NYSAC News - Winter 2016

NEW YORK STATE ASSOCIATION OF COUNTIES

Counties Serve

Volume 37, Issue 1 | Winter 2016

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Connect and learn with NYSAC online Join NYSAC and your county colleagues online. NYSAC’s website and online communities offer county officials extensive legislative resources, reports on county issues, educational opportunities, county news, best practices, and access to the latest data.

President’s Page NYSAC OFFICERS Hon. William Cherry, Schoharie County President Hon. MaryEllen Odell, Putnam County First Vice President Hon. Kathleen M. Jimino, Rensselaer County Second Vice President Hon. Anthony Picente, Oneida County Immediate Past President

MEMBERS Hon. John LaPointe, Washington County www.co.washington.ny.us Hon. Joanie Mahoney, Onondaga County www.ongov.net Hon. Edward P. Mangano, Nassau County www.nassaucountyny.gov Hon. John "Jack" F. Marren www.co.ontario.ny.us Hon. Marcus Molinaro, Dutchess County www.dutchessny.gov Charles H. Nesbitt, Jr., Orleans County www.orleansny.com Hon. Christopher Moss, Chemung County www.chemungcounty.com Hon. Scott B. Samuelson, Sullivan County www.co.sullivan.ny.us Mr. Sherif Soliman, Office of the Mayor NYC www.nyc.gov

PARLIAMENTARIANS Hon. Herman Geist, Esq., Westchester County www.westchestergov.com

Hon. A. Douglas Berwanger, Wyoming County www.wyomingco.net

TREASURER Mr. Robert F. Currier, Albany County www.albanycounty.com

From roo m thee NNYSAC YSAAC President, Pree sii d e n t HHon. on WWilliam Cherry

I

t is my honor and privilege this year to welcome a whole new class of newly elected and appointed county officials to the NYSAC family.

There are 160 new county legislators, supervisors and representatives. One new county executive.

Eight new county clerks. Five new sheriffs. Four new coroners. And several new judges at the county level. Each year, NYSAC distributes a handy leadership manual to all newly elected officials. It starts with a Top Ten Practical Suggestions on Effective Lawmaking. It’s a great list, not only for the newest members of our association, but also for those of us who have been here awhile and need a little refresher.

1. Attend Meetings of the Full Board – and carefully observe fellow legislators. Observing the protocols will give a lawmaker a good feel for how business is conducted, even though new legislators tend to stay on the quieter side early on. Pay special attention to how members interact with each other, who speaks, who listens, who gathers before and after the meeting to talk. An attentive lawmaker will notice all sorts of things while paying close attention and many of these observations may serve you well down the road.

2. Get to Know Your Colleagues – On the county board, board members need to work with their colleagues to get things done. Get to know your fellow board members regardless of political affiliation. Lawmakers come from different walks of life and bring different assets, talents, and experience to the table. What they have in common, of course, is that they are elected by the constituents to represent them. Finding out what is important to fellow lawmakers and communicating your priorities to them can be beneficial.

3. Attend Committee Meetings – Much of the business of the legislature is conducted by its committees. They are critical to processing (and generating) the workload of the legislature. So as important as attending a regular session may be, making sure to attend some committee meetings is also very important.

4. Attend Legislative Caucus Meetings – In addition to legislative sessions and committee meetings, there are other important functions of the board, namely the legislative caucus where the pending business of the board is discussed informal-

ly BOTH substantively and with respect to political consequences.

5. Develop Core Legislative Competencies and Capabilities – Knowledge is power.

Doing homework is essential to being an effective legislator. Knowing the rules of the legislative process, learning to draft a resolution or local law to address a problem, speaking intelligently in public at legislative meetings, working with constituents, dealing with colleagues, and talking with the press, are all elements of being an effective county legislator.

6. Attend New Member Orientation Programs – If the board sponsors an orientation program for new members, by all means take advantage of this opportunity.

7. Learn the Rules – Become familiar with how county government is organized and how it functions, so obtain an organization chart and get briefed on the staffing and reporting relationships within the county.

8. Stay Connected to Home Base – While undertaking the role as lawmaker stay connected to the constituency. One of the first things that a elected lawmaker may want to do is thank people who helped get them elected. Staying involved and knowing what’s on the constituent’s minds is vital.

9. Continue Your Education – Most positions require some degree of learning on the job and elective office is no exception. In fact because lawmakers are elected it is likely more important than for most positions. Fortunately, county officials in New York have an invaluable tool when it comes to increasing their effectiveness as lawmakers, NYSAC’s County Government Institute. Take advantage of the expertise.

10. Use your County Association – The New York State Association of Counties, (NYSAC) is the statewide association representing all county officials. NYSAC exists to help and to represent elected officials in Albany and Washington. The Association’s leaders come from all around the State and represent both large and small counties and, importantly, both the legislative and the executive bodies of counties.

Welcome to county government. We look forward to working with you in 2016 and for many years to come.

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Director’s Note NYSAC N YSAC SSTAF TAFF

From the Executive Director, Stephen J. Acquario

(pa (p paartial rtiall llis isti is ting ing ng) g)

Stephen J. Acquario, Esq. Executive Director Angelo Catalano Intern Karen Catalfamo Office/Financial Manager Nicole Correia Communication Coordinator Patrick Cummings, Esq. Counsel Jackie Dederick Records Manager Patricia Gettings Executive Assistant Katie Hohman Program Specialist Mark LaVigne Deputy Director Dave Lucas Director of Finance & Intergovernmental Affairs Jill Luther Program Administrator Juanita Munguia Marketing Specialist Jeanette Stanziano Director of Education & Training Tammy Thomas Communication Assistant Receptionist

C

ounty governments in New York

motor vehicles (DMV), Boards of Elections,

State are in a perfect position

and Social Services offices.

to help shape public policy in

our communities. Our proximity to the families and residents in our communities enables us to positively impact the quality of life we enjoy in this great state. For example, for years, our county clerks have been informing the general public of their opportunity to become organ donors. All of us in the “county family” need to help shape public opinion on this life saving gift, and we are doing this through the Working Together Working for Life Campaign, a collaboration between the New York Alliance for Donation and the NYS Association of Counties.

New York is the Empire State, whose slogan means ever upward. Yet with our state’s organ donation registration rate, we are last in the nation - tragically short of other states. Only 20% of New Yorkers age 18 and over have enrolled in the NYS Donate Life Registry as organ, tissue and eye donors. Nationwide, the average is 45%. In New York alone, the number of men, women, and children waiting for a transplant is over 10,000. These numbers are dismal. We can and should do better.

New York counties are ideal partners in this effort because of the wide-ranging interactions we have with residents through the services we deliver. Counties enroll

In December, Governor Andrew Cuomo signed a new law (S.5101-A, Hannon/ A.7431-A, Ortiz) that will help grow New York’s organ donation registry. The law helps drivers enroll at the DMV by asking applicants to place a check mark next to whether or not they want to be placed on the state’s organ donation registry.

By expanding access to the State’s registry, this new law will help boost enrollment.

That’s why we advocated for its passage and that’s why we applaud our state legislators for passing and Governor Cuomo for approving this law.

After decades of working with county officials in New York State, I understand that there are a number of reasons our members go into public service. Ultimately, however, they believe they can make a positive difference in their communities. As county leaders on the front lines of service and program delivery in New York, you are making a positive impact. And I am honored to be the executive director of the association that supports your work day in and day out. I am also honored to be working with you to promote and expand the organ donation registry in our great state. As a lifesaving endeavor, it is public service of the highest order.

organ donors through local departments of

www.nysac.org

9

NEW YORK STATE ASSOCIATION OF COUNTIES

Control Your Energy Costs

PUB LISHE D 3 T IMES A YEAR President • Hon. William Cherry Publisher • Stephen J. Acquario Managing Editor • Mark F. LaVigne Editor • Nicole M. Correia Staff Writers • Patrick Cummings, Kathryn Hohman, Mark LaVigne, Jill Luther, Kathryn Vescio Advertising Staff • Juanita Munguia NYSAC’s mission is to represent, educate, advocate for, and serve member counties at the federal and state levels.

Published 3 times a year by the New York State Association of Counties (NYSAC) the NYSAC News is the official publication of NYSAC, a non-profit, municipal association serving the 57 counties of New York State and the City of New York with its five boroughs for over 80 years. NYSAC’s mission is to represent, educate and advocate for member counties at the federal and state levels.

NYSAC NEWS MAGAZINE

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24

Table of Contents 17

Winter 2016

2016 County Legislative Program

NYSAC News • Volume 37, Issue 1

Counties Serve: Public and Mental Health NYSAC Informs with e-news publications: NYSAC Weekly Wire Emailed every week during the Legislative Session.

Highlights county-related issues and activities that taking place in Albany.

Counties in the News Daily news updates from counties across the state, compiled by NYSAC and delivered to your inbox every day.

To sign up visit www.nysac.org

Target Your

18 21 22 24

contact NYSAC Marketing Specialist Juanita Munguia at 518-465-1473 or jmunguia@nysac.org

Integrating Public Health and Mental Health

29 30

Affiliate Focus: App Encourages Drivers to “Have a Plan”

Albany County Works Hard for Veterans

Supporting Caregivers: A Collaborative Approach in Western NY Counties Engaging the Aging Population

Public Engagement on a Shoestring Budget

Using GIS to Better Inform, Engage Constituents

Back to Basics: Improving Service by Improving Forms

Counties Serve: Energy

36 38

Local Businesses and Non-Profits Benefit from Clean Energy Projects NYSAC’s Partnership with MEGA: Past, Present, and Future of Energy

Counties Serve: Operations

Saratoga Veterans Peer to Peer Program

Counties Serve: Public Engagement

32 34

35

Solve Homelessness with Partnership and Collaboration

Counties Serve: Senior Services

Market!

Advertise with NYSAC

Counties Find Success with Innovative Behavioral Health Programs

Counties Serve: Veterans’ Services

27 28

Cover: Winter on Long Pond, Monroe County.

Photo by Montanus Photography, used with permission.

40 41 42

Better Outcomes Through the Collaborative Governing Program Gimme’ What I Want, What I Really, Really Want! Improving Your RFPs for Better Results State Comptroller Launches Academy for Local Officials

43

Local Laws

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NYSAC

2016 NYSAC Legislative Program County Priorities: The State Must Ę„ 3URYLGH PHDQLQJIXO DQG SHUPDQHQW SURSHUW\ WD[ UHOLHI E\ WDNLQJ PRUH ÂżVFDO UHVSRQVLELOLW\ IRU VWDWH programs designed and controlled by the state Ę„ Target most of the $2.4 billion in unappropriated bank settlement funds to rebuilding our upstate transportation infrastructure Ę„ Restore prior cost sharing arrangements under the Safety Net program, while maintaining the full federalizing of Temporary Assistance for Needy Families (TANF) and other related Family Assistance costs Priorities By Issue Area

Agriculture and Rural Affairs

Economic Development

Ę„ Sustain funding to ensure farmland throughout New York is preserved Ę„ Support funding for agriculture local assistance programs

Ę„ Deploy broadband grants to unserved and underserved communities across the state Ę„ $OORZ ,'$V WR ÂżQDQFH FLYLF IDFLOLWLHV DQG provide grants and loans for local projects

Children and Families

Energy and the Environment

Ę„ Dedicate and expand resources to ensure counties are fully reimbursed for outstanding Early Intervention (EI) claims that predate the Statewide Fiscal Agent Ę„ 5HTXLUH (, SURYLGHU FODLPV DUH ÂżOHG LQ D timely manner with commercial insurance and Medicaid Ę„ Establish a plan to remove counties from WKH ÂżVFDO UHVSRQVLELOLW\ RI SUHVFKRRO VSHFLDO education transportation costs Ę„ Implement a new statewide computer system that provides real time, reliable data that improves the ability to monitor WKH ÂżQDQFLQJ VHUYLFH DQG SURJUDP administration of the preschool special education program

Ę„ Amend the “Electronics Recycling and Reuse Actâ€? to require manufacturers to FROOHFW H ZDVWH DQG SURYLGH ÂżVFDO UHOLHI WR local governments forced to still recycle electronics Ę„ Support programs and policies that curb the spread of invasive species Ę„ Encourage congressional members to repeal federal rules that expand the Clean Water $FW E\ UHGHÂżQLQJ ÂłZDWHUV RI WKH 86´

Gaming Ę„ Maintain casino revenue shares to counties to cover public safety, social services and infrastructure cost increases associated with state licensed gaming facilities Ę„ Maintain the integrity of the state created gaming exclusivity zones

7KLV /HJLVODWLYH 3URJUDP ZDV GHYHORSHG E\ FRXQW\ GHOHJDWHV DQG UHĂ&#x20AC;HFWV WKH QHHG IRU VSHFLÂżF VWDWH RU IHGHUDO action. These priority issues have a direct impact on local governments, our businesses, and the New Yorkers who live in our communities. For more details on these items, visit our website at www.nysac.org or contact 1<6$& 'LUHFWRU RI ,QWHUJRYHUQPHQWDO $IIDLUV 'DYH /XFDV DW Hon. President Hon.William MaggieCherry, Brooks, President

Stephen J. Acquario, Executive Directorector

16

NYSAC News Winter 2016

ʄ Support a fully funded state takeover for county indigent defense service expenses ʄ Ensure full state funding for increased FRXQW\ FRVWV UHODWHG WR DUUDLJQPHQW DW ¿UVW appearance, or any other state-imposed changes to indigent defense services

ʄ Amend scaffold laws to be more in line with other states, thereby reducing the cost of new construction in NYS ʄ Refrain from any new or enhanced PDQGDWHG ORFDO SXEOLF HPSOR\HH EHQH¿WV WKDW will increase costs for local taxpayers

NYSAC

Indigent Legal Defense Services

Public Health and Mental Health Human Services ʄ Ensure all costs associated with raising the age of criminal responsibility are paid for in full by the state ʄ Bolster state resources for child welfare services by restoring the 65 percent open ended state reimbursement to counties for preventive and protective services ʄ Ensure federal changes to child care programs that increase local costs are EDFN¿OOHG ZLWK VXI¿FLHQW VWDWH UHVRXUFHV DQG assistance to protect child care slots in our communities

Local Government Finance and Tax Relief ʄ Support a four year authorization of all local sales tax extenders when renewed in 2017 ʄ 8UJH YRWHUV WR DSSURYH D FRQVWLWXWLRQDO convention so that delegates can consider ending the imposition of unfunded state mandates on counties and other local governments

Medicaid ʄ Ensure no costs are shifted to counties as the state continues to take over local Medicaid administration

ʄ Increase support for Article 6 programs by raising the base grant and increasing state reimbursement to local health departments ʄ Support statewide awareness of Lyme Disease and other tick borne diseases ʄ Foster collaboration and information sharing as the State OPWDD transforms the developmental disabilities system

Public Safety ʄ Require more frequent updates to driver’s license photos to enhance public safety ʄ Increase state assistance for medical costs in county jails, particularly for HIV and Hepatitis C treatment ʄ Develop a plan for the next generation of 911 service capability by ensuring the Public Safety Surcharge is collected on all devices that access 911 ʄ Provide an increase in base Public Safety Answering Points (PSAP) grants to counties ʄ Create a New York State 911 Department that supports county PSAPs and enhances local emergency dispatch services ʄ Enact legislation that promotes video conferencing for court appearances for county jail inmates

Public Infrastructure and Transportation Public Employee Relations ʄ 3URYLGH HQKDQFHG YHWHUDQ EHQH¿WV LQ D ZD\ that does not increase costs for localities

ʄ Provide counties a more equitable share of fees collected at county-operated DMVs ʄ Increase the registration weight of ATV’s to increase tourism and promote safety

New York State Association of Counties www.nysac.org

www.nysac.org

17

PUBLIC AND MENTAL HEALTH

Counties Find Success with Innovative Behavioral Health Programs

By Kelly A. Hansen, Executive Director, NYS Conference of Local Mental Hygiene Directors

“The solutions are in the community.”

This is the ingrained thinking of every Director of Community Services (DCS)/County Mental Health Commissioner in the State. New York is transforming the Medicaid program on a number of fronts to improve clinical outcomes, pay for value not volume, and reduce both inappropriate use of emergency rooms and preventable hospital readmissions.

People with substance use disorders, mental illness and chronic health conditions are a target population for improving and expanding access care in the community. As the behavioral health care system evolves, counties have created a variety of innovative programs to capitalize on the changes and address unmet needs. Here is a snapshot of how bold ideas and collaborative initiatives are being employed throughout the State.

Otsego County: Offering Adolescents a Chance for Successful Mental Health Recovery The Elmwood Avenue Community Residence in Oneonta is a program licensed by the NYS Office of Mental Health, serving adolescents between the ages of 12 and 18 years old and their families. The Residence is a state licensed eight-bed home that is staffed around the clock and provides mental health and other services, including counseling, life skills instruction and family support.

Niagara County: MH/DSS Collaboration Improves Outcomes for Children and Families When Niagara County found an increase in Child Protective Services (CPS) reports involving families dealing with significant mental health and/or substance abuse issues, the County knew a creative solution was needed to help address the problems in the household which could put children at risk. In response, Niagara County Department of Mental Health partnered with Niagara County Department of Social Services to embed/co-locate a behavioral health clinician within one of the five Niagara County Child Protective Services (CPS) Units. The program, funded by NYS OCFS, provides CPS staff with an in-house resource to consult about behavioral health concerns related to the parents or children. The clinician also accompanies CPS caseworkers in the field to visit with identified families; complete screenings and clinical assessments utilizing evidence-based tools; provide referrals and ensure linkages occur; provide brief in-home clinical interventions and psychoeducation; contribute to safety and service planning; and serve as a liaison to community behavioral health services.

One family, for example, was dealing with many issues CPS caseworkers face every day: domestic violence, substance abuse, mental health, and limited resources. The clinician was able to engage the parents in a way that caseworkers, by definition of their role, cannot: the caseworker’s main role is to investigate child maltreatment allegations and to ensure children’s safety. The clinician quickly built a rapport with the parents, and made referrals to substance abuse and mental health treatment. The mother did not have insurance, so the clinician linked her to the Hospital Diversion Program, which provides in-home counseling. She was able to receive services immediately, which helped her to parent safely, gain stability, avoid hospitalization, and for the children to remain in her care.

18

NYSAC News Winter 2016

Photo courtesy of Benjamin Patton, The Daily Star The program provides a short-term, community-based atmosphere for youth while they are receiving support and skill training needed in their mental health recovery for a successful return to home or transition to independent living. Each youth has a treatment team consisting of their family and community providers committed to providing quality care that meets the needs of those served. Youth create a daily schedule that includes attendance in a public school, family connection and contact, attending and engaging in mental health treatment, learning mental health symptom management skills to further recovery, engagement in social activities, and learning valuable independent living skills. Following their time in Elmwood, youth and families are connected with community supports that can sustain their needs.

Rensselaer County: Creating Public/Private Partnerships to Integrate Care Rensselaer County Department of Mental Health (RCDMH) is striving to bring mental health care to the citizens of the county in the natural pathways of service delivery and care. In so doing, the department has embraced two initiatives: Opening satellite clinic operations within local Continued on page 20

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primary care and pediatric practices and increasing collaboration with Rensselaer County Department of Social Services on long-term public assistance cases.

The county-operated licensed Mental Health (MH) Outpatient Clinics have opened three satellite clinic operations - one of the satellites is operated within a pediatric practice, and the remaining two satellite clinics are operated within family practices. This public/private collaboration has resulted in: engaging recipients in mental health care through a comfortable gateway into treatment; providing mental health care in settings which are known to recipients, thus reducing the stigma associated with receiving mental health care; creating a health care approach which addresses both the physical and behavioral health care in a collaborative plan of care; and intervening early in the problem trajectory resulting in improved ability to achieve strong resilience and recovery. A longitudinal study of those served in these sites has not yet been launched; however the overall goal is connect people with needed services and reduce future Medicaid and health insurance costs for these recipients.

• NYSHIP is available to virtually all public employers across New York State

Mental Health and Social Services Collaboration RCDMH also collaborates with the Rensselaer County Department of Social Services, focusing on bringing professional expertise into costly and challenging situations RCDSS is working to resolve.

In conjunction with fellow county human service departments, a “triage unit” has been launched as an innovative solution to the challenges faced by individuals with 60+ month tenure on Public Assistance and those requiring homeless sheltering, as well as to reduce the county’s costs for providing those services. This unit is located at the county DSS Safety Net offices and aids in meeting an individual’s needs for improved living and wellness with the overall goal of decreasing the amount of time the individual needs DSS support. RCDMH deploys to the triage unit a Licensed Clinical Social Worker (LCSW) who is experienced in the assessment and treatment of people with co-occurring mental illness and substance use disorder. This assessment capacity is not confined to the DSS offices; the LCSW can meet consumers in the community in settings such as: homeless shelters, hotels, and homes. Successes reported include the ability to engage persons in treatment via warm hand offs to treatment providers; referrals to Health Home Care Coordination; providing information from the assessment qualifying persons for specialized housing opportunities and decreasing tenure in homeless shelters/hotels; and determining when persons may be eligible for social security disability. In addition to assisting these individuals, there are, of course, savings to county tax payers which are now being calculated.

• Over 800 counties, cities, towns, villages, school districts and special districts participate in NYSHIP

• More than 1.2 million public employees, retirees and their families have health insurance through NYSHIP

A unique health insurance plan developed for New York’s public employees For additional information regarding The Empire Plan, public employers may visit our web site at www.cs.ny.gov or call the Employee Benefits Division of the New York State Health Insurance Program at 518.485.1771 New York State Department of Civil Service, Employee Benefits Division

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NYSAC News Winter 2016

PUBLIC AND MENTAL HEALTH

Integrating Public Health and Mental Health

By Jennifer Rodriguez, M.S. Livingston County Public Health Director

L

ivingston County continues to be one of the top ten healthiest counties in New York State, according to the annual County Health Rankings, released by the Robert Wood Johnson Foundation (RWJF) and the University of Wisconsin Population Health Institute (UWPHI). In addition to being ranked seventh in the State in 2015, the Livingston County Department of Health is the first public health department in New York and one of several state and county departments in the United States to achieve national accreditation.

Although Livingston County has a high health ranking and an accredited health department, mental health promotion, substance abuse prevention and prevention and management of chronic diseases are areas that are in need of improvement as evidenced by the community health assessment.

In an effort to improve the health of the community in these areas, Livingston County has merged mental health and public health. This innovative practice titled, Integrating Public Health and Mental Health, was a direct result of the Community Health Assessment.

A Community Health Assessment Leadership Team reviewed results of various assessments and identified mental health promotion, substance abuse prevention and chronic disease prevention as priority areas. It was evident that a systems change, which connected public and behavioral health infrastructure, was needed to better serve the needs of individuals diagnosed with mental health issues. Utilizing the collaborative care model of the health home, it was evident that an infrastructure which clients could receive health check ups while at their behavioral health appointment would provide improved coordinated service and reduce overall no show rates for therapy visits.

This practice strives to decrease stigma regarding mental health and to better meet the needs of the disparate population by integrating mental health services into primary care and other medical settings.

Stigma regarding mental health may be more evident in rural areas such as Livingston County. The target population for this practice is Livingston County residents who are in need of mental health services.

Traditional health care models approach mental and physical health separately, ignoring the strong connection between the two areas. Fortunately, health care is evolving towards a more progressive model of integrated care. The primary role of the public health system is to monitor and improve the health of the community, with emphasis on prevention, early

detection and access to care for all residents. To ensure the triple aim approach is achieved, focus must be placed on wellness, prevention and early intervention. The integration of mental and public health provides a sound infrastructure to meet the needs of residents and improve the health of the community. Mental health issues often affects individuals’ physical health in many ways, including chronic disease, and poor health and lifestyle choices.

The goal of this initiative is to increase public awareness of Mental Health, which is an important public health problem, and to improve Mental Health services and capacity.

Individuals with physical and behavioral health needs are best supported through a wholeperson, recovery-oriented approach to their care. They benefit from bi-directional systems, in which they can access behavioral health services in primary care settings and vice versa.

Objectives include: 1. Examine the relationships between MH, MI, and chronic diseases.

2. Identify the public health tools needed to accomplish MH promotion and MI prevention goals in the areas of surveillance, epidemiology, prevention research, programs, and policies.

3. More effectively meet the mental health needs of patients 4. Improve the physical health and functioning of the patients in the program 5. Improve the efficiency of clinic operations 6. Develop strategies for integrating MH and MI and public health systems.

Staff leveraging was integral to the success of this practice as a nursing position was created at Mental Health. The nurse’s role is to provide an assessment of the individual seeking mental health services by checking vital signs, providing education regarding various public health issues and linking them to needed health services. This is a true example of systems integration between public and mental health, which proved to be extremely successful.

The objectives of systems integration were met at the clinic. One full time nurse provides services to the community members served in the Department. This created better linkages to the public health system. We continue to work on other objectives including increased leveraging from staff.

Specific factors which lead to the success of this practice was staff leveraging, utilizing billable services to maintain services, staff buy-in and empowerment, comprehensive staff orientation, and extensive internal communication regarding the new position and its impact on patients’ health.

According to the Centers for Disease Control and Prevention, “Integrating Mental Health and public health programs that address chronic disease is a challenging but essential task in protecting the health of Americans. Especially in times of limited resources, partnerships can capitalize on existing programs and develop new ideas that make the most of smaller budgets. Synergistic integration of activities for mental and public health is more effective than individual stakeholder efforts.”

This practice addresses health disparities as individuals with mental health diagnoses often have physical health issues and difficulty accessing health care. This practice closes the gaps that often exist for individuals who have mental health diagnoses; therefore, the health of the individuals served is improved in all aspects including their physical health.

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PUBLIC AND MENTAL HEALTH

Solve Homelessness with Partnership and Collaboration

By Hon. Marcus Molinaro Dutchess County Executive

W

hether serving as a 19 year old village mayor, county legislator tasked with reforming child protection policies, state assembly member in the minority or now county executive, when it comes to governing, I know there is no substitute for well-considered, legally sound and properly funded public policy – and growing the partnerships and molding the consensus needed to truly effect change.

In 2015, there was estimated to be over 88,000 homeless individuals in New York State, representing 16 percent of the nation’s homeless population. While Governor Cuomo’s recent Executive Order requiring local government’s shelter homeless individuals in harsh weather conditions has certainly raised the profile of our efforts to

While we appreciate highlighting the very real need and dangers, no singular act will alleviate homelessness or its underlying causes. This Executive Order does not undo the State’s shift of funding for human services to the county level; nor does it alleviate the crisis created by the State’s closure of mental health facilities throughout New York.

Historically, the state and counties shared equally in financing the non-federal share of public assistance programs, but over the last couple of decades that fiscal responsibility has shifted dramatically. Today, counties fund over 70 percent of the non-federal dollars and the state contributes only 30 percent.

The State, and federal governments have a great deal of responsibility for the problem – and must engage with partners to develop

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In fact, caring for the homeless and our poorest New Yorkers is a responsibility counties and local governments have long taken very seriously. We employ extensive homeless assistance programs all year long, and ramp them up in the winter months, when temperatures dip below freezing and pose serious risk.

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NYSAC News Winter 2016

sound sustained solutions to help our most vulnerable.

The Governor’s action is important but must be followed up with a long-term commitment of federal, state and local resources to ensure necessary support services are available across the state to help prevent homelessness in the first place, and move individuals toward independence. The Governor should work with local governments who contract with shelters and not for profits to serve the

homeless and others in need. In so doing, state policy and our local efforts can be more impactful and the underlying issues can be addressed.

The lynchpin to successfully meeting the state constitutional requirement to “care for the needy” is for the state to restore its fiscal commitment and comprehensively address mental health services, substance abuse and addiction, housing options and job opportunities. By strengthening partnerships with local governments, the State can more adequately provide a continuum of care helping individuals achieve independence and sustainability.

In Dutchess County, thanks to support from State Senator Sue Serino and Assemblywoman Didi Barrett, we are boldly and comprehensively reshaping mental health services. Our 24/7 mobile intervention team, crisis intervention and mental health first aid training for law enforcement and emergency responders, and new Crisis Stabilization Center is a model that can make a real difference. Counties across New York are laboratories for innovation and the Governor should partner with us and the state legislature to enact policies to permanently address homelessness and improve services for those in need.

We understand the intent, and expect future policy proposals – we, however, encourage a more engaged partnership. Together, we can move beyond ordering action, and instead take on the necessary challenge of coordinating a comprehensive approach that helps those in need and provides a long-term sustained solution.

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PUBLIC AND MENTAL HEALTH

Affiliate Focus: App Encourages Drivers to "Have a Plan"

By Pamela Aini Grant Administrator & Project Director, NYS STOP-DWI Foundation, Inc.

N

Collaborative efforts of STOP-DWI coordinators from across New York State, all members of the New York State STOP-DWI Foundation, Inc., led to the development of a mobile app. The app has been available for download since August of 2014. It was developed as a tool to assist drivers in having a plan. Using our “Don’t Drive, Get a Ride” theme, education and promotional materials have been and continue to be developed and distributed to promote the app. To date we have 7,110 users with 61% of the users falling within the target age of 18 – 34 years.

ew York State STOP-DWI Foundation, Inc., funded by the National Highway Traffic Safety Administration with a grant from the New York State Governor’s Traffic Safety Committee, is proud to present the “Have a Plan” mobile app. This app provides a timely and convenient resource that enables you to locate and call a taxi service, program a designated-driver list, educate yourself on Blood Alcohol Content levels along with providing information on DWI laws and penalties or even report a suspected impaired driver. It is currently available for Apple, Droid, and Windows smart phones.

New York State is recognized nationally as a leader in traffic safety and in particular for continual progress in reducing alcohol-related motor vehicle crashes and fatalities. New York’s STOP-DWI program is the nation’s first and, to date, only self-sustaining impaired driving program. Other states have implemented components of self-sufficiency, but none to the degree of New York State.

APP FEATURES INCLUDE: Have A Plan – enter names and numbers of your ‘safe ride options’ so you always have a plan.

Don’t Drive. Get A Ride – taxi services

“Have a Plan” Mobile App

(YellowPages.com), transit services and car services (Lyft & Uber) all based on your current GPS location

Impairment Estimator – to calculate an

STOP-DWI in New York State is an acroynm for “Special Traffic Options Program for Driving While Intoxicated”. And was created by the State Legislature in 1981. The program empowers counties to coordinate local efforts to reduce alcohol and other drug related traffic crashes. Each county has adopted a locally operated STOP-DWI office under the direction of a coordinator and every county program uniquely reflects the needs and priorities of its own communities.

The STOP-DWI Association, Inc., comprised of the coordinators from each county, has established a Foundation. The foundation applies for, accepts, and distributes grants from any federal, state, municipal or private source in order to provide additional funding to further the goals of the STOP-DWI Program as set forth in the State Vehicle and Traffic Law. The Foundation interacts with federal, state and local governments and their communities. This facilitates the exchange of ideas and the creation, development and administration of new and innovative approaches to dealing with the drinking and/or drug-impaired driver.

Our Foundation, also instrumental in disseminating information, has been designated a Public Charity.

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NYSAC News Winter 2016

estimated blood alcohol content based on current factors entered

Test Your Skills – quirky fun divided attention games to test your skills

More Information – Facts & Myths, Social Media, In The News, County Initiatives

Report a DWI – will dial 911 from your phone The New York State “Have a Plan” mobile app is available for Apple, Droid and Windows smart phones. It can be downloaded at www.stopdwi.org/ mobileapp or directly from your mobile app store.

Continued on page 25

PUBLIC AND MENTAL HEALTH

Continued from page 24

Since it’s inception, the mission of New York State STOP-DWI has remained: • Reduce the number of persons killed or injured in alcohol and other drug-related traffic crashes • To promote DWI prevention as a public priority • Coordinate local efforts in Law Enforcement, Prosecution, Probation, Rehabilitation, Public Information, Education, and Administration.

Our mobile app and promotion of the message, ‘Don’t Drive, Get a Ride’ continues to be a success both locally and statewide. To learn more about STOP-DWI in your county, visit http://www.stopdwi.org/county-initiatives.

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VETERANS’ SERVICES

Saratoga Veterans Peer to Peer Program Amy Hughes, Program Coordinator Frank McClement, Director, Saratoga County Veterans Service Agency Supervisor Matthew Veitch, Chairman of the Board of Supervisors Supervisor Edward D. Kinowski, Chairman, Veterans Committee, Board of Supervisors

S

aratoga County Veterans Service Agency in 2013 was one of four counties selected to participate in the NYS PFC Joseph P. Dwyer Peer Support Program for Veterans. The Saratoga Veterans Peer to Peer Program provides an opportunity for Veterans to support other Veterans.

Peer support in this program is defined as one person who has gone through challenging life experiences and has developed healthy, adaptive coping strategies and is able to partner with a peer who is struggling in one or more areas. The mentor is not a leader, teacher, counselor, or director; he/she is an encourager and an advocate. The peer mentor shares what has been learned from experience and the ways he/she learned to adapt.

The Saratoga County program trains volunteer peer “mentors” on available resources and warning signs, and provides them with tools they can share with their peer “mentee” as challenges arise. A part-time, paid Program Coordinator works with program participants to be sure relationships are working and needs are being met. The coordinator works closely with the Saratoga County Veterans Service Agency, and with outside local resources to provide participants with the most up-to-date information.

In addition to mentor matches and the mentor training, the Saratoga Veterans Peer to Peer Program also provides social activities to increase awareness of the program, and for the Veterans in our community to connect with other Veterans in safe and positive ways.

We have hosted family fun days, tickets to events at Saratoga Performing Arts Center, an evening with Veteran comedians, and tickets to local sporting events. On a monthly basis we host “Lunch and Learn” events, which are one hour free lunches with local speakers who present on a wide range of topics of interest to Veterans. The events are open to any Veteran or Veteran service provider in the community, regardless of program participation.

Serving Incarcerated Veterans While the majority of the mentoring occurs one-on-one, our program has partnered with the Saratoga County Sheriff’s Department to host an active mentoring program at the Saratoga County Jail. A trained Veteran mentor has been holding group meetings for incarcerated Veterans twice monthly since June, 2014. The need for this type of group became more evident as the corrections officers became aware of several Veterans in jail who had no idea that there were systems

in place to assist them. The goals of this program are to cut Veteran repeat offenders and provide each Veteran with the resources and benefits that they are entitled to. Partnerships with other groups such as Department of Veterans Affairs, Veterans Justice Outreach, and VetHelp (a local non-profit which serves homeless Veterans) also provide a solid foundation of resources. The group is finding that the Veterans are developing a sense of pride in their time in service, as well as the opportunity to connect with other inmates in a way that is not related to their incarceration. It has been reported that these Veterans are encouraging other Veteran to attend and there have been signs that they are encouraging each other to make smarter choices when they are back in their block.

Vets & Pets Most recently, we have partnered with the Saratoga County Animal Shelter to offer our Vets & Pets Program, which provides Veterans an opportunity to adopt an emotional support companion animal and receive training with that animal at no cost. An emotional support animal is not required to perform any specific tasks for a disability like service dogs are. They are meant solely for emotional stability and unconditional love. They can assist with conditions such as PTSD, anxiety, depression, bipolar disorder/mood disorder, panic attacks, fear/phobias, and other psychological and emotional conditions.

A System of Support Creating an entire Veterans support network from scratch, is something that hasn't been done before at a county level, but so far has shown great success. “It’s a great program, and so needed,” said one Veteran program participant. “You’re with peers who’ve worn the same uniform, had the same goals and ambitions to save the world, who can say ‘I understand your pain, and there is light at the end of the tunnel.’

Programs like this one help Veterans gain good coping mechanisms, and not slip into drugs or alcohol.”

“The Saratoga County program is one of the best in the country,” said another Veteran participant. “I went to one in Texas, in New York City, and here – and this program is unparalleled. I’m very grateful to be a part of it.”

For more information on this Veteran program please visit www. veteranspeertopeer.org, our Facebook page (Saratoga County Veterans Peer to Peer) or call the office at (518) 884-4999.

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VETERANS’ SERVICES

Albany County Works Hard for Veterans

By Hon. Daniel P. McCoy Albany County Executive

“Always ready, always there.” The motto of the Army National Guard is something that I have adopted from my military service and brought to my civil service. Caring for the residents of Albany County by honoring and providing assistance to its nearly 20,000 veterans is one of my highest priorities as County Executive.

As a veteran, I know the importance of caring for other veterans beyond a handshake and “thanks for your service.” Dedicated, hardworking individuals who gave years of their lives for their county often go unrecognized. In an effort to ensure veterans don’t slip through the cracks, I have been at the forefront of instituting the Veteran Identifier (VI) Program, a first of its kind in New York. This program uses a peer support model. The VI, a veteran volunteer working with the Department of Social Services and the Veterans Service Bureau, searches for and engages veterans that seek services from Albany County’s DSS. The VI interviews, advises, and assists that veteran in receiving services through the Veterans Service Bureau (VSB). With a staff comprised primarily of veterans, the team truly understands veterans and how best to serve their unique needs. To date, the VI Program has identified and served 384 veterans in receiving the services entitled to them.

In 2014, the Albany County VSB served over 600 veterans. Return the Favor, a program giving discounts to Albany County’s veterans, has created a means for local businesses to directly thank our veterans. Our knowledgeable VSB staff guides veterans through the detailed process of submitting a claim for a service related disability. By coordinating with external agencies such as the VA, American Legion, Marine Corps League, and VFW, Albany County is able to provide a wide network of support for veterans with unique problems and issues. The VSB also aids veterans in filing for their property tax credit with the state, tax credits for employers hiring post-9/11 veterans, and small business loans for veterans.

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The “Honor a Vet” program is another way that my administration serves veterans and their families. On the first Monday of each month, a deceased veteran is honored for his or her service to the country, as well as their community service to Albany County proceeding their time in the military. Various officials, acquaintances,and family members of the honoree speak to the lifetime contributions of that veteran. Additionally, the family of the deceased veteran is presented with a flag that has flown over the U.S. Capitol, provided by Congressman Paul Tonko.

Federal, state and local leaders are all regular participants in this monthly event. I understand that veterans make many sacrifices for their country without seeking recognition, but they deserve recognition and honor. In addition to the “Honor a Vet” initiative, we began a bi-annual “Veterans Award Program” in 2013 to honor living service members. It is our duty to come together as a community to honor those who fought to preserve our freedoms and our way of life.

Recently, I have been working with partners at SoldierOn to create a campus community within Albany County solely dedicated to veterans. We are looking to transform a former nursing home into a transitional home with vocational education opportunities. I have partnered with SoldierOn in the past to open a pod at the Albany County Jail that addresses veterans’ physical and mental needs.

SoldierOn also held a fundraising concert at our county’s convention center that rose over $40,000. Through partnerships such as this one, Albany County is coming up with creative ways to help troubled veterans re-integrate and succeed.

My administration’s initiatives have brought a positive impact to the veteran community of Albany County. Through services like Veteran Identifier, we have created new programs for those who have served our country, and with events like the Honor a Vet Program, we has ensured that the county and its residents honor the history of those who have given so much for our freedom. That is why the phrase, “Always ready, always there” is more than a motto to me; it is something that I live every day.

SENIOR SERVICES

Supporting Caregivers: A Collaborative Approach in Western NY

By Randy Hoak Commissioner of the Erie County Department of Senior Services

W

e have all heard the saying “it is time to do more with less.”

For some this may bring to mind eliminating positions and increasing workloads while at the same time empowering staff, improving morale, and delegating. In my first management role this strategy failed me and the government agency I was working for at the time. That was 10 years ago.

Today, the Erie County Department of Senior Services is doing more with less. While we have sustained funding cuts and increased personnel costs, we have looked beyond the boundaries of our government unit for opportunities to successfully collaborate to achieve that goal.

Our management team has had to look closely at what collaboration means as we realized that we often presented what some may call “parallel play” as collaboration. So that I can better define what we consider successful collaboration, let me first describe parallel play using caregiver services as an example.

If a County Office for the Aging and a non-profit human services agency in that same County both serve caregivers with staff that they train themselves, while they each take responsibility to convene stakeholders, advocates, and provide information and referral services without any formal strategic partnership, this would be parallel play rather than collaboration. The parallel players may even hold periodic meetings to update each other and the community on their efforts, but we are still looking at two organizations doing everything they can as best as they can, or worse, doing ANYTHING they can as best as they can. Successful collaboration requires partners to play to their strengths.

This means both strengths and weaknesses need to be identified, put on the table, and discussed openly. Decisions need to be made regarding who is best suited to take on specific roles and responsibilities so that everyone is not trying to do everything. This work is not for the faint of heart. Timing is often an issue as projects, funding opportunities and grants have short turnaround times and require a brisk pace. While this is difficult work under any circumstance, it is impossible without having trust in one another. Without an existing relationship built on mutual respect of the individuals involved and the missions of the organizations, successful collaboration is not likely to occur. .

We have been part of projects with elements of successful collaboration. What has brought these efforts of cooperation into full collaboration has been shared values and a recognition that we are stronger through partnership. We have had to ask “what do we value as an organization?” and “who shares those values?” Returning

to the example of caregiver services once again, I would like to share our experience in applying for a regional caregiver grant to provide services under the Alzheimer’s Disease Caregiver Support Initiative.

The New York State Department of Health released the RFA on June 9, 2015. As the Office for Aging we recognized that the required work was right in our wheelhouse, however the opportunity targeted seven counties within Western New York and individual counties could not apply. In order to bring the expertise and capacity of county government to this opportunity, collaboration was required.

Eventually we were able to bring together seven WNY County Offices for Aging, Catholic Charities of Western New York, and the Alzheimer’s Association of Western New York to create a partnership application that ultimately was proven to be successful. The shared value in this case is serving caregivers consistently across county lines.

Our project proposed a regional network of caregiver services that will look the same in Lewiston, New York as it does in Scio, New York. This value is shared by Catholic Charities and the Alzheimer’s Association as they want to make sure that referrals to the county based offices in Allegheny, Cattaraugus, Chautauqua, Erie, Genesee, Niagara, and Wyoming result in consistent services throughout their service areas.

There was also an honest assessment of organizational strengths and limitations, including reach and capacity.

The Alzheimer’s Association and Catholic Charities of WNY could have submitted individual applications. There was recognition by all that we are stronger together. Programs will come up to scale more quickly and resources will go further as each partner plays to its strengths—the training expertise of the Alzheimer’s Association, the volunteer-recruitment capacity of Catholic Charities, and the countylevel experience in providing caregiver services, combined with their existing network of community providers will allow us to deliver better service together than we ever could on our own. The project begins January 1, 2016.

This is just one example, and was the result of many painful lessons learned in collaboration. Our proposal for the caregiver services grant brought synergy to a solution. The combined effect of our collaboration was greater than anything we could have accomplished on our own.

When these elements of successful collaboration emerge out of relationships built on trust, we can do more with less. We don’t have to do that, but don’t our constituents deserve it?

www.nysac.org

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SENIOR SERVICES

Counties Engaging the Aging Population

By Kathryn Hohman NYSAC Program Specialist

T

hroughout New York State, the 60-plus age group is increasing rapidly. New York State is fourth in the nation in the number of adults age 60 and over, with a population of about 3.7 million.

As life expectancy increases, so does the need for services provided by the public health system and on medical and social services. Chronic disease, which affect older adults disproportionately, contributes to disability, diminishes quality of life, and increases health and longterm-care costs.

The main goals of the AAAs is to promote and administer programs and services to New Yorkers who are 60 years of age and older, as well as families, friends and neighbors who provide vital support to help them. Each AAA office:

New York State counties have made a point to discuss public health programs that are available to their aging population and how they continue to respond to the challenges, including the growing burden of chronic illnesses, injuries, and disabilities and increasing concerns about future caregiving and health-care costs.

• ensures a network of supportive services to assist the County’s residents age 60 and older and their caregivers

In our state there are 59 county-based offices for aging - Area Agencies on Aging (AAAs). AAAs were established under the Federal Older Americans Act of 1965 to respond to the needs to aging Americans with home and community based services so they may remain independent.

With the assistance of the Federal Government and New York State, counties across the state operate AAAs. The New York State Office of Aging (NYSOFA) assists the 59 county based AAAs and more than 1,200 public and private organizations which serve older adults and their families. Area Agencies on Aging reach almost 600,000 older New York State residents, 16% of the total 60-plus population.

With assistance from NYSOFA, AAAs at the county level are able to provide core services:

• assists older adults in maintaining and/or improving their social, economic, health, safety and nutritional status; • secures and maintains maximum independence and dignity for older persons

• Provides services to allow each individual to remain in their own homes and communities as long as possible.

• Expanded In Home Service for the Elderly Program (EISEP) – Provides non-medical services including personal care, housekeeping and case management.

• Community Services for the Elderly – provides case management, meals, adult day services, home care, transportation, and health promotion and information assistance.

• Health Insurance Information Counseling & Assistance Program (HIICAP) – the program provides unbiased information, education, and counseling regarding Medicare (including Part D), New York State EPIC, Long Term Care insurance, and other insurance issues.

• Transportation – Counties coordinate transportation for seniors age 60/65+ that have no other means of transportation and need to access vital appointments and services. Services are prioritized for those most in need to: Dialysis Medical Appointments Adult Day Programs Congregate Meal Sites (when available) Grocery Stores (when available)

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NYSAC News Winter 2016

• Computers and Senior Citizens – Older persons have shown a growing interest in the use of computers as a source of information for subjects ranging from health care and entitlements, to travel, art, entertainment, e-mail, financial matters, etc. They are also very helpful to homebound or disabled persons. Many school districts, local colleges, and libraries are now offering computer training courses.

SENIOR SERVICES

Continued from page 30

• Foster Grandparents – Foster Grandparents are income-eligible seniors, age 55 or older, who volunteer about 20 hours per week at schools, day care centers, Head Start sites and summer programs throughout the county.

• NY Connects – is New York State’s Aging and Disability Resource Center, a locally based point of entry system that enhances the ability of the AAAs to provide access to objective and comprehensive information and assistance on long term services and support (LTSS), linking individuals of all ages needing long term care to the most appropriate service and support, regardless of payment source. Today, NY Connects is operational in 54 counties.

Area Agencies on Aging have struggled with the aging populations’ access to the programs and services provided.

If an individual does not live with other family members or have a designated caregiver information can be difficult to access.

• 911 Senior Safety Cell Phones – Phones which have been donated by community members to the Office for the Aging are programmed for 911 only service. These phones are distributed to aging resident who requests one. They are free, and there is no service or maintenance cost.

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ENGINEERING EXCELLENCE

In order to maintain access to the aging population and provide care with dignity to each person, counties have created many additional programs to engage local seniors.

Counties have created specific outreach programs and initiatives such as:

CIVIL

• Informational Pamphlets – These booklets are being distributed at religious institutions, local fairs, community centers, doctors’ offices, recreational facilities and being sent to homes directly to inform individuals to what programs and services are provided in their community.

TRANSPORTATION

• Local Produce Coupons – Farmers Market coupon booklets are available for eligible seniors.

• RSVP – Retired Seniors Volunteer Program - RSVP enlists the time and talents of persons aged 55 years and over into volunteer service to enrich their lives by using their experience and skills in a meaningful way to meet unfilled needs in the community.

• Monthly/Bi-Monthly News Letters – A Monthly News Letter that informs local seniors of available services, upcoming events, and volunteer programs.

ENGINEERING

GEOSPATIAL SERVICES

ENGINEERING

CONSTRUCTION SERVICES

FACILITIES

ENGINEERING AND DESIGN

erdmananthony.com (585) 427-8888 NY: Albany l Buffalo l Rochester PA: Harrisburg l Pittsburgh l FL: West Palm Beach l ME: Portland

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PUBLIC ENGAGEMENT

Public Engagement on a Shoestring Budget

By Karen Cabana Clinton County Health Department IT Specialist Margaret Searing Clinton County Health Department Quality Coordinator

A

recent NYSAC News article encouraged counties to enhance public engagement by adding social media platforms to their online public outreach strategies. Clinton County’s website activity boasts a high of over 64,000 page views per year (county population ~ 82,000), and had a Facebook presence. But the ten-yearold website creaked with age and could not keep up with the explosion of electronic devices that had come into common use since its inception in 2005. The website could not be scrolled on a smartphone, for example. Hiring a consultant was out of the budgetary question. Clinton County Health Department, one of New York’s rural health departments, could have given up on the notion to upgrade its internet presence, but didn’t. The opportunity to use Instagram to share event pictures with the public, link citizens to YouTube FEMA presentations promoting emergency preparedness, and tweet out public health messages daily, convinced managers to construct a path using existing resources.

As an agency then actively pursuing national accreditation through the Public Health Accreditation Board (accredited in March of 2015), it was understood that part of the Department’s mission entails meaningfully engaging the public about the critical importance of public health in our community. It requires using effective venues to promote programs and services, as well as support local health care providers, and engage the oversight Board of Health members. Keeping up-to-date technologically was imperative.

Fortunate to have an IT Specialist on staff, the department committed to a strategic planning and quality improvement process to accomplish the work using internal resources. The financial assets available to accommodate new technology were limited to the purchase of two applications - one for design software and the other for content management, an outlay of approximately $300. The project also met with obstacles and delays, but seven months after the first team meeting, the improvement team unveiled the new web site at an agency staff meeting and went “live” the following day. (View the site at www.clintonhealth.org.)

The department went from “our website is hopelessly outdated” to staff enthusiasm and ownership for the new state-of-the-art website, even with limited financial resources.

How We Did It In January 2014, the department’s management team included in its strategic plan a goal for a website upgrade. The steps to get there were laid out in a written performance objective plan, dedicating staff time and resources to the project. How did our IT Specialist find the time to do the preliminary work? It was scheduled (and enforced) by the manager, who repeatedly announced via e-mail to the entire department when IT was not available to respond to non-emergent technology problems.

Department staff learned to respect the schedule and became more self-sufficient in solving everyday technology problems. Divisionlevel employees who were more knowledgeable about technology assisted less proficient officemates. With this intentionally budgeted time, the website’s design and navigation features took shape using the purchased software. The new “look” was unveiled to the management team, and the IT staff was given authority to continue making design decisions without interference and micromanagement. (No voting on the color of navigation buttons, for instance, was allowed!)

When time came to deal with content- which included exploration of social media capabilities, the plan included frontline staff to provide help with research and content. The group met almost weekly and kept detailed minutes to review, track and update old site content. This committee also served as an internal focus group to give feedback on the website design. Throughout 2015, the IT Specialist facilitated this team to implement this ambitious project plan, making the vision of a state-of-the art website featuring useful content a reality.

Along the way, each group member developed expertise in a different social media platform. The group exemplified teamwork in positive attitude, keeping that vision of a new website in front of them, and achieving a highly collegial atmosphere.

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Despite an e-mail crisis and an emergent need to swap out 20 departmental laptops during this same period, tasks proceeded.

Each Board of Health member can now access meeting minutes and packets at the website Board of Health portal. The public can fill out and send input via e-mail using forms on the website.

Revised policies now give department staff step-by-step instructions for using the social media options, and each division has a designated point person managing website program content.

The Social Media Committee encourages staff to use the new platforms - including a blog - to contribute to the department’s new presence in Clinton County’s online community. Prioritizing the project as a part of the department’s strategic plan gave it high level, sustained support, with the entire department helping. Excellent project management and teamwork were essential to the project’s successful completion. Another vital components of the project’s success was the decision to invest approximately $300 in the design software that gave the site its look and navigation and the purchase of the content management software. With these tools and staff support, we successfully achieved state-of-the- art public engagement on a very small budget.

One unintended benefit of the project? The IT Specialist receives fewer calls for simple computer fixes. This affords more time to focus on customers in quality improvement projects seeking to improve program level performance of technology… on a shoestring budget.

www.nysac.org

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PUBLIC ENGAGEMENT

Using GIS to Better Inform and Engage Constituents

By James Delmonico, GovPilot

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amden County, New Jersey had a oncein-a-lifetime problem last September.

Pope Francis was making plans to speak and conduct a mass in Philadelphia, and county officials were expecting an additional 50,000 cars on the road. County officials worked with emergency managers and law enforcement throughout the region to develop a sophisticated logistical plan to deal with the traffic and crowds.

Increased transit, road closures, and additional parking were all part of the plan—now all county officials had left to do was to inform residents and visitors of traffic changes and visitor amenities.

The winning method? Geographic information systems (GIS). GIS is a graphical system designed to capture, manipulate, manage, and analyze spatial and geographical data. Modern GIS often takes the form of an interactive map, which allows users to layer complex information and filter what they’re looking for.

We all use GIS almost every day. Maybe you searched for a coffee shop on your smartphone’s map program on the way to work this morning, or uploaded a geo-tagged photo to Facebook. In our everyday lives, GIS has helped us make smarter decisions, gather better research, and interact with each other.

With GIS programs more accessible and userfriendly than ever, counties can now harness the technology to better inform and engage with their constituents.

Using GIS to Inform Constituents Let’s get back to the Pope for a second.

To inform citizens and visitors of their sophisticated logistical plan, Camden County officials partnered with GovPilot to launch the Papal Visit Interactive Map. This GIS map was accessible from almost any browser, whether on a desktop or smartphone. Using the map, the public could visually see important information about the visit. This included walking routes, as well as the locations of public restroom facilities, first-aid and hydration stations, and parking lots.

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More counties like Camden are using GIS to disseminate information and interact with constituents—both for special events, and on a day-to-day basis. The visual nature of GIS makes it a powerful tool to help people understand the city around them.

GIS maps can be used to quickly disseminate important information, such as emergency road closures during extreme weather events.

On an ongoing basis, they can allow citizens to quickly see where the closest hospital is or allow them to filter public parks based on amenities. Constituents can easily see where county resources are in relation to their homes, and visitors can easily plan trips to the county, even if they’re unfamiliar with the area.

Using maps to provide information isn’t new.

What’s unique about using GIS is the interactive element. Custom map layers can be set up so constituents can search them, and clicking on different areas of the map reveals further information. In the case of Camden County, users could drill down on specific information such as how many parking spots were available in each lot.

GIS As Self-Serve Information Another benefit counties find in GIS is its ability to allow constituents to answer their own questions, without using more cost prohibitive resources like coming into City Hall, calling the Clerk’s office, or filing a freedom of information act (FOIA) request.

Commonly requested data, such as property tax and zoning information, can be hosted in an interactive GIS map where constituents will be able to find the information on their own, when they need it. Besides freeing up city resources, this also provides a more satisfactory customer service experience when done well. Citizens are able to do their own research on their own timeline, without waiting for office hours or being put on hold.

Many counties and cities already have open data initiatives. The problem is that a lot of the data is made available in bulky spreadsheets or non-machine-readable PDF files. Data released this way remains inaccessible to the average

citizen, but when made available through GIS technology, that raw data is transformed into something that’s useful and interactive.

Collecting Information with GIS Counties are also using GIS to engage with citizens is by asking them to collect information.

The interactive nature of GIS maps makes them an ideal tool to solicit data from citizens. Many counties are making GIS a strong part of their 311 program. Using simple graphical interfaces, users can pinpoint the location of potholes, graffiti, missing lights and other issues.

County officials can also use GIS to solicit input for planning. In 2014, The Seattle Department of Transportation used WikiMapping.net to gather public input for their Seattle School Safety Action Plan. They invited users to mark areas that they felt were in need of improvement, such as intersections and sidewalks. Every geolocated comment was marked with a symbol, such as “Crossing Improvement Needed” or “Motorists Not Yielding”, creating a highly visual map of the data. SDOT used the public-gathered feedback to prioritize future infrastructure improvements.

Using citizens as data collectors in conjunction with GIS give counties a broader range of tools, and increases their ability to make smarter decisions about the future for little or no cost.

GIS: More Powerful—and More Accessible—Than Ever GIS can be an incredibly powerful tool for counties. But in the past it’s been prohibitive, because the software has been specialized and expensive, and using it effectively required advanced degrees. Today, however, counties can harness the benefits of GIS without the steep learning curve, expensive 3rd party licenses and years of technical training. Even government employees and residents who aren’t technologically savvy can use the tools.

Modern-day GIS software has been helping counties make better decisions, engage with constituents, and plan for the future through. Is the time for your county to get on board?

PUBLIC ENGAGEMENT

Back to Basics: Improving Service

by Improving Your Forms

By Kari Mah Engagement Manager, Department of Better Technology

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hen it comes to civic engagement, a common strategy is to stake out a presence on the latest social media platform.

All the while, delivery of basic services lags behind. The number of veterans who seek care from the Department of Veteran Affairs yet remain on waiting lists for more than a month is 50% higher than it was a year ago.1 In the immigration courts, the backlog of pending deportation has grown over 30% since the start of the fiscal year 2014.2 While the average processing time of county-level services is not as dire as these examples, there is still plenty of room for improvement.

Fixing the Most Common Resident Experience

Redesigning Forms Working closely with the City of Oakland and our other partners, DOBT has learned that the design of a form is just as important as the software used to build and host it. Well-designed forms are endowed with the following traits: • User-friendly. A form that's easy to read is more likely to be completed.

• Succinct. It should be neither verbose nor unnecessarily complex.

• Clear. The person completing the form should understand what you're asking for and why you need it.

Think of all the ways a resident can interact with your county government in a given month. Maybe she’s requesting a public record, adopting a dog from the county shelter, or signing her child up for a library card. Whatever the particulars may be, she needs to fill out a form. When she’s done, it’s time to put it in the mail or submit it in person.

Then, a front-line worker manually enters the form data into a database.

In each step, opportunities for errors and miscommunication abound.

• Accessible. People with motor and visual impairments should be able to navigate the form just as well as those without.

The Department of Better Technology (DOBT) is a company that helps governments take advantage of modern software to deliver key services more efficiently. Our experience with teams across all levels of government has affirmed one thing: software can enable people to power through their must-dos and save limited time and energy for their own work, their own lives. Since forms play a central role in the way people interact with government, they are smart targets for any IT modernization initiative.

Forms are a dry topic compared to the likes of Facebook and Instagram. While it can be hard to resist the lure of shiny new products, I recommend ignoring the zeitgeist and pressing pause on innovation, if only momentarily. Pick out an existing service in high demand and ask yourself, “Is there one step we could change to make our constituents’ lives easier?” If the answer is “Yes,” ask a follow-up question: “What’s the smallest fix I can make?” Bring about that tiny change, and you will likely see better results than if you were to implement an entirely new service.

Case Study: Streamlining Workflows Two years ago, DOBT helped the Cultural Funding Program in the Mayor’s Office of the City of Oakland, CA digitize their grant applications. The switch to online forms invoked some uncertainty among applicants—artists and arts organizations who had received funding from the City for over twenty years were hesitant about submitting their work electronically. But the payoff was immediate: program staff received fewer support emails and phone calls than ever. Besides improving the applicant experience, the new paperless workflow rendered many administrative tasks, like printing and filing applications and coordinating proposal review, obsolete. The small program team, along with three separate panels of reviewers, were free to focus their attention on identifying the most promising projects.

1 http://www.nytimes.com/2015/06/21/us/wait-lists-grow-as-many-more-veterans-seek-care-and-funding-falls-far-short.html

By revamping your forms, you not only reduce the amount of time it takes citizens to find the right one, fill it out, and submit it, but you also ensure that they can access the services they need in a timely fashion.

Starting with What’s in Front of You

No matter its scale, the role of software, when selected and deployed wisely, is like that of a deft stagehand. It handles all the mechanical and logistical work offstage, directing the spotlight on what’s important: the services you provide. What’s to be gained from improving access to these services? Greater trust. When people believe their government has their best interest at heart, they are more likely to lend their ears and participate fully in democratic life. Technology’s value, beyond increased efficiency and lower costs, lies in this renewed civic spirit.

About DOBT The Department of Better Technology (DOBT) is a two-year-old company whose goal is to deliver excellent software to the public sector. DOBT has helped federal agencies (USAID, the Department of State), state and regional governments (Colorado, Calgary Regional Partnership), and cities (San Francisco, Oakland) deploy modern technology to better serve their communities. To learn more, visit http://dobt.co or email the DOBT team at hello@dobt.co.

2 http://www.nytimes.com/2015/06/21/us/wait-lists-grow-as-many-moreveterans-seek-care-and-funding-falls-far-short.html

www.nysac.org

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ENERGY

Local Businesses and Non-Profits Benefit from Clean Energy Projects

By Elyssa Rothe, Director of Energize NY Municipal Membership, and Joseph Del Sindaco, PACE Advisor to Energize NY

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lan and Barbara Glustoff, owners of 5 Spoke Creamery, were the first in NY State to use Energize NY (PACE) financing to turn energy savings into working capital. The Creamery used their energy savings to expand their dairy and artisanal cheese-making facilities in Goshen, NY. Working with Energize NY and the Orange County Planning Department, the Glustoffs installed a 53 kilowatt (kW) solar array in one of their fields and are generating more than 100% of their electricity needs.

“With the energy savings, we can do what we need to do to store more cheese, so that we can make more cheese, so that we can sell more cheese, so we can expand our business,” said Barbara Glustoff.

Orange County was the first county to join Energize NY and to recognize the many benefits that clean energy projects and Energize NY Finance bring to local businesses and the community. By reducing energy costs, clean energy projects improve the performance and value of local buildings, making them more attractive and affordable to tenants and investors. These projects also free up funds once used on energy for reinvestment in the local economy, expanding operations and hiring new employees, all of which add to the economic vitality of the community.

"Membership in Energize NY is an important part of our economic development and environmental conservation strategy. Energize NY Commercial and Finance programs help farmers and commercial building owners reduce their energy costs through direct support and innovative financing of clean energy projects,” said Steve Neuhaus, County Executive of Orange County. “I was proud to make Orange County the first county in our state to implement the Energize NY program.”

5 Spoke Creamery’s solar installation is one of several energy savings projects made possible with low cost, long-term Energize NY financing.

Energize NY Finance is PACE (Property Assessed Clean Energy) and supported by the New York State Energy Research and Development Authority (NYSERDA). Energize NY Finance is available to commercial building owners and not-for-profits for clean energy projects in member municipalities. Energize NY Finance makes clean energy projects a reality for building owners with limited capital for energy-related building improvements.

“Energize NY is making energy efficiency and renewable energy accessible to increasing numbers of New Yorkers, and I encourage municipalities to become members, so their businesses can participate,” said John B. Rhodes, President and CEO, NYSERDA. “This is one of a range of financing options being developed under Governor Cuomo’s Reforming the Energy Vision, a strategy to build a clean, resilient and affordable energy system for all New Yorkers.”

Energize NY Finance differs from traditional financing in several significant respects and makes project financing accessible and affordable for commercial building owners and not-for-profits that might not otherwise have access to project financing. Energize NY financing is available for up to 100% of the project cost and is based on the property’s potential for energy savings. The financing is repaid through an annual charge on the property’s tax bill over the term of the financing. Because the financing is tied to the property, it automatically transfers to any new owner.

"Financing our new solar PV system through Energize NY proved to be a cost effective and profitable solution to the high cost of energy needed to run our dairy farm operation,” said Alan Glustoff. “Going through the Energize NY PACE Finance program was pretty simple and straightforward,” added Barbara Glustoff.

Clean energy projects make financial sense for a variety of building types, including multifamily, commercial and industrial, retail/mixed use, private schools, colleges and universities, and institutional properties.

In addition to energy savings, there are a number of tax and other financial incentives available that make these projects extremely cost effective. When coupled with Energize NY Finance, these projects result in energy savings on day one, which can be used by local businesses to expand and improve facilities, hire new employees and improve their bottom lines.

The Gasch family, owner of Terra Tile & Marble in Briarcliff Manor, is using their energy savings to expand the staff of their 40-year old family business. Using Energize NY Finance, the Gasches installed a 120 kW solar electric system on the roof of their 30,000 square foot showroom, warehouse and office building, which will supply 95% of their electricity needs. “With the long-term savings from the solar installation, we are planning to hire another employee,” said David Gasch.

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A-HOME, a not-for-profit based in Pleasantville, NY that rehabilitates, builds and manages affordable rental properties in northern Westchester, received the first Energize NY (PACE) financing for energy efficiency improvements to an affordable housing property.

Not only are A-HOME and their residents cutting their energy bills by 30% annually, but the building also is significantly more comfortable for residents.

“We were able to improve the financial well-being and personal comfort of our residents through this project,” said Debbie Haglund, Executive Director of A-HOME. “This was the first of our properties to use Energize NY to finance an energy upgrade, but we are planning to upgrade another property, since these projects directly reduce our operating costs and improve our bottom line,” she explained. “We can use the saved dollars for things that are important to us – our programs and the residents we serve.”

Energize NY Finance is available to participating municipalities, like Orange County, which are members of Energy Improvement Corporation, home of Energize NY. There are currently 23 members, including Dutchess, Orange, Ulster, and Tompkins, with many other counties in the process of joining. Eligible municipalities can become members by passing a local law that enables the municipality to offer Energize NY services, signing an Energize NY agreement and formally requesting membership. There is no cost to join Energize NY. For further details, visit http://energizeny.org/.

Elyssa Rothe is Director of Municipal Membership for Energize NY, a New York State non-profit, local development corporation. Energize NY is owned by its member municipalities, which include counties, cities, towns and villages across NY State.

Joseph Del Sindaco is PACE Finance Advisor to Energize NY. Previously he was appointed by the Governor of the State of New York to serve as Executive Vice President and Chief Financial Officer of the New York Power Authority (NYPA) from 2004–2011.

www.nysac.org

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ENERGY

NYSAC’s Partnership with MEGA: Past, Present and Future of Energy

By Kathryn Vescio Former Deputy Director of Government Relations, NYSAC

By Jill Luther Program Administrator , NYSAC

A Look in the Rearview Mirror

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uring the late 1990s, as New York State restructured the natural gas and electric utilities, NYSAC informed its member counties about the impact this policy change would have on counties, as consumers of energy. In 1998, Tompkins and Tioga counties formed an “energy alliance” to aggregate their demand and gain market power in the brave new world that deregulation would bring. In 2000, this alliance added Broome, Cortland, Schuyler and Otsego counties.

To better accommodate continued growth the alliance reorganized as a not-for-profit, local development corporation, known as the Municipal Electric and Gas Alliance (MEGA). MEGA is governed by corporate members who are appointed by participating county governments. The corporate members annually elect the Board of Directors, which retains staff and consultants to manage the program.

In 2008, MEGA forged a partnership with NYSAC to more broadly promote the benefits of MEGA’s energy aggregation services to all local governments in New York. At the formation of the NYSAC / MEGA partnership in 2008, MEGA had 12 county governments participating. By the end of 2008, MEGA was serving over 20 counties. The program continued to grow, and as of 2015 MEGA’s members include 35 counties, 13 cities, 76 towns, 42 villages, 46 school districts, colleges, and other educational institutions, and 30 other municipalities, including water and sewer authorities, fire districts, and transit authorities.

As MEGA’s membership grew, so too did its product offerings. In 2008, the organization began to offer funding for its participating local governments to switch their holiday lighting to more energy efficient LED holiday lights, in order to save energy and reduce their costs for holiday lighting displays.

MEGA expanded its offerings through renewable energy credits (RECs) for customers concerned about carbon footprint.

By purchasing RECs derived from solar, wind and hydropower sources, customers can directly support sustainable energy sources to cover a portion or all of their electric usage.

MEGA also found a way to give back to its members by promoting continuing education and a greater understanding of the state’s energy system. In partnership with NYSAC, MEGA created the Energy Management Training Institute, which offered day-long training seminars to county officials responsible for energy billing in county buildings. This institute continues periodically to offer training on a variety of salient energy-related subjects. Past sessions have educated county personnel on topics such as New York’s energy grid, the role of the Independent System Operator, dynamics of the commodity markets, energy efficiency and conservation and the implementation of risk management and energy purchasing strategies.

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ENERGY

Continued from page 38

A Look Ahead: MEGA’s Current Projects and What’s in Store for 2016 Continued Commitment to Renewable Energy - The Success of Solar The enactment of remote net-metering laws in New York prompted MEGA in 2014 to include this renewable energy option. Members save money through both solar and hydroelectric providers. Following a competitive procurement, MEGA partnered with SolarCity to offer customers solar proposals that provide stable pricing for up to 20 years. MEGA currently has dozens of solar projects in development.

These projects combined total approximately 43 MW of capacity.

Local governments are key partners in fulfilling the state’s and the nation’s energy priorities.

Harnessing Hydro for Maximum Cost Savings In addition to the solar program, MEGA selected Gravity Renewables Inc. to serve as the preferred hydroelectric provider to local governments across New York State. Gravity Renewables offers predictably-priced power not dependent on state incentives. Since these dams are already constructed and FERC licensed, hydropower is an exciting and low-risk option for many municipalities.

Expanding to Serve Community Energy Needs Community Choice Aggregation (CCA) is one of MEGA’s newest initiatives. CCA, likely to be implemented in 2016 by the Public Service Commission, will allow local governments to aggregate residential customers into a consolidated procurement for energy supply.

MEGA’s CCA program will provide another energy option for local governments, one that benefits residents directly with transparent and competitive energy supply pricing. In 2015, MEGA initiated programs providing for delivered compressed natural gas for facilities not adequately served by utility gas systems, and curtailment services, allowing municipalities to be compensated for cutting electric usage when the grid is stressed.

Policy Shifts and the Changing Tide of Energy Federal and state policy changes have prompted these recent MEGA product offerings. In 2015, Governor Cuomo launched the “Reforming the Energy Vision” (REV) initiative. REV supports clean energy innovation, brings new investments into the State and aims to improve both grid reliability, distributed generation and controls, consumer choice, and affordability. Additionally, reforms to New York’s net metering laws (mentioned above) made large scale remote net metering viable for the first time.

A federal tax credit, known as the Solar Investment Tax Credit, has made many of New York’s solar projects financially advantageous for counties. Solar City is able to leverage the credit and pass savings on to counties in the form of lower rates. In December 2015, the federal government extended the Solar Investment Tax Credit, which had been due to expire at the end of 2016. The 30% credit will now be in effect through 2019 before tapering to 10% through 2022. This means that Solar City will be able to continue to offer proposals at lower prices to local governments in New York.

Since its start in the 1990s, MEGA has become a trusted name in energy services and a valuable asset to county and local governments across the state. It has been recognized as the leading energy aggregation for local governments, mentioned as such in NYS PSC proceedings.

Since its inception, MEGA has saved local governments millions of dollars in energy costs. As is evident in the most current MEGA projects, the scope of services MEGA offers continues to grow and adapt to changing public policy, while fulfilling the shifting needs of local governments in New York State. To find out more about MEGA, visit www.megaenergy.org.

www.nysac.org

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OPERATIONS

Better Outcomes Through the Collaborative Governing Program

By Dr. Bernadette Poole- Tracy NYSDRA Past President, and Niki Lee Rowe, LMHC, NBCC - NYSDRA Board Secretary, Collaborative Governing Program Co-Coordinators

With great pleasure we introduce the Collaborative Governing Program (CGP), a NYSAC/New York State Dispute Resolution Center Association, Inc. (NYSDRA) collaboration, now in its third year of the Orange County Pilot Program.

Accepting the challenge, Orange County leaders stepped up as the pilot program for developing the CGP model. With the cooperation of Orange County leaders, including Legislative Chair L. Stephen Brescia and County Executive Steve Neuhaus, the program has proven that governing collaboratively has benefits over adversarial positioning.

Would you agree with this assertion? In today’s political climate, achieving a “win-win” outcome is rarely an intended objective! Yet, shouldn’t it be? So why is collaborative behavior leading to win-win results the exception rather than the rule? We hypothesize that one reason for the growing adversarial tone in politics is an existing system that does not support the integration of collaborative skills - an often unrecognized need.

The CGP Orange County Pilot demonstrates that county governments who participate in the CGP training and coaching system can transform negative conflicts into win-win propositions resulting in such benefits as:

Collaborative skills do not focus on producing harmony but on employing an ongoing, sometimes conflictual process that produces positive results of mutual gain.

The importance of governing cooperatively is heightened by efficiency drivers the State has embedded in county budgets. Operating under the tax cap and meeting State funding eligibility criteria, counties and municipalities have begun consolidating and streamlining services.

County leaders are expected to assist municipalities in these functions.

Yet, most, even though focused on doing so, are not prepared.

Participation in the Collaborative Governing Program (CGP) will result in counties building the capacity to successfully fulfill this important role.

The Collaborative Governing Program’s mission is to educate and coach elected officials and county personnel to integrate interestbased collaborative skills in the business of creating public policy and delivering cost-effective services. Its target objective is to build human capacity to effect responsible and sustainable agreements both intracounty and across municipal and regional boundaries. The ultimate goal is the effective and efficient operation of county governments across New York State

Conflict can result in battle or progress. It’s a choice!

Politics can mean win-lose power battles or win-win collaborations. It, too, is a choice!

The concept was born in 2013 at a NYSAC/NYSDRA meeting initiated

by NYSAC Executive Director Stephen Acquario, who understood the necessity for the integration of these skills within county governments.

With overwhelmingly positive responses from presentations at NYSAC conferences, NYSDRA launched the Collaborative Governing Program.

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1. Sustainable Consolidations – Effective, efficient and viable.

2. Cost Benefits – Streamlined processes and service delivery efficiencies translate into higher productivity and cost-savings.

3. Positive Political Climate – Serving mutual interests results in a more positive and productive political atmosphere.

4. Favorable Public Opinion – Through their involvement in successes that benefit their constituents, elected officials gain voters’ trust and support.

5. Heightened Resident Satisfaction – The degree to which constituents reap benefits from substantive legislation addressing pertinent community needs is the degree to which satisfaction ratings will improve.

6. Reduced Stress – Skills learned can make all negotiations less stressful and more productive.

The Collaborative Governing Program is helping Orange County improve its ability to effect cooperative changes in the sharing of services and increasing of efficiencies. Leaders are working together across party lines and county departments. The efficiencies gained using win-win negotiation skills across both Orange County branches of government is preparing County leaders to take productive roles in helping municipalities effect cross border agreements.

The Program is grounded on building a solid team: County leaders, NYSDRA training, evaluation and consultation team (supported by Charlotte Carter, NYSDRA E.D), NYSAC executives, and NYSDRA’s Community Dispute Resolution Centers (DRCs), represented in every county in New York State. The DRCs supply specialty trained coaches, mediators and coordinators to the project. Orange County’s DRC, headed by Donna Ramlow, will continue to be the foundation on which Orange County leadership skills mature.

Interweaving of these skills across branches of government and within county departments creates a sustainable system.

Soon, due to the collaborative efforts of this team, the Collaborative Governing Program will be available across New York State.

OPERATIONS

Gimme What I Want, What I Really, Really Want!

Improving Your RFPs for Better Results

By Frank Pietrzak Real Property Tax Foreclosure Auctioneer with NYSAuctions.com

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asked with writing the RFP for your municipality’s next big project? You probably hear in your head that radio advertisement where ‘Bob’ is chosen to be a group leader but when they begin assigning tasks he keeps saying to himself, “Don’t say hiring, don’t say hiring” – only to hear the boss say, “Hiring.” You can feel this guy’s pain. Quite often, being the person given the responsibility of seeking service providers or having to procure specialty items necessary to fulfill your board’s goals feels like having to roll a really big boulder uphill. It does not have to be like that.

Crafting an Effective RFP One of the first things you realize is that you do not have the expertise or deep-dive understanding of all the moving parts necessary to accomplish what on the surface appears to be fairly simple objective. But the professionals who will actually perform the services have an awareness of the tasks requiring specialty knowledge, the capability of operating a custom designed system or just insight and answers honed from many years of addressing similar situations. So do you plow ahead writing details for requested services that you think ‘covers everything imaginable’ to achieve a goal, or do you have the confidence and clarity of vision to say that you may be better off learning answers first, in order to write better questions later? In this case, the cart may actually need to go in front of that horse. How? 1. Start by talking with peers. Another municipality may have already laid some of the groundwork for you. Do you recall hearing about a similar project? Did you read in NYSAC News about an accomplishment which may contain components of your project? It is quite possible that your county peers may have valuable, experience-gained guidance for you. A quick call can help you discover what others have successfully been doing and how their RFP for this particular assignment was created and utilized.

2. Internet search can be useful at this stage for identifying solutions and service providers. In fact, social media can be a very important tool for finding businesses within a unique niche.

Companies are keenly aware of having a social media presence and many work diligently to promote their accomplishments in their specific field of operation. Often, social media will

expose the ‘good’ and the ‘bad’ side-by-side so you will not have to do a tremendous amount of digging to see if potential vendors are viable, trustworthy options for your municipality.

3. From this rudimentary search and initial results, you can begin tapping into the collective knowledgebase of service providers and suppliers. By being open and upfront about your desire to gain information about their possible solutions to your problem, you can begin to assemble a common thread of solutions, and distill from those conversations a more complete understanding of what it may take to get the job done. Vendors will be glad for the opportunity to share with you their ability to provide answers and suggest possible methods for realizing exceptional results.

With this information in hand, you will be much more confident of the RFP document you craft, and know ahead of time that there will be a tailored solution for your governing body to employ in order to achieve its objective.

Sorting Through RFP Replies and Responses Now that you have prepared a focused and wellwritten RFP, you may have a new appreciation for the length of time prospective bidders will require to craft a response. For very straight-forward procurement-based RFPs, a 30-day response window is reasonable, unless what you are seeking is in very short supply or requires advanced engineering. More complicated objectives requiring multiple steps or coordination of several service providers may require 45-60 days or more to structure a formidable response.

The really difficult part comes next – reading the RFP replies. Now it is your municipality’s turn to conduct their homework as if studying for the test. Vendors include a voluminous amount of information seeking to reply to every item on your request list, while at the same time attempting to demonstrate capability, reliability and trustworthiness. Often, the RFP reply has been the only chance to ‘speak’ with the municipality, even if it is only using the written word. Somebody has to read everything.

While that may not be an admirable task, it is a very important one. Vendors are hopeful that all stakeholders read the entirety of their reply submissions. And when their service is ultimately not employed, the inevitable refrain

is, “Nobody read our reply – not every word of everything we proposed.” While that may just be a vendor-stoked myth, there are times where the best, lowest bidder was not really the best, nor actually the lowest and definitely not both at the same time. We’ve all observed sub-standard service and the familiar quip, “They were the lowest bid. You get what you pay for.” So how do you improve upon that part of the process?

A post-reply opportunity for an oral presentation of services is a great way to flush out the details within RFP replies. Not to say that every vendor warrants their day in the sun, but following an initial culling process, the top two or even three service providers should be given an opportunity for a 10-15 minute presentation at which time meaningful questions can be posed and thoughtful answers provided. Where vendor services appear to be very similar, the final differences may boil down to a matter of personality and company culture.

While you might not be prepared to adapt your process entirely to the suggestions outlined here, you may find that by testing one or two of these components within your next RFP, both the process of creating the RFP and the results attained may be measurably better. And that may just lead you to getting what you wanted, what you really, really wanted from the outset.

A final mention should be made pertaining to the notification of the award and just as importantly the notification of rejection. Vendors understand that you have committed time and much thought to creating this well designed RFP. Does the municipality recognize and appreciate the time, talent and resources expended when companies fashioning a reply?

The notification of the award should be a routine part of courteous communication between government and the private sector. Too often, non-winning vendors are left wondering who was chosen. Was a decision ever made? For a small business, calendar dates and personnel may be in a perpetual state of ‘on hold,’ anticipating work that may never come at the expense of undertaking other work that may be less desirable.

With these tips in hand, you're ready to write an RFP that gets your county the services you really really want.

www.nysac.org

41

State Comptroller Launches Academy for Local Government Officials Thomas P. DiNapoli New York State Comptroller

NEWS

From the Office of the New York State Comptroller Thomas P. DiNapoli

S

tate Comptroller Thomas P. DiNapoli has launched a new Academy for New York State Local Officials that will provide an enhanced training program to help local administrators and employees become more effective in the day-to-day operations of their government.

The Academy, operated by the Comptroller’s Division of Local Government and School Accountability, increases the number of classroom training sessions and web-based seminars offered on a wide range of topics, including governmental accounting, fiscal responsibilities, board oversight, cybersecurity and policy development.

“We know the challenges local officials are facing and the effort required to lead our communities,” said DiNapoli.

“While a large part of our role is auditing and tracking financial information, we also offer a helping hand to those at the local level. Keeping a local government’s workforce trained and educated on the latest technical and fraud methods is not easy on a limited budget. We can help. Our Academy for New York State Local Officials is a smart, cost-effective way for local leaders to get the professional training they need and deserve.”

The Academy provides in-person and online training opportunities, including accounting schools, regional seminars and monthly webinars. There are also interactive training segments aimed at newly elected local officials, such as supervisors, clerks, board members, highway superintendents, attorneys and other fiscal personnel. These sessions will help individuals learn more about open meetings laws, conflicts of interest, financial reporting and requirements of the Freedom of Information Law. The Comptroller’s office also regularly produces technical advisory bulletins and publications that address a variety of topics that are vital to understanding and managing local governments’ interests.

Training sessions are all free-of-charge and provide local officials with the ability to earn Continuing Professional Education credits. In 2014, more than 10,000 local officials received training through the Comptroller’s efforts.

To find out more about the Academy for New York State Local Officials, call 1-866-321-8503 or visit: http://www.osc. state.ny.us/localgov/academy/index.htm The website has a full course catalogue and course calendar, and allows local government officials to choose their courses based on their position or topics of interest.

Follow us on Twitter (@NYSComptroller) and Facebook (facebook.com/nyscomptroller)

42

NYSAC News Winter 2016

Local Laws: Green Fleets, Drinking Water, False Alarms

By Patrick Cummings NYSAC Counsel

I

n each issue of NYSAC News we highlight unique local laws recently passed by our county members. The laws summarized here offer insights on how your fellow county lawmakers are addressing local issues. Please note that, as per the nature of local laws, whether these ideas/solutions are appropriate in your county is dependent on your county and county resident’s needs.

Ulster County Local Law Establishes a Sustainable Green Fleet Policy On September 17, 2015, the Ulster County Executive approved a local law which establishes a sustainable green fleet policy. The Ulster County legislature found that establishing a green fleet policy could both reduce operating costs to the county as well as reduce the county’s overall greenhouse gas emissions. The local law states that maintaining a county vehicle fleet is an expensive but necessary tool to provide many essential local government services. In 2012, Ulster County’s fleet consumed 201,000 gallons of gasoline and over 306,000 gallons of diesel fuel and was responsible for the emission of approximately 4,899 metric tons of CO2. Additionally in 2014, county energy costs associated with the county fleet totaled $1,734,637.00. The goal of the "Green Fleet" policy is to improve vehicle fuel efficiency and reduce greenhouse gas emissions.

These steps listed in the local law to reach this goal include: a) the downsizing of vehicles; b) the optimization of vehicle use; c) incorporate efficiency into bid specifications; d) maximize vehicle efficiency through maintenance and operation; e) the elimination of vehicles; f) where possible encourage the use of transit systems, bike riding, walking, & telecommuting; and g) committing to using electric, hybrid-electric, hybrid and sustainable green vehicles across the fleet when possible.

To read the full local law see Local Law Number 9 here: http://ulstercountyny.gov/legislature/local-laws

Albany County Enacts Local “Drinking Water Protection Law” On October 14, 2015, Albany County enacted a local law called “Drinking Water Protection Law.” The County Legislature seeks to “protect surface and groundwater within its borders, particularly surface and groundwater used for drinking water.” The legislature found that local drinking water can be contaminated from industrial practices including “blasting.” “Blasting” is defined in the local law as “the rapid release of heat and large quantities of high-pressure gases that expand rapidly with sufficient force to overcome confining forces resulting from the very rapid decomposition of a chemical compound or mixture initiated by heat, shock, impact, friction, or a combination of these conditions.”

This local law requires that any individual or entity seeking to blast within the county must notify the governing body of the local municipality. The notification must include: 1) the specific location of the blast; 2) the date and time the blast is scheduled to occur; 3) a description detailing how access to the blast effect area will be controlled to prevent property damage and personal injury; and 4) the types and patterns of blast warnings and of signals that blasting has been completed and passage through the blast effect area is safe.

If the entity fails to follow the notification protocol, that entity is to be fined no more than $15,000.00 per instance.

Additionally this local law places rebuttable presumption on the blasting entity if increased levels of contaminants are found above maximum acceptable contaminant levels set by the National Primary Drinking Water Regulations within six months of such blasting. In such cases where the entity is not able to overcome such presumption, the entity “will be liable for all reasonable costs incurred in remediating and restoring any public water supply to its pre-blast condition.”

To read the full local law visit http://locallaws.dos.ny.gov/ sites/default/files/drop_laws_here/ECMMDIS_appid_ DOS20151021060055/Content/09021343800fc357.pdf

Continued on page 44

www.nysac.org

43

Local Laws: Continued from page 43

County Of Ulster Adopts the "False Alarm Reduction Act" On November 15, 2015, the County of Ulster adopted the "False Alarm Reduction Actâ&#x20AC;? in order to help reduce taxpayer waste and improve public safety. The Ulster County legislature found that false alarms drain resources of the Ulster County Sheriff and other first responders. The law states that when Sheriff Officers are forced to respond to false alarms this equates to less officer time focused on the public who may need actual assistance. To deter false alarms within the county, this law requires county alarm permit fees as well as fines levied in certain instances.

The local law defines alarm system as â&#x20AC;&#x153;a device or series of devices, including but not limited to devices interconnected with a telephone and/or radio frequency method such as cellular or private radio signals, which emit or transmit a; remote or locally audible, visual or electronic signal indicating an alarm condition and intended to summon the law enforcement and/or fire protection and/or medical emergency service and/or emergency services which perform services in Ulster County or a municipality therein."

Under the local law, when a false alarm is signaled and law enforcement or emergency services are dispatched, the owner of the real property to where the dispatch occurred is liable for a civil penalty in the following amount in any calendar year: $0 for the first and second false alarm; $50 for the third false alarm; $200 for the fourth and each and every subsequent false alarm(s). Additional penalties exist for operating an alarm system without a valid permit. When law enforcement or emergency services are dispatched to a false alarm and the alarm system is in operation without a valid permit, the owner of the real property in which the alarm system is situated shall be liable for a civil penalty in the following amount in any calendar year: Upon the first false alarm, a warning shall be issued to the homeowner and such homeowner shall have 14 days to obtain a permit; ; $100.00 for the second false alarm; $200.00 for the third and each and every subsequent false alarm(s).

Read the full law at http://locallaws.dos.ny.gov/sites/default/ files/drop_laws_here/ECMMDIS_appid_DOS20151123060015/ Content/0902134380100b97.pdf

For entities that install and operate and use alarm systems within the county, they must complete a permit application form and submit such form to the County Sheriff. This permit form must include the following information: (1) The name, address and telephone number(s) of the person who shall be the permit holder responsible for the proper maintenance and operation of the alarm system and payment of fees and assessments pursuant to this title; (2) For each alarm system located at the alarm site, the purpose of the alarm, to wit: burglary, robbery, personal hostage or panic; (3) Street address and nearest cross street of the building in which the alarm system is housed.

Counselâ&#x20AC;&#x2122;s Corner

44

NYSAC News Winter 2016

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