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A
This
morning,
could
we
please
have
a
roll
call.
Commissioners.
A
A
A
B
A
Supported
by
commissioner
mcgilvary
any
additions
or
deletions
from
the
agenda,
all
in
favor,
say
aye
aye
aye
opposed
agenda
has
been
approved
at
this
time
we
opened
the
meeting
for
public
comment.
Is
there
anyone
with
us
today
that
would
care
to
comment
from
the
public,
seeing
no
one?
I
will
close
public
comment
and
we
will
move
on
to
communications.
A
A
Seeing
none
do
we
just
do
a
voice
vote
all
in
favor
of
receiving
and
filing
the
communications.
Please
say
aye
oppose,
say:
communications
have
been
received
and
filed,
and
with
that
we
will
move
on
to
our
regular
agenda
item
number
one
is
the
treasurer's
office
transition
and
upgrades
project,
so
we
have
treasurer
wittenberg
with
us
by
zoom
or
by
go
to
meeting.
I
need
a
motion.
A
Commissioner
powell,
supported
by
commissioner
cavell
all
right
good
afternoon.
Mr
wittenberg.
E
I
see
the
tops
of
your
heads,
but
I
see
you
there
all
right
so
I'm
joined
today
with
robert
wittenberg
for
those
I
think
I
met
just
about
everyone
there,
the
newly
put
into
office
for
oakland
county
treasurer
july
1st
joined
by
our
amazing
team
over
here
jody
weisser
defoe,
our
chief
deputy
and
ross
gavin,
one
of
our
deputies
and
before
you
today
is
our
transition
resolution
for
the
office,
and
I
know
you
have
it
in
front
of
you
and
I
assume
probably
reviewed
it.
E
So
I
won't
go
through
it
in
detail.
But
obviously
it's
been.
You
know
over
12
years,
since
anything
was
done
here
in
the
office.
You
can
see
behind
us.
The
three
of
us
were
a
demolition
team
and
actually
started
to
pull
off
some
of
the
the
wallpaper
that
was
here.
So
the
actual
cost,
that's
in
front
of
you,
would
be
the
very
highest
and
we're
going
to
look
to.
You
know
to
save
costs
along
the
way
as
well,
but
just
obviously
wanted
to
to
put
this
in
front
of
you.
E
E
I
think
we
need
a
more
collaborative
workspace
here
within
this
office,
so
you
know
having
a
conference
table
and
chairs
there's
also
a
lot
of
things
that
aren't
quite
up
to
county
standards
and
we
worked
with
facilities
management
whitney
there
who
did
a
great
job,
and
so
everything
we're
doing
is
through
contractors
that
are
approved
by
the
county,
and
so
you
know
through
the
transition
getting
to
meet
everyone
in
the
office,
because
for
those
that
don't
know,
I
worked
in
the
office
part
time
for
the
last
six
months
prior
to
taking
office,
and
it
was
a
good
opportunity
to
meet
everyone
here.
E
But
I
think
it's
something
you
know.
I
think
we
can
do
a
lot
of
great
things
for
the
the
residents,
the
county
as
we
come
together
and
work
collaboratively
here
in
the
office
and
kind
of
streamline
some
processes
and
get
a
lot
done.
E
So
I
think
this
is
something
that
would
be
really
helpful
for
us,
and
so
you
have
that
in
front
of
you,
as
well
as
doing
a
like
a
strategic
goal
setting
with
with
the
public
policy
associates,
and
they
actually
are
already
a
vendor
with
the
county,
just
looking
to
expand
on
that
contract.
To
do
that
here.
I
think
it
would
be
really
important
at
this
point
as
a
new
treasurer
is
coming
in.
E
A
F
Yeah,
thank
you
just
a
question.
The
38
000
is
that
coming
out
of
contingency,
or
is
that
above
contingency,
okay.
I
So
with
the
budget
amendment,
it's
showing
a
reduction
to
the
contingency
line
item
and
then
appropriating
it
in
the
respective
transfer
to
facilities
for
the
project,
work
and
the
professional
services
line
item.
So
it's
all
being
funded
just
by
reallocating
internal
dollars
within
the
existing
budget.
J
A
I
apologize
all
right.
Next
item
is
economic
development,
business
development
division,
approving
the
reissuance
of
series,
2010
bonds,
cranbrook,
educational
community
project
city
of
bloomfield
hills.
I
need
a
motion
commissioner
cavell
supported
by
commissioner
long.
Oh,
we
have
kathy
raskin
with
us
today.
Thank
you.
G
Yep
good
morning,
I'm
here
with
william
zaglinichni
from
our
office
and
then
we're
also
joined
by
phone
by
our
bond
council
out
of
dickinson
and
wright,
and
that
is
craig
hammond.
G
The
item
that
we
had
before
edi
this
morning
was
for
a
reissuance
of
an
original
bond
from
2010
from
craig
for
cranbrook
educational
community,
where
they
used
the
bonds
for
the
construction,
the
new
girls
middle
school
and
then
other
campus
improvements.
K
Thank
you
kathy.
Everyone
can
hear
me.
Okay,
I'm
craig
hammond
with
dickinson
wright
and
we
serve
as
the
bond
council
to
the
edc.
Kathy
asks,
if
I
maybe
just
give
a
little
bit
of
history
of
the
edc
and
and
what
then
leads
to
why
we're
having
this
public
hearing
on
this
particular
bond
issue.
K
So
the
edc
was
created
in
19
in
the
70s
under
the
edc
act
in
order
to
be
a
conduit
issuer
for
private
activity
bonds
to
help
promote
economic
development
in
oakland
county
by
allowing
companies
who
have
eligible
projects
to
take
advantage
of
taxes
and
private
activity
bonds,
and
these
tax
and
productivity
bonds
are
under
the
internal
revenue
code.
It's
it
results
in
the
interest
in
the
bonds
being
tax
exempt
and
therefore
reduces
the
cost
of
borrowing
and
reducing
the
capital
costs.
K
If
kennedy
indicated
the
bonds
are
not
a
debt
or
obligation
of
the
county,
the
the
edc
act
is
very
specific
that
the
municipality
is
not
liable
in
the
bonds
and
in
fact,
then
you
know
under
the
michigan
constitution
they
they
would
they
couldn't.
If
they
wanted
to
be,
it
would
be.
It
would
be
an
unconstitutional
lending
of
credit
for
the
county
to
support
these
bonds.
So
there's
no
there's
no
risk
to
the
county.
You
are.
K
You
are
helping
these
nonprofit
corporations
to
be
able
to
access
the
municipal
markets
on
tax
and
basis
by
serving
as
this
conduit
issuer
so
to
this
particular.
What
we're
here
for
today
in
2010
the
edc,
issued
26
million
515
000
of
bonds,
two
of
these
productivity
bonds
to
help
cranberry
build
a
new
girls
middle
school
on
their
campus
and
a
few
other
capital
improvements.
But
the
girls
middle
school
was
the
primary
use
of
those
bond
proceeds
and
those
bonds
were
purchased
by
jp
morgan.
K
So
it
was
really
structured,
like
a
bank
loan
between
cranbrook
and
jp
morgan,
except
the
edc,
had
to
play
the
role
of
issuing
the
bonds,
because
cranberry
cannot
issue
its
own
tax
on
debt.
It
has
to
be
issued.
The
bonds
have
to
be
issued
by
a
state
or
local
unit
of
government
and
that's
what
the
edc's
role
is
here
and
now.
K
11
years
later,
kranberg's
decided
to
refinance
these
bonds
because
interest
rates
are
low
and-
and
I
will
tell
you,
there's
a
lot
of
refinancing
going
on
in
the
markets,
because
the
loan
interest
rate-
this
is
just
one
of
them
and
they
went
out
with
rfe
and
pnc
bank
provided
the
low
bid,
and
so
now
they're
they've
arranged
for
pnc
to
purchase
the
bonds
that
are
currently
held
by
jp
oregon
and
then
they're
going
to
enter
into
an
agreement
that
the
edc
will
be
a
party
to
to
modify
the
interest
rate,
to
reduce
it
and
to
extend
out
the
amortization
and
those
modifications
result
in
the
bond
deemed
to
be
reissued
for
federal
tax
purposes
and
the
federal
tax
law
says
if
the
bonds
are
issued
or
reissued,
you
have
to
have
a
public
hearing,
and
the
local
governmental
body
has
to
indicate
its
approval
for,
in
this
case,
for
the
edc
dish
of
the
bond.
K
So
the
county
commission's
role
is
to
say
it's
okay
for
the
edc
to
support
this
project
by
allowing
these
funds
to
be
issued.
We
support
this.
If
this
had
been
some,
not
my
backyard
project
in
the
county.
Didn't
want
to
be
allowing
it
to
take
advantage
of
this
federal
tax
program.
This
would
be
the
opportunity
to
say
no.
We
don't
support
it
and
wouldn't
be
able
to
go
forward.
K
We
it's
okay
for
the
edc
to
move
forward,
but
it's
refinancing,
and
so
we're
going
to
have
we're
asking
for
the
public
hearing
to
be
held
on
august
5th,
we'll
be
publishing
a
notice
of
hearing
the
open
press
tomorrow
in
order
to
meet
the
federal
tax
law
requirements
and
a
seven-day
notice,
and
then
following
public
hearing
we'd
ask
the
board
of
commissioners
about
the
resolution
that's
been
drafted,
which
effectively
says
we.
K
We
authorized
the
edc
to
move
forward
with
the
reassurance
of
the
bonds
that
are
being
contemplated
here
through
these
bond
modifications
and
at
the
end
of
the
day
you
know,
you've
helped
cranberry
reduce
the
cost
of
borrowing,
as
you
have
for
these
other
types
of
projects
in
oakland
county
that
were
able
to
take
advantage
of
this
program.
A
J
Thank
you,
madam
chair.
Actually
I
don't
have
a
question.
It's
in
the
interest
of
full
disclosure.
My
daughter
teaches
at
cranbrook
and
not
at
the
not
at
the
middle
school
at
the
upper
school,
and
so
I
think,
that's
a
little
too
attenuated
to
really
be
any
question
of
conflict
of
interest.
So
I'm
not
going
to
recuse
myself,
but
I
believe
in
full
disclosure.
No
one
from
cranbrook
has
come
to
talk
to
me
about
this.
I'm
crying.
J
A
Well,
I
appreciate
the
honesty
and
desire
for
transparency
and
I
would
agree
you're
not.
I
don't
see
a
conflict
of
interest
either.
So
anybody
else
have
any
other
comments
or
questions.
Commissioner
cavall.
A
You,
okay,
if
there
are
no
other
comments,
let's
call
the
roll.
Please.
F
C
B
J
D
A
Excellent,
thank
you
very
much
and
with
that
we
will
move
on
to
item
number
three
facilities,
management,
approval
and
acceptance
of
the
purchase
agreement
to
sell
county
owned
property
on
brown
road.
We
decided
to
table
this
in
economic
development.
A
Oh
okay,
I'm
sorry
I
misspoke
okay,
okay,
so
we
can
go
ahead.
Facilities,
management,
approval
and
acceptance
of
purchase
agreement
to
sell
county
owned
property
on
brown
road
amendment
number
one
mr
zakkos
is
here,
commissioner
mcgilvery
will
make
the
motion
commissioner
cabell
supports
it.
K
Mr
secretary
property
manager,
with
facilities
we're
looking
to
get
an
amendment
to
the
purchase
agreement
approved
I'll,
give
you
go
back
a
little
background.
The
purchase
agreement
originally
was
sent
through
purchase
name.
The
highest
bidder
was
general
development
and
that
purchase
agreement
was
signed
on
march
25th
of
this
year.
K
That
purchase
agreement
allowed
the
developer
to
do
their
due
diligence.
They
had
90
days
and
then
they
extended
it
another
30
days
so
we're
at
the
end
of
this
due
diligence.
This
is
where
they
came
up
with
all
of
their
costs
and
some
of
the
costs
they
said
were
beyond
their
expectations
and
they
asked
for
a
reduction
in
the
price.
It's
pretty
common
for
that
to
happen
in
commercial
real
estate.
We
kind
of
expected
that
that
might
happen.
K
They
asked
for
a
rejection
to
three
million
five
sixty
five.
We
negotiated
that
to
three
million
seven
and
if,
if
that
purchase
this
amendment
is
is
is
approved,
then
the
developer.
We
expect
that
this
would
close
later
this
year,
probably
october
november,
there's
there's
a
wave
they're
waiving
all
of
their
conditions,
except
for
one,
which
is
an
easement
that
they're
working
out
with
the
road
commission,
and
we
expect
that
to
be
worked
out.
K
We
don't
we
don't
have
a
time
frame,
because
we
can't
tell
when
the
road
commission
will
have
that
and
that's
being
done
directly
with
the
developer
and
the
road
commission.
So
once
that
easement
he
has
that
easement
in
place.
If
the
general
development
has
that
he's
been
in
place,
then
we
would
set
up
a
closing
and
this
deal
would
be
done.
We're
looking
forward
to
this
deal
being
done
for
sure.
A
F
Just
a
question
of
either
paul
or
jody
refresh
my
memory.
I
thought
this
property
was
sold
once
already.
Evidently
it
was
not
is
that
my
understanding.
F
A
A
G
Hi,
yes,
so
the
request
in
front
of
you
is
to
accept
our
comprehensive
agreement.
We
also
call
it
sometimes
the
cppc.
This
is
our
largest
funding
source
here
for
the
health
division
around
our
mandated
programs,
our
most
of
our
mandated
programs,
and
so
this
year
we
are
receiving
a
little
over
11
million
dollars.
G
Part
of
that
is
just
over
600
000
that
we
contract
with
ulsa
to
deliver
wic
in
other
areas
for
the
positions
we
this
grant
will
support,
62,
special
revenue
positions,
two
reclassifications
and
also
two
special
revenue
positions
which
are
currently
vacant
will
be
deleted,
and
that's
just
due
to
funding
reduction.
There
is
a
difference.
Obviously,
last
year
we
received
a
significant
amount
of
coveted
funding,
that's
included
as
part
of
this
grant.
So
that's
why
you
see
a
significant
reduction.
G
B
A
G
So
this
is
our
fourth
year
that
we
have
received
this
money,
and
so
this
is
about
70
a
little
over
75
000,
and
this
program
is
really
amazing
because
we
take
bsn
students
and
we
immerse
them
in
the
public
health
field,
and
so
they
see
the
clinic,
they
see
the
community,
and
so
they
are
out
with
nurses,
really
understanding
what
public
health
is
all
about,
and
so
this
has
actually
led
to
us
hiring
nurses
directly
from
the
program
once
they
have
graduated,
and
so
what
we
do
is
we
take
three
senior
staff,
public
health
nurses
and
they
are
considered.
G
You
know,
kind
of
overseeing
everything
that
they
do
and
actually
you
know,
work
them
through
all
the
process.
And
so
again
this
is
the
last
year
of
this
hoping
we'll
continue
it
with
another
contract
moving
forward.
But
a
great
program.
L
A
A
Motion
carries.
Thank
you
very
much.
Thank
you.
Thanks
have
a
great
day.
Next
up
we
have
item
number
six
parks
and
recreation.
Commission,
coven,
19
pandemic
accounts,
receivable
write-off,
with
fuller
oak
management,
llc
for
addison
oaks,
conference
center
and
glen
oaks
conference
center
and
grill
room
motion
by
commissioner
mcgilvery,
supported
by
commissioner
charles
all
right
and
we
have
with
us
sue
wells
and
phil
castonia.
C
C
B
B
B
In
2016
we
did
a
couple
more
rfps
in
oak
management
became
the
exclusive
concessionaire
for
the
banquet
facilities
at
addison
oaks
and
glen
oaks
and
catherine's
caterer
became
the
concessionaire
for
lion
oaks
and
park.
Staff
is
operating.
White
lake
oaks
park
staff
also
operate
the
concessions
at
the
water
parks,
as
well
as
the
grow
rooms
since
covet
hit.
M
Thank
you
all
right,
so
oak
management
obviously
fell
on
hard
times,
as
well
as
all
caters
with
colbit
and
and
they
could
not
pay
up
their
contractual
obligations
with
us.
Their
contract
is
set
up
in
a
four-tier
system
where
they
have
a
flat
fee
and
equipment
fee.
That's
an
annual
fee.
They
pay
us
each
year
and
that
goes
up
three
percent.
M
They
have
a
food
and
beverage
fee
which
is
a
sale
on
their
commissions.
If
they've
reached
a
minimum
number
and
then
they
have
utilities
where
utilities
rates
are
better
off
when
they're
in
our
name,
so
we've
historically
paid
the
utilities,
and
then
we
invoiced
soaked
management,
and
then
they
would
pay
us
back
with
coven.
M
They
did
not
continue
to
pay
all
their
their
obligations,
so
we
had
been
negotiating
through
that
committee
on
a
resolution
and
and
the
contract
does
have
a
clause
in
there
with
with
the
pandemic,
that
we
can
forgive
a
part
of
the
the
contractually
out
amount.
So
through
that
negotiation
we
did
come
to
a
resolution.
M
M
Once
this
amendment
is
executed,
the
utilities
will
be
moved
into
management's
name,
so
we
will
not
have
future
liabilities
if
this
were
to
to
cause
an
issue
again
and
then
the
other
two
points
are
a
50
000
flat
payment
towards
the
fiscal
year
2020
past
due
and
then
a
30
000
past
payment
towards
the
past.
Due
for
2021.
M
So,
as
mentioned,
this
is
not
an
ideal
situation.
This
is
not
something
any
of
us
are
happy
with,
but
in
months
of
negotiations,
this
is
really
the
best
we
could
do.
I
wish
it
was
more,
but
it
is.
It
is
a
fair
settlement,
considering
all
the
numbers
that
and
sales
that
oak
management
has
had
and
what
covert
has
done
to
the
business.
A
All
right:
well,
I
will
open
it
up
to
the
commission
at
this
time
ice,
commissioner
moss.
J
Good
morning
I
know
is
it
I
guess
it's
still
morning
for
another
minute
and
a
half
okay.
So
how
much
is
the
total
loss
we're
going
to
take
on
this.
M
J
It's
about
219,
thou,
total
right,
total
loss,
correct,
correct,
okay.
That
seems
like
a
lot
of
money.
How
come
that's
the
best
we
can
do.
M
Just
they've
been
closed
for
so
long.
They
don't
have
the
revenue
I
mean
they've.
They
did
get
some
ppp
money
that
they
were
using
to
pay
a
portion
of
their
staff,
I
believe
as
their
full-time
staff,
and
they
are
using
that
money
for
for
this
resolution
as
well,
but
being
closed
for
so
long.
They
just
they
don't
have
the
expenses
and
and
to
their
defense
a
little
bit
without
being
in
operation.
Some
of
those
costs
that
are
baked
into
the
contract
aren't
there.
J
M
You
you
are
correct
and
that's
that's
where
I
go.
This
is
a
hard
one
to
swallow,
because
that
that
is
true
there's
we
did
talk
about
that
directly
with
our
group
and
with
folk
management
that
this
is
a
unique
situation
that
there's
a
lot
of
other
businesses.
That
would
would
benefit
from
this
type
of
resolution,
but
you
know
the
matter
of
fact.
Is
we
have
a
contract
with
them
and.
M
J
Well,
yeah,
I
just
got
businesses
in
my
district
that
closed
because
they
couldn't
pay.
You
know
because
they
they're
gone
and
they're
not
coming
back.
So
you
know
why
these
guys,
I
mean
if
this
is
the
best
we
can
do.
Maybe
it's
the
best
we
can
do,
but
this
doesn't
strike
me
as
that
great
a
deal
I
mean
you
know,
they're
honest
what
219
219
grand.
F
A
F
First
of
all,
adam
chair
this,
this
was
a
hard
pill
to
swallow.
I
mean
nobody
wants
to
lose
that
kind
of
money
and
the
the
problem
is
as
a
pandemic.
It
caused
them
where
they
couldn't
have
any
income
coming
in
all
the
weddings
parties
that
were
set
up
with
those
facilities
were
cancelled
due
to
the
pandemic.
F
F
I
first
of
all
I
want
to
say
to
phil
and
sue.
They
did
an
outstanding
job.
They
did
the
actual
person-to-person
negotiations
with
oak
management
and
then
reported
back
to
our
subcommittee,
but
they
did
an
outstanding
job
getting
to
where
we
got
so.
I,
like,
I
say
it's
a
hard
pill
to
swallow,
but
I
think
we
have
to
so.
A
Thank
you,
commissioner
mcgilvray
commissioner
long.
C
Well,
commissioner,
mcgilvery
said
a
lot
of
it,
but
I
had
an
issue
with
it
too
chuck
for
the
same
reason,
because
we
have
a
lot
of
businesses
going
out.
You
know
that
are
out
of
business
and
will
be
out
of
business
for
good,
and
I
I
do
have
to
say
we
did
look.
I
asked
for
all
their
ppp
funding,
they
got
what
two
rounds
did
they
get
and
they
showed
where
they
used
that
and
stuff.
C
So
I
made
sure
that
they,
you
know,
we
all
made
sure
they
didn't
have
money
to
be
able
to
pay
this
with
all
their
ppp
and
everything
and
they
did
not,
and
we
were
they
did
have
to
negotiate
for
utilities,
which
is
another
106
000.
I
think
she
said
so.
I
have
reservation,
but
I
think
oak
management's
done
a
good
job
with
the
parks
and
I
totally
understand
commissioner
moss's
point
of
view,
because
I
had
that
too,
but
I
they
did
really
work
hard
to
get.
C
B
Thank
you,
madam
chair
just
curious
as
to
I
mean,
and
it
they
had
a
tough
spot
to
be
in
for
sure
and
while
they
might
have
gotten
ppp.
I
believe
that
I
mean
a
lot
of
restaurants
or
some
restaurants,
a
lot
of
businesses.
We
were
able
to
help
with
the
cares
act
funding
and
I
believe
that
probably
oak
management,
because
of
their
role
with
the
governmental.
B
Organization
where
they
were
not
eligible
for
those
any
any
funding
from
the
cares
act,
it's
my
understanding.
They
did
not
receive
any
cares,
act
money
because
they
were
not
eligible
yeah.
So
there's
that
yep.
I
think
they
did
a
great
job
trying
to
stay
afloat
in
unfortunate
circumstances.
Thank
you.
A
B
Okay,
commissioner
zamasu.
J
F
A
K
K
In
march,
the
township
contacted
the
department
seeking
assistance
to
bring
this
topic
in
front
of
the
ad
hoc
committee,
and,
as
commissioner
marco
mentioned,
we
were,
we
met
with
ad
hoc
earlier
today.
The
requested
modification
is
to
use
captured
funds
to
make
intersection
improvements
on
walden
road
and
walt
walden
center
drive.
K
Improvements
include
current
lanes,
pedestrian
improvements
and
a
traffic
signal.
These
these
improvements
were
contemplated
when
the
original
plan
was
prepared
and
the
original
agreement
was
drafted,
but
at
that
time
the
traffic
warrants
did
not
meet
the
standards
to
substantiate
the
the
traffic
signal
improvements.
At
this
time,
the
traffic
has
increased
to
a
point
where
the
signal
is
needed,
and
the
road
commission
also
supports
these
improvements.
K
A
D
Yeah,
I
was
just
wondering
commissioner
markham,
if
there's
anything
that
came
out
of
the
review
at
nine
of
interest.
A
A
L
Thank
you,
chair
yeah.
I
to
what
you
just
asked,
commissioner.
Charles
I
was
gonna,
offer
an
opportunity
for
township
supervisor
kittle
to
riff,
like
he
did
this
morning
when
asked
about
what
the
township
will
be
using
their
arp
money
on
or
what
why
this
might
not
be
a
qualified
expense
for
a
possible
infrastructure
plan,
because
it
seems
like
there
could
be
some
duplicativeness
here
or
do
duplication.
B
A
Again
so,
mr
kittle,
I
think
commissioner
char
cavell
was
asking
you
to
elaborate
on
why
this
doesn't
qualify
for
american
rescue
plan
funding
and
what
your
plans
are
for.
The
funding
that
you
have
going
forward.
M
Yes,
ma'am.
Thank
you
pat
kittle
independence,
township
supervisor,
the
township
is
expecting
roughly
3.9
million
dollars
in
funding.
Half
of
it
will
be
received
this
year
and
we
virtually
have
every
penny
that
money
earmarked
to
improve
our
groundwater
systems.
We
have
two
wells
that
are
showing
traces
of
pfas.
The
concern
is,
is
those
those
trace?
Readings
are
starting
to
increase
and
what
we're
doing
is
is
putting
every
dime
that
we
can
to
put
filtration
systems
in
place
to
make
sure
that
our
residents
continue
to
have
clean,
safe
drinking
water.
M
We
are
also,
at
the
same
time,
improving
wet
wells
that
have
been
in
existence
for
close
to
50
years.
We
nearly
lost
an
employee
the
other
day
with
a
an
electrical
short
and
again
because
of
the
age.
A
lot
of
those
components
inside
of
those
wells
have
reached
end
of
life,
and
we
thought
it
would
be
a
prudent
infrastructure
expense
before
we
have
a
catastrophic
sewer
backup,
I'm
sure
all
of
you
are
aware
of
the
cost
of
infrastructure.
I
would
love
nothing
more
than
to
get
out
of
groundwater
altogether.
M
B
Thank
you,
madam
chair.
I
would
just
like
to
for
supervisor
kittle
to
perhaps
explain
how
he
has
been
able
to
leverage
the
funds
from
the
corridor
improvement
authority
and
just
funds
in
general
to
get
the
biggest
impact
that
he
can.
We
did
talk
about
that
briefly,
so
if
you
can
go
into
that
again
supervisor,
that
would
be
great.
M
M
We've
been
fortunate
with
our
corridor
authority
so
that
we've
been
able
to
work
with
the
road
commission
mdot
mclaren
hospital
to
make
our
initial
plan
even
better.
You
know
with
this
co-funding
model
I
am
a
big
proponent
of
matching
funds
for
any
sort
of
a
state
or
federal
grant
to
make
sure
that
people
stay
focused
on
task
and
when
you
have
skin
in
the
game
with
a
match,
I
I
think
it
weeds
out
a
lot
right
there.
L
A
B
A
B
A
Okay,
next
item
on
the
agenda
is
the
county
executive
transfer
of
office
of
public
communications
division
and
reorganization
of
positions.
I
need
a
motion
commissioner
cavell
supported
by
commissioner
charles
good
afternoon.
Hillary
chambers
and
chris
ward
are
here
to
help
us
understand
what
they
want
us
to
do.
N
N
N
So
you
know
when
we
first
started
to
kind
of
evaluate
communications
within
the
county.
We
were
struck
by
how
many
different
pockets
of
communication
efforts.
There
were
spread
throughout
the
county
and
so
the
first
effort
that
we
undertook
kind
of
spun
off
of
the
reorg
that
happened
in
the
department,
economic
development
department.
So
within
economic
development
they
had
a
number
of
communications
and
marketing
and
video
and
graphics
staff
downstairs
in
that
department.
N
So,
when
deputy
carlson
did
that
reorg,
he
wanted
to
have
those
staff
be
centralized
within
the
office
of
public
communication,
so
the
first
reorg
that
you
saw
before
you
was
before
the
pandemic
hit.
You
know
that
brought
those
communications
staff
under
one
umbrella
in
the
office
of
public
communications.
N
At
that
time
we
also
created
the
first
manager
of
community
engagement
and
ashley
mcbride
who's
with
us
today
applied
for
and
received
that
role.
We
also
found
that
you
know
during
the
great
recession
a
number
of
positions
that
were
related
to
engaging
with
the
staff
with
the
communities
were
eliminated.
So
you
know
they
had
positions
related
to
arts
and
culture
senior
affairs.
You
know
other
positions
that
were
more
forward-facing
and
those
positions
were
eliminated.
N
So
we
wanted
to
recreate
some
form
of
public
community
engagement
which
would
be
housed
in
the
office
of
public
communications,
so
that
was
kind
of
version
number
one.
At
the
same
time,
we
were
taking
a
look
at
another
pocket
of
communications
staff
that
were
housed
in
I.t
under
the
umbrella
of
egov,
so
there
were
a
number
of
staff
that
were
actually
doing
messaging
and
communications,
as
are
related
to
the
oak
gov
brand,
overseeing
some
social
media
for
the
brand,
but
kind
of
in
isolation
over
at
it.
N
And
so
you
know
over
the
course
of
months
talking
to
I.t
getting
an
understanding
of
the
history.
We
thought
it
made
sense
to
kind
of
also
bring
those
folks
under
the
umbrella
of
office
of
public
communications,
so
that
we
could
be
more
uniform
and
cohesive
in
terms
of
communications
within
within
the
county.
So
what
we
have
now
or
what
we're
seeking
to
to
create-
and
we
have
a
number
of
our
leadership
team
on
the
call
with
us
and
I'm
gonna-
want
to
introduce
them
to
you
but
pam.
N
If
you
can
bring
up
the
powerpoint
the
slide,
that
is
like
the
hub
of
activities.
We
call
it
kind
of
a
hub
and
it'll
give
you
a
sense
of
what
this
unified
team
is
doing
and
will
do
be
doing
going
forward.
So
what
we
see
this
division
doing
the
office
of
public
communications
is
all
of
the
top
level
bubbles,
so
they
would
be
helping
county
departments.
N
You
know
what,
whatever
you're
doing,
with
the
ultimate
goal
of
making
sure
that
we're
communicating
with
the
public
they've
also
taken
on
communications
to
employees,
which
is
a
work
in
progress
of
something
we
want
to
improve
so
they're
responsible
for
communication
to
employees
and
then,
of
course,
community
organizations
and
our
cities,
villages
and
townships
a
couple
of
examples,
just
to
kind
of
give
you
a
sense
of
how
this
is
coming
together
and
how
this
team
works
collaboratively.
N
When
you
think
about
the
vaccine
clinics,
you
know
the
ones
that
started
to
take
shape
in
june
and
july
that
were
very
community
based
when
we
got
past
the
mass
vaccination
sites.
This
team
worked,
you
know,
hand
in
glove
with
the
health
department,
helping
to
identify
the
the
sites.
Pam's
team
created
all
the
graphics,
all
the
signage
that
would
be
needed
at
this
at
the
sites.
Caitlyn
keeler's
team,
who
oversees
all
the
mark
social
media,
created
all
of
the
social
media
campaigns.
Ashley's
team
helped
get
out.
N
The
word,
including
you
know,
in
the
surrounding
neighborhoods,
so
they
all
kind
of
worked
together
on
a
plan
to
make
those
vaccine
clinics
successful
the
march
remembrance
that
we
did
when
we
came
to
the
one
year
anniversary
of
our
first
case.
This
was
a
team
of
staff
that
came
up
with
the
idea
of
the
remembrance
who
did
all
the
research
who
reached
out
to
glenn
lore,
who
priced
it
out
who
kathy
gray,
our
award-winning
journalist
wrote
all
the
materials
for
the
website.
N
You
know
they.
They
worked
on
the
mapping
and
all
of
all
of
the
work
around
around
that
type
of
remembrance.
In
handing
glove
with
the
with
the
parks
commission
as
well
they'd
be
the
team
that
does
all
of
the
videos
for
the
county,
the
sheriff's
annual
report.
I
mean
this
is
not
just
a
team
of
folks
that
focused
on
executive
departments
they're
there
to
help
all
of
the
other
independent
office
holders.
They've
been
working
with
the
treasurer
on
on
his
transition
on
the
board
and
establishing
their
youtube
channel.
N
They
convene
a
weekly
meeting
of
any
entity
within
the
county,
doing
community
engagement
or
public
outreach.
So
ashley
brings
together
whether
it's
housing
or
veterans
affairs
or
health,
everybody
that's
doing
kind
of
forward-facing
so
that
we
all
understand
what
we're
trying
to
share
with
the
public
and
we
can
support
each
other's
efforts
and
then
caitlyn
does
the
same
on
the
communications
side
where
she
brings
together
all
the
social
media
and
all
the
communications
folks.
So
they
know
what's
coming
and
everyone
can
share
information.
So
it's
really
becoming
a
a
strong,
cohesive
team.
N
N
It's
been
quite
frankly
delayed
because
of
the
pandemic,
and
so
we've
been
working
on
the
fine
details
of
it
and
you
know
wanted
to
get
it
to
you
this
month,
so
that
we
can
incorporate
it
into
the
into
the
budget
into
the
budget
going
forward.
I
want
to
talk
a
little
bit
about
the
move
to
emergency
management,
because
we've
thought
a
lot
about
that
as
well.
N
I
think
too
often,
when
you
think
of
community
engagement
or
communications,
it
seems
like
it's
a
reflection
of
that
elected
official
and
he
wanted
to
make
sure
that
the
autonomy
that
they
would
have
would
make
everyone
comfortable
using
their
expertise
and
and
their
services,
and
so
we
wanted
to
kind
of
have
it
housed
in
an
area
that
would
allow
for
that.
Also,
we
learned
during
the
pandemic
about
the
close
relationship
between
emergency
management
and
this
team,
as
it
relates
to
keeping
the
public
informed.
N
Indeed,
this
weekend
you
know
when
we
had
the
tornado
in
white
lake
township.
You
know
we
had
kevin
who's,
the
pio
for
emergency
management.
You
know
in
constant
top
and
touch
with
pam
and
kathy
gray,
who
was
involved
with
the
media
and
caitlyn
in
terms
of
how
to
keep
the
public
informed
about
what
was
going
on
in
that
storm,
so
they're
already
kind
of
working
working
together.
N
It's
also
a
small
department
who
is
well
led
by
tom
hardesty.
You
know
most
of
you
think
of
tom
in
terms
of
his
role
in
emergency
management,
but
as
we
saw
during
the
pandemic,
we
really
relied
on
tom's
expertise
in
terms
of
cares,
act
and
in
terms
of
the
accountability,
and
we
have
full
confidence
in
tom's
ability
to
kind
of
shepherd
the
budgeting
and
the
oversight
of
this
grouping
going
forward.
So
that's
kind
of
the
the
vision
for
this
group.
I
do
want
to
make
sure
that
you
know
who
we're
talking
about
so
pam.
N
N
You
know
so
you
have
strategic
communications
where
kathy
gray
is
kathy
joined
us,
as
you
know,
after
a
career
with
the
free
press
in
the
new
york
times
and
then
bill
mullen.
Who
is
he's
on
he's
out
this
week
or
he
would
be
with
us,
you
know,
as
our
public
information
officer,
you
can't
find
anyone
with
better
relationships
with
the
local
media
than
bill
and
then
pam.
N
You
know
who
I
know
you
probably
have
worked
with
over
the
years
in
terms
of
her
graphic
ability,
but
now
we're
really
relying
on
our
leadership
skills
as
well.
In
terms
of
designing
the
brand
and
keeping
us
you
know
kind
of
with
a
cohesive
message.
She
oversees
a
team
of
both
the
video
and
the
graphics
folks
and
then
caitlyn
keeler,
who
will
oversee
the
team
of
all
of
the
marketing
and
social
media
folks
and
then
community
engagement
with
ashley
mcbride.
N
We
had
a
team,
we
have
a
team
of
three
people,
they
had
previously
been
on
contract,
so
this
would
bring
them
into
the
county
system
and
if
we
go
to
the
next
chart,
we've
been
operating
on
this
really
since
the
beginning
of
the
pandemic.
N
These
are
their
geographic
areas
that
they're
responsible
for
being
the
liaison
with
so
ashley
is
orange.
She
liaisons
with
those
communities,
marcus
pearson
is
green.
He's
been
liaisoning
with
the
pandemic.
He
joined
us
right
before
covet
hit
and
then
the
blue
areas
had
previously
been
represented
by
mike
mccready,
who
you
know,
went
to
be
the
economic
development
director
at
novi
and
is
now
represented
by
carolyn
krauss,
who
joined
us
most
recently,
so
they
have
responsibilities
for
these
communities
working
with
the
other
county
departments.
They
also
have
other
responsibilities,
whether
they
be
constituency.
N
You
know
ethnic
communities,
seniors,
non-profit
organizations.
You
know
those
types
of
things
as
well,
so
they're
responsible
for
getting
rooted
in
these
areas.
So
can
you
drop
the
powerpoint
pam
and
then
just
so
that
everyone
can
put
a
face
with
the
names?
N
Can
we
do
that
again?
Okay,
okay,
this
is
caitlyn
keeler.
You
may
have
worked
with
caitlin.
She
was
at
ego
and
I.t,
so
we're
moving
her
over
the
office
of
public
communications
ashley,
who
you
probably
know
she
during
the
pandemic,
also
oversaw
our
census
team
and
then
pam.
Tremble
who's
been
with
the
county,
as
I
as
I
mentioned,
but
who
is
now
moving
into
leadership
role
and
then
kathy
gray,
who
I
also
mentioned,
and
then
bill
mullin
would
be
the
other
leader
of
this
team.
N
A
Okay
with
that
I'll
open
it
up
to
the
commission,
we'll
start
with
commissioner
charles,
followed
by
commissioner
cavell,
and
then
commissioner
moss.
D
Thank
you,
madam
chair.
First
of
all,
miss
chambers,
I'm,
I
already
missed
the
dog
that
was
a
highlight
of
being
on
zoom,
but
you
had
an
organizational
chart
up
and
there
were
a
couple
of
boxes
at
the
bottom
that
I
couldn't
quite
read
the
text,
if
you
wouldn't
mind
just
highlighting
what
that
was
yeah.
N
Up
okay,
so
so,
if
you
go
down,
you
know,
pam's
area,
I
think,
is
that
where
you're
the
orange
ones
or
the
key,
the
keys,
oh.
O
N
N
Part-Time,
okay,
so
jonathan,
he
would,
you
may
know
jonathan
as
the
nature
blog
writer
he's
been
with
the
county
as
a
part-time
ptne,
and
he
writes
the
blog
and
then
al
adler
has
been
with
the
county
for
a
few
years.
He
was
with
the
oakland
press
and
he
does
all
the
employees
he
used
to
write
the
telegraph
newsletter
and
he
does
all
the
employee
writing
about
employees
and
in
the
employee,
communications.
D
And
then
this,
as
my
last
question,
you've
answered
so
many
of
them,
I'm
not
going
to
ask
about
the
vacant
at
the
top,
I'm
sure
someone
else
will,
but
I
was
curious
under
emergency
management.
That
was
really
a
good
question,
a
good
thing
that
you
mentioned
as
to
why,
because
again,
when
I
think
pr
or
comms,
I
don't
necessarily
immediately
think
emergency
management.
D
N
I
mean,
I
think,
there's
really
kind
of
three
reasons
why
we
think
it
can
be
housed
in
emergency
management,
one,
as
you
indicated,
to
kind
of
give
it
a
little
autonomy
so
that
it's
not
people,
don't
see
it
as
a
dave,
coulter
thing,
you
know
that
it
is
a
county
thing
and
two
because
of
the
synergies
in
terms
of
public
communications
and
public
interaction
and
and
public
facing
that
we
see
with
emergency
management
and
then
three
because
of
the
size
of
the
department
and
the
confidence
that
we
have
in
in
tom
hardisty's
leadership
of
that
department.
L
N
Yeah,
it's
trying
to
create
a
hub
of
communications
and
community
engagement
so
that
we
can
better
serve
all
of
the
all
of
the
county
departments
instead
of
having
a
few
people
in
economic
development,
a
few
people
in
I.t
one
person
in
the
county,
executives
department,
I
mean
look,
there
are
still
people
that
we
work
with
in
health.
You
know
that
do
some
of
this
work,
we
collaborate
with
them.
So
it's
not
everybody,
but
it
is
a
hub
of
people
that
that
can
do
this
work.
L
Okay,
so
understanding
that
I
like
that-
and
that
sounds
great-
I
do
have
a
couple
of
questions,
though,
about
the
arp
money
that
is
in
the
resolution,
so
there's
373
000
a
year
for
arp
to
fund
this.
There
is
also
clause
in
the
resolution
about
sun
setting
those
positions
that
are
funded
through
erp,
which
is
eight
positions.
N
Right
so
a
couple
of
things
one,
you
know,
we
feel
that
it's
important
as
it
relates
to
the
arp
money
that
we
leverage
it
for
the
uses
that
are
appropriate
under
the
guidelines
as
it
relates
to
county
operations,
and
these
are
clearly
accept
acceptable
uses
of
arp.
We
found
during
cares
act
that
you
know.
L
L
Can
I
then
just
say
for
the
group
when
we're
taking
our
arp
considerations
into
account
that
you're
showing
us
that
you're
willing
to
put
forward
a
resolution
that
gives
people
money,
creates
right,
you're,
paying
people
with
arp
money?
So
when
we
think
about
child
care
raises
when
we
think
about
mental
health
care
raises
that
that
is
giving
people
that
work
in
our
community
money
using
arp
dollars.
This
sounds
like
a
comparable
equation.
In
my
mind,.
N
As
I
told
you
before
the
meeting,
I
think
that
is
not
an
apt
comparison.
I
think
that's
apples
and
oranges.
It's
one
thing
for
the
county
government
to
indicate
a
funding
source
for
an
employee
and
take
on
the
responsibility
of
finding
out
finding
and
making
a
decision
about
funding
that
person
going
forward,
and
it's
a
completely
different
thing
for
us
to
make
a
decision
to
provide
a
funding
that
we
know
there's
a
cliff
for
an
outside
entity.
So
I
don't
see
those
things
as
comparable.
N
I
do
not
see
premium
pay
for
child
care
workers
or
home
health
care
workers
in
trying
to
solve
the
the
problem
of
the
low
wages,
those
industries
at
all
comparable
to
what
we're
doing
here.
In
this
resolution,
I
appreciate
the
sentiment.
I
know
how
committed
you
are
to
the
child
care
issue,
but
I
don't
see
those
as
comparable.
I
think
that's
apples
and
oranges.
L
If
I
could
just
okay,
you
have
the
floor.
Thanks
we're
talking
about
values
and
what
we
prioritize
so
showing
that
you
value
eight
positions
to
do.
Communications,
then
seems
like
that's,
then
also
creating
the
opportunity
or
the
space
for
showing
that
there
is
value
in
prioritizing
low-wage
workers
who
have
to
do
two
or
three
jobs
and
work
in
things
that
are
a
thankless
job,
that
if
there
was
a
time
to
prioritize
something
like
that,
now
would
be
the
time
the
funds
available
to
use
have
been
shown
by
this
resolution
to
be
eligible
for
paying.
N
Again,
I
very
much
appreciate
your
values.
I
think
this
board
shared
and
showed
it
their
values
just
a
few
weeks
ago,
when
you
approved
27
million
dollars
to
go
to
help
families
with
child
care
and
to
go
to
help
non-profits
and
other
entities
with
mental
health
concerns.
So
you
already
spoke,
I
think
loudly
in
terms
of
the
acute
needs
and
the
air
p
spending
to
the
27
million
dollars.
O
Again
and
commissioner,
you
know-
I
think
some
of
this
also
reflects
that-
and
hillary
touched
on
this-
the
increased
capacity
of
workload
that
has
come
along
with
responding
to
the
pandemic.
Of
course,
the
expenditure
of
the
cares
act
dollars
as
commissioners
were
in
in
office
last
term.
Oh
yeah,
you
know
just
the
sheer
capacity
of
programs
and
work
that
we
all
undertook
together.
O
You
know
somebody
has
to
take
charge
of
communicating
that
well
to
the
public
and
public
health
orders
et
cetera,
and
now
we
have
another
new
iteration
of
that
with
more
federal
money
coming
our
way.
So
you
know,
I
think
these
several
of
these
positions
have
been
filled
on
a
contractual
basis
because
the
need
existed,
and
it
has
now
been
confirmed
that
the
need
will
continue
to
exist
and
it
makes
sense
to
bring
these
people
into
the
county
system.
J
You,
ms
chambers,
it's
a
excellent
presentation.
Thank
you
all
right
and
by
the
way,
by
the
way,
I
would
say
hi
to
kathy
gray,
it's
good
to
see
you
now
that
you're
working
for
the
county
executive
and
not
the
detroit
news.
I
won't
make
any
complaints
about
the
free
press,
free
press,
comics,
old
joke.
Yes,
you
really
did
yell
at
me
and
say:
don't
do
that
anymore
and.
J
So,
anyway,
my
questions
for
the
emergency
management.
Commissioner,
charles
asked
and
answered
it,
looks
to
me.
You
know-
and
I
think
you've
said
it-
that
the
what
you're
doing
is
basically
centralizing
everything
you
know,
you're
all
the
various
things
and
there's
often
you
know
you
kind
of
gets
between
two
polls
here
is
that
if
it
needs
to
say
something
they
have
to
go
now
to
the
department
of
communications
and
go
through
that
and
then
finally
move
on.
How
do
you?
J
N
Well,
that's
not
been
a
problem
at
all.
I
mean,
like
I
mentioned.
If
you
think
about
the
tornado
example
right,
they
were
working
over
the
weekend
hand
in
glove.
You
know
on
the
same
phone
calls
on
the
same
text
chain,
so
I
actually
think
it
makes
it
easier
because
you
have
such
a
group
of
of
of
technical
professional
experts
that
they
can
really
strengthen
the
efforts
like
exa
after
this
meeting
they're
going
over
to
the
animal
shelter
to
kind
of
work
with
bob
and
his
team
about.
N
How
can
we
increase
the
dog
owners
buying
their
licenses?
And
so
you
know
what
I
mean
they
can
kind
of
they
that's
their
job
now,
to
kind
of
you
know,
take
it
to
to
to
work
with
the
the
subject
matter,
experts,
but
to
give
them
the
expertise.
In
terms
of
you
know,
marketing
timeline
and
all
of
the
other
things
that
go
with
it.
N
So
I
don't
and-
and
I
think
though,
when
the
the
way
that
they've
set
up
the
weekly
calls,
I
mean
quite
frankly,
during
the
pandemic,
there
used
to
be
daily
calls
where
they
were
all
on
the
phone,
making
sure
that
everybody
knew
like
what
was
happening.
I
think
that
that
that
communication
is
actually
more
seamless
than
when
it
was
when
it
was
in
its
in
silos,
and
we
didn't
really.
I
got
to
tell
you
when
I
first
started.
N
O
J
Thank
you
just
one
more
thing:
the
chart
that
you
don't
need
to
bring
it
back
up
that
had
all
the
bubbles
and
stuff
on
it.
Can
I
get
a
copy
of
that.
N
Absolutely
pam,
it
circulated
it
when
we
after
lagos,
so.
J
A
J
A
Yeah,
okay,
commissioner
moss
commissioner
kowal.
B
Well,
thank
you
very
much.
It's
a
really
good
presentation.
I'm
just
trying
to
study
this.
It
just
made
my
brain
hurt.
B
He
kind
of
brought
it
all
together
here
for
me,
so
I
was
going
what
the
heck
is
this
all
about,
but
just
a
couple
of
minor
questions
under
the
last,
whereas
where
it
says
favorability
from
local
community
stabilization
share
revenue
and
that's
just
to
fill
this
the
rest
of
this
fiscal
year
up,
but
I'm
just
curious
because
that
I
think
would
be
favorability
would
normally
go
into
the
fund
balance.
B
So
is
that
kind
of
like
using,
I
guess,
fund
balance
before
it
becomes
fund
balance
for
operating
expenditures
and
then
the
other
question.
I
well
answer
that
one
first
and
then
I'll
ask
the
other
one.
B
B
N
N
N
All
right,
thank
you.
Can
I
just
phrase
one
thing
too
just
to
be
clear,
because
I
know
the
the
specifics
of
the
resolution
can
get
the
intern
notion
in
there.
That
was
also
you'll,
see
that
we
moved
the
interns
to
hr.
N
They
there
were
several
intern
paid
intern
positions
around
the
county,
and
so
we
centralized
them
at
opc
after
the
economic
development
reorg
we're
now
moving
them
to
hr,
because
hr
wants
to
create
more
of
a
more
of
an
intern
program
where
they
do
the
recruitment
and
they
create
like
the
educational
programming
and
that
type
of
thing.
So
that
that's
why
you
see
us
moving
the
interns
to
hr.
H
Powell
can't
this
question
is
for
mr
ward:
can
you
elaborate
on
an
example
of
how
we
could
utilize
them
from
a
commissioner's
standpoint,
because
you
know
I've
always
tried
to
engage
our
own
staff
to
assist
in
certain
things,
and
I
know
the
limitations
because
they
have
to
share
amongst
the
21
of
us.
So.
H
These
young,
ladies
and
gentlemen,
have
to
now
help
the
whole
departments
and
all
of
us
and
all
the
elected
officials.
I
really
want
to
know
what
exactly
something
that
they
could
really
assist
us
with,
and
I
know
you
wouldn't
know
so.
Can
you
break
me
down
exactly.
O
O
So
you
know,
for
instance,
caitlyn
and
her
team
that
work
on
social
media
and
they
have
been
a
resource
in
the
past,
but
it's
under
that
umbrella
of
the
I.t
management
system,
where
we
have
to
you
know,
fight
for
hours
with
other
departments
and
in
the
past
we
were
kind
of
directed
to
create
our
own,
whereas
I
think
in
this
case
they'll
be
available
and
I
think
they'll
be
available
to
assist
the
staff
with
how
to
execute.
But
I
don't
know
that
they're
going
to
be.
O
You
know
executing
specifically
for
commissioners,
but
I
think
we
have
to
work
through
that
a
little
bit.
You
know
pam
tremble,
who's,
you
know
known
throughout
the
county
as
a
tremendous
graphic
designer
and
writer
in
the
past,
you
know
hasn't
been
really
clear
that
she
was
available
to
support
our
staff
and
so
the
board
staff,
and
so
we've
had
to
go
out
and
get
outside
contractors.
O
L
I
just
want
to
say
that
doing
some
back
of
the
envelope
math
real,
quick,
303
000,
using
this
arp
money,
not
to
belabor
the
point
at
two
dollars
an
hour
for
a
pay
raise
just
for
child
care,
because
there's
multiple.
A
A
Money
on
I'm
sorry,
I'm
sorry,
mr
kavel,
but
I'm
going
to
call
you
out
of
order
and
I'm
going
to
make
my
comments
if
nobody
else
has
any
okay.
Thank
you.
Okay.
One
of
my
questions
was
about
communicating
with
the
boc
communications
staff.
So
you
don't
really
see
this
as
replacing
the
boc
communications
staff.
You
see
it
as
working
with
our
staff.
Yeah.
N
Really
ready
happening,
like
I
mean
I
I
you
know,
the
boc
communications
team
always
participate
in
the
weekly
comms
meetings
so
that
everybody
knows
everything
that's
going
on
and
then
you
know
they
reminded
me
yesterday
that
they
helped
the
boc
staff,
create
the
youtube
channel.
So,
like
anything
like
that,
you
know
they
work
hand
in
glove
to
help.
A
N
And
what
we're
doing
what
we,
what
we
hoped
to
do?
We
wanted
to
wait
until
it
was
actually
official,
not
as
an
informal
group
but
they're,
already
kind
of
working
on
a
packet
that
they
will
go
around
and
meet
with
individual
departments
and
other
electeds
to
let
them
know
you
know
what
what
their,
what
services
they
provide
and
and
how
to
be
in
touch
and
that
type
of
thing.
A
Okay,
so
in
general,
I
think
it
makes
sense
to
consolidate
all
these
people
into
one
place
and
really
share
their
skills,
and
you
know
I,
as
the
years
go
on
the
communication.
A
That's
required
is
more
complicated
and
needs
to
be
faster,
and
so
I
think
it's
really
important
to
have
professionals
working
together
for
the
county,
so
I
I
support
this.
For
that,
could
you
talk
a
little
bit
about?
I
think,
as
I
understood
it
yesterday,
I
was
trying
to
listen
into
the
meeting
the
whole
idea
where
this
has
been
in
I.t,
and
so
every
time
a
department
wanted
to
talk
to
these
folks.
A
There
were
chargebacks
through
I.t
and
all
of
that
which
to
me
has
always
been
super
complicated
to
try
to
follow
so
I'm
my
expectation
would
be
that
we
will
see
some
some
benefit
from
that
happening
and
and
better
tracking
of
how
we're
using
these
folks.
Can
you
comment
on
that
at
all
or
can
somebody
I.
O
When
I
worked
for
all
of
you,
you
know
I.t
is
a
proprietary
fund,
so
it
has
to
generate
its
own
revenue
in
order
to
pay
for
itself,
and
one
of
the
aspects
of
this
is
reducing
the
general
fund
subsidy
of
I.t
by
transferring
these
positions
out.
So
you
know
that
will
be
somewhat
addressed
by
this,
but
you
know
the
staff
there
basically
are
almost.
O
I
don't
want
to
say
sales
people,
but
it's
almost
like
that
they
have
to
justify
every
five
minutes
of
their
time
and
so
and
as
far
as
the
system,
how
it
works
with
a
department
wanting
to
use
their
time.
There's
each
one
are
budgeted
a
certain
amount
of
hours
and
then
there's
this
trading
back
and
forth.
If
you're
not
going
to
use
them,
can
I
have
them?
And
so
this
the
concept
here
is
a
move
away
from
that
not
having
them
track
every
minute
of
their
time
and
make
them
available
to
to
all.
N
A
A
Makes
sense
because
communications
have
to
move
at
a
quicker
speed
anyway,
right,
okay,
so
there's
a
lot
here
in
what
you
gave
us
give
us
the
bottom
line.
Are
we
adding
people?
Are
we
subtracting
people?
You
know?
What's
what's
the
impact
of
what
you're
doing
here?
I.
A
N
Some
of
those
folks
were
on
contract
right.
So
you
know
the
two
community
engagement
people
were
on
contract.
For
you
know
what
you
may
think
is
too
long
right
and
now
we're
moving
them
into
the
government
into
the
county
system.
So
they're
not
a
new
position.
I
mean
they're
new
positions,
but
the.
B
B
A
I
think
that
was
it
all
right.
Thank
you.
Anybody
else
have
any
more
questions
or
comments
on
this
item
before
we
vote.
Okay,
if
not,
let's
go
ahead
and
call
the
roll.
J
A
Okay
motion
carries
thank
you
very
much.
All
right
is
there
any
other
business
to
come
before
the
finance
committee.
A
L
I
So
with
that
on
695
highlights
the
agenda
that
I'll
be
of
items
that
are
included
in
this
supplemental
packet,
including
we'll
start
off
with
the
budget
approach.
I
So,
as
noted
by
the
at
the
presentation
of
the
county
executive,
the
budget
is
not
a
static
process.
It
is
a
continuous
process
whereby
we
present
the
budget
of
the
recommendation,
but
there
are
continuous
resolutions
that
may
be
presented
to
the
commission
that
adjusts
the
budget
and
we
not
only
adjust
the
current
year
budget
but
as
well
as
the
two
out
years
to
maintain
that
rolling
budget
update
with
you,
you
will
have
some
you'll
be
receiving
or
you
have
received,
I
should
say
various
budget
documents.
I
It
not
only
includes
our
budget
documents
but
as
well
as
our
financial
reports
that
are
published,
so
you
should
all
have
a
copy
of
the
county,
exact
recommendation,
the
line
item
book
or
sometimes
to
refer
to
as
the
big
book.
In
addition
to
that,
you
will
have
the
categorical
analysis
and
highlights
book.
I
This
book
will
be
what
will
probably
be
very
valuable
valuable
to
you
as
you
go
through
the
various
budget
hearing
processes
with
the
departments
explaining
the
variances
between
one
fiscal
year
to
the
next
you'll,
see
some
common
explanations
in
that
categorical
book,
primarily
you're
involved
revolving
around
salary
and
fringe
benefit,
where
there's
a
two
percent
compensation
place,
holder
for
the
all
the
departments
and
funds,
as
well
as
the
fact
that
the
county
provides
a
centralized
budget
area
for
I.t
development
and
maintenance
department
charges
for
general
fund
general
purpose
areas
housed
in
the
non-departmental
section
of
the
budget
and
then
re-allocated
or
re-appropriated
to
the
departments
on
a
quarterly
basis
as
those
those
needs,
as
those
resources
are
used
by
the
departments.
I
I
Next,
getting
into
a
little
bit
slicing
and
dicing
of
the
budget
at
the
fund
level
so
on
this
is
represents
the
budget
by
the
different
fund
sources.
So
we
have
general
fund.
General
purpose
is
the
the
main
category
in
which
most
of
you
focus
on
during
these
budget
hearings,
the
special
revenue
funds
and
then
the
proprietary
funds,
with
the
general
fund
general
purpose
representing
roughly
50
percent
of
the
overall
budget,
which
is
about
965
million
dollars,
general
fund
general
purpose
being
about
482.
I
I
I
It
goes
into
a
little
bit
even
more
detail
showing
who,
what
are
the
departments
that
are
receiving
the
federal
grants
and
the
state
grants
which
departments
have
charges
for
services
and
what
are
those
charges
for
services,
so
that
provides
more
of
a
little
bit
of
a
narrative
of
explaining
the
various
revenue
categories.
Would.
I
So
it's
in
the
presentation,
it's
pages
60
through
64.
of
the
larger
book.
It
has
the
descriptions.
Thank
you
getting
into
a
little
bit
more
of
the
slicing
and
dicing
of
the
revenue
by
source.
I
This
slide
represents
and
shows
the
fact
that
the
general
fund,
the
primary
revenue
source
for
the
general
fund,
is
property
tax
revenue,
roughly
55
percent,
followed
by
charges
for
services
and
intergovernmental
revenue.
So
this
is
just
showing
the
breakdown,
both
with
a
historical
view
of
what
those
categories
are,
as
well
as
the
2023
2022
through
2024
recommended,
given
getting
into
a
little
bit
even
more
detail.
This
slide
is
showing
the
various
charges
for
services
by
functional
area
by
the
departments
so
general
fund
general
purpose.
I
Charges
for
services
revenue
is
roughly
123
million
dollars,
roughly
54
of
that
comes
from
charges
for
services
revenue
within
the
law
enforcement
category,
primarily
for
law
enforcement
contracts.
So
this
will
just
give
you
some
reference
without
having
to
page
through
the
whole
line
book
to
figure
out
who
has
what
charges
for
services
revenue.
I
Quickly,
going
on
to
budgetary
control,
the
county's
general
appropriation
act
controls
the
budget
within
three
categories:
personnel
operating
and
internal
support
and
on
the
slide
it
represents.
Obviously,
personnel,
salary
and
fringe
benefit
related
operating
would
be
any
type
of
contractual
obligations
or
supply
commodity
type
purchases.
I
Internal
support
are
services
that
departments
receive
from
the
various
internal
service
funds
for,
like
I.t
motor
pool
facilities,
management
for
maintaining
the
county
campus.
It's
important
to
note
that
the
county
departments
are
responsible
to
manage
their
budget
at
the
controllable
category
level.
I
I
I
It
reflects
the
fact
that
2021
includes
the
remaining
funding
from
the
cares
act,
funding
that
was
reappropriated
that
was
not
fully
utilized
in
in
2020.
So
that's
been
reappropriate
to
2021,
it's
important
to
note
for
the
arp
funding
that
funding
will
be
appropriated
through
a
special,
separate
special
revenue
fund.
I
I
I
Proprietary
funds
had
an
overall
increase
of
roughly
3.3
million
dollars
and
that
really
is
related
to
water
and
sewer
operations
handled
by
the
water
research
water
resource
commissioner's
office
partially
offset
by
some
2021
amendments
made.
If
you
recall
during
this
past
year,
where
amendments
were
brought
forward
for
enhancements
to
the
radio
communications
system
replacement
project
where
some
enhancements
and
equipment
replacements
were
appropriated.
So
that's
a
net
impact
overall.
I
As
far
as
2023
and
2024,
there
are
some
changes,
obviously
from
2022
levels,
mainly
there's
a
2000
or
a
6.6
million
dollar
decrease
from
the
202
budget.
Those
are
mainly
changes
in
the
special
revenue
funds
and
there's
a
10
million
dollar
decrease
there.
That's
contributing
to
the
overall
decrease
in
that
in
the
budget.
I
2024
budget
you'll
see
that
it
shows
a
14.6
million
dollar
increase
and
you
may
be
asking
what.
Why
is
there
such
a
maybe
more
significant
increase
in
that
out
year?
That
does
reflect
the
fact
that
the
county
does
have
a
line
item
called
budgeted
equity
adjustment
that
where
it
shows
that
we
have
achieved
structural
balance
and
our
revenues
are
actually
budgeted
higher
than
our
expenditures,
starting
in
2023
and
even
more
significantly
in
2024..
I
Now
I'm
getting
into
the
section
that's
referred
to
as
the
non-departmental
general
fund
budget.
There
are
two
components
of
non-departmental
one
referred
to
as
just
non-departmental
in
general,
and
then
the
other
is
non-departmental
transfers
and
there
are
page
references
on
here
for
you
within
your
larger
budget
book.
I
The
non-departmental
budget
section
actually
has
activity
that
is
posted
directly
to
it.
It's
things
for
things
that
are
not
related
to
a
specific
county
department.
It
would
be,
you
probably
would
see
property
tax
revenue
there.
You
will
see
revenue
sharing
those
type
of
revenue
sources
coming
in
that
aren't
tied
to
a
specific
department,
non-departmental
transfers.
I
However,
it
is
a
budgetary
placeholder,
but
funds
cannot
be
spent
directly
out
of
that
department
without
action
by
the
board
of
commissioners
through
either
by
a
resolution
or
as
allowed
by
the
general
appropriations
act.
So
they
one
of
the
frequent
items
that
you'll
see
come
before
the
finance
committee
is
the
I
t
development
that
happens
on
a
quarterly
basis
where
we
reappropriate
those
dollars.
I
I
So
I
just
went
ahead
and
highlighted
a
few
of
the
areas
that
account
for
that
personnel
turnover
factor
that
has
been
included
that
used
to
be
accounted
for
is
budgeting
for
full
employment.
We
are
now
including
a
turnover
factor.
Obviously,
not
all
positions
will
be
filled
at
the
the
level
budgeted
throughout
the
fiscal
year.
That's
just
not
possible.
I
Also
within
the
larger
budget
book
is
a
section
for
the
capital
improvement
programs,
including
both
the
high
level
capital
improvement
program
run
by
facilities
management,
as
well
as
the
capital
budget
plans
for
all
the
individual
proprietary
funds.
The
county
general
fund
does
provide
funding
to
the
building
improvement
fund
of
three
million
dollars
for
2022,
and
it
goes
up
to
5
million
dollars
in
2024..
I
It's
important
to
note
that
that
capital
improvement
program
is
that
is
a
plan.
It
does
require
action
by
the
board
of
commissioners
in
order
to
appropriate
dollars
and
transfer
dollars
for
specific
projects,
and
that's
usually
brought
before
you
from
facilities.
I
Management
new
in
the
budget
book
this
year
is
a
section
referred
to
as
professional
services
summary
now.
This
is
a
new
section
that
is
related
to
a
resolution
that
was
approved
in
2019
related
to
professional
service
contract
authorization
policy.
This
is
meant
to
share
and
be
transparent
about
the
professional
services
contracts
that
meet
that
definition.
Under
the
resolution,
this
summary
is
listed
within
the
larger
book
pages
645
through
660..
I
A
lot
of
those
contracts
span
multiple
fiscal
years.
It's
and
have
a
high
level
not
to
exceed
amount.
So
you're
not
necessarily
going
to
see
if
you
see
a
contract
in
there
for
five
million
dollars
that
spans
three
years,
you're
not
going
to
be
able
to
tie
that
back
to
the
budget
book
to
say
it's
five
million
dollars
on
this
line.
I
Name
this
page,
what's
important
to
note
again,
the
departments
are
responsible
to
maintain
their
budget
in
accordance
with
the
three
control
book
budgetary
categories
and
some
of
these
contracts
or
professional
service
agreements
can
be
one
time
in
nature
and
some
are
ongoing
services,
but
what's
represented
in
that
section,
the
departments
do
account
for
that
within
their
departmental
budgets,
and
we
did
also
include
there's
a
couple
placeholders
in
there.
You
may
have
recalled
that
there's
been
discussion
about
reviewing
the
I.t
department
rates
for
the
I.t
fund
in
columbus.
I
There
is
a
placeholder
listed
within
the
professional
services
listing
to
include
for
an
rfp
to
get
those
services
rendered
so
that
we
can
review
the
rates
of
those
funds
next.
This
is
just
a
little
bit
deeper
dive
of
the
the
high-level
five-year
plan
that
kyle
covered
last
week.
This
is
represented
in
pages
26
and
27
of
the
line
item
book
and
if
you
look
at
the
first
three
years,
obviously
that
is
in
the
at
the
line
item
level.
There
are
more
details
that
are
provided
within
the
larger
budget
book.
I
The
two
out
years
for
25
and
26
are
basically
a
copy
of
2024,
and
then
you
will
see
adjustments
made
both
to
revenue
and
expenditures
at
a
high
level
of
where
we
think
things
were
are
heading
into
the
future.
So
for
the
revenue
section,
you'll
see
that
on
property
tax
estimates
based
on
anticipated
property,
tax
revenue
and
the
person,
I'm
sorry
the
real
property
tax
increasing
roughly
4.25
percent.
Those
factors
are
included
and
are
reflected
in
the
higher
level
five-year
forecast
in
the
section
below
where
it
says
estimated
increase.
I
So
that's
reflecting
the
adjustment
to
the
two
out
years.
We
also
have
some
anticipated
charges
for
services
revenue
coming
in
for
cooperative
purchasing
agreements,
as
well
as
anticipated
increase
in
charges
for
services
to
make
sure
that
indirect
cost
is
included
within
contractual
service
agreements
that
we
have
with
outside
entities
on
the
next
page.
It
shows
just
the
same
level
of
information
but
on
the
expenditure
side,
including
the
anticipated
placeholders
for
the
two
out
years
for
employee
compensation.
I
Some
review
of
the
french
benefit
plans
that
are
being
reviewed
by
the
county,
exec
administration,
as
well
as
the
fact
that
there
is
a
need
to
increase
the
funding
for
the
capital
improvement
program
by
adding
another
million
dollars.
On
top
of
the
5
million,
that's
slated
for
24
to
bring
that
up
to
the
5
million
dollar
or
six
million
dollar
level.
I'm
sorry.
I
And
last
I
just
want
to
before
we
kick
off
the
hearing
process
for
individual
departments
kind
of
give
you
the
information
of
how
the
budget
hearings
have
been
traditionally
approached
in
the
past.
Obviously,
the
like,
I
said
the
budget
is
not
a
static
process.
The
there
have
already
been
items
presented
to
you
since
the
budget
book
was
presented,
so
we
have
used
in
the
past.
I
What's
referred
to
as
an
amendment
list
that
amendment
list
isn't
action
isn't
taken
up
at
each
individual
finance
committee
during
the
budget
hearing
process,
there
could
be
discussions
saying
you
would
like
something
added
to
the
amendment
list.
However,
the
amendment
list
is
taken
up
and
voted
on
by
the
finance
committee
during
the
budget
wrap-up
session,
which
is
scheduled
at
the
end
of
august.
I
So
there
are
three
sections
within
that
amendment
list
section.
A
amendments
would
be
any
type
of
resolution
that
has
been
presented
and
adopted
by
the
board
of
commissioners.
So
the
intent
there
is
to
show
here's
what
the
county
exec
recommendation
was,
and
here
are
the
resolutions
that
have
since
made
adjustments
or
changes
to
the
recommendation.
I
Section
c
amendments
are
for
any
type
of
cleanup
as
much
as
we
all
like
to
think
that
we're
all
perfect
that
doesn't
necessarily
happen,
and
so
sometimes
we've
had
to
use
that
section
to
make
adjustments
to
clean
up
our
adjust
line.
Items
move
things
between
divisions
within
a
department,
for
example.
Usually
those
tend
to
be
neutral
and
it
also
reflects
any
changes
or
requests
that
may
come
out
of
the
finance
committee
or
additional
requests
that
could
come
from
the
administration
again
most
of
in
the
in
the
past.
I
That's
that
section
would
be
voted
on
usually
on
an
individual
basis,
depending
on
the
nature
of
the
amendment
itself
and
that
information
once
the
budget
wrap-up
session
happens.
That
information
is
then
used
to
compile
the
finance
committee
recommended
book.
That
will
then
be
used
for
you
to
consider
during
the
budget
adoption
on
september
29th.
I
So
I
know
it's
a
lot
of
information.
There's
a
lot
of
information
in
this
budget
book.
Almost
700
pages,
certainly
we'll
be
here
throughout
the
budget
hearing
process.
If
there
are
questions
that
we
can
help
answer
so
at
this
time,
I'd
like
to
entertain
any
questions
that
you
have.
C
With
commissioner
long
okay,
thank
you
lynn.
I
just
have
a
general
question,
since
this
is
different
in
all
my
20
years
here,
so
on
page
645
to
660
we're
professional
service
contracts.
You
say
that's
separate
out
of
these
individual
budgets
now
so
just
looking
at
so
then
I
don't
have
to
ask
this
question
on
every
department.
So
looking
at,
like
page
203
for
our
management
budget,
you
say
professional
services.
I
I
C
L
This
is
more
of
like
a
test
for
me
to
make
sure
I
understand
the
language
of
budgets
when
you
shared
the
building
improvement
fund,
which
goes
three
four
five
million
dollars.
That
is
what
is
historically
called
an
assigned
fund
balance.
I
We
actually
have
an
appropriation
to
transfer
dollars
out
of
the
general
fund
to
the
building
improvement
fund,
and
so,
if
you
look
at
document
page
293
of
your
budget
book,
the
larger
budget
book,
it
actually
itemizes
the
transfers
out
of
the
general
fund
and
it
will
show
the
the
transfer
to
the
building
improvement
fund.
Thank
you.
P
And
I
would
just
add
to
that,
you
know
one
thing:
we're
we're
trying
to
to
move
toward
with
this
budget
is
using
assigned
fund
balance
less
so
we're
trying
to
build
in
anticipated
costs,
particularly
of
maintaining
our
facilities
and
rit
systems
up
front
in
the
budget.
You
know,
rather
than
using
fund
balance
mid-year
or
fund
balance
assignments
at
the
end
of
the
year.
To
accomplish
that.
D
P
New
guy
version
of
that
explanation,
so
I
mean
as
you're,
looking
at
the
big
budget
book
for
each
department
and
then
really
each
division
in
the
expenditure
section
you're
going
to
see
three
categories:
personnel,
expenditures,
operating
expenditures
and
internal
service
expenditures,
and
then
within
within
each
of
those
categories.
You'll
see
you
know
for
for
for
many
departments,
a
large
number
of
line
items
that
show
you
know
our
best
estimate
and
planned
spending
at
that
line.
P
Item
level
departments
do
have
the
flexibility
to
to
move
dollars
within
those
line
items
as
long
as
they're
staying
within
the
total
for
each
of
those
three
categories.
So
we
expect
them
to
manage
and
be
responsible
that
they're
not
going
to
overspend
their
budget
at
the
level
of
the
total.
For
each
of
those
three
categories
versus
the
individual
lines
does.
Does
that
help.
D
D
Okay,
that's
fair!
I
can
take
it
from
that
and
then
my
second
question
was
actually
to
the
chair.
Smile
chair,
which
is
simply
it
looks
like
board
of
commissioners,
comes
up
on
august
25th
right.
Do
we
have
any
opportunity
for
input
as
commissioners?
Yes,
through
our.
A
A
L
Right
just
one
quick
question
again
making
sure
I
am
understanding
what
I
was
looking
at
beforehand.
You
mentioned
non-department
transfers,
that's
roughly
39
million
dollars
right.
A
P
And
actually
I'd
like
to
add
one
note,
I'm
sorry
on
the
overall
budget
hearing
I
just
wanted
to
provide
a
quick
update.
If
you
recall
the
last
slide
in
the
budget.
Presentation
from
thursday
night
talked
about
the
rafaeli
case
and
as
it
happens,
you
know
there
was
a
a
ruling
by
the
circuit
court.
Yesterday,
I'm
going
to
be
careful
not
to
go
outside
my
lane
with
with
corporation
council
in
the
room,
but
you
know
the
ruling
at
the
circuit
court
level
was
in
favor
of
the
county's
position.
P
You
know
there
are
there,
certainly
an
expectation
that
there
will
be
an
appeal
to
the
court
of
appeals.
So
you
know
this
story
is
not
complete.
However,
at
this
point
in
time
you
know:
we've
we've
avoided
that
that
that
worst
case
financial
scenario
that
was
laid
out
last
thursday,
so
just
wanted
to
mention
that
briefly.
A
P
So
with
the
chairs
position,
our
permission
I
can,
I
can
move
on
to
the
management
and
budget
budget,
so
just
briefly
as
a
high
level
overview.
So
the
the
general
fund
budget
for
the
department
of
management
and
budget
that
I
oversee-
that's
that's
recommended
for
fiscal
year.
2022
is
23.4
million
dollars
that
covers
193
positions
within
the
department.
P
So,
across
all
three
of
those
divisions
as
part
of
the
workforce
planning
efforts
to
get
the
budget
into
structural
balance,
our
department
has
reduced
the
number
of
of
positions
by
14
total.
So
that's
that's:
six
full-time
positions,
eight
part-time
positions,
either
by
eliminating
vacant
positions
or
reducing
positions
through
attrition
as
staff
are
leaving
as
part
of
the
early
separation
incentive.
Those
position
eliminates
result
in
total
savings
of
about
630
thousand
dollars.
P
The
only
new
position
in
the
department's
budget
is
for
a
position
being
transferred
from
the
compliance
office
under
the
county
executive
to
handle
bank
reconciliation,
work
you'll,
hear
more
about
that
larger
change
with
the
county
executive
office
budget
and
then.
Lastly,
as
mentioned
during
the
budget
presentation
last
week,
the
budget
reflects
an
increase
of
revenue
of
150
000
to
expand
the
use
of
cooperative
purchasing
agreements.
P
These
agreements
provide
access
to
local
units
within
the
county
and
actually
outside
the
county
to
access
our
competitively
bid
contracts,
which
saves
them
money
in
terms
of
administrative
costs,
and
then
the
vendor
actually
pays
a
a
a
1.5
administrative
fee
which
helps
offset
the
cost
of
running
our
purchasing
division
and
we
have
an
early.
You
know
story
of
success
there
in
terms
of
the
contract
we
have
with
guide
house
to
assist
with
compliance
efforts
on
arp
funds.
P
We've
already
had
both
royal
oak
and
and
warren
next
door
in
macomb
county
access
that
contract
to
get
the
same
support
and
obviously
all
local
units
across
the
county
and
the
state
and
the
country
you
know
now,
with
the
new
round
of
funding,
are
needing
assistance
there.
You
know
this
this,
this
budget
fully
funds
our
needs
going
forward.
As
we
look
at
the
next
year.
P
You
know
the
the
managing
the
effective
spending
of
the
arp
dollars
once
they're
approved
by
the
board,
is
a
priority.
As
I
just
mentioned,
we
have
contract
support
on
board
with
that
and
we'll
continue
continue
to
evaluate
the
resource
needs
there,
and
then,
thirdly,
is
the
implementation
of
the
county's
new
financial
system
as
part
of
the
work
day
project.
P
You
know
I've
had
a
chance
to
to
update
both
commissioners
markham
and
kowal
on
this,
and
I
thought
I'd.
You
know.
I'd
make
sure
the
full
committee
was
up
to
speed.
That
project
had
been
been
planned
to
go
live
october,
1st
of
this
fiscal
year.
P
P
Just
just
came
off
working
on
the
the
workday
project
for
the
city
of
baltimore,
to
give
us
a
full
assessment
and
we're
working
on
finalizing
a
plan
and
a
final
timeline
that
we
can
have
confidence
in
in
the
next
few
weeks
and
we'll
be
back
before
this
committee
to
present
that
plan,
along
with
any
additional
costs
which
we're
exploring
you
know
the
potential
use
of
arp
dollars,
as
as
as
and
and
remote
work
certainly
played
a
factor
here.
P
So
I
wanted
to
quickly
update
you
on
that
and
with
that
I'll
stop
talking
and
and
my
division
managers
and
I
are
happy
to
answer
any
questions
you
might
have.
H
By
commissioner
moss,
I
have
three
questions:
how
many
vacant
positions
in
the
division
did
y'all
have
did
y'all
have
any
making
positions.
I
We
have
not
had
long-term
vacancies,
it's
been,
I
would
say
more
of
turnover
factors
with
people
being
eligible
for
retirement
and
recently,
with
the
visa,
there's
been
more
vacancies
and
we
did
have
some
part-time
vacancies
that
were
a
little
bit
longer
in
nature,
but
no
full-time,
long-term
vacancies.
So.
P
The
large
number
of
those
14
positions
that
we're
eliminating
were
vacant
positions
and
a
handful
in
our
positions
that
are
being
being
reduced
through
attrition,
going
forward.
I
In
21.,
it
spread
throughout.
A
J
H
My
life
is
going
fine
and
then
my
last
question
is:
were
positions
reclassified
in
2021
and
if
so,
how?
Many
was
anything
in
your
department,
reclassified.
I
P
Q
Yeah
I'll
go
first
yeah
we're
not
having
a
downgrade
we're
just
eliminating
one
position:
yeah,
okay
and.
P
C
Q
P
If
it's
helpful,
I
think
we
could
probably
run
reports
on
each
of
those
questions.
If,
if
you
expect
to
have
that
same
question
for
other
departments-
and
you
know
we
can
get
you
all-
that
information
up
front.
P
We'll
we'll
work
on
providing
a
central
report
then
to
to
make
answering
those
questions
easier.
Thank
you.
R
You
have
before
you,
commissioners,
is
not
only
in
addition
to
the
budget
book.
There's
a
supplemental
informational
packet
that
the
board
staff
has
provided
you
that's
kind
of
a
backward
look
to
look
at
trend,
analysis
for
each
of
the
departments
and
what
has
been
adopted.
What
has
been
amended?
What
has
been?
I
think
the
final
graph
is
what
has
been
recommended
by
the
by
the
administration
as
well.
So
in
our
minds,
it
gives
you
a
very
clear
picture
and
looking
at
the
whole,
it's
not
necessarily
something.
R
That's
you
know
statutorily,
that's
provided
because
they
have
to
provide
you
a
recommended
budget
for
in
what
oakland
county's
practices
are,
is
a
three-year
rolling
budget
moving
forward
and
they
also
touch
base
on
the
five-year
plan
right.
So
this
gives
you
almost
an
eight-year
picture
of
how
the
expenditures
and
revenues
have
proceeded
through
each
of
the
departments.
R
Moving
forward.
Some
of
the
questions
that
are
on
your
on
those
little
packet
sheets
that
you
have
are
just
general
questions
of
the
department.
As
the
staff
look
through
each
of
the
line
item
budgets,
some
of
them
might
include,
you
know
an
increase
in
a
budget
for
the
recommended
in
a
specific
line
item
but
like
like
lynn
mentioned,
and
I
I
think
that
it's
been
clear-
is
that
you
know,
departments
and
and
the
county
level
do
budget
at
the
cat
at
the
categorical
with
personnel
operating
and
internal
service.
R
So
it's
just
something
to
keep
in
mind,
but
that's
diving
really
dire
deeper
into
each
of
the
numbers
that
that
go
there,
just
so
that
you
guys
can
reference
that
if
you
so
choose
to
ask
those
questions,
it's
totally
up
to
you.
It
was
a
guide
for
the
commissioners
as
well
and
and
we
will
share
those
with
with
the
departments
as
we
move
forward
with,
with
how
swamped
we
are
as
a
staff
and
how
limited
we
are
in
our
personnel
capabilities.
R
We
typically
get
those
prepared
almost
leading
right
up
to
the
to
the
meeting
date.
So
but
as
we
get
those
done,
we
will
definitely
share
that
with
management
and
budget,
and
then
let
them
determine
how
they
want
to
distribute
that
to
the
to
the
other
departments.
A
L
L
Division:
okay,
it
sounded
like
you
were
saying
so.
Forgive
me
for
missing
it
that
that's
there's
something
that's
going
to
become
a
revenue
generating
source
because
you're
contracting
out,
for
example,
the
guide
house
with
warren
and
royal
oak
right
correct,
so
there's
other
things
that
purchasing
will
be
able
to
offer
to
communities
like
ferndale
or
hazel
park.
P
Right,
I
mean
our
goal
really
is
to
is
to
make
all
of
our
contracts
accessible
to
other
local
units.
I
mean,
certainly
you
know,
most
local
units
of
government
are
doing
a
lot
of
the
same
kind
of
business
and
and
we
have
a
robust
process.
You
know
around
our
rrfp
process
and
bidding
system
and
it
makes
sense
to
make
that
accessible
to
other
local
units.
P
You
know
and
it's
an
advantage
to
the
vendors
because
they
don't
have
to
go
through
multiple
rfp
processes.
So
you
know
it's
really.
It's
really
a
win-win-win.
At
our
view,.
P
Q
Yeah
we've
had
a
cooperative
purchasing
program
since
the
late
90s.
We
never
had
a
an
administrative
fee
built
into
it
with
with
the
contractors
or
the
vendors
we
would.
You
know
just
offer
those
contracts
up
to
the
local
units
to
use
and
many
the
the
government
entities
that
use
them
weren't,
just
in
oakland
county.
They
were
all
over
the
state,
probably
about
eight
years
ago
with
there
were
some
cooperatives
called
u.s
communities
and
they
were
building
in
some
administrative
fees,
so
we
jumped
into
that
with
a
few
contracts.
Q
So
we've
talked
to
some
of
our
suppliers
and
in
various
areas
we
will
be
able
to
retain.
You
know
we're
asking
for
a
1.5
percent
when,
when
another
government
entity
that
uses
the
contract-
and
that
will
generate
revenue
for
us-
and
we
also
can
use
that
revenue
to
help
expand
the
program
market
it
and
things
like
that-
I
mean
there's
a
few
out
there-
we're
competing
against
the
state
of
michigan
and
and
actually
for-profit
cooperative
programs
that
are
out
there
that
are
near
the
six
percent
range,
which
ethically
I'm
not
real
comfortable
with.
F
With
the
pandemic,
we've
had
a
lot
of
employees
working
from
home
in
management
budget.
How
many
are
in
the
office
and
how
many
are
working
from
home.
I
Different
units
maybe
20
to
30
to
40
people
that
would
rotate
coming
in
now.
We
do
have
everyone
back
on
site
in
a
hybrid,
remote
work
environment,
where
they're
in
the
office
two
to
three
days
a
week
and
then
remote
the
other
two
to
three
days
depending
on
their
work
schedule.
But
there
were
still
within
fiscal
services
a
lot
scott
and
dave
talk
about
their
respective
areas,
but
there
were
always.
I
There
was
always
someone
in
the
in
the
at
the
executive
office
building
and
it
again
with
the
reimbursement
unit
within
the
the
courthouse
located
in
this
building.
A
lot
of
their
work
had
to
be
conducted
more
so
on
site
because
of
their
the
tools
that
they
had
or
the
files
that
they
had.
I
P
M
Q
And
we're
very
similar,
we
always
had
somebody
here
during
the
pandemic.
Right
now
we're
running
a
hybrid
where
people
are
coming
in
three
days
a
week
and
working
from
home.
We
were
probably
about
80
electronic
we're
now
in
that
95
plus
range
so
and
in
doing
so
will
probably
gains
a
few
efficiencies.
P
A
Thank
you
anything
else
for
the
management
budget
and
purchasing
group.
If
not
thank
you
thank
you
and
we
will
move
into
facilities
management
and
I
believe
we
have
edus
with
us
and.
S
Yeah
sure
for
those
of
you
that
I
have
not
met
yet
I
am
I'm
ed
joss,
I'm
the
manager
of
facilities,
planning
and
engineering.
D
S
S
So
welcome
gentlemen,
so,
if
you
don't
understand
facilities
management,
the
department
as
a
whole
has
two
divisions:
the
planning
and
engineering
division
which
I'm
the
manager
of
and
the
maintenance
and
operations
division,
and
that's
why
both
joe
and
I
are
here
today.
C
C
S
Sure
so
probably
be
best,
if,
if
you
know
joe-
and
I
individually,
you
know
just
briefly
hit
on
some
some
points
for
each
of
our
divisions.
But,
as
you
may
know,
the
the
planning
and
engineering
division
is
not
a
real
large
division.
You
know
my
division
is
only
13.
People
made
up
of
architects,
engineers,
interior
designers,
construction
management,
folks,
we
you
know,
we
manage
small
to
large
projects,
including
a
lot
of
the
capital
improvement
projects,
our
overall,
my
overall
operating
budget.
S
You
know,
like
everyone
else
we
were
tasked
with.
You
know,
trying
to
reduce
our
budget
by
that
four
percent,
and
you
know
we
have
found
some
efficiencies
recently
we're
currently
working
with
several
outside
vendors
on
assessments
to
help
us,
maybe
with
some
process
improvements,
but
we
we
did
have
one
vacancy
due
to
retirement
which
we
have
not.
We
have
not
filled
and
the
rest
of
the
budget
tasks
we've
managed
to
accomplish
with
reducing
some
of
our
professional
services.
S
R
Okay,
we're
just
we're
a
little
bigger
group
we
handle.
Basically
all
the
maintenance
needs,
the
custodial
needs
the
grounds
needs
and
in
a
complicated
twist,
we
still
homeland
securities
building
safety
reports
up
through
this.
This
group
and
a
resolution
that
was
out
earlier
this
year,
the
budget
for
the
department
of
29
million
dollars
and
that'll
include
a
lot
of
things
like
our
utilities.
R
Electric
gas,
water,
sewer,
sublet
repairs,
we're
big
contractors,
the
high
voltage
for
our
facilities
window
cleaning,
some
off-campus
custodial
those
are
some
of
the
things
that
are
included
in
those
fine
items,
so
that
just
gives
you
a
broad
overview
of
what
we
do
and
then
there's
some
budgeted
items
for
a
million
dollars
for
maintenance
projects
that
we've
identified
of
with
our
workforce
and
with
what
what's
out
there,
that
we
can
get
things
done
and
rent
those
projects
so
that
we
can
keep
the
campus
looking
nice.
R
R
Our
department
made
the
budget
task
with
some
positions
that
weren't
filled
for
a
long
time
and
then
other
workforce
efficiencies
with
the
workday
system.
A
lot
of
the
data
entry
that
our
staff
used
to
have
to
do
that
aren't
doing
it
anymore
and
we
were
able
to
re,
assign
some
jobs
through
the
people
to
be
able
to
get
pick
up
that
workload.
So
we're
comfortable
where
we're
at
right
now
with
those
reductions.
C
Thank
you,
and
now
this
might
have
to
be
lynn,
because
you
have
the
big
budget
book
and
these
guys
don't
right
there.
So
thank
you
for
your
presentation,
but
on
217
here
you
know
me
with
my
professional
services,
but
at
least
I'm
not
asking
about
robes
or
books,
I'm
not
going
to
ask
about
how
much
money
you
spend
on
books
today,
commissioner
tom,
if
you're,
listening,
okay,
hi
shelly
so
on
professional
services
on
217,
so
it
was
adopted.
Budget
was
227,
227
000,
but
if
I'm
reading
this
right
in
2021,
we
spent
552
000.
S
Right
so
I
had
mentioned
that
we're
currently
involved
with
some
assessments
to
help
us
evaluate
processes
and
as
well
as
other
things
in
in
one
of
the
big
assessments.
We're
working
on
is
an
assessment
of
the
capital
improvement
program,
okay
and
so
the
the
cost
for
that
assessment
with
the
outside
vendor.
S
C
S
So
did
you.
S
Yeah
so,
and
just
so,
you're
aware
so
like
within
within
facilities
management,
we
we've
recently
resurrected
a
green
team
right,
so
so
we
we
know
and
recognize
how
important
and
maybe
how
we've
been
lacking
in
that
category
right.
S
You
know
it's
been
for
me,
a
breath
of
fresh
air
that
that
now
the
the
triple
bottom
line
is,
you
know,
part
of
the
core
values
of
the
county.
So
that's
going
to
give
us.
S
You
know
a
little
bit
more
support
and
an
opportunity
to
to
look
at
these
sustainability
efforts
and
we're
working
with
an
outside
vendor.
Again,
it's
going
to
be
about
a
year-long
process,
but
the
result
of
that
will
prioritize.
You
know
some
initiatives
and
help
us.
You
know
get
closer
to
those
goals.
H
C
H
Wait,
I
did
have
one
more
one
more.
Would
this
be
the
department
that
is
examining
our
building
usage
so
that
we
kind
of
eventually
de
decline,
our
usage?
So
if
you
all
learn,
can
you
just
give
us
an
update
as
to
where
that's
at
since
post
calls
it?
I
just
want
to
know
how
has
it
been
and
where
are
we
at
with
that.
S
Right,
so
the
answer
to
your
first
question
is:
yes,
we
are.
S
We
are
that
department
and
we
we
have
been
working
with
the
departments
individually,
helping
them
with
you
know
the
remote,
the
remote
working,
the
hybrid
programs
to
to
one
facilitate
that
and
ultimately
to
to
hopefully
have
an
opportunity
to
reduce
our
footprint
right-
and
I
had
mentioned
the
assessment
for
the
the
capital
improvement
program
and,
as
part
of
that,
they're
also
helping
us
with
assessing
our
space
needs
right,
so
so
covid
the
pandemic
brought
to
light
things
for
everybody
right,
maybe
things
that
were
underlying
that
that
came
to
the
surface,
and
we
we've
noticed
some
new
opportunities
and
some
benefits
of
those,
and
so
we've
added
to
that
assessment.
S
What?
What
are
your
needs
like
like?
How
are
you
operating
different
than
what
you
have
in
the
past?
How
many
people
do
you
have
in
the
office
every
day?
How
many
people
do
you
need
in
the
office?
How
many
can
work
remotely
right
in
a
lot
of
situations?
You
know
we
we
are
operating
in
older
buildings,
where
the
the
initial
intent
the
initial
design
for
that
building
was
not
what
doesn't
match
the
function.
That's
that's
happening
in
there
now
right.
S
S
Can
we
should
we
be
relocating
departments
so
that
they're
adjacent
to
other
departments
that
they
work
with
very
closely
or
adjacent
to
other
departments
where,
when
the
public
comes
in
they
can
they
can
get
both
services
in
the
same
space
without
having
to
leave
one
building
and
go
across
campus
to
another,
so
that
that
study
is
taking
place
right
now
and
we
hope
to
have
some
information.
Some
results
from
that
by
the
end
of
the
calendar
year.
D
R
Actual
costs
over
a
five-year
average
for
those
facilities
so
depending
on
what
type
of
facility
it
is
and
the
size
of
the
facility
and
what
functions
going
up
on
there
determines
that
actual
cost.
So
the
number
of
requests
that
come
in
the
age
of
the
building-
you
know
the
labor
rates
are
going
up.
Material
costs
are
going
up
over
the
years,
so
some
buildings
should
start
trending.
R
S
And
it's
based
on
a
five-year
average
right
and
you
may
find
that
you
know
it's
not
it's
not
like
real
estate,
where,
if
you
have
the
the
nice
new
building
you're
going
to
pay
more,
it
might
be
the
opposite
here,
because
if
you
have
an
older
building
right,
we
have
some
buildings
that
are
100
years
old,
that
the
maintenance
cost
is
more
and
therefore
the
rate
is
higher
or.
R
D
I'm
well
familiar
about
deferring
maintenance
with
large
budgets,
but
my
last
question,
for
you
guys
for
now
is
just
simply
there's
some
ada
compliance
restrooms
situations
here
in
our
building.
I
just
wanted
to
elevate
it
to
your
ears
to
see,
if
that's
something
for
consideration.
A
S
Yeah,
so
so
thank
you
for
that
and
yes,
commissioner
markham
has
brought
that
to
our
attention
on
on
more
than
one
of
a
kid
more
than
one
occasion.
So
you
know
we
do
have
that
on
our
list
in
the
capital
improvement
program
is
a
line
item
for
ada
improvements.
We've
we've
recognized
and
identified
that
you
know
there
are
some
improvements
that
that
we
can
make.
S
You
know
I
I
think
that
in
most,
if
not
all
instances,
we
we
do
meet
code,
but
that
doesn't
mean
that
we
can't
do
better
right
and
one
of
the
things
that
we're
looking
at,
and
I
think
this
will
be
sorted
out
as
well
once
once
we
have
these
studies
and
these
assessments
back
is,
you
know
we
have
done,
and
this
goes
back
a
couple
of
years
or
at
least
a
year.
S
You
know
we
have
done
a
study
to
take
a
look
at
our
campus,
our
grounds
and
our
facilities
to
see
where
we
could
make
ada
improvements,
and
I
I
think
that
the
plan
is
you
know
once
once.
All
of
these
studies
come
together
and
we
see
the
big
picture,
then
we
can
start
determine
determining
what
type
of
funding
is
needed
where
that
might
come
from
prioritize
it
and
and
we're
hoping
to
be
able
to
to
tackle
some
of
those
ada
concerns.
J
J
I
want
to
jump
off
what
commission
powell
said:
post
virus
post
covent
the
changing
nature
of
how
we
work
and
where
we
work
and
where
we
work
from,
I
think
is
going
to
be,
is
already
become
very
radical
and
I
just
want
to
reiterate
off
what
she
hit
when
she
hit
the
nail
on
the
head
here.
Is
that
going
forward
the
way
we
do
business?
The
way
we
organize
the
way
the
facilities,
particularly
facilities
facilities
management
is
done.
J
I
appreciate
that
you're
having
studies
on
how
to
how
to
deal
with
a
brave
new
world,
because
I
think
that
this
is
going
to
be
maybe
one
of
the
biggest
biggest
initiatives
that
the
county
is
going
to
be
facing,
and
I
just
want
to
throw
it
out.
Is
that
I'm
hoping
that
we
can
see
results
of
that
study
and
as
quickly
as
you
can
get
it
and
keep
us
all
informed
about
it,
because
this
initiative
is
really
important?
J
Like
I
said,
I
think
commissioner
powell
really
hit
the
hit
the
nail
on
the
head,
and
I
want
to
this-
has
become
a
thing
with
me.
Just
asking
is
all
the
all
the
office
space
that
we
have
in
this
county?
How
much
of
it
is
going
to
be
filled
up?
You
know
again
how
much
of
it
is
going
to
go
on
the
auction
block
and
be
put
to
some
other
use,
so
the
county's
got
its
own
issues
with
that
so
anyway,
going
forward.
J
I
look
forward
to
the
results
of
the
study
that
the
county
is
doing.
To
I
don't
know
the
right
size
is
a
wrong
word,
but
maybe
modern
size.
Everything.
S
S
I
know
you
didn't
word
it
this
way,
but
you
know:
when
do
you
see
things
maybe
getting
back
to
normal
and
right
right?
I
know
that
that
wasn't
it
wasn't.
Quite
your
question
but
great
question.
You
know
the
answer
I
want
to
give
it
is
this
hybrid
remote
work
is
is
indefinite,
it
is
as
far
as
we
see
it
right.
S
We
we
have
brought
more
people
back
into
the
office,
but
again
you
know,
like
lynn
and
others
have
mentioned,
we
all
seem
to
be
doing
the
same
thing
where
we're
working
two
to
three
days
a
week
remotely
and
then
in
the
office
the
other
day.
So
we
still
are,
you
know,
learning
a
little
bit
as
as
we
go
like
like
everyone
else.
You
know
we
are.
S
We
are,
I
think,
experiencing
some
some
reduced
costs
in
some
areas.
You
know,
maybe
with
utilities
and
and
maybe
with
with
maintenance,
and
I
think
as
things
progress
that
will
improve
even
more
we're,
maybe
seeing
the
offset
of
that
is
we're
we're
investing
a
little
bit
more
up
front
right
now,
and
maybe
I
t
right
so
that
so
we
can
work
remotely.
S
So
so
the
the
point
is
we
hear
you
loud
and
clear.
We
were
we're
excited
about.
You
know
the
the
possibilities
too
and
and
we're
looking
forward
to
getting.
You
know
the
the
assessments
back
that
we're
working
on
and
and
we'll
be
happy
to
share
those
with
you.
H
S
A
Excellent,
we
also
want
to
see
more
electric
charging
stations
in
the
parking
lot.
A
A
Not
it's
not
that
sexy!
So
that's
the
thing
where
I
come
from
so,
but
I
appreciate
this
and
and
all
the
work
that
you're
doing
so.
If
we
don't
have
any
more
questions
for
you
at
this
time,
I
think
we're
set
for.
Q
A
No,
we
we
have
corp
council.
A
T
And
the
floor
is
yours
all
right.
Thank
you
again.
I'm
april
lynch,
I'm
in
one
of
the
deputy
county
executives.
They
oversee
hr
and
facilities,
environmental
sustainability
and
risk
management
we
are
brittany
is
our
hr
director
is
on
maternity
leave,
she's
expecting
a
baby
any
second,
so
she's
he's
back
over
there.
So
so
I'll
be
here
to
answer
any
questions
you
have
on
hr
now,
there's
a
couple
things
that
have
come
up.
T
We
are
working
on
a
visa
report
for
you,
so
you
can
see
where
people
fall
in
when
they
retire
and
when
they're
getting
replaced
over
the
course
of
the
next
couple
of
years.
So
I'll
try
to
get
that
before
the
next
presentation,
for
you
guys,
so
that
you
can
have
that.
T
The
other
thing
is
that
I
think
there
was
a
question
about
reclassification,
so
also
make
sure
if
there
are
any
reclassifications
going
on
in
this
budget
that
we
know
of
now
that
you
guys
have
a
copy
of
that,
but
I
think
the
majority
of
them
will
probably
happen
during
those
quarterly
reports,
but
I'll
find
out.
I
do
know
we
do
some
throughout
the
budget
presentation
as
well.
I'll
get
those
to
you
ahead
of
time.
T
So
when
you
look
at
the
macro
or
the
micro
of
hr,
we
also
are
a
department,
even
though,
when
you
think
hr
you
think
of
the
whole
entire
county.
T
So
if
you
have
any
specific
questions
on
that
in
general,
let
me
know,
but
we'll
talk
a
little
bit
about
the
department
itself,
so
our
department
actually
has
a
couple
of
different
funds
bless
you
we
are
in
general
form,
but
we're
also
a
big
part
portion
of
our
our
department
is
in
fringes
because
we
have
the
benefits,
team
and
pension
team
and
all
of
those
costs
you'll
find
in
fringes,
so
we're
in
both
you'll
also
notice
that
we
are
so.
T
General
purpose
is
in
general
purpose
and
we're
also
taking
a
minute
as
well
to
kind
of
take
stock
of
what
we
need
to
do
in
order
to
prop
up
hr
as
we
move
forward
in
the
future
and
trying
to
figure
out
what
that
looks
like
we
have
a
variety
of
vacant
positions,
so
we
weren't
quite
able
to
meet
the
deadline
for
the
budget
and
so
then
to
come
in
twice.
We
wanted
to
have
a
total
package.
T
If
you
will
so
we'll
be
coming
back
in
late
fall
to
kind
of
go
over
what
that
impact
will
look
like,
so
we
will
have
some
reductions.
I
don't
have
them
in
this
budget
yet,
but
there
will
be-
maybe
not
by
your
amendment
time
but
right
after
that.
We'll
have
that
as
well.
What
we're
looking
at
is
is
to
really
try
to
take
and
find
out
what
loss
of
talent
that
we
had
through
the
visa
we
had.
T
Probably
I
think
we
had
four
people
take
visa
ball
in
a
leadership
role
and
they
all
did
different
things,
so
we're
trying
to
figure
out
what
holes
we
need
to
fill
and
where
that
goes
so
we'll
have
that
for
you
guys
later
in
general,
though
we're
pretty
flat
as
it
relates
to
hr.
I
know
that
shows
that
our
friends
are
that
our
personnel
costs
are
up.
I
think
that's
more
of
a
shore
up
with
the
comp
study,
we
haven't
added
any
positions
so
and
again
we'll
come
in
and
delete
that.
T
I
think
that
in
general,
what
you'll
find
here
is,
I
can
kind
of
go
toggle
back
and
forth,
but
the
majority
of
our
budget
is
infringes
where
that's
all
of
our
health
care
costs,
our
retirement.
Our
training
falls
under
there
as
well.
So
there's
some
big
line
items
there
for
training,
any
legal
costs
that
we
may
have
when
we
use
our
our
labor
attorney,
which
you
know
I
shored
up
a
lot
of
that
in
2020.
When
I
came
so
that's
kind
of
we
did
some
reductions
at
that
point
too.
T
H
So
for
me-
and
you
may
know,
you're
made
another
answer
or
you
may
have
to
send
it
back,
but
I
I
don't
know
no,
he
wasn't
here.
I
would
ask
every
department
about
their
diversity
percentage
so
now
that
we've
transitioned
and
we
have
new
leadership
there.
I
want
to
know
what
was
the
diversity
count
when
we
started
and
how
has
it
increased
or
what
does
it
look
like
now
sure
we
can.
H
Just
a
journey,
I
know
I
want
the
well.
I
want
to
count
from
all
our
employees
like
what
it
looks
like
because
when
I
first
came
in,
we
were
at
13
diversity.
Sure,
and
I
want
to
know
where
we
are
now,
and
I
know
it
has
increased
because
I
see
I
know
a
lot
of
you
know
some
people
who
have
been
hired
here
and
thank
you
for
that
increasing
our
diversity
here.
But
I
want
to
know
that
and
when,
if
you
don't
know
now,
you
can
send
it,
but
that's
the
question
for
me.
H
F
You
heard
my
question
earlier
april:
yeah.
Let
me
let
me
just
start
off
by
saying
that
I've
had
a
few
complaints
from
people
who
have
tried
to
get
in
touch
with
county
departments
and
unable
to
do
so.
That
was
probably
more
during
the
pandemic
itself
one
week,
but
still
is
the
case
now
I
guess
my.
I
just
have
a
real
concern
that
we're
paying
employees
a
full-time
wage
with
full
benefits
and
they're
working,
maybe
two
days
a
week
here.
F
How
much
work
are
they
actually
doing
from
home?
Does
it
justify
a
full-time
wage
and
benefits,
and
when
do
we
anticipate
that
it
might
be
back
to
quote
normal,
where
all
the
employees
are
back
in
the
building.
T
So
that's
a
there's
a
lot
of
answers
to
that
question.
So
why
don't
you
maybe
I'll
slow?
My
talking
down
on
this
one
so
working
from
home
is
something
that
actually
this
county
was
unprepared
for
before
the
pandemic.
It
had
come
up
quite
a
bit
as
we
started
to
see
when
you
you
hear
me
talk
a
lot
about
market
when
we
did
compensation,
study
and
all
that
stuff
it
was
all
about
trying
to
to
be
with
market.
The
new
market
is
also
not
just
compensation,
but
what
is
your
work?
Life
balance.
Take
a
look.
T
What
does
that
look
like?
How
are
you
working?
Where
are
you
working
those
kinds
of
things?
So
I
think
that
working
from
home
is
and
working
remotely
is
here
to
stay
on
some
level
as
we
start
to
look
at.
How
can
we
reduce
our
footprint
and
how
can
we
also
create
that
balance
for
people
who
are
you
know
this
new
generation
that's
coming
in
and,
I
wouldn't
even
say
new
generation
anymore.
I
think
any
generation
is
looking
for
that
accommodation.
T
However,
that
does
come
with
a
reset
for
us
right.
There's
a
couple
of
things.
One
of
the
things
that
we
were
unprepared
for
is
that
ability
to
really
work
well
from
home
with
our
computers
and
our
technology,
so
we're
working
right
now
with
a
vpn
which
our
virtual
network
that
we're
trying
to
to
work
through,
we
use
something
called
mypc.
T
You
probably
heard
all
of
these
buzzwords
coming
around,
so
it
is
working
on
what
that
looks
like
the
second
thing
that
we're
looking
at
is
a
more
stable
phone
system
that
allows
us
to
be
able
to
also
be
transitioned
from
at
home,
whether
you're
at
home
or
your
starbucks
or
you're.
Here
that
you
can
still
get
your
work
done,
have
access
to
the
phone
and
really
meet
the
needs
of
our
customers
and
our
residents
in
our
internal
departments
as
well.
T
So
all
of
those
things
are
being
worked
on
right
now
to
help
make
sure
that
that
is
short
up
there's.
Another
component,
though,
as
well,
is
one
of
the
things
that
we're
having
a
conversation
with
our
teams
is
how
do
you
manage
remote
teams?
So
that's
going
to
be
just
as
important
of
what
does
that
look
like
it's
got
a
performance
metrics,
making
sure
that
your
people
are
doing
what
they
need
to
do
there.
T
Is
this
idea
that
when
you're
working
from
home
you're
not
working,
that's
not
neces,
that's
not
true
at
all,
and
so
the
goal
is
that
our
department
heads
our
leaders
and
our
supervisors
know
and
understand
what
you're
doing
to
make
sure
that
your
people
are
are
still
performing
and
getting
that
work
done.
I
think
if
you're,
I'm
just
gonna,
throw
it
out.
If
you,
if
you're
you
know
putting
in
data
entry
or
doing
a
memo,
you
can
do
that
from
home
and
you
can
do
it
from
the
office.
T
But
the
goal
is
to
make
sure
that
our
departments
and
our
managers
are
very
aware
and
making
sure
that
people
are
performing
and
some
people
don't
perform
well
at
home
or.
T
T
So
it
is
it's
a
there's
a
lot
coming
at
that
question
and
there's
a
lot
that
needs
to
be
done
to
make
sure
that
we
have.
We
have
that
set
in
place
and
making
sure
that
our
residents
get
the
support
and
the
return
phone
calls
and
emails
and
what
they
need.
H
H
A
little
issue
we
had
to
get
straight
with
that
yeah,
you
know
when
our
departments
had
to
get
on
the
employees
and
get
them
to
work.
Okay,.
T
H
T
H
A
My
two
neighbors
across
the
street
both
work
for
ford
at
you,
know,
engineering
kinds
of
middle
levels,
and
I
I
asked
the
woman
a
couple
nights
ago.
Are
you
still
working
from
home
and
she
said?
Oh
yeah
they've
told
us
we're
100
at
home
for
indefinitely,
and
I
said
how
do
you
guys
do
it?
You
know
I
mean,
are
you
really
working
during
the
day
she
said
we
go
into
the
office.
I
go
here.
A
T
A
Thank
you,
commissioner.
Cavell
yeah.
D
D
H
T
P
So
there's
been
a
line
historically
in
the
budget
for
summer
employment.
I'm
going
to
look
at
lynn.
She
can
kick
me
if
I'm,
if
I'm
wrong
about
this,
but
departments
have
actually
to
the
degree
they've
they've
had
summer
employees
they've
covered
that
out
of
favorability
in
their
own
personnel
budgets.
So
there
just
isn't
a
need
to
have
that
separate
line
for
it.
Okay,.
A
Okay,
well,
I
think
you
did
okay
for
today,
ms
lynch
and
our
last
group,
so
we
can
get
ms
kowal
out
of
here.
Commissioner
caldwell
out
of
here
on
time
is
the
executive's
office,
corp
council
risk
management
and
compliance.
A
O
No
they're
really
putting
me
through
the
paces
lately,
and
so,
if
it's
okay
with
you,
madam
chair
I'd,
like
to
handle
this
all
as
a
group,
okay
and
I'm
gonna-
ask
each
one
of
these
people
to
give
a
10-minute
introduction,
because
commissioner
colwall
has
to
leave
in
a
half
hour.
O
So
I
think
this
might
be
the
last
hazing
episode
for
me
joining
the
administration,
because
sean
asked
me
to
do
this
literally
late
yesterday
afternoon,
so
I've
been
studying
as
much
as
I
can
and
if
I
can't
address
a
question
directly
I'll
certainly
get
back
to
you.
O
O
And
pam
whitebeard
is
the
manager
of
the
compliance
office.
I'm
not
sure
if
pam
is
on
pam.
Are
you
one.
O
Okay,
well,
I
think
I
can
address
compliance
so
overall,
I
would
say
from
the
county
executive
administration
budget
you're
you're,
going
to
see
some
relatively
small
differences
there,
although
in
salaries
I'll
just
you
know,
note
the
creation
of
the
diversity,
equity,
inclusion
officer,
environmental
sustainability
officer
and
just
recently,
the
chief
of
indigent
defense
will
be
reflected
in
that
we
previously
had
quite
a
conversation
about
the
office
of
public
communication,
which
is
a
division
currently
within
the
administration
budget
and
you'll,
see
that
as
well
within
the
budgets
presented
before
you
and
then
on
professional
services.
O
We
are
undertaking
several
studies
that
the
board
has
approved
already
a
strategic
plan,
our
campus
sustainability
plan,
a
equity
audit
and
some
diversity,
equity,
training
assistance
as
well.
So
that's
reflected
in
our
professional
services
under
special
projects.
The
board
approved
a
community
policing
initiative,
an
amount
of
million
dollars,
and
that
is
underway
and
reflected
in
our
amended
21
budget.
C
H
O
An
initiative
that
the
board
approved,
I
believe
around
october
of
last
year,
is
being
administered
by
the
community
foundation
for
southeast
michigan
and
it's
you
know
it's
a
resource
for
local
law
enforcement
agencies
with
new
tools
to
modernize
their
practices.
O
O
H
Reason
I
was
just
asking
because
we
have
two
community
police
officers,
but
I
didn't
know
if
all
of
that
was
connected.
So
I
was
just
trying
to.
O
Program,
this
was
a
one-time
program
where
we
received
a
matching
grant
opportunity
from
the
foundation,
the
community
foundation
for
southeast
michigan
and.
O
Yeah
there's
various
training
and
I
believe
some
assessment
tools
that
were
rolled
out,
but
it's
kind
of
a
local
law
enforcement
grant
operated
through
the
foundation
got.
O
Yeah
our
mandated
indigent
defense
council,
one
of
the
standards
that
we
must
meet,
is
to
have
independence
from
the
courts.
So
with
the
salary
administration
plan
resolution,
you
pass
at
the
end
of
june
created
that
that
position,
which
is
under
the
county,
executive's
administration
budget,
I
believe
we're
anticipating.
In
august
the
next
compliance
plan
grant
to
come
before
you
and
that
will
incorporate
you
know
a
greater
transition
for
the
staff
from
midc
over
to
the
county
executive's
office.
O
So
we
can
meet
that
standard,
and
I
know
you
have
a
question
already
about
the
public
defender
and
I
know
peter
if
you
want
to
address
that,
you
probably
can
address
it
better
than
I
sure.
K
K
Those
eight
are
none
of
those
are
actually
general
fund
positions,
they're
all
either
funded
from
the
building
liability
fund
or
the
fringe
benefit
fund.
So
in
corporation
council
itself,
there's
23
positions:
22
are
general
fund,
one,
which
is
our
litigator
position,
is
funded
through
the
building
and
liability
fund,
so
it
can
be
sometimes
confusing
when
you
see
that
31
number-
that's
not
actually
31
people
in
corporation
council,
our
budget
is,
is
fairly
straightforward.
It's
it's
very
personnel
heavy,
as
you
would
expect
from
a
department
like
ours.
K
We
don't
have
a
lot
of
charges
for
services
or
contractual
things
or
commodities.
The
two
professional
service
contracts
that
we
do
have
in
corporation
council
one
is
the
gov
qa
foia
system,
which
is
the
foia
system
for
the
whole
county,
and
the
second
is
the
midc
lawyer,
training,
which
is
actually
grant
funded
through
our
mibc
grant,
and
it
provides
the
required
training
to
the
contracted
indigent
defense
attorneys.
O
Yeah,
and
as
it
relates
to
the
issue
of
the
public
defender,
one
of
the
we're
taking
a
look
at
that
and
one
of
the
things
you
have
to
meet
the
standards
you
have
to
meet
in
order
to
transition
in
that
direction
is
to
do
a
study.
O
It's
part
of
the
grant
so
it'll
be
in
the
compliance
plan.
Grant
that
comes
in
august.
K
And
the
midc
now
requires
that
of
any
system
that
wants
to
move
from
a
contract-based
model,
which
is
what
we
have
to
any
sort
of
public
defender
system,
whether
it's
a
non-profit
organization
or
an
in-house
public
defender
office.
You
have
to
do
that
feasibility
study
it's
already
underway.
Actually,
we
already
have
it
underway
through
the
sixth
amendment
center,
who
also
did
wayne
county
study,
and
we
expect
the
results
of
that
to
be
back
next
spring.
Again,
that's
fully
funded
through
our
midc
grant.
So
that's
not
county
general
fund
dollars
being
used
for
that.
L
If
I
could
nudge
is
that,
okay,
if
you
had
your
druthers,
which
way,
would
you
go
non-profit
or
office.
K
Well,
I
I
think
that
it's
hard
to
answer
without
the
feasibility
study
there
are
pros
and
cons
to
each
I
mean
you
know,
there's
there's
pros
and
cons
to
in-house
and
and
and
but
that's
accompanied
by
a
lot
of
overhead
and
there's
pros
and
cons
to
the
non-profit
model
as
well.
Wayne
county
uses
the
non-profit
model
and
it
seems
to
be
pretty
successful
for
them.
At
least
it
seems
that
way.
Other
smaller
counties
maybe
gravitate
towards
the
in-house
system.
So.
B
Yeah,
I
just
want
to
come
back
to
county
executive
page
193.,
it's
under
the
2020
actual.
Can
you
I'm
not
sure
what
disaster
non-crowd
salaries
and
disasters
premium
salaries?
Can
you
explain
that.
O
Disaster,
non-profit
salary,
isn't
it
so.
This
is
the
last
year's
budget
you're
asking.
B
About
yeah
see
that
was
a
2020
actual
yeah.
O
Lynn,
do
you
happen
to
know
the
answer
to
that?
Tell
me
something
I'm
calling
for
a
lifeline.
I
In
all
of
the
departmental
budgets
that,
with
the
pandemic,
there
were,
there
was
a
period
of
time,
a
short
period
of
time
that
hazard
pay
was
utilized,
and
then
there
was
a
product
a
period
of
time
where
individuals
had
to
had
so
many
hours.
I
believe
it
was
80
hours
that
was
set
where
they
could
take
off
if
they
had
a
need.
I
That
they
would
be
compensated,
and
so
the
non-productive
factor.
Q
I
O
One
other
issue
with
the
compliance
division
budget
you'll
see
a
reduction
in
salaries
and
a
slight
increase
in
professional
services.
There
that's
an
indication
both
of
what
kyle
touched
on
and
moving
the
bank
reconciliation
out
of
compliance
to
fiscal
services
and
then
I
believe,
we're
working
towards
you
know.
Moving
using
more
outside
consultants,
auditors
provide
some
of
the
services
they
do
now.