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United for Progress
President's Page
I NYSAC OFFICERS Hon. Daniel P. McCoy Albany County President Hon. Benjamin Boykin II Westchester County President-Elect Hon. Philip R. Church Oswego County First Vice President Dr. Kevin Watkins Cattaraugus County Second Vice President Michael E. Zurlo Clinton County Immediate Past President
BOARD MEMBERS Hon. Luis A. Alvarez, Sullivan County Mr. Christopher Ellis Jr., New York City Office of the Mayor Hon. Richard R. House, Wayne County Hon. Beth A. Hunt, Hamilton County Hon. Margaret M. Kennedy, Otsego County Hon. J. Ryan McMahon, II. Onondaga County Hon. Steven M. Neuhaus, Orange County Hon. Shawna Black, Tompkins County Hon. Paul M. Wendel, Jr., Chautauqua County
am honored and proud that I was elected last month to serve all of you as President of the New York State Association of Counties. This organization is nearing 100 years, and my goal is to continue to strengthen and grow the prestige, advocacy efforts, and influence of our association. Winston Churchill once said: “I have nothing to offer but blood, toil, tears and sweat.” And this is what I offer to you and what it will take to work hard in leading this organization. “People who work together will win… build in your team a feeling of oneness, of dependence on one another and of strength to be derived by unity.” These are the words of the legendary NFL coach Vince Lombardi and are applicable to all things whether it be a complex defense or societal issues. NYSAC brings us together and I truly enjoy the partnership amongst my fellow county leaders that this association provides. The beauty of NYSAC is that it doesn’t matter who we are, or where we come from: we all work together. Democrats and Republicans, Liberals and Conservatives. It doesn’t matter if you’re from upstate or downstate. Or if you’re from Western New York, the Adirondacks, or Long Island. We need to work together to achieve common goals, and we need to keep working together to help each other out. We come together to share war stories, to talk about the things that matter to us, and the changes needed to make our communities better and stronger. And sometimes we come together to fight policies from the state that just don’t work for our counties, our communities and the people we serve.
We need to work together to achieve common goals. We did that throughout COVID when we didn’t have the PPE and test kits we needed, and we did that during last year’s snowstorm in Erie County. I was proud to send 26 county workers and 20 pieces of our equipment, including plows, out there when they were buried in snow. Because that’s what we do when our member counties are in trouble. We rise to the occasion. Indeed, over the next year, we will face challenges. However, I am confident that if we stay united, we will have the capacity to overcome these, and I pledge my commitment toward this endeavor. Success will come not just from unity, but also from participation and varying ideas from all of you. I encourage everyone to be active. Tell us of your successes and how to replicate those in our own counties throughout the State. Over the next year, we are sure to face tough budget issues from New York State and legislation that hampers and hamstrings our counties. NYSAC will be here to push back and fight. We must use all resources to effectively advocate for every local dollar to stay within our local communities. We must work collaboratively to lobby all legislators to curb the trend of unfunded mandates. My friends and colleagues, as we approach our 100th year of NYSAC, I look forward to working with you to continue our years of excellence, to strengthen our commitment of unity and to finding solutions that enhance and foster our communities.
Daniel P. McCoy NYSAC President
PARLIAMENTARIANS Hon. Herman Geist, Esq., Westchester County Hon. A. Douglas Berwanger, Wyoming County
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Director's Note NYSAC STAFF (partial listing) Stephen J. Acquario, Esq. Executive Director Karen Catalfamo Office/Financial Manager Patrick Cummings, Esq. Counsel Jacqueline Dederick-Sylvain Records Manager Patricia Gettings Assistant to the Director Ryan Gregoire Legislative Director Alexandra LaMonte Legislative/Policy Coordinator Mark LaVigne Deputy Director Dave Lucas Director of Finance & Intergovernmental Affairs Juanita Munguia Business Development Manager Tom Oldfather Communications Manager Kate Pierce-Nimz Multimedia Specialist Jeanette Stanziano Director of Education & Training Chancey Young Member Information Manager
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ounded in 1925, the New York State Association of Counties has existed for nearly 100 years. Those years have spanned wars and peace, economic depressions and expansions, and countless shifts in the political landscape. Through it all, NYSAC has remained as the united voice of county governments, evolving to meet the needs of New York’s County officials. Amid this century of service, the last five years stand out as some of the most transformative and challenging in NYSAC’s proud history. A global health pandemic on a scale not seen in a century placed unprecedented demands on county government officials. At the same time, New York State leaders have tried over and over again (and keep trying) to shift more responsibilities and more costs to counties and local taxpayers. Despite these setbacks and obstacles, the NYSAC team continues to tirelessly advance the interests of New York’s County leaders and the New Yorkers they serve. Over the last five years, NYSAC has navigated these uncharted waters to maximize what was possible for the betterment of New York’s County governments and the residents they serve. With the support of members like you, we’ve successfully fought for billions in federal aid to fight, and recover from the COVID pandemic. We’ve defeated attempts to overturn the cap on local Medicaid contributions, coordinated historic settlement of Opioid lawsuits, beat back cuts to community college funding, and secured legislation that grants counties additional flexibility to generate revenue from non-tax sources.
These are just a few of the many accomplishments that our combined efforts have secured over the last five years. Many more are included in our recent report, United for Progress: A FiveYear Overview of Advocacy Achievements, an excerpt of which can be found in this magazine. With this issue, we wanted to revisit some of these achievements and also to highlight how counties in New York State are using this progress to improve services, innovate, increase efficiency, save taxpayer money, and better serve our communities. While we are proud of how far we’ve come, we recognize that we have much further to go, much more to achieve, and new challenges to overcome as we continue to work to strengthen counties in New York State. All indications suggest that New York State will face significant budget shortfalls in the coming year and history suggests that counties will once again face new attempts by the state to shift costs to our local governments. We will meet these challenges as we always have, United in our commitment to the counties and the residents we serve.
Stephen J. Acquario, Esq. NYSAC Executive Director
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NYSAC News NEW
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NYSAC’s mission is to foster excellence in county government and unite the voice of New York’s county leaders. President Daniel P. McCoy Publisher Stephen J. Acquario Managing Editor Mark F. LaVigne Editor Tom Oldfather Designer Kate Pierce-Nimz Advertising Staff Juanita Munguia
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Advertise with NYSAC Contact NYSAC Business Development Manager Juanita Munguia at 518-465-1473 or jmunguia@nysac.org 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 90 years. NYSAC’s mission is to foster excellence in county government and unite the voice of New York’s county leaders.
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515 Broadway, Suite 402, Albany, New York 12207 Phone • (518) 465-1473 Fax • (518) 465-0506 Send submissions to toldfather@nysac.org. Submissions should be 750 to 1,000 words and include a high resolution photo of the author. All submissionsare subject to editing for clarity, content and/or length. The advertisements and articles in NYSAC News in no way imply support or endorsementby NYSAC for any of the products, services or messages conveyed herein. ©2023 New York State Association of Counties
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Table of Contents Volume 45, Issue 3 Fall 2023
UNITED FOR PROGRESS
INNOVATION IN THE FIELD
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Safeguarding Municipalities: The Power of Cyber Insurance and Comprehensive Protection
Thank You to our Sponsors & Exhibitors of the Fall Seminar
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Empowering Tomorrow's Workforce: Camp Hard Hat's Collaborative Innovation with Local Government
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One Finger Cannot Lift Many Pebbles
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Fostering Resolution in New York's Counties and Communities
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Counties Build AI Framework to Harness its Potential, Bolster Protection
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In Just Over a Year, NY MuniTrust Achieves Mark of Excellence
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From DREAM to Reality Cayuga County has DREAMS of moving into the 21st Century!
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Q&A: Clean Energy Solutions with the New York Power Authority
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CHQ Here For You
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Keep Your Head in the Cloud U.S. General Services Administration offers Cloud Computing Solutions
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United for Progress
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The Long Road to Modernizing New York’s Sales Tax Laws
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FINDING OPPORTUNITY IN CHALLENGES
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New York Counties Unite to Transform Communities with Crisis Intervention Training (CIT)
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New York City's Organics Collection Program Paves the Way for Nationwide Progress
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Pioneering ARPA Capital Planning With Technology: Oswego County's Journey
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Madison County Mental Health Task Force is Committed to the Community
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ARPA Funds Provide Lifeline to Community Projects in Warren County
Cover Photo Lower Ausable Lake, Essex County, NY Photo by Tom Oldfather
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The Long Road to Modernizing New York’s Sales Tax Laws By Dave Lucas, NYSAC Director of Finance and Intergovernmental Affairs
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he Internet has changed so many things in our daily lives that it is hard to focus on just the small part that is retail. Well, maybe we shouldn’t say small. In 2023, total U.S. eCommerce retail sales are estimated to ring in at just over $1.1 trillion. The growth has been rapid, rising from next to nothing in 1998 to just over 15 percent of total retail sales by the end of 2023. The importance for the counties of New York and local communities has been profound in many unexpected ways. The biggest surprise may have been the public’s appetite for conducting business over the internet. Consumers cozied up to the idea of shopping via their computer and then their phones rather quickly. Before we knew it brick and mortar retailers were having difficulty competing with the new platforms which offer a wide variety to consumers and provide price advantages including no sales tax and easy delivery options. The internet also fostered new business-disrupting industries including ride sharing (Uber, Lyft, etc.), short term rental industry (Airbnb, Vrbo, etc.), digital goods (online video gaming and software downloads and subscriptions), digital media and related services, and more. Many of these new retail platforms escaped taxation and regulation. Even the physical infrastructure that delivered the internet to our houses, fiber optic cable, escaped taxation because state laws at the time did not define fiber optic cable as taxable real property like the precursor copper-based coaxial cable. Governments sometimes took decades to catch up on regulation and taxation (or not at all), providing innovators and upstarts with significant competitive advantages for prolonged periods. Counties and communities nationwide noticed the impact quickly as local “Main Street” retailers began disappearing and central shopping districts were hollowed out. What were once the centers of community activity and a primary source of sales tax revenue, lost their mojo. The internet was not all to blame, but it was clear things had to change to ensure important local revenue sources were restored and put on a foundation to grow, while making the retail playing field fairer from a tax and regulatory perspective.
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The counties of New York started looking for a solution to the simmering problem of a changing retail landscape and unfair taxation long before State elected leaders thought it was necessary to even engage. The impact on local communities and county coffers could not be ignored. In 2001, the NYSAC Standing Committee for Fiscal & Mandate Relief sent a resolution to the NYS congressional delegation to support federal legislation authorizing states to require the collection of sales and use taxes by remote sellers. Unfortunately, these early efforts were rebuffed, but county officials kept sounding the alarm. Finally, in his SFY 2016 budget, Governor Cuomo offered statutory changes to modernize NYS sales tax laws to ensure internet-based retail transactions were subject to sales tax, but they were rejected by the legislature. They were offered and rejected again in the governor’s SFY 2018 and 2019 budgets. THE INTERNET AND SALES TAX COLLECTIONS IN NEW YORK Until the summer of 2018, most internet retailers were protected by federal law (and court decisions) from having to collect and remit sales tax across state lines. That all changed when the U.S. Supreme Court reversed their 1992 decision that said states could not enforce such taxes on retailers selling through the internet unless they had a physical nexus to that state. The Court provided a blueprint for states to collect these sales taxes in the Wayfair Decision in June 2018 and it cleared the deck for the state legislature to finally update the state sales tax code. New York implemented administrative changes in January 2019 to put internet retailers on notice about their requirement to collect and remit sales tax on all taxable products they sell into New York. Also, the passage of the 2019-20 state budget included a new marketplace-based sales tax system that required marketplace providers like Amazon to collect and remit sales tax for all third-party vendors using their website to sell taxable goods and services. These statutory marketplace changes went into effect on June 1, 2019. It was a huge victory for New York’s counties that had been seeking such changes for nearly 20 years.
NEW INTERNET MARKETPLACE SALES TAX LAWS WORKED While New York’s updated sales tax laws are relatively new, we do have some time under our belt to measure their effectiveness. Taxable sales related to electronic shopping nearly tripled from 2019 to 2021 for the counties and New York City, rising to nearly $27 billion in SFY 2021. The state tax changes to internet-based retail became critically important for counties during the pandemic as brick-and-mortar venues were shut down and electronic commerce filled the gap in many areas. Annual growth rates in this category hovered near 12 percent for the decade leading up to the Wayfair changes. However, annual growth has fallen back since the start of the pandemic and as internet retail has matured, registering 3.3 percent growth in New York in SFY 2023. Even with a leveling off in growth, electronic commerce has become a Top 5 source of sales tax for nearly every county. Since the state law changes were enacted in 2019, total taxable sales in this category have exceeded expectations with more than 61 percent of all electronic shopping tax receipts stemming from the marketplace/Wayfair changes.
since enactment through SFY 2023 is $2.6 billion ($985 million for New York City and $1.6 billion for the 57 counties). In SFY 2023 alone the 57 counties and New York City collected $790 million in sales tax from internet-based transactions ($296 million in NYC and $493 million in the 57 counties). Sales tax retained by the state for their budget purposes also far exceeded initial projections. The next phase in updating New York’s sales tax laws will be to modernize these laws so sales tax can be collected in the shortterm rental market. The fact pattern is similar to the prior fight in that other overnight accommodation businesses (hotels, B & Bs, inns, etc.) are required to collect sales tax on their overnight rentals, but all such overnight rentals from online platforms do not. Recent governors have introduced legislation to update this portion of the sales tax law and with some minor tweaking to accommodate local needs, we are hopeful the legislature will eventually support it.
Total estimated local sales tax generated from this law change
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Thank You to our Sponsors & Exhibitors of the Fall Seminar CORPORATE SPONSORS
Ameresco
NYS Preferred Source Program
ProAct, Inc.
Auctions International
Oneida County Tourism
Roemer Wallens Gold & Mineaux LLP
C.T. Male Associates
Oracle NetSuite for Government
SMRT Architects and Engineers
CANARX Group Inc.
Palo Alto Networks
SPECIAL EVENT SPONSORS
Capital Region BOCES Pharmacy Purchasing Coalition
ProAct, Inc.
Absolute Auctions & Realty, Inc.
Centrica Business Solutions
RequestFOIA, Inc.
Alera Group
CGR
RetireeFirst, LLC
Amazon Business
ClearGov
Roemer Wallens Gold & Mineaux, LLP
Deterra Drug Deactivation and Disposal System
Collar City Auctions, Inc.
SMRT Architects and Engineers
Colliers Engineering & Design
Elastic
SWBR
Control Point Associates, Inc.
Hagerty Consulting
Systems East, Inc.
Crowne Plaza Albany - The Desmond Hotel
John W. Danforth Company
U.S. BENCOR / USEBSG
EagleHawk One Inc.
LaBella Associates
UnitedHealthcare Retiree Solutions
Eagleview Technologies
Medify Air, LLC
UTC Associates, Inc.
ECC Technologies
Municipal Electric and Gas Alliance, Inc.
ViaPath Technologies
Enterprise Fleet Management
New York State Industries for the Disabled (NYSID)
VMC Group, Inc.
Equitable
Wendel
Nissan North America NY MuniTrust NYMIR NYSTEC Palo Alto Networks PERMA UnitedHealthcare Retiree Solutions
GOLD SPONSORS Barton & Loguidice Bolton St. Johns C&S Companies EagleHawk One Inc. Eagleview JPMorgan Chase Bank LiRo Engineers, Inc. National Grid Nationwide Retirement Solutions Norvest Financial Services, Inc. Oneida County Tourism PKF O'Connor Davies Progyny Rubrik U.S. BENCOR / USEBSG
EXHIBITORS Aetna Alera Group Alliance for Clean Energy New York (ACE NY) Amazon Business
PERMA
Fiscal Advisors & Marketing, Inc. Fortinet
SILVER SPONSORS
GHD Digital
CenturyLink / Lumen
Gordian
Community Bank, N.A.
GovDeals
Hill, Gosdeck, McGraw & Nemeth, LLC
Hagerty Consulting
LetsGetChecked
Health Economics Group, Inc. Hunt Engineers Architects & Surveyors
N.K. BHANDARI, Architecture & Engineering, P.C.
IEM
NYCLASS
John W. Danforth Company
Oncore Origination LLC
KathodeRay Media, Inc.
Park Strategies LLC
LaBella Associates
Sheridan Hohman & Associates
Livingston Energy Group
Tanium
Marist College
UTC Associates
Motorola Solutions, Inc.
Venesky & Company
Municipal Electric and Gas Alliance, Inc. N.K. Bhandari Architecture & Engineering, P.C. NACo National Grid Nationwide Retirement Solutions New York Power Authority New York State and Local Retirement System
MADISON COUNTY RECEPTION SPONSORS Barton & Loguidice C&S Companies ECC Technologies, Inc. Hancock Estabrook, LLP King + King Architects LaBella Associates LeChase
New York State Industries for the Disabled (NYSID)
LG Electronics
Nissan North America
Liberty Tabletop
NY MuniTrust
Motorola Solutions, Inc.
NYCLASS
MultiMed Billing Service, Inc.
NYMIR
North Eastern Rescue Vehicles, Inc.
NYS Department of Public Service
Park Strategies LLC TransPro
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One Finger Cannot Lift Many Pebbles Abridged Remarks delivered by Ray Halbritter during his historic address to the New York State Association of Counties on September 14, 2023.
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hekólih, greetings. We are glad to welcome you today to Turning Stone Resort Casino and the ancestral homelands of the Oneida Indian Nation. Since time immemorial, the Oneida people have offered a warm welcome to every visitor to our lands. It is a foundational part of our culture and central to who we are. It is the reason we welcomed colonists as friends and became America’s First Allies as we stood alongside them in their fight for freedom during the Revolutionary War. To the best of our knowledge, this is the first time a New York State Association of Counties meeting has been held on sovereign tribal lands. We are proud of this distinction and proud of what made it possible - our strong partnership with Oneida and Madison Counties. The foundation of this partnership is the historic 2013 Agreement among the Oneida Indian Nation, New York State and Oneida and Madison Counties. This first-of-its-kind agreement showed what is possible when leaders come together for the mutual success of all of our communities. Because of the bonds we have forged over the past decade, we are succeeding in making a shining example of what can happen when Indian nations and their surrounding counties are committed to finding common ground. These ten years have been a period of unrivaled cooperation and growth for not just the Nation and Oneida and Madison Counties, but all of the counties that receive payments as part of the 2013 Agreement, including Onondaga, Oswego, Cayuga, Cortland, Chenango, Otsego, Herkimer and Lewis, and the State of New York. Under the Agreement, the Nation has contributed nearly $650 million to the communities in these counties – funds that support infrastructure, public health, education, cultural programs and more, while keeping property taxes low. Yet these payments are only part of the story. A recent analysis conducted by Oxford Economics, one of the world’s foremost independent global advisory firms, showed that the larger outcome of the 2013 Agreement also includes the creation of thousands of new jobs, millions of dollars in new state and county tax revenues and a total economic impact of more than $1 billion. The 2013 Agreement has had a profound impact on Central New York. Yet even more important than the words of this agreement
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are what it has meant for the relationship between our people and our shared commitment to its spirit. There is a Native American proverb that explains this very well. It states, “One finger cannot lift many pebbles. An entire hand is needed to do that.” Since the adoption of the Agreement, we repeatedly have seen how this is true. Our governments have come together to align our interests and work toward a shared vision for this region like never before. We have seen time and again that when Central New York does well, the Oneida Indian Nation does well, and vice versa. Our symbiotic relationship has served all of the region’s communities, enabling the growth of countless industries, especially tourism and technology, the creation of new jobs and a continued influx of individuals and families who seek to make a life here because of all the region has to offer. There is so much potential here – Central New York has everything it needs to become one of the top places to live, work, start a business and more. This summer, we also announced the $370 million evolution of Turning Stone Resort Casino right here in Central New York. This will be the Oneida Indian Nation’s largest single investment in more than twenty years. When complete, this massive, multiyear investment will double Turning Stone’s conference and meeting space, allowing our region to compete with major metropolitan areas for business and leisure travel. In short, it will be a full transformation of the region’s premier destination and its role as an economic leader. We take our role very seriously because, as mentioned earlier, Central New York is our ancestral homeland. The Oneida people will call this region home until the end of time. For that reason, our enterprises will always expand and diversify here as well, and we will remain dedicated to doing our part to preserve our partnership with Oneida and Madison Counties. As leaders in county government, everyone gathered here today understands the value of that commitment and the knowledge that one of the region’s largest employers and economic engines is forever bound to it. With bold, thoughtful leaders like Oneida County Executive Tony Picente, Madison County Chairman John Becker and so many others, partnerships that fuel the region’s growth and constant reinvestment, we have together created a new blueprint for success. Doing so required all parties to accept that a single finger cannot move many pebbles. With this understanding, it is possible to identify how best to work together as a hand united toward the goals shared by all. And when that perspective becomes the guiding force for leadership and economic development, almost anything can be accomplished.
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Counties Build AI Framework to Harness its Potential, Bolster Protection By Charlie Ban – NACo County News Digital Editor & Senior Writer
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hen Peter Crary left his job helping to develop software to read license plate numbers, he thought his days working in the nascent field of artificial intelligence were over. He figured in his new role as senior manager of technology at the Texas Association of Counties, he would be working on much more practical matters, dealing with TAC’s immediate equipment and networking needs. He was glad to be wrong. Now he’s one of the county leaders taking the initiative to figure out how to harness the potential of artificial intelligence and protect counties from its worst outcomes. Crary is a member of NACo’s AI Exploratory Committee, which will meet over the next yearplus to determine a way forward with technology that could revolutionize service delivery, for better or worse. He’s helping to figure out what 2026 looks like. Or even 2024. Crary recognizes that the nature of AI development may be too fast for the committee to be too prescriptive, so he wants to set a framework to help counties properly vet applications for the technology. “I’m worried that a county will get itself into a contractual agreement they find may not be favorable,” he said. “I really do hope that we can give them guidance on what to do. If we can at least build guardrails and educate them on how to build the policies, what vendors are looking for, these are the questions you should ask.” The committee membership spans the spectrum of county government, including state association personnel like Crary, elected officials like Alameda County, Calif. Supervisor Keith Carson, specialists like King County, Wash. Chief of Staff Shannon Smith or appointed administrators like Peoria County, Ill. Administrator Scott Sorrel.
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Sorrel hopes to voice the needs of mid-sized counties and recognizes the competitive disadvantage for local governments in adopting the technology. Experimentation must not come at the expense of consistent service delivery. “The speed of evolution of the technology is going to be a challenge for county governments, because they do not move at the pace of the private sector,” he said. Tom Lynch, Cook County, Ill.’s chief information officer, wants to be sure the conversation is put in the proper perspective and grounded. “I feel like AI is the next ‘smart cities,’ and I hate those kinds of buzzwords, because they’re meaningless,” he said. “The distinction between AI and generative AI is lost among a lot of these conversations.” For that matter, “generative AI” refers to applications that produce output based on a data set, often based on one or many predictive algorithms. That introduces an element of uncertainty, because the outputs are only as good as the data they draw upon, and even then, the predictive models may make logical leaps that don’t hold up under scrutiny. If false information is dumped into the library from which a predictive model bases its work, the outputs may not just be wrong, they could be dangerous. ‘OKEST-CASE’ SCENARIO There is low-hanging fruit for AI applications in county government, including using advanced chatbots, intuitive phone menu systems, improving search functionality and record keeping and analyzing large quantities of public information. But those ideas are just the beginning. The NACo AI committee is shooting for a moving target as members educate themselves about AI’s capability and reliability, both of which are dynamic and more likely to expand than contract. The consensus of committee members is that AI could further automate mundane county functions.
Like Weber County, King County, Wash., has already used AI in a few instances. With five or six elections per year, the county streamlined frequently asked questions using a chatbot, county Chief of Staff Shannon Smith said. The county employs an “enterprise architect” whose main focus is on machine learning and AI. “Our focus is not super-involved data grabs and predictive machine learning, but really trying to understand how we can use it to advance interactions with residents and understand the data better,” she said. The county will also apply AI to help redact personal identity information on property tax records for seniors. “It was 4,000 hours of work — it takes AI seconds,” Smith said. “You still need human quality assurance, but we’re reducing that immediate bulk lower-level work and providing an additional layer of security and privacy to our senior citizens.” King County is also applying AI to sort causes of death in overdoses to match CDC reporting requirements. “The labels are very specific, and we don’t always have the right materials in those reports to map to CDC reporting, because it’s a pretty complex set of labels. That allowed us to get in front of the uptick in fentanyl overdoses,” Smith said. IS CHANGE BAD? With all of the talk of replacing and reassigning work, Steve Acquario is concerned about the consequences for public sector labor unions, which will want a say in how the employment world changes. As executive director of the New York State Association of Counties, he has been attuned to the nuances of a heavy public sector union state. “There’s a sense that ‘we’ve always done it this way,’ and it’s hard to break that inertia,” he said. “The lack of understanding by most people will be the impediment to adopting it.” THE ROAD MAP Lynch recognizes the delicate balance with regard to government AI regulation. “Good-intentioned regulation can stifle innovation pretty quickly,” he said. “The tricky part is that you don’t want to just ban the stuff and then you lose the benefit of what the AI is capable of doing.” “I’ve seen the good and I fear the bad, but I think there’s plenty of opportunity for counties to use this to their advantage,” Acquario said. Although optimistic, Hatch worries the most challenging pitfall may be thinking too small. “How am I going to be able to think in a way that captures the benefit, captures the possibilities that AI can provide?” he asked. “That’s going to be the real challenge.” This is an abridged version of an article that appeared in NACo County News on AUGUST 7, 2023
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COUNTIES LEADING CHANGE
New York Counties Unite to Transform Communities with Crisis Intervention Training (CIT) By Sharon MacDougall, MSW MBA MS LCSW-R, Director of Community Services, Cortland County Mental Health Department
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cross New York's counties, a remarkable alliance has formed, driven by a common goal: to address challenges and improve communities through Crisis Intervention Training (CIT). This extensive and dynamic mental health training curriculum prepares law enforcement and first responders to handle “emotionally distressed” (ED) mental health responses effectively. As a result, this collaborative effort has not only enhanced public safety, but also demonstrated impressive results in reducing costs and promoting a compassionate approach to mental health crises. The Directors of Community Services (DCSs)/County Commissioners of Mental Health from across the state have made substantial progress with CIT education, implementation, and program expansion with the help of community partnerships. CIT: Empowering Behavioral Health Providers and First Responders for Mental Health Challenges Crisis Intervention Training is a guiding light of hope in situations where an individual's emotional state exceeds normal patrol capabilities and training. It empowers law enforcement officers and first responders to handle scenarios involving irrational or suicidal behavior, psychiatric patients, or individuals experiencing emotional distress with empathy and professionalism. CIT isn't just a program – it is a transformative approach to handling emotionally-charged situations. These situations often involve individuals whose emotional states surpass the capabilities of standard patrol training. Among these scenarios are those concerning persons exhibiting irrational or suicidal behavior, handling psychiatric patients, or addressing emotional distress related to mental illness. The impact of CIT extends far and wide, reducing risks, curbing unnecessary arrests, guiding individuals towards vital treatment, enhancing public safety, and ultimately saving taxpayer dollars. Below are several examples of how the DCSs advance efforts to sustain these successful programs statewide.
Ontario County: Leading the Charge Jessica Mitchell, PhD, Director of Community Services, Ontario County Mental Health
Since the inception of the CIT program in Ontario County in 2018, significant strides have been made. With five dedicated trainers, a mix of mental health and law enforcement professionals, Ontario County has trained 15-23 CIT officers, including local police, New York State Police, and sheriffs, along with first responders such as 911 dispatch, EMS, probation, and corrections officers since 2019. One of the program's cornerstones is a monthly meeting that brings together law enforcement and various treatment and service providers. This forum allows for the discussion of concerning individuals in the community, enabling the offering of suggestions, resources, and immediate action to link individuals to essential services. Through the Mobile Access Program, Ontario County has effectively reduced criminal justice involvement, overuse of emergency rooms, and the use of force, leading to an enhanced community safety net. Monroe County: Transforming Crisis Response Systems Don Kamin, PhD, Director, Institute for Police, Mental Health & Community Collaboration, Coordinated Care Services, Inc. Don Kamin emphasizes that while police training is crucial, the primary goal of
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CIT programs is to transform crisis response systems. The aim is to minimize the instances where law enforcement officers are the first responders to individuals in emotional distress. Kamin lauds the dedication of the 35 counties with which he has worked, highlighting their commitment to ensuring that behavioral health-related crises are handled by clinicians whenever possible, ushering in a more compassionate approach. Cortland County: Empowering Communities Sharon MacDougall, MBA, MS, MSW – LCSW, Director of Community Services, Cortland County Mental Health CIT in Cortland County isn't just about training, it's about community involvement, empowerment, and partnerships. The team focuses on diverting individuals towards community-based treatment as an alternative to incarceration. Collaborations with mental health and human services agencies, the Cortland County Mental Health Department, and the Seven Valleys Health Coalition are pivotal in this endeavor. Led by Deputy Chief David Guerrera of the Cortland Police Department, the CIT team meets monthly to address case management and other crisis intervention needs, ensuring a well-coordinated and compassionate response. Rensselaer County: A Decade of Expertise Katherine Alonge-Coons, LCSW-R, Commissioner, Rensselaer County Department of Mental Health
In Rensselaer County, Troy PD, in collaboration with the Rensselaer County Department of Mental Health, has been providing Emotionally Distressed Persons Response training (EDPRT) since 2006. This initiative has allowed approximately 400 officers to receive this specialized training. By involving experts from local community-based providers, this county showcases a long-standing commitment to mental health training and community care. Westchester County: Pioneers of Progress Michael Orth, MSW, Commissioner, Westchester County Department of Community Mental Health In Westchester County, the Department of Community Mental Health, in collaboration with the Department of Public
Safety, has been at the forefront of CIT training since 2006. Their dedication has extended to multiple law enforcement departments, aiding them in the development of Crisis Intervention Teams with a dual focus on safety for both individuals in crisis and responding officers. CIT teams serve as catalysts in helping individuals access services vital to their recovery, and notably, Westchester County's commitment extends beyond experienced officers. In 2015, the county commenced the delivery of CIT Basics for all Police Recruit classes, in compliance with New York State's requirement of 21 hours of Fundamentals of Crisis Intervention for new police recruits. Westchester goes above and beyond by delivering 52 hours of training, including the 40-hour CIT course, 8 hours of Disability Awareness Training, and additional content focusing on Officer Wellness. Westchester County's Department of Community Mental Health has an impressive track record, conducting 38 trainings for 684 experienced officers and 16 trainings for 1,040 recruits. Furthermore, the county has extended its reach by training 781 dispatchers in 911 Diversion, highlighting its commitment to comprehensive community support. North Country and Essex County: Innovators in Crisis Response Terri Morse, LMHC, CASAC-Master, Director of Community Services, Essex County Mental Health and Community Services In the North Country and Essex County, CIT has laid the foundation for the intersection of mental health systems with law enforcement, even in the most rural areas. Understanding the challenges of having licensed mental health providers accompany law enforcement officers, the county developed a ground-breaking program known as LEMHRS (Law Enforcement Mental Health Referral System). LEMHRS, launched in 2018, has been a game-changer. When law enforcement encounters individuals in the community exhibiting mental health, substance use, or social determinants of health concerns, they initiate an online referral. This referral is then addressed by the appropriate resource to perform outreach and follow-up with the individual. The result has been reduced repeat responses by law enforcement and the creation of a streamlined, person-centered approach that connects individuals with organizations equipped to address their needs. A Unified Vision for New York State This united effort across New York State to implement and expand CIT programs not only bolsters public safety but also fosters a more compassionate and community-oriented response to mental health crises. It exemplifies the power of collaboration, empathy, and shared goals. In a landscape where cooperation and innovation intersect, New York counties continue to illustrate the power of unity in the pursuit of community well-being. This tireless dedication to resilience, safety, and fiscal responsibility paints a picture of progress that inspires us all. Together, counties are shaping a brighter future for New York State, one built on empathy, understanding, and progress. To explore CIT further and access additional resources, visit nyscit.org. NYSAC News | www.nysac.org
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New York City's Organics Collection Program Paves the Way for Nationwide Progress By Alexandra Regan (née LaMonte), NYSAC Legislative/Policy Coordinator
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urbside organics collection programs have gained traction across the United States as part of a comprehensive strategy to reduce waste and combat climate change. These initiatives empower residents to divert food scraps and yard waste from landfills and transform them into valuable compost and renewable energy.
required to separate their organic waste will continue to rely on private waste haulers for collection. New Yorkers who are eager to start composting can sign up to get a free 12- or 21-gallon brown composting bin and download the NYC Compost app to locate the orange smart bins. TURNING WASTE INTO RESOURCES
New York City residents will soon be required to separate organic waste from the rest of their curbside trash under the Zero Waste Act that was passed by the City Council in June 2023. The new law, which builds on a voluntary pilot program, requires the New York City Department of Sanitation (DSNY) to roll out a mandatory organics collection program for all residential buildings by 2024. Here is a closer look at New York City’s new program and how it will help to create a greener, more sustainable future for all New Yorkers. PHASED IMPLEMENTATION Borough by borough, New Yorkers are being encouraged to separate food and outdoor waste, along with food-soiled paper, for curbside collection before participation in the program becomes mandatory in the spring of 2025. Curbside organics collection is already underway in Queens thanks to a pilot initiative that has been a major success since its first season, diverting 12.7 million pounds of material in the fall of 2022 alone. Brooklyn collections will start in October 2023, followed by the Bronx and Staten Island in March 2024 and Manhattan in October 2024. By the end of 2024, all city residents will have access to clean, convenient curbside pickup from the Department of Sanitation. Enforcement will begin in spring of 2025, six months after Manhattan collections begin. The City is also rolling out composting in all its public schools and introducing rat-proof orange compost bins on sidewalks. These bins will be available 24-hours and serviced regularly. Businesses, restaurants, and industrial operations that are
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New York City’s local law mandates that organic waste be used for environmentally friendly purposes. This includes converting it into compost, a valuable resource that can be used as fertilizer for parks and gardens. Organics can also be processed through anaerobic digestion to produce biogas, a renewable energy source that can be used for electricity generation or heating. This circular approach will not only preserve limited landfill space but also contribute to New York City’s sustainability goals. According to City’s first integrated greenhouse gas inventory, the carbon dioxide released from food waste represents 20% of overall greenhouse gas emissions, making it the third largest contributor behind buildings (35%) and transportation (21%). Diverting food waste from landfills – where it produces methane, a potent greenhouse gas, as it decomposes – can significantly reduce emissions and help to mitigate climate change. LOOKING AHEAD New York City's curbside organics collection program represents a pivotal shift in how we approach waste collection and serves as a blueprint for other states and localities across the country. At least nine states, including California and Washington, have already enacted mandatory composting laws. Numerous cities, such as Denver and Seattle, also offer voluntary curbside composting programs. These programs illustrate the power of local action in addressing global environmental challenges. As the level of government closest to the people, local governments like the City of New York are uniquely positioned to lead the charge and forge a path towards a cleaner, greener future for all.
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Pioneering ARPA Capital Planning With Technology: Oswego County's Journey By David Turner, Director of the Office of Strategic Initiatives, Oswego County
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hen the American Rescue Plan Act (ARPA) granted Oswego County Coronavirus State and Local Fiscal Recovery Funds (SLFRF), we recognized the immense responsibility we had to utilize these funds with the utmost transparency, accountability, and efficiency. Our commitment to making a real difference in our community, especially in the face of the challenges from the COVID-19 pandemic, fueled our determination to develop an innovative and streamlined approach to project planning using modern cloud-based technology. A SHARED VISION FOR EQUITABLE OUTCOMES From the outset, our county's leadership shared a unified vision for ARPA funds: to ensure an accountable and transparent process to help us identify impactful projects that would benefit our entire community. To implement this vision, the Oswego County Legislature established the Office of Strategic Initiatives, a temporary entity that would focus on managing ARPA funds. This Office was designed to address both short-term and long-term needs stemming from the pandemic, and to identify where funds could be leveraged to improve public health, public safety, and community development. At the core of our vision was the goal of promoting equitable outcomes. Our commitment to inclusivity meant that the application process was open to all, regardless of whether you were a homeowner, a small business owner, a large corporation, or a government entity. Our aim was to create an equitable process that would inspire and support recovery at every level throughout our communities. THE CHALLENGE: TRANSITIONING TO A MODERN APPROACH As the county’s Director of Community Development, Tourism, and Planning, and also overseeing the Office of Strategic Initiatives, I was tasked with managing Oswego County's ARPA recovery plan. However, the traditional approach to project budgeting, which involved paper request forms, cumbersome spreadsheets, and static PDF documents, simply couldn't meet the demands of an increased influx of funds and community requests. Recognizing the need for a more modern approach, we explored cloud-based budgeting, planning, and reporting
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tools. Ultimately, we found a solution for managing the ARPA project planning process in 2021. The cloud-based platform we chose streamlined and automated much of the project planning process. It was easy to use and provided new and creative ways to manage the request process and prioritize projects, while helping us navigate and communicate the process with complete transparency and accountability. AN INNOVATIVE USE OF TECHNOLOGY We realized that the tool could be used to do more than just share the county's adopted budget. It was a complete solution that allowed us to collect requests in a consistent format, objectively prioritize them, and communicate with our community in real-time. This approach produced several important advantages. Consistent Request Format: Though we continued to use paper applications for collecting ARPA funding requests from the community, our team could easily input the requests into the platform so that the remainder of the process was automated. This ensured consistency in request forms and provided a digital dashboard where all requests could be accessed in the same format. Dedicated ARPA Website: We got creative with the capabilities of the platform and created a dedicated website exclusively for our ARPA recovery plan. As budget data and projects were updated, the website was also automatically updated, which minimized manual work on our end. Valuable Educational Tool: The website provided an educational platform for the community, explaining the American Recovery Plan Act, eligible uses of funds, and our county’s vision. Transparent Process: Every request from the community was logged on the website's 'Proposed Projects' page. This allowed the community to see proposed expenditures over a multi-year period, funding sources beyond ARPA, and a comprehensive list of requests. Visitors could dive into each request and review details such as the application, requested amount, and rationale. Objective Request Scoring: One of the most valuable features was the tool's scoring capability. We developed a scoring system based on ARPA fund eligibility and our community's own priorities. The automated scoring system ensured all requests
were analyzed in a fair manner, regardless of a community member's experience with grant applications. Real-Time Progress Updates: Approved and funded projects were highlighted on dedicated project pages that shared essential details, funding sources, and timelines. Residents could subscribe to these pages and track the status of projects in real-time. The success of Oswego County's ARPA project planning journey has been inspiring. It's incredible to see how our innovative approach – built on transparency, fairness, and smart use of resources – has made such a positive impact on our community's future.
Advertiser Index Absolute Auctions & Realty, Inc.............................................. 55 Auctions International.............................................................. 57 Barton & Loguidice..................................................................... 4 Bond, Schoeneck & King............................................................ 4 CANARX................................................................................... 44 Capital Markets Advisors, LLC................................................ 31 CDPHP....................................................................................... 38 Centrica Business Solutions..................................................... 57 Collar City Auctions Realty & Mgmt, Inc.............................. 10 Elastic......................................................................................... 27 Fiscal Advisors & Marketing, Inc............................................ 19 Hinman Straub.......................................................................... 25 John W. Danforth Company........................ Inside Back Cover Montgomery County................................................................ 49 Municipal Electric & Gas Alliance, Inc.................................... 3 N.K. Bhandari Architecture & Engineering, PC.................... 38 Nationwide Retirement Solutions........................................... 41 New York Municipal Insurance Reciprocal............................ 45 New York Power Authority............................................ 5, 19, 47 New York Safety Program........................................................ 35 New York State Health Insurance Program (NYSHIP)......... 33 NYSTEC Broadband Services.................................................. 37 PERMA..........................................................Inside Front Cover PFM Financial Services LLC.................................................... 51 PKF O'Connor Davies, LLP..................................................... 39 ProAct.........................................................................Back Cover Roemer Wallens Gold & Mineaux LLC.................................. 53 SMRT.......................................................................................... 25 Systems East, Inc....................................................................... 22 Tectonic Engineering Consultants, Geologists & Land Surveyors, D.P.C.......................................................... 21 Venesky and Company................................................................5 Wendel........................................................................................31 NYSAC News | www.nysac.org
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Madison County Mental Health Task Force is Committed to the Community By Samantha Field, Madison County Public Information Officer and Teisha Cook, Madison County Director of Community Mental Health Services
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s a result of the COVID-19 pandemic, people are identifying mental health concerns more than ever before. Specifically, children and teens have experienced and display significant mental health concerns post-pandemic. The Centers for Disease Control and Prevention recently released the results of a 10 year Youth Risk Behavior Survey. Overall, they concluded, “as we saw in the 10 years prior to the COVID-19 pandemic, mental health among students overall continues to worsen, with more than 40% of high school students feeling so sad or hopeless that they could not engage in their regular activities for at least two weeks.” The mental health crisis impacting our youth is not just a national problem, we see it locally in even rural communities like Madison County.
District, and Hamilton Central School District. A total of 232 students were referred to the 4 social workers that worked at these rural school districts.
In April 2021, Madison County Board Chairman John M. Becker created the Mental Health Task Force in order to assess the mental health needs of the community following the COVID-19 pandemic. After surveying students, teachers, and other school staff from all the districts in Madison County, the data collected reinforced what many already knew - that remote schooling caused a significant increase in stress experienced by students and school staff. The survey also reinforced the conclusion that there was a need in the school setting for additional mental health and well-being supports. As a result, Madison County chose to invest some of the $17.3 million in ARPA funds into Mental Health satellite clinics in our school districts. The need for such services had been on the radar for several years, however, that need increased more so post pandemic. The Madison County Board of Supervisors voted to allocate $600,000 to the Mental Health Department to implement mental health resources or satellite clinics in school districts.
• One full-time social worker split time between elementary and middle/high school buildings.
Madison County Director of Community Mental Health Services Teisha Cook created the county’s first school-based satellite clinics to offer children services in their own school, where clinicians are able to collaborate with school staff, enhancing the overall service the child receives. Additionally, the school-based clinician is also able to provide support and trainings to school staff. The pilot program was put into place for the 2022-2023 school year in three of Madison County’s 11 school districts; Chittenango Central School District, Cazenovia Central School 34
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CHITTENANGO SCHOOL DISTRICT • For the school year, two social workers split their time between the middle school, high school and two elementary schools. • 124 students were referred to the social workers, a total of 766 sessions were provided. CAZENOVIA SCHOOL DISTRICT
• 74 students were referred to the social worker, she provided 608 sessions. HAMILTON SCHOOL DISTRICT • One full-time social worker to cover the district. • 37 students were referred to the social worker, she provided 264 sessions.
These number clearly demonstrate this satellite program was much needed and well received here in Madison County. The program has also proven that it can be almost self-sustaining. Madison County began billing insurance companies in January 2023, and in just 5 months, revenue was coming in from the clinics. Referrals typically came from school counselors, or school staff. However, over the school year, some referrals were generated by parents who had heard about the program or from other therapists that thought there were barriers preventing the child from engaging in the regular mental health clinic in Wampsville, NY. As we enter the 2023-2024 school year, both Cazenovia and Chittenango have decided to add an additional social worker to their current program. As well, Morrisville-Eaton School District has asked to be part of the program. Madison County is committed to the well-being of our community. Our leadership and employees understand that in order to make our community even better, we need to dedicate the time and effort to connecting those who need assistance with the correct resources. The goal is to connect all of our young people with mental health services and resources in order to build a more connected, safer and supported community.
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ARPA Funds Provide Lifeline to Community Projects in Warren County By Don Lehman, Warren County Director of Public Affairs
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n “emergency lifeline” for the Johnsburg Emergency Squad (JEMS) arrived earlier this year in the form of funding that helped the squad purchase a new, $73,000 ambulance. More than half of the price tag for the 2022 Mercedes Benz Sprinter Demers emergency vehicle came from a Warren County Board of Supervisors allocation from the county’s American Rescue Plan Act (ARPA) funding. “The $73,000 benefit is an emergency lifeline to our agency and community,” explained Joe Connelly, Director of Johnsburg Emergency Squad.
With Warren County’s 20-month ARPA application and distribution process having wrapped up in April, recipients have begun to put the money to use for beneficial projects and business recovery. The Warren County Department of Planning & Community Development, which is overseeing the spending of Warren County’s ARPA money has outlined the following community projects. • The Warren County Office of Community Services received $1.1 million to improve mental health care in Warren County with an expansion of Glens Falls Hospital’s Crisis Unit, $245,000 in funding for staff at Ascend Mental Wellness for additional personnel and hiring of a social worker at a homeless youth shelter in Glens Falls. • High Peaks Hospice used a portion of their $264,880 in funding to purchase medical equipment, including medications and supplies, for those receiving hospice services. • Bay Ridge Fire Department purchased “Jaws of Life” equipment for response to vehicle crashes. • Bay Ridge Rescue Squad used funding from their $46,568 allotment to provide members with additional training and reflective safety jackets.
JEMS was one of 14 first responder agencies from around Warren County that received portions of Warren County’s $12.4 million in ARPA funding, which was allocated by the federal government to municipalities for COVID-19 pandemic recovery. Funds have gone to dozens of beneficial community projects, including an all-wheel-drive ambulance for Glens Falls Fire Department and a $445,000 expansion of Glens Falls Hospital’s Crisis Unit. “The ARPA Funding we received not only made this important project possible, it inspired others to make contributions, ensuring that the project is fully funded,” said Paul Scimeca, Glens Falls Hospital President & CEO. 36
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• Tri-County Literacy Center of Glens Falls has funded more training courses for tutors, as the organization responds to an increase in those seeking assistance. “The money that we received through the Warren County ARPA grant is allowing us to keep up with an increase in requests for services, and provide tutoring sooner,” said Roseann Anzalone, Executive Director. • Warren County Career Center purchased bus/bikeshare passes, laptop computers for community use, iPad tablets and accessories for youth GED classes, and hired a career development specialist and a summer job coach as well as provided training scholarships.
• Big Brothers/Big Sisters of the Southern Adirondacks used funding for 35 new matches between youth and adult mentors. • Glens Falls Fire Department used $75,000 in ARPA funding to help purchase a new, $180,000 all-wheeldrive ambulance. • Adirondack Employee Assistance Program funded additional training programs for its staff to assist local workers. • The City of Glens Falls Recreation Department has begun work on facilities at East Field, including improvement of courts used for basketball, street hockey and pickleball that is being funded through ARPA money. • The Park Theater has organized a schedule of free summer concerts in Glens Falls and Lake George, featuring numerous local artists. • The Hyde Collection used a portion of its funding to expand its art program with Glens Falls High School, which allowed students to take a recent trip to tour Whitney Museum and see public art in New York City. Other ARPA-funded projects in Warren County that are in the works include renovations at Countryside Adult Home in Warrensburg, new kitchen equipment for The Salvation Army of Glens Falls, training for childcare facility staff through Southern Adirondack Childcare Network and grants for 12 small businesses.
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INNOVATION IN THE FIELD
Safeguarding Municipalities: The Power of Cyber Insurance and Comprehensive Protection By Elisabeth Dubois, Ph.D., Cybersecurity Risk Specialist, NYMIR Division, Wright Public Entity
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n today's interconnected world, where information flows freely and technology drives progress, the digital landscape has become both a realm of opportunity and a playground for malicious actors. For municipalities, tasked with upholding the pillars of community and governance, the digital age presents a unique set of challenges. From safeguarding sensitive citizen data to ensuring critical infrastructure remains operational, the need for robust cybersecurity measures has never been more pronounced. In this scenario, the emergence of cyber insurance as a vital tool takes on a new level of importance. Understanding the Landscape: Why Cyber Insurance Matters In recent years, cyberattacks have grown in sophistication and frequency, posing a significant challenge for local governments. In 2020, municipalities bore the brunt of ransomware attacks, accounting for 44% globally – that number doubling in 2021, to 6 out of 10 state or local governments. From ransomware attacks locking critical systems to phishing scams compromising sensitive data, municipalities are under constant threat. While cyber insurance offers some financial coverage and aid for recovering from cyber incidents, prioritizing municipal cybersecurity defense and preparedness remains of greater significance.
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Consequently, it's not just about insurance coverage. The New York Municipal Insurance Reciprocal (NYMIR) is establishing a holistic approach to cyber insurance, recognizing that prevention and mitigation are equally vital components of cybersecurity. NYMIR's Innovative Approach: Comprehensive Cybersecurity Services NYMIR is a licensed, regulated insurer owned by its policyholders–over 900 municipalities across New York State– and has been a trusted partner for municipalities over the past 30 years. Recognizing the dynamic nature of cybersecurity, NYMIR has redefined the concept of cyber insurance. Beyond a mere financial safety net, NYMIR has teamed up with ePlace Solutions to offer a suite of complimentary cybersecurity risk management services that go beyond traditional insurance coverage. These services are designed to foster proactive defense mechanisms and empower municipalities to thwart emerging cyber threats. •
Online Training - Education is the foundation of any effective cybersecurity strategy. NYMIR offers comprehensive online training courses through NYMIR Learn University and ePlace's platform. These courses empower municipal employees with the knowledge needed to identify and mitigate cyber risks. Live webinars also keep participants up-to-date with the latest threat landscape and best practices.
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Phishing Simulations - Phishing remains a primary vector for cyberattacks. NYMIR's partnership with ePlace allows municipalities to conduct simulated phishing campaigns. By identifying vulnerable individuals, municipalities can tailor training efforts to address specific weaknesses, enhancing the organization's overall resilience against phishing attempts.
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SecurityVue Cyber Scan - NYMIR understands that prevention starts with awareness. Through ePlace's SecurityVue tools, municipalities can conduct vulnerability scans on their systems and applications. With over 100 malware and blacklist database lookups,
these scans provide a comprehensive SecurityVue report. Expert guidance ensures municipalities address identified vulnerabilities effectively. •
Knowledge Center - The Knowledge Center at www.nymir-cyber.com offers 24/7 online access to a wealth of invaluable cybersecurity resources. From data security policies to incident response planning materials, the center equips municipalities with tools to strengthen their defenses. A one-week free trial allows potential policyholders to experience this resource firsthand.
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Unlimited Advice - The partnership with ePlace brings forth a team of seasoned experts, ready to assist municipalities in navigating the complex landscape of cybersecurity. No matter the scope or complexity of the question, these experts provide prompt and effective guidance to enhance municipalities' cybersecurity posture.
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News & Alerts - Staying ahead of emerging threats is crucial. NYMIR ensures that municipalities are wellinformed through monthly newsletters, reminders, training emails, and vital cyber alerts. This proactive approach empowers municipalities to anticipate and counteract potential threats.
In an era where cyber threats continue to evolve, municipalities need more than just financial protection against cyber incidents. NYMIR's innovative collaboration with ePlace Solutions sets a new standard by offering comprehensive, complimentary cybersecurity services alongside their cyber insurance coverage. This forward-looking approach empowers municipalities to not only recover from cyber incidents but also to proactively defend against them. With NYMIR's dedication to safeguarding communities, municipalities can confidently embrace the digital future while fortifying their digital defenses.
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Empowering Tomorrow's Workforce: Camp Hard Hat's Collaborative Innovation with Local Government By Kate Walker, Executive Director, Center for Sustainable Materials Management, SUNY ESF
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magine a visionary partnership that ignites the sparks of curiosity and creativity in young minds, fosters a passion for skilled trades and project-based learning, and reduces costs in elevating local facilities. This is the journey embarked upon by Camp Hard Hat (CHH), the Genesee County Parks Department, the Business Education Alliance (BEA), and Genesee Valley Boards of Cooperative Educational Services (GVBOCES). The story is one of innovation, teamwork, and empowerment, painting a vivid picture of community progress and transformation. It all began in the summer of 2014, when Rich Monroe, a dedicated educator from GVBOCES, along with a dynamic team comprised of Bob Mullen from Batavia High School, Eve Hens of the Genesee County BEA, and Paul Osborn of the Genesee County Parks Department, set out on a mission. Their goal was to introduce a new generation to the captivating world of skilled trades through hands-on projects. The vision was simple yet profound: to kindle a lifelong passion for construction and maintenance careers–a profession desperately needed in today’s modern world. The inaugural camp took shape around an outdoor classroom next to the Interpretive Nature Center in the Genesee County Park and Forest. Over the camp's ten-year span, 157 spirited campers have attended Camp Hard Hat, with many attending two or more consecutive years, and some even returning as Camp Counselors. Around 10% of these campers have enrolled in career and technical programs at Genesee Valley BOCES and advanced to post-secondary education and apprenticeship programs in Carpentry, Electrical, Plumbing, and HVAC. Fast-forward a decade, and the impact of this collaboration has rippled far and wide, leaving a definitive mark on Genesee County Parks and beyond. The bridges, boardwalks, and pavilions built by these campers are not just structures used by the community, but testaments to the power of teamwork and collaborative spirit. With each new addition, the park’s landscape transforms, and the evidence of the dedication of campers, instructors, and community partners becomes more visible.
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But the impact doesn't stop at structures and career discovery; it reaches further into the community. Residents have witnessed a remarkable shift as the labor of passionate campers and instructors injects life into these projects, reducing costs and elevating the quality of local facilities. The community has rallied around the program, with enthusiastic attendees at project dedication ceremonies, celebrating the hard work and dedication. As Camp Hard Hat continues to champion the cause of construction education, the future is ablaze with promise. The flame of passion for skilled trades burns brighter than ever, igniting future aspirations in the hearts of these young individuals. The collaboration's success has set a shining example, inspiring other regions across the state to adopt this empowering model. With boundless energy and an unyielding commitment, these partners are shaping a tomorrow where innovation, learning, and community thrive harmoniously. So, let’s celebrate this extraordinary journey of Camp Hard Hat, the Genesee County Parks Department, the BEA, and BOCES—together, they have built literal and metaphorical bridges, connecting generations and inspiring a future where curiosity, collaboration, and creativity know no bounds.
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Fostering Resolution in New York's Counties and Communities By Theresa Hobbs, Executive Director, New York State Dispute Resolution Association
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ach year, counties are seeing an increase in the number of emotionally distressed individuals suffering from serious mental illness (SMI) and/or substance use disorder (SUD). Many of these individuals face extensive challenges on the road to recovery and require innovative solutions to address and support social determinants of health (SDOH). In the dynamic landscape of New York's counties, the New York State Dispute Resolution Association (NYSDRA), and its statewide member-network of Community Dispute Resolution Centers (CDRCs), have emerged as indispensable allies in addressing local priorities, resolving conflicts, and fostering community well-being. As counties grapple with diverse challenges, NYSDRA and the CDRCs stand ready to offer innovative solutions that support county initiatives and enhance the quality of life for residents. What is NYSDRA and the CDRC Network? NYSDRA is a statewide nonprofit organization whose mission is to promote the effective use of mediation and other alternative dispute resolution (ADR) processes to solve simple to complex social problems. Just as NYSAC serves as the unifying voice of county governments in New York State, NYSDRA acts as a unifying voice and force for our 20 community dispute resolution centers (CDRCs), and their affiliates, that cover all 62 counties. These local, community-based entities are strategically positioned across the state to provide accessible and affordable (i.e. low-to-no cost) conflict resolution services to communities in every corner of the state. CDRCs are staffed with trained and certified mediators and ADR practitioners who facilitate conversations between individuals, families, neighbors, and organizations. Our CDRC partners address a wide range of conflicts, from family disputes to landlord-tenant disagreements, to workplace issues and community tensions, from youth probation and diversion cases to in-school and after-school programming – the applications are limitless. NYSDRA plays a pivotal role in supporting CDRCs across the state by providing vital funding, supplemental training, and certification programs to ensure mediators are well-equipped to handle diverse cases. Additionally, NYSDRA actively advocates for policies that promote the use of mediation as a preferred method for dispute resolution. The goal is simple: empower individuals to resolve their conflicts amicably and prevent disputes from escalating to
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undesirable outcomes, such as civil unrest, violence, costly legal battles, and the like. Our Existing Partnerships with Counties Did you know that CDRCs are already hard at work in your counties? Below are just a few examples of how our CDRC members have successful partnerships within New York counties: •
The Center for Dispute Settlement (https://www. cdsadr.org/) in Rochester has partnered with Monroe County to develop its custody and visitation mediation program, alleviating court dockets and supporting family units through conflict. This was the first custody and visitation community mediation program in the state! CDS recently celebrated the 30-year anniversary of the program.
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The Center for Resolution & Justice (https://cfsbny. org/) in Buffalo is hard at work with the Erie County, where they implemented restorative practices as part of the county’s ‘Raise the Age’ plan. CRJ connects with youth who have engaged in behaviors that would be crimes if they were adults. Working with youth and their families, probation, and other community partners, CRJ has made this program both valuable and essential to supporting peace in Erie County.
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Dispute Resolution Center (https://www.drcservices. org/), which has several offices and serves Orange, Sullivan, Ulster and Putnam counties, has a longstanding partnership in Sullivan County, working with their after-school violence prevention programs. DRC offers peer mediation, anger management for youth, and tailored solutions, such as conflict resolution through drama, the ABCs of conflict, and Basketball for Life where kids come to play basketball while learning conflict resolution and team building skills.
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New Justice Conflict Resolution Services (https:// www.newjusticeservices.org/) in Syracuse has a 30year relationship with the Onondaga County Probation Department, where they partner in various areas supporting county initiatives and providing courtbased mediation.
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Additionally, our CDRC partners cover all five of the boroughs of New York City!
This is just a snippet of the kinds of partnerships and services that our CDRCs are currently providing within New York State counties. A Call for Increased Collaboration As counties continue to evolve and confront new challenges, NYSDRA and the CDRC network are committed to being steadfast partners in realizing county-based priorities. By working together, we can address complex challenges, reduce the burden on county resources, and enhance the overall wellbeing of our communities. Together, we can build stronger, more resilient communities across the Empire State. To learn more about NYSDRA, our CDRC partners, and the coordinated work that we do across New York State, or to discuss future partnership opportunities, we encourage you to connect with us at (518) 687-2240 or director@nysdra.org so that we can further strengthen our partnerships with NYS counties, or by visiting www.nysdra.org.
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In Just Over a Year, NY MuniTrust Achieves Mark of Excellence
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new short-term, highly liquid investment pool designed specifically for the public sector has recently surpassed its initial year, already helping New York’s local government better serve residents and taxpayers. NY MuniTrust was created through an intergovernmental cooperative by Orange, Genessee, and Chautauqua Counties. It launched in the fall of 2022 just as the Federal Reserve commenced rate hikes, making it an opportune time for numerous local governments that have used NY MuniTrust for their investment vehicle. “The pool offers an opportunity for local governments to diversify their portfolio, something the state comptroller encourages for counties, cities, towns, villages, school districts, special districts, and boards of cooperative educational services,” said Genesee County Treasurer Scott German. “And critically important for us is that we designed this pool as a way to reinvest into New York. All of the custodian and investment managers are all from New York.” Diversification of Investments According to the state comptroller investment guidelines, “while there are a limited number of investment options which will provide the necessary safety and liquidity of public funds, local governments should not ignore the prudence of diversifying investments. A diversified portfolio provides an additional measure of safety and liquidity and reduces the
risk of loss resulting from an over concentration of assets in a specific institution, a specific instrument or on a specific maturity date. Concentrating all your deposits and investments in the same basket will expose a local government to increased risks if that institution were to become insolvent.” NY MuniTrust offers two separate investment funds. The Excelsior Fund is for New York counties only. The Empire Fund is open to all other municipalities, including cities, towns, villages, school and fire districts, and BOCES. Its governing board is reflective of its membership. German continued, “I was so proud to establish this pool, along with Orange and Chautauqua Counties. The reaction from the counties and local governments and school districts was overwhelming and validates what we are doing. We have investments from the largest county in the state and the smallest, and everywhere in between. Additionally, NY MuniTrust brought competition to a field that was lacking it. As a result of the higher interest rates in the marketplace, that competition has been a good thing for our budgets and for our taxpayers.” BNY Mellon and Dreyfus, both headquartered in New York, support NY MuniTrust by providing custody, fund accounting, record keeping, client servicing, distribution, and investment management for the investment pool. NY MuniTrust is a corporate partner of the State’s leading advocates for public sector entities: the New York State Association of Counties and the National Association of Counties.
The United Voice of New York’s Counties The New York State Association of Counties' mission is to foster excellence in county government and unite the voice of New York’s county leaders.
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From DREAM to Reality Cayuga County has DREAMS of moving into the 21st Century! By Michael H. McNeill, Cayuga County Records Retention Administrator
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REAMS” is an acronym for the new Digital Records Electronic Access Management System. The project’s vision is to migrate Cayuga County’s legacy records to a digital, cloud-based solution. The project makes sense in a time when both the public and staff need easy and quick access to public records. Realizing that the county needed to make a significant change in Records Management, County Clerk Sue Dwyer put together a “DREAM Team” three years ago. Cayuga County currently manages a Records Center which houses over 12,000 cubic square feet of records primarily stored on paper, microfilm, and historical books. More than 50 county departments depend on the storage of their respective records within this center. The problem is these records are housed in what used to be the old Cayuga County Jail. Presently the Center is 97 percent full. The building is aging. It has a leaky roof, an old electrical system, asbestos, and poor plumbing. It is not climate controlled and experiences extreme summer and winter temperatures, thereby accelerating records deterioration. It lacks a dry fire suppression system designed to protect delicate and permanent records. It has no disaster recovery or backup capabilities in case of a catastrophic event. And, despite all these issues, it still costs the county over $22,000 annually just to turn the lights on. The situation was urgent, and the county had a few options. We could build or find a new location for the Records Center. Or, as Tompkins County did over 10 years ago when faced with the same predicament, we could approve a digital solution. The latter would allow the Records Center to move into the County Clerk’s Office and the county could sell or utilize the old jail for another purpose. Change was required. It was not a question of if, but when. By going digital, records will be preserved, protected, and disseminated efficiently by the public and county personnel. The county will be able to vacate a deteriorating building; it will improve county operations and eliminate paper. It will save office space and allow for several complimentary departments to work together in one space. Records will be available 24/7,
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possibly via a public portal. Amplified public usage can increase county revenues. The list goes on. A cloud-based solution, known in the tech industry as “SaaS” (Software as a Service), will be strategic and simplified. There is minimal investment. Internal County IT labor is minimized. Cost is limited to software licensing and renewals. Support, cybersecurity, maintenance, etc., are included within the licensing framework. The solution will provide the county sustainability and scalability. Once county records are digitized, DREAMS could assist other counties in this capacity by leveraging a shared service methodology and enveloping other interested county municipalities into the model, requiring minimal resources. So, how long will such an endeavor take to complete? We estimate a multi-phase, multi-year commitment of roughly 4-5 years. Partnerships with industry vendors and subcontractors have been crucial since the county does not have the internal resources to adequately address a project of this magnitude in such a brief timeframe. What level and channels of funding are required and/or available? We estimate the initial implementation cost to be in the four-million-dollar range. This would address the core Records Center and not initially include any municipalities. The American Rescue Plan Act (ARPA) has been a vital financial resource for the DREAMS project. The county has received ARPA funding of $14.9 million and the DREAMS project has received part of this funding as fiscal support. Sooner than later this change will have to take place, and the taxpayers shouldn’t have to bear the cost in a year or two instead of using ARPA funds to get this done. Additionally, the County has applied and is presently waiting approval regarding a grant with the National Historical Publications and Records Commission (NHPRC), the grantmaking arm of the National Archives in Washington, DC. As you can see, the Cayuga County Legislature was at a crossroads. It decided wisely to move into the 21st Century.
NYSAC News | www.nysac.org
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Q&A: Clean Energy Solutions with the New York Power Authority By Nathan Anctil, Senior Manager of Key Accounts, Clean Energy Solutions
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targets. Choices can be complex, and it’s important to do a full cost/benefit analysis.
he New York Power Authority (NYPA) has delivered industry-leading clean energy solutions to customers for decades. We offer in-depth advisory and implementation expertise across a portfolio of energy initiatives, ranging from energy efficiency and electrification solutions including LED lighting to solar, storage, and EV fleet infrastructure. NYPA serves some of the largest customers in New York State, partnering with local government customers to build action plans optimized to meet their financial and clean energy goals.
• Electric Vehicle (EV) infrastructure supports New York State’s move toward electric vehicles. It can be challenging to develop the proper routing, infrastructure and electrical connections. • Power programs. Customers should try to build the best energy mix that meets their needs. NYPA’s Market+ Power program is market-priced power available with up to 100% green energy. NYPA’s economic development programs include ReCharge NY, which is available to qualified commercial and industrial business customers across the State.
Here are some of the questions that we regularly receive from our local government customers. Q1. What clean energy projects should I implement in my community? A.
There are many ways to implement clean energy solutions to support a move towards a greener New York. Start with projects, like lighting, that have a quick payback. The savings can help fund more complex projects: • Building operations management can help you understand your energy usage. • LED lighting for interiors, and street lighting. LED lighting represents a visible cost-saving opportunity that can save you money starting with your first monthly bill. • Energy efficiency is one of the best win-wins — where you can save on costs while also achieving your sustainability goals. • On-site solar, storage, and community solar. Through solar, you can meet your GHG emissions reduction
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Q2. What should I consider as I move forward with my Clean Energy Plan? A.
Developing a comprehensive clean energy plan can be quite challenging. At NYPA, we start by considering the following: • Cost savings and P&L impact. When you look at a project, you should first ask yourself about the payback and what the budget requirements are. At NYPA, when we look at a project, we consider the budget impact, grants and incentives available, and how to structure a project to meet your financial needs. • Project management and prioritization. Think about all the steps and the resources necessary for implementation. NYPA works to develop plans and prioritize projects in a way that optimizes benefits for each customer.
Q3. I have an idea of clean energy projects that I need to implement. Where do I start? A.
While customers can start with one project, we often recommend that customers develop a comprehensive fiveto ten-year clean energy plan that utilizes a combination of products in our portfolio: • Save money and achieve economies of scale by bundling projects and using pools of cost savings to fund future projects. • Guide the application, budgeting, and bonding process to take advantage of all incentives, grants, and funding, and to meet all filing deadlines. • Help teams understand the tradeoffs between technologies, implementation, and savings, allowing you to establish priorities that support your goals and prepare you for future technologies. • Establish a foundational roadmap for all stakeholders including your team and for communications with the community at large.
Q4. I’m considering energy efficiency, solar, and EV projects. What is the simplest way to achieve my goals with the most payback? A.
For customers who are just getting started and looking to save energy or money, one of the simplest upgrades is a conversion to LED lighting. Customers can consider upgrading their interior lighting, as well as their community streetlights. LED lighting is an energy efficiency upgrade with one of the fastest returns on investment.
NYPA also suggests that customers do an audit and look at building opportunities including HVAC/boiler replacements and building envelopes including upgrades of end-of-life equipment to higher efficiency models. Many of these projects can be done with no upfront investment and can be structured to generate savings or to be cash neutral. Customers who have already upgraded their lighting and building equipment can look at other opportunities to reduce their carbon emissions. These might include Distributed Energy Resources (DERs), such as Solar and Storage. If your community is looking to transition your fleet to Electric Vehicles (EVs), an organization like NYPA can support that transition. NYPA can help you design, plan, and manage your construction and electrical needs. We can show you how these charging stations can meet your needs. Customers may also be ready to look at Building Electrification for heating and ventilation systems, including geothermal as an option. We hope this Q&A provides some information on how to think about clean energy upgrades for your community. As your partner, NYPA works with you to guide your success – helping you build a cost-effective plan, moving you through a streamlined procurement and implementation process, and supporting a green future for your community. To learn more about our Clean Energy Efficiency services, email energysolutions@nypa.gov or visit www.nypa.gov/services. NYSAC News | www.nysac.org
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CHQ Here For You By Chautauqua County Executive Paul M. Wendel Jr.
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ith five amazing lakes, endless outdoor adventures, and unique cultural attractions, the Chautauqua-Lake Erie region is known by many as the perfect vacation destination, but it’s also a great place to settle down, raise a family, and build a career in local government. Like most companies and municipalities in New York State, Chautauqua County Government has had difficulties recruiting new employees to fill job openings and retaining employees once they are hired. As a result, we’ve taken numerous steps to make ourselves more attractive in an increasingly competitive job market. Over the past two years, Chautauqua County has worked with our organized labor unions and managers to make county employment more attractive to potential job seekers. In 2022, we implemented a manager salary restructuring plan which increased most management positions by three salary grades. Furthermore, our recently negotiated union contract provides the potential for annual bonuses to incentivize and retain employees. It also provides increased retirement benefits and additional retention incentives. For attorneys specifically, salaries have been increased in order to compete with the private sector. We are ensuring we appropriately pay both new and existing employees, at the managerial and union levels. We are rewarding employees based on their years of experience, paying competitive wages. Chautauqua County employees benefit from 13 paid holidays, generous sick days, up to five weeks of paid vacation, health insurance and life insurance, and tuition reimbursement, as well as membership in the New York State Retirement System and having access to deferred compensation options. From attorneys to clerks, caseworkers, public health nurses, road maintainers, emergency medical technicians, paramedics, or correction officers and Sheriff ’s Deputies, there are numerous opportunities with immediate vacancies. A full list
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of open positions, and more information on how to apply, is available online at CHQGov.com/jobs. Chautauqua County Government is investing in our employees by enhancing office space. In this past year alone, we have relocated our north county operations to newly remodeled spaces including the division of Social Services, Mental Hygiene, Public Health and Probation. Visit the Chautauqua County Government YouTube page for a virtual tour of one of our new facilities. Now, why should you come to Chautauqua County? Besides the plentiful career and educational opportunities, our county has something for everyone, no matter the season. The dynamic climate features a taste of spring, summer, fall, and winter. In the spring and summer, experience all that lake life has to offer, including boating, fishing, and beaches that would make you think you’re in a tropical paradise. In the fall, watch the leaves change color while exploring miles of trails either by hiking or biking, visiting any of our agritourism destinations where you can go on a hayride and/or pick your own apples and pumpkins. You can get your adrenaline pumping with treetop courses and ziplines via Mountain Adventures. In the winter, have fun in the snow by snowmobiling, snowshoeing, ice fishing, and skiing. There are several high-class ski resorts to visit on both ends of the county. The world renowned Chautauqua Institution and other unique cultural attractions such as the National Comedy Center and the Robert H. Jackson Center are not just for visitors, but locals too. You can play golf on over a dozen courses or explore our towns and villages while shopping and dining. Taste wine from 20 plus local wineries on the Lake Erie shoreline, collectively known as the Lake Erie Wine Country. Also, enjoy craft beverages from a local brewery or distillery. Come find out why people fall in love with Chautauqua County. If you visit us today, you’ll get a taste of what we have to offer, and we know you’ll never want to leave.
NYSAC News | www.nysac.org
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Keep Your Head in the Cloud US General Services Administration offers Cloud Computing Solutions
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n today’s digital environment, State and Local organizations have a growing responsibility to provide agile and responsive solutions when providing vital services to both citizens and employees. Cloud computing solutions from the General Services Administration (GSA) can ease the complexities of this undertaking. State and Local organizations can now enjoy faster, easier access to cloud computing services and get needed guidance to meet your unique mission and security requirements. Take advantage of our acquisition expertise and support with: •
Free scope reviews
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Contract templates
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Cloud roadmap evaluations
GSA offers solutions through the Multiple Award Schedule (MAS) Special Item Number (SIN) 518210C, Cloud Computing and Cloud Related IT Professional Services. This SIN includes a convenient listing of cloud services with on-demand access to a shared pool of computing resources that can be rapidly configured, provisioned, and released. GSA’s Cloud Computing Solutions offer unique features for your organization. On-demand self-service Provision your computing capabilities as needed without interacting with service providers.
GSA knows that organizations need immediate access to secure cloud computing technologies. That’s why we developed specialized purchasing programs to serve your IT infrastructure, software, and collaboration needs. With GSA’s cloud SIN, organizations benefit from Enhanced agility Respond to changing business needs by ordering on a consumption basis. Faster IT adoption and implementation Use a less-risky, pre-competed contract vehicle. Enhanced Security Included at the master-contract level. GSA cloud expertise and training Access the Information Technology Acquisition University (ITAU). Reduce Acquisition Friction Procurements are streamlined with simplified online ordering, task orders, and Blanket Purchase Agreements (BPAs) GSA’s Cloud Computing solutions also allow for consumptionbased ordering within regulatory guidelines and for the use of requirements task orders when precise quantities of cloud services cannot be predetermined.
Broad network access Access your capabilities over the network and through standard mechanisms, such as laptops and mobile devices.
State, local, and tribal governments can use GSA’s Cooperative Purchasing Program to purchase products, services, and solutions. Visit https://shorturl.at/gryMQ to learn more about all ordering programs for state and local governments.
Resource pooling Pooled resources enhance performance, reduce costs, and mitigate risk.
For more information on cloud solutions, please visit GSA’s Cloud Information Center at https://cic.gsa.gov/ and contact Debbie Paralemos at 646-831-4000 or debbie.paralemos@gsa.gov.
Rapid elasticity Quickly scale up or scale down your capabilities such as storage or bandwidth, at any time and in any quantity. Measured service Monitor, control, and generate reports – and pay only for the resources you use.
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Specialized Purchasing Programs
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Upholding the pillars of good government: Leadership, Integrity, Accountability.
To enroll, contact Jackie Dederick, NYSAC Records Manager via email at jdederick@nysac.org or call 518-465-1473. 58
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