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From YouTube: Ada County FY23 Budget Deliberations – June 21, 2022
Description
00:00
5:36 - Start
A
B
All
right,
mr
chairman,
just
to
maybe
set
the
tone.
Obviously,
we've
been
talking
about
the
budgets
quite
a
bit
over
the
last
week
with
all
the
presentations
and
everything
trent,
and
I
spent
quite
a
bit
of
time
friday
afternoon,
taking
all
the
feedback.
Some
of
the
comments
that
you
had
each
respectively
made
just
pouring
over
the
budget
and,
to
my
surprise,
daisy,
was
able
to
capture
part
of
our
work,
and
so
I
thought
I
would
share
that
just
to
set
the
tone.
B
This
is
the
week
as
we
discussed
on
friday
opportunity
to
make
some
final
make
decisions
in
terms
of
the
budget
right
to
work
through
we've
heard
all
the
requests,
all
the
information-
and
I
know
like
I
said
in
our
respective
conversations
you
guys
have
been
pouring
over
the
budget
books,
asking
a
lot
of
questions
getting
information
from
elected
officials
and
department
heads-
hopefully,
that's
all
culminating
in
the
opportunity
to
kind
of
work
through
the
numbers.
I
do
think
we
can
accomplish
a
lot
this
morning
we
have
multiple
budgets
to
set.
B
As
you
recall,
we
have
multiple
levies
and
funds
that
we
operate
out
of
the
bulk
of
the
attention,
though,
for
this
process
will
be
on
those
within
the
three
percent
cap:
the
property
tax,
supported
funds.
I
think
there's
a
couple
questions
out
there.
I
know
I
can
think
of
one
project
off
the
top
of
my
head:
that's
in
a
self-supported
fund,
but
we'll
work
through
all
of
that,
as
we
kind
of
go
through.
B
The
I
think
the
biggest
challenge
this
year,
and
we
you
know
I
started
last
week
talking
about
this-
is
in
addition
to
making
sure
everything
balances
which
we
have
a
legal
requirement
to
do
is
also
just
monitoring
our
use
of
one-time
money
versus
ongoing
funds
to
fund
various
things.
So
we're
monitoring
that
closely
we're
in
that
unusual
position
this
year
in
particular,
where
we
have
a
lot
of
one-time
money
available
both
because
of
our
healthy
fund
balance,
but
also
some
of
the
revenue
that
has
that's
coming
in.
B
B
Most
of
the
focus
will
be
we'll
keep
coming
back
to
this,
as,
hopefully,
you
remember
from
last
year,
our
focus
kind
of
on
the
green
ball,
trying
to
make
sure
or
the
that
circle
trying
to
make
sure
it
falls
within
that
green
area.
That's
really
looking
at
how
what
what
funding,
both
in
terms
of
the
revenue
streams
that
we've
brought
in,
as
well
as
our
use
of
fund
balance.
Where
do
we
sit
so
that
we're
in
a
comfortable
spot
with
the
overall
budget
in
terms
of
it
being
balanced?
B
The
big
decisions
are
here
recorded
on
this
page,
and
so,
as
we
go
through
I'll,
be
recording
things
that
doesn't
mean
we
can't
revisit
them
right.
So
don't
feel
like
if
I
put
something
down
that
it's
locking
you
into
something
we'll
review
all
of
this
at
the
end.
To
make
sure
we
all
understand
where
we
finished,
I
do
have
multiple
people
you'll
see
kathleen
anthony.
B
B
Yes
or
I'll
duck,
as
you
are
acutely
aware,
it
takes
more
than
one
of
you
to
make
any
sort
of
decision
or
guide
this
process.
So
there's
definitely
gonna
be
times.
There
won't
be
consensus.
That's
okay!
That's
part
of
this
process,
but
I
will
be
looking
at
you
so
just
because
one
of
you
says
you
know
why
don't
you
just
delete
everything
I
will
be
looking
for
a
second
before
I
go
ahead
and
do
that
I
and
like
I
said
I
think,
there's
a
number
of
things.
B
I
know
you
have
some
questions
that
we'll
get
into,
but
I
think
once
we
start
going
we'll
be
able
to
get
into
we'll
start
with
the
personnel,
usually
that's
kind
of
where
we
leave
it
at
the
end.
But
that
is
the
theme
of
all
the
presentations
this
year
was
the
need
to
take
care
of
our
people,
especially
with
all
those
inflationary
costs,
and
I
mean
heck
gas
prices
this
week
are
higher
than
they
were
last
week.
I
you
know,
I
don't
know
how
that
keeps
happening,
but
it
seems
to
keep
going
up.
B
B
Obviously,
that's
our
major
consideration
is
right,
making
sure
we're
providing
the
services
to
the
county,
but
also
make
sure
we're
wisely
using
the
public's
funds.
In
order
to
do
so,
and
so
with
that
I'll
kind
of
get
into
just
a
quick
overview
of
the
screen,
you
can
see
our
expenses
at
the
top
our
revenue
and
then
this
number,
the
fund
balance
number.
This
is
actually
showing
that
we
have
a
slight
excess
of
revenue
at
the
moment
as
the
ball
moves
over
you'll
see
where
how
much
we're
going
to
rely
on
fund
balance.
B
B
But
what
would
we
do
regarding
any
property
tax
increase?
This
is
the
three
percent
cap
right
taking
any
of
that.
The
new
construction
role,
the
foregone
balance.
Again,
if
you
remember
our
foregone
balance,
is
larger
than
that.
But
there
are
now
restrictions
on
how
much
foregone
that
you
can
take
in
any
given
year
right.
So
I
seriously
doubt
we're
going
to
entertain
foregone
as
a
conversation,
but
if
we
need
to
because
we
determine
that's
necessary,
we
have
that
available.
B
B
A
B
A
B
B
Is
I
have
had
like
I
mentioned
the
communication
with
I'd
bailey,
that's
coming
from
the
public
defense
commission,
public
defense.
Commission
is
going
to
be
giving
numbers
to
the
property
tax,
not
property,
tax,
the
tax,
commission,
sorry
and
then
the
distribution
come
from
the
tax
commission
right
right.
A
B
A
B
I
I
could
go
through,
so
I
have
the
tabs
at
the
bottom.
I
guess
I
should
just
highlight
for
everyone
else:
who's
watching
sake,
we've
broken
out.
We
have
the
tabs
for
the
capital
improvement
program,
we'll
visit
that
here
in
a
bit
the
extraordinary
operating
expenses
we'll
re
we
talked
about
these
last
week,
we'll
visit
those.
B
B
Okay,
so
I'm
going
to
kick
things
off
at
any
point
in
time
we
can
revisit
the
revenue
if
we
feel
like
we
need
to
bring
in.
I
want
to
just
look
at
it.
My
presumption
is
that
we'll
start
off
by
not
increasing
property
taxes
until
we
determine
that
it's
necessary
to
do
so.
The
one
question
I'll
say
about
that,
though,
is
the
new
construction
role.
Historically,
we've
taken
the
new
construction
rule.
You
guys
have
already
demonstrated
an
inclination
to
do
that.
So,
should
I
go
ahead
and
add
that
in.
B
Okay
and
then
I
think,
that's
my
only
question
as
it
relates
to
taxes
at
this
point
in
time,
all
right
in
terms
of
personnel.
We
have
here
the
options
of
merit
cola,
also
a
flat
increase
bethany,
provided
the
information
regarding
what
some
of
the
other
local
areas
are
doing
are
right.
I
think
it
was
5.9
percent
for
the
city
of
boise
that
they've
tentatively
marked
the
state
did
a
unique
approach
where
they
did
a
combination
of
a
flat
payment.
They
did
three
percent
plus
a
dollar
25
an
hour
flat.
B
I
I
A
B
Yeah,
I
mean
my
thoughts
after
looking
at
it,
and
I
think
this
you
kind
of
alluded
in
your
question
was:
if
we
did
five
percent,
you
know
my
recommendation
would
be
five
percent
cola.
Everyone
is
getting
it.
It's
the
same
way
the
state,
especially
because
all
the
inflationary
costs
are
real
to
everybody,
doesn't
matter
where
you
fit
on
that.
B
If
you
do
five
percent
and
then
a
dollar
an
hour,
but
that
ends
up.
Is
it
about
eight
and
a
half
percent
right,
of
course,
to
your
point
that
both
of
you
made
that
would
vary
based
on
where
you
fell
in,
but
I
think,
based
on
the
feedback,
that's
very
close
to
the
that's
just
slightly
under
the
inflation
rate,
but
it
does
a
lot
in
terms
of
what
we're
doing
for
employees.
A
B
B
B
A
I
B
B
Okay,
yeah.
Okay,
that's
a
great
place
to
start
my
inclination
from
here.
I
guess
I'll
just
address
it
because
not
going
back
to
low
hanging
fruit,
the
corners
facility,
lease
payment-
we've
already
put
it
in
there
as
yes,
I'm
presuming
that
you
are
leaving
it
that
way
to
the
extent
that
you're
ever
going
to
be
okay
with
it.
Mr
chairman,
is.
F
B
B
All
right,
richard
beck,
provided
an
overview
of
those
cip
answered
a
lot
of
your
questions
on
friday.
I
think
about
the
about
these
again
very
worth,
noting
these
we
have
looked
through
in
their
one-time
expenses
and
as
a
result,
we
have
ample
savings
that
can
be
put
towards
these.
The
recommendation
from
the
transformation
board
is
to
focus
on
those
in
the
red
category
right.
All
of
these
requests
that
were
here
are
there,
but
the
specifically
look
at
the
red
ones
are
the
ones
that
are
recommended
by
the
transformation
board
for
funding.
B
F
I
B
The
drug
court-
a
lot
of
discussion-
I
know
commissioner
kenyon-
you
specifically
mentioned
it
last
week
when
it
it
came
up.
My
recommendation
I'll
just
start
is
that
we
do
budget
something
I
don't
know
where
you
feel
comfortable
on
the
ceiling,
I'm
not
trying
to
advocate
in
terms
of
what
we
ought
to
spend
on
it.
So
much
as
this
year
we
kind
of
ran
into
some
of
those
struggles,
because
we
didn't
have
the
money
available
to
the
extent
we
can,
it
will
be
paid
for
with
drug
court
money.
B
The
project
does
cost
more
than
drug
court
has
available
in
its
funds.
So
whenever
we
were,
you
know
whenever
we
do
sell,
sell
the
building
that
we
currently
have,
that
money
will
be
transferred
over
to
cover
the
cost
in
that,
but
I
recommend
that
we
budget
something
went
to
this.
Also
is
a
good.
You
know
that
additional
money
coming
in
related
public
defense.
This
is
a
good
opportunity
to
address.
You
know
something
in
that
same
vein,.
B
It
through
it's,
the
funding
from
drug
court
has
to
be
used
for
drug
court,
so
drug
court
can't
be
funding
building.
Let's
say
we
buy
a
bigger
building,
which
has
been
one
of
the
conversations
drug
for
jug
courts.
Money
can
only
pay
for
its
portion
of
the
building
general
fund
dollars
need
to
pay
for
any
other
functions
that
may
be
shared
in
that
space.
Okay,.
I
I
There
you
are
so
she
mentioned
that
they
would
be
looking
at
leasing,
but
I
checked
leasing
amounts
for
building
this
size
and
it
would
run
about
400
450
000
a
year
and
that's
a
significant
amount
to
be
making
lease
payments,
so
I
think
we're
much
better
off
buying
a
building
and
working
towards
that,
and
I
think
we've
got
we
should
be
able
to
realize
about
2.5.
I'm
hoping
at
a
beach
would
sandra
has
a
million.
I
B
Yeah
a
couple
things
just
to
speak
to
that,
mr
chairman
you're,
absolutely
correct.
One
of
the
things
I'll
highlight
the
difference
is
just
part
of
is
our
financial
position,
we're
kind
of
we're
actually
in
a
better
position
to
buy
than
we
are
to
lease,
because
again,
the
lease
would
be
an
ongoing
expense
and
that's
where
we're
feeling
more
pressure,
whereas
we
do
have
this
one-time
money.
That
puts
us
in
a
better
position
for
buying
now,
as
it
relates
to
your
recommendation
as
well.
B
I
I'm
following
your
math
in
terms
of
the
money,
that's
tied
up
in
the
existing
building,
what
she
has
in
fund
balance,
but
I
recommend
we
budget
the
full
amount
that
we're
comfortable
with
again,
knowing
that
when
we
sell
that
building
we'll
get
repaid
with
that
money,
okay,
okay,
you
have
a
dollar
amount
that
you
guys
are
I
mean
I
can
say
yes
to
the
amount
that
is
on
here.
I
just
want
to
make
sure
before
I
do
that,
because
that
came
up
last
week
well,.
B
B
B
I
Mr
chair,
yes,
I'm
really
not
convinced
that
we
need
the
security
barriers
out
there.
I
think
they
need
to
go
back
and
do
some
more
work
on
that.
I
don't
I
don't
know.
I
just
don't
want
this
building
or
any
of
the
buildings
to
look
like
fort
knox,
and
I
think
that
we
need
to
take
precautions,
but
I'm
not
sure
that
they
really
thought
about
what
those
barriers,
what
they
would
provide
in
terms
of
safety
and
security
for
folks.
So
I
just
don't
have
enough
information
on
that
one
to
feel
like.
I
I
can
go
forward
on
it,
but
I
definitely
think
that
the
hr
procurement
wall
needs
to
be
put
up.
I
I
don't
think
that
it's
wise
having
procurement
staff
be
able
to
listen
to
confidential
hr
conversations
that
are
going
on.
I
think
that
needs
to.
We
need
to
stop
that,
so
I
would
be
willing
to
go
with
hr
procurement.
Well,.
A
H
L
Hi
everybody,
hello,
bruce
yeah,
the
can
you
hear
me:
okay,
yep.
The
problems
we're
having
with
the
wall
is:
we've
got
to
put
in
two
doors,
some
skylighting,
so
we
could
share
so
we
don't
close
off
and
create
a
dark
space
in
in
hr.
We'll
have
transom
windows
in
that
wall
as
well.
So
we
can
continue
on
daylighting
because,
currently
that
whole
space
is
daylighted,
it's
a
lot
more
than
you
think,
because
we
have
to
also
adjust
all
the
fire
sprinklers.
L
L
L
Yeah
well,
and
we
have
to
go
to-
we
have
to
go
florida
to
the
deck
above,
to
make
it
sound
proof.
So
that's
another
expense
and
you
have.
Then
you
have
to
redo
the
ceiling
grid
on
both
sides
of
the
space
plus.
We
have
to
do
it
at
night,
so
we
don't
interrupt
the
daily
operations
of
both
departments.
I
could
go
on
and
on,
but
there
we
went
through
this
tooth
and
nail
just
to
make
sure
that
we
have
our
effort
covered.
I
C
L
F
L
And
that
takes
into
consideration
future
inflationary
pressures
that
we
have
to
account
for,
because
we're
not
going
to
be
able
to
touch
this
or
start
design
until
october
1..
So
we
probably
won't
realistically
get
to
this
project
construction-wise
until
probably
christmas.
By
the
time
we
get
the
designs
and
get
through
the
permitting
process,
and
all
that
so.
C
H
C
I'm
just
speaking
on
the
procurement
side,
it'd
be
pretty
much
what
we
have
there
now,
because
they're
all
cubicles
and
where
the
demarcation
would
go
for
that
line
is
basically
separating
the
cubicles
between
hr
and
procurement.
So
I
don't
know
that
would
add
any
additional
space
on
either
side
for
any.
What.
F
M
Chairman
commissioners,
in
our
current
chemical
space,
we
can
add
about
three,
it's
very
tight
in
the
existing
cubicles.
We
do
have
some
floor
space
that
should
we
remain
in
our
current
spot
and
continue
to
have
growth
that
we
would
be
able
to
add
some
cubicles
to
again
it'll
be
very,
very
tight
for
us,
but
we
have
a
little
bit
of
growth
room
in
hr,
but
we
are
19
spaces
right
now.
So.
I
Mr
chair,
yes,
so
you
know
how
you
have
the
I
think
we
have
them
in
here.
You've
got
the
the
sliding
accordion
floor
to
ceiling
that
you
use
for
conference
rooms
right
to
divide
them.
Why
couldn't
we
put
in
something
like
that?
It
would
muffle
it
enough
where
they
couldn't
hear
conversations
clearly.
L
F
B
All
right,
while
we're
on
the
cap
request,
so
that's
it
for
the
cip
portion
related
to
the
three
percent
cap.
I
was
just
going
to
drop
down
here.
We've
got
the
landfill
related
requests.
I
visit
revisit
this
primarily
because
it
came
up.
It
was
a
point
of
conversation.
Last
week
you
can
see
that
each
of
the
requests
landfill
is
self-supported
right.
Tipping
fees
are
what
fund
the
landfill
plus
they
have
a
healthy
fund
balance.
Mind
you
most
of
that
is
intended
for
future
closure
costs
and
expansion.
B
I
I
L
I
B
A
Well,
we
didn't
make
need
to
make
a
further
analysis
about
our
our
funds
in
the
in
the
landfill.
How
much
we're
setting
aside
for
our
for
our
future
landfill
and
this
one
wears
out-
and
I
don't
know
we
don't
know
what
that
is.
But
we
do
need
to
make
a
make
that
sort
of
a
determination
where
we
don't
just
talk
about
it.
But
we
start
setting
aside
money.
B
And
we
are,
mr
chairman:
we
are
setting
aside
money,
we
have
had
consultants
do
reviews.
I
think
I
think,
given
the
fluidity
of
you
know
the
economy,
but
whether
it's
inflation,
I
think
it
was
discussed
last
week-
was
like
construction
material
right.
That's
not
just
growth
material,
but
a
lot
of
these
renovations.
So
I
I
think
the
landfill
is
constantly
monitoring
that,
but
we
need
to
keep
a
mindful
eye
because
it
will
be
a
big
expense.
B
B
B
B
H
F
N
B
A
F
B
O
D
B
I
I
F
F
F
I
B
F
I
F
I
O
Correct
that
the
system
that
runs
video
in
the
jail
is
pretty
old
and
it's
old-school
storage
and
that
sort
of
stuff
and
cameras,
and
so
it
needs
to
be
replaced
anyway.
The
only
thing
that
makes
sense
is
to
put
it
in
the
gen
attack
as
we're
we've
expanded
january
literally
everywhere,
so
pretty
significant
ops
portion
as
well.
O
Well,
it
should
last
for
an
extremely
long
time,
the
way,
the
way
that
they
build
these
systems.
These
days,
the
older
systems
you
had
to
have
specific
hardware
for
specific
storage,
that
kind
of
went
in
line
with
what
you
put
in
with
genotech.
You
can
kind
of
pick
your
own
storage
and
you
don't
have
to
have
all
these
sort
of
proprietary
pieces
and
parts.
O
You
can
even
use
different
types
of
cameras,
different
manufacturers,
so
we
won't
be
pinned
in
the
same
way
as
long
as
genotech
continues
to
work
well,
which
it's
a
mainstream
high-end
security
system.
That's
pretty
pervasive!
We
should
have
this
almost
indefinitely.
I
mean
it'll
change,
I'm
sure,
but
for
a
very
long
time
at
least
10
years.
Okay,
great!
N
A
N
B
Okay,
that's
the
priorities
from
the
transformation
board.
You
can
see
below
the
ones
that
are,
I
don't
know,
I'm
gonna
get
the
words
wrong,
important
important,
but
not
urgent.
We've
removed
the
dispatch
console,
as
you
can
see
from
here.
This
was
in
the
sheriff's
presentation.
They
asked
us
to
remove
it.
That's
why
it's
marked
out
again.
The
transformation
board
was
recommendations
from
the
ones
that
you
just
did.
We
can
go
through
or
if
you
want
to
review
any
of
these
remaining
ones.
B
B
This
will
be
year
three
of
five
years
we've
been
able
to
fund
in
the
past
with
additional
recording
revenue,
but
right
now
we
need
additional
funds
to
support,
and
this
is
part
of
us
making
the
transition
to
get
everything
that's
recorded,
digitized.
The
bulk
is
everything
now
is
being
digitized,
but
this
is
to
get
everything
caught
up.
B
You
know
if
you're
asking
me
as
a
clerk,
our
strong
inclination
is
to
keep
yes,
it
would
interrupt
the
process,
but
these
are.
This
is
one
of
those
things
I
think
I've
said
in
the
past.
It's
not
sexy
because
it's
archive
right,
but
it's
important
that
we
keep
all
the
history
of
the
property
records
here
in
the
county.
So.
B
H
B
I
I
F
F
I
I
But
I
think
this
is
what
makes
ada
county
special
and
a
wonderful
place
to
live
is
that
we
have
amazing
trails
and
amazing
recreational
open
spaces,
and
I
think
that
it
really
adds
value
to
our
community,
and
I
know
we
need
to
do
a
lot
of
work
on
the
trails
to
connect
up
in
the
in
the
foothills.
And
so
I
would
be
inclined
to
say
yes
on
this
one,
since
we
have
again
the
one
time
money
available
this
year.
B
B
I
B
I
Okay-
and
I
did
talk
to
steve
lemare
and
I
think
you
know
seeing
that
we
saw
his
projects
this
year
in
five
different
places.
It
was
really
hard
to
kind
of
track
that,
and
so
I
would
encourage
the
board
moving
forward
to.
I
think,
with
that
200
limit
that'll
bring
steve
with
these
important
projects
in
front
of
the
board
and
then
having
these
little
paragraphs
like
what
you're
clicking
up
having
those
ahead
of
time,
I
think,
would
be
really
great
with
the
I.t
stuff.
I
N
B
B
The
cip
and
eo
is
us
tackling
the
very
largest
expenses
which
get
much
more
thorough
vetting
than
anything
else
right,
there's
been
applications
that
have
been
reviewed
by
the
transformation
board
recommendations
to
you
as
a
board
so
just
to
highlight
where
we
sit
and
the
use
of
fund
balance.
So
you
can
see
that's
high,
where
we
sit
right
now,
one
of
the
things
that
we
need
to
go
through.
B
We
currently
have
built
in
all
of
the
requests
related
with
personnel
and
supplementals.
So
I
think
that's
the
next
step
in
terms
of
shifting
to
those
mr
chair
or
board
members,
do
you
have
any
preference
in
either
looking
at
the
supplementals
and
reviewing
those
or
looking
at
the
pbs
requests
in
terms
of
a
place?
To
start
I
mean:
we've
already
hit
the
big
personnel
one
across
the
county.
Why?
Now?
These
are
those
individual
items
to
me
in
some
ways
it
makes
sense
to
look
at
review
the
supplementals
at
this
point
in
time.
B
B
I
Well,
mr
chair,
I'm
just
wondering
too,
because
this
is
the
first
time
that
eoes
or
eos
elected
officials
and
department
heads
have
heard
us
talk
about
the
five
percent
plus
the
one
dollar,
and
so
what
we
may
want
to
do
is
looking
at
all
of
the
vacated
or
the
vacant
positions
that
we
have.
I
counted
over
110
120,
there's
a
lot
of
vacant
positions.
M
We
also
know
what
some
of
our
surrounding
peer
agencies
are
also
doing
so,
whether
we're
talking
between
a
six
to
eight
of
what
they're,
also
doing
that's
using
our
current
recommendation
are
based
on
prior
data,
so
our
recommendation
as
a
blanket
rule,
would
be
in
general.
A
lot
of
those
recommendations
should
still
include
the
market
rate
adjustment
in
there
there
might
be
a
few.
M
This
is
where
we
would
have
to
go
back
in
through
piece
by
piece
in
certain
areas,
potentially
maybe
need
some
adjustments
from
there,
but
as
an
example,
the
clerk
juvenile
court
services
they
have
lagged
for
so
incredibly
long
and
the
recommendations
they
follow.
You
know
we
work
together
and
what
they
have
put
in
for
their
requests
are
still,
you
know,
fairly
lagging
in
the
market.
If
you
will,
and
so
an
additional
amount
for
those
type
of
positions
that
have
spent
years
catching
up
and
been
very
conservative
in
their
approach,
would
still
be
appropriate.
M
Some
of
the
others.
If
we're
looking
at
a
market
match
to
the
mid
towards
the
max,
then
we
might
have
some
different
recommendations
out
of
hr,
but
I'd
say
in
general
across
the
county.
Everyone
was
incredibly
conservative,
but
we
would
also
on
a
few
areas,
want
to
look
at
leapfrog
issues
and
just
make
sure
nothing
is
occurring
there
as
well.
M
Commissioner
kenyon,
I
really
like
it.
I've
been
running
some
numbers
on
the
excel
spreadsheets
in
regards
to
what
it
might
mean
for
the
percent
increases.
I
think
it
achieves
the
goal
that
has
been
of
interest
of
acknowledging
that
a
percent
increase
on
a
higher
income
is
different
than
a
lower
income,
and
it
is
looking
very
good
in
our
data
as
far
as
distribution,
where
we're
at
with
our
market.
M
M
Chairman
commissioners,
I
would
recommend,
as
far
as
the
additional
requests
that
in
general,
those
all
appeared
appropriate.
I
would
suggest
that
we
have
the
additional
time
to
do
a
dip,
a
deep
dive
on
those
particular
areas
that
might
have
some
concerns
there,
but
we
can.
I
did,
spend
some
time
over
the
weekend
and
have
a
good
idea
about
which
ones
those
were
even
with
some
of
the
numbers
being
discussed
last
week.
So
I
don't
think
that
will
take
us
too
long.
B
Okay
and
mr
chairman,
commissioner
canyon,
just
in
terms
of
that,
because
the
dollar
amounts
that
we're
discussing
here,
my
recommendation
would
be
still
move
forward
with
the
budget
setting
process
here.
That
gives,
but
rather
than
trying
to
do
this
rushed
and
and
delay
this
process
no
rate.
Whatever
happens
here
won't
be
formalized
until
you
know
much
further
down
the
road.
So
there
is
time
to
make
those
reviews
and
those
adjustments,
but
you're
talking
about
special
salary
adjustments,
so
they're
nominal
dollar
figures
in
the
grand
budget.
A
I
B
All
right,
so
these
are
supplemental
requests,
just
as
a
reminder
for
anybody
watching
the
supplemental
requests.
Again,
we
set
the
general
standard
to
have
departments
work
within
their
means.
What
their
budget
was.
Last
year
we
did
adjust
operating
expenses,
which
is
this
is
where
we're
touching
and
minor
capital,
with
a
three
percent
adjustment
for
inflation.
That
was
back
in
january
when
we
were
discussing
that.
B
Obviously
we
know
inflation
is
much
higher,
so
some
of
these
requests,
you'll
are
going
to
see
from
like
operations
are
inflationary
related,
but
just
kind
of
we'll
just
go
through
by
department,
and
you
can
weigh
in
in
terms
of
each
of
these
requests
now
in
terms
of
the
presentation,
unlike
the
cip
and
eoe,
that
have
those
extensive
applications
these
don't.
These
were
presented
as
part
of
the
budget
presentations.
B
B
Now
we
will,
we
will
cross
check
this
right.
If
you
don't
approve
the
person
we're
going
to
cut
out,
we
always
go
through
the
process
of
making
sure
any
increases
like
that.
So
and
you'll
actually
see.
Let's
see
here.
If
I
move
my,
if
you
see
the
ask
the
little
x's,
because
in
case
anyone
else
is
wondering
why
there's
x's
related
to
some
of
these,
that
x
is
a
flag
that
anthony's
added
as
a
reminder
to
him
that
there
is
a
person
that
the
two
are
tied
together.
B
F
I
B
No,
this
isn't
the
s
if
we're
again,
this
is
the
computer
related.
I
don't
want
to
tie
which
position
right
now
we'll
come
back
and
visit.
I
think
your
your
underlying
sentiment
is
both.
You
don't
want
to
approve
this.
If
you
don't
approve
the
position,
but
also
related
is,
if
you
do
approve
the
position,
they
probably
will
need
a
computer,
of
course.
B
B
I
Just
note
for
the
record,
mr
chair,
I
think
these
are
the
programs
that
we're
looking
at
the
community
programs
working
with
trent
to
when
we
do
a
reorganization,
and
we
have
that
director
position
that
they
would
oversee
these
and
and
help,
I
think,
be
a
little
bit
better
liaison
than
the
board
can
be.
It
might
be
helpful
in
the
future.
B
B
I
B
H
A
I
B
B
So
extra
help,
so
sorry
that
I
know
I'm
using
acronyms.
This
is
in
the
staff.
So
this
is
personnel
right,
so
it's
30
thousand
dollars
in
extra
help.
It
gives
her
the
ability
to
hire
some
additional
help
or
pay,
for
example
like
overtime
costs
or
something
that
go
above
and
beyond.
I
mean
it's
not
intended
for
overtime
specifically,
but
this
is
an
addition
to
the
wages
that
they
have
budgeted
in
their
office.
B
B
Hey
again,
general
general
is
also
the
budget
that
you
oversee,
so
we've
just.
I
think
this
has
worked
well
now,
it's
been
quite
a
few
years,
but
putting
in
the
contingency.
This
gives
you
some
flexible
money
when
those
unexpected
events
occur
to
adjust.
So
this
is
money
specifically
in
your
budget
to
handle
so
the
million
dollars
in
contingency,
yes,
correct,
yeah.
H
B
B
A
B
F
A
I
I
I
B
B
B
If
you
remember,
I
think
steve
amara
had
broken
out
in
his
presentation
different.
He
has
kind
of
different
buckets
in
terms
of
his
supplementals
within
you
can
kind
of
see
that
whether
it's
price
increases.
So
this
is
just
to
cover
additional
costs
for
existing
expenses,
but
then
his
growth,
innovation
expenses
so-
and
I
think
within
each
of
those
right,
there's
a
a
list
of
things.
I
So,
just
looking
first
at
the
innovations
so
tell
us
what
defines
innovations
and
is
that?
Well
just
one
of
you
just
yeah,
what
defines
it
and
then
just
briefly
go
through
you've
got
the
8x's,
the
assure
development,
ops,
optimization
project
in
the
cloud,
migration
and
virtual
desktops.
So
just
quick
overview
of
those
again
I'll.
Take.
O
Just
in
in
an
effort
to
group
anything,
it
has
that's
over
the
flat
there.
It
is
okay.
These
are.
These
are
sections
where
it's
not
necessarily
project
driven.
Someone
needs
a
thing
that
needs
to
be
done,
or
some
major
some
major
project
under
innovations.
This
is
where
we
are
looking
to
either
create
something
or
sorry
to
alter
something
that
we
have
now.
That's
a
service
or
an
offering
that
folks
use
in
the
county.
We
either
make
it
better
this
way
or
we
make
it
more
useful
or
something
like
I
mean
literally
the
innovative
piece.
O
The
opposite
of
that
so
alamo
is
very
as
obvious
that
belongs
to
to
director
schroeder,
and
so
he
would
call
and
say
I
want
to
have
something
done.
These
are
the
things
maybe
that
kind
of
live
in
the
gray
area,
either
systems
for
ourselves,
I.t
that
use
that
I.t
uses
that
we
need
to
have
expanded.
We
don't
have
a
customer
like
whedon
pest
on
them,
also
they're
things
that
just
folks
use
that
we
want
to
either
enhance
or
make
them
make
them
operate
better.
O
So
it's
a
combination
of
like
a
dax
is
is
a
product
right
there.
That
is
we're
expanding,
that
we
use
that
as
an
internal
system,
that
it
uses
to
automate
some
stuff
and
making
things
work
when
we
onboard
people
and
it's
a
software
tool
we
use,
and
so
instead
of
bearing
it
somewhere
in
the
I
t
budget,
we
place
it
in
here.
O
I
I'm
just
again
this
is
going
back
to
how
it
you
know
kind
of
is
presented
in
all
of
these
different
buckets
and
not
really
being
clearly
defined,
in
my
mind,
which
goes
in
which
bucket
and
why
and
who's
prioritizing
versus
you
doing
that
with
a
technical
team
or
something
I
don't
like
to
put
the
burden
onto
jan
bennetts
and
bob
mcquay
to
try
to
prioritize
I.t
projects
that
it's
beyond,
probably
all
of
us
to
try
to
do
that.
So
I
guess
I'm
just
kind
of
fishing
for
a
better
way.
I
I
mean
to
look
at
how
we
look
at
I.t
in
the
long
run
moving
forward.
So
it's
probably
going
to
be
a
discussion
after
this
budget
session,
but
I
just
for
the
general
public,
I
think
somebody's
looking
at
this.
They,
the
public,
wouldn't
know
what
innovations
means,
and
so
I
think,
just
being
able
to
have
a
good
definition
and
description
about
what
these
projects
are
high-level
overview
public
listening,
so
we
can
be
accountable
for
them.
B
Yeah
and
mr
chairman,
commissioner,
I
think
this
is
certainly
a
tough
area
just
because
of
the
technical
nature
of
it.
I
will
note
just
tying
back
that
conversation
to
the
eoe
expenses.
You
know
raising
that
threshold.
What
it
would
do
is
just
shift.
We
would
just
see
more
lines
here,
right,
right,
we'd
kind
of
be
in
the
same
boat,
more
lines.
I
think
by
and
large
we're
relying
on
the
expertise
of
the
I.t
director
and
department
to
to
recommend
things
and
the
conversations
that
you
have
with
them.
I
I
O
O
So
we
call
it
innovations
because
it's
we
technically
don't
have
to
change
anything,
but
we
work
very
hard
on
growth
and
change
across
the
county
for
either
doing
more
work
because
there's
more
work
at
the
county
level
or
maybe
more
efficiency.
If
you
call
the
erp
replacement,
would
be
a
massive
efficiency.
O
The
systems
that
we
use
that
other
people
leverage
so
so
if
the
public
were
to
look
at
this,
it's
like
you
know
it's
not
a
big
fancy,
glossy
nice
looking
project
at
the
end,
we
have
a
big
bow
at
the
end.
This
is
almost
like
the
day-to-day
function
of
the
it
department.
That's
got
to
fall
somewhere
and
I
don't
want
to
you
know.
We
are
obviously
increasing
some
spend
in
some
areas.
O
O
I
O
We
struggled
with
what
to
call
it
and
the
thing
is
we
want
to
contrast
it
with
the
second
one,
which
is
called
growth,
that's
very
different,
because
that
is
systems
that
we
have
that
exist
that
are
simply
being
utilized
more.
So
that's
where
you'll
find
increases
in
either
licensing
cost
or
more
licenses
for
the
same
system,
and
so
we
split
those
out
because
that's
I
mean
if
you're
looking
at
two
things
you
have
to
pay
like
which
one
do
you
have
to
pay
for?
Well
we're
using
the
systems
more.
O
I
O
So
we
would
still
showcase
that
to
you,
folks
to
say:
hey
here's
what's
new
or
here's
what's
extra
coming
in
the
year,
we
would
still
call
that
out,
for
we
can
certainly
put
it
there
and
call
it
whatever
we
like,
but
it
I
think
it
will
still
get
if
we,
if
we
decide
what
to
call
it.
That
might
help
a
lot.
B
F
O
Excuse
me
chairman
and
commissioner
kenyon:
it's
it
makes
it
extra
hard.
I
mean
even
for
me
when
I
don't
have
a
clerk,
I
can
point
to
or
the
treasurer
or
a
director
schroeder
to
say
we're
doing
this
or
these
expenses
are
because
of
that
person's
line
of
business
or
that
elected
office.
It
gets
harder
in
this
gray
area
where
no
one
is
calling
for
it,
but
it's
still
got
to
happen
anyway.
Yeah
yeah.
I
A
B
B
I
I
A
L
I'm
I'm
not
exactly
sure
which
director
tate
is
going
for
on
this
one,
but
I
know
the
courtyard
is
a
separate
not
to
be
confused
with
the
wreck
yard.
The
courtyard
if
you've
been
to
director
of
state's
office,
it's
right
outside
her
window
and
it's
been
it's
a
very
hot
place
and
I
think
the
shade
screens
would
do
nothing
but
improve
the
usage
of
that
all
year
round.
So.
F
H
B
I
L
Both
the
physical
security
hardware,
maintenance
support
and
the
audio
visual
hardware
maintenance
support
is
both
for
it
and
for
operations,
and
that
is
to
maintain
your
cisco
room
kits
here
in
this
office
and
the
audio
system
supplied
by
audio
solutions.
One
is
supplied
by
compunet
and
the
other
one
is
supplied
by
audio
solutions.
We
have
a
mix
of
equipment
in
each
hearing,
room
and
the
courtrooms
and
other
places
around
the
county.
P
A
H
B
I
I
Obviously,
we've
had
covet
and
we've
had
all
these
increases
in
inflation
and
growth
and
whatnot,
so
it
makes
sense
now
to
bump
it
up,
and
this
is
a
significant
bump,
but
it
may
be
that
future
boards
can
look
at
in
the
long
run,
using
dude
solutions
to
be
able
to
kind
of
figure
this
out
over
like
a
15-year
period
or
something
we
don't
have
all
these
huge,
unexpected
costs,
but
I
think
for
for
now
to
keep
up.
We
need
to
increase
it.
L
Yeah,
mr
chairman,
commissioners,
that
that
extra
400
000
is
just
to
keep
doing
the
level
of
service
that
we're
doing
across
the
county.
We
did
talk
with
trent
about
possibly
eliminating
this
from
our
budget
if
we
needed
to
or
if
the
budget
was
such
that
we
had
to
compress.
But
if
we
had
an
emergency
or
any
major
event,
we'd
have
to
come
to
you
all
and
use
your
contingency
fund
to
cover
any
major
equipment
failures.
This
would
allow
us
to
possibly
absorb
it
in-house
without
having
to
do
that.
L
L
I
B
I
I
will
note,
mr
and
commissioner,
that
is
why
the
contingency
your
contingency
fund
exists
so
in
our
world.
It's
that
it
feels
like
we're
splitting
hairs
right
that
you
would
need
to
approve
any
of
those
things
so
just
to
take
that
into
consideration
in
the
type
of
event
that
bruce
mentioned.
There's
both
money
they
have,
but
the
money
that
you
have,
because
that's
largely
where
the
contingencies
come
into
play
is
the
unexpected.
L
I
Yeah,
that
was
good,
I
mean
you
know
bruce,
and
his
team
have
done
a
great
job
over
the
last
couple
of
years
with
that
facilities,
dude
being
able
to
put
everything
in
there
and
calculate
it
out
and
anticipate
when
these
things
are
going
to
break
down
or
need
to
be
replaced,
and
we
didn't
have
that
before.
So
I
think
that's
been
really
helpful.
I
A
Well,
I
think,
if
we're
going
to
hit
some
of
our
some
of
our
objectives,
we
might
want
to
delay
this
one
and
see
we
have.
We
have
a.
We
have
a
contingency
to
pay
for
these
kinds
of
things
if
we
actually
need
them,
because
this
is
an
increase,
we
already
have
a
fund
for
some
of
these
items.
Do
we
not
how
much
is
in
that
fund
right
now
I
mean:
how
much
is
that.
I
So,
mr
chair,
I
think
we
could
I'd
like
to
revisit
too
the
the
million-dollar
mark
and
with
people
with
experience
here
with
the
the
boards
contingency
fund.
What
has
been
what's
that
been
used
for
in
the
past?
I
you
know
I
haven't
had
much
experience
with.
You
know,
pulling
out
large
amounts,
except
the
story
that
you
just
told
right
that
it
came
out.
It
had
to
come
out
of
the
the
board.
So
what
is
our
million
dollar
contingency
fund?
For?
What
are
we
really
looking
at
having
to
pay
out
of
that
yeah.
B
B
B
B
B
You
guys
still
have
the
same
deliberative
control
that
you
have
here
during
this
budget
process.
It
just
gives
you
some
flexibility
in
mid-year
to
handle
things
breaking
and
stuff,
and
so
bruce
is
aware.
It's
there
departments
that
need
it.
You
know
we
know
when
people
reach
out
to
us
us
in
a
panic.
What
are
we
gonna
do
or
like?
Okay,
we
will
assess
their
budget
and
see.
Can
they
afford
it
within
their
budget
and
then,
if
they
can't,
we
come
to
judy
and
judy's.
B
B
L
And
commissioners,
we've
absorbed
a
lot
of
smaller
projects
that
you
don't
even
hear
about.
We
something
breaks
unexpectedly.
We
bump
that
up,
obviously
to
priority
one.
What
we
don't
want
to
have
happen
is
by
taking
those
dollars
to
handle
that
emergency.
We
don't
start
this
domino
effect
where
all
this
other
equipment
that
we
had
planned
to
replace
starts
failing,
and
we
see
you
know
all
these
dominoes
falling
down.
We
try
to
stay
ahead
of
equipment
failures,
regardless
of
whether
electrical
hvc
plumbing,
what
have
you
and
not
make
them
an
emergency
so.
A
B
There's
been
a
wide
array,
I
mean
we
did
create
the
fun
that
800
000
is
new
to
operations,
but
we
created
that
to
address
what
bruce
was
talking
about,
but
we
still
have.
The
contingency
judy
may
be
able
to
weigh
in,
but
I
think
we've
there
have
been
years.
We've
spent
almost
all
the
contingency,
but
generally
speaking,
we
do
not
expend
all
the
like.
The
contingency
seems
to
be
working
where
it's
five
million.
L
Yeah
yeah
and
the
reason
that
they
created
the
fund
to
begin
with
is
so.
We
didn't
have
30
supplemental
requests
for
this
piece
of
equipment
on
this
building
and
that
piece
I
one
of
the
first
budgets
I
presented
was.
I
was
up
for
an
hour
going
through
all
the
supplementals
that
we
had
just
to
list
the
equipment
that
we
were
replacing
so.
I
A
I
I
Way,
it's
just
a
different
way
of
reporting
it.
It
was
all
supplementals
before
right.
So
now
that
we
have
new
solutions,
we
can
track
this
and
we
know
how
much
that
is
trending
over
time
and
it's
trending
at
about
10
increase
per
year.
I
think,
if
you
do
look
at
the
dude
solutions
you
you
might
see.
A
G
We
will
use
that
full
800
000
this
year,
we're
going
back
out
to
bid
after
a
remodel
or
a
rethinking
and
redoing
the
plans
to
get
to
where
we
think
the
numbers
are
going
to
be
good,
but
we
will
use
the
entire
800
000
and
if
we
look
at
what
the
facility
dude
forecasts
year
after
year
after
year,
the
800
000
a
year
does
not
cover
everything.
The
facility
dude
says
we
need
to
be
doing
to
stay
ahead
of
the
game,
and
so
we
don't
have
failures,
as
bruce
had
mentioned.
A
G
I
H
I
I
How
it's
being
presented
is
different
right
to
me.
It's
it's
the
difference
of
whether
you
like,
if
you
owned
your
home
and
you
service
and
take
care
of
your
your
roof
and
your
air
conditioning
and
your
you
know
all
the
things
that
need
to
be.
You
know,
maintained
and
repaired
and
planned,
and
you
save
for
replacements
and
things
like
that
versus
just
wait
until
things
break
and
if
they
break
in
this
market,
we're
going
to
be
we're
a
county.
A
I
H
N
A
F
B
I
Have
steve
rutherford
up
here,
put
him
on
the
hot
seat
here.
I
think
he
and
bob
have
done
a
really
nice
job
on
the
fleet,
management
idea
and
analysis,
and
I
think
it
will
save
taxpayer
dollars.
I
think
that
they've
done
some
some
assessment
in
terms
of
if
we
put
this
into
place,
what
the
average
cost
savings
that
other
cities
or
counties
have
seen
by
going
this
direction
with
the
amount
of
fleets
that
we
have.
P
Detroit's
experience
was
kind
of
in
the
30
to,
depending
on
what
the
actual
expense
was
30
to
50
percent.
So
using
kind
of
those
numbers
we'd
be
over
300
000
in
savings,
and
that's
just
in
year,
one
again,
the
biggest
bang
for
the
buck.
Our
fleet,
our
fleet
consultant,
tells
us
is
through
right-sizing
the
fleet
so
really
kind
of
getting
rid
of
old
vehicles
that
are
costing
us
a
lot
of
money
to
maintain
right
sizing.
I
F
B
B
We
we
have,
I
just
haven't-
touched
I've
just
skipped
over
those
ones
at
this
point
in
time,
just
based
on
the
dialogue
we
had
there
in
the
beginning,
I
I
think
the
presumption
again
here
is.
We
approve
the
position
later
when
we
go
through
the
positions.
These
will
be
tied
to
it.
I
just
wasn't
clear
when
I
first
pulled
these
up
yeah.
B
B
As
you
remember,
the
video
footage
of
trent-
and
I
at
the
beginning
of
this
one
of
the
things
that
we
wrestled
about,
I
think
it
was
when
I
cracked
my
head
was
my
our
suggestion
just
to
help
get
it
balanced.
If
you
look
at
the
top
we're
out
of
balance
right
now,
I
mean
we're
going
to
be
going
through
a
number
of
things,
but
because
of
the
transition
in
particular
with
indigent
right
there's,
the
fund
balance
from
engine
will
move
to
the
general
fund.
B
Our
recommendation
to
help
this
year
really
to
allow
us
to
be
able
to
afford
those
personnel
increases
that
we
discussed
would
be
to
fund
this
1.7
million
dollars
with
fund
balance
from
that
money
that
fund
balance
is
transferring
over.
It
is
an
ongoing
expense.
So
generally,
this
is
not.
You
know
our
recommended
practice,
but
it
just
buys
us
a
little
bit
of
time
to
because
it
is
such
a
big
expense,
so
we
basically
have
to
approve
it.
A
B
B
I
A
B
Clerk
all
right
just
to
continue
where
we
left
off.
Mr
chairman,
thank
you
for
the
break
sheriff's
office.
Obviously
like
I
said
this
is
one
of
the
bigger
portions.
So
these
are
the
supplementals
related
to
the
sheriff's
office,
and
I
know
just
in
the
back
of
the
room.
We've
got
a
couple:
we've
got
the
sheriff
as
well
as
kelly
and
his
team
to
answer.
E
B
F
B
A
B
B
Q
I
So
I
don't
know
I
haven't.
This
is
where
I
have
a
hard
time
when
we
should
be
consolidating
all
these
and
looking
at
next
year.
They
should
all
be
under
the
sheriff's
office,
and
what
does
that
new
business
model
look
like
and
what
should
be
the
budgeted
amount
in
here,
because
it's
just
like
the
nurses,
we
don't
want
to
continue
to
pay
contract
nurses.
We
need
to
have
employees,
so
I
feel
we're
almost
premature
having
this
conversation,
then
we
need
to
go.
B
Yeah,
mr
chairman,
commissioner
kenny
I
I
follow
what
you're
saying
right
and
and
can
see
the
merits
of
trying
to
figure
out
something.
My
recommendation
is,
I
do
think
you
need
to
take
up
this,
the
timeline
and
what
you're
talking
about
doesn't
fit
with
the
constraints
we
have
for
the
budget
process.
So
maybe
that's
in
next
year's
budget
right
proposing
an
alternative
kind
of
like
we
did
with
the
transition
with
the
marshals.
K
F
K
Would
cost
the
county
for
us
to
take
it
over?
I
will,
I
don't
remember
the
cost
off
the
top
of
my
head,
but
I
will
tell
you
it's
not
far
off
the
allied
contract
for
sure,
but
mr
mcgrane
is
right.
He
it
does
not
follow
along
a
timeline
for
us
to
be
able
to
implement
that
in
october,
just
because
you
would
have
to
hire
all
of
those
security
people
that
currently
work
for
the
contract
and
train
them
and
then
put
it
into
place.
It's
a
longer
timeline
than
that.
K
A
Q
Q
C
I
K
Q
H
K
B
I
I
I
B
F
B
F
B
I
Q
K
K
Do
the
the
shift
differential.
So
it's
comparative
outside
the
facility,
then
we
should,
in
theory,
should
be
able
to
fill
those
positions
again
and
we
wouldn't
even
need
the
contract
nursing.
So,
instead
of
using
the
1.7
million
dollars
for
contracting,
you
take
a
fraction
of
that
put
it
into
their
wages
and
bump
them
up
to
much
more
market.
Q
B
So,
mr
chairman,
commissioner,
I'm
going
to
try
and
clarify
set
the
software
there's
just
limitations
with
ada
central
that
that's
a
dispute
that
really
doesn't
have
to
be
resolved
here
in
the
budget.
I
think
in
as
an
alternative.
It's
either
we
fund
the
contract
as
presented
or,
alternatively,
what
we'll
do
is
we'll
budget,
I'm
just
going
to
work
with
the
number
that
they've
said,
450
000
in
a
lump
sum
that
we'll
put
in
that
allows
them
to
distribute.
B
To
yes
and
part
of
it
is
the
contract
is
on
the
operating
side.
This
would
go
on
the
personnel
side,
which
is
where
the
wages
so
for
administratively
kathleen
has
a
way
to
do
this.
We
would
just
budget
whatever
amount
you
guys
determine
as
an
alternative
to
that.
So
if
it's
the
457,
we
could
budget.
A
Q
A
N
N
K
D
B
Yeah,
so
this
right
now
is
is
basically
double
booked
so
and
kelly.
Please
confirm
that
my
recommend
is
that
we
put
no
we'll
reduce
this,
because
that
initial
decision
we
made
with
the
five
percent
that
this
is
based
on
that
same
five
percent
cola,
so
we've
already
basically
accounted
for
the
pay
plan
in
that
decision.
Yeah.
Q
K
Q
So,
based
on,
I
don't
know
how
to
say
this
best,
but
on
our
pay
plan
we
don't
usually
put
the
merit
on
those
steps
because
they're
not
held
to
the
same
merit
rules.
Now
that
it's
all
gone
cola.
We
need
to
really
go
back
and
look
at
our
pay
plans
because
dispatch
we
had
increased
for
some
market
adjustments,
and
so
we
don't
know
how
much
we
would
just
ask
that
we
could
look
at
that
today
and
come
back
with
a
number
tomorrow.
If
that
would
be
okay
for
the
dispatchers.
I
A
H
K
B
H
B
I
B
F
I
O
N
A
J
I
A
H
B
I
I
J
This
is
for
cover
contract
services
off
duty
can
continuing
education,
etc.
It
says
fy23
request
for
lump
lump
sum.
Overtime
is
down
from
22
as
we
anticipate
the
major
change
in
the
scheduling
will
allow
for
more
depth
in
coverage.
They
probably
just
had
to
ask
for
it
because
we
put
it
in
as
a
one
time.
Last
year
we
pulled
it
out,
and
so
they
have
to
submit
it
again.
This
year.
N
B
I
just
want
to
make
sure
it's
a
good
point,
so
this
is
the
we
talked
about
revenue
streams
before
so
just
to
look
and
review
these
you
can
see
what's
built
in
for
those
other
districts,
so
currently
ems-
and
this
is
based
on
what
you
just
indicated
to
us
back
in
january,
but
I
just
want
to
confirm
that
you
guys
are
okay
with
these
separate
funds,
the
increase,
the
three
percent
increase
plus
new
construction,
and
you
can
see
the
relative
amounts
for
each
of
those
for
each
of
the
districts.
That's
those
two
separate.
B
Okay,
thank
you,
we're
good
with
all
those
okay
sure,
yeah
yep.
Okay,
I
don't
see
any
concern,
but
worth
touching
on
those
you
can
see
where
we
are
in
terms
of
the
fund
balance
needed
we're
bounced.
We
haven't
hit
the
positions,
that's
where
I'm
going
to
go
next,
but
just
to
give
you
a
sense
of
how
much
we're
relying
on
in
terms
of
fund
balance.
B
So
the
next
thing
to
discuss
the
one
thing
that
we
haven't
covered
is
all
of
those
personnel
requests,
I'm
gonna
just
because
you've
mentioned
the
vacancies
and
others
the
color
coding
on
these
sheets,
just
as
a
reminder,
so
the
one,
the
positions
that
are
highlighted
in
gray,
whether
that's
a
new
position,
special
salary
adjustment,
market
adjustment,
whatever
it
is,
those
are
ones
that
are
funded
in
the
base
budgets
or
by
a
revenue
stream.
That
is
not
a
property
tax
revenue
stream
right
to
cover
those
positions.
B
B
B
My
recommendation
just
to
start
to
make
this
easier,
and
I
can
I
can
do
a
number
of
different
things
we
can
go
through
each
of
them.
My
recommendation,
though-
and
this
is
what
I've
recommended
in
the
past
is-
is
unless
you
have
any
positions,
you
want
to
review
that
we
approve
the
ones
that
are
in
the
base
budgets.
B
Those
are
the
grade
ones.
We
can
easily
go
through
each
individual
position
as
well,
so
I
don't
have
any
objection
to
that.
I'm
just
a
lot
of
the
focus
historically
has
been
on
the
orange
ones.
The
new
positions
right-
and
I-
and
I
I'm
just
thinking
for
ease
to
go
through
those
and
then
go
through
those-
the
ones
that
are
supplementals,
because
that's
where
a
lot
of
the
time.
I
B
But
basically
they're
already
funded
they're
funded
in
the
remember
how
we
said:
here's
the
direction
live
within
your
fy
22
budget
and
this
for
personnel.
It
was
live
within
your
fy
22
budget.
There
wasn't
an
increase,
that's
what
these
are,
or
also
there
are
positions
where
I'm
making
this
up,
but
just
bear
with
me,
but
it's
like
development
services.
If
there
was
an
increase
in
revenue
and
they
had
new
positions
because
they
to
handle
the
increased
workload
or
any
other
department,
it's
covered
by
the
increase
in
fees
that
are
covering
the
position.
B
A
F
B
B
B
Sure
so
this
next,
so
the
line
on
the
left.
I
just
want
to
point
those
first
three.
That's
the
auto
recorder
elections.
The
next
grouping,
which
is
the
big
one,
is
clerk
of
the
court.
Okay
right.
So
it's
also
a
clerk's
office.
The
this
is
the
market
adjustment,
so
you've
got
new
positions
at
the
top.
B
Let
me
just
start
off
so
these
new
positions
at
the
top
you'll
notice,
they're
in
gray
the
reason
they're
in
grade
these
are
the
ones
that
are
being
funded
by
the
increase
in
the
liquor
distribution
related
specific
to
covering
court
costs.
This
is
that
magistrate
report
funding
that
is
transferring
over
dedicated
money
to
courts
that
is
paying
for
these.
These
are
the
new
positions
related
to
the
judges.
B
But
again,
the
reason
they're
in
gray
is
because
they're
not
being
fun
they're,
not
a
a
supplemental
in
a
request
for
taxes,
they're
coming,
they
have
funding
that
is
coming
along
with
them
and
then
the
special
salary
adjustments.
These
are
bethany,
alluded
to
it
when
she
spoke.
These
are
those
market
adjustments
specifically
to
these
lower
wages,
and
I
think
this
is
part
of
her
analysis
of
looking
at
that
plus
the
cola.
How
would
that
impact
the
salaries.
A
I
B
B
F
B
B
B
A
B
I
F
B
B
P
F
B
I
E
I
A
K
Sure,
when
you
compare
a
lot
of
those
vacant
positions
with
the
new
asks,
you're
comparing
apples
to
oranges,
those
vacancies,
most
of
them
are
in
some
entry-level
areas.
The
three
areas
make
up
our
vacancies,
dispatch,
nursing
and
security
control,
so
those
are
basically
encompass
almost
all
of
those
vacancies.
I
think
there
are
and
learners.
Q
K
We
did
we
made
adjustments
of
our
own
to
bring
them
up
all
up
to
15
minimum
of
15
dollars
an
hour.
They
still
weren't
getting
filled,
but
I
think
if
we,
if
you
adjust
the
cola,
those
will
definitely
bring
us
up
to
market
for
those
types
of
positions.
So
we
would
expect
to
see
applications
come
in
on
the
ones
that
we
have
making
currently.
K
It's
hard
to
say
today
whether
or
not
that
would
happen.
I
do
know
that
it
would
bring
us
bringing
the
wage
up
for
the
entry
level
has
already
paid
off
for
us
a
little
bit
or
we
had
it.
We
had
one
vacancy
open
for
was
it
11
weeks
and
just
bringing
the
wage
up
to
15
an
hour.
We
finally
had
eight
applications
after
none
came
in
for
11
weeks,
so
that
kind
of
projection.
I
think
I
think
we
will
see
a
lot
more
applications
to
the
to
the
alert
positions,
especially.
K
K
You
know,
having
been
around
the
agency
for
a
very
long
time,
we've
looked
at
that
over
and
over
and
have
not
brought
a
lot
of
that
to
you.
I
know
we
have
a
little
bit
when
we
had
the
east
deputies
come
in,
but
my
again
my
theme
is
going
to
be
emergency
services
of
people
that
are
responding
to
911
calls
or
just
giving.
You
know
service
directly
to
the
public.
I
F
I
I
K
And
we
have
done
a
little
bit
of
adjustment.
Kelly
didn't
get
much
of
a
holiday.
I
don't
think,
but
I
think
we've
done
a
little
bit
more
adjustment
to
help
take
some
of
those
vacant
positions
and
for
lack
of
a
better
term
repurpose
them
to
some
of
these
asks
that
we
have
in
here
right
now,
as
as
early
as
this
morning,
we
dug
pretty
deep
to
make
that
happen,
so
so.
I
A
F
Q
K
So
the
central
control
supervisor
there
are
two
of
those
yep,
so
those
like,
I
just
said,
or
one
of
the
entry
level
positions
in
central
control
operators
or
one
of
the
entry
levels.
So
we
were
able
to
fund
the
increase
to
supervisor
into
those
positions
and
then
try
and
fill
the
rest
of
those
and
maybe
come
back
next
year
and
ask
for
operators
instead
of
the
supervisors.
K
K
So
we
were
able
to
find
another
alert
that
a
manager
was
willing
to
one
of
those
vacant
positions
that
the
manager
was
willing
to
hand
over
to
there.
So
you
take
that
one
off
and
then
the
misdemeanor
probation
alert
same
story.
We
were
able
to
find
a
manager
that
was
willing
to
give
up
one
of
their
vacancies
to
to
that
position.
F
R
K
K
Court
security,
those
four
sheriff
deputy
positions.
I
think
we
probably
need
to
readdress
that
and
figure
out
what
our
model
is
going
to
be
between
the
courts
and
all
the
rest
of
us
to
say.
Are
we
going
to
convert
all
of
our
deputy
all
of
our
marshals
over
to
deputies?
Are
we
going
to
have
a
mixed
model?
It
sounds
to
me
like.
K
Maybe
we
should
come
together
a
little
more
and
figure
out
what
we're
working
towards
for
the
future,
probably
fairly
immediately,
but
in
the
meantime
we
do
have
the
court
martials
that
we
can
still
work
with
and
just
change
the
mou.
If
that's
agreeable
to
everybody,
so
we
can
take
those
four
deputies
off
of
there
and
either
come
back
next
year
to
readdress
that
or
just
get
a
better
plan
of
what
the
model
is
going
to
look
like.
A
B
I
I
A
K
I
I
K
I'm
sorry
three
deputies,
first
for
south
county
and
one
for
cit,
right,
okay
and
so
three
deputies
for
south
county
is
to
account
for
more
for
increased
call
load
and
trying
to
keep
our
response
times
down
as
we
grow,
and
it
gets
much
more
congested.
Truth
be
told
the
cat
deputy
we.
We
have
a
second
cit
deputy
right
now,
but
we
have
stolen
that
pcn
from
patrol,
so
they
are
without
so
we're
hoping
to
fund
that
cat
deputy
to
at
least
give
it
back
to
patrol
for
their
manpower.
K
K
K
K
The
other
deputy
is
the
ctc
deputy,
so
the
increasing
the
manpower
there
so
the
ctc
those
commissioned
officers
can
function
as
they
are
supposed
to
right.
Now
we
can
man
it,
but
we
cannot
do
job
checks
or
home
checks,
because
you
take
that
deputy
out
of
the
ctc.
We
need
them
there
to
supervise
the
ctc,
and
if
we
have
one
sick
or
vacation,
then
we're
out
of
ctc
deputies
and
have
to
pull
someone
off
the
road
or
hopefully,
hopefully,
someone
will
come
in
on
overtime
to
work
it.
F
K
I
F
K
Q
K
I
K
So
they
used
to
have
the
their
team
that
respond
on
call
basically
but
they're
on
call
with
this
model.
It's
developed
so
that
health
and
welfare
doesn't
have
to
have
an
on-call
person
come
out
with
this
model.
The
deputy
and
the
social
worker
respond
immediately
to
calls,
and
so
it's
much
easier
to
handle
a
crisis
immediately.
Instead
of
having
a
few
deputies
standing
around
waiting
for
someone
to
show
up,
it
takes
time
for
them
to
show
up,
and
then
you
also
have
your
your
clinician
is
the
social
worker.
K
Your
clinician
is
part
of
the
agency,
so
they
are
doing
a
lot
of
behind
the
scenes,
appointments
and
follow-up
and
all
those
things
that
you
know
the
on-call
health
and
welfare
person
may
be
just
there
to
put
the
band-aid
and
they're
gone,
which
is
part
of
our
issue
with
law
enforcement.
We're
just
a
band-aid
for
people
in
crisis
having
our
own
clinician
with
the
deputy,
helps
at
least
make
that
band-aid
bigger
or
find
a
solution.
H
K
Or
if
a
dip
another
responding
deputy
arrives
on
scene,
they
can
immediately,
they
can
contact
their
on-duty
cit,
deputy
and
they'll
immediately
respond
and
take
over,
and
it
leaves
that
originally
responding
deputy
to
go,
handle
emergency
calls
for
service,
and
then
they
deal
with
the
person
in
crisis
and-
and
unlike
you
know,
the
old
model
of
a
deputy
shows
up
and
you
get
put
on
a
hold
and
we'll
see
you
in
48
hours.
It's
much
more
of
hey
here.
Here's
a
little
bit
of
an
underlining
under
underlying.
F
K
Because
they
have
more
training,
more
connections
and
they
will
be
able
to
follow
up
kind
of
like
a
detective.
Almost
with
that
person
in
crisis.
They
know
a
lot
of
the
a
lot
of
the
health
and
welfare
folks,
a
lot
of
people
in
the
medical
field
to
be
able
to
provide
help
for
people
in
a
way
that
a
typical
road
deputy
just
doesn't
have
time
or
ability
to
do.
K
B
I
K
I
K
Growth
and
there's
a
couple
of
different
factors
as
well
just
the
amount.
The
amount
of
work
that
is
put
into
a
call
nowadays
versus
10
years
ago
is
is
doubled.
You
know
with
it.
Good
community
expects
a
lot
more
from
us
and
they
should.
But
that
means
more
work
into
your
typical
call.
More
follow-up.
You
know
you
can't
you
can't
lose
anything
with
the
technology.
K
From
them
and
they
they
work
with
health
and
welfare
to
resolve
child
issues.
So
it's
not
technically.
She
doesn't
work
for
health
and
welfare.
It's
just
a
deputy
that
does
a
lot
of
referrals
from
health
and
welfare
deputies
follow-up
from
when
referrals
were
expecting
to
see
1300
of
them
this
year,
but
that
doesn't
include
anything
that
we
get
dispatched
to
because
a
neighbor
said.
I
need
a
deputy
to
go
check
this
out.
A
parent,
your
step,
parent
or
you
know,
says
I'm
I'm
in
wisconsin
and
you
go
check
this
out.
K
The
schools
call
us
constantly.
I
need
you
to
go
check
this
out.
It's
a
lot
of
work
and
it's
it's
way
too
much
work
for
one
person
and
we
sometimes
that
work
takes
those
sros
out
of
the
school
to
go.
Do
that
follow-up
and
we'd
really
like
them
to
stay
in
school?
So
that's
why
we
want
the
the
other
bodies
to
help
follow
up
on
all
those
things,
because
it's
300,
plus
yeah.
I
have
no
idea
how
much
more
that
is
generated
from
the
field.
K
Oh
yeah
program,
specialists
and
education
specialists
are
for
lack
of
a
better
term.
A
package
deal
type
thing.
Those
are
the
the
people
that
we
want
to
start
doing,
have
doing
classes
in
the
ctc
to
try
and
get
people
that
are
eligible
for
classes
that
we
give
in
the
jail.
We
want
to
give
start
doing
those
classes
outside
the
jail
in
the
ctc,
so
that
people
aren't
waiting
in
the
jail
to
take
the
classes
and
then
they
can
be
released
after
completion.
K
Probation
officer,
that's
to
me
that
one's
going
to
be
a
must
need,
because
we
have
a
new
judge
coming
on.
Every
probation
officer
is
assigned
to
a
judge,
that's
how
they
communicate
and
manage
their
cases,
and
so
they
have
they're
able
to
work
efficiently
with
each
judge
because
they
are
assigned
to
each
judge.
So
new
judge
equals
new
probation
officer.
F
K
Yeah,
so
our
pre-trial
are
because
the
amount
of
pre-trials
we
have
now
they're
kind
of
drowning
in
there
and
we
repurposed
alert
for
there.
That
was
one
of
one
of
these
that
I
gave
you,
but
we
still
need
the
the
supervisor
to
to
help
take
some
of
the
workload
off
the
manager.
That's
in
there
she's
doing
supervisor
and
some
line
work
too.
I
K
B
K
B
I
E
A
B
B
B
S
A
I
S
S
B
D
I
F
B
Measure
your
question
we're
on
the
prosecutor's
office,
as
you
recall,
related
to
the
prosecutor
and
prosecutor
bennett's
isn't
available
this
afternoon.
But
she
has
requested
that
not
to
basically
to
fund
these
but
not
to
fund
the
specific
positions
but
to
have
that
salary
savings
to
give
her
the
tools
to
make
adjustments
to
existing
wages.
B
We
would
take
this
money,
we
would
put
it
in
just
like
we
were
talking
with
other
the
lump
sum,
we'd
move
it
into,
and
so
she'd
still
through,
the
personal
analysis
tool
have
to
assign
that
money
right
and
work
with
bethany
as
she
alluded
to
so
right
for
accounting
in
the
budget.
We
basically
say
yes
to
all
these.
We
just
wouldn't
actually
create
the
new
positions
instead,
we'd
make
that
funding
available
to
her.
F
I
B
B
A
B
B
B
Yeah,
it's
how
basically
they're
housed
the
ipa
staff
are
housed
in
the
ada
county
prosecutor's
office,
but
the
dues
that
all
of
the
counties
contributed
to
ipa.
That's
what's
funding
this,
I
think,
is
a
dues
increase.
So
some
of
the
legislative
lobbying
work
is
just
housed
here
within
the
80
county
prosecutor's
office.
B
B
B
M
Certainly,
chairman
commissioners,
basically
for
juvenile
services,
practically
of
all
departments,
I
think
they've
been
the
most
conservative
over
the
years
and
really
paid
the
price
for
a
long
string
of
conservative
years
and
just
trying
to
pick
up
last
year.
The
adjustments
were
simply
to
move
them
to
the
bottom
ends
of
the
bands.
We
still
significantly
lag,
others
in
the
local
area.
M
M
B
B
B
R
R
P
P
B
Same
as
we
basically
talked
about
the
contract
nurses,
so
I
think
one
first
question
is
what
number
of
positions
do
you
want
to
approve?
We
can
answer
that
question
here
and
then
we
can
make
a
note
to
add
to
her
overtime
line
item,
whatever
additional
amount
you
set
that'll
take
we'll
have
to.
We
can't
just
do
that
here
on
the
screen,
but
right.
P
A
D
B
A
B
E
B
F
E
E
I
That's
the
position
that
we've
changed
job
descriptions
on
and
I
think
we're
looking
for
some
kind
of
financial
analyst
there
as
well,
and
I
think
that
increase
is
an
adjustment
because
we
knew
after
looking
at
what
the
costs
were.
We
wouldn't
be
able
to
get
anybody
in
there
for
the
costs
that
we
estimated
a
year
ago,
even
a
year
and
a
half
ago.
R
I
P
I
J
F
L
I
I
F
A
I
Yeah,
I
think,
yeah
I
think,
ask
her
how
many
autopsies
they
each
performed
last
year.
I
know
those
are
at
least
industry
standards
that
you
need
for
accreditation
and
we
can
kind
of
gauge
whether
they're
way
over
that
or
under
that,
in
addition
to
some
of
the
other
workload,
but
I
do
know
I
mean
we
were
talking
about
this.
I
A
Temporary
stop
gap
because
we're
way
behind
on
getting
the
information
to
the
state
for
the
issuance
of
death
certificates,
we
wanted
to
catch
up
on
it
yeah,
and
so
I
all
I
need
to
know
is:
has
the
workload
increased
that
much
that
we
would
get
behind
if
we
didn't
have
this
person?
I
I
don't
know
that.
I
I
F
B
We'll
circle
back
to
that
one.
Next
information
technology,
you
can
see
you
have
one
new
position,
that's
a
supplemental!
You
have
three
reclassifications
that
are
also
supplementals,
where
they're
asking
for
additional
funding,
and
then
you
see
a
was
five
changes
that
are
special
style
adjustments
and
a
promotion
that
are
funded
within
their
base
budget.
B
G
I
I
B
N
B
B
F
B
So
if
you
recall
this
was
middle
of
the
week
last
week
from
tony's
presentation,
he's
asking
for
a
number
of
new
positions
as
supplemental
requests,
but
also
tony
has
already
removed
two
of
those
attorney
positions
and
a
legal
assistant
right.
This
is
the
magic
eraser,
and
so
this
is
f
as
what
he
presented
after
his
presentation,
and
then
you
also
have
in
addition
to
that,
special
salary
adjustments
looks
like
largely
for
his,
inter
his
attorneys
that
are
currently
funded
by
them.
B
Yeah
there
will
be
a
district
judge
housed
right.
There's.
The
district
judge
will
come
full
time
here
to
ada
county
and
then
I
think
you
know
he
presented.
There's
always
that
lingering
question
on
just.
I
think
this
is
where
he
cut
those,
but
those
magistrate
positions.
What
their
case
load
will
be
right
as
public
defender
the
big
difference
between
whether
it's
a
civil
or
criminal
case
load,
but
also
you
mentioned
that
child
protection
right,
the
public
defender,
is
still
involved
in
those
cases.
N
Mr
chairman
commissioners,
thank
you
some
clarification.
I'm
I'm
not
requesting
a
social
worker.
Remember
if
you
grant
my
investigator
position
I'll
fund
the
social
worker
through
the
indigent
defense
grant
at
no
cost
to
the
county.
So
I'm
asking
for
four
attorneys
one
legal
assistant
to
service
those
attorneys
and
and
an
investigator
investigator.
A
N
Okay,
in
terms
of
your
question
regarding
the
judges,
there
are
three
new
judges
coming
one
district
court
judge
two
magistrate:
judges,
one
magistrate
judge
will
be
entirely
civil
I
have
heard,
and
if
I've
had
in
a
follow-up
conversation
with
judge
hitler
and
sandra
that
right
now,
it
looks
like
they're
not
intending
to
use
that
civil
magistrate
as
a
as
a
part-time
child
protection
judge.
So
I
I
wasn't
going
to
worry
about
that.
Anyway,
my
team
was
going
to
absorb
that
if
it
happened.
H
N
I
B
J
I
A
F
M
M
So
it's
a
significant
amount
of
administrative
work
behind
the
scenes,
as
well
as
risk
expertise,
that's
needed
for
that,
and
it
would
be
larger
than
could
be
covered
by
just
the
risk
and
safety
coordinator
and
a
risk
analyst.
We
do
need
the
three
positions
to
sufficiently
have
a
relief
factor
there.
Okay,.
M
Truman,
commissioners,
this
was
a
recruiter
position
that
I
was
interested
in
in
order
to
be
more
strategic
and
able
to
better
support
all
county
offices
and
departments
in
our
recruitment
efforts
across
the
county.
Right
now,
we're
funded
with
coordinator
positions,
which
are
more
entry
level.
They
don't
have
the
same
level
of
expertise
that
a
generalist
level
recruiter
level
would
have
to
bring
to
the
table.
I
I
C
The
buyer
position
is
separate
from
the
the
vehicle
manager
that
that
position
is
actually
a
procurement
position.
That's
going
to
be
helping
out
our
procurement
officers,
it's
also
needed
for
our
succession
planning.
So
right
now
we
don't
have
an
entry
level
into
procurement.
It
goes
right
into
the
procurement
officer
position,
which
is
really
difficult
to
be
able
to
find
folks
in
the
procurement
field
that
are
ready
to
step
into
a
county
procurement
position
like
we
have
so
as
part
of
our
succession
planning.
The
buyer
would
be
that
entry
level
position.
I
I'm
good
with
it,
I
think
bob's
really
asking
for
one
position
and
it's
really
up
to
the
board
to
figure
out.
I
think
he's
been
gracious
enough
to
say:
fleet
management
could
be
housed
in
his
department,
but
I
think
that
that's
really
a
county-wide
decision
that
that
we
need
to
make.
So
I'm
just
looking
at
this
as
bob
asking
for
one
new
position
and
I
think,
with
the
numbers
and
the
volume
sure
volume
that
we're
seeing
warrants
it.
N
F
H
I
E
This
would
free
those
supervisors
up
to
develop
their
time,
spend
their
time
more
doing.
The
field
supervisor
work
the
appraisal
analysts.
They
will
be
doing
internal
racial
studies.
Those
are
critical
to
our
performance
when
we're
getting
ready
to
put
adjustments
for
the
the
appraisals
for
the
current
year.
We
look
at
the
ratio
studies
to
see
if
we're
going
to
be
in
compliance
or
out
of
compliance.
So
those
racial
studies
are
really
really
critical.
E
E
E
That
is
when
you
have
two
appraisal
areas
that
are
contiguous.
Sometimes
you'll
see
some
discontinuities
there.
Someone
may
have
done
a
you
know,
we'll
say
a
20
increase
right
across
the
street
you're
looking
at
a
30
or
35
percent
increase.
This
is
to
make
sure
that
those
increase
or
those
the
difference
between
those
two
appraisal
areas
are
much
more
consistent,
and
so
that
is
the
the
appraisal.
Analyst
physician.
I
I
E
F
B
B
It
would
be
a
good
break.
I
think
we
can
do
it.
I
believe
in
you,
so
the
next
ones
in
terms
of
supplementals,
it
looks
like
these
are
the
remaining
supplemental
requests,
also
the
assessor's
office,
but
now
the
land
records
division.
So
you
have
the
two
gis
positions:
you
have
a
gia
new
position
related
to
gis,
developer
and
then
a
promotion
that
is
a
supplemental
and
then
you
can
also
see
there's
two
promotions
and
two
special
adjustments
that
are
within
their
base.
E
E
They'll
enter
the
information
out
in
the
field,
and
then
they
download
that
or
upload
that
to
our
our
system,
this
is
mobile.
Implementation
has
just
been
an
amazing
increase
or
decrease
in
in
time
or
increase
in
savings
of
time.
Commissioner,
david
senate
asked:
how
were
we
able
to
take
on
so
many
additional
parcels
with
not
a
commensurate
increase
in
the
appraisal
staff?
E
It
has
really
to
do
with
that
mobile
implementation,
where
the
appraisers
are
going
out
and
doing
the
work
you
just
do
it
one
time
you
don't
do
it
two
or
three
times
we
need
someone
to
manage
that
software.
For
us,
there
are
lots
of
changes,
lots
of
updates
that
need
to
be
made,
and
that's
what
this
gis
developer
would
be
doing,
merely
be
maintaining
our
our
mobile
software.
I
B
H
B
I
B
B
B
I
B
B
H
A
F
B
B
B
D
F
M
Chairman
commissioners,
what
I
can
say
is,
as
far
as
the
salary
rates
that
were
proposed
by
them,
it
matched
what
we
gave
them
as
market
advice.
I
think
some
of
those
positions
look
like
they're
part-time,
so
the
number
of
hours
could
be
calculating
things
different.
I
know
we
didn't
have
any
singular
position
that
its
rate
of
pay
went
up
by
58
by
any
means
whatsoever.
O
B
B
B
I
R
N
B
L
The
daily
cover
crews
are
our
threadbare
and
some
of
our
construction
crews
are,
and
in
order
for
us
to
maintain
and
keep
in
compliance
and
the
good
graces
and
stop
our
folks
from
we.
As
you
know,
we
had
a
rollover
accident
not
too
long
ago
a
few
weeks
ago,
and
we
want
to
prevent
that
from
happening
in
the
future
and
stay
in
good
graces
of
the
epa
and
ideq,
and
this
these
are
amendments
that
are
in
addition
to
what's
up
on
the
board
right
now,.
B
I
B
I
Okay
and
then
I
think
we
have
bethany
kind
of
going
through
all
of
these,
based
on
what
we're
talking
about
the
five
percent
and
the
one
hour
or
one
dollar,
an
hour
increase
just
to
go
through
all
of
these
salary
distances.
Just
to
make
sure
that
there's
no
red
flags
on
any
of
these
that
you're
getting
too
high
of
a
one-year
increase
for
any
one
person.
B
Okay,
with
all
that,
we've
actually
gone
through
everything
all
right,
there's
things
we
have
to
circle
back
to
right,
obviously,
landfill
in
particular,
but
there's
other
things
as
well.
I
we
will
reach
out
to
the
corner
to
get
some
information
on
the
pathologists.
Are
there
any?
Is
there
any
additional
information
you
want
tomorrow?
I
mean
we'll
kind
of
circle
back
through,
but
I
think
this
is
thank
you
for
your
stamina.