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From YouTube: Board of Health Budget Study Session November 2, 2022
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A
B
Thank
you,
yes
welcome
everyone,
and
thank
you
to
our
Board
of
Health
for
being
with
us
tonight
and
to
everyone
as
we
you
know,
Mark
a
really
important
part
of
our
process.
Our
annual
process
is
we'll.
Do
the
23
draft
budget
this
evening
I'd
like
to
suggest
that
before
we
get
started
that
we
just
have
some
quick
introductions?
Is
there
a
few
folks
in
the
room
that
don't
know
everyone,
I'm
Lexi,
Nolan
interim
director
of
bcph,
my
pronouns?
Are
she
her
hers
bathroom.
E
B
E
N
B
Thank
you
so,
as
a
matter
of
introduction
to
our
conversation
this
evening,
I'd
just
like
to
say
that
this
year's
budget
has
been
a
special
challenge,
including
the
significant
turnover
of
our
budget
staff
in
pcph.
I.
Think
you
all
know.
Catherine
Palmer
has
had
the
longest
tenure
in
the
team
because
she
joined
in
late
January
and
was
joined
by
Desiree
and
Jerry
later
in
the
summer.
B
The
loss
of
that
institutional
knowledge
due
to
the
turnover,
including
the
need
to
resolve
conflicting
and
missing
information
in
our
budget,
learn
spreadsheet,
architectures,
hunt
down
and
correct,
broken
links
and
improve.
The
budget
system
generally
has
created
a
pretty
challenging
workload,
and
we
really
appreciate
you
all
allowing
us
to
move
the
budget
study
sessions
up
later
in
the
year
this
evening.
We'll
present
information
that
represents
our
most
accurate
assessment
of
the
budget
at
this
time.
Recognizing
budgets
are
a
continual
moving
process
as
new
revenues
and
Urgent
needs,
and
hopefully
minor
Corrections
are
identified.
O
O
Think
Lexi
and
Bob
did
a
great
job.
Last
Board
of
Health
really
talking
about
all
the
escalating
crises
that
we've
been
through,
and
so
I
am
just
super
grateful
the
whole
team.
All
of
us
are
super
grateful
for
this.
This
coming
and
giving
us
a
new
Baseline
and
really
identifying
where
we're
at
financially.
O
So
that
way
we
can
figure
out
our
future
and
so
I
I
just
want
to
give
a
shout
out
and
say.
Thank
you
because
I
know
it
was
a
lot
of
work
and
there
were
a
lot
of
moving
pieces
with
the
economy,
Commissioners
changing
salaries
and
giving
bonuses,
and
you
know
all
those
things
that
make
it
really
difficult
to
challenge
to
change
all
of
the
different
budgets.
So
just.
N
I'd
love
to
Echo
that
the
skill,
the
tools,
the
everything
that
they've
created
has
just
been
so
empowering
I
think
to
everybody
to
understand
where
their
their
budget
sit
as
coordinators,
the
decisions
and
the
trade-offs
that
they
might
need
to
make
and
I
just
want
to
thank
the
finance
team
for
their
commitment
to
accuracy
and
listening
and
going
back
and
forth,
and
the
iterative
process,
and
just
really
really
appreciate
this
opportunity
to
have
a
a
view
of
the
draft
and
how
it
all
pulls
up
together.
So
thank
you
very,
very
much
really
appreciate
y'all.
C
C
Okay,
so
really
quickly,
just
taking
a
look
at
the
Timeline
which
I
it's
a
moving
Target
that
I
even
think
as
we
go
through
this
process.
I
know
before
it
was
further
in
the
summer
and
again
appreciating
the
willingness
of
you
all
to
allow
us
more
time
to
do
more
study
and
clean
up
to
get
to
where
we
are
now.
So
we
are
where
the
black
diamond
is
acknowledging.
C
That
is
our
budget
work
session
with
the
Board
of
Health.
In
this
same
month.
We
will
also
present
the
resolution
letter
to
you
to
acknowledge
our
recommended
budget
this
month.
When
that
is
done,
we
will
also
work
in
opengov
to
finalize
our
budget
request
to
the
county,
and
then
the
county
budget
will
be
adopted
so
just
acknowledging
how
the
rest
of
this
year
will
wrap
up
any
questions
about
the
timeline.
C
L
I
don't
want
to
overlap
with
Aaron
and
just
talk
about
maybe
the
accounting
side
of
the
house
for
a
little
bit
just
some
upcoming
things
that
we'd,
like
you
to
know,
I
appreciate,
I
I,
hear
you
on
all
the
turnover
that
you've
had
over
there
in
public
health.
So
we
feel
for
you
and
you
know,
we've
been
you
know
here
to
help,
and
you
know-
and
you
have
reached
out
to
us-
and
we
appreciate
that
so
we're
here-
to
help
you
out
just
wanted
to.
L
Let
you
know
that
we're
going
to
have
our
first
ever
accounting,
Summit,
we've
never
done
this
in
our
office.
So
doesn't
that
sound
fun
in
the
new
year?
You
know,
after
you
know,
close
the
budget,
and
so
it's
it
Spears
a
year,
and
but
that's
the
reason
for
having
it
there.
You
know
we
want.
We
want
to
invite.
You
know
your
accounting
staff
to
come
on
over
we're
going
to
try
to
do
it
in
person,
probably
up
in
the
hearing
room
and
the
agenda,
for
that
is
number
one.
L
You
know:
fraud,
fraud,
awareness,
I'm
sure
you
probably
all
saw
it
in
the
paper.
The
238
thousand
dollar
fraudulent
check.
That
was
cashed
and
is,
you
know,
still
be
investigated.
So
we
want
to
do
you
know
some
more
deep
Dives
on
how
we
can
all
best
protect
our
funds
and
our
County.
You
know
we
all
just
got
cyber
security
classes
that
we
all
took
online.
L
You
know
through
it,
but
we'd
like
to
do
some
Round
Table
exercises
have
a
little
fun
with
it
and
just
make
everybody
aware-
and
that's
that's
not
just
for
counting
folks,
but
it
could
be
for
anybody
that
you
know
works
with
contractors
and
suppliers,
and
you
know
they
deal
deals
with
this
through
an
angle.
If
they
don't
really
see
that
they
are.
You
know
changing
addresses,
changing
names,
things
of
that
sort.
So
that's
going
to
be
one
of
the
agenda
items
and
then
back
to
basics.
I've
talked
to
the
Commissioners
about
this.
L
You
know:
we've
we've
had
the
same
pains
that
you've
had
with
Oracle
on
the
accounting
side.
You
know
we
went
live
in
2019,
we've
been
behind
on
on
our
side
as
well.
You
know
Public
Health,
but
we
have
too,
and
it's
been
difficult
with
Oracle
to
get
our
reporting
in
on
a
timely
basis,
and
we've
been
out
of
out
of
sync
with
the
state
we've
been
actually
out
of
compliance
throughout
the
state.
L
Since
our
2020
audit
they've
been
gracious,
but
they
do
hold
back
funds
when
we're
late,
they're
holding
back
buns
again,
because
because
we
are
late
but
we're
we're
getting
back
on
the
time
track.
Now
that
we're
closing
out
this
year
this
2021
year,
and
we
should
be
back
on
track
for
our
normal
normal
audit
Cycles,
where
we
close
our
books
on
July
31st,
which
is
the
state
deadline,
the
extended
deadline
is
this
is
September
30th,
that's
still
acceptable.
L
We
really
want
to
stop
pushing
again
for
July
31st,
so
that
your
staff,
my
staff,
everybody's
staff,
can
actually
have
summer
vacations
and
have
those
down
times
where
we're
doing
analytic
work
and
things
that
never
get
taken
off
our
desk.
So
I
wanted
to
throw
that
out
there
because
I
know
you
all
have
new
staff
as
well,
but
we'll
talk
about
you
know
more
of
those
deadlines.
The
Commissioners
will
also
be
involved
to
just
reiterate
that
we
need
to
be
getting
back
to
adhering
to
the
the
state
deadlines
and
also
our
SEC
deadlines
and
everything.
L
That's
happened
over
the
last
couple
years
and
we
could
stop
having
disasters.
That
would
be
helpful
too
right
I
mean
that's
the
other
thing
we
were
starting
to
get
online
and
Desiree
was
you
know,
working
with
us
at
the
time
you
know.
Obviously
she
knows
about
the
Marshall
fire
and
all
the
you
know
the
the
cards
that
she
was
issuing.
We
had
to
pull
off
the
audit
for
a
couple
months.
There
too,
so
just
wanted
to.
L
You
know
bring
that
to
everybody's
attention
and
just
want
to
make
make
that
known
that
the
invite
will
be
coming
out.
Send
anybody
that
you
like
we'll,
probably
have
a
couple
different
sessions,
and
we
just
want
to
you
know
help
wherever
we
can
and
have
that
collaboration.
So
I'm
going
to
stop
speaking
because
I
think
that's
plenty
of
me
talking
at
you
and
turn
it
over
to
Aaron
to
talk
about
the
actual
rest
of
the
budget
season
and
the
economy.
M
Yeah
the
season,
it's
a
it's
definitely
a
season,
and
thank
you
all.
Thank
you.
Catherine
Desiree,
for
you
know
continuing
to
work
through
with
us
on
the
budget
process.
Of
course,
we're
implementing
a
new
budget
system
as
Catherine
mentioned
open
cup,
is
our
new
greatest
budget
system,
we're
finalizing
that
implementation.
But
as
far
as
the
2023
budget
process,
we
are
almost
at
the
home
stretch
next
week,
we'll
be
doing
the
work
session.
I
understand
that
you
withdrew
your
2023
request.
M
M
M
Although
the
this
time
the
state
is
actually
giving
us
some
money
back,
it's
still
about
16
million
dollars,
so
we're
basically
flat
over
2022
projected
Revenue,
which
is
in
a
reassessment
year.
That
being
said,
a
lot
of
our
requests
have
really
stuck
to
the
budget
instructions.
So
there's
a
lot
of
things
in
the
recommended
budget
and
the
Commissioners
were
really
intentional
about
making
sure
that
compensation
is.
First,
compensation
has
always
historically
been
last
the
last
thing
that
was
actually
approved
as
part
of
the
budget
process.
M
So
since
that's
first,
it
gave
us
the
ability
to
understand
what
was
still
available
and
then
shortened.
The
blcc
decision,
Point
list
I,
think
it's
right
around
32
million
dollars
worth
of
requests
still
pending
that
the
board
will
give
us
Direction
on
next
Thursday.
Yes,
next
Thursday,
and
after
that,
that's
that's.
The
finalization
of
our
budget
process
as
Catherine
and
Desiree
was
mentioning
we'll
actually
pick
up
with
you
all
to
start
implementing
your
budget
into
the
open
gov
system.
M
So
then
that
way,
your
budget
and
our
budget
will
be
adopted
at
the
same
time
and
via
the
system
so
January
1st,
it
will
be
a
your
budget
will
be
in
the
system
and
then
we
can
start
creating
your
reports.
So
that
way,
you
can
start
getting
your
dashboards
and
the
department
division
level
sort
of
data
that
you've
been
looking
for,
that
we've
hadn't
we
haven't
had
because
our
budget
system
will
just
was
so
great.
So
that's
that's
where
we
are
in
the
process.
M
What
I've
been
telling
a
lot
of
departments
and
offices
2024
if
you
can
hold
out
until
2024
that's
the
year
to
make
requests?
That's
the
Year
to
you,
know,
put
stuff
in
front
of
the
Commissioners.
Have
the
the
preliminary
means?
The
budget
instructions
will
of
course
again
come
out
around
May
it'll
go
out
to
eodh,
but
that's
the
year
to
start
to
understand.
What
do
you
need
and
we
should
see
growth,
because
it's
a
reassessment
period
and
that
reassessment
period
I
think
we're
projected
to
get
an
additional
if
the
Senate
doesn't
change
again.
M
M
So
in
the
2024
planning
period
That's
the
year
to
make
some
additional
requests
and
then
we
can
at
that
time
the
team
can
work
with
you,
because
you
know
unfortunately
I'm
stepping
out
the
team
can
work
with
you
in
order
to
put
those
requests
in
the
system.
Get
the
information
back
that
you
all
need
to
see
what
funding
sources
do
you
are
available
to
you
all.
So
then
that
way
you
can
make
requests.
M
So
that's
where
we
currently
are
with
the
process
again.
December
6
is
our
hard
stop
to
adopt
the
budget
with
the
board
statutory,
that's
December,
15th,
but
hopefully,
after
next
Wednesday's
work
session
at
least
County
side.
We
hope
to
be
done
with
our
budget
and
then
we
can
focus
on
public
Health's
budget
to
then
build
it
up
to
your
projections
and
then
also
create
some
dashboard
and
Reporting.
C
Great,
thank
you
Aaron
and
Ramona
and
I
just
want
to
take
a
second
to
say.
Thank
you
Aaron
for
all
the
work
that
you've
done
with
us,
especially
providing
some
historical
knowledge
around
the
work
that
we've
been
doing
and
you've
been
such
an
asset
to
us.
So
thank
you
and
you
will
be
missed
so,
but
we're
excited
for
you
and
your
new
adventures.
So
thank.
M
G
I
I
do
have
a
question
about
the
fraud,
discussion
and
I
did
get
a
call
from
an
auditor
as
a
board.
Member
about
this,
so
I
I
want
to
make
sure
I'm
clear
and
it
doesn't
have
to
be
in
this
meeting
but
I'd
like
to
make
sure
I
understand
what
the
policies
and
procedures
are
around
our
budgeting
process
to
prevent
fraud,
and
you
know
what
we're
doing
retrospectively
current
and
prospectively,
and
what
the
role
of
the
board
is
in
helping
to
support
mitigating
fraud.
D
Wendy
can
I
address
what
we're,
how
we're
handling
immediate
yeah.
That
would
be
great,
so
the
the
county
came
up
with
instruction
how
they
were
going
to
follow
up
on
vendor
changes
and
right
now
the
Boulder
County
Public
Health
is
mirroring
that
same
protocol.
So
we
can
forward
that
on
to
all
of
you.
If
you'd
like.
L
Yeah
I
was
just
gonna,
I
was
just
going
to
add
in
that.
As
Desiree
said,
you
know
it's
it's
it's
not
really.
You
know
around
the
budget
you
mentioned,
you
know
fraud
around
the
budget.
It
is
very
rarely
any
fraud
around
actually
the
budget
process,
because
obviously
you're
not
spending
any
money.
At
that
point.
Most
of
you
know
most
of
fraud
that
you're
gonna
see
it's
all
cyber
security
where
things
are
going
to
be
really
really
careful.
Things
are
coming
through
email
that
look
so
so
real
I
mean
it
looks
for
what
happened
here.
L
You
know
it's
unfortunate.
It's
a
lot
of.
We
got
to
keep
communicating
each
other
and
our
new
procedures.
Our
procedures
were
in
place
at
any
time.
Any
vendor
sends
an
email
saying
change
our
name.
We
changed
art
to
an
LLC
or
whatever
it
is
change.
Our
address.
Our
procedures
always
have
been
for
the
last
several
years.
You've
got
to
pick
up
the
phone,
no
taking
an
email
change,
that's
the
biggest
thing.
I
can
say
you
always
pick
up
the
phone
and
call
the
number
you
already
had
call
a
number
you
can
find
online
call.
L
Let
you
know,
call
the
front
desk
of
ABC
company
and
say:
hey:
have
you
moved
or
what's
your
roommate
to
address
and
and
verify
it
that
way?
And
unfortunately,
what
happened
here
is
a
communication
failure
where
three
different
people
in
a
department
in
a
department
had
a
vendor
to
say
that
they
want
to
change
their
their
name
their
address
each
one
of
those
folks
thought
somebody
else
called
so
it
wasn't
anybody
avoided.
L
They
thought
somebody
else
called
so
having
some
procedures
in
your
in
your
own
office
of
who
is
that
designated
person
you
know
not
depending
on
other
people,
so
what
we
have
now
the
new
procedures
that
I
sent
down
to
everybody
that
Desiree
is
referring
to
is
any
time
that
there
is
a
vendor
name
change
vendor
address
change.
Someone
now
needs
to
on
our
form,
certify
that
they
have
called
so
basically,
I
mean
it's
it's
on
the
honor
System
still
right,
but
why
would
you
check
the
box
if
you
didn't?
Do
it
check
the
box?
L
I
certify
I
called
here's.
The
name
of
the
person
I
talked
to
here's,
the
here's
here's
their
number.
We
just
wanted
to
bring
it
to
light
that
it's
been
procedure,
but
it's
it's
we're
all
busy
right
and,
and
it
falls
through
the
crack.
So
the
biggest
thing
for
fraud
really
right
now
is
everything
related
to
cyber
security.
L
So
if
you
could
mention
to
your
staff
at
Ben
from
RIT
Department
we'll
be
sending
out
more
mandatory
cyber
security
trainings,
you
know,
please
impress
upon
your
staff
to
be
taking
those
I
believe
they
are
mandatory
and
I.
Think
if
you
don't
take
them,
you
lose
your
access
at
some
point,
you
actually
lose
your
your
access
to
County
internet,
if
you
don't
take
them
so,
but
if
anybody
on
the
board
or
anybody
on
staff
there
ever
wants
to
talk
to
me
directly
about
any
concerns
you
have
I'm
always
always
open.
G
L
A
M
M
We
were
so
thoroughly
happy
that
we're
actually
signing
them
on
to
do
our
budget
book
so
they're
going
to
do
our
whole
bunch
of
book
creation
and
they're
actually
doing
it
now
and
we're
going
to
be
done
by
december-ish,
whereas
normally
it
would
take
us
until
June,
June
or
July
to
complete
our
budget
book.
So
we
signed
on
for
additional
services
for
them
just
because
how
well
it
is
all.
I
M
I
M
Yeah,
it
is
impacted,
Revenue,
there's
about
a
thousand
homes
or
businesses
that
we
cannot
collect
on.
So
that's
all
we're
already
factored
into
our
flat
projection
because
we
collect
99.
We
do
have
one
percent
uncollectible.
That's
where
that
you
know
Marshall
fire
starts
to
sit
the
one
percent
uncollectible
and
we
just
monitor
in
the
course
of
the
year
how
much
revenue
did
we
receive,
but
right
now
we're
projecting
just
flat.
M
E
C
Okay,
so
now
that
we've
received
information
shift
into
some
of
the
work
that
we've
done
in
bcph,
specifically
so
Jordan.
If
you
don't,
we
might,
depending
on
how
yeah
we
might
zoom
in
just
a
little
bit
just
because
it
can
be
hard
to
read
healthy.
Okay,
sorry,
we
all
have
the
documents
in
front
of
us
so
I'm
just
saying
that
for
me,
because
I
can
say
it's
real
high
yeah
and
during
your
review.
C
C
As
you
look
through
some
of
the
considerations
that
we
had
on
the
list
on
how
we
were
going
to
do
this
is
that
we
did
have
to
end
up
swapping
phase
two
and
three
and
that's
where
we
were
going
to
have
the
conversation
with
you
all
first,
so
we
initially
started
with
providing
the
budgets
out
to
the
teams.
We
heard
loud
and
clear
that
the
teams
had
not
been
able
to
really
see
or
function
with
their
budgets
and
make
decisions
around
those
and
acknowledge
their
needs.
C
So
we
created
initial
documentation
for
them
to
do
that,
and
then
we
were
going
to
bring
it
to
you
and
say:
okay,
here's
where
we
are
now.
Let's
talk
about
the
budget
session
and
then
take
all
of
the
information
that
we
gathered,
bring
it
back
together
and
then
do
a
more
in-depth
review
to
get
you
to
the
budget
approval
process.
C
So
again,
thank
you
we'll
say
thank
you
a
hundred
times,
but
it
really
has
allowed
us
to
test
this
process,
make
sure
that
it's
working
and
build
these
relationships
and
also
give
you
a
clearer
budget.
So
these
are
again
just
a
few
of
the
considerations
that
we
had
so
now,
we'll
move
over
to
the
actual
work
that
we
put
in
to
the
budget.
C
Okay.
So
in
this
we
find
we
focused
on
four
key
areas.
The
key
areas
were
funding
systematic
personnel
and
compilation
within
the
funding
aspect.
What
we
were
really
focusing
on
there
with
the
consideration
is
gathering
and
wrapping
our
heads
around
all
the
different
funding
paths
from
our
different
sources.
So
how
was
the
funding
coming?
In
were
we
ensuring
that
we
received
the
funding?
C
Systematic
acknowledging
overall
formulas
and
spreadsheet
cohesion,
so
that
was
probably
I
will
acknowledge
the
most
painful
part
of
all
of
this,
just
to
identify
where
things
were
tracking
to
and
following
the
breadcrumbs
multiple
times
over
to
make
sure
that
we
had
it.
Another
big
area
that
we
did
within
here
is
there
were
conversations
from
the
teams
about
wanting
to
have
more
autonomy
with
their
budgets
and
being
able
to
make
more
decisions
about
the
things
that
they
needed.
C
So
a
couple
of
things
that
we
shifted
here
were
moving
things
out
that
were
actually
creating
inefficiencies
in
our
systems.
So
an
example
of
that
is
in
2023.
We
will
shift
the
bonus
process
out
to
the
division
managers.
We'll
still
have
some
safeguards
in
place
in
case
there's
like
a
large
ask,
but
right
now,
what
occurs
is
that
all
the
bonuses
come
to
me
in
my
inbox
is
quite
a
scary
sight.
C
When
leadership
was
in
a
fast
reaction
mode
and
said
we
need,
we
don't
know
where
this
lives
we're
just
going
to
create
a
new
org
and
put
it
here
and
understanding
in
that
moment.
That
was
the
right
decision
at
that
time,
but
over
time
it
has
created
some
tensions
about
who
is
able
to
manage
and
actually
see
that
budget.
So
what
we
did
within
the
2023
is
actually
moving.
Many
of
those
funding
areas
back
out
to
the
teams,
where
there's
an
overarching
team
that
really
manages
those
sides
of
budgets.
C
We
have
two
that
are
going
to
remain
in
special
projects
and
those
are
still
related
to
arpa
funding.
So
we
have
our
our
County,
which
we
call
our
Boko
arpa
funding,
and
then
we
received
a
Workforce
Grant
from
the
state
and
again
we're
looking
at
the
12
.org
now
as
umbrella
grants.
So
a
grant
that
really
covers
the
entire
department,
not
just
one
division
or
program,
to
provide
greater
oversight.
C
Then
looking
at
Personnel,
what
we
did
in
this
is
we
did
a
ton
of
cleanup
on
internal
personal
tracking,
which
was
quite
the
work
acknowledging
all
of
the
different
changes
that
were
happening
and
had
happened
and
where
cleanup
had
not
occurred.
But
then
again,
as
we've
mentioned
within
this
conversation,
it
compounded
with
the
county
compensation
changes.
So
we
thought
we
would
have
it
cleaned
up
and
then
we'd
hear
one
more
thing
about
the
compensation,
changes
and
we'd
have
to
start
all
over
again.
C
G
C
Yeah
so
I'll
start
first
and
then,
let's
see,
if
you
want
to
jump
in
so
I,
think
we've
looked
at
it
from
two
different
Scopes,
so
one
scope
was
we
knew
we
were
in
a
place
where
we
really
needed
to
get
more
structure
underneath
our
budget
to
be
able
to
support
and
speak
to
it.
So
a
lot
of
the
work
that
you're
seeing
here
was
focused
on
that
element.
C
The
second
element
was
to
create
more
knowledge
with
our
teams
so
that
they
could
make
the
Strategic
decisions
about
where
they
were
going
and
what
was
happening
next
in
India.
Thank
you,
she's,
not
a
plant.
She
actually
brought
that
up.
It's
just
an
overall
need
that
we
have
and
then
that
ties
in
nicely
with
the
cha
and
the
Strategic
plan,
that's
coming
in,
as
we
can
have
those
conversations
saying.
We
now
know
what
our
budget
is.
G
B
So
what
we've
been
kind
of
trying
to
do
is
develop
some
parallel
streams
of
conversation
so
that,
as
this
architectural
budget
got
built,
that
Kelly
and
her
team
are
leading
the
strategic
planning
process
and
the
conversations
about
strategic
priorities
so
that
by
the
time
we
hit
in
January
and
we
start
making
some
decisions
about
strategic
priorities,
we're
also
looking,
at
our
exception,
requests
from
the
team
and
using
our
Reserve
funding
to
think
about
what
are
the
highest
priorities,
within
our
exception,
requests
that
includes
those
strategic
priority
allocations.
Okay,.
G
And
then
sorry,
this
I'm
sorry
I'll
one
last
question,
but
it
sounds
like
there's
a
big
chunk
of
the
budget
that
is
really
funding.
What
I'm
going
to
call
run
run
the
program,
meaning
there's
not
necessarily
a
Reconciliation
of
those
expenditures
to
say
you
know,
are
these
continuing
to
be
our
priorities
that
there's
just
like
a
baseline
assumption
about
what
what
the
department
needs
to
run
that
we
are
not
necessarily
reevaluating
through
the
strategic
planning
process.
F
F
We
can't,
at
this
point,
really
give
you
that
detail
planning
needed
that
would
build
a
budget,
another
related
budget
to
go
for
so
we're
looking
at
2023
as
setting
that
that
pace
and
that
detailed
treats
you
plan
for,
like
a
you
know,
four
or
five
year
right
now,
we'll
be
seeing
a
four
but
we're
looking
Lexi
and
I
are
trying
to
talk
to
the
state
about
pushing
it
out
to
a
five-year,
and
so
when
we
do
in-depth
planning,
they
will
include
a
budget
with
that.
What
do
we
need
to
do
that
work?
F
F
Are
there
spaces
where
we
have
zero
funding
right
like
this
was
part
of
the
issue
when
we
had
the
mental
health
work
that
we
had
with
our
current
plan,
that's
wrapping
up
right.
There
really
wasn't
sort
of
a
plan
put
in
place
that
had
a
budget
behind
it
and
looking
forward
at
sort
of
metrics
and
how
we
want
to
do
that.
So
yeah
I
think
Catherine
I
feel
this
is
Catherine
and
and
the
Desiree,
and
that
whole
team
is
setting
us
up
a
structure
that
will
allow
us
to
do
that.
F
C
Okay,
so
we
first
talked
about
what
we
did
so
now.
Let's
take
a
look
at
the
data,
so
first
thing
we'll
start
granular,
Grandview
early
and
then
we'll
and
then
we'll
get
better.
So
we
wanted
to
talk
briefly
on
the
2023
FTE
changes.
The
amount
that
you
see
on
the
top
left
is
when
we
met
back
in
May
the
figures
that
we
provided
to
you
then,
and
then
the
2023
initial
estimate.
C
This
amount
is,
as
of
last
week
when
I
pulled
these
figures
again,
just
to
make
sure
that
we
were
on
the
right
page.
What
you'll
notice
I'll
point
you
first
to
the
year
of
2020,
where
we
had
146.,
we
had
kind
of
a
a
really
static
number
with
the
site:
slight
tiny
increase
in
2020
in
the
2021.
We
see
that
response
to
covet
in
2022
we're
starting
to
come
down
and
then
in
2023
we're
starting
to
come
down
even
further.
C
C
The
other
thing
that
you'll
know
is
that
it
then
splits
into
areas
like
communicable
disease.
Their
number
goes
up
in
that
area
because
they
had
the
largest
amount
in
that
special
projects.
We
see
some
in
admin
and
finance
as
well.
I
also
just
want
to
note
that,
as
of
July
1st
2023,
that
number
is
going
to
go
down
even
further.
G
B
B
You
know
how
do
we
prepare
for
emergencies
in
the
future
and
there
is
a
very
important
conversation
happening
that
intersects
between
Emergency
Management
and
just
basic
Public
Health
infrastructure,
and
what
do
Public
Health
departments
need,
and
so
you
know,
while
we're
not
counting
on
it.
We
are
hopeful
that
the
number
of
conversations
happening
in
that
space
around
basic
Public
Health
infrastructure
is
going
to
help
reinforce
some
of
those
spaces,
and
it
will
be
an
ongoing
conversation
that
we're
having
a
great.
G
B
Yeah
and
I
think
also
remember
that
we're
also
planning
to
do
this
Workforce
RFP
that
is
really
about.
How
do
we
build
our
staff
structure
in
a
way
that
helps
us
to
be
better
prepared
for
those
kind
of
emergencies
has
cross-training
to
better
support.
Emergency
Management
has
backup
plans
for
how
we
bring
people
in
in
an
emergency,
but
also
really
recognizing
that
you
know
prior
to
covet,
we
had
two
epidemiologists
and
you
know
I
think
that
public
health
departments
have
to
think
about
what
is
what
is
the
necessary
number?
G
I
I'll
be
gains
organized
questions.
Yeah
can
I
jump
in
thanks,
but
so
the
estimate
for
ftes
that's
what
this
is
reflects
a
a
budget
of
what's
in
the
budget.
It
doesn't
necessarily
reflect
how
many
people
are
currently
in
that
position
in
those
positions
or
in
those
departments,
because
I
think
that's
another
thing
right
that
we've
talked
about
is
struggling
with
turnover
or
open
positions
that
need
to
be
filled.
So
this
is
what's
been
budgeted,
but
not
necessarily
how
many
folks
are
currently
working
in
these
departments.
C
Yes,
so
a
great
question
Morgan,
so
what
I
can
tell
you
is
that
it
is
the
strongest
representation
that
we've
ever
had
of
how
many
positions
that
we
have
and
to
get
to
the
point
that
you're
making
is
those
are
the
positions
that
we
have
for
each
of
those
programs,
but
it
also
will
include
some
vacancies
that
we
have
the
ones
that
we've
cleaned
out
are
positions
where
programs
identified.
We
do
not
have
funding
to
fill
that
position
going
forward,
so
we're
only
looking
at
positions
that
the
programs
have
acknowledged.
C
C
B
I
I
I,
said,
am
I
getting
that
and
the
slides
are
a
little
smaller
on
my
screen.
So
so,
how
does
that
and
I
know?
That
has
always
been
true
of
some
departments
right,
so
some
departments
just
end
up
operating
at
a
deficit.
But
what
is
is
is
there
is
that
something
that
is
addressed
through
budgeting
like
a
planning
for
the
next
year,
I
I
know
sometimes
that
just
happens
with
I'm,
just
wondering
what
happens?
What's
the
internal
conversation
around
so.
C
Yeah,
so
what
we're
doing
this
year
is
within
our
beautiful
Master
budget.
Spreadsheet
we've
created
another
tab
that
is
called
Grant
deficits
and
what
we've
acknowledged
with
each
of
the
internal
Grant
budgets
that
we
work
with
the
teams
where
we're
identifying
a
deficit
and
what
we're
trying
to
acknowledge
is
whether
or
not
that
deficit
comes
from
the
salary
increase
or
it
comes
from
their
actual
operating
needs.
And
right
now
I
would
say
the
majority
of
them
come
from
the
compensation
increase.
C
So
because
we
understand
that
now
we
do
know
there
are
some
programs
that
we
have
that
their
funding
over
the
years
has
stayed
static,
but
they're
operating
costs
have
increased,
and
so
those
will
be
conversations
that
we
will
have
on
how
we
can
support
those
programs
to
be
able
to
do
the
necessary
work
that
they
need
to
do
because
they
receive
a
lot
of
their
funding
from
an
outside
funding
source.
But
we
need
to
be
able
to
support
them
as
well.
B
B
Sometimes
one
of
the
things
that
we're
discovering
in
out
as
we
dig
in
is
kind
of
some
of
the
historical
relationship
and
practices
in
relation
to
the
county,
funding,
Public
Health
and
it's
a
little
concerning
and
we'll
have
more
conversations
in
the
future.
I
am
planning
to
have
conversations
with
the
county
over
the
next
months
about
some
of
the
patterns
that
we
see
about
historical
funding
and
public
health
and
how
it
is
creating
some
inequities
between
departments.
B
So
as
an
example,
our
operations
budget
has
not
been
increased
in
six
years
from
the
county,
and
last
year
when
30
ftes
were
allocated
to
departments,
none
of
those
went
to
Public
Health.
We
were
asked
this
year
not
to
submit
any
requests
to
the
county,
even
though
they
are
con.
Considering
what
was
it
Aaron
said:
32
million
dollars
in
requests
from
other
departments,
so
those
kinds
of
problems.
This
is
exactly
the
kind
of
space
where
we
really
see
an
opportunity.
B
We
want
to
get
our
facts
straight
first,
we
don't
want
to
jump
too
quickly.
We
want
to
make
sure
we
understand
what's
really
happening,
but
then
we
also
may
want
to
work
with
the
Board
of
Health
to
make
sure
that
the
expectations
are
a
little
bit
clearer
going
forward
and
when
Aaron
says
24
is
the
year
to
ask
for
stuff.
We
want
to
have
our
ducks
in
a
row.
B
I
Oh,
no
just
like
that,
gets
to
that.
You
know
the
I
know
the
Ford.
We
talked
about
this
at
The
Retreat.
Just
you
know,
building
maybe
some
better
relationships
with
the
commissioner
strength
thing:
the
connections
for
the
Commissioners
to
the
work
of
bcph
and
just
being
sort
of
thoughtful
and
strategic
about
how
we
do
that.
So
I
think
you
know
we
all
the
board
is
all
really
ready
to
support
bcph
in
in
doing
that,
and
we
want
to
follow
your
recommendations
and
lead
on
how
you
suggest
we.
P
A
P
Last
I
heard
was
they
will
take
a
look
in
December,
okay
to
see
how
much
money
is
left
to
see
if
there
are
counties
that
can
spend
down
okay
but
they're
under
the
same
kind
of
federal
requirements
to
spend
down
yep,
but
that's
the
last
I
heard
from
Nicole
I,
don't
see
anything
about
extending
or
anything
like
that.
Okay,
thank.
A
B
Interesting
when
we
have
these
conversations,
we
get
different
responses
depending
on
who
we're
talking
to
we
hear
well,
Public
Health
practice
was
not
to
ask
for
money
from
the
county,
which
I
think
is
part
of
it.
We
hear
that
because
Public
Health
doesn't
give
back
our
extra
money
at
the
end
of
the
year.
That
economy
doesn't
feel
like
they
need
to
fund
Us
in
the
same
way,
because
there's
they
don't
have
the
same
level
of
transparency
and
ownership
of
the
funds
that
they
do
with
other
departments
and
so
I
don't
really
see
this.
B
As
you
know,
the
county
hasn't
done
us
right.
I
see
this
as
we
need
to
understand
and
clarify
what
the
expectations
of
our
relationship
are
going
forward,
so
that
we
can
plan
properly
and
be
transparent,
inclusive
and
really
I
mean
we're
really
working
hard
to
work
with
other
County
departments
more,
and
we
want
the
county
to
see
that
as
part
of
our
effort
and
not
see
us
quite
so
siled
off
in
the
corner,
as
this
kind
of
stepchild.
E
I
Has
a
question?
Sorry,
yeah
last
thing:
sorry
I
know
this
is
taking
longer
than
one
other
thing
that
I
just
think
about
in
because
this
came
up
during
martial
response,
not
just
for
I.
Actually
I
have
no
idea
what
was
happening
with
bcph
internally
in
those
conversations
on
Marshall,
but
thinking
about
just
the
capacity
of
the
county
to
have
to
respond
to.
You
know
a
whole
bunch
of
funds
coming
in
from
the
feds
and
and
just
all
the
demands
for
services.
I
Increasing
and
I
know
that
also
affected
bcph
and
and
I
know
that
that
was
leading
to
some
conversations
about
more
Partnerships
being
built
between
counties
in
Colorado,
because
we're
all
dealing
with
wildfires
these
days
or
you
know
the
pandemic's
a
little
different,
because
that
was
a
global
crisis,
but
just
just
planning
that
seat
or
wondering.
If
that's
those
conversations
are
happening
between
sort
of
Metro,
Public
Health
agencies
to
think
about
how
we
might
share
resources-
or
you
know,
during
times
of
need
like
responding
to
something
like
a
wildfire.
I
I
B
Is
Morgan
it's
but
I
will
say
it.
The
conversations
are
very
early.
I.
Don't
think
that
I'm
not
seeing
a
lot
of
leadership.
Yet
in
terms
of
how
do
we
begin
to
build
those
Regional
responses
but
I'm
starting
to
see
some
kind
of
you
know,
Circle
backs
to
that
conversation
repeatedly.
So
I
do
think
it's
gaining
momentum,
and
sometimes
it
just
takes
a
bit
I.
Think
Emergency.
Management
is
a
perfect
example.
Where
we
have
experienced,
you
know
a
20.
C
Okay,
we'll
shift
now
over
to
the
revenue
and
expense
comparison
spreadsheet,
which
is
the
one
that
you
are
more
familiar
with
and
we
have
seen
in
the
past.
So
again.
This
just
takes
the
figures
that
we
saw
on
the
previous
page
in
relation
to
the
division
and
section
breakout
and
moves
them
more
into
the
revenue
and
expenses
pools
and
then
identifies
rather
than
showing
you
the
recommended
and
approved.
C
C
C
C
Okay,
so
a
whole
funding
when
we're
saying
that
what
we're
acknowledging
is
that
we
have
funding
that
we
know
is
going
to
be
coming
in
and
we
plan
to
use
it.
It
could
be
the
rollover
funding.
It
could
be
funding
that
we're
expecting
from
the
state
like
that
additional
per
capita
funding,
but
we
haven't
identified
where
it's
going
yet
so
we
identify
where
it's
going
and
then
we
have
some
hold
funding
that
we're
using.
C
C
Okay,
so
the
next
that
we
will
move
to
I'll.
First,
take
your
attention
to
the
left.
Side
is
the
expenses.
So
again,
it's
that
previous
column
that
we
were
or
spreadsheet,
to
to
a
go
just
going
in
to
provide
some
percentages
on
these
three
big
block
areas,
which
is
what
we're
looking
at
when
we
look
at
the
budget,
so
again,
no
surprise
that
our
salaries
and
benefits
are
a
major
chunk
of
the
work
that
we're
doing.
C
Then
we
have
our
contractual,
which
is
when
we're
taking
the
funds
that
we
bring
in
and
we're
working
with
outside
vendors
or
providers
to
make
sure
that
we
meet
the
needs
of
our
community
and
then
the
operating
just
wanted
to
identify
what
the
top
three
are.
So
the
top
three
that
we
have
go
towards
client
supplies
so
items
that
they
need
operating
supplies.
I
just
want
to
acknowledge
that
operating
supplies
is
not
office
supplies.
C
It's
noteworthy
that
the
fourth
item
is
wrecked.
It's
building
rent
and
our
County
operating
is
actually
going
to
be
affected
this
upcoming
year
and
it's
a
question
that
we
have
about
what
we
will
be
receiving
from
the
county
in
totality,
because,
typically
we
go
off
of
what
our
amount
was
in
the
prior
year
Well
in
this
upcoming
year.
One
of
the
things
that
Aaron
pointed
out
to
us-
and
it's
the
same
across
every
single
Department
in
Boulder
County-
is
that
they
used
to
provide
rent
subsidy.
C
It
was
only
supposed
to
be
for
one
year
supposedly,
and
unfortunately,
it
went
more
than
one
year
and
now
they're
saying
that
needs
to
stop,
because
it
we
can't
continue
to
pay
for
it,
and
the
programs
and
the
Departments
need
to
pay
for
it.
So
that
was
something
that
we
saw
a
substation
cover
it,
but
it
gave
us
a
little
bit
of
relief
in
terms
of
the
amount
of
rent.
C
A
C
B
C
So
we
are
largely
looking
at
minor
changes
that
we
can
make
things
a
little
bit
more
comfortable,
one
of
the
big
things
that
I
have
Jordan,
focusing
on
where
we
can
pull
Ada
funds
in
is
Ada
accessibility.
So
an
example
of
that
is
our
front
desk.
If
you've
been
into
the
front
admin
desk,
that
is
a
very
high
desk.
It's
not
accessible
and
Facilities
has
been
very
open
and
saying
you
can
use
Ada
funds
to
update
this
and
actually
make
it
a
more
secure
desk.
G
C
G
Them
yeah
I
think
a
lot
of
organizations
are
going
through
the
same
exercise
right
so
I
think.
But
it's
just
an
interesting
fiscal
question,
obviously
not
only
from
a
expense
perspective,
but
then
potentially
a
revenue
I,
don't
know
if
there's
opportunities
to
to
make
this
a
revenue
opportunity
as
well.
G
A
That's
a
challenge
too
right
because
I
mean
you
can
look
at
it,
certainly
from
the
financial
level,
with
all
your
turnover,
and
you
know
the
ability
to
build
relationships.
Have
you
been
here
10
or
20
years?
You're?
Probably
okay,
because
you
know
enough
people,
but
if
you
just
started
in
the
last
year
or
two
you're
only
going
to
be
able
to
get
to
know
people
through
teams
or
Zoom-
and
you
know
it
just
there's
not
the
personal
conversation
in
those
mediums,
so
I
mean
I,
get
it
right.
D
P
I
think,
historically,
we
had
rent
right
and
it
was
charged
to
Grants.
So
people
who
had
grants
actually
paid
the
rent
for
the
whole
see
that's
interesting.
Mitch
was
felt
very
unfair
to
people
who
had
grants
and
then
and
then
I
thought
Jeff
had
negotiated
some
magical
thing
and
we
didn't
have
to
pay
rent
anymore,
and
so
it
will
be
good
to
have
deeper
conversation
yeah.
What
that
looks.
B
C
So,
let's
pop
over
over
Reserves,
which
I
know
has
been
on
the
top
of
everybody's
mind,
wondering
where
we
are
so
I
first
want
to
talk
a
little
bit
about
how
we
get
to
reserves
and
that
figure
and
acknowledge
the
tumultuousness
of
that
number.
So
doing
this
work
and
the
many
spreadsheets
that
we
have,
it
has
shifted
many
times.
C
We
also
take
our
initial
fund
balance
from
our
most
recent
audit
and
then
we
work
it
back
from
there.
So
we
acknowledge
things
like
Tabor
funding.
We
have
to
make
a
line
for
that.
We
also
have
acknowledgment
of
any
funds
that
we're
going
to
set
aside
that
can't
be
used
for
anything
specific,
so
an
example,
or
they
can
be
used
for
only
something
specific.
So
an
example
of
that
is
our
Consumer
Protection
Program.
When
their
fees
come
in,
we
hold
their
funds,
they
don't
go
into
the
general
bucket.
C
They
can
only
be
used
specifically
for
salaries.
We
also
have
an
emergency
fund,
so
that
comes
out
of
the
bottom
line,
and
then
we
have
the
overall
costs.
So
those
are
just
some
acknowledgments
of
the
we
start
with
our
fund
balance
that
we
get
from
and
just
an
acknowledgment
as
well
is
right.
Now
it's
based
off
an
audit.
It's
based
off
of
our
2021
audit,
so
we're
working
a
year
behind.
So
when
we
get
the
figure
typically,
what
happens
is
Desiree
will
pull
that
fund
balance
at
the
beginning
of
next
year?
C
It'll
be
our
draft
consideration
because
it
hasn't
been
audited
yet,
but
it'll
help
us
get
a
general
understanding
of
where
we're
sitting,
because
at
that
point
all
of
our
expenses
have
been
paid
for
22..
So
typically
that
February
end
of
February
area,
so
we're
paying
all
of
our
2022
expenses
and
then
we're
acknowledging
all
the
funds
that
have
come
in
that
helps
us
identify
that
initial
fund
balance.
C
Could
you
pull
the
fund
balance
for
me
and
just
let
me
know
what
it
is,
and
she
said
it's
two
hundred
and
thirty
thousand
dollars,
and
so
the
reason
for
that
is
because
we
either
had
funding
that
hadn't
come
in
yet
or
we
paid
a
ton
of
bills
and
it's
so
it's
this
very
much
a
point
in
time.
It
makes
it
difficult
for
us
to
have
more
of
these
strategic
conversations.
C
So
that's
an
area
that,
over
this
next
year
we
will
be
building
into
our
system,
is
to
more
make
more
educated
decisions
around
the
funds
that
are
coming
in
when
they
should
be
coming
in
having
those
conversations
with
our
funders
and
also
the
bills
that
are
going
out
and
monitoring
them
a
little
bit
more
closely.
So
we
can
have
educated
conversations
around
what
we
think
the
fund
balance
is
rather
than
when
we
pull
it
and
have
that's
gone.
C
So
as
of
right
now
we're
looking
at
a
reserve
in
2023
of
2.3
million.
That
means
that
we
have
a
fund
balance
of
9.3.
So
that's
comparing
the
2.3
to
our
overall
budget.
Just
some
knowledge
around
Reserve
amounts
because
they
all
shift
depending
on
what
type
of
organization
that
you
work
in
for
government,
specifically
in
Colorado.
They
suggest
that
your
your
reserve
amounts
be
11
to
15
percent.
C
We
also
know
that
recently,
the
county
increased
their
Reserve
amounts,
I
think
it's
close
to
20
now,
and
that
was
to
ensure
that
they
had
more
emergency
funding.
If
a
situation
like
covet
or
the
Marshall
fires
were
to
happen
again.
So
that
was
a
recent
change
that
they
made
within
statute.
The
public
health
is
required
to
keep
a
five
percent
balance
and
then,
over
recent
years,
I.
C
My
understanding
historically,
is
that
Jeff
made
the
decision
to
then
boost
that
up
to
seven
it
was
never
put
in
specific
language,
but
that
was
a
decision
that
was
made.
We
need
to
keep
it
at
least
at
seven,
but
then
understanding
the
impacts
and
the
increase
in
costs
and
really
the
standard
across
the
state
of
Colorado
and
in
government
is
that
11
to
15,
and
you
don't
want
to
go
over
22..
So
any
questions
on
the
reserves.
G
Well,
I
mean
my
obvious
question
is:
should
we
increase
our
Reserve
amount
for
some
of
the
things
that
we're
talking
about
in
terms
of
capacity
planning?
I
just
worry
a
little
bit
about
all
the
headwinds,
and
if
something
big
were
to
happen,
which
we
seem
to
be
experiencing
a
lot
of
lately,
you
know:
are
we
really
prepared
from
a
budgetary
perspective
to
flex
so
I
would
feel
more
comfortable,
I
guess
personally
being
more
at
a
standard
hold?
But
you
know
I.
Think
9.3
is
commendable.
B
B
You
know
when
there's
an
emergency
Boulder,
County,
Public
Health
is
usually
responding
with
the
county
and
if
the
county
is
bumping
up
its
reserves
for
emergencies,
you
know
this
is
part
of
that
conversation
about
expectations
are
those
funds
that
we
would
have
access
to
to
provide
the
public
health
part
of
the
response
to
the
emergency.
Or
are
we
expected
to
kind
of
be
on
our
own,
because
that
shifts
what
we
feel
like
we
need
to
and.
E
D
A
A
A
G
G
So
it's
hard
to
hedge,
and
this
is
like
incremental
right
between
9.3
and
11
as
an
example,
but
I
just
want
to
make
sure
like
we've
got
I'm
hearing
that
in
you
know,
in
the
middle
of
the
year,
we've
got
a
lot
of
this
funding
draining
out,
and
that
was
coming
from
the
federal
government,
and
you
know
if
the
federal
government
isn't
there
to
support.
If
the
County's,
not
there,
the
state
and
we've
got
something
we
need
to
manage
too
I
just
I
want
to
make
sure
that
we're
prepared
right.
G
B
And
because
there's
always
an
and
right
yes-
and
this
is
what
we
do
and
part
of
I-
think
part
of
Jeff's
perspective
was
that
if
our
Reserves
are
very
high,
we're
not
in
a
very
good
position
to
be
able
to
justify
asking
the
county
for
funds,
and
so
this
is
where
the
clarity
and
the
transparency
and
the
expectations
and
getting
us
all
on
that
same
page
are
so
it's
like.
So
we
can
ask
the
question.
B
So
if
we,
if
we're
going
to
have
a
a
different
kind,
defending
relationship
or
if
we're
going
to
be
considered
in
a
different
way,
that's
more
similar
to
other
departments
in
the
future.
What
are
your
expectations
of
us
in
terms
of
how
we
manage
our
money
and
I?
Think
that
that
you
know
those
conversations
kind
of
go
together.
P
Yeah
I
was
just
going
to
share
a
quick
example
about
monkey
pox,
so
Colorado
did
not
declare
monkeypox
a
national
outbreak,
so
we
got
no
federal
funding,
but
the
people
who
were
responding
on
Mulkey
packs
were
on
ELC
funds.
They
were
on
specific
immunization
funds
for
covid,
so
they
could
not
build
their
time
and
effort.
P
Two
monkey
pox
and
there
was
no
space
to
bill
it
to
so
we
had
to
create,
like
a
monkey
pox
that
that's
gonna
have
to
come
from
somewhere.
So
I
do
think
that
we
have
to
figure
out
creatively
in
the
future.
How
do
we,
you
know,
develop
these
systems
to
be
able
to
tap
into,
but
I
do
agree
from
a
historic
standpoint.
Joe
probably
has
a
better
standpoint
than
the
Jeff
used
to
keep
it
around
seven
to
percent
and
I.
Remember
one
year
he
went
down
to
five
percent,
and
that
was
so.
P
We
could
create
a
Health,
Equity
manager
position
like
you
know,
and
that
was
a
big
deal
for
him
to
drop
it.
He
was
very
conservative,
so
it
was
a
big
deal
for
him
to
drop
it
down
to
five
percent.
So
I
don't
know,
I
think
Lexi
you're
right.
It's
just
finding
that
balance
with
the
county
and
figuring
this
out.
I.
G
G
G
Because
that's
what
I
worry
about
right,
if
that
would
have
been
like
eight
million
capacity
over
things,
that
we
cannot
predict,
there's
so
much
unpredictability
and
I
feel
like
unpredictability
is
getting
worse
by
the
day
and
so
I'm
just
I'm
like
overly
worried
about
this,
probably
but
I.
Just
what
I
wouldn't
want
us
to
do
is
assume
anything
right
like
we
have
to
sort
of
assume
that
we
would
get
no
support
if
something
were
to
happen
like
monkey
pox.
A
Well
then,
just
so
unclear,
so
you
start
the
year
with
2.3
and
then,
when
you
factor
in
the
request
that
won't
can't
come
from
the
county
next
year,
so
then
we'll
spend
almost
600
000
out
of
that
2.3
million
and
so
and
then
you'll
of
course,
have
some
left
over
at
the
end
of
next
year.
That
then
feeds
into
the
following
year.
But
if
you
were
really
taking
a
truly
conservative
approach,
you
might
say
we'll
let
it
ride
for
a
year.
Let
that
balance
build
probably
over
10
percent.
F
Lexi
said
I
think
a
little
bit
what
I
was
going
to
say,
but
I
think
part
of
this
also,
like
you
said,
is
hedging.
If
we,
you
know
bump
up
Reserve,
you
have
to
figure
out
what
does
that
mean
for
the
work
that
we're
doing
now?
What
do
we
cut
back?
What
does
that
mean?
I
think
another
thing
that's
really
important.
This
is
my
opinion
and
it
may
not
be
shared
in
this
room.
Is
that
and
there's
some
spaces
where
you
don't
have
the
money
to
do
a
response
or
do
whatever
can't
do
it
right?
F
I
mean
it's
just
the
way
it
is
right
and
so
I
think.
Sometimes
you
have
to
think
about
it
in
that
way
right,
it's
kind
of
like
the
the
translation,
the
translator
piece
we
have
at
the
County
right
now.
You
want
us
to
translate
everything,
but
we
don't
have
the
resources
to
translate
it.
So
we
can't
do
that
until
we
get
the
resources.
I
think
sometimes
that's
a
hard
call
to
make
right
on
Spaces,
but
you
know
I
think
that's
part
of
looking
at
this
too
right,
it's
not
just
yeah.
F
P
In
their
impacts
like,
if
you
don't
do
monkey
pox
right
yeah,
the
community
is
going
to
be
at
your
poor
health
meetings
requesting
that
you're
giving
money
to
support
monkeypox.
So
it's
you're
right
I
mean
we
have
to
set
some
boundaries
at
some
point,
but
and
and
maybe
it's
not
on
all
public
health
to
be
coming
up
with
the
solutions.
Yes,
you
know
us
stripping
away
our
priorities.
Funding
our
priorities,
just
to
fund
response
doesn't
seem.
C
I
think
what
might
be
beneficial
as
well
is
just
to
at
some
point,
do
a
presentation
on
The
Reserve
amount
and
acknowledge
why
that's
a
standard,
because
I
do
appreciate
the
examples
that
you've
been
giving
Lindy,
because
they're
they're,
like
that?
Oh
my
and
we've
been
living
them,
but
before
those
things
were
happening,
a
lot
of
that
even
has
to
do
with
risk
aspects.
Somebody
gets
in
a
car
accident
or
we
have
some
data
stolen
or
we
have
that
the
check
the
fraud
check.
C
Those
are
the
types
of
things
that
where
we
see
rates
increase
and
we
need
to
be
able
to
respond
to
those
when
those
happen.
So
in
the
past,
that's
typically
where
those
numbers
have
come
from
with
a
little
bit
saved
for
emergency
response,
but
now
we've
kind
of
flipped
the
table
a
little
bit
and
said
whoa.
How
do
we
make
sure
we're
ready
for
this?
And
we
also
have
this
Bucket
over
here.
G
C
I
B
I
B
Ofm
had
communicated
to
departments
that
what
the
Commissioners
wanted
to
see
in
terms
of
asks
was
no
ftes
and
only
needs
that
were
new
statutory
requirements.
And
so
what
we
had
proposed
were
things
that
our
statutory
requirements
that
have
been
unfunded
mandates
for
public
health
for
years
that
are
beginning
to
create
Personnel
stresses
because
the
responsibilities
have
grown
and
we
don't
receive
funding
for
those,
but
because
they
weren't
new
statutory
requirements.
We
were
advised
that
those
wouldn't
be
appropriate
to
present.
C
B
And
it
didn't
feel
honestly,
it
didn't
feel
like
enough
money
to
use
the
political
Capital
that
way.
I
would
rather
us,
really
understand
what
we're
trying
to
do
and
to
have
some
productive
conversations
so
that
we're
all
on
the
same
page
and
not
just
feel
like
we're
going
into
conversations
begging
for
tiny
amounts
of
money,
but
that
we
have
clarity
about
what
the
vision
is.
What
the
long-term
strategy
is
with
the
commissioner
yeah.
C
So
if
we
go
forward
and
just
apply,
the
bcph
request
amount
that
shifts
our
reserved
down
to
2.243
with
an
8.7
percent
Reserve.
The
next
area
that
we
see
is
program,
exception
requests.
So
this
year
we
started
up
front
and
asked
programs.
Where
do
you
think
you're
going
to
be
short
on
your
budget?
And
what
do
you
need
thinking
again
in
that
more
strategic
manner?
What
are
the
things
that
you're
going
to
need
to
move
through
this
next
year?
C
I
just
want
to
acknowledge
a
couple
things
that
we
did
not
ask
programs
to
do
this,
but
they
readily
were
there
to
answer
the
call
and
say:
how
can
we
shift
our
funds
first
before
we
ask,
so
they
took
a
look
at
where
they
didn't
need,
funding
and
said:
hey
I
can
cough
that
up.
I!
Don't
need
that.
Let's
move
it
over
to
this
one.
C
So
there
was
a
lot
of
strategizing
happening
within
the
programs
and
I
just
want
to
commend
them
for
doing
that
work
and
give
them
Kudos,
because
that
was
not
a
specific
thing
we
asked
of
them
this
year.
We
just
wanted
to
get
a
look
at
what
they
thought
their
budget
was,
but
they
were
readily
making
those
strategic
decisions
about.
How
could
we
shift
them?
Some
things?
What
do
we
really
need
and
then,
at
the
end
of
the
day,
where
do
our
requests
come
in?
C
So
we
broke
that
out
again
for
you
all
to
see
those
big
categories.
So
what
we
want
to
acknowledge
within
this
is
typically
when
we
do
the
program
exception
requests.
We
try
to
keep
it
to
one-time
funding
within
the
upcoming
year
and
that's
just
because
ongoing
funding
can
become
unsustainable
and
continues
to
eat
away
at
the
reserve
and
takes
away
from
New
needs
that
we'll
have
in
the
future.
C
B
So
part
of
what
we're
thinking
about
going
forward
is
to
do
that
snapshot
in
January
of
what
our
reserves
are,
because
we
there's
the
you
know,
there's
a
moment
where
that
feels
like
the
most
accurate
representation
of
our
reserves
and
to
have
a
conversation
in
management
team
about
the
the
asks
in
the
to
the
county,
along
with
the
program,
exception,
requests
and
the
strategic
priority
needs
and
to
have
an
exercise
and
management
team.
Where,
as
a
group
together,
we
begin
to
kind
of
prioritize
those
things
as
a
group
I.
D
A
A
Are
the
books
closed?
You
know
what
your
number
is,
okay,
so
so
when
we
could
approve
numbers
there,
and
then
you
have
those
conversations
internally,
you
find
out
what
your
actual
number
is.
Maybe
it's
higher
and
if
it's
lower,
then
we
revisit
that
when
we
make
the
final
budget
yeah
I
guess
the
question
would
be
is
at
that
point:
are:
are
things
baked
into
the
cake
so
that
if
we
were
to
make
any
changes,
it's
disrupting
somebody's?
You
know
Personnel
I,.
C
Think
we
could
break
that
out
for
you
and
acknowledge
those
changes.
One
thing
I
do
want
to
say
is
that
that
list
that's
up
there
for
the
program
request
is
not
complete,
we're
actually
having
a
meeting
next
week
before
we
give
you
the
letter
to
make
sure
that
we've
compiled
all
of
them
and
everyone's
are
in
there.
So
we
can
see
what
the
overall
need
is
and
the
overall
impact
we
know,
there's
like
two
or
three
that
are
probably
going
to
still
come
in.
Okay,.
B
And
I
think
that
there's
some
work,
you
know
these
conversations
are
not
going
to
be.
You
know
one-week
conversations
in
terms
of
like
Gathering
the
needs.
How
do
we
prioritize
so
I
think
that
we
could
start
some
of
those
conversations
early
in
the
year
and
then,
when
we
in
terms
of
like
what?
How
do
we
prioritize
and
then,
as
we
get
information
about
what
our
reserves
actually
are,
that'll
allow
us
to
move
more
quickly.
G
I'll
just
say
philosophically
I'm
really
opposed
to
not
having
reserves
that
are
at
the
standard,
I'm
very
concerned
about
that
I'll
just
say:
I
I,
don't
fully
understand
the
past
decisions
here.
I
think
there's
pros
and
cons
for
sure
and
I
understand
the
trade-offs,
but
I
really
do
worry
about
not
having
some
sustaining
capacity
built
into
the
budget.
G
So
it's
hard
to
understand
like
it's
really
for
me
hard
to
understand
these
are
just
numbers
like
I,
don't
understand
what
this
actually
is
and
so
I
have
to
sort
of
say
the
dispassionate
standard
or
statement
that
I
think
we
should
be
at
a
standard
Reserve
amount
because
I
don't
know
what
this
is.
So
that's
what's
hard
about
this,
but
I,
don't
that
makes
to
get
down
to
7.1
percent
I'm
starting
to
feel
uncomfortable
with
that.
But
it's
you
know
it's
subject
to
debate
and
I
I'm
not
going
to
be
the
final
Arbiter
here.
H
G
H
Guess
my
my
point
of
view
just
going
back
to
the
county
like
we're.
Not
this
isn't
personal
finance
we're
not
a
private
company
like
so
we
don't
have
the
same
pressures
as
you
do
at
work.
You
know
what
I
mean
so
like
we
need
to
have
a
better
relationship
with
the
county
because
they
taxes
are
coming
in.
Where
are
they
going?
You
know
and
if
there
were
a
crisis
like
the
Marshall
fire
is
not
just
a
Public
Health
crisis,
it's
a
it's,
a
very
complex
crisis
that
affects
the
whole
County.
It's
not
just
exactly.
H
Public
Health
shouldn't
own
that
public
health
can't
own
covet,
even
though
that
is
a
Health
crisis,
so
you
know
we
pay
taxes
and,
and
so
that
needs
to
be,
you
know.
Maybe
this
is
the
budget
that
to
keep,
but
it's
seven
percent
doesn't
scare
me
because
we
have
millions
of
millions
of
dollars
in
the
county
that
should
bail
out.
You
know
what
I
mean
there
needs
to
be
a
better
relationship.
B
A
private
company
I
think
you're,
absolutely
right
and
I
do
want
to
be
sure
that
you
all
understand
that
the
county
really
gave
was
very
generous
with
us.
They
gave
us
several
million
dollars
for
covet
from
the
arpa
funds.
They
gave
us
a
funding
in
21
related
to
funding
they've
received
from
the
feds.
D
The
political
piece
of
the
county
is
huge.
You
know,
there's
a
lot
of
strength
in
the
relationships
there
and
we
have
new
Commissioners
and
we're
going
to
have
a
third
new
commissioner
yeah
that
I'm
hearing
looking
reports
on
how
easy
that
third,
commissioner,
will
add
to
the
pie.
So
it
everything
is
changing
for
them
too.
B
And
we're
doing
we're
planning
some
orientations
with
the
Commissioners
I
mean
I
will
say
that
you
know.
Janet
Peterson
has
been
great
about
pulling
public
in
public
health
in
more,
as
we've
kind
of
said.
We
want
to
be
in
these
conversations
and
so
I've
been
able
to
get
a
lot
more
access
to
Department
conversations
within
the
county.
B
We
have
been
asked
to
present
public
Health's
work
to
the
Commissioners,
which
I'm
not
sure,
we've
done
very
much
in
the
past.
You
know
we
still
present
in
front
of
the
Commissioners
and
plus
their
hearts.
They
they
are
surprised
at
the
work
that
we
do
and
that's
just
because
we
need
to
build
that
relationship
with
them
and
help
them
understand
what
our
role
is
in
them.
B
Achieving
their
goals,
and
so
those
opportunities
are
spaces
that
I'm
trying
to
kind
of
really
step
into
to
represent
the
agency
and
that
others
are
stepping
into
the
connections
between
division
managers
on
different
pieces
of
work
with
different
departments.
I
think
has
increased
a
lot
and
those
are
real
opportunities.
So
you
know
the
money
is
one
piece
of
it.
The
relationships
trips
are
a
piece
of
it.
The
education
and
understanding
about
what
value
we
provide
and
what
it
is
we
do
by
heck.
G
It
was
the
can
we
position
this
decision
as
we
are
going
to
hold
to
our
9.3
Reserve
amount,
and
there
will
be
future
conversations
when
we
have
better
Clarity
with
the
county
around
these
other
requests,
so
that
we're
not
committing
to
those
requests.
I
don't
know
if
this
is
even
a
permanent
thing
that
we
are
not
committing
to
that
tonight,
but
to
say
we'd
like
to
stick
with
this
Reserve
percentage
until
we
get
better
yeah.
C
Okay,
so
I'm
just
shifting
slightly,
so
we
have
continued
slight
adjustments
as
we
prep
for
the
Board
of
Health
resolution
letter
November
14th
we're
going
to
complete
the
entry
into
opengov.
As
we
talked
about,
we
have
continued
cleanup
and
work
with
teams
on
all
those
additional
grants
and
we're
going
to
start
mapping
a
more
efficient
process
for
so
those
are
really
our
next
steps.
Once
we
get
that
resolution
loaded.
G
A
A
Low
as
five
percent
and
we've
also
been
up
to
ten
percent,
so
it
doesn't
mean
that
yeah
it
that's
just
a
permanent,
ratchet
dial
right
I
mean
it
does
go
up
again
and
so
I
think
it
would
just
be
helpful
and
any
additional
Clarity.
The
the
reserve
requests
I
think
would
help
us
in
terms
of
prioritizing.
H
B
Don't
think
we
I
don't
I,
think
historically,
Public
Health
has
tried
to
have
more
arms
length
distance
from
the
county
and
not
done
a
lot
of
requests.
That's
part
of
why
I
want
to
get
that
historical
knowledge
about
like
not
just
like
what
is
the
pattern
of
operating
funds
to
Public
Health
over
the
last
10
years
or
fte's
to
Public
Health,
but
also,
how
does
it
occur
to
what
was
distributed
to
other
counties?
I
think
that
would
be
really
the
department
illuminate.
Yes,
thank
you.
P
I,
just
a
real,
quick
comment,
just
related
to
that
I
think
the
challenge.
Just
in
my
position,
I've
been
in
my
position
for
eight
years.
Managing
these
budgets.
The
federal
funding
has
stayed
the
same
so
eight
years
ago.
It
might
have
been
okay
to
have
a
bigger
Reserve,
because
we
weren't
paying
people
as
much
our
costs
hadn't
gone
up,
but
the
federal
funding
really
has
not
increased
and
so
I
think
what
we're
dealing
with
is.
P
B
B
F
So
it's
not
lpaja's,
even
it's
County
Government,
because
I
would
like
it
would
be
interesting
to
know
like
lphas
of
our
size
versus
like
the
Silver,
Thread
or
TV,
or
something
like
that
right.
What
does
their
Reserve
look
like?
What
does
that
mean
right?
And
you
know
I
think
that
yes,
I,
don't
want
my
staff
to
kill
me
in
my
sleep,
but
you
know
there's
also
you
you
mentioned
Catherine
this
today.
There
may
be
other
sort
of
funding
sources
or
grants
to
go
after
that
you
know.