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Don's Legislative Accomplishments
- Defeated changes to the “Safety Net”—
SAVING Woodstock more than $100,000.00 annually and over $220,000.00 District-Wide - SETTLED the Management Labor Agreement that was stalled for over a year
- REDUCED County Spending as Co-Chair the County Budget Gap Committee
- VOTED to investigate EMC finances and refer issue to the State Attorney General
- VOTED for the creation of an Environmental Department for Ulster County
- VOTED to acquire UCAT its first hybrid bus with funding procured by Hinchey
Don's Legislative Responsibilities
- Chairman of the Labor Negotiations and Relations Committee
- Member of the Ways & Means, Economic Development, and Criminal Justice & Safety Committees
- Member of the Board of Directors of Community Action Committee
- Member of 5 Sub-Committees, including Ulster Tomorrows Strategic Economic Development Plan—DEVELOPING STRATEGIC ADVANTAGE IN “GREEN” and RENEWABLE TECHNOLOGIES AND PRODUCTS
2006-2007 Accomplishments
of the Democratic Majority
in the Ulster County Legislature
- Passed a more accountable, Charter form of government
- Finished the Ulster County Law Enforcement Center construction and moved prisoners in
- Formed a special committee to investigate the UCLEC construction project
- Created a Health Insurance Taskforce to proactively address future healthcare costs
- Instituted a Fleet management program
- Formed a blue ribbon commission to address healthcare in Ulster County
- Greatly increased government accessibility through upgrades in the County website
- Provided healthcare to same sex domestic partners
- Passed pesticide notification legislation
- Created a Substance Abuse Prevention Board
- Moved the Tourism Dept. to a more internet based model
- Co-sponsored the “Ulster Tomorrow” initiative with UCDC and the Chamber of Commerce to help address Economic Development.
BUDGET
- Conservatively estimated Sales Tax for 2007 (2.5% 07’vs. 3% 06’) vs. the previous $700,000 overestimation by the Republicans.
- Showed fiscal restraint by not appropriating ANY money from Fund Balance. Thus becoming compliant with the Comptroller’s 5-10% recommendation and taking a step towards financial stability.
- Built a foundation to maintain our bond rating and control future borrowing costs.
- Passed a budget hailed as groundbreaking and a model for other municipalities to strive for.
EMPLOYEE HEALTHCARE COSTS
- Changed co-pays and deductibles resulting in $2.8 million in savings in employee healthcare costs for 2007.
- 1st time in recent Ulster County history healthcare costs actually went down.
- Legislative healthcare taskforce, lead by Majority Leader Provenzano, proactively addressing costs for 08’
WORKFORCE “RIGHTSIZING”
In the Past:
Workforce levels escalated on an annual basis.
- Driving retirement costs up.
- Driving payroll costs up.
- Driving healthcare cost up with increased participants
There was a consistent policy that avoided the evaluation of the workforce for efficiency reductions.
Now in 2007:
- We stopped unchecked workforce growth avoiding duplication and waste.
- We saved $1.8 million over workforce policies of the past.
- The past practice was to hire required new employees with no review of potential overstaffing situations.
- We instituted a 90 day plan for laid off workers in the 2007 budget that allowed for retraining and re-positioning of all laid off employees while simultaneously retaining all savings.
- (no payouts, no unemployment costs plus additional dept. budget cuts were made to offset retained employees)
DEPARTMENT CONSOLIDATIONS
In the past:
Consolidations were virtually non-existent.
Now in 2007:
- Probation, Alternative Sentencing and Community Corrections Program have become a state-wide model.
- Co-location of Office for the Aging with DSS offers improved service and a proactive step towards the States “singe point of entry” plan.
- Highway, Buildings & Grounds and Public Works Administration are in the process of combining under a new Dept. of Public Works.
- All consolidations are consistent with new Charter.
- All actions offer substantial long term cost savings and less bureaucracy.
CONTRACT MANAGEMENT
In the past:
Of the roughly 5000 County Contracts:
- Many were written by Vendors, for Vendors
- Limited standardization caused chronic accountability and monitoring problems.
- The bottom line: Taxpayer funds weren’t adequately protected and the County had unnecessary exposure to liability.
Now in 2007:
- Contract Management was installed: One Attorney and two paralegals
- Standardization of contracts, negotiations and review process
- Contracts now reviewed for “best interest” of County Taxpayers
- Enormous potential for cost avoidance and liability reduction
- Critical component to avoiding
ENVIRONMENT
- Special Committee is working towards creating a County Department of the Environment.
- The coordination based model being considered will balance financial accountability with environmental integrity.
- Offers increased oversight as well as the potential for expanding the County’s environmental mission.
REAL ESTATE PORTFOLIO MANAGEMENT
In the past:
Legislators were forced to operate with limited information to make complicated build, build to suit and lease decisions.
The County decision making process resulted in actions like:
- UCLEC, the Persen House, and an incomplete Probation Building with a controversial copper roof, plus many more.
- Unnecessary leased space. (ex. Office For the Aging)
- Underutilized County owned space. (Ex. The front section of the Probation building and 17 Pearl St.)
Now in 2007
- A Real Estate Study was funded in the 2007 Budget (C&S recently won the RFP)
- This will provide an independent professional evaluation of the County’s space needs and clear lease/own/sell recommendations.
- It will also provide a dramatic improvement in the quality of information Legislators have to make critical real estate decisions, now and in the future.
- The future decisions will benefit from a decision making matrix designed to bring structure to the process.
INDEPENDENT FORENSIC REVIEW OF COUNTY PURCHASING
In the Past:
This type of review had never been conducted. (The process is often avoided by municipalities.)
Now in 2007:
Forensic Review of the County’s Purchasing and Internal Controls
It identified areas of systems weakness and potential fraud/waste.
It has resulted in improved internal controls as well as a State Attorney General’s investigation of the County’s Environmental Management Agency.
POTENTIAL CHALLENGES FOR 2008
1. Decreasing Levels of State / Federal Aid combined with increasing unfunded or under-funded mandates.
2. Escalating Personnel Costs
- 4 Union Contracts up for re-negotiation in
2007
3. Uncertainty associated with Revenue Enhancements to offset Property Taxes
- Mortgage, Occupancy tax and Transfer tax are currently with the NY State Legislature.
4. Medicaid costs increases
- Even though a 3% cap exists, the base is substantial which makes the increased County cost for Medicaid approximately $1 million dollars for 2008 to $32,756,154.
5. Golden Hill Healthcare Facility
- $5.1 million County contribution
6. Other Post Employment Benefits (OPEB)
- Actuaries are determining the County’s obligation. This amount will be available in the 3rd quarter. (Expectations are in the 10’s of millions)
7. Additional UC Law Enforcement Center Costs
- Potential litigation costs exists with the Architect and Engineer
- Potential staffing requirement increases
8. Potential and ongoing Capital Projects
- Mental Health
- Golden Hill
- Family Court
- UC Community College
9. Charter Transition Process