Winter 2025: NYSAC News Centennial Anniversary Legislative Guide

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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

President's Page

A 100 Year Legacy of Advocacy and Leadership

This year, NYSAC is celebrating its centennial anniversary, and it is an honor to serve as your president as we reflect on a century of service, advocacy, and the enduring legacy and contributions of the many county leaders that have defined this remarkable organization.

As part of this celebration, we’ve conducted research into our history, an illuminating project that is detailed in this issue and which inspired us to pay homage to past issues of NYSAC News magazine through this edition’s cover design.

Leading public health and safety initiatives: Whether through emergency preparedness, the COVID-pandemic, or law enforcement support, NYSAC supports the county leaders who protect and enhance the well-being of our communities.

Fostering innovation and collaboration: By facilitating partnerships and knowledge-sharing, NYSAC continuouslyencourages innovative solutions to meet the complex challenges we face.

Hon. Luis A. Alvarez, Sullivan County

Hon. Bruce Blakeman, Nassau County

Ms. Ruth A. Doyle, St. Lawrence County

Mr. Jonas Neri

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

The County Officers' Association was founded in 1925, at a time when local government leaders recognized the need to share experiences and ideas and unify their voices in Albany and Washington. From our beginnings we advocated for policies that support county leaders working to improve New Yorkers' quality of life.

Throughout its history, NYSAC has played a pivotal role in shaping state and local policies. Some of our most significant milestones include:

Infrastructure and public services: From roads and bridges to healthcare and education, NYSAC has been instrumental in ensuring that counties have the resources they need to provide essential services to their residents.

Advocating for fiscal responsibility and sustainable budgeting: We have always promoted sound fiscal policies at the state level. For decades we fought a Medicaid funding formula that made counties pay half of all non-federal costs. In 2011, we achieved a multibillion dollar cap on the county share. Each year, we call for an end to state mandates and urge lawmakers to stop shifting costs to counties.

One of the hallmarks of NYSAC's success has been our ability to bring together county leaders from across the state and across the political spectrum.

This centennial celebration would not be possible without the hard work and dedication of countless individuals who have contributed to NYSAC's success over the years. To our current and past members, board members, staff, and partners, we extend our deepest gratitude. Your commitment to excellence and your unwavering support has been the foundation of our achievements.

The next 100 years hold immense promise, and with the collective strength of our counties, we will continue to make a lasting, positive impact on the lives of New Yorkers.

Thank you for your service to your county and for being part of this incredible journey.

Here’s to another century of service, advocacy, and progress.

Hon. Benjamin Boykin II NYSAC President

NYSAC STAFF

(partial listing)

Stephen J. Acquario, Esq. Executive Director

Adam Campney NYSAC Intern

Karen Catalfamo Office/Financial Manager

Patrick Cummings, Esq. Counsel

Patricia Gettings Assistant to the Director

Ryan Gregoire Legislative Director

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

Alexandra Regan Legislative/Policy Coordinator

Maya Rotman NYSAC Intern

Jeanette Stanziano Director of Education & Training

Chancey Young Member Information Manager

Fostering Excellence in

County Government

Director's Note

Celebrating The Vital Role of Counties

As we celebrate the centennial anniversary of the New York State Association of Counties (NYSAC), it is fitting to reflect on the indispensable role that counties have played—and continue to play—in the fabric of our great state.

Founded a century ago by a visionary group of county officials, NYSAC was created to address the evolving challenges facing local governments.

At a 1959 NYSAC Fall Seminar, Governor Nelson A. Rockefeller said "Local government is closest to the people and provides those services which are most crucial to the work-a-day functioning of modern society." This statement remains as relevant today as it was over six decades ago.

From the COVID-19 pandemic to cybersecurity and artificial intelligence, the migrant crisis and energy transition, counties are on the frontline, adapting and responding to an ever-changing landscape. Our ability to address these challenges underscores the critical nature of our work.

Governor Rockefeller also wisely observed the evolving relationship between the State and counties, asserting that "The State bears a basic responsibility to local government as a whole to facilitate, to aid, to strengthen it as that government closest and most immediately responsive to the people."

Counties are more than just an administrative arm of the state. Our responsibilities are vast and varied, encompassing public health, infrastructure, criminal justice, and emergency services, among others. The State's support and recognition of our role is vital to the effective functioning of our counties.

As we celebrate our 100th anniversary, it is important to recognize the strides we have made and the partnerships we have fostered. NYSAC has been instrumental in advocating for counties, ensuring that our voices are heard at the state level, and providing a platform for collaboration and innovation. Our successes are a testament to the dedication and hard work of county officials across New York State.

Looking ahead, the future brings both challenges and opportunities. As we embark on the next century of service, our commitment to the communities we serve remains unwavering. We will continue to be the first line of defense in times of crisis, the providers of essential services, and the advocates for local needs and priorities.

In celebrating this milestone, we honor the legacy of those who came before us and remain committed to our mission of fostering excellence in county government and uniting the voice of our county leaders.

Here’s to the next 100 years of partnership, progress, and service. We are proud of our past, confident in our present, and optimistic about our future. Thank you to all county officials, past and present, for your unwavering dedication and hard work. Your efforts have built the strong, resilient counties that are the backbone of our state.

Together, we will continue to lead, innovate, and serve, ensuring that New York State remains a beacon of excellence in local governance.

Stephen J. Acquario, Esq.

NYSAC Executive Director

65 Years of NYSAC News

Inspiration for the cover of this Centennial Anniversary Legislative Guide issue of 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

Hon. Benjamin Boykin II

Publisher

Stephen J. Acquario

Managing Editor Mark F. LaVigne

Editor Tom Oldfather

Designer Kate Pierce-Nimz

Advertising Staff Juanita Munguia

Advertise with NYSAC

Contact NYSAC Business Development Manager Juanita Munguia at 518-465-1473 or jmunguia@nysac.org

Published 3 times a year by the New York State Association of Counties (NYSAC), the NYSAC News is the official publication of NYSAC, a non-profit, municipal association serving the 57 counties of New York State and the City of New York with its five boroughs for 100 years. NYSAC’s mission is to foster excellence in county government and unite the voice of New York’s county leaders.

NYSAC NEWS MAGAZINE

515 Broadway, Suite 402, Albany, New York 12207

Phone • (518) 465-1473

Fax • (518) 465-0506

U ncovering NYSAC’s 100 Year History

ABy Adam Campney, NYSAC Intern

t some point in our lives, we all wonder about our history. In school, we are assigned family projects. Where did we come from? How far back does our family go? What kind of things have we done throughout that time? In the later years of our lives, some take this a step further—all the way down to the genetic level—and dive into a complex lineage that maybe even our grandparents don’t know about.

Unfortunately, the New York State Association of Counties doesn’t have any grandparents or living founders I could talk to. There were no outlined, specific questions I could ask and only a few places a could look to for information. Still, a fellow intern, Shea Hildenbrandt, and I carried on. We had a basic structure of NYSAC’s history: formerly known as the County Officers’ Association, we were founded in 1925. Other than this, we knew little about our roots or how they’d grown. From this single rung of historical knowledge we had to descend deeper and deeper into our lost history.

I scoured newspaper databases going all the way back to our founding. Day by day, I compiled early anniversaries and significant accomplishments, including the initial push for our Albany office in 1931, and the first version of our website, the “NYSAC NET” in 1994. While tedious, analyzing these articles built upon the frail and murky timeline we were privy to.

I learned about our founder and first President, George Y. Webster, who served as a Monroe County attorney for over 18 years, not to mention how counties themselves were almost abolished in 1928 under Governor Al Smith. While cataloging these snapshots of our history, I noticed articles that were released before 1925, articles that by nature, should not exist— being that they were published before we were founded. In NYSAC’s case, just as any person may find a lost relative when they send in their 23andMe, numerous counties had countyspecific associations that existed before the statewide COA was founded.

While the news articles were undoubtedly beneficial to this journey, our greatest resource by far was the New York State Library. Having not entered any library in over a decade, researching in one of this magnitude was truly a sublime experience. Luckily, I received a substantial deal of help from

my fellow intern Shea during this leg of our historical descent. While she focused on researching legislation NYSAC has advocated for, or lobbied themselves, I maintained a broader scope and documented initiatives, committees, and general developments we’ve established and achieved over the years. The most fascinating and elaborate of our resources being the COA’s County Conversations publication and the former editions of NYSAC News that the library had on file.

To come into this project with minimal knowledge of our history, including the intricacies of county and state government was extremely intimidating. It is like building a puzzle with no picture. Every day I had to gather the information I had and piece it together into something tangible, orderly. Even when arduous at times, there are few things as invigorating as uncovering history: to dig up, gather, and analyze the facts; revealing lost facets of a story so few people know about—it’s extraordinary. This project, and my hand in it, has truly made me appreciate all the work we do here and the influence we have. To see not only where we are and what we accomplish, but also keep in mind where we’ve come from and how far we’ll go—is a gift that is meant to be shared.

100 Years of Collaboration

N ew York Conference of Mayors

MBy Barbara Van Epps, NYCOM Executive Director

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.

I am honored to contribute to this milestone edition of the NYSAC News. One hundred years of service to counties across New York State is no small feat. It is an occasion that not only reflects the longevity of your commitment but also the enduring importance of counties to the overall well-being of our State.

Over the past century, much has changed. We have witnessed incredible advancements in technology, significant shifts in societal expectations, and monumental economic and environmental challenges. Yet, throughout all of this change, one thing has remained constant: the critical role local governments play in the overall vitality and prosperity of New York State.

From ensuring public safety and building infrastructure to providing essential services and fostering enhanced quality of life, local governments have always been the backbone of our state’s success. They are where the rubber meets the road–where policies become tangible, and impact is felt most directly.

It is in this context that the relationship between the New York Conference of Mayors (NYCOM) and NYSAC stands as a shining example of the power of collaboration. For decades, we have worked hand-in-hand to address shared challenges, find innovative solutions, and advocate for the needs of our collective members. Our partnership, which often also includes the New York Association of Towns (NYAOT), has allowed us to pool resources, share expertise and amplify our voices to achieve outcomes–such as increased highway funding and billions in federal ARPA money–that no one jurisdiction or organization could accomplish alone.

Working together as the New York State Municipal Council, our three associations have developed an unprecedented degree of collaboration. There is no better example of our

successful alliance than our 1000-member-strong New York Municipal Insurance Reciprocal (NYMIR)–which since 1993 has provided comprehensive insurance and risk management to counties, cities, towns and villages across New York State.

Together, we have tackled complex issues ranging from environmental protection to homelessness and emergency medical services. The COVID-19 pandemic stands as a defining moment in our shared history–a crisis that tested the resilience, ingenuity, and resolve of local governments like never before.

In those unprecedented times, local leaders at all levels of government came together, supporting one another and fostering constant communication to address the challenges at hand. Whether it was coordinating public health measures, ensuring the distribution of vital supplies, or providing critical information to the public, this period underscored the necessity and strength of collaboration.

The pandemic reminded us of our shared responsibility and demonstrated the incredible impact we can achieve when we unite to face adversity.

One of the cornerstones of our partnership has been the recognition that while the needs and perspectives of counties, cities, and villages may sometimes differ, our shared goals unite us. Local governments, regardless of size or scope, are driven by a common mission: to provide the essential municipal services that their residents have come to rely on effectively and responsibly. This shared purpose is what has enabled us to overcome differences and find common ground time and again.

As you celebrate NYSAC’s 100th anniversary, it is not only an opportunity to reflect on the past but also to look toward the future. The challenges we face today, such as housing affordability, public safety, rising health insurance costs and the demand for smarter, more resilient infrastructure, require us to deepen our collaboration even further. Together, we must continue to innovate, adapt and advocate for policies that empower local governments to meet the evolving needs of their residents.

I value the partnership between our organizations. It serves as a reminder that in unity, there is strength. Each county, city, village and town plays a vital role in creating the mosaic of New York State, and by working together as local governments and as members of statewide municipal associations, we can ensure that this mosaic continues to shine for generations to come.

NYCOM’s membership and staff look forward to continuing to build on the foundation we’ve laid over the past 100 years and embrace the opportunities that lie ahead. On behalf of NYCOM and the communities we represent, I extend heartfelt congratulations to NYSAC Executive Director Stephen Acquario, the NYSAC Board of Directors and the entire NYSAC team on this incredible milestone. Your dedication to serving counties has strengthened the fabric of our State.

100 Years of Collaboration

New York Association of Towns

By Christopher A. Koetzle, Executive Director, New York Association of Towns

Congratulations to the New York State Association of Counties on 100 years of influence, advocacy, and leadership on issues affecting local government across New York State.

I may be a new kid on the block, beginning as the New York Association of Towns Executive Director on May 1, 2024, but I’m familiar with NYSAC’s work in my 15-plus years as the supervisor in the Town of Glenville in Schenectady County. I appreciated the opportunity from NYSAC Executive Director Stephen Acquario to participate in NYSAC’s Fall Seminar in Sullivan County where I had the opportunity to talk to the group about the partnership between our organizations and the great work that we do together.

While county and town goals don’t always coincide, we have unique bond of shared members–town supervisors that serve on county boards–and shared interests that are frequently complementary. County representatives often start in local government at the town or village level and move to higher government levels, bringing with them the town perspective. The singular thing that unites them is that every day, they deliver critical, front-line services to their residents, and they do it with increasing needs for their community and fewer and fewer resources to meet those needs.

We all understand that delivering those services is more important than politics. Over the years, NYSAC, NYAOT, and NYCOM have done an excellent job of prioritizing common ground, channeling varying interests into a unified voice, and amplifying that perspective at the state and federal levels on our members’ behalf.

Our focus this legislative session is to invest in our communities because investing in our communities means that we’re investing in New York. NYOAT’s first priority is the preservation, protection and advancement of Home Rule. Every policy we consider is run through the prism of self-governance within our communities and local determination of what’s best for that community.

With that in mind, our priorities this legislative cycle include helping our towns deal with ever-increasing workforce development challenges, achieving fairness in the tax cap formula by addressing inconsistencies, state investments in our roads and critical infrastructure to support state priorities like affordable housing, representing local government in the

renewable energy conversation, and ensuring local governments have the resources they need with increased AIM funding.

I look forward to future collaborations with NYSAC and our members. NYAOT’s annual conference is February 16 – 18, 2025 in New York City, and I am grateful that both NYSAC Executive Director Stephen Acquario and NYCOM Executive Director Barbara Van Epps will be on hand to deliver their perspectives on local government.

One of the most prominent examples of NYAOT’s successful collaboration with NYSAC and NYCOM is the creation of the New York Municipal Insurance Reciprocal (NYMIR). Over 30 years ago, these municipal associations joined forces to establish a reliable, affordable, and municipally focused property and casualty insurance pool. What began with just 25 members has grown to encompass over 1,000, thanks in large part to the collective efforts of NYSAC, NYCOM, and NYAOT. Collaborating with the NYSAC team to help municipalities manage risk, understanding the unique challenges counties face, and witnessing how they rise to meet them strengthens every level of local government.

I want to again applaud the great work that NYSAC has been doing for 100 years and personally thank Stephen Acquario for his leadership and friendship. He has been a great resource for me and has helped me in my transition to the association world. Here’s to 100 more years ahead for NYSAC’s work of delivering great services and support for all of our counties across the state.

We all have an aggressive and voluminous agenda this year. There are many challenges ahead for our local governments, but with us working together and helping each other reach shared goals, there is no doubt that the best is still ahead for New York.

NYSAC’s Commitment to Counties Helped Create and Grow NYMIR

By Peter A. Baynes, NYMIR Executive Director

NYSAC was formed in 1925 by a group of county officials who believed that the collective and unified voice of county leaders would be a powerful force in Albany and Washington. The prescience of their “the whole is greater than the sum of the parts” philosophy has been proven time and time again over the past century. With commitment to counties and a willingness to collaborate with others, NYSAC has generated innumerable legislative and programmatic wins that have helped counties reduce costs, generate non-property tax revenue and more effectively perform their difficult but essential work.

Fortunately for the more than 1,000 counties, cities, towns, villages and special districts now insured by the New York Municipal Insurance Reciprocal, one of NYSAC’s landmark wins–working in partnership with the New York State Conference of Mayors (NYCOM) and New York State Association of Towns (NYAOT)–was the creation and continued success of the NYMIR property and liability insurance program.

The latter half of the 1980s was marked by an unprecedented “hard market” insurance crisis that made it difficult or impossible for municipalities in New York to secure needed property and liability coverage. Unlike many other states, New York law did not allow for the creation of a non-profit municipal insurance pool or reciprocal as a competitive counterpoint to the commercial insurance market.

In response to this crisis, NYSAC, under the leadership of thenExecutive Director Ed Crawford, collaborated with NYAOT and NYCOM to explore feasible solutions. The essential first step was to seek and achieve passage of legislation that would authorize the creation of public entity insurance pools in New York. Working together, the three statewide municipal associations drafted the bill, secured sponsors, and in 1986 celebrated passage of enabling legislation that added municipal governments to the eligible entities covered by New York’s reciprocal insurer statute.

Then came the really hard part. In order to be licensed by the NYS Insurance Department, NYMIR needed a minimum of 25 municipalities willing to sign on to a program that did not yet exist. Due to their confidence in a program being put together by their statewide municipal associations, 26 municipalities signed on

to be the founding subscribers of NYMIR (assuming the ultimate granting of an insurance license). Fulton County was the one county that took the leap of faith, along with seven towns, three villages and two cities within the county. It is no hyperbole to say that without Fulton County and their belief in NYSAC and its new program, NYMIR would not exist today. With the necessary capital advanced by NYSAC, NYCOM and NYAOT, New York’s Superintendent of Insurance approved the declaration creating NYMIR on August 23, 1993.

Since its infancy in the summer of 1993, NYMIR has grown to be the preeminent provider of municipal property and liability insurance in the State of New York. Our steady growth has coincided with our approach from Day 1: to provide the best municipal coverage and risk management at affordable and predictable rates.

What sets us apart from other public entity insurance pools and helps us excel is the fact all three statewide municipal associations in New York created and are actively involved in all aspects of the NYMIR program. Since our licensing more than 30 years ago, our Board of Governors has designated the three associations to collectively serve as NYMIR’s “attorney-in-fact,” of which NYSAC Executive Director Stephen Acquario currently serves as President.

Throughout its century-long history, NYSAC has demonstrated its commitment to counties. When an insurance crisis struck in the 1980s and had a devastating impact, NYSAC didn’t respond by saying “we don’t do insurance.” Instead, they worked with their partners at NYAOT and NYCOM to understand the problem, develop the best solution for their members, and then went and made it happen.

NYMIR appreciates that being the “united voice” of county government is more than a mantra for NYSAC, it’s a culture ingrained in every aspect of what they do. That commitment to unity helped give birth to NYMIR and is mirrored in the concept and reality that is the New York Municipal Insurance Reciprocal.

Congratulations to NYSAC on your 100th birthday and thank you to all county officials for your role in serving New Yorkers and their most fundamental needs.

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Counties Call for State Action on Environmental Priorities

FBy Alex Regan, NYSAC Legislative/Policy Coordinator

rom promoting climate resiliency and safeguarding drinking water to managing waste sustainably, counties play a critical role in preserving and protecting New York’s natural resources. Throughout the 2025 Legislative Session, NYSAC will advocate for the following priorities to help counties address these pressing environmental challenges.

Solar Energy and Climate Initiatives: Seeking Flexibility and Support

Counties are requesting greater authority and resources to implement clean energy solutions. A key legislative priority is investing in clean energy advisors who can provide technical assistance to counties as they develop and implement their clean energy and energy efficiency initiatives.

To protect valuable agricultural land while advancing renewable energy goals, NYSAC is advocating for focusing solar development along the New York State Thruway. We are also seeking authorization to create Community Choice Aggregation (CCA) programs with a local opt-out provision, giving counties greater authority to expand access to renewable energy. Additionally, NYSAC supports legislation to allow counties to build solar canopies above park parking lots without seeking state legislative approval.

Waste Management: Addressing the Capacity Crisis

With municipal solid waste landfill capacity expected to run out within 16 years, counties are seeking immediate state action to address this looming crisis. NYSAC will also continue to advocate for the Packaging Reduction and Recycling Infrastructure Act (S.4246-D/A.5322-D), which would establish an Extended Producer Responsibility program for paper and packaging—shifting costs from county taxpayers to producers.

Additionally, counties are also requesting increased funding for the Municipal Waste Reduction and Recycling (MWR&R) grants to support local recycling efforts. While we also support expanding the Bottle Bill to include glass containers (like liquor and wine bottles), counties oppose adding plastic and aluminum containers, which would remove valuable materials from local recycling programs and increase costs for taxpayers.

Water Infrastructure: Investing in Clean Water

Counties are calling for significant state investment in water infrastructure through the proposed Safe Water Infrastructure Program (S.4350-A/A.6155/A.3133-A). This initiative would provide crucial support for maintaining and upgrading drinking water, stormwater, and sanitary sewer systems.

A continued priority is ensuring PFAS polluters — not county taxpayers — bear the costs of contamination cleanup. Counties are also seeking reimbursement for expenses incurred while administering the State's Septic System Replacement Fund, which helps homeowners replace cesspools and septic systems that are adversely impacting waterbodies.

Next Steps for County Officials

These priorities reflect the direct input of county leaders across New York State and will guide NYSAC’s advocacy efforts in Albany throughout 2025. County officials can support these initiatives by:

1. Engaging with their Senators and Assemblymembers about these priorities and their local impact;

2. Sharing data and examples from their counties that demonstrate the need for these policy changes; and

3. Participating in NYSAC’s advocacy days and legislative outreach efforts.

As the voice of county governments across New York State, NYSAC will work to advance these proposals to ensure counties have the resources and authority needed to protect their environmental resources effectively.

The Rescue EMS Platform A Lifeline for NYS Emergency Medical Services

EBy Ryan Gregoire, NYSAC Legislative Director

MS providers in New York State are increasingly struggling to meet the growing demand for emergency services. From volunteer fire departments to municipal EMS agencies, many are facing significant challenges. Staffing shortages are a primary concern, as EMS personnel work long hours under extreme pressure. The problem has worsened in recent years due to an aging workforce, burnout, and the financial strain on agencies that often operate on tight budgets. Additionally, the rising number of emergency calls has intensified the stress on an already overburdened system.

Reports have revealed that EMS agencies in some areas of New York are forced to rely on costly overtime or even limit services to certain communities, resulting in slower response times and delayed care for patients. Volunteers, who have long been the backbone of many EMS services, are increasingly in short supply, with some volunteer agencies forced to scale back or shut down altogether.

In response to this growing crisis, the Rescue EMS platform was introduced as a comprehensive legislative package aimed at revitalizing and strengthening the state's emergency medical services system.

The Rescue EMS Platform: Key Proposals

The Rescue EMS platform contains several proposals designed to address the root causes of the EMS crisis and provide immediate relief to the sector. Some of the key components of the package include:

• Create a methodology for ambulance reimbursement under Medicaid that more closely approximates the true cost of delivering EMS services, S.3223 (Sanders) / A.9237 (Hevesi).

• Provide our EMS partners with the ability to establish joint, inter-municipal taxing districts to properly fund EMS services, S.4020-C (Mayer) / A.3392-C (Otis).

• Exempt EMS funding from the tax cap calculation, S.5000 (May) / A.4077 (Lupardo).

• Allow volunteer firefighters and ambulance workers to claim both state income and local property tax credits, S.6630 (Mannion) / A.6274 (Barrett).

• Increase the volunteer firefighters’ and ambulance workers’ personal income tax credit to $800 for eligible individuals and $1,600 for married joint filers, S.7286 (Martinez) / A.7524 (Thiele).

• Require the Thruway Authority to issue emergency services permits to EMS vehicles as is already done for fire vehicles, which would exempt EMS from Thruway tolls, S.6645 (Comrie) / A.6136 (Eachus).

• Extend the community paramedicine demonstration project (Public Health Law Sec. 3018) to sunset June 22, 2027, a two-year extension.

Challenges and Criticisms

While the Rescue EMS platform has garnered broad support from EMS professionals and advocates, it is not without its critics. Some argue that the proposals, while well-meaning, may not address the root causes of the EMS crisis. Critics suggest that the focus on short-term fixes like funding increases and recruitment efforts may not be enough to stem the tide of EMS personnel leaving the profession or prevent further burnout among those already in the field.

A major concern is whether the increased funding proposed by the platform will be sufficient to cover the extensive needs of New York’s EMS agencies. The state faces significant budget constraints, and many worry that the allocation of funds may not be evenly distributed, leaving some areas without the resources they need to function properly. Additionally, while expanded recruitment efforts are necessary, they may not be effective unless significant reforms are made to improve working conditions and salaries, which remain a central issue for EMS personnel across the state.

Another key challenge is the implementation of expanded roles for EMS personnel. While increasing the scope of practice could improve care, it raises questions about the potential for overburdening already strained EMS teams. Moreover, such changes would require additional training and regulatory oversight, which could take time to implement effectively.

A Step Toward Recovery

The Rescue EMS platform represents a bold effort to address the ongoing EMS crisis in New York State. It is a recognition that the EMS system is in urgent need of reform and that significant investment is required to ensure its survival.

While the proposed measures offer hope for improvement, the true test will be in their execution.

As the legislative process moves forward, lawmakers will need to balance the needs of EMS providers with the state’s financial realities. If successful, the Rescue EMS platform could provide much-needed relief for New York’s EMS system, ensuring that emergency responders can continue to serve communities across the state with the support, training, and resources they deserve.

As emergency responders continue to put their lives on the line every day, New Yorkers are left hoping that this reform package will offer not just a lifeline, but a sustainable path forward for the state’s EMS community.

Another Unfunded Mandate

The Hidden Costs of NYS Criminal Procedure Law 730

UBy Hon. Daniel P. McCoy, Albany County Executive & Immediate Past President of NYSAC

nfunded mandates are a critical issue for county governments across New York State. While these programs may be designed to address important issues, they ultimately place a heavy financial burden on county governments, undermining our ability to effectively serve our communities.

A prime example can be found in Article 730 of the Criminal Procedure Law, the section that dictates the process for handling defendants charged with felonies who are unable to understand the charges against them or participate in their own defense due to a mental illness or a developmental disability.

For these individuals, a judge can order that a defendant be hospitalized until they have their competency restored in order to stand trial. Since the patient is in custody, they must receive this treatment at one of the four state forensic psychiatric hospitals.

Despite this being a state facility, the costs are passed along to county governments as the law indicates that costs will be paid by the county in which the court is located. Up until 2021, counties and the state shared the cost at an even 50/50 split. Counties having to shoulder the full burden of these costs has been nothing short of detrimental to budgets across New York.

These costs can range anywhere from $1,000 to $1,500 per person per day. It takes an average of 90 to 150 days of treatment for competency to be restored, but in some cases, it has taken over a decade. This can add up quickly, and with the rise of incarcerations in recent years, it has only become more expensive.

To put that into perspective, Albany County paid a little over $1 million to cover these costs in 2023. It has more than quadrupled since then, and annual costs exceeded $5 million in 2024.

This is clearly not sustainable, and it is imperative that we address this issue in a meaningful way. The current system shifts the fiscal responsibility to local taxpayers, exacerbating budget challenges and diverting funds away from other initiatives that address mental health in our communities.

To make matters worse, the services defendants receive during restoration are only meant to make them competent enough to stand trial. It is not meant to address the root causes of their mental illness or provide them with long-term treatment. An ounce of prevention is worth a pound of cure, and that rings true in this case.

It would be more effective to allow counties to use these funds on social services, mental health initiatives and housing to ensure that these individuals are not involved in the criminal justice system to begin with and get their lives back on track.

To accomplish this, we need to first establish a fair funding mechanism that ensures the financial burden of this statemandated program is shared equitably and does not fall solely onto the shoulders of local taxpayers.

We must return to New York State splitting these costs 50/50 with counties. I am calling on state lawmakers to take action by providing direct funding or creating a cost-sharing framework in the 2024-2025 state spending plan.

We must empower local governments to continue doing what we do best: serving the needs of our communities with boots on the ground.

Eliminating these costs would allow Albany County to focus more resources towards our innovative crisis response, outreach and diversion programs that are proven to keep people from arrest and incarceration in the first place like LEAD (Law Enforcement Assisted Diversion); MOTOR (Mobile Outreach, Treatment and Overdose Response); ACCORD (Albany County Crisis Officials Responding and Diverting); MCT (Mobile Crisis Team); and, our street psychiatry program anticipated to launch later this year.

These programs benefit our most vulnerable individuals on the street, get them stabilized and get them into housing and services. And most importantly, by making these investments on the front end, we will ultimately save money by reducing the need for hospitalization and restoration services.

It is up to the government to roll up our sleeves and work together to make this common sense change to the state budget.

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Focusing on Social Welfare Policy in 2025

WBy Matt Barron, Director of Policy & Communications, New York Public Welfare Association

hile lawmakers begin their work in the new legislative year, we at the New York Public Welfare Association (NYPWA) are focusing on a few items that are important to our members both federally and on the state level.

To begin federally, lawmakers are preparing to negotiate a new Farm Bill, the federal legislation governing SNAP. Our local Departments of Social Services administer SNAP at the county level. Lawmakers have introduced and advanced potential Farm Bill language that would result in a $30 billion cut to food stamps over the next 10 years. The measure would restrict the USDA’s ability to properly update benefit levels based on the real cost of a healthy diet, severely compromising a lifeline that feeds tens of millions of Americans every day, including millions of children. If we want to properly combat food insecurity and support low-income families across the nation, we need to push back against these cuts.

On the state level, New York counties are experiencing historic levels of homelessness, and the solution is not to build more temporary housing. The solution is in investing real dollars in affordable, permanent housing that would permit individuals and families in temporary housing to transition out of hotels and shelters.

We also strongly support an increase in the shelter allowance for recipients of public assistance. If the shelter allowance were to be raised, there would be less reliance on hotels and motels which are becoming increasingly expensive and stretching county budgets thin. This is not a one-size-fits-all approach, as the shelter allowances vary from county to county and region to region.

With respect to childcare, we appreciate the Governor’s vision to expand access to childcare assistance during state budget negotiations, and we lend our support to this. However, there is an ongoing need for our local Departments of Social Services to have stable and predictable funding with the planned expansion of childcare.

Besides the state budget, NYPWA has a few legislative items that we are tracking.

There is a bill (S901A / A.1980A of the 2024 session) requiring child protective service workers to disclose certain information to parents and caretakers who are the subject of a child protective services investigation. To be clear, we have no problem with parents or caretakers being given their rights in a CPS investigation, but we are worried about how this procedure works in actual practice. Parents could see this as a law enforcement procedure, which is not what CPS workers are trained to do or what their purpose is in a CPS investigation. We are encouraged by conversations we have had with the bill sponsor and look forward to working on this item in 2025.

Furthermore, the Department of Civil Service has developed the NY Hiring for Emergency Limited Placement Statewide (NY HELPS) Program, which has noticeably assisted the filling of job positions at the state and local levels. This program is extending into 2025, so we need to determine where staffing shortages are still being felt and consider extending the program for another year.

Finally, to close, we see many positive changes at the county level. We continue to monitor the integration of A.I. functions at the county level. Over half a dozen Departments of Social Services have begun to utilize A.I. to help alleviate short staffing and heavy work loads. This program is in its infancy, so more data and more county participation is needed to explore how we can fully embrace the help that A.I. could provide.

NYPWA looks forward to a successful and cooperative budget process that considers those with the least means of our state and hopes that we can remain civil as we discuss legislative items in the 2025 session.

2024 Election Results

NYSAC Welcomes New Leaders and Navigates Political Shifts

EBy Maya Rotman, NYSAC Intern

very year, NYSAC tracks the outcomes of county, state and federal elections. This year, with the certification of 105 county elections across New York State, we are pleased to welcome 40 new members to the NYSAC family!

This diverse group includes 12 new county legislators, 7 new district attorneys, 7 new coroners, 4 new treasurers, 4 new county clerks, 4 new supervisors, 1 new county executive, and 1 new comptroller. These new members will receive NYSAC welcome packages upon taking office, and we look forward to working with them and for all the exciting changes they will bring to their counties.

The 57 county legislative boards experienced minimal change following the November elections, with only one county shifting to a republican majority. As a result, the boards now consist of 45 counties Republican majorities, 16 counties with Democratic majorities, and one county evenly divided. While this change reflects some movement at the local level, the overall political balance on the board remains largely unchanged, with both major parties maintaining strong representation across New York State’s counties.

chambers alongside a Democratic governor.

At the federal level, the Democrats added three new members to New York’s representation in the U.S. House of Representatives. Democrats represent 19 of the congressional delegation, while Republicans have 7 representatives.

On the national level, the political landscape has undergone a significant shift, with Republicans now in control of the White House, U.S. House, and Senate. President-elect Donald Trump’s victory marked the beginning of a Republican trifecta, echoing the GOP’s previous control of all three branches during the first two years of his administration in 2017 and 2018. In contrast, Democrats held a trifecta in 2021 and 2022. Both times marked a period of significant legislative action as they were able to push through key policies with minimal opposition. However, in both instances, the opposing party regained control of the House following the midterm elections. Another notable development is the end of Senate Majority Leader Mitch McConnell’s two-decade leadership, a position he held since 2007, signaling a shift in the Senate’s power dynamics. Senator John Thune from South Dakota takes over as the new majority leader.

However, the political makeup of the county legislatures do not mirror the current composition of the New York State Senate or Assembly. Both chambers remain under Democratic control, as they have since 2018. The New York State Senate will have 22 Republican senators and 41 Democratic senators with 5 senators serving for the first time. Similarly, the New York State Assembly will be composed of 47 Republicans and 103 Democrats with 21 assemblymembers serving for the first time. Despite the recent additions of a few new Republican legislators, the balance of power in Albany remains largely unchanged, with Democrats continuing to control both

Overall, the 2024 election results highlight continued Democratic dominance in New York State’s state and federal legislative bodies, while signaling notable Republican gains at the national level.

As we move forward, NYSAC remains steadfast in its commitment to supporting its members in navigating these shifting political dynamics. Our role as a non-partisan, unified voice for counties across New York continues to be essential, and we will remain a strong advocate for county interests at the local, state, and federal levels.

Unlocking Opportunities

The Impact of Children’s SPOA Coordinators

IBy Elizabeth Bruce, LMHC, Director of Public Policy and Special Projects, NYS Conference of Local Mental Hygiene Directors

n New York State, children with complex mental health needs often navigate a maze of services and systems, each offering vital support yet operating in silos. Enter the Children's Single Point of Access (C-SPOA) Coordinators—unsung heroes who bridge gaps, simplify processes, and advocate for young people and their families. Despite their critical contributions, County C-SPOA programs across New York State face significant funding challenges.

What is a Children’s SPOA Coordinator?

Children’s SPOA Coordinators serve as centralized navigators for children with serious emotional and behavioral challenges and their families. Coordinators connect families to communitybased services, facilitate collaborative care planning, and help streamline access to intensive mental health supports, such as Home and Community-Based Services (HCBS), schoolbased mental health services, crisis residences, and residential treatment facilities (RTFs). They also play a critical role in supporting children and families experiencing multiple or cooccurring challenges across systems, including Intellectual and Developmental Disabilities (ID/DD), Child Welfare, Juvenile Justice, and Education.

Key

Benefits of Children’s SPOA Coordinator

1. Enhanced Service Access and Communication

In Erie County, C-SPOA Coordinators have played a pivotal role in reducing residential placements, decreasing the number of children placed in residential facilities from over 300 to fewer than 50 on average over seven years. Coordinators are also integral in managing growing referral volumes and are key facilitators in programs such as Home-Based Crisis Intervention (HCBI), Youth Assertive Community Treatment (ACT), and Children and Family Treatment and Support Services (CFTSS). They also serve as liaisons for families needing care management and peer support services.

Families often feel overwhelmed by the many providers involved in their child’s care. C-SPOA Coordinators help educate families and providers about available services and streamline communication, reducing confusion and frustration. Nassau County is developing an electronic portal to simplify applications and improve communication.

Preventative Interventions

Identifying mental health challenges early in children has farreaching benefits that extend across various aspects of their lives, as well as their families. A key role of these Coordinators is to facilitate proactive coordination of services to help prevent crises that might otherwise result in emergency room visits, hospitalizations, or involvement in the juvenile justice system. Connecting families with counseling resources, family support programs, and school-based interventions, and tracking the child’s progress through effective monitoring and follow-up are all responsibilities of these coordinator positions.

However, many rural counties provide direct clinic services and have far less service capacity and resources for appropriate staffing than larger counties. In some counties, C-SPOA Coordinators are part-time, when a full-time position would be the most effective support for the range of preventative interventions required. Wayne County prioritizes the role of coordinators, emphasizing enhanced oversight and service coordination to address complex cases effectively. This approach ensures families can access interim care and psychosocial rehabilitation when needed.

Support for Families

It is well-known that navigating the children’s mental health system of care can be extremely challenging for families. C-SPOA Coordinators often serve as a vital resource by providing guidance, reassurance, and advocacy on behalf of parents and caregivers. They empower families to play an

active role in their child’s care and ensure their voices are heard, especially when they feel overlooked or unheard in the decision-making process. Putnam County underscores the need for non-Medicaid care management resources to support underserved families better. In NYC, C-SPOAs integrate Parent Advocates into their model, offering tailored family support services and maintaining outreach to families while they await services. C-SPOA Coordinators are often the only constant for families who have sought services across the child-serving system. Uniquely positioned as the “holders” of a family’s story across programs, providers, and systems, they help maintain continuity and ensure that critical information is not lost as families navigate complex and often fragmented services.

It is time the state fully funds these important positions within the county, and addresses workforce capacity issues and infrastructure so that these coordinators can do what they do best. The future of children’s mental health services relies on a robust and well-supported C-SPOA system so that every child and family across the state receives the care, support, and treatment they deserve.

Balancing Green Goals with Gray Areas

IBy James J. Cunningham, Chairman of the Madison County Board of Supervisors

n the year 2000, New York State’s first commercial wind farm came online in Madison County, followed by a large commercial solar farm a year later. At the time I was extremely excited to see these projects develop right near my home. Having traveled extensively to work on some of the largest infrastructure projects globally, I often observed wind and solar initiatives in other countries and wondered if New York State might be falling behind.

Madison County encompasses 15 townships, 10 villages, and 1 city, many of which have incorporated wind and solar projects among our 661 sq miles of beautiful green rolling hills and extremely fertile farmland. Over the past 20 years, commercial solar and wind facilities have continued to be constructed throughout our county. Currently, 468 solar projects are generating 64.65 MW of power, and 43 turbines contribute 76.1 MW of power from wind. Developers, many of which are foreign companies, have proposed an additional 434.5 MW of renewable energy that would power 93,022 homes—far more than the county’s 31,000 housing units. The commercial solar and wind farms that are already online produce 18% more electricity than all of Madison County residents consume annually.

eliminating fossil fuels by 2040, more renewable energy facilities and battery storage will be needed. But is this realistic?

The county itself has initiated several solar projects at the Madison County Solid Waste and Recycling site and our highway garage. These projects have been medium-sized power producers and are a net positive renewable energy producer which not only adds power to the grid, but also saves taxpayers money.

I own a small off-the-grid camp in Adirondack Park, which lacks utilities. I have spent considerable time researching and installing solar and wind options for electrical power convenience. Producing your own power is very fulfilling, however, it is also quite challenging. Unless you rely on yourself to generate electrical power, many of us assume that electricity is limitless. My wife often asks, “Hey, did you leave the LED light on in the bedroom?”

To generate and store the limitless power we are used to, and to achieve New York's goal of zero-emission power and

The Climate Leadership and Community Protection Act (CLCPA) highlights challenges like aging power plants and limited transmission lines, especially with a mandate for all new homes to be heated by electricity starting in 2026. Cornell professor Lindsay Anderson and colleagues have studied how New York can achieve zero-emission power. They have developed models for the 94 major transmission lines by incorporating various scenarios, including actual weather conditions such as wind, rain, and cloud cover, which may affect renewable resources like solar, wind, and hydro facilities. Their models show that removing fossil fuel generators could cause blackouts during extreme weather, and estimates suggest that nearly twice as much renewable energy is needed as previously thought. Researchers also recommend maintaining gas-burning plants for backup during blackouts.

New renewable energy sites must be affordable, low-density, flat, and near transmission lines. Such sites exist, mainly in Upstate New York, and often on prime agricultural land. Most of the farms being considered, including here in Madison County, have prime agricultural soils and have been yielding crops for hundreds of years. However, the region’s cloudy, rainy climate, which is good for agriculture, makes solar energy less efficient than in other parts of the U.S. with poorer soils.

Industrial solar and wind projects are being developed on farms in our county, bypassing local zoning laws that would have typically stopped or altered them. Our towns have carefully created master plans reflecting residents’ wishes for growth, but these new projects, some spanning thousands of acres, undermine that planning. Proposed projects, like one with 24 large wind towers near homes, would drastically reduce property values and eliminate crucial trees needed for carbon sequestration and habitat. Many residents are upset, feeling forced into living amidst industrial energy landscapes.

In 2020, New York passed the Accelerated Renewable Energy Growth and Community Benefits Act, which streamlined approvals for large projects, overriding local zoning laws and environmental reviews. This preemption has sparked controversy by stripping municipalities of their long-held “home rule” land use authority, creating tension between rural and urban interests.

Madison County has contributed significantly to solar and wind energy, already being a net exporter. However, as New York approves massive 700-foot towers and the use of thousands of acres of prime farmland, more people will question why this is happening in our beautiful area. The loss of natural views, farmland, and the tension among neighbors are all part of an experiment that even Cornell engineers say won’t meet our

energy needs. Madison County has more renewable energy experience than any other county in New York.

To meet climate goals and growing electricity demands, we must invest in proven technologies like small modular reactors (SMRs), which are being developed by American engineers, with Bill Gates advancing a project in the Northwest United States.

As we pursue sustainability, we must consider the impact on our communities. Sacrificing farmland for energy projects that don’t prioritize local interests undermines our ability to govern ourselves. New York’s counties must unite to protect home rule and farmland. Renewable energy projects should involve local input, ensuring they enhance rather than harm our agricultural landscape. We must stand together to urge the State to slow project approvals and listen to impacted residents.

References:

September 17, 2024

There’s a mind-boggling gap in NY’s plan for clean electric grid (Dennis Nett-dnett@syracuse.com Tim Knauss-tknauss@syracuse.com 2024

The Math Does Not Support New Yorks Climate Plan: Empire Center: by Richard Ellenbogen

Growing Healthier Communities

New State Toolkit Empowers Local Governments to Establish Community Gardens

TBy Alexandra Regan, NYSAC Legislative/Policy Coordinator

he New York State Department of Agriculture and Markets has released a new Community Gardens Workbook, a comprehensive toolkit designed to support local governments and community organizations in establishing and maintaining successful community gardens. This practical resource guides municipalities through developing these valuable community assets, addressing everything from initial planning to long-term sustainability.

New York State is home to thousands of community gardens that play a vital role in improving community health, food sovereignty, personal development, and environmental stewardship. The workbook was created as part of a broader state initiative to strengthen community gardens statewide, which also includes an online Community Gardens Leadership Certificate Program, Free Soil Testing Initiative, and an Agriculture Resources Dashboard.

Community gardens provide significant benefits to local governments and their residents. From a public health perspective, these gardens increase access to fresh produce and provide opportunities for physical activity, contributing to improved diets and overall wellness. In areas facing food access challenges, community gardens can play a crucial role in addressing food insecurity. Environmental benefits include air quality improvements, heat island mitigation, enhanced stormwater management, and the creation of natural habitats for pollinators. Community gardens also serve as powerful tools for social cohesion, creating spaces for intergenerational learning and community gathering.

The workbook was developed by the Community Gardens Task Force, which brings together diverse stakeholders to expand community gardens throughout New York State. The Task Force includes representatives from state agencies and existing community gardens, as well as the New York State Association of Counties and Association of Towns.

Designed as a step-by-step guide, the workbook addresses four key phases of community garden development: Planning, Site Selection, Implementation, and Sustainability. The Planning

section offers guidance on developing clear vision and mission statements, building effective teams, and creating sustainable operational structures. This foundation-setting phase invites stakeholders to think critically about what they hope to accomplish in and around the garden.

The Site Selection portion addresses location-related considerations, including community accessibility, ownership rights, and liability concerns. In addition to factors like sun exposure and water access, this section encourages stakeholders to examine building and zoning codes in determining a suitable location for their community garden. The Implementation section outlines the interconnected steps needed to successfully launch a community garden, including engaging the community, advocating for your project, securing permits, and determining resource needs.

The Sustainability portion of the workbook offers strategies for ensuring long-term success, focusing on land protection, ongoing funding sources, skill development, and relationship building. This section is particularly relevant for local officials working to integrate community gardens into longer-term municipal planning.

Throughout the workbook, success stories from across the state provide practical examples of how different communities have overcome common challenges. The New York Restoration Project’s approach to site selection in New York City offers valuable insights for urban areas with limited land availability. Meanwhile, Volunteers Improving Neighborhood Environments (VINES) in the Binghamton area demonstrates how to keep gardeners engaged throughout the year with free skills-based workshops.

The Community Gardens Workbook is available online at agriculture.ny.gov/cgworkbook. By providing this comprehensive toolkit, New York State aims to empower local governments to support and expand community gardens, enhancing green spaces and food security in communities across the state.

CLEAN ENERGY CREATES JOBS

More than 171,000 New Yorkers now work in Clean Energy*

*NYSERDA New York Clean Energy Industry Report 2023

Outsourced Accounting

The Future of Finance for New York Counties

IBrett Schrader, Partner at The Bonadio Group

n an era where technology drives progress and efficiency, New York counties face increasing pressure to modernize their financial management processes. The traditional finance function, once rooted in manual processes and onsite operations, is undergoing a seismic shift. Outsourced accounting—combined with cutting-edge technology—is emerging as the future of public-sector finance. Here’s why counties across New York should consider this transformative approach.

Enhanced Technology for Smarter Financial Management

Outsourced accounting services bring advanced technology solutions that surpass many in-house capabilities. Cloud-based platforms enable real-time financial data access, fostering transparency and informed decision-making. Automation tools reduce human error in routine tasks such as payroll, accounts payable, and financial reporting. These technologies not only improve accuracy but also free up resources for strategic planning and analysis.

By leveraging technology provided by outsourced accounting firms, counties can access predictive analytics and forecasting tools. These tools help finance teams anticipate budget trends, assess economic impacts, and make proactive decisions. With technology evolving rapidly, outsourcing ensures counties stay ahead of the curve without bearing the full cost of system upgrades and maintenance.

Expertise and Scalability

Outsourced accounting firms specialize in navigating complex financial landscapes, including government-specific regulations and compliance requirements. Their teams often include Certified Public Accountants (CPAs) and other experts who bring industry best practices to the table. This level of expertise can be challenging to maintain in-house, particularly in smaller counties with limited budgets.

Moreover, outsourced services are scalable. Whether a county needs support during peak budget cycles or ongoing financial oversight, outsourcing provides a flexible solution.

This scalability ensures that counties can meet their financial obligations without overextending their resources.

Cost Efficiency

Operating an in-house finance department involves significant costs, including salaries, benefits, training, and technology investments. Outsourcing reduces these costs by providing access to top-tier professionals and tools at a fraction of the expense. Additionally, outsourced firms can identify inefficiencies and recommend cost-saving measures, further enhancing a county’s financial health.

Mitigating Risk in a Changing Landscape

The financial landscape is constantly evolving, with new regulations, economic shifts, and cybersecurity threats emerging regularly. Outsourced accounting firms stay abreast of these changes, ensuring compliance and safeguarding sensitive financial data. Their expertise in risk management can protect counties from costly errors and penalties.

A Partnership for Progress

Outsourced accounting is not just about delegation; it’s about partnership. These firms work closely with county finance teams to tailor solutions that align with their unique needs and goals. By integrating seamlessly into existing operations, they empower counties to focus on their core mission: serving their communities.

Conclusion

As New York counties strive to adapt to the demands of the modern era, outsourced accounting offers a path to efficiency, expertise, and innovation. By embracing this forward-thinking approach, counties can enhance their financial operations, optimize resources, and better serve their constituents. The future of finance is here, and it’s time to embrace it.

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Civil Service Sees Big Changes in 2024

TBy Lisa Denig, Commissioner of Human Resources, Westchester County

here is a new biopic out about the life of Bob Dylan which has moviegoers singing along with his 1964 hit, “The Times They Are a-Changin." Well, it’s not just moviegoers humming this tune but also many of us who work in New York State Civil Service.

Last year, thanks to the efforts of Governor Kathy Hochul and Commissioner of NYS Civil Service Timothy Hogues, we saw numerous legislative and procedural changes that opened up civil service exams and positions to more applicants. These changes challenged us in the industry to create processes that will efficiently and fairly put these changes into effect and our staff worked hard in 2024 to make this happen.

First and foremost, the expansion of the HELP program has aided local jurisdictions in our quest to recruit for hard-to-fill positions. Conferring HELP designation to a competitive title allows the appointing authority to hire qualified applicants to that position without examination when it can be proven that there has been difficulty in recruitment.

Although my staff has struggled to keep up with the enormous amount of documentation and tracking this program requires, it has provided our county with the ability to hire for previously difficult to recruit titles such as Social Caseworker, Sanitarian, Microbiologist and Case Manager (Substance Abuse).

With success in these areas, we have submitted hundreds more to the New York State Civil Service Commission and are awaiting their approval.

While the program is only temporary and scheduled to sunset in June of 2025, it has given our county the opportunity to ramp up staffing in what would otherwise be a challenging employment landscape.

Additionally, Civil Service Law 54 was amended to allow applicants to take competitive civil service exams if they will meet the minimum age requirement or attain the minimum educational requirement within 12 months of taking the exam. This opens up the pool of exam candidates and reduces the time that prospective employees must wait to begin a career in public service.

In Westchester, we have already included this new language in our exam announcements and have put internal processes in place to track candidates who fall into this new grouping.

Finally, Civil Service Law 52 was amended to allow the crediting of time spent as a provisional appointee for promotional examinations and eligibility for appointment from the resulting eligible lists. This allows provisional employees who have served in their position for a year (or more or less) to apply that time towards qualifying for promotional exams instead of having to wait for an entire probationary year to expire.

In Westchester, many of our provisional employees have already been able to take advantage of this change in the law to move forward in their career paths.

The Civil Service System dates all the way back to 1883 and can often feel like a rusty machine, with little movement and even less propensity for change. Thankfully, the gears began to turn a bit last year and I can only hope that it will continue in 2025. When civil service commissioners and personnel directors met last June for our annual conference, we brainstormed many good ideas for how to better the system including such proposals as eliminating exams for already licensed professionals like engineers.

Implementing this type of change will further open up the realm of public service to even more qualified candidates and fill government roles with highly trained and experienced job seekers. It is my sincere hope that we will continue the momentum we have going forward and truly live out that iconic Bob Dylan tune.

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‘Erie Path’ Helps Address Mental, Behavioral Health Challenges

TBy Hon. Mark C. Poloncarz, Erie County Executive

he Erie County Department of Mental Health recently recognized the one-year anniversary of the launch of Erie Path, a free smartphone app that assists everyone, including parents and caregivers, in addressing the mental and behavioral health challenges faced by adults, children and adolescents.

The launch and subsequent implementation of the app has been a tremendous success. There have been over 22 million total visits to the Erie Path page on Erie County’s website and there have been 290,140 unique visitors to Erie Path since it was launched in October 2023.

Erie Path is a valuable resource to connect individuals with the specific mental health resources that they are looking for. It is intended to provide users with a self-guided set of questions that direct them to the specific type of mental health assistance. The app is available for Android and iPhone devices and all of the content can be viewed in multiple languages.

The Erie County Department of Mental Health designed the app as a search tool for local resources when individuals call and ask for assistance, especially for youth mental health matters. It is frequently used within academic settings as a way for education and school employees of all types to have access to treatment options and share them with their community. It is viewed by our employees as county government’s contribution to the space of knowledge is power in helping to foster strong communities.

Erie Path provides access to information about service availability. The app also offers opportunities to explore resources for parents and caregivers and shares details about available community resources, as well as pathways to connect with our peer community. This digital resource is making a difference in the lives of countless county residents.

This includes adults needing mental and behavioral health services, people seeking information about available housing options, assistance with learning about local employment opportunities, and how to locate and access items from nearby food pantries. Information can also be obtained about available

childcare services as well as the latest information for medical care, social services and senior citizen programming that can benefit adults.

We have plans this year to improve the app to make it even easier to access important information whether someone is using a traditional cell phone or a desktop/laptop computer. There is also a long-term project planned to implement an online survey within the app to gather immediate user feedback.

We have an incredibly strong network of mental health services in Erie County helping to make the Erie Path app a go-to resource. One of our goals is to take away some of the stress and confusion from identifying services and providing up-to-date information. By working closely with our many community partners we are collaborating to help create a healthier and happier Erie County.

After learnin about our Erie Path app, Rogers County in Oklahoma is designing a similar application. Any NYSAC member wanting to begin the process of developing something similar for your community is encouraged to contact Amy Rockwood with the Erie County Department of Mental Health either by email at amy.rockwood@erie.gov or by calling 716858-6498. We can then share information and help put you in touch with employees at the Erie County Department of Mental Health who oversee Erie Path.

For more information about the Erie Path app, please visit www. erie.gov/mentalhealth/erie-path

Transforming County Procurement with Public Promise Procurement

CBy Anthony Chapman, National Program Director, Public Promise Procurement, NACo EDGE

ounty governments face increasing pressure to stretch budgets while meeting the growing needs of their communities.

Procurement, a cornerstone of county operations, presents both opportunities and challenges: how to secure the best goods and services at competitive prices while ensuring accountability and compliance.

Public Promise Procurement (PPP), a government purchasing cooperative owned and operated by the National Association of Counties (NACo), offers a groundbreaking solution. By leveraging the collective purchasing power of county governments across the country, PPP transforms procurement into a cost-saving and efficiency-driving powerhouse.

The Power of Cooperative Purchasing

Procurement is more than just purchasing; it’s about investing in the success of your county. Traditional procurement methods can often be time-consuming, expensive, and inconsistent.

Cooperative purchasing has long been recognized as a key strategy for public entities to achieve economies of scale. PPP takes this concept to the next level with its lead public agency model, which allows multiple counties to pool their purchasing power. This aggregate approach lowers costs for everyone involved while ensuring transparency and compliance with procurement regulations.

Cooperative purchasing through Public Promise Procurement provides a trusted, streamlined platform for sourcing competitively bid contracts, suppliers, goods, and services.

Through PPP, every contract is peer-reviewed by an advisory group of public officials with extensive procurement expertise. These experts analyze vendor offerings to ensure counties receive only the best, most cost-effective options available.

This process can help eliminate inefficiencies in the local procurement process and allow counties to focus on what matters most: serving their communities.

How it works:

Lead Public Agency Model: Contracts are competitively bid and awarded by a lead public agency, ensuring adherence to the highest standards of public sector procurement.

Aggregate Purchasing Power: By combining the purchasing needs of multiple counties, PPP achieves significant cost savings that individual entities could not realize on their own.

Peer-Reviewed Contracts: An advisory group of seasoned procurement professionals reviews every contract to guarantee quality, value, and compliance.

By participating in PPP, counties gain access to high-quality contracts and vendors that have been thoroughly vetted, saving time and resources while ensuring the best value for their constituents.

How to Get Started

To explore the contracts available through PPP, visit publicpromiseprocurement.org. If any of these contracts work for your county, you can register to start purchasing from the program.

Congratulations Newly Elected County Officials!

Albany County

Hon. Lee Kindlon

Broome County

Hon. Timothy Ames

Delaware County

Hon. Haley Gransbury

Dutchess County

Hon. Dan Aymar-Blair

Erie County

Hon. Lawrence J. Dupre

Genesee County

Hon. Kevin Andrews

Greene County

Hon. Alexander Begley, Jr

Hon. Michael Lanuto, Jr.

Hon. James O'Connell

Hon. Keith Valentine

Herkimer County

Hon. Jennifer DeMetro

Hon. Donald Haehl

Hon. Vincent Iocovozzi

Hon. Anthony Lucenti

Hon. Paul Scheidelman

Hon. Kelly Wares

Livingston County

Hon. Ashley Williams

Montgomery County

Hon. Michele Pawlik

Hon. Christina Pearson

Hon. Peter Vroman

Ontario County

Hon. Jeffrey Trickler

Hon. William Wellman

Orleans County

Hon. Susan Howard

Hon. Julie Woodworth

Oswego County

Hon. Charles Burger

Putnam County

Hon. Daniel Birmingham

Hon. Laura Russo

Rensselaer County

Hon. Gary Galuski

Saratoga County

Hon. JoAnn Kupferman

Schoharie County

Hon. Benjamin Oevering

Schuyler County

Hon. Garth McKee

Seneca County

Hon. Mark Lafferty

Tioga County

Hon. Raymond Bunce

Warren County

Hon. Vinnie Crocitto

Wayne County

Hon. Christine Callanan

Hon. Christopher Wagner

Westchester County

Hon. Susan Cacaci

Wyoming County

Hon. Vincent Hemming

Hon. William Lampke

Hon. Nathan Rudgers

Yates County

Hon. Sarah Purdy

To kickoff this once-in-a-lifetime anniversary in style, we've launched a NYSAC Centennial Store featuring a collection of specially designed shirts, jackets, mugs, and more that commemorate this historic milestone!

Scan this QR Code to shop exclusive merchandise

Fostering Diversity in County Government

IBy Korsah K. Akumfi, Tompkins County Administrator

Mr. Akumfi was appointed Tompkins County Administrator in January, 2025

n an era where diversity and inclusion are increasingly seen as central to building strong, resilient communities, local governments must also reflect the rich diversity of their populations. As the County Administrator of Schoharie County, and as one of the few African American county administrators in the region, I have experienced firsthand the importance of diversity in local government. Schoharie County, like many rural areas, has historically seen limited diversity, but as our communities continue to evolve, it is essential that our leadership mirrors the values of inclusion, equality, and representation that we strive to cultivate.

The Importance of Representation

One of the fundamental ways to foster diversity within the county government is through representation. It’s essential that individuals from all walks of life, including different racial, ethnic, socioeconomic, and cultural backgrounds, have a voice in decision-making processes. As a county administrator, my role goes beyond overseeing the day-to-day operations of local government; it is also about setting an example of what inclusive leadership looks like in action.

Representation matters because it signals to all members of the community that they belong and that their experiences and perspectives are valued. It also enables the country to benefit from the diverse talents and ideas that come with a more inclusive approach to governance.

When I was appointed to my position, I knew that my role was not just about my professional qualifications or technical expertise but about becoming a visible role model for underrepresented groups.

My presence in leadership demonstrates to others, particularly young people of color, that there are opportunities for them to pursue leadership roles in local government.

My hope is that my example encourages others to aspire to leadership roles, knowing that their diverse background is not a barrier but an asset.

Challenges and Opportunities

As an African American leader in a predominantly rural county, I recognize the importance of promoting a county government culture that is inclusive and welcoming to all. One of the challenges we face is breaking down barriers of misunderstanding and distrust. Part of my role has been to work toward bridging these gaps by promoting transparency, opening lines of communication, and making sure that people from all backgrounds feel heard and respected.

As county administrator, I have been fortunate to be involved in discussions about increasing diversity in leadership and ensuring that our policies and initiatives reflect the needs of a broader population. This includes making sure our hiring practices are equitable, that we foster an inclusive work environment for county employees, and that our community outreach efforts are focused on building relationships with diverse groups.

Building a Diverse Workforce

Fostering diversity in county government also involves ensuring that the workforce within the county offices is diverse and inclusive. This requires a proactive effort in recruiting employees from different backgrounds, including racial and ethnic minorities, women, and other underrepresented groups.

Having a diverse team is essential because it enables us to approach problems from a variety of perspectives, leading to more creative and effective solutions.

One of my key priorities as county administrator has been to promote inclusivity in our hiring practices. This includes not only recruiting from diverse communities but also creating opportunities for underrepresented groups to advance within county government.

Diversity in the workforce helps to build trust with the community, as people are more likely to feel that their voices are heard and understood when they see themselves reflected in the individuals serving them.

Diversity in the workforce helps to build trust with the community, as people are more likely to feel that their voices are heard and understood when they see themselves reflected in the individuals serving them.

Leadership and Community Engagement

I also recognize the importance of engaging with the community to build trust and understanding. It is crucial to foster an environment where everyone feels they have a stake in the future of their community. One of the most effective ways to do this is through outreach programs, town hall meetings, and partnerships with local organizations that serve diverse populations. These initiatives create platforms for all residents to share their concerns, ideas, and aspirations for the county’s future.

By engaging directly with residents, especially those from historically marginalized communities, we can better understand the challenges they face and the opportunities they seek.

Whether through enhancing local infrastructure, improving access to services, or expanding educational opportunities, our goal is to ensure that everyone in Schoharie County feels connected to their government and that the government is working to meet their needs.

Through these efforts, I believe we can create a county that is stronger, more united, and better prepared to meet the challenges of the future.

Did You Know?

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

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

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

A unique health insurance plan developed for New York’s public employees

For additional information regarding The Empire Plan, public employers may visit our website at www.cs.ny.gov or email the Public Employer Liaison Unit (PELU) for the New York State Health Insurance Program at PELU@cs.ny.gov.

NYSAC Advocacy Update

SFY 26 & 2025 Legislative Session

Top County Priorities

Do No Harm – Reject Shifting New Costs to County Taxpayers

Counties strongly support legislative efforts that prohibit shifting new costs for state programs on local governments. We also support measures that require new legislation to have fiscal notes that accurately reflect the local costs of implementation.

In addition, counties strongly oppose any administrative changes that increase costs to local taxpayers, especially for state programs.

Maintain the County Medicaid Cap

Requiring counties and New York City to pay $7.6 billion of the State’s Medicaid program is a major contributor to New York’s nation-leading property tax burden. In fact, our counties pay more for Medicaid than all counties in the country combined. The existing Medicaid cap must remain intact to protect local taxpayers.

Provide Meaningful Property Tax Relief

To make New York more affordable, the state must fund a greater share of its programs it mandates counties to provide and fund. Reducing this burden on counties will provide property tax relief for residents and create a more sustainable path forward.

Expand the County Partnership Program

The SFY 2025 Enacted Budget included a $50 million for a new county partnership program to facilitate economic development, housing, infrastructure, and other priorities that strengthen main streets and regions. Counties strongly support raising this funding to $100 million in SFY 2026 and making this program permanent.

Scan this QR Code to view the full 2025 Legislative Program that lays out the top priorities for New York’s counties for the upcoming state legislative session.

Madison County has gone to the Dogs and Cats

By Samantha Field, Madison County Public Information Officer

Since 1982, Madison County has contracted with Wanderers’ Rest Humane Society in Canastota, NY, for animal sheltering needs within the community. Wanderers’ Rest is an open admission compassionate care shelter, and the only one within the boundaries of Madison County. Recently that partnership has expanded beyond just a place to shelter animals.

In April of 2024, the Madison County Veterans Service Agency began opening its doors to the shelter animals, in addition to veterans. They teamed up with Wanderers’ Rest to host “Meow Mondays” and “Fur Fridays” at their new Mission First Veterans Community Center in Oneida, NY. Each Monday, an adoptable cat spends the day at the Community Center meeting with veterans and interacting with the staff. On Fridays, an adoptable dog gets the chance to have a field trip away from the shelter.

Studies have shown that companion animals can significantly reduce stress, anxiety, and loneliness, all common challenges faced by veterans. Owning a pet can also encourage social

interaction and provide a sense of purpose and routine, leading to overall improved well-being.

Madison County has firsthand knowledge of the positive impact an animal can have on someone. There are countless stories coming from the Veterans Service Agency about how having a cat or a dog in their office has helped veterans who come through their doors open up and relax.

“Providing veterans with access to companion animals is an investment in their well-being,” said Ron Raymer, Director of the Madison County Veterans Service Agency. “This initiative fosters healing and reduces loneliness for veterans while giving deserving animals loving homes, creating a positive impact for all.”

A dedicated fund has also been established for veterans with Wanderers’ Rest, called Karma’s Kompanions, that addresses the financial barriers for Madison County veterans. The fund helps cover adoption fees, and other costs for the veteran looking to adopt one of the animals. While these fees are essential for the continued success of Wanderers’ Rest, Madison County recognizes the challenge the fees pose for veterans seeking the companionship of a furry friend.

Karma’s Kompanions is named after a dog named Karma who belonged to Mark Mossman, a former peer support specialist at the Veterans Service Agency. Tragically Mark succumbed to PTSD last year, a battle shared by countless veterans. Karma was Mark’s faithful companion who came to work at the Veterans Service Agency every day. She made a huge impact on the office staff and the veterans who came through the door.

The connection to an animal can be life changing. Madison county has witnessed the impact an animal can have on a member of our community, our staff, and the impact these interactions can have on the animal itself. As of the writing of this article, six animals have been adopted by a veteran.

After seeing the success at the Veterans Service Agency, Madison County Mental Health Department began working with Wanderers’ Rest in October to host “Whisker Wednesdays”. An adoptable cat comes to the Wampsville clinic to hang out on the cat tree in the waiting area, interact with patients coming in, and even join sessions.

“In the short time since we have started Whisker Wednesdays, we have already seen the positive impact on our clients as well as our staff,” said Madison County Director of Mental Health Services Teisha Cook. “We are always so excited to meet the new animal on Wednesdays, and therapists have loved having the dog or cat in sessions. We are thankful for this opportunity to partner with Wanderers’ Rest.”

Within the first few weeks, this partnership by Mental Health proved successful. A teenager who came into the clinic was making intense statements regarding suicidal ideation and hopelessness. The Crisis Worker attempted many tools to regulate the teen’s emotions, but nothing seemed to have an effect. On that day, a cat named Sylvester was visiting the clinic. The teen seemed very open to receiving a visit from the cat and they made an immediate connection. The cat climbed right up on her lap and the client was able to regulate her emotions and began to apply skills to help reframe negative thoughts. Sylvester was able to provide the affection she was looking for. The next day the clinic received a phone call from the girls’ parents, they wanted to adopt Sylvester and give him a “furrever” home.

“Wanderers’ Rest Humane Association is honored to be serving our community and county with this newly renovated partnership,” said Sarah Murdie, Director of Wanderers’ Rest Humane Association. “Over the last year we have worked to create a relationship and culture that supports the mission of caring for the lost, homeless, and surrendered animals of our community. The programming that has been launched is smart and rewarding for the humans and animals involved, and the impact that it has had is wild. I am looking forward to what else we can do together in the future.”

It is remarkable how looking at a longtime partnership from a fresh angle can lead to more collaboration and benefit both the County and a local not-for-profit organization. By combining our services and being open to new ideas, we are able to benefit one another. Madison County looks forward to continuing our work with Wanderers’ Rest.

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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.

Registered Municipal Advisors Serving New York State Municipalities Since 1967

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CAPITAL REGION

Jeanine Rodgers Caruso, CIPMA MBA, Municipal Advisor

Andrew Watkins, CIPMA, Municipal Advisor

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Beth Ferguson Vice President/Municipal Advisor 827 Rte 82, Suite 10231 Hopewell Junction, New York 12533 (845) 447-2214

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Since 2012, the program has helped over a dozen counties streamline purchases, pay bills, and earn a growing stream of revenue.

The Payment Solutions Program, which is a special type of credit card, can help ease the the purchase of supplies, furniture, construction materials, utilities and much more, all while saving staff time and money.

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New Partnership helps resuscitate Warren County Senior Meals Program

IBy Don Lehman, Warren County Director of Public Affairs

n 2022-23, the COVID-19 pandemic drew to an end, Warren County’s Senior Meals Program was at a crossroads. Like many government agencies, Warren/Hamilton Counties Office for the Aging struggled to recruit staff to prepare meals, and a number of volunteers opted to discontinue their assistance amid COVID-related concerns.

As Warren County worked to overcome the need for staff and volunteers, the Glens Falls chapter of The Salvation Army took notice. The agency came forward with a proposal to operate the program in the southeastern corner of Warren County, the most populated part of the county where the majority of meals are delivered.

The partnership involves county staff, and The Salvation Army, and results in 240-250 meals a day, five days a week, going to the homes of seniors, many of them homebound.

“We’re very happy with the way this has been working. We have a great staff here and we have been able to serve more meals than before,” said Salvation Army Major Steve Carroll, commanding officer of the Glens Falls location.

preparation and delivery in Glens Falls, Queensbury and Lake George since July 2023. Warren/Hamilton Counties Office for the Aging runs the program in the remaining communities of Warren and Hamilton counties.

“Our partnership with The Salvation Army has worked out really well. They came forward when we were having trouble recruiting staff for the number of meals that were being cooked at The Cedars,” said Warren County Administrator John Taflan. “We are thankful for the work they have done to help ensure our seniors get nutritious meals.”

On a recent winter morning, cars lined the curb behind The Cedars Senior Living Community in Queensbury, where hot meals for seniors in the communities of Glens Falls, Queensbury and Lake George are prepared. Volunteers moved quickly about carrying coolers, grocery bags and food warmers to vehicles for delivery. Coolers with numbers scrawled in black marker awaited the volunteers, all coordinated to go to one of 16 meal delivery routes in the south end of the county.

The Salvation Army has been overseeing senior meals

Warren County provided $100,000 of American Rescue Plan Act funding for a new walk-in freezer and food storage equipment at The Cedars that has allowed the Salvation Army to make preparation, Carroll noted. The program is about more than food, though.

The delivery staff also provide a check-in for seniors who live alone, sometimes the only contact these folks have with the outside world on a daily basis, Major Carroll noted. “Sometimes when someone doesn’t answer the door, you get worried. Are they okay, or did they just go somewhere and didn’t cancel their meal?” Carroll asked.

While the Warren County-Salvation Army collaboration has been viewed as a win-win for seniors, Warren County and the Salvation Army, which is paid per meal to support the program. Major Carroll said the agency is breaking even financially.

“We’re not looking to make money. We see this as a service to the public, and as long as we are covering our costs, we’re okay,” Major Carroll explained.

Continued Childcare Investment

DHon. J. Ryan McMahon, II, Onondaga County Executive

uring the COVID-19 Pandemic, Onondaga County was the first in the state to offer free childcare for essential workers. The Onondaga County Department of Social Services-Economic Security worked with one of our partners, Child Care Solutions Inc., to have an average of 1,800 childcare free slots available for workers’ children. Over 1,000 children of essential workers took advantage of this program. This was just the start of my administration’s commitment to creating a holistic plan for success for the children and families of Onondaga County.

Since 2020, Onondaga County has funded various initiatives that focus on each aspect of the childcare ecosystem including early education, infrastructure, quality improvement and workforce development. These initiatives include Help Me Grow, Parent Plus, Parent Leadership/Thrive, Talking is Teaching and Dolly Parton’s Imagination Library. Each of these programs are administered by our local Early Childhood Alliance. In total, from 2020 to 2024, almost 8 million dollars from the county has been allocated towards these programs.

Starting in 2020, the county began funding a Director of Early Learning Strategy position through the Early Childhood Alliance Onondaga. The position focuses on strengthening the early childhood system by educating our state and federal partners on the work that is underway in Onondaga County, engaging local community stakeholders and strengthening the capacity of the local early learning ecosystem.

Starting in 2020, Onondaga County started funding the Child Care Quality Improvement Initiative (CCQI) which is also administered by Child Care Solutions Inc. The Child Care Quality Improvement Initiative (CCQI) is a model for improving the quality of childcare by investing in providers through implementation of evidence-based curricula, one-on-

one coaching and support and routine assessments to monitor provider growth and child development.

The CCQI Model has six components: implementation of evidence-based curricula, professional development and training, assessments to monitor provider growth and child development, one-on-one coaching and support, business technical assistance and participant stipends. Over 100 providers have participated in the CCQI program since its inception!

Through our partnership with PEACE, Inc. and Childcare Solutions Inc., Onondaga County also funds The Early Childhood Career Pathways Program which gives people in our community the opportunity to receive education, employment and financial support to open their own Family Daycare business within the field of Early Childhood. The results of this program speak for themselves. There have been 34 home family daycares opened with another 18 in process, creating a minimum of 280 daycare slots, but potentially as many as 560.

As another way to boost our childcare infrastructure, Onondaga County in partnership with Child Care Solutions, Inc. announced the first ever Child Care Enhancement Grants at the 2024 State of the County Address. The new initiative supports improvements in childcare facilities throughout Onondaga County and will be used to address various capital improvement needs, including but not limited to, facility repairs, renovations, safety and security upgrades, playground enhancements, and equipment purchases and upgrades.

In 2024, $500,000 was allocated towards these grants and 73 providers were awarded. For FY2025, Onondaga County has allocated an additional $250,000 for another round of Child Care Enhancements Grants.

515 Broadway, Suite 402

Albany, NY 12207