NYSAC News
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NYSAC OFFICERS
Hon. Benjamin Boykin II Westchester County President
Hon. Philip R. Church Oswego County President-Elect
Dr. Kevin Watkins Cattaraugus County First Vice President
Hon. Margaret M. Kennedy Otsego County Second Vice President
Hon. Daniel P. McCoy Albany County Immediate Past President
BOARD MEMBERS
Hon. Luis A. Alvarez, Sullivan County
Hon. Bruce Blakeman, Nassau County
Ms. Ruth A. Doyle, St. Lawrence 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. J. Ryan McMahon II Onondaga County
Hon. Steven M. Neuhaus, Orange County
Hon. Shawna Black, Tompkins County
Hon. Paul M. Wendel Jr. Chautauqua County
PARLIAMENTARIANS
Hon. Herman Geist, Esq., Westchester County
Hon. A. Douglas Berwanger, Wyoming County
President's Page
I’ve been blessed with an interesting and wonderful career working in both the private and public sectors. I’m proud to have spent the past 30 years working for the people of Westchester County and over 50 years of working for equality and social justice.
Becoming president of this great association is a crowning achievement of my career in public service. And I look forward to working with all of you during the coming year to help each other serve our counties and the people of this great state.
What we all do back home is critically important. As county officials, we are all in the business of public service and of community building, and of making our counties better in any of the ways we can. We engage our stakeholders—our neighbors, residents, voters, business owners—by meeting them where they are, whether that be the county office building or the grocery store. We must foster an environment of growth and collaboration.
That’s also what we do at the New York State Association of Counties. We want to help you by enhancing productivity, ensuring transparency, and supporting your day-to-day work through our research, education, and advocacy.
Over the next year, we know we will face new challenges; that’s the nature of our work. We face pending budget challenges and state action that often test our home rule authority. We know this because we have faced these challenges in the past, and I am confident that if we stay united, we will overcome these challenges and any others that arise.
Our mission is to foster excellence in county government and unite our voices so that we are all stronger to fight for what we need to make our communities better places to live, work and raise our
families. And, my friends and colleagues, this association has been doing that now for nearly 100 years.
In 1925, county officials just like us came together to create the New York State County Officers Association–now NYSAC–to train and network and share best practices.
To mark this historic milestone, we're planning a year of centennial celebrations that will reflect on the proud history of NYSAC, share stories from some of our longest-serving members, and celebrate all that we've been able to achieve together.
Believe me when I say, you won’t want to miss this once in a lifetime experience!
So, as we prepare to celebrate our 100year anniversary, let us remember that the future is in our hands. Let us seize this moment that is full of promise and potential as we pave the way for 100 more great years.
Finally, I want to thank you. Thank you for your service to your communities. Thank you for being an active part of NYSAC. And thank you for entrusting me in this role as president of our association.
I look forward to working with all of you in the coming year.
Benjamin Boykin II NYSAC President
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NYSAC STAFF
(partial listing)
Stephen J. Acquario, Esq. Executive Director
Karen Catalfamo Office/Financial Manager
Patrick Cummings, Esq. Counsel
Patricia Gettings Assistant to the Director
Ryan Gregoire Legislative Director
Alexandra Regan Legislative/Policy Coordinator
Maya Rotman NYSAC Intern
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
Fostering Excellence in County Government
Director's Note
As we embrace the crisp air of autumn, it is with great pleasure and heartfelt gratitude that I extend my sincere thanks to Sullivan County for hosting our Fall Seminar and annual meeting. This year's event was nothing short of extraordinary, and it is the dedication and effort of our hosts that made it truly memorable.
I also want to thank our attendees, speakers, panelists, vendors, sponsors, board of directors and staff for the unwavering dedication to the association and the member county officials we serve and represent. For me, every NYSAC conference presents unique and inspiring ways to learn, grow, and better respond to the needs of New Yorkers across this state of New York.
From the moment we arrived, it was clear that Sullivan County was ready to offer us an unparalleled experience. The picturesque landscapes, the warm and welcoming community, and the meticulous attention to detail in every aspect of our seminar and meeting all contributed to an atmosphere of collaboration and learning.
One of the highlights of this year's gathering was our reception and dinner at the Bethel Woods Center for the Arts. The spirit of Woodstock, with its emphasis on peace, music, and community, resonated with NYSAC’s goals of fostering collaboration, innovation, and unity among New York's counties. This iconic location, provided a unique and inspiring backdrop for the closing reception of our conference.
Our annual meeting is a time for reflection on the past year, celebration of our achievements, and planning for the future. The seamless organization, the thoughtful scheduling, and the vibrant social events all contributed to an atmosphere that was both productive and enjoyable.
As we look to the future, the success of this year's Fall Seminar and annual meeting serves as a reminder of what we can achieve when we come together with a shared purpose. The knowledge gained, the connections made, and the inspiration drawn from our time in Sullivan County will undoubtedly propel us forward in our mission to serve the residents of New York State.
As we prepare for the coming year, I want to provide some highlights for our county officials to keep in mind.
Please consider adopting County Proclamations in Celebration of NYSAC’s 100 year anniversary in 2025. We will begin collecting these proclamations beginning in December.
Our Legislative Conference is being held from February 24-26, 2025 in Albany. Please join us as we formerly kick off our Centennial Celebration.
NYSAC’s Fall Seminar will be held in Niagara Falls from September 8-10, 2025.
And, as always, we will be advocating on behalf of all of our counties throughout the State Legislative Session and budget negotiations.
On behalf of our entire team, we are honored and privileged to work with and for all of you, and we wish you all the best as this year comes to a close and NYSAC approaches our 100 years of service, support, and success.
Stephen
J. Acquario,
Esq. NYSAC Executive Director
NYSAC News
NYSAC News
NYSAC’s mission is to foster excellence in county government and unite the voice of New York’s county leaders.
President Benjamin Boykin II
Publisher Stephen J. Acquario
Managing Editor Mark F. LaVigne
Editor Tom Oldfather
Designer Kate Pierce-Nimz
Advertising Staff Juanita Munguia
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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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Empowering Women in County Government NYSAC’s Women's Leadership Council Launches Mentorship Program
ABy Alexandra Regan, NYSAC Legislative/Policy Coordinator
t the 2024 Fall Seminar, NYSAC’s Women’s Leadership Council (WLC) proudly announced the launch of its new mentorship program, designed to foster meaningful connections among women leaders in county government. This program offers a platform for mentorship, knowledge sharing, and career advancement, all while building a strong support network among women in county leadership roles.
Background and Purpose of the WLC Mentorship Program
Women have long played an essential role in county government, contributing their unique perspectives, skills, and leadership to improve local governance. However, despite these contributions, many women continue to face challenges in advancing their careers in what can often be male-dominated environments. The WLC Mentorship Program aims to address this by creating forums where women can share experiences, offer guidance, and support each other’s growth in public service.
Unlike traditional mentorship programs where one-to-one matches are made between mentors and mentees, this program encourages open, flexible relationships. Participants are invited to get to know one another organically and learn from whoever they connect with, offering a more dynamic and inclusive way to build relationships. This approach allows participants to gain insights from a broader range of experiences and form deeper connections within the WLC community.
Program Structure and Benefits
The WLC Mentorship Program is structured to provide consistent opportunities for women leaders to connect, both in person and virtually, allowing for flexibility and convenience. Participants will gather twice in person — once at the NYSAC Legislative Conference and again at the Fall Seminar — providing valuable face-to-face networking opportunities. Additionally, two virtual meetings will be scheduled outside of the conferences to maintain communication and support throughout the year.
The program’s objectives include:
• Networking: Foster strong relationships and a supportive network among women in county government.
• Leadership Skills: Develop and enhance leadership skills for all participants.
• Knowledge Transfer: Facilitate the sharing of best practices, resources, and institutional knowledge.
• Career Advancement: Support the career growth and advancement of women in county leadership positions.
• Diversity and Inclusion: Promote diversity and inclusion by empowering women from different backgrounds.
• Professional Development: Enhance the skills and knowledge of newer county officials by leveraging the experience of senior officials.
To further foster collaboration and sharing, we are also launching a WLC listserv, where participants can stay connected yearround, share resources, and ask questions outside of formal meetings. Through these ongoing conversations, participants will have continuous opportunities to learn from one another and provide mutual support.
The Importance of Mentorship for Women in County Government
Mentorship is more than just professional advice — it’s about building a supportive network. For women in county government, this support is crucial. As many continue to navigate challenges such as balancing work and personal life, being heard, and overcoming systemic barriers to advancement, connecting with peers and mentors who have faced similar challenges can be incredibly empowering.
“By supporting each other's growth, we are not only empowering individual women but also strengthening our county leadership as a whole,” said Marte Sauerbrey, Chair of the Women’s Leadership Council and Tioga County Legislature. “Diverse leadership leads to more innovative solutions and more effective governance.”
This mentorship program seeks to ensure that women not only succeed in their individual roles but also contribute to creating a more inclusive and dynamic leadership environment in county government across New York State.
How to Get Involved
Participation in the WLC Mentorship Program is open to all women working in county government, regardless of their role or years of experience. Whether you are looking to gain insights from a seasoned leader or hoping to give back by sharing your own experiences, this program is the perfect opportunity to build lasting relationships that will help you grow and succeed in your career.
To sign up for the WLC Mentorship Program, visit nysac.org/wlc and fill out the registration form. Together, we can rise, support one another, and make a lasting impact on local leadership for years to come.
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Increasing Community Confidence in Harm Reduction
CBy Daniel P. McCoy, Albany County Executive & Immediate Past President of NYSAC
ounties across New York State have faced a variety of public health challenges in recent years, from the COVID-19 pandemic to the critical need for expanded mental health services. Among these challenges, the opioid epidemic remains one of the most urgent health issues, and the cycle of addiction continues to claim lives. In 2020 and 2021, New York’s opioid overdose death rates exceeded national rates, with 25 per 100,000 residents. Here in Albany County, we went from 62 deaths in 2019 to a staggering 131 deaths in 2022. While the number is beginning to trend downward, with 126 overdose deaths in 2023, we still need to do more. Even one overdose death is one too many.
The opioid crisis is not abstract; it’s personal. It affects people of all ages, backgrounds, and walks of life. Most of us know someone who has been directly or indirectly impacted. It is time to normalize conversations around addiction and treatment and continue our efforts to end the stigma. Instead of approaching this issue from a place of judgment, we must instead provide support and action. Addiction is a disease, and those who suffer from it deserve access to life-saving care. Even with little to no history of problematic drug usage, overdoses can occur.
free NARCAN training to all employees, as well as housing NARCAN in multiple locations in each county building.
With overdoses on the rise, particularly due to fentanyl-laced substances, it is crucial that we act decisively to make harm reduction supplies readily accessible for everyone. This includes Naloxone (or NARCAN) and drug-checking equipment such as fentanyl and xylazine test strips.
To achieve this goal, Albany County took inspiration from Oneida County’s “Save a Life Campaign” and created the Albany County “Anyone Can NARCAN” program. This twopronged initiative aims to create a social safety net throughout the county by making harm reduction supplies readily available and equipping residents with training. Naloxone can save lives, but only if people know how to quickly and properly administer it. When an overdose occurs, minutes matter, and widespread training increases the likelihood that someone nearby can respond immediately instead of waiting for EMS to arrive. Albany County is leading by example by offering
Overdoses can happen anywhere, and having a NARCAN kit readily available ensures that trained individuals are equipped to respond when they witness an overdose. Albany County has partnered with Catholic Charities Project Safe Point to supply kits in public places throughout the county. Our first step was to install Naloxone Housing Units in every business that wants one, at no cost. Think of these as AED cabinets, except, instead of defibrillators, it’s an easy-to-use Narcan nasal spray which reverses the effects of an overdose. From there, we expanded to colleges, shelters, public libraries, and other community hubs. Catholic Charities is also providing training sessions, educational resources, and other support to participating business owners and staff members. In total, 498 NARCAN units were distributed from January 2024 to August 2024. This is in addition to 390 fentanyl test strips and 390 xylazine test strips distributed during this same period.
In our fight against the opioid epidemic, we must use every tool at our disposal. This initiative will save lives, and I will continue to partner with those who will help us in this mission. Together, we can help ensure the safety and wellbeing of our family, friends, and neighbors.
Highlighting ‘First Wilderness’ Promoting Rural Historical and Recreational Opportunities in Warren County
MBy Don Lehman, Warren County Director of Public Affairs
any visitors who come to Warren County are well-acquainted with Lake George, the renowned “Queen of American Lakes,” whose beauty elicited praise from Thomas Jefferson centuries ago and draws visitors by the hundreds of thousands annually.
But Warren County is home to much more than the communities around its most famous lake, and a successful program overseen by Warren County Department of Planning & Community Development for two decades is working to let visitors know about the more rural parts of the county.
The Planning Department has been working to aid these communities, most recently by highlighting the historical and recreational opportunities in some of the county’s lesser-known western and northern communities, a region dubbed the First Wilderness Heritage Corridor.
Grant funding that was received in 1998 started the project, with several funding infusions since (amounting to about $4 million) to spur community development and promotion of heritage and recreational tourism.
These communities, from Stony Creek and Lake Luzerne to Warrensburg and Thurman, North Creek to Chester and points in between, share the Hudson River, the conduit that first brought commerce and travelers to the region centuries ago. Work by Planning Department staff began in 2002 on what was then called the Upper Hudson River Development Strategy.
Wayne LaMothe, the recently retired Warren County Director of Planning who started the Upper Hudson River/First Wilderness Project, said the idea to focus on the Hudson River emerged from a conference he attended that include a presentation about the National Heritage River Program.
“We started the action plan, which identified 241 specific projects and goals. That whole process was a lot of fun. We met with community groups, town boards, state agencies, citizens. I know I logged 182 separate meetings over the two years the plan was in development. In the years since then we’ve implemented a lot of projects. It was a fun project. And it still is,” Lamothe said.
“One of the most significant benefits is that we got everybody talking to everybody else. The communities learned to complement each other, and not compete,” Lamothe added.
NY State funding channeled through the First Wilderness through entities such as the Department of State’s Local Waterfront Revitalization Program helped pay for infrastructure improvements in North Creek, creation of trail systems in Stony Creek and Lake Luzerne and improvements on trails around the corridor as well as the use of technology to map all of the recreational opportunities through the Warren County Rec Mapper website.
In recent years, the effort has focused on heritage tourism, working to attract visitors through marketing of the history and recreational opportunities in the corridor through a project dubbed “Stories from Open Space.”
Stories from Open Space has included a Letterboxing challenge (a sort-of educational treasure hunt), audio walking tour of the hamlet of North Creek, audio driving tour across the county’s Heritage Trail, in-person education programs and more.
All has been documented on a website, stories-from-openspace.org
Entering North Creek, in Warren County.
Warren County Planning’s Sara Frankenfeld, administrator of First Wilderness Heritage Corridor program, will be honored in October by conservation leader Adirondack Wild for a recent effort to highlight the First Wilderness through a variety of community development and recreational projects, including hiking trails, informational kiosks and roadway pedestrian improvements.
She will be joined in the honors by Dan Forbush, a longtime marketing executive from Saratoga County who took an interest in the First Wilderness communities in 2021 and volunteered to help raise awareness of their virtues.
His company, Cliff & Redfield Interactive, has used grant funding to hire college students to write articles and research history of First Wilderness communities and businesses through “Stories from Open Space,” produce trip reports about ventures onto public lands and waters and more.
One of the articles, titled “A Dam We’re Glad Never Happened,” told the little-known story of a proposed dam on the Schroon River that would have flooded most of Warren County, and irrevocably changed First Wilderness communities and Warren County as a whole.
Kevin Geraghty, Town Supervisor for the Town of Warrensburg and Chairman of the Warren County Board of Supervisors, said the First Wilderness Project has had a beneficial impact on the communities it includes.
“I have seen first-hand how this program has helped the rural towns of Warren County by showing the great things to do and see in the western and northern communities of our county, as well as the rich history to be found here,” Geraghty said. “We invite everyone to spend a day or two exploring the First Wilderness Corridor of Warren County.”
View of Brant Lake, Warren County
County Wins Election Law Case Against NYS
IBy Ed Day, Rockland County Executive
am proud to let the people of Rockland know that the County of Rockland has won its lawsuit challenging a law, recently enacted by the State of New York, that demanded local elections occur only in even-numbered years, cutting terms for all county officials down a year–a direct violation of our local charter–and ultimately forcing local races to be overshadowed by State and Federal elections.
In late 2023, Governor Kathy Hochul signed legislation eliminating elections in odd years for local government offices including county executives and legislatures, as well as town and village executive and board positions. When Governor Kathy Hochul and State Legislators from New York City and other upstate cities make drastic changes impacting how and when county officials are chosen, rather than letting local voters decide, they take that choice away from the public.
The fact is that this law was overwhelmingly decided by State Legislators representing New York City, whom the law does not affect, rather than by the upstate counties, towns, and villages that it does. This election law manipulation without representation is an insult to what democracy stands for.
The State Legislators who voted for this bill almost entirely represent cities that are not impacted and will continue to have their elections when they choose, while suburban and rural legislators, who are impacted, voted two to one against this legislation.
Local self-determination is part of the founding principles of this nation and this state. For 250 years, since 1789, the people of Rockland and their legislators and executives have decided through democratic processes which years local elected officials should stand for election and what the length of their terms should be. The new law sought to change that by forcing local elections into even years, alongside Presidential and Gubernatorial contests; a change that would have drowned out all discussion of local issues as voters are swamped by bigger races with more money to spend on advertising.
To preserve the rights of the people of Rockland County to choose when and how often they vote, County Attorney Thomas Humbach filed a lawsuit on behalf of the County
of Rockland and myself, which several other municipalities statewide participated in, including Orange, Rensselaer, Onondaga, Nassau, and Dutchess Counties.
Local governments are the most responsive and responsible to the everyday person and play a vital governance role in providing safe drinking water, social services, sewage, zoning, schools, roads, parks, police, courts, jails, trash disposal, and more. We have a constitutional right to say how our local officials are chosen.
Thanks to this New York State Supreme Court ruling in our favor, Albany is not dictating anything. The state has lost this attempt to deprive us of self-determination over our local elections.
Facilitating Democracy During Detention in Ulster County
DBy Ashley Torres (D) and John Quigley (R), Ulster County Election Commissioners
uring the 2023 general election, the Ulster County Board of Elections piloted a program with our local jail to ensure that citizens who have been detained and still have the right to vote can exercise that right. Now, we are urging our bipartisan colleagues at election boards across the state to do the same, and for Albany to pass legislation that formalizes our program and improves local resources.
In New York, individuals lose their right to vote when serving a sentence for a felony conviction. Citizens detained before trial or serving time for a misdemeanor can still vote, but they have only one way to do so: by applying for, receiving, filling out, and returning an absentee ballot on time. If not already registered, that requirement can add multiple legs of snail mail to the process.
At minimal cost to our Board, these voters were able to avoid the various technical defects that can disqualify good ballots and comply with strict deadlines that can hinder citizens who lack reliable access to mail and the internet.
We recognized that each of these steps pose significant obstacles to detained citizens, whose mail service is not reliable and prompt, and who lack regular access to the online registration, ballot request, and tracking tools launched over the last few years.
So instead of passively awaiting whatever absentee ballot applications might timely trickle into our office, we decided to take the vote to the eligible population.
In close cooperation with our county sheriff and his staff, we brought a team of trained volunteers and a stack of voter registration forms, absentee ballot applications and the ballots themselves to the Ulster County Jail. There were just over 130 unsentenced individuals at the time, some of whom were ineligible to vote.
With bipartisan integrity safeguards in place, only eligible citizens were registered and subsequently offered a ballot. While onsite, we registered 16 first-time voters and processed absentee ballot applications on the spot for 31 voters, who were able to fill out their ballot and return it directly to us. In doing so, these voters had the opportunity to ask us–the stewards of Ulster County elections–nuanced questions about their eligibility as citizens involved in the justice system.
Our pilot program mirrors one already in place for other congregate housing facilities. State Election Law requires that we make similarly bipartisan visits ahead of each election to facilitate in-person absentee voting at nursing homes and Veterans Administration hospitals. That program, dating back to 1988, has proven to be effective and scalable.
Expanding this existing bipartisan program to correctional facilities is a logical, feasible step for administrators to take to ensure all eligible voters (and only eligible voters) can exercise their rights.
In Albany, election chairs Senator Myrie and Assembly member Walker currently have legislation that would codify the program we piloted for large correctional facilities in the most populous counties around the state.
For smaller facilities, the bill rightfully requires cooperation between elections and corrections officials to ensure timely delivery of voter registration and absentee ballot application forms.
We urge Albany to take up that legislation when they return. However, boards of elections around the state need not wait to implement a local version of this program that meets their constituents’ needs in time for the 2024 Election.
As election commissioners, we have a duty to ensure all eligible citizens can exercise their right to the franchise, and sometimes that means taking access to the franchise to them.
Chemung County Relaunches Adopt-A-Highway Program
TBy Chris Moss, Chemung County Executive
he Chemung County Adopt-A-Highway program, once a vibrant initiative fueled by dedicated community groups, faced significant setbacks in recent years, especially during the COVID-19 pandemic.
As public health restrictions took hold and in-person activities were suspended, many of the program's volunteer groups saw their permits lapse, and the program began to lose momentum.
With fewer volunteers to maintain roadways, Chemung County's roadsides started showing signs of neglect, and the community-focused spirit that once underpinned the program faded into the background. The pandemic created an environment where civic programs like Adopt-A-Highway took a backseat.
We recognized the importance of reviving this communitydriven initiative. Understanding that volunteerism plays a vital role in keeping Chemung County beautiful, we relaunched the Adopt-A-Highway program with a twofold approach.
First, retain the volunteer groups that had remained dedicated to the cause.
Second, launch a public relations campaign to recruit new participants. The campaign successfully enlisted fourteen
additional groups, tripling the teams responsible for keeping Chemung County's roadsides clean. Through social media outreach, public service announcements, and local media engagement, the county sought to restore the sense of pride associated with the program and rebuild the community's involvement in roadside maintenance.
The relaunch created a renewed sense of purpose and excitement surrounding the program's return.
The Chemung County Public Works Department hosted an Open House on Tuesday, August 24th to celebrate the relaunch and further engage the community. Held at the department's garage, this event allowed the existing and new volunteer groups to sign their new permits, reaffirming their commitment to the program.
It also presented a prime moment for new volunteers to get involved, with representatives answering questions and providing information.
The event was open to the media, with the hope that increased coverage will inspire additional groups to step forward and take part in the program.
Sowing the Seeds of Success Investing in Onondaga County's Agriculture
By Ryan McMahon, Onondaga County Executive
In 2023, Onondaga County updated its Countywide Comprehensive Plan–Plan Onondaga–for the first time in over 20 years. Plan Onondaga, or Plan ON for short, focuses on five components: strong centers, housing and neighborhoods, community mobility, agriculture, and greenways and blueways. Each component has its own vision, benefits, and ‘road map’ for success. Since Plan On’s adoption, the county has made significant steps to implement each of the components through a variety of strategic investments to help sustain their infrastructure. One of the most successful parts of the plan has been in our agriculture community.
Agriculture is a vital and integral part of the economy and landscape of Onondaga County. It benefits local communities by providing food, protecting the environment, preventing sprawl, and is a major factor in our high quality of life. Within county lines, there are nearly 600 farms including dairy, apple, wineries, maple syrup, pumpkins, Christmas trees and many more.
We are a ‘one stop shop’ for local farms and this diverse range of farm operations is one of the reasons people enjoy visiting Onondaga County. While most of these farms are owned by families and have been in the community for decades, there is always a need to adapt and evolve based on the economy and social trends.
On January 17, 2024, Onondaga County’s Agritourism Grant Program was announced. The goal of this program was to help farms enhance and grow their farm operations by providing some financial assistance especially since many continued to recover from the Covid-19 pandemic. Five categories were established: Improve, Expand, Initiate, Market and/or Other.
Since it was announced, the program has given out three rounds of grants to over 53 farms. The maximum grant award was $15,000 and many received the full amount. The proposals approved ranged from adding an event venue to new fencing for farm animals or improving branding and marketing efforts. Many of these projects are well underway or completed and the progress has been incredibly rewarding to watch unfold. In total, the Agritourism Grant Program awarded $790,000 in grants to local farm recipients.
On September 16, 2024, to further assist our local farm owners, Onondaga County recently launched #ONAgritourism. #ONAgritourism helps brings the Agritourism Grant Program recipients' stories to life by creating spotlight videos that showcase each site’s operation and plan to enhance their business. So far, two videos have launched and already are at almost 15,000 additional impressions to the business pages. They can be found at ongov.net or onondagagrown.com , or by scanning the QR Codes below.
Every year, Onondaga County hosts the Annual Harvey Skeele ON Farm Fest. This year’s festival, the 8th and the largest one yet, had 12 farms participating. Hosted by the Onondaga County Agriculture Council, thousands of visitors enjoyed a free day of family-friendly fun as local farms across Onondaga County opened for tours from 10am-3pm.
At ON Farm Fest, visitors learned about life on the farm and discovered the latest advances in agriculture. Many farms had local products and food for sale, live music, and interactive exhibits.
Onondaga County is incredibly proud of our vast and diverse agriculture economy. We continue to seek new and innovative ways to support this industry and look forward to further bolstering this vital industry.
A Bold County Tourism Strategy
IBy Phil Hans, Franklin County Director of Economic Development & Tourism
n 2022, Franklin County embarked on an ambitious journey to revamp its tourism strategy—and the results have been remarkable. Moving beyond traditional marketing, the county adopted a holistic approach that not only markets the destination but also enhances its offerings, fostering stronger relationships with local businesses and creating new experiences for visitors.
Previously, Franklin County’s 5% occupancy tax collections were funneled into a successful digital marketing campaign run by an external agency. While this approach generated steady growth, county leaders envisioned something more—a comprehensive strategy that would benefit the entire region.
This led to the creation of the Office of Economic Development & Tourism, which now spearheads Franklin County’s tourism efforts. Working alongside a diverse nine-member advisory board of local tourism business leaders, the office has been instrumental in driving a 16% increase in occupancy tax collections in 2023.
Although occupancy tax isn’t the only metric of success, its growth directly correlates with a strengthening local economy, signaling the effectiveness of this new tourism strategy.
Elevating Tourism and Empowering Businesses
Franklin County’s tourism strategy, outlined in its strategic destination marketing plan, is a three-pronged approach focused on marketing, business support, and tourism infrastructure development.
1. Direct Marketing: Amplifying the County's Reach
The direct marketing arm leverages a combination of paid digital media, traditional advertising, and trade show activations. Partnerships with organizations like “I Love New York,” the Adirondack Regional Tourism Council, and Visit Adirondacks have enabled the county to expand its reach and showcase the region to a wider audience.
2. Destination Management Grant Programs: Empowering Local Businesses
A key pillar of the strategy is the introduction of three grant programs designed to empower local tourism-related businesses. These programs offer financial support to help businesses enhance their services and attract more visitors.
• Destination Development & Marketing Program
Offers up to $10,000 in matching funds to businesses that create experiences aimed at increasing overnight visitation.
• Destination Co-op Marketing Program
Provides small grants (up to $1,500) with no match required for businesses to try new marketing tactics. A larger grant of up to $15,000 is available on a match/reimbursement basis to fund broader marketing efforts.
Recognizing the importance of events in driving tourism, this program awards up to $1,500 to help enhance local events that attract overnight visitors.
These programs not only support individual businesses but also enhance the overall tourism experience in Franklin County by promoting the county's brand through integrated marketing efforts.
3. Trail Development & Planning: Building a Connected Adventure Network
One of the most ambitious components of the strategy is the development of a county-wide trail system. Trails have proven to be powerful economic drivers, attracting visitors who stay overnight, dine at local restaurants, shop at nearby stores, and invest in outdoor gear.
Franklin County's plan is to develop a 500-mile multi-use trail network that connects visitors to local businesses such as restaurants, breweries, and lodging. The trail system will be a multi-year project, ultimately linking the county's existing network to the newly opened Adirondack Rail Trail, creating an expansive outdoor adventure hub for visitors.
The Road Ahead
Franklin County’s bold new tourism strategy is a shining example of how a community can embrace a holistic approach to grow its economy, support local businesses, and create lasting experiences for visitors. By integrating direct marketing, offering business support through grant programs, and investing in the long-term development of trail systems, Franklin County is positioning itself as a premier destination in the Adirondack region.
As the county continues to innovate and expand its tourism offerings, there’s no doubt that Franklin County’s holistic approach will serve as a model for other regions looking to achieve sustainable tourism growth while benefiting the local economy.
Franklin County's holistic approach to tourism has already begun to bear fruit, driving growth in occupancy tax collections, empowering local businesses, and laying the groundwork for future adventures through its trail system. With continued investment and innovative strategies, Franklin County is not just promoting itself as a destination but is actively shaping its future as a leader in tourism development.
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Are You Part of Your County’s Incivility Problem?
IBy Matt Lehrman, Managing Director, Social Prosperity Partners
n counties across America, legislators and supervisors swear to fulfill their duties “faithfully.” The exact words may vary, but the oath of office signals a shift from “campaign mode” to the responsible work of governance in a representative democracy.
As a professional facilitator and mediator, I’ve witnessed countless examples of the attitudes and behaviors that obstruct productive teamwork and healthy disagreement, whether involving the public, fellow governing board members, or staff.
Allow me to, respectfully, call out some of the common challenges. It may sound cliché, but it’s true: If you're not part of the solution, you’re part of the problem. Do any of these stereotypes sound familiar — maybe even a little too close to home?
The Know-It-All
If you already have all the answers, you may be your governing body’s greatest barrier to pragmatic compromise and innovative ideas. Winning an election doesn’t make you omniscient. Your job is to be a single voice in a vigorous dialogue with your fellow board members or legislators to which each brings unique knowledge, experiences, and values. Slow down. Listen. Open yourself to the possibility of learning.
The Devil’s Advocate
Are you really “asking tough questions” because “somebody has to”? Or are you purposefully slowing every policy discussion and procedural vote to a crawl? Playing the devil’s advocate for the sake of political gamesmanship is nothing but destructive. If your knee-jerk response to new ideas is always negative, you’re not a leader, you’re a roadblock.
“Bleed the Beast”
I’m not arguing against fiscal conservatism or the need for improved efficiency; there’s plenty of room to “tame it” or “put it on a diet” when
allocating scarce resources. But advocating to undermine the functioning of a governing body to which you’ve been elected to serve violates your oath and displays a troubling lack of integrity. Focus instead on advocating the outcomes that your community expects and be accountable for pursuing those objectives.
“My Way or the Highway”
Never confuse winning with serving the interests of your community. While your passion for the welfare of your community’s youth is valuable — even necessary — it must be balanced with a willingness to consider other perspectives.
Personal Agendas
Gathering consensus around a policy or change in the community is hard enough, but it can become impossible when elected officials put their political ambitions, their business connections, or even personal vendettas ahead of the public interest. Your goal, along with every other governing board member, should be the betterment of your community as a whole.
The Naysayer
Check your attitude: Constantly predicting failure or dismissing initiatives surrounds you in a negative environment. While constructive criticism is important, endless pessimism slows progress and demoralizes others. Instead of simply pointing out flaws, offer specific solutions you can contribute to.
The Grandstander
Visibility is an undeniable part of public service, but don’t give in to the temptation to let the show overshadow substantive work. Learn to moderate your presence so that you’re seen as promoting meaningful discourse rather than merely seeking attention.
The Micromanager
As a policy maker, you help set the overall goals for your community, but you don’t belong in the day-to-day decision-making of your professional staff. Trust your manager and other administrators to pursue the goals that you set and hold them accountable for the results. Ultimately you depend upon each other. Any governing body who doesn't respect and support its staff, especially in public meetings, is undermining the principles of good governance.
Be Part of the Solution
An effective county legislator or supervisor aspires to be a pillar of integrity, collaboration, and visionary leadership within their community. Strive to be an advocate for residents, a steward of good governance.
dialogue, and working towards solutions that reflect the collective interests of the county. Your role is not just to govern, but to inspire trust and confidence in the system of governance.
And when a fellow governing board member inevitably oversteps or fails to embrace their team-oriented role, recognize your responsibility to address that dysfunction. And allow others to point out your own (also inevitable) missteps.
Hiring a professional mediator can help with these sensitive conversations, exploring ways to ensure an inclusive and thoughtful decision-making process in the future.
As a county leader, it is your responsibility to exemplify behaviors that foster a welcoming, respectful, and productive culture of county governance. Thanks for your efforts.
An Unforgettable Experience
SBy Joshua Potosek, Sullivan County Manager
ullivan County is known for its hospitality, stretching back 200 years since the first game hunters and fly fishermen explored our abundant natural beauty and wildlife. In the decades since, we’ve become world-famous for our hotels, where many of the early stars of entertainment honed their skills. And we hosted the seminal event of the ‘60s – the Woodstock Festival.
I wasn’t around when that farmer’s field swelled by half a million people. However, I was present for NYSAC’s Fall Conference this September, proudly hosted by Sullivan County at New York’s largest casino, Resorts World Catskills, in our county seat of Monticello.
Our tourism continues to grow at one of the fastest rates in New York State, as a new generation discovers our natural wonders and our authentic way of life. It was a thrill to introduce all 700 Conference attendees to what’s virtually in their own backyard, too, particularly our star attraction: Bethel Woods Center for the Arts, which features a 17,000-seat amphitheater and Museum of the ‘60s at the top of the field where Woodstock happened 55 years ago. Considering the reactions I witnessed to our food and fireworks, I think they’ll enjoy returning to sample more of our cuisine, fish and float on our internationally renowned streams and rivers, hike and bike our extensive trail system, and discover our cozy, quaint downtowns.
But we’re more than just a place to visit. Sullivan County is growing not only in tourism, but in real estate values, sales tax revenue, and jobs. In fact, we’ve been in the top five counties statewide in job growth for the last three years running.
And just this past quarter, Sullivan County had the highest sales tax growth in all of New York. We’ve initiated ambitious sustainability projects, launched a free public transportation service (Move Sullivan) spanning much of the county, and were the first municipality in the nation to implement Google’s new AI in our website chatbot.
Certainly, we have ongoing challenges: the opioid epidemic, a severe housing crunch, homelessness, low wages, and state budget mandates that further burden us and our taxpayers.
That’s why I’m very grateful to say that NYSAC has our back. They always have, and I’m sure many readers can testify to their record of superb service. Truly, that’s why NYSAC gathered us in Sullivan County in September: to learn what we need to do, who we need to become, to build up our communities and our constituents. I can say with certainty that the seminars I attended hit the mark, providing invaluable information and tips to all of us who rise to meet the endless challenges of county-level government. And we had a little fun along the way!
For constantly and diligently advocating for counties’ interests, for not giving up in the face of opposition, for never forgetting who they serve, the New York State Association of Counties is the gold standard.
Thank you, NYSAC! We’ll happily welcome you back anytime!
District 9 Legislator Terry Blosser-Bernardo, District 2 Legislator Nadia Rajsz, District 4 Legislator Nick Salomone, District 7 Legislator Joe Perrello, District 3 Legislator Brian McPhillips, District 6 Legislator Luis Alvarez, District 1 Legislator Matt McPhillips, District 5 Legislator Cat Scott, and District 8 Legislator Amanda Ward at the Bethel Woods Reception.
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2024 Fall Seminar
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Addressing Housing Issues Fall Seminar Workshop Discussion
ABy Maya Rotman, NYSAC Intern
s NYSAC Intern, I recently had the opportunity to attend NYSAC’s annual Fall Seminar in Sullivan County. Over the course of the conference, one of the most impactful realizations was that we, as counties, must dedicate more time and resources to New Yorkers struggling with a lack of housing, poverty and/or substance abuse issues.
During the conference’s “Hard to House” workshop, Kathleen Katt, Special Projects Director from Oxford House, explained that the key to doing so is recognizing that as of now, the system lacks capacity. She argued that no one should be categorized as “difficult” to house as that is not the case, but rather some people simply need more support than others.
For instance, a 58-year-old male was street homeless for over ten years, but after becoming a participant in the Law Enforcement Assisted Diversion (LEAD) program he has been able to secure and maintain not only housing but healthy lifestyle habits as well.
The LEAD began in Seattle in 2011 and today is active in 21 states across the country with 42 communities and 80 more exploring and developing the implementation of a LEAD program. LEAD is a public safety program that can and has decreased the number of people who would otherwise be in the criminal justice system. A potential candidate joins the program in one of two ways.
The first is at the point of arrest rather than getting a ticket, the individual can meet with a caseworker who then comes to the scene, does an intake, and creates an individualized plan.
The second is if the officer knows someone who could benefit from the program, to ask that individual if they are interested and then to pair them up with a caseworker.
Since the start of the program in Dutchess County, 42 participants have enrolled, 76% of whom have avoided incarceration. Nine participants have obtained stable long-term housing (there would be more if more housing were available), 7 of whom were at risk of homelessness/eviction before the program and have been able to maintain housing with LEAD assistance. Lastly, 15 of whom have entered MH and/or SUD treatment.
Another notable program that has been successful in New York and nationwide is Oxford House, an umbrella organization that has been operating for over 50 years with more than
3,400 individual houses to help individuals stay sober and maintain a healthy lifestyle. These homes house anywhere from 6-16 individuals at a time and give them a community of peer support in structured living environments to enable long-term success. Once you are part of an Oxford House community, you stay a part of it. If an individual relapses, the house helps to get them into recovery and to a stabilization center.
The Oxford Houses in Dutchess County have changed the lives of these individuals.
Of the program, one resident said, “Man this house really worked with me. I came in with nothing and today I have a good job, and I am current on my EEE (equal expense shared). They really worked with me until I got my job situated. I’m very grateful!”
As I reflect on the insights from NYSAC’s annual Fall Seminar, I believe addressing the housing crisis is of the utmost importance, but that real change is possible when we invest in our most vulnerable populations.
No one should be “hard to house”; everyone deserves a supportive community.
Supreme Court Rulings Shape County Responses to the Housing and Opioid Crises
ABy Paige Mellerio, Legislative Director & liaison to the Local Government Legal Center, NACo
s communities across the country address the complex and nuanced issues of housing shortages, homelessness, and the opioid crisis, counties must retain the ability to make policy choices without the constraints of court-issued mandates and have the resources to develop and implement strategies to address these complex challenges. During the 2023-2024 Supreme Court term, the Court heard two major cases with significant implications for county governments: City of Grants Pass v. Oregon, which affirmed counties’ ability to issue anti-encampment ordinances as we work to address homelessness, and Harrington v. Purdue Pharma, which created uncertainty in the delivery of critical resources to address the opioid crisis.
City of Grants Pass v. Oregon
Over the last few years, courts have significantly narrowed the permissible scope of local regulation of public camping. The catalyst for this shift was Martin v. City of Boise, a 2018 Ninth Circuit Court of Appeals decision that prohibited encampment ordinances when applied to homeless or unsheltered individuals when a local government lacks adequate emergency public shelter beds. However, the court left open the question of whether any regulation of the location or scope of public camping can be constitutional. In a later case, City of Grants Pass v. Gloria Johnson, the Ninth Circuit Court of Appeals ruled against the constitutionality of an anti-encampment ordinance in Grants Pass, Oregon in a decision that appeared to expand Martin, citing the Eighth Amendment's prohibition against cruel and unusual punishment.
The National Association of Counties (NACo) joined an amicus brief through the Local Government Legal Center arguing that upholding the Ninth Circuit Court of Appeal’s decision could divert highly localized policy decisions related to responding to the housing crisis from county legislatures to federal courts, with financial implications for local governments and perverse incentives to invest public resources on temporary shelter beds rather than more permanent solutions to the crisis.
On June 28, 2024, the Supreme Court issued a 6-3 ruling that anti-encampment ordinances do not violate the Eighth Amendment, overturning both the Ninth Circuit Court of Appeal’s decisions in Martin and Grants Pass and providing counties with the critical flexibility needed to address homelessness in our communities.
Harrington v. Purdue Pharma
Conversely, on June 27, 2024, the Supreme Court issued a 5-4 ruling in the Harrington v. Purdue Pharma decision that has left the fate of critical resources to help county governments address the devastating aftermath of the opioid epidemic uncertain. The case centered on a controversial opinion shielding the Sackler family, the owners of Purdue Pharma that made OxyContin, from civil lawsuits as part of their $6 billion opioid settlement agreement.
The Court ruled that bankruptcy law does not shield the Sackler family from being sued in civil court for their role in the opioid epidemic which has ultimately upended the Purdue Pharma settlement agreement that included the Sackler family paying up to $6 billion over 18 years to victims as well as state, tribal and local governments, most of whom approved the bankruptcy plan.
State, local, and tribal governments have negotiated a series of opioid settlements with various drug companies, totaling more than $50 billion overall. However, the Purdue Pharma settlement would have ranked among the largest and was only the second so far to include direct payments to victims. Purdue and the claimants must now return to the negotiating table, which both parties have expressed willingness to do.
However, without the promise of a liability shield, it is uncertain how much funding the company will be willing to commit to families and communities. Meanwhile, another delay means ongoing legal fees which continue to consume potential payouts to those impacted.
Reforming Restoration
By Stephanie Rivera, Administrative Analyst for the Oneida County Department of Mental Health
Criminal Procedure Law (CPL) 730 sets the procedures for determining if a defendant is mentally incapacitated and therefore unable to stand trial. If a judge or counsel suspects incapacity, they can order a CPL 730 evaluation by two psychiatric examiners. If found incompetent, the individual is committed to a secure facility for restoration services aimed at regaining competency.
However, there are severe shortcomings under the current system. Restoration services lack essential mental health treatment. Current restoration focuses on enhancing the individual's understanding of the legal process without addressing mental health needs, substance use disorders, medication planning, or other vital services. Individuals may be released with worse mental health (due to lack of treatment while in restoration) and less support for their mental health (due to losing access to services while in restoration), which leads to higher rates of recidivism.
states. Consequently, nearly 20 counties in New York have filed resolutions supporting legislation (S.1874 [Brouk]/A.5063 [Gunther]) that aims to reform CPL 730 and related procedures.
Additionally, the excessive number of individuals in restoration and waiting to be placed in restoration are causing bed shortages. This impacts other individuals with mental health needs.
In 2023, Oneida County spent over $6 million on restoration services, 25.9% higher than most other counties in New York State. This financial burden is shared by many counties and
Under the leadership of County Executive Anthony J. Picente Jr., the Oneida County Department of Mental Health developed a comprehensive research report, consisting of recommended evidence-based practices, statistically significant information pertaining to the negative impacts of restoration, and program initiatives from other counties that have shown effective improvements.
Oneida County's Initiative
In April 2024, the Oneida County CPL 730 Reform Workgroup was established. This group includes stakeholders such as local judges, attorneys, probation officers, mental health and substance use treatment providers, and state agency staff. Our overall goal is to reform restoration practices and improve outcomes for individuals within the criminal justice system.
To accomplish these goals, the group is working to establish best practices for restoration, implement initiatives that improve outcomes for individuals with mental health conditions and/or substance use disorders, and optimize funding by redirecting funds to enhance mental health and substance use services in the community.
The group is also focusing recommendations in five key areas: arrest, post-arrest, trial, restoration and reentry. In the arrest phase it aims to implement evidence-based evaluations and assessments to determine immediate mental health needs. In the post-arrest phase, provide case management and peer navigation to assist in connection and continuation of services. At trial, utilize specialty treatment courts, such as Mental Health
Court. During restoration, apply community-based restoration techniques with current local agencies and providers. And at reentry, ensure robust reentry planning and connections to services prior to release from restoration.
Several key strategies proposed by the workgroup include creating alternatives to incarceration that prevent overuse of CPL 730 with alternatives and other treatment options, educating leaders, legal professionals, and criminal justice staff on CPL 730 and restoration, and providing comprehensive treatment to ensure restoration includes mental health and substance use treatment, reentry planning, and stable housing support.
The Oneida County Department of Mental Health, through its CPL 730 Reform Workgroup, aims to enhance restoration practices and reduce the use of CPL 730 orders. We hope to potentially develop an evidence-based model that can be used by other counties throughout New York State. By focusing on comprehensive treatment and education, we strive to improve the mental health and wellbeing of the individuals we serve and create a more effective and humane criminal justice system.
A Call for Urgent Action
New York's Aging Water Infrastructure
NBy Shelley Stein, Genesee County Legislative Chair
ew York faces a significant challenge with its aging water infrastructure. Some components of which date back hundreds of years and are constructed from outdated materials such as wood and lead. These antiquated systems not only result in costly repairs, but also pose considerable risks to public health for residents across the state.
According to federal reports, a staggering 80% of New York State’s water infrastructure, particularly in the drinking water sector, is in dire need of repair, replacement, or rehabilitation.
The costs of addressing these issues continue to rise, and local municipalities are grappling with reduced federal funding. Since the 1980s, two-thirds of all water infrastructure investments have come from state and local governments due to federal disinvestment.
Over 900 local governments and 27 local water authorities provide 94% of all public water in New York State, all of which require funding to support the maintenance of local water systems. Local governments have been investing in replacing and upgrading water systems with more resilient, reliable, and efficient sources.
Additionally, due to the aging infrastructure, local governments have had to make difficult decisions to impose water restrictions on residents and business owners.
Genesee County is hyper-focused on updating its public water facilities with a $150 million Water Supply Project. Our county has been under emergency water restrictions for the past four years due to the decaying condition of the Batavia aquifer, the volatility of the Tonawanda Creek, and the unpredictable performance of the aging Batavia Water Treatment Plant; exacerbated by unstable weather events occurring over the last few years.
These deteriorating circumstances have pushed Genesee County into its fifth year of these restrictions. When restrictions are placed on our area it affects our economic development leading to reduced business activity, decreased production that reduces employment opportunity and potential layoffs of workers in the region.
Genesee County has received funding through the State’s Water
Infrastructure Improvement (WIIA) program and federal allocations. However, more assistance from the state is needed. Drinking water improvements are critical to the public health and safety of our state, our residents and the visitors to our community. Water infrastructure funding is paramount to ensure the future of the county’s water supply and for other projects to move forward. These improvements would also bolster more economic development opportunities for counties with an increased capacity and system reliability.
Public health and economic growth are entirely dependent on updated and sound water infrastructure that can handle added capacity. New York State is ideally located in a rich freshwater resource area surrounded by Great Lakes and tremendous rivers, which serve as economic engines. New York State will simply not be competitive unless investments in infrastructure are made to ensure capacity for increased commercial growth and residential populations. New businesses will not invest in our state if they cannot depend on the infrastructure to serve them.
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Saving Lives, Preventing Loss
Suicide Prevention Initiatives in NYS Counties
SBy Lynda Battaglia, LCSW, Director of Community Services for Genesee County & Secretary of the Board of Officers for the NYS Conference of Local Mental Hygiene Directors and Francine Sinkoff, Director of Communications, NYS Conference of Local Mental Hygiene Directors
uicide's permanent impact ripples across communities and mental health systems. Counties in New York State are leveraging their extensive community reach to prevent suicide through various strategies, despite facing significant challenges.
Community Collaboration and Awareness Campaigns
Collaboration is a powerful tool in suicide prevention. In Oneida County, the Suicide Prevention Program works alongside the Center for Family Life and Recovery, drawing in national organizations such as the American Foundation for Suicide Prevention (AFSP) and the NAACP. Together, they've spearheaded efforts like redesigning 988 crisis hotline cards, organizing a student-led logo contest, and producing a community video titled "You Are Not Alone". Their event, "Chalk the Walk – Have the Talk," encourages community members to discuss mental health in public spaces openly.
Niagara County emphasizes community engagement by organizing events during Suicide Prevention Awareness Month in September. Activities include distributing "You Matter" coffee sleeves in local cafes and hosting a lighting ceremony at Niagara Falls, where the falls are illuminated in teal and purple to honor those impacted by suicide.
The SPEAK UP Cortland Suicide Prevention Coalition is a volunteer-driven initiative dedicated to preventing suicide in Cortland County since 2019. With no funding, the coalition unites various local agencies and organizations to reduce stigma through awareness, provide educational opportunities, and offer community support, primarily to men over 35 and youth, with subcommittees addressing means safety and school-based prevention efforts.
Training Programs: Equipping Communities to Intervene
Westchester County's System of Care offers programs like safeTALK, Applied Suicide Intervention Skills Training (ASIST), and Mental Health First Aid (MHFA), ensuring that community members, educators, and first responders can intervene when someone shows signs of distress. Specialized training for law enforcement and educators enhances the ability to provide timely support.
Similarly, Steuben County offers MHFA training to local organizations and partners with Orchard Oak Health to train clinical staff on suicide risk assessment and safety planning.
Supporting High-Risk Populations
Some communities are particularly vulnerable to suicide risk, and counties are tailoring their efforts to meet these needs. In Orange County, a targeted suicide prevention initiative supports the LGBTQIA+ community. Veterans also face an elevated risk of suicide, and counties are implementing programs to raise awareness and offer support to veterans and their families.
Sullivan County's "Reason for Living Lock Box" initiative takes a unique approach by combining suicide prevention with means restriction. The program encourages individuals to store personal items that remind them of their value in lockboxes, while also using the boxes to restrict access to firearms and harmful substances during times of crisis.
Challenges: Staffing, Resources, and Sustainable Funding
Despite the success of these programs, counties are struggling to maintain and expand their suicide prevention efforts due to staffing shortages and limited resources. For example, Oneida County aims to establish a Suicide Fatality Review Committee and a grief support group for survivors of suicide loss, but finding adequate staff and appropriate locations remains a challenge.
Westchester County has found some success by braiding funding from county tax dollars, opioid settlement funds, and state grants to support its various training models. However, without funding that is stable and flexible, it remains difficult to meet the increasing demand for services. Genesee County's "Lock & Talk" program, which distributes gun locks and medication lockboxes to help prevent access to lethal means during crises, also faces challenges due to workforce shortages and burnout, limiting its capacity for outreach.
Sustainable funding is essential for the continuation of these critical services. Many counties rely on temporary grants or donations, creating uncertainty about these programs' future. Long-term financial support is vital to ensure these life-saving efforts continue and expand to meet growing needs.
The Future: Expanding Efforts and Addressing Emerging Needs
Looking ahead, counties are identifying new areas for growth and expansion in suicide prevention. Tompkins County is restructuring its Suicide Prevention Coalition and seeking funding for a part-time coordinator to lead its initiatives. The county recently hosted a town hall focused on youth mental health, underscoring the rising demand for mental health services for young people.
Onondaga County has successfully created a full-time position within its Suicide Coalition, which has enabled the launch of a social media campaign targeting youth suicide, bullying, and substance use. There are plans to expand the campaign by partnering with additional schools and creating more studentled content to promote help-seeking behaviors.
Dutchess County is working on legislative support to establish Suicide and Overdose Fatality Review Committees, which would provide insights into the underlying causes of suicide and overdose deaths, allowing for more targeted and effective prevention strategies.
Conclusion: A Comprehensive and Collaborative Approach
The diverse and creative strategies employed by counties across the state highlight the dedication and importance of a comprehensive, collaborative approach to suicide prevention. Whether through community outreach, training programs, or targeted initiatives for high-risk populations, these efforts are making a significant impact. Continued investment and support at the local, state, and federal levels are necessary to ensure the longevity and effectiveness of these life-saving initiatives.
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NYSID
Palo Alto Networks
PERMA
Philip Morris International
Sheridan Hohman & Associates
Trellis Marketing
UnitedHealthcare Retiree Solutions
Wendel
GOLD SPONSORS
C&S Companies
Eagleview Technologies
JPMorgan Chase Bank
Nationwide Retirement Solutions
NYSTEC
Philip Morris International
PKF O'Connor Davies
Reynolds American, Inc.
Rubrik
RX Destroyer
Webster Bank
SILVER SPONSORS
Bank of America
ClearGov
Constellation
Extrahop
McFarland Johnson
New York Section American Water Works Association
NYCLASS
Signal Risk Management
Tectonic Engineering
EXHIBITORS
Alera Group
Amazon Business
Ampion Renewable Energy
Auctions International
C.T. Male Associates
Capital Region BOCES
Centrica Business Solutions
CFG Health Systems, L.L.C.
CGR (Center for Governmental Research)
Colliers Engineering & Design
Community Bank, N.A.
Deckard Technologies
DocuPet
Eagleview Technologies
ECC Technologies, Inc.
Enterprise Fleet Management
Extreme Networks
Fiscal Advisors & Marketing, Inc.
Fortinet
Google Public Sector
Gordian
GovDeals
Guidehouse
HUNT Engineers, Architects, & Surveyors
IEM
KathodeRay Media
Keenan Pharmacy Services
LaBella Associates
Motorola Solutions, Inc.
and
N.K. BHANDARI Architecture & Engineering, P.C.
Nationwide Retirement Solutions
New York Power Authority
New York State and Local Retirement System
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Nissan North America
NYMIR
NYS Department of State
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OpenGov
Ophelia
Oracle NetSuite for Government
Padagis LLC
Palo Alto Networks
Parse AI
ProAct, Inc.
Public Employer Risk Management Association, Inc.
Public Promise Procurement, LLC
RetireeFirst
Roemer Wallens Gold & Mineaux, LLP
Safeware Inc.
Sullivan Catskills Visitors Association
SWBR
Systems East, Inc.
Tremco
U.S. BENCOR/MidAmerica
VMC Consultants, Inc.
Wendel
Zoom
Municipal Electric
Gas Allliance (MEGA)
Protecting Local History Eastern Lake Ontario Designated a National Marine Sanctuary
TBy Tom Oldfather, NYSAC Communications Manager
his summer, the National Marine Sanctuary Foundation and the National Oceanic and Atmospheric Administration (NOAA) announced that 1,722 square miles of eastern Lake Ontario in the State of New York had been designated as a national marine sanctuary in recognition of the area’s historical, archaeological, and cultural resources. With this designation, the Lake Ontario Sanctuary became only the 16th site in the National Marine Sanctuary System and the first to be designated off New York State’s coast.
The designation was the culmination of 10 years of work on the part of numerous civic organizations, private citizens, and federal, state, and county officials, including Oswego County Administrator Philip Church, who chaired the Sanctuary Nomination Task Force.
“Five years ago, I opened the first public hearing of the designation process by telling people why I was involved, and I posed a few questions to them,” said Church. “I told them of what I’d seen and experienced as a conservational shipwreck diver, and I asked: why can’t we have responsible access to wrecks in Lake Ontario? Why can’t we bring the lake’s secrets into every elementary classroom?”
With the new designation, those questions are finally answered.
“Now the truly rewarding effort begins as our local communities, in partnership with federal and state agencies, work to fulfill the educational, economic, research, and conservational potential of the Lake Ontario Marine Sanctuary,” said Church.
The Sanctuary is a historically rich area with lake shores and bottomlands that offer an intriguing window into the history of the area. As the gateway between the Great Lakes and the Atlantic Ocean, its maritime landscape features artifacts from a diverse collection of cultures that lived along its shores and journeyed across its waters. It’s shipwrecks and archaeological resources are among the best preserved in the world, offering a chance to learn, share, and connect to the past.
Over 1,000 years ago, the distinct cultural groups living along Lake Ontario had unified as the Haudenosaunee Confederacy. Parts of the original homelands of the Onondaga Nation, Cayuga Nation, Seneca Nation, and Oneida Nation lie within the sanctuary’s boundaries.
Based on historical records, an additional 19 shipwrecks, three aircraft, and several other underwater archaeological sites may be located there.
By achieving the designation of National Marine Sanctuary, the treasures contained within the lake will become a major asset to Lake Ontario communities.
“We’re one of just a few to get the designation,” said Wayne County Administrator Rick House. “It gives us the opportunity to create more interest and get people to come to Wayne County, not only to explore the underwater vessels but to enjoy all that Wayne County has to offer. Beyond tourism, there is an educational component as well, with an opportunity to develop school curriculum related to Lake Ontario — from its role in commerce to the military, specifically battles between the Americans and the British during the War of 1812.”
James Weatherup, Chairman of the Oswego County Legislature, said “The designation of the Lake Ontario National Marine Sanctuary is a remarkable investment and achievement for Oswego County. This designation solidifies our commitment to protect and increase awareness about our Great Lake and the wonders it has to offer. This designation will protect our collection of shipwrecks to further educate our community. This is a huge advancement to our community development, economic growth and tourism related activities in Oswego County.”
Jefferson County Administrator Bob Hagemann noted, “The careful but steadfast networking and planning between various interest groups throughout our four-county waterfront region has been accomplished. As a direct result, the future of tourism, scientific research, K-12 & Higher education learning opportunities, business & economic growth, diving industry enhancement, recreation and development of additional maritime heritage programs in Jefferson County will be significantly enhanced in the years to come.”
To learn more about the Lake Ontario National Marine Sanctuary, visit https://sanctuaries.noaa.gov/lake-ontario/
New York State
Reaches for the Sun.
New York is leading the fight against climate change. There are ambitious goals: by 2030, 70% of the state’s electricity will be generated by renewable energy. From sunrise in Montauk to sunset in Buffalo, NYPA is working to build a cleaner, greener, more resilient New York State.
Solar and Storage for Local Governments NYPA’s solar and storage provides a key pathway to achieving your decarbonization goals. From Montauk to Buffalo, we support local governments navigating the complex energy environment to find the best solution for your municipality or county.
Our energy experts can simplify your solar transition by helping you:
• Streamline the procurement, contracting, and interconnection process;
• Leverage underutilized spaces such as brownfields, landfills, fields, and parking garages; and,
• Access bill credits, reduce energy costs and generate additional revenue.
You can also bring cost savings to the surrounding community with community solar.
In other words, when you work with NYPA on your solar transition, you can pretty much handle anything under the sun.
Preschool Special Education
Do We Really Have a True Universal Pre-K Program in New York State?
DBy Ryan Gregoire, Legislative Director, NYSAC
espite investing $1.2 billion in “universal prekindergarten” or UPK, in this past state budget, the State of New York continues to fall short of providing a true UPK environment for all students. It is also the only state in the nation that requires counties to pay for a portion of the program and for preschool special education transportation costs.
The Federal Individuals with Disabilities Education Act (IDEA) and New York State Education Law govern the preschool special education program and grant the legal authority to the state and school districts to administer the program.
In 1989, the state enacted §4410 of the Education Law to comply with IDEA. The law made public school districts responsible for developing the individualized education programs (IEP) for preschool students with disabilities, but left the fiscal responsibility for paying for such services with the state and counties.
In New York, counties pay 40.5% of the cost of the preschool special education program. The costs of the program are growing unchecked annually—particularly with respect to transporting these children.
Study after study without any meaningful change.
In November 2007, a temporary task force on preschool special education recommended the establishment of a “new ratesetting methodology, using principles already being practiced
by other service systems in New York State to promote greater predictability and improved timeliness.”
Two months later, the State Board of Regents determined that the State Education Department and State Division of Budget should convene a second workgroup “to work out the details of the recommended methodological changes.”
But those efforts stalled. Following the 2008 financial recession, state officials froze the annual rate growth and cost of living increases for most human services providers starting with the 2009-10 budget.
The attention prompted state officials to launch another preschool task force to review the funding methodology, but the report released by the task force in December 2014 focused largely on the fact that the industry was beset by financial woes and shortfalls in reimbursement.
“Concerns exist that this funding gap may ultimately affect the quality and availability of preschool special education services,” the report found, adding “Many have stated they are in jeopardy of closing without financial relief.”
In 2017, the State Board of Regents convened another panel, this time with a broader mandate to look at a host of early childhood issues. The panel’s report on preschool special education providers mirrored prior findings, including the recommendation to “reevaluate the funding for preschool special education to ensure there is sufficient funding to support the cost of services.”
Transporting Students to §4410 Classrooms
Per New York State law, the transportation of students enrolled in a Preschool Special Education Program (Pre-K SEP) is administered and paid for by county governments. However, a shortage of transportation providers statewide has created a significant challenge in finding affordable and reliable transportation for these students. We have seen substantial increases in the cost of Pre-K SEP transportation services over the past few years, coupled with a decrease in available transportation providers and, even when a provider has been selected, limited driver and attendant availability.
County governments have the responsibility to identify, implement, maintain, and pay for the transportation of Pre-K SEP students. This creates a duplicate student transportation system, as in many cases Pre-K SEP children are being transported to the same schools and centers as their peers without disabilities, who are being transported by school districts. Coordination between the counties and the school districts would remove this unnecessary duplication of effort, decrease costs for all parties, and ensure that children with special needs enrolled in Pre-K SEP aren’t being excluded from their peer groups.
In 2022, New York’s local taxpayers paid an average of $2.3 million per county (Chart 1) to meet state regulations requiring separate, county-administered transportation for students enrolled in a Pre-K SEP.
If counties and school districts were to partner to provide these services, with school districts administering Pre-K SEP transportation services and county governments maintaining the fiscal responsibility, there would be a streamlining of services, and most importantly, more reliable, and equitable services for all children (Chart 3).
In most instances, counties contract with third-party transportation companies to transport their Pre-K SEP students, which is an expensive solution with third-party transportation costs increasing rapidly, doubling from 2020 to 2022 (Chart 2). Additionally, this system sometimes leads to competition between school districts and municipalities as they fight over contracting with the same transportation companies for services, causing bussing shortages and increased costs for both the county and school district.
According to NYSACHO’s data analysis, there could be total cost reductions approaching 85% if school districts were to take over the provision of Pre-K SEP transportation services (Chart 4).
Recommendations for Reform
1. Shift the responsibility of transportation services to school districts
Today, New York’s public-school districts collectively oversee a fleet of 45,000 school buses and countless other vehicles. Public school districts transport students every day, by the millions. They know how to do it. They have the vehicles, the drivers, and the systems, and we believe a partnership between the counties and the school districts would benefit all parties.
When one considers the student transport expertise, experience and infrastructure already in place at your school districts, the opportunity to eliminate duplication, build efficiencies, reduce inequities between children with and without disabilities, and generate savings seems obvious.
We support a change that would create a partnership between the counties and the school districts to shift the responsibility for the provision of Pre-K-SEP transportation services to school districts (with localities maintaining the fiscal responsibility), which will decrease overall transportation costs and more efficiently use the student transportation infrastructure and expertise already in place in our school districts.
2. Increase the state cap on transportation reimbursement to adequately provide financial reimbursement to counties at the state statutory rate of 59.5%.
3. Provide equal access to Universal Prekindergarten for preschool special education students the same as traditional education students.
The state created Universal Prekindergarten (UPK) under the promise that it would fully fund this program at state expense. While the state has made substantial progress in expanding UPK, too often special education students are still being taught in segregated settings and funded under an antiquated system that requires counties and New York City to pay 40% of these program costs.
4. Fund incentives to become special educators.
As part of the SFY 25 Executive Budget proposal, the Governor should allocate funding for incentives to encourage students to consider speech, occupational or physical therapy, and other special education fields.
5. Increase the administrative cost reimbursement rate for counties to equal the administrative reimbursement rate paid to school districts for their students.
In Conclusion
Let’s work together to finally treat our preschoolers equally. Regardless of educational needs, let’s provide our special education preschoolers with the same access to funding and opportunities as their peers. Now is the time for the state to invest in 4410 schools, reform the transportation model, and finally treat this as a true educational program like every other state in the nation.
Some counties have already successfully contracted with their local school districts to provide Pre-K SEP transportation and have seen significant reductions in their transportation costs as a result. An analysis by NYSACHO found that school district provided Pre-K SEP transportation costs per pupil on average were three to five times lower than third-party provider costs.
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County Social Services Pursuing Both Human and High-Tech Solutions
TBy Matt Barron, Director of Policy & Communications, New York Public Welfare Association
he New York Public Welfare Association represents all fifty-eight local departments of social services statewide. Our members are dedicated to improving the quality and effectiveness of social welfare policy so that it is accountable to taxpayers and protective of vulnerable people.
There are several topics that NYPWA is focused on this fall. The first item is A.I. and its integration with county operations. Over half a dozen Departments of Social Services have begun to utilize A.I. to help alleviate short staffing and heavy work loads. For example, in one county, an A.I. “chatbot” can answer the phone, help clients navigate telephone menus, or check the status of a SNAP benefit, along with many other functions. This allows staff to continue their important work without interruption.
A positive component of A.I. is that the more it is used, the more it learns. Our hope is that with more time, A.I. can help with a broader range of actions. This program is in its infancy, so more data and more county participation are needed to explore how we can fully embrace the help that A.I. could provide.
The second item that we are focused on is high quality childcare. While districts appreciate the $50 million available from the NYS Child Care Capital Program, we want to convey the message that we currently have a childcare crisis now, and money is not the only obstacle.
There needs to be a statewide solution, which should include bringing on more providers. An additional idea would be hiring more staff for childcare centers, and reinforcing the idea that childcare is a worthy career choice. This could be by providing higher wages or better working conditions. Regardless of where you live in the state, we are hearing about the struggles that
working families are having to find quality programs in their communities.
Finally, local departments are launching new initiatives around case management services for the Temporary Assistance for Needy Families (TANF) population in shelters. One such initiative is to create and hire Case Manager positions to bridge the gap between the eligibility and compliance-focused roles of Social Welfare Examiner staff and the need for targeted, on-going, and collaborative client case management to reduce dependence on government interventions for daily support.
Many clients seeking assistance from our districts face multifaceted challenges and are frequently in severe crisis due to a lack of resources as well as issues related to physical, medical, or mental health challenges, or substance use.
The proposed activities of the Case Manager positions are directly correlated to the goals and philosophies of temporary assistance programs which are: intervention, stabilization, selfsufficiency, and permanence. Case Managers will have the ability to deliver targeted support and follow-up to these clients that need the foundation of a temporary assistance benefit to move towards stability and success.
The primary objective is to get these people, our neighbors, back on their feet so they can lead successful lives. We see this as an effective way to deliver services in a better way. Several counties have already begun hiring Case Manager positions.
We at the New York Public Welfare Association look forward to a prosperous and fulfilling fall, while we all patiently wait for session to begin in January.
Upholding the pillars of good gover nment: Leadership, Integ rity, Accountability
Founded in 2004, the NYSAC County Government Institute is a partnership between NYSAC and the Cornell University Community and Regional Development Institute.
As the preeminent certi cation and education program for New York State’s county o cials, the CGI upholds the pillars of good government:
• Leadership • Integrity • Accountability
CGI instructors are NYSAC sta , county leaders, and Cornell faculty members who are experts in local government structure and issues. Courses are typically o ered at NYSAC’s Fall Seminar (September), Legislative Conference (February), and Finance School (May).
Scan for enrollment information!
The CGI prepares rising and experienced county leaders, through courses and training, for the challenges counties face, and equips them to engage in informed, constructive, and civil dialogue.
The core CGI curriculum includes required courses on building consensus, nancial accountability, ethics, management, and the foundations of county government.
County leaders that graduate from CGI will earn a certi cation that demonstrates their dedication to good government and to upholding CGI’s high standards of county leadership.
The NYSAC County Government Institute was founded in 2004 and celebrated its rst graduating class in 2005.
Originally founded as The Dennis A. Pelletier County Government Institute, CGI was inspired by a long-serving and highly respected Monroe County leader and member of the NYSAC Board of Directors.
Dennis A. Pelletier developed a strong reputation for his hard work in becoming fully informed on the issues facing county government. As President of the Monroe County Legislature, he encouraged active debate concerning the impact decisions made by elected leaders would have on the lives of the citizens they represent.
CGI was founded in the spirit of Dennis Pelletier’s commitment to good government, informed discussion and civil discourse.
A Thank You to NYSAC
TBy Ian Coyle, Livingston County Administrator
his article is not about me; it is about the power and benefits of NYSAC. But I first need to provide some context. I am leaving my position as Livingston County Administrator in December to pursue other personal and professional ventures. I have been involved and engaged with NYSAC since starting my county service in 2008 and wish this magazine contribution to serve as a “Thank You” to the staff and members of this great organization.
Recalling my first meetings and conferences, I was a bit apprehensive, a touch nervous and a little more than overwhelmed. Medicaid (sales tax intercepts anyone?), nursing home matters, property tax caps; these were the lions, tigers and bears. I was also following in the footsteps of the county’s first administrator, Nick Mazza, a long-time, involved and respected member of NYSAC. Lastly, I was the state’s youngest county administrator at the time and in some ways a fish out of water.
I was, like so many others over the years through their own personal experiences and involvement with NYSAC, immediately welcomed into this diverse community of county officials with open arms. The camaraderie of the county members, bounded by a shared mission of service and a joint dislike of all things “state mandated,” is incredibly steadfast. In particular, for me as an administrator, the fellowship between and among the county administrators/managers has indeed been foundational to any success I have had here in Livingston County.
These folks are the definition of public servants, not only serving their individual communities, but their peers through idea exchanges, question and answer sessions, training programs and, of course, the listserv email inquiries. Most importantly, any one of these men and women would pick up a phone call from a fellow county official in need of some assistance, guidance or mentorship. For that in particular, I will always be grateful.
The staff of NYSAC, over the years and continuing to today, have been a rock and a constant source of professionalism. They are non-partisan in hyper-partisan times. They are seasoned professionals we can rely on for expertise and assistance in critically important matters. They are experienced in the issues of importance to counties. The leadership team at NYSAC is known nationally as the go-to state association leaders on the federal-state-local concerns of the day. We are blessed.
My message here is simply to be appreciative of the amazing association we have in NYSAC, staffed and led by a truly extraordinary group of talented professionals. For anyone new to county government in New York that is reading this, I encourage you to get involved with NYSAC, to lean into the programming and the experiences, and to befriend, partner and gain exposure to the many benefits of participating in this organization. You won’t be disappointed, and you will soon realize how important NYSAC is to the collective success and sustainability of New York’s counties.
Thank you NYSAC!
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