Board of Supervisors Meeting - 04/03/2024

e recording in progress e e e e e e e e e e e e e e e e e e e e e e e e e e e good morning everyone gotta get my my microphone on welcome to uh pler County Board of Supervisors special meeting uh today's Wednesday April 3D and first up is it with Jared th welcome Jared I'm sorry I'm sorry sorry I'm already I'm ready to go jump into the program right I'm forgetting a few things Pledge of Allegiance I just got through talking to Jim about this Jim's goingon to sing the Pledge of Allegiance today y

ou're gonna sing that might be F just kidding Al to the flag of the United States of America and to the Republic for which it stands one nation under God indivisible liy and justice for all thank you Jim okay now now we're ready to move into our first item um fiscal year 20242 departmental budget presentations and first up is Jared welcome good morning Jared good morning chair Jones and members of the board Jarett the pler county CIO uh along with me I have Melissa Speck our uh aam and Chad fene

r marker are uh accounting supervisor uh for the department and I just want to thank uh Melissa and Chad for all the work they did on the budget uh this year and previous years as well and also the fiscal team and the management team a lot of work goes into you know the budget process so uh and I think they do a fantastic job for us also want to specifically thank uh deer Wittenberg uh who isn't here today but in the last year he got promoted to assistant CIO uh and he's done uh an outstanding j

ob uh in his new role with the county also want to thank the entire it Department um I can tell you I've been been with the county for nine years I worked in the uh public sector before that and um this is absolutely the most uh fabulous team that I've had the pleasure of working with the systems are the most stable and it's because of uh the great work that they do and uh I think Laura van buzzerk uh you know uh made several comments about the migration that we recently did and I just want to g

ive a little bit of color there um so I came to the county nine years ago my boss at the time the uh administrative Services director uh said hey there's a bunch of connectivity issues going on with child support services I want you to fix it and so I looked into it and I went back to him I was like let's migrate him over to the county Network and all those problems go away so nine years later we got the project done and so uh they're moved over and all their connectivity issues uh are in the pa

st now so that was a great project and thank you Laura if you're watching uh for the kind words yesterday and anyone else uh as well also like to thank uh Lisa at CEO um valer area in Heidi at HR and renju at County Council all great people to work with great partners and uh really enjoy working with them so with that move into the presentation uh so uh within the IT department we have two cost centers uh so we've got the information technology which is you know basically the suite of services t

hat you would think of with information technology service desk security infrastructure Services application support uh and then media thank the media team as well um for the great work that they do on all these uh public meeting um Publications and um also then we have the radio team uh who does all the support and builds for the public safety uh radio network we'll talk about that a little more in a future slide so some of the accomplishments and um some of these accomplishments uh are things

that we've been working on for a long time uh two of them in particular the first bullet and the third bullet uh again when I came to to the county you know we had really good systems in place but they' been in place for quite some time and it was you know really coming of time to take a look at those systems particularly our business continuity plans and our disaster recovery and our network uh which has been really great and resilient over the years but uh it was you know the architecture was

aging and so uh I'm really excited about those two projects uh they've been um underway for a couple of years now and we'll probably be wrapping them up uh in the next year or so uh so with the business continuity planning over the last year uh and I want to thank Deborah Curtis and uh Ruth allwine uh for the great work that they did on conducting business impact analysis interviews with all the Departments and uh they did this first round in 2020 and U identified all the critical applications t

hat need to be recovered uh within you know uh a certain period of time so they went back around met with all the Departments again verified those cred iCal applications identified any new applications that may have uh um been implemented within that time period uh but then they also agreed on uh recovery Point objectives and recovery time objectives uh and with that our our goal is to build or was to build a uh playbook for Recovery um which we have uh since drafted and we are reviewing that wi

th the Departments now uh and then once that gets all finalized then we'll start working on new business continuity plans uh for the county um we also improved our Disaster Recovery Solution uh so we were uh first doing a replication of two of our data sites when I came to the county nine years ago now we're replicating to the cloud we implemented a new solution uh to perform our backups um up to the cloud and um we've run uh several tests to date where uh DS came in over the weekend uh we actua

lly have uh some departments participated in testing the solution up in the cloud uh and I can say I'm at a point where I'm very comfortable uh with where we are with our Disaster Recovery plans um but we still have a little bit of work uh to do and then once that's all in place and all the business continuity plans are in place then we'll start testing on an annual basis um our security team uh definitely topnotch uh with within the California counties and maybe even you know outside of Califor

nia counties which I don't know about um but the accomplishments that they've had over the past year um they've done a full infrastructure Ure upgrade new firewalls across the county which it's not two firewalls it's like 13 14 firewalls that they've replaced so we upgraded all the infrastructure there uh we upgraded our endpoint security which is our Antivirus Security on All County workstations uh we implemented a new email security system uh which is much more robust than the previous one and

hopefully people are finding that more user friendly as well and then uh Deborah conducted a cyber security training with all the local water agencies uh over the past year uh and I think that was really appreciated by those water agencies it's you know really a touch Point coordinating make sure you know people know who the other people are go through kind of a high level plan in case of an incident how do we get uh communication out um who do we contact so uh that was a really great uh accomp

lishment as well and then on the network side um again you know our network was very solid over the past decade uh but now it's time to upgrade that infrastructure and what we're implementing uh this is technical but uh it's called sdwan Uh software it's really software defined networking uh where we put multiple connections across the county at different County buildings uh and then the Network's smart enough to find the best path out to the internet um and our migration to cloud services reall

y um necessitates that change um and so uh We've replaced our core um which was the first step in doing it and now the the next step is to really Implement that uh software defined networking so making a lot of progress there uh they also um built uh two um networks in our new buildings both at elections and HHS and we uh consolidated our phone system from uh seven pbxs down to three so uh very good accomplishments by that team and then our radio program uh not to leave them out they did a full

uh hardware and software upgrade at 10 of our existing sites and they've been busy building out uh the radio network and the talk area and the initial build is done there and they're working on the migration of the Sheriff's Office over to that new network and that'll uh almost complete our move to the digital uh um Public Safety network uh which we're really excited about now once we get them on we might find uh you know there's a um a uh dark spot in the network somewhere we need to put up ano

ther site or a repeater site or something like that uh in that area but uh you know we'll continue to Monitor and assess that as we [Music] go so uh our priorities here um is going to be to develop a strategic plan um our Strate our last strategic plan was 20121 so we're definitely due for that so we've started that planning process now uh two of the new objectives that we know are going to be included in that are data governance um which is you know basically the process of being able to share

data from Department to Department um understand who the data stewards are within each uh Department who the data owners are so that'll be part of our new strategic plan and then obviously there's this emergence of uh AI um and we'll be developing an AI strategy and that'll be um really to identify how best can we take advantage of this you know the new technologies that are emerging um how they fit within the county and the different departments and then how how we prioritize them within the Co

unty right now I think you know a lot of talk is around chat GPT um you've probably heard in the news and um the way we've approached that right now is uh we're monitoring uh who's using uh chat GPT and and various products uh like uh Bard and Dolly and then we're um informing the department heads uh about who's using uh those uh services and we're trying to educate those users so they understand here's the risks here's the benefits um and then you know we're keeping an eye on what they're doing

and we're keeping an eye on the industry as well as the industry changes uh we may need to develop a policy in the future we may need to block some we've blocked a couple uh of the uh AI engines already um but we'll be keeping an eye on that uh as we go and then uh the board has been very supportive of our Broadband expansion within the county and I'm very thankful about that uh we submitted an application for federal funds account uh with the CPU and we're we should be hearing back on that any

day now but we basically applied for uh Applegate MRA Korn Alta and Forest Hills so hopefully we get them all but if we don't hopefully we get you know at least a couple of those so we'll see uh what the cpuc decides and then a future funding opportunity is going to be uh bead uh which the CPU and NTI are trying to determine the parameters around that uh funding program and how uh the the funds are going to be uh divvied out uh so the next one uh we have an issue and an opportunity uh that I wa

nted to talk about so uh the first one really um concerns me so uh you know we do our budget we're an ISF we do our budgets in October and November and I can tell you uh you know this was a very different year in terms of our renewals and our maintenance agreements especially with our cloud service providers and especially within the security uh sector um we've where we would typically see like 3 to 6% increases we were seeing 5 to 10% increases and I think what's going on there is um you know t

hat the the vendors are seeing increased costs due to inflation um and you know legislative changes where you know they have to add more security to their uh systems and their passing that cost straight on to their customers so we definitely see an in increase there uh we really need to be diligent uh when we first engage with a vendor and enter into an agreement that we have the correct parameters uh to limit the escalators that we get on an annual basis and uh one thing we're talking about rig

ht now with uh purchasing is how can we protect ourselves uh when that contract expires and we're going into a renewal period with that vendor because that's really where you know our risk exposure is uh so that's something to keep an eye on there um and a couple of work uh day opportunities that I'm hoping one of them is going to workday and the other one I'm hoping to go to workday so another thing uh you know contract management um contract management is done differently from Department to De

partment uh I think HHS is the only Department right now that has uh an application that they use uh to manage their contracts and I'm hoping we can um implement the contract management module within workday um that would be an added cost that we uh would need to incur uh to be able to do that but then it would give all departments a mechanism uh to store their applications within workday uh so you can go back and see your version history uh and have an automated workflow uh for the approval pro

cess as well so uh that's one I'm really hopeful about and then our Performance Management so our annual evaluations of performance uh right now we're working on a project to move that from our old Legacy system which has been in place for about seven years now um and that was you know that's another one um early on you know when in my time with the county that was a manual process we had a PDF that you'd fill out and submit that to HR so our uh performance development system which is one that w

e built inous uh has been in place for that seven-year period it was a great upgrade to the manual process but it h definitely has run its course uh and so we're looking forward to moving that one into the uh workday system uh I'm going to skip that slide because it's here as well um so uh some of the priorities uh that I want to highlight for you uh so first of all we finished um second in the nation uh among the midsize counties uh this year um with the digital County survey uh so we get recog

nized uh nationally which is always great to be recognized uh for the great work that our staff uh do here uh last year last year we were number one or the year before we were number one last year we were number two and we just submitted uh so we're hoping for another first place finish but um I think our survey uh was really good our survey submission um 99% 99.9% uh up time on our network uh absolutely fantastic so there was like I said there was nothing wrong with the network it was performin

g well but it was a time where you know we're moving to cloud services so we really wanted to upgrade the architecture as well and then you know talking about uh data governance we have uh the 213 dashboards that we've rolled out so that's really pulling from the system of record for the Departments and presenting uh you know a dashboard of data to the managers that they can use to keep up with their day-to-day operations or make decisions for uh long-term changes uh and so with the data governa

nce we're going to be rolling out more dashboards to the county uh and hope to continue um with a a data Journey uh within the county and um you know just want our security team again uh you know they do just an absolutely fantastic job we've got a topnotch security team 100% um risk mitigations um throughout the year here so nothing luckily nothing to report there and Melissa is now going to talk about the financials good morning very happy to be going first for you today um Melissa Spa adminis

trative and fiscal operations manager for the information technology department and this first slide reflects the fiscal year 2425 operating budget request of 34,600 th000 with a zero Capital expenditures budget go back for a second I wanted to I wanted to note a few categories that can that are under this 34 million 52% of which is salary and benefits 37% of that 34 million is services and supplies and 11% is attributed to equipment lease expenditures and A8 seven cost thank you all right this

next slide is a year-to-year um revenue and expense comparison the first um first columns 2122 actuals next to 2223 actuals I want to point out there in the 2223 overall expenditures we have a 6.9 million increase over the prior year which is um can be attributed to the Broadband initiative kicking off in that fiscal year there were a few other little items onetime expenses that hit 2223 we had $120,000 in retirement sick leave and vacation cash outs and 715,000 uh $715,000 prior year planned ex

penditures that were um rolled over and paid in fiscal year 2223 the next two columns you got 2324 adopted budget and 2425 working budget and the the difference there is um a $2.6 million increase with the 2425 budget submitted um which is about an 8% increase over the prior year in the next slide we will go over a few of the major differences beginning with um salary benefits it's a 5% increase over the prior year at $884,000 we have a 700 60,000 increase to our budget due to the transition of

The copier program previously in the county executive document Solutions program which is transitioning into it effective 2425 and as Jarrett mentioned in his slides the the large increase in the security and infrastructure program um $83,000 increased security cost for more advanced and robust Security and Antivirus Solutions as well we had cost increases to the Microsoft 365 and user subscription licenses and I did want to note that the county has added over 200 Microsoft 365 licenses to accom

modate various Department initiatives for new user accounts and um as an internal service fund with the goal of over overall cost recovery the $2.3 million increase in revenue is in line with all of the increased expenditures as well in this slide you can see we are pretty much status quo with our allocations 87 current year 23 24 and 87 going into next year and we are not requesting any any um new positions and this slide I would like to note that we are very proud to say we do not have any sup

plemental requests with our fiscal year 2425 budget submission and that concludes our presentation any questions thank you um good morning thank you very much for the presentation couple of questions first um any vacancies do you currently have any vacancies we currently have four vacancies and two of them we have offers out that have been accepted so we'll be filling those shortly um we have a uh senior network engineering position that has been very difficult to fill um and so we're going to y

ou know reopen that recruitment um and it's been probably open over a year I would say uh we had two people come in um and they were offered much higher salaries with private sector so they came in they were with us for two months and then uh left back for the uh private sector so that one hurts that's probably been the most challenging the second most challenging is the Tahoe IT specialist support position which we finally found somebody in uh they accepted this week and so we're going to be wo

rking on the onboarding process and they're coming from the Bay Area so they're going to be relocating up to Tahoe uh which we're very excited about great um so something I really appreciate is the work your team has done on Indigo um I know that our team really appreciates it we're not quite finished yet um but I want you to know that because of the reone um in the last couple of weeks we have received over six over 5 00 emails and of that my team's put 300 into indv um and it takes time but th

e nice part is now they're able to start tracking so when somebody sends multiple messages we can actually respond and we know it's been sent uh my colleagues will be able to know if something's been sent from my team or vice versa so I really appreciate uh the work on that and um it's going to make I hope our lives easier I know there's a couple of other things to still work out but it's really appreciated yeah thank you for that and I apologize that it took so long to get something in place bu

t we I think we found finally found the right solution and I think that's the most important yes um and then just the AI um issue and I wanted to let you know just this last week I was at the seesac board meeting and they put together an AI working group to talk about the issues of AI and some proposed policies um and I'm going to share those with you just so that you can see what's been discussed a Statewide level um and then you're welcome to provide input but I think we're all realizing we ha

ve to get our arms around the issue um so that we can actually utilize it versus and and know how to use it and use it well I definitely think we should embrace it um it's a great you know there's a wide variety of ai ai is just not one thing but you know a lot of people are talking about generative AI which is uh chat gbt and such um but you know just utilizing those I think can really improve improve uh productivity across the county if it's implemented in the correct way so I'll appreciate an

ything you can send thank you thank you thank you chair um Jared thanks for all the work and the whole team uh for the incredible work um that you do taking care of all of us because as many of us do remoting in and it doesn't matter whether I'm on in my car or uh at home or in my Tah officer here it's been seamless to access everything and you guys have been so prompt at at responses so it really does make our jobs easier that's this is an area that touches us daily minute by minute thank you f

or all that um the radio uh Network in Tahoe that's been a project I think is for a number of years but you think we'll get it finished this year yeah I I think uh the plan is um like the end of May maybe early June to migrate uh the sheriff over so yeah that project actually started like in 2004 uh it was a huge build and so the the uh the the Central and western part of the county has been on the new network for a number of years now right uh but we were building the the Tahoe area so that was

the last segment and yeah those mountains get way of things they do they do they really do um and speaking of that um another uh very uh I say Hot Topic but it is a Hot Topic is evacuation and we've been exploring and I know I have a call coming up with you but we've been exploring with the Sheriff's Office and our former Sheriff talking about you know various ways to contact people when they're especially with AT&T talking about andless and others eliminating landlines how do we get in touch w

ith people especially people that are second home owners or visitors and uh throughout our Foothill communities this isn't just Tahoe it's Forest Hill it's kfax ZTA um and so looking at what other services the county you know what other programs are out there where we could have um uh assurance that people can get either a cell uh message to evacuate or some sort of contact because we rely so heavily on plaster alert but if you don't have a landline or if you're visiting and haven't signed up wh

at you know I think those are some of the challenges that I foresee and would love some assistance on because there's products out there but which one is the right product and I'll be talking to you about you know kind of because uh former Sheriff Ed boner has been talking about FM radio and that's one of those that maybe gets around this issue of um relying on whether you have cell service or not but then you still have to have reception for FM radio and what's the right system there yeah so I

look forward to working with you on that topic And discussing to educate you know I think our community on what they need to do as well and I know we've been working on it um and then I uh also appreciate that you your input um your Department's input into the Revenue Services end of things with the transient occupancy tax and monitoring but making wanting to make sure that we're looking at the most upto-date systems there because sometimes we find we can't get the data broken out to really addr

ess what the Public's asking us on those things so that's another one that might end up in your planning plans for the future is you know how we look at that um but finally if we don't get the grant to serve Elta Dutch Flat Forest Hill all those areas um we still have member community members who really need Broadband right absolutely and it doesn't other ideas well I think we would re um issue a new application through the bead funding process for the you know the same region and I think there'

ll be more funds available to us uh the way that that it sounds like they're going to manage uh bead um and the distribution of bead funding um so you know we're we'll take another look um and submit a new application talk to the cpuc find out um you know why we weren't selected for that um for the funding I'm pretty confident that we're going to get some portion of it hopefully we get it all so yeah yeah anything else we can do as the board to um help represent those folks because often they do

n't have cell Serv service and or limited self service so they really need the broadband service more than maybe others so agreed great thank you for your help and great job on everything supervisor Landon uh I had a question along the lines of chat gbt and AI as well um do you know kind of what your timeline is for creating some policies around that so we already have sec like a really comprehensive set of security policies um that aren't specific for AI but they cover everything that applies t

o AI um so the idea is to educate the users about those security policies and how they do apply uh to chat gbt and generative AI um but we're monitoring it uh as well so if our usage goes up or the industry changes dramatically uh you know I may switch and say okay now we need a policy uh for uh AI specifically but we're also monitoring what the other counties are doing what they're doing at the state level what you know the uh Federal level you know what um um rulings that that they're making u

h there and um so right now we're not developing a specific policy it's more just educating users about our existing policies and are you educating on an individual basis based upon who's using it and not you're not doing like an online training for all employees no so so what we're doing um we're really allowing the Departments to manage their staff but we're we're offering them three things so um you know we've create we've created a list of guidelines uh for AI users uh that we've given to ma

ny departments already um but like I said earlier we've given the Departments a list of the users that have used it within a given period of time 60 90 days um and then we've asked them to review those guidelines with those users or we've offered for us to come and review that with those users and we've also offered to come and speak to the department as a whole so we're working uh through the the department leadership uh at this time but that may change as well uh in the future but our usage ha

sn't gone up too much um but I suspect you know that's probably going to be changing in the near future yeah okay great thank you and then I also wanted to Echo supervisor Gore's comments on Indigo I really appreciate all the long tenuous work that you guys have done in addition to all of our staff as well because I know it's been a heavy lift so thank you for that you're welcome super R your homes thank you chair uh thanks for the presentation I see you've got about 1.5 million in increased uh

expenses this year is your budget going to be able to manage those or do we need to have add anything to their budget uh no we've got we submitted our our budgets in December um and then uh you know the the ISF charges have gone out to the Departments with their um with their budget so they're in their budget processing or they're done with with their budget processing so those uh funds have already been um allocated to the um to the various departments okay so yeah there's no it's already been

taken care of and we we have you know reserves as well so if we have a need for purchasing uh new items throughout the year you know we've got uh funding to handle that as well okay thank you y thank you for your presentation is great Jared um I was just looking for a little information on um the broadband the that program uh like where where we're at with our existing Pro uh projects um how about uh we put a um a a board item together uh and we'll come and present that uh to you we've been actu

ally talking uh to a sound uh about that and we'll bring a sound out and give you uh an update but uh at a high level uh we've been building out uh penin and um it's getting pretty close uh to being done we've uh already turned up uh sever of the initial projects that we did that that were approved a couple of years ago uh which is like Christian Valley uh area uh and the next is going to be uh Lumis off the top of my head and then Newcastle uh will be after that uh Sheran is going to go in para

llel uh with those and then we'll start working our way uh to Auburn North Auburn South Auburn and then up to uh metov Vista uh so that's kind of the build process but um definitely uh we've been talking about coming back giving you an update and we will make that a priority sure that would be great sounds like you've got a good handle on it but I want to thank you all very much for your presentation and thank all of your staff for all their hard work and keeping all of us communicating it's it'

s extremely important in our business and yours anyway but really do appreciate it thank you so much for your time you guys yall have a great day you too okay Al righty we're gonna move on to our next County Council and our very own County Council is presenting welcome Karen how's it feel to be down there in the hot seat again well good morning um let's hope I don't blow this up okay because I don't know how to do this okay that that's the first goal I haven't blown up the system um so good morn

ing um our budget presentation with me today is my administrative Financial Officer Linda Rodriguez who is uh the most awesome budget keeper ever um want to thank her publicly for that uh for County Council we have uh one cost center and we have seven programs I think what's never really translated out when you look at uh these programs is there's individuals behind each one of these programs that's actually doing the work and I want to publicly thank my entire team and I don't mean just my atto

rneys I have right now 13 very hardworking attorneys but I also have six uh civil uh legal secretaries and soon to be three in our administrative um section they all work together as a team and the um accomplishment that we have um I think you heard it yesterday quite a bit and I'm going to say it again these are not my accomplishments I'm the face the accomplishments are performed and performed admirably by my entire team they work us a cohesive unit and what do we do um board knows but for the

public I mean we're the Civil legal um attorneys and Department that handle any of the legal issues that might come up just by the board but also the independent elected officials uh department heads and also certain Special Districts and jpa so I tried to encapsulate as best I could uh in in just really what eight months of this last of our soon Tobe former fiscal year and what's been accomplished and all I have to say is I agree with the sheriff when he said this is no longer sleepy plaster u

m the the rate R of of work the rate of challenges this board sees the the policies the programs they have increased exponentially and with it we attempt as civil legal uh Team to provide legal advice that one is legally defensible and two it's forward thinking but keeping in mind history um because history is important from the standpoint of a basis upon which you can build your programs and policies and change and evolve um so what do we have in just eight months we managed to negotiate and br

ing to the board four M us for the um the labor unions GSA PC limma PC ddaa and the inhome support services all of those came in the last eight months to the board which is a huge accomplishment in terms of negotiated agreements um I want to call out some of my staff for doing what I consider to be an incredible and um above and beyond job on certain negotiate agreements that are really going to set the pace for this board in this County in the years to come the first one is the county the Count

ry Acres solar project development fee and pccp mitigation agreement I want to commend Clayton for the work he did on this because what we did is we set a standard for future solar Farms coming into this County of what is expected of them in terms of paying development fees and pccp when it's when it's applicable the other um contract that we handled was the forensics Services laboratory building common interest agreement which just came to the board recently the first major step to moving this

project forward and again I thank Clayton for his hard work on this next Theus for the Air Pollution Control District and for WMA WMA which you just took on the 26 I want to call out uh Brett Holt for his hard work on these and what these really what these were were newus with a special district that being the air pollution district and with the jpa that being WMA of how we look forward when they want to have more Independence but are still using County Employees um as you know the WMA umou came

to your board on the 26th of March and the apcd came the meeting prior and successful negotiations on that side and again thanks to Brett for that also the uh inmate Medical Services contract this was very quiet behind the scenes but I think Daniel agree with me it was not quiet in terms of the stress level and the the need for our office to essentially stop put everything else aside and get this contract in place before the extension expired again I want to call out Brett Holt for his amazing

job in working together with the CEO to essentially find a craft an agreement through 2006 that will that is phys fiscally prudent and is capable of being implemented um finally pler one ss that sewer infrastructure agreement Rob Sam man in our office helped on this one this of course is is a major and literally ground baking as we've seen the trenches project that is really going to set the stage for economic development in the sunset area it was a major agreement it was a difficult agreement b

ut we got it done um I'd be remiss and this isn't on my it's uh actually it's it's related to the last item which is the op litigation but I be remiss if I didn't recognize my incredible uh litigation team there were a couple of cases that I want to bring up the one you may kind of yawn at this and go oh my God why is she talking about an appeal an assessment appeals case well here's why this was a w the Walmart case Walmart appealed the assessment it went to the Third District Court of Appeal T

hird District um Court Greg Warner in my office handled this now the amount we won by the way um and in fact our pleadings the pleadings that that Greg prepared were used by uh Sacramento County to fight a similar appeal now the amount that we won was [Music] 8,432 sounds like a little amount but what wasn't known is Walmart had four plus years of assessment appeals teed up to fight in court when they lost in plaster County in Sacramento County they dropped them the assessor estimates that this

could be upwards of $500,000 a year in savings to the county because we want at the appeals court uh the other two things I want to point out that were real wins in the in the court system uh was of course the DSA versus plaster County where the board agreed with the County's interpretation of measure F and the Ys versus County case which is very difficult employment uh and related excess of forest case where uh Greg Warner again tried this in front of a jury we won on six of the seven actions u

h and with only one left we were able to craft very reasonable settlement so those are the accomplishments in terms of the opioid uh this year we are uh we've already received 1,239 48 in settlement funds and just to bring back the fact that had it not been for Brett Holt um numerous years ago it's probably five or six and bringing this to the board and saying we need to join in this class action lawsuit we wouldn't be seeing these settlement funds right now there's another settlement discussion

in the works but these take years to come through so uh the settlement uh agreement has actually been crafted but we haven't heard much in the last year probably won't maybe I'll have some good news to report next year in the budget the last one um this is just something we do but it it's what we what we do in our office and what I try and encourage each one of my attorneys to do is when a department comes with a concept and often it's just a concept how can we craft that into a legally defensi

ble either program ordinance policy contract I think I I at least I feel that my team has been able to really grasp that concept and to help each department to find find a way to move forward with these let me point out a couple a few of the programs that have come to fruition or have have Revis been revised to kind of uh look at how the market is working and how we can better improve certain projects or policies or programs lease to locals funding and contract renewal guidelines amendments sabe

r City housing subordination loan and funding agreements purchas and sale agreement for the sheriff's aircraft hanger subase and equivalent agreement Mercy Housing lease Rider agreement Boat Works lease agreement Hopkins Village buyer and occupancy restriction agreement salmon Avenue property transfer agreement rioso Redwing Ranch use of funds agreement those are just a few of the the programs that or the contracts that we have gotten into place this year um I'd also be remiss if I didn't mentio

n my child welfare team I have four of the most dedicated attorneys and two civil legal secretaries who handle the worst of the cases these are the child abuse cases these are the abandonment cases and sometimes sadly the death of minors these folks work their hearts out and I have to say um and this this was actually crafted I have to give uh credit to her Mundy Keller is my supervisor for the scheme and she crafted this statement that I thought it was just it's so true to what they do that the

se four attorneys and two support staff are dedicated Advocates on behalf of children's system of care in their mission to provide for the safety and well-being of children with a focus on the preservation of families and the prevention of abuse emerging issues a lot of this probably is not news to this board um but in talking to other department has I can tell you that the uh comp it's become more complex in terms of the legal needs and the pace has has um increased significantly we're seeing m

ore and more and again I go back to what Sher Fu said this isn't PL this isn't sleepy plaster anymore we're in the cust of trying to implement major projects that were actually approved back in 20 2004 20072 2008 that those were the original plaster Vineyards riola Vineyard uh Regional University Bickford those are all now being implemented now and that growing pain with the county is something that we are trying to help with how can we manage to help streamline the process to bring these projec

ts along faster but still staying legally defensible this is something we're working on we work with the Departments we try and identify ways where we can streamline or simplify the system which is often not easy considering the law on the matter balancing board objectives and positions is no news to this C to this board and this County that the state continues to mandate uh requirements on us from homelessness to needle exchange to cannabis uh to affordable housing and how do we navigate that w

hen there is less and less funding provided to the to the counties to accomplish all these goals I can guarantee you when legislation comes down there is Anne in my office who's reading it and deciding how do we navigate this when the question comes from a department or the board how do we navigate that that that's what we do behind the scenes to assist with the board with making sure that we are able to move forward the board objectives and also navigate the state mandates um finally uh also no

t news uh we are in the process of trying to immediately fill through three of the four allocated positions that we have right now uh thanks to the CEO and allowing us to move our border into the CEO we actually have the luxury of three open offices and we're trying to fill them um sadly we had uh a six Monon vacancy with our child welfare uh Team not the place I want a vacancy due to the level of their work each attorney there by the way handles up to 300 cases a month um so luckily uh we we go

t no real good leads on that but then we had an attorney that had worked for us before who came back and reinstated that's Jason fulker and he was welcome with open arms and we now have a full child welfare team unfortunately not the same for the rest of our office our last recruitment was eight weeks we had eight applications this in in contrast to us normally getting 80 to 100 um we have now with the assistance of HR HR has has revamped its program and we actually have a brochure out that they

did an incredible job on uh so we started a new recruitment on Friday they have direct mailed the brochure to 2,000 attorneys around the state we are hoping that this recruitment will bring in some good candidates for us to look at uh priorities um again these are our basic priorities that we try and always keep in mind I have a standard in our office and that is when you receive an inquiry you give it your attention at least to acknowledge it and then find a reasonable timeline in which to res

pond to the issue it is so important that we keep up with all the Departments and of course the board questions and inquiries are always priority uh implementing new fiscally neutral policies obviously in times of budget constraints you look for ways to maintain a good morale in the office especially now that I'm down two attorneys in in front uh you risk burnout what can I do to look at ways that don't cost a lot of money but bring the team together uh in December and this was thanks to Linda's

team we actually had a sh cter um competition where every team brought a shut re board oh my God the amount of food we had and it I mean it was just one of those things that was just really fun to bring the team in and that's the sort of thing we're looking at to uh really gain more cohesiveness in our office where it's frankly a rabbit warrant of one one Hall back and forths so that's one of my big priorities this year and of course succession planning uh is so important it's important for thi

s County it's important for my office and I look at every opportunity to Mentor my attorneys to bring them forward to bring them into new areas of law so that they're ready to take up the next Gauntlet um our objectives and performance measures really haven't changed much uh they're the same as they were last year and as you see we do project that in every instance we are going to probably get more lawsuits where Pras um as the sheriff mentioned are are out of sight um and that is a constant and

our PRI uh when we respond to prorities these are actually just the tip of the iceberg most departments handle most of the mundane ones themselves and that's not to discount them but it's to say these are constant in terms of workload for departments as well as County Council our operating expenditures bundet at this year 4,996 96435 this is why Linda's here she does the number numbers and she can read numbers um no Capital expenditures budget this year um now to the Chart um this is somewhat m

isleading in terms of how low our revenues are and this is because and uh if you want more detail on this you're going to have to ask Linda because I'm not a numbers person as is board well knows and I'm not an accountant um but what happened is there was a shift of what we used to uh call revenues one of the areas that be instead of being a revenue now is an inra fund Source see I try and learn uh was for example risk management which amounted to about $600,000 that is no longer showing in Reve

nue it now shows in an interfund so it's still there um the other thing that has varied here is as the board knows theou that was executed with mmon was for the final execution was yesterday has a clause in it that within 6 months uh WMA will have their own Council versus us we uh projected in um in a more uh we basically took the entire WMA amount that we would normally get which is about 11 16 60,000 we took it out we deleted it although they have six months to do this so that we probably will

see a little bit of Revenue but in order to look at this realistically we took it out uh as of the beginning of the fiscal year so that's why you see the variation in um our our uh expenses versus revenues obviously expenses uh it is driven by salaries and benefits and of course we pay for the continue education and the bar fees which keep going up every year bless the state um this explains uh budget variances again I'm going to ask if Lyndon needs to pinch it or she's going to pinch it becaus

e I'm a little out of my realm we have asked for an increase in professional special service and here why here's why I can't afford for my 13 attorneys to burnout and burnout can be easy when you're having to basically do an overload of work caused by essentially three vacancies so by selectively finding outside legal council to handle some of the more intricate work I'm able to shift that discret work over one area we're looking at right now is affordable housing I'll probably be bringing a con

tract in the next month to the board a small contract only 50,000 but by taking some of these larger projects away my team can focus on the daily uh until we have we fully staffed again so these are all shortterm legal services contract but really no necessary um again I just explained how it is that we have the dec decrease this is the interfund transfers um and then legal services to County departments were also put into the fund so that's why they don't show up as Revenue uh nothing has chang

ed on our funded positions we're still at 31 and we have no supplemental requests and I'm happy to answer any questions and Linda is here to answer any budget numbers related thank you Karen um supervisor Holmes thank you chair U Karen thank you for this um amazing work you you your staff does right behind us there every day uh and I just really appreciate it uh it's amazing when you start adding up everything that your office does it's as I said before amazing the work that you get done I know

um many times you have uh attorneys staying late and I I observe that because when I leave at 5:30 I see Clayton pick up their red hols there some of the other attorneys so I know they're working late in order to make sure that they're they're doing the job that they're we expect them to do so I can't thank you enough for the work that you do supervisor Landon thank you um well first of all thank you so much for the great work that you and your team do I um really also want to give a shout out t

o Clayton too for his work on Country Acres and on Reena I feel like I've had a number of questions and he has super quickly turned around with answers and I just so much appreciate that and um really also appreciate the fact that you guys touch every Department in the county and um that it's a it's a heavy burden I would imagine and you guys really do an excellent job at it and I appreciate your focus on mentorship and success session planning and um I think that really speaks to your humility

as a manager of really being willing to train up good people so that we can keep the county running even at the midst of at some point you won't be here I'm sure when you want to retire so I appreciate it thank you okay supervisor Guston well I'll Echo everything supervisor's homes in Landon said Karen your team and yourself personally your dedication um weekends 247 I think and this has been an extremely challenging year uh they all are but um especially this year with a lot of questions and mo

ving forward uh how we deal with a variety of issues one of the things that I um continue to be amazed at is the resource you provide to the other departments and I know you've tried really hard and I hope we can help you get the Departments more comfortable and bringing you in early because I think so many times times issues occur and had you been asked before we wouldn't be facing them so anything we can do uh to support your efforts to be more proactive so that we get you know we understand t

he legal consequences ahead of bringing forward certain things I think would be helpful to you and I want to as one supervisor I know I'm sure we all agree we'd rather have you be involved sooner and uh I really appreciate that there isn't just a no on your door we used to joke those of us outside the county back then used to say well the answer was just always no so why ask and so I really appreciate you're trying to find ways uh to make things happen because it does uh require risk sometimes a

nd a risk that you're willing to advise us on so that we can um we can weigh whether that risk is worth our taking or not um specifically on P I was interested yesterday in the Clearing Houses and whether there's a way on the Clearinghouse inquiries if there's any movement of foot between other um County councils and other and City councils to talk about legislation to refine those I understand why the public has a right to do a PR but when it's just these clearing houses that are making money o

ff of it and we're doing all this work it seems like there should be something we could do to help I wish there was uh I know we're I'm anxiously waiting to see if the one um ballot me whether the one um initiative is going to be a ballot measure which would make it even um harder for counties uh to respond to P specifically in terms of the time frame of actually producing the documents versus simply saying we've gotten your response and we're working on it so right now we're seeing the trend th

at's actually going the opposite direction I think depending on whether this becomes ballad measure we'll see how this works you know there there are certain I know there's certain counties that actually have a dedicated staff that handles Pras but what I've heard is uh they work it through um a system you know Software System but then they have to staff it with 6 to8 people who understand what a p is and how you distinguish between the Clearing Houses versus the ones that that are individuals s

incerely seeking information so it it continues to be a struggle um the one other thing that you reminded me that I forgot to mention is we're also trying a little bit of a different model in terms of learning issues on the department level um for certain departments where we have one attorney that that is dedicated to that that particular Department we're trying a little different model we've started with the sheriff where I had Julia Reeves who's the attorney that handles the sheriff she also

handles other departments work one day in house um and we started this as an experiment to see how this works obviously I don't have the staff to do this for every Department um but we've also uh we've been going back and forth and had a few discussions as to whether we should do the same on an occasional basis with our child welfare team to be in the HHS building with their direct you know the social workers and such so that we can maybe if we're in house for one day or so we can get more of an

idea of what's going on because I think once you're there you get the energy you hear the discussion so I'm looking at that um and I'm so glad you mentioned about the no uh it is it is still that monkey in the back it's on my back of my my door that there's no such thing as no so um attorneys I I've told everybody be present listen be open and then advise the pluses and the minuses and then we move on well I very much appreciate that and again your Innovation I think that's great um I was seein

g heads nod behind you of how effective that could be having uh somebody inh house to to work directly with staff and help educate them and it's a two-way street for them to learn more about those um and finally just because I want to be proactive and I don't know if the whole board heard on NPR today that there is a bill coming forward on Builder remedy and I want to make sure that we're as proactive on that as possible so um I know that we want to uh wherever possible try to influence some of

the policies that are coming out of the state and the legislature and at least try at least try to have our voices heard on what makes sense and what's reasonable so thank you Karen thank you so much Karen for your presentation and um I think the the classic answer though that attorneys always give is it depends right it's even more vague than just no but um thank you so much for all you do for all of your staff everyone um you've been a great service to all of us on the board here we appreciate

everything you all of you do and and especially you keeping keeping uh keeping the board out of trouble that's very valuable very valuable okay we're going to move on to HHS HHS health and hum Services welcome Dr oldum and R and team yes so thank you chair Jones the members of the board um really appreciate the opportunity to come present our 24-25 budget uh this year and uh I will try really hard to stay on on on my time uh today um but you know we um H have a lot to um so but I want do want t

o pause just a little bit thanking you but also uh thanking a few other uh people um but won't have time to talk to thank everyone who really deserves um our appreciation so maybe starting with uh Daniel um uh who I know what it's like to wear multiple hats and um so thanks for your support and guidance through uh this budget process but to your whole the whole CEO team we and maybe call a shout out to our new management analyst Melissa O'Neal here for HHS but really the whole team has really be

en um supportive and pro providing us guidance through a little bit um more challenging uh B budget year um also just our our team within um HHS um so special thanks to our HHS administrative director um Vicky grineer who's across the podium here uh from me and our admin Services uh manager Denise Medlin who we stole fair and square from CEO's office a few years back um but then to the entire HHS admin team who's been very involved in our budget creation but to um our our posy of HHS directors a

nd assistant directors so 10 others um back at the ranch right who are uh listening in today and may be sending me some teams messages if I mess anything up um so I want to thank them but really our whole management team and of course our whole department of nearly 800 staff um but also you know our partners so we'll talk more about how we get the job done involves um you know Contracting out working with a lot of Community Partners and obviously thanks to the the people that we serve who make m

ake this all worthwhile um so uh also so this morning I'm joined uh by our HHS assistant director R Martinez here to my left but also with uh Vicky and Denise ac across the way maybe I can kind of see them over there um so during our time try to be quick um but we'll focus um probably go through pretty quickly on our Department's achievements and um strategic issues that we're uh struggling with and how they align with uh the proposed budget and yes we have some supplemental requests for you to

consider uh so we'll try to get to that um so but if I need to slow down please let let me know um and maybe just take a a few seconds for the Public's benefit for anyone who's watching um just to remind uh everyone of the HHS Mission our structure and how we're funded uh we have a whole presentation I just gave one to um leadership Auburn last week so happy to come out and kind of talk more about this we have a video in our website to kind of point you to to to see kind of more the breadth of o

f what we do um but just in a nutshell um so uh our nutshell mission is we're dedicated to building a healthier Community together um and that together is is maybe the most important word there um because we do it does take um really a partnership with a lot of different uh entities including the community but we do have a committed staff of nearly 800 people along uh with uh our our partners we provide services throughout the county uh so serving not just the unincorporated areas of the county

but also our cities actually most of the people we serve live in cities and we've have seen significant growth uh in both areas and recent analyses including the EPS study kind of pointing to we can expect more growth in you know throughout the county but particularly in those areas where we're already um seeing you know have seen a lot of growth over the last you 15 to 20 years um and then another U just when we talk about budget and HHS the orientation that most of our funding about 56 um come

s from state and federal revenue sources so they can be a challenging uh business partner at times but they're the one we got so um yeah by the way I need to find the clicker thank you all right so this uh the org chart slide and so we have maybe a cleaner one on our website we can also point you to um but uh I think that the take-home here it does show um 10 different HHS cost centers uh which are somewhat different from our HHS divisions um and uh and I'll talk just a little bit more about tho

se I mentioned the um you know six different uh operating or six different divisions that we have um within HHS um and then the um the 10 cost centers uh we have there just listed on this slide if you can squint really close you see um about 60 uh different programs and functions listed there that's actually um Le less than half of kind of everything uh kind of the full scope of what we do I think that's the take home from this slide just thinking about um hhs's uh scope and breadth and and comp

lexity is um PR pretty significant uh we are you know the largest uh County department um some of our actually most of these cost centers probably could be departments um by themselves in fact in many other counties they are and so we really defer a lot to um them our you know especially our division uh directors and the whole management team in these departments their subject matters in their in their areas and so our role kind of at the department level is is to support uh those those division

s and not get in the way of kind of these important functions but to try to supplement and certainly I think we we were the first Integrated Health Human Services Department in the state of California and I think that um that model has been copied by by other counties and so I think it does have a real benefit to try to weave all of this together uh for the people that we serve but also yeah on the budget side administratively we'll talk more about having a nice Diversified portfolio so that whe

n we do see a cut in one particular program we have seen that over the years where we've had to adjust and pull back um on certain programs um but still you know able to for instance place our employees some somewhere else there's always plenty of work kind of uh if we have a nice Diversified portfolio of services so probably anything else you to say on this one um just I mentioned that these don't exactly align with our our division so our um Human Services Division which is actually our larges

t division um covers most of what's this cost center of client Aid um and also housing and veteran services which was its own uh previously was his own department environmental health and animal services are split out here into two cost centers but they uh belong to One Division all right so next slide just looking at our accomplishments um I mean given the scale and breadth and complexity of HHS was talking about this was an especially a challenging uh task to try to narrow down to three to fiv

e accomplishments for this slide so um we elected to highlight some accomplishments that were tended to be more cross Department kind of across Department wide or um across multiple divisions at least but we I did want to acknowledge that we've had so many of our divisions and programs with um significant programmatic accomplishments over the last you know budget year and uh some of them you know have received uh awards that have come and been presented to your board so acknowledging that that w

e just have a lot of high Achievers in in our department um and so yeah kind of like my four daughters here it's hard to pick a favorite you're always if you give praise um so these are um it's a challenging but here uh you know with these accomplishments sort of these are department-wide um accomplishments that we wanted to highlight and there many more even at the department level um the first uh really and this was not just Department accomplishment it's really it takes a team and this is wit

h CEO with uh including Becky uh who isn't here but I hope she's enjoying her uh retirement assisted in transitioning the regional homelessness response effort to a permanent structure under the local Continuum of Care um and uh so actually we have another um of a local government advisory committee that's been uh now having its third meeting next week and really continuing a lot of that dialogue particularly around um discussion around a South classer navigation Center but other um you know dif

ficult topics I mean I'll say this was uh you know the the first time really in that I'm aware of in this County's history where we've had the county and the cities uh getting together on a sustain bases for over two years kind of talking about an issue and we took picked a really tough one on homelessness but um I think that has paid some real dividend with increased shared understanding um improved relationships and so we look forward to continuing that work um the second bullet here on um kin

d of two things in our safety net Health System um just in the last year we um onboarded a new medical managed care plan a partnership health plan which uh serves um nearly 60,000 uh plaster residents um and so that's been um very successful they're they just kind of finished their first quarter of this transition um but also we've um collaborated responding to Cal aim we'll talk more about Cal aim in a little bit um but this is the California's transformation of it Medicaid uh healthc CARE prog

ram lots of opportunities here but lots of challenges and so this is an example of something some cross Department you impacting uh many um of our HHS divisions but also other departments um including in public safety um and and others and so this has been um a huge effort and appreciate our team's work on this um the third bullet and uh you know can't say this without smiling just came from uh the HHS Center uh this morning so we're you know fully occupied uh the HHS center it's really already

we're seeing how it's transforming um the work that we do uh the you know having a much more welcoming environment on stop shop for our community here in the mid plaster area um and but it's also you know behind the scenes again continuing this vision of an Integrated Health and Human Services Department where we're having just a lot more ability to collaborate uh with each other across divisions but also with the community so having you more convenings and and helping on some of our strategic p

riorities the fourth um accomplishment here around um creating the HHS committee on advancing and promoting Equity or Cape which really aligns I know some of you are on um uh other initiatives and there's the plaster County Transportation Planning agency in seog uh that are that are um have their own Equity initiatives and this really is is aligning with that but having um uh staff representation throughout all six of our divisions and lots of different uh places so leading uh really providing l

eadership development for staff um uh throughout at any place you know kind of understanding that they can lead wherever they are um and promoting equity and getting feedback um and really serving as advisory committee to our our leadership team um and then uh the last Point um which we're really proud of and again this was a a team effort with a lot of folks but with a lot of help from HR successfully recruiting new Talent uh we decreased our uh vacancy rate to under 6% now it was much much hig

her than that it's kind of a few years back and and so that's lower when I talked to my colleague um and other you know departments in the region we're we're much lower actually in health care we're doing much better and even other versus other County departments here in plaster County so really uh appreciate uh and are excited about that want to keep driving that lower so row anything on the accomplishments yeah maybe just a couple of points um so one just around homelessness I think uh um this

effort this Regional effort certainly went a long way to contributing to number one articulating a goal but then also maintaining and maybe even Advance making advances on that goal of maintaining the lowest rate of homelessness in Northern California so we've seen some slight declines over the past three years and indications uh there's some indications that that Trend will continue locally um and maybe the second point just around um the healthc care safety net um so these two initiatives sor

t of a a transition to a medical managed care plan and calim also go a long way to contributing toward our goal of uh being one of the healthiest counties not just in California Nationwide and certainly when we look at sort of Health outcomes sort of quality of life the length of life and also those factors that influence those things uh we continue to move in the in the right direction and so this these two initiatives certainly go a long way to to not just maintaining But continuing uh for ple

r to continue to make advancements in health outcomes and those factors too thanks right thank you um so maybe moving on to emerging issues and um priorities uh so kind of sustaining this high performance um with we have a kind of a few challenges here policy shift um we mentioned medical there's um changes including CA but also changes in eligibility and so that's been we had redeterminations and our Human Services team really took on a significantly increased workload but also just sustain tha

t was a um some one-time increased uh workload but also some sustained shifts in eligibility and more people being being eligible not just for medical but for a lot of different Services which is um really driving uh a lot of increased workload um demand for Community prioritized uh programming and we'll talk more um one in particular I know the the grand jury kind of weighed in on veteran services on our veteran services Council but that it's just an example we've had that on on homelessness of

community groups who come in and say well hey we want it done done this way sometimes those uh don't have state and federal dollars and so um trying to and that's that's we need know probably this board's help and how do we prioritize those types of uh requests um so that's been uh challenge um continued population growth I mentioned kind of especially in the Incorporated areas uh we've seen over the last 20 years um over 25% uh growth in the population that we serve especially in um Roseville

Rockland and Lincoln but kind of the projections I think we're all seeing is you know continued uh growth uh there which I know is impacting um all of our departments but I'd say you know with HHS and our mission to also serve uh the cities is maybe has an even greater impact and then the workforce pressures that I know I've heard other department HS talking about even though we have been able to get our vacancy rate down continue to face um you know significant U Workforce uh pressures there so

but how do we with those uh all those challenges how do we keep U you know the people who in this in this line of work and the helping professions really want to provide a high level of performance that's why they came here to plaster I'm I speak for myself right um and so that that's that's a challenge even for I you know heing Karen talk about uh the morale is like people went wanted to do a really good job and so how do we keep providing you know doing a really good job and serving our resid

ents while we face those challenges um and so how you know how do we address those challenges we will be talking about we're later discussing uh funding for uh 20 supplemental uh POS uh positions U that are again mostly funded by uh state and federal sources um and uh you know maybe some other ideas about how we continue to address those challenges so the second bullet um and this relates to the First on policy shifts it's just continuing to track this so we're uh many of us are not you know som

e some did uh Health policy uh fellowships or or did you know majored in political science or something but I think increasingly we have more of a team of people who are really tracking uh these policy shifts including I know you've heard some about proposition one which looks like did pass and we we got to figure out what what does this mean um it's examining both the short and long-term impacts on on our programs then the third bullet around just ongoing involvement in these strategic Regional

efforts to address homelessness and strengthening our safety net as we take on more prominent role in convening stakeholders and uh um getting getting together on on priority issues uh so this slide which uh you know we have a lot of uh different objectives uh what I'll say uh uh here is again the the idea was we were we had some of these objectives that are Department uh wide some of them are more specific to U individual divisions or that cross uh over um multiple U multiple divisions um thes

e are aligned with our strategic priorities um and you'll you actually on the next slide is probably more meaningful kind of seeing what the performance measures are that are aligned um with with these um so um but I will say um more than half of these objectives uh contribute to the Strategic relations and Community engagement um priority in the uh critical success factors or um Andor the Innovative and grated County Services so um we'll focus on those on the next slide here which have a little

bit well you can't really you know see see many of those either but I'll highlight a few of the performance measures U R's already mentioned in the the first one here um uh under link to objective number one uh the number of individuals reported as homelessness of homeless countywide uh based on uh the HUD definition of homelessness I know at their last COC meeting some discussion of different definitions of homelessness so this is our point in time count number number uh which we do anticipate

will be uh published here in the next couple weeks um through um our local continu of care plaster is one of eight members of that continu of care that includes our cities but also um service providers um uh and that those are um so that that process uh we we do every year we have seen uh looks like at least for three maybe for four four years in a row um a slight decrease in the rate of homelessness which we're uh happy about especially when we talk to our friends in other counties we don't yo

u know we don't who are not uh seeing the same thing um I know uh Morgan talked uh yesterday about um the this fentanyl poison poisoning epidemic um so this has been something we have been tracking just overall o opioid overdoses uh over the last decade or so we created an opioid Coalition about a decade ago when is more related to prescription overdose deaths um but uh definitely fent know the um it's just ubiquitous now in any um illicitly manufactured medication so continuing to partner again

this is not a a single performance measure for HHS it goes across many county departments but also with cities and with education and a lot of other partners which I think is more uh the the usual the last one I'll call out um well maybe not the last one two more uh County Health rankings um this is the Robert Wood Johnson County Health ranking so we've always liked to be in the top five of those there are a lot of things that go into that we're uh you know hearing that they're going to stop do

ing the actual ranking so we may have to retire this one but we they'll continue to um give data on kind of where you stack up but maybe um you know this this go because we've always wanted to be number one but they've uh retired the metric maybe before we had the opportunity to do so and I guess the last one I will say because I just got to meet with our psychiatrist and other psychiatric mental health nurse practitioners uh this morning and so this is really something I'm proud of personally a

bout our uh first Psychiatry appointment offered for for visits so getting uh people in within a couple weeks of of a request um which if you you know have Commercial Insurance you may not be able to do so and so we've really been and I'm invested in this because if we don't make this sometimes I get in the game and start to see you know some patience to get our access down and that you know almost never happen so kudos to that team we've speaking of recruitment had a very stable team of psychia

trist for at least five years or so again which is very unique and we've successfully um repl we had one uh our child our only Child and Adolescent psychiatrist retire uh in the last year but we're able to replace her pretty quickly with a new graduate from UC Davis training program so shout out to our psychiatrists and nurse practitioners really the whole team um at the asck and Seck of maintaining access to behavioral healthare which is so important anything else on metrics I'll we doing on ti

me yeah halfway through so um I'll try to speed it up a little bit here um but uh on this this next slide of you know operational and capital expenditures um I'll just say you know we propose um an increase uh of our total budget to $314 million um with almost all of it allocated to operational expens expenditures again uh about 5 six of hhs's budget is sourced from state and federal funding um for for many years now both the state I know we're talking about kind of potential state and federal b

udget um situations Cuts in some areas but uh the state and the feds have uh largely uh uh prioritized um investments in HHS um including safety net Services um Behavioral Health child welfare a number of different areas so in general even looking at the governor's budget and um you know there's a few programs and we'll talk more about in a minute but o overall U most of our programs seem to be um you know preserved um in the the budgets um uh that that we've seen so far so again uh we we overse

e a lot of different programs and that's one of the the advantages of that integrated model not just for the uh people that we're serving to have seamless services but also on the funding that if one of them goes away we can off and replace with with something with something else um I will say we've um experienced some growth uh in our in our staff um over the last few years and we'll talk more about that on the next slide um and so want to thank your board for that um but in in many ways the in

vestments in our programs um uh they uh our our capacity you know have uh from from the state and the feds have outpaced our ability uh to to respond to to Staffing and so we've contracted a lot of services out um really over the last 20 years and so um certainly when we compare to other agencies across the state where we've been contracting out a lot more um uh and uh that that model we continue uh to use we're not averse to you know we think of examples of and also regionalizing our Public Hea

lth lab uh the medical clinics um that we contracted out and and saved uh you know five $5 million on that one a year on that one um that one move so um we're not averse to making uh difficult choices if if we have to to do that if we get into another um challenging budget environment on this slide just looking at um kind of Revenue and expense expense comparisons I know the the ones on the two on the left are actuals and then the two uh bar uh graph kind of bars on the right are um of are adopt

ed and then are uh working or proposed budget so some uh again some increase uh you say kind of uh comparing those two um there uh so increase from 20 uh 324 to 2425 is what's being proposed about a A1 million um increase you'll see those match the expend expenses and and revenues match pretty closely there anything else on and then um as far as our major budget variances um just a few things maybe to point you to um you know like all uh I think I've heard all the other departments we've seen a

significant increase in um salaries and benefits related uh to the 4% wage increase for all of our employees for all um but then also uh the 8% increase specific to the client services practitioner uh positions and so that's um uh we you know as far as um you know the state and federal funding can cover a lot of that but we'll talk about you know some of the Gap that we may need um some additional general fund to to fill with those salary increases there's also been um significant increase in su

pport and care of persons um including Cal Aid Works Cash Aid payments um we talked uh you heard before about theu with IHSS that was County Council so we appreciate them helping to negotiate that that did uh result in um a $2.9 million increase um I've seen an increase in uh housing vouchers as well so a decrease in Foster uh care placements and then a decrease in um professional and special services related to permanent support of housing um uh in the last year El on yeah maybe just on the fir

st I'll say that uh um sort of this has also gone a long way to uh retention efforts that we have and so and our ability to actually drive down uh vacancy rates so just appreciate uh the direction and support from the board in that regard thank you yeah I we'll say on the um that last bullet around the um expected decline of capital costs associated with permit support of housing I think there will be speaking of prop one will be opport unities under prop one to uh you we've been really successf

ul in um you know the sort of one-time funding um uh home key uh rounds one and two we weren't successful in round three but rounds one and two had some success um getting funding for permanent support of housing but also through the behavioral health infrastructure uh grants and kind of drawing those down but that one time and so there that's the you know there's some downsides of prop one but one of the upsides might be to have a more sustainable funding source for both you know permanent supp

ort of Housing and Behavioral Health infrastructure um and I'll move on to talking about everyone want to talk about is uh positions so um so here you can see the the changes in the funded positions like I mentioned over the last um uh few years we've seen um 41 positions um added equating to a 5.4% increase and again we uh really value those editions when I go back and talk to you know we have some staff who watch these but you know kind of they hear about the and just appreciate the fact that

we are hey we need we need more help and so um adding more positions people really appreciate uh that and that it helps get the work done again because people want to do a good job um it's worth noting that um you know even with these expansions um we continue HHS um continues to maintain one of the lowest Staffing per capita rates uh Statewide uh Again part of the um EPS uh study we looked and kind of talked to other uh counties in uh that the comparison counties um and we were the lowest by fa

r as far as the Staffing U per capita for any of the other uh 10 comparison counties right um so uh yeah you might say how like how did it get to be that way um going back actually even during the move I looked I found some old budget books and memos and that sort of things I think it around 2007 there was a strategy of uh of cutting back on some HHS services so when we look at uh it's it's hard to find the exact budget numbers but on the number of filled position positions uh even with this the

proposed increase that'll get us back to almost to where we were in 2007 as far as the positions and so again we we were able to manage because of uh Contracting things out of moving things around we've had programs come and go but that's generally the reason um and I think it's largely to uh has worked out well we talk you know have a lot of Community Partners who do do great work but especially with some of these changes like with calim u they're having their own Workforce challenges and taki

ng on some of these things has been quite quite alling for our community based organizations um the the other thing just uh you know I talked about maximizing our Outsourcing um as far as the the number of filled positions um uh and so anything else on on this slide to highlight no just that uh also and I know uh today is Child Abuse Prevention we're celebrating Child Abuse Prevention month and uh we've seen uh lots of focus on child welfare and that's also that's one of the areas where we're no

t able to Outsource as much of those Services we're actually obligated to uh perform any of those duties with uh County Personnel yeah all right so to the uh the supplemental requests the next two slides outline uh 20 supplemental requests across three of our six divisions um adult system of care children's system of care and Human Services so with these um additional positions that would increase um be represent a 2.5% increase in HHS Staffing um several of these requests were deferred from las

t year uh when we were encouraged to bring these uh requests back as off cycle requests early in the fiscal year um however uh to date these uh off cycle requests have not been um approved and I think our vacancy rate was part of that the HH that we had a really high vacancy rate at the time uh we have worked to get that down so as I mentioned before now under under 6% and trying to drive uh that vacancy uh rate lower that's our department-wide vacancy rate we have certain uh divisions where it'

s much lower like human services in particular I believe is around 2% and in some programs they have no vacancies yeah and Human Services is by way of uh uh to look at scale 256 uh positions and hovering around sort of one and a half to 2% vacancy rate for for that uh division so most of these uh proposed positions are fully funded with state and federal sources um this includes uh several Client Services counselor and practitioner uh positions P primarily in our systems of care um just breaking

this down it's tough to kind of follow the the slide here but with an ASO there are eight uh proposed positions um six of those counselors and two practitioners uh what are these four um a lot of them are actually kind of getting ready for some of these Statewide initiatives or some of them have already been implemented um including uh care courts the Cal aim Justice involved um uh initiative um proposition one um sb43 which expands 5150 uh who's eligible for 5150 and for conservatorship um and

then mental health courts we've actually seen U about a 12% increase over the last uh each year over the last four years in mental health court cases and so we actually expect even more of that as we loosen up who's eligible for these services and so that's a lot of this um in fact a lot of it's geared towards our full service Partnerships fsps you may hear about those which are largely uh contracted but they're running into um ability to continue to uh do at more of those spots we're going to

need a lot more full service partnership spots in order to meet the demands of some of these um Statewide initiatives including care courts which really largely focus on um the most the people with the most serious mental illness including those with psych psychotic disorders um eight seven of eight of those positions within adult system of care are fully funded um and depending on productivity um some may actually be able to generate even more Revenue than they cost under Cal Aim so it's really

more towards kind of a traditional Healthcare model um and and we're moving towards capitation and so there's some maybe some Financial incentives for us to um you know provide more services now so in a capitated model um there may be some strategic advantages um there under under payment reform so we can BR bring in more federal funds participation but it's in a stronger position for capitation um there there is some general fund in there ASO a ASO request um uh just for for one of the positio

n to help fund one of the counselor positions under IHSS again that was one of the positions that was deferred from uh 20 uh 23 24 uh in seeso um five positions two counselors and three practitioners um one counselor is for a new legally mandated Child Welfare Services Under SB 384 which has funding $142 million of Statewide funding to enhance family engagement services to the life uh of a child welfare case uh this new mandate requires that individuals are solely dedicated to performing these e

nhanced family finding effort so that's why it needs to be a a new position the position can't is not allowed to conduct any other types of child welfare services so must be solely dedicated to that activity uh one counselor is to support behavioral health intensive uh uh inhome Services the Intensive in Home Services counseling program um this program generally referred to as wraparound offers intensive uh services to parents caregivers and Guardians uh of uh children and the Child Welfare uh s

ystem or in probation and then the three practitioners one is to supplement the current mental health Team due to mandated State um calaim eligibility uh uh requirement changes um and then the some case load data I got the case loads for clinicians have increased by 161% over the last few years so just a lot of demand for um child welfare and child Children's Mental Health Services that these uh additional uh proposed positions uh help to or that's the hope that they'll address and then two are

to uh provide new mandated Services Under the uh family first Prevention Services act or ffpsa uh which will enhance supportive uh Services for Families to help children remain at home and reduce the use of unnecessary congre care placements by increasing options for Prevention Services and increased oversight and requirements for placements and improve services to older and transitional age youth so this uh gives the state's ability the ability to provide services to former Foster youth up to a

ge 23 who have aged out of the foster care system as well as expanding eligibility requirements to Education and Training voucher programs so a lot of details on that and I feel like I'm the Micro Machines uh you know guy trying to tell you about all those I I'll just end by talking about the the three the four positions from Human Services the three counselers and one um senior eligibility uh specialist there are two new counselor positions to assess uh assist with case management within the co

works Employment Services Program uh coworks in plaster county has um seed a significant increase in case load by about 85% and in total cases from where we were in uh 2021 um and total individual increase of over 100% um since 2021 um so uh and maybe I'll um kind of jump to talking about let's see um the uh for the maybe the last uh position here tracking for yeah well we have one from um the IHSS uh Public Authority uh that has had 60% increase in case cases um uh over since uh in the last few

years um and that believe that one is um fully funded now uh this one was also brought forward uh last year and then in veteran services I mentioned this before this these were two um you there were a number of the grand jury recommended a number of Staffing additions and also pay raises uh so this does not go as far as was um uh proposed by The Grand jury but I think we wanted to be responsive to that and bring forward some um additional positions related to uh for veteran services um I'll say

we we have um had some success in improving U the amount of services delivered in veteran services so in this case it's kind of the victim of we've done more marketing and so we're having we're we're doing more cases um than than we ever have before um but I think now now we're getting inundated with even more claims uh coming in really because of the success that we that we've had so R anything El to say about the veteran services position no I think I think that's right there so lots of work

done to uh catch up on the backlog of cases from from a few years ago and as Dr Rob pointed out lots of uh focus on marketing and uh we've got I think a a plaster County's home to 27,000 uh or so veterans here so uh uh and that office works really hard to help uh veterans navigate sometimes the Labyrinth of services offered through the Veterans Affairs admin uh department so uh so yeah thanks and and the last Point around that there's um so the uh calvet uh provides some subvention funding and s

o there's a potential that you know and we've been very productive in fact when we look at our productivity numbers versus other counties we're kind of knocking it out of the part ahead of the six other uh counties that we compared uh to and so there's there's really a a hope that that all of this doesn't have to be General funded that we can uh at least pay for some of this eventually with productivity through calvet but um in in general um you know I think that there these these would be gener

ally funded positions and maybe with with that um I will hand over to um to Vicki and and Denise who uh can tell a little bit more about uh under the the general fund contributions um you know uh we talked about the positions but also some other other things that we need to discuss good morning board members Vicki graner I'm the direct a director of administration for HHS and I want to explain the ask for $1.9 million for the general fund contribution this is the amount that we would need to bal

ance the HHS special Revenue fund which consists of nine of our cost centers it excludes the housing authority and IHSS Public Authority as those are separate funds so the main um portion of this that is the increase the $6.9 million of salaries and benefits increases that we spoke of earlier uh we would ask for about 1.25 million that we would have a shortfall from our revenues that we would be able to generate there is also um an increase in County Council costs and we will happily pay that um

we can generate some funding to offset that but we're a little short um as well on that and internal service funds also had a few increases and then we did lose some funding um through the state for expanded um subsidized employment and loss of family stabilization and we'd like to continue those valuable programs so we're asking for your support for general fund contribution so if you were to consider this ask to balance our fund we had a threeyear average um through 2021 and 20 uh 2223 of 17.

3% County general fund contribution to balance the HH special Revenue fund this would be asking for 16% if you included all of the position requests and this ask um so we feel like the HHS Deputy directors and their teams and their staff everyone has done a fantastic job to find as many funding streams as possible and layer them to ask for the least amount of money and have um um less Reliance on County general fund support um and I just would like to um mention that HHS um Administration deferr

ed our our need for positions because we really are supporting the the need for programs to get their positions first so if those materialized we would come back later at a different date and ask if if we have increases increased needs if for Staffing um the other uh the the next line item is to balance the housing fund um as you know that fund stands alone and we we've had many um increased housing vouchers and the cost of the vouchers has increased and so it's a very valuable program to be fil

ling the specialty housing vouchers with mainstream and Vash so um we would just be short $ 68,9 32 in order to settle that fund so thank you for your consideration in June great thanks Vicki and one one thing I will say um Vicky mentioned the um loss were we asking for some general fund to help make up the loss with cow works family stabilization and expanded subsidized employment uh you know that's just a propose right so the the legislature has a say in that as well so we're not giving up on

that completely I know The Advocates are really pushing back against that change because they really see the value of of that program um on family stabilization on um subsidized employment some things that really help move people into employment and out of you know families keeping families together and even opportunities to work with uh across you know with seeso with um our child support services Etc so not not giving up on that one yet but I think it's prudent to uh given that this in the gov

ernor's bud budget to put for forward to patch that hole until we can figure out what else uh you know how how we want to preserve uh those services so with that um anything else just one last thing I'll just say on the housing voucher so uh Vicki mentioned mainstream and Vash so those mainstream serves uh people with uh disabilities that are also at risk of homelessness um and bashes for veterans so there's been lots of efforts to reduce veteran homelessness this is a part of that puzzle good i

t worked I marked um so this is a a part of that uh uh puzzle and the team over in our Housing Authority in partnership with the Roseville Housing Authority which actually has more housing vouchers than we do in plaster County uh has done a lot to subscri to more fully subscribe those uh vouchers in the community so thanks so with that and yeah sorry we didn't someone told me we should do it in 38 minutes so we 40 minutes in 30 seconds so we but we'll take any appreciate any questions that you h

ave and once again thanks for the opportunity good job okay let's start with h supervisor Gore thank you very much appreciate uh presentation and the hard work and I I first want to say thank you because I have relied on your team a lot um the last especially in the last year as we've discussed homelessness and housing and so I just really appreciate your quick response you Raul um Amy I've asked a lot of questions um and a lot of questions around proposition one which I know that you all will w

ork through um um and I know that you'll figure out a way to do it right because we we've really relied on our nonprofits to provide services I know they're concerned about not being able to continue doing the work they're doing through the county uh so I just I know you'll keep us apprised of what happens there but I just really appreciate your work um one question I noticed there was an increase in the housing voucher funds like 1.2 or 1.7 um so is that because the costs increased for the vouc

hers or do we have more vouchers both we have more vouchers but the cost of the voucher increases because the cost of housing has increased all right and that's helpful thank you sure and thank you thanks for your ad you're asking lots of questions but good questions I think this has been you know appreciate your leadership in this process of getting you know we're all becoming more um more experts than we were a few years ago on homelessness so appreciate that continued engagement you know help

s all of us uh learn learn more about this really complicated issue so thank you supervisor Landon thank you um well first of all I'm just such a huge admirer of all of your team I think you just do an amazing job um and I think probably one of the greatest responsibilities and you touched on it that we have in local government is to help build healthy communities and what you do is help build a healthy community and so I really appreciate that um and I think as we are moving forward especially

I was thinking as you were talking about our rezoning with Reena and how we are going to uh very likely expand our numbers of multifamily and low-income housing in the county and much like Public Safety being a huge priority and thinking down the road of okay we're going to have this huge population growth um really looking at the Dynamics and the demographics and things that are going to be changing in plaster County and having services available for those people so that we can continue to main

tain our quality of life because um I do believe that um having great Services here is part of the reason that we have a good quality of life because we help catch people um hopefully before they fall off the waterfall so um I did have a question on um the the decrease in Foster placements um since it was such a large dollar amount I was just curious what the story was on that yeah we were we were asking twia about that this morning you know and and so this one is is uh complicated um as far as

why um and we may have to follow up with a more extensive answer uh with you uh about this but uh R any takeaways that you had from that conversation there may be a couple of factors at play one of which is um sort of reduce cost per case load uh you know the county transition from sort of group home models to placing sort of uh uh young people and and other kinds of settings so I think that's part of it too but I think there's there's a little bit more sort of to it than that uh there's also um

Services sort of urgent crisis Services um at play so um I think it's that requires maybe a little bit more of a followup but there have been some big changes within that uh system okay great thank you and then um just to kind of put on your radar too um we'll I'll reach out to you but um I would love a briefing on the housing vouchers because I don't understand anything about them so so I will reach out to you to get an update on that we'll do thank you supervis your homes thank you chair um D

r Rob R I can't tell you how pleased I am to see that new building and you actually have all the departments in Under One Roof the parking lots full you have parking for your employees it's amazing and I want to thank Steve Nome for and your team for making that happen it's amazing uh facility I've had actually had two meetings in there one with the mental health drug and alcohol Advisory Board and one with the older ad adult advisory commission uh and it they're energized that they're in this n

ice building instead of meeting in the those old buildings we we don't need to name them U but anyhow they're really energized and really enjoy being there uh I've got a you know my good friend Elden loose is always talking about our aging population and one of the concerns as our population is aging uh there evidence of cognitive decline in many of our older older adults don't look at me you're talking so I know that it's an ongoing issue and maybe um our Health Care system isn't prepared for t

hat or even to diagnose uh some of those issues so is um Amy Ellis her team looking at some ways to more manage that or more more understand what the issues are yes thank you supervisor Holmes and um and maybe this actually dovetails a little bit with some of supervisor Landon's comments about you know thinking about the future and partnering more understanding you we talk about the growth of our population but what does the population of the future look like and working with you know cedra and

planning uh so we've been watching some of these you know hearings watching you know kind of the general plan and yeah um of our questions is can you tell us more about these growth areas what's the demographics like how many PE like and so historically they haven't so they're they're thinking more about that because it's like it impacts all kinds of County uh services including uh HHS but to your point around you know you know are aging uh certainly um and there are other counties that have eve

n you know know Nevada county has even more of a an aging uh population it's going to thinking about that yes within adult system of care that have programs but also we have we're really proud within Public Health uh uh we this in this case now she's the um State uh at the state she's a Department of Aging but she sat down when she was uh with at the Alzheimer's Association and sat down with me uh to say well how would we design kind of a program to address this and so plaster applied and got uh

one of the few uh grants both from the state but also from the the feds to CDC um have uh you know to address um a the healthy brain initiative is what it's called but to address kind of Alzheimer's and other dementias and having community so we talk about kind of Individual Services but that to have and one of the things in our strategic plan around health promotion and Equity so building not just delivering services on an individual level but building a community so making it easier to live i

n a community if you for instance have a a disability if you have Dementia or even if you're just as we get older to make it easier to um stay in our homes to make it easier to have a you know to be connected to one another and so expect more from us about thinking about that into the future especially yes when the adult system of care team um the public health is really doing some great work and has done presentations kind of leading around the state about thinking about um the issue of um agin

g and and dementia in particular and how can we have communities that are um designed uh to to better address some of some of those emerging needs so some of the challenges are with the you know family that is trying to be provide care that really is a stress on them and a lot of times you'll see folks the carers decline uh and so it's it's hard to um tell someone that they they're have cogn decline it's really a touchy subject because as you said folks want to stay in their homes but if they're

not safe uh can't care for themselves it's a real challenge so thank you yeah and and I I think R has a comment but uh I also want to say it's really expensive right so we talk about saving you know it's like doing the right thing but also saving you know seeing if we can save money and so you know the uh having people go into long-term care right it's uh we especially on our Medicaid system because often that puts a huge uh stress and like no no one wants that for their family members or for t

hemselves and so building a system U so it's it's one the right thing to do it kind of promotes healthier communities um but also it it hopefully will uh have be be more fiscally uh sustainable say uh two comments so uh for you supervisor Holmes and thanks for your longtime advocacy for the HHS uh Center and so got L lots of rooms and invite all of you to make uh use of that space um I would say to uh one of the uh access for seniors is really important and one of the things that we've done and

certainly this is a piece of a a larger puzzle but is also our 211 system right and so you know continuing to rely on sort of a simple system uh where folks can uh get uh talk to some someone in person and actually someone local a call agent that sort of knows our uh community and that's been really successful and we've seen uh growth uh particularly among sort of uh uh older adults in in U utilizing uh that service and then just back to you quickly supervisor uh Landon if I just may uh so we wh

en we talk more about kind of foster care sort of the it's um reductions to the Family Urgent Response system which sort of helps with placements uh so there's been some Cuts there and there's some specialty vouchers for uh bringing families uh home uh that uh that have that were experiencing some some level of cuts that's why was really fast on the draw on teams yeah so shout out to Jared and his team for new update on teams yeah can supervisor gipson thank you well kudos to your entire team an

d the breadth and depth of services that are provided I think we all agree on that um I wanted to call out a couple things that maybe um I want wanted to thank you especially for is the uh veteran services and the additional support there we've seen so much turnover there and really trying to find that continuity of service and Outreach to the veterans um are critical to our County and I appreciate that and then Rob also your um your participation in the Tahoe trucky homelessness uh advisory com

mittee while the numbers are very small up there it is a growing issue and I appreciate uh you participating ating in that process um I had a question on the point and time count when we see the reduction we know the reduction by areas of the County uh yes um but I would say expect it's delayed so those kind of local data numbers come later in fact we'll we'll probably be one bless you one of the first um uh if the if the C continue of care publishes in the next couple weeks which they I'm heari

ng that they will will probably be one of the first out I haven't seen any other jurisdictions but um that that'll be count wide and there'll be maybe some demographic data that comes out then but usually the jurisdictional specific numbers come out later in the summer um but yeah then you can see we can track those over over time that's what we're hoping and working with the COC to do more data analysis with that so not just there's not just a count that comes out um but also that we can can be

able to track some of those over time one one real change that we I think we can expect like I said the the the total count seems to be going going down um but sheltered uh keeps kind of creeping up again gradually but especially we know in South pler that's where most of the people experience who who are experiencing unsheltered homelessness uh reside and so that's that's one but we'll hopefully be able to get those jurisdictional counts out sometime this summer I think that would be really he

lpful to our um addressing the Public's concerns and perceptions um whether they're you know valid or not we need to to try to establish those facts and help them understand what we're dealing dealing with because we hear a lot of concern about that in specifically in North Auburn but in other areas too making sure we know that um and then uh let's be as proactive I know you're going to be proactive on the prop one impacts so that whatever we need to do to prepare as a county for any potential C

uts or changes in services and then finally this might be a dumb question but I want to go through you had 20 supplemental requests but the last two are the only ones that cost us money is that correct because you're moving money between accounts is that almost right so hand off to Vicky but see there's a few others I mentioned have a little bit of general fund but those two from veteran services were at least you know kind of um almost fully well that's that's the way we have it budget is is fu

lly General funded that even that has the asterisk of hey maybe we can pull down some of the calvet um uh dollars based on workload units but Vicki can take it from there well maybe just give me the total then because I I can't add all these numbers but looking at yeah the total for the supplemental uh position requests for all 20 um is $37,800 veteran services being 217 602 of that okay so there was just a tiny piece um for an ASO position and and then the fund balance the last two items on the

supplemental request the voucher the housing fund and the special Revenue fund oh you want a total for the one the one I was just looking at the I mean I have that for me we're looking at a lot of different departments so I just was trying to keep a running total on the supplemental requests I have that I'm sure maybe Daniel's team has that in summary somewhere yeah we've got we've got those numbers just not the SL okay don't then don't we'll we'll get that that's okay Vicki that we're good I t

hink I I think it's one 1. n81 for that was the that was the number you gave us before and it it's just made up by a lot of moving in and out parts so the way the chart reads it was hard for me to track it I just was Mak supervisor I think that I mean I think there are two different requests right the 300 and something thousand that Vicki mentioned was a specific general fund ask for new positions uhuh and then there's also a 1.9 million ask just to balance hhs's budget which would be that Gap w

ould be made up of any cost increases that aren't offset by other Revenue sources so any position increases labor increases as well so there's a I would I think of my quick calculation was almost $2 and A5 million do is is a total request okay great thank you I appreciate it very much and thanks again for all that you do thanks chair thank you for your presentation um I do have a couple questions on veteran services so it did it wasn't under HHS previously is it you uh no I think that's about fi

ve years ago or so that it moved into HHS is that right that's right yeah yeah oh okay okay so um I was just a little curious on your programs you don't really have anything listed under veteran services like you do all the other cost centers on the cost center SL they only have one program that is they didn't Services okay yeah so for the other cost centers the umbrella of everything yeah I mean basically it's it's a program it used to be a department right but it's um uh the size is actually s

maller than most of our other programs so yeah yeah I can well sort of imagine I'm just curious so you said that the grand jury weighed in were there shortfalls or something that that had needed attention yeah I think they were they were recogniz maybe again doing some of these comparisons to other counties and and work certainly looking at the workload and seeing you know um and that uh especially as we get more business um you know uh going out and doing more marketing that workload increases

and so there are some some wait times for services and some some other things but they were just advocating for additional resources for our veterans which you know we totally appreciate and U you know I think I think it would be very helpful I I'll say know this idea I mean and I appreciate your board has encouraged us to change our mindset a little bit because I think historically it's like well we don't really have any state and federal dollars for that and so we've been reluctant to in a lot

of different areas to go out and say well let's request uh new positions in an area where there's no or or a new program I know this came comes up sometimes with Sheltering Services where there's really no state and federal dollars and it's just general funds so that was really it it's like it's not something that we normally would but them kind of pushing us to to do this and your board encourag us to not just do you know do what the state and feds tell us to do if there's an opportunity espec

ially to better serve veterans to put this forward and see you know it's it's not what uh the grand jury and and others uh we didn't go quite as far as what all the things that but this was um a couple of positions which in talking with our veteran services team said yeah this could make a a real impact on you know improving customer service sure sure do you have any idea what your veteran population is our veteran population I wish I did County because that's you know that kind of drives is 27,

000 veterans in county and I I will say that there are efforts right now to uh do some uh renovation work in our veteran service office in South pler and that appears to be going well and is on track for completion but uh yes lots of help just to again helping mainly helping uh uh veterans navigate the the VA and ensure that they're they get they get the benefits that they're entitled to right so when do you when do you think the improvements the the construction on the the Veterans Center is go

ing to be done I guess these come with a bit of a margin of error right but so we're so maybe at late spring early summer so uh dare I say May June yeah okay all right 2024 thank you yeah yeah the Precision is important okay and then so I would say that um since you have calette programs perhaps funding from the state and then VA though is also a federal program you should be getting money from the feds as well yeah well so our local mission is different from the VA so we actually do have you kn

ow VA including U VA Healthcare Clinic Community Based Outpatient Clinic um and uh here in Auburn and so that VA has a separate Mission than what kind of the local veteran service officer is responsible for so and unfortunately they yeah they get the the the majority of the federal funding um whereas the locals have you know get some some State uh dollars some other grants but largely it relies upon general fund just just last what I'll say is I look at the clock and I know maybe preventing some

from getting their tuna sandwich but uh is uh so Steve Johnson will be here also in April before your board uh to provide an update also a more comprehensive update on the vssl okay okay because I know my family we used your VA Services about 20 years ago I'll say so it was way before your time but they were very very helpful although we did have to seek out our congressman's support as well so so veterans have a tough time of it anyway well thank you all so much for your report and everything

very in depth I mean looking at your you guys understand that we have a lot of employees because your weight of the workload here is tremendous but you run a good chip I would say and thank you all for for everything you do and thank all of your staff as well sure will thank you much thanks so much have a have a great day you too okay all right so it looks like we're going to move on to facilities next here's my math on the break time we're joking good afternoon and welcome Steve now it's on oka

y there you go all right uh good afternoon um board um my name is Steve Nome director of facilities management and I have with me Keith Chambers he is our supervising accountant for our department and he'll go over some of the the number crunching a little later on in our presentation um wanted to start off by thanking your board for the support that you continue to give us with our capital projects our maintenance programs um and you know really all of the the needs that we have for the facilit

ies that we we have to uh build and maintain so with that said we can get started here okay um these are our our six cost centers which are relatively self-explanatory um maybe with the exception of the the Capital Improvements general fund uh cost center which is is really overhead and software and a87 costs um the others are are outlined uh below pretty straightforward to what we do um this last year we had a lot of really large accomplishments that we're we're very proud of you've heard um me

ntion of the the new HHS uh building uh that was completed uh within the last couple of months um and I know you've all uh toured it and uh it's it's just a tremendous opportunity long overdue for um you know six divisions to be in one facility and to get completed on time and on budget uh largely due to Genevie Vargas of our team uh her hard work um and within that budget we were able to include a very large uh conference center which um you know serves all of the the county departments and um

very flexible um you've all been there and and we had some presentations in there earlier uh including the the grand opening ceremony for the building uh next we have uh three three large projects that are underway and and they're moving very smoothly um down at the South pler Adult Correctional Facility we have two additions there The Vocational Center and the mental health facility um just going along full steam ahead and these are um partially funded um by those those programs the Senate bill

s that are listed there and then our tier one improvements for water sewer and storm water um is uh nearing completion we uh anticipate that to be done in June of this year uh and that's replacing a lot of you know roughly 80y old uh infrastructure there so um that will be really move the pcgc campus um along with its uh improvements that'll serve us for decades to come lastly uh thank you for the uh the the bump in um maintenance funding last year we got we got an additional $5 million so there

's $8 million worth of work um either completed or underway with that and we're very grateful um for that because we as we know we have aging facilities with with tremendous need um our Real Estate Services Division and in my midyear presentation that I did I noted that uh just in the last six months of 20123 there were 17 significant uh transactions that that they uh you know fostered and negotiated and and uh then your board executed and uh so we're we're very happy with uh uh their work they'

ve been extremely busy um and uh part of of what they do in addition to some of these transactions is is uh we have tenants in some of our facilities and uh keeping uh a breast of of both you know their needs as well as uh trying to keep them uh on track for their uh rent payment is is something that our our Real Estate Services Division does um museums um this the museums division is really our only uh public facing division um but it's so important for um educating uh the public our students v

isitors to the county uh on on the history of the county and uh Ralph Gibson has been doing an excellent job there and um with their efforts they have um really overcome the the dip that we saw uh due to covid and so uh attendance donations educational program attendance um and so forth are are at or above the prepandemic level so uh that's a a very positive thing that we have to uh to show for uh some of our emerging issues these are kind of the couple of them are the broken record you know um

maintaining our facilities uh and to keep them at the the same or better level of condition just involves more and more and more money um and uh that's you know we're all familiar with that um and then it says here that we're we're currently requesting this is our normal annual amount of three and a qu million for funding however we've been working with the CEO's office and um knowing that the uh the the overall budget um for the next year is is less than what was anticipated that in addition to

the additional 5 million we received last year we've we've lowered this amount by $2 million to help with that offset that that short coming that the the uh general fund uh anticipates um we have of course ongoing increases in construction costs we were very fortunate with the timing of the HHS building um we we had a great relationship with the contractor and as we're nearing the end of the project they said you know if you did this project now it would probably be about $120 million so we did

it all in um for about $90 million so um we're very pleased with that uh then we have a couple of projects that are reliant on state funding who have not uh gone into the construction phase yet uh once you're into the construction phase you're typically not going to have state funding pulled back because of you know the the exposure that you have there but uh we have a library project and an HHS project that um are at risk just because of the state's um you know budget deficit that they're in r

ight now so we're monitoring that we're trying to move things along so that we we can uh increase the likelihood that that all of the funding would move forward on both of those projects so um more to come as that as that develops uh then um upcoming potential opportunities of course more consolidations of departments and divisions uh within our our facilities now that we have the HHS Building completed and um we have the Clerk Recorder and elections the bulk of their operation uh moved down int

o Rockland so um we're working closely with CEO's office and and all the affected departments on on how we can uh move that along as well and then um housing opport opportunities there at the pcgc campus and and elsewhere of course there's the arena um effort that's going on right now uh and then two significant projects that are continuing to move forward our um joint effort with uh Sac State for the uh forensics lab and then U the uh uh sort of Quasi joint effort with uh U the uh courts uh to

do a a new Tahoe Justice Center so both of those are are progressing smoothly right now and um our objectives and performance measures a lot of what we do really focuses on the infrastructure and then prudent financial planning so um the maintenance of our facilities of course we again just a a repeated and uh an ongoing effort uh that we have um that that's a goal to uh uh maintain them and improve their condition um work order responses so so receiving responding to and completing our work ord

ers and um then of course the implementation of our five-year Capital Improvement plan um and then as I mentioned before our Real Estate Services and maintaining accounts receivable um for our leases and these last three that are listed here are uh Museum Focus the the uh uh her Heritage Trail event um some of our curriculum based programs and then uh a goal to expand and enhance our exhibits at our museums and I'll I'll add to that that also I was in the Museum's office uh yesterday and and not

iced that some of the areas where they're doing things whether they're restoring um some old printed material or or or something like that um I noticed wow you could really use some better lighting and they they they're I think they kind of have a mindset of we've been doing so much with so little for so long we can now do anything with nothing you know and um so uh they do amazing work but uh um that's just something that I think we'll be looking um towards in the future um in our uh our settin

g our goals and what our targets will be moving forward um our facility condition index the FCI the lower the number the better so as you see the far right there we're we're trying to Trend that number down from a a0 you know 25 two you know 3 uh Down to0 2 22 um and that uh takes a lot of of effort uh and funds of course to do that and uh our work order um uh SLA is a service level agreement that we have we've been able to to fill some positions in our building maintenance uh Division and um so

uh our goal of course is to to improve on on ontime uh completion um and reduction in the overdue work orders um and then of course um a a prudent uh investment in our our capital projects uh as funding uh moves forward with those uh County leases and working with our our tenants on trying to um reduce any delinquency uh rates for them um which is a you know Revenue to the county um and then uh again on the museum side goals for um increasing attendance uh at our Heritage Trail program um and o

ther educational programs and um then also more visitation from from patrons uh at our uh different museums so with that I am going to pass it over to Keith and he will help crunch the numbers for us good afternoon yeah good afternoon thank you um so uh looking at our budget here the operating expenditures um encompasses our non- Capital divisions of uh Real Estate Services $22.44 million and that's General funded uh $22 million for building maintenance which is um funded uh by departments aroun

d the county 2.4 million in uh the Museum's division that's a general funded division uh 1.6 million for administrative services and Facilities um these costs cover salaries benefits service supplies and contracts and those divisions um and the capital expenditures budget that is uh contains our facility Improvement construction infrastructure Improvement construction projects um that uh is $4 million for staff and staff support costs and 32 million for capital projects uh of that budget um in 2

425 10 million is coming from the state um one project has a grant um and the projects at the South pler jail are funded through the state uh lease Revenue Bond programs and um General funded 5.5 million in uh Capital expenditures um um and next slide this is looking at our operating divisions um which I spoke about earlier you can see that historically expenses outpace revenue and that's due to the divisions that are generally funded um not reflecting Revenue um and the financials so and and th

ose divisions total between four to five million so you can see each year um expenses exceed revenue by 4 to 5 million for that reason and um these slides here cover some of our accounts that um have uh substantial moves this uh fiscal year in 2425 so starting with um our a87 decrease this is uh due to fluctuations and building an equipment depreciation and charges from departments funded through the cost plan we um we're looking at an $841,000 increase in utilities this is mainly due to the inc

reased cost of electricity um we're seeing that year in year out the last three years um and so in turn we have to pass those costs on to departments so we see an increase of 1.7 million in Facility Services Revenue so that's the the building mainten fund being an ISF having to pass on those cost increase to County departments um there is a the 1.1 million uh decrease in operating transfer in revenue and that is um on the capital side it represents a reduction in overhead allocation to capital p

rojects due to the decrease for mentioned in a87 cost so that 1.2 million increase inreasing 87 filters through that operating transfer in account and uh with that reduction we see a a decrease there the $474,000 increase in lease principal income this is basically an accounting um the the reason behind it is an accounting situation um where the governmental accounting accounting um Standards Board statement number 8 87 has required us to recognize uh long-term leases where the county is landlor

d in a different account code basically so we're correcting the budget to reflect it for that reason another slide so then this slide here looks at our uh historical Capital project fund and um the revenue and expenses for that fund over time um you can see it it's kind of a theme as our major projects have been wrapping up over the last year or so um HHS Center the um South plaster jail projects uh for the vocational facility and mental health facility those projects are under construction now

and as they wrap up we um are not recognizing any further revenue or expenses for those projects you can see over time uh we're just uh decreasing here um it specifically in fiscal year 2425 expenses outpace Revenue due to us carrying forward fund balance um from revenue received in those prior years so you can see that kind of playing out in 2425 um and you through this uh next couple slides you'll see that um those the projects that are going to be completed are already complete just reflect a

decrease in revenue and expenses um so our contracts are down Professional Services are are decreasing due to the wrap up of the HHS Center uh pcgc tier one infrastructure aeton and the South claster jail project uh we have a $3.6 million increase um in transf outs this is uh related to how the accounting works for the rehabilitation projects um for the BFA um those projects are funded under an umbrella project so there's transfers of funds between projects um this is an accounting entry and th

at's basically what you're seeing there uh the 15 million in capital Improvement Revenue transfers in um that's related to the completion or near completion of of the projects we mentioned and um the $7.5 million decrease in contributions from the general fund is uh also related to the near completion or completion of those projects um and that oops and that that pretty much covers all of the um abnormalities in the budget and uh we're holding St oops we're holding study uh at 73 staff of 73 and

that that covers all of our uh divisions um Capital Improvements Administration accounting Real Estate Services building maintenance custodial um and good news is no supplemental requests from us so with that um happy to answer any questions okay I'm bringing back to the board um supervisor G thank you for the presentation I know you all have a lot of work um there's a lot been lot a lot of projects going on and I I'm pleased to see that the maintenance um you know the fair condition is the num

ber is getting lower so that's great or the you're doing a good job so I really appreciate that looks like I have a different slide deck than everyone else does so there was one that wasn't shown up there which was the 82,000 increase due to Professional Services expense and it referred to the Cincinnati solar right that was a can you tell me that was a carried over amount and since that was done that project is really in definitely on hold um it's part of the right you know the whole house did

we spend money on that project uh we spent some money couple of years ago on some uh consultant work um but nothing that amount been taken out long that amount has been taken out because we're looking at doing something else with that land that's right got it okay I appr appreciate that and you know as I think about your comment about electricity costs right we've been really thinking about solar certainly at the HHS building which I have a question um and that is and I need to follow up Genevie

because I contacted pg& specifically and I don't know if she heard back so I need to follow back up with them okay on that item and I will do that um but in in regards to solar right I know you're looking at different places to do that and I don't know there might be an opportunity we don't we're not in charge of the grounds anymore um but that is County property and maybe there's an opportunity with the folks at the grounds to do some type of solar project that would benefit them and the count

y the the only challenge there is that that is in the City of Roseville so that's Roseville Electric so um our greater ability to make things pencil is in pg& territory simply because because they have higher rates they have programs that would uh allow us to do that so we could not generate within Roseville and then you know wire it out to PG no but that is true and I don't know if there's a way to work with the City of Roseville and if Roseville Electric would benefit which then benefits the c

ounty as a whole right if we get some funds from that but you know I was trying to think about where else do we have property um where we might be able to do solar to your point there is that but maybe there's an opportunity with the grounds in the future true and we do have a large uh array a lot of it down at sanchi which is in the City of Roseville that's all of that in the parking lot is part of uh a contract that we have that includes uh the parking lots up at the pcgc campus um so um they

don't pencil as well in Roseville territory as they do up here but we got a large scale project and we benefited from simp the scale of it with that we uh do have um planned uh the replacement of the old uh PV system that is adjacent to the Auburn jail and um the uh um juvenile hall yeah um you know near Atwood um there so um the old system has been removed and um we have um worked on a RFP for a new system there which would put out a great deal more than um the previous system put out allowing

us to add um some of the the buildings that are more 247 like the animal shelter uh you know um so that would that would be a great advantage to us as well thank you okay supervisor Holmes oh thank you chair uh thanks for the presentation and thanks for all the work you've done over the last few years of bring us into the 2st Century I just have one question when do you get a new building well um you know we're our building isn't isn't too bad there are other buildings that are worse um and I kn

ow that we're we're we're looking at um and we're working uh with the CEO's office um to see what what makes the most sense what has the greatest impact the least amount of cost for U moving people around and being able to consolidate um divisions and that sort of thing um so you know that's that's an ongoing effort um right now um but since HHS is now fully occupied um now we have a you know I guess a clearer picture of of what we have that's available and and who might fit where all right than

k you supervisor cuson thank you chair um and thanks Steve and your team for a lot of remarkable progress on a lot of fronts um and uh you were asking uh supervisor Holmes where his office is going to go I'm going to ask where we are going uh and so keep that movement going uh forward um because really um I think as we've seen just with being in the HHS building when people have the investment of new facilities at all levels all the staff that are supporting the public it's it's a good thing yea

h absolutely it's time over yeah um I really appreciate the work on establishing um more funding into the maintenance of facilities and continuing that in my background that investment is always wise and keeping things operating so you're not fixing is a good thing and so um one other potential opportunity on your slide on potential opportunities I'd rather say upcoming efforts but because that's the consolidation of County Services but also even charging mhm and where we head overall with our F

leet and our vehicles needing to trans you um transfer to Electric so making sure that we're planning those for both the public visiting us but more importantly our own Fleet and services so right and I know I know Fleet is looking into that right now quite a bit we have um replaced existing charging stations and then installed new ones for the public and staff and what have you and um it's it's been very educational for us uh in that it costs money for uh a company to you know install and they

may own you know those pedestals and then uh do the maintenance on it and track the money and all that sort of thing so we have this balance of of uh are we supplementing this as a county you know or are we trying to get and that's where we try to strike the balance bance is what is charged to the consumer just covers the cost that's all we're trying to do but we want to then stay competitive so that they get used as well so that that's a that's a challenge yeah I've seen a few power cords from

street lights at the parking lot up in Tahoe to people's vehicles and I'm like okay well maybe we need to figure out a better way to to do this um moving forward but it's definitely a need that's coming for all of our individual Vehicles as well as kind of the fleet and uh right appreciate that thank you for all your good work thank you okay so my turn now I want to thank you first of all for for everything that you've done you guys are doing an out outstanding job HHS building is one of the Pri

me examples of of your good work congratulate you on that one more time and make sure to thank all of your staff for everything um my only question for you is um down on your capital projects under construction right now um you gave us a completion date for the PCG water sewer storm water improvements but you have any guesstimates on The Vocational Center and the mental health facility yes the um if I remember correctly the mental health facility should wrap up uh in December of this year and th

en The Vocational facility will be in the spring so a few months later spring of 25 it's a much larger building too they're those are going along very smoothly which is just fantastic good that's great that's great look forward to touring eventually yeah okay well thank you so much again for for everything and your presentation was great make sure to thank all your staff as well we'll do for sure we really appreciate it thank you have a great day thank you okay we're going to move on to HR you g

et to run us into our break good afternoon good afternoon I won't be offended if I hear your stomachs growling here in a minute okay well good afternoon chair Jones members of the board I'm Nicole Lopez serving as your interim Director of Human Resources I'd like to introduce behind me John harned our administrative and fiscal operations manager as well as sitting next to me Chris Barton our administrative fiscal officer as well as in the back is Wendy bradnick our human resources manager they'r

e all supportive of our administrative services within the human resources department I'd also like to take a minute to acknowledge the HR team for their professional and dedicated service they consistently go the extra mile to support all 19 County departments Special Districts and over 3,000 permanent and extra help employees and several hundred retirees uh HR focuses on providing services to operating departments to ensure they in turn provide services to constituents uh of plaster County bra

instorming to develop Creative Solutions and Innovative approaches have become part of the daily activities since the beginning of the pandemic in trying to fill our positions our vacant positions and also retain those our top talent our first slide is representative of our cost centers uh the first being uh organizational Effectiveness and employee support which covers uh includes engagement activities and wellness Learning and Development safety program workers compensation leaves and disabili

ty management and retirements retirement counseling and other support then we have our Administration and labor relations and then next to that Talent acquisition and departmental support is recruitment classification and compensation and Performance Management we have benefit Administration which is primarily workday transactions for job changes and hires open enrollment benefit enrollment and other benefit activities and then we have our State Unemployment Insurance Fund the denl Invision Insu

rance Fund and the workers compensation Insurance Fund I'm so excited to get to share AC accomplishments I think you get caught up in the day-to-day grind so it's it was really refreshing to sit down and highlight and take note of of the team accomplishments over the last year and and even of recent the first being the development of our formalized compensation philosophy we used new statistical datadriven approach to determine our relevant job labor market with comparable agencies that align wi

th the county budget our labor market government regulations and our industry best practices with the ongoing strategies aimed at attracting and engaging and retailing retaining a highly qualified Workforce the compensation philosophy has been applied to conduct compensation studies focusing on the hard to recruit and high vacancy classification such as bus drivers correctional officers Client Services practitioners um which resulted in equity adjustments and also then the domino effect is filli

ng those vacancies in addition HR staff conducted countywide compensation compensation studies of over a 100 classifications including all classifications the department head assistant department head Deputy department heads and various management levels I want to thank you uh send thanks to the board for the competitive salaries and generous wage increases other salary and benefit enhancements that have been instrumental in improving classers competitiveness in the job market we're on target to

receive over 14,000 applications in the current year administrating administering the increased number of in uh continuous recruitments has also been fruitful in obtaining more applicants for those hardto fill classifications uh and along with Creative Marketing approaches that we have implemented of recent you've spoke with Ryan yesterday about the March election multiple divisions in the human resources department supported the efforts from recruitment to hiring transactions and pre-employmen

t life scanning and medical evaluations with a tight crunch to bring on hundreds of support folks for the election day uh we have actually created a a modern approach of bringing onsite pre-employment medical and Liv scan services that were on site and processed uh over 500 um employees well extra help temporary staffing and volunteers from Community organizations we also created and updated 25 classification specifications to ensure that County job descriptions are up toate and relevant and als

o completed 95 position studies to ensure the the incumbents and the positions are appropriately classified we recently hired on a uh public information assistant to support marketing and Outreach which is focusing both both on external marketing and Outreach to the public as well as internal Communications regarding County Services job opportunities as well as information on benefit offerings in addition staff are are attending nearly 40 job fairs which is almost double from the prior year and

attended community events such as the Mandarin paow and Aloha festivals to expand and diversify our applicant pools we've also added Focus classification specific advertising targeting passive job candidates not just those folks that are scouring the ads but those that we might entice by chance based on our branding and our um advertising efforts we've established Partnerships with be Air Force Base to staff regular veteran and Military events so we can assist those transitioning to civilian job

s and additional veteran Outreach efforts are in process we've expanded the number of local high schools to which the county provides presentations workshops mock interview panels and training opportunities with potential uh internships like the uh student internship program we have we off also have continued the youth in government day which is of course bringing uh high school students to uh through our programs here in our offices where they can speak to subject matter experts and um really e

ntice those students to pursue their career goals and um interest with government employment we actually had a recent one of the uh professors in one of the our high school um programs do contact us in asking to incorporate the um Youth and government day into their curriculum so that it's a requirement not necessarily a field trip it just incorporates their interest in teaching and educating and and getting students involved in local government we we've also updated the executive position recru

itment brochure to uh highlight and be look have a more modernized look and feel we've expanded the student intern program as I talked about with Partnerships with sior college and the CSUS as well as created opportunity for the interns to uh connect whereas before it was very siloed if we had an intern human resources and maybe HHS had one they never spoke or communicated but now we've created more of a cohort for them to um meet up and ex share their experiences and their career goals we've uh

moving on we've enhance benefits to develop and retain employees by administering over 50,000 online and on demand and in-person trainings including those that are mandatory for employees some of those are enhancing skill sets and continuing growth in um in their particular subject matter areas we also continue with our learn lunch and learn sessions which also Encompass Financial Wellness we have our Naco high performance executive Leadership Academy you may recall we kicked that off last year

we're on our second cohort it's about a six-month long program and we have continue to receive just amazing feedback um from the uh graduates of the program and those that are currently involved we've created a a a a forum where a management team can come together and talk about common interests and how we can continue to bring the positive leadership Concepts into the plaster culture we continue um have the higher education Fair we brought local universities on site for our employees to learn

more about their continuing education opportunities and we've provided a succession planning toolkit for the leaders within plaster County to grow their own and ensure that there's continuity of skills Knowledge and Skills especially with the more limited opportunities uh with people coming from the outside how can we grow our own and ensure the Contin ity of those of that knowledge we have ex enriched Dental Envision benefits to support employees as well as continue with our retire retirement c

ounseling services and we've implemented the expansion of the salary protection benefits as well as the entitlements required under the California family Rights Act uh bement leave and the reproductive loss leave today is National walking day so if you haven't already because youve stuck here in your seat when you get a break or maybe when you leave here today get out and walk for 30 minutes um if you can or even break it up we have our team out uh next door if you wanted to join a meet up later

on maybe 3:00 to um join together and celebrate uh employee Wellness um people can sign up online through my plaster employees and it will also en in um invol enroll them into a raffle for prices that's just one example of the 28 Wellness campaigns that count County HR staff are um offering employees throughout the year in addition to engagement programs uh what we know is that studies show workplace Wellness strategies have been very successful in driving Employee Engagement positively affecti

ng employee morale and job satisfaction and that we know that the employees physical mental social financial and career development aspects uh form work life balance and a sense of belonging with plaster which will all increase retention efforts we continue with the Employee Appreciation event and employee service award program as you know in December we had over 150 people joining together to celebrate the long tenured um employees that are committed to uh public service so that was a really sp

ectacular um event we also continue um celebrating and highlighting The Talented artists through team uh in team plaster through the plaster creates art show we've managed Labor Relations uh we ensure compliance of course in meeting the regulatory um requirements and um Foster positive employee relations so this year thanks to the support of the CEO's office and the board we successfully negotiated and implemented contracts with the deputy sheriff's Association the law enforcement management ass

ociation and the an inaugural mou with the deputy District Attorneys Association in addition we've had side letters addressing Cowper's compliance issues uh legislative updates and we've enhanced and increased Recruitment and Retention efforts uh as well as mod modernizing our policies and procedures there's been great strides in collaborative um relations with with our labor groups as you heard from the sheriff yesterday that successful negotiations have positively impacted the hiring and filli

ng of vacant positions not just in the sheriff's office but we're seeing it throughout all departments in the county also um I I think really we want to be appreciative of the Partnerships uh through laborary relations uh in addition to the board also the auditor controller's office and the workday support organization to ensure accurate and timely implementation of the negotiated Provisions oftentimes requiring configuration updates in our workday system and lastly uh we are always hit every ye

ar new legislative updates are signed into law requiring employers to update policies uh practices and labor agreements to meet regulatory requirements for example we had the regul reproductive loss leave leave entitlements and covid-19 regulations are just samples of the recent updates uh a heavy lift right now that we're engaged in is SB 553 implementation which is violence in the workplace it w it in inquire requires updates to our policy but also new reporting and record keeping processes an

d all employees every single person needs to receive training uh conduct and um receive and complete the trainings by July 1st so our safety representatives are outworking with Department safety um representatives to update employ um emergency evacuation plans and other kosha required documentation we continue with equal employment regulatory requirements to ensure a workplace free and uh free of harassment and discrimination and then we resolve Grievances and support employee performance to ens

ure employees success the countywide safety program has conducted 16 facility inspections and coordinated responses to seven kosha complaints this is super uh instrumental um the SA safety team in in supporting our departments to ensure that they are preventative and proactive in their procedures and then we're concluding our inspections with positive outcomes which we're enduring to avoid any fees and or um compliance challenges that then are required to be remedied we continue to provide suppo

rt through workers compensation and leave and disability Management Programs we initiated over 1,400 leaves of absence and engaged in over 700 reasonable accommodation interactive meetings which are required under state and federal laws moving on to emerging issues and Department priorities with the addition of our public information assistant we are modernizing our Recruitment and Outreach methodology and monitoring for evolving Trends to stay in front of what where are people going looking for

jobs it may not just be indeed it may it may be new avenues that are coming down the pipeline with social media sites so we've been coordinating with recruiters and other subject matter experts to tap into their resources and understand better where they're going so that our staff can tackle those um that mindset of looking for new trends and not continue with the same practices which has already served us well with several recruitments continue um looking forward to enhanced Partnerships with

the local schools and Community organizations while we've already made great strides there's always more that that we can do and more resource resources to tap into and then we plan to enrich our internal Communications with existing employees not really to advertise and Market the benefits that we offer them to understand what those benefits are and take advantage of them and then also to understand better job opportunities so that they can continue their career goals and stay with pler County

to uh while advancing their career we are also tackling a website redesign for the look and feel to be a little bit more user friendly and Forward Thinking approaches that we think will entice folks if they're quickly people tend these days to not read a lot they tend to scan and move on real quick so we want to try and um address where um folks are the the the look and feel is a lot more streamlined and less clicks to be able to access more information about County offered jobs and benefits we

are in enhancing our voluntary benefit offerings uh last fiscal year the board approved a position in our staff where we will continue to enhance Deferred Compensation Program and voluntary benefits as well as discount program offerings we continue to support employees through career and go development and the na executive um Leadership Academy and um also you heard yesterday with Kristen talking about um the tax collector Treasures annual debt disclosure training our Learning and Development st

aff are looking forward to um expanding the use of our plaster learns this debt disclosure training was implemented in plaster learns with the assistance of the HR team they deployed 19 training courses within the system and we expect that to continue to expand in the coming year super excited to highlight our Endeavor to update our performance evaluation form we're looking to streamline the tool that will Aid the supervisors and managers to be more efficient in completing the evaluations timely

and providing that feedback that supports employees in continuing to grow and develop and and so far we've we've um started putting out a draft and receiving feedback from Key stakeholders which has come resulted in a lot of positive um feedback and recommendations for how we can continue to develop that tool so that'll roll out hopefully in 2425 we're also continuing to look at the um Employee Appreciation vent are offering that to employees acknowledging uh our appreciation of their services

and dedication to team plaster as well as acknowledging the employees uh with the employee service reward program we are continuing with our succession planning of course as I mentioned the toolkits out there and the HR team meets with departments monthly in support of their ongoing labor and employment uh employee support we're looking to leverage technology this year also with the performance evaluation tool to move from our current system and explore further the use of workday we we have we h

ave the software and so we're actually looking to expand to incl include the Performance Management module which at this time um will be helpful as we move the PE card process into workday employees and supervisor are becoming more acclimated to the use of workday for more than just time reporting and looking up information and data we are U also continuing our search for a leave and disability management application software we had explored vendors and software programs that were not fruitful b

ecause it's a small Niche and we'll continue to work with procurement and it to find an appropriate technology solution and then lastly recruiting and hiring Technologies we want to continue to ensure we have the most up-to-date and user user friendly recruitment software to ensure inviting an inviting and positive user experience as organized labor initiatives continue to receive Statewide attention we are looking to uh um really focus our attention and continue with our um labor agreements and

managing our Labor Relations while being mindful of our fiscal stewardship we will continue to ensure compliance in the coming year with the evolving legislation and Cowper's regulatory requirements and um we know we have a lot of work to do but we have a great team and support with the county departments we're excited to to tackle all of these new and emerging issues with that said I'm going to go ahead and I know we're we're strapped for time so I'm going to skip over these slides that you ha

ve available to you to read at your leisure I'm going to pass it on over to Chris Barton to talk about the numbers all righty Human Resources has no Capital expenditures budget operating budget of 25.6 million is consistent is comprised of general fund and internal service fund revenue or expenditures as you say the largest revenue variance that you'll see in our year-over-year comparison from 2122 to 2223 is a 87 cost plan Revenue that of course Trails two years in actuals so that's we're just

receiving funding over time for expenses that are coming through in the current year um outside of that the budget remains very consistent through these years with few major budget variances the largest being in our Dental Envision fund there was a one-time decrease of both revenue and expenditures that's related to a change in accounting procedure without any fiscal impact um we have along with many other departments just an increase in the cost of our administrative contracts um and of course

with our new positions our four new positions that we received this year there is a increase of salaries and benefits that are offset by the revenue that we receive for the administration of our internal service funds the positions we received were during the 23 24 fiscal year so they are budget did for um 2425 that's where we're going from 52 to 56 and we have no supplemental requests for 2425 okay we'll bring it back to the board questions uh supervisor G thank you appreciate the presentation

I know there's a lot of work to do um and first thank you for stepping up without being the interim um or interim HR Director so appreciate that and that means all of you are stepping up doing additional work because we're short a body and probably short more than how many vacancies do you have we have five right we have five vacancies um so just a couple of questions um I appreciate hearing that the um evaluations will you're trying to get those into workday because I did notice that the number

of um performance evaluations done on time is not very high right and I know that no manager likes to do employee evaluations I never did um and I always pushed it out except that it is really important that we do that for our teams so they know what's expected right and then we actually have conversation with them so I think that's a really good effort to move that so that we can actually increase those and get those done more efficiently I think that's important for staff across the board um

and then I had a question about positions and you mentioned a Pio position that's working with the Outreach and marketing team so how big is your marketing team right I know recruiting is really tough and I know you're looking at all sorts of different ways but who do you have dedicated for marketing Outreach so um the board was very generous in the current fiscal year to uh to allocate one public information assistant to the human resources department so we have one person and that's new uh I t

hink December um late fall that that person came on board and she is partnering with our countywide Pio and the others throughout the county to um collaborate because there's one so prior to that HR didn't have any uh marketing Specialists within our operation but we did utilize again external employees from departments we have a person with a marketing and Communications background as well as graphic design and so the documentation the brochures the job bulletins that are being creative are new

and and really enticing to the eye and they're also with the marketing expertise really that person is helping to strategize are we advertising in the with in the right Avenue and locations the right social media sites and so that's a new effort great thank you appreciate that very much okay supervisor gusterson thank you um and I'll Echo those compliments I know when you're down staff and all the work um that goes on with especially with HR because it's not always the you have to deliver some

negative messages at times and deal with some problems that um are chall alling but you're doing a lot to try to be Pro proactive on recruitments I know the sheriff has used an outside firm um and I think there's a lot to be learned with the specialty recruitment firms um and I would just encourage you know we do a lot inhouse but we should also use the the best systems that produce the most results for us and I was thinking about it while you were talking about how great the quality of life her

e you know what can we do to Market more you know we want the best and brightest you know and whether I'm seeing Billboards for CHP or whether you know uh people are doing things out of the box to try to get more I mean you don't pass a semi that doesn't say we're hiring right right right and we're hiring drivers so you know we have um niches where we're really short and targeting those areas to potentially have outside resources assist I really open to that I know bus drivers are one of those d

ispatch I mean the sheriff's dealing with a lot of that but in some of the other areas so again let us support you in how we can how we can be more creative and fill those spots so we don't have burnout by our existing employees and lose more that that's one of the hardest things so appreciate the support it goes a long way uh We've also been working with a Statewide Association um with Human Resources directors and we have some to some resources that are in line with recruiters and recruitment

efforts and I know that our team is working with some of the departments in some of those creative approaches such as the um Highway um advertisements yeah yeah yes yes okay any other questions any other questions board members okay well we'd like to yes may I say one more thing I I really I want to thank um not only the board but CEO staff uh Daniel Dan Vic and Lisa Holloway for the ongoing support and collaboration in support of the human resources operations and I also want to highlight the a

ppreciation and partnership with County Council Karen and Brett Hol our inst m m al with employment matters so I really want to thank them for that we'd like to thank you for your presentation and thank you for all your support to the entire County thank you to your your board members as well as your entire staff we really so we appreciate it very much okay take care okay unfortunately we are taking our 30 minute break now and so we shall return I split in the middle Megan tell me what time we'r

e coming back can we just round it to 1240 I mean 140 14040 okay sounds good to me we shall be back at40 e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e I thought he did turn it on okay there it is good afternoon and welcome everyone hello if that's for me tell them I'll call back later all right next up hi Josh welcome and uh we're you're going to present the department budget presentation for agricult

ure parks and natural resources yeah good afternoon uh chair Jones and Board of Supervisors um Daniel and Karen as well it's a pleasure to be here I'm Josh Hunsinger I'm the director of Agriculture parks and natural resources and um we'll get started with our presentation so um this uh this organizational chart represents our new uh combined Department as you're very aware your board uh directed that the uh Parks Parks uh and open space Department be merged with the agriculture Department last J

uly officially and so we we have been operating that way since December of 2022 but that was made official um in July of 2023 so this represents the uh diversity I think that's the theme of the day for for me is the uh diversity of different things that this department department does and so you can see that across the board with agriculture weights and measures uh the support we provide to our UC Cooperative Extension Farm advisor's office uh The Fishing Game Commission that we operate as well

as the agricultural commission and the Parks Commission so we have three advisory commissions to your board um of course the uh parks and grounds Capital Improvements parks and trails in open space and um our natural resources Forest Health division as as well so we have a lot going on in the department um so to highlight some of the accomplishments and this is just a few of the many things uh we looked at um on the agriculture weights and measures side um we were successful in pursuing some um

legislation to uh bring device registration fees for weights and measures devices last year up to current U Market uh they had not been adopt or adjusted since 2012 and obviously costs have gone up uh since then so we're able to um pursue some legislation collectively at our at the state level to do that and then Implement those fees and then we're in the process of acquiring some new weights and measures equipment to help us uh increase the efficiency and safety of our staff on that so that's u

h that's been a a big issue going forward um another issue and I know chair Jones that you you know this one well so we did uh detect an oriental fruit fly in um Granite Bay and so that triggered a a what we call a delimitation which is a really intensive trapping effort we deployed an additional 200 Oriental fruit fly traps in that immediate area just to determine make sure we didn't have any additional uh fruit flies um this is part of a the 2023 was just a record year for invasive fruit flies

uh the med Mediterranean fruit fly and the Oriental fruit fly are the two highest priority invasive species uh Pest of Agriculture they uh they Det detrial to almost every single fresh fruit and vegetable uh that is grown in California and uh normally Statewide we have about 75 detections and they're all hit with a full-blown eradication effort and uh we've been very successful over the years and have a very good system U so I said 75 is the average for 2023 uh there was over a thousand uh frui

t flies um detected Statewide and so it's kind of a little bit of a crisis mode um so and plaster County was not immune to that we did have one fly um Sacramento has an actual quarantine in place um fortunately we're not in that situation where there's not a regulatory impact that a quarantine would bring is just a single fly we hope it was just kind of a hopped in somebody's car and maybe took a ride up to Granite Bay or something from Sacramento so um but that did uh yeah trigger a a new trapp

ing effort fortunately that one um uh federal dollars were infused to the state and then they passed those along so we're actually getting paid for that extra work um after the fact so that's good um on to um Parks a a couple uh significant things we've done just a lot of fuels work uh this past year just you know we have the county owns over 400 parcels and well over a hundred of those need some type of fuels management your board's been uh very prudent in allocating uh fuels uh fuels reduction

funding to those parcels and we made great progress on that this year additionally secured funding from the California Tahoe Conservancy to do a lot of work in the Basin this past year want to highlight that um as well as um um the yeah so as well as um we did open two additional brand new parks so that's exciting those were in the real Vineyards development and so those are the first two of a whole slew of new parks in West Placer that are slated to come online as the development in West pler

moves forward um and on the forestell side a couple things exciting we were able to secure some uh federal and state fundings a tune of $1.75 million to uh move forward with the planning efforts around the forest till divide um we're focusing heavily on that area and specifically the areas that did not burn on the North and Western sides of Forest Hill uh that were that escaped the mosquito fire so uh putting a lot of work into teeing up um some funding there um as well as I mentioned the uh CT

C funding um up in Tahoe and then I just think um just want to highlight along those lines too the really successful collaboration that's merged that's emerged between parks and uh Forest Health as far as all this fuel load work and there's so much Synergy there and I'm really excited to see how the staff from my two divisions are working together um on those fuels related work on uh County Parcels as well as the areas surrounding those County Parcels um and then um then um as well highlighting

the uh the submission of a $400,000 calfire grant for the uh for the eastern regional Landfill so that again is a great collaboration between Public Works Parks um and uh Forest Health as well as of our state and federal Partners as well and that really that project's cool also because it complements a bunch of work the US Forest Service is doing in the same area so on to some emerging issues and priorities um the one I want to highlight overall and I know uh Mr Nome was just here but just space

needs is uh something that I know the CEO's office and Facilities is probably tired of me hearing about but we are spread out over I think five different facilities throughout the dwit campus right now and I'm really looking forward to a day when we can kind of bring all our staff together and you know kind of as one Department in one place so you'll be you'll be retired by then I take it you know would be better what kind of support we we really get we're we're right behind we're we're not too

picky Sor uh so yeah so that that's that's overall just kind of that continuing to bring the department together as as one one single entity um beyond that just um you know West plaster growth is an overall theme of course that we're all very aware of um specific to agriculture the AG Urban interface issue specific to um kind of these nuisance complaints that come from new housing developments being built next to agriculture whether it's dust whether it's you know uh pesticide applications espe

cially you know the big yellow airplane flying right outside my window or over my house those kinds of complaints a lot of noise issues as well um the challenge is that once we educate one set of residents new residents and those new houses the line moves and by the next season it's a different group of folks as that as that western expansion occurs so it's not like we you know this neighborhood is the final Edge it's kind of a new edge of uh that agur and interface every year which is a real ch

allenge um the other one and I know this one came up uh during facilities presentation as well but electric vehicle charging stations are a huge issue for us in the weights and measures World um the technology we've never really seen a specific type of weights and measures technology leap onto the scene this rapidly and this universally and um you know the technology is still very much emerging as far as the specific types of chargers how those are employed um the technology around those and so

that's a real emerging issue it's it's a pretty expensive type of device to test um and you know the Regulatory and the technology for testing haven't quite caught up with the deployment of these devices so that's a that's a huge issue in kind of the agon weights and measures World um relative to parks and we're going to talk about this during our supplemental request but we did complete an asset Works study of our Capital replacement needs and um you know we Parks does have $80 million in capit

al assets that all have various uh lifespans and so I'll I'll talk a little bit more about that dur during our supplemental request slide um just the just the overall how we deliver services in West plaster it's a it's good going to be a very different model from the more passive parks that we operate currently and just looking at different govern governance structures in the long term um we are I think employing a uh consultant to do a little bit of a study and help us kind of work through the

pros and cons of some some of those different Service delivery models and governance models there as well um similarly the parks uh Park development or the park dedication fee program I think just modernizing that um cleaning it up a little bit I'm looking for to uh seeing some progress there and then the uh ab1 1572 is a bill that was passed a year or two ago that requires a reduction or elimination of what they call non-functional Turf it's kind of a water saving uh requirement to say why do y

ou have grass when nobody's actually using that grass it's just you know pretty to look at but uses a lot of water for no constructed purpose uh so we're going to be looking at um hopefully all County facilities and really reducing or eliminating that nonfunctional Turf I know the new Clerk Recorder Office is is one of the big ticket items I know there's a lot of others as well so yeah so so that's good and then um to the Forest Health uh you know uh stewardship agreements I'm not sure if everyo

ne knows what they are but with the Tahoe National Forest we have this thing called a mastered stewardship agreement with the Tahoe National Forest that allows pler County to do work on Federal Land in the Tahoe national forest and that's been an amazing tool which has allowed us to really partner where we're a better fit than they are maybe or you know those kinds of situations we have at least four or five other Federal entities within plaster County that we don't have those similar stewardshi

p agreements with and that's um high on our priority list uh the next is the land tender prioritization and 10year work plan uh project I hope to have something to your board in June for you to consider as far as that 10-year uh plan goes we're in the midst of public Outreach right now um I'm hoping in June we can come to a final set of uh set of projects I know 10-year work plan uh from there we go to the implementation phase and that's really exciting but that's going to be the big big lift mo

ving forwards um you know the utilization of all these products coming out of the woods that's such a such a big bottleneck or such a big challenge with Forest Health as well is just what do we do with all this wood material you know whether it's logs or wood chips or other types of materials increasing that capacity and figuring out ways to help you know I don't see that something as plaster County in some cases like with biomass facilities maybe we are building some of those but in other cases

it's how can we partner with Private Industry to really help them um build some of this capacity as well and then um the last one is tribal Partnerships and that's something we're just really excited to we're just just on the kind of beginning stages of really building some of those relationships and um and uh I think there's a lot lot of good that can come from that as as well so this slide I don't want to dwell on a lot there's a lot of detail there but I will just say that um if you do read

the details it really highlights that diversity of different things so this this a parks and natural resources department is a combination of regulatory functions recreational functions Public Safety functions land use functions I mean there's there's a lot of diversity um there and so you know if we want to spend any time on this or come back to it I'm happy to do so but I'll just keep moving for the sake of time as well our um operating budget is um a little bit over $21 million Capital expend

itures a little over $12 million for a total of a little over $33 million um this slide is looks a little scary um I will acknowledge uh but what it shows and I'll talk about it on the next the variant slide as well but um a lot of this has to do with our forest health program and the the previous kind of um iteration previous to uh Carrie coming on board with the county and previous to um our current model in my department was that the budget for Forest Health resided in the CEO's office and ov

er the last couple years we've been trans uh transferring a lot of uh budget items over to the agriculture department and so it's it's it's not necessarily new money to the county but it's just taking it from one Department to another um would be more how I would characterize that the the a big portion of of that change over time to where it does look like we've we've grown rather rapidly over the last couple of years and uh more specific to that let me get back on my slides here um as far as va

riance goes uh yeah so the Forest Health budget like I said uh bringing some pretty large amounts of money into the current budget from where they previously REI resided in the CEO's office um or the CEO's budget and then um then capital projects as well we have a lot of kind of front-loaded expenditures that um we we budget the entire expenditure for upfront and then the revenues are added as as we actually get the actual uh annual expenditures even if it's a multi-year project um if that makes

sense and then uh position wise we're uh fairly stable we did um we did take the existing allocation for Parks director which was obviously uh vacant and convert that into a principal planner position which uh will be filled uh Monday so as in couple days from now so I'm really excited about that and then we did add a senior planner to the Forest Health Team who hopefully will start by the end of April so really excited so that's the uh 45 to 46 is the senior planner position um we are we don't

have a significant number of vacancies and we're we are actively trying to um fill any any uh vacancies we have um as soon as they occur so we're not you know carrying vacancies in any any way that's uh intentional and so um as far as supplemental requests um we'll talk about the first ones and then we'll talk about the last one so so the parks division um typically budgets about $100,000 a year for replacement of equipment um so that is a very routine ongoing thing where we have uh maintenance

equipment Parks maintenance equipment that wears out we it's not necessarily A like for like if our business model changes we're doing less mowing of Lawns than we used to in more fuels management for instance so we might kind of take a expensive Mower and turn it into some sort of a fuels management piece of equipment uh for instance but the the order of magnitude and um and kind of the annual expenditure of for equipment maintenance is pretty routine um the last one though is a different stor

y and that is um I mentioned we have the $80 million uh worth of capital um um inventory we just did the asset work study and um determine that it's a little over $3 million a year if we were to fully fund um and keep up with the ongoing need for Capital replacement uh the department has you know several hundred, worth of ongoing Revenue to offset that um and so the number that we um we feel confident in as far as what it would take from a new money standpoint to fully fund that Capital replacem

ent is $2.65 million we realized that this is a very tight budget year and we did want to put this supplemental request in to start a conversation about this issue I know facilities has a similar and much bigger issue than we do so I did want to highlight this number put it in as a supplemental request and start a conversation is my expectation so that we can go from there um but um that's that's that number you see and and what it's related to uh oops and with that um that concludes my presenta

tion I'd be happy to answer any questions um I have my whole team here with me and they can probably answer anything more specific than I can good thank you so much um supervisor Landon thank you I have two quick questions um in your experience educating folks out in West classer um in that interface once they are educated do you feel like the level of complaints comes down I know that then you have to deal with the new people that come in but do you feel like the people who get educated they th

en are supportive and understanding I I do you know what's what's really you know I have a lot of conversations along the lines of I know AG was here first and I know that farming's really important but I also have a real impact on myself and my family whether it's I can't sleep at night or there's like dust blowing in and so in each of these cases we try to you know work with the farmer and begin those Communications and in some cases like dust it's like hey can you wait to you know plow your f

ield and tell the wind's blown a different direction in a lot of cases the farmer can just adjust something slightly or you know that thing that's making noise can you adjust your timing of that or whatever um you know I think we try to get to a point where maybe not everybody's always totally happy with the situation but at least they understanding and one of the other big things is just to give them a realistic time frame is this going to happen for the next year or is it going to be two weeks

and then done and that's something the public doesn't really have access to where I can go to the farmer and and find that information out and share share it with the public and then oh that's only two more weeks I can live with that yeah okay all right thank you and then on the capital replacement program do you know um what portion of that you expect to be funded by the CSA and cfds do you know kind of turn that over Andy and Dena for that answer I'll take a stab at it Dina can help she needs

to uh so overall what our asset Works program told us is that about three we'd need about $3.4 million per year to to completely fund Capital replacement and that's things like sports turf uh field goals uh just all the sorts of landscape areas all that sort of thing uh both in our parks and around County buildings like we have here um but we have not been you know we've been anticipating this for about 10 years and so any of the newer uh assessment districts that we formed um the the newer Com

munity Facility Services District they do include money for Capital replacement so that's why the ask is really kind of Looking Backward at our Legacy uh Office Buildings some of the general fund Parks like Hidden Falls uh and the parks that just predated uh when we started anticipating this so what we're saying is that the fully fund it would be about 2.6 million in general fund or to be determined support okay got it thank you okay supervisor gipson um I'll kind of follow up on that Andy so lo

oking at um Park dedication fees how do we determine the difference between replacement and uh Capital replacement of some of those assets and the park dedication fees that are for potentially new recreation opportunities exactly so those fees that are collected under the mitigation fee act their general purpose is for new inventory to meet the needs of new residents that's their purpose there is some provision um for for major replacement and stuff and we' used it on a limited basis but that yo

u know you don't have to go too far down that road because then you lose the ability to keep up with your new population with the new population yeah so and we are as Josh mentioned updating our Park dedication fee program as we speak we've awarded a contract to W in financial and uh we'll be keeping in close coordination with some of the other fees going we want to make sure that you know everybody kind of knows what the full picture of development fees are we're not acting alone so we'll be co

ordinating with the other fee programs that are being studied right now as well yeah and looking at some of our older uh facilities and you know that predate that uh and also looking at the opportunities so as we're looking at um new fees coming in and new development I think the board has been pretty committed to setting aside land expanding Hidden Falls looking at opportunities for land Acquisitions that are critical to having that more Regional approach and I just want to make sure we're pres

erving um and being thoughtful as we develop Park dedication fees to setting aside some of that for those opportunities um that aren't necessarily active Recreation because we have zones that will be and park districts that'll be formed for those but that we're looking at keeping those opportunities available and that's missing right now in this budget right any supplemental requests for um having funding so I'm trying to find a answer for where we could fund that yeah um and set that money asid

e and know that as we're developing we're also preserving Point well taken yeah well understood yeah and so we can come back with that but as we move forward I'd want to see some thoughts on that I really appreciate the asset Works work and seeing the total of what we need to replace um it's critical you know to understand what obligations we've take we've taken on and then as we get these requests for more factoring that into kind of that ongoing cost the board will have to Grapple with right a

s we as we expand everybody wants new park facilities and more activities but um we need to be judicious and where we spend those funds to benefit the most uh and then how and what ones we look at for uh other types of fundraising or efforts um and you know I'm specifically talking about an Olympic Valley right now and a lot of the needs and desires people have um we want more more more more and I'm like well you know what are the costs and how do we sustain that on 11,000 a year whatever that z

one of benefit gives us right and it it won't make up for it so they're relying on that you know to to fund it so um and same with Forest Hill you know we have a a few great uh and Dutch Flat pool I kind of go through a variety in my district that are older developed sites but um are requiring a lot of attention now so I appreciate that I don't think we we did mention it earlier but we are specifically going through a study right now to look at the full cost of service in Olympic Valley and see

what kind of options there are to raise local money matched with some of the other sources field rentals your board raised field rental rates a couple years ago and we intend to put some of that additional Revenue toward Capital replacement as well so we're beating the bushes all over great um but specifically on on uh opportunities for land Acquisitions and expansion of the regional parks or where it makes sense I want to uh see that come back forward I I would be an advocate for that so thank

you and that will be part of the the new park dedication fee study update as we look at the kind of the regional components of that will be do you think we'll have that before we adopt Budget on no not this year not this year okay so then I'll be talking about supplemental I guess thank you supervisor Holmes oh thank you chair thank you Andy um no offense I want to talk to you okay yeah how's that Newcastle field coming I am pleased to announce we are planning a ribbon cutting ceremony for Mid m

iday so it has it is done it is just waiting for the roots to get a little more established and kids are going to start playing a that's awesome a little over a month yeah and uh Andy you and I have something in common we're both with pler County but I understand this is going to be your last budget hearing that's as as it is mine that's at least the unofficial plan yes so anyhow preciate all the work you've done over the years of my during my time on the Board of Supervisors you really set an e

xample for your staff and uh they will miss you all I won't be here either so but thank you very much a pleasure much with you thank you and Josh I just got to tell you you've really grown into this role bringing all these three together you really U has exceeded my expectations let me tell you that so anyhow I really appreciate that thank you thank you supervisor okay so Josh just to say thank you for for your presentation and maybe people are wondering why I would uh know the Oriental fruit fl

y as because my sister worked for USDA downtown in pest exclusion which is not how to keep your old boyfriend away but at any rate my favorite was the glassy winged Sharpshooter yep that was my favorite we're still working on that little guys as well yeah yeah anyway do keep us informed on that's important did you did you exclude him from Granite Bay or no um yeah we do not have any glass Wing Sharpshooters in no no I mean the the Oriental fruit fly um yeah just just we we caught that one and so

like we deployed those 200 additional traps haven't caught any additional um flies and you know keep it that way on wood okay great well thank you keep up the good work and I do have a question for Andy and talking about all the the parks and um du new and the maintaining of parks now Granite Bay and a couple of parks in Lumis are not included in that um the overall are we because we pay our own lighting and Landscape or maintenance fees for maintaining our parks and such in Gran a bay you do i

ndeed so every resident around Granite Bay pays about just right about $100 per year now that'll be coming forward at our next uh meeting to for that Levy for next year and that has gotten the residents of Granite Bay a tremendous amount of of parks all the parks in Granite Bay have been funded through that um we do have some Capital um set aside within that uh not complete but we do have a pretty healthy amount of set aside uh as you move north uh Lumis Park is not within that District so that

is one of those historic kind of Legacy general fund Parks so that is one that we so is it Sterling that just kind of is right outside of our border uh Sterling Park uh is within the Granite Bay Lighting and Landscape District yeah okay okay well I didn't know you were leaving us I didn't get the memo you can't retire before I do um anyway Michael and I would like to get with you then and talk about our future and stuff and our thank you landcap okay but thank you all thank you for all your hard

work Andy you've been immensely helpful to everyone in my district as well as all of your staff everyone included and thank you for taking the reins on this thing and taking the bull by the horns you've done a great job thank you really proud of you all so thank you everyone tell all your staff we said Thank you and you guys have a great day thank you all right okay we're going to move on now [Music] to cedra and miss Crystal welcome need sorry welcome cedra good afternoon welcome good afternoo

n chair Jones and members of the board I'm Crystal Jacobson uh the acting director of uh Sidra uh currently and with me today um is our executive team many members of our executive team um our I just wanted to mention that our um administrative and fiscal officer Casey High unfortunately cannot be here today um but I do want to First acknowledge and thank her for her work um actually working with all the deputies you see here today uh to pull this budget together there were a lot of folks that u

m assisted as uh the deputies that you see here today uh do oversee their their cost center portion of the budget that you'll see here in a minute but um so thanks to them also thanks to the CEO um budget team we appreciate the support um it's been a heavy lift getting here and we're excited to be here today so thank you for the opportunity um we have had another uh incredibly busy year as we've continued to experience uh considerable growth in West West Placer as well as a lot of activity in Ea

st Placer so um we all know and I think you've heard over over from every Department about you know what we're experiencing here in plaster County with sort of the shift to a more urban environment in the west and what that means in terms of service delivery um so I want to really acknowledge and thank our entire team in sedra for who in the midst of you know a lot of change and transition that our department has experienced um have met uh the demands of you know of this growth and and the permi

tting involved in that uh and just keeping our Department moving forward so a few key changes uh we do have a new deputy director over engineering and surveying Michelle Lewis who's here today and then we also have a new uh Deputy over our Tahoe operations uh Gabe Armstrong is here so those you know big changes um in sedra um as well as you know the resignation of our director so we've been a bit in transition but I feel like everybody's just doing an outstanding job um meeting the demand so uh

thanks to the team um and then also other changes are just you know we've had a lot of uh new staff coming on uh you'll probably remember a couple of years ago when our former director was here had come to the board with a request for some positions expanding our code team um and so there's just been a lot of change in in onboarding new folks and training folks um so we have I think um done a good job to stand up uh Service delivery for Cedar in the midst of all that change so just wanted to tou

ch on that um so here's a various cost seeders for cedra um you'll see we've got you know engineering and surveying building administrative and fiscal support planning services and U pccp Administration um new this year you'll see the Tahoe operations uh cost center um this is the first time we've done this where we established a cost center to kind of help better track and understand revenues and expenditures related to Tahoe operations um we see this as an improvement in our budgeting process

to really kind of have a better understanding of what it means to deliver service in Tahoe so uh I imagine that will evolve over time it's been a little bit tricky trying to piece that out um but that is new this year um moving on to accomplishments I've got a couple slides on this um there have been there's a lot more than you see on the couple slides I think um but we have in our building uh division under uh Tim's leadership we have issued over 7,000 building permits reviewed about 7,000 cons

truction drawings and completed about 23,000 inspections that's just on the building side um so kudos to his team for that um we have also done a lot of work on the engineering side with fining subdivision Maps so each of those Maps results in a significant amount of work with plan check and inspection uh themselves so that is um a lot of work and that is really correlated to the uh build out of the specific plans that we've got in West Plasser so just an enormous amount of work coming through e

ngineering as well as planning so we processed 17 IRS uh through our environmental coordination Services Unit um but what that means is you know those 17 eirs are really translate to planning land use entitlements so Chris and his team are super busy um processing all those small lots that are coming forward as part of that those specific plans as those are building out so a lot of work there what you will see here um towards the end of the presentation is that uh we're asking for some supplemen

tal requests to help because we do see this workload uh continuing to increase as those specific plans build out so a lot of lot of work there I do also want to mention not on this slide is that we um have also renewed about 32 3,300 Str Str permits so in Tahoe outside of the regular sort of cedra building permitting that we do um we also are issuing Str permits and there's a significant body of work there so that's not on the slide but I wanted to point that out um so each one of those maps and

um permitting that you know I mentioned you know the the development takes about two two and a half years or so for um us to plan you know for the planning and construction around that so we do see that we expect that to continue as we continue to see you know more maps coming coming through um and those specific plans really build out you know over 10 20 years or so so that we we don't see this stopping um and and what you've heard from every Department about you know the increased population

and growth in the west plaster is is here um and we are um you know our intention to meet that that demand so moving on we have um done some things on the technology side we have implemented an expedited rooftop solar permitting program through temp shop um expanded or enhanced a video inspection program which we hear from folks you know that our customers really like that it is convenient for them um you know so we're doing work I think more efficiently and we're looking for opportunities in th

at in that regard um and then we've also expanded our code enforcement program program um based on your direction to do that so we've got um we've expanded the team um and are being more I would say active in terms of our approach to traditional code enforcement um and then moving on I just want to touch on some larger efforts we have as you know uh initiated a kickoff of the general Plan update that's going to be a multi-year um program and so we have started that um and Chris and his team are

currently working on a public Outreach strategy and sort of getting into the details of what that looks like um but that that effort is underway we are also conducting a comprehensive sedra administrative fee study to more accurately understand what it costs to deliver service it's been about a dozen years or so maybe longer since we've done this uh it it's a big undertaking so we're currently in the study phase of that don't anticipate that to be finished until towards the end of the calendar y

ear but uh it is a big undertaking um Michelle Kingsbury is actually heading that up and so uh Cod is to her and her team because it's a big heavy lift and then we also completed a phase one uh Land Development manual update um and we're working on a second phase Michelle Lewis is working on that and then also just wanted to point out um the update uh on the Tahoe Basin area plan we had an amendment package that came before your board in October that actually was approved by the Tahoe Regional p

lanning agency happy to say that so that uh completed that was a multi-year effort as well moving on I want to um mention and Shout out uh to our um plaster County Conservation program team uh they were awarded um about $4 million or so in federal conservation Grant funds um that is from the US fish and wildlife service for the acquisition of uh 430 Acres of the Redwing property so super excited about that and leveraging those dollars uh to further our conservation efforts and um the objectives

of the pccp and then I also want to shout out to our Tahoe team for receiving our first ever uh combined planning ESD and front counter 100% score on our Tahoe Regional planning agency audit so as you know we um permit um we do building permits and process sell permitting on behalf of the trpa in the Tahoe Basin and we get audited every year for that um and over the last several years we have been working to enhance our trpa permit sort of inspection program and um lot of training involved and c

loser coordination with trpa and in doing that we received our first ever 100% score so we're pretty excited about that moving on just to emerging issues um and Department priorities got a couple slides on this uh first as I mentioned um one of our bigger sort of emerging issues if you will or sort of the demand that we are um tasked with is just the increased number in active subdivisions corresponding Improvement plans Maps permits plan checks and inspection it's all you know it starts in plan

ning makes this way through engineering and through building so it's just W you know sort of a wave after wave of uh a work you know um effort there and we don't we don't see that uh stopping so we're around um 800 new um homes this year um that's up from about 700 last year and we are you know forecasting that we might be at 900 next year so it just continues to grow um so this activity results in you know you know all of these projects that are coming through with the specific plans implementi

ng um are on aggressive schedule so trying to meet those those schedules uh with with uh the development uh groups um and again so what you'll see is uh at the end of the presentation here is a a request for additional Staffing to kind of meet that demand we also have multiple projects moving forward in Tahoe um it looks and feels a little different up there in terms of you know the the development activity it's uh a little more focused on I would say Redevelopment um but still it's you know the

re's a a regulatory uh challenges in Tahoe that a little different than the West part of the county and so the demands there are very real in terms of uh the workload um so I I did want to mention in terms of the specific plans you know the priority there in in implementing those you know we are under development agreements as you know uh with each of those specific plan um in specific plans in West pler um and and so that's really you know what that means for us is that we have an really an obl

igation right to carry out work as it comes forward um and so that is definitely a priority for us moving on another priority is around just you know customer service and continued deployment of efficient and effective uh Service delivery um models this results in you know increased uh technology um as I mentioned the solar permitting program is one video inspections Tim's team's also working on a Digi plan electronic plan check software creates more efficient process with sort of automated work

flows so looking for um all the opportunities we can to better serve our customers that's a high high priority of ours um and we sort of pride ourselves in I think the work we do in that in that regard um and then and Staffing and and this I know you've heard this from I think every department but um one an issue and a priority for us is is really employee Recruitment and Retention we've had difficulty recruiting for critical engineering and planning positions we also have a difficulty recruitin

g in Tahoe and that's largely due I think to you know the cost of housing there and um our ability or the Region's ability to house Workforce in Tahoe as you know so um this this is a challenge for us I think um you know we are making it a priority to support creative efforts to recruit and retain uh trying to enhance our office culture uh organizational culture and then just you know we say I think we've coined creating a workplace of choice is what we want to do for cedra um and in the hopes o

f uh you know uh recruiting folks but also retaining them once once they come these are just a list of our um objectives and you'll see how they align with the County's critical success factors I think we touched on a lot of those critical uh success factors um you'll see you know these are really carried over from last year they're really rooted I think in cedra's Mission um there's a lot of different work efforts and activities going on everything from just our you know regular permitting that

we do but also a lot of policy work um and then of course uh Greg's work with conservation through the pccp so it's it's pretty diverse um but I'm going to move on here to um look at our um performance measures and targets um there's a couple slides here and you'll see a number of things I think largely you know we have met uh targets uh this gives you a a really a snapshot of that year-over-year um many are related to customer service and permitting and that that sort of thing but a lot of the

m are related to our larger efforts as well like the general Plan update and getting that kicked off and advancing that forward um the fee study update that I mentioned before the Land Development manual and then also what you'll see on here is um one more and I think I'm going to kind of move on here here but we've got um the creation of the infrastructure Finance district for the sunset area Michelle Kingsbury is working um with the CEO's office and the Treasurers Office on that uh so that's a

big item of uh importance for us so coming to our budget um we come in at about 38 million um and are proposing no Capital expenditures uh today so this slide um shows a year-over-year snapshot of Revenue and expenses um and you'll see it's fair you know kind of Fairly stable I so you see a little a little dip there in this fiscal year in terms of revenues um but I will say you know tracking or actuals were higher than that at about 16 million and in uh the revenues so it's actually pretty much

um aligned there and then moving on to the variances in our budget that we wanted to highlight today so we have a 915,000 um increase in salaries and benefits um this is due to a few new positions that came on as part of that 25 and expanding the code C- Compliance Unit so it's we've been doing that slowly over time and so that is reflected here so that is an increase um and then we also have a 791 th000 increase 791 th000 increase in um expenditures for professional uh Services contracts this

is is um reflective of the General Plan update contract that was approved last fall um and then you'll see a couple of Revenue um big Revenue increases actually 2.6 million um related to construction permits so this is um the anticipated increase in you know plan check and inspection services and so the revenue associated with that and again this is all tied to what's happening in West Plasser is what is what we're seeing here uh and then 4.7 increase in revenue for planning and Engineering agai

n same sort of thing increase fac facilitation agreements and um survey at Cost Billings um again all really related to um the development that is occurring in in West cler moving on to our positions um we're currently at about 170 actually I think it's 171 um but you'll see the increase there um over you know the the multi-year period um and that's really you know we brought on the short-term rental program expanded that and so added staff there and then um same thing with the code Pro you know

traditional code program uh that was expanded added staff there and then of course um those 25 positions that our previous uh director had had come before your board and and asked for that was after doing an assessment of what our need was really to kind of carry out this work so um so we're at about 1 17 171 right now and then moving on to our supplemental requests this list looks long I do want to highlight a couple of things um number one on the the far left column here for the request numbe

rs number 19 that's actually included in this fiscal year so that should not be on the list um and then I also want to point out numbers nine and 10 is actually one position um we have um and that is an administrative technician position we um and and I heard this I think with the sheriff's presentation we do a lot of public records act requests and and research and um permit research that kind of thing and um we have found there's so much work there that uh the staff that was doing that work ha

s put in a lot of overtime and so that's what you'll see there in terms of that off offsetting Revenue um and so we are are wanting to focus on bringing another staff in to assist with that body of work so that's that's what you see there for 9 and 10 um but I do want to point out we are um you know as part of this request it includes an ask for 14 new staff um and so real quick I'll just kind of highlight what those are for engineering it's um a request for two two Engineers again to help with

that um all the development that is happening in West pler we have done um additional analysis just to show like what's coming down the pipe what we're expecting and what our need is so there's two requests for engineers um or two two positions in engineering sorry and then in building um same thing two positions for inspectors and then aedra Tech at the front counter that's doing all the intake on that on the work that's coming in and then in planning a request for two planners to again help wi

th a permitting of that work that's on the land entitlement side so all of that is offset by fee Revenue that comes in um there is a request for one Planner on the long range side uh that would assist in carrying out the long range work program that your board sort of blessed recently that Chris's team brought forward that is a general funded position it's not offset by fees um but we believe it is needed to carry out that body of work that we um identified um before your board and then we've go

t um a planner uh implementing the plaster County Conservation plan it would actually live under our environmental coordination services but doing um pccp work um as well and and that would be offset by pccp fees um as well as a pccp project manager that would also be offset by fees there and then in Tahoe you'll see uh two code officers and an admin tech and technici and position request and I wanted to mention this is a result of um we used to the the north Taho fire district was doing all of

our inspection service for uh um Str strs in the Basin and that work is now um we we took that work over so it's now been transferred over to sedra uh they were struggling with capacity to do that and it's about it equates to about 2700 um inspections in the Basin and so we've looked at that work we also are doing some parking enforcement uh in the Basin as part of uh carrying out the agreements with the resort communities in Tahoe and they've they've developed parking Management Programs the co

unt is also developing our own parking Management program and so the requests for the two officers in the admin Tech are really reflective of that of that work the fire life safety inspections and uh the parking management and there are offsetting revenues for both of uh on on both sides of that um and then what you'll see is three requests for uh contrast and abatement so on the abatement side uh there's a request there for 100,000 we were all just talking about abatement apparently we used to

have years ago and and Tim may speak to this uh a line item for abatement um under code you know our Cod compliance program um for whatever reason that fell off years ago but as we've expanded the program and being more active in our enforcement we have found a need to draw upon some abatement dollars and and so we have um penciled that in for consider consideration and then there's a 200,000 um ask for SQL review of the zoning text Amendment package that Chris's team is working on uh it has to

undergo squa and uh there are dollars needed for a professional service contract there and then lastly you'll see this $1 million request um I similar to what Josh had mentioned in his presentation this was really identified just to sort of highlight a potential need and have a conversation about it but this is related to um a t PA a set of housing they call it Phase 2 housing amendments that their board approved and adopted as part of their code and it essentially mandates the local jurisdictio

ns to at some point update their area plan to be consistent and what it what it involves for us is analyzing those amendments um under squa and so um I just wanted to mention we are H we're having a lot of conversations with trpa and staff internally about what that looks like and exploring all alternatives to you know to maybe not not having to do this um we're also looking at opportunities to leverage dollars but I just this was thrown in there just to sort of highlight it uh ear Market as you

know or not ear Market but highlighted as um flag it I guess as as a potential um expense that would you know would be um incurred in the future so with that I think that's I don't know if there's oops go back that is oh my gosh I'm sorry what what am I doing one more time nope well that's all I got so anyway uh with that we're happy to answer questions we've got um a whole group here of folks that are uh able to answer questions okay we'll start down here with supervisor guson thank you and Cr

ystal and whole team thank you uh working short staff and uh with all the transition just really appreciate your leadership and the opportuni seeing advancement a lot of uh issues going on and we know you're heavily impacted so thank you um what's the vacancy you were probably going to ask this but I'll ask uh how many positions are you vacant right now we're at about a 15% vacancy rate right now on the number I can look look at it's across it's kind of across the board we've had a lot of it is

really shifting of positions and uh attrition and but yeah it's about 15% okay thank you then on the supplementals uh the two uh Code Compliance officers will that be funded through the St permit fees yeah that we take in a h fire life safety inspection fee and that's currently being studied right now as part of our fee study but yes we have uh taken in because it says general fund but but we are the money yes yeah and the the theory was that those would entirely fund The Code Compliance ISU in

and then in addition to that um those code officers um they do conduct parking enforcement and so the agreements with the resort Community is is that we're being reimbursed re for that so there are offset I know it doesn't show it here but there is offsetting revenue for that yes okay and then on the million dollars for squa um we need to have some discussions on that because they didn't feel that there was going to be that level of impact because it was limited to town centers as you know and i

t was already under the regional plan man's capacity so yeah so I I just want to um I know I'm getting too technical we can talk about it later but that's so this was thrown in there it's been a been a few weeks since this was included um we literally had a conversation last two days we've had conversations with trpa on this just to better understand what what it what this really means and what it looks like for us um in terms of you know what we need to what we need to do right if if do we need

to bring this forward or can they uh a and then B if we do what does it look like from an environmental analysis perspective so we're trying to kind of grapple with that and like figure out uh really what that body of work could be um and so again this was really thrown in there just to kind of flag it as a placeholder yeah have to make that decision opting in or out and then study whichever we choose right right okay great well thank you all I know you've had y's work welcome new positions and

promotions congratulations on those and thanks for all the hard work thank you okay I'm going to move to supervisor Landon okay thank you um I just have I think one question couple comments um on the abatement funding does that cover vehicle abatement too or is that separate I'm gonna look is separate separate okay what does that fall under public works or um yeah a lot of well it would depend on the abatement actually so um if if there I know that we had recently a a boat um issue and there mi

ght have been an abatement needed on the boat we would have covered it uh typically the abatements are covered by um by CHP depending on where the vehicle is located if there were Vehicles located on a private property that would be part of an abatement that we would cover but I um assume that you were asking about a vehicle on a public road okay great thank you um and then just a couple comments I mean first I want to say I'll just Echo what supervisor gusterson said really great job on making

lemonade out of lemons I think that you have to do sometimes and doing a really good job with just using the means that you have and getting things done so I really appreciate how responsive you always are and you know if I shoot an email to any of you I know that will'll get a response quickly and I really appreciate that especially on constituent side of things um and then I just wanted to give a shout out to Ben brov um I would just say he has been such a pleasure to work with and code enforc

ement and I have seen him in multiple situations with constituents when things were a little dicey and he was able to really bring things down and um I just want to give him a shout out for that because he's been so great so I think that's all my comments for now thank you for that okay go to supervisor board thank you I don't have a lot of questions because I ask a lot of questions uh when it comes to development and rezone and code enforcement and I just want to say thank you really to all of

you um because you have worked very hard and you are working very hard and I don't think our board can say enough about how much we appreciate your hard work there's so much going on there's a lot of growth and I know it's a challenging season right now um but I I hope you know that we want to make sure we have your backs and we make want to make sure we've got um good folks coming along and I'm you know constantly thinking who can I poach from other places right to augment our really good team

um but I just want you to know how much all of your hard work is appreciated and really as I think about the future of pler County right we have such great opportunity we this is a place where people want to come and live and work and we have to be creative with Solutions about affordable housing and all sorts of different things but I really think we've got terrific people and I want you all um to know that thank you very much okay supervisor Holmes thank you chair um I want to concur with h su

pervisor Landon's comment about Ben bro he is really uh on the ball really uh takes charge and he does have a way of diffusing the you know The Angst of the whoever's complaining so I wanted to just repeat that I know that uh cedra has been scrambling and not enough Workforce more work coming I've noticed that you're your the office is closed on Friday I understand that uh can you explain to me a little bit how that helps get the workload out sure yeah so um over the last several years particula

rly when when the pandemic hit we really shifted to an a lot of online processing of permits so the majority and I want to say is it 90% Tim what is the percentage pretty high uh right very very high a percentage of our permits are coming in online so we still have those customer interactions up at the counter um you know on a daily basis right but uh the amount of work that is coming in electronically is significant and so though we close our doors on Fridays a couple of things one is that the

reason for that is for us to for the counter staff and the back you know back staff to be um coordinating on processing um those permits that are coming in so when they're always up front it's hard for them to be sitting at their desk and getting through all of those permits that are coming in electronically so that was really the purpose behind it but I did want to mention both Tahoe and Auburn we we're staffed we're there and occasionally we'll get folks that'll come and knock on the door and

we're always open you know happy to open the door and paying attention so even though we're closed and we're trying to you know the purpose is to process those permits uh we are actively monitoring the situation at the front if someone's knocking we'll let them in an assist so it's more more efficient is it it is definitely and yeah yeah I understand that just a different model that we're in these days with the online uh permits so all right thank you uhhuh okay so I'm curious you have a 15% vac

ancy rate um what's your best guess as to why you have such a high vacancy rate um well we're we we're struggling to recruit and retain for sure um not ideal I mean I think I think another thing is you know and we've been talking as a team here that our number one priority is to fill the positions I mean and but it is a struggle when you're you know these folks are putting out fires left and right and and so you really have to be mindful I think of you know that that is top priority right like l

ook through those lists and get people in and and and proactively be um being you know coordinating with HR on uh filling the positions so it's it's not um I don't know that I have a reason beyond that unless one of you wants to to help but I mean it has been a challenge um for whatever reason some positions are harder like planning and Engineering right now it is just really tough to to get um folks even on a list you you throw out a recruitment um and we're struggling so I do know you know we

are looking for creative ways having conversations with uh the CEO's office NH HR about how to do that um but yeah I don't know that I have any you know look at you all yeah and I I'll add that we have done numerous interviews um we've asked we can't even get them to show up for the interview sometimes they say yes they'll be there and then they just don't even show up uh we have made two to three offers and by the time we make the offer they're like oh I had three interviews and I already accep

ted another um some of them are because they get 100% remote work and so that's what they want so it's it's just a myriad of reasons I will say I wanted to add though that they are updating the lists for the at least the engineering lists and we're hopeful that getting you know having that new list removing anyone that doesn't isn't currently seeking a position will help us to fill those positions and we have even tried to underfill our positions to Junior levels to try to just get somebody in a

nd train them and that's where we've had some success and made some offers but they'd already taken jobs so um just having to be on top of it maybe a creative way to get them in for an interview is invite him to lunch we did a coffee one one time it's it's a little hard right now to we are finding particularly in planning and Engineering to compete against the Private Industry who are they're offering signin bonuses and it's just a tough Market it's it's very competitive and it's hard to compete

right now and for some particularly for some positions well if there's something that the board can do to help I'm not sure offand if there is anything that we could but I know we'd be willing to support you if we can and and so just let me say thank you to all of you I know how hard you're all working and and we really appreciate everything you do you you're keeping the wheels on the bus so thank you very much have a great [Applause] day okay next up on the Hit Parade DPW good afternoon Derek

and welcome aboard for your first budget here good afternoon thank you welcome to the DPW staff so good afternoon chair Jones and members of the board I'm Derek ad the new Public Works director and today with me is Becky kareah from our fiscal team and supporting me is this amazing DPW leadership team which includes Kevin Rich Rebecca and Matt I'd like to first start by thanking the board and Daniel and his team for continuous support of our department and our team we enjoy working collaborative

ly to solve Community concerns identify and deliver complex projects and and address and resolve really Regional issues I also want to thank our high performing Public Works team from the bottom to the top they are delivering amazing programs providing critical services and implementing those large and complex projects so really thank thank you to the entire team we are a department that provides diverse and essential Services programs and projects which includes road maintenance storm water flo

od plane and Solid Waste Management landfill oversight environmental utilities Transit Fleet operations and Development and Construction of capital projects we have a team of 292 staff which provide all of these services and we continue to provide excellent customer service to the communities we serve for accomplishments our Public Works team worked diligently and completed four major projects construction projects this year the first one was the summer star way emergency covert repair in Newcas

tle which is shown on the right side it's a covert and that washed out during our 22 23 winter storms and we replaced 200 feet of Pipe Plus provided pavement repair to restore uh the proper uh drainage the second project is the lower secline improvements in Tahoe as shown on the left this is an area where we had dirt roads previously and so the project included improved water quality reduced sediment from getting into Lake Tahoe we paved two roads and added storm drains and pedestrian walkway so

a very nice Improvement project the third is the Alta forry Road retaining wall near Lake Alta this was a slope stabilization project where we built a new retaining wall to reduce debris impacts on the road and minimize road closures and the last is our annual Road servicing was done throughout the county where we serviced about 14 miles of roads to improve ridability and safety for our field work our Public Works crew efforts were fantastic again this year our crews continue to provide safe an

d accessible public roads and other infrastructure the road crews addressed many storm issues including a major Rock fall on Old Forest Hill Road as shown in the middle there was a great video by uh our social media folks which required blasting to remove the large rocks and reopen the road in addition this year they they handled multiple snowstorms in March the road crews worked 10 days straight 247 to address a significant snowstorm where we had about 120 Ines of snow our our crews work tirele

ssly to remove snow and Fallen trees clear roads of debris and reopen them as quickly as possible and I'll add that our Fleet repair technicians also helped tremendously to keep our snowblowers and other key equipment operational as we develop our capital projects and we're a focus on protecting the environment and complying with state and federal environmental regulations this year our engineering team made significant progress by moving many projects forward towards construction by completing

the required environmental review so I'd like to share a few of those accomplishments first one is for the Yankee gyms replacement Bridge along the North Fork of the American river we completed the certification of the environmental impact report which is a significant environmental review process and we anticipate starting construction of the bridge next year the project will take about 3 years to complete and the photos on the slide show the existing bridge on the left and the concept drawing

of the new bridge on the right which is Downstream of the existing bridge and we'll also be adding a parking area on the right side as shown for Highway 49 Wastewater capacity improvements we completed design and environmental review for the Wastewater project these improvements once constructed will accommodate buildout including low and moderate income infill housing within a large portion of the north Auburn area so this project is anticipated to be constructed in multiple phases next slide h

ave a battery issue on our side somebody have access to the slide can you advance it there go back there we go public works is doing our part to support growth in our region by advancing the capacity of our public infrastructure and improving programs and coordination to better serve our customers for capacity Improvement accomplishments we're advancing Wastewater improvements for the sunset area plan with two projects the first one is the pler one Wastewater system as shown on the left which ha

s completed the final design and environmental and started construction of the project plaster One is using the 28 million in arpa funding for the construction of these improvements the second one is the sunset area PL Northerly Wastewater system which is being designed Now by our Public Works team and environmental work is progressing well to further expand our capacity and serve the local development projects for the Lincoln sewer maintenance District Wastewater Authority or Lisa uh County sta

ff has worked with Lisa and the City of Lincoln staff to valuate engineer the wastewater treatment and Reclamation facility expansion to add additional Wastewater capacity for Western plaster uh Waste Management Authority are watma using County staff we completed environmental review impact for the expansion of the landfill for approximately the next 100 years and watma is in the middle of $120 million upgrade and expansion to help member agencies comply with the new Organics recycling requireme

nts and accommodate future growth this project includes a new construction and demolition processing facility which is now complete and a new material recovery facility and composting facilities in addition a new landfill module and liner during completion and should be open for use this summer for strategic planning they have our parking management improvements took a major First Step this year by implementing the new parking ordinance changes that were approved by your board to strengthen exis

ting parking enforcement and improve compliance countywide for the Tahoe area which we know has limited parking and high demand during Peak tourism Seasons we initiate our Kings Beach parking management implementation plan and we've provided plan recommendations to our stakeholders and the public for comment we've conducted two Community meetings and we're will'll be using this community input uh we will work to finalize the plan and bring it forward to your board for consideration for continued

coordination we're working with many local agencies to improve services and address changing agency structures as operations grow for example at our Eastern Regional Landfill our staff worked to update our Tahoe area Solid Waste handling service agreement to address high amounts of trash during peak time on weekends and we finalized deal points for trash service pickup to now include Sundays which is supported by the local community and our businesses and it will support a cleaner Tahoe area fo

r Lisa County staff worked with Lis and City of Lincoln staff to draft and issue a request for proposal and we are requesting U we are in the process of selecting an operator for the wastewater treatment Reclamation facility we also hired some new staff to take over the operations of the regional Pump Station and pipeline for watma we coordinated on the solicitation interview process and anticipated hiring of a new general manager to lead watna into the future and we continue to support County s

taff who are working for watma for our department Department emerging issues and priorities we have three main areas that we are closely monitoring which include Staffing Rising costs and Equipment replacement so for staff Public Works and human resource teams continue to work together to to address our staff vacancy issues we currently have a vacancy rate of about 15% or 44 vacancies out of our 292 staff we have two groups of staff that were really considered hard to fill positions uh those inc

lude the engineers which we have nine vacan positions and having similar issues as cedra and then we have bus drivers which uh are 21 vacant positions and most of those bus driver vacancies are for tart in the Tahoe area this year we've expanded advertising of the bus driver positions including using Billboards along I80 for the first time as shown on the slide and we're also using radio advertising and Tahoe to purs new candidates and it'll be challenging for us to fill all these positions but

we'll continue to make positive efforts to reduce our vacancies by expanding Outreach and using creative ways to attract qualified candidates we know filling these positions are key for us to be able to deliver our Department's Mission Rising costs we are seeing uh those costs due to inflation we're also seeing longer lead times for delivery of goods we have seen increased costs in material and service contracts and capital project bids we're having to adjust projects to what we can afford and i

n some cases break a larger project into smaller phases or find additional funding so I want to share a few examples of some of those rising cost impacts to some of important projects that were associated with so the first one is the sunset area East trunk Wastewater project and it was bid this past year with an Engineers estimate for construction about $8 million and the low bid came in at $15 million almost double the cost so due to our agreement with the developer they will cover the addition

al costs and we're happy to share that construction is underway using the arpa dollars um through the developer for the Tahoe City Fanny Bridge replacement this is a project for the Y roundabout and replacement of the bridge over trucky River the Federal Highway Administration is the lead for the project but we are significant partner to that project the total construction estimate was 14 million and the bids came in at 25 million again almost twice as much so we're working with them to evaluate

project phasing to uh align it with available funding that's uh been made and they will work to rebid the project we're also seeing long delays on delivery of materials for example we and some of our developer partners are seeking Wastewater facility components which are having longer lead times in some cases up to a year in delay uh so it's impacting the lift station project completions and so we'll continue to work to try to identify those long lead time items and try to order materials farth

er in advance were possible to avoid some of the project timing impacts for our Fleet replacement we have a plan for steady in investment to replace some of our old vehicles with new and so we'll continue to keep a prized of the new technology and equipment that comes on the market really to M best meet our operational needs so we're also monitoring new state requirements that require electrification of our Fleet and there are multiple electrification compliance timelines that differ by vehicle

type which includes buses medium and large uh medium and heavy duty Vehicles like the truck shown and traditional light duties like an SUV as we transition to more electric vehicles we will likely need to we will likely see increased vehicle uh costs go up and we'll need to plan for charging station infrastructure so we'll be developing an EV implementation plan to try to get ahead of that for our County Fleet we have a total of 376 Vehicles this and this year we replaced 27 vehicles and added 1

8 new vehicles for Public Works we replaced 24 large construction equipment and three more expected this year uh the types of equipment that we replaced are critical to our operations and includes sweepers small and large trucks an excavator a loader and a backo and so uh we Ed the special fund granted by your board this year in advance to advance those Replacements so we want to say thank you for that and we appreciate it next slide these are are Department objectives that align with the county

strategic plan priorities and our objectives are workload measures that are focused on infrastructure uh maintenance and improvements services to the public and maintaining compliance these are our department performance measures that again relate to the various Services programs and projects we provide and I'll provide a few highlights for item three this relates to the condition of our Public Road system and we use a criteria called pavement condition index which is an average Network conditi

on rating from Z to 100 with 100 basically being like a new road and our goal is been to sustain our PCI level at 60 which is a fair rating this year we dipped below 60 to a 59 and so due to this dip our team will be uh Gathering updated road condition data and we'll analyze and predict where our PCI is heading based upon our existing funding most of the regions uh cities in our region uh have a higher uh PC High than 60 with some uh actually about three of them even higher than 70 um the cities

with those higher numbers are likely a result of the numerous New Roads that are being built by the private development projects and being added to their Network and for the adjacent counties we are in the middle of the pack in comparison to the rest of them so we will share more details as we evaluate the data further for item seven we're recycling waste and diverting it from going into the landfill and that's an important effort for us uh we're in there's increasing regulations um for complia

nce in this area and so far this year have we reached our goal of 71,000 tons and we expect to exceed it so this is really great news the second to the last item on the bottom for item nine we're happy to report that Transit ridership this year is expected to exceed our goal of 765,000 uh we have about 63,000 year to date and hope to exceed that goal by a 100,000 so this is great news as we continue to improve our transit system and service our next fiscal I'll wait for the slide there we go our

next fiscal year budget for our department is almost 158 million and is very similar to this year uh this year's budget in size so our operations budget is over 58 million which is a little over one third of our overall expenses and has gone up slightly over this last year due to inflation and additional costs our capital budget which includes our Capital project it includes the remaining two-thirds of our overall budget at almost 100 million the slide shows our operating uh revenue and expense

s but it excludes capital and Road fund expenses but it does include equipment so we're seeing higher costs year toe equipment materials and salary costs are rising and revenue is increasing to help offset these are our major operating budget variances I'll start with the expenses um I'll start with the expenses which are our major variances that are shown at the bottom we show an increase in expenses of about $7 million and we're continue to purchase new fleet vehicles replace older and higher

mileage Vehicles including acquisition of four new electric buses to meet our zero emissions bus standards we have new salaries and benefit expenses due to bringing in some Transit operations back in house and three new positions similar to personal auto insurance policies we are seeing increases in our Fleet auto insurance premium to which results in additional $1. million expense for major Revenue variances we're showing an an increase of about $8 million we're receiving 4.4 million in federal

aid to support construction projects and a one-time purchase for the electric buses we're receiving about 2.2 million in revenues from various agencies for Transit items and some other special projects one key Revenue source is from the local Transit occupancy tax which is supporting the tar Transit operations an additional revenue is coming in from Fleet users to offset increased uh Fleet operation expenses this slide shows our Capital revenues and expenses over time which includes Road fund a

nd the budget total varies from year toe based upon the numbers and sizes of capital projects we have for this year and next fiscal year we continue to have a higher number of large projects and so the budget remains High compared to the last two years we have many significant projects we plan to move to construction next year including the sunset area Wastewater system the Baseline Road traffic signals North Tahoe shared use Trail segment one the tar compressed natural gas upgrades plaster Hill

roads upgrades and then some at various locations we're implementing some new roadway edgeline striping pedestrian crosswalks and guardrail upgrades these are our major Capital uh budget variances we proposed some significant decreases in capital expenses and revenues at the time of budget these variances are tied to multiple projects and so some of the major variances are shown include a new Wastewater project and some red do state revenue and grant funding as we design and construct projects

funding sources and other project factors are changing rapidly and so we'll continue to monitor our budgets closely throughout the year to account for those variances we know that finding new grant opportunities is a necessity to help fill Project funding gaps and we'll work diligently to identify and apply for these opportunities our funded positions went up by three bringing us to 292 staff and these three positions are to support environmental utilities growing needs to support Wastewater ove

rsight operations we have three areas of supplemental requests which includes a proposal for 22 new staff that have revenue offsets and total about $2.1 million the first request is for a new associate associate planner position in environmental utilities to ensure compliance with changing federal and state regulations this position would provide the much needed support to increase uh the increases in Project reviews and conduct legislative reviews the cost for this position is approximately 134

,000 annually and this will be paid solely by the sewer service fees the second and largest request is to bring transit services inous that were outsourced via contract works so there's a new state requirement driving this change and it's requiring us to provide more services with our own staff and the request is for 20 new Transit staff that includes bus drivers and dispatchers the proposed expense is about $1.9 million and it will off set with reductions from contract savings so these position

s will be in the west plaster area and uh we have lots of applications already in this area so we were're hopeful that we should be able to fill those positions my third request uh relates to the the same need as the last one but it's for a fleet equipment service worker and is needed to support the additional Transit operations we have 20 excuse me the county owns 12 small pasture vans that were used by the the transit contractor to provide the service and the vehicle inspections maintenance an

d repair services were previously provided by the contractor so since the contract is ending the work will need to be provided by our fleet team and this position costs about $50,000 and will be offset with new revenues collected for vehicle usage and then this is the last slide just shows the remaining of the 20 Transit positions discussed and so this concludes my presentation and I'm we're available to answer any questions you have okay we'll start with supervisor Landon thank you well first I

like to say welcome to pler County we're glad you're here and um you have a really amazing team and so I really hope that you Shepherd them well and take care of them and make them feel appreciated because they're awesome so um I did have one question on the electrification um what is the deadline for just the regular fleet vehicles on electrification sure there's a couple different deadlines the first one in regards to buses uh requires that by 2026 50% of All Buses must be zero emission uh th

e next group is relating to light duty vehicles and cars which follows under the advanced clean cars rule that states all vehicles purchased after 2035 must be zero emission and then the final category is the medium and heavyduty Fleet uh it's called the Advanced Clean Fleet rule that's actually in effect now and it requires 50% of our purchases U to be EV um however in that case there are some exceptions abilities for example snow equipment is exempt from that um when you get into some of those

medium and heavyduty vehicles some of them just don't meet our operational needs and so we can also um ask for some exemptions and some of our purchases um because we need to make sure the vehicles we buy meet our needs okay great thank you and then uh I'm assuming that there are concessions for if there are changes in technology by 2035 and let's just say hydrogen or something um that it doesn't doesn't M doesn't have to be electric vehicles it just needs to be okay just wanted to make sure th

anks welcome okay supervisor G great thank you thank you for the presentation no real questions except for the whole issue of the transit and West plaster coming inhouse and I'm guessing my colleague on pctp may be well aware of that but so are you bring is the whole service coming in housee or help me understand thank you rich thank you Rich good afternoon board Rich Morehead with public the works it's our dial ride service that we currently have contracted out that's what's coming in house it'

s ab5 the required if you provide and we provide the vehicles so we can no longer contract for that our contract ends at the end of this year so that service is coming in house and all those positions that Derek mentioned being vacant predominantly I think all but maybe one or two are up in tart so we're having really good success of filling those positions on this side for PCT so those will sit in PCT is what it is it's just the dial ride service is now coming in house okay that's very helpful

thank you and um and then I just want to say thank you to your team um for all of your hard work um just like cedra there's a lot um and I did have a question question and it reminds me now we've got a state budget um deficit or what I don't know whatever budget shorefall deficit um how do you anticipate it affecting funding for roads Bridges things that we typically get money for from the state to fund our services or our capital projects sure I you know I think as they go through and look at s

ome of those reductions you know there are Grant programs and other things that we're we were hoping to get grants from there may be some pullback from that so we'll be have to monitoring what happens at the state level very closely and see what impacts those have to us yeah all right well thank you all for your hard work appreciate it supervisor gson thank you welcome Derek and thank you to an incredible team um who do respond day or night around the clock uh just like cedra it's amazing the re

sponses I get in the middle of a snowstorm when somebody calls me and says says why isn't my road done and uh I can't get out Matt thank you for your responsiveness um the transit ridership numbers that you've shown is that the tar connect service driving those that incredible increase do you know sorry Richard again Rich for um it's actually across the board we're starting to see that it's it's a lot I think you can you if you start to see volumes on roadways go up we send to see increase in ri

dership and Transit too okay seeing increase on all of our Transit ridership we're starting to see that that Che back up again a lot of it has to do with people going back to work and L telecommunic I believe great yeah I'd love to see all those numbers because we're down so many drivers up there I think we've had to cut service and 50% vacancy on drivers in the Tahoe area so you know I think we're below that now but yes we're not at 50% we're not even at 50% right now for our driver we're below

50% bud I believe we're we have 11 drivers out of 28 driver positions in tfield right now yeah so it it's a crisis very difficult and this is when I look at ab5 and I go at what point if we can't get the employees do do we have the right to go to the state or somebody and say can't we contract you know an exemption for it it would yeah get an exemption because we've tried everything we keep raising um you know benefits and housing and everything we can do there and it's so critical to deliverin

g the services there um but but thanks for the Valiant efforts on that and we'll talk more because I'd love to see kind of what are the details of the num yeah the details I love to get into that um I just want to thank you from everything from sewage to trash to Sunday service I mean these are you know to the general public you might not know how tough it is to get a provider to provide trash pickup on Sundays but it turned out you were able to succeed with that Kevin thank you and um um I look

at the variety of work you do the parking Management Consultant oh my gosh could we use her full-time at the county she's such a great facilitator I sat in that meeting going I want to learn from her she was incredible um and then again Matt with all that snow um we thought we were getting a reprieve after last winter and we were going to give you a break and then uh we made up all of that Sierra snow pack for the water study we did that all in March and so hopefully not too much more this week

but um but I really appreciate the effort it takes and the adjustments you made to deal with the school district and and some of the community members so thank you I appreciate that um a lot of hard work this team does as you know Derek and uh we just look forward to working with you and your team moving forward great thank you okay um supervis your homes well let me just say that I concur with the comments made by the board members uh and Derek you've got a great staff sitting behind you um th

ey're very responsive um anytime we need my Aid calls out or I call for some some little thing it gets taken care of so I just want to thank you all and thank you for being here so I have just a couple of questions um I wanted to talk about your vacancies as well I think you said you have nine Engineers vacancies and 21 bus drivers yes so imagine you're competing with uh with cidra for engineers we are yeah is it going you're not we filled some of the positions but you know cedra mentioned all t

hose issues um it's real for us and so it's trying to just be consistent and try to share the benefits of coming to to plaster County like I've come to plaster County and so we'll continue to work hard with the human resources team to do that okay okay great and then I was just wondered I didn't hear much talk talk about biomass how are we doing on biomass any little updates on Kevin bell assistant director of Public Works yeah so that's one that we had an issue with some of the grant funding be

ing pulled back there was a $10 million grant that we were pursuing to help fund that facility with a public private partnership that that money got pulled back and so we actually took a step back and and are working on an RFP to go out for uh potential other Partnerships and members other people who might be interested in partnering with us on on a biomass facility up there so you couldn't remind the state how important that issue was to them previously thanks Kevin I appreciate it um just also

will add that I am amazed at your staff they're wonderful they're responsive they've they're always there we have any problems any issues they are always there everyone of them and so our thank you sincere thanks to all of you and everybody that's back at the behind the scenes as well thank you so for your presentation you guys have a great afternoon thank you good okay CEO you're on was kind of kind of dead at thanks thanks for letting me know I won't take it personally good afternoon board fr

om a different seat Daniel chatney with the county executive office so finally uh last um certainly somewhat least I guess County Executive Office budget um for your uh review today um just want to start off with our uh budgetary org chart I'm just going to call out a couple specific things that have changed since last year uh primarily the uh Community Development grants and Loans program as long as well as the housing in the bottom left corner those were divisions that were moved into our Econ

omic Development uh division from cedra um we also have an absence of Revenue Services on this org chart now which uh you heard yesterday from the treasure tax collector we'll be moving into their Department effective July 1st um I do want to just call out also the correctional services um item there that so that is simply a cost center within the County Executive Office it contains it's basically an internal service fund for our three jail service contracts so one jail medical for well path our

Correctional Food Services contract with Summit and our uh jail maintenance contract with cgl so over the last um couple months really we realigned some sta uh staff services uh analyst positions they were contract managers under the procurement division we realigned them into the CEO's office along with our Public Safety team um that now supervised by Amanda Flo principal management analyst just to give some more direct um relation between the contracts themselves and the programs that they're

meant to support so it's just more of a realignment of that but there are no really no staff assigned to that cost center it's simply just a budgetary unit to um ultimately charge out those costs to the plaster County Sheriff's Office and probation departments so moving into some of theom Ms uh in the last year we launched the getting growth right initiative and as you know this is looking forward to the growth in West plaster mainly and assessing the impacts on our County Services Staffing um

technology everything related to that to that anticipated growth um as we look at this and Shauna pervin and her team kind of are leading this effort but it's layers upon layers of research and Analysis looking at that we've looked at other agencies that have gone through growth and looking at kind of how their models work for Staffing increases and how those align with you know what we do uh we're looking at Best Practices and inic efficient Staffing models for the staff levels we have and as w

ell as looking forward to the growth that we're expecting there um yesterday some comments related to ratios of Staff versus population so that's one of the hopefully one of the outputs of this EPS study we'll be looking for metrics and ratios potentially that we can apply to different divisions and departments all across the county so we know for example there is a ratio of sheriff deputies per thousand population um some of our staffing models can work in that f f fashion and others like well

we'll pick on the assessor the treasure tax collector and the auditor controller who are all invol and the Clerk Recorder for that matter who are all in involved in more administrative tasks related to land growth and development may not be a populationbased but more of a transaction based formula so as we heard from the assessor yesterday a simple parcel subdividing into multiple Lots requires an assessment or an appraisal then when it builds it requires another one and then when it builds you

know when some that Property Transfers hands to the ultimate owner and the and the resident then another appraisal as well well all of those transactions then result increases to the assessed value of that property and then the um you know assessor is working with that they app the auditor controller applies the tax roll to that and the and the tax collector sends out the bill so it's a multi-prong um you know transaction that impacts administrative functions behind the scenes as well so we're l

ooking at different metrics as well um you know not just a populationbased metric in there um moving on the implemented and enhanced model for the the office of emergency services um as the board is well aware we embedded a sheriff's lieutenant and a fire captain into our office of emergency services and we will be coming back in the future with kind of a an update report on the activities and how everything is going um since you know there is a a financial investment in in that model um that th

e board committed to and looking at different outcomes and successes and opportunities as well finally on accomplishments you just the wanted to mention in art Tahoe region the expanded Community advisory and engagement practices um including support for the North Tahoe Community Alliance advisory committees on tot Investments the formalized Str Advisory Group parking management steering committee and continued representation on part Regional Partnerships including housing and transportation pro

grams some of the emerging issues in departmental priorities for the county executive office are not much different than what you've heard over the last day and a half 3/4 78 um dramatic increase in labor and contract costs you know we heard from it this morning software costs going up our public defender contracts increasing so me a few years have pent up uh inflationary demands on some of these contracted services are now coming to fruition in our budget uh we've put the state budget on here a

s an emerging issue and a priority of of the county and the county executive office you know we're estimated somewhere between 40 billion and 80 million 80 billion deficit depending on who you who you listen to um so we have that that we are concerned with as it affects some of our projects and programming of of state grants and state funded programs in addition to that our incompetent to stand trial growth cap find so as uh the numbers of incompetent to stand trial um um uh prisoners um increas

es we have a potential to be fined for um exceeding the cap that's allowed by state law uh so this is a an important issue in priority of the criminal justice policy committee we had a conversation about that just a few weeks ago and that's an ongoing continuous conversation as we work to uh reduce the number of um incompetent to stand trial um prisoners as well as the implementation of Cal aim and justice involved initiative as well so another priority of RC JPC so again um an accomplishment wa

s kind of launching the getting growth right initiative but it's also a departmental priority of ours as well as we convene our development working group to support cross functional collaboration and a multi-disciplinary approach to growth uh we are looking at the opportunities for funding and housing staff resources in eastern plaster and uh again with pler County Fire which is also a call center underneath the county executive office growth and development so one planning for future capital an

d staffing needs in West plaster as we grow um one of the the tools we're working on currently to uh to meet some of those needs is an update to our fire facility impact fee um again with the plaster County Sheriff's Office growth and development they as you heard yesterday are kind of in a in a unique position where they have to hire well before the need arises you know up to 18 months to get uh um new hires through the academy or through all the training programs as well so the here we're just

assisting the department with their plans and their programs allocating um allocations as appropriate and as needed to meet those um those metrics for them ongoing Workforce housing and just revisioning the East West plaster housing landscape and looking for affordable housing options Creative Solutions to address Workforce housing continual Regional homeless uh continuing Regional homelessness efforts and establishing shared governance structure to support compliant and Sustainable Solutions a

nd then again um a common theme develop and creative strategies to enhance the recruitment of talent while building programs and development strategies to retain employees so assisting Human Resources our external Consultants our departments and working through um different opportunities and solutions to address their hiring and and retention needs and then I'll mention maintaining at least minimal Staffing levels to support core mandated services so it's just calling out a a a distinction betwe

en hiring for growth and hiring for the current service models that we have so meeting the demands of of you know fire services in our current Legacy fire fire stations as well across the county and looking forward to how we will meet the growth demands of the same so looking at both Legacy and uh future impacts to Staffing that we need um maintaining a culture of innovation engaging with regional Partners pursuing public private Partnerships um so we have obviously the the CSU plaster forensic

Services lab that is well on its way through conversations um with our um with our agreement with CSU uh CSUS obviously the regional Public Safety Training Center um and those discussions with Sierra College and all of our regional law enforcement and Public Safety partners and then fostering continued Department departmental Innovation through Best Practices I or idea innovator initiative and uh multi-disciplinary problem solving approaches our objectives and performance measures um we kind of

skip this one these are just the the slide that aligns with our our um critical success factors and then here are the objectives and performance measures that we've published for this next budget cycle mainly the thing I want to call to attention here is you know a lot of the numbers are very subjective U they are based on the level of activities of Department requests um and different things like that but some of the things that we're really focusing on is is how to improve uh for example our s

ocial media platform and our profile there how do we reach more constituents and residents and how do we tell and Market the plaster County the plaster County story um you know we have training opportunities on here we still carry forward the road show program from risk management um our new risk manager our assistant risk manager Sarah Bourne and our new newly um promoted uh Cassandra Smith our liability manager um have picked up the program that Terry butam and Jim Cody had started years ago a

nd continue that process forward so M looking to maintain those types of activities going forward and from here I will turn it over to Dan Vic who will take us through some of the budget numbers for CEO good afternoon Board of Supervisors Daniel Vic with the county executive office and I'll give give you a brief presentation of the financial information for the CEO's fiscal year 2425 Department submitted budget so the operating expenditure budget for the CEO's office is at $377 million with the

capital expenditures budget coming in around $826,000 for a total requested budget of $ 378.5 million I'll note that nearly all of the $826,000 in uh Capital Equipment expenditures are for replacement kitchen equipment in the correctional services fund um and those are funded by Correctional Services fund reserves looking at the revenue uh and expense comparison chart for the fiscal year 2425 the CEO's revenues are budgeted at 430 $3.1 million expenditures are budgeted at $ 378.5 million and I t

hink it's important to note for to the public that the CEO's Department isn't just an administrative and executive branch of pler County um when I I counted for this presentation the CEO's office has a total of 37 budgetary cost centers across 19 County funds and that includes csas in Special Districts so it's a very large complex Department uh also we'll note that the CEO cost centers include a majority of general fund discretionary Revenue sources such as property taxes sales taxes transient o

ccup transient occupancy taxes that get recognized in the general fund and include all major transfers from the general fund to all other operating funds like the public safety fund and HHS fund um just to give you kind of a scope of those transfers out of the expenditures presented here uh total transfers to other funds are $244 million services and supplies are $82 million of the budget and salaries and benefits make up 23 M uh $23 million of this budget uh for fiscal year 2425 the department

submitted budget uh revenues have increased by 28.1 million and budgeted expenditures have increased by $ 35.4 million and I'll get into additional detail about both of those so for the major variances for expenditures the first uh variance I want to talk about is a $10.9 million increase in other financing uses and transfers these are just the net transfer transfers from the general fund to the other operating funds in the county and and then a $19.9 million increase in services and supplies um

much of the contracts for that increase are listed below so this just kind of gives you um an idea an overview of the atypical increase of uh that we're experiencing in contracts countywide the major revenues or the major uh variances in budgeted revenues include a 20.8 million increase in taxes that includes the 5% assumed growth in the tax assessment role and then a $10.5 million increase in operating transfers and into the CEO Department uh 3.9 million of which is reimbursement to our Correc

tional Services fund for uh to cover those contract increases in the jail medical contract and the jail food contract and then a $5.5 million reimbursement from our b trust fund funded positions in the CEO's office has increased by six positions uh year-over-year those six positions include two uh board commission clerk positions in the clerk of the board office uh one of which was an existing allocation that transferred from the cedra Department a budget administrator position that was added to

my CEO fiscal team to support um just kind of balancing increasing operational costs with long-term liabilities and cap capital planning needs and then the remaining three positions are board of supervisor District representative contract positions um and um they get included in the account once those positions are filled versus um added Al together there's five total the the CEO's office as a whole has three supplemental requests across our divisions um the first supplemental request is in the

Board of Supervisors office this is less of a request and more of just rightsizing the existing budget for travel and training expenses for advocacy meetings board meetings meetings with constituents um and then o any other programs or events that would require out of state or overnight travel I'll note that this also does include increased training for the positions that were added to the board of Supervisor office uh there's two requests in the emergency services department uh the first reque

st is a $20,000 uh request for an antenna to go or an antenna for emergency radio for the emergency radio system to go on the Comm it building uh this radio antenna would effectively double the range across the entire State and make Communications with Cal OES much more effective uh Emergency Services is also requesting an administrative techn technician position uh to assist with uh Grant management requirements and oversight uh as a note oos anticipates being successful in securing several new

grants that provide an estimated $1.5 million in additional Grant funds to the county um I don't believe any of those Grant funds cover the administrative cost of this position also this position will help support OES uh to facilitate training um exercises for emergency preparedness and uh support and facil the facilitation of other trainings with that we will answer any questions okay questions board members we're speechless good job Daniel very good job I'll thank you all and all of your staf

f from all of the board members for for keeping of The Wheels on the County bus we appreciate that and um appreciate your presentation too okay now we've got got lights on supervisor gu have it took us a minute you know that was a lot um this is a just uh probably a dumb question but you're showing revenues um coming in as 5.5 uh million reimbursement from the OPB trust I just was confused by that how is how does that work you want to try I'll try to cover this one yeah okay so the county this i

s a hard one to explain huh yeah give it a go you'll you'll give it a go okay so what we I'm so glad that I'm not the only if it's difficult for you to explain then it's okay I asked it correct yeah well that's we're going to use those words so um so we do two things with opep annually one is we have we are we are superf funded in our opep trusts okay so between what we we have on deposit with pars our public agency Retirement Systems uh organization as well as with Cal Pur we are over 100% fund

ed and opep other post-employment benefits annually we reimburse ourselves the county um through human resources for actual retire Health costs so that's one transaction that we've been doing for years now so we we pay the costs out and then we reimburse ourselves for that uh to keep that fund pretty pretty level and funding wise what we've been doing for the last couple years also um in conjunction with our kind of financial department Partners the treasure tax collector the auditor controller

is we are now allowed to reimburse ourselves for what is called the implicit subsidy in the opep calculation so it's an additional five and a half $6 million amount that we pay into every year U through our OPB rates but we can reimburse ourselves for that what we've been doing in the past in the past couple years is we take that reimbursement because now it's a general fund revenue and we've been taking that and making a contribution to our pension trust fund Okay so we've been improving our pe

nsion trust position with that opep reimbursement um what this budget includes this year is not transferring that to the pension trust the current working budget retains that $5.5 million as Revenue to the general fund to help support the general fund budget as a total okay and we won't get our numbers on our pension liability and changes with purs till summer is that correct July yeah uh later summer earlier fall um you know we're we based on what's happened with hers Investments you know we're

going to probably end up in that low 60% range again for funded ratio um and and I'll remind the board again that even though we would move money from uh the general fund into our pension trust fund with pars that doesn't help improve our funded ratio it it is really meant for us to help balance spikes in the pension charges but still when the taxpayers see the you know our contributions going down I mean we know that's the Investments right going down but regardless it raises the questions bec

ause we are one of the lower counties in pension one of the highest in opep so corre trying to balance that out is important so and that and that is something we'll cover I was going to cover in the summary kind of after the CEO Department discussion but one of the the objectives that we um promote every year at the budget Workshop is to continue our pension funding strategy right which is using that implicit subsidy reimbursement as a contribution to the pension trust so great but good well ove

rall I mean thank you for stepping in and and handling so much and the whole team because obviously there's a ripple effect with your your team um but when and we can't ignore Miss Megan here and all of the extra duties she's taken on this year with Planning Commission and various other a lot of Duties uh and extra uh assignments during this uh time and uh you didn't go on to all the accomplishments that we've made really supportive obviously of the new OES model and want to continue to see that

expand and have us um excel in that area uh as well with our fire and and sheriff's department and just really proud of the work that you all are doing um to keep keep this County moving forward and to provide that leadership uh and financial backing to all of the various departments so thank you supervisor Gore thank you thank you Daniel um and maybe you're going to do a summary but as I looked at the slide that has the major budget VAR expences right our costs have gone up and our revenues ha

ve not gone up equivalently right I mean we the last couple of years we've done really well we've been able to fund roads additional funds to retirement and I look at the you know additional I have a question the the 15 million increase in contributions the public safety fund is that above and beyond what we've done or is that typically the number and I think I'm asking that question like with the fire fund with the HHS I'd heard that's salaries and benefits primarily uh but for the public safet

y fund the increase to fire fund is that over and above what we typically fund um not really so with the public safety fund um P specifically the the the pattern or the the model is that we fund 51% of discretionary general fund Revenue to the public safety fund so that $15 million would represent their share of 51% of the projected property or discretionary general fund revenue for next year so that is just their increase but it but it counts as an expenditure in the general fund right so all r

ight that that's helpful um I appreciate that um but I I do think it's clear right that expenses have definitely gone up and revenues not as High um and so we have some balancing to do in this budget cycle which is um which is fine right we're at where we're at but um I'm really thankful that we've been in the last couple years been able to put funds into roads put funds into um pensions Etc because that's been a really good use of those onetime additional funds um and more to come um in how we

balance this year's budget lucky you and lucky us okay supervisor Holmes thank you um Madam chair I uh have to leave for a doctor's appointment at 4:00 and no it's not a neurologist it's just but I want before I leave I just wanted to tell say Daniel you've done a amazing job picking up the pieces and keeping everything in a float uh and you're here all the time and I really appreciate that so uh keep up the good work I'll try to stay out of your hair thanks Daniel I did want to kind of delve in

to something that I don't think the public is aware of and that is um the incompetent to stand trial the cap on that and the fines that we are fined by the wonderful State could you explain that to everybody I mean it's I think it's something the public should be aware of yeah I'll I'll do my best if Amanda Flo is behind us anywhere there he is yeah me too good good because this is a cost to us that you know the state is putting on us yeah uh good afternoon Manda Flo um analyst in the county exe

cutive office um so are you asking just a little bit about what potentially could be happening to the fines that are coming to based on our last meeting um the criminal justice policy committee um when we talked about the caps on the fines it would first of all if you can explain what the incompetent to stand trial is and then about the Caps that the state has on that and then once we exceed that cap the fines that they put on us as a county sure um or I can explain some of it yeah no I'm happy

to explain it um so um during during a a a court hearing um the defense can claim that an um uh an indiv individual is incompetent to stand trial and at that point the trial sort of ceases and if they are deemed incompetent to stand trial they're kind of pulled out of the criminal justice system and and um put into sort of a medical system to try and Rain return to competency mental health facility care in theory yes often times they are left in our jails while they're waiting to be taken out um

uh sometimes they're sent to um the Department of State hospitals uh in pler County we have created uh a jail-based competency treatment program you've probably heard of this jbct program uh Sheriff woo described that we with the new uh jail um mental health Wing that's being built we're going to try and expand that program um to try and uh help return members of our jail Community back to competency um but this is a problem that is sort of caused um a a surplus of individuals to remain on hold

um until there are beds at the Department of State Hospital and so the state has come out with this program in putting a cap on counties and so uh they've come out with a new program to say that if if counties reach their their IST cap they are going to fine counties for each individual above the cap right now plaster county has hit that cap uh and so there are fines for every individual deemed incompetent to stand trial um from this point forward um the fines are rather large uh but there are

ways in which we can reduce those fines which plaster county has done all of those things so we have just implemented an ease program which reduces our fines um and a couple other ways so we're looking at about there's an entire equation but it's about 60 to $70,000 per individual that's determined to be incompetent above our cap right now we're at about potentially looking at a $750,000 fine for this year to date um as the year progresses we're thinking it it um might be over a million dollars

yeah once we are find and and this is all still being worked out at the state but once we are find that money in theory then we are able to sort of apply back to the state to recoup some of those funds specifically for programming to keep our numbers of those deemed incompetent to stand trial lower to to try and find alternative Solutions um for ways in which to um provide treatment to these individuals possibly outside of the jail system prior to to being incarcerated um so we are working throu

gh all of that at this moment that's a great expl an explanation thank you for that it yeah that's basically what I was getting at was trying to reveal to the to the public you know the the debt that we bear that's going to be over a million dollars just this year alone in fines and hopefully they'll figure out a way where we can re aoup but I don't know with their budget shortfall whether we'll get anything back from them or not thank you for that okay well um I'm going to open it up for uh pub

lic comment on the budget did you like to make some comments on the budget thank you so U my name is Bob gilam I'm a 40-year resident of pler County and a longtime board member of pler land trust and I'm speaking today on behalf of the board staff and more than a thousand member households of the land trust to urge restoration of f funding to the open space trust fund for pler legacy I'd like to speak a little bit about that pler county has a proven track record of using Legacy funds to leverage

Acquisitions of agricultural and open space lands in partnership with state and federal agencies for example as was mentioned earlier today Legacy contributed a 455,000 local match to to combine with about 6 million of federal and state funds to acquire and protect Redwing South Vernal pool complex from 2021 to 2024 through projects like this and often working with Blaster Land Trust Legacy will have contributed about 2 million of County funds to bring in 22 million of federal and state funds t

he the um to fun and these funds were used to to um as con came in as conservation grants to protect more than 2400 Acres so the leverage we have is really high with local funds without a reliable source of local government funds from Legacy these highly leveraged Partnerships which have returned approximately a 10 to1 acquisition funding would not be possible we'd miss out on a major costeffective contribution to land conservation goals of both Legacy and pccp the Legacy funds are also effectiv

e for attracting private funding two examples of this have been Cisco Grove Park and a conservation easement on Sid Hill Citrus speaking as with another haton as president of sky view Foundation a private funding partner in these and other Acquisitions the projects would not have been possible without the available funding in the open space trust fund the success of plaster Legacy is vitally dependent on stable funding so that we can strategize Acquisitions with confidence looking forward the co

unty pccp and plaster Land Trust have projected Grant matching needs of at least a 1 A5 million during the next fiscal year the 1.5 million represents only about onet of 1% of the proposed County budget and we urge you to restore at least 1.5 million annual funding to the open space trust fund and let the county and its Partners put it to work meeting County Conservation objectives in the most cost-effective way possible hopefully continuing to match the 10 to one return on County acquisition fu

nds thank you thank you for your comments anyone else with comments on the budget online no okay Daniel we're gonna go back to you for uh your summation okay thank you chair so just wanted to kind of repeat or revisit a couple slides from yesterday's presentation um and just kind of reset the stage for what happens from here until uh June when we bring a recommended budget back to the board for public hearing um which on yes so back in oh actually I'll start here I apologize for the bouncing of

slides so as as we talked about yesterday in the in the kind of the kickoff or the preview the at the state of Department submitted budgets which was March f as of March 1st the general fund currently has a deficit of $7 million um that deficit includes the the things that are on this slide U which is property tax growth at 5% our updated sales tax we've adjusted all of our general fund contributions to other operating funds Personnel increases adjustments to existing contracts etc etc etc um it

this this number is also reduced because that $5.5 million reimbursement from the OPB implicit subsidy so we've counted that as Revenue without an ex without an offsetting expense um so if we were real essentially to reverse that or make that expense we would increase our deficit um so I just wanted to to revisit that part um we did you know start to think or here are some other things that are not included in the department submitted budget so there is that open space funding of 1.5 million we

've not included some of the management salary adjustments that were just approved by your board U we've taken out a back stop for sick leave payouts or retiree payouts of half a million dollars um none of the supplemental requests that you've heard from the Departments over the last two days are included in this $7 million deficit um and we also have not yet included an adjustment to our contingency line item which by budget policy is 1 and a half% of the general fund operating budget so so tho

se things are still not included in that seven or included not included as funding or expenses in that deficit so we did we did address a couple potential adjustments to help um reduce that $7 million deficit in the general fund so one would be to to increase our assumed property tax growth to 6% um based we mentioned yesterday that based on the the trending and the analysis from the U from the assessors office we're trending about a 1% behind last year and last year we were just under 7% so we

we feel fairly confident that we can adjust for that $2.4 million increase um again as you heard this afternoon from Steve Newsome the director of facilities that we've reduced their annual contribution for major building maintenance by $2 million so instead of a $4 million annual Inc or annual contribution from the general fund we've reduced that down to two uh we've shifted the assessor Prest software um to be a reserve use so a one-time expenditure to help him with that Prest software um proj

ect and then we will have other expenditure and revenue adjustments as we continue to move through that so just looking at some of these items you know we're we're looking at roughly three five and a half million um to to reduce that $7 million deficit down but we still have one um so I I just wanted to reset that stage um kind of as we talk about you know what what's going to happen next um sorry bounce again so we did hear and I I'll use this slide again but these are the things that we've hea

rd from the Departments right so some of the um common themes that you've heard about uh Recruitment and Retention um labor negotiations inflationary pressures on contracts um our Capital Debt Service numbers flattening of Public Safety sales tax revenues so these are all things that are you know as as supervisor Gore mentioned the the higher expenditures this year right that wasn't met these were the pent up contracts with public defend or well path that are all coming in at one time where reve

nues might not be keeping Pace with those Norm you know more normalized um uh contract increases that we've seen over the last couple years or so uh some of the other thing some of the other common themes that we've seen what were uh Recruitment and Retention challenges so how do we make plaster County more marketable to track more talent and retain the talent that we have the state budget and potential legislative impacts that are coming through these aren't on the slide I'm just kind of going

off my notes from what you know was presented from the Departments and public records requests the pr they've come up in several different department conversations I just want to reinforce the the idea or the the the the force behind the fact it's not just the amount of time and and staff resource that goes into fulfilling those public records requests but much of the time generally those are not there's no reimbursement for that activity so those are costs that departments are bearing that coun

ty council's office is bearing that the clerk of the board's office is bearing the sheriff's office as well to meet those public request act but they have no offsetting funding so those things are all Impact you know essentially General revenues that support those departments so taking resources away from other opportunities as well um I do want to mention again you know you heard it yesterday and today but they not the sleepy little plaster County anymore right so that's it's it's part of the g

etting growth right initiative it's preparing for the new dynamic in west pler of really being a municipal service provider and what that means to our future as well um so I'll leave I'll leave that at that but we um just you know how we look at the budget going forward the the budget office stands by you know our our objectives from the November 7th budget Workshop which is primarily to fund current services to meet the needs of our services to meet the needs of growth where appropriate um and

fund the Departments and our services um at the at a minimal level um and then secondary to to prepare for the increasing Staffing to maintain those service levels so again I'll visit the maintaining a um uh I know fire guys are sitting back here in in Mass right the 30 Staffing model right which which is a countywide objective to and and what our residents I think require or or or wish to have um in maintaining that for all of our Legacy fire stations or meeting that for our Legacy fire station

s but also planning for the increase and the additional fire stations that will come on because of development as well um you know taking care of the capital we have so the budget as it exists now as as I mentioned reduces our contribution to facilities for major maintenance by $2 million um and then prepare for New Capital needs so as as I mentioned new fire stations A New U Public Safety or a sheriff's office substation and West pler um we've offered this building to both the district attorney

who didn't seem too interested um and Facilities as well but they're not interested I think a might be our only taker at this point but maybe addressing those future Capital needs as well so we um you know going forward you know we we have met in this Rec in this budget at this point in time that we are appropriating general fund transfers as requested um we are striving in our primary objective is to balance these budgets with new Revenue we would like to continue the pension funding strategy

um I I'll skip the last two because those are just tools that we use to kind of get to to where we are today um but I think going forward um we have in supplemental requests not including some of the things that we've excluded from the funding like open space fund um or the the transfer of opep asset or OPB Revenue to our pension trust we had $7.7 million of general fund requests of um supplemental requests um 6 point almost 6.4 of that or almost you know 90% of that is ongoing Staffing requests

with only 1.375 being onetime onetime request so when we look at a $7 million deficit our first objective is to reduce that to zero obviously right to to fund our current levels of service um and then from there where if we find additional Revenue we will support you know the the opportunities to meet other mandated Services um other objectives of the board um you know maintaining core Services meeting growth initiatives ahead on and then finally you know I think the last resort would be diving

into new programs or taking on and expanding services that we don't normally provide or haven't provided in the past so from from here I think I just want to leave the board with the knowledge that this budget team Dan Barbara Amber Lacy and Lisa who two two fourths are relatively new to the budget team as well we'll be really sharpening their pencils over the next month and month and a half and really trying to squeeze out all the revenue we can um decrease expenditure line items where appropr

iate just to really drive that first um bullet or the second bullet down there to balance the budget to new to new Revenue so um so some work ahead of us for sure um and we you know plan to be back before the board on June 11th for the recommended budget public hearing uh with a balanced budget for the board to consider then so with that um that kind of concludes the the department budget presentations our presentation our summary happy to answer any final questions of the board supervisor custo

n great thank you well that's a great summation and a great reminder of of the Dilemma we're in um because obviously we heard compelling uh testimony on from every department on their needs and the issues uh they've been dealing with um and I trust that staff will look under every Rock and find everything you can the reason I brought up the use of potential Park dedication fees was an opportunity to restore that open space trust fund because I know right now we have um at least as of I'm not sur

e what the date is we have we have about 10.3 million in park dedication fees from across the county so if some of that can be used to make up that open space fund um it starts to I know reduce what the Parks Commission might see as enhancements to the parks but I believe open space is an important asset to this to their needs as well so things like that that if we can build that into what we do with Park dedication fees then we can have a steady stream because to Bob's Point we've been extremel

y successful in setting aside land as we've developed new lands so looking for opportunities to to solve the problem in new ways maybe because I don't know that we've looked at that in the past um and so how how can we move forward and that's just one suggestion I'm open to anything else to to try to help I realize asking for that to be restored in the budget at a time when we have the deficit but are there other opportuni ities for that yeah yeah thank you supervisor for that and and I just men

tion again back on uh March the 12th I believe is when we did our midyear budget update you know and and kind of introduced this I idea for the first time so with New Year Revenue so our property tax revenue our first priority is to fund you know Services right and balance that budget that way um we did at that time offer a couple different suggestions that we have in our toolbox for funding open space needs some of those things are one just requesting a cancellation of reserves as a project com

es forward um if the if there is a a desire to just Advance fund the fund um you know we can do that with essentially a cancellation of reserves as well we can do that in November when we do when we have our year-end F uh fund balances or net revenues we can do that funding at that point in time rather than compete with the on going services that we're trying to fund with our new year Revenue we do have those opportunities as well um but we will look you work with parks and and apner to address

any park dedication fees that may be available for this well and just I you know I think again I'm looking at how we set those fees so there is that ongoing Revenue so we're not back trying to fund that every year we have new growth occurring some of the fees being collected should be helping us conserve other lands in my mind so you know it it is new services but we have dedicate Park dedication fees coming in and to me that that is a Nexus that we should be able to make for for that so but tha

t you know that's just one there's so many things that you know of as staff um other ways to look at this we will have vacancies we are going to have some cost savings um so you know the sky isn't falling uh but what you know what more can we do to be creative and and get the word out to our public because one of the issues I hear is well gee you're short staffed you have vacancies you're not delivering the services and it's like so we raise those salaries and that creates this this issue and um

you know there isn't anyone who doesn't deserve what we're paying them if not more but how can you know how do we find that balance and that's the challenge so thank you for all the hard work on it and will we get briefings ahead of June yes thank you um because I think uh from there till the budget adoption is a quick turnaround and so you know between now and then to understand some of the strategies that maybe you've been able to come up with thank you supervisor Landon thank you I would ver

y much agree with what supervisor gusterson said if there are creative ways to um look longterm at regular consistent funding and knowing that we get fun on a regular on an annual basis from the UIC for open space and as well as individuals throughout the county I think right now there's 53 individuals who contribute to the open space fund um which you know one could argue that well their fund they're putting money in there so we don't need to but I would argue that if we're asking the public to

put money into it that we should be willing to put something into it maybe it's not the full 1.5 million um but if we can find an ongoing funding mechanism I think that's the ideal situation my only only hesitation with doing a caseby casee basis is just that real estate transactions are so often just they're fast and or you need to jump on them quickly and so my concern with having it be on a case-by Case basis would be that we get an opportunity and we lose the opportunity because maybe we ca

n't get the grant funding or because we can't respond quick enough because we've got a schedule on a Board of Supervisors meeting to get approval if that makes sense but those are just few thoughts on that can I can I can I just add to that and also the cost of land goes up so if we're setting aside a bank and putting contributions in we're building that opportunity to fund it that just came to mind that our unfortunately good news is Our Land values are going up tough news is that we have the s

ame issue with housing I was thinking you know I know we've all been thinking about how do we you know uh create a funding stream through the opportunities ahead of us so that we can participate in what's not affordable right now to build or develop and we're going to need some um funds there as well okay any other comments Daniel no none for me well that's GNA sum up our day here is there any other um items to come before the board okay we're adjourned we'll see you back here on April 9th is ou

r next meeting thank you all for attending