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From YouTube: Ada County FY23 Budget Presentations – June 13, 2022
Description
00:00
6:45 - Countywide Overview
42:00 - Treasurer
1:15:00 - Information Technology
2:33:30 - Assessor
A
B
You
thank
you,
mr
chairman,
good
morning,
commissioners,
as
you
noted,
this
is
the
kickoff
for
the
fy
2023
budget.
So
it's
good
to
be
with
you,
especially
with
everything
before
I
start.
I
just
want
to
recognize
all
the
work
as,
as
you
noted
in
your
introduction,
I've
been
quite
busy
as
of
late,
and
so
I
definitely
want
to
recognize
kathleen
and
tim
and
kobe
and
anthony,
and
all
the
people
in
the
auditor's
office.
Who've
worked
with
all
the
department
heads
to
put
all
the
information
together.
B
As
you
note
each
year
I
mean
you
guys,
have
your
hefty
binders
sitting
there.
Next
to
you,
it
takes
a
lot
of
work
across
the
entire
county,
to
put
all
that
information
together,
to
make
sure
that
everything
balances
and
to
really
try
and
get
all
the
information
for
you,
so
that
we
can
answer
all
the
questions
throughout
the
budget
process.
B
B
As
you
noted
in
terms
of
the
schedule
of
things,
here's
what
our
budget
process
looks
like
this
year
in
terms
of
timing.
This
week
we
will
be
packed
with
presentations.
We've
got
a
couple
presentations
this
morning.
I'll
have
the
schedule
here
a
little
bit
at
the
end,
but
we'll
be
going
through
hearing
from
all
of
the
elected
officials
and
department
heads
in
terms
of
what
their
needs
are
and
their
requests
are
as
well
as
highlighting
what
they
were
able
to
accomplish.
B
Last
this
in
fy
22,
with
the
funding
that
was
provided
last
year
and
hopefully
being
able
to
answer
some
of
your
questions
in
terms
of
some
of
those
supplemental
requests,
the
cips
and
other
things
that
are
coming
up
and
I'll
talk
about
some
of
the
themes
that
we'll
see
in
this
budget
that
I
think,
will
most
likely
tie
into
your
questions
for
the
departments.
I
know
you
guys.
We've
already
been
having
a
number
of
conversations
with
you
kind
of
leading
in
to
make
sure
you
were
you
know
well
set
for
this
week.
B
I
would
suggest
you
know,
as
we
continue
to
go
through.
We
do
have
the
auditor's
team
ready
and
available
to
to
go,
dig
and
find
information.
I
think
you
know
on
some
of
the
new
positions
and
other
stuff
we've
been
trying
to
compile
that
and
get
it
to
you
pretty
quickly.
So
many
of
us
are
taking
notes,
so
we
can
try
each
day
to
get
you
information
as
you
need
along
the
way,
so
don't
hesitate
to
ask
out
if
something
pops
up
and
you
want
us
to
go
research.
B
Something
we'll
try
to
do
that
so
that,
hopefully,
by
next
week,
when
we
begin
the
deliberation
process,
you'll
have
the
information.
You
need
one
of
the
things
that
we
have
this
week.
Your
office
has
set
a
public
forum
on
thursday
evening,
starting
at
five
o'clock.
That's
chance
for
anybody
from
the
public
who
wants
to
weigh
in,
as
you
know,
we're
going
through
those
presentations
before
you
start
that
deliberative
phase
to
provide
some
feedback
to
you.
I
guess
that's
a
good
point.
B
Just
in
terms
of
noting
we
are
streaming
live
on,
the
ada
county,
youtube
page
and
so
and
those
those
things
will
be
captured.
So
anyone
who
is
really
needing
to
fall
asleep.
They
can
watch
budget
presentations
late
into
the
night
if
they
would
so
like,
but
anybody
it's
open
to
the
public
to
make
sure
we
have
this
information
and
so
that
forum
will
be
a
chance
for
the
public
to
weigh
in
on
the
process.
B
Next
week
we
will
have
budget
deliberations.
I
think
actually
it's
worth
noting
on
the
dates
here.
I
forgot
and
still
because
it
still
feels
kind
of
strange
but
monday
is
a
county
holiday
for
juneteenth
right.
So
we
actually
will
start
budget
deliberations
on
the
21st,
not
the
20th,
we're
recognizing
the
juneteenth
holiday
on
monday,
because
it
falls
on
a
sunday
and
so
we'll
actually
start
one
day
later.
But
next
week
we've
dedicated
it
in
terms
of
our
schedules
to
deliberations
and
then,
after
you
know,
assuming
everything
goes
smoothly.
B
A
lot
of
the
local
taxing
districts
will
be
working
through
that
over
the
coming
months,
as
well,
just
as
a
broad
overview.
This
is
always
just
helpful
to
highlight
for
you,
as
you
think
about
it.
One
of
the
challenges
of
our
budget
right
is
it's
comprehensive.
There's
many
moving
parts,
there's
many
parts
to
it.
This
reflects
that
right.
B
The
bulk
of
our
energy
and
attention
really
will
be
on
those
three
percent
cap
funds,
so
those
ones
that
are
property
tax
supported.
That's
where
the
bulk
of
the
energy
and
attention.
Of
course,
if
you
have
questions
about
any
of
these,
you
will
both
hear
the
presentations,
but
we
can
dial
into
any
and
every
budget
in
the
process
right.
This
is
just
a
good
reminder.
B
There
is
one
noteworthy
change
this
year,
the
elimination
of
the
in
at
the
charities
levy
right,
so
indigent
levy
is
going
away
so
for
fy
23
we
will
not
be
budgeting
for
a
levy
there.
What
remains
of
indigent
services
will
be
shifting
over
to
the
general
fund.
We
will
still
be
continuing
the
collections
efforts.
B
B
As
you
recall,
we
met
back
in
january
to
kind
of
make
some
initial
decisions
in
terms
of
what
the
ask
was
now
these
decisions
don't
tie
us
in
any
way
in
terms
of
what
the
final
budget
will
look
like,
but
it
was
to
give
guidance
to
departments
to
help
us
form
the
budget.
So,
first
and
foremost,
the
starting
point
was
the
fy
2022
budget,
saying
hey,
there's
the
base
that
we're
going
to
start
with
from
there
we
reduced
that
base
by
any
one-time
funding
that
was
received.
B
So
if
there
was
a
big
project
and
they
got
one-time
funding,
we
cut
that
out
so
that
we're
just
starting
with
their
operating
budgets
and
then
from
there
we
did-
and
this
was
I
think,
significant
to
one
of
the
themes
is
here:
we
increased
the
operating
and
minor
capital
budgets
by
three
percent
at
the
time
that
seemed
fitting
relative
to
inflation.
I
think
that
will
be
an
ongoing
conversation.
B
One
of
the
themes
that
I'll
talk
about
here
is
inflation.
We
can
see
it
throughout
all
of
the
budget
requests
that
doesn't
matter
whether
it's
operating
personnel
or
everything
else
we're
seeing.
That
is
definitely
one
of
the
major
themes
of
this
year's
budget
is
inflation
and
so
that
three
percent
may
not
have
been
sufficient.
I
think
you
will
hear
that
a
few
times
throughout
the
budget
that
also
any
departmental
revenue
increases.
So
if
a
department
had
an
increase
in
funds,
they
were
able
to
use
that
funding.
B
In
their
budget
and
then
anything
above
and
beyond
what
that
three
percent
increase
in
operating
and
capital
or
the
increase
of
their
base
for
personnel
was
submitted
as
a
supplemental
request,
so
we
have
both
supplementals
for
personnel
as
well
as
supplementals
for
operating
in
capital,
and
then
we
will
also
discuss
through
the
process,
the
cip
and
eoa
those
those
major
capital
items
and
major
ongoing
are
those
major.
I
can't
think
why
I
can't
say
what
eoe
is
at
moment,
but
oh,
come
to
me
there
you
go
extraordinary
operating
expenses.
B
Thank
you.
There
are
a
lot
of
needs.
I
think
in
terms
of
the
budget.
The
budget
as
submitted
is,
and
when
we
say
as
submitted,
I'm
going
to
highlight
this
couple
different
times
up:
18.7
million
dollars,
that's
just
where
it
starts.
That
does
not
include
any
increase
in
wages
for
employees,
at
least
in
terms
of
across
the
board
wage
increases
or
the
cip
or
eoe
projects.
So
that's
just
that
initial.
You
know
it's
part
of
our
calculation.
What
is
submitted.
B
The
total
number
with
everything
is
we're
considering
is,
is
actually
larger
than
this.
The
labor
mart.
I've
already
mentioned
inflation,
but
the
labor
market
is
very
competitive
right
now.
I
think
that's
one
of
the
other
things
looking
at
wages
that
wage
conversation
and
inflation
are
very
intertwined
with
one
another,
so
we'll
be
looking
at
that
and
then,
as
we've
discussed
quite
a
bit,
I
mean
we
had
a
you
know
meeting
a
couple
weeks
ago.
Just
to
focus
on
is
in
terms
of
one-time
funding.
Our
fund
balance
is
extraordinarily
healthy.
B
You
know
it's
kind
of
strange
for
me
to
be
standing
up
here
in
front
of
you
when
we
look
at
just
how
healthy
our
fund
balance
is
because
I
still
remember
multiple
presentations
being
up
here
with
chris
rich.
When
we
were,
we
were
dipping
into
our
savings.
We
not
only
didn't
have
a
healthy
fund
balance.
We
were
trying
very
hard
to
reverse
the
trend
about
six
seven
years
ago,
where
we
were
really
hurting
and
it
took
a
lot
for
the
prior
commissions
to
work
through
that
go
figure.
B
I
think
both
of
it
was
the
work
of
prior
commissions
to
get
us
in
a
healthy
place,
and
then
obviously
massive
economic
conditions
have
changed
right.
Just
I
mean
the
whole
world's
been
changed
in
between
that
period
of
time,
just
to
look
at
the
overall
budget.
So
as
submitted
it's
314
million
dollars
300,
I
don't
know
you
can
see
the
number
up
there.
I
don't
need
to
read
it
to
you
and
you
can
see
the
breakdown.
This
breakdown
isn't
too
unique
to
this
budget
right.
B
Public
safety
obviously,
is
one
of
the
primary
functions
of
the
county.
Hence
why
it
makes
up
such
a
large
portion
of
the
county's
budget.
You
can
see
there
the
followed
right
there
between
general
government
and
judicial
services.
I
mean
this
is
compromises
the
bulk
of
what
we
do.
So
you
can
kind
of
see
that
makeup
of
what
the
the
breakdown
of
the
budget
is
submitted
is,
and
then
here's
just
a
reflection
in
terms
of
comparing
what
was
submitted,
the
submitted
fy
23
budget
compared
to
the
fy
22..
B
Now
I'll
note,
this
isn't
exactly
an
apples
apples
to
com
comparison,
because
obviously
it
looks
up
again
that
fy
22
budget
is
not
what
was
initially
submitted.
It
was
what
you
actually
adopted
right.
It
was
submitted
higher
than
that
we
cut
it
down
and
the
same
thing
will
happen
here
in
the
fy
23
budget.
Its
initial
submission
is
large.
B
We
are
going
to
have
to
work
with
it
and
trim
it
down
a
bit
just
in
terms
of
funding,
and
so
when
you
see
those
two
comparisons,
the
supplemental
requests
you
can
see
are
sizeable
here
in
terms
of
that
19
million
dollars
there
at
the
end,
but
the
total
budget
is
up
if
we
just
again
to
reflect
if
we
add
those
cip
and
eoe
projects.
These
are
the
urgent
ones,
the
ones
in
that
red
category.
You
can
see
what
that
differentiation
is
it's
higher
again
we'll
work
through
this.
B
You
know,
as
we
go
now
just
to
focus
on
those
increases
right.
What's
putting
us
above
and
beyond,
is
the
just
a
breakdown
of
where
we're
seeing
this
one
of
the
biggest
areas-
and
I
think
one
of
the
biggest
conversations
for
us
to
have
is
personnel
right,
there's
a
couple
areas
of
personnel.
So
this
what
you're
seeing
right
here
is
just
the
supplemental
requests
that
have
come
in
there's
19
million
or
almost
20
million
dollars
in
terms
of
supplemental
requests.
B
That's
comprised
of
65
new
requests
for
positions.
Some
of
those
are
ones
that
we've
talked
about
a
lot.
The
new
judges
add
new
positions,
but
there's
other
requests
for
new
positions
along
the
way.
I
know
many
of
your
questions
as
we've
been
answering
leading
up
to
this
have
regarded
these
requests
for
new
positions,
so
hopefully
those
departments
asking
for
them
recognize
how
important
it
is
to
say
you
know
what
are
they
doing
with
the
positions
they
have
as
well
as
what
is
the
plan?
B
What
is
the
need
regarding
the
new
position
requests,
but
also
there's
a
sizable
portion
that
are
special
salary
adjustments,
other
things
and
then
some
lump
sum
requests,
and
we
say
lump
sum,
though:
that's
still
personnel
related,
it's
just
like
overtime
expenses
or
need
for
temporary
workers.
Some
of
those
other
things
we're
not
budgeting
an
individual
position,
but
we're
budgeting
funds
in
the
personal
alliance
to
address
specific
needs
and
that's
actually
2.6.
Normally,
we
wouldn't
even
highlight
that,
but
it's
pretty
sizable
this
year,
2.6
million
dollars
and
then
we
have
the
operating
capital.
B
So
all
those
operating
supplemental
requests
that
are
ongoing.
These
are
ongoing
funding
requests
that
you
can
see
that
are
also
being
added.
In
addition
to
those
we've
had
a
lot
of
conversation
right
now,
we've
been
operating
in
all
of
our
focus
and
obviously
this
is
at
play,
but
is
the
personnel
side
related
to
the
existing
personnel
right
and
so
right
here?
B
In
terms
of
these
numbers,
we
put
in
seven
percent
for
merit
cola
they're,
so
that
seven
percent
equals
about
12,
just
shy
of
12
million
dollars
at
11.9
million
dollars,
but
on
top
of
that,
there's
also
a
900
000
increase
in
the
health
premium
that
needs
to
be
absorbed.
I
think
you've
had
meetings
with
bethany
in
the
health
trust
regarding
the
health
premium
components
so
again,
more
ongoing
expenses
related
to
those
wages.
B
I
think
throughout
the
process.
I
think
we'll
have
a
meeting
later
this
week,
we'll
talk
about.
What
can
we
do?
Are
there?
You
know
the
state
did
some
creative
things
in
terms
of
how
they
handled
their
personnel
increases.
The
city
at
boise,
I
know,
has
been
looking
at
it
recently,
so
we'll
get
to
have
our
own
conversation.
B
One
of
my
big
suggestions,
I'll
bring
this
up
next
week,
is
normally
we
kind
of
wait
till
the
end
to
deal
with
that.
I
think,
given
everything
we're
facing,
that
might
be
wise
to
be
one
of
our
first
decisions
is
to
work
on
that
and
then
it'll
inform
what
we
need
to
do
related
to
the
rest
of
the
budget
right
in
terms
of
balance,
things.
B
And
then,
finally,
we
have
our
cip
and
eoe
requests
at
21
million
dollars
for
those
requests,
the
one
good
thing
with
the
cip
and
eoe.
We
have
gone
through
them.
They
really
are
all
one-time
expenses
now
mind
you.
Some
of
those
will
probably
have
sister
expenses
in
the
future
in
terms
of
like
some
of
the
it
requests
and
other
things,
but
we
do
have
a
healthy
fund
balance.
B
So
going
to
that
exact
point,
major
themes
of
this
budget,
the
big
one
will
be
just
ongoing
funding
and
ongoing
expenses
versus
one-time
funding
and
one-time
expenses.
We
are
our
fund.
Balance
is
very
healthy
right
now,
and
so,
as
a
result
of
that,
I
mean
we
have
28.7
million
dollars
in
fund
balance.
You
know,
I
think
the
one
good
thing
with
a
fund
balance.
It
allows
us
to
cover
those
one-time
expenses.
Also,
if
we
don't,
you
know
budget
for
it,
we
don't
spend
it
that
works
out
just
great.
B
B
You'll
see
many
of
our
revenues
are
up
most
notably
sales
tax
is
way
up
each.
You
know
tim
goes
through
lengthy
efforts
to
try
and
estimate
what
those
sales
tax
projections
are,
and
it's
just
been
shocking
year
after
year,
as
we've
kind
of
been
going
through
the
pandemic,
just
it
keeps
rising
right.
The
economy
keeps
doing
well
locally.
You
see
that
I
get
the
report
from
the
lso
for
the
state,
the
state
once
again
last
month,
reported
above
and
beyond.
B
I
think
it
was
like
400
million
dollars
in
additional
revenue
that
came
in
last
month.
I
mean
it's
been
wild
to
see
the
revenues
that
are
coming
in
now.
When
you
look
at
these,
it
can
be
a
little
misleading
in
terms
of
don't
add
it
all
up,
I'm
just
going
to
shade
out
so
those
grayed
out
ones
are
departmental
revenues
that
are
up,
but
those
departments
have
also
budgeted
expenses
related
to
those
revenues,
so
they're
they've
kind
of
canceled.
B
You
know,
there's,
there's
a
corresponding
expense
that
has
come
on
that
fits
the
guidelines
that
we
gave
so
the
major
sources
of
additional
revenue
that
we
see,
though,
are
sales.
Tax
liquor
also
continues
to
rise
extremely
well
and
then
some
of
our
interest
income
through
the
treasurer's
office.
Mr.
C
C
D
B
The
pilt
monies
is
a
revenue
stream,
but
pilt
isn't.
This
is
just
showing
increases
yeah
it's
in
the
general
pilt
represents
about
900
000..
I
think
it's
825
yeah,
but
that's
what
it
it's
pretty
consistent
for
us
in
terms
of
what
pill
is
so
this
is
showing
increases
not
overall,
there
are
many
other
revenue
streams
that
are
not
reflected
here
on
this
line.
B
This
is
just
showing
the
major
increases
okay
or
decreases,
which
we
don't
have
any
major
decreases.
Last
year.
We
did
so
we're
fortunate
that
there,
in
terms
of
revenues,
though,
to
shift
to
our
our
most
significant
source
of
revenue,
is
property.
Taxes
right
about
half
of
our
budget
is
funded
through
property
taxes.
So
this
shows
you
each
of
the
property
tax
in
funds.
Here
is
just
the
breakdown
in
terms
of
our
projected
estimates
of
so
you
can
see
the
total
property
taxes
from
last
year
or
actually
so.
B
I
want
to
note
here
in
the
fy
22
funding
levels
we're
actually
focusing
on
statutory,
it's
the
highest
of
the
last
three
years
right
last
year,
because
we
had
that
property
tax
cut.
It
was
not
the
highest
of
the
last
three
years
so
we're
taking
that
into
consideration
as
we
prepare
the
budget,
but
most
noteworthy
here
is
those
increases.
Those
available
increases
for
you
as
a
decision
tool
right.
So
the
three
percent
that
you
could
take
to
increase
those
budgets.
That's
new
revenue
right.
B
You
know,
there's
also
the
new
construction
role
again,
I
just
not
that
you
need
to
hear
it,
but
hopefully
some
of
the
legislature.
Will
the
calculations
for
new
construction
role
are
a
disaster
right
now?
Hopefully
we
can
find
something
better
in
the
future.
It's
unduly
complicated
for
the
new
revenue
that's
coming
in,
but
you
can
see
on
that
last
that
far
right
column,
what
the
total
potential
increases
are
in
revenue.
I
think
you
know
when
we
get
to
the
deliberations.
These
will
be
some
of
the
final
decisions
that
we
can
work
through.
B
B
I
think
one
of
the
other
things
we
do
have
our
taking
into
consideration.
We've
been
trying
to
work
through
it
on
the
fly
is
also
the
funding
for
public
defense
right
and
the
one
year,
and
so
we'll.
When
we
get
into
liberations,
we
could
talk
about
the
public
defense
funding
a
little
bit
more
as
well.
B
The
second
theme,
so
in
terms
of
funding
ongoing
versus
savings,
is
inflation
right.
Commissioner
beck,
I
think
you
were
there
when
seth
greg
got
the
opportunity
to
trent
and
the
other
group
about
what
some
of
the
economic
conditions
are,
but
seth
had
some
great
slides.
So
these
slides
come
from
south
iac,
just
showing
what
the
rate
of
inflation
is
over
time.
You
can
look
at
right
now.
I
think
we're
actually
almost
up
at
8.9
percent
in
terms
of
overall
inflation.
B
B
This
next
slide
will
really
highlight
that,
because
one
you
can
see,
we
have
to
go
back
to
the
70s
to
even
get
close
to
similar
inflation
rates,
but
when
we
break
it
down
by
category
this
was
the
thing
that
really
stood
out
to
me.
Is
you
look
at
what
the
rate
of
inflation
is,
but
those
sectors
most
notably
on
here,
obviously,
is
energy.
B
B
We
feed
a
lot
of
people
on
a
daily
basis
as
a
county
right,
and
so
he
these
are
just
some
of
those
things
that
are
really
impacting
our
budgets
and
you'll,
see
that
in
some
of
the
supplemental
requests
again,
we
we
accounted
for
inflation
by
giving
a
three
percent
increase
on
those
operating
in
minor
capital.
But
when
you
look
at
these
numbers,
three
percent
doesn't
seem
quite
to
cut
it,
and
we
see
that
in
some
of
the
supplemental
requests
that
we're
submitting.
B
The
other
factor
that
we're
facing
is
unemployment
right,
so
you
look
at
this
is
just
the
unemployment
numbers
for
the
state
we're
down.
So
four
percent
is
what
they
consider.
You
know
I'm
not
by
no
means
an
expert
in
employment,
but
four
percent
is
like
the
sweet
spot
where
you
have
the
enough
people,
you
have
enough
people
and
open
jobs
right
so
that
there's
kind
of
an
even
exchange
out
on
the
employment
market.
We're
well
below
that.
B
I
think
it's
like
2.8,
like
I
have
to
focus
in
on
there,
but
so
you
can
just
see
how
that's
starting
now
having
people
employed
is
a
good
thing,
our
con.
That
means
our
economy
is
doing
well.
We
want
to
have
people
employed,
but
we
also
need
people
to
fill
the
jobs
that
are
available
and
we're
seeing
that
all
throughout
the
community.
When
we
were
working
on
this
from
last
year,
that
was
one
of
the
focuses
last
year.
B
It's
just
our
employment
numbers
right
how
competitive
it
was
last
year
to
hire
people
and
somehow
it
feels
like
it's
gotten
worse
right
and
more
difficult.
I
think
this
slide
reflects
it
well.
This
is
from
the
idaho
department
of
labor
they're.
Just
this
is
their
tracking
in
terms
of
what
the
unemployed
and
the
number
of
idahoans
who
are
unemployed
are
versus
the
number
of
job
postings,
so
that
blue
line
that
23
000
is
the
number
of
unemployed.
B
Currently
that
55
000
is
the
number
of
available
job
openings
in
the
state
and
that
dotted
line
just
shows.
There
are
currently
2.3
available
jobs
per
unemployed
person
on
the
out
there
right,
which
what
does
that
mean
for
us
and
what
are
we
seeing?
It
means
employers
are
not
able
to
just
rely
on
those
who
are
looking
for
work.
They
are
in
many
cases,
looking
to
people
who
are
currently
employed
as
possible
people
to
hire
and
we're
seeing
that
I'm
sure
bethany's
seeing
it.
B
I
think
you
know
just
talking
with
heather
and
legal.
I
think
they're
on
both
sides
of
that
they're,
both
seeing
people,
poach
them
and
they're
trying
to
poach
others,
and
I
think
many
departments
are
doing
the
same
things
right,
because
it's
very
competitive
and
one
of
the
hardest
things
is
just
dealing
with
wages
again
going
back
to
inflation
that
that
feeds
into
this
right,
because
in
order
to
hire
somebody,
you
have
to
help
address
those
inflationary
costs
that
people
are
experiencing,
and
so
hence
why
that
cola
merit
is
going
to
be.
D
B
And
and
this
to
fit
into
that
just
to
add
some
more
numbers:
here's
the
average
wages
hourly
wages
here
in
the
boise
metro
area,
so
throughout
the
treasury
valley-
and
you
can
just
see
how
it
was
relatively
steady
there
for
quite
a
number
of
years,
but
it's
just
rising.
I
think
all
of
that
is
feeding
into
this
change
in
economic
conditions.
B
Really
starting.
You
can
see
the
pandemic
just
triggers
a
lot
of
activity
in
terms
of
it
and
then
just
to
put
it
specifically.
I
think
hr
shared
this
information
with
you
earlier
in
the
year,
but
this
just
shows
that
the
specific
impact
to
us
here
in
ada
county
right,
one
of
the
big
things,
is
the
turnover
rate
we're
experiencing
unprecedented
turnover
rate
over
the
last
10
years.
B
29,
and
I
think
most
noteworthy-
and
I
think
this
is
where
you
know
bethany's
role
is
highlighting-
is
the
turnover
rate
specifically
in
new
employees,
so
people
who've
only
been
here
a
year.
I
think
to
your
comment,
commissioner.
Kenyon
is
we
need
to
do
what
we
can
to
retain
the
people
we
have?
They
have
the
knowledge,
skills
and
experience.
B
They
know
the
county's
business
and
it's
so
much
effort
to
both
bring
on
and
onboard
a
new
person,
but
also
we
lose
so
much
if
we,
you
know,
spend
six
months
getting
somebody
on
board
and
then
they
go
take
another
job
right
that
that
certainly
presents
challenges.
So
I
think,
in
addition
to
wages,
it's
just
looking
at
our
culture,
the
you
know
highlighting
the
benefits
we
have
everything
else.
B
We
have
the
increase
that
we
provided
in
terms
of
operating
in
capital.
That's
that
1.6
million
dollars
the
14.9
supplemental
requests
that
are
ongoing.
We
have
kind
of
tried
to
look
and
identify
any
one-time
expenses.
We
can
pull
out
to
provide
to
relieve
pressure,
but
most
of
those
exist
in
the
cip
area.
B
If
the
combined
merit
cola,
if
we
were
to
do
seven
percent
plus
a
healthcare
premium
adds
up
to
12.8
million
dollars,
and
then
we
did
get
some
relief
from
indigent
services
again
that
transition
with
indigent
services,
the
indigenous
services
shrinking
significantly
as
we
transfer
it,
and
so
there's
some
savings
there.
So
you
get
your
total
in
terms
of
ongoing
expenses
at
27.4
million
dollars.
These
are
the
increases
and
then
our
ongoing
revenues
that
I
highlighted
earlier.
B
You
can
see
those
add
up
to
22.5
million
dollars,
so
we're
still
in
balance
and
that's
where
we're
going
to
have
to
focus.
I
think
if
we
make
some
of
those
big
decisions,
we
will
be
able
to
find.
I
do
think
we're
in
a
good
position
in
terms
of
the
budget
to
be
able
to
find
what
we
need,
based
on
the
conversations
we've
been
having
with
you.
B
We
add
on
to
those
the
increases
from
cip
and
eoe
expenses,
and
you
can
see
again
those
three
percent
cap
funds
are
worth
the
focus
of
our
it's
where
the
bulk
of
the
money
is
so
that's
where
our
energy
will
be
add
on
to
there
a
seven
percent
cola,
slash
merit
plus
the
health
care
increases,
and
then,
if
we
then
now
looking
at
to
try
and
balance
things
is
our
new
revenue
right.
Do
we
want
to
take?
B
Let
me
go
back.
Do
we
want
to
take
the
three
percent
and
the
new
construction
role?
How
does
that
work
out?
If
we
were
to
do
all
of
this,
which
of
course
this
is
a
very
generalized
view
of
everything
you're
looking
at
just
about
34
on
a
200
or
on
a
520
000
home,
which
I
believe
right
anthony
is
about
the
median
home
value
right
now
in
the
county,
jan
good
point
in
january,
median
as
it
relates
to
the
assessments,
so
we've
built
out
the
tool.
B
We've
got
everything
so
that
we
can
make
all
those
decisions.
I
think
you
know
the
focus
this
week
will
be
hearing
from
the
offices
and
departments
hearing
what
their
needs
are
and
then
we
can
get
into
the
nitty
gritty.
But
just
as
you
already
have,
please
ask
questions
along
the
way,
so
we
can
get
you
the
tools
I
also
just
wanted
to
mention.
It
didn't
have
a
great
fit
in
my
flow,
but
the
master's
facility
plan
we
do
still
have
a
lot
of
those
capital
needs.
B
The
coroner's
building
is
you
know
in
the
process
we
had
the
groundbreaking
recently.
So
that's
happening,
but
the
big
conversations
we
seem
to
be
having
right
now
I
updated
numbers
as
it
relates
to
the
jail
right
based
on
what
we've
learned
recently
in
terms
of
some
of
our
meetings.
I
it
just
highlights
how
big
that
is,
that
we're
going
to
have
to
find
a
different
revenue
stream.
B
If
we're
going
to
tackle
that
we've
had
those
conversations,
the
other
one,
that's
you
know
significant
in
terms
more
than
doubled,
but
is
the
drug
treatment
clinic,
but
I
think
that's
one
of
the
things
that
is
in
the
budget.
So
one
of
the
things
for
us
to
look
at
and
potentially
tackle
with
this
year's
budget.
I
know
there's
a
lot
of
meetings
have
happened
regarding
the
existing
facility
in
new
one,
but
looking
at.
Is
there
the
potential
to
fund
that,
with
some
of
our
one-time
funding
that
we
have?
B
B
You
know
real
heavy
in
the
rest
of
the
week
as
we
go
through
some
of
our
presentations,
but
we
do
have
everybody
coming
and
I
think
we've
provided
the
guidance
that
you've
requested
to
all
the
departments,
so
that
should
go
well
throughout
the
week.
So
unless
you
have
any
more
questions
for
me,
which
there's
plenty
of
opportunities
to
grow
me
later,
I'm
going
to
turn
it
over
to
kathleen
and
we'll
kick
off
presentations.
Mr
chairman,
okay,.
E
E
Ready
to
start
yeah
all
righty,
the
treasure
is
one
of
seven
constitutionally
elected
offices
within
ada
county
elizabeth
amon
is
the
elected
treasurer
whose
office
is
responsible
for
receiving
an
accounting
for
all
monies
belonging
to
ada
county.
The
treasurer
invests
idle
county
funds
with
the
objectives
of
safety,
liquidity
and
yield.
The
treasurer
serves
as
the
ex-officio
tax
collector
responsible
for
billing
and
collecting
property
taxes
on
behalf
of
the
taxing
districts
in
ada
county.
E
The
treasurer
also
serves
as
officio
public
administrator
by
handling
the
estates
of
decedents
who
die
without
a
will
or
persons
to
administer
their
estate
and
as
we've
done
in
the
past,
we're
going
to
go
through
what
was
submitted
and
then
I
will
turn
it
over.
So
the
treasurer's
office
is
a
department
within
the
current
expense
fund,
part
of
that
three
percent
cap
of
property
taxes
that
phil
talked
about
the
budget
for
fy23
was
submitted
at
one
million
eight
hundred
and
twenty
five
thousand
two
hundred
and
thirteen
dollars
a
hundred
and
twelve
thousand
eight.
E
Fifty
over
their
appropriation
total.
There
are
personnel
supplementals
for
one
new
position
for
a
financial
analyst
at
a
cost
of
ninety
five
thousand.
Six,
oh
six
and
a
quarter
and
overtime
of
seventeen
thousand
two,
forty
four
and
below
just
so.
You
have
some
information.
You
can
see
the
budget
to
actual
history
from
fy
18
to
current
and
then
the
number
of
employees
for
that
same
period
of
time
and
it's
my
pl-
was
there
any
questions?
F
F
I
want
to
start
by
thanking
the
board.
I
appreciate
your
support
and
leadership
during
the
budget
process
and
throughout
the
year.
Many
of
the
accomplishments
that
I'll
highlight
today
are
thanks
to
support
from
you
and
your
department
heads.
I
also
want
to
thank
clerk.
Mcgrain
trent
ripple,
kathleen
tim,
so
many
in
the
clerk
and
auditor's
office
who
commit
so
much
time
to
this
budget
process,
and
I
will
note
they
were
always
available
to
answer
our
questions.
So
thank
you
for
that.
F
F
F
F
F
So
the
duties
of
the
treasurer's
office
are
prescribed
by
law,
so
it's
the
idaho
code
that
tells
us
what
we
must
do,
for
example,
as
treasurer.
We
must
deposit
an
account
for
county
funds
as
tax
collector.
We
must
issue
property,
tax
notices
and
collect
for
districts
as
public
administrator.
We
must
take
charge
of
estates
and
administer
those
when
there's
no
air
or
next
of
kin.
F
While
it's
the
statutes
that
tell
us
what
we
must
do,
it's
our
mission
and
our
values
that
guide
us
in
how
we
are
going
to
perform
those
duties
you
see
them
listed
here.
I
have
the
privilege
of
seeing
these
every
day
in
action
from
the
staff
in
our
office,
and
I
am
so
grateful
for
the
staff
in
the
treasurer's
office
and
the
professionalism
that
they
exhibit
every
day
in
serving
the
public.
In
our
role
as
tax
collector,
we
receive
very
challenging
phone
calls,
yet
we
treat
everyone
with
respect
in
our
role
as
public
administrator.
F
F
F
So
whether
funds
are
coming
into
courts-
ems
solid
waste-
we
help
facilitate
those
deposits
on
a
daily
basis.
Cash
electronic
deposits
to
ensure
those
funds
are
safe.
We
facilitate
disbursements
making
sure
that
funds
are
in
the
right
bank
account
at
the
right
time
to
pay
county
vendors
county,
employee
payroll
in
our
banking
functions.
We
oversee
the
online
banking
permissions
for
county
users
and
we
are
continuously
implementing
fraud
prevention
tools
in
our
practices.
F
Looking
ahead,
the
county
will
be
implementing
new
financial
systems,
those
systems
integrate
to
the
daily
operations
of
the
treasurer's
office,
so
the
treasurer's
banking,
accounting
and
investment
functions.
So
it's
important
that,
throughout
the
testing
and
implementation
of
these
new
systems
that
we
minimize
any
disruptions
to
these
functions
to
ensure
that
it's
a
smooth
transition.
So
that's
that
takes
staff
time,
and
that
is
part
of
our
request
for
one
additional
person
this
next
year
and
for
some
overtime
for
our
staff,
who
will
have
additional
duties
throughout
this
process.
F
Also
as
treasurer,
we
are
responsible
for
the
stewardship
of
public
funds.
Our
goals
and
priorities
are
guided
by
our
investment
policy.
You
see
the
stated
objectives
here.
First
and
foremost,
is
safety,
followed
by
liquidity
and
yield
one
of
the
items
in
our
operating
budget
for
the
current
year
and
for
the
upcoming
year
is
professional
services
related
to
investments.
F
Last
year,
through
the
expertise
of
an
investment
manager,
we
were
able
to
invest
in
an
additional
asset
class.
That's
agency,
mortgage-backed
securities,
so
those
that
are
backed
by
the
full
faith
in
government,
full
faith
and
credit
of
the
united
states
government
and
our
performance
advisor
estimates
that,
as
a
result
of
this
revised
asset
allocation,
the
net
fiscal
impact
to
the
county
is
approximately
400
000..
F
Our
participation
in
these
organizations
is
part
of
our
commitment
to
staying
current
on
market
trends,
learning
from
our
peers
and
industry
leaders
and
implementing
best
practices.
While
we
manage
the
public's
funds
you're
aware
of
our
duties
as
tax
collector,
here
is
a
list
of
many
of
the
districts
we
collect
for
as
you're
well
aware,
we
don't
collect
just
for
ada
county,
but
for
several
taxing
districts
that
levy
within
our
boundaries,
cities,
cemeteries,
fire
districts,
sewer
districts
and
our
role
in
this
process
is
to
calculate
the
bills,
collect
and
distribute
to
the
taxing
districts.
F
One
accomplishment
in
our
tax
collector
function
that
I
want
to
highlight
is
the
efficiency
our
staff
has
in
implementing
or
collecting
these
tax
payments.
What
you
see
here
is
that
our
staff
has
been
doing
more
work
with
fewer
people.
You
see
in
the
dark
gray
line
that
has
been
increasing.
That
is
parcel
count.
So
five
years
ago
we
had
just
over
200
000
parcels
now
we're
over
220
000
parcels,
so
the
parcel
count
is
growing,
but
then
the
gray
line
that
you
see
that
has
decreased,
that
is,
staff
in
the
treasures
office.
F
A
few
years
ago
we
took
a
look
at
our
current
needs
and
identified
that
through
cross
training
and
additional
efficiencies,
we
could
eliminate
a
position,
so
we
voluntarily
eliminated
a
position
two
years
ago,
but
you
could
see
that
we've
still
been
incredibly
successful.
One
of
our
goals
and
tax
collections
is
a
99
collection
rate.
F
F
F
F
This
is
1800
tax
statements
that
now
need
adjusted
by
treasury
staff.
This
is
1800
payments
that
in
some
cases,
have
been
paid,
and
so
there
could
be
a
refund
owing,
and
it
is
imperative
that
the
treasurer's
office
timely
process
these
adjustments,
so
that
our
home
owners
know
the
corrected
tax
liability
and,
if
they're
entitled
to
a
refund
that
we
issue
it
sooner
than
later.
So
this
because
of
this
legislation,
is
part
of
the
reason
that
we
are
requesting
one
additional
staff.
F
We
estimate
that
one
adjustment
takes
20
to
30
minutes,
given
the
volume
of
adjustments
that
we
are
seeing,
it
translates
to
about
four
months.
Should
this
person
solely
do
adjustments
it'd
be
four
months
of
one
fte
processing
these
adjustments.
So
again,
this
is
part
of
our
request
for
just
one
more
person.
This
upcoming
fiscal
year.
F
I
do
want
to
acknowledge
and
thank
the
many
citizens
who
do
appreciate
our
work
and
take
the
time
to
provide
feedback,
both
positive
and
constructive,
so
that
we
can
improve.
You
see
some
of
the
quotes
here.
Lexi
was
a
nice
young
lady.
You
never
know
what
you'll
get
when
calling
a
government
agency,
but
she
was
very
pleasant
or
hope
is
delightful
and
wonderful
for
a
county
office
that
deals
with
taxes.
It
was
very
refreshing
to
speak
with
someone
like
hope,
so
we're
very
encouraged
by
these
cop
positive
comments.
F
F
F
I
also
do
want
to
point
out
that
this
facility
is
that
we
share
the
expenses
with
operations
and
procurement,
and
this
is
an
example
of
efforts
between
your
departments
and
the
treasurer's
office.
It's
a
collective
effort
to
save
money,
so
I
believe
this
is
one
that
we
should
be
really
proud
about
between
offices
and
departments
having
a
multi-purpose
facility
that
has
been
very
successful
for
our
taxpayers.
F
That
facility
is
also
used
for
public
administration.
As
you
can
see
here,
it's
growing
the
value
of
estate
assets
coming
under
administration
continues
to
grow
back
in
fy17.
It
was
just
over
63
000.
last
year.
The
estates
that
are
we
are
administering
was
approximately
820
000
for
the
current
fiscal
year.
We're
approaching
that
and
the
year's
not
over,
and
I
just
point
that
out
to
show
the
growing
complexity
of
our
administration
cases.
The
decedents
that
are
coming
to
us
now
are
having
more
assets.
F
I
also
just
want
to
note
you
can
see
on
the
bottom
the
increasing
increasing
number
of
referrals,
so
these
are
cases
that
refer
to
us
that
again
increases
it's
hard
work.
You
can
see
our
staff
here
loading
a
vehicle.
This
is
our
pa
vehicle
same
one.
We've
had
for
years,
a
2000
ford
focus,
so
we
are
we're
doing
a
lot
of
work
with
very
minimal
resources
for
this
division.
Mr.
F
C
F
F
F
Our
top
goal
for
public
administration
last
this
last
year
was
the
implementation
of
a
new
case
management
tool,
and
here's
where
I
have
to
do
a
shout
out
to
steve
o'mara
and
the
it
team.
I
am
so
proud
that
we
accomplished
this
goal.
For
years,
we've
worked
on
the
design
and
implementation
of
a
case
management
tool
and
thanks
to
it,
we
went
live
in
may
just
a
few
weeks
ago,
and
so
our
prior
practice
was
having
multiple
spreadsheets.
F
You
can
see
on
the
left
and
what
we
have
now
is
a
consolidated
tool
and
why
that
matters
is
it's
savings.
It's
fewer
spreadsheets,
fewer
manual
entries,
less
administrative
time.
In
fact,
we
were
even
able
to
eliminate
from
our
operating
budget
the
expense
for
subscriptions
that
we
previously
had
to
manage
our
cases.
So
this
is
one
of
the
goals
we
are
proud
to
accomplish
this
last
year.
F
F
F
F
F
F
F
We
have
very
talented,
committed
employees,
but,
as
pointed
out,
in
the
overview,
the
cost
of
living
you're,
seeing
it
with
fuel
prices,
gas
prices,
rents
in
my
small
office,
I
do
have
multiple
staff
who
are
working,
multiple
jobs,
and
it
is
in
the
best
if
interest
of
ada
county
and
of
the
citizens
we
serve
if
we
can
retain
those
trained
employees.
So
again,
I
do
support
you
and
your
thoughtful
consideration
of
a
cola
or
merit
for
this
upcoming
fiscal
year
talked
a
lot
about
personnel,
because
that's
the
bulk
of
our
budget
request.
F
F
These
are
the
ones
in
the
top
shaded
portion.
I
highlight
them
here
because
you
won't
find
them
in
your
budget
book.
You
won't
find
them
because
we
completely
eliminated
them,
and
that
includes
building
improvements
of
three
thousand
dollars
and
several
expenses
related
to
our
public
administration
division.
F
F
We
are
requesting
additional
funds
just
for
our
personnel
budget,
that
is,
to
help
retain
our
talented
workforce
and
recruit
just
one
more
person
again
to
help
fund.
This
need,
we
propose
decreasing
our
operating
and
savings
budget
is
something
that
our
office
is
able
to
do
for
this
coming
year.
This
proposed
budget
will
ensure
that
our
office
has
sufficient
resources
to
fill
our
statutory
duties
as
we
serve
the
public
in
this
coming
year.
C
In
addition,
beth
has
worked
really
hard
to
build
strong
relationship
with
our
state,
treasurer
julie,
ellsworth
and
appreciate
that
they
represent
close
to
sometimes
sixty
percent
of
our
investment
anywhere
from
fifty
to
sixty
percent
on
the
average
in
elgif,
and
so
that
relationship
is
really,
I
think,
a
very
important
one
that
we
have,
and
I
really
commend
beth
for
reaching
out
to
julian
working
with
her
and
getting
us
also
to
be
able
to
invest
in
a
different
capacity
within
her
own
office.
So
thank
you
for
all
of
those
things
really
appreciate
it.
A
G
F
Yes,
mr
chairman,
commission,
commissioner
david
said
it
was
really
figuring
out
what
we
could
purchase
in
the
current
year
if
we
had
any
additional
savings
and
making
some
of
those
purchases.
Now,
if
it's
for
laptops,
one
expense,
one
of
the
larger
ones
that
was
for
building
improvements
for
three
thousand
dollars.
We
decided,
because
initially
that
was
for
restructuring
of
our
workplace
in
where
our
back
office,
and
instead
we
just
redesigned
it
internally.
F
So,
instead
of
like
building,
we
wanted
to
build
like
a
wall
as
part
of
our
back
office
and
instead
we
just
changed
to
change
the
workflow.
So
it
really,
it
was
a
lot
of.
It
was
really
small,
incremental
changes
when
you
go
through
our
operating
expense
budget.
Some
of
them
are
very
small,
but
they
all
add
up.
F
For
example,
we
looked
at
the
timing
of
one
of
the
conferences
next
year
and
it's
a
conference
where
we
typically
had
budgeted
for,
and
we
determined
that
it
was
in
june,
so
instead
of
budgeting,
say
fifteen
hundred
dollars
for
it.
We're
like
we're
going
to
be
in
the
middle
of
our
tax
collections.
Let's
reduce
that
eliminate
the
travel
expense
and
attend
online,
so
instead
of
budgeting,
say
1
500.
I
think
we
only
have
like
300
for
that.
So
it's
really.
It
was
looking
at
the
timing
of
conferences.
F
G
F
G
F
A
A
A
C
To
follow
up
with
that,
so
I
was
looking
at
this
position
and
it
looks
like
this
position
is
going
to
be
doing
a
lot
more
than
just
the
additional
parcel
increased
counts,
they're
going
to
be
doing
in
tax
adjustments,
they're
going
to
be
really
helping
with
the
the
new
financial
platform
replacement
that
we're
going
to
be
going
through
with
fab.
Is
that
correct?
So
this
will
be
an
ongoing
position.
Mr.
F
C
A
C
F
B
D
A
E
All
right
information
technology,
or
it
is
headed
by
director
stephen
o'mara,
which
provides
24
7
by
365
technology
support
to
the
county's
2064
employees.
The
director's
vision
is
to
continue
to
be
the
trusted
partner
in
technology
for
all
of
ada
county
ada.
County
I.t
empowers
both
offices
and
departments
in
delivering
superior
services
to
the
community
through
collaborative
and
comprehensive
technology
driven
solutions.
E
The
I.t
department
creates
success
in
its
role
by
delivering
services
through
six
distinct
divisions,
maintenance
of
the
2600
computers
and
an
average
of
one
thousand
monthly
support
tickets
are
handled
daily
by
the
it's
customer
support
division.
The
project
management
division
is
the
liaison
between
ada,
county
I.t
and
all
county
offices
and
departments
for
the
purpose
of
acquisition
and
implementing
new
technology.
E
The
management
and
maintenance
of
the
network's
access
to
all
32
county
buildings.
Four
data
centers
400
plus
servers
running
on-prem
applications.
Cyber
security
and
cloud-based
applications
are
handled
entirely
by
the
enterprise
services
division.
The
development
division
creates
and
maintains
all
enterprise
business
applications,
as
well
as
third-party
integrations
for
on-premise
cloud
and
web
platforms.
E
The
gis
division
continues
to
expand
in
response
to
increased
demand
for
geospatial
applications
and
data.
Lastly,
the
business
operations
division
oversees
the
procurement
of
all
county
technology;
hardware,
software
and
maintenance.
In
addition
to
managing
software
licenses
with
for
compliance
with
vendors,
county-wide.
E
E
They
have
personnel
supplementals
for
one
new
position
for
an
enterprise
operations;
tech
two
at
a
cost
of
eighty
nine
thousand
nine.
Seventy
four
and
three
reclassifications
for
twenty
four
thousand
nine
fourteen.
There
are
several
operating
tren
supplementals
price
increases
above
the
three
percent
that
is
part
of
their
appropriation
for
servicenow.
Thirty,
one
thousand
nine
hundred
ongoing
costs,
growth
for
various
projects,
four
hundred
and
twenty
seven
thousand
thirty
dollars
three
hundred
ninety
one
thousand
of
that
is
ongoing.
Thirty
six
thousand
is
one
time
innovations
for
various
projects,
three
hundred
and
fifty
seven
thousand
two.
E
Ninety
ongoing
costs,
101
540,
one
time,
255
750
items
for
the
new
position
thousand
two
hundred
ongoing,
for
that
is
three
thousand
three
fifty
one
time,
ten
thousand
eight
fifty
and
then
microsoft
office
365
for
the
new
positions
within
the
county.
So
currently
there
are
81
new
positions
being
requested
county
wide
at
a
cost
of
380
dollars.
So
that's
30,
000
780
of
ongoing
costs,
the
budget
to
actual
history
over
the
course
from
18
to
23
and
the
number
of
employees
over
that
same
time
period.
H
Good
morning,
good
morning,
are
you
ready?
I
know
I
am.
Is
that
your
hand?
It
is
not
oh
yeah.
You
would
think
so
right,
new
fte,
okay,
thank
you,
chairman
and
the
commissioners
for
your
time
today
and
for
your
efforts
in
this
sizable
budget
that
you
always
have
to
deal
with.
My
efforts
here
has
been
to
as
brief
as
possible
with
these
slides
and
then
maybe
do
talk
a
little
deep
dive
on
some
of
the
paperwork
that
unfortunately,
you've
been
submitted
by
us.
H
H
We
have
we
do
quite
a
bit
of
tracking
of
our
incidents
kathleen
made
mention
of
over
a
thousand
tickets
a
month.
On
average,
we
break
those
down
to
two
types
of
things:
incidences
are
typically
break
fixes,
and
then
tasks
are
things
that
we
need
to
do
that
aren't
necessarily
broken
could
be
maintenance,
it
can
be
changes
for
employees.
H
New
software
people
need
put
in
there's
a
lot
of
things
that
are
asked
to
us
and,
of
course,
we
have
an
800
help
desk
that
many
of
the
employees
call
instead
of
going
directly
to
website
to
get
help
from
us
or
talking
to
a
technician.
They'll
call
our
800
number,
that's
very
nice
that
covers
us
24
7.
As
you
are
well
aware,
we
have
a
number
of
groups
that
are
24,
7
365,
and
so
that's
a
very
nice
way
to
cover
the
gap
for
those
folks.
Since
we
don't,
we
don't
have
staff
that
operates.
H
24
7.,
it's
a
nice
way
to
get
help
for
folks
that
are
working
overnight
or
on
the
weekends
when
they
need
things.
That
is
a
great
service
that
we
have
I've
broken
out.
The
incidents
both
are
sorry
one
as
a
cumulative
look
at
all
incidents
and
tasks
together,
you
can
see
how
those
are
looking
and
we
break
them
down
a
little
bit
from
there,
and
I
called
out
our
acso
it
groups
that
I
manage,
along
with
the
sheriff,
just
to
see
what
they
look
like
from
a
cumulative
point
of
view.
H
All
of
our
requests,
if
you
include
incidents
and
tasks
like
I
said,
tasks
are
things
that
we
have
to
do.
Incidents
are
people
who
need
help,
we're
we're
on
pace
right
now
to
exceed
22
000
tests,
22
000
things
that
we've
had
to
touch
that
involve
either
employees
or
our
own
work.
It's
quite
a
bit.
The
tasks
are
fairly
flat,
but
if
you
notice,
the
blue
line
is
the
incidence
those
are
people
asking
for
help.
H
That
is,
I
think,
largely
due
to
more
remote
working
and
then
also
some
of
the
systems.
We
have
are
a
little
bit
new
and
so
people
are
reaching
out
go
down
from
there.
We'll
look
at
just
field
support
field.
Support
is
the
division
that
han
that
are.
These
are
the
people
that
you
see
in
it.
These
are
the
ones
that
come
to
your
desk
to
help
you
with
your
phone
systems.
Those
are
usually
the
first
in
folks
directly
into
them,
we're
looking
a
little
over
8
000
incidents.
H
H
And
because
we
pay
for
this
help
desk
the
the
800
number,
we
change
the
way
they
helped
that
they
work
for
us.
We
stepped
up
what
they
were
doing
for
us
back
in
between
19
and
20.
Of
course,
that
was
also
during
covid.
We've
been
managing
the
type
of
tickets
that
they
do
for
us
and
also
driving
people
more
through
websites
or
through
direct
contact.
H
That's
bringing
that
trend
down!
That's
a
cost
savings.
It's
a
nice
thing
to
balance
it's
important
to
have
that
24x7
contact
for
it,
but
also
control
how
much
they
do,
because
we
are
paying
for
employees
to
respond
so
that'll,
be
something
that
we've
always
always
balanced,
going
forward
to
make
sure
that
we're
not
overspending
in
that
area,
and
so
that
trend
is
actually
moving
very
nicely.
H
The
last
one
will
be
our
acso
business
systems
and
9-1-1
teams,
a
smaller
set
of
groups,
the
911,
obviously
dispatch
and
all
of
public
safety,
and
then
business
systems
handles
all
the
other
technology
in
the
sheriff's
office.
That
is
sheriff's
office,
specific
those
those
requests
are
going
up
and
the
tasks
are
going
up
largely
because
they're
changing
out
some
software
and
launching
several
new
systems,
especially
within
the
business
system
side.
H
There's
a
lot
going
on
there
that
they're
handling
directly
I.t
county.
It
is
still
present
at
the
enterprise
level,
handling
all
the
regular
things,
but
there's
so
much
technology
at
the
sheriff's
office
that
they
need
to
have
these
dedicated
groups.
Obviously,
so
just
wanted
to
highlight
that,
from
the
all
of
these
four
that
we
all
roll
up
into
the
one
big
number
at
the
beginning.
H
Step
on
into
project
project
management
has
become
very
big
for
aida
county
I.t.
We
added
the
project
management
team
two
three
years
ago.
I'm
I
may
be
losing
track.
Maybe
it's
four.
Now
we've
been
slowly
adding
that
team,
with
business
analysts
and
project
managers,
we've
been
running
through
more
and
more
projects
with
project
managers,
as
we've
seen
the
value
of
having
someone
who
can
sort
of
shepherd
a
project
and
not
rely
on
an
engineer
or
developer
or
some
some
other
person
whose
job
is
not
project
management.
To
try
to
keep
these
things
on
task.
H
H
H
I
wanted
to
call
call
out
that
we
also
obviously
manage
the
project
with
the
vendor
and
we
track
that
as
well,
who
they
are,
how
many
of
those
people
are,
and
we
have
there's
a
couple
of
examples
on
there,
but
we
run
a
task
force
for
our
reoccurring
projects
or
reoccurring
events.
Really
the
biggest
one
is
elections.
We
run
a
task
force
for
every
single
election.
H
We
have
one
on
there
for
the
may
17th
one
a
number
of
people
in
it
assigned
to
that
19
people
sounds
like
a
lot,
there's
just
a
lot
of
moving
pieces
and
parts.
I
remember
when
I
took
over,
I
learned
pretty
quickly
that
we
needed
to
handle
elections
very
special
better
than
we
had
in
the
past,
and
I
had
a
huge
education
there
in
the
beginning.
That
was
about
seven
years
ago
or
so,
and
so
we
stand
that
up
literally
prior
to
every
election,
and
that's
that's
just
the
I.t
side.
H
Obviously,
elections
has
their
own
project
management
they're
doing
that
we
participate
in.
We
have
a
lot
of
things
we
do
on
on
our
side
as
well,
and
the
fair
is
another
one.
Another
major
major
major
highlight
for
the
county.
Of
course,
it's
only
once
a
year
we
got
to
make
sure
that
director
batista
is
ready
to
go,
has
the
technology
he
needs
and
that
we
are
there
to
support
him,
especially
during
that
week.
H
That's
a
very
that's
a
very
big
deal
and
we
want
to
make
sure
that
we
participate
in,
even
though
it's
very
invisible,
certainly
from
the
citizens
point
of
view,
but
regardless
it
needs
to
have
our
full
attention
during
that
time
frame.
So
so
again,
this
is
a
sample
of
some
of
the
things
we've
completed
just
highlights,
and
similarly
some
examples
of
things
we're
looking
at
coming
up,
starting
in
23..
H
H
The
erp
consideration
is
on
here
and
some
other
major
things
as
far
as
refreshes,
which
would
be
a
replacement
of
a
system
or
maybe
a
rejiggering.
If
you
will
of
that
system-
and
then
there's
some
security
pieces
on
here
point-
is
we're
not
going
to
be
bored
anytime
soon
ever
so,
but
project
management
has
been
absolutely
huge
for
us,
because
those
folks
that
work
in
that
area
help
us
keep
focused
on
what
it
is.
We
have
in
front
of
us.
H
Now,
when
we're
successful
with
these,
which
we
pretty
much,
are
it's
it's
a
little
bit
hard
to
show
the
value
of
what
we've
created,
especially
when
we've
done
actual
software
development,
as
you've
heard
before
we're,
not
we're
not
developing
financial
systems
anymore,
that's
something
the
government
used
to
do.
Certainly
ada
county
did
quite
a
bit
of
that.
That
doesn't
mean
we're
not
developing
software
anymore.
H
H
I
had
my
team
sit
down
throughout
this
project
of
the
last
four
years
and
sort
of
quantify
their
efforts
on
this.
It's
mostly
under
our
gis
team
has
handled
this
under
manager,
toby
cannon
and
we've
tried
to
account
for
all
the
time
on
this
to
try
to
show
what
it
actually
cost
the
county
to
build.
It,
that's
something
we've
never
done
before
in
development.
H
H
Let's
just
look
at
some
screenshots
first,
this
is
the
fun
part.
This
is
an
example.
Treasurer
mon
showed
an
example
of
software
we
built
for
her,
I'm
imagining.
These
are
some
of
the
things
you've
probably
seen
through
director
schroeder's
presentations.
This
is
the
application
we
built
for
them
and
it's
an
all-inclusive
one-stop
shop.
Software
for
them
includes
all
sorts
of
mapping.
It
pulls
county
land
data.
We
know
we
can
determine
who
owners
are
the
software
is
they're
able
to
do
billing
through
it.
There's
lots
of
very
interesting
things
they
can
do
with
this
software.
H
It
tracks
the
work.
They've
done
how
big
an
area
it
is
that
they've
sprayed
or
whatever
it's
pretty,
it's
pretty
conclusive
and
it
leverages
cellular
data.
Cellular
connectivity
and
it's
gone
very,
very
well.
It's
it's
been
a
big
effort
and
that's
really
where
I'm
leading.
What
is
this?
What
does
this
look
like?
H
H
So
you
look
at
this
and
it's
running
a
little
over
250
000,
close
to
300
000
in
developer,
project
management,
business
analysis,
salary
time
and
we're
at
about
1.1
million
dollars.
As
far
as
county
effort
goes
on,
creating
the
software
feels
like
a
lot
of
money
but,
like
I
said,
there's
nothing
like
this.
H
That
exists
out
there,
but,
more
importantly,
as
you've
seen
recently
from
some
of
the
software
budget,
topics
that
have
been
coming
around,
you
could
pay
a
whole
lot
more
than
that,
and
this
is
over
a
four
year
period
as
well
as
we
have
taken
and
grown
this
this
item
so
to
be
clear,
the
folks
that
are
listed
up
there.
This
is
not
their
only
thing
that
they
work
on.
Some
of
them
are
very
heavily
involved
in
it,
but
they
they
work
on
lots
of
things.
H
H
Okay,
let's
talk
about
needs,
got
some
supplementals
in
front
of
you.
We
participated
in
the
cip,
eoe
project
and
I've
just
got
some
quick
notes
here,
but
we'll
certainly
chat
about
them.
I'm
sure
we
have
we're
asking
for
three
promotions
for
folks
that
have
been
earned
and
one
new
fte
one
full
fte
for
the
it
department.
That's
our
operations,
technician
operations
techs
are
specialized
job.
H
They
don't
come
and
visit
your
desk.
They
do
the
deployment
of
the
software
that
you
as
an
employee.
Whatever
you
are,
you
do
you
need.
They
also
manage
the
direct
operating
system
upgrades
and
patches
that
come
through
the
county
that
we've
now
been
managing
county-wide
when
we,
when
we
deployed
windows
10
to
everyone,
it's
a
big
job,
because
those
are
constant
and
they're
also
responsible
for
testing
those
patches.
They
go
out
to
see
if
they
cause
breakages
and
that
sort
of
thing
and
an.
H
Employee
there
will
help
us
greatly
because,
as
we
have
so
many
new
people
on
boarding
through
hiring
across
the
county,
we'll
often
get
down
to
where
we
have
one
person
or
none
a
particular
period
due
to
a
vacation
or
sickness
and
we're
having
to
pick
up
the
ball
and
try
to
figure
out
how
to
do
that.
Work
because
there
are
employees
that
are
waiting
to
start
their
jobs
and
that
sort
of
thing
plus
test
the
windows
updates,
plus
roll
them
out.
It's
just
it's
a
lot,
it's
a
lot.
H
So
we're
asking
for
this
would
be
the
third
of
these
positions.
To
be
clear,
we
were
asked
to
talk
about
open,
pcns,
open
positions.
We
just
had
one
open
up
on
the
third
that
gentleman
moved
back
to
florida
to
be
with
his
family
and
take
care
of
aging
parents.
He
will
be
replaced
very
quickly,
one
of
our
security
engineers
and
then
we've
had
another
we've
been
carrying
since
november,
where
we
lost
a
an
employee
and
that
position
has
been
paused.
H
While
we
work
out
the
details
on
the
erp
replacements,
because
that
position
will
be
assigned
as
a
business
analyst
to
that.
So
we
have
parked
that
one
didn't
want
to
hire
that
person
in
there
too
soon,
because
we
are
still
working
on
starting
up
erp.
We
will
hire
them
before
it
begins,
but
it's
just
been
paused.
H
Eoe
we
have
six
that
we
submitted
and
wasn't
sure
how
to
broken
break
them
up
three
were
submitted
under
arpa.
Three
were
not
so
I'm
not
sure
how
much
you
looked
at
our
things,
the
ones
that
were
originally
under
arpa.
We
leveraged
the
arpa
application
in
the
eoe
application.
So
sometimes
I
don't
know
if
trying
to
follow
that,
helps
or
hurts
based
on
the
amount
of
paper,
and
I
can
your
book
is
so
tall.
Commissioner
kenyon,
I
can
see
it
from
here.
H
I
don't
know
if
that
helps
or
hurts
so
the
ones
that
we
have,
the
ones
that
were
unrelated
to
arpa
or
not
submitted
through.
Our,
I
should
say,
is
a
ups
out
of
benjamin
needs
to
be
replaced.
Ups
is
the
battery
backup
it
has.
It
has
come
to
its
end
of
life
and
so
those
batteries
and
that
charging
system
needs
to
be
replaced.
H
As
we
fill
up
the
inside
of
those
boxes
with
servers
and
that
sort
of
thing
we
run
out
of
physical
space
and
then
it
also
increases
temperatures,
it's
nice
that
those
systems,
those
container
units
are
modular.
You
don't
have
to
replace
a
little
container
unit
or
build
a
new
one.
You
just
basically
take
the
doors
off
the
back
slap
new
cabinets,
snap,
new
cooling
on
the
end,
hang
the
doors
on
the
new
end
and
you're
done
so
120
000
there
doesn't
seem.
I
mean
that's
a
lot
of
money.
H
I
understand
that,
but
if
they
weren't
modular
it'd
be
a
whole
lot
more,
so
we
had
planned
to
expand
that
as
time
went
by
for
the
county
all
the
way
to
the
back
wall
of
that
room.
So
there's
quite
a
bit
of
space
left
for
growth
and
it
sure
beats
putting
that
in
at
the
beginning
and
just
leaving
all
that
space
empty.
So
we
would
ask
for
it
as
we
need
it,
and
that's
where
that's
coming
in
there
now
sharepoint
cloud
sharepoint
is
what
everybody
knows
as
aces.
H
365
based
it's
now
causing
some
constraints
for
the
folks
that
rely
on
sharepoint
here
locally,
I
should
say
for
the
county
to
try
to
live
in
both
worlds.
Now
that
everything
half
of
our
documentation
is
cloud-based
and
sharepoint.
Now
is
the
local
one
asking
to
have
140
thousand
dollars,
so
we
can
migrate
that
all
off
into
the
cloud
now
some
of
the
larger
items
that
did
that
were
submitted
through
the
opera
process,
we're
looking
at
a
data
center
core
for
500
000.
That
is
the
core
central
piece
of
our
networks,
the
main
brains,
big
routers.
H
H
When
I
discuss
this
with
the
transformation
board-
and
I
know
these
things
are
ranked-
I
apologize-
I
didn't
show
the
ranking
on
there-
it's
probably
best
that
it
go
through
the
transformation
board
slides
this
one
rank
pretty
high.
Vpn
is
a
software
that
you
operate
on
your
laptop
when
you're
at
home,
so
that
you
can
access
county,
specific
share,
drives
and
other
other
pieces
of
information
from
the
county.
H
It
basically
secures
the
connection
from
your
laptop
across
your
home,
wi-fi
or
starbucks
or
wherever
you
are
all
the
way
into
the
county,
as
if
you
were
here,
gives
you
all
the
all
of
the
security
accoutrements
that
we've
bought.
We
paid
for
our
current
vpn,
although
not
necessarily
old,
works
in
an
old
style,
in
that
you
have
to
literally
ask
to
fire
off
the
vpn
to
create
that
tunnel.
H
The
new
versions
of
vpn,
the
one
that
we're
asking
for
here
at
348
000,
will
be
a
constant
on
vpn,
meaning
you're,
not
reliant
on
the
user
of
the
laptop
to
have
to
turn
on
the
vpn.
It
will
always
be
on.
It
will
be
automatic,
so
you
will
always
have
the
app
work
experience
if
you
will,
when
you
fire
up
your
laptop.
H
The
reason
why
that's
important
is
when
you
are
on
our
networks
and
you're
in
the
vpn.
You
are
through
our
firewalls.
You
might
go
across
the
internet
to
come
back
to
the
county
to
go
back
out
to
the
internet,
but
you
come
through.
Our
wire
firewalls
adds
that
layer
of
protection-
and
it
also
comes
down
to
web
filtering
web
filtering-
is
exactly
what
that
sounds
like.
H
H
If
you
do
not
fire
up
the
vpn,
you
do
not
get
any
counting
web
filtering.
You
are
not
going
through
the
county's
firewalls
anymore
you're,
going
out
whatever
network
you're
connected
to
so
web
filtering
is
no
longer
in
play
and
you're
subject
to
the
capabilities
of
the
network
you're
on
if
you're
on
starbucks
or
your
own
home.
H
That
is
obviously
pretty
it
can
be
pretty
insecure,
depends
on
that
network
that
you're
on,
especially
when
you're
on
these
free
wi-fi's,
going
to
hotels,
libraries,
wherever
folks
take
their
laptops,
putting
on
a
constant
on
vpn
eliminates
all
of
that,
and
then
you
cannot,
you
can
will
no
longer
be
able
to
just
use
a
laptop
to
go
on
the
web
wherever
you
want
a
county-owned
laptop.
That
way
you
will
always
be
filtered.
H
H
There's
many
per
floor
in
this
building
alone.
I
forget
how
many
in
total
we
have,
but
there's
something
like
40
of
them
in
this
building
alone,
they're
all
aging
out,
and
so
it's
time
to
start
replacing
them.
It
is
our
preference
to
do
them.
If
you
will
at
one
time,
especially
now
with
how
hard
it
is
to
get
equipment.
H
H
H
We
have
to
rely
on
our
vendors
to
help
us
straighten
that
out
if
they
get
too
old
beyond
their
life
cycle,
we're
on
our
own-
and
I
don't
want
to
be
I'll-
be
honest.
I
don't
want
to
be
having
that
conversation
with
a
judge
when
we
lose
half
the
fifth
floor
or
something
like
that,
because
one
of
our
boxes
has
gone
crazy
so,
and
this
is
across
the
county,
all
of
them
very
large
project.
As
I
said
life
cycle
the
last
one
imagine
we'll
have
some
conversations
here.
H
The
auditor
admitted
or
stated
we
had
five
supplementals,
which
we
do.
This
is,
as
she
stated
anything
above
the
three
percent.
That's
not
eoe,
and
I
have
them
broken
apart
in
a
way
that
I
I
think,
is
helpful
to
the
board
otherwise
you'd
end
up
with.
If
I
didn't,
if
I
didn't
summarize
some
of
this
stuff
together,
you'd
have
something
like
40
supplementals
from
us,
so
we
try
to
break
them
into
areas
that
where
they
match
the
first
one
is
merely
just
price
increase
on
for
stuff
that
we
have
fairly
straightforward.
H
Those
are
all
the
software
or
server
information
where
what
we're
doing
what's
being
done,
what's
being
asked
of
us
just
needs
more
of
so
the
simplest
way
to
put
that
these
are
things
we're
already
doing,
and
the
needs
for
them
are
increasing
and
we
need
to
either
expand
them
or
add
to
them,
for
whatever
reason,
a
perfect
example
of
that
is.
We
can
talk
about
them
individually,
of
course,
perfect.
H
H
C
H
H
Well,
it's
as
we're
using
more
of
it,
and
so
many
things
are
turning
into
subscriptions
right.
They're
licenses.
They
you
pay
for
them
every
year.
So
in
this
particular
I
love
you
call
that
out
there
in
this
particular
supplemental.
Like
I
said
things
we're
already
doing
we're
doing
more
of
it
actually
makes
a
lot
of
sense
that
the
lion's
share
is
the
reoccurring
cost
the
next
one.
The
innovation
innovation
piece
is
flipped,
it's
not
as
much,
but
the
one-time
amount
is
larger
and
the
reoccurring
amount
is
less,
so
the
innovation
is
obviously
we.
H
The
county
and
I.t
innovate
lots
of
different
ways.
We
develop
software
for
folks,
the
county
itself
innovates
with
replacing
its
financial
systems
other
other
things
that
people
directly
ask
for.
What's
in
here
are
sort
of
the
pieces
and
parts
it
uses
to
that.
It
leverages
to
help
create
a
lot
of
that
innovation.
H
There
are
licensing
pieces,
you'll,
see
the
name,
onbase
onbase,
as
mentioned
or
ecm
ucm
stands
for
electronic
content
management.
That's
what
onbase
is
we
leverage
that
system
a
lot
for
workflow
and
records
management?
That's
literally
what
we
did
for
the
treasurer
and
more
and
more
folks
are
asking
for
things
like
that.
They
don't
just
want
to
store
documents;
they
want
to
do
something
with
them.
H
H
H
We
do
if
the
sheriff's
office,
I
t,
does
it
as
well.
That's
an
internal
tracking
and
approval
system
that
we've
built,
we're
looking
at
an
nvidia
grid,
has
totally
ridiculous
sounding
name.
Basically,
we
use
a
lot
of
virtual
desktops
for
people
that
are
working
remotely
from
home
for
various
reasons.
H
Those
folks
who
experienced
that
in
covid
have
seen
where
the
screens
are
a
little
jittery
and
video
does
not
like
virtual.
That's
because
we're
missing
a
pretty
significant
piece
to
drive
the
graphics
again
all
nerd
stuff
right,
but
it
affects
the
end
user
to
where
they're
they're
not
getting
the
experience
that
they
would
want
at
work,
and
so
that's
us
responding
to
trying
to
make
it
run
better
again.
That's
an
innovative
piece.
Does
it
work?
Yes,
should
it
work
better?
In
our
opinion,
we
can
make
it
work
better.
H
So
that's
the
type
of
things
that
are
in
this
357
000,
grouped
supplemental
and
the
last
couple.
We
have
new
items
for
the
fte
that
we
requested,
which
is
a
software
and
some
hardware,
and
that
sort
of
thing,
if
obviously,
if
we
don't
get
the
ftp,
I've
been
doing
this
for
a
while.
I
think
I
think
lots
of
people
do
this.
They
ask
for
a
new
head
count:
supplemental
for
the
new
head
counts
equipment.
H
If
we
don't
get
the
head
count,
supplemental
goes
away,
pretty
simple,
straightforward
there
and
then
the
last
one
which
again
the
auditor
called
out
pretty
well,
was
a
m365
office
365
for
new
employees.
We
pay
380
dollars
per
employee
for
the
licenses
for
office
that
used
to
be
smattered
all
across
the
county,
everybody
kind
of
paid
for
their
own
stuff.
H
We
now
run
it
as
an
enterprise
cost,
and
so
that
number
will
move
around
the
total
on.
It
is
over
thirty
thousand
dollars,
based
on
how
many
81
employees
that
we
could
potentially
gain
if
that
number
comes
down
so
that
subscription
sold
that
cost
again
trying
to
call
that
out
there.
So
you
can
see
the
impact
of
bringing
on
a
new
head,
not
to
discourage
anybody,
but
to
at
least
let
you
know
that
we're
tracking
this,
and
also
if
we
were
just
buried
that
dollar
amount
somewhere.
H
H
H
We
may
have
big
conversations
coming
up
based
on
this
year's
budget
based
on
the
ability
to
not
get
the
hardware
that
we
budgeted
for
that's
to
be
determined.
So
it
is
possible
that
anything
we're
not
talking
about
here.
If
the
supply
chain
continues
to
be
behind
or
maybe
slow
down,
even
more,
these,
these
dollars
may
not
be
spent.
So
it's
important
to
call
that
out
there.
H
I
also
have
promised
you-
and
the
auditor
will
hold
me
to
this-
that
as
we
budget
for
these
things
as
individual
items,
specific
supplementals,
this
big
one
at
1.6-
we
track
them
separately
so
that
we
pull
money
for
that
project
directly
from
that
budget
line.
So
if
we
don't
spend
it
all,
we'll
know
where
the
under
run
is
it
doesn't
just
go
into.
Some
big
slush
fund
is
what
I'm
saying:
we
don't
go
out
and
buy
great
fun
things
we're.
If
we
get
money
for
a
data
center,
core
replacement,
it
will
go
to
that.
H
D
H
G
The
digital
presentation
you
got
there
is
is
very
helpful.
Thank
you
and
I
always
do
appreciate
the
it
department.
You
know
it's.
You
guys
are
kind
of
the
unseen
crew
that
makes
everything
run
around
here
and
it
is
you
know
all
the
software
stuff
is
a
little
over
my
head,
but
I
appreciate
that
we
got
you
on
board
to
keep
everything
running.
Thank
you,
sir.
So
I
I
was
curious.
You
know,
as
far
as
wages
for
your
team
members
go,
do
you
feel
there's
a
disparity
between
them
and
your
pro.
H
There
is
commissioner,
chairman
beck.
There
is
a
disparity,
but
that's
to
be
expected
and
I
don't
want
to
say
we're.
Okay
with
it.
I
look
at
it's
more.
My
job
than
to
excuse
me
cover
the
gap
there
with
a
lifestyle.
If
you
will
or
a
culture
that
makes
people
feel
valued
and
comfortable
where
they
are.
H
But
now
we
had
our
new
employees
joining
well,
they
weren't
really
known,
and
they
don't
really
know.
How
do
you
learn
a
culture
when
you're
brand
new
to
it
and
you
never
never
lay
eyes
on
the
actual
person,
and
then
we
have
a
lot
to
do
and
so
you've
got
you've
got
some
pressure.
You've
got
to
crush
a
project
that
becomes
very
impersonal
when
you're
never
dealing
with
people.
So
I
made
the
choice
to
bring
them
back
on
a
cadence.
H
We
have
it
spaced
out
through
all
the
weeks,
not
all
five
days,
but
despite
that,
I
think
most
of
the
folks
see
the
difference.
There.
Preference
would
probably
be
for
some
folks
to
work
from
home
all
the
time.
Some
people
don't
like
it.
Some
people
don't
want
to
work
from
home
at
all.
I'm
one
of
those
people
there's
too
much
other
stuff.
There,
dogs,
kids,
honeydews.
H
All
of
that
I
gotta
get
out
of
there.
I
gotta
focus
and
so
not
wanting
to
thrust
my
preference
on
top
of
everybody.
We
came
up
with
that
mix
a
little
a
little
both
and
then,
of
course,
we've
got
employees
who
cannot
work
from
home
at
all
because
they
have
to
show
up
and
help
you
with
your
computer
right
here.
H
We've
been
lucky
to
have
some
good
boards
and
we
still
are-
and
so
I
think
I
think,
top
down
if
we
had
if
we
had
folks
that
maybe
weren't
as
grateful
or
weren't
as
concerned
about
the
success
of
the
county
and
also
the
people
that
are
employed
by
her,
I
think
it
would.
It
would
trickle
in
and
people
would
feel
that.
So
yes,
but
I
think
we
handle
it
pretty
well
how's
the
retention
rate.
H
H
I
don't
I'd
never
seen
that
number
before,
but
then
again,
I'm
not
tracking
it
for
us,
so
we
haven't
experienced
that,
but
we
do.
We
do
retain
people
and
we're
having
people
slowly
retiring
out
of
decades
of
service.
Over
and
over
again
it
seems
like
and,
like
I
said,
the
early
ones.
We
tend
to
keep
people
past
five
years
too.
So
I
think
pretty
good.
G
H
Well-
and
I
thought
about
putting
that
in
here,
but
but
or
talking
about
a
little
bit,
but
I
decided
not
to
because
we're
not
I'm
not
asking
for
money
on
that
yet
excellent
question,
sir
chairman,
that
is
still
going.
We
are
looking
to
do
that
survey
there's
and
the
excitement
around
it
is
building,
and
it's
it's
a
fun
thing
for
me
to
work
on.
H
It's
only
at
my
level
right
now,
along
with
my
peers
at
the
cities
and
some
folks
from
the
states
and
bsu's
involved
in
the
two
school
districts
as
well
nachd
kind
of
neat
stuff
to
talk
about,
but
part
of
that
view
of
what
to
do.
There
is
obviously
the
the
long-term
funding
piece.
There's
a
number
of
grants.
Arpa's
just
won.
I
actually
am
less
favorable
now
in
arpa
for
this
particular
project.
H
There's
a
lot
of
infrastructure
monies
out
there,
there's
things
in
the
state
things
from
the
feds
that
build
it,
which
is
great,
but
we
have
to
look
at
sustainability
and
so
we're
having
a
lot
of
conversations
with
what
that
would
look
like
and
how
we
would
try
to
mitigate
costs
on
both
sides.
Building
and
container
and
continuing
to
run
it
it's
still
early,
but
we
would
need
to
look
at
staffing
based
on
how
we,
as
a
coalition
of
cities
and
city
entities
and
county,
would
maintain
this
as
a
unit
right.
H
Everybody
would
have
their
piece,
but
it
would
need
to
be
a
cohesive
piece
to
make
one
large
leverageable
network
we'd
have
to
look
at
the
employee
piece
and
then
what
that
long-term
sustain
looks
like
what
the
equipment
cost
looks
like.
So
that's
honestly,
it's
to
be
determined,
but
we
are
still
really
early
and
we're
definitely
talking
about
it.
The
upside
is.
We
have
a
lot
of
very
willing
partners
with
us
and
some
folks,
I
think,
are
maybe
going
to
change
their
mind
on
how
they've
done
stuff
in
the
past.
H
G
H
We
could
and
we've
done
that
in
the
past
and
I
neglected
to
say
the
name
of
the
application
is
alamo
and
forgive
me
director
schroeder.
I
forget
what
alamo
stands
for
it's,
not
the
city
in
texas,
I'll,
remember
it,
though
right
right,
you
will
remember
it.
That
was
that
was
the
point,
adam
good
job.
We,
I
don't
know
we've
shared
software's
in
the
past
and
I
know
clark
mcgrain's
been
involved
in
that
it
predates
me.
I
don't
think
that's
a
problem
sharing
it.
H
I
don't
know
that
we've
ever
done
fund
recovery
there,
I'm
certain,
I'm
sure
that
there
is
a
potential
for
a
licensing
aspect
up
there.
Somebody
asked
for
it.
I
would
want
to
look
at
that
very
closely.
I
haven't
had
that
conversation
with
a
pa
civil
chief
mccarthy,
but
I
think
the
county
should
look
at
what
that
would
mean
in
the
past.
I
think
they've,
given
software
away,
maybe
even
sold
it
to
a
company.
I
believe
that's
what
we
did
yeah
I'm
happy.
B
B
The
big
issue
has
been
not
so
much
the
funding
but
maintenance
right.
Steve's
team
doesn't
have
the
resources
to
be
made
to
be
responding
and
basically
become
support,
techs
for
other
counties
and
customizing
it.
So
usually
we
take
what
we
have
and
say:
hey.
You
want
to
customize
it.
Someone
else
go
for
it
right,
because
the
what
we
determined
in
the
past
was
the
cost.
H
It
can
be,
we
want
to
make
sure
the
county's,
not
on
the
on
the
hook
for
maintaining
everybody's
version
of
alamo
right
that
they
have
out
there.
We
we
are
doing
this
right
now,
with
the
software
we
have
from
meridian
the
meridian
city,
meridian
developed
for
law
enforcement
and
whereas
it's
a
platform
they
all
use,
we
all
use
our
own
version
of
it
and
we
have
from
a
support
angle.
H
H
Yes,
you
spend
a
lot
of
money
with
oracle,
but
they
basically
fix
all
that
stuff
and
make
it
work
for
us,
whereas
if
we
were
to
hand
alamo
to
somebody
we're
not
going
to
go
out
to
whatever
county,
that
is
to
help
them
install
on
their
laptops
or
they
did
an
upgrade
to
windows
and
it
blew
something
up
and
now
we're
going
to
drive
a
car.
I
mean
that
would
be
that's
a
lot.
So
something
certainly
certainly
willing
to
have
that
conversation.
H
H
H
H
And
not
specifically,
we
we
do
give
recognition
to
folks
who
do
special
things
and
I
have
to
say,
the
sheriff's
office
has
been
very
good
at
recognizing
some
of
the
developers
we've
had
in
the
past.
Both
recent
and
way
back
been
very
grateful
in
the
past
good
partnership.
There
we
we
certainly
talk
about
it,
a
lot
and
then
I
think
when
you're
talking
about
software
development,
those
are
special
people
that
are
very
studious.
H
A
C
C
C
A
No
problem
yeah,
I
have
some
questions
about.
Thank
you.
I
have
a
few
questions
about
our
cyber
security.
Yes,
sir,
I
noticed
it
wasn't
you,
wouldn't
you
didn't
focus
on
it,
much
in
your
presentation,
probably
for
a
good
reason,
but
how
are
we
situated
with
our
cyber
security
because
that
that's
becoming
an
increasingly
wide
situation
that
we
need
to
be
fully
prepared
for.
H
H
As
far
we
have
all
the
all
the
normal
stuff,
you'd
think
of
antivirus,
which
is
constantly
monitoring.
We
have
firewalls
which
monitor
what
our
internet
traffic
in
and
out.
We
have
a
significant
number
of
pieces
that
protect
our
website,
which
is
actually
in
the
cloud
which
is
the
probably
safest
place
to
run
run
a
website,
because
then
you
can
leverage
the
cloud
provider
to
help
protect
right.
That's
a
lot
of
the
cyber
attacks.
People
knock
down
websites
where
they
break
into
and
put
stuff
on
them
that
you
don't
want
to
put
on
there.
H
That's
all
run
pretty
well.
We
badger
our
employee
base
all
the
way
up
to
the
elected
officials
with
phishing
email
trainings,
and
we
have
we've
been
we've
been
again
talking
about
reporting
and
sharing
that
back
to
the
departments
and
offices,
because
we've
got
some
people
who
are
really
good
at
it,
and
some
people
who
are
not
so
good
at
it
and
then
some
that
ignore
it.
H
Despite
the
concerns
in
the
news
about
election
cycles
or
decisions
that
are
made
in
counties
or
in
governments,
there's
so
much
automated
bot
activity
that
blasts
anything
with
a.gov
in
its
name,
which
we
have
county.edu.gov,
we
don't
even
notice
like
we
talk
about
this
with
elections,
you
know:
what's
what
are
we
doing
new
for
elections?
We're
not
doing
anything
new,
because
the
volume
that
just
blasts
us
constantly
is
so
high?
The
fact
that
we're
starting
an
election,
you
know,
there's
no
hockey
stick
to
be
seen
just
the
volume.
H
I
used
to
put
that
in
here
how
many
millions
of
hits
we
get
a
day.
I
mean
it
is
at
that
number
and
we
do
a
lot
of
things
with
those
firewalls.
Our
firewalls
are
pretty
expensive
and
they
take
a
lot
of
maintenance
and
it's
not
so
much
the
patching
and
the
repairing
it's.
Looking
at
what
they're
saying
we
also
run
logging
throughout
the
network.
H
The
antivirus
we
have
doesn't
monitor
what
you're
doing,
but
it
monitors
what
your
computer
is
doing
and
it
communicates
with
the
firewalls
and
it's
watching
traffic
pass
back
and
forth.
It's
called
a
next-gen
next
generation
firewall,
where
it's.
Actually
it's
not
just
this
box.
That's
looking
at
the
internet,
it's
actively
communicating
with
every
single
computer,
that's
connected
in
monitoring
that
traffic,
seeing
what
it's
doing,
learning
things
that
look
weird,
and
so
our
cyber
folks
are
always
looking
at
that.
H
If
you
can
imagine
that's
a
lot,
that
is
a
huge
amount
of
data,
something
we
started
last
year,
which
was
a
budget
request.
I
think,
for
two
years
prior
we
stood
up
what's
called
a
virtual
operations
center
and
it's
a
service.
They
run
24-7
sort
of
like
a
help
desk,
but
literally
just
for
cyber
security
events.
H
They
get
duplications
of
all
the
logs
that
our
security
people
see
on
a
24-hour
basis,
365
days
a
year,
any
alerts
that
our
systems
set
off.
If
you
will
really
make
that
a
very
basic
statement,
like
literally
the
idiot
lights
in
your
car,
here's
something
weird-
that's
happened.
These
folks
monitor
it
and
they
receive
at
the
same
time
our
security
folks
see
it
granted
they're
doing
it
overnight
as
well.
It's
a
service
we
pay
for
it's
something
that
most
places
are
doing.
Big
companies
are
doing
it.
H
H
The
next
piece
beyond
the
cyber
front
is
preparing
being
prepared
to
recover,
and
that
is
where
we
have
deep
backups
and
secured
backups
so
that
they
can't
get
damaged
in
an
event
and
we're
backing
up
all
day
long
incrementally.
So,
if
something
does
happen,
we're
able
to
go
and
restore
things
as
quickly
as
possible.
H
I'll
say
this:
since
I
talked
about
elections,
the
reality
is
if,
if
someone's
going
to
do
something,
if
they
really
want
to
do
something,
whether
it's
elections
or
not,
but
if
it's
event
charged
like
that,
if
they
start
the
week
of
elections
they're
too
late,
the
ones
we
need
to
worry
about
are
the
ones
who've
been
who
get
in
and
then
hide
and
wait
for
a
long
period
of
time
and
which
means
they've,
already
won
and
now
they're
just
determining
what
to
do.
What
do
they
want
to
do?
H
That's
where
you
hear-
and
you
read
these
stories
of
these
places
that
get
hammered
and
like
the
whole,
the
whole
thing
comes
down.
It's
not
just
like.
Oh,
we
lost
our
email
servers,
it's
you
know,
email's
down
the
website's
gone,
the
phones,
don't
work,
that's
an
attack
where
someone
got
in
or
something
got
in
and
then
spiderweb
in
the
background
called
home
and
they
set
an
alarm
for
a
go
date.
And
then
everything
goes
at
once.
H
H
H
These
people
in
the
systems
and
the
software
looks
for
unusual
activity.
This
server
never
talks
to
that
server,
but
now
it
is
well.
That's
weird
we're
going
to
stop
it.
We're
going
to
send
the
alert
to
somebody,
because
that's
exactly
what
that
is.
That
is
something
probing
our
network
from
the
inside.
H
Yes,
people
still
hack,
they
still
sit
in
their
basements.
They
send
us
dirty
emails,
but
we
want
to
protect
against
all
of
those,
but
really
what
our
biggest
focus
has
been
is
what's
happening
on
the
on
the
in
the
network
at
any
given
moment.
So
it's
a
lot
and
it's
the
most
expensive
things
that
it
does
is
our
our
security
platforms.
H
H
H
We
have
a
pretty
strong
incident
response
plan
that
has
to
do
with
our
multiple
data,
centers,
multiple
versions
of
the
same
servers
or
the
cloud
and
then
there's
the
cloud
piece
as
well
right.
We
have
a
lot
of
stuffs
out
in
the
cloud
on
how
to
shift
traffic
between
these
servers
back
and
forth,
and
also
the
backups,
the
the
imaging
we're
doing
of
all
the
data
that
we
have,
how
often
we're
doing
it
where
it
resides
and
how
we
safeguard
it.
H
C
C
A
B
D
E
E
All
right,
the
assessor
is
one
of
seven
constitutionally
elected
offices
in
ada
county
assessor,
robert
mcquade
is
responsible
for
the
assessor's
office,
motor
vehicle
appraisal
and
land
records.
Assessor's
admin
administration
handles
administrative
functions
for
the
duties.
The
assessor
is
responsible
for
administration's
primary
responsibility
is
serving
the
public
at
walk-up
counters
processing,
address,
updates,
homestead
exemptions
and
property
tax
reduction
applications.
E
E
Land
records
also
maintains
the
online
property
information
system
and
the
gis
map,
as
well
as
the
official
street
name
and
addressing
number
map,
and
we
have
three
budgets
that
we're
going
to
go
through
and
then
I'll
turn
it
over.
So
the
assessor
is
a
department
within
the
current
expense
fund,
part
of
the
three
percent
cap
on
property
taxes.
Their
budget
for
fy23
was
submitted
at
one
million
245.
E
Seventy
eight
sixty
one
thousand
two,
forty
nine.
Over
their
appropriation
total.
They
have
a
personnel
supplemental
for
one
new
position
for
an
admin
specialist
at
fifty
seven
thousand
two
sixty
eight
and
two
operating
supplementals.
Both
are
one
time
a
laptop
for
the
incoming
the
new
incoming
assessor
for
three
thousand
dollars
and
a
computer
for
the
new
admin
specialist
at
a
thousand
dollars
low
is
the
budget
to
actual
history
from
fy
18
to
current
and
the
number
of
employees.
For
that
same
period.
E
Motor
vehicle
is
a
self-supported
department
within
the
current
expense
fund
and
because
they're
self-supported,
they
don't
have
an
appropriation.
So
we're
going
to
compare
their
fy
23
submitted
budget
of
379
156
to
their
adopted
22
budget
and
that's
an
increase
of
167
523,
and
that
is
covered
with
revenue
for
budget
to
actual
history
and
the
number
of
employees
over
the
course
of
the
same
period.
E
E
They
have
supplemental
requests
in
the
appraisal,
division
for
two
new
positions,
a
support,
tech
and
analysis,
an
analyst
for
162
thousand
four
sixty
six
two
promotions
and
two
special
special
salary
adjustments
for
seventeen
thousand
nine.
Forty
four
within
land
records,
they're
asking
for
one
new
position
at
gis:
developer,
one
for
ninety
one
thousand,
two,
forty
seven
and
then
reclass
promotion,
nine,
four
thousand
nine
sixty
three
on
the
operating
side
in
appraisal.
E
They
have
a
couple
of
supplementals
both
are
one
time
and
they
would
use
their
fund
balance
within
the
ad
valorem
fund
for
these
appraisal.
Computer
and
phones.
For
the
new
position,
8200
and
then
runtime
basic,
it's
a
mobile
application,
4000
885
budget
to
actual
is
below,
and
the
number
of
employees
is
also
below
I'd
like
to
take
a
minute,
since
this
is
bob's
last
budget
presentation
and
acknowledge
bob's,
long
and
dedicated
career
to
public
service.
I
I
just
I
really
don't
look
at
it
like
that
at
all,
but
I
do
go
back
to
my
very
first
present
budget
presentation,
the
county
at
that
time.
It
was
televised
and
it
was
over
on
main
street
and
there
were
just
cables
all
over
the
place,
and
I
did
my
presentation
and
my
former,
the
former
assessor
wrote
an
op-ed
piece
about
how
extravagant
I
I
was
with
my
budget
that
year,
but
anyway,
28
years.
I
I
I
Just
I'm
going
to
review
our
kind
of
the
general
things
philosophy,
mission,
values
and
go
over
some
key
goals:
keep
performance
metrics
then
we're
going
to
start
getting
into.
I
want
to
do
kind
of
a
deep
dive
in
motor
vehicles
because
that's
as
you
know,
that
thing
has
been
problematic
and
really
a
very
uncertain
future
and
then
we'll
get
into
some
output
measures,
and
then
the
budget
and
I'll
just
try
to
make
this
as
brief
as
I
possibly
can.
I
So
our
philosophy
is
our
values
assures
superior
public
service.
My
first
ran
for
office
in
1994.
My
tagline
of
my
my
campaign
was
superior
public
service
and
that
just
has
fit
so
nicely
into
what
our
philosophy
is.
That
is,
we
really
want
to
do
the
very
very
best
and
we
don't
say
superior
customer
service
because
to
me,
if
they
are
not
our
customers
to
be
a
customer
applies
some
kind
of
a
a
consensual
relationship.
I
Our
mission
is
the
assessor's
office
is
widely
recognized
for
providing
award-winning,
cost-effective
services.
You
know
several
years
ago
we
got
that
award,
it
was
a
certificate
of
excellence
and
assessment
administration.
So
we've
really,
I
think,
have
succeeded
there
and
being
very
cost.
Effective.
We've
really
tried
to
be
very
careful
and
how
we
spend
the
public's
money,
and
I've
always
been
really
attuned
to
that
I'll.
Never
forget
my
first
spending
decision.
I
His
assessor
I'd
only
been
in
office
a
short
time
and
there
was
going
to
be
a
remodel
to
in
to
expand
the
waiting
area
at
motor
vehicles.
There
was
just
one
location
on
barrister
and
I
thought
we
don't
need
to
expand
the
waiting
area
because
we're
going
to
be
so
efficient
we're
not
going
to
have
long
lines
anymore.
So
I
nixed
that
job
that
expansion,
but
then
I
made
a
purchase
of
25
000.
I
It
was
for
the
queuing
system
on
how
we
were
going
to
manage
the
lines
of
electronic
cueing
system,
and
this
is
how
I
looked
at
that
decision.
I
thought
25
000,
you
can
buy
a
car
with
that.
That
is
a
lot
of
money,
and
so
we
went
ahead
and
did
it
anyway
certainly
proved
to
be
to
be
beneficial,
but
I've
always
looked
in
terms
of
any
of
these
expenses.
I
I
You
know,
respect
myself,
respect
for
the
public,
but
something
that
I
really
try
to
emphasize
too
and
people
don't
think
of
in
terms
of
respect.
That
is
respect
for
property,
respect
for
this
everything
we
have
these
deaths.
We
use
these
computers
that
we
use.
This
is
all
public
property,
and
you
really
need
to
respect
this
property
as
if
it
were
your
own
property.
I
Key
performance
metrics,
as
you
all
know,
we've
discussed
this
before,
but
this
is
by
code
state
code.
We
have
to
be
at
100
percent
and
this
is
the
population
that
of
all
of
the
property
within
a
hundred
percent
plus
or
minus
10
percent.
So
we've
got
a
range
of
90
to
100
to
110
our
2021
ratios
residential
was
at
94
and
commercial
was
at
97
percent.
I
We
typically
want
to
see
those
two
to
together.
That's
because
that's
the
assessment
level
looking
at
this
number
here
residential
is
a
little
bit
lower
than
commercial
the
year
before,
both
residential
and
commercial,
at
94
percent.
I
personally
would
like
to
see
about
97
to
98.
We
don't
want
to
go
100,
because
that
means
as
a
medium
value
half
are
going
to
be
over
100
and
half
under,
so
I
feel
real
comfortable
about
a
97
to
to
98,
so
we're
94
97.
I
That's
something
we
started
several
years
ago
has
been
very
valuable.
As
on
all
new
construction,
we
send
out
a
survey,
ask
the
appraiser
goes
out,
collects
the
data.
We
then
put
it
into
the
system.
We
send
that
out
to
the
taxpayers,
so
they
have
an
opportunity
to
make
sure
that
we've
got
the
information
right
where
we
do
have
errors.
The
field
supervisors
can
look
at
that
and
they
realize
that
a
particular
appraiser
might
need
a
little
more
training
in
a
particular
area.
I
But
that's
the
the
new
construction
survey
on
column,
seven
in
2015-
it's
not
up
on
that
chart.
It
was
the
error
rate
was
one
point:
two
nine
percent
for
2021
as
you'll
see
the
critical
error
rate
was
a
tenth
of
a
percent,
so
it's
just
really
substantial
improvement
has
been
made
in
that
particular
area,
something
we
just
started
doing
recently.
I
It's
always
been
a
concern
of
mine.
We
have
a
large
database.
How
robust
is
that?
How
accurate
is
the
data
in
that?
We
really
don't
know?
I
I
don't
know
in
for
28
years,
I've
tried
to
figure
it
out
and
haven't
been
able
to
do
it,
but
what
we
just
started
doing
recently
is
the
new
reappraisal
areas.
We
have
to
reassess.
I
All
of
the
property
once
in
five
years,
so
we
do
20
of
that
20.
We
will
send
out
to
25
of
those
people
what
we
call
our
reappraisal
defect
survey
and
we
invite
them
to
go
online
or
to
submit
to
look
at
their
the
information
we
have
for
them,
and
then
we
can
make
adjustments
corrections
based
upon
that
we
get
about
20
response
rate
and
out
of
that
20
response
rate.
I
We
are
finding
about
a
five
percent
error
rate,
so
we
know
it's
pretty
good,
but
certainly
we
can
improve
upon
that
and
the
again,
the
the
leadership
back
there
in
appraisal
over
there's
just
an
amazing
job
of
trying
to
get
that
all
taken
care
of
land
records.
The
processing
workflow
goals
three
days
behind
the
recorder,
and
there
were
zero
days.
I
Okay,
let's
get
into
motor
vehicles
a
little
bit
in
fact
a
lot.
You
know
I
want
to
talk
about
motor
vehicles.
First,
the
history.
What's
going
on,
especially
recently
up
until
october
of
2020,
then
we'll
talk
about
where
we
are
today
and
then
even
more
importantly,
and
that's
where
the
budget
impact
is
and
that's
what
is
lies
ahead
of
us
for
motor
vehicles
prior
to
the
pandemic,
our
average
wait
time
was
six
minutes.
Transaction
time
is
five
minutes
and
that's
important.
I
It
finally
implemented
something
they
called
the
gem
program
and
what
this
was
for
is
they
wanted
to
centralize
as
much
as
they
possibly
could
all
of
the
motor
vehicle
services
titling
registration,
whatever
they
wanted
to
take
all
of
that
in
and
take
it
over
a
piece
of
that
was
gem
and
that
gem
was
rolled
out
in
october
of
2020
and
to
me
I
I
think
jim
was
just
really
very
optimistic.
I
I
always
referred
to
it
like.
It
was
a
lump
of
coal.
I
So
we
went
from
six
minute
wait
times
to
three
and
a
half
hour
wait
times
and
of
course,
then
you
you
kindly
gave
us
granted
a
increase
in
our
admin
fee
to
525
and
added
10
new
positions,
and
I
just
want
to
point
out
that
this
this
chart's,
really
pretty
good.
That
orange
line
there
is
is
the
waiting
time
you
can
see
that
that
middle
yellow
line,
where
it
just
really
spiked
up
that
was
the
gem
roll
out.
I
In
2021
we
did
almost
a
million
motor
vehicle
transactions,
so
the
the
growth
has
just
been
phenomenal
and
that's
that's
a
lot
so
our
transaction
time
I
mentioned
it
was
six
minutes.
It's
now,
seven
to
eight
minutes.
When
we
first
rolled
out
jim
our
transaction
times
were
running
15
minutes
20
minutes
and
you
started
to
drive
down
and
itd
said:
oh,
don't
worry,
you're
going
to
go
back
to
normal.
Well,
I'll,
tell
you
a
year
and
a
half
later
we
are
not
back
to
normal
times,
not
even
close
to
being
normal
times.
I
It's
our
average
transaction
time
is,
is
seven
to
eight
minutes
and
that's
that's
where
it's
going
to
be
in
the
future.
Our
wait
time
is
three
minutes
plus
or
minus
two
minutes.
The
the
trend,
the
wait
times
have
just
just
been
great,
and
I
do
note
we
have
six
vacant
positions
in
motor
vehicles
right
now
and
on
those
at
those
ten
new
positions.
Ten
new
positions:
we
only
used
eight
of
the
ten.
We
never
used
all
ten,
but
we
used
eight
of
the
ten
and
today
we're
just
using
four
of
that
ten.
I
So
I
said
we
would
talk
about
the
about
about
the
future.
The
the
future
is
just
there's
a
lot
of
uncertainty
out
there,
and
primarily
because
of
the
centralization
program
they
talked
about
that
december
of
last
year.
There
would
be
dealer
vendors,
so
they
would
not
be
going
through.
Their
dealers
would
not
be
going
through
us.
They
would
not
be
going
through
itd.
There
would
be
vendor
independent
private
vendors.
They
would
be
going
through.
That
was
going
to
be
effect
december
of
last
year.
I
Well,
as
of
today,
there
is
not
one
going
yet
so
that
has
been
has
been
delayed.
Dealer
title
work
is
to
go
directly
to
itd,
but
we're
finding
out
that
dealers
are
reluctant.
Some
dealers
are
reluctant
to
do
that.
They
are
still
bringing
in
dealer
work
to
our
office
and
other
assessors
offices
and
the
problems
that
we're
having
here
in
ada
county
is
across
the
state.
I
I
I
If
that
materializes
or
on
the
other
hand,
we
could
be
back
to
perhaps
near
centralization
levels-
I
I
don't
think
we'll
get
back
to
there,
but
we
just
don't
know
that
really
it's
from
zero
to
60,
where
we
could
be-
and
we
just
need
to
be
prepared
for
that,
and
I'm
we're
going
to
be
coming
to
you
soon.
I
am
going
to
right
now.
Our
admin
fee
is
five
and
a
quarter.
I
Looking
at
that
one
and
a
half
million
dollar
loss
by
the
end
of
2024,
I'm
going
to
be
asking
for
an
increase
in
the
admin
fee.
We
were
looking
at
an
increase
of
9.25
this
year
and
then
up
to
12
to
13
in
in
one
to
two
years.
Of
course
again,
this
is
up
to
the
the
new
assessor,
but
we
decided
what
we
do.
We
would
go
at
9
25
this
year
and
then
it
would
stabilize.
We
wouldn't
need
to
be
increasing
at
12
or
13
dollars
in
future
years.
I
We
just
think
that
the
925
would
carry
us
through
and
it
would
stabilize
as
that
statewide
says
that
itds
also
look
at
increasing
the
fees.
The
the
title
fee.
That's
has
been
increased
many
times
over
the
years,
but
the
the
counties
have
never
gotten
any
of
that
at
all
that
increase.
So
hopefully
they
will
increase
that
and
the
title
fee
will
be
increased.
The
county's
portion-
and
that
would
certainly
offset
offset
some
of
this,
and
when
we
talk
about
increasing
the
admin
fee,
we're
real
that
can
really
flexible
it's.
I
We
can
reduce
it
we've
when
we're
our
revenues
are
excess
of
our
expenses.
You've
been
really.
The
commission
has
been
good
about
reducing
that
admin
fee
when
we
needed
to
increase
it
as
we
went
through
gem.
You
were
very
good
about
increasing
that.
So,
even
though
we're
looking
at
a
nine
and
a
half
dollar
admin
fee
increase,
we
can
always
reduce
that
as
we
need
to
add
any
time
during
the
year.
Other
things
that
are
certainly
to
be
looked
at
and
that
is
eliminating
anita
positions.
I
I
told
you
we
have
four
of
those
10
positions
that
you
authorized
last
year
were,
could
very
well
end
up
just
eliminating
those
four
positions
with
wait
times
down
to
three
minutes
to
me,
where
we
have
excess
capacity
right
there.
It's
we
we've
done
a
survey
and
we
know
that
the
public
says
a.
I
think
it
was
a
92
percent
of
the
public
said
a
less
than
10
minute.
Wait.
Time
is
acceptable
to
them
and
two
or
three
minutes.
That's
we're
just
doing
our
work
just
a
little
bit
too
good.
I
I
think
and
there's
certainly
that
cost
associated
with
that.
So
we
could
eliminate
unneeded
positions
and
then,
of
course,
there's
always
be
the
alternative
that
we
would
reduce
the
number
of
locations.
If,
if
the
walk-in
traffic
is
reduced
significantly,
then
we
would,
whoever
is
the
office,
could
look
at
closing
some
of
the
stores
go
to
the
shops
there?
I
Okay,
just
looking
here
at
some
of
the
interesting
metrics
ptr
applications,
4
500
were
processed
in
in
2021
phone
calls.
32
000
phone
calls
a
homestead
exemptions
process
just
under
5
000..
That's
that's
a
lot
people
moving
in
building
new
houses
and
why
not,
and
just
by
way
of
interest
we've
got
133
000,
homestead
exemptions
out
there.
I
I
Yeah
we've
got
new
construction.
I
have
6300
new
parcels.
New
construction
reappraisal,
count,
45
000
each
appraisal
year,
49
000
in
2021
total
parcel
count
this
year,
215
000.
I
think
I
told
you
when
we
first
took
off
at
some
point
in
time.
We
didn't.
We
had
about
90,
I
think
95
000
6000
parcels,
so
we've
looked
at
that
as
more
than
doubled
in
my
28
years
here.
I
So
let
us
go
to
the
budget
summary.
I
think
kathleen
did
a
good
job
on
that.
The
total
budget
is
this
year
is
million
seven
hundred
seventy
five
thousand
and
over
the
years
again
I've
we
tried
to
be
very
conservative
in
the
assessor's
office.
What
we've
done
with
with
our
budgets-
and
I
just
here's
a
probably
of
all
of
the
graphs
that
are
the
slides
we've
looked
at
today.
To
me
this
is
probably
the
the
most
interesting,
certainly
the
most
interesting
to
me.
I
So
if
you
look
at
that
for
the
last
15
years,
in
real
terms,
our
budget
has
increased
at
about
25
percent.
If
you
look
at
that
bottom
line
there,
so
in
real
terms,
real
dollars,
our
budget
is
increasing,
is
25
about
25
over
the
rate
of
inflation.
Inflation
is
about
1.9,
so
our
budget
was
increasing
just
about
what
inflation,
what
the
dollar
was
in
real
terms.
I
In
nominal
terms,
our
budget
has
been
growing
a
little
over
2.3
2.3
percent
and
to
me,
when
I
look
at
it
in
terms
of
our
budget
increasing
at
about
two
percent
and
population
increase
in
about
two
percent,
that's
about
a
total
of
four
percent.
Our
total
budget
increase
is
about
2.3
percent,
so
I
think
we've
just
been
very
responsible
with
the
public's
money.
I
And
so
here
on,
the
supplementals
we've
got
the
admin.
It's
a
new
position,
administrative
specialist.
It's
to
do
information
and
public
outreach,
some
things
that
that
position
will
be
doing
is
we
don't
have
a
pio
in
our
office.
We
an
appraiser,
was
doing
our
managing
on
social
media
for
us
and
that's
getting
to
be
really
important,
especially
if
you've
been
following
the
last
couple
of
weeks,
the
social
media
he
has
not
been
able
to
do.
I
I
want
to
get
into
ad
valorem
here
the
the
appraisal
division
budget,
because
we're
asking
for
a
couple
of
positions
there
this
chart
here
is
pretty
telling
the
total
residential
parts
account.
You
can
see
183
000,
that's
the
residential
parcel
account
the
the
blue
line.
Is
we
have
the
staff
21.,
so
we've
gone
from
2015
when
we
had
160
000
for
18
2015,
we
had
18
appraisers
handled
163
000.
We
now
have
21
handling
183,
183
000,
and
so
it's
what
we're
looking
for
here
is
a
a
full-time.
I
What's
called
an
appraisal
support
technician.
This
is
one
of
the
three
positions
in
in
all
of
edward
last
year
we
used
to
have
two
appraisal
technicians
and
what
they
do.
They
just
go
out
into
the
field
and
they
measure
the
building
the
properties,
the
the
improvements
and
monitor
the
construction,
and
that's
really
it's
a
very
basic
injury
level.
We
had
two
of
those
well
last
year,
since
we
were
really
short
on
appraisers.
I
We
converted
one
of
those
to
a
technician
position
to
an
appraisal,
position,
tech
to
an
appraisal
position
well
this
year,
we're
asking
that
we
get
a
second
appraisal
tech.
That's
really
important,
especially
with
the
new
construction
at
5
000,
it's
hard
to
keep
up
with
a
another.
Oh
and
one
more
thing
I
just
want
to
mention
adding
an
appraiser.
I
We
just
submitted
our
five-year
plan
to
the
state
tax
commission.
We
require
us
to
submit
one
every
year.
Whatever
reappraisal
is
going
to
be
like
the
next
five
years
and
every
year
they
tell
us,
you
know
we
need
more
appraisers,
and
so
this
year
they
made
us
add
some
appraisal
positions
to
the
five-year
plan.
That
doesn't
mean
we
had
to
do
it,
but
they
weren't
going
to
accept
the
plan.
I
Had
we
not
added
more
appraisers,
so
I
I
just
mentioned
that
we're
not
asking
for
an
appraiser
we're
appraisal,
tech
and
then
we're
asking
for
an
appraisal.
Analyst-
and
this
is
is-
is
really
a
critical
position
for
us
is
what
the
appraisal
analysts
will
do.
They
will
support
the
appraisers,
doing
market
analysis
and
internal
ratio
studies
and
develop
training
tools,
create
annual
reappraisal
plans,
running
critical
error,
exception
reports,
alan
smith,
in
our
office.
He
and
the
supervisors
are
doing
that
and
it's
just
become
overwhelming.
I
So
if
we
could
get
that
an
analyst
that
would
really
help
a
lot
another
problem-
we
have
you
probably
see
this
at
boe,
and
that
is
there
will
be
one
subdivision
here
in
the
subdivision.
Some
division
here
we'll
say,
went
up.
26
percent
the
subdivision
right
next
door
went
up
12
and
that
really
gets
to
be
problematic.
I
I
I
Yeah,
that's
a
really
good
question
and
then
it
just
kind
of
leads
into
another.
Something
else
I
was
just
going
to
do
here
is
how
we
did
that
was
just
through
automation,
because
it
it
was
all
done
by
hand
and
the
papers
were
all
paper.
The
the
packets
were
all
paper
paper
bracket,
paper,
packets
and
really
primarily
through
automation,
and
then
something
I'm
going
to
mention
about
just
a
moment.
I
I
I
So
it's
the
gis
developer
that
that's
why
I
wanted
to
hone
in
on
that
the
gis
developer,
that's
where
this
program
was
done
for
this
mobile
implementation,
that
we
were
talking
about
that
person
that
person
left.
We
did
not
fill
that
position
and
we
feel
now
that
we
need
to
fill
that
back
in.
So
we
can
keep
up,
make
the
the
necessary
necessary
adjustments
and
we
just
don't
have
the
capacity
right
now
to
to
to
make
those
necessary.
I
C
Just
want
to
thank
bob
and
all
of
his
staff,
I
know
we're
coming
up
on
boe
and
your
appraisers
are
out
there
working
so
hard
and
looking
at
the
the
growth
explosion
of
growth
and
the
additional
work
that
they
have
to
do.
I
know
it's
a
real
burden
and
I
really
appreciate
it,
and
last
year
was
out
of
the
three
years.
I've
done.
Boe
was
definitely
the
smoothest
and
I
think
that
really
reflects
on
your
staff
and
them
just
going
the
extra
mile.
So
just
wanted
to
say
thank
you.
I
C
I
Right
now,
with
everything
that
has
happened
the
last
year
and
a
half,
I
would
say:
if
anything
we
might
be
scaling
back,
but
then
the
question
is:
where
do
we
cut
back?
We've
got
to
place
a
star.
We
have
a
place
in
meridian,
we've
got
on
franklin
road,
we
have
downtown,
we've
got
shin,
and
so,
if
we're
going
to
pull
back,
where
are
we
going
to
pull
back
from?
Which
is
the
place?
I
Then
that's
what's
going
to
be
really
tricky
because
as
people
come
into
the
office,
they
they
cannot
get
it
taken
care
of
other
than
coming
in
with
working
with
someone
you
know
face
to
face
and
that's
what
we're
going
to
be
left
with,
and
this
is
something
again.
This
is
a
discussion
across
the
state
as
to
itd
you've
taken
everything
that
we
use
to
keep
our
offices
open.
I
C
A
A
I
Mr
chairman,
the
first
of
all
eliminating
the
four
positions
that
would
be
with
motor
vehicles
and
motor
vehicles
is
completely
fee
supported
and
those
four
positions
would
just
go
away.
So
it
does
not
impact
the
the
new
positions
that
we're
looking
for
an
appraisal
or
anything
like
that.
They're
they're,
completely
separate.
Okay,
all
right.
G
I
Right
now
we
have
six
unfilled,
which
at
some
point
time
again
we
need
to
be
able
to
react,
but
probably
the
first
thing
that's
going
to
happen.
We
will
eliminate
those
six
positions.
Those
four
would
still
be
there
and
then
just
through
attrition
and
while
it
happens,
we're
going
to
start
eliminating.
We
need
to
get
balanced
out
again.
As
I
had
mentioned
a
minute
ago,
we
really
have
excess
capacity
in
motor
vehicles.
I
Right
now,
with
you
know
less
than
three
minute
wait
times,
so
we
we
could
just
kind
of
hold
back
on
filling
any
of
the
positions
until
the
wait.
Time
gets
up
to
six
seven
eight
minutes
or
something
like
that.
But
again
we
want
to
be
really
nimble
to
to
react
to
whatever
unfolds
and
it
doesn't
unfold
in
a
day
or
month
a
week.
It's
it's
months,
if
we
just
kind
of
gradually
watch
it
unfolding,
but
keeping
an
eye
on
it,
but
clayton
the
manager
there
and
alan
smith,
our
analyst.
I
They
are
just
watching
these
numbers
and
they're
just
watching
like
a
hawk
and
they're
ready
to
make
any
adjustment
that's
necessary.
But
again,
we've
always
been
the
commissioners
made
it
so
easy
to
make
adjustments
to
the
admin
fees
we
needed.
You
know
we
can
reduce
it
when
we're
collecting
too
much
money.
One
time
you're
collecting
you
know
over
250
thousand
excess
and
we
were
able
to
get
that
reduced
and
in
shortfalls.
We
can
quickly
react
to
it.
I
G
I
I
I
I'm
gonna
guess
maybe
25
percent.
I
mean
like
right
now:
there's
been
a
lot
going
on
social
media
as
you're
aware
of
that
involves
the
the
assessor's
office
and
it's
you
know
we
just
it's
something
we
really
need
to
get
on
top
of
to
me.
I
don't
I
don't
look
at
social
media,
I
don't
do
social
media,
I
don't
care
about
social
media,
it's
just
I.
I
We
have
been
very
transparent
with
with
the
information
how
we
do
our
job.
If
someone
says
that
we're
not
transparent,
my
only
comment
is:
they
need
to
go
to
our
website.
They
obviously
have
not
been
there.
If
they
don't
think
they've
been
transparent,
they
need
to
go
to
our
website.
We
have
videos,
we
have
storyboards.
I
We
have
a
lot
of
information
out
there,
where
anybody
can
quickly
get
up
to
speed
to
the
rudiments
of
the
whole
property
tax
system,
and
I
would
just
encourage
anyone
if
they
feel
we
haven't
been
transparent.
Please
please,
go
out
to
the
website.
We've
got
all
of
the
appraisal
data
out
there
we
have
a
a
a
a
on
our
site,
it's
a
where
we
have
all
of
the
the
data
that
that
is
out
there.
You
can
see
what
levies
have
been.
You
can
see
what
assessed
values
have
been.
I
You
can
see
what
budgets
have
been.
There
is
so
much
information
out
there
about
about
the
assessment
process,
property
taxes
and
then,
if
people
are
looking
for
just
for
information
on
understanding,
it's
all
right
there.
Mr
chairman.
Yes,
so
it's
it's!
It's
not
because
we
have
not
been
transparent,
we've
been
exceptionally
transparent,.
A
Well,
thank
you
bob,
but
I'm
going
to
compliment
you
for
that,
because
I
do
believe
that
your
office
and
80
county
is
completely
transparent
and
particularly
in
the
property
tax
arena,
everybody
has
a
as
a
an
understanding
of
if
they
don't
have
an
understanding
of
how
it
works.
It
doesn't
take
very
long
to
figure
it
out.
We
you.
D
G
And
I
think
customer
service
too,
because,
based
on
all
the
people
who
call
your
office
who
have
a
problem
with
their
assessment
who
want
to
appeal
to
the
board
of
equalization,
you
seem
to
have
a
very
high
rate
of
your
people
talking
to
the
to
the
constituents
and
getting
them
to
understand
that
you
know
it's
appealing.
That
is
not
something
they
need
to
do,
and
so,
obviously
that
lightens
the
workload
for
the
commissioners.
But
I
think
that
just
shows
how
good
your
people
are
talking
to
the
voters.