trees that could have an impact on County property.

● Will not be able to keep the pest away, just a matter of how quickly it arrives, just 90 miles away at this time, not sure that the outside firewood ban would save us much

● Once the emerald ash borer has destroyed the trees their food source is gone, they move onto the next area, it is not known if they will return

Mr. Coburn stated that some are hoping that if they inoculate the trees they will move onto the next area and maybe they could skate by. Inoculating costs about $200 per tree. He would assume that this will be like the Dutch Elm. You will be faced with taking these trees down and replacing them with an array of trees so that you don’t find yourself in the same situation in the future. You would not want to plant them all at the same time or the same species.

There is another insect that he is not schooled on, effecting another tree that may come through later. These are invasive species where the ecology just isn’t prepared. There aren’t the natural predators that they have in the countries that they came from. We will be faced with dealing with the consequences and minimizing the impact as best we can.

Mr. Buckel commented that he really appreciates the change in direction; designating strategic priorities. He believes this is a great thing to leave our successors. He knows that everything they do is not subject to measure but some things are. He hopes this is the next step that they take. In that regard he was concerned and as a policy maker would like Mr. Coburn’s comments on the phosphorus levels. This is an enormous investment that we may or may not have to make. He knows that there is a wing and a prayer that we may not have to make this. What are the steps that we leave our successors, what are the markers that will indicate to us weather we need to make this investment or not.

Mr. Coburn stated that he disagreed with him on the wing and a prayer. He feels that because of the work that has been done in the last couple of years, they are really in a very good position to argue scientifically that there is not a cost benefit for making that kind of investment. We have in place a very extensive AMP monitoring program. We are tracking natural variability because of meteorological conditions; we are tracking whether or not there are different loads coming down the tributaries. We know what our effluent dysentery charge is. We know, over the next several years that we will be implementing our CSO abatement program which could have an impact on the amount of nutrient load coming down Onondaga Creek and Harbor Brook. By monitoring those, things are only going to get better. Based on the last several years of data, they are seeing that the lake does not appear to be impaired for its designated usage based on its water quality verification any longer. People were surprised to find that. Mr. Buckel responded that this is one of great success stories.

Mr. Coburn stated they will continue to monitor as required. He is sure that WEP will be discussing these things in the next hour. He expects that once they get a revised TMDL, the phosphorus level will no longer be hanging over our head. Next year will be a very critical year, the TMDL will be finalized and we will know what the limits are. At that poin, there won’t be any questions about what number we have to hit. It then becomes a question of what is the most cost effective way to hit that number.

Mr. Buckel stated that once the inventory was completed he would encourage him to let this department know what the performance measures are and what we can expect to save. Mr. Coburn stated that he thought this was a good idea. They will try to include this is the preparedness plan.

● Does not know the natural predator, if brought in you have to deal with other consequences, difficult to predict how nature will adjust to these types of things

● 13% of the trees are ash countywide, not sure where they are located, this is what they need to find out

Mr. Rhinehart stated he believes that it would be wise to include Soil and Water to the list of most effected departments. Part of this budget includes the effort to move Soil and Water to St. Marie so that they can work closer with the County. Soil and Water also has access to grants which could be very helpful in completing this inventory. He believes that we can do the inventory for less if they are involved and we worked together. Mr. Coburn responded that departments included were County departments not authorized agencies. They are working with Cooperative Extension, the US Forest Service, and the City of Syracuse.

● $175,000 figure was determined by the professional forest service on currently on staff, rough number based on other work they had done doing inventory and understanding the geographic extent of the land ; City is spending $100,000 or more in a much more contained geographic area

Mr. Rhinehart questioned if we should be working with the City on this. Mr. Coburn responded that they have talked to the City and are coordinating with them. The City is doing a little different kind of inventory. They are inventorying their entire tree stock as opposed to their ash trees. They are following the same path that Rochester has. Rochester has a 13 person Forestry department with a $1 million dollar budget every year. The City is in a little different game. Mr. Rhinehart stated that he may contact him to speak about this further. He knows that the committee is busy and has to move on.

Mr. Jordan questioned the City inventory process, believes that the person doing this is working for the County. Mr. Coburn responded that they are using a shared City/County Arborist. Mr. Millea added that the tree inventory is being conducted simultaneously as part of the Save the Rain program. There is County involvement in the tree inventory for areas in the sewer shed via the Save the Rain program and the 8,500 trees that they intend to plant. They will not be planting any ash trees.

In response to Mr. Jordan, Mr. Millea confirmed that the funding was coming from the Save the Rain program as part of the capture project. There is an ancillary benefit to the City in that, that piece of the inventory is done for the City and City will complete the rest. The City has asked us to work with them on partnering for the mitigation plan. We will be partnering with the City when we get to the 10 year strategy on mitigation removal.

Mr. Kinne questioned why we wouldn’t inventory all the trees and know for the future what we have and where. Mr. Coburn responded that it would be quite a bit more expensive to create this type of database in such a widely disbursed area. This is a little bit different situation than in an urban area. He is not a forester and cannot say what the advantages and disadvantages of doing this type of inventory would be. He does know that it would be a lot more expensive to do each tree. We are talking about 8,000 acres.

In answer to Mr. Kinne, Mr. Coburn stated Highland Forest is putting together a management plan. He does not believe that they are identifying every tree. They are understanding what the makeup of the forest is and the conditions of the trees; identifying trees that are in compromised condition that would inhibit the health of the forest. They are not identifying data for every tree, the way that the City would be. Because he is not a forester, he cannot tell you if it is cost beneficial to get an inventory of every tree on County property. He asked that they remember we are talking about right-of-ways; areas were we only have a pump station or something like this. We would not be as concerned about managing those trees in the same way that they might in the City where there could be greater consequences if the tree falls down. He added that they were testing the limit of his forestry knowledge.

In answer to Mr. Buckel, Mr. Coburn stated the question of inoculation or removal of the tree cannot be answered until they have the inventory. Then you would have a GPS point for the tree and could determine if it was a good candidate for inoculation or not.

WATER ENVIRONMENT PROTECTION (pg. 5-24) - Mike Lannon, Acting Commissioner, Marty Voss, Administrative Director; Bonnie Karasinski, Fiscal Officer; Ruston Petrela, Budget Analyst

The Electronics Park Trunk Sewer (EPTS) was constructed in 1945 to serve the planned General Electric industrial complex. The EPTS is approximately 20,000 feet long (3.8 Miles) and serves a large portion of the Town of Salina. On December 27, 2007, the Onondaga County Department of Water Environment Protection (OCDWEP) entered into a Consent Agreement with the New York State Department of Environmental Conservation requiring the County to mitigate sanitary sewer overflows (SSO) that occur during wet weather from the Electronics Park Trunk Sewer (EPTS). The corrective actions to abate SSO are as follows.

Construction of an overflow structure and 18-inch diameter pipeline to convey wet weather flow from EPTS directly to the Liverpool Pump Station 2.3 million gallon storage tank. This includes installation of a washdown system inside the storage tank to facilitate cleaning after use.

Repair and rehabilitate, as necessary, manhole structures along the entire length of the EPTS to eliminate infiltration and inflow.

Construction of a wastewater pumping station and force main to intercept flow from the Hopkins Road area and Industrial Park (Lockheed Martin) as it enters the EPTS and convey it to the Ley Creek Pump Station.

Repair a grade defect in the County owned Hopkins Road Trunk Sewer (approximately a 400 foot section of 16 inch diameter sewer pipe).

Onondaga County must complete all corrective actions by May 2013 as a condition of the Consent Agreement.

The Metro Grit Project is based on the 2006 “Metropolitan Syracuse Wastewater Treatment Plant Grit Removal Facilities Preliminary Design Report” done by Blasland, Bouck & Lee, Inc (BBL, Arcadis). One of the primary purposes of BB&L’s study was to make recommendations to address grit removal deficiencies caused by an earlier odor control project. Key elements of the project include.

Installation of three mechanical climber screens in Existing Screen & Grit (ESG) Bldg.

Replacement of existing NSG rotary lobe blowers with energy efficient turbo blowers.

Installation of a divider wall in the influent channel of NSG to better distribute the grit between the two channels.

This project will replace the existing sludge pumps and drives in the primary tanks and gravity thickeners.

The Oak Orchard Facility was originally constructed in the late 70’s and is in need of significant infrastructure rehabilitation and process equipment upgrades. This project was developed based on the April 2009, Oak Orchard WWTP Facilities Plan Final Report. Detailed below is a listing of major elements to be included in the project.

Project will address major infrastructure issues in the Influent Building and replace the last of the cabled screen rakes (inset picture) in the County system. The new screen rakes will be climber screen rakes which are more dependable requiring less maintenance. The larger picture to the right illustrates the temporary protective shields installed in the ceiling of the influent building to protect staff from spalling concrete.

Cog Bridges are part of original plant and are in need of repair or replacement. Project will remove cog bridges and install new flight and chain systems in the primary tanks.

The electrical supply for the plant will be upgraded and a generator capable of keeping the plant operational during power outages will be added.

While part of the original plant, the oxygen system and aeration tanks will receive repairs needed to keep the system operable.

Both Lagoons will be cleaned and vegetation cleared around the edges. Existing aerators will be replaced with more energy efficient units.

The overall facility will receive a much needed upgrade that will include replacing/rehabbing windows, HVAC system, restrooms/locker rooms, lab, offices and Operations Control Center.

In addition, the plant’s tanker loading station will be upgraded to a top loading station to address safety concerns (inset).

The Burnet Ave. building is located on 220 Carr St, East Syracuse N.Y and was used by the Department for many years as the South Campus Facility for the Flow Control and Sewer Maintenance Divisions.

Part of the building dates back to circa 1950 and the entire facility is now abandoned by WEP and is in very poor condition and becoming structurally unstable.

The Department is requesting funding to perform an environmental assessment and design and construction phase services for demolition and site restoration.

Mr. Millea asked to add the following element. On the CIP portion and the capital projects, administration wide they are really making an effort to layout the scope for the full year. He believes that this is a departure from the past and something that he has learned over the past year. He really wants to impress upon the committee today that they are hoping that there are no surprises. If an emergency occurs they will come to the Legislature and address it at that time. The point of the scoop that is before you now, list the capital projects for the whole year; they won’t be coming back multiple times throughout the year. They are really trying to impress upon the departments the need to plan ahead, put projects in the scope for the budget process and lay it out. Last year he knows they came back 2 or 3 times. This lays out the full scoop for the full year.

In response to Chair Jordan, Mr. Millea stated the increase requested for the Deputy Commissioner is two fold. It is in recognition of the great job that Mr. Lannon has done as Acting Commissioner over the past nine months. He thinks that we would all agree that he has really stepped up since January and that is reflected in this budget. It is also a reflection of how the County Executive and he are looking at management structure of the department. Mr. Lannon will be taking a much more active role as the Chief Engineer of the department going forward. They are asking the new Commissioner coming in to shift his focus to a more outward looking commissionership; working with the community on ACJ and the long term mission of the organization. This will leave the day to day operation and engineering work to the Chief Engineer. This is why they believe that this upgrade is warranted.

Mr. Lesniak asked to be provided with a list of the unfunded positions. Mr. Voss stated these positions are held in their budget for emergencies. These are held for Civil Service only. They don’t affect the budget, they cannot over spend. They allow the ability to place someone else in the title while someone is out. Helps to keep the department running when they have unanticipated things happen such as compensation injuries and things such as this.

In answer to Mr. Lesniak, Mr. Voss stated the Account Clerk III is at a step Z as that is her current step, this is a promotion. Mr. Lesniak asked if the contract states that for promotions, you would advance a certain percentage over salary from her current Account Clerk II position. Mr. Voss responded yes. If she was a new hire it would be a step A. She is already at step Z in the Account Clerk II position, if she makes permanent in the Clerk III position, she would go to a step Z after 60 days.

Mr. Lesniak stated that money from WEP is listed in authorized agencies budgets. He questioned what account the funds came from. Mr. Voss asked if he was speaking of Cornell and Soil and Water. Mr. Lesniak responded that he was speaking of Baltimore Woods. Mr. Millea responded that Baltimore Woods is part of the coalition; the Environmental Finance Center’s contract with the Save the Rain program. They may be speaking about the resources that they are receiving through the EFC contract. This was not budgeted for Baltimore Woods; it was subject to an RFP. EFC included Baltimore Woods in their response to their RFP as being a partner; as were a number of other organizations. Baltimore Woods received funding for Save the Rain programming that they did. They may have confused this with the operational budget.

In answer to Mr. Lesniak, Mr. Millea confirmed that the funds were paid out of WEP via the Save the Rain grant funds. Mr. Lesniak asked to be notified of the account number the Save the Rain grant funds were coming from.

Mr. Lesniak stated that CNY Jazz Arts Foundation, Inc. also received funds from WEP. Mr. Millea stated that as they committed to the Legislature last year, they did not sponsor any events. He questioned if they were Blue Rain Ecofest and if they suggested what the dollar amount was. Mr. Lesniak was unsure if it was $1,500 or $5,000. Mr. Millea stated they provided $1,500 for advertising because they did a lot of Save the Rain promotion within the Blue Rain Ecofest. There was no $5,000 commitment to any organization for sponsorship.

Mr. Lesniak questioned when the sewer unit charge would start to decrease. Mr. Petrela supplied the following information adding that the unit charge continues to increase but at smaller increments with the use of fund balance. At no point does it start to decrease.

Mr. Lesniak spoke of the sewer treatment plant in New Jersey and its use of windmills and solar power to reduce energy costs. He added that if you were to place a solar panel or windmill at a sewer treatment plant you would not get a lot of opposition from neighborhoods since the plant is already there. Mr. Millea added that the New Jersey plant is one of the most advanced systems as far as energy efficiency. They financed a lot of the project through the state revolving fund in New Jersey. This will be a key component of the WEP management team efforts going forward. Part of the strategic planning exercise is figuring out how we can manage that kind of capital. There is talk now that the federal level will contain an infrastructure bank for water treatment plants. This will be a big priority.

Mr. Lesniak stated that we are not building as intended so that should cut the debt service down. He would hope that the fund balance would increase and be applied more to the unit charge. Mr. Petrela responded that the fund balance is exhausted by 2018. There are three kinds of debt streams in the model; authorized and scheduled debt, authorized and unissued, and proposed future debt. The proposed future debt is debt caused by projects we have in the CIP. They have not been authorized for yet, they are planning to come to you for authorization. They are trying to keep the numbers a real as possible as Mr. Millea mentioned. The model is more realistic than ever before. They are putting in real numbers.

Mr. Kinne questioned the $2.2 million being spent just to haul sludge. Mr. Millea responded that this is a priority and they hope that by this time next year they will have a much better answer to that question. The department has been dealing with the completion of the current contract that is currently in place and working through the digester repairs. They agree that finding a beneficial use for the byproduct in Onondaga County is a priority. They don’t have an answer yet but will come back next year with a better explanation.

Mr. Lesniak stated a number of capital projects are not listed in the bonding side and questioned where the funds were coming out of. Mr. Lannon responded that they were coming from the 960 account, pay as you go. Mr. Lesniak stated the 960 account does not cover all the items not being bonded for. Mr. Petrela responded that the 960 account is only cash. The borrowing does not show in an account, it shows as debt service in the future.

Mr. Lesniak stated that looking the CIP page there is a total of $4.5 million in the 960. He questioned where the money was coming from for the projects listed that have zero dollars for the 2012 bond request. Mr. Voss responded that they will not be doing these projects in 2012. The CIP is for 2012 -2017; five year forecast. These are in the model through 2017 but are not all being done in 2012.

In response to Mr. Lesniak, Mr. Petrela stated $180,000 equals $1 in unit charge.

Mr. Rhinehart stated there are $18 million in proposals for the CIP. Mr. Voss confirmed that with this budget they are asking for approximately $10 million (3 projects listed in bold).

Mr. Rhinehart asked if these proposals are included in the debt service. Mr. Petrela stated that all the proposals are included in debt service. He can provide them with a sheet showing all the capital projects that are included in debt service now. Mr. Rhinehart asked if this included all $18 million. Mr. Petrela responded, “No”, if we borrow in 2012 the debt service will hit in 2013. Mr. Rhinehart added that if the 3 projects are approved the debt services number would increase. Mr. Petrela said that the number would increase for 2013.

Mr. Rhinehart asked to be supplied with the increased dollar amount for 2013 debt services should the 3 projects requested be approved.

Mr. Rhinehart asked for more details on the projects listed under the 960 cash capital account.

Mr. Rhinehart asked if we were targeted like the City with regards to the manhole project. Mr. Lannon responded that he could not speak to that but the manhole project is an annual project. Mr. Capozza added that the County has not been vandalized. They have seen other facilities vandalized with theft but not like the City have been seeing with their grates and manholes being taken.

Mr. Rhinehart questioned how many of the 150 pump stations throughout the County have generators. Mr. Capozza responded that he believes 50% of the County owned pump stations have generators, depending on where they are located and size. The NYS DEC follows the 10 States Standards. If you have the ability to bypass that pump station using a diesel pump or if there is another means of conveying the sewage other than the facility running on backup power, it is acceptable to do this. The larger pump stations such as Ley Creek have a dual feed with power coming from a separate substation. Pump stations ½ million – 2 million gallons per day, can use a portable pump to run the station during a power outage, and they would put a generator in place. This is done on a case by case basis.

Mr. Rhinehart asked if they were making any headway with this. He knows that each time they have to send out an operator and generator we get into the overtime situation. He believes the aquatech is also used for pumping. Mr. Capozza responded that is correct. They will also tanker with the aquatech in circumstances where there is a large power outage or they have localized areas with a lot of pump stations.

Mr. Rhinehart questioned if there was a plan to start putting generators into pump stations that don’t have them, as talked about before. Mr. Capozza responded that there is a cost associated with having generators in place. The 10 States Standard requires you to exercise the generator and keep up with the manufactures maintenance. It is not cost effect to have backup power for smaller pump stations. Typically this is based on size and the most appropriate way to convey sewage during a power outage or mechanical failure.

Mr. Rhinehart stated they are requesting $1 million in vehicles for 2012; $309K in the 205 account and $449,000 in bonding. This is a lot for one year. Mr. Voss responded that they did not get any vehicles last year. It is costing more to maintain some of the pickup trucks than it would be to purchase new. Mr. Rhinehart stated that he does not want to get into the maintenance facility issue this year but there is a reason for that.

Mr. Rhinehart asked if the new pickup trucks and cargo vans would be taken to the dealer for service. Mr. Voss responded that they are serviced in house. Mr. Rhinehart questioned why they would not take advantage of free service that comes with a new vehicle. Mr. Voss stated because they are serviced in house with a full fleet maintenance facility. Mr. Rhinehart responded that he was afraid they were going to say this.

Mr. Rhinehart asked what the proposed sewer unit charge was in the 2011 proposed budget. Mr. Petrela responded that he believes that what was proposed was about $10 more. He will get the number.

In answer to Mr. Rhinehart, Mr. Petrela stated the current fund balance is $29 million, the RBD is $24 million; total $53 million. Out of the $24 million, they are proposing to use $4.7 million in 2012.

In answer to Mr. Rhinehart, Mr. Voss confirmed that the 125 position, inventory control supervisor position was filled with someone that transferred from Van Duyn. Last year the Legislature cut the 4 and 7 position from Fleet. Currently they have an 8 and an intern. They requested an Inventory Control Supervisor position in May, it was approved. They have been supporting the office with an intern at $9.50 per hour on the 103 account. This is used to process orders and keep things moving for leave time and lunches. They have to have someone there to keep the window open for the mechanics. They are asking for the lowest possible title he could find authorized to do this; Stock Attendant grade 2.

In answer to Mr. Rhinehart, Mr. Voss stated that he believes all 13 heavy equipment mechanic positions are filled. He does not believe that they have any vacancies in fleet.

Mr. Rhinehart complimented them on the presentation, there is a lot here and he thinks it was very well done. On behalf of the Legislature he thanked Mr. Lannon for stepping up and serving as the interim Commissioner. He has done a great job. He knows that Mr. Corbett, Chair of Environmental Protection, was very impressed with all the information provided and how it was provided.

Mr. Lesniak stated that he has the proposed budget book from last year; unit charge proposed was a $24.5 increase. Mr. Petrela stated it seems that it was $350 and we approved $338 so he believes it was cut by $12.

ALSO PRESENT: Mr. Rhinehart, Mr. Meyer, Mrs. Tassone, Mrs. Rapp, Mr. Masterpole, Mrs. Ervin

PARKS & RECREATION DEPARTMENT; William Lansley, Commissioner; Nate Stevens, Administrative Director, Bob Ellis, Director of Operations

Mr. Ellis responded to Mr. Lesniak that the sub-contract for the brush hog at Jamesville Beach was $8,000.

Mr. Lesniak requested information on unexpended grant funds. Mr. Stevens said he will get back to him.

Mr. Lesniak requested more of a breakdown of the $4 million, and the intent for the $12 million.

Mr. Lesniak requested a summary of which positions are abolished, unfunded, created and funded. Mr. Stevens agreed to get this information.

Chairman Jordan requested a one or two pager on what was budgeted, and where Parks is now. Mr. Stevens agreed to get this information.

Mr. Kinne asked why spend money on training Rangers when they already work for the police. Mr. Stevens responded he can get back to the legislature with the specifics and what is mandated. Mr. Stanczyk stated a park ranger is mandated to take a CPR course but aren’t the village police mandated as well. Mr. Stevens replied he will look into that.

Mr. Stanczyk requested a cost benefit analysis to justify the $30,000 expense. Mr. Stevens responded it is a very popular space and will get the requested information.

Mr. Rhinehart asked Mr. Rowley if there is a projected left-over fund balance for Parks this year. Mr. Rowley responded he will find it. Mr. Stevens commented Parks is coming in very close to budget; extremely small room for error.

Mr. Millea responded those are well stated points. He said the creation of the deputy commissioner position is to allow the commissioner to get out of the day to day operations of the park, and to think more strategically to set a strategic set of priorities for the Parks Department. This includes a potential long term transition. He would like to work together and possibly memorialize statements regarding the zoo and the entire Parks system. The priority this year is to keep the Parks open, make some important improvements, and then continue strategically down that path.

Mr. Stanczyk stated he would like to revisit Hopkins Road. The statement was made that it is losing money, and this is the reason to privatize it. Anything parks does is a loss so if the same logic is used everywhere, the County could close this, that or the other. The interesting thing about privatizing this operation is there are a number of people who have used Hopkins Road over the years and love the site, but somehow the County is not conducting the operation as efficiently as it should so the County can give Hopkins Road to a private entity, the private entity can conduct what the County is doing and it can make a profit. Mr. Stanczyk asked what type of logic is Park’s using to privatize things, and if the County is going to privatize Hopkins Road, why not the whole operation.

Mr. Stanczyk requested an analysis of how many people use Hopkins Road, what the expenses are, what the anticipations are going forward, and why any of this makes sense.

Mr. Stanczyk commented, in terms of oversight, there is a much different relationship between the owner of the property and a tenant. The legislature needs to have a discussion of why the County is entertaining this. Mr. Stanczyk would like to see what’s gained and what’s lost. The government needs to be involved in Parks. The landlord/tenant system is a much different model then what it is now, and Mr. Stanczyk does not think it is a better system. He believes the County is heading towards a worse situation.

Mr. Masterpole stated his parents are solicited by Friends of the Zoo and send in a check to support the zoo, but never step foot in the zoo. He believes Friends of the zoo are doing a great job and the County is receiving 15% of money that would have been zero. He stated the Friends group is doing a fund-raiser offering matching dollars, and they spend the money on canopies for the elephant exhibit. He commented that many legislators are pushing departments to cut expenses but don’t lose the services; it’s nearly impossible to maintain both. Mr. Stevens replied to Mr. Masterpole that Hopkins Road lost $110,000 in 2010. Mr. Masterpole asked in 2012 if all things go well with the RFP, what will the outcome be. Mr. Stevens responded the County would only lose $13,000 not including interdepartmentals. Mr. Masterpole said his main concern, based on past experience, is the facility will not be maintained as well as it should be. Mr. Masterpole stated there is a decrease for Pratt’s Falls in the budget for $2,000, and when he was in South County he saw signs for save Pratt’s Falls but didn’t understand why. Mr. Lansley responded that he does not have responsibility for that statement and it was nothing from the Parks Department.

Mr. Kinne commented he is in favor of supporting parks. He finds it very ironic Parks is doing away with Hopkins Road. He stated never once has Parks talked about doing something about the park that is used the most. Onondaga Lake Park is never talked about it. Mr. Lansley stated there is revenue at Onondaga Lake Park in rentals and shelters which can produce a good revenue stream. Mr. Kinne responded he goes there frequently and does not rent pavilions. Mr. Kinne stated the claim is that it’s the most used park but you never hear anyone talking about doing something with that park. This is only a philosophical view and statement.

Mr. Rowley responded to Mr. Rhinehart the second quarter forecast shows $100,000 surplus, almost all in salary savings, projected for year end.

Mr. Lynch responded to Mr. Kinne the County libraries are City owned and County administered.

Mr. Lesniak stated he is very impressed with Mr. Lynch’s work and enthusiasm to get things done. He asked why Mr. Lynch is asking to create two custodial workers. Mr. Lynch responded neither one is funded. The minimum number of night crew workers Facilities needs is 18 but now down to 16 people; 2 are out on long term disability so he cannot fill the positions. This is a failsafe if people do not come back, don’t anticipate filling but wanted the option. Currently not paying the people on long term disability but cannot fill either.

Mr. Lesniak requested more information on the clerk positions including what their current salaries are, what salaries the County would be paying noting it shows they would be a grade 5A, what type of seniority they have in the system, how long will they be here and is the County going to pick up the responsibility of health care upon retirement. Mr. Lynch agreed to get the information requested.

Mr. Lesniak requested more information and a breakdown on all projects on the fund balance list. An example being the Justice Center roof for $1.2 million; what type of roof? Mr. Lesniak stated he has concerns about the Justice Center size and capacity. Before the County spends $1.2 million on a roof, he suggested the County make sure there is space whether this means a tower on top or moving the administration out, and renovating the bottom for cell space. The County cannot afford to house the prisoners out.

Mr. Lesniak requested information on what capital projects are completed, and what money is left over in the projects account. Mr. Lynch agreed to provide.

Mr. Lesniak requested a breakdown of funded and unfunded positions. Mr. Lynch agreed to provide. Chairman Jordan requested in addition a breakdown of vacant unfunded and funded.

Chairman Jordan requested a written breakdown of the 2011 budget. Mr. Lynch agreed to provide.

Mr. Rhinehart requested a list of the projects included in the $1.2 million of the operating budget. Mr. Lynch agreed to provide the list.

Mrs. Tarolli responded to Mr. Rhinehart that the agreements for the abstract charges to the city for the Forensic Sciences Lab are in place and for the Public Safety Building are not in place.

ALSO PRESENT: Mr. Meyer, Mrs. Rapp, Mrs. Tassone, Mrs. Ervin, Chairman Rhinehart, see also attached list

OCPL – pg. 3-164 – Elizabeth Daily, Executive Director, Sally Carmer, Dir. Admin. Svcs.

Thank you for this opportunity to present our 2012 budget and the library services that the budget supports. Sally Carmer and I are here to answer your questions.

I would like to start by telling you about some of our accomplishments this year, some of our challenges for the coming year and proposed solutions.

Refer the OCPL’s Annual Report for 2010 for a more thorough explanation of the way OCPL meets community needs.

Onondaga County Public Library’ s organization and funding is somewhat unique.

As a result of consolidation in the 1970’s, OCPL has service mandates and funding from the State of New York, the City of Syracuse and the County of Onondaga. A goal of the consolidation - and an on-going goal of OCPL - is to leverage resources through sharing of the expense of materials, hardware, software, networking and expertise. Our compact geographic area and a long history of collaboration are both contributing to the attainment of this goal.

As one of 23 public library systems in New York State, OCPL ensures that our county’s libraries are working together to the benefit of all.

You already know about one library card for all public libraries in Onondaga County.

Borrowing books, using library computers, getting information from databases and downloading e-books all depend on a secure card system.

Improving our users’ success in finding the books they need from any library in the County is achieved by System-led work groups and surveys.

An innovation suggested and implemented this year is the mobile PAC. You can conveniently consult the library’s catalog from your smart phone.

Library users highly value the ability to request and receive items from any library. This service depends on library staff at every library who spend time each day pulling items needed elsewhere; and on the System’s sorting and delivery service.

So core system services that are synonymous with OCPL are one library card, one library catalog and delivery to 32 libraries five days a week.

Electronic resources such as databases and e-books are another critical area that needs to be dealt with county-wide for two important reasons:

And, we have been promised by Amazon and our library vendors that e-books will be available to download onto a Kindle by the end of the year.

In addition to the core services, the System handles other services where all libraries have to be involved.

Beginning in 2012, OCPL patrons will be able to pay fines from their home computers or in the libraries with a credit card. Recent upgrades in the Polaris Integrated Library System have enabled us to offer this service that patrons have requested. In particular, Member Libraries hope that they will experience an increase in fines collected because of the convenience to users.

A proposal included in the County Executive’s recommended budget is for $100,000

from the General Fund Balance to gain some ground with the electronic resources being requested by county residents.

Examples of electronic resources are databases of magazines, research and reference no longer purchased in print, digital downloads of audio books, and e-books.

Digital materials purchased by OCPL will be made available to every County resident, unlike some digital downloads that are restricted by vendor contract to the patrons of the purchasing library. Digital materials take up no shelf space, cannot be damaged or lost, and are in high demand.

For the first time, OCPL is seeking funding and partnerships to respond to requests for additional library services in two areas: one in the populous town of Clay that has no centrally located facility; the other is on the near Westside as part of the new Proliteracy and WCNY complex. Our proposal is for book dispensers that allow patrons to borrow and return library books and DVD’s without having library staff onsite.

You will find this project in your budget book as one of the General Fund Balance proposals. Our partners that would ensure the sustainability of this service are Proliteracy, WCNY, Liverpool Public Library and the Northern Onondaga Public Library.

Today formats and public demand for them have exploded. Each box on the chart represents a type of library material that

And, since libraries aren’t just about library materials, here is another visual that captures multiple services provided by libraries for their communities.

These visuals highlight the System function of assisting all libraries as they cope with the multiple formats of library materials and multiple levels of library services.

As a public library System we are required to have a director and three certified librarians who are devoted to improving library services throughout the System. Also, OCPL facilitates the exchange of the best practices developed in the Member Libraries through an annual System Retreat, and OCPL supports Member Library initiatives such as the Collection Development Task Force, the Public Relations Roundtable and the Training Committee.

Now, I would like to move from the System functions to the Central Library, which is supported primarily by funds from Onondaga County, and the Branch Libraries which are funded primarily by Syracuse City residents. The Central Library and Branches are consolidated administratively and policies are set by the Onondaga County Public Library Board of Trustees.

Of all of our materials and services, I would like to bring to your attention our contributions to three things in particular: our literacy role, our collaborations, and assistance to job seekers

Library books are now in county parks, thanks to a collaborative project proposed by the Commissioner of Parks For Adults

In partnership with Catholic Charities, the library provides a neighborhood services worker at Mundy and White Branches for mentoring and outreach services to youth and families.

Local organizations and agencies connect with residents through outreach at neighborhood libraries.

People can find HEAP applications, tax assistance, and counseling on federal and state assistance programs at their local library.

Libraries provide internship opportunities and job training in cooperation with the Westside Learning Center, CNY Works, the County Department of Aging and Youth, the Syracuse City School District, and Syracuse University.

As it turns out, other educational, cultural and human resources agencies are envious of libraries because they are all trying to reach the people who are already walking through the library’s doors.

Computer use rises not only because more information is available online but because so many services - particularly government services - are available only by accessing a Web site.

Every day more services are accessible almost exclusively online. During the past year individuals who were receiving Social Security checks through the mail had to switch over to direct deposits. They were given directions to do it online. People ended up in libraries asking for assistance.

One of the things that we have found out is that individuals and families who have lost jobs need to cut their expenses, so they may have to give up the high speed Internet which is exactly what is required for job hunting. They come to the public library for access to the Internet and also for assistance and training.

* Some examples: St. Joseph’s HHC, Syracuse University, Upstate University Hospital, Crouse Hospital, Onondaga Community College, U.S. Homeland Security, and retailers such as Target

The Branch Accomplishments in your budget book were culled from hundreds of services and events that have taken place so far in 2011.

The Central Library and Branches have many similar services, however the Central Library has some unique contributions that I would like to point out.

Items are added to Central’s collection to meet the needs of patrons and libraries throughout the county.

The Non-Profit Resource Center at the Central Library gives critical information on grants and grant writing.

The Central Library’s information services, including telephone reference, Ask a Librarian 24/7 and the new Info2go (text-a-librarian) serve all residents.

Special technologies in the STAR Center are designed for use by people with disabilities and offer access to the OCPL catalog, the Internet, word processing, and all print resources.

There are approximately 2,200 persons in Onondaga County who are visually impaired or blind. There are many thousands more who have vision loss requiring large print and/or audio books.

We provide bulk loans of children’s Braille books to member libraries to help them serve their patrons with disabilities.

The library is the only place locally that people with disabilities can get free access and training on assistive computer technology. Even agencies like CNY Works and AURORA of CNY that have the technology send people to the library for help.

Demand for accessible reading material at Central has been growing the past two years as the New York State Talking Book and Braille Library in Albany has seen its staff cut from 35 persons to 12 at the start of 2011.

Provided approx. 150 hours of user training and assistance on STAR Center computer technology for persons with disabilities. STAR equipment (for persons with disabilities) was used by 190 individuals for 380 hours; a 10% increase over 2010.

The range of materials and services offered by Local History and Genealogy is amazing. It is not just old books and microfilm. Corporations and agencies that need to make reports available to the public turn to Local History. These documents inform citizens today and while becoming part of the historical record of our community.

This year library staff added 10 unique, locally-developed databases and finding aids to the website, to enable remote patron access to Local History/Genealogy resources.

Also, this year, Local History Genealogy became a Family Search Affiliate Library with the Church of Latter Day Saints, enabling OCPL patrons to borrow from the largest genealogical library in the world which includes over 2.4 million rolls of microfilm and 727,000 microfiche.

Another vital contribution to our region is the expertise of the Central Library staff supported by reference resources not duplicated elsewhere. Information and assistance is easily available. You can come into the library, call, text, do on-line chat or email.

At this time I would like to bring your attention to funding we are requesting for 2012.

Our 2012 budget includes no additional staffing but will enable us to maintain the number of hours open and about the same services as in 2011.

Our 2012 budget restores Central Library materials to the 2010 funding levels. The 2011 levels caused a decrease in the ability of the Central Library to fill holds requests from OCPL branches and the member libraries. Comparing the first six months of 2010 to 2011 the Central Library purchased fewer materials and was unable to fill holds for new materials. Overall Central Library materials checked out at Central and branch and member libraries for the first six months of 2011 was down 14%.

The 2011 Central Library materials budget represented 4.2% of the total Central budget. The national average is 12.83%. The 2012 library materials budget will be 7.6% of the total.

The County Executive’s recommended budget for OCPL is $15,077,718, and includes $5,756,470 to support the operation of the Central Library; $2,559,401 for System and Member Services; $6,441,541 for the operation of the eight branches and two satellite libraries in the City of Syracuse, and $320,305 in Library Grants.

This budget maintains current service and staffing levels. Elizabeth mentioned the restoration of our library materials line; there a few other notable items driving our budget upward, two of which you’ve undoubtedly been hearing about at every other presentation: negotiated salary increases and employee benefits

Of the overall $15 million, $9 million is for direct appropriations, and $6 million, or fully 40% of our budget, is for overhead costs. Supporting those costs are State Aid of $1.2 million; charges to the City of Syracuse for the operation of the branch libraries totaling $6.2 million; $5.3 million in local tax support; and $2.8 million in other revenues.

Central Library personnel costs will increase $99.7k due primarily to negotiated salary increases. As Elizabeth mentioned, our 2012 budget also includes restoring our library materials line to 2010 levels, an increase of $218k. All other direct appropriations come to $529k, a decrease of $20,000 from this year’s budget. Interdepartmental costs are driving our overall budget up, however, primarily employee benefits, which are increasing $158k, or 11%. Other interdepartmental increases add an additional $141k to our budget, for an overall interdepartmental increase of almost $300,000. On the revenue side, you’ll see the effect of the new chargeback to the System Services budget reflected in the increase in revenue line 060 from $523k to $1.2M. It should be noted that rising personnel costs also contribute to the increase.

Local dollar support of $4.1 million represents an increase of 2%, or less than $89,000 costs.

In addition, as we look ahead to our second year of a separate System and Member Services budget, we continue to refine our identification of the costs associated with it. A fairly significant change to that budget is the inclusion of a chargeback for services provided by Central Library staff, similar to the chargeback to the Branches budget. This enables us to provide a truer picture of all the costs associated with providing system services

The System and Member Services budget shows the flip side of the Central Library chargeback. While direct appropriations are going up by less than $23,000 overall, the Central Library chargeback combined with escalating employee benefits costs pushes interdepartmental expense up from $661k to $1.38 million. Of this $725k increase, $657K is attributable to the Central Library chargeback and $68k to other overhead cost increases.

At the same time, Albany continues to reduce State Aid, and in 2012 we expect to see a loss of 10% compared to 2011. This is partially offset by anticipated increases to other revenue streams, netting local dollar support at $1.173 million.

The Syracuse branch libraries’ budget assumes no increase in personnel, but negotiated increases will bump personnel costs up 2.9%, or $79k, in 2012. Books and materials are held to 2011 levels and all other direct appropriations are down a net $38,000, leaving a direct appropriations increase of $40k, or 1%, in 2012.

Employee benefits contributes $90,000 to the $135k increase in interdepartmental charges. Overall, total appropriations are up 2.8% compared to 2011.

Charges to the City of Syracuse for the operation of the branches is $6.2 million in 2012, with other revenues of almost $232k.

Finally, as with the State Aid revenue in the System and Member Services budget, we expect a 10% decrease in State-funded grants in 2012. Although this will impact the services supported by these funding streams, we will strive to minimize that impact to our patrons to the best of our ability.

And now I’m going to turn the microphone back over to Elizabeth, who’ll tell you about the next exciting chapter for OCPL….

In the Capital Improvement Plan that you have received is the Central Library Reconstruction project to reconfigure the Central Library for the delivery of effective and efficient library services.

As you know, many of the rich resources of the Central Library, such as public access computers, the Foundation Center database, the Local History department have not been available for 2 hours each day since 2009. With staff reductions that took effect in 2010, we haven’t been able to staff the public service desks or complete backroom tasks.

Over the last 18 months instead of planning to request that staff levels be restored to 2009 levels, we have been planning how to reorganize so that we can restore access to all of the library’s resources.

The current facility opened in 1988. In 1988 there were 30 librarians compared to 17 today, and their responsibilities and productivity have changed with the integration of technology.

Library space needs have changed and we can anticipate even more drastic changes in the future.

Electronic resources may be shrinking the physical space devoted to printed reference and research volumes, but space needed for small group meetings, for tutoring and for training has increased.

Electronic resources are shrinking the physical space devoted to printed reference and research volumes.

Our space and service levels have been adapted as much as we can within our day-to-day operations and operating budget.

Alex Cohen served as the library’s consultant and his report, along with the library’s surveys of the public, an organizational assessment, and a Strategic Planning process, have led us to the ideas we are presenting today.

Space designed for on-going collaboration between the library and human services agencies, between the library and other literacy providers, between the library and SU’s School of Information Studies will increase OCPL’s service capacity even though our physical size is decreasing.

For those of you who know the current layout of the Central Library which has a basement and five other floors, our plan calls for retaining the basement and Level 5 as our System headquarters and library materials storage and handling.

Library services for the public would be relocated to the street level and level 2. This means adding to the current library footprint on the street level and level 2 and removing library services from Levels 3 and 4.

Capacity is also increased by patron self-help which empowers people to conduct their own simple transactions. Therefore staff time can be devoted to higher level assistance, such as helping people to use computers and conduct research.

The reconfigured space will have adequate connectivity and will be flexible enough to meet future needs, even though it is impossible to anticipate exactly what those will be.

Another goal is to make the library more user-focused, friendly and easier for staff to interact, monitor and assist.

The plan for the reconfiguration of the Central Library will solve our issues of both accessibility and invisibility.

Our plans include the creation of literacy infused, age-appropriate, inviting, educational and fun spaces for children and their families including a special world for small children

Local History and Genealogy is a gem that draws people from near and far. We want the users’ experience to be as special as the collections and expertise that they find here.

Our planning began with community involvement and as we go forward we will continue to respond to the needs and priorities of residents, agencies, organizations, and Onondaga County government.

In answer to Chairman Jordan, Ms. Carmer said that as of their second quarter forecast for 2011 budget, they are looking to end the year in the black, but just barely. Chairman Jordan asked to be provided with a report that shows where the library is in various lines of its 2011 budget.

In answer to Chairman Jordan, Ms. Carmer said that as of Aug. 31st they had 4 funded vacant unfunded positions and 22 unfunded vacant, but the information is outdated. Chairman Jordan asked to be provided with a list a breakdown of vacant funded positions and vacant unfunded positions.

Mr. Kilmartin asked about the mechanics of the capital project – changing floors, condominium, financing, etc., also current set up, plans, etc.

Mr. Kilmartin said the library would be vacating about 30,000 sq feet divided between floors 3 & 4; Mr. Fisher agreed, noting that it is about a 26% reduction overall. Mr. Kilmartin asked if the plan has been contemplated for a number of months; Mrs. Dailey said “yes”. Mr. Fisher asked if the county has contacted any appraisers, brokers, of what the sale price might be if county elected to try to sell.

Mr. Kilmartin asked about the cost, asking if it is approx. $7.5 million. Mrs. Dailey:

In answer to Mr. Kilmartin, Mrs. Dailey said $5.2 million is contemplated for bonding; remainder would be in contemplated grants. Mr. Fisher said that if the grants don’t materialize, the project might have to be slightly scaled back.

Mr. Kilmartin asked if it is contemplated that on OCPL would take up all of the first floor or part of it. Mrs. Dailey said that it the maximum size would be the same as the level 3 footprint on the street level; about half of first floor. Mr. Kilmartin said that there would still be common areas in the building. Mrs. Dailey:

Mr. Fisher noted that the likelihood is that entrance would be on South Salina Street opposite post office. Ms. Carmer noted that there currently is an entrance to the auditorium on Salina S.

Mr. Kilmartin asked if there was any thought to relocating the Central Library to a different part of the city or county, especially with the other buildings that are available within the county. Mrs. Dailey:

Mr. Kilmartin referred to the high ceilings on the first floor – questioned if there have been any discussion on how to utilize it – could be in theory a fair amount of wasted space. Mrs. Dailey said that they library is not interested in the atrium, unless if there could be windows in the atrium on all floors.

Chairman Jordan asked for a description of what the first floor would be. Mrs. Dailey:

Mr. Kinne asked about line 082; Ms. Carmer said that it is the appropriated fund balance. Mr. Kinne asked why line 060 increased so much. Ms. Carmer explained that it is the result of the new chargeback to the system and member services budgets. To capture true cost of system and member services, and because they to charge back branch libraries, it seemed appropriate to show costs in system and members library services budget. It is seen as a revenue in Central Library and an expense in system and member library services budget.

Mrs. Rapp asked if there have been any conversation with the landlord about taking the first floor space. Mrs. Dailey said that they have twice walked around with a representative of the owner of the rest of the building. He has said that anything is possible. Mrs. Rapp suggested it could be a timing issue. She asked when this will optimally roll out. Mrs. Dailey said that if the project goes forward, which would be known after the vote on the bond, then they can move forward – would like to fast track this. Mr. Fisher said that once there is authorized to bond, they can hire architects. Then they can negotiate with the condominium partner under the agreement – would love this to get started in 2012.

Mrs. Rapp asked what the operational cost would be compared to the current set up. Mrs. Dailey said that they don’t have the numbers yet. Mrs. Rapp said it would be helpful for the committee and asked to be provided with those numbers.

Mr. Kilmartin asked that in order to advance the project, would the county have to acquire any square footage from other condominium owners. Mr. Fisher:

Mrs. Dailey clarified that the County has space on the 1st floor – auditorium, bathrooms, elevators

Mr. Kilmartin asked how much square footage would have to be acquired on the 2nd floor; Mrs. Dailey said “not much”, none on 3rd, 4th or 5th floor. Mr. Kilmartin asked if there has been discussion with owner about acquisition of first floor. Mrs. Dailey said that there has been; he has been encouraging because there are some objectives that he could meet – basically becoming more of an office building and not a public place. In answer to Mr. Kilmartin, Mrs. Dailey confirmed that the purchase price for first floor acquisition is embedded in the $8.5 million. Mr. Fisher said that it would be a lease. The usage of the space would be in future operating budgets. Mr. Kilmartin noted that it could be a big line item. Mr. Fisher said that if they are successful in leasing the space the library is giving up and leasing it at roughly the same cost, hopefully it will be a net positive. Mr. Kilmartin said that there would have to be some thought about leasing commissions and tenant improvements, or deconstruction of the 3rd and 4th floor, which could be pretty substantial.

Mr. Meyer said that the libraries are downplaying their positive influence on job development in the community; hopes that they get more vocal.

Mr. Meyer asked about salary savings. Ms. Carmer said that for Central Library there are about $55,000 included in 101.

Mr. Meyer referred to the 300 account and questioned why there were new categories, i.e. computer equipment/hardware. Ms. Cramer said that there has been a shifting of some the expenses – a reclassification across the county. Mr. Fisher said that reclassification came from Co. Exec. office – it was difficult to figure out software being developed on custom basis, vs. software off shelf, vs. personal computers being bought. It was reclassified, everyone follows same standards so now see exactly what is being spent on those items. Comptroller enforced new accounting in FAMIS.

Mr. Meyer referred to guard service being up; Mrs. Cramer said 27%. Mr. Meyer referred to the new layout where the public has direct access to the library facility as opposed to going into the retail/office area – asked if it is anticipated to be adjusted. Mrs. Dailey said that there will definitely be more traffic; if the design is well done it will help people behave the way they need to. There are a lot of things going for them to help people act as they expect – one is the patron code of conduct – people are educated on how they need to behave in the library. Mr. Meyer said that there have been conduct issue, and asked if those that have access will be diverted to the library operation. Mrs. Dailey said that people are already coming. To an individual who really needs to find an internet connection, they have been finding the library – doesn’t know if that particular population would increase. Mr. Meyer asked about a comfort level with possibly having to increase security – an individual, family or senior may not have the same confidence. Mrs. Dailey said that their primary objection would be that a person can walk in the doors and feel safe, welcome and comfortable. It needs to be done with different areas, different services. They have looked at other urban libraries, and basically there are a diversity of activities. Some urban libraries understand that people just really need to wait their turn to get on the computer and need to wait inside the library, so they have a “day center”. It includes a TV, maybe a movie, other library related materials, where people can wait. The idea is that anyone coming in has a spot and they are safe and welcome. Mr. Meyer said that there is a certain, small population that will use those facilities as a bathroom and a shower. If making a homey atmosphere his concern is that there will be families or seniors that will have a discomfort. Mrs. Daily said that they have a lot of experience and feels they can handle it. Mr. Meyer said that realistically the professional staff is not police officers.

Mr. Meyer asked if there have been discussions with the boards at Liverpool and NOPL; Mrs. Dailey said “no”.

She clarified that the concept has been introduced to the NOPL Board. Before it is done there would be an MOU in place. In answer to Mr. Meyer, Mrs. Dailey indicated that NOPL has the technical ability; have the financial ability for sustainability, but not for the investment. In answer to Mr. Meyer, Mrs. Dailey said that she sees this as system initiative – as a way to extend the reach of the Central Way besides just in the van – a logical extension to the services provided to the whole county.

Mr. Kilmartin asked if there and any grants that the Central Library presently has that might be utilized for the infrastructure or any contemplated work for the reconfiguration project. Mrs. Dailey:

Mr. Kilmartin asked if the administration of the library, office space, mechanics, hardware/software people – administers the Syracuse branches as well as administration, coordination with the branches in the towns and villages. Mrs. Dailey indicated that it does; it is the System function, and charted by NYS to do that. Mr. Kilmartin asked if there is a need for the administration office to be in close proximity to the Central office, or could it function as efficiently if not in the same building. Mrs. Dailey said that the consultant looked at this; as well as sorting and delivery. It was determined that it is more efficient to have it there because they can use staff for 20% of a function, 40% of another function, etc. Also, regarding sorting of delivery, the cost in downtown Syracuse is less than almost anywhere it could go in terms of office space.

Mr. Kilmartin asked what other sources the consultant utilized. Mrs. Dailey said printed research, focus groups such as Downtown Committee, Westside Initiative; also some legislator took part. Mr. Kilmartin asked if the consultant looked at demographics, traffic counts, trafficking of products in and out of the library. Mrs. Dailey said that he did not do his own observations.

Mrs. Ervin said that Central Library will have the same services that it currently does with the reconfiguration. There will be guards. The difference is the entrance from the 1st floor, if handicapped they are able to enter easily. She doesn’t think there is concern that it is being turned into something more dangerous than it is currently. Mrs. Dailey said that the design is to hopefully make everyone who walks through the door feel safe. Mrs. Ervin said that while traveling, she has used other libraries that have the comfort areas. They work our well and feels that model will work well here.

Mr. Meyer pointed out that many of suburban libraries have their own elected officials and their own budgets – in many cases the administration doesn’t dictate to them, but partners with them. Mrs. Dailey agreed.

Mr. Meyer asked about the condo arrangement with office space and retail space. Mr. Fisher:

The proposed 2012 budget for the Onondaga County Veterans Service Agency is presented in support of services provided to a Veteran population in Onondaga County currently estimated at approximately 31,000. This figure does not include family members and other dependants who may be eligible for services or benefits.

The Agency operates with a small staff of 1 MC Agency Director and 2 Grade 9 VSO’s (Veteran Service Officers).

The most senior of the Service Officers opted to participate in the ERI program. However, he has returned to his position in a part time status. His work hours will go from 35 per week to 21. His continuation in this capacity will allow us to provide the same level of service with some adjustments in schedules and appointments.

The addition last year of an administrative assistant for 20 hours a week, through the Over 55 Senior Employment Program, has enabled the staff to work more efficiently by concentrating more of the Service Officers’ time on case related issues.

During FY10, Onondaga County Veterans received $56,017,000 in VA compensation and pension benefits. These figures do not include retirement payments made to Onondaga County Military Retirees who receive their funds through the Department of Defense. Our VSA makes a major contribution to this level of benefits.

To date, our agency has helped 2,138 Onondaga County Veterans or family members with benefit claims and other issues.

Provided claims representation under federal laws to veterans, dependents, survivors and other claimants in the changing arena of laws, regulations and operations.

Continued to significantly increase public outreach to position the VSA as the leading source of information, advocacy and assistance for Veterans and their families in Onondaga County.

Using the VA.gov website, we continue to work with many of the Nursing Homes and Assisted Living Facilities in our county to streamline the claims application process and make it more efficient for our staff and our Veterans

In conjunction with the Syracuse VA Medical Center, designed and conducted a series of outreach events media phone-thons to encourage Veterans and family members to seek more information about benefits

In conjunction with the County Clerk, Chairman of the County Legislature and the Legislature’s Advisory Committee for Veterans Affairs, continued to increase the number of Veterans and businesses participating in the “FAVOR” Program of business and merchant discounts for honorably discharged Veterans.

Coordinated with the Syracuse Habitat for Humanity to build two Veteran designated newly built homes on the near West Side of the City of Syracuse

Completed changes in benefits delivery, eligibility and claims representation under federal programs. Re-emphasized the continuing education of accredited representatives.

Director serves as the Chair of Congresswoman Ann Marie Buerkle’s Veteran’s Advisory Group and serves as a member of U. S. Senator Kirsten Gillibrand’s Veterans Advisory Working Group.

Continued to increase coordination with other departments of County Government to maximize services to county residents that was begun in 2008.

Director continues to serve as one of the founding members of the “Voices Together Project” steering committee to oversee efforts to establish a Veterans Outreach Center in our community.

VSA will coordinate burials for some 50 honorable discharged County residents whose families are without funds to see that these events are conducted with respect and dignity.

We will continue to work with the New York State Division of Veterans Affairs and the Syracuse VA Medical Center on projects and issues affecting Operation Iraqi Freedom (OIF), Operation Enduring Freedom (OEF) and (OND) Operation New Dawn Veterans.

Staffing and funding will remain a significant challenge for the VSA as it will for all agencies of County Government. We will continue to look for ways to leverage other sources of funding and Veterans as volunteers.

New York State has lowered the rate of reimbursement for indigent Veteran burials from the original 50% to 29% this will result in a slight increase in local dollars expended for these events.

While it is clear that the 2012 budget year will be a challenge for the administration, county employees, our Legislative leaders and county residents, the Veterans Service Agency will work within the approved level of funding to minimize the direct impact on Veterans and their families in our County and provide them with the best possible service and assistance in obtaining the benefits for which they are most certainly entitled.

Chairman Jordan asked if the agency provides or facilitates transportation for veterans. Mr. McLean said that they don’t. Because they are so closely located to the VA Medical Center, the veterans in our county are fortunate to be able to avail themselves to the services provided there. They run vans on a regular basis, beginning very early in the morning to outreaches in our county and beyond.

Mr. Meyer referred to the great collaboration Veterans has with OCPL to provide the services on a county-wide basis. He referred to the relationship with OCC, and hopes it continues. Veterans Service component is very valuable regarding job development. He noted that the job development people at OCC say that the biggest indicator of success in a new business is prior military service. Mr. McLean said that they work closely with OCC. New data shows that there are 270 post 9/11 veterans and roughly 13% of them are unemployed. Working to find more ways to find more jobs for veterans.

CENTRO, pg. 5-123 - Frank Kobliski, Executive Director ; Rick Leigh, Vice President, Administration; Steve Share, Chief Financial Officer

Mr. Kobliski noted that they touch many lives in the county and region during the 12 days of the NYS Fair.

Mr. Kilmartin asked about trends for 12 – 24 months ahead, i.e. reduction in services, number of stops, adjustments in fares, etc. Mr. Kobliski said that it is unlikely that they would adjust the fares again for some time. He does not see any significant service changes other than during normal course of business – normal good monitoring. In spite of MRT and state operating assistance, they should be OK this year.

Funded position level at the lowest that they have historically ever been – numbers down as low as he feels they can get

Chairman Jordan asked to be provided with authorized and vacant positions. Mr. Donnelly:

Mr. Kilmartin referred to transactions contemplated with towns; asked if the 2012 budget includes as savings estimated for transferring 115 miles to the towns. Mr. Donnelly said that it is embedded in the 2012 budget, but noted that the other side of the ledger is the cost for the transfer of the 115 miles - have to pay the towns, and increase in the 570 line – per mile payment to the towns.

Mr. Kilmartin said that there could be a lot of imaginations in the budget if all of those agreements aren’t negotiated by Jan 1st. Mr. Donnelly agreed. It is a stressful time for DOT; he has been told that in years past there have been times when a contract has not been in place when the first snowfall has fallen. That is not where they want to be, but do not have a contract in place at this point in time – still negotiating with towns and villages. In answer to Mr. Kilmartin, Mr. Donnelly said that all 19 towns plow on behalf of Onondaga County at some level; 3 villages also plow in some of the county roads within village limits.

Mr. Kilmartin asked if $6,300 is the rate proposed for all towns contemplated for 2012. Mr. Donnelly indicated that it is. Historically across the contract, as long as the County has been working with the towns to have them plow on behalf of the County, it has always been the same rate across all entities participating in the contract.

Mr. Kilmartin asked if the County has a cost per mile for the County to plow County roads. Mr. Donnelly said that it does. The Comptroller just did a review of the County cost at the request of the towns and villages. County cost last year was much higher than normally because of the severity of the winter weather – about $8,100/mile last year. If that number is included, the average is about $6,900 over the last 3 years. If the high and low are removed, it brings it to approximately $6,400/miles. It is on par with what is being offered to the towns – knows what County cost are, knows the rate and what the contract is, but doesn’t know what the towns actual costs are. The towns are not required under their contracts to provide that type of documentation. It is difficult for him to say who is making money and who is losing money, because he doesn’t have their actual numbers.

Mr. Kilmartin asked what the percentage jump is in aggregate for the towns with the additional 115 miles. Mr. Donnelly said that it varies across the board. They looked at the number of county miles that exist in each town – at how many are currently being plowed by the towns; took 25% of remaining miles. Whatever is left over of County miles within the towns – contemplate taking 25% more; varies greatly from town to town – some could be 12 – 14 miles; others could be 1 or 2 miles. This would reduce the amount of total remaining miles that the county plows. Currently county plows approx. 790 miles (including State); this would take 100 miles off of that. Mr. Kilmartin asked if there is a schedule contemplated for future years to try to transfer 100% of plowing of county roads to the towns. Mr. Donnelly said that plan is to have some type of formulation in place as to how is County going to do this; how many miles are we going to transfer; what is ultimately going to be the end game. The idea is to have the framework in place in early 2012 and start looking at what the towns and villages may need in order to accomplish it. They are not simply trying to transfer costs from the County to the towns; are trying to make sure that it is done equitably and overall it is a win for all tax payers.

Mr. Kilmartin asked what the biggest issues of resistance coming from towns other than costs per mile. Mr. Donnelly said that every town has an individual pressure point that they may be concerned about. Some concerns are how much salt can they hold; some have concerns related to size of their facilities, how much fleet would they need – some can do it with existing, some may have to add on. Others have concerns regarding traffic volume and size of the roads. Of the 115 miles, he doesn’t believe the County would be looking to transfer any major roads to the towns at this point.

In answer to Mr. Kilmartin, Mr. Donnelly noted that the 3 people that are unfunded would be a result of attrition.

Mr. Lesniak asked if there is a contingency in place to plow all of our roads. Mr. Donnelly said at this point he does not, but it is being contemplated. There have been instances in the past where the towns have threatened to walk away; they never have. A potential would be if there was a substantive diminishing of the number of miles that the towns and villages plowed, than the County would have to look at the plowing of State roads. Mr. Lesniak said that there are towns that can’t afford to lose the miles that they plow for the County. Mr. Donnelly agreed and said that the county contract should be viewed as mutually beneficial

Mr. Lesniak asked if the State is contemplating given up any roads for the County to plow; Mr. Donnelly said “no”. Their primary focus is on interstates, Rt. 31, Rt. 11 north of the city – county plowing of state roads is primarily in the southern part of the county, where they are least well positioned, i.e. Rt. 20, Rt. 80

Mr. Lesniak noted that last year a significant amount of vehicles were cut from county departments. DOT did get some; and asked if that came out of road machinery fund balance. Mr. Donnelly said that typically they are paid for out of acct. 205, road machinery. Last year, it was a bond issue for DOT for $1.2 million. In answer to Mr. Lesniak, Mr. Donnelly noted that the total amount for the vehicles designated for fund balance at this time are $1,577,000. Mr. Lesniak asked how many of them would have been bonded vs. just purchased if budgeted. Mr. Donnelly said that some would be eligible for bonding. The road patrol vehicles, pickup trucks, or SUVs would not be eligible for bonding, as they don’t have a long enough useful life. The heavy equipment, plows, catch basin cleaner and payloader would be eligible for bonding. In past recent history vehicles were paid for from account 205 for DOT.

In answer to Mr. Lesniak, Mr. Donnelly said that account 082 is transfer from fund balance prior year surplus.

In answer to Mr. Lesniak regarding road salt being down in cost, Mr. Donnelly said that the old vendor was $42.32/ton, Cargill, who was the vendor for the last 3 years; then American bid $40.22/ton.

Mr. Meyer asked how the major roads, which basically have no connection to County roads, are being factored into the negotiations with the towns. Mr. Donnelly said that he needs to make routes of the roads that the County plows that make sense; there is route optimization software that they use. The 115 miles haven’t been identified; towns and villages will look at the roads that make the most sense for them within the way that their existing routes are currently configured. Towns are asked to pick up 25% of the balance, were provided with mapping so that they knew exactly what roads they were plowing and what the county was plowing. Mr. Meyer said that it is not a “take it or leave it”, it is a negotiated situation by town; Mr. Donnelly agreed.

Mr. Lesniak noted that previously there has been difficult finding 103 employees to plow and asked if the problem still exits. Mr. Donnelly said that they don’t; because of the economy and the number of individuals out of work they have not had difficulty finding individual with CDL’s that were comfortable plowing for the County.

Mrs. Rapp referred to shared services and alliances with towns and villages, noting that there have been some discussions with the Town of Salina, and asked if there is any money in the 2012 budget for it. Mr. Donnelly said that there isn’t because they are preliminary in the discussions with trying to see how much space could be allocated at the facility that they are discussing. If it were a course of action that they decided to take, they would come back to the legislature for funding to accommodate the expense.

Chairman Rhinehart said that he is happy to hear about the discussions with the Town of Salina with the facility in Liverpool. The reason for the suggestion of having the towns plow more of the county roads was because the County didn’t want to expend the $35 - $40 million needed for the facility in the north country. There is an opportunity to pair off with a town and save a lot of money.

Chairman Rhinehart noted that every town in the county plows county roads, and part of their budgets are based on it. They do not lose money under that arrangement.

Chairman Rhinehart referred to the pothole killer; if the County had it own, it wouldn’t have to pay $10,000/month to lease one. The County has a tremendous operator, who has been on the machine for 3 years. He is happy to sponsor this resolution. Regarding shared services, the County can contract with towns, villages, and city to have the machine out all of the time filing potholes and saving people money. Mr. Donnelly said that there is quite an advantage to ownership vs. rental. The machines biggest need is in cold weather months. Unfortunately, with cold weather months he can rent it, as he has to put everyone on a plow--which takes away from ability to use it. They find themselves with having to pay the rental and not being able to use it because they have to be out plowing.

In answer to Chairman Rhinehart, Mr. Donnelly said that everything they are buying is set up for one person plowing automatic transmission and have wing operations control set up in such a way to make it advantageous. More than half the routes are one person plowing – the areas that they haven’t gone to OPP during the daytime are in areas that are heavily traveled, multi-lane roads. State used OPP for Rts. 81 and 690, but they also use tandem plowing – have one person on the plow, but 3 plows going at it.

Chairman Rhinehart referred to opportunity to bond and fund balance that probably won’t be there in the future – is it a good time to catch up on road maintenance that has fallen behind. Mr. Donnelly said that anytime the funding is available is a good time to do it. The cost of allowing the roads to deteriorate is substantially higher than the cost to resurface them. The cost is over $19 million to catch up. Chairman Rhinehart asked Mr. Donnelly to report back within a week on how much of it he would be comfortable doing.

In answer to Chairman Rhinehart, Mr. Donnelly said that DOT works 4, 10 hour days from end of April/beginning of May to third week in September. When they stop getting adequate daylight, then it’s time to stop the 4 – 10s and go back to standard schedule. It provides more hours in the field, because of not having to mobilize extra time to set up and tear down work zones.

Mr. Meyer asked if there are any roads that need to be reconstructed now; Mr. Donnelly said that parts of Thompson Road are being reconstructed. There are roads that need it. Roads don’t deteriorate in a uniform fashion, they can be treated just as they should be, but changes in the subsurface conditions will need them to be rebuilt from the ground up. He doesn’t believe there are any plans at this time for full depth reconstructions. Mr. Meyer feels that the number may be low for the catch up; it would assume that they are all OK and wouldn’t need reconstruction. Mr. Donnelly said that he wouldn’t include the reconstruction in the “resurfacing” catch up. Reconstruction is a full capital project, and doesn’t have an itemization of what the cost is. Mr. Meyer said that he doesn’t want legislators to thing that if there is authorization to do the catch up that it would solve everything. Mr. Donnelly agreed.

Mr. Lesniak asked about the wrecker. Mr. Donnelly said that they did not ask for a wrecker this year – it has been rejected the last couple of years. They have concerns with it, but took it to an independent source and had it reviewed for feasibility and a recommended course of action. At this point in time, in discussing it with the senior mechanic and mechanic staff, they are comfortable that they can get one more season of use out of it. They may come back and ask for it in 2013.

Mr. Lesniak referred to the pot hole killer and emphasized the Mr. Rhinehart said “contract out with city” to fix their potholes, not just towns and villages.

Mr. Kilmartin asked if there is any update on the Velasko Road project. Mr. Donnelly said that they are finishing up the ROT acquisition phase, maps have been filed, just did a TIP update, asked for construction money for as soon as 2011/12 federal fiscal year. Without a federal transportation bill in place and without word on the horizon about recisions, he is not terribly confidant that the construction money will be forth coming in 2011/12. He is fairly confident that it would be forthcoming in 2013.

MEMBERS PRESENT: Mr. Lesniak, Mr. Holmquist, Mr. Kinne, Mr. Warner, Mr. Kilmartin, Mr. Buckel

ALSO PRESENT: Ms. Williams, Mrs. Ervin, Mr. Masterpole and see attached list

DISTRICT ATTORNEY (pg. 3-90) - William Fitzpatrick, District Attorney; Rick Trunfio, First Chief Assistant District Attorney; Barry Weiss, Administrative Officer; Tara Venditti, Budget Analyst

What I want to do with the brief presentation is try to emphasize the mission that we have and the magnitude of what we do. I want to talk about the history of fiscal responsibility.

We are actually down 3 positions from 10 year ago even though the work load has increased. When you talk about numbers it does not always indicate the reality of how the workload increased. Because in 2001 we weren’t processing internet crimes and in 2011 we have a very aggressive task force for internet crimes against children. This was created within the last couple of years; made up of multi law enforcement agencies including people from my office. This is just an example of where the numbers may appear to be the same, but we are really concentrating on crimes that didn’t exist back then.

Onondaga County convictions rate is significantly higher than the state average.

This is a slide that I always like to emphases. This saves the County a tremendous amount of money with savings to assigned counsel, Sheriff’s department and the court system.

I did indicate to you previously that by combining the office and the 4th floor of the court house we would have saving and this has worked out.

We have increased our focus on prosecuting what I call core offenders, conic repeat offenders; people that have been arrested that are the horror stories that you read about. Those arrested 5, 6, 7 times within a couple year period. We have specifically targeted those individuals.

When any gun crime is committed in Onondaga County there is a special bureau in my office that will prosecute those individuals. I hope that you notice some of the extended sentences that they have been getting; we are not getting slap on the wrist type sentences. We are getting 10, 12 and 15 year sentences. In the recent case where we found that there was a gun trafficking ring operating between Cleveland and Syracuse, New York, we went to the feds like we always do and asked them if they would assist us, but they said no. For some reason it didn’t attract their attention even though they continue to get accolades for it as recently as yesterday in the paper. They had nothing to do with the case. Mike Ferrante from my office prosecuted the offender. He received a 143 year sentence and will essentially die in prison. This is because of the aggressiveness of that particular bureau.

The homicide rate in Onondaga County, as we speak now, is down by almost 50%. That doesn’t happen by accident. Sometimes it is because of excellent medical intervention at our hospitals here but sometimes it is because of our good coordinated efforts in police work.

I want you to be aware of other things that they are doing. I always sing the praises of the crime laboratory whenever I speaks to you. Their work is nothing short of phenomenal. If not for the foresight of some of the people in this room, we wouldn’t have that crime laboratory. I took a leadership role in that 8 -9 years ago when the lab was developed.

We also have one of the best abused persons units. They will now be housed at the new McMahon Ryan Center. If you haven’t had an opportunity to visit; it’s mostly privately funded; I would suggest that you take a couple of minutes to stroll over there. Ask for Julie Cecile and she will be more than happy to show you around. You will come back amazed. It is going to be one of the jewels in the State of New York. It is also going to bring in a lot of outside people. We are already scheduled for conferences to be held there; training sessions which bring in, in a very direct way, revenue to Onondaga County.

We will continue our hard work with IMPACT. I emphases again, Mario Cuomo once told me, “Son, if you don’t toot your own horn there isn’t going to be any freaking music in the room”. So let me emphases again, that project IMPACT is run by the District Attorney’s office. We meet regularly; Rick usually chairs the meetings. In 2010 we were awarded over $8 million dollars. A lot of counties saw significant reductions, we saw a reduction but not as significant because Albany recognizes that we do it right, here in Onondaga County.

You are also, I hope, familiar with the Crime Analysis Center. There are 14 state funded positions as of November the first. New York State has invested almost $3 million dollars in the Onondaga Crime Analysis Center. It has increased my ability to bring chronic offenders and gang members successfully to court.

In 1991 the year before I took office, there were no specialized Units or Bureaus in the DA’s office. One person would handle City Court arraignment, another person would handle Grand Jury, another person would handle the felony hearings, and another person would handle the felony trials. So you might have a young victim come into court. He or she was shuttled from 3 to 4 Assistant District Attorneys; a very, very bad way to do business. There was no Child Advocacy Center; there was no Forensic Crime Laboratory to speak of. There certainly was no Abused Persons Unit.

In 2011 we have 9 specialized prosecution bureaus, including the Special Victims Bureau which started almost immediately.

We have vertical prosecution. The child comes in, he or she is going to meet one Assistant DA. That Assistant DA is going to take the child from beginning to end, through the sometimes painful process of bringing someone to justice.

We now have a countywide Abused Persons Unit and as I just said, the McMahon Ryan Child Advocacy Center.

No reflection on my immediate predecessor but historically the Investigations Bureau and the DA’s office was filled with patronage. My Investigations Bureau, I am very proud to say, has several centuries of police experience.

I remind everyone in this room that the DA’s office has a 14 member Police department that needs to be funded like a Police department; including their vehicles. We do wiretaps, the DIRT program, internal Police and Municipal Corruption Investigations.

In 1991 there were no programs designed to essentially protect the taxpayers out of defrauded money. Now we have Medicaid Fraud Unit and C.A.R.P. (Crimes against Revenue Program). For the last 3 years, the C.A.R.P. has uncovered almost $1.5 million dollars of fraud. Of that, we have recovered almost $300,000 dollars. Another $1.5 million is being collected under judicial order and supervision.

Medicaid fraud; in just the last year we have arrested 47 defendants who have defrauded the taxpayers out of over $1.5 million dollars. $230,000, almost ¼ million dollars has already been recouped in restitution and another $483,000 is currently being collected through judicial intervention.

Proactive programs that they have developed; in 1991 there were no coordinated programs or efforts to reintegrate convicted felons back into the community. I want you to understand that this is not an office that is solely interested in locking people up, throwing away the key.

We started several years ago, a re-entry program. We take a selected group of parolees who come back into this community; whether we like it or not. We try to job train them, get them skills, and get them employment. It serves, at any given moment, over 100 parolees. Over 85% of those are at high risk of reoffending. Our recidivism rate is much better than the statewide average.

Internet safety was something really not on the horizon in 1991. Child pornography cases back then basically involved magazines and photographs. In 2011 we have the Internet Crimes Against Children Task Force (ICAC), we have the Cyber Justice Program and the R.I.S.K Program (Real Life Internet Safety for Kids). At no costs to the taxpayers, at no cost to the school districts of Onondaga County, my Assistant DA’ s have made over 65 presentations. I get letters on occasion; I have never gotten more letters complimenting the office about this program. Over 10,000 kids, parents and teachers have been trained about internet safety.

The Cyber Justice Diversion Program; a lot of times you will pick up the paper and see some idiot at school has taken a salacious photo of his girlfriend and because as I said he is an idiot, he thinks it would be really cool, he starts to disseminate it into mainstream commerce and putting it on the internet. Well what this genius has done is committed a felony. What we do is, when we get that type of offender, we put them through the Cyber Justice Diversion Program and try to educate them and keep them out of the criminal justice system. That has been working very well.

In the area of forensic science; in 1991 we had 2 separate non-accredited police laboratories. We had a tremendous backlog on rape kits and other physical evidence that needed to be tested. The SAFIS System, the automated fingerprint system was used sporadically. In fact when I took office in 1992, I found that several SAFIS hits had been made on pending violent felonies, including a homicide and nothing had been done about it.

In 2011, and I hope you don’t take these things for granted; you have a fully accredited nationally recognized civilian-run crime laboratory at the Wallie Howard Forensic Science Center. DNA and several other forensic disciplines are conducted there on a regular basis. You also have 2 members of the Forensic Science Center who happen to be from Onondaga County, myself and Dr. Kathleen Corrado.

We have the Cold Case Task Force, in 1991 there was no such thing. Since we established the Cold Case Task Force, we have reviewed over 110 murder cases and 38 of those cases have been closed; 11 by arrest, conviction and sentencing.

Other factors that don’t show up; there are things that save the taxpayer’s money. We have gotten grant money because of the relationships that I have developed over the years with Governor Spitzer, Governor Paterson and now Governor Cuomo, whom I consider a very, very good friend. We have gotten in over $12.9 million dollars over the last 9 years.

We experience many costs that I have no control over and these things sometimes seem to be arbitrarily slashed. Expert witness fees, I don’t know if tomorrow I am going to need an expert witness. I know that I am going to need an expert witness in one case because the Chief of Police has already said that the man was completely out of his mind when he committed the murder and didn’t know what he was doing. I assume that I am going to have to hire an expert witness in that particular case.

I also have travel, witnesses have to be housed. I don’t know that there is much thought that goes into those cuts that seem to be arbitrarily made to my budget.

I also have the Office of Court Administration that is the fourth branch of government, creating these boutique courts. Despite a decrease in population and crime, you now have 8 City Court Judges instead of the 6 that you had 20 years ago. You also have the Intergraded Domestic Violence Court, Drug Court, Community Court, Domestic Violence Court, and on and on and on. Now they want to have a Mental Health Court. They want to have a Veteran’s Court. Well Assistant DA’s have to be there to staff these things; they don’t give this any thought.

Intergraded Domestic Violence Court, you tell me, you listen to your constituents, are we really making a difference in that area when an Assistant DA has to sit in a courtroom for 20 minutes while they argue about who gets the family dog and then spend 5 minutes deciding whether or not someone should go to jail for punching his wife. Every Judge that I know, that is elected is qualified to do this. Never the less, I live with it. I am not pulling out of any courts or anything. You have staff these courts. There are 19 towns and villages, they all have Justice Courts.

I have talked to you folks for years about the idea of District Courts. It would save money. It would increase public safety, would cut assigned counsel costs, would create numerous improvements for the Sheriff as he wouldn’t have to send Deputies out to every part of Onondaga County. But keep in mind, as long as we have those Justice Courts they have to be staffed. Some of those courts go from 7:00 p.m. to midnight. Those are staffed by Assistant DA’s who don’t receive a dime in overtime.

We also have an on-call program. We attend Neighborhood Watch meetings. Every Assistant DA is assigned to a neighborhood watch.

I’d also talked very briefly about our appellate record, which quite frankly is the envy of New York State. Jim Maxwell, who is one of the most respected appellate lawyers within the State of New York, has a successful appellate rate into the high 90’s. We had 44 felony trail convictions affirmed in just the last calendar year. And only one reversed and that individual will be retried. We have a very vigilant effort to prevent wrongful convictions in Onondaga County.

If the name Mike Nifong doesn’t ring a bell with you, I suggest that it should. The State of North Carolina is in the process of paying millions and millions of dollars to three wrongfully accused individuals. Other communities throughout the state and country have had judgments of seven-figures because of wrongful conventions due to prosecutorial misconduct and so on. I can tell you that in 20 years we have not had a wrongful conviction in Onondaga County.

I can also indicate to you that I have been very proactive, not only at the local level but at the state and national level, at preventing wrongful convictions. I am a Co-Chair of the American Bar Association’s Committee on Science and Technology. I have just been elected as an Officer of the National District Attorney’s Association. I am the New York State representative to the National District Attorney’s Association and am appointed to a group of 5 prosecutors from around the country who will meet on a regular basis with the Attorney General of the United States to discuss state, local and national criminal justice issues. All of these things I say to you, because I think it increases and enhances the already outstanding reputation of Onondaga County.

I am going to leave you with one last particular case and this is where I apologize for not having the power point presentation. Jenni-Lyn Watson is the name that is familiar to everybody in this room. A young woman came home for a Thanksgiving break from college to spend quality time with her parents and every parent’s nightmare occurred. I wish everybody in this room who has a legislative decision over my office’s budget and functioning could have shadowed me and Rick Trunfio for the several weeks that we spent with the men and women of the Onondaga County Sheriff’s office. You could have seen the cooperation and teamwork that occurred in that particular case. How we tracked Jenni-Lyn’s cell phone using forensic techniques, how we pinpointed a likely location where the body would be found and where we did eventually, tragically find the body of Jenni-Lyn Watson.

Here is the thing I want you to take most note of. The crime occurred on November 19, 2010. On March 8, 2011, Steven Piper was sentenced to 23 years-to life in prison without any possibility of appeal; a period of 110 days. Just compare that to any other high-profile murder case. Compare it to the Casey Anthony murder trial, where you had 2 ½ years from crime to verdict. We all know what the verdict was; it wasn’t the same verdict that met Mr. Piper.

Mr. Lesniak stated that he knows the DA has been a strong advocate for DNA upon arrest and asked if there was any movement in that direction. Mr. Fitzpatrick:

Mr. Lesniak asked if the County received any restitution from Medicaid Fraud. Mr. Fitzpatrick:

Mr. Lesniak added he was hoping that the County would be able to retain their proportionate share. Mr. Fitzpatrick responded that he would check on this as he is not 100% sure of the answer.

Mr. Lesniak questioned the number of investigators assigned to the Investigation Bureau and if there were any personnel assigned there from the Sheriff’s department. Mr. Fitzpatrick responded the there are 14 investigators and 2 are contracted personnel.

Mr. Lesniak stated that Rochester and Monroe County have a joint taskforce for investigators in their county. He is not sure if the DA’s office was also included and asked if Mr. Fitzpatrick was familiar with this. Mr. Fitzpatrick responded that he was not, and would check with Mike Green, the DA for Monroe County.

In answer to Mr. Lesniak, Mr. Fitzpatrick confirmed that the funds for Operation IMPACT pass through his office.

Mr. Lesniak requested a breakdown down of Operation IMPACT, including what agencies the funds are going to.

Mr. Lesniak asked if all the ADA positions were filled and if they were still experiencing turnover. Mr. Fitzpatrick:

Mr. Warner asked if the DA was going after any of the doctors involved with Medicaid fraud. Mr. Fitzpatrick:

Mr. Warner questioned who was in opposition to streamlining the courts. Mr. Fitzpatrick:

Mr. Warner stated he believes that District Courts are something to take a look at.

Mr. Kilmartin questioned DWI prosecution trends, asset seizure funds and fine collections. Mr. Fitzpatrick:

Mr. Kilmartin questioned the distribution of Operation IMPACT funds. Mr. Fitzpatrick:

Mr. Kilmartin questioned the challenges for the DA’s office in 2012. Mr. Fitzpatrick:

Chair Jordan requested a breakdown on the 7 positions that are authorized and unfunded. Mr. Weiss responded that most of the unfunded positions have been like this for a number of years. They will provide a written breakdown.

Mr. Weiss stated, to answer Mr. Kilmartin’s question, revenue is down. As you can see in the proposed budget it is down about $50,000. This is a projection. It is based on a couple of things. Surcharges that were imposed by NYS a number of years ago are really having a detrimental effect on people paying fines. The courts are demanding the surcharge first and then the fine as opposed to all at once. This is really a factor.

Overall the biggest activity we have had this year is the ignition interlock and Leandra’s Law. Since August 15, 2010 we have had 221 interlocks ordered for those who have conditional discharge. This does not count the ones that are on probation that Stop DWI does not monitor. Of the 221, 104 were installed. The trend is that people assigned to interlock say that they no longer own the car; they give it away to or sell it. This is the trend for all of New York State. The Legislature is looking at ways to tighten this up for the future. In that same period of time 12 have been de-installed. There has been 1 request for financial assistance to pay for the interlock; covered by the interlock providers themselves. In fact he can report that Installations Unlimited has hired 2 people to cover installations. This is an economic boom.

Overall arrest for the first two quarters of 2011, down by 21 compared to a year ago. As just mentioned, the revenue is down currently about $33,000 compared to last year. He is not sure if the trend with the State is to keep the money a little longer before passing onto the County, as it was in the past.

EMERGENCY MANAGEMENT (pg. 5-63) – Kevin Wisely, Commissioner; Christopher Duncombe, Budget Analyst

Good morning. I am here to present the Emergency Management budget for 2012. As everyone here knows the Office of Emergency Management is a 24/7/365 office that is very active. In my first month in a half, we have had any number of emergencies and incidents including preparing for floods, hurricanes, tornados and even an earthquake that we had to prepare for.

Credentialing Project - Began in 2011and will further expand in 2012; ID all fire, police and EMS in Onondaga County with a common marking; people arriving on the scene of an incident will know who they are, their affiliation and qualifications.

Emergency Operations Center – Continue to work on plans for activation, goal is to have a County exercise towards year end activating the center so that everyone understands its use. Going into 2012 they will continue to work on upgrades; deploying laptops purchased in previous year and allowing the Emergency Operations Center to be more mobile.

● Bulk of reduction in grants budget costs relates to loss of Urban Area Security Initiative (UASI) funds

● Close to $3 million was received in previous years, as the funds were coming in a program outlined certain uses for the funds

Mr. Lesniak asked what the reduction in grant funding was used for and what would no longer be done. Mr. Wisely:

● UASI has been defunded for 2012, still have urban area working group together are working down on previous grant funds received, grant funds have

a 3 year time span mainly, used for cooperative effort with the City of Syracuse, Madison and Oswego Counties; planning, response, equipment and training

● 2012 will see a reduction in specific training and purchase of response and detection equipment for emergency response

Mr. Lesniak requested a breakdown of Emergency Management grant funds; fund balance for the grant and projected usage over the next year.

Mr. Lesniak stated that he had mentioned this to the executive team previously and they said it was a commitment that they had made. Mr. Wisely started working in his current position on August 1st and you are now proposing an upgrade to that position. Mr. Millea responded that this was a discussion that they had during the hiring process. They certainly understood the aversion to advance step hires and did not propose an advance step hire. They do feel very strongly, the work that is being done, the responsibilities of the Commissioner, the workload ahead and currently, are worthy of the grade increase. There is also the standard issue that they have seen across the board from time to time; the subordinates making more than the Commissioner. They feel that the grade increase at this time, is well justified.

Mr. Lesniak stated the grants are significantly reduced and questioned if they were looking at other programs for additional grant funding. Mr. Wisely:

Mr. Lesniak questioned the vacant Codes Enforcement Officer position and where they were in relation to codes enforcement for the Village of Solvay. Mr. Wisely:

● Position has been vacant since August 1st’, are in the process of beginning to fill the position

● No longer supply codes enforcement for Solvay, onetime deal that has been completed

In answer to Mr. Lesniak, Mr. Wisely confirmed that they are out of the business of supplying codes enforcement for others.

Mr. Warner asked how the fire investigators are paid, if insurance companies were billed for any of the hours spent by his staff on fire investigation and what the total budget was for fire investigators. Mr. Wisely:

● Fire Investigators are paid out of the operating budget, part time hourly wage

● Insurance companies are not billed for any fire investigation; they have their own personnel for investigations

● Our fire investigators are in support of the County Volunteer Fire Service, required by law to provide a cause and origin determination of fires

Mr. Warner stated that it seemed as if he was doing some free work for the insurance companies. Mr. Wisely responded that he believes insurance companies are required to do their own investigations. The fire departments are required by law to do their own cause and origin determination.

Mr. Kinne stated he has been here 20 years and is still confused by the Code Enforcement Officer. The city, towns and villages have code enforcement staff. He questioned what the Code Enforcement Officer actually does. Mr. Wisely responded that this position serves to do code enforcement and building inspections for all of Onondaga County owned facilities, as well as any new construction at places such as OCC. The Code Enforcement Officer must be certified by New York State.

Mr. Kinne questioned if the salary was competitive for this position. Mr. Wisely responded that he believes so. There are towns and villages that pay more and some that pay less. The position has been vacant for six weeks. In order to get someone fully certified and hired from the civil service list, they are looking to do a lateral move into the position. Resumes have been accepted and they will be setting up interviews.

Mr. Kinne questioned the need for this position; why can’t we call the city, town or village enforcement officer as needed. Mr. Wisely stated that they have County facilities throughout the Onondaga County. Any number of times, they have to do inspections for any modifications of buildings. Towns and villages have their own work load and this would be added work load for them. He believes this position is a very important position for our County. They make sure that our buildings and facilities are up to code. When there is new construction, modifications and changes they make sure that they meet the building code; working closely together with County Facilities.

Mr. Kilmartin asked if Facilities had any Code Enforcement Officers within their ranks. Mr. Wisely responded, not to his knowledge.

Mr. Kilmartin asked if the Town of Onondaga Code Enforcement Officer was required by law to inspect or would inspect any building at OCC. Mr. Wisely responded that he does not believe that the Town of Onondaga’s Code Enforcement Officer would follow up on anything at OCC; we would do the inspection being a County facility.

Mr. Kilmartin referenced pg 5-68, and asked for an explanation of the decrease to the 495 Interdepartmental Expenses. Mr. Duncombe explained that this charge is determined by other departments charging Emergency Management. There is a decrease in charges from the Law department to Emergency Management.

Mr. Kilmartin stated that there have been a few references and articles in the paper relating to responses to recent fires. He has had members of the community question why the County and Emergency Management are not more actively involved with the Volunteer Fire departments, districts, issues and responses. He asked if the Commissioner had any global comments on these issues and County involvement. Mr. Wisely responded that New York State is a home rule state. The local municipality has authority over their departments, they make the decisions. We do not have the authority to do an audit and tell them how to operate. With that said, some of the things that we have already begun to do in specific to the Jamesville fire that brought this issue to light. He has had conversations with the Chief of Jamesville to talk about what they can do to consult, advise and assist them. They are also looking at different ways that they can begin to assist the local fire departments with ideas on how to staff with volunteers; standby crews and volunteer incentives. He sees this as an opportunity to assist and work with local fire Chief’s in order to provide assistance in how they address. Overall the response times, on average have gotten better. We have to recognize that it is the volunteer nature of the County Fire departments. He is looking to reach out to the Fire Chief’s to advise them with the experience he has obtained over the years.

Mr. Kilmartin stated in terms of the one fire in Jamesville, he believes there was an issue raised that Jamesville was contacted to respond, but Dewitt was closer in proximity to the incident and was not called. He asked the Commissioner or Mr. Lesniak to high light the issues as to how an agency is or is not called to respond to a specific incident. Mr. Wisely responded that each fire department has a designated district. They are set up a little differently, some are fire protection districts and some are corporations.

He added that this particular call was within the Jamesville Fire District, so they were activated. It was an automobile accident with a fire; their response plan, for this type of alarm just activates that department initially. The Fire Chief responds, volunteers go to the fire house, staff the apparatuses and respond in. It would be the Fire Chief’s decision on arrival, based on his awareness of what is happening and what the possibilities are, to make a determination to call for assistance.

Mr. Lesniak added that there may be set box alarms that were set up for some departments, depending on what the need is for any particular event. An example would be if a school alarm goes off, different districts are called for mutual aid based on what the need is. Mr. Wisely agreed, adding if this had been a structure fire, Dewitt would have been part of the response plan. The response plan is designated based on the type of event.

Mr. Kilmartin stated that geography primarily drives who is responding, but also the response plans that are set in place. Mr. Wisely confirmed that the response plans are set by the individual fire jurisdiction.

Mr. Kilmartin asked if there was an opportunity to revise the plans. Mr. Wisely responded that anytime a department revises their plans, they are sent to the Emergency Management office for review before being sent to the 911 system. If there are any large issues, they would contact the Fire Chief and work with them. The Jamesville response plans have been in place for a while. They are not typically updated unless something changes within their jurisdiction. Sometimes as volunteer Chief’s change they do make modifications and updates. Mr. Lesniak added that plans are usually a coordinated effort of the Chief’s in the geographical area to try and figure out what is needed.

Mr. Kinne stated this is 2012 and society has changed dramatically. He does not believe that any taxpayer with a need for response cares who responds; they just want someone there as soon as possible. This may be a home rule situation but he fails to understand why we can’t have a more efficient system; common since dictates that the closest responder be called. He is not sure what can be done about this but he hopes that Commissioner Wisely would take a proactive role and look into this.

Mr. Kinne stated that he wanted to follow up on the Codes Enforcement Officer. He questioned who inspected the Board of Elections building. Mr. Wisely stated that as a backup, his second in command Joe Rinefierd is a qualified Code Enforcement Officer. He has been trying to keep up with the work load and has been doing the inspections at the Board of Elections.

Mr. Lesniak requested a breakdown of the 495 Interdepartmental charges for all departments from Mr. Rowley.

Mr. Kilmartin stated that he knows there are jurisdictional issues and many sub issues with how different districts set their response plans. He asked if it would make any since to modify the plans so that the closest department responds. Mr. Wisely responded that as this is a jurisdictional issue. However, there are a number of things going on in Onondaga County with the Volunteer Fire departments. We are working with them to be more efficient with their response plans. They are currently working with 3 fire departments in the Town of Clay that are looking to do just that; to be able to utilize the closest resources on a particular event based on the automatic vehicle locator system that is available through the CAD system. This is in the infancy stages.

Mr. Kilmartin stated that he appreciates this and is not criticizing any department. He doesn’t pretend to understand the intimacies of their plans but asked if there was anything he was missing as to why each of them wouldn’t have a plan that says the closest physical department will be called to respond.

Mr. Millea added that he was not surprised this came up. This clearly is a priority of the County Executive; one of the first steps that the County Executive asked them to take was to publicize the response times. He believes this has lead to some healthy discussion. The Commissioners’ background will be very helpful as they continue with this discussion, also with Commissioner Bleyle. They will be coming to committee meetings to continue to brief them on developing issues. The County Executive has asked them to drill down into this and offer assistance to local departments, to answer the questions you have been asking. It is very complex. There are long standing traditional, procedural and practical issues. He has learned a lot over the last few weeks. One of the specific parts of the event in Jamesville is that Dewitt could have been there, but also taking into consideration the judgment call of the Chief and his experience. Bringing Dewitt to Jamesville takes them out of their jurisdiction and potentially puts them at risk for traveling and takes them out of an area where they could be responding to a call that may not be under control. This is an important lesson that he has learned; we really don’t want to do much second guessing of the operational command and control on the ground. He is not a fire professional, nor are the 911 dispatchers. This is something that they will spend a lot of talking about.

Mr. Lesniak requested a breakdown of the 101 line; listing which positions were paid for by grant funds ($149,542) and the positions paid for via county funds.

PROBATION (pg. 4 -119) - Al Giacchi, Commissioner; James Czarniak, Director of Hillbrook and Juvenile Justice; Andrew Sicherman, Principal Probation Officer; Pat Bane, Accountant ; Phil Galuppi, Juvenile Justice Supervisor; Edith Williams, Budget Analyst

The Onondaga County Probation Department has made great strides during the first nine months of 2011 to improve efficiency, coordination of services, and continued protection of the community.

In a time of reduced resources, but a static caseload, we have had to find ways to continue to provide our mandated services in a quality and cost-effective manner. This meant a review of all of our services and adjusting our methods of performance.

To that end, the following are a number of changes and challenges this year has brought:

assist us and our partners in our effort at detention reform. They will be part of our

alternatives to detention programming allowing us to expand our services to youth

and families in the community instead of incostly, inefficient facilities. If the grant

As the State of New York begins their biggest Juvenile Justice reform in decades, Onondaga County is well positioned for this transition and is, in fact, already performing several of the State mandated functions.

In closing, I would like to thank the hard working members of my staff for their patience and flexibility in adjusting to new technology and programs in our continuous effort at rehabilitation of the offender and the protection of the community.

Chair Jordan thanked the Commissioner for all of his efforts. He knows that it has been difficult with all the cut backs they have suffered in the last few years. He appreciates all of their efforts.

In response to Chair Jordan, Mr. Giacchi stated 5 Probation Assistant positions were eliminated as part of the Pre-Trail Release program being transitioned to Cayuga Counseling Services.

Mr. Lesniak asked for a breakdown of the 101 positions; listing grant funded ($222,592) and county funded positions.

Mr. Lesniak questioned the decrease in the 570 contracted services line going from $770,000 to $378,000. He would have thought that this would have been an increase. Mr. Bane stated they had a contract with the Salvation Army for the prison program, it was approximately $570,000. This has been moved into the Department of Social Services budget. They have an increase of $278,000 for the pre-trail release contract. Netting the two together should equal the difference.

Mr. Lesniak questioned if Social Services would receive reimbursement from the State. Mr. Bane responded that he believes they are reimbursed at 63%. In the past DSS was reimbursing probation at 100% and taking the 37% local hit in their budget.

Mr. Lesniak asked if Operations IMPACT funds were in the 101 salaries or overtime. Mr. Bane responded that part of it was; approximately $48,000 is in the 101 line but it is not listed in their budget. It is the DA’s budget. The $222,592 listed under the 101 grant budget does not include Operation IMPACT funds.

In answer to Mr. Lesniak, Mr. Bane stated the 413 maintenance, utilities and rents decreased due to their personal computer lease expiring; approximately $15,000 per year. Their computers are paid for; they still have them but no longer have to pay the lease payment. This is the majority of the decrease.

Mr. Warner questioned if the Pre-Trail Release Program provided for any bail. Mr. Sicherman responded that it doesn’t provide bail it provides for an alternative to bail.

Mr. Warner questioned the liability if someone is granted pre-trail release and they end up committing another crime during this time. Mr. Sicherman responded that ultimately the Judge makes the decision for pre-trail release; they simply make a recommendation and the Judge decides whether to proceed with it. He would assume without consulting the Law department, it is the same as any other issue as far as probation supervision or any other function that they perform.

Mr. Kilmartin questioned the increase of approximately $300,000 to the 120 employee benefits line. He asked if this was the net reflection of increases for many employees in the department and the reduction in staff. Mr. Giacchi responded, “Yes”. Mr. Seitz added employee benefits went up about 9% countywide. The two biggest pieces are employee retirement and health costs. Health costs are up $5 to $6 million and retirement costs increased $6 to $7 million countywide. Retirement costs are passed through by the State.

Mr. Kilmartin asked the Commissioner to take him through the process of how Probation would apply for and receive funds from Operation IMPACT, adding that he knows the DA’s office is a pass through. Mr. Giacchi responded that they were invited to participate in Operation IMPACT as one of the law enforcement partners in the community. As you know this is a federal, state, local coalition. One of the things they did when they made their application to participate in the program was to ask for a Probation Officer or Field Intelligence Officer as we call them. He gets the intelligence from other partners and passes it onto our staff and takes intelligence from our staff and passes it onto the other partners. We receive funding from Operation IMPACT for 1 FIO position and some overtime money for the details. They have received this funding for the past 7 years.

In response to Mr. Kilmartin, Mr. Giacchi confirmed that on an annual basis the make application for the FIO position and it is funded through Operation IMPACT. The decision on the distribution of funds is made by an Executive Committee of Operation IMPACT based on the amount awarded by the state each year.

Mr. Giacchi stated that the 2 grant positions mentioned earlier are not through Operation IMPACT, they are different positions. Mr. Czarniak stated the money, which he will talk about in the Hillbrook presentation, is a new stream of funding through NYS to provide alternatives to detention. The State is working to drive down detention costs as well. This is SDSJP Partnership funding that will hopefully keep children out of Hillbrook and reimbursed at 62% versus 49% for those held at Hillbrook.

In response to Mr. Kilmartin, Mr. Czarniak confirmed that the State is paying 62% of these two positions.

Mr. Kilmartin asked for clarification on the Access Team and how it operates. Mr. Galuppi responded that this is a single point of entry so that services can be coordinated among all the various agencies. The Access Team is comprised of staff from the Mental Health department, Social Services and Probation. They take all the previous PIN streaming calls that were coming through their department and send them through the Access Team. They are reviewed by the team and referred for services.

Mr. Kilmartin asked if there was any commitment to the time line for the availability of the SDSJP grant. Mr. Czarniak responded that it is year to year and was effective April 1, 2011. It will be through the Executive budget of the Governor on an annual basis. The State has made a commitment that this is the trend that they want to go toward statewide to reduce juvenile detention.

Mr. Kinne stated that this will be his last budget and he wanted to take this opportunity to thank the Probation department for all the work that they do, especially under the circumstance of losing staff. He also wanted to thank them on behalf of the Valley Men’s Club. He is a member of this organization and each year they have field days to raise money to give back to the community. The Probation department has been coming down for 7 years and we have not had any incidents for the last 5 years. Basically the youth are more afraid of the Probation Officer’s than the police. He is grateful for all that they do in assisting them in raising these funds.

Mr. Kinne continued stating that studies have shown a good Probation department not only protects the community but saves money. He wishes they could have more Probation Officers in the field with smaller caseloads, because in the long run this saves us money and does a better job of protection the community.

Mr. Lesniak questioned the 101 line figures. adding if you take the modified 2011 101 line and apply a 3.5% wage increase and then take out 5 probation assistants at $38,000 the number is still over $100,000 more than projected. Mrs. Williams responded that there is the addition of 2 Probation Officer’s that were on grants that are now on the 101, the unfunding of 5 Probation Assistants, 1 unfunded Probation Supervisor, 1 unfunded Probation Officer, in addition there is a chargeback for part of Hillbrook’s personnel as well.

In response to Chair Jordan, Mr. Bane stated $3,000 is for conference travel. A large part of this is for Peace Officer training. Whenever they have a new Officer, they need to go to Albany for 2-3 weeks, budgeting $4,000 for this costs. Mr. Giacchi added that he is also required by the State Division of Probation to attend the NYS Council and Probation Administrators Conference. This is held twice a year; summer and winter. The $1,500 fee is for his attendance.

Chair Jordan questioned the membership fees listed on the 410 line. While they don’t add up to a lot, they have 10 different organizations that they are paying memberships to; this seems a little excessive. Mr. Giacchi responded that the Elbridge Rod and Gun Club memberships are used for fire arm requalification each year for fire arms instructors. The other professional memberships are used for shared information, magazines and training.

Chair Jordan stated the 413 breakdown indicates 65 cell phones at $14.50 per month and 30 air cards at $1,600 per month. Mr. Giacchi responded that for safety purposes each Probation Officer has a cell phone. The air cards are used for greater efficiency; able to use the laptops in the field. Chair Jordan asked if they could negotiate a little better price. Mr. Bane responded that each cell phone is $5.00 per month plus a shared minute line. They have been grandfathered in at this price for years. This is as low as you can go.

In answer to Chair Jordan, Mr. Galuppi stated that J Risk Liberty Resources is in their grant budget. The money goes to Liberty Resource to pay for MSD therapy. This is one of the top evidence based therapies used for juveniles. The MSD therapy is used as an alternative to placement. Placement cost $200,000 per year and is used as a last alternative. MSD is a home-based therapy and has been shown to be a very promising alternative to placement.

Thank you very much for the opportunity to present Hillbrook’s budget to you today. The mission of the Hillbrook Detention Center is to ensure public safety while encouraging individual success for youth through restorative justice, strength-based programming and family and community involvement that incorporates and extends beyond the juvenile justice system. Hillbrook provides detention services to youth age 10-16 who have been accused of committing a crime. Detention is a mandated service and provides a critical service to law enforcement and judges so that they can effectively do their jobs and promote the best outcomes for our community’s safety and for the children in the juvenile justice system.

This year, State legislative reform and the Governor’s budget initiative have impacted the use and funding of detention and have also allowed for changes aimed at driving down the local cost of detention. Because of State reform and our decision to restructure the staffing at Hillbrook, we are able to present a 2012 budget that significantly reduces costs and the local dollars spent on detention. The budget also provides State approved alternatives to detention that will not compromise public safety and can provide more effective outcomes for youth and our community.

We are proposing a budget that is $1,218,938 in local dollars, which is $474,739 less than last year’s 2011 adopted budget. While we have a lowered census, our staffing, oversight and programming reflect that. Specific cost savings measures include:

As a recognized leader in the State, Onondaga County has experienced tremendous success in its Juvenile Justice Reform efforts. Onondaga County’s approach that utilizes secure detention only when necessary (Hillbrook) coupled with effective alternative to detention programming has been applauded by the State not only in words but in their funding decisions. There are few areas in the State where reimbursement is increasing and our juvenile justice programming is one of them where our previous 49% reimbursement rate has been increased to 62%.

In closing, we have created effective programming as alternatives to detention, have streamlined our operation at Hillbrook, and have produced better outcomes for youth as a result. For perspective, in 2005, the Legislature passed an Adopted Budget for Hillbrook in the amount of $2.3 million, almost twice what we are proposing today. We look forward to continuing the Juvenile Justice Reform initiatives presented in this budget and building on our success.

Chair Jordan asked if the reimbursement for out of county detentions was a true 100% reimbursement of all costs. Mr. Czarniak:

● Total final budget costs divided by the total care days equals per diem rate; 49% paid by NYS and 51% paid by the county asking for detention

Chair Jordan asked if there was an analysis done for the perfect mix of out of county detentions. Mr. Czarniak:

● Ratio of $900 per day for 11 average Onondaga County residents; without the out of county residents the rate would be approximately $1,400 per day, helps to defray the costs

● Tracking throughout the year to insure they are not incurring additional overtime, have the right to refuse out of county; have never gotten to this point, always in their best interest to accept outside counties

● Very attractive to 22 counties within the state; they know how easy our process is, makes it easy for them to call on us

● Now more static, should be able to hit this mark; haven’t been able to do so in the past, have gone over but have compensated for the difference via other initiatives such as leave without pay and 101 salary savings

● Increase in the 408 Fees for Services Line due to Court ordered physiological evaluations not covered under the CMC medical contract; mistakenly

taken out last year; individual physiologist performs the service, classified by the Comptroller as professional services

Mr. Lesniak asked for a breakdown of the 969 transferred debt services line, including how long we have left.

Mr. Lesniak questioned the large increase in the interdepartmental line. In 2010 the charges were $175,000, adopted 2011 $560,000 and $479,000 for 2012. Mr. Czarniak responded that this represents the action medical contract, going from having private nurses, doctors and contracts at Hillbrook to the largeer CMC medical contract this is billed interdepartmentally through the Sheriff department. All these expenses came out of their direct appropriations and moved last year to interdepartmental through the Sheriff department.

Mr. Lesniak asked be provided detail on the interdepartmental charges for 2011; how much of the $560,000 was actually used.

In response to Mr. Kilmartin, Mr. Czarniak stated that one of the changes from the State has been that a general education can be provided to the youth. The teachers are being reclassified as general teachers so that they may teach all subject matters. Effective January 1, 2012 the teachers will go from full time to part time, half time employees.

MEMBERS PRESENT: Mr. Lesniak, Mr. Kinne, Mr. Holmquist, Mr. Buckel, Mr. Kilmartin, Mr. Stanczyk

ALSO PRESENT: Ms. Williams, Mr. Rhinehart, Mrs. Rapp, Mrs. Tassone, Mrs. Ervin and see attached list

SOCPA (pg. 5-118) - Don Jordan, Director; David Bottar, Executive Director of Central NY Regional Planning and Development Board; Megan Costa, Planning Services Program Manager; Tracy Waldron, Fiscal Officer; Edith Williams, Budget Analyst

With today’s presentation I would like to quickly go over our some 2011 accomplishments, point out some of the highlights of our proposed 2012 Budget and then quickly talk about some of the things we plan to do in 2012 and beyond. Then David Bottar will talk about the Central New York Regional Planning and Development Board.

Really the main message I would like to try to make this morning, although we are a small agency, we feel that we provide a lot of very valuable services and strive to provide them in a fiscally responsible way.

Mr. Lesniak questioned the role Onondaga County plays in the federal government floodplain and qualification for flood issuance. Mr. Jordan:

Mr. Lesniak explained that if you live by a river you are in a floodplain. He has a couple places that are so high up on the river that it is impossible for them to flood, yet they are included in the floodplain. Topographical maps would differentiate this. Mr. Jordan responded that FEMA has processes to challenge the maps. He knows that some municipalities have done this.

Mr. Lesniak asked where we were with getting grants and what the costs for the flyover would be. Mr. Jordan:

Mr. Lesniak asked if there was any interest in expanding the transfer of development rights as Lysander did, rather than a onetime buy into farmland protection. Mr. Jordan:

Mr. Millea stated this was a great question and something that he has spoken to the County Executive about. The Sustainable Development Plan currently being worked on by Mr. Jordan and his staff will speak to this as well. Working out a specific agricultural agenda will be a priority for the second term. They have meet with a number of groups representing the farming communities and would welcome Mr. Lesniak’s involvement as well. Mr. Lesniak responded that the TDR program is unique. It takes repeated government money out of the process, the developer keeps rolling over and refilling the bank; not continually coming back to the troth for a onetime buy to protect farmland.

Mr. Millea stated that this was certainly a creative way to do this. He will follow up with Mr. Jordan and make sure that this is addressed in the development plan. He would like to follow up with Mr. Lesniak specifically; doesn’t know much about Lysander’s program. It is certainly on the table as an option and probably much more attractive than the state having a program that they aren’t funding anymore. Mr. Lesniak responded initial funds are needed to establish the fund and then the developer will reestablish the fund, so this keeps moving.

Chair Jordan asked why the entire cost for operating the City of Syracuse Zoning Administration was not being charged to the City on the abstract. Mr. Jordan:

Chair Jordan stated since coming to this legislature he has been told what an asset this park is, yet it doesn’t appear to be advancing. Each time he asks about the park he receives the same response or marketing pitch. If this is such a unique parcel of land nationwide, why are we not making substantive moves. He is frustrated that this seems to be moving along at a snail’s pace. Mr. Bottar:

Mr. Kinne asked what was special about the flyover and why couldn’t it be done by the helicopter. Mr. Jordan:

Mr. Kinne asked what was so unique about the Clay Business Park property. Mr. Bottar:

Mrs. Rapp stated she feels as if we have been dealing with the Clay Business Park since she came into the Legislature. She asked if the Governor’s new Regional Economic Development Group was also on board as she believes this is the kind of cumulative muscle it will take to get this site off the ground and developed. Mr. Bottar responded that it is clearly one of the projects being advanced by Onondaga County for funding. If the council is successful with its competition and $25 million is awarded to Central NY, this project would receive funding directed toward the sewer line. Mrs. Rapp added that this has been the big hold up.

Community Development (pg. 3-115) – Robert DeMore, Director; Nina Andon-McLane, Administrative Planning and Funding Coordinator; Edith Williams, Budget Analyst

Let me start off by saying, Community Development is self-supporting. This year, our budget will not receive any local dollars – not even to cover the Full Cost portion of the Indirect Costs, which are not eligible for reimbursement under federal regulations (This was budgeted at $49,456 in 2011). The Comptroller’s Office has determined the amount this year for the Full Cost Portion is zero.

Our budget request includes only the 3 HUD Entitlement Grants which provides us with our base budget and the bulk of our administrative costs. These 3 grants are just being approved now by HUD. These are the Community Development Block Grant (CDBG), Home and Emergency Shelter Grants (ESG).

We recently learned that we have been awarded a $600,000 grant from the NYS Affordable Housing Corp for housing rehab. This is not included in our recommended budget because it was recently approved by the NYS Office of Homes & Community Renewal.

2011 budget request of $3.9M is just about half of what our final Budget as Modified will be.

Please see the “Funds Awarded to Community Development” handout. (See attachment No. 1)

We have five grant applications pending which total about $3.2 M. Just yesterday we received notice that our $2 M Healthy Homes Grant was unfortunately not approved. We knew this was a long-shot. HUD was expected to approve only 7 nation-wide. In fact, they approved only 9 nation-wide. In anticipation for next year, I have been talking with Paul Driscoll from the City. We are looking at doing a joint application with the City and with the help of the Maxwell School. We will be ready for this application when it comes out in the spring.

The total revenue from all sources since the beginning of our program is over $182M (see bottom of left column).

We will pursue other grants which are consistent with our mission of improving the quality of life for the County’s low and moderate income people, by

We will return to the Legislature with budget resolutions as additional grants are approved.

2011 – 10 closed y-t-d; 5 more closings pending; and we have purchase offers pending or accepted on 3 other homes

Starting in 2011, the Fund Company has moved to exempt a number of the homes as we are allowed

On the budget side, you can review a one-page summary of the budget allocations from our 3 entitlement grants (see last page of handout). (See attachment No. 1) This was also presented to this Committee in June when you authorized the HUD Action Plan.

We spend almost all of our money on construction, providing jobs for smaller contractors, adding to sales tax revenue, increasing property values, and improving neighborhoods.

Chair Jordan stated that he has seen some of the homes that have been rehabbed by Community Development, they are outstanding. They have done a wonderful job and should be very proud of their efforts. Mr. Lesniak agreed.

Mr. Lesniak asked the process for home rehabs. Mr. DeMore responded the project is bid to private contracts, they rehab and then we sell.

Mr. Lesniak asked if we could expand our dollars by selling the home first and granting the homeowner the funds for rehab. Ms. Andon-McLane responded that the homes are being sold to low income people who qualify for a homeowner subsidy generally around $30,000. She does not believe that they would have the wherewithal to do this. Some of the houses are in really bad shape and require a lot of work. They have a professional staff, with an experienced instructor. Control of the construction would be an issue. Mr. DeMore added they act as the GC on these rehabs. These people would not be used to bidding out contacts and acting as a GC for the work. He feels that this would be difficult but does understand the thought.

In answer to Mr. Kinne, Ms. Andon-McLane responded that their inspectors closely monitor every step of the construction making adjustments as needed. Mr. Kinne added that if this was given to a private contractor you would not know if the work was actually performed. He believes it is much easier for one group to handle the construction rather than 4 or 5 individual contractors not knowing what the others are doing.

Ms. Andon-McLane stated that most people are looking for a house in move-in condition. They do not have the capacity or ability to deal with this. We working on getting them used to mowing the lawn.

Mr. Buckel stated that Community Development is under review in Washington and asked what they foresee in the near future. Mr. DeMore responded that it is unclear as what is going to happen in Washington. They have some emails from HUD indicating that there is actually more money in the pipeline this year than they thought. If there were cutbacks they would have to reduce their staff and fewer homes would be fixed up within the community. Mr. Buckel stated that Mr. DeMore had been on both sides of government and asked if there were places within government structure where the slack could be picked up. Mr. DeMore responded that he doubted it.

In answer to Mr. Buckel, Mr. DeMore stated he is not familiar with the land bank. He has looked at it but is not involved in it and is not ready to speak on it.

Mr. Buckel asked about consolidation and his agenda. Mr. DeMore responded that he meets with Paul Driscoll on a regular basis and plans to work more with the City. He has been in government for a long time and is a big person on consolidation; he is open to all avenues. Mr. Buckel encouraged that he not just to be open to consolidation but to push for it.

Chair Jordan stated that he was led to believe that we were able to leverage more funding by having both City and County Community Development departments. Mr. DeMore responded that was probably correct, but if the funds are shrinking, HUD is going to look to some form of consolidation. Our basic entitlements are what they are but with the grants, we are in competition with the City. This program is very well run and has been over the years. When he meets with HUD staff they always say what a good department we have and use us as a model department. He believes that they have been more successful than the City at getting grants over the years.

Economic Development (pg. 3-106) - Mary Beth Primo, Director; Kristi Smiley, Program Analyst; Tara Venditti, Budget Analyst

Good morning and thank you for the opportunity to present the Office of Economic Development’s 2012 budget request.

The purpose of the Office of Economic Development is to identify, develop, recognize and pursue opportunities for capital investment and job creation with the goal of increasing the net wealth of the county. The Office has four primary functions: the retention and growth of existing businesses, the promotion and marketing of the county, the attraction of new business to the county, and the management of the county’s three economic development organizations and their incentive programs. The Office accomplishes its purpose by providing services and incentives to businesses, professional service firms, and health care and higher education institutions.

Most of the business & retention team’s effort is spent helping businesses identify available resources and growth opportunities. In 2011, our office counseled more than 70 businesses and led the fulfillment of business incentive packages to over a dozen. The retention team also maintains its relationship with over 350 businesses and institutions it has worked with through an ongoing electronic dialogue.

This year, the Office held its third series of annual Roadshows, which are outreach seminars that familiarize businesses and institutions with economic development incentives and services. The first seminar, co-hosted with the CNY Technology Development Organization, provided an overview of economic development incentives and services available to the manufacturing community. The second event, co-hosted with the Greater Syracuse Business Development Corporation and the Central New York Regional Planning and Development Board, presented capital investment incentives available to companies considering a significant capital investment in the county. The Office co-hosted the third event with the South Side Innovation Center and the NYS Small Business Development Center. That seminar highlighted the services and assistance available to small businesses and entrepreneurs. Together, more than 200 businesses and business service providers attended the seminar series.

Our Business Retention and Growth work also served local businesses by coordinating retention and growth incentive packages with our economic development partners and by guiding companies and other entities through the county’s three economic development organizations – OCIDA, OCDC and the CRT - which provide financing incentives to businesses and/or nonprofit organizations.

Since last October, the Onondaga County Industrial Development Agency offered capital investment incentives to four companies: Sysco Foods, Aspen Dental, Tessy Plastics, and Welch Allyn. Together these projects will create 139 jobs, retain 1,877 jobs, and create private investment of over $33,000,000. OCIDA also approved eight employee-training grants for small to large companies for a total of approximately $75,000.

As you know, Onondaga Civic Development Corporation (OCDC) offers a local, convenient, and economical financing opportunity to the County’s not-for-profit organizations, and as of earlier this month, to local businesses, too. This year, the Corporation provided financial assistance to the Onondaga Community College Housing Development Corporation for the creation of new student housing and it recently committed to bond for SUNY Upstate’s Townsend Tower renovation. These projects will inject more than $41 million of capital investment into the community. The Corporation also granted approximately $173,000 to support economic growth in Onondaga County, including funding support for the Brookings Institution’s Metropolitan Business Plan and the Export Initiative.

To facilitate the co-location of our office with the City of Syracuse’s Business Development Office, OCDC agreed to pay the rent for the entire term of the current lease on the shared space at Washington Station in Armory Square. The co-location of these two offices is the culmination of a nearly decade long effort to provide a more cohesive and comprehensive vehicle to drive governmental economic development work in Onondaga County. Benefits of the shared location are already being realized as city and county economic development professionals are able to conveniently, frequently, and substantially collaborate on projects that impact both the City of Syracuse and Onondaga County.

The Trust for Cultural Resources of the County of Onondaga (CRT) issues bonds to support the growth of our non-profit arts and cultural organizations. In July 2011, the Trust provided financing assistance to Syracuse University to support the institution’s multi-year capital investment and maintenance plans. The fees earned by the Trust assist with the development of the county’s arts and cultural priorities. Since mid – 2010, with grants or grant commitments of over $490,000 the Trust has supported many arts and cultural organizations directly and indirectly through the IDEAS collaborative.

For those of you unfamiliar with the IDEAS Collaborative, an initiative which draws significant financial support from the CRT as well as staff support from the Office of Economic Development, I think it is important that you are briefly introduced to its work. IDEAS is a consortium of six local funding organizations committed to assisting the 43 participating arts and cultural organizations in becoming financially stable and self-sustaining. As you know, over the last several years, the local arts community has struggled to find paths to prosperity amid the loss of its traditional large corporate supporters. At the same time, government is struggling to maintain a commitment to the arts while it also works to maintain or reduce taxes. This disruption to past funding patterns demands a paradigm shift. Such a transformation is the goal of the IDEAS Collaborative. The Trust for Cultural Resources will continue to support this important work in 2012.

Introducing Central New York to potential investors not familiar with the region’s assets is the primary responsibility of our business attraction program. The Office’s business attraction program addresses this by developing marketing strategies targeting the industries most likely to invest and thrive in Onondaga County.

This year, the Office promoted Onondaga County to more than 210 companies, site selectors and real estate executives. The Office directly marketed the county to 32 site selectors representing companies located as near as Massachusetts and as distant as India; and presented more than 30 sites and buildings to 10 projects seriously considering a location in Onondaga County.

The Office also completed the restructuring of one of its key marketing tools, the SyracuseCentral website. The redesigned SyracuseCentral.com provides industry standard data, highlights available business incentives and promotes the county’s quality of life on a platform that recognizes and responds to the “electronic divide” by presenting information in new communication formats. Most importantly, the new website will remain current by being easily updated by Office staff through advanced content management software. In 2012 the Office will further enhance the website by integrating a GIS module to deliver a comprehensive survey of available sites, buildings and community assets.

Next year, the Office will continue to focus and build on its past work while exploring and embarking on new opportunities to help our companies compete in the global economy and attract new business to the area. The County Foreign Trade Zone (FTZ) has not been operational in over a decade. FTZs provide special customs procedures to businesses engaged in international trade-related activities. The Zone’s duty-free treatment of goods, including manufacturing component parts, gives advantages to domestic industry that compete with overseas producers. In 2012, Onondaga County’s FTZ will be restructured and reactivated to provide support for companies engaged in global business.

While the Office works to make operational an improved FTZ, it also joins other Central New York economic development organizations in partnering with the Brookings Institution to develop a Metropolitan Export Initiative. This plan will present another opportunity to promote our local businesses in international markets. The Initiative, which is associated with the Brookings-Rockefeller Project on State and Metropolitan Innovation, is a ground-up collaborative effort to help regional civic, business, and political leaders create and implement a customized export strategy. The plan will integrate market intelligence, export-related services, and policy reforms to help the region better connect its firms to global customers, thereby helping the area fulfill its export goals.

The Export Initiative is a component of the larger Brookings Metropolitan Business Plan. The Business Plan will provide community stakeholders with a detailed economic development strategy for the entire Central New York region. The outcome will depend on the critical and analytical input from regional stakeholders to ensure the work will succeed in the short-term and live beyond the tenure of those who drafted it.

As you know, the Governor has called for a regional economic development plan for each region of the state. The work of the Brookings’ project will support the development of the Central New York Regional Economic Development Plan. This plan will guide the community’s use of New York State economic and community development funding by creating actionable development strategies and the metrics necessary to evaluate and amend the strategies. The Office of Economic Development is dedicating staff and resources to each of these three regional planning efforts to ensure the interests of Onondaga County are represented throughout the planning processes.

2012 Budget Request

The Office of Economic Development’s 2012 budget request includes a $14,025 reduction in direct appropriations – the costs controlled by the ED office – and again requires zero (0) local dollars. The Office is primarily supported by the administrative fees paid to the County by the Onondaga Civic Development Corporation (OCDC), the Trust for Cultural Resources of Onondaga County (CRT), and the Onondaga County Industrial Development Agency (OCIDA), with the balance of the Office’s budget funded by the multi-year SIDA grant.

The Office’s proposed budget includes a change in personnel requiring funding for a Senior Economic Development Specialist and the unfunding of a Management Analyst position. This results in a reduction in 101 costs as personnel is replaced at a lower step.

As proposed in the County Executive’s budget, the economic development office’s dedicated marketing budget for 2012 is reduced from $80,791 to $73,600. Staff continues to examine marketing activities in terms of each activity's return on investment. Those with the lowest return per invested resources have been reduced or deleted from the department's marketing plan.

The final cost reduction in the 2012 budget is a $7,228 decrease in the Maintenance, Utilities, and Rents budget load. As you know, last year’s budget included one-time capital costs associated with the relocation of the Economic Development Office.

Chair Jordan stated 39% of their budget was being paid by a multi-year OCIDA Grant and questioned how long this would last. Ms. Primo responded that her understanding is that the grant will continue through 2018.

Mr. Lesniak asked if there was any reason they couldn’t abolish the unfunded Management Analyst position. Ms. Primo:

Mr. Lesniak requested a list of businesses they maintain a relationship with and those counseled for 2011.

Mr. Lesniak asked the term of the current lease on the shared space at Washington Station. Ms. Primo:

Mr. Lesniak asked about the Clay Business Park and its marketing, adding that Anheuser Busch needs a bottling plant and this is something we should be pursuing. Ms. Primo:

Mr. Lesniak state that they have probably seen emails from a company in Madison County that is trying to locate in the Lysander area, over the last few days. The culture of NYS and their Empire State Development Core is probably the worst environment that you could ever work in. Someone gets lied off and all this stuff just sits on someone’s desk because no one will pick it up. This man is extremely frustrated with the system. How are we going to get these things coordinated; it’s hard enough to bring anyone here with the taxes we have. Ms. Primo agreed adding everyone is hoping once the regional plan is complete, things might be a little more streamlined; doesn’t know how this will work. Her office was working with this company prior to the emails they are referring to. She knows that this company was working with the state and has some frustration. They tried to move this along but there is only so much noise that they can make. She shares his frustration.

Mr. Lesniak stated in 2009 Ms. Primo provided goals that she wanted to meet; some of them were touched on in the presentation. One of .the goals mentioned was, “analyze our past marketing activities to determine how our efforts can be more effective and then make any necessary changes”, he asked what they have done. Ms. Primo:

Mr. Lesniak responded that this is good if someone is looking at Syracuse, but how do we get them to look. Ms. Primo:

Mr. Lesniak asked if we have anyone that identifies and has contact with businesses outside of our area that are looking to expand or move. Ms. Primo:

Mr. Lesniak asked what they had done to “strengthen their workforce”, another goal from 2009. Ms. Primo:

Mr. Lesniak asked about two additional goals from 2009, “Improve air service and transform our airport into an exceptional marketing venue”. Ms. Primo:

In response to Mr. Lesniak, Ms. Primo stated that she has been working on financing for a convention center hotel since day one and she continues to do so.

Mr. Lesniak stated even though there are no local dollars, there is still an $83,000 increase over last year’s budget. Ms. Smiley stated this was due in part to the $68,000 used last year from fund balance; money that had been accumulated over time in their marketing fund. They are on target with their current budget, and the fund balance has been exhausted. Ms. Primo added that the marketing budget was $250,000 for a number of years in the past. There is also an increase in employee benefits.

Chair Jordan asked if they had tried to get a developer to put in the sewer line for the Clay Business Park. Ms. Primo:

Mr. Buckel commended Ms. Primo, sees a much stronger focus on what is being done in Economic Development. He wants to encourage her to take a leadership role and pound on state door’s if needed to advance projects that are stalled in Albany; referencing her reply to Mr. Lesniak and the company from Madison County looking to relocate to Lysander. Ms. Primo stated there are times when she has had to do this. This has been an ongoing thing. The local office has been receptive to this issue and that is whom they are talking to. This project came from the State. They were asking for our help, and now it seems to be stalled with them.

Mr. Buckel commented that he believes we may be in at a point where we are in a perfect storm; CenterState CEO’s alignment, combined with what the region has done, the Governors Counsel and the projector that she is on. He believes the stars are aligned so that she should have a great opportunity ahead of her. He is rooting for her.

In answer to Mr. Kinne, Ms. Primo stated the IDA is trying to make the Clay Business Park property ready to roll should someone decide that they want to relocate their business there. To do this, a sewer line needs to be installed to Oak Orchard, two miles away. Oak Orchard has plenty of capacity. They are currently working on getting the funding together for the sewer line.

Mrs. Rapp stated it was a pleasure to see the new offices last month and believes this is a real win for everyone.

Mrs. Rapp stated that OCDC agreed to pay the rent for the joint office building before the City had a local Development office, in direct completion with us. She asked if there was an opportunity to change the written lease agreement. Ms. Primo:

Ms. Primo stated that she believes the board has done away with the us versus them idea. Mrs. Rapp responded that this was her point. We don’t need two Development offices in the same building serving the same County. Companies coming in should not be choosing between these same organizations. She encourages her to see what she can do about creating a single OCDC. She believes the two offices will be detrimental for everyone down the road. Ms. Primo agreed.

Mrs. Rapp stated that she was so happy to hear that the FTZ is going to be reactivated. Ms. Primo responded that she thinks everything is coming together; partnering with Brookings export plan and their business plan. We have to increase our exports for us to grow. Mrs. Rapp added that this is a unique value that we have never made us of. Ms. Primo commented that Clay will be a magnet site for this.

Mrs. Rapp stated that Ms. Primo has spoken about the IDEAS Collaborative and their efforts in helping the arts become self sustaining. Funding the arts is something that the Legislature has always struggled with. She would like to get the funding of the arts out of the Legislature, and into an entity that is more familiar with those that are really producing. She asked if Ms. Primo had given any thought to this. Ms. Primo:

Mrs. Rapp stated that she would support this; try to create something that is more stable for the arts and a little less taxing.

CenterState CEO/CVB (pg. 3-52 Line 570) – Robert Simpson, President; Tom Blanchard, SVP & Chief Economic Development Officer; David Holder, CVB President

Good morning. My name is David Holder with the Syracuse Convention and Visitors Bureau we are a division of CenterState Corporation for Economic Opportunity (CEO). I am joined here today by Rob Simpson and Tom Blanchard, both with CenterState CEO. We are very, very pleased to bring before you some great results from 2011 as well as some very strong and very innovative plans for 2012.

No other organization in Onondaga County has this mission. Our function completely revolves around marketing, sales and services.

Our headline this year was all about bowling. The US Women’s Bowling Conference was here from April to July. The ladies and their friends and families contributed significant dollars to our local economy. The transformation at the Oncenter was incredible. The service that went through both at the convention center level, the CVB level and at the Individual and community level was exceptional and second to none. It really, really opened the eyes of the US Bowling Congress as to how a community can make feel welcome when they come in.

The picture in the top middle is of a famous travel media person, Peter Greenberg; he is the gentleman in the blue shirt. He came in just a couple of months ago to Skaneateles for a big media day. He is a syndicated radio columnist and his show is followed around the world. He is also the CBS travel correspondent. Having him in our area was a big coup for the CVB and our regional partners.

At the top right we have our mobile website, at least the screen shot from that. I was launched prior to bowling coming on board and we are very pleased with the results we have seen from that.

Right below that, is a picture of Bill Adams, the Convention Development Director that was collaboratively hired by the Oncenter and managed by the CVB. He is already off to a raging start in terms of generating results in the Washington DC major association meeting market.

You also have put some money into a new event this year and for the future called King of Trucks. That event got off to a great start over Memorial Weekend, traditionally a very slow weekend for our area. Now we are looking forward to seeing how that event is going to grow and become a very solid part of our tourism environment.

Finally something’s that we are doing on a text messaging side. We start off with Iron Main integrating barcodes and text messaging of event updates to a lot of participants coming in for Iron Man. Our text messaging service was used by about 10% of the athletes that came in for that event. We are looking at other events we can expand this service to, specifically to Super Dirt Week will be the next event that falls into that mix.

Services with the US Bowling Conferences being here, was a big focus for 2011. It is all about customer service. In fact, the customer service we were able to provide as a community, lead by the CVB helps us generate future sales. It brings visitors back and it brings these conventions and meetings back to our area. In fact, you can see a great quote here in terms of how people felt they were treated.

Special projects are really tied to the fund balance request. I will go into some specifics of this in just a few minutes. If you look at it in terms of 2012, we need to be more aggressive, more assertive. We have to recognize that Syracuse, Onondaga County competes with the rest of the world for this type of tourism business. We have to be out there in an aggressive way

We anticipated the return on investment might go down a bit for 2011, but are now anticipating that it will go up a great deal. We want to see this grow even more substantially looking ahead to 2012. We will talk about that but before we do I want to give you a little since of how this stacks up against some of the other Convention Visitor’s Bureaus out there. We pulled some information this year, looking at a comparative set of other destinations and how they matched up with us from hotel room supply, room tax collections, convention center visitor’s size, key industry mixes; like we have the University, education is really big here , health care is really big, other industries that might cluster well with this competitive set, CVB budget size, as well as lost business reports. If you look down at slide 11, it goes into a comparative summary and shows you how we stack up.

It’s all about getting our sales force out there more; in more cost effective and sales effective ways. We’ve seen trade shows change. We’ve seen a lot of appointment based shows delivered with the results that traditional trade shows can’t deliver now days. We have seen the presence in DC really start to pay off. We want to get in there with some more marketing support for that presence. We see continually how our local connections, local people with connections to the trade associations, membership associations; how they help us drive business to this area. We want to devise programs to really reach into this population in a more systematic way. And we want to get out there with more direct sales initiatives.

Social media is really taking off and driving interest in our area. We are very synergized with the IDEA’s effort. We are actually providing a great deal of the marketing support for that. Our marketing team is already in gear with CRC to look at ways we can help support that effort.

Remember services really bring people back. This is a repeat business that we are driving. Syracuse is really known for its services. We have to continue to make certain that is the case. We have a lot of groups in here that are going to require in-depth services for 2012.

6 programs proposed in terms of either one time needs or special project pilot funding needs. Let me walk through these very quickly. The first one is a onetime need for a destination market analysis. Our destination has changed immensely in the past 20 years, from new convention projects coming online to new facilities coming online, to obviously the development out at Carousel Center beginning to really take shape. We need to get out there and do some understanding of where does our market fit, are we resourced the right way to go after the market that we need to drive and are we out there with the best programs, the best structure to make this happen. We proposed doing this market analysis to do that.

Again social networking is really taking off. We want a onetime investment in hiring a social networking consultant to help us look at ways to bring social networking into our convention sales program as well as look at ways we can more effectively use social media as an outreach mechanism.

We have seen success from public relations; we want to grow that public relations program in a more targeted manner. We are asking for $155,000 to start a pilot program to really brand this area and deliver destination awareness to our meeting planners and to our travelers so that people in cities like Philadelphia, Washington DC, Ottawa, and Toronto are talking about what is going on in Syracuse. We have seen success from a similar advertising program like this in the past. We have seen continuous success from public relations investments. We want to grow that investment.

We have talked with the Carousel Center and the Destiny USA folks about doing some collaborative programming to really push travel trade sales. We are going to have a product in a few months that is going to put us on an international level. We need to be out there in front of that population to get them to start traveling to Syracuse as they go from NYC to Niagara Falls. We can grab that now. We haven’t necessarily been able to grab that in the past. We are going to be able to grab that in the future, but we need some targeted sales to do this. We have had conversations and have presented to the Destiny USA executive’s; they are interested in a partnership taking this fund balance proposal and put it together with private investments that they would come forward with .

Additional we are looking for some pilot investments into convention marketing to really push that program. To push getting our destination out there more succinctly to convention planners both in Washington DC and in other market places. You’ve seen the markets that produce for our area. We want to go after their meeting planners with some marketing materials above and beyond what we are doing in sales.

Finally we know that events are often coming to the County for funding. We want to create a portfolio of sponsorships and have actually had conversations with a sponsorship expert, who can go out and start presenting a number of events, out there across a whole portfolio and pursue sponsorships for them in this way. This is not necessarily a Convention and Visitor’s Bureau direct program. We would actually be driving, using $50,000 of onetime investment to get this program started, and to drive sponsorships for some of the events that you currently support through room tax.

Some details in terms of how the budget is spread out and the private investment that we are looking to trigger from this and leverage from the fund balance investment

This is the Convention Visitor’s Bureau budget in a nutshell. I don’t know Rob, if you want to add anything from that prospective.

Just two quick things; first of all and I think maybe most importantly from my standpoint, the relationship we have formed with David and the folks at the CVB as part of our integration process has been really remarkable. I give large credit to David’s leadership. He’s jumped right in and looked for opportunities to leverage the relationships with the business community and also the economic development apparatuses that Tom runs to try to bring in new industry oriented and economic development oriented conferences, events and associations; which has been a synergy that we hoped for. One that we figured we would find over the long term, but we found very quickly and I think that is really due to David and his team’s willingness to try new things. Along that line, the most important slide on here from my prospective; beyond the results which I think are impressive, is the comparative analysis. This is something that we emphasis consistently. My goal for CenterState CEO is for us to be the most efficient and effective business leadership organization in the entire state. That drills down to David’s level and with his peer group we are really talking about peer associations across the country. We want to be as efficient, we want to be as effective; we want to learn from those peers to make sure we incorporate best practices. Obviously we know there have been some discussions amongst members of the Legislature who have brought some really good ideas to our attention this year that we are eager to pursue in collaboration with the Oncenter and with others. I am really pleased with the performance and am looking forward to doing even more next year.

Mr. Lesniak stated that he disagreed with Mr. Holder. He believes that they are not the only team doing marketing and sales. This is why he was trying to get some collaboration with the move to the Oncenter. He believes they are both working on some of the same things. It is time to get the teams working together. He heard some movement has gone in that direction. He thinks it needs to go a little further but this is government and it is going to move at its own pace.

Mr. Lesniak stated that some of these things have been moved to county general. Over all there is a $2 million dollar increase to local appropriations; a lot of the proposal is going on the tax dollar. This is taking all the authorized agencies and moving some of this stuff into this budget line.

Mr. Lesniak requested more information on the proposals requested out of fund balance; including where they are looking to market and where they will be studying to see what we are marketing for.

Mr. Holder responded that their job as a CVB is to do the marketing across the entire destination. They work with multiple facilities and multiple businesses in making certain that the visitors we are able to attract here, are looking at all the different options that we have. One reason they feel this market analysis is so important for our area at this time; they have a different product than they have had in the past. They have some of the similar challenges. The Metropolitan Development Corporation did a study in 1999.; a quick quote from that, “While the Oncenter is an excellent convention facility the majority of the events held there are strongly local. The local events are appropriately booked within the 18 month booking window per center policy and high economic impact convention center businesses is not turned away in favor of local businesses”. This is still true. This other statement is still true as well, “The ability of the Syracuse Convention Visitor’s Bureau and the Oncenter to secure non local business is significantly hampered by a CVB budget that is not competitive, a downtown hotel product that does not include a modern convention hotel and a limited number of committable rooms within walking distance and noncompetitive airfares”. We still have all of those problems. He knows that they have had numerous conversations within these walls about how to get these problems solved. This is a 1999 study; our destination is still challenged by some of those things. They have got to keep pushing to get those things resolved.

Mr. Simpson added that he agrees with Mr. Holder on the fundamentals and some of the challenges of the market place. Ms. Toennies, Mr. Holder, Mr. Blanchard, Mr. Fisher and himself have had a couple of very productive conversations on this front. Add to that list of challenges, the fact that we all understand in this community, we are looking at deficits for the Oncenter. They understand the pressure that puts on this body, and if there are things that they can do either structurally, programically or through increased cooperation to improve the performance and fill that Oncenter and cut that deficit, they’re going to find those and do those. The only area where he’s raised any concerns about the proposal that came before you is that they have found some great synergies with the folks at the CVB through their merger that he wants to make sure don’t get lost in any future merger, consolidation, collaboration and so on and so further. He thinks the conversation that they had earlier this week or late last week, was really productive in identifying some very specific things that they can do in the immediate term to create more accountability around revenue streams to the Oncenter. He believes this is the Legislature’s concern; clearly that’s their concern and part of Mr. Holder’s charge and certainly part of Ms. Toennies’ as well. He offered their unequivocal commitment to work with the Legislature on this and find a solution that is going to work.

Mr. Lesniak asked for a detailed breakdown on the ROT; where does the $1,450,000 go.

In answer to Mr. Lesniak, Mr. Holder stated $22,500 ROT is for Syracuse Nationals. King of Trucks asked for funding in this fiscal year, 2011. They looked at the funds as seed funding, and are not requesting any funding for King of Trucks moving forward. The $22,500 is specifically for Syracuse Nationals.

Mr. Lesniak asked what Special Projects Partners was referring to. Mr. Holder responded this refers to businesses that they have already had some conversations with in terms of stepping up and being a partner; outside private industry businesses coming on board and putting some dollars into this program. They have heard from a number of facets including Mr. Stanczyk that CVB needs to continue to look for ways to get private investments up. They have really pushed this over the last few years; really driving new private investments in their programs.

Mr. Lesniak asked where the Cooperative Marketing Program revenues were coming from. Mr. Holder responded that this was the same situation. If you look at the Special Projects Partners, it’s partner investment into those programs specifically. The Cooperative Marketing Program is private investment into our sales programs, our traditional operations. Some specific examples would be a hotel goes to a trade show with us, a restaurant like Dinosaur BBQ, advertises on our website, an attraction puts a brochure at the Preble rest area; those types of collaborative cooperative marketing expenses come out of this.

Mr. Lesniak stated one of his pet peeves for Syracuse; any small City has some type of tourism tour within the City confines, our tours for the bowlers where wine tours, tours to the casino, things outside of Onondaga County. As he mentioned before, Portland Maine, a much smaller City than ours has this little foodie tours within the confines of their City. Some of the bowlers ask, “Where did Adam go on his food tour through Syracuse”. He really thinks we have to look at doing something that keeps the tour in Onondaga County. Mr. Holder responded that one of the synergies they have with CenterState is their relationship with the Downtown Committee. The Downtown Committee just put out a downtown walking tour. It is a very well done piece. They ordered extra copies so that they would actually have something to give out to convention attendees that come in this area. It was just released back in June. They are collaborating with the Downtown Committee to get this on line and pushed out, as much as they possibly can. They’ve taken the concept for the Adam Richman food tour and started integrating this from a PR standpoint; pushing this out to get other media interested. Once they have those kinds of thoughts, they actually embrace them as part of their mobile website. If you go to their website you will see different itinerary concepts. He agrees entirely; need to take this to the next level and start actually turning it into real tours. One of the things that we will see as part of the investment that they have proposed for travel trade, is this will become a reality. They worked with a receptive operator who was working with a tour company out of Minnesota, to put together local options for bowlers to tour our area while they were here. Those tours went well, the ladies had great feedback and they spent a lot of money in the area. They are right on the same page with this and are certainly looking at making more investments in that area.

Chair Jordan asked what the marketing plan was to bring visitors to Syracuse in the winter. Mr. Holder:

Mr. Stanczyk stated he wanted to follow up on what Mr. Lesniak was saying. It is disconcerting to have visitors from outside the community, instructed to go to the Finger Lakes, the Casino, Niagara Falls or any number of locations out of town. He recently had out of town guests and they wanted to see the things they see on TV. They wanted to go where the Adam guy from TV went and to the Carrier Dome. He called up to get a tour for 45 minutes and they were gracious enough to do it because I asked, but if Syracuse University could be engaged to give a tour, even if it included a fee and they gave some little SU memento. People have a vision of Syracuse and we need to promote the assets we have. He took them to up to see the Stone Throwers Park, things that are unique to Syracuse. He wants the visitors to say they saw things that are significant to Syracuse. If he was conducting something he would even take people to the Erie Canal Museum. He thinks there should be more focus on keeping people here, investing in the things that are important here. Unfortunately not enough of that has been done.

Mr. Holder responded that under no circumstances were they pushing visitors to go outside the area verses inside the area and he will give you some great indicators of this. During the months that the bowling conference was here, the Erie Canal Museum saw their highest visitation levels ever, because the bowlers would engage with the Visitor’s Center and Oncenter staff, and they would ask what they had in store for them that day. They would go through a list of things, asking if they had done various things and would hit item number 5 before they actually got to one. One of the reasons they are so excited about their relationship with the Post Standard and producing their Visitor’s Guide is that it has given them a great deal of opportunity. They have gone from producing 1 Visitor’s Guide every 18 months to producing 4 different volumes per year. They are able to go into the specifics of what this area has to offer and what truly makes us unique and compelling against other destinations. If you pull out the Visitor’s Guide or go to our website we really try to focus on what makes us different for every other place out there. It’s the things that make us special, and the things that make us special, are those things that we need to be proud of and we need to show off. If there is anything that we need to do in this regard it is definitely, to take those things and make them easier to access for our visitors.

Mr. Stanczyk stated that we should be proactive enough to work with SU to set up a tour. They could charge $10 for the tour and SU could keep the revenues. He just wants them to see something so that when they go back home, they can say that they saw the Dome and were actually inside the dome. It’s different, and it’s certainly different then saying we are putting stuff in front of them and some are choosing to go to the Erie Canal Museum. If someone packaged tours of the museums and things that are special to Syracuse, and made them convenient for people to do, you would get a lot more attendance than just the people who stumble in. Mr. Holder agreed.

Mrs. Rapp referenced slide number 9 and asked where they were in terms of meeting the goal of 48,000 room nights booked. Mr. Holder responded through the end of August they are at 26,765. They have a lot of work, but they have an advantage with their existing book of pending business. They have a lot of decisions that come up in October, November and December. The sales team knows that they have a focus for the fall and it is getting that pending business converted. Their book of tentative pending business is the highest that it’s been in the past 5 years.

Mrs. Rapp asked if these would come in before January 1st. Mr. Holder responded yes not necessarily all of that, but a good piece is slated to be converted, or to make their decision between now and the end of the year. The sales team is focused; they need to keep getting things into that pipeline but they also need to get the pending business closed.

Mrs. Rapp asked if the ROT figures were based on 48,000 units. Mr. Holder responded no, there is not necessarily a synergy there. 48,000 room nights could be for 2012, 2013, 2014, and 2015. There is business that they convert in a year and there is business that is 3-4 years down the line. The more results they see out of the DC marketplace, the longer term some of that business will be.

Mrs. Rapp stated that when you look at the 2010 actual results and the projected results for 2012 which are almost doubling, it seems aggressive. Mr. Holder responded that it may on paper but they will have a full year of a DC sales rep in place. They have proposed significantly more programming within this budget. Those goals are based on full funding of this budget. If they don’t see that, they are going to have to go back and revisit those goals. Based on what they have proposed, he has always been up front with this body; they are going to tell you what they are going to do and how they propose to spend the investment. They are also going to tell you what they anticipate seeing as an outcome, and then they will come back later and show you what the actual outcome was.

Mrs. Rapp asked Mr. Holders thoughts on the proposed idea of for funding the arts. Mr. Holder responded that if you look at the structure and in fact one of the reasons this comparative information is so important for us to have, if you look at the way other cities have structured their hotel or occupancy tax they usually have it structured in a 3 way system. There is a convention center, a CVB and usually an arts and cultural product in that mix; not always but usually. They have to have a product to market, they have to have a convention center to sell at the same time those products need a CVB to help sell and market the area. They do this from a destination standpoint. Having a dedicated form of funding for arts and cultural organizations helps make certain that they also have an understanding of their role in tourism. It also helps generate greater synergy, helps them be focused on having the best operation possible. This is what he believes they need to be striving for, so they are not out there struggling for funds, they can concentrate on making their performing arts organization the best that it can be. There is stability in having a dedicated amount of funding for that. Hoteliers want to see marketing, want to see an investment going out there to drive new opportunities. When something comes along like Turner Cezanne and all of a sudden that museum is able to put forth a program that really drives economic development opportunities that is marketing. That’s a case where the product becomes the marketing. Our job is to really push this from a packaging standpoint; this is exactly the role that they played in Turner Cezanne.

Mr. Simpson added that he would go even a step further than that. The proposal as it relates to the arts is exactly the right direction we need to move in. He has been a strong supporter for a longtime, of having a dedicated funding stream for the arts. He thinks it could still be larger but is thrilled at the fact that there is a move in that direction. Mr. Holder is correct; there is something to be said for the assets that are unique to Syracuse. Arts and cultural organizations are critical components of that. Moreover he thinks the way that the County Executive and the Legislature talked about structuring this will allow them to engage the private sector in the work of funding the arts and cultural event and activities. He has been having conversations with a number of the major corporate funders in town, the Community Foundation, the County Executive and Mr. Fisher about trying to create a since of collective purpose in funding the arts and cultural organizations. Historically it has been his perspective that many of these organizations, very well intended with very strong programming have sort of made a circuit from the County Legislature to the philanthropic community to the corporate community and if one body was unable to provide funding in any given year they were able to fund it elsewhere. The end result of this has been that we have consistently had strong revenue streams for our arts and cultural organizations, but it hasn’t necessarily been that the spending was leveraged in a way that it made large investments in the best products. He thinks all of us as a community are guilty sometimes of not making the most strategic investments; investing in products that weren’t as well managed or well run as was necessary. This kind of collaboration, requiring the arts and cultural organizations to take the public funding they receive from the County and match and leverage this with private institutions and philanthropy will encourage a higher level dialog. Ultimately, he hopes that the County driven funding and the philanthropic funding will be done in a coordinated and strategic fashion.

Mrs. Rapp asked for confirmation that they were supporting the proposal for the CRC to fund the arts and cultural organizations. Mr. Simpson responded absolutely, this community needs a strong arts and cultural representative. CRC is in a very good position to do that. They certainly have CenterState CEO’s vote of confidence to do this. He add that he believes many of the corporate donors are looking for an entity like the CRC to provide some guidance about which investments, in which organizations, are well managed, with strong budgets, are consistently audited and where they know and have confidence that the programs are sound.

Mr. Rhinehart agreed, adding this Legislature was very clear last year when it decided that we really aren’t the best deciders of which arts and cultural agencies deserve priority. This 3 tired proposed system has meet with a lot of criticism from individual Legislators wanting to know how and why different organizations made different tiers. He is not sure how this will play out, but he does agree that the CRC is a better way to fund the arts and cultural organizations. Per the suggestions of Mrs. Rapp, Mr. Jordan and Mr. Simpson, he thinks that the Legislature will take a hard look at moving the funding over to the CRC and letting them handle this.

Mr. Rhinehart asked if the City of Syracuse contributes to the CVB. Mr. Holder responded that they do not. Mr. Rhinehart stated he was looking at the mission statement, about the awareness of the City and the County. We are linked; anyone that comes to visit the City looks at us as one.

Mr. Rhinehart asked if CenterState CEO received funding from the City. Mr. Simpson responded that they receive funding from the City for the management of the Downtown Committee, which is in the Business Improvement District. The City collects a special assessment and passes it through via annual contract for the Downtown Committee to administer on its behalf; so no direct financial contributions to the larger corporation.

Mr. Rhinehart asked if they got all the money and then administered it. Mr. Simpson responded that the special assessment is collected and the entire special assessment is passed on annually through the City’s budget process to the Downtown Committee. The Downtown Committee administers this; around $900,000 per year with another $340,000 in private funds that the Downtown Committee raises to round out their budget. The relationship between the Downtown Committee and the CVB has been a remarkable success story from their prospective, both for downtown and their broader marketing efforts. Mr. Holder added this has created a lot of synergy in so many different ways; information sharing, updating websites, getting marketing messages out there and in terms of general support. We are able to provide some tourism data to help them pursue some of the business they are going after. They have been able to give us some inside opportunities on how to become better engaged with some of the businesses.

Mr. Rinehart stated he agreed with the public, private partnership. They are trying to get away from the past practice, when money was pretty loose and plentiful. A number of our authorized agencies would come in each year with the expectation that they were going to get their chunk and perhaps a little more. The original intent with this proposal was that agencies requesting funding would come in with pledged funding to match any request for County funds, not as Mr. Simpson has suggested whereby they would receive County funds and then try to match it with private contributions. Too many times in the past people weren’t motivated when they came in and the money was very easily coming from the legislature on behalf of the taxpayers.

Mr. Rhinehart asked where they would rate the zoo on the list of attractions, arts and cultural events and things to do in Onondaga County. Mr. Holder responded that there are a couple different dimensions to this. As a visitors attraction he would rate it very highly. The visitors that come through the zoo are wowed. We have a zoo that we should be very proud of. For a City of our size to have a zoo of this caliber really says a lot about how strategic we have been with our investments, to try to encourage those types of visitor assets. The zoo was actually the cover shot for the summer Visitor’s Guide. It’s that powerful of a product. In terms of how it stacks up against the arts and cultural organizations he is not sure. Mr. Rhinehart added that he was not just referring to the arts and cultural events, there is also the MOST, Jazz Fest; he’s speaking of everything. Mr. Holder responded that it defiantly has to be in the mix somewhere. It is a very, very valuable destination asset. Mr. Rhinehart asked for a number. Mr. Holder responded that it would have to be in the top 5 or 6 if not even higher. If you look at it in terms of actual visitation numbers, it is really high.

Mr. Holder added that he believes one of the dimensions they have to look at is the actual visitation numbers. Mr. Rhinehart responded that they are going to.

Mr. Fisher asked to add the following in reference to the question of funding the CVB and CenterState CEO. The county collects all the room occupancy tax and doesn’t share any of it with the City. They feel it is appropriate to fund things such as the CVB or the arts and cultural agencies out of room occupancy tax since we keep all of the ROT funds. If we shared any of that money with the City their office would probably see this differently.

Convention Center- (pg. 3-52 Line 825) – Terri Toennies, President and CEO; Peter Casper, Chief Financial Officer; Steve Cambareri, Board President, Jack Cushman, Finance Committee Chair

I will try to make this as brief as I can since our 10:15 a.m. time slot usually ends up at noon every year. This is my 4th year being here and so I have the drill down pretty well. My name is Steve Cambareri. I am the Chair of the Oncenter Board of Directors, to my left is Terri Toennies, she is the President and the CEO of the Oncenter, to my immediate right Peter Casper, who is the Chief Financial Officer of the Oncenter and to my far right is Jack Cushman. Jack is one of the Vice President’s of the Nice and Easy Grocery Shops and the Chair of our finance committee.

Just a couple of things I wanted to say at the outset. First of all, we as a Board have the utmost confidence in the management team that it has been in place for a couple of years now at the Oncenter. It is clear based on things like the bowling tournament that they not only understand our facilities now, but they understand our market and are clearly headed in the right direction. They understand what it is that they need to do to market each of the facilities here and we as a board have the utmost confidence in them. I only see positive things going forward. There still are challenges as alluded to earlier, the lack of a convention center hotel certainly hampers the ability to book conventions, a Landmark Theatre that has in part been funded by this body, we are going to find out whether or not that is going to have a major impact on the Famous Artist Broadway Series that counts for a great deal of revenue in the Civic Center, an OCC arena that has also again been funded by the taxpayers and has already taken events that had been traditionally going to the War Memorial and would have been a revenue stream to the Oncenter. So those are challenges that we will continue to face just exactly to what extent is still yet to be seen but again we have the utmost confidence in our management team and quite frankly we could not find a better Chair of our Finance Committee for our board than what we have in Jack Cushman. He is evaluating our finances and all of our data like never before and will be evaluating it and showing us the benchmarks and whether or not management is actually meeting those.

I will turn it over to Terri Toennies now, to provide the presentation for the 2012 budget.

As Mr. Cambareri said, we have a rather abbreviated agenda for you today because I understand there is a lot of information to absorb. What we passed out and will go through is the overview of 2011 and budget review for 2012.

You also have the Budget Presentation Exhibits that back up our numbers. (On file with the Clerk) It actually gives you the P&L by building so that you can totally understand what the War Memorial, the Civic Center Theatre and the Oncenter Convention Center brings to the table and then the last piece is the Strategic Marketing Plan Sponsorship Marketing which is what we us to drive where we are going to find our business and where we are going to get out business.

We are going to start with the 2011 overview of where we are going to end the year. This was completed in August and as of September we are actually looking a little bit better than what was forecasted here. Our anticipated year end will now be up about another $331,000 over the $7,768,000 in revenue brining us to about $8,100,000 year end budget. The main factors of these are 5 additional concerts that have actually come to fruition with signed contracts as well as additional social local catering contracts signed at the end of the summer. As you know in business it is hard to get a hold of people in July and August, but as soon as August changed to September, we started getting signed contracts.

We have been very cautious, since we learned over the last 2 years to make sure that anything we put in numbers is definite. We don’t forecast tentative, we don’t forecast historical at this point because our venues are changing. A s Steve alluded t, there will be a different venue next year with SRC and the Landmark Theatre taking or maybe displacing a significant amount of our theater business. We will get into that in a minute.

When we look at the 2011 overview, what this basically means is at the end of the year, and I am glad you’re all sitting because we will probably see a profit somewhere around $250,000 to $275,000 at the Oncenter Complex. This money will be earmarked to pay back the $900,000 loan that we took from the County in June of last year.

One other thing with the annual year end for 2011 is that we have a facility fee; as many of you were involved in. This was installed in October of 2009 and since October 2009 through current we have actually accumulated $306,000 in that fund. We do have a breakdown of how that has been spent. The majority of it has gone against the scoreboard at the War Memorial which we committed to the Legislature that we would pay back through the facility fee and we have done that, even with our lack of funding last year. We still kept up on our scoreboard payments. We also added some carpeting, some pipe and drapes, some very basic things we needed over in the War Memorial in order to convert that War Memorial to an exhibit style hall during the bowling, when we moved groups from the exhibit hall into the War Memorial and also did a number of theater upgrades. Some of those upgrades were pertinent to the Lion King show. All of that came out of facility fee money. It did not come out of tax dollar money. It came right from the facility fee that we put on top of tickets, ranging anywhere from $1 to $2, depending on the show or event. The concerts have been a big factor of this, where we get a significant amount.

Your 2012 Consolidated Income Statement shows the revenue forecast for 2012. As many of you know the capital reserve is pretty much the same since 1992. That is something that we are just keeping consistent. With the changeover the County has taken over our facilities management and maintenance. The $250,000 really goes for soft goods as in kitchen equipment, linens, and things like this that are needed to operate the venue.

In the separate exhibit packet it shows the consolidated income statement. If you go through the exhibits you will have the overview as a P&L showing line by line revenues, costs of sales, direct labor, direct expenses, indirect labor, other direct cost, operating income, subsidy and net income. Behind all of that is exhibit by building.

If no one has any questions I am going to go into the building by building at this time.

The budget assumption for 2012 assumes sales based on definitive sales as of July 5th. As David alluded to, we are a moving target. We only sell 18 months in as a sales team, per our management agreement with the County. Everything that we are selling currently is going through December of 2012, which means you always have a lot of revenue continuing to come on board.

Our base truly is our convention business which drives from the Convention and Visitor’s Bureau. That base is what starts conversations for what we need to get to fill up the rest of the space. As David also mentioned, we are trying to work closely with the CVB to put some revenue quotes on their sales team to actually fill in the space at the Convention Center with convention business that means something to the Convention Center.

About $400,000 of the revenue forecast for the Convention Center is displaced business that was moved for the bowling tournament and is coming back. The other $500,000 is new business that we have on the books. This again, is all social local trade show business for the most part. One or two of those groups is convention driven business from the CVB.

War Memorial - We have been working closely with a company called Venue Coalition which represents 55 arenas across the United States and Canada. They have been instrumental in booking some concerts for us this past year; large concerts that generated a good net profit. We are confident that they will bring some money to the table again next year. Crunch concession sales will show an increase as we have changed our pricing structure.

The SRC arena is affecting the 2012 budget in that they have already booked $112,000 worth of revenue on business that is normally at the Oncenter.

Civic Center Theaters - Shows like the Lion King bring in close to $700,000 in revenue, the Symphony was $120,000 top line sales.

At this point the owner and operator of the Famous Artists series have not decided where the shows will be held. We are working with the Symphony Syracuse and are also working with the Philharmonic Symphony to see what will come to the table on that. At this point, it is still in the very, very early planning stages.

Cost of Sales - food and beverage is a pretty good number. We have been running slightly higher than this in the years past so it is showing real Due diligence on the part of our management to control expenses. We are getting ready to send out an RFP to food and beverage people in the world of Sysco and national food companies to work more on what they can give back to us in cost controls on expenses of food.

Direct Labor for IASTE our production team, which is one of our unions and ushers is under forecast right now because we can’t budget labor against no theater events in place. You will see that in the costs of sales and the overview is significantly lower. Other direct costs that are slightly under forecast, concession split from the USBC, we had to give them $100,000 in revenue per the contract signed with the CVB, so that $100,000 that was in 2011 is not in 2012.

Indirect Labor – 3% pay increase across the board for non union employees may change after performance review; may be less than that, may be none of that or slightly higher, but 3% on average. Our management team across the board has received no increase since 2008. The headcount sheet is included on the last page. Moving hourly employees into supervisor positions is actually saving us money in the long run.

This is the 2012 balance sheet which I will not go through. Many of you have asked for it, so it is there for you to see.

2012 Cash Flow – the infusion of funding that we received in 2011 is allowing us to actually operate with the money we have coming in and pay our bills with the events we have and we are not that carrying that million dollar deficit that had been there for year, after year, after year.

When we look at the 2012 Income Statement per building, I think it will show you where we are generating revenue and where we are generating expenses. About 60% of our revenue is food, beverage, service, production, etc. and comes out of our Convention Center. About 25% of our revenue in those same categories comes out of the War Memorial. Its revenues are forecast slightly higher than last year by about $400,000. The expenses are very high in the War Memorial with a negative operating income. The Civic Center Theater is doing a revenue forecast of $668,817 versus a projected of this year of $1,864,000. As I mentioned before Lion King, the Symphony, there is also 2 other shows, the Jersey Boys and Wicked that will be 3 and 4 week run shows at the Landmark that would significantly impact this to be upwards of the $1.8 million this year, but we can’t forecast it.

Parking includes our open lot and we do split money with the County on it as profit. The parking garage is actually owned by the City and we split revenues for the garage with the City. The forecast is slightly higher than 2011 due to the increase in catering, tradeshows and banquet event business. Expenses are about the same.

Under the other category, I am going to let Peter talk about this. Most of this is the County treatment of ticket rebates; how we put them in and take them out, etc. Rebates come from using a source like Ticketmaster where we actually get a percentage of money back for every ticket that we sell. This is very interesting because again, when you talk about cohesion in the City, every single venue seems to use a different ticketing source. That is probably not the smartest way for the County to be getting some money back. Symphony used their own ticketing, Opera used their own ticketing, SRC arena is going with a different ticketing company; this is food for thought. The Landmark does us Ticket master.

The last page is the Oncenter staff head count. We thought it was very important because we have all lived through this for the last 3 years, showing you the 2007 – 2012 budgeted number of people. Most of this is management staff. Where you see *’s those are employees that in the past were fulltime guaranteed hourly employees. We went through a union negation with our operations union this past year and we got the word guaranteed taken out of the union contract. We no longer have 10 fulltime guaranteed employees; we staff them on an event by event basis, which is how it should be in the hospitality world. The only other thing that varies, is the concession supervisors are actually 10 month positions; they are not employed in June and July.

That is basically the budget overview in comparison to 2011. You have all your exhibits attached and I can either go on into the Strategic Marketing Plan or I can take questions on the budget.

Mr. Lesniak referenced pg 7 of the budget presentation and asked why the expenses for the War Memorial were so high in comparison. Mr. Casper responded that this takes into account all of your expenses both direct and indirect costs. The costs are high because we share our concession revenues with the Crunch and soccer teams. Also as part of the indirect cost, we have electric costs and for this building he believes it is over $300,000. They also pay the water fees for all the ice, and gas for the chillers.

Mr. Lesniak asked how the expenses run for the Civic Center if we were able to book the Famous Artists series into the Civic Center Theaters. Mr. Casper responded that for the Famous Artist series they run from the mid 30’s to a 40% margin. This would be the contribution drop that we are losing from our gross margin before indirect overhead expenses. Ms. Toennies added that their community theater group rates are significantly lower which they should be, because it should be open to the community theaters but a Famous Artist series pretty much pays the rack rate for rental. Most of these expenses you see in revenue and then taken back out in expenses are what we refer to in our business as past through charges. If you have $12,000 worth of production fees we charge it and then they expense it back out again.

Mr. Lesniak referenced pg. 9 of the budget presentation, asking the number of Sales and Marketing personnel on staff. Ms. Toennies responded that the only real addition to staff this year was the Bill Adams position, and taking the 2 concession supervisors in. Everything else stayed flat. They did eliminate 1 technical person. Mr. Lesniak added that this is the one he is looking at. He believes that the Oncenter and CVB are somewhat doing the same service; looking for business to come to Syracuse. He believes there could be some kind of consolidation here.

Ms. Toennies continued on with the 2012 Strategic Marketing Plan and Sponsorship Marketing:

This year I split this so that it would be really easy to see what we are doing and how we are targeting.

The Oncenter is a highly attractive, multi-venue exhibition, convention, and entertainment facility. Centrally located in the Northeast, The Oncenter is committed to providing value to its users through customer-focused management and service throughout the three separate venues within a single physical and management environment.

The sales efforts of The Oncenter are dedicated to the details of providing superior service in sales and production, through maximization of space and revenues through proper facility management. The sales effort is divided into four distinctive areas:

Conference & Convention Sales (National and Regional Conventions affiliated with hotel group overnight rooms in conjunction with the SCVB)

Catering Sales & Services (business driven by local community organizations to include clientele affiliated with corporate, social, regional corporate day meetings, tradeshows, consumer shows, and management of all sales contracted events)

Booking and Entertainment (National and Regional touring theater groups, community theater, National and Regional concerts, family entertainment, sporting events) – often including overnight guest rooms from cast, crew, team, etc.

Sponsorship, Marketing, and Promotions (solicitation and contracting of sponsors for advertising and sponsorship throughout the Convention Center, the War Memorial and the Civic Center Theaters and Overall Venue Marketing)

The strategic plan of The Oncenter will ensure the continued growth of business through the attraction of local, regional, and national events contributing to the economic and cultural development of Onondaga County. The Oncenter business will assist the local economy by increased tourism dollars, increased hotel room nights, additional restaurant and parking activity, and increased employment relative to this business.

We need to understand that when we have booking and entertainment booked, overnight guest rooms might not be in the Convention and Visitor’s Bureau head count but they are definitely a direct relation to room occupancy tax. This is really important for us to remember, if we end up going head to head with SRC arena, we need to make sure that we are making ourselves accountable back to those tax dollars.

We have really changed sponsorship; we were selling sponsorships for little return on investments. The very last page of this packet is probably what you will be most interested in, it shows sponsorship marketing revenues. We are working in conjunction with Mooney Marketing. None of this was budgeted for 2012. We are sitting right now, somewhere between $50,000 and $80,000 that we will probably confirm within the next 30 days. This is a nice start for pure sponsorship dollars; people being able to advertising amongst our 3 venues.

The Strategic Plan itself does categorize group by group, what the different managers will be responsible for throughout the year, targeted by date, show, and objective. That is all there for you to read as well. I will be happy to answer any questions on any of that.

The Oncenter is located in downtown Syracuse, in close proximity to the city’s major medical centers, hotels and Syracuse University. Additionally, it is located near many prominent businesses, cultural venues, and restaurants and bars. The facility offers strong architectural characteristics and complements the downtown landscape through the vibrancy of the events that take place throughout the various venues. Syracuse is an easily accessible, friendly, and convenient market with a National identity due to the University.

Director of Convention Development & Oncenter Director of Sales: Conventions, Tradeshows, & Consumer Shows

To position Syracuse, NY as a destination for Meeting Planners looking for a secondary market through continued involvement and partnership with the following entities:

Promotion of citywide conference/conventions & tradeshows that will result in a significant increase of revenues for years 2013 and beyond.

Date Strategy/Event Target Market Marketing/Sales Objective Person(s) Responsible

Local Corporate/Social/Non-Profit Catering Sales/Convention Services Managers

The Mooney Marketing Group is partnering with The Oncenter to help identify and market on-site advertising opportunities to local businesses and corporations. This partnership will help create a unique revenue stream for The Oncenter through the sales on on-site static graphics, sponsorships, window decals and other visual advertising presentations.

The Mooney Marketing Group specializes in creative, effective and cost efficient ways to help clients reach their customers. They analyze customer’s needs and create comprehensive marketing solutions. Their services include: Media Strategy & Placement, Business to Business, Sales Promotions, Public Relations, Graphic/Web Design, Event Management

Every year hundreds of conventions, concerts, athletic games, theater performances, meetings and high-profile events are hosted at the Oncenter Complex that attract over 600,000 attendees. This creates a unique opportunity to reach a highly desirable audience at a very affordable cost.

*Other Sponsorship Levels can be customized based on specific needs of the corporate sponsor.

Possible Advertising Displays: Circular Windows/Harrison St., Archway Entry- Sandstone Panels, Lower Large Pane Windows 4 sets of 4, South Entrance- 2 side panels of doors 2- 43” x 102” panes, South Dr. Left Panes- Doors, White Poles State St, Curved Bay Windows Main Entry, Entry Doors Main, Upper Front Large Panes, Upper Rail Glass Panels, Upper Window facing west (roof), Bridge Windows, Upper Square Column along walkway, White area above escalators, Upper Columns along the walkway above Ballroom, Exhibit Hall A Right Doors, Exhibit Hall A Main Entry, Exhibit Hall B, Stairways to Meeting Rooms, Granit Columns, Recycling, Trash Receptacles, Panels Below Ticket Both, Large White Area Main Foyer, ATM Area, Floor Graphics, Exterior Sidewalk Granite Blocks, Rail Glass panels along the lower Atrium, Large Glass Panels lower level, Escalators, Elevator Doors, Ticket Booth, WM Will Call Booth

Chair Jordan stated that he has been advised that certain artists that coming in for Jazz Fest receive an exemption from room tax. He asked if there was a similar arrangement for exemptions to teams coming in to play the Crunch. Ms. Toennies responded that she believes that it would depend on where their home office is and what the tax categorization is. When they looked at the Crunch to see what they were bringing to the table, they did have tax on top of their rooms. Chair Jordan asked Ms. Toennies to look into this and let him know if bookings and entertainment were paying room tax or receiving an exemption for rooms used during their stay.

Mr. Rhinehart stated they had talked during the course of the year and he had asked what the breakeven point was, at that time it was $10 million dollars. Ms. Toennies confirmed it is still the same. If a majority of the business was theater driven, which is a higher margin, they might be able to do it on $9 million. Convention business has food costs and labor attached to it.

Mr. Rhinehart added this is what concerns him. He brought this up repeatedly when this Legislature decided to back the arena at OCC. This Legislature has also funded the renovation of the Landmark Theater. We have created a rock here that might be so heavy we can’t lift ourselves. Going forward he will not be here, but this is going to be a situation that is just going to come back over and over again. He certainly is not blaming Ms. Toennies; just pointing this out for the record. The numbers are all here and this presentation is very well done. He just wanted to point this out, for those who will be here next year. This will be an ongoing situation. It is not any different for other community convention centers. He just hates to see us in competition for the same convention dollar. Everyone is competing for this now and the demand has not increased to this point.

Mr. Rhinehart asked if there was anything new on the horizon, adding that he knows that we lost some things such as the big trucks which went to the Carrier Dome. They are now competing as well, so there will be 4 arenas all competing for the same stuff. Ms. Toennies responded that it was interesting because Mike Spaulding has done a great job building those relationships, Funding Coalition, Live Nation, AEG, all the top concert promoters that there are. If they have a show that they want to bring through, Syracuse is a good market. She thinks people continue to discount the War Memorial as old and antiquated, but it is a great place to see a show. You can see from where ever your seats are. They have worked very hard this last year with the Syracuse Police to enable festival style seating. This was a category where they had lost 4 or 5 shows, because they weren’t allowing people to do festival style seating; standing instead of sitting. They have done 3 shows now and are on the path to continue to book more of them. This is crucial; all have been 3,500 – 5,000 people. All have been very profitable for us. They plan on aggressively working this market. Mr. Dolgan of the Crunch has been really great; working with her on play dates when she has the ability to book a profitable show. In the past she does not believe this was happening.

Mr. Rhinehart stated that if either of the hotels were to come into play within a year or two they would have a big influence on what happens downtown at both the War Memorial and the Convention Center. Ms. Toennies agreed adding as she looks at the lost business reports that come out of the CVB a number of them are not so much that you don’t have a Convention Center Hotel; it’s that you don’t have enough hotel rooms in a concentrated area to accommodate the group. They are bidding on one right now for 7000 total room nights, 1000 per night for 7 days. This is a women’s group and they don’t want to be spread all around the County, they want to be consolidated and we really can’t offer more than 300 or 400 per night in a downtown area. A hotel will be really important and could change their whole strategy, as to what they book.

Mr. Lesniak asked if the concerts they were looking at are similar to the one they had the other night. He believes that everyone at SU was coming down for the concert. Ms. Toennies responded that the concert was DJ Tiesto, and had a profit margin in the high $50’s. American Idol was in the War Memorial a couple of weeks before. They intentionally moved Tiesto into the convention center because the kids wanted to be on the floor, they did not want to be up in the stands. Because they had the flexibility to do this, they were able to sell more floor tickets. The War Memorial floor tickets sold out very quickly. American Idol sold out at 5,000 people and the net profit was about $50,000. There is great concert business out there. It may not be what you want to see, but there is a genre for everybody, and that is what they want to keep in mind.

In response to Mr. Lesniak, Ms. Toennies stated if she had to prioritize the fund balance items she would choose the War Memorial in order to get the box type area done. Making some windows and extending out an area where you can sell corporate parties or upgraded tickets. SRC area is going to have some box seating available, that is something that is important to people and we don’t have that ability in the War Memorial. For the Civic Center Theater they did a lot of upgrades for Lion King, some curtains that they needed and actually took out about 124 seats. This allowed aisle ways that were not there before. They will be going back in, but it showed us that we can be more flexible with space. The acoustic panels are the big item in the Civic Center that needs to be replaced. They have been there since the 70’s and can no longer be repaired.

Mrs. Rapp stated what a pleasure it was to get this report. She recently had an opportunity to tour all the facilities. The War Memorial looks fabulous. It’s such a change from 3 or 4 years ago.

Mrs. Rapp stated that the theater business is such a money maker for us. She asked if we lost the Famous Artist group, if there was another theater group that could come in. Ms. Toennies responded that there are actually a couple of Broadway tour groups, one is out of Chicago and she believes the other is from the east coast. Mike Spaulding has reached out to them as well. They have been hesitant to go to strong after them because they don’t want to make it look like they are putting competition in there, whether they book or not. At the end of the day people are not going to go to a show because of whom it is presented by, they are going to go to the show because it is a show they want to see. She thinks that there is some opportunity there.

Ms. Toennies’ added that in the past the Landmark played host to national comedy acts and one off nights. This is something that the Civic Center may be able to pick up. They are all in a wait and see pattern.

Mrs. Rapp stated that no matter where the shows go in Onondaga County they continue to get the sales and ROT money. The more we become an entertainment destination, the better off everyone will be.

Information Technologies (pg. 3-79) – Kenneth Beam, Chief Information Officer; Michele Clark, Deputy Chief Information Officer; Tara Venditti, Management and Budget Analyst

Handouts were sent over for this year’s budget (PC replacement plan – See attachment No. 2). What I will try to do is summarize, so that we don’t have to go through every slide one by one, and then we will take your questions.

County IT continues to consolidate the counties technology into one umbrella in IT. This will allow us to provide departments with more efficient services, we can standardize on equipment and software, all resulting in lower costs when we go to buy that hardware and software. The IT reorganization continues to streamline our department. We have been able to provide better service to the end users.

One example of that is through our new helpdesk where the end users are now able to call our helpdesk which is staffed by 2 experienced hardware great fix guys. We are resolving most issues within 10 minutes while that caller is on the phone. There is not a day that goes by that we don’t receive some type of comment from the end users of this.

We have several projects going on in the department. The most important is the Peoplesoft Project. I am happy to inform all of you right now that, that project is on schedule and slightly under budget which is a good thing for all of us.

The equipment is in place and installed, the software is in place, the system is configured. Right now, we are converting data and working with various departments to test that data; to make sure it is accurate.

Finally we talk about the tech venture capital a little bit in our presentation. We used that money this year to buy an Enterprise Contact Management System for the Health department. That system has been installed for a week now. The Health department is scanning in documents and is very happy with it. This is just an example of where we can pilot a small project within the County that has the ability to grow by having this funding in place.

Chair Jordan stated there is a concern that as a result of the Peoplesoft Program travel and training has increased for all the departments. This was not included in the original costs of implementing the Peoplesoft program. Mr. Beam:

Mr. Lesniak questioned the PC replacement plan and the 104 devices for the Park’s department. Mr. Beam:

Mr. Lesniak asked if any of the 268 devices within the Health department would receive state reimbursement if they were purchased by the Health Department. Mr. Beam:

Mr. Lesniak asked why they wouldn’t revise the plan to update the Health department in 2012 as they would receive state reimbursement to help offset the costs. Mr. Beam responded that for 2012 they will receive reimbursement for Probation and probably some of Hillbrook.

Mr. Lesniak requested a listing of PC’s qualifying for State reimbursement.

Mr. Lesniak stated there is a significant increase in the 300 - Supplies and Materials (pg. 3-82); what was the reason for the increase from 2010 -2011. Mr. Beam:

In answer to Mr. Lesniak, Mr. Beam confirmed that the 413 – Maintenance, Utilities, Rents (pg. 3-82) would not be increasing in any of these areas for Peoplesoft.

Mr. Lesniak asked for an explanation of the 495 - Tax Anticipation Notes (pg. 3-82). Mr. Beam:

Chair Jordan asked for information on the different items listed under the 401 line, Travel/Training (pg.3-83). Mr. Beam:

Chair Jordan asked what he meant by virtual machine. Mr. Beam responded it was basically like replacing 200 stand alone physical boxes with 1 server. It reduces our operating costs and expenditures for more equipment.

Chair Jordan asked why they were paying someone out of the 408 – Fees For Services line $90,000 for disaster recovery and another $105,000 for network support. Adding, it seems like IT should be able to handle this. Mr. Beam:

Mr. Rhinehart asked the total number for PC’s and total expenditure over the 5 years for the PC replacement plan. Adding some are in the budget, some are grant funded and some are under fund balance.

Mr. Rhinehart stated some of the departments have desktops and laptops and asked if there was any duplication. Mr. Beam responded that whenever a laptop is required, they make sure that the laptop can be used as a desktop for that person.

Mr. Rhinehart asked who would be doing the maintenance for all of this hardware. Mr. Beam:

MEMBERS PRESENT: Mr. Lesniak, Mr. Warner, Mr. Kinne, Mr. Buckel, Mr. Kilmartin, Mr. Stanczyk

CORRECTION, pg. 4-5 – Timothy Cowin, Commissioner; Chris Duncombe, Admin. Intern; Randy Blume, Assist. Comm.; Tina Dalfo, Accountant

In 2012 we will continue to operate a safe and secure facility in the most effective means possible.

This has been and will continue to be difficult with reduced staffing and increased inmate population. As you can see from the chart below, in recent years our staffing levels have been significantly reduced, about a 44% reduction.

In 2010 our inmate population was higher than ever before and it appears we will be close to those levels again this year. This amounts to a 50% increase in inmate population from when our staffing levels were 44% higher than they are today. In the last few weeks we have been well above 500, which puts a strain on every area of our facility. We requested a variance from the state commission of correction that allows us to open the gym when needed. The good news is we continue to house a large number of federal inmates which we budgeted at 2.3 million dollars in 2011 and are increasing that to almost 2.5 million dollars in 2012.

The federal inmates do have some direct costs with an increased number of bookings, transports, staffing for the gym when opened, and other miscellaneous costs, but they are minimal compared to the additional revenue we receive.

In this year’s budget we are asking to have the Assistant Commissioner for Management and Administration funded again. We left that position vacant in 2011 and it has been difficult to adequately cover the duties of that position and the additional administrative responsibilities we took on this year. While outsourcing food service, health and laundry services has been successful it has required additional work to oversee those contracts and insure we receive the level of service we require. As you can see from the list of duties previously covered by the Assistant Commissioner, it was extensive.

Assistant Commissioner For Management and Administrative Services

Inmate Classification

Volunteer Services

Human Resources

We are also changing a Grade 6 Personnel Aide to a Grade 5 Clerk II, which is the correct title for the work being performed. This will save about $3,515 in 2012.

Overtime continues to be an area that we monitor daily. We are requesting $744,120 for 2012, which is down from 2011 and includes salary increases. Over half of this amount is contractual – roll call and holiday pay. This remains well below the $1,073,044 in 2007. Considering our increases in inmate population, hospitalizations, one on ones, and our decreases in staffing, this will be a significant goal.

In 2011 we outsourced both our food service and our laundry. We recently reviewed both of those areas and are showing savings in both. Food service is forecast to save over $400,000 a year at Jamesville and at least that or more downtown. The laundry service is a much smaller operation and appears to be saving us over $14,000 a year. The reduction of one staff member with fringe benefits almost covers the cost of the new laundry service.

The Department of Correction continues to provide a number of programs to inmates with very little local money in our budget. Jamesville-Dewitt School District and BOCES provide classes for all our minor inmates who have not received a high school diploma. We also provide a variety of other programs such as:

The Department continues to review every area of our operation with the goal of running one of the best correctional facilities in the state in the most cost effective means possible.

While this does not cover every area of our budget it does cover the areas that are usually of the biggest concern.

Mr. Cowin noted that the staff is going a great job. With the reduction they have had over the last couple of years, it has put a strain on everyone; they continue to do a great job and deserve a thanks for the work they do.

Mr. Lesniak thanked Mr. Cowin for always being responsive to what can be done for the taxpayer while under the mandates that Correction has to do to keep everything in line.

Mr. Lesniak referred to inmate population; if the jail ends up shipping inmates to Correction and bunking at the gym, what does it take in overtime costs to keep it running. Mr. Cowin said that there are 3 staff members a day for the 3 shifts; most of the time, 70-80% will be overtime. It will definitely have a reflection on the overtime line. The issue along with that is that the constant supervisions, one on ones, have risen significantly. There hasn’t been a day when they haven’t had someone in that status or at the hospital, which also needs 24 hrs a day. The good news is that the federal inmates population is the highest that it has ever been; federal inmates pay $102.50/day. There are some minimal costs; if the overtime does go up a little bit, it is worth it to keep the feds. If they get to a point where they can’t house the number of inmates between downtown and Jamesville, then they start throwing feds out to make room for locals. Mr. Lesniak asked if some people end up having to be moved up there, would the state still give Correction the variance, even though still housing federal inmates. Mr. Cowin said that the State will be much happier once they start throwing feds out; they always say that they won’t give the variance to make money. The variance was just approved for 9 months.

Mr. Lesniak referred to constant watch; any relief from mandates from the State. Mr. Cowin explained that liability wise everyone is always concerned about that; some people need to be watched one on one and that is the way it is. He doesn’t think the state will ease those regulations. A one on two can be done if there is clear visibility of both – they have been doing that. Some places are rebuilding their areas so that one on threes can be done, and the state has approved it as long as it is wide open and they can see 100% in those rooms. Down the road, it may be a possibility – would take some construction and some work.

Mr. Lesniak asked about the filling of the Commissioner of Management Administration. Mr. Cowin said that it was always funded until last year. Bill Lansley left and became Commissioner of Parks. The position was left open and they tried to run it without it; it has been difficult to say the least.

In answer to Mr. Lesniak, Mr. Cowin said that they have unfunded positions – it is somewhat confusing because they have correction officers and correction officers trainee. Some positions always have to be unfunded because of the correction officer trainee, when they pass probation, the go into one of the correction officer positions. There has to be enough room to put them into those spots. Regarding the personnel aide for account clerk II – it was the wrong job title for the position, so the job title was changed and there is a person in that title.

Mr. Warner asked if what the cost the county receives for the federal inmates takes care of all of the overtime and future pension costs that go along with it. Commissioner Cowin said that without the overtime, they are making $80-$85/day over that; it covers some of the overtime on certain issues. On regular housing, it does not cover it. If it were being done in the gym, it would not be covered. When talking about $2.5 million, $100k per year in overtime would be a lot, so it more than covers it and would cover the cost of retirement.

Mr. Warner referred to line 051, $30,000 rental. Mr. Cowin said that it is for two telephone towers. In answer to Mr. Warner, Mr. Cowin said that they are still doing the pheasant program.

Chairman Jordan referred to line 408, $40,000 for chaplain services. Mr. Cowin said that chaplains charge and it is state mandate to provide those services.

Mr. Kilmartin referred to population and asked if there are factors that are attributed to the most recent trend. Mr. Cowin said that there are a lot more federal inmates than there used to be; ten years ago it was 0, now are budgeting for 70. Downtown is part of this issue because they used to have all parole and all probation; when they got to a certain point where they couldn’t handle them anymore, then Correction took those inmates. To look at the population the way it used to be, sentenced inmates, they have only gone up a small percentage. When the feds, probationers, and parolees are taken into consideration, it has really driven up Correction. Mr. Kilmartin asked if the violators of parole/probation have been pushed to Correction because of downtown being at capacity. Mr. Cowin said that with their unsentenced inmates, they are getting up toward the top, so they need space. There are contract issues with union rules that they can only take people that are sentenced – parole and probation are sentenced inmates. Otherwise, in the past the Sheriff’s Dept. has actually taken over a unit at Jamesville and Sheriff provides staffing. That goes along with the union rules, but it is very expensive, as the Sheriff has to have people up at Jamesville for supervision. It is a little bit of a conflict because Correction has different rules, regs and procedures. In answer to Mr. Kilmartin, Mr. Cowin said that he doesn’t see that it will become a problem where inmates will have to be shipped to another county because there is such a big gap right now with the federal inmates. The county can lose $2.5 million of income when they throw the feds out; they can be thrown out any anytime. There is no obligation to take them; there are about 70 right now. Mr. Kilmartin asked if Mr. Cowin knew of any specific trends or issues with the capacity down downtown. Mr. Cowin said that it has been a steady increase over the last several years, but didn’t know the reasoning.

EMERGENCY COMMUNICATIONS, pg. 5-54; William Bleyle, Commissioner; Carl Loerzel, Deputy Commissioner; Tom Fleming, Accountant

Mr. Lesniak referred to Maint., Util. & Rents; near $3 million – asked for breakdown. Mr. Bleyle:

Mr. Lesniak asked about debt service for radio system; have we reached a peak in payment yet. Mr. Rowley said that he wasn’t sure if all has been borrowed for yet; will run a schedule.

Mr. Lesniak asked about the back up site cost. Mr. Bleyle said about $500,000/year. Mr. Lesniak said Onondaga is the parent of the interoperable system; discussion about being the backup sites for other counties. Mr. Bleyle:

Mr. Warner referred to rental income $75,000, line 051. Mr. Bleyle said that it is rental to cell phone companies and Clear Channel Radio.

Mr. Warner referred to 057, $261,000 this year and nothing for next year. Mr. Bleyle said that it was moved from 057 to 022 State aid public safety. It showed from $261,547 in 2011 to $236,684 in 2012.

Chairman Rhinehart referred local contribution in 2010 of $13 million and in 2012 it will be $17 million-- questioned where it will end. Mr. Bleyle:

In answer to Chairman Rhinehart, Mr. Bleyle said that the other counties have back up centers, and have to by law. Chairman Rhinehart questioned why they can’t deal with one backup center and share it. Mr. Bleyle said that it is a conversation that he is open to having with neighboring counties. The issue is with areas like Erie County where there is 23 public safety answering points within that county. When there is a failure, it is a lot easier to go from Amherst to your neighbor in Tonawanda. If there is a failure in Oswego Co., it takes about an hour to drive from Oswego dispatch center to Onondaga’s. If CAD systems and radio systems are shared, it is very possible that their radio system and CAD system could come up on our consoles and Onondaga Co. could take over an emergency long enough for them to get people to our backup center.

Mr. Kilmartin referred to the refresh proposed for computers and hardware, and possibly upgrades for Microsoft 7, and asked what would be involved with it, timeline. Mr. Bleyle:

Mr. Kilmartin asked if there is an allocation for training for PeopleSoft. Mr. Bleyle indicated that he does not.

Mr. Lesniak referred to the 911 surcharge for wireless and pursuing state to get more dollars from them. He hopes Mr. Bleyle continues with all of his colleagues, as it is a big crime for them to take all of those dollars and say they are going to put it into an interoperable system and then just throw it into state funds. It is money that should have gone back to these operations, and we wouldn’t see the local dollar being where it is. Mr. Bleyle agreed, noting that last year NYS collected $198 million in 911 surcharge revenue. FCC is working with higher levels of government to go after the states that are raiding that money. Out of the $198 million collected, only $9.3 million was returned to local dispatch centers in New York State.

Mr. Buckel said that the real drivers of this budget are maint., utilities, and rents – up $1 million in 2 years and transfer to debt service up $1.7 million. Mr. Bleyle:

Mr. Buckel asked if separate proformas are set when presented for projects. Mr. Bleyle said that he is very concerned about maintenance costs. He has worked with vendors and the realities associated with economy, worked with them on longer maintenance agreements. Lifecycles of radio equipment are a lot different today than they were 20 years ago. He looks at the whole package when looking at future technologies of the system. Mr. Buckel commented that future capital needs are presented and the proforma, anticipation of the maintenance costs in association with their life cycle – long or short, would be very important.

Mr. Kinne referred to the 800 MHZ radio system being outdated. Mr. Bleyle said it is not outdated yet, but a lot of agencies have migrated to air cards. It is serving needs today, but if they have to migrate to next generation 911 in next 5 years it may not serve those needs. Mr. Kinne said that 2 years ago when the interoperable planning and radios were discussed, he was told the whole system was planned out in advance and all possibilities were taken into consideration, about $33 million was spent on the system; he asked if this was missed or if legislators weren’t told about it. Mr. Bleyle said that the mobile data radio system was in place before this new radio system. The technology is changing fast. There are 2 systems. The most /critical system is the voice radio system, spent $34.5 million – will be around for a number of years. The system they are looking at now is how to get data to their cars – ability to send and receive data through CAD. Next general 911 technology is expensive, America is changing the way it communicates, there will be mandate from FCC. As it occurs, they will need to look at bandwidth; the next question is who is responsible for it. Right now they offer 56 kilobytes, which is nothing, it is adequate for some agencies, but it not for many so they went off on their own and bought Verizon air cards. As technology changes, being forced to keep pace with it. They will not knee jerk implementation of technology; will do what they can to control those expenditures. Mr. Kinne said that he feels used because there was an expert that came to committee and said that they thought of everything, there was nothing about this new type of system. He feels that legislators were not served properly by not being forewarned about a major expense coming down the pipeline.

SHERIFF - Police/Civil, pg. 4-138; Custody, pg. 4-155 – Kevin Walsh, Sheriff; John Balloni, Chief-Civil, Ted Bottsford, Chief-Police; Dan Schuster, Dir. Admin. Services; Roy Graiten, Asst. Chief

Mr. Lesniak referred to grant monies – noting there are several for vehicles; asked if they have been ordered. Chief Balloni said that they have; some of the assigned vehicles have been paid for by the federal government; some include gas and maintenance, based on assigning people to the federal task forces. Mr. Lesniak said there is around $500,000, in grants, for police cars; asked how many are being replaced and when will they be here. Chief Balloni said that the federal vehicles are not patrol vehicles, they are warrants vehicles – people assigned to federal task force activities. The $130,515 is for the 3 Clay cars; they are part of the Clay contract and are in the process of getting those vehicles. Mr. Lesniak said that there are 3 different grants for $84,000. Chief Balloni explained that those are the special investigation unit cars – 6 cars total. Mr. Lesniak referred a grant for $63,511, grant 782145; Chief Balloni said that is the 2009 JAG Recovery grant; patrol vehicles were purchased with it. There was a total of $350,000 in that grant -- purchased 11 marked cars, 4 unmarked cars, 1 van. There is $63,000 unencumbered, which was partially for the Central Control remodel – no vehicles are left in it.

In answer to Mr. Lesniak, Chief Balloni said that they average 24-30 medevacs per year. Mr. Lesniak referred to the local law for a fee for a flight. Chief Balloni explained that it is a placeholder fee based on an average that they can see, it is not firm yet in terms of the amount. There is an RFP pending; will hopefully hire a billing firm to help them determine exactly what the fees will be. Mr. Lesniak said it would equate to approximately $204,000. Chief Balloni said that there is a collection rate of 70%, but there are reductions on that 70% based on insurance company paying a set amount. Those things have to be negotiated with the major players; can’t count on it being total revenue; are estimating $120,000.

Mr. Lesniak referred to the Foundation, a total $346,000 out of the grant. Chief Balloni explained that the flight money is not in that $346,000. It is $346,000 above the flight money; above the money from other counties. Mr. Lesniak asked where the revenue from the flight money would b used. Chief Balloni said it would be used to support Air One.

Mr. Lesniak referred to the positions to be civilianized. Chief Balloni said there is one position; it is not vacant at this time. The police sergeant that is in the position would go to the road – the sergeant’s position would be unfunded. They may end up with the union arguing that it has to be a police position. Mr. Lesniak referred to the handout – civilianization savings (attached); Chief Balloni said that it shows civilianization for past years; how much has been saved. There is just one position this year.

Mr. Lesniak said that he has been looking into the number of investigators in other counties. Monroe County has 24 funded investigators; Onondaga has 62. The City of Syracuse has 108 detectives; Rochester has 79 funded. In Monroe County, they have a combined task force of investigators between City of Rochester, Sheriff’s Dept., and in some cases inclusive of the towns – a total of 35 investigators. That unit works on every crime that is narcotic related. About 80% of crimes committed have some type of narcotic element to them, so 80% of the crimes are done by this task force. If there is no narcotic element, it is shifted over to the regular investigative unit. Their numbers are significantly lower with this combined unit. Chief Bottsford questioned where the 62 number came from; Mr. Lesniak said that it came from the Sheriffs sheets. Chief Balloni said that it includes everything that is basically not patrol; CIS function, ETs, property room, a lot of things that aren’t detective. Chief Bottsford stated that the tech services guys, property room, and evidence are not working detectives. The evidence technicians are out on the street in marked vehicles handling crime scenes; they are the people that gather and collect the evidence. He said that the numbers are wrong. Mr. Lesniak said that on the sheets there are investigators assigned to every different station – whether they are arson or special. He asked if they aren’t doing arson investigations, major crime investigations, or abused unit investigations, then what are they doing. Chief Bottsford said that Mr. Lesniak is dealing with incorrect information because detectives are no longer at the stations; all detectives are now downtown, other than the people with abused persons, which are at McMahon-Ryan. Mr. Lesniak said that the information came from the Sheriff’s offices – the people are listed as investigators as: major crime, warrant, sex, arson, etc… he questioned if they are not investigators, then what are they assigned to. Chief Bottsford said crime scene specialists are evidence technicians and fall under the criminal investigations chain of command only in that they collect the evidence at the major crimes. Therefore, they are evidence technicians, they are not out there doing interviews or interrogations – they are crime scene specialist, they are not detectives; they do not get take home cars; they don’t get the clothing allowance. Right now there are:

Chief Bottsford said that he would be glad to share the information as Mr. Lesniak has an incorrect number. There are 43 working investigators including supervisors and task forces, warrants and drugs. Mr. Lesniak said Monroe is a bigger county.

In answer to Mr. Lesniak, Chief Bottsford said that there are 6 deputies and 1 sergeant assigned to Operation Impact. They are part-time Operation Impact; slated to end soon and pick up again at a later date. Chief Balloni answered that they will provide the total cost for Operation Impact.

Mr. Lesniak referred to Clay enhanced patrol, a $300,000 increase – asked if the contract is close to expiring. Chief Balloni said that it will be renegotiated soon. There is $1.7 million appropriated, doesn’t know that fringe would be – it is contract and salary driven. They take what is in the contract and multiply it out using the new salaries and add in any costs they have, i.e. retirement costs. No negotiations have started; the contract is currently in place until 2013. Either side can get out of it with a formal notice. Mr. Lesniak asked what happens to the positions, if the contract is not executed. Chief Balloni said that the revenue would fall short; it would be up to the legislature at the next budget review to make a decision on how to handle it.

Mr. Warner referred to Mr. Lesniak’s questions regarding investigators and noted that it sounds more like an accounting as to who is including investigators in their titles.

Regarding Air One, Mr. Warner asked if the Sheriff’s Dept. was led to believe that the program would be essentially approved as it exists right now; when did the department become aware that the positions would be cut. Chief Balloni said that the positions actually aren’t cut in the proposed budget; they are moved to grant funded. They didn’t become aware of that until the weekend before the budget announcement. In answer to Mr. Warner, Chief Balloni said it is $246,000 in salary. Basically, some of the funding was taken for the helicopter was put into the grants funds by the Sheriff’s Dept. Then the salaries were added to that. In the Sheriff’s proposed budget, it had covered a lot of the other costs for Air One between the revenue from other counties, the revenue anticipated from medevac, and the $100,000 anticipated to be raised. They indicated that they would raise $245,000 of the cost out of those revenues.

Mr. Stanczyk’s question/statement was inaudible -- asked for approximate total of patrol cost – to get a sense of how much is spent in the different townships in the County. He has had an ongoing concern about the equality. Sheriff Walsh said that he lives in the Town of Clay and the Town of Clay doesn’t have any county parts. The Town of Salina makes out well as they have 3 or 4 big county parks. He doesn’t feel that as a taxpayer in the Town of Clay that he should have to pay for County parks. Regarding if there is a way to police equitably, he noted that one issue that the City has is that you police where the crime is. There are always more cops where the major crimes are occurring than there are in some of the neighborhoods outside of the major crime occurrences. So are the people that live outside of the major crime occurrences getting equitable policing. He referred to that you best judge efficiency of a law enforcement agency by the absence of crime. The more we can do to not have crime in an area, the less cops will be needed in that area. That doesn’t always work out to equitable policing. He does not have an answer as to how it can be done equitably for everybody – the important thing is that they make everyone as safe as they possibly can. In the past 3 years with Project Impact, you have seen the marked units in the City of Syracuse. There has been a lot of commitment with and to the City of Syracuse – most of it has been with drug units, investigators, sex crime investigators who work closely with all city operations; our Civil Department, which works an awful lot in the City -- it serves all orders of protection. It is all lumped into the police and civil budget – it is hard to pick out the things that say this is a benefit for one group and this is a benefit that goes to another group. Sheriff Walsh said that he can provide the number of calls to each jurisdiction and the types of calls.

In answer to Mr. Stanczyk, Sheriff Walsh said that the courts are open during the day time, which is why there are more people working. There are more hospital details and more court transports, which is why staffing is higher in day shift. They don’t need as much staff on for the overnight shift; there are even a couple of posts that they can sometimes leave vacant on the midnight shift, which they are mandated to staff at other times. The issue with overtime is the increase on average daily population – it is up over 100 bodies, after they have given 150 bodies to Jamesville. The Commission has cracked down on overcrowding. There are laws being changed to allow anyone with bed space to take inmates from out of state to bring in revenues. They used to bring in a lot of revenue when they had space at the justice center; now that revenue is going up to Jamesville. More and more they will have to give up the feds. They are getting killed on overtime because they have to do the one on ones for any potential suicides. It is 24 hrs./day, 1 deputy watching 2 inmates maximum. They are working with state to try to expand it -- trying to get one deputy watching 3 inmates. They have made modifications to cells. There has been at times up to 19 suicide watches…had to have 10 people, 24 hrs/day watching inmates. They have never had a successful suicide on a suicide watch. Mr. Stanczyk’s comments were inaudible. Sheriff Walsh said that they are still 9 positions shy of what the state stays they should have to run the facility.

In answer to Mr. Stanczyk, Chief Balloni said that the cost of benefits has increases so greatly, that it is more cost effective to pay someone in overtime than it is to have new people. Mr. Stanczyk asked to have a breakdown of the analysis.

Mr. Buckel said that crime rates here and across the nation have gone down and asked what is driving the daily increase at the justice center. Sheriff Walsh said that there are a number of factors – not booking more people than they did; last year booked 14,000; the first year they opened they booked 15,000. They had gotten down to 13,000 at one point. There are a lot of repeat offenders; they are going before the judges. The judges may release them a couple of times on their own recognizance and they only spend a day or two in jail. The next time the judge may set a bail at $500 - $1,000. They go out and do something else; they are back in front of the judges 5 – 8 times and the judges are giving them higher and higher bails. They aren’t making the bails, so they are sitting in jail. There is probably an economy factor that plays in. It used to be that the average daily stay was less than 10 days in the ’90s; now it is 18 days. Crime statistics that you see are only the FBI numbers reported to them: arson, robbery, rape, burglary, assault, murder, auto theft. That doesn’t mean that the calls have gone down; if anything with the advent of cell phones and better communications through the work of John Balloni and Bill Bleyle, people are willing to pick up the phone and call them. Crime has gone down statistically, but not the arrests and the people sitting in jail longer.

Mr. Buckel asked what to do as policy makers to shorten the time and cut costs. Sheriff Walsh said that all of the alternatives to incarceration programs are exhausted. There are new programs that we hear of from other communities, which are basically things that Onondaga Co. has been doing for years, but they call it something else. Mr. Buckel asked if on a per capita basis if our population is any more/less than other communities. Sheriff Walsh said that they are all having the same problem. It is a necessity to begin the process to look at what we will do in the future. Twenty years ago when designing the facility, they looked at the numbers and the numbers said for 20 year prior history, have seen a 2.5% to 3% growth in inmate population. It can be projected that by the year 2012 that they will hit the maximum capacity in that facility. That is why they argued for a 4th tower; it would be impractical to try to do a 4th tower now, but are going to need some place to put the increased jail population. They are almost at maximum capacity now with a 150 less people – have shipped the feds and parole only and probation only. Mr. Buckel thanked the Sheriff Dept for their services; have handled some very high profile matters very successfully over the last year.

Mr. Warner referred Mr. Stanczyk’s comments regarding disproportionate costs – asked for the number of city residents that in are in the jail as opposed to the rest of the community. Sheriff Walsh said 66%-67% are city residents or city arrests.

Chairman Jordan referred to navigation patrol – noting that 60% reimbursement is received from NYS Parks and Recreation and asked if it is for patrolling of all of the lakes. Chief Balloni said that it is; the projected amount to receive from the State is $87,053.

Chairman Jordan noted that detail indicated that the Sheriff has assumed responsibility for more troublesome inmates from the Correction Facility at Jamesville, and asked if these are inmates that would otherwise be at Jamesville. Sheriff Walsh explained that these are 504 transfers from Jamesville that should be there but because of medical or mental health issues and violence issues, they don’t have the facilities at Jamesville to deal with them. They do prisoner tradeoffs – send some to Jamesville and get some balance.

Chairman Jordan asked what grants are intended to be applied for in 2011 budget year and what grants are in the pipeline. Chief Balloni said that they have someone who constantly looks at grants and if it is anything that they can reasonably put in to offset the local burden, then they do. Some grant money is drying up. They put in a grant for the 4 deputies that would have covered the Air One deputy issue in a COPS program, but the program got its funding cut. They put in for a DEA grant, $100,000 for next year; $20,000 of it was just accepted this year. They are exploring additional grants for Air One for next year; may be eligible for some grants because of the 501C3. They are going into the foundation business at a very difficult time. There are about 15 grants that they review regularly; the grants person advises them; and they discuss with different sections of the agency what they need and what they can go after in grants. Some grants are very specific and would actually increase local costs – they have not gone after those for the last year or so because of economic conditions. Chairman Jordan asked if there are any grants that have been applied for are hoping to receive that are not reflecting in the budget. Chief Balloni said that there is nothing that they have applied for; they are looking at other things that they might apply, which wouldn’t be reflected in the budget.

In answer to Chairman Jordan, Chief Balloni stated that the anticipated salary savings for 2011 is $150,942 on custody side; $148,993 on the police side.

In answer to Chairman Jordan, Chief Balloni said that the projected revenues for Air One are reflected in the budget.

Chairman Jordan referred to the foundation and asked how fund raising efforts have been going. Sheriff Walsh said that the first fundraiser was very successful; profited a little over $4,000; thinks the event will continue to grow and bring in much more significant dollars in a couple of years. They have solicited fire departments and individuals for membership into the Air One Foundation – raise about $3,000 so far. They are putting together a direct solicitation letter to send to a 12 or 13 county area. They are hoping it will generate a significant amount of revenue. A $20,000 grant was received from DEA—it is going towards future costs and hope to see it grow. They are selling tickets to a comedy show; feel it will bring in a moderate amount of profit. There are a number of people that have come to them with ideas. They are confident that they can raise $100,000 in the first year of operation.

Chief Balloni said that it was July 12th when they received the 501C3; letters were sent to 200 law enforcement, EMS, fire, and police agency type people. It generated $3,000 in funding. They have been passing them out at police, fire, EMS, meetings they attend – about 300 additional letters. On Aug. 24th a letter was sent to emergency managers and sheriffs from 13 additional counties, asking them to provide their same list of personnel that letters could be sent to. On Aug. 30, the emergency managers and sheriffs were invited to a meeting asking them to commit to getting funds for Air One – are getting positive feedback and several commitments. Sent a follow up letter to those that were unable to attend the meeting and Sheriff Walsh has been on the phone with them. Sheriff Walsh thanked Senator Schumer who interceded in the tax free status with the IRS. He is doing the same thing now for them with the FAA – made an announcement today that he has contacted the FAA to see if they can have the 135 certification in a much quicker fashion. Mr. Lesniak suggested the Sheriff’s Dept. get in touch with OCPL – they have a computer that has direct access to all foundations that are willing to fit this mode.

Mr. Kilmartin referred to pg. 4-138; org chart for different subdepartments – asked if there a way to take the org chart and list the people dedicated to different departments. Chief Balloni said that this org chart is to show how the budget is administered, not to show the departmental organization. There is an org chart for the entire Sheriff’s office that breaks it up into different departments and units. He will provide it to Mr. Kilmartin.

Mr. Kilmartin asked if there is a chart showing the local levy for Sheriff’s office as a part of the total county levy. Chief Balloni said that he doesn’t. Mr. Kilmartin said that it would be illustrative to see the appropriations for the county and the county levy over 10 years and compare the two. Chief Balloni said that he will provide it.

Mr. Kilmartin referred to the Clay enhanced services; asked when the contract expires; Mrs. Tarolli said December 31, 2013. Mr. Kilmartin asked if there is a termination clause. Chief Balloni said it is on written notice given at least six months prior to December 31st and at least six months prior to December 31st of each year thereafter during this agreement, the county and the town reserve the right to terminate this agreement for cause at any time. Mr. Kilmartin asked if either party decided to terminate mid cycle in mid 2012 then the county might have a revenue shortfall. Chief Balloni agreed. Mr. Kilmartin asked if the County would have revenue shortfall and an embedded cost for that year. Mr. Rowley said that if there is an adjustment to the contract, Clay would want that adjustment done by the end of November because they have to do their budget. An adjustment could be done before the 2012 budget kicks off and amend the County budget to reflect that contract. Clay adopts its budget in November.

In answer to Mr. Kilmartin, Chief Balloni indicted that there are 3 new vehicles dedicated to Clay personnel. In answer to Mr. Kilmartin, Chief Balloni said about $500,000 is dedicated to vehicles every year, an average 24 vehicles are requested. Mr. Kilmartin noted that aggregate for vehicle is approx. $240,000 in operating budget; and about $1.2 million out of fund balance. He questioned how many vehicles are incorporated in the $1.5 million. Chief Balloni said it is 58 total vehicles:

Mr. Kilmartin asked for a break out of vacant funded and vacant unfunded positions. Chief Balloni said that the Budget department will provide it.

Mr. Kilmartin asked what the amount of dollars are that the Sheriff’s Dept. gets from the State passed through the DA’s office of Operation Impact. Chief Balloni said that he didn’t have a number; it goes through the DA’s budget.

Mr. Kilmartin referred to FAA certification, asked if FAA has notified the department of any snags in the process, any delays, any additional information they need, etc. Chief Balloni said that there have been two slowdowns in the FAA due to federal funding and nonessential things stop happening. Regarding snags, virtually every time they submit paperwork, it is sent back to the department noting what needs fixing. Some are interpretations by one team vs. another. It has been a constant back and forth and they are trying to work as closely as they can with them. The reality is that the FAA has had resources pulled off of this several times because of the current mess in Washington.

Mr. Kilmartin asked how the Sheriff’s Dept. will work on a cash flow basis if there is delay with the certification from the FAA, or delays in the funding for the foundation. Chief Balloni said that they continue functioning; a lot of grants don’t come in exactly when they are supposed to. Once they are in the budget, they catch up when the money comes in. They have sufficient cash flow.

Mr. Kilmartin asked about the status with the City on the academy. Sheriff Walsh said that Chief Fowler spoke to him two days ago, and said that he would invite the Sheriff’s Dept. to his academy, probably early next month. The Sheriff’s Dept. has invited SPD up to OCC to see the new building and programs. Mr. Kilmartin asked how many issues are left to work on in terms of the agreement. Sheriff Walsh said that they believe what they set out to do in the committee was to change the paradigm, to do things differently than they have been done forever. They are still a good distance apart. There is a better understanding now from the City on what they were trying to accomplish with pre-employment and thinks they can still move in that direction. Mr. Kilmartin asked if the financial savings could be transferred to the Common Council and/or Mayor, then it would be a powerful argument to expedite SPD’s review.

Mr. Kilmartin asked if the department had to turn back the clock on its local appropriations, 2 or 3 years, it would be a much smaller appropriate, much smaller local dollar levy, what changes in priorities, programs, services would be at the top of the department’s list in order to meet that lower levy if a catastrophic event happened in terms of available funds. How would services and staff be reprioritized or reshuffled. Sheriff Walsh said that they have done so much to cut the Sheriff’s budget, with the 78 less positions now than they had a few years ago, in an effort to find ways to satisfy the needs of this legislature and this county. There is nothing left to cut except the bone. That would mean that people would wait longer for police service. They will still be able to answer life and death emergencies; those will take priority. Things like parking lot accidents and accidents without serious injury, those people can wait an hour or two. Because they are down 23 positions, they are experiencing people doing two jobs that used to be done by two people, now being done by one person. Gathering statistics and information for the various groups that keep asking for it, takes people away from the efficiency of the organization. They have reduced the number of K-9s used to have 9 are down to 4, pilots – used to have 8 and are down to 4. They have made all of the reductions that they can make. They are turning down a lot of requests to do a lot of proactive things that they used to do. A lot of the crime prevention type of programs with Neighborhood Watch and various group – they don’t have the manpower any more to send a deputy who is actively working the area to talk to these groups. They try to cover them with himself, Chief, undersheriff.

Chairman Jordan questioned the breakout of 401 line, Police Div., $20,000 for confidential funds. Sheriff Walsh said that it is drug buy money.

Chairman Rhinehart referred to the Clay contract, and asked if the county absorbed some of Clay’s employees. Sheriff Walsh said that the county absorbed 13 for the contract and 3 to fill vacant positions. Chairman Rhinehart asked if the contract goes away, do the positions go away. Sheriff Walsh explained that the people that came into those positions would have certain seniority rights. The funding for those positions wouldn’t be there. The commitment that they have to Clay is to have two cars in the Town of Clay, in addition to the ones they normally have out there, that do not leave the town for any reason other than what the normal Clay police officers used to leave for (i.e. bring a prisoner down town). If the contract goes away, the two additional cars would go away. The employees are not county employees; they would still be on the contract. Chairman Rhinehart asked where the money would come from to pay them; Sheriff Walsh suggested fund balance. Sheriff Walsh said that unless they are funded, there would be 13 people laid off; the people that are laid off are not necessarily the people that came over from Clay because of seniority and bumping rights. Chairman Rhinehart said it would be that or raise taxes to pay for the extra sheriff’s that are there. Sheriff Walsh said if the legislature decided they didn’t want to lay off the 13 people, then there would be an additional cost from either fund balance or next year’s tax rate. They would not all be dedicated to Clay; they would then go to wherever they are needed in the county.

In answer to Chairman Rhinehart, Sheriff Walsh said that the department has 207 vehicles. Chairman Rhinehart asked if that includes the armored personnel carrier; Chief Balloni said that it does, but the City has used it so much that they would love to get that vehicle. It is on a grant, so they can’t pay the county for it.

Chairman Rhinehart referred to automotive - $246k in budget; $1.2 million in addition for 53 vehicles. Just two years ago, 2010, the legislature appropriated $350,000 in vehicles and nothing last year. Chief Balloni said that in 2009 it was in the JAG grant, so they had just replaced a bunch of them, and that is why they didn’t get as many in 2010. This year 6 have been approved through grants.

Chairman Rhinehart asked how many other counties are on board to contribute to the Air One program. Sheriff Walsh said the 13 counties were invited; 6 came; they all agreed that they would go back to see what they could do – similar to what Cayuga Co. does – give $5,000 each year as mutual aid. The counties that couldn’t attend, he has reached out to and they are looking into how they give some contribution to keeping Air One as a viable option as a regional use ship for law enforcement and emergency transports.

Chairman Rhinehart said in the last two years appropriation for the Sheriff’s Dept. have gone from $71 million to $81 million, the local share has gone from $62 million to $68 million, plus another million dollars for vehicles. Last year the legislature settled on $66 million contribution; this one is $3 million on top of that. What are legislators supposed to do with this – it contributes directly to people’s property taxes; where does this go – 10 years ago the budget was half of what it is now. In not even 10 years the Sheriff’s budget alone will eat up all of the local property tax levy. Chief Balloni explained that almost $9 million of the increase last year was in contracts for medical services that had been in the Health Dept. budget and then was transferred into Sheriff’ budget. If you take that out, the increase was very small. This year if the things that they have control of are taken out, and take out benefit increase costs, retirement increase costs – the department held the line and even lowered some areas. Every portion of government is seeing this kind of thing based on the economy –increase retirement costs and medical costs going up as disproportionate rate. The same questions need to be asked – how do we stop this. He knows what the legislature is facing on the State side. Chairman Rhinehart said that the legislature can’t control the Medicaid and state mandates, but can control the local spending. He sees a $3 million increase and $1 million for cars--looks at the helicopter and thinks that if it were sold it would pay for the cars 3 or 4 years in a row. Regarding special enforcement patrol, he knows they are out there working, but at some point the legislature has to draw the line and say we can do a basic level of service and the rest of the stuff can’t be put on people’s taxes.

MENTAL HEALTH; Robert Long, Commissioner; Sandra Miller-Martins, Fiscal Officer

Chairman Jordan requested a list of the vacant funded and vacant unfunded positions. Ms. Martins responded to Chairman Jordan the anticipated salary savings for this year will be $115,000.

Mr. Rowley replied to Mr. Rhinehart that the reimbursement for mileage is $.555 and will show up in revenue.

LONG TERM CARE – VAN DUYN, COMMUNITY SERVICES; Maureen Cerniglia, Deputy Commissioner

Good morning. I am Maureen Cerniglia, Deputy Commissioner of the Department of Long Term Care – Van Duyn Home and Hospital – and I am here to present to you the 2012 recommended budget for Van Duyn.

We have prepared a power point presentation to guide our discussion. Please refer to the additional hand outs for more detailed information.

As you are aware, upon approval of the 2011 budget, Resolution #239 was issued by the Onondaga County Legislature. This resolution called for the Onondaga County Division of Purchase to issue a Request for Qualifications (RFQ) for individuals and/or firms interested in the acquisition of Van Duyn Home and Hospital. The RFQ was released in November of 2010. Eight firms/individuals submitted qualifications. After much deliberation, it was determined that SUNY Upstate Medical University’s qualifications most clearly met the needs of our residents, staff and the community. Formal negotiations began March 14, 2011.

Since that time, many, many hours by both parties, Upstate and Onondaga County, have been logged as Upstate conducts their “Due Diligence”. At this time I would like to publicly thank everyone that has stopped their everyday duties to answer a question, look for paperwork, conduct multiple analyses, attend meetings, etc. As the Due Diligence is drawing to its final phases we look forward to concluding the future path of Van Duyn.

Two initiatives of outsourcing came to fruition in 2011. Personal laundry services are now handled by Lazybones and we have successfully improved the turnaround time and reduced the number of lost articles of clothing for our residents. Also Van Duyn staff cooks became part of our food service contractor’s employment, Advanced Meal during 2011. This change allows the food service company full control of the 1500 meals produced daily, improving the quality of the service provided to the residents.

The completion of the capital projects started in 2009/2010 as a result of the HEAL IV grant came to a close in 2011. All eight elevators in the facility were successfully renovated and include voice audible announcement of floor arrival to better serve our residents. The fire alarm system and nurse call system upgrade have greatly reduced excessive environmental noise as well as enhancing the safety of the facility. At the end of the packet we have a one page summary of Van Duyn’s capital projects for your review.

A transition to a new financial software package was undertaken. This software upgrade was crucial as our old software program was no longer supportable due to its age. This transition will allow for more accurate and timely billing for services provided and will eventually be able to interface with our electronic medical records.

With the retirement of the Commissioner and Assistant Administrator in early 2011 it was decided to recruit and hire two Assistant Administrators that held nursing home administrator licenses. We were successful in this effort and hired Jolene Trombetta in March and Kim Kohner in May. The addition of two senior administrative staff members that have nursing home management experience and understand the myriad of regulations that Van Duyn must meet every day has been extraordinary. Jolene and Kim have embraced the challenge of operating and serving up to 513 residents within the current constraints we face and have hit the ground running, promoting and imparting their knowledge and experience with the staff, residents and families.

Leadership training for the Assistant Directors of Nursing was accomplished in 2011. A five session course covering Leadership Style, Time Management, Critical Thinking, Team Work Concepts and Communication was presented by NYAHSA. Also, we have sent and/or participated in over 30 additional training sessions for our staff in all departments focusing on important, critical topics in the nursing home industry.

As we had been waiting for approved Medicaid rates for some time, for the first half of 2011, Van Duyn was being paid at the same Medicaid rates that it had been for the last three years. In June of 2011 we received notice that our Medicaid rates were approved back to 4/1/2009. These approved rates are reflective of the new reimbursement rebasing model. This model changed from a base year of 1983 to using 2002 costs as the base year to compute the rates. As a result, our daily Medicaid reimbursement rate increased approximately $35 per day. Please note that we believe there were errors in the calculations and our rates are currently being reviewed for accuracy. As appropriate, appeals will be filed with the Department of Health to adjust our rates accordingly. We believe our rates will be reduced approx $15/day.

In July 2011, Van Duyn received a lump sum payment to reconcile our Medicaid payments received to what we should have been paid under the new rebasing methodology (described above). The payment covered the period of April 1, 2009 through June 30, 2011. As of July 1, 2011 we are being paid at the published rebasing Medicaid rates.

In August of 2011, the County received notice that Upper Payment Limit (UPL) or IGT funds have been authorized for the state fiscal years of 2009/2010 and 2010/2011. Resolution #471 by the County Legislature approved the amending of the 2011 county budget to allow Van Duyn to claim the retroactive IGT funds for 2009/2010.

The IGT funds are planned to be used in 2012 to cover the anticipated budget gap.

The 2012 recommended budget calls for an increase of $2.9 Million over the 2011 BAM. This increase equates to $1.8 Million in direct appropriations and $1.1 million in interdepartmentals ($655,000 attributable to fringes and retirement benefits). Operating expenses have increased due to the addition of contract expenses to the 300 (Food Service contract) and 408 (Contract nursing and Consulting contract for DOH deficiency issues) lines of the budget. Also included in the operating expenses are increased salary costs due to contractual obligations.

Private Pay rates will be increased by 5% effective January 1, 2012. The new rate will increase from the 2011 rate of $306/day to a 2012 rate of $321.30/day. Private pay residents represent approximately 7% of our census days budgeted for 2012, equating to $5 million in anticipated revenues.

Medicare Part A rates will suffer devastating cuts in the skilled nursing facility prospective payment system for federal fiscal year 2012 (effective Oct. 1, 2011). The Centers for Medicare and Medicaid Services (CMS) will be implementing an 11.1% decrease in overall payments. Our average Medicare rate estimate for 2012 is $411.31 per day. Medicare Part A residents represent 6% of our census days budgeted for 2012, equating to $3.6 million in anticipated revenues.

CMS is proposing a dramatic 29.5% reduction in Medicare Part B rates for calendar year 2012 for physician/ancillary/therapy services billed by skilled nursing facilities. Medicare Part B rates are tied to growth in the economy and since the year 2000 CMS has been calling for negative adjustments to the rates. Accordingly the 2012 revenue estimate for Medicare Part B has been reduced by $771,000.

For 2012, a new Medicaid “Statewide Pricing” model will be enacted and is to be effective 10/1/2011 or 1/1/2012. The Statewide pricing model is not final. It is still being modified and could change before implementation. We anticipate our daily Medicaid rate under statewide pricing to be approximately $184.92/day. The rate includes an estimated $9.92/day capital component which is a direct result of the recent major capital improvement expenditures of 2009/2010. The anticipated decrease in revenues as a result of this change in the reimbursement model is $4.9 Million.

The number of positions requested in the 2012 budget remains constant with the 2011 BAM.

Any given day VDHH has open positions. A snapshot on September 8, 2011 revealed the following:

Having this many open positions causes the use of agency services and overtime to staff the facility. We are obligated to provide the staff necessary to take care of the residents. Van Duyn is continuously hiring and recruiting for staff which adds additional strain to our administrative team.

Within the last year VDHH has hired 2 Assistant Administrators, 1 Director of Operations, 2 Assistant Director’s of Nursing, 1 Director of Fiscal Services, 1 Personnel Administrator, 1 Program Analyst, 1 Inventory Control Supervisor, and 2 Directors of Social Services and most recently, we have had a resignation of another Assistant Director of Nursing. These constant changes would cause great strife for any business, let alone a nursing home where stability of staff to provide consistent quality care for our residents is critical.

The Director of Fiscal Services position has turned over 3 times in three years. In the 4 years that the Assistant Directors of Nursing have been in place the turnover rate is at 85%. VDHH cannot continue to replace and train key management staff positions. We need to provide competitive wages to recruit and retain talented staff. Upon discussions during exit interviews, non-competitive salary linked with the demands of the positions is one of the main reasons cited by employees for leaving Van Duyn. (Slide 10)

As was requested last year, this budget recommends upgrades for three key positions:

Approval of these upgrades will be a significant start to recognizing and addressing the value of the management workforce and the responsibility undertaken in serving 513 residents.

State Survey Changes – Starting early in 2012, the Central New York office of the Department of Health will be transitioning to the QIS (Quality Indicator Survey) process. This is a dramatic change from their traditional survey process that all nursing homes have been using since the 1990’s. This transition will be taxing for both the facilities and the surveyors. Van Duyn has purchased the ABAQIS system to help us prepare for this change.

Supplies – An Online Incident Report management system is included in the Professional Services line budget. Timely and complete investigations of incidents have been a focus by both Van Duyn and the Department of Health. Currently we are using a paper based, manual system. Van Duyn is too large of a facility to continue using this manual system. The Online Incident Report management system will enable the facility to initiate investigations more timely, notify all appropriate individuals immediately via an email message, and allow for a quicker resolution and completion of the incident investigation. Data reports of the incidents are available to determine trends, outliers, time factors, etc. We must have this system to move forward.

Nursing homes will be facing daunting challenges within the next few years. The changing and ever declining reimbursement methods add stress to an already fragile system. Van Duyn will continue to work with SUNY Upstate on the due diligence and will report new information as it becomes available. Amidst the challenges that the declining reimbursement methods present to us, we will continue to do our best to provide quality care to the residents of Van Duyn Home and Hospital.

Chairman Jordan stated his wife is in the business and everything is done electronically. Her company does off sight medical billing, and maybe Van Duyn could realize certain efficiencies under one umbrella. They may have a sub group within DMB for billing for Van Duyn; not sure they need to have someone onsite.

Mr. Warner requested Mrs. Cerniglia send the list of prescriptions purchased to Canada Rx to find out what their cost would have been for the same $555,000. Mr. Rowley responded the issue of legality still exists. Mr. Warner responded he is requesting to see what the cost difference would be. Mrs. Tarolli commented last time it was not legal to buy from Canada, but she will look to see if anything has changed. Mr. Warner requested the list to do the research. Chairman Jordan clarified Mr. Warner is not looking for exact prescriptions only cost differences of what it would be from Canada Rx versus where we are getting the prescriptions. Mrs. Rooney responded she will get a list. Mrs. Cerniglia replied to Mr. Warner that she will talk to Kinney Drugs, and see if it is possible to get an answer within two weeks. Mr. Warner stated that will work.

Mr. Rhinehart commented he was surprised to hear the $10 million number because he was still under the impression it was around $7 million; already a big number at $7 million. Added up the lower number of reimbursements is $3 million. This number is 20% of the revenues of a $50 million per year operation. Mr. Rhinehart reiterates talking about having to get out of the nursing business. Mr. Rowley agreed with Mr. Rhinehart that 2012 will be no local dollars only IGT and fund balance to carry it. Mr. Rhinehart asked if there was anything hidden within the interdepartmentals. Mr. Rowley replied the interdepartmental charges are overhead departments such as IT, Purchasing and Law.

Mr. Rhinehart commented at Van Duyn the payment schedule is not competitive with the private sector; a lot throughout County. This was the motivation at budget time to use to push to remedy the Van Duyn situation. The concern is if the County brings VDNH up to be competitive with everyone else, the motivation to move on from the facility will go away as it did under the previous administration.

Mr. Rhinehart stated several years ago Van Duyn did not use every floor. This legislature, if it comes back in the budget next year with $10 million in spending, will be forced to look at making Van Duyn smaller by closing a floor and lower the amount of patients. Mrs. Rooney agreed.

Ann Read, Public Information Specialist, is acting as my technical assistant for this presentation.

Our Department’s Mission is to support a comprehensive system of services for children and youth, senior citizens, and their families.

We accomplish this and support our community through advocacy, planning, coordination, direct services and program funding.

Chairman Jordan commented that Meals on Wheels is a great service, and the demand for senior services will increase over the years.

ALSO PRESENT: Mr. Meyer, Mrs. Ervin, Ms. Williams, Mr. Rhinehart, Mrs. Rapp, see also attached list

PUBLIC HEALTH (pg. 4-16) – Dr. Cynthia Morrow, Commissioner; Linda Karmen, Deputy Commissioner; Ellen Wilson, Fiscal Officer; Jason Dean, Budget Analyst

Good afternoon. Before we start I am going to introduce my wonderful stellar team. First of all my senior staff in the back, thank you for everything that you do all day, everyday; Jason Dean our Budget Analyst, Linda Karmen my Deputy Commissioner and of course Fiscal Officer extraordinaire Ellen Wilson.

This presentation is quite different in format from what has been presented in the past. I am going to go through a programmatic review of Public Health functional areas. Based on the Legislator’s request from last year, they asked us to really look at the different areas within the Health department. I also understand that there is a lot of interest in positions; I am going to talk specifically about positions related to the functional areas and then I’ll talk about the corresponding budgets that go with those functional areas.

With that in mind, if it is alright with you, I would like to switch the order of Forensic Sciences and Special Children’s Service because of the way this flow.

Unlike the past I am going to start with grants. Really my message today is how fortunate we are. The Health department is really fortunate to have the grants that we have, to support the core Public Health functions that we do. In many cases these are not necessarily competitive grants, some of them are competitive grants, but they are grants from the State that offset things that we are required to do. The cautionary tale here is that we are and have been getting cuts to our state grants. If you look at the total positions in the Health department, we are asking for 9 fewer positions this year. One is a transfer of function and 8 are grant funded positions that we have unfunded in the 2012 budget.

As of August of this past year, when we have grants that go down and we can abolish positions we will work with Management and Budget and then come to the Legislature to abolish those positions. I anticipate that these cuts will continue to come and that we will be coming back here to abolish positions as we get more hits to grants.

So, again it is a double edged sword. We are very, very fortunate that we have them but the downside is that when we don’t have them, our services suffer.

Chair Jordan asked when they would be coming back for additional cuts; would it be next year. Dr. Morrow responded that it depends; since this budget book was published they were notified of a cut to a grant. She believes they will be coming back in November to abolish some grant related positions. This is done in as timely fashion as they can, based on the timing of the grants. She is very thankful for the grants that they have but needs to put the Legislature on notice that there are some grants that offset core critical Health functions that they are required to do. When they can abolish positions, they will but there is going to be some tough decisions that they may need to make in the future.

One of the things I want to focus on with the rest of this presentation, in terms of Public Health and the beginning of the Center for Forensic Science is a 2 part presentation. I will go over classification of programs within the Health department and then the corresponding budget.

Before I do that, I need to introduce how we got these classifications. Last year there was a lot of discussion about whether we should have a review of Public Health functions. We talked to our Health Advisory Board. Mr. Dennison, the Health Advisory Board Chair had six adult masters level students work with him and Eileen Perry, Health Department Attorney, to look at the laws that relate to Public Health functions. They classified them, and I have to put of this disclaimer, this was an independent review of Public Health function based on legal basis. They reviewed them and classified them into four categories.

The full report that has all the documentation has been provided to this Legislature. We provided it to the Health Advisory Board in June and then to the Health Committee in August. All of this information is available to you.

All that being said, I am going to start with the Health department programmatic area of health administration. These four specific things are the programs the students looked at but of course administration includes the Commissioner’s Office, Fiscal, Information Technologies, And Physical Services in addition to these four particular programs.

Migrant Health and Public Health, which are essential but not mandated, are grant supported.

18 grant positions, grant positions are defined as greater than 50% grant funded

These are services that we would provide whether or not we had grant funding. Paying only 58% of the costs is a really positive thing.

Healthy Neighborhood and Radon are 100% grant funded. Incinerator Monitoring is 100% local dollars per the request of this Legislature.

This is one of the areas where we have the least flexibility because of the highest level of mandate and yet we are still able to offset about 20% of our positions with grant funding. Total of 30 funded positions, 7 grant funded positions and 6 unfunded positions

One thing that is important for this Legislature to understand with respect to this budget; there are 2 items in the fund balance resolution that impact Environmental Health; $60,000 for spray and $21,000 for truck spraying vector control. These are expenses that they will need regardless.

No corresponding budget. This program is run through Syracuse Model Neighborhood and we provide oversight through our diagnostic and treatment center.

Apologize there was a mistake made with the colors on this slide – Essential should be 40% and Program Mandated should be 50%.

These classifications are based on 2010, if you look at the essentials 3 of the 4 programs we no longer have.

In addition, here is my disclaimer, because an independent group provided the classifications, I did not alter them with the exception of this particular area. They considered 2 of 3 very similar grants to be Program Mandated and I downgraded them to Essential; and 1 to be Optional and I upgraded it to Essential so that there was equal treatment of 3 obesity grants (Eat Well Play Hard, Creating Healthy Places to Live, Work and Play and Healthy Children Healthy Futures School-Bases Childhood Obesity Initiative). I felt that consistency was really important. Moving forward 3 of those 4 programs have been eliminated by the State.

In response to Chair Jordan, Dr. Morrow stated Eat Well Play Hard, Colleges for Change, which was a tobacco effort to decrease presence of tobacco on college campuses, and Healthy Children Healthy Futures have been eliminated. Eat Well Play Hard and Healthy Children Healthy Futures were phased out creating Healthy Places essentially replaced them, although it has a slightly different set of deliverables. Colleges for Change was killed in May of 2011 with the changes of the State.

This absolutely shows how important grant dollars are to providing critical Public Health functions.

4 funded positions and 28 grant funded positions; you can see that grants really support the positions in this program.

Mr. Rhinehart asked if some of the positions were co-funded; partially local and partially grant funded. Dr. Morrow:

Mr. Rhinehart stated that Mr. Kilmartin has been asking repeatedly for a list of positions. He asked if they could receive a list of positions when she was finished with her presentation. Dr. Morrow responded that this is what she is trying to give them now.

Chair Jordan stated they are looking for a list of positions detailing any type of grant funding and at what level. Dr. Morrow responded that she was giving them the information by functional area. She is trying to understand how they want the information. Mr. Rhinehart stated they would take the information any way that she had it prepared, just so that they can get an idea of what they are dealing with. The department is big and there are so many different subsets within the department. Everyone is trying to get an overall picture of where all the positions are. Dr. Morrow responded that she would get back to them with the information, adding that this is the reason they are presenting the budget in this format, in order to give them an understanding of the areas. She thinks that it is really important to understand the positions relative to the classification. Mr. Rhinehart added that he appreciates this but his memory is not that good and he cannot write as fast as she can talk, he would like the list in writing.

This includes the administration personnel associated with Healthy Families, however it does not included the services. We will be doing that at the end of the presentation.

Like Environmental Health, this is one area where even if grant funding were to go down, I would be coming to this Legislature to request local support. This is the area were we deal with infant mortality, immunization, and Healthy Moms Healthy Babies. Without healthy families we have no healthy economy. If our babies are dying before their first birthday, they will never become productive citizens of our community.

Again, if there are grant cuts, I will be coming back to the Legislature. If we fail here, we fail our community.

I do not anticipate getting any cuts in this area, rather this is about being thankful for the grants that we have.

41 funded positions, 66 grant funded positions (for example WIC – all positions are grant supported) and 10 unfunded positions.

The good news here is that we have revenue that exceeds the costs; those costs offset some things that I would have to have anyway.

It would be very hard for me to do my job without the Director of Bureau of Surveillance and Statistics and her support.

Because of the revenue from the Office of Vital Statistics we are able to have an extra $100,000 plus to offset local dollars.

In this area all the positions are100% funded; we do not have any grants. This makes since given that it brings in the revenue.

This slide included the Medical Examiner’s Office which will be reviewed next.

At this point I would like to open it up for questions about Public Health, unless you would like me to proceed.

Mr. Rhinehart stated that they understand that programs are mandated however, the state or federal mandates do not say how much is mandated or how many people are required. He added that he wanted to use one for instance and then she could comment on it. We are mandated to have an STD clinic, but it doesn’t mandate the number of hours we must be open or state the number of people required to be working there. He asked how they determine when the clinic will be open and how it is staffed. Dr. Morrow:

Mr. Rhinehart stated he believes the Health department has been trying to be more proactive and less reactive in terms of the STD clinic. He asked if she would consider revising the hours to be open a few days a week. The Health Department budget has a $12 million dollar local contribution going directly on the tax bills. This is why they are asking how we can do things for less. Dr. Morrow:

Chair Jordan asked for her opinion on the causes of the high infant mortality rates. Dr. Morrow:

Chair Jordan stated there is a tendency to throw money at the problem. Studies have shown that additional dollars spent on education don’t necessary equate into better outcomes. There are many factors and money may not be the answer as there are other causes for the problem. Dr. Morrow responded that we are very fortunate in this particular situation. Onondaga County wisely choice to invest in the Nurse Family Partnership and there are numerous studies that show for every $1 invested there is a $5 savings on this program. This is not just about education; it is a Home Visitation Program. There is a national statement saying that we should be investing in this program because of the cost savings. They try to look for return on investment wherever they can but the challenges in Public Health have so many confounders that it is difficult. This is one area where we have an impressive return on investment for public health interventions; decreases in infant mortality, child abuse, rape and increases in mother’s employment rates and graduation rates from high school. This is one area where we know our return on investment and that we are not just throwing money away on the same problem. We have the evidence and data to support that it makes a difference from an economic standpoint.

Chair Jordan asked if our resources are being allocated correctly. Perhaps instead of have the STD clinic open 24 /7, we should be allocating the resources toward education, might allow for a better return on investment. Dr. Morrow:

In answer to Chair Jordan, Dr. Morrow stated that NY State does not allow the County to charge for services at the STD clinic.

Mr. Kinne commented that Dr. Morrow and her staff are doing a great job. Adding in the past he has never received the Accounting Justification Sheet. Some of the numbers are pretty interesting.

Mr. Kinne asked why we are paying $165,000 per year in rent for Onondaga Avenue and why we were not using space in a building we own. Dr. Morrow and Ms. Wilson:

Mr. Kinne referenced pg. 4-23 asking the reason for the decrease in the 300 supplies and materials account. Dr. Morrow and Ms. Wilson:

CENTER FOR FORENSIC SCIENCES (pg. 4-43) – Dr. Cynthia Morrow, Commissioner; Linda Karmen, Deputy Commissioner; Ellen Wilson, Fiscal Officer; Jason Dean, Budget Analyst

We have been before the Health Committee several times taking about the hit to state aid. The state opted to no longer consider the Medical Examiner’s office to be core Public Health. It was always considered optional and they defunded all optional services. That leaves us with a bigger burden in terms of the local dollars; however I think that this Legislature and specifically the Health Committee has very clearly understood the importance of the Medical Examiner’s office. This budget goes up in terms of local dollars, based on the decrease from state aid.

We are requesting to increase 1 grant funded position, used for obtaining accreditation.

Moving forward, one thing that we need to be very aware of is that the Medical Examiner’s office needs to be accredited to retain pathologists. If we do not get accreditation, we will lose one of our recent hires.

We do remain hopeful, based on some discussions at the state level that the state aid for Medical Examiner’s offices will be reinstated in 2012 but I certainly don’t know this. We will try to encourage our colleagues across the state to say how important Medical Examiners offices are in terms of Public Health function. There is so much that we do, that we learn in terms of Public Health from our Medical Examiner’s office. It is just a shame that the state made the decision that they did. Bottom line is they took something that all localities have to have and they shifted it from state supported to completely local.

I also want to mention a couple of things in terms of this budget. We have requests for title changes. These are the same grades but we are requesting title changes from Morgue Technician to Forensic Autopsy Technician and Morgue Attendant to Forensic Attendant. With these changes we are hoping it more appropriately conveys the responsibilities of the jobs these individuals do. The attendant qualifications will change with the title change. We intend to fill these positions through attrition, keeping the individual currently in their position and will change the titles as they are replaced. This is why they are unfunded; however we are requesting the title changes in the 2012 budget.

With respect to the laboratory component of the Center for Forensic Sciences there are a couple of things I want to talk about. First this was not part of the Maxwell student’s evaluation; we really stuck with core Public Health. We did not have them do an evaluation for the laboratory for Forensic Sciences hence you don’t have that slide.

I would like to remind this Legislature that the high number of vacant unfunded positions is a result of 3 step positions. These steps are absolutely critical to the retention of trained scientist. As they gain all their training and experience there are step changes; 3 step program for each single position. There is language which states only one of those 3 positions can be filled at any given time, this is built in protection.

In addition I would like to point out two things. One is, just as we talked about in Environmental Health, please note there are 2 pieces of equipment in the fund balance resolution. These are 2 critical items; one is related to the identification of ballistics and the other is related to a superglue chamber that is used for finger printing. Fact sheets were included with the resolution for explanation if you need it.

Secondly, part of our budget request for the center includes a change to the local law addressing our fee schedule. Changes will have very limited impact on the revenue; however it will update the fee schedule to more accurately reflect the services that we offer. There are things on there that we no longer do; requesting amendment to the local law to provide better data.

In answer to Chair Jordan, Dr. Morrow confirmed that the Medical Examiner’s budget has 16 funded positions and 1 grant funded position; basically the Medical Examiner’s office is on us. The laboratory has 6 grant funded positions.

In answer to Chair Jordan, Dr. Morrow stated that they have been fortunate and have had a lot of grants to cover travel and training in the past. The scientist must have training and attend conferences to maintain their positions. Grant funding has changed, things that they were able to offset in the past they are no longer able to do.

Chair Jordan stated that the budget book indicates that revenues decreased by $750,000 due to the elimination of state aid for optional services and asked what services they were referring to. Dr. Morrow responded in the past the NYS Health Department defined some things as core Public Health, eligible for Article 6 reimbursement at 36% and some things as optional. Example: Administration for Early Intervention is something that they are required to do; the state has deemed it optional. This is just a label, an easy way to decrease their costs to Article 6. The Medical Examiner’s office was deemed optional as well. There was a lot of back and forth last April when this decision was made by the state. There was a lot of pushback afterwards; people didn’t understand the implications of the Medical Examiner offices being optional. You may not have to have a Medical Examiner’s office, but you have to have a Coroner Systems office. It is not optional, it is something that the County must do, but from a Public Health prospective it was deemed optional and was unfunded.

Chair Jordan asked to be provided with a list of programs deemed optional and whether they are or are not truly optional. Dr. Morrow responded that the two biggest hits were the Early Intervention Administration and the Medical Examiner’s office. She will provide the full list.

Mr. Rhinehart stated that last year they tried to determine the difference between the County Health Department and the New York State Department of Health. He did not realize that the NYS Department of Health has an office, located in Syracuse. He asked how many people work out of the Syracuse office. Dr. Morrow responded that she did not know. Mr. Rhinehart added that this was the same reply last year and we still don’t know. Dr. Morrow responded that they have made dramatic changes; does not know what their current count is. Mr. Rhinehart stated that someone had given him a number that he thought was in the 40’s. Dr. Morrow responded that she could find out and get back to him, but the issue is what they do. The NYS Department of Health primarily deals with long term hospital care. They have very carefully reviewed what the state does and does not do; no duplication of effort between the NYS Regional office and the County Health department.

Chair Rhinehart stated he believes there is a little more to this than that; inspections of swimming pools. Dr. Morrow responded that this was addressed last year. The State does not inspect swimming pools, they use the form that says NYS Department of Health, but they do not inspect swimming pools here. Mr. Rhinehart stated last year they were lead to believe that this was a mandated program but it is not, it is optional and something that she decides. Dr. Morrow responded, “No”, they are required to inspection all public pools and camp pools, adding she is not sure where the misinformation came from but it is not optional. Chair Rhinehart stated it he would have to check his notes from his conversation with the State Health Department.

Chairman Rhinehart asked what other services the NYS Regional office provides. Dr. Morrow stated they would report communicable diseases to the regional office. The County has to do the investigation; if there is a really big outbreak, the state will come in and assist us. Example: Last year they supported Jefferson County in the pertussis outbreak management. In Onondaga County’s legionella outbreak from 2008, because it was located at hospital, a joint investigation was completed. The regional office services 14 counties, they have a local referral for professional management and conduct. The County does not do anything for physician quality or care. Again long term care and hospitals are their main function.

Mr. Kinne referenced pg 4-50 of the budget book and asked for explanation of the 4 Forensic Autopsy Technician positions. Dr. Morrow:

In answer to Mr. Kinne, Dr. Morrow responded that they are required to inspect public pools and campgrounds, to make sure they are safe and to minimize drawings; includes the fencing and gates.

SPECIAL CHILDREN’S SERVICE (pg. 4-38) - Dr. Cynthia Morrow, Commissioner; Linda Karmen, Deputy Commissioner; Ellen Wilson, Fiscal Officer; Jason Dean, Budget Analyst

Special Children Service comprises 57% of the Health departments overall budget. The County is required to provide these services by Federal Law.

This budget is for the services only. A child with developmental delay is accessed for whatever services they need and the County pays the bill.

Early Intervention is for children 0-3. Pre-K is for children 3-5, and is the largest bulk but we have no control over it; state Education has control over the services that are provided.

I’d like to take a moment to review. The good news is that our total budget for 2012 is down. There are many reasons for this. Pre-K constitutes the largest portion at 82% and has had flat rates for services for the last 2 years. We do not set the rates; rates are set by the state. This budget includes an anticipated rate change in July of 2012. Early Intervention has had changes in rates and the count is down. Both of those overall budgets are down.

In both programs, the number of children who are receiving the highest services is down. We believe a significant factor in Pre-K is the change to full day classrooms. In school services are less expensive than individual services provided at home; cost per child goes down with increased full day classes.

In Early Intervention the staff has really been aggressive, reviewing the level of services, providing balance, making sure the child gets the services that he or she needs but doesn’t get unnecessary additional services that significant increase costs.

In both programs transportation costs are down. I really want to give kudos to my staff because they worked very hard when we had to rebid this; looked at the transportation system and come up with a different methodology that actually resulted in significant savings to the County.

Final significant factor, there are more children receiving services that are eligible for Medicaid. This is probably a sign of the times.

Unfortunately, the bad news is that although the budget is down, we will not be able to realize much of the savings because our revenue is going to decrease significantly. This goes back to the last several years where we told you that Medicaid is really difficult. We are still feeling the impact of retroactive changes in eligibility criteria for services that we provided 3 years ago. We aren’t able to bill Medicaid for things that we billed for 3 years ago, because they have changed the criteria for something that we already did.

There are a lot of problems when it comes to Medicaid and special children. Unfortunately, this means that while our budget goes down in this area, we are not able to realize the savings.

Mr. Kinne asked about the transportation costs, if Social Services or their parents had anything to do with it and where they were transported to. Dr. Morrow and Ms. Karmen:

Chair Jordan asked for clarification of the slide listing $650,000 for school age summer. Ms. Karmen:

Mr. Rhinehart stated that Environmental Health administration is located downtown and asked if the only part that was off the downtown campus was vector. Dr. Morrow responded that there was also all disease control, and rabies located at Malloy Road.

Mr. Rhinehart asked about parking, there is a large parking bill for the department. Dr. Morrow responded that there is a lot of field staff, those that do home visitation, as well as their environmental staff. Anyone with more than 50% time out in the field qualifies for parking.

Mr. Rhinehart asked how many county vehicles they own, adding that most of the field staff are reimbursed and don’t drive county vehicles. Mrs. Karmen:

Mr. Rhinehart asked for a list of positions before Dr. Morrow left. Dr. Morrow responded that she would get a list back to him but would sit down with Mr. Kilmartin and go through the list that they have already talked about. Mr. Kilmartin added that for purposes of the other legislators a list would be helpful so that it is clear to everyone, functionally it would be much more efficient. Dr. Morrow stated the reason for the presentation format was so that she could link the classifications and the positions; making sure they are fully informed of positions where it is not the highest level of mandate but it is almost exclusively grant supported. She would like to link these two items if possible. Mr. Kilmartin stated that would be very helpful

Chair Jordan thanked Dr. Morrow and added that it was a very cogent presentation.

DEPARTMENT OF SOCIAL SERVICES (pg. 4-165) – David Sutkowy, Commissioner; Steven Morgan, Executive Deputy Commissioner

Good afternoon Chairman Jordan and members of the Legislature. Let me start by giving a 10 minute presentation about the Social Service budget and then we would be happy to address any questions you may have.

The significant factors driving the local dollar increase include Medicaid, Day Care, and personnel expenses.

This program alone reflects a $10.3 million local increase as a result of the indexed Medicaid Cap, one additional weekly payment as a result of timing, and the loss of federal stimulus funds.

Salary expenses are slated to increase by $1.8 million as a result of standard salary and wage adjustments. No new positions are being created or funded. Also, fringe benefits are projected to increase by $2.4 million. Collectively, these items are driving the local dollar increase in administration.

Increase of $3.9 million local in the Day Care account due to higher caseloads and costs per case as well as the inadequacy of the funding level made available by the federal government and New York State to keep pace with increased demand. Also, the local dollar increase reflected in POS is a result of shifting some day care expenses from the program account to achieve better reimbursement. (Please see attached Health Committee minutes from August, 2011 for detail regarding Day Care issue)

Just by way of overview, our local dollar request is $155 million. This represents a $16.5 million increase from our 2011 BAM.

While this increase is the largest we’ve requested in many years, the reasons behind it are pretty straightforward. Medicaid, contractual salary costs, and fringe benefits account for the vast majority of this increase. The only unusual part of the budget reflects a policy decision in the Day Care program. We are requesting an increase in local support in an effort to sustain the existing program in its current form. We will talk more about this shortly.

It seems that almost every year when I present our budget, I make some reference to the Medicaid program being the biggest driver pushing up our costs. This year is no different. Almost 2/3rds of our projected $16 million increase is related to Medicaid.

Two things are happening in the Medicaid programs that are both predictable and unavoidable. The first involves cost increases due to the indexed Medicaid cap. You are all familiar with this cap that was created by the State a number of years ago. The plus side to the cap is that counties are afforded some stability with respect to Medicaid costs. The 3% capped increase this year offers predictability. The downside is that the 3% reflects growth, and requires more local dollars. For 2012, we will be paying $3.3 million more as our required share.

The second factor in Medicaid involves the end of the federal stimulus dollars that were used to offset local Medicaid cost increases. When our country’s economy plummeted in 2008, we felt the impact on our public benefit programs immediately. Applications for assistance, and case openings increased unbelievably. As workers lost jobs, and with them health care coverage, many turned to Medicaid for help. The emergency federal assistance made available to states through the Recovery Act was intended to provide some financial relief to states and counties which were dealing with the unanticipated rise in Medicaid expenses. That federal assistance has now ended, although clearly the need has not. In December, 2008 our total Medicaid caseload stood at 42,664. Today, it’s over 55,056, a 29% increase in cases. This loss of federal stimulus dollars which we used to buffer ourselves against that, is another $7 million hit to our local budget. A $7 million dollar loss with the federal stimulus, $3.3 million a result of the index cap; that’s $10 million of the $16 million increase.

The other main reason for our projected increase in costs relates to salary and fringe benefits. The 101 account FTE’s stays unchanged from the 2011 BAM. In this year’s budget, our staffing stayed flat. We added line positions to help deal with the increase in caseload activity we’ve been experiencing, but eliminated an equivalent number of back office positions through the early retirement incentive.

The request we made to you last year to maintain the same level of staffing has really proven crucial to us. We lost 100 experienced staff, that’s about 15% of our staff, through the early retirement incentive. That includes ½ of our administrative team. Replacing, training and getting replacements up to speed, all the while dealing with increasing program activity and still meeting our required processing standards proved to be the makings of a very challenging and very demanding year.

While we were all hoping that our national and local economies would be turned around by now, the reality is that many families are still struggling with unemployment and underemployment. We have seen no slowdown in activity.

The newly released Census Bureau’s annual report reflects the lingering impact of the recession we’re in. One out of six Americans, 46 million, or 15% of the population, now live below the poverty threshold. Almost 50 million lack health insurance. Now, more than ever, our fellow citizens are falling on hard times. Now more than any other time that I can remember, they have turned to us for assistance.

If I can I want to call your attention to one chart that we have included in the packet of information, this is chart on program statistics. It is worth looking at, at some point. When Steve Morgan and I were talking about this we wanted to provide you with some information on our case load activity. I asked Steve to go back to the early days of the recession, the end of 2008 and compare it with our caseload today. This information surprised even me. Day care up 16%, Medicaid up 29%, family assistance up 33%, food stamps up 50%, safety net 53% increase; I have never seen numbers like this in such a short period of time. I’d also like to call to your attention that staffing during that period went down 7%.

Note: Represents cases at a point in time except for Day Care, child protective reports, and Foster Care. Day Care numbers represent a monthly average as do the child protective reports and Foster Care cases.

It’s not just that the economy has worsened recently. At the risk of stating the obvious, the fundamental structure of our nation’s economy is changing. The manufacturing jobs that sustained generations of workers and their families are gone, and many of those jobs that remain just don’t offer the wage scale or benefit package as they once did. The jobs in the growing service sector typically don’t offer the same higher wage scale and benefits. The reality is that families can be working yet still be poor. Families can be working but still not have access to health care. They can be working to capacity, but still not earn enough to lift themselves and their children out of poverty.

Our mission, as I see it, is not simply to administer these state-regulated eligibility programs. True welfare reform, and that’s what these programs are all about, isn’t about closing cases; it’s about getting people to work, and then helping to lift families and children out of poverty.

Sometimes our actions are in the form of preparing the unemployed and unskilled for work, and helping them find and keep jobs. JOBSPLUS of the Onondaga Community College has been our partner in this for the past 15 years. And they have been extraordinarily successful in this regard.

But once a family begins working, helping to support them so that they can get out of poverty is our goal. Procedurally, our county is a recognized leader in the state in the development of innovative practices intended to reduce unnecessary and cumbersome barriers for people who work. But as you know, the proof of the pudding isn’t in the process, it’s in the results. The best procedures in the world aren’t worth a thing if they don’t yield the outcomes you want.

Our results are impressive. While the Census data that I referenced about the poverty rate is troubling, I do believe that this information is incomplete. The data is accurate; it just doesn’t paint the full picture. What I mean is that the Census data only looks at earned income generated by a household. What it doesn’t do is reflect the other resources generated by some of the public benefit programs that are specifically intended to help working families. I saw a report recently where the National Academy of Sciences attempted to create a new, alternative poverty index that is more nuanced than the Census information. This alternative poverty scale factors in certain local costs, like housing prices, but also household revenue generated by various public benefit programs like food stamps and earned income tax credits. Using this methodology, alternative poverty rates were calculated for counties in New York State.

In 2008, our county’s official child poverty rate was 12.9%, just above the rate for New York counties other than NY City. But under the alternative poverty index, our child poverty rate fell to 7.7%. It’s far lower than the rest of state average, and one of the lowest rates in the state.

So I think we are doing exactly what we should be doing: We are getting jobs for the unemployed, and helping to stabilize household income so that individuals and kids can get out of poverty.

This brings me to day care, one of our programs that has been instrumental in helping working families stay working.

Day care is, or can be, expensive. For example the State’s established rate for infant care provided at a Day Care Center is around $900 a month. Especially when there is more than one child in a family, the cost for child care can quickly eat up a paycheck. For many families with lower paying jobs, it’s the day care subsidy they receive through the DSS Day Care Program that allows them to keep working.

We are at a crossroads with regards to our day care financing. We have always been able to run our program without waiting lists or without restrictions. We have lived within our State allocation and the required maintenance of local effort. But this has changed.

Because of many factors, which we explained to the Social Services Committee in August, our costs have risen and our revenue dropped. The bottom line is that for the first time, we are now facing a revenue shortfall.

Onondaga County has always had a strong welfare to work program. In addition to effective work preparation services (JOBSplus), the County has made a concerted effort to provide post-employment supports, deliberately designed to “make work pay”, and to help families raise children out of poverty. A strong low-income child care program has been a critical part of this effort.

Two groups are eligible for financial assistance for child care. Recipients of cash assistance who are either working or enrolled in a work preparation program can receive child care aid. In addition, low-income working households can receive subsidies. A parent fee is required, the amount depending upon household income. **Update** Currently, 58% of the children who receive subsidized Day Care through the County reside in the City of Syracuse while 42% reside within Onondaga County but outside the City limits.

DSS receives an annual child care allocation from the NYS Office of Child and Family Services consisting of federal and state dollars. Using a formula that looks at local spending, the State then allocates the appropriation to counties. This child care allocation is used to offset

The full costs associated with families off welfare, and part of the costs for those families on welfare who are employed or in work preparation programs.

Child care funding has been stagnant, but costs have increased. The formula driven allocation is actually slightly less in FY2011 than previous years. Additional Federal dollars through the ARRA have been available since 2009. However, this will be exhausted by the end of 2011. Costs are increasing because of provider rates (set by NYS OCFS), and a higher caseload. The latter is due to growth in the welfare caseload, and also low-income workers requesting assistance.

Very simply, we need either to cuts costs or increase revenue. Since welfare recipients participating in work preparation are eligible for child care as a condition of their participation, no savings can accrue there. Cost savings with the low-income working population means closing currently active cases and restricting eligibility. Our current eligibility standard is based on 200% of the FPL ($29k for a household of 2). We estimate that we would need to reduce eligibility to about 125% of the FPL ($18K, household of 2) to stay within the State allocation. This would mean we would need to close cases for approximately 1,000 children.

Restricting eligibility would have a significant impact on low-income working families. The national and local economies have changed dramatically, and many families now rely on a combination of wages, tax credits, and various publicly funded benefits to rise out of poverty.

Onondaga County has been particularly effective in helping these working families access needed benefits to lift children out of poverty. In 2008, the federal child poverty rate in Onondaga was 12.9%, compared with the Rest of State (NYC excluded) rate of 12.3%. This rate only factored in household earnings. However, when looking at the Supplemental Poverty Measure that considers certain costs along with public programs that increase household income, Onondaga’s child poverty rate drops to a near state best 7.7%, while the ROS rate rises to 12.6%.

Limiting child care assistance for low income households will have a direct impact on the child poverty rate.

Has this gap between the Child Care allocation and expenses happened in other counties?

Yes. The State reports that many counties have already experienced this same set of conditions.

Counties have responded differently, depending upon their philosophy and their ability and willingness to support the child care program. Counties that have reduced eligibility have experienced some return to welfare among the low-income workers, whose earnings and household expenses make continuing to work economically problematic. One of the more unfortunate ironies in this scenario is that the child care subsidy is required benefit for families on welfare participating in a work preparation program, but would be unavailable if the parent got a job and left welfare.

Another reported outcome is change of providers from licensed to unlicensed, unregulated (and presumably less expensive) ones. Other counties have maintained standards, and replaced federal and state revenue with local funding.

The low-income child care subsidy program is an important piece of this community’s efforts to help families work. We believe that by supporting low income working parents we can continue to lower the child poverty rate, as well as serve as an economic development tool that allows workers to accept positions as they are available. To continue achieving these goals, and to avoid a rise in the welfare caseload, along with related child care costs in that program, we intend on asking for increased local dollar support for the Day Care program in the 2012 budget.

This is a serious policy issue. We are faced with the choice of either raising the revenue to sustain the program in its current form, or reducing costs to come in line with our revenue projections. In practical terms, what reducing costs means is dropping 1,100 children currently receiving day care subsidies and then restricting new openings. In our budget proposal, we are asking for support to keep the program as is. The $3.9 million local dollar increase in the Day Care account, and another $300,000 local in the purchase of service account is what we are projecting is necessary to keep the program running as is.

In the packet of information we provided you, we included an updated summary of the Day Care program that was distributed to the Health Committee in August, along with the Committee minutes on that discussion. We clearly understand the magnitude of this request, especially coming at such a time when public financing faces so many challenges. But this program is directed at families who have chosen work, not welfare. They are doing all that they can to provide for their own families. We believe that the financial support we are asking is vital in helping these families keep working and off the welfare rolls, and also fundamental in sustaining a strong, stable work force for our business community.

So it’s Day Care, combined with Medicaid, salary and fringe benefits costs; that represent the three driving areas of our budget.

Let me just conclude by telling you one thing that isn’t driving our budget: That’s the Foster Care account.

Not too long ago, our costs in Foster Care were rising. There were more children in foster homes and more children in higher intensity and higher cost residential settings. We asked for your help. We believed that if we made a couple of strategic investments our numbers would come down. You supported us. We made some changes in the way we operate. We used the money in our Purchase of Services account to launch a new service designed to speed up the reunification of parents with their children; working with the Mental Health Department, we helped bring on board the System of Care initiative currently funded largely through a federal grant. We added caseworkers in our child welfare program to more effectively implement a new model of intervention in Child Protective Services that we thought would produce positive, practical results. This intervention, called Family Assessment Response, or FAR, and is now a major part of our CPS system. In a nutshell, the focus of FAR is more about engaging parents who are struggling with parenting issues. About 1/3rd of the maltreatment reports that we now get on our CPS hotline are addressed through this FAR approach.

But like I said before, it is really not the process that matters, it’s the results. I’m glad to report back to you that our results are encouraging.

Our data shows that children going through FAR are less likely to end up in Foster Care. In addition the investments in POS and through System of Care are addressing the intensity of placements. The bottom line is that the number of children in foster care in our county is the lowest it’s been in a generation. According to the State’s Council of Children and Families, the number of children in Foster Care in Onondaga County dropped 33% from 2005-10, and our rate of 2.4 children per thousand in foster care is 40% lower than the state average. And just as impressively, several years ago 88 children were living in residential care, where the annual cost was topping $100,000 per year per placement. Today that number stands at 57, a drop of 31 children in residential care.

I thank you for your time and your attention and would be happy to address any questions.

In answer to Mr. Stanczyk, Mr. Sutkowy stated that day care is a little different from the other public benefit programs. It is a block grant program. We receive capped allocation from the NYS Office of Child and Family Services. Mr. Morgan added that it is mainly based on historical expenses; about $13 million. Stimulus money has helped them through the last 2 years.

Mr. Stanczyk asked if we set the rules and the eligibility. Mr. Sutkowy responded some; we can provide service to families whose income is below 200% of poverty. Mr. Stanczyk asked what the poverty level was for a family of 4 with 2 children and 2 adults. Mr. Sutkowy responded $44,000.

In answer to Mr. Stanczyk, Mr. Sutkowy stated there was a sliding scale; they pay a parent fee based on income. Mr. Stanczyk asked what the sliding scale was. Mr. Morgan stated the parent would pay 25% of their income over the poverty threshold we are at.

Mr. Stanczyk asked how Erie County changed their eligibility. Mr. Sutkowy responded that they reduced eligibility from 200% to something lower. Looking at our numbers we would have to go to about 125% of federal poverty. People in Day Care Programs have incomes between 100% and 200% of the federal poverty level.

Mr. Stanczyk asked that they stick with the family of 4 making $43,000, just under the $44,000. They are eligible for a day care subsidy. He asked to be provided with a scale that would show how much of a subsidy they would qualify for. Mr. Morgan responded that it would depend on the level of care they are in as well; there are different costs as well. For a center your costs would be the highest, this is a sliding scale based on the age of the child and where they are placed. There are a lot of moving parts.

Mr. Stanczyk asked how many different places we certify as licensed day care. Mr. Morgan responded that the state certifies them. Mr. Sutkowy added that there are licensed day care centers, licensed family providers and group providers, and there are also informal group providers which are not licensed by the state. Mr. Morgan added the informal group providers are the cheapest care.

In answer to Mr. Stanczyk, Mr. Morgan stated they deal with hundreds of providers. The family is able to choose the provider.

In answer to Mr. Stanczyk, Mr. Sutkowy stated they do not have control over the rates to the providers, they are established by the state. They have nothing to do with the rate setting no matter the level of care; our discretion is over the eligibility standard.

Mr. Stanczyk stated that the family of 4 could choose the most expensive care and they would still only be charged a percentage of their income, not a percentage of the cost. Mr. Morgan responded he simplified it but the answer is yes. They can provide a detailed analysis on how this works. Eligibility is the only step they can take to control the costs.

In answer to Mr. Stanczyk, Mr. Morgan confirmed that the county sets the sliding scale. Mr. Stanczyk pointed out that this is the second step they can take to control costs. Mr. Morgan added that when they have changed it in the past, the swing of a 5% change in the parent fee, resulted in $200,000; there is the ability to save some money in that fashion. They used to be at the maximum amount and are now at 25%; maximum amount is 35%.

In answer to Mr. Stanczyk, Mr. Sutkowy stated that a provider can’t charge a private payee less than they are charging for a child subsidized by the government. Mr. Morgan added that they require them to submit their rates for private pays before working with them.

Mr. Stanczyk asked if they expected day care participation to increase or decrease for 2012. Mr. Morgan responded that they expected an increase but that was not the main issue. The main issue is loss of revenue. They have had millions of dollars in rollover for all these years. We are a county that has not had to deal with this issue since he has been involved with the Social Services department. Most of the counties if not all, have had to deal with this issue because their day care allocation has decreased and they have no rollover or if they had it, it is now gone. The demand has gone up, but the bigger issue is the loss of revenue.

Mr. Stanczyk asked how other counties are dealing with this. Mr. Morgan responded that other counties have lowered the eligibility to 185% and/or kicked in some local dollars; it varies across the board. These are the two main options you have to bring the program in line with the resources you have, either close the door or put in more money or a combination of both.

Mr. Stanczyk asked if Albany or Monroe County’s had dealt with this issue. Mr. Morgan responded that Monroe has, he is not sure about Albany. Monroe used an infusion of local dollars. Nassau County pays double digits, in the millions more than they are required to pay. Each county is required to pay at least a certain amount, called the maintenance of effort, ours is $1.2 million. Nassau is $7 million and they spend $14 million more than they are required to. They made the decision that this is an important program for them and they infused local dollars to support it. He does not know the specifics of each county. They called a number of counties to get an idea of what they did.

Mr. Sutkowy stated they did not change the sliding scale fee in their budget request because as Mr. Morgan mentioned, the maximum you can go is 35%. You can ask a parent to pay 35% of their income above the poverty level for their share. We are at 25%, 5% is about $200,000. Over 40% of our population has an income within the 100% to 125% range. Almost half of the people currently receiving subsidies are the poorest of the poor, they are paying $1, and this is the requirement. Mr. Morgan added that when you start scaling back you will be kicking off the people that are working.

Chair Jordan asked for explanation of the 570 contracted client services line for all three of their budgets. Mr. Morgan:

Mr. Rhinehart asked if technology upgrades would make the staff more efficient. Mr. Morgan:

Mr. Sutkowy added that their office would not be able to handle the increase in caseload and reduction in staff without really strong technology initiatives. They are proud of their efforts in this regard, they have sophisticated equipment that helps them meet the demands to the public, the processing requirements of the state and still meet the constraints of the budget.

Mr. Rhinehart asked if there was any wiggle room in the daycare program; possible to tighten up the eligibility and save a million dollars as a compromise or do they expect them to just give the $3 million and keep going forward as we have been. Ms. Rooney responded that she believes this should be a subject for discussion at a later date and time with her.

She asked to go back to the technology question adding that Commissioner Sutkowy is very bashful. The department’s technological improvements are going to be featured in the December issue of Governing Magazine. What they are doing is really cutting edge, how they have managed staff and caseload will be featured nationally. They are pretty proud of this. Mr. Sutkowy added once implemented some of the practices are taken for granted that this is the way you do business, forgetting that it is not the way the DSS world does business. What they do is pretty innovative.

Mr. Rhinehart stated the since Ms. Rooney jumped into the mix, if the ask for the daycare is negotiable what other things on the list are negotiable. Ms. Rooney responded that the rest is contractual and we don’t really have a choice. This was a policy initiative started by the County Executive soon after she was elected, as far as keeping working families working. They have made a lot of strides in the daycare area, reducing parent fees, assisting licensed daycare centers to have quality programming for children so that they are kindergarten ready. This is a further component of what the County Executive has come to this Legislature to ask for and the idea of making 1100 children ineligible really sets them back. This is the County Executive’s initiative, when Mr. Sutkowy brought it to us, she was readily agreeable but this is not a path she wants to go down.

Mr. Sutkowy added that from where he sits, he is so afraid of the way the economy is changing and how it has impacted our families. He asked JOBSplus for some numbers and even though they are getting people jobs, 2000 this year will leave welfare because of their connection with JOBSplus, even though minimum wage has gone up in the recent past, the household earnings of the welfare leavers is not as high as it was a couple of years ago, they are not getting the hours, they are getting a higher wage but employers just don’t want to hire. This is way combining all these income streams is really crucial to helping these working families make it. The fact that all most half of the families receiving daycare, have household earning less than 125% of the federal poverty level; that is $14,000 per year. This is what the household is making per year through earned income. That is not much, we want to sustain our program, for these families this is not a luxury to them. This is allowing them to keep working. He knows the box that the Legislature is in with financing, but this is an important part of their welfare reform effort.

Mrs. Rapp asked if the elimination of the 3% per year increase in Medicaid proposed to be absorbed by the state that she has been hearing about on the news was reflected in this budget. Mr. Sutkowy responded it was not, as this just happened last week. He does not know if that is a serious proposal or not. This is a lot of money, if he puts himself in the shoes of the State Legislature he wonders what the benefit to them is, why absorb this huge multimillion dollar liability. Mrs. Rapp responded that she believes it has something to do with the 2% cap and the 3% increase, they are intuitively saying is not going to work for anyone.

Mr. Stanczyk asked if the parent made payment to the county. Mr. Morgan responded that the county pays the daycare provider and the parent is responsible for payment of their fee to the daycare provider as well.

Mr. Stanczyk asked what happens if the parent doesn’t pay their share and if it happens a lot. Mr. Morgan responded that this is one of the reasons for lowering the parent fee, there were some families struggling to make the payment. Some providers might say they have a couple months to catch up or they are not taking their children any more, this is a reality, he is sure it happens. Mr. Stanczyk responded that more than a reality he wants to know that it happens and how often it happens. Mr. Sutkowy stated that the daycare providers do not report to them, if a parent is not paying. Mr. Morgan added that if there is a problem, they no longer accept the children. Mr. Sutkowy stated they would have to reach out to the providers and see what their experience is.

Chair Jordan asked if there was any data on the JOBSplus program, what percentage find employment, do they end up back on the public assistances. Mr. Sutkowy responded that he would feel more comfortable preparing something for him rather than speaking off the top of his head. They used to do a recidivism study and the results were pretty good. It wasn’t typical for someone to come back on the welfare role within six months but the likely hood of the second job sticking was far higher so that over a period of time like 18 – 24 months, they would leave welfare permanently. He will talk to JOBSplus about getting this information. They work not only with recipients but applicants. The county’s position is if you are applying for assistance and are able bodied we want you to start looking for or preparing for work from the date of application. JOBSplus has staff attached to our Temporary Assistance Intake Division in the Civic Center. They work with individual applicants from the very beginning.

Chair Jordan asked what the time line is, how soon are they looking for jobs. Mr. Morgan responded that they are looking for jobs before they receive public assistance; while eligibility is being determined this is a requirement.

Chair Jordan asked how long they were involved with JOBSplus and what is happening during the period of eligibility. Mr. Sutkowy:

Chair Jordan asked what happens with someone that is unwilling to do what is expected or asked of them. Mr. Sutkowy:

Mr. Corbett stated he was at a work related international conference in Vancouver. Migrant workers were brought up in their discussion groups, noting that there is location in California that had a version of JOBSplus. He would like everyone to take this information for what it is intended. There is a lot of controversy with migrant workers in all areas, here with apples and in Oswego. He asked if migrant work was offered as part of the JOBSplus program to those physically able and willing to do work as those opportunities are all over this county during certain periods. This was actually part of a work group he had called, “Boundaries without Borders” because of Mexico on one side and Canada and the US on the other. He is not sure if the subject has been approached or if people are afraid to talk about it or if it is that you can’t get people to do this. Mr. Sutkowy responded that he would have to talk to JOBSplus. He knows a lot of the types of jobs that people get tend to be more inner city based, where transportation is pretty convenient, a lot of people rely on walking to jobs or the bus system.

Mr. Corbett stated that public transportation would be a bearer. Mr. Sutkowy responded that it would be an obstacle, it is not impossibility. Mr. Corbett added that the Amish would certainly come down in a wagon and pickup 15 – 20 people. Mr. Sutkowy pointed out that wagons are slow.

In answer to Mr. Stanczyk, Mr. Sutkowy confirmed that the county does not provide transportation; the individual is responsible for their own transportation. This makes for long workdays for some of the parents with split shits and weekends.

MEMBERS ABSENT: Mr. Lesniak, Mr. Buckel, Mr. Kilmartin, Mr. Warner, Mr. Holmquist, Mr. Stanczyk, Mr. Kinne

ALSO PRESENT: Mr. Rhinehart, Mrs. Ervin, Mr. Masterpole see also attached list

METROPOLITAN WATER BOARD (pg. 5-74), I. Holly Rosenthal, Executive Director; Chris Duncombe, Budget Analyst

Good morning everyone I am Holly Rosenthal, Executive Director of the Metropolitan Water Board. I want to start my presentation by telling you the most important thing you will hear from me this morning, that is that absolutely not one penny of our operating budget impacts the levy.

I told one legislator this and they say said, “Well you can go home now, that’s all we need to know.” I hope that this has an impact, I certainly mentioned it last year but wanted to put it right out there upfront.

The operating budget of Metropolitan Water Board is funded through our rates and does not impact the levy. Obviously our capital budget does, that is the differentiation.

You have a booklet right in front of you that describes our presentation and discussion today.

This completes my booklet presentation. I would love to answer any questions that you have.

Chair Jordan asked for clarification on positions and if they would be abolishing any. Ms. Rosenthal:

Chair Jordan asked about the use of their fund balance for capital projects. Ms. Rosenthal:

Chair Jordan asked for the current status on the raw water pumps. Ms. Rosenthal:

Chair Jordan asked for an explanation of the position restructuring. Ms. Rosenthal:

Chair Jordan asked about the request for replacement of a wheel loader and 2 trucks. Ms. Rosenthal:

Chair Jordan asked the dollar amounts for capital projects to be covered under bonding and the Performance Contract Model. Ms. Rosenthal:

Mr. Corbett asked about the pumps in the photo from the Distribution and Storage slide no. 8 -. Ms. Rosenthal:

In answer to Mr. Corbett, Ms. Rosenthal confirmed that the electric service was upgraded this year and there are 3 pumps at the Raw Water station. They are all original pumps though not all original to that site.

Mr. Corbett asked if they had tried to assess the payback for the capital project. Ms. Rosenthal:

Mr. Corbett stated he has brought up solar energy in the past and suggested that via the use of green energy grants, solar panels could be used to drive low voltage. He has talked to some of the engineers that have been working on this and they said that they would look at it. Ms. Rosenthal:

Mr. Corbett stated that was just in Vancouver, British Columbia and was absolutely amazed by their convention center that holds 10,000 people. When you walk up to it on one side, it looks likes like a huge hill, it is all grass and this is the roof. It has solar power as well. It seems as if there should be programs out there for the green and because this county is being pushed more and more as one of the poster child of green initiatives, there should be paybacks for us putting this in.

Ms. Rosenthal responded that they are looking at all different options, speaking with EFC, and talking to NYSERTA. They are really looking at a number of different options, so that they can push the energy efficiency of the Farrell pump station and green construction of the terminal tank project. They have been really pleased to find that the tank contractors are on board with this and even the Department of Health has been open to some of these considerations. Everyone is working with the Due diligence report to determine which of these considerations makes the most sense for our project.

Mr. Corbett added that every grant we receive keeps our costs down, which keeps our constituents cost down. Ms. Rosenthal agreed.

Chair Jordan stated that she had mentioned the anticipated saving for Farrell Road to be $150,000 per year. He asked what the anticipated system wide savings would be based on the upgrades proposed in the budget. Ms. Rosenthal:

* * *

VEHICLE USE REVIEW BOARD MINUTES - SEPTEMBER 27, 2011

JAMES CORBETT, CHAIRMAN

MEMBERS PRESENT: Mr. Lynch, Mr. Rowley, Mr. Carroll, Mr. Masterpole

MEMBERS ABSENT: Mr. Millea (Mr. Fisher to sit in for Mr. Millea)

ALSO PRESENT: Mr. Fisher, Mr. Rhinehart, Mr. Jordan, see attached list

Chairman Corbett called the meeting to order at 11:31 a.m.

Mr. Petrela:

Talked about optimizing fleet; size and composition; what’s in house and what should be outsourced
Survey for each department on all vehicles; how many hours/miles per year, use of vehicle, purpose
Got fleet managers together; best classes and vehicles suitable for purpose of use
Looked at makes and models for each group and class; compared financial, environmental, safety and reliability
Came up with prioritized makes and models in each class; instead of accepting requested, created recommended
Showed departments criteria – choice of make and models, column showing recommendations after first review
Choices came as result of study; reference attachment no. 1 - 2012 requested vehicles (follow for each department)

(VURB 2012 request binder on file with Clerk)

CORRECTION: Timothy Cowin, Commissioner

Transport van – at WEP currently, un-repairable, 15-16 yrs old; sedan - 12th year, several issues, high mileage
Both inmate transport; inmates from 300 to 530 today; transport federal inmates tripled; extra transports - $2.5 million

DISTRICT ATTORNEY: Barry Weiss, Administrative Officer; Jim Horton, Investigator

2 vehicles – high mileage; costing more money to maintain

Chairman Corbett noted that originally the committee used to vote on the report as a whole but because some are funded, some are operating, and some are multiple. He questioned if it would it be more pertinent to vote on separately. Mrs. Tarolli responded he can do it; set the nature of the recommendation based on Ways and Means. Mrs. Tarolli indicated that it can be voted separately. Chairman Corbett decided to vote after each one, and went back to Correction item.

A motion was made by Mr. Masterpole, seconded by Mr. Carroll to approve the first item. Ayes: 5 (Lynch, Rowley, Carroll, Masterpole, Fisher) Abstentions: 1 (Corbett); MOTION CARRIED.

Mr. Weiss:

Maintain fleet; move some in and out; no any purchases in 3 years
DA take home vehicles, couple 2010, 2011’s – no operating expense; bought from forfeiture funds; if continue, State looks at those funds differently; Hybrids – not take home
2 vehicles – 112,000 and 92,000; try to get this amount of mileage; typically ask for replacement for cars over 100,000
Hybrids - willing to experiment; will perpetrators or people know the cops are in hybrids; willing to try
DA has 19 take home vehicles; some asset forfeiture; cannot buy more with forfeiture funds because the State will ask if the DA is supplanting funds; State can look at the funds when they want but haven’t yet

A motion was made by Mr. Masterpole, seconded by Mr. Lynch to approve this item.

A motion was made by Mr. Fisher to amend this item to approve the vehicle with more than 100,000 miles but not approve the one with less than 100,000 miles. Chairman Corbett asked if Mr. Fisher would like to forward the amendment, and Mr. Fisher agreed.

Mr. Rowley seconded the motion. Ayes: 2 (Rowley, Fisher) Noes: 4 (Corbett, Lynch, Carroll, Masterpole); MOTION DEFEATED.

A vote was then taken on the item.

Ayes: 4 (Corbett, Lynch, Carroll, Masterpole) Noes: 2 (Rowley, Fisher); MOTION CARRIED.

Chairman Corbett stated both Corrections and DA’s vehicles are from fund balance.

E-911: Chief John Balloni, Commissioner

Purchasing a new vehicle – 2012 Chevy Silverado 4x4 pickup with cap; allowing radio division to reach tower sites
19 radio tower sites; remote areas; winter has snow drifts and summer is erosion on roads; personnel using vehicles
Every time accessing vehicle; get equip out of building; load up equipment which delays time to site; 6,400 users in radio system; 5,300 public safety; need to get to tower sites in emergency
Originally through budget but DMB asked to move to fund balance

Mr. Corbett stated because of the venue the committee is being held in, after the committee members are done asking questions, he will open the floor to any other legislators.

A motion was made by Mr. Masterpole, seconded by Mr. Lynch to approve this item. Passed unanimously; MOTION CARRIED.

FACILITIES MANAGEMENT: Brian Lynch, Commissioner

2 vehicles; HVAC service for outlying departments; Facilities responsible for HVAC for the 19 E-911 towers as well as the Parks Department and all City owned County run libraries
2 vehicles using are now off the road; grabbed vehicles from auction; terrible shape but will make due till end of year
Steam fitters providing for HVAC

A motion was made by Mr. Masterpole, seconded by Mr. Fisher to approve this item. Ayes: 5 (Corbett, Rowley, Carroll, Masterpole, Fisher) Abstentions: 1 (Lynch); MOTION CARRIED.

HEALTH DEPARTMENT: Ellen Wilson, Fiscal Officer

Purchase a Ford Escape Hybrid to replace 1985 Chevy 4x4 Pickup – vector control program
36% state aid on purchase of vehicle - $10,600 in state aid for $18-$19,000; due to Health Department
Current is 1985; taken off the road; fleet aging; difficult to keep vehicles on the road

Mr. Fisher commented the vehicle is a 1985 and is just out of service so he is supportive.

Mr. Jordan stated there are hybrid vehicles being requested, and he is not familiar with hybrids in reliability and cost of servicing versus non-hybrid vehicles. Mr. Jordan asked for any information regarding hybrids. Mr. Petrela responded the choice was based on DMB and fleet managers looking at makes/models and considering cost, reliability, safety and green factors. The information requested is within the binder. In response to Mr. Corbett, Mr. Petrela stated the hybrids are electric and gas, not flex fuel; vehicles charge themselves, not plug-ins.

Part of fund balance resolution, not regular budget

Mr. Petrela responded to Mr. Rowley the last page of the binder contains an analysis, 5 websites referenced and the criteria used (top of table). Mr. Fisher asked if the battery recharges itself. Mr. Petrela replied the car has an electric motor and generator. The electric motor runs when the car is moving but when the car is running on gas, the generator runs and charges the battery. None of the hybrids listed are plug in.

A motion was made by Mr. Masterpole, seconded by Mr. Carroll to approve this item. Passed unanimously; MOTION CARRIED.

MENTAL HEALTH: Barry Beck, Deputy Commissioner; Sandra Miller-Martens, Fiscal Officer

Requesting replacement of 2001 Taurus – for meetings in Albany, Rochester, Wampsville, and Norwich
Ford Fusion – $16,200; all of which is covered by federal funds except for $1,800
Repair bills escalating - $2,700 in 2009, $1,800 in 2010, $800 into this year; increasingly unreliable
Purposes for going to places not take home

Mr. Masterpole stated based on the purchase price, upkeep and gas, would it be wiser to let employees use own vehicles and reimburse for mileage at federal reimbursement rate of $.555. Mr. Petrela responded the details are within the binder and state through April 2011 the repair costs have exceeded 70% of the total 2010 cost. Mr. Masterpole commented attending the meetings happens regularly for this department and asked if there was any increase in teleconferencing.

Mr. Beck:

Use webinar whenever possible; have to be there sometimes - lobby for County; travel less when teleconference
Vehicle cost is $1,800 – repair bills far exceed that; still running but reticent to use current vehicle
Person was stranded; older vehicle; don’t know when last inspection was; this Taurus not safe and doesn’t hold up
Grant paying most of vehicle; the County only paying $1,800 – cannot get more; only one vehicle able to purchase

Mr. Beck responded to Chairman Corbett that the County cannot purchase this vehicle fully with fund balance and get a snow plow using this grant.

A motion was made by Mr. Corbett, seconded by Mr. Masterpole to approve this item. Passed unanimously; MOTION CARRIED.

METROPOLITAN WATER BOARD: Holly Rosenthal, Administrative Director

Highest mileage vehicle and oldest piece of equipment
Truck with 146,000 mi – goes to system; drives throughout Onondaga County and Oswego County – primary vehicle
Lower mileage is plow/salt vehicle at water treatment plant – low mileage; 1994; poor condition
Equipment – 32 years old; wheel loader used for variety of tasks; 10 years ago – facility assessment recommended replacement in next 10 years; needs to be replaced; in use now; to come out of operating budget
Wheel loader – for sludge, gravel and snow – all seasons of year; looked at renting but used consistently
Sludge from filter back wash process – not loaded on dump trucks; have sludge beds on sight; not carting out
Looked at a different vehicle to use, also looked at sharing with another municipality; logistically can’t make it happen
Do not use every day but a couple days within 2 week period all year round
Does need repairs currently; operable but has transmission problems, engine problems, axle and hydraulic cylinder
Oswego – certain conditions to use wheel loader to move snow; other DOTs have wheel loaders as well
New wheel loader; only using 116 hr/yr average – used - talked to DOT to use an old wheel loader – not available

Mr. Masterpole wanted to know if DOT could provide MWB with a used wheel loader and purchase a new one for DOT that they will use more often. Ms. Rosenthal responded the fleet wheel loader has seen heavier use. Mr. Donnelly stated DOT is asking for a new loader to replace one that has 2,700 hours on it. He said the current loader is newer than MWB’s but not much more time is left. Mr. Donnelly said they use the loader at a faster pace with heavier loads so it may be younger but close to the same hours and more beat up. Mr. Masterpole asked if it would survive another 500 hours. Mr. Donnelly responded he cannot say for sure.

Ms. Rosenthal:

Has lasted a long time; use on regular basis for multitude of processes and uses; moving sludge to drying beds

Ms. Rosenthal agreed with Mr. Fisher that it will be financed off the water rate. Ms. Rosenthal elaborated it is through the water rate charged to the customers for operations.

A motion was made by Mr. Masterpole to amend this item to remove the $142,500 for the wheel loader for further discussion.

A motion was made by Mr. Masterpole to approve vehicles 1 and 2 of this item.

Ms. Rosenthal:

Wheel loader needs significant repairs within next year; not worth investment to spend substantial money
Will make a commitment to find a used wheel loader costing $90,000, if the $142,500 is approved
Tasks are critical to process; no means of moving back wash sludge to drying beds; no means to make sure water treatment plant is clear during heavy snow; no means to move gravel

Mr. Masterpole rescinded his amendment.

A motion was made by Mr. Fisher, seconded by Mr. Carroll to approve this item. Ayes: 4 (Lynch, Rowley, Carroll, Fisher) Noes: 1 (Masterpole) Abstentions: 1 (Corbett); MOTION CARRIED.

PARKS & RECREATION: Bill Lansley, Commissioner; Nate Stevens, Administrative Director

Proposing 11 vehicles for replacements plus new vehicles; last year and half, 9 to WEP for inspection - led to auction
Lot of fleet headed there; vehicles used to help perform work at Parks more efficiently
Beaver lake – F350 4x4; snow plow service as well as moving materials
Onondaga Lake – construction vehicle to move other vehicles within other Parks – already unusable; gone
John Deere tractor – current is unreliable and doesn’t have ability to move large loads
Bobcat skid steer loader – like to transfer to Oneida shores; put a new one in service at Onondaga Lake
Highland Forest – larger amount of snow and trail use; replaces future and current use of F350s; ‘89 tractor as well
Highland Forest - dump trailer; used with scout to move large items; currently can’t use 4 wheel drive vehicles
Highland Forest – compact tractor with front end loader and brush hog – replace 3 vehicles from 1980’s
Rangers – police sedan; last new vehicle from 2006 – fleet becoming costly to operate
Onondaga Lake – Tennant all-terrain litter vacuum; trails, grass, lots; currently a service does the vacuuming
2 new for rangers – ATVs; currently a ranger supplying with personal ATVs; very valuable to maneuver through event’s to back of parks and remote areas where standard sedan or truck will not fit
Groomer – tow behind is donated currently; looked for used vehicle but nothing seen; exceptional for multitasking
Scout – able to replace many vehicles by using; scout and dump trailer can replace 3 F350s - $120,000 value for $58,000; hopeful to replace other equipment (snowmobile and tractor); strategically looking at fleet, how to be efficient
The list is proposed; through justification narrowed down to necessities
Last two vehicles – using gem cars and other but not most efficient anymore; gem cars slow – mix in with service for dumping trash; rangers sit higher on ATVs
More valuable then sedan to get through large crowds or for off road; maneuverability remarkable for events
At Iron Man – visible; situation that could come up; people get around quickly; several thousand in small area
Rangers at times have to monitor remote areas – currently have to get close and then walk; ATVs can access all areas with no issue; i.e. Lights on the Lake; can go through the snow; utilize walking trail to get to areas needed to
Prioritized list; don’t have any ATVs – snowmobiles are as close as they come
Compact tractor – if Pratts Falls no longer park, will use with multiple other parks; skid steers – pick up another and bring in; have adequate vehicles to move around; southern area – Jamesville Beach, Highland Forest and Pratts Falls
Moving or sharing equipment – used DOT on certain projects with Onondaga Lake – tree removal
Look to other departments before – try to find within the County before utilizing outside resources

A motion was made by Mr. Masterpole, seconded by Mr. Fisher to approve this item. Ayes: 5 (Lynch, Rowley, Carroll, Masterpole, Fisher) Noes: 1 (Corbett); MOTION CARRIED.

SHERIFF POLICE/CIVIL: Chief John Balloni

Sheriff’s replacement plan – replace police cruisers; have Crown Vics (CV) at 120,000 mi, others at 100,000 mi
Substantial experience with Crown Vics and others; well built vehicles; often exceeded 100,000 mi before unsafe
Move vehicles around fleet; patrol vehicle receive average of 28,053 mi/year; move around to other assignments and stretch time to get a decent amount of time
7 vehicles over 148,000 mi; requesting 53 vehicles for police: 30 patrol, 12 police Impala, 4 Malibu, 5 vans, 2 trucks
Justification for all in terms of mileage – frame is rotted on van used for property (vehicle used in custody section)
Not all vehicles are in operating budget; 6 SIU vehicles using forfeited asset funds – for special investigation; used vehicles; designed for undercover work; not to look like police cars
Total of 71 vehicles or 34% over useful life; if get in spring, several months to move light bars, painting for marked patrol; into fall to really replace; by then, 71 vehicles on police side over ideal mileage; based on experience
Next year – CV not made in police package; looking at prototypes – pick one that is most cost effective
More than vehicle price and repair – i.e. switch to front wheel; all are trained in emergency with rear wheel drive; moving to front or 4x4 requires a day’s worth of training – expense could be $60,000
Additional hurdle – buying CV year after year (cages, light bars, window bars, etc) are transferable; moving to entirely different fleet vehicle; not sure what will work or not work; may not be within ability to purchase number of vehicles; may need the money to purchase items to put in the vehicles
Through federal money did have 5 vehicles purchased for task force individuals – federally funded as well as gas and maintenance; not local money
Does not happen every year; couple years ago - based on incentive for federal gov’t; did purchase a good number of vehicles through that program (20)
Chevy suggested as replacement – Caprice Interceptor is rear wheel drive
Can’t purchase CV police package; if some vehicles need equipment to make whole, could be reduction of vehicles
Policy is with CV replace when 120,000 mi; others100,000 mi; fleet manager will say to keep certain vehicles based on mileage, still good; some with lower mileage may not be safe; use as a general rule for safety of officer
Police vehicles sit in idle for hours; running radar, watching a business, working in large detail, driving slow then emergency response; beating on vehicles
High testament to vehicles themselves – figure on twice the mileage for wear and tear on police vehicle
120,000 mi on police car vs regular vehicle at 240,000 mi; 60-70,000 mi before was a good deal; much better now
Impalas and Fords - % of total fleet represented; 190 vehicles, 20 vehicles on custody; 90-100 are CV - approx 30%
Prototypes – current vehicles but redesigned with police package; beef up suspension and electrical system
Danger - don’t have long term experience; drove a Chevy and it’s developed into a nice police package
Everyone having internal battle on buying first prototype; inside room, amount of equipment – not room for another person in front seat; encroachment of equipment to driver; CV best option but most police agencies looking at Caprice

Mr. Carroll stated the Syracuse Police have chosen the Caprice already but the County has not moved forward to buy any yet to what the Sheriff’s Department is most comfortable with.

Chief Balloni, Mr. Petrela and Mr. Schuster:

Can purchase all same vehicle, can purchase together; do a County bid or beat out State bid – significant cost savings; also potential for cost savings on training; rear wheel - virtually no training; same as current
Several good reasons for cost benefit; haven’t jumped yet; serious review of these - stuck with results for long time
All other designs - front wheel or all wheel; smaller in size; front wheel drive Impalas do not hold up in patrol work
Hybrids – not emergency response vehicles; those for civil car - serving papers and orders of protection
Prioritized; 3 of top 8 or 9 are not emergency response; one has 150,000 mi - vehicles in bad shape at higher priority

Mr. Masterpole stated he attended the common council meeting at City Hall, and they have not bonded for police vehicles as of yet.

Mr. Rhinehart stated the patrol cars are on the road for public safety, and that is the policemen’s office. The County did not supply any patrol cars last year because there was no gumption to raise taxes. After the budget was finished, the legislature was surprised to see a number of brand new cars; several at WEP. There were also a number of cars behind the heliport according to Mr. Lesniak. The response was the vehicles were already in the hopper, they were ordered ahead of time, and they were getting ready to be put in service. Mr. Rhinehart asked how many cars are in the hopper ready to be put in service.

Chief Balloni:

Non in hopper; usually have because it takes so long to get everything organized; marking of vehicles, transfer of gear and radios; 3 Clay cars ordered - agreement with Clay for enhanced services; believe in service this month
Might have 1 vehicle; would be awaiting certain things; will check into
6 SIU vehicles; every year; get rid of 6 and buy 6 used; new – 3 clay cars, 0 grant cars
Will look at grant vehicles; total of 5 or 6 grant vehicles over few years; will look at resolutions when grants came in

Mr. Rhinehart stated he is disappointed that he has asked 3 questions, and Chief Balloni cannot give a specific answer to all 3 when he has a $1.5 million budget. Mr. Rhinehart said there are 204 vehicles according to the County inventory plus an armored personnel carrier, and the Sheriff’s office is asking for 53 new vehicles plus 5 for custody. Chief Balloni responded it is 207 vehicles. He can almost guarantee there are no vehicles in the hopper except possibly a Clay car; will check. Chief Balloni replied to Mr. Rhinehart that vehicle number 48, express cargo van, is a take home vehicle for an evidence technician with all the equipment. Mr. Rhinehart requested information on any cars that may be in the hopper. Chief Balloni agreed. Mr. Rhinehart stated the legislature knows they need to handle the vehicles this year, but most likely won’t approve all 58. Chief Balloni responded he appreciates that, as do the men and women who live in these vehicles.

A motion was made by Mr. Lynch, seconded by Mr. Fisher to approve this item. Passed unanimously; MOTION CARRIED.

SHERIFF CUSTODY: Chief John Balloni

4 vehicles and 1 van; some used for admin purposes - old patrol cars that were reused; buy 4 new patrol vehicles for transport and move 4 old to be sent to custody
Older transport repainted and reassigned to admin use; get rid of current admin vehicles; some towed out 2 or 3 times
Van is inmate transfer – passenger or cargo; reassign old to replace property/evidence van that died – frame rotted
2 take home; chiefs of custody; captains also; believe it’s by contract; if not, then need to live with until replaced

Mr. Masterpole stated that he appreciates the department reusing vehicles but has an issue with deputies and sheriffs taking home a vehicle.

A motion was made by Mr. Masterpole, seconded by Mr. Carroll to approve this item. Passed unanimously; MOTION CARRIED.

TRANSPORTATION: Brian Donnelly, Commissioner; Tim Wise, Maintenance Supervisor

15 vehicles and 2 trailers; $1.577 million in fund balance – $185,000 bond for 1 vehicle
#1 & #7 – used for snow, salt, hauling materials (gravel, blacktop); #2 – clearing drainage, driveway pipes, basins
#3-6 and #8-10 – road patrol vehicles to check road conditions in winter and summer; used by engineering staff also
#11 – used for same purpose as #1 but have 11; mainstay to open roads; more expensive; larger, specific purpose
#12 – not all wheel drive; for northern end of County; less hilly; multiple lane like John Glen or 57 – double wing to clear more of the road at one time; not necessary to have all wheel drive
#13 – clearing grass on road sides; few side mowers but long arm does back side of ditch; around obstacles
#14 –replacing pay loaders; 2 in every section, 1 for back up; need back up in winter; loader goes down – cannot bring from someplace else to maintain snow removal
#15 – pot hole killer; pot hole fill machine; using rental last 3 years; requested purchase - bond piece
Last 2 are equipment trailers - don’t come before VURB but lumped in as part of list

Chairman Corbett stated the pot hole killer is a good decision to go forward with because the City has contests in the Post Standard of who can name the worst pot hole. He thinks it will be an invaluable tool. Pot holes can do a tremendous amount of damage to a vehicle.

Mr. Donnelly:

Very happy with what seen; makes filling holes less labor intensive; cold patch may hold couple weeks but these hold 2 - 2.5 years; very invaluable
Challenge of renting - fixed period of time; machine most valuable in cold weather months; sits idle vs. using when needed; other municipalities may want to take advantage as well
Catch basin - replaced one last year; this will replace both
11 wheel plow trucks – replacing one; essential to have in fleet with unpredictability of weather; last couple years have been manageable; these are the only means of getting the road opened up
Payloader – 2 with a backup; don’t have to auction; may be determined to send to MWB; Daewoo – younger, not sure if in better condition, hard to get parts for; long lead time – 6-8 months; difficult situation if goes down
If deny payloader, will do what’s needed, what’s necessary; really need 2 for each section

A motion was made by Mr. Masterpole, seconded by Mr. Lynch to approve this item. Passed unanimously; MOTION CARRIED.

FLOOD CONTROL: Tim Davis, Fleet Maintenance Supervisor

Asking to replace back hoe; hard to get parts; operating costs are sky high; obsolete parts; patching for years
Used year round for snow removal and ditches; flood control basin; done through operating budget

A motion was made by Mr. Masterpole, seconded by Mr. Carroll to approve this item. Passed unanimously; MOTION CARRIED.

WEP: Tim Davis, Fleet Maintenance Supervisor

Mr. Davis and Mr. Petrela:

16 vehicles to be replaced; 4 4x4 2500 plow trucks; used for pumping stations – clean out and check on operation; all 2000 Chevys; over 100,000; cost of repair escalating; full time to keep running
5 cargo vans – used in maintenance and HVAC, electrical – carry equipment to outlying stations; keep equipment dry; some stock piled with parts for repairs needed immediately
#10 – tanker truck; for sludge in facilities; 260,000 mi or more; used every day; bonding on #10 and #11
#11 – sewer clean up and townships
Last 5 are 1500 pickups – running to pump stations; replace 4 F250s; downsizing for fuel costs
Last 5 are 4x2 – increased cost of gas and vehicle; half ton easier to load with pumps; materials cannot be inside van
#8 cargo van wasn’t highly used; short runs, idle times, and year ‘98 – 2 years ago redone because starting to rot out
#13 – same; van; not a lot of miles; short distance; unfortunately in northeast there’s salt - rotting; 12 years old

A motion was made by Mr. Masterpole, seconded by Mr. Carroll to approve this item. Passed unanimously; MOTION CARRIED.

Chairman Corbett asked if there are any amendments at this time. He stated there are no amendments and asked if there is a motion to accept the report as presented.

A motion was made by Mr. Masterpole, seconded by Mr. Fisher to approve this item. Passed unanimously; MOTION CARRIED.

The meeting was adjourned at 12:36 p.m.

Respectfully submitted,

Jamie M. McNamara, Assistant Clerk

Onondaga County Legislature

* * *

WAYS & MEANS COMMITTEE 2012 BUDGET REVIEW OF WAYS & MEANS DEPARTMENTS
September 23, 2011

CASEY JORDAN, Chairman

MEMBERS PRESENT: Mr. Lesniak, Mr. Buckel, Mr. Warner, Mr. Holmquist, Mr. Kilmartin

MEMBERS ABSENT: Mr. Corbett, Mr. Stanczyk, Mr. Kinne

ALSO PRESENT: Mrs. Tassone, Chairman Rhinehart, Mr. Meyer, see also attached list

COMPTROLLER, pg. 3-7 (Accounting); pg. 3-15 (Auditing) – Robert Antonacci, Jr., Comptroller; James Maturo, Deputy Comptroller/Accounting; Philip Britt, Deputy Comptroller, Auditing, Tara Venditti, Budget Analyst

Mr. Antonacci presented the following:

We appreciate the opportunity to discuss the proposed budget for the Office of County Comptroller as submitted by the Honorable County Executive.

We respectfully request the budget as submitted be passed in its entirety, and we offer the following for your consideration.

Introductions: Please allow me to introduce the following with me today. James Maturo is the Deputy Comptroller in charge of the Accounting Division. Jim has just completed 28 years with county government and as I am sure all of you have experienced is an invaluable financial resource when discussing county finances. Phil Britt is the Deputy Comptroller in charge of the Audit Division. Phil, now in his second year hails from the private sector and has brought great experience to our management team. I hope you will agree he has been a welcomed addition to the professional staff at our office.

Accounting Department

As you are aware, Onondaga County government is implementing the PeopleSoft program at a cost of approximately $10 million. This implementation comes with risks and requirements. My staff gives the utmost attention to the timely and thorough implementation of this multi-million dollar investment. We are excited of the prospects of the county-wide use of the PeopleSoft program and have supported its implementation from day one.

With my accounting department at the levels requested, we believe we can help meet this aggressive implementation in a timely fashion. My accounting department must continue to enter all the county accounting data as well as prepare for the PeopleSoft implementation. In some areas, we will be running a parallel accounting program and need appropriate and experienced staff.

As soon as the financial piece of the PeopleSoft software is implemented, the payroll department will be next up in implementing the software’s payroll futures. It will be a busy time for our staff and we believe our request is reasonable in balancing the risk/rewards of this project.

Audit Department

Our audit department with this budget will be as close to full staff as it has been in some time. A properly staffed and funded audit department protects all of us by insuring timely issued financial statements, proper oversight of the internal control apparatus and the issuance of reports to help make our government more efficient.

The CSI Onondaga Tax force has released five studies as of this writing. We are assisting our municipalities in evaluating consolidation decisions and helping those municipalities that are sharing services to reach an unprecedented level of cooperation.

The cost of this funded Tax Force is far out-weighed by the potential overall county impact of our Tax force. To date we have issued reports in the Village of Camillus dissolution proposal and are helping the Village of Marcellus and the Town of Marcellus work through an issue involving shared sewer services. We have been contacted and received inquiries on numerous other potential consolidations and shared services opportunities including fire and police matters. We want to be able to offer this continued opportunity to any municipality in need and believe the full $30,000 appropriation is a reasonable request.

Our request this year is in two parts, with $15,000 in our 101 line and the remaining $15,000 in the fund balance resolution. We have not increased our request but do believe the proposal as presented lends more flexibility for us to deliver the services requested.

Thank you for your consideration of the Comptroller Department’s budget request. We look forward to being part of a team at county government providing PeopleSoft implementation at the highest professional level while our audit department protects the county taxpayer and assists in lowering the total cost of government in our county.

Mr. Lesniak referred to the 410 account, noting that the numbers don’t meld out for the last 3 years. Mr. Maturo explained that when they contract for the audit with Testone, Marshall and Discenza, they begin the audit in Nov. and end in April. The amount put in the budget is for that time period. At the end of 2010, there was approximately $30,000 left in the contract with them that hadn’t been expended. The encumbrance carries forward with a portion of 2010 budget and then they pay out the rest of the contract. The pattern will be seen every year for the accounting side and auditing side because of the contract spanning years. Of the $57k in 2011, about $20,000 of it will be spent before the end of the year; $30k will be carried forward and it will show up in BAM 2012 next year.

Mr. Warner noted that last year there was discussion about where employees are paid from – i.e. just because they work in a department, doesn’t mean that they are being paid from that department. Mr. Antonacci said that his office was asked to provide a letters of distribution report and it has been forwarded to the legislature.

Mr. Buckel asked about outside audits performed of county functions. Mr. Antonacci said that every year the County of Onondaga is audited by Testone, Marshall and Discenza – it is considered an outside audit. His audit staff fills 2500-3500 man hours auditing and preparing the work papers for presentation to the independent auditors. The independent auditors, using the Comptroller’s work papers, issues an audit on Onondaga County government. Within the financial statements, there are several components that also receive independent audits: OCC, OCIDA and Oncenter. In answer to Mr. Buckel, Mr. Antonacci said that there are pieces charged to different departments. The total charge to TMD is approximately $130,000 on a billion dollar budget. There is another entity within the confines of county government which pays $300,000 for an approximate $700,000 of expenditures.

Mr. Buckel noted that the overall expenditures are $3 million on both sides of the Comptroller’s office, plus the cost of the outside audit. He said much of what the office does could be handled by the private sector for less money, with more stringent standards, and possibly with firms that have broad experience. He asked Mr. Antonacci for his thoughts. Mr. Antonacci said that anything can be outsourced; private firm could provide the functions of the office, but was unsure if it would cost less. A decent CPA partner is charging north of $200/hr.; a decent staff accountant with little to no experience is charged out at $125/hr. The devil is always in the details. They have discussed farming out payroll. It would have to be looked at it, with a proposal, get an idea of what the work load is and examine it. They are more than willing to examine any ideas that would save county taxpayers money. Mr. Buckel would encourage that.

Mr. Buckel referred to elected officials’ salaries. He is not opposed to a raise consistent with the inflation rate or growth rate, or something that tracks the size of the overall budget, but pointed out that this raise is needed to attract good people, is insulting to Mr. Antonacci. He noted that Mr. Antonacci knew the salary and knew the expectations and the Charter hasn’t changed. He expects more from elected officials and from Mr. Antonacci, a person he deeply respects. Mr. Antonacci said that he doesn’t know when this should be discussed. This position over a 20 – yr period with a roaring economy, a stock market that was booming, and an unemployment rate that was as low as it has ever been in the modern world, didn’t get the raises that the position deserved. He doesn’t know when to adjust for these salaries--if there is a litmus test, or a benchmark. To look at the totality of county government, compensation, and what drive the adjustment to MC pay, passed by the legislature, which he fully supports – some have been underpaid and underappreciated; sometimes they get treated worse than the rank and file employees and they are the ones willing to step out of the box and become management employees. On one hand electeds are treated like employees, i.e. health insurance, and on the other hand they are not. He is not a policy maker, but it is his job to put forth issues that he feels should be addressed – his compensation was one of them. When looking at what other members of county government are making, who have similar duties and responsibilities, then the conversation should be advanced. He believes that in an election year, which has been the historical trend for this legislature, is the most appropriate time to review compensation. Mr. Buckel referred to benchmarks--comparing to where the Comptroller started, comparing to others within County government here – there are benchmarks that are appropriate – inflation, productivity, or growth in this budget - he would support something like that.

Mr. Lesniak asked which position was unfunded on the accounting side. Mr. Maturo said that it is an account clerk III in the payroll department. There was a person that took the ERI; a portion of their salary was funded in 2011. The funding was removed in 2012, as they feel they can go without that position.

FINANCE:

MANAGEMENT & BUDGET - pg. 3-140 – James Rowley, CFO; Peter Seitz, Director;, Karen Carey, Dir. Real Prop.

Tax Svcs.

Total direct appropriations are projected to end year within 1% of BAM.

MANAGEMENT & BUDGET:

Chairman Jordan referred to $43,216 budgeted for Hyperion and questioned why it wasn’t part of the original implementation with PeopleSoft. At the time PeopleSoft was presented, the legislature was assured that everything was part of the overall budget for the implementation of PeopleSoft, including training. Now there is a request for $43,000. Mr. Rowley said that he does know where to place the blame. It was evident to them that as they planned for the implementation of Hyperion budget module, that goes along with PeopleSoft, that the training costs weren’t in place to do it. They weren’t fully understood at the time they looked at the overall project. The focus on the initial stages of creating the project was on the PeopleSoft side – financial system side, and this fell through the cracks. Chairman Jordan questioned how many more surprises there will be like this. Mr. Rowley said that he understands that the budget, according to the consultants running is, is on time and on budget right now. Chairman Jordan said that the concern is that the legislature is told something and then later are told that something was realized or something was forgot – it’s not a way to run a budget. He asked if all of the costs associated with the PeopleSoft program factored into the budgets or will there be surprises again in the future. Mr. Rowley said that he couldn’t guarantee that they have captured everything. To the best of his knowledge, at this point in time everything is accounted for. According to the consultants, we are on time and on budget with the rest of the project.

Mr. Fisher noted that when IT budget was presented, Mr. Beam indicated that the budget from IT’s perspective was under budget. There will be some shifts, but overall it is still under budget. Even though there is an increase in training costs, the decrease in the IT budget is more than offsetting it.

Mr. Lesniak said that everyone was well aware that the training issue was raised many times last year when PeopleSoft was discussed. It is something that shouldn’t have been missed because the Legislature brought awareness of it.

Mr. Lesniak asked about the Public Health Education being transferred to OMB’s budget – understands it may be a better fit with the insurance department and working with risk management, but questioned if reimbursement is lost because it is being taken out of the Health Department. Mr. Rowley explained that reimbursement is not lost because it is grant funded – the County doesn’t get State aid out of that position – dollars actually come from the insurance fund. Mr. Seitz explained that the position is in the Health Dept.’s roster, charged to Personnel grant fund, and billed to insurance fund – it is an accounting nightmare. This is to clean up the whole thing – put it in Budget and bill the insurance fund. It is part of the 101 and salary billed back to the insurance fund – it is not grant funded; it is funded through chargebacks.

FINANCE, pg 3-131

Mr. Rowley thanked Karen Carney for her years of service to the County. She retired this year, came back part time to get them through the budget. She is well respected inside and outside of the County.

Mr. Lesniak referred to the Town of Camillus doing away with their tax receiver and asked if the County will be collecting taxes for the Town of Camillus. Mr. Rowley said that the County will not be; the function will be shifted to the Town of Camillus Clerk’s office.

Mr. Lesniak referred to retention and asked the turnover. Mrs. Carney said that she had two staff members that took the ERI. An account clerk 3, a new position, was hired to take over those duties and reorganize the office a little. The two retirees were brought back on a part time basis to help train.

Mr. Lesniak asked for an explanation on increased interest and earnings. Mr. Rowley said that he will run a separate spread sheet on it. Basically there is an amount of excess cash to invest and there is a methodology of how they allocated that excess cash amongst the departments. This year more cash is allocated to Finance Department, but the earnings on that cash is .4%.

Mr. Lesniak questioned if some of the “shopping list” for fund balance gets enacted as presented – taking the fund balance down to 8%. Mr. Rowley said that short term it may have an effect on interest and earnings, but the theory behind the fund balance list is that they are maintenance, and capital items that will help us lower cost in the future. The idea is that the money would come back over time through reduced operating costs. Short term -- there would be a dip.

County wide allocation – PG. 3-51: COUNTY GENERAL OTHER ITEMS:

Mr. Rowley:

Includes funding for Oncenter and CVB
Contingency account for Erie Canal Museum
Memberships and dues
Village infrastructure projects

358 – was put in county general, but believes that Erie Canal Museum, OHA, in conjunction with the Salt Museum and St. Marie, are something other than authorized agencies and deserve to be in a different part of the budget and funded accordingly

410 – countywide membership/dues for NYSAC, NYS Co. Executive Association, fees for deferred audit

570 - $3.2 million for village infrastructure program; $1,497,500 for CVB

825 – Oncenter Complex; missing is $250k required to pay them under the management agreement – will be adjusting the fund balance resolution. Mr. Fisher said it is a mistake; when the CEO of the Oncenter presented their budget it was for $1.6 million for operating and $250,000 for capital reserve required under the management agreement. When the Co. Executive approved the recommendation for the Oncenter, it included both the operating subsidy and the $250k for capital reserve. Through error, it failed to get into the budget in the proper place. He takes responsibility for it; the Co. Executive recommended exactly what Ms. Toennies and her team requested. Chairman Casey asked if the $250k is reflected in the $1,638,425 in line 570. Mr. Fisher said that it is not; there is a fund balance resolution for it. The Ways & Means Committee will have to decide where to put it; there is no ROT surplus. The proposal is to take $250k out of fund balance, but there can be discussions about that. The Oncenter now expects to generate a surplus this year; will end up with $300k. It may be reasonable to look at what to do with the $300,000.

856 – OHA

Revenue:

005 – ROT required to fund CVB and Oncenter Complex

030 – monies collected from vendors to cover cost of 401B plan audits

050 – interest and earnings estimate from OCIDA loans

057 – estimated revenue from writing of stale dated checks

Mr. Fisher:

Goal this year was to make things more open and more understandable
Oncenter budget was always in authorized agencies physical budget, but presented with CVB, which was with the authorized agencies financial budget
CVB wasn’t really described on a line that said “CVB”; was on a line that said “contracted client services”
ROT on revenue side flows though county general; majority of ROT revenues go to finance Oncenter and CVB – it would be more understandable to move appropriation to where revenues flow through the budget
Centerstate CEO - $25,000 for regional marketing fund – also lost on authorized agencies list - Centerstate, Oncenter & CVB appropriations, which includes $22,500 which goes straight to Syracuse Nationals with remaining $1.45 million for operating budget
OHA, Erie Canal Museum, Salt Museum, and St. Marie - want legislature to understand they are different than other arts & cultural agencies
County owns Erie Canal Museum Bldg – State gave to us with condition that County would operate or have someone operate a canal museum there; Fac. Mngmt. Dept. takes care of the building, County pays utilities. They depend on the County – life or death kind of matter
Encourage Erie Canal Museum and OHA to begin dialogue about some sort of strategic partnership; want to see Salt Museum and St. Marie among the Iroquois be part of that
Received word from Erie Canal Museum Board that for them to come back to the legislature in Jan., and wait until Feb. or March to receive their money might cause them to miss their payroll.
Satisfied that discussion will take place, will see some shared services
Philanthropic organizations – Community Foundation and Gifford Foundation have offered to fund a facility to help the boards come together and both board have agreed to accept that facilitation

Mr. Lesniak referred to OHA, $45,000 rough increase from what was allocated last year and asked the reason for the increase. Mr. Fisher said that the allocation last year was cut $10,000 on top of a decrease from 2010. Many agencies made cases for increases; the county accepted this one. It would restore OHA to 2009 level – has a unique role with the County of maintaining artifacts and historical materials. They made case to Co. Exec. that they are different than the arts and cultural agencies that don’t have the relationship to the county and counties history that OHA does, and to properly take care of it they would need additional funding. The County Executive’s recommendation is based on her agreement that the argument is compelling.

Mr. Lesniak asked about the village infrastructure money late year. Mr. Rowley said that last year it was $1,350,000; this year it sis $3.2 million; will go to $4 million next year and stay there (see attachment a).

Mr. Lesniak asked of the $1.45 million, how much goes to Centerstate. Mr. Fisher:

“None”, CVB is funded at $1.45 million – same amount as last year.
Centerstate pays internally for rental and overhead
Other $25,000 to Centerstate if for regional marketing fund – described on pg. 3-50, 3-53. When budget was originally prepared – it was spent twice in authorized agencies and in this budget – now only in this budget – coming out of line 570
No other monies in the budget going to Centerstate

Mr. Lesniak referred to Oncenter – didn’t include the $250k, but $1.638 million is still an increase of over $400,000 from what is normally done. Mr. Fisher:

Oncenter Finance Committee come to Legislature when the legislature gave them a loan and additional funding
They had under requested what they really needed
This year presented that they really need $1.638 million – owe County $900k
Oncenter has been told that $1.638 million is the amount the Co. Exec. will request for next 4 years; they need to figure out how to squeeze $900k out of it

Mr. Lesniak asked when Oncenter presented to Mr. Fisher and Co. Executive, were they aware of the $300k revenues in the black. Mr. Fisher:

They were aware that they were making sales estimates more conservatively than they had in the past.
Wanted them to be very realistic; their forecasts are based on contracts – not what may show up at the last minute.
Ms. Toennies has reported that there were some concerts that they were not sure would close and brought in some significant dollars
Not aware of running $300k in the black at the time of the meeting – were aware that they had sales people trying to sell things and if successful would generate more than the forecast

UNDISTRIBUTED PERSONNEL EXPENSE - pg. 3-55

Mr. Rowley:

Estimate for OCSPA and Captains that reflect standard wage increase for other contracts in 2012.
Zeroed out 120 acct. compared to last year – last year reflected amortization of the ERI – proposed non occurring expenditure be paid out of fund balance – will save County 7.5% interest, about $1.9 million
Separate resolution to accomplish this

Mr. Lesniak noted that there is no contract at this time; the proposal is that if there is a contract, it comes out of fund balance. Mr. Rowley said that it would come out of budget. Mr. Seitz/Mr. Rowley:

The two contracts go through 2011
Estimating a potential contract settlement in 2012.
ERI payment is proposed to come out of fund balance

Mr. Lesniak asked for a breakdown of the analysis of ERI payment.

Mr. Rhinehart noted that last year an assumption was made that ERI could be financed over 5 years; $2 million reflected in 2011 budget. Mr. Rowley/Mr. Seitz:

Have to make a payment this year – by Dec. 15th
Payment is near $3 million per year for 5 years
Have to let State know in 30-60 days whether it will be amortized or lump sum payment

Mr. Rhinehart noted that the proposed 2012 budget takes fund balance to below 10%. Mr. Rowley:

Fund balance resolutions take fund balance to about 8% of net revenues
Makes assumption that ERI is paid this year

Mr. Rhinehart asked if ERI is not paid this year and the County continues with financing it over 5 years, accepts all of the proposed fund balance expenditures presented, where would it leave fund balance – would it be around 10%. Mr. Rowley said that it would not be:

Fund balance needed to fund ERI on a lump sum payment is approx. $5.8 million
Would need $2.5 million for financing
Only picking up about $2.5 million out of fund balance for next year
Would have more in fund balance for a year, approx. $2.5 million, then have to go back to fund balance to pay it anyway – don’t have enough with sales tax and property tax to fund the budgets going forward

Mr. Rhinehart said that they heard that last year and still ended up in the black.

Mr. Lesniak asked how much is needed to bring fund balance back to 10%. Mr. Rowley said that they will run the numbers. Mr. Rowley explained that fund balance is calculated a number of different ways. Comptroller has to calculate fund balance according to GAAP; a reserve is made at the end of each year for prepaids and encumbrances. Mr. Rowley said that when he talks about fund balance, he does not know what those numbers are going to be, so they are ignored. If they are baked into the calculation then the fund balance would be even lower than the 8%. Mr. Maturo said for budgetary purposes, the fund balance sheet does not include prepaids. For GAAP purposes, they have to take into consideration prepaids and treat it as a reserve fund balance. At the time they prepare the financial statements, they already have that money budgeted for, and the expense has already taken place. To include it from a budgetary perspective would be misleading.

COUNTY WIDE TAX: pg. 3-61

Mr. Rowley:

Estimates for property tax, sales tax and anticipated use of fund balance anticipated into the use of fund balance incorporated into the 2012 budget
Even with barebones budget proposal, the use of $4.5 million of fund balance is required to balance 2012 budget
Fund balance is a nonrecurring source of revenue – must be made up in the 2013 budget
Line 001 – proposed property tax levy adjusted by unpaid current year tax and payments of delinquent taxes
Estimates for deferred and uncollectable taxes, as well as prior year tax collections, based on historical data and reviewed with the Comptroller’s office
Anticipate approximate $12.2 million of deferred and uncollectable taxes; about $5.9 million of prior year tax collections in the 2012 budget
County tax levy is $153.8 million – same as 2011 levy
Levy does not cover cost of state mandates – short $22.8 million - has to be made up with our portion of sales tax distribution
Budgeted $378 million local dollars in 2012 general fund budget – includes property tax and sales tax
47%, $176.5 million goes directly to pay for state mandates
Another 31%, $117.5 million i needed for public safety- DA, Correction, Probation, Hillbrook, downtown jail, Sheriff
Debt service is 4.5%, $17 million; leaving approximately $67% for everything else –Parks, DOT, all administrative functions, elected officials’ offices, Health, and Mental Health depts..
Line 005 – non real property tax items - $225.8 million of sales tax revenue estimate
Estimate 2011 sales tax collections estimates will finish at about 3.15% higher than 2010 actual collections
This budget has seen sales tax growth of 2.25% above 2011 estimate
Percentage of sales tax being retained by County from both 3% and 1% portions has increased from 66% in 2011 to 72% in 2012 budget
Line 082 – fund balance needed to balance budget

Chairman Jordan referred to pg. 3-61 – indication that property tax levy will be $153,817, but line 001 is $147,567,818. Mr. Rowley explained that it is the net number – property tax levy, deferred and uncollectable, prior year tax collections.

Chairman Jordan asked if 005, projected sales tax revenues, is what would be retained; Mr. Rowley confirmed that it is.

Chairman Rhinehart referred to sales tax revenues for 2011; Mr. Rowley said that they are estimated to finish 3.15% higher than actual 2010 collections, 2.25% above 2011. Chairman Rhinehart asked what the original forecast was when the 2011 budget was projected. Mr. Fisher said that they forecasted $192.5 million and the legislature added $5 million; revised estimate in the budget was $197.5 million. In answer to Chairman Rhinehart, Mr. Rowley said that he is projecting that collections will finish 3.15% above the 2010 actual. Chairman Rhinehart asked what is the projection at this point compared to the 2011 adopted; where will it finish. Mr. Rowley said that $203 million is estimated at this point.

Chairman Rhinehart referred to local dollars, $378 million – looking at a $35 million increase in local spending between 2011 and 2012 and questioned what makes up the majority of that. Mr. Rowley referred to page 2-53, which gives a good summary of where the shortfalls are:

State mandated programs are up $16.5 million – includes loss of $7 million in FMAP
Employee related expenses, wages, health benefits, up $11.9 million
All other included debt service up $5 million
Local dollar revenue increase needed is $38.2 million
Baked in revenue decreases of $4.8 million

Chairman Rhinehart said that $27.8 million dollars is being used from sales tax to balance the budget. Chairman Rhinehart asked if that is all of the increase for sales tax; Mr. Rowley confirmed that it is. Chairman Rhinehart said that he thought the intent was to use sales tax to offset property taxes. It is certainly not reducing property taxes with 14 out of 19 towns’ taxes increasing. Mr. Fisher said that if we didn’t use sales tax Onondaga County would be doing what Tompkins County and many others are doing in raising taxes. Mr. Rowley said that if we didn’t have the sales tax, we would be asking the legislature to override the property tax cap at this point in time, because there aren’t funds to cover these kind of gaps.

Chairman Rhinehart said that in the past the budget included a column that showed what the department heads requested when they submitted their budgets. The legislature was able to look at that and do an analysis, see what was requested and what was recommended. It is not included this year, yet there is $30 million worth of increased spending. It makes it difficult to look through it line by line, department by department, and figure out why. Mr. Rowley said there is $16.5 million of State mandated costs passed onto the County. Chairman Rhinehart said that he sees the list, big ticket items, but don’t see what was asked for and what was denied. Where departments told “no”. Mr. Rowley said “absolutely”. They didn’t see the value in it because they have been working -- a different approach to budgeting where the deputy county executives are very involved in their departments and in preparing budgets. To have a department give a wish list, it doesn’t make sense to have it in the book when it doesn’t have any chance of passing. Chairman Rhinehart said he is concerned about when it takes automotive out of the budget – which are vehicles and things that are reoccurring, not one shots. Vehicles are needed throughout the county for people to do their jobs – when $3 million worth of vehicles is taken out of the budget and it stick it over to be taken out of fund balance or to be bonded for – it adds $3 million back into this budget. It is $3 million more that should have been in this budget, if the Legislature doesn’t bond or use fund balance to pay for the vehicles, what will be told to the department heads. Mr. Rowley said that they will have to make do with what they have. The amount of cars requested, Sheriff’s is a prime example, is exorbitant. It is not a reoccurring amount of cars that would be put in the budget. There are out year gaps that haven’t been solved yet; not making a commitment to any departments beyond this year’s budget that there will be any vehicles put in moving forward.

Mr. Rhinehart referred to the Deputy County Executives -- is not questioning their work ethic or hard work, but stated that the vehicles, as a necessary part of this budget, should be included in this budget. Putting the vehicles on a sheet on the side, as a separate request says that “we don’t need them”. Mr. Rowley said that potentially they won’t be needed year after year after year. Next year is another budget with another gap to deal with and are not making any commitments in this budget that departments are going to get them. They chose to put all of the capital items, long-lived assets on a fund balance list this year. Chairman Rhinehart said that he understands that with the major maintenance projects, but not with the vehicles. Mr. Rowley explained that this year there is adequate fund balance –it makes sense to fund them out of fund balance this year with the understanding that there is no promises going forward to be able to fund in the operating budget at least in the short term. They may have to come back and put them in the operating budget at some point; may have to ask for more fund balance in the future.

Mr. Fisher said that there were departments that stated that they got cut in 2010 budget and need that money restored plus more. Rather than putting it in the operating budget, some was put into fund balance to avoid the problem where one year there is a surge. When things are put into the operating budget that are not reoccurring, there is a tendency for those things to be put in the operating budget for years to come. They wanted to send a strong message that the special things that are catch up or, unusual, will be isolated so the department knows not to ask for them next year unless there is a good reason for it. To put in an operating budget means that they have to tax for it. They will be evaluated next year, some may come into an operating budget, but hopefully many won’t. Chairman Rhinehart noted that the vehicles were taken out of the operating budget and taxes aren’t going down, they are still going up. A necessary part of the budget was put aside. Mr. Fisher said that taxes are going down in 5 towns, 14 villages, City; tax rate is going down. Some taxes are going up because of the sales tax agreement reached last year. Chairman Rhinehart said “and the increased spending”. Mr. Rowley noted that without any cars in the budget, there is $4.5 million of fund balance use. Unless the Legislature makes other cuts to the budget, if cars are put back in, it will increase the use of the fund balance to cover that appropriation.

In answer to Chairman Jordan, Mr. Seitz explained that on pg. 2-53, $4.9 million salary & wage costs are the contractual settlements; $600,000 is county general estimated salary & wage costs for OCSPA and Captains. Chairman Jordan questioned the increased cost for position reductions $500,000; Mr. Seitz indicated that he will look into it.

Mr. Kilmartin asked Mr. Rowley to review the anticipated sales tax figure to come in this year relative to the change in the sales tax agreement. Mr. Rowley explained:

$27 million includes the increase estimated in collection also
$27 million is all accounted for in the budget
Part of the $27 million is representative to the increase in sales tax to the county this year as a result of the change is the sales tax agreement

Mr. Seitz noted that part of it is the inflationary increase 3.15%. Mr. Fisher said it is a 6% increase on about $200 million – about $12 million is attributable to the increase share from 66% to 72%. Mr. Kilmartin asked about the change in the agreement for 2013 and asked what additional sales tax is estimated to be received. Mr. Rowley noted that they are estimating $225 million this year; projection for 2103 is $235 million county share. Mr. Kilmartin asked if it is a result in expected growth in economic activity or is a $10 million gap the result of a change imbedded in the sales tax agreement. Mr. Seitz said that it is a result of a little growth in the agreement and a little growth in the inflation. Mr. Kilmartin asked if there is any substantial change in distribution from 2012 to 2013, not inflationary or not expected bumps in economic activity. Mr. Fisher:

The last year that the town receives that money is the 2012 budget
Towns get $7 million
Schools are level
County gets bulk of increased share
City gets a tiny amount for the 1%

Mr. Kilmartin noted that if the towns are getting approximately $7 million in 2012, if everything in the world stays flat and does not change for 2013, the County could expect at least $7 million in additional sales tax revenue in 2013. Mr. Fisher agreed but noted that it won’t affect County taxes much because most of the towns took it as cash this year; about $4 million was taken as cash. Mr. Kilmartin referred to the $10 million change from 2012 to 2013, and asked if $7 million is embedded in there, is the $3 million the growth factor. Mr. Seitz said that there is a growth factor in there; doesn’t know if $7 million is the exact number for county share – there is growth factor and a sharing formula--$10 is the combination of both.

In answer to Mr. Kilmartin, Mr. Rowley agreed that the County Executives, proposed use of fund balance would bring the fund balance down to approximately 8%. Mr. Kilmartin questioned how it was determined to take it down from the policy of 10%; what is the comfort level going forward. Mr. Rowley said that it is risky, heard from bond rating issues this year that as our revenue shifts on being more dependent on sales tax, they will be looking even closer at fund balance. Sales tax tends to shift up and down faster than property tax – bonding agencies see it is a less reliable source of revenues in the long term. The county executive made it clear that a fund balance of 11% or 12% on the books was unacceptable and the money needed to be returned to the tax payers. At a point where we are below historical targets and policy and it is going to be risky when going to bond market. The hope is that property tax revenues and sales tax revenues will be a stable source of income in future years so that there can be continuation of serving bonds and not have bond holders see a lot of risk. It is a risky move.

Mr. Rowley said that an 8% fund balance level as a percentage of net revenue is within the realm of acceptability. Rating agencies understand that fund balance is used when governments are in fiscal stress; they understand that it could go off pre-prescribed targets. Feels a legitimate case could be made in front of the rating agencies as to why fund balance is being used this year. Mr. Kilmartin asked what the plan is to bump the percentage back up. Mr. Rowley said that it will take longer than a couple of years to do it; projecting gaps in years 2013 and 2014 – does not have answers as to how those gaps will be covered. About $15.3 million gap is projected in 2013; about $20 million gap projected in 2014. The big part of 2014 is the assumption that the County will still have Van Duyn as an operating unit of government; will need over $6 million in 2014 to fund it. Mr. Kilmartin asked if the sale to Upstate is not anticipated. Mr. Rowley said that negotiations are still going on.

Mr. Kilmartin questioned when fund balance was last at 8% or in the realm of 8%. Mr. Maturo said that in 2004 fund balance was 8.22%, which was the last time.

Mr. Kilmartin said that if going into the 2013 budget there is 8% fund balance, representing $54 million, and facing a $15 million gap in 2015, how is the County Executive’s office or Budget office addressing for 2013 in terms of projected adjustments. Mr. Rowley said a large part would be cuts, program reductions; hopes State will come through with mandate relief; hopeful that the economy will turn around a little. He does not have the strategy for 2013 budget mapped out at this time. He noted that taxes have not been raised in a long time relative to the levy; levy has been reduced substantially since he has been here. At some point, with mandates and pension costs, and health costs increasing at unsustainable levels, the levy will have to be looked at. There is a limit to what can be done with the levy now because of the tax cap.

Mr. Kilmartin questioned if it would be a better strategy to try to tackle some of the cuts this year instead of trying to speculate on what will have to be done in 2013 or 2104 and prepare ourselves for then. Mr. Rowley said that the future is pretty unstable, costs of running government are approaching unsustainable levels. It is very risky under the tax cap. If the levy is cut and it can’t be sustained, that provides for a structural gap going forward - can’t get it back under the tax cap.

Mr. Fisher noted long term things being looked at:

Van Duyn – if continuation of the kind of reimbursement rates that we have, and it comes back onto county general budget in 2013, 2014, 2105, the risks will be tremendous – will spend $4 - $7 million on it. Have to do something about Van Duyn – are moving on it as quickly as they can
Health Insurance – county employees pay a very low percentage for those costs compared to the private sector, around 14%. Have to find a way for that to go up to private sector benchmark numbers Need incentives where they can be healthier, reduce their costs and county’s with them – subject to collective bargaining agreements
Collective bargaining agreements – accelerating at 3%, 3.25%, 3.5% - all expire at end next year. If they can get some zeros in future years, then can start to make headway
State mandate relief – provided example of Sheriff’s budget – mandates at jail of 24 hour watch – very expensive. County Executive will continue to lobby the state.

Mr. Fisher noted:

Economy in this region doing a little better than in the state
Unemployment rate dropped
See a lot of investments being made by businesses
Economic development is the way out of any fiscal crisis – if business continue to do better than rest of economy and economy picks up, then that is the hope

Mr. Rowley noted:

He watches a number of indicators all of the time; there is a lot of antidotal evidence that things are very bad
stock market has been thought of as harbinger of things to come – lost almost 600 points in last two days
lines around the building in the morning for various types of benefits
a lot of pressure on county government

Mr. Warner noted that in listening to the discussion going back and forth on where to take funds from, whether fund balance or other places, it may be an attempt to display to taxpayers whether it is the executive side or legislative side making the better decisions. It leaves him cautious on how to proceed. He referred to a conversation a year ago where he asked Mr. Rowley about the ramifications of the sales tax agreement and Mr. Rowley told him it would be a wash. Mr. Warner said that $45 million was taken out of the budget to offset those property tax increases – he never considered that the county would veto. Property taxes in his hometown went up 50% because of it. The town then took $800,000 of sales tax in cash; property taxes went up another 50%. County property taxes went up over 100% in his town. The County executive doesn’t take any of the blame and the town board doesn’t’ take any blame. He has been the target for listening to start with that the issue was going to be a wash. Mr. Rowley said that he did not recall the conversation, but assured him that since day one when they started looking at sales tax distribution, and taking sales tax money away from towns, he knew that it was going to affect the rates substantially. He said that he would have never said it. There was an analysis that showed how some of the rates were going to jump.

Mr. Lesniak referred to mandates – there are mandates in Sheriff Office Custody; there is nothing on all local dollars on the Sheriff’s Civil side. It is $33 million, up almost $4 million from last year. Yet the Executive office continues to send over the “Navy”, “Air Force” and everything else for it, not making any cuts, but just raising local dollars. It is a lot easier to not get 10 votes to put something back than it is to get 10 votes to take something out. This is a $33 million local funding; there are a lot of things that could be cut out of local dollars.

Mr. Kilmartin asked if the 2% cap is a calculation that is ballpark 2% of the levy, subject to exclusions. Mr. Rowley said that is a pretty good estimate:

State gives the assessment growth factor, this year it was .74%;
Pension exclusion amount –anything over 2% of the blended actuarial rate at the state level – this year it was .6%, exclusion was $1.9 million
All moot this year – not taking advantage of it because not proposing an increase in the levy

Mr. Kilmartin asked if levy this year remains a $154 million; 2% applied next year and have to be cognizant of a $3.08 million increase in the levy next year. Mr. Rowley noted that there is a roll over factor this year under the cap of 1.5% of the levy limit, about $2 million – can potentially raise levy $5 million next year. Mr. Kilmartin noted that under a different scenario – took $14 million from fund balance and applied it to levy, reduced levy to $140 million, 2% calculation is $2.8 million. Mr. Rowley agreed but the $10 million would have to be made up somehow – would have to override cap or take out of fund balance. Mr. Kilmartin said that if we have to be very concerned about busting a 2% levy and pointed out a $150 million or $140 million levy. Mr. Rowley explained that it is not so much the 2% limit amount; it is the $10 million reduction in the levy that he doesn’t have going forward into 2013 or 2104 to cover the gap. Mr. Kilmartin said if budget cuts of $14 million were made, there isn’t much gap between a 2% of $150 million or 2% on $140 million. Mr. Rowley agreed, but noted that if $14 million in cuts were to be made, he doesn’t know what they would be to be sustainable going forward. Cutting that amount of levy puts the county in a very perilous, financial position. Mr. Kilmartin said if the levy is cut through permanent, structural, sustainable cuts, the cap between $2.8 million on $140 million and $3 on $154 million is minimal. Mr. Rowley agreed in theory – to cut half the parks or lay off 20 – 30 Sheriff’s, then that it sustainable.

Chairman Jordan said that last year there were criticisms or comments on having to find structural cuts. A year later the legislature is presented with a budget which is said to be staying flat, but is shifting certain expenses which would otherwise in the past been considered an operating expense or funding it through fund balance or through borrowing. A year later, there really aren’t spending cuts. If anything, there are spending increases. Now being told that long-term projected budget is looking at a $50 million budget gap for 2013 and another $20 million budget gap for 2014. It is all the more reason that spending cuts really need to be found. Mr. Rowley disagreed that they haven’t done any cuts – Co. Executive is down over 500 full-time equivalent positions; went through a substantial lay off, reductions in early retirement, has cut other places. In terms of cuts, nibbling around the edges any more isn’t going to cut it – going to have to look at parks – which ones do you want to close. If substantial cuts are going to be made to reduce the levy, it has to be major – look at parks or substantial layoffs.

Chairman Jordan noted that last year, as part of the budget process, in Health Department there was discussion that while programs were mandated, the level of programs were not. He doesn’t know if there has been much analysis done on the ways of reducing those levels of programs that are provided. There was mention of decreases in the number of positions in the county, which has been supported, but there is budget now that creates a number of new positions. It seems to be going in the wrong direction, creating more positions at time where arguably should be finding cuts not creating positions to increase spending. Mr. Rowley said that there is a minimal amount of new positions proposed in this budget. Each department had talked about the strategy behind those positions. Regarding the Health Department, it is analyzed from budget perspective on a regular basis. It comes down to a policy call in terms of the level of service that is needed to keep the health and wellbeing of the county in a good state.

Mr. Kilmartin said that approximately 6 months ago he sought a report of employees within the county, not by name, but by department and title, as to whether or not they were grant funded or local dollars and asked if it has been created. The only way to really identify local dollars is in part looking at positions – grant or local dollars. He has sought the report multiple times, without it the legislature is totally hamstrung from nibbling around the edges, vs. more substantial cuts without it. Mr. Rowley said that they can provide the information, cautioned on Health Dept., as that is where a lot of grant funded positions reside. They are partially grant funded, multiple grant funded position – very difficult to get hands around it. At that point have to step back and look at what programs are being provided and why. Ultimately, the conversation turns to Dr. Morrow and asks if something is really needed. She has consistently made the argument that, as a medical professional, these programs are needed. Mr. Kilmartin said that he met with Dr. Morrow, who indicated that she would provide the information to him for budget. He hopes someone has been working on this for the entire county for the past 6 months. He is looking for a list for every position in the county, for every department, and whether or not it is grant funded or local dollars. Mr. Rowley said that there is another level of detail that needs to be understood in terms of where the local dollars are. They can provide the data, but noted that once you start getting into it, it turns into a debate about pogroms. Mr. Kilmartin said that he presumes the County Executive’s office has done that analysis and presented the priority of programs in her budget. Now it is time for the legislature to try to prioritize those items.

Mr. Fisher said that there is a lot of information in the budget books – some is new, tried to lay out in program profiles what spending is represented. It is not just grant funding, there is federal and state dollars – program profiles show how much of the local dollar budget is allocated to each programs. In Parks, they have shown exactly how much money is in each park. In response to Mr. Kilmartin, Mr. Fisher said that if the legislature wants to cut a program, the local dollars will go – they will figure out which lines come out – can count on local dollars going.

Mr. Warner said that two months ago there was a Health Committee meeting regarding programs and funding, there were questions if whether our county has a Cadillac program even though mandated – the information is in the Health Committee minutes.

Mr. Warner said funding positions in this government, Co. Executive’s office – a lot of positions funded from outside the Co. Executive’s office. He questioned how to maximize the payment from federal and state agencies from positions. He referred to the legislature’s staff – there are people here that are doing work for Health Dept., for public safety, etc., and asked if there are grants available, that if we transferred a percent of the work of people here to the budget of somewhere else where there is actual state funding. He asked who authorizes the percentage and how is it justified. Mr. Rowley said that the legislature, Co. Executive, Finance, are all spread through an indirect cost report, done independently by a firm for the sole purpose of compiling with federal audit requirements and getting reimbursement where it is available in the departments that can comply for it. Relative to who makes the decisions on how much aid is attainable by allocating these costs out, is up to the particular program, agencies, at the federal or state level. Aid is drawn down on those costs. It is determined by private firm as to how costs are spread out. The other piece is interdepartmental expenses – there are overhead departments that the County charges out internally for the same reasons, i.e. IT, Facilities, Law Dept, etc. those expenses for state and federal purposes can be claimed. The trick to passing an audit, and not violating rules and regulations, is that there has to be consistent methodology to allocate these costs.

Mr. Maturo said that there are two ways to chargeback the central service departments like the legislature, Comptroller, Co. Executive, Purchasing. Through the indirect cost plan - an entity is hired to come in and allocate the cost of those departments based on acceptable methodology in order for the County to receive federal aid. The other way is through direct billing. If billed to direct departments, like Purchasing or Law Department does, it has to be based on an acceptable methodology in order to receive state and/or federal aid. If it is not, there is a risk of the expenses being denied on audit and the County having to pay back state or federal aid.

LAW DEPARTMENT - pg. 3-154 – Gordon Cuffy, County Attorney

Mr. Cuffy presented the following:

The proposed Law Department budget is a fair budget which does not increase our roster nor does it incur any new major expenditures. There is an increase of in our 101 line, primarily due to the adjustments made to the M/C salary schedule, and contractual raises for our CSEA employees. Previously, two attorneys were assigned to work full time on WEP issues, and their salaries were reflected in that department. I requested that those salaries be reflected in the Law Dept. budget. In order to increase efficiency without adding to the bottom line, these two attorneys now will work on WEP issues and other county issues, allowing me distribute resources as needed to support all county operations.

Our Family Court Unit continues to perform statutory duties, appearing in court to try child abuse and neglect cases, as well as appearing on juvenile delinquency, PINS, termination of parental rights and custody matters. Our unit handles all of the appeals and provides legal advice to DSS, which includes over 150 caseworkers. DSS receive state reimbursement for this work which covers 100% of the Law Dept. costs, with the exception of JDs and PINS.

The Municipal side involved in a variety of issues, from the proposed transfer of Van Duyn, to negotiations for a new lease at Alliance Bank Stadium, to efforts to build a Convention Center hotel, the unification of the Police academies, contracts and numerous other projects. You are aware of the successes in our litigation unit, where we have had significant motions for summary judgment decided in our favor, and, most recently, were victorious in a trial on a major contract case, avoiding significant exposure to the County.

Another notable success is the GM Bankruptcy case. As you will recall, our office interceded and filed papers in the bankruptcy proceeding, and in March 2011, in response to our papers, GM agreed to establish a $70 million reserve to address environmental claims for Lower Ley Creek.

We have accomplished this without seeking any additions to the office, mainly because we have made use of the technology available to us and the use of community resources.

In 2011, we solidified existing connections with SU Law School and expanded our internship program to include area undergraduate institutions and business schools. This past summer, we had as many as 9 unpaid interns working at once, contributing more than 1500 man hours. This has made it possible to keep up with the legal research and clerical needs of the office.

We previously briefed this committee on the advances we made this year with technology. While FOIL demands have tripled in the last three years, the digital FOIL system has provided savings which we estimate will be $1000 per year in paper, ink, envelopes, labels and postage. However, the more significant impact that it has reduced the time involved in responding to FOILs.

In addition, we have been aggressively scanning our files for digital storage in order to reduce storage costs for hard copy files. We do not have enough staff available to scan the vast volumes of documents generated in this department, therefore, we once again solicited volunteers to provide this service free of charge.

Finally, with respect to Early Retirement, we were asked to obtain a 50% savings, the Law Dept. 's savings was 95%. We achieved these savings by leaving positions vacant.

Mr. Cuffy added that they are pretty much static; the budget is fair with regard to the Law Department.

Chairman Jordan asked if all positions are full time. Mr. Cuffy said that they have 5 part time positions – 4 Assistant Co. Attorney II’s in municipal; and 1 deputy county attorney I in Family Court.

Mr. Lesniak referred to the two positions being moved from WEP to Law Dept., and asked if they are going to be charge back to WEP. Mr. Cuffy said that they are; WEP will be billed back for the work.

Mr. Lesniak asked what line the part time employees are being paid out of. Mr. Cuffy said that they are sharing positions, out of 101 line. They are benefit eligible.

In answer to Chairman Jordan, Mr. Cuffy said that there are no vacant funded position and 7 vacant unfunded positions. Chairman Jordan asked to be provided with a list of those positions.

Chairman Rhinehart asked about record storage. Mr. Cuffy said that the County now uses Empire. The Law Dept. tries to digitize everything; try to reduce the amount of records that go into storage.

Mr. Warner questioned which positions are charged out to other departments. Mr. Cuffy explained that they had 2 attorneys working out at WEP and were moved back to Law Department’s budget this year. There is one attorney, who was previously part time, moved to Van Duyn. Van Duyn is covering 50% of the cost of that attorney. In answer to Mr. Warner, Mr. Cuffy said that there are 27 attorneys in the department; the entire Family Court unit is charged to DSS and is reimbursed.

EXECUTIVE OFFICE: pg. 3-34 - Bill Fisher, Deputy County Executive; Tara Venditti, Budget Analyst

Mr. Fisher:

By in large the budget is in the 101 line
Recommend budget up slightly from 2011 - No personnel changes, increase is due to salary schedule
Total request is $1,316,755 up $31k from last year
Roster – pg 3-39 –no changes
Co. Executive chose not to have salary increase in 2011 – salary has remained the same since Jan 2008
Other roster position subject to MC schedule/step increases
Work of department – mandated largely by Charter and Code
Work many long hours
Director of Intergovernmental Relations:
title didn’t change but focus changed in 2011
exclusively now on intergovernmental relations with towns and villages
looking at government modernization at all levels between county, towns, villages with purchasing consolidation, buying equip for fire depts., consolidation of tax receiver in Camillus. Working alongside Comptroller
finding ways for county to work with towns and villages to reduce government spending and reduce taxes required to support that spending
one unfunded position – executive secretary, line 9
2009 – reduced roster; 2011 – Conf. Information Aide – shared with Management and Budget

Chairman Rhinehart asked what four executive secretaries do. Mr. Fisher clarified that there are three - each deputy county executive has an executive secretary. They also support the rest of the staff – there are a lot of people in and out of the office all day, a lot of phone calls, a lot of correspondence. Where necessary, the also assist the Co. Executive. The vacant executive secretary position is the position that normally supports the Co. Executive. Chairman Rhinehart questioned if the Co. Executive has a secretary. It was noted that the Co. Executive has a Senior Executive Assistant.

Chairman Rhinehart referred to letters of distribution, noting that it is used extensively in the Co. Executive’s office. Mr. Fisher said that out of the 12 funded positions, 11 of them receive some support from other departments. Mr. Fisher distributed a spread sheet (attachment B) reviewed the information.

Dep. Co. Exec. - Human Svcs.: 33% is supported by other departments – position spends fair amount of time working on Van Duyn, Mental Health, Medicaid – 11.11% from each area. Salary from Exec. budget $83,859, remainder is form the other departments
Dep. Co. Exec – Physical Svcs: 33% spent on WEP; went for a long period of time without a WEP Commissioner. In 2012 it is proposed that 33% is supported by WEP budget, $39,000. Salary from Exec budget = $79,819
Exec Commun. Director: spend more time on certain department that are significant interest to the public – Health, Parks, Aging and Youth. Interface with public, press releases, emails. 20% of the total salary s charged to these depts. $16,653, 6.67% to each; salary from Exec. budget = $66,612
Research & Communications Officer: works with Exec. Comm. Director and also a lot of work with Management & Budget – communicating with public regularly on finance and budget matters; 44% charged to Management & Budget, $22,799; Salary from Exec budget = $28,652
Conf. Information Aide: spends half of her time on DMB; 50% or $20,440 supported by DMB; Salary form Exec budget = $20,440

Chairman Rhinehart noted that at the Legislature, there is Legislative Clerk, and the staff is responsible to her more than the Chairman. He asked who the Executive staff is responsible to or if there is an office manager. Mr. Fisher said that he is responsible for the budget; the Deputy County Executive – Human Services coordinates the staff to make sure someone is out front, and that functions are covered if someone is on vacation. The work that interfaces between the Legislature and the County Executive’s office is his responsibility.

Mr. Lesniak asked why the budget doesn’t show the allocation for salaries and in interdepartmental transfer. Mr. Fisher explained that it is not a transfer; the money gets spent in the budgets where it is shown in the budget. For example, Van Duyn’s part of the $41,930 would be in the Van Duyn 101 line. The money goes directly from their account to the paycheck. It is a letter of distribution. An interdepartmental is done, for example when IT does work for all departments, and at the end of the year their costs are allocated out on a percentage basis. Mr. Lesniak said that is what these positions are doing – a portion of their work as deputy county executive is being portioned out to other departments; questioned why it doesn’t get charged out as an interdepartmental expense and actually show what the budget line for actual costs are. Mr. Fisher deferred to Mr. Maturo and asked if it could be run through the interdepartmental expense line rather than 101 line from the departments. Mr. Maturo said that it can be done; that is what is done for the other departments, and prefers that it be done that way. Anytime there is a charge from one department to another it should be based on accepted methodologies. He explained that the Comptroller’s office does work for the insurance fund; at the end of the year, the Comptroller’s office sends them a direct bill for the auditors’ time. Their time is in the 101 and the revenue is recorded as interdepartmental revenue. The remaining salaries then get spread through the A-87 indirect cost plan, where departments may be able to receive federal aid on it. The problem with percentages is that under audit, they will be looking for accepted methodologies on how they were charged out. He is not sure that a percentage, a rough guess, is going to be good enough under audit. There would be a revenue line in the budget. There is a better idea of the total cost of running the department because all of the expenses are seen as well as the revenues that offset them. Mr. Lesniak said it is more transparent.

Mr. Warner asked about legal requirements and if letters of distribution is audited. Mr. Fisher said that he wasn’t sure of the legal requirements; there are a number of departments that do this and Law Dept. advises on how to do it. They have been careful to follow legal advice so that it can be claimed. Mrs. Tarolli said that letters of distribution have been used for many years and an audit was done some time ago. Mr. Maturo said that a few years ago the audit staff went out to all departments that direct bill and looked at the methodology; compared it to state and federal regs to make sure it was in compliance. He believes that next year, Mr. Britt’s goal is to go back out and make sure we are still in conformance with the methodology.

Mr. Kilmartin referred to the more encompassing departments, i.e. Legislature, Law, Co. Executive, Comptroller’s Office, and asked what kind of allocations or spreads are done within the budget for tax purposes, accounting purposes, cash purposes, etc. Mr. Maturo said that there are two main ones: direct bill and A-87 cost allocation:

Direct bill, i.e. Law Dept. or Purchasing – they come up with an individual bill based on their statistics for each department.
A-87 Indirect Cost Allocation – i.e. Legislature, Comptroller’s office, remaining amount of Co. Executive’s office – don’t take time to do time studies to charge out directly, can be charged out through an acceptable plan, A-87 Indirect cost allocation, based on statistics of the departments’ work.

Ability to run all expenses of these departments through that plan and a bill goes out to each department. The departments that receive federal aid can then claim those costs and receive some reimbursement back. Expenses billed out through indirect cost plan are not eligible for state aid, only federal aid. In answer to Mr. Kilmartin, Mr. Maturo explained that there is an interdepartmental bill with back up associated with it. If there is an audit done by NYS, they have the bill as back up.

Mr. Kilmartin asked which agencies or departments are authorized to use letters of distribution; what is the definition of a letter of distribution; where did it originate. Mr. Maturo said that in the past it has been up to the County Executive’s office and Management and Budget. A good example of letters of distribution report is the 12 interns that the County has from Maxwell School. Those positions are in Personnel Department’s budget, but the interns don’t actually work there. They may be assigned to different departments. The letters of distribution allows filling the positions in Personnel Dept. and the salaries are charged directly to the departments that are getting the benefit. An intern for Management and Budget is charged to Management and budget because he is working there. Mr. Kilmartin asked why the position wouldn’t just be put in Management and Budget. Mr. Maturo said it can be, and it is a cleaner way to do it. The cleaner way would be to take the positions and allocate them to the departments. Theoretically it can be done with any of the positions that are charged through letters of distribution.

Mr. Kilmartin asked as Chairman of Public Safety, if a letter of distribution could be done for himself for 40% of his time to the Sheriff’s office, or DA’s office, etc. Mr. Maturo said that from the Comptroller’s perspective, they want to make sure that the charges are based on an actual allocation – actual data that allocates the salaries.

In answer to Mr. Kilmartin, Mr. Fisher noted that there are no vacant funded positions in the Co. Executive’s department presently.

Mr. Kilmartin asked there has been consideration for letters of distribution for each deputy county executive for each department that they touch. Mr. Fisher said that his position would be very difficult because it gets involved in so many departments. The others that are more focused in administrative areas lend themselves more to this. From a gut level you can see that overseeing WEP and the people there and the things that they do. This is more a gut feel than a study; they don’t do time studies. They have looked at Administrative Interns and if they should be in Personnel. It was set up that way because they don’t always get used by the same department. The department has to have money, but they don’t have to create and Administrative Intern position to fill it. By putting them in Personnel, it makes it easy to take those Masters graduates and put them where they are needed if the money is there. Since they are 18 month positions, they come and go more regularly than other positions in the county.

Chairman Jordan asked if there has been any change in the relative percentage of what is being charged to other departments. Mr. Fisher said that this is the same allocation as last year. Chairman Jordan asked how they were allocated prior to last year. Mr. Fisher said it was a gut level. In terms of percentages, he can provide it from 2008-2011

Mr. Kilmartin asked if the Research and Communication Officer is a vacant, funded position. Mr. Fisher said that there is an administrative intern performing that function. When the 18 months run out, and can’t have the person in the administrative intern position any more, the person will continue to do the same function, but within the title of Research & Communication Officer. Mr. Seitz said that when DMB brings administrative interns in, there is a management analyst salary funded. When they complete their internship, they go into the management analyst title. The administrative intern is on the Personnel roster, but charged to DMB budget.

Mr. Meyer said that there is another criterion for letters of distribution - three months or longer – and asked if it still one of the criterion. Mrs. Tarolli said that she will look at the resolution from last year. Mr. Meyer said this gets into the definition of temporary--90 days. Also once a person got to the 90 days, the administration, budget, comptroller, was supposed to come to the legislature and advise of those assignments. The resolution recommends that this information be part of the budget book; he was assured by Mr. Rowley that it was going to be. He questioned why it is not in the book.

Mr. Meyer noted that when Facilities Management presented their budget, he asked questions about a number of people doing work at the ball park. It appeared that the spirit of the resolution was violated in that some of the painters and other people from Facilities Management were doing work at the ball park, but the proper expenses were not at the ball park. If there were 3 or 4 painters at the ball park for 2 months, as opposed to having a painter there for 6 months, it was at least violating the spirit of the resolutions and asked Law Department to look into it.

COUNTY LEGISLATURE: pg. 3-72 – Deborah Maturo, Clerk; Jamie McNamara, Assistant Clerk; Edith Williams, Budget Analyst

Mrs. Maturo noted that the County Executive’s total recommended budget for the Legislature’s is approximately $2.195 million. It represented a 8.11% increase over the 2011 budget. The majority of her budget is personnel related, leaving approximately 2% to direct appropriations.

The meeting was adjourned at 12:25 p.m.

Respectfully submitted,

DEBORAH L. MATURO, Clerk

Onondaga County Legislature

* * *

DIVISION OF CIVIL SERVICE ADMINISTRATION

DIVISION OF PERSONNEL ADMINISTRATION AND EMPLOYEE RELATIONS

103-4103 Other Employee Wages (Increase of $4,090)

401-9401 Travel/Training (Increase of $7,612)

410-9410 All Other Expenses (Increase of $1,965)

2012 Budget Request

Assistant Commissioner For Management and Administrative Services

Inmate Classification

Volunteer Services

Human Resources

APPROPRIATIONS

LOCAL DOLLARS

Accounting Department

Audit Department