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C
C
Okay,
the
purpose
of
today's
meeting
is
to
have
budget
presentations
from
a
whole.
Bunch
of
departments
tell
us
what
their
next
year's
budget
looks
like
and
what
their
priorities
are.
We
do
not
have
public
comment
at
the
beginning
of
the
meeting,
because
we
have
no
items
that
we're
going
to
be
taking
action
on,
but
there
is
a
public
comment
session
at
the
end
of
this
meeting,
so
with
that,
if
anybody
doesn't
have
any
other
business
to
come
before
the
committee,
I
think
we'll
jump
right
in
with
the
budget
presentation
for
the
circuit
court.
C
C
Also,
we
do
have
a
few
snacks
in
the
back,
because
these
are
going
to
be
long
days
the
next
few
days.
So
I
asked-
and
they
are,
we
purchased
them,
but
they
are
supplied
by
the
guys
down
in
the
cafeteria
down
below,
because
we
want
to
support
the
cafeteria
down
in
the
bottom
of
the
county
building.
So
that
was
really
nice
yeah.
So
if
you
need
a
munchie,
we
have
munchies.
E
Thank
you
good
afternoon,
everyone.
My
name
is
jeff
mattis,
I'm
the
chief
judge
of
the
oakland
county
circuit
court.
I
asked
some
other
individuals
to
come
with
me
today,
representing
the
court,
anticipating
that
perhaps
some
some
questions
or
items
might
best
be
answered
by
some
other
individuals.
So
I
will
ask
everybody
to
introduce
themselves
and
just
give
their
title
so
that
you'll
know
who's
all
here
with
me.
B
E
Thank
you,
everyone,
and
actually
yes,
what
a
great
segue
into
things
I
want
to
talk
about,
but
a
gentleman
seated
to
my
right
has
announced.
He'll
be
retiring,
is
going
to
be
leaving
us
in
the
near
future.
We
went
through
a
long
process
and
ultimately
offered
the
position
to
pam
who's
seated
over
there.
She
I'm
sorry
chris
pam
pam
is
seated
over
here
slip
with
a
tuck,
and
so
yes,
chris
pam
is
over.
E
E
As
a
former
commissioner
myself,
I
know
how
important
the
budget
process
is,
how
much
work
it
is
for
you,
especially
on
this
committee,
to
go
through
all
the
information
for
the
different
departments
and
then
ultimately
vote
on
it
and
send
the
matter
back
to
the
full
board.
So
I
appreciate
it
and
we
all
do
as
well,
so
some
things
that
I
thought
I
would
just
give
you
some
information
on
and
certainly
we're
ready
to
answer
any
questions
you
might
have.
E
So
we've
worked
very
closely
with
the
executive's
office
on
our
budget.
We
were
given
a
budget
task
and
we
have
met
that
task.
We
have
obviously
reduced
you
know
where
appropriate
and
where
we
needed
to
and
have
put
together
a
very
what
we
believe
is
a
very
thoughtful,
reasonable,
appropriate
budget
that
lets
us
continue
to
to
serve
the
people
of
the
county
and
operate
the
court.
You
know
as
we
as
we
need
to
very
quick
overview
of
the
court.
Some
of
you
probably
know,
but
just
in
case
some
don't
so.
E
We
have
20
circuit
judges
in
oakland
county
and
they
were
broken
down
into
a
few
different
divisions.
We
have
a
business
court
division
which
is
two
judges
they
handle.
Just
as
it
sounds,
business
disputes,
two
companies
are
suing
each
other
and
that
goes
into
the
business
court
that
was
created
a
few
years
ago.
We
have
a
family
division
which
handles
domestic
matters,
divorces,
custody,
paternity
ppo
cases,
juvenile
criminal
matters
involving
juvenile,
a
number
of
other
things.
E
We
have
seven
judges
in
that
division,
and
then
we
have
a
civil
criminal
division,
which
is
11
judges,
which
is
civil
lawsuits.
Everything
above
the
25
000
amount
that
the
district
courts
handle
that
we
handle,
as
well
as
adult
criminal
matters
of
all
of
all
types
felonies
and
and
some
misdemeanors.
If
it's
attached
to
a
felony,
we
also
have
a
specialty
courts.
We
have
treatment
courts,
we
have
an
adult
treatment
court
that
addresses
individuals
with
substance
abuse,
alcohol,
addictions.
We
have
judges
that
handle
the
females.
E
We
have
judges
who
handle
the
males
and
they're
broken
down
into
mental
health
and
substance
abuse
or
just
substance
abuse.
We
also
have
a
veterans.
Court
judge
grant
is
the
judge
involved
in
that.
So
we
have
a
number
of
specialty
court
programs
that
we
have
found
to
be
to
be
very
successful
in
many
regards,
and
you
know
the
goal
there
is
to
help
through
really
an
intensive
oversight,
intensive
probationary
program,
regular
meetings,
testing
to
to
help
people
to
address
those
issues
and
ultimately
they'll.
E
If
they
advance
through
the
program
they
successfully
graduate,
we
do
track
recidivism
rates
and
certainly
not
every
case
is
a
guarantee,
but
we've
had
a
lot
of
successes
and
certainly
enough
to
think
that
the
programs
are
worthwhile
and
and
are
very
beneficial.
You
know
for
people
here
in
the
county.
E
One
thing
that
we're
we're
dealing
with
is-
and
I
already
alluded
to
it-
a
little
bit
is,
as
you
know,
the
county
offered
an
early
retirement,
the
vesp
program,
and
we
had
a
number
of
court
employees
take
that
the
early
retirement
we
have
and
kevin
will
probably
know
the
exact
number,
but
we
have
approximately
400
court
employees
give
or
take
a
few.
I
think
it's
a
few
more
than
that
and
about
10
of
our
court.
E
Employees
took
the
early
retirement,
so
pretty
large
number
in
terms
of
you
know
numbers
many
of
them
have
already
left.
You
know,
they've
taken
their
retirement
and
they
have
retired,
but
there
are
still
some
who
have
not
obviously,
gentlemen,
to
my
right
and
the
gentleman
to
my
left
is
going
to
be
retiring
in
the
near
future
as
well.
So,
as
are
others,
so
obviously
that's
something
we're
looking
at
because
you
know
just
because
a
position
opens
do
we
immediately
have
to
fill
that
position
in
some
cases.
E
Yes,
you
know
it's,
it's
a
it's
a
core
position.
We
have
to
fill
but
other
times.
No,
so
we're
looking
at
that
and
and
we're
we're
really
making
thoughtful
decisions,
trying
to
be
good
stewards
of
the
people's.
You
know
tax
dollars.
If
a
position
opens
do
we
have
to
fill
it
if
we
do
what's
the
best
way
to
do
it
and
in
some
cases
not
but
but
that's
something.
E
Obviously,
that's
that's
a
challenge
for
us
that
we're
working
on
court
operations
in
terms
of
covid
and
where
are
we
now
so
obviously,
kovid
created
a
credible
challenge
for
us
in
terms
of
we
were
literally
ordered
by
the
supreme
court
and
the
governor
not
to
try
cases
not
to
bring
jurors
into
the
courthouse.
So
we
could
not
conduct
trials
for
a
pretty
lengthy
period
of
time,
but
we
shifted
to
video
as
many
courts
did
around
the
state
and
we
conducted
a
lot
of
proceedings
by
video.
E
So
now
that
we're
a
little
further
down
the
road,
the
question
is
asked:
are
you
doing
things
in
person?
Are
you
doing
things
by
video?
You
know
what?
How
are
you
handling
court
proceedings?
So
the
supreme
court
has
said
that
they've
directed
us
to
use
video
as
much
as
possible
understanding
that
some
things
have
to
be
done
in
person.
You
know
a
jury
trial
or
a
criminal
case
where
a
defendant
is
objecting
to
video
because
they
have
to
a
person
has
to
agree
to
be
on
video.
E
If
they
object
and
say
no,
I
want
to
be
in
person,
then
you
do
it
in
person.
So
there's
always
going
to
be
instances
where
you
have
to
do
it
in
person
trials
various
things,
but
we
are
looking
at
the
video
and
it
is
something
that
we
do.
I
just
conducted
some
video
proceedings
this
morning
and
in
some
cases
you
know
it
is
beneficial.
E
Just
a
good
example
of
some
things
that
I've
had
just
recently.
So
I
had
a
trial
and
one
of
the
witnesses
was
in
the
national
guard
and
gotten
called
up
and
was
sent
somewhere
outside
the
united
states
and
all
of
a
sudden
the
question
became
well.
Do
we
adjourn
this
trial
and
wait
till
the
person
comes
back,
in
which
case
the
case
stops
nothing.
E
If
we
don't
do
the
trial
or
do
we
do
the
trial
and
the
person
just
testifies
by
video
from
the
middle
east,
which
is,
I
think,
where
he
was,
and
the
lawyers
all
agreed,
absolutely
we'll
do
it
by
video.
So
there's
a
lot
of
advantages
to
video
in
whole
or
in
part
that
help
us
keep
moving
our
cases
forward
so
where
the
parties
agree,
where
the
judge
thinks
it's
appropriate.
E
Certainly,
video
is
an
it's
another
tool
in
our
toolbox.
If
you
will
that
a
judge
can
use
to
help
keep
the
cases
moving
forward.
The
another
example
that
comes
up
that
I
saw
firsthand
when
I
was
one
of
the
judges
in
our
specialty
court.
Adult
treatment
court
program
is
the
we
have
regular
meetings
of
the
individuals
in
the
treatment
court
program.
E
Well,
a
lot
of
them
are
working
and
if
the
person
has
to
drive
to
court
and
spend
a
whole
day
sitting
in
a
courtroom
waiting
for
you
know
his
or
her
15
minutes
to
talk
about
their
case
potentially
are
they
in
trouble
at
work?
Could
their
employers
say
hey
you're,
missing
too
much
work?
I
have
to
let
you
go.
E
All
of
a
sudden,
you
know
you're
still
having
a
meaningful
proceeding
with
that
individual
now
you've
reduced
the
chance.
The
person
loses
his
or
her
job.
It
keeps
them
on
a
better
track
and
just
a
lot
of
advantages
so
again
that
video
or
in-person
issue
is
something
going
forward.
I
personally
see
a
hybrid
where
we're
going
to
do
in
person.
Sometimes
we're
going
to
do
video
sometimes,
and
it's
going
to
depend
on
the
proceeding
whether
the
parties
agree.
E
Is
there
an
objection,
the
circumstances
it,
but
ultimately
it
is
another
tool
we
can
use
to
move
forward.
In
that
vein,
one
of
the
things
with
video
it
does
create
challenges
for
us,
though,
so
one
example
is
lawyers.
The
lawyers
on
the
cases
are
busy.
You
know
they
have
a
lot
of
different
cases.
It's
not
uncommon,
especially
in
a
criminal
case
for
appointed
lawyers,
to
have
multiple
proceedings
the
same
morning.
E
E
We've
communicated
that
through
the
county
bar
through
legal
news,
a
number
of
sources
to
get
the
word
out
to
attorneys
in
response
to
what
we
heard
from
the
lawyers
saying
you
know,
this
is
a
problem
for
us
and
we're
assessing
the
need,
and
it
may
potentially
be
coming
back
to
you.
If,
if,
if
the
rooms
are
regularly
all
filled,
we
might
have
to
say
okay,
we
need
to
expand,
we
need
more
space,
we
need
to
do
something,
but
at
least
what
we've
heard.
E
What
I've
heard
so
far
is
it's
well
received
and
again
it's
just
helping
to
facilitate
another
tool
that
we
can
use
as
judges
to
help
move
our
cases
forward
and
in
terms
of
technology,
so
we've
had
to
to
update
equipment.
You
know
the
use
of
the
video
proceedings,
whether
it's
teams
or
zooms
or
other
things
candidly.
Some
of
our
computers
are
old
and
they
didn't
accommodate
that
very
well
as
well
as
other
new
technologies
for
videos
and
so
working
with
I.t
and
our
own
people.
We've
made
a
number
of
improvements,
but
we
still
have.
E
E
Obviously,
the
the
oxford
case,
which
everyone
knows
about
we've
been
having
proceedings
which
candidly
the
world
is
seeing,
they're
being
communicated
through
our
system,
and
I
know
I've
had
a
number
of
commissioners
indicate
about
you
know
shouldn't
it
be
high
definition
or
something
a
little
higher
improved
technology.
So
not
all
of
our
courtrooms
have
been
upgraded
to
the
high
def.
You
know
type
technology,
some
have,
but
obviously
it's
extremely
costly,
so
we've
been
trying.
E
We've
had
a
plan
to
go
through
and
do
as
many
as
we
can
and
you
know,
do
it
efficiently
and
do
it.
You
know
cost
effectively,
but
we're
working
on
that,
and
so
one
of
the
things
that
we've
that
I've
looked
into
is,
if
we
have
to
have
you
know
proceedings
on
the
oxford
case.
You
know
potentially
doing
them
in
a
courtroom
that
has
that
increased
technology,
so
that
it'll
be
that
you
know
the
better
technology
you
know,
for
you
know,
for
anyone
watching
it
who
can
see
it.
E
That
does
create
some
challenges
because
now
you're
displacing
another
judge
who
was
in
that
courtroom
and
you've
just
got
to
work
out
all
those
logistics.
So,
but
that
is
something
we're
aware
of.
We
have
a
a
document,
a
management
system,
a
mainframe
that
we
use
a
case
management
system
and
it
is
very
old,
but
I
always
joke
that.
You
know
I
think
bill
gates.
E
So
we
began
the
process
of
replacing
it
obviously
going
out
for
bids
getting
vendors.
You
know
there's
a
lot
of
steps
there.
We
became
aware
of
the
fact
that
the
state
of
michigan
was
looking
at
a
statewide
system
that
they
would
want
the
entire
state
to
use,
and
so
that
created
some
some
challenges
for
us.
Obviously,
we
want
to
work
with
the
state.
There
could
be
cost
advantages
to
going
with
the
state
system,
but
we
need
something
for
us
and
we
also
we
don't
want
to
go
too
far
down
the
road.
E
At
least
I
felt
I
didn't
want
to
have
us,
incur
costs,
develop
a
great
system
and
then
have
the
state
come
in
and
say:
well
you
got
to
use
our
system
instead
and
then
we've
got
to
change
everything
and
we've
spent
a
bunch
of
money.
So
there's
just
a
lot
of
considerations
there.
So
we're
we're
communicating
with
the
state
to
find
out.
Where
is
where
things
at
with
them?
What
are
they
ultimately
at
the
end
of
the
day,
gonna
come
up
with.
Is
that
something
are
we
gonna
be
required
to
do
it?
E
Should
we
do
it
and
then,
on
our
end
you
know,
costs
and
understanding.
We
have
a
system,
that's
going
to
need
to
be
replaced,
so
we've
got
to
do
something,
but
but
it's
different
tracks
we
could
go
so
we're.
Looking
at
that
in
terms
of
court
operations,
you
know
we,
we
are
open
for
business.
You
know
we're
here
we're
working.
I
did
issue
an
administrative
directive
that
that
all
chambers
were
to
be
staffed.
You
know
in
person
there's
to
be
someone
there
in
person
to
serve
the
public.
E
Obviously,
if
someone,
for
example,
I'm
aware
of
someone
who
had
a
covet
exposure
and
didn't
want
to
come
into
the
building
and
said
you
know,
I
can
work
for,
I
feel
okay,
I
can
work
from
home.
Is
it
okay?
If
I
work
from
home
today-
and
you
know,
do
my
job,
I
can
do
it
remotely,
but
just
not
come
in,
and
in
that
case
that
was
appropriate.
So
so
we're
looking
at
that
and
but
bottom
line
is
we're
open
for
business.
We're
here
and
you
know
if
you
need
to
reach
someone.
E
Another
point
is
that
from
time
to
time,
the
michigan
supreme
court,
court
of
appeals
or
the
legislature
could
pass
a
law
issue
a
case
or
take
some
action
that
has
an
impact
on
us.
I
think
probably
the
juneteenth
issue
is
probably
a
recent
example
of
that
that
you
saw
another
example.
Is
a
while
ago
the
supreme
court
passed
the
law
that
said
that
it
was
unconstitutional
to
sentence
a
juvenile
convicted
of
murder
to
life
without
parole.
E
You
know
automatically,
you
have
to
have
a
hearing
and
go
through
a
lot
of
analysis
and
ultimately
that's
an
option.
A
court
could
choose,
but
it
can't
be
mandatory,
and
so
now
that
resulted
in
us
having
to
do
a
lot
of
hearings
for
what
we
call
our
juvenile
lifer
cases.
So
things
like
that
come
up
from
time
to
time
that
require
us
to
have
more
hearings
or
take
action
or
do
things
and
it's
a
little
hard
to
predict.
Sometimes
when
those
you
know
arise,
but
that's
certainly
something
in
the
future.
E
We
could
come
back
to
you
and
there
could
be
a
budget
impact
to
the
extent
that
we
have
to
do
something
that
has
been
required.
Somehow
criminal
justice
reform,
as
some
of
you
probably
may
have
heard,
is
a
hot
topic
in
lansing
right
now.
We're
monitoring
that
not
sure
exactly
at
the
end
of
the
day,
what
all
that
will
mean,
but
it
may
have
an
impact
on
us
and
our
operations
and
budget
issues,
potentially
at
least
we're
continuing
to
meet
with
the
health
department.
E
You
know
that
was
something
that
we
really
started
early
in
covet
that
we
had
regular
meetings
with
the
health
department.
My
predecessor
chief
judge
kumar
did
and
then
I
continued
that,
as
I
became
chief
just
to
get
regular
updates
on
any
health
issues
in
the
county.
Any
impact
on
us
to
extend
does
it
have
any
impact
on
our
operations
and
that's
something
we
are
continuing
at
the
end
of
the
day.
You
know
as
it
pertains
to
the
public
who
comes
in
the
building
and
the
employees
that
we
can
be.
E
You
know
fully
updated
on
any
health
issues
and
then
take
appropriate
action.
You
know,
based
on
what
we're
told
we're
commonly
asked
you
know:
do
we
still
have
a
backlog
of
cases?
Do
we
have
a
backlog?
You
know
there's
no
doubt
during
covet
when
we
were
told
not
to
have,
we
were
ordered
not
to
have
trials.
Our
cases
went
up
no
question.
E
E
I've
talked
with
other
courts
as
well
as
the
michigan
supreme
court
to
see
what
are
they
doing
if
anyone
has
a
has
an
idea
on
something
they've
done
to
help
move
their
cases
along
that
we
haven't
thought
of
I'm
open
to
suggestion
on
that.
So
we're
talking
to
others
as
well,
but
we
are
moving
forward
and
we
are
working.
You
know
toward
the
cases
coming
down
and
they
have
they
really
have
come
down.
E
So
I
guess
the
bottom
line.
The
state
of
the
oakland
county
circuit
court
is,
is
strong,
we're
open
for
business,
we're
moving
our
cases.
We
appreciate
your
support.
We
appreciate
you
asking
us
or
giving
us
the
opportunity
to
be
here
today
and
we're
ready
to
answer
any
questions
you
might
have.
Thank
you.
D
B
Current
year
last
year,
as
we
were
preparing
for
the
current
year,
the
bench
approved
about
787
000
in
cuts,
and
it
was
mostly
positions
and
then
we
had
so
that
left
about
200
and
some
thousand,
and
we
and
that's
being
addressed
in
your
current.
The
county,
executives,
2023
budget
recommendation.
All.
E
D
B
B
E
Numbers
quite
well,
so
all
right,
so
it
used
to
be
that
we're
talking
about
in
a
criminal
case
where
the
person
cannot
afford
their
own
lawyer
and
is
entitled
to
have
an
attorney
that
it
used
to
be.
The
judge
would
appoint
the
attorney
to
represent
the
defendant.
That's
the
way
it's
been
done.
You
know
forever
really
and
with
the
creation
of
the
indigent
defense
commission.
What
that
does
is
now
created
that
entity
industry
defense
who
makes
the
appointment
so
the
judge
no
longer
makes
an
appointment.
Now
the
judge
makes
a
determination.
E
E
Now
the
commission
appoints-
and
I
think
the
thought
behind
it
was
there-
was
a
that
there
was
a
conflict
that,
in
other
words,
if
a
judge
is
appointing
the
lawyer
to
some
degree.
That
lawyer
feels
beholden
to
the
judge.
Like
hey
you
know,
I
better
not
do
something.
That's
going
to
upset
the
judge
or
I
might
not
get
another
appointment.
I
mean
I
think
that
was
argued
as
a
rationale,
for
you
know
why
that
was
created
it.
E
The
judges
in
the
order
would
put
language
that
said
that
if
an
investigator
or
expert
can
go
into
the
jail
and
meet
with
the
defendant,
follow
the
jail
rules
and
all
that.
Well
now,
since
indian
defense
is
making
the
appointment,
there's
no
order
issued
so
the
jail
communicated
to
me
not
long
ago
that
that
was
creating
a
problem
because
people
bless
you,
people
were
showing
up
at
the
jail
experts.
Are
investigators
they're
not
being
allowed
in
there's
no
order.
E
That
said,
they
could
go
in
and
it
was
creating
issues,
and
so,
ultimately,
you
know
the
way
we
addressed
that
the
bench
as
a
whole
discussed
it
and
voted
that.
I
would
sign
just
a
global
order
that
applied
to
all
the
cases
as
the
chief.
That
would
say
that
if
an
expert
or
an
investigator
is
appointed
and
can
provide
proof
of
that
who
they
are,
that
they've
been
appointed
that
they're
allowed
in
to
the
jail
to
meet
with
the
defendant.
E
In
the
context
of
you
know,
preparation
of
the
case,
so
there's
been
a
lot
of
little
things
like
that
that
that
used
to
be
handled
by
judges
when
the
judge
made
the
appointment.
That
now
has
to
be
addressed
in
another
way,
because
we
don't
make
the
appointment
anymore,
but
that's
sort
of
the
big
picture
view
now
to
answer
your
question
specifically
kevin
or
john:
do
you
have
the
numbers
that
he
was
asking
and
he
was.
B
B
B
B
The
attorney
would
fulfill
her.
His
obligation
come
to
us
afterwards
we
would
pay.
So
we
had
an
appropriation
our
budget
for
that,
then
we
could
actually
go
and
if
they
had
any
kind
of
financial
means
whatsoever,
we
could
see
if
we
could
recoup
a
portion
of
that
and
and
if
you
notice,
you
probably
have
seen
a
1.2
million
dollar
reduction
in
revenue,
I
do
in
our
budget.
So
it's
my
understanding.
C
I
Good
afternoon
kyle
jenn,
director
of
management
and
budget,
you
know
so
there's
a
few
things.
You
know
that
are
happening
in
the
budget
that
I
think
the
team
has
done
a
good
job
of
describing,
obviously,
all
of
our
direct
costs
going
forward
in
in
the
indigent
defense
space
are
being
funded
by
a
state
grant.
So
that
takes
care
of
any
headley
concerns
there.
I
In
terms
of
the
revenue
side,
the
policy
decision
was
made,
you
know
both
on
policy
grounds
and
the
fact
that
standard
five
issued
by
the
michigan
indigent
defense
commission
recently
you
know-
requires
that
there
be
a
presumption
of
indigence
for
defendants
and
that
and
that
reimbursement
for
for
defense
attorney
fees
not
be
collected.
In
terms
of
the
fiscal
implications
of
that,
we
are
really
already
getting
credit
for
that
in
our
maintenance
of
effort
payment.
I
So,
if
not
for
the
fact
that
we
had
been
collecting
that
revenue,
our
maintenance
of
effort
payment
would
be
higher
than
it
is
now.
So
from
that
perspective,
it
is
an
adjustment
to
the
budget
year
over
year
in
terms
of
revenue,
but
it's
not
really
a
loss
to
the
county
in
terms
of
and
of
of
the
overall
picture
around
around
indigent
defense
costs.
So
I
hope
that's.
B
What
you're
saying
is
that
people
are
in
the
indigent
defense
program
have
to
be
like
you
know,
indigent
okay,
great!
Thank
you.
I
mean
I
if
I
may
not
quite
completely
different.
I
noticed
that
you've
got
a
number
of
positions
here.
I'm
looking
at
the
categorical
down
under
fiscal
2023
expenditures,
controllable
personnel,
you've
dumped
a
number
of
particular.
How
come
all
those
positions
are
lost,
or
is
it
just?
I
know
you've
got
a
lot
of
guys
retiring.
Is
it
just
that
you're
not
gonna,
replace
all
those
positions
or.
E
Well,
in
terms,
I
guess,
let
me
just
address
a
few
things:
open
positions
have
created
themselves
a
number
of
ways.
One
is
yes,
people
have
retired
another
is
you
know
we
had
open
positions
that
we
that
had
just
been
open
for
a
period
of
time.
You
know
during
coven
and
we
just
looked
at
it
came
to
realize
you
know.
We've
been
operating
with
that
with
this
position
not
filled
now
for
a
while,
and
we
just
made
a
determination
that
we
could
continue
to
operate
that
way
without
filling
the
position.
E
So
I
think
they
came
from
a
number
of
different
ways
that
positions
became
open,
but
ultimately
we
looked
at
every
one
and
a
number
of
them
were
in
the
family
division.
So,
of
course
we
got
the
input
of
those
front
of
the
court
from
the
folks
at
the
front
of
the
court
that
are
that
are
here.
Other
people,
the
you
know,
the
judges
in
the
family
division
who
saw
things
firsthand
and
got
their
input
on.
You
know,
is
this
position
needed
or
not
and
then
ultimately
made
that
call?
B
B
B
Okay,
I'm
on
the
categorical
page,
20.
circuit
court,
and
it
says
in
the
ver
at
the
very
end
near
the
end
also
insurance
fund
decreased,
which
reflects
an
adjustment
in
the
amount
allocated
for
self-insurance
in
order
to
maintain
the
operations
of
the
building
and
liability
fund
and
start
to
rebuild
adequate
claim
reserves
that
have
depleted
over
the
last
several
years.
B
B
I
I
B
J
J
D
J
E
It's
the
issue
of
bond,
you
know,
bail,
you
know
comes
up
in
every
case.
You
know
when,
when
obviously
we're
talking
about
criminal
cases-
and
the
issue
is
you
know,
when
someone's
charged
with
a
crime
could
be
anything
from
retail
fraud
a
fairly
minor
a
theft
related
matter
to
you
know
to
murder,
then
you
know
the
judge
handling
the
case.
E
You
know,
makes
a
determination
on
bond
and
and
just
to
kind
of
maybe
get
into
the
weeds
a
little
bit
so
the
way
our
cases
work
is
they
start
in
the
district
court
district
courts
do
the
initial
proceedings.
You
know
they
do
an
arraignment
they'll
do
a
preliminary
examination.
They
make
a
determination
if
they
have
to
find
to
a
probable
cause
standard
that
a
crime's
been
committed
and
that
the
defendant
committed
the
crime.
E
If
it
doesn't
meet
that
the
case
does
not
should
not
come
to
us,
it
should
either
be
dismissed
or
be
resolved
at
the
district
court
level,
but
assuming
that's
found,
then
the
case
is
what
we
call
bound
over.
It
comes
to
us
at
the
circuit
court.
That's
when
we
see
it
so
by
the
time.
The
case
comes
to
us.
The
district
courts
have
already
made
a
determination
about
a
number
of
things,
one
being
bond,
so
then
our
role
as
circuit
judges.
E
When
we
get
the
case,
if
we
do
the
initial
arraignment,
you
can
revisit
the
bond.
You
know
if
a
judge
feels
that
the
district
court
was
correct
in
the
bond.
The
district
circuit
judge
could
just
leave
the
bond
the
same.
If,
but
we
do
have
the
ability
under
the
law
to
revisit
it.
If
you
feel
that
it's
it
should
be
adjusted
up
or
down,
you
can
do
that
and
also,
and
then
a
number
of
conditions
could
come
in.
You
could
impose
a
tether.
You
could,
you
know,
do
another,
have
a
no
contact.
E
E
And
ultimately
the
judge
would
rule
there'd
be
a
record
made
of
that
decision
which
could
be
appealed
if,
if
either
side
is
not
satisfied
with
the
ruling,
they
can
appeal.
So
that's
the
general
process,
so
I'm
not
subscribed.
I
was
just
before
I
came
down
was
looking
at
the
legal
news.
There
was
a
story
about
the
chief
judge
in
the
36th
district
court.
Talking
about
you
know
that
case.
So
I'm
certainly
aware
of
it.
E
I
know
I
stay
informed
about
legal
news
and
decisions
and
and
matters-
and
I
assume
most
judges
do
and
I
I
think
from
my
own
experience
they
do
so.
But
yes,
that's
something,
certainly
that
we
would
take
into
consideration.
You
know
all
the
factors
that
a
judge
is
supposed
to
look
at
to
make
that
bond
decision.
J
E
Yeah
I
mean
there's
nothing,
there's!
No,
I'm
not
aware
of
a
decision
that
has
come
down
from
that
that
would
be
binding
on
us
at
the
present
time,
but
certainly
that's
an
issue
in
the
news
I
think
I
mentioned
earlier
about
criminal
justice
reform.
One
of
the
topics
as
part
of
that
that
I've
heard
discussed
in
lansing
is
bond
issues.
E
E
C
K
Knows
you
have
plenty
of
time
you
have
two
questions
that
I
have
one
is
I
wanted
to
know.
Are
we
well
family
poor?
Do
the
parents
sometimes,
of
course,
when
you
have
two
parents,
you
probably
can't
co-parent
well
in
the
judgment,
order
for
them
to
what
I've
seen
is
that
they
have
a
text
system
now
to
wear
their
email.
They
text
they
do
everything
in
the
system.
Do
we
have
that
here
set
up
elephants.
E
So
I'll
ask
our
friend
of
the
curt
folks
to
chime
in,
but
I
can
tell
you
from
having.
I
was
a
family
court
judge
for
about
three
or
so
years.
There
was
something
called
family
wizard
that
was
used
quite
a
bit,
which
was
an
electronic
means
of
communicating
between
parents
because
you're
right
I
mean
in
a
perfect
world,
you
have
two
parents
who
you
know
equally
co-parent
and
are
both
engaged
and
work
together.
That
doesn't
always
work.
You
know.
Sometimes
it
doesn't
and
there's
challenges
there,
but
you
know
so.
E
But
yes
to
your
point,
yes,
there's
something
that
I
would
routinely
order
parties
to
communicate.
You
know
only
through
family
wizard
in
very
contentious
cases,
and
you
know
part
of
it
was
they
do
have
to
be
able
to
communicate
if
an
emergency
occurs
with
the
child.
The
other
parent
has
the
right
to
know
they
need
to
tell
each
other.
But
the
other
thing
that
I
would
always
say
is.
E
It
also
creates
a
record
of
your
communications
and
if
either
side,
it's
inappropriate
and
saying
things
you
know
making
threats
or
doing
things
you
shouldn't
be
you've
now
created
the
exhibit.
That's
going
to
be
used
against
you
at
the
next
court
hearing,
so
you
know
beyond
your
good
behavior,
but
yes,
that
was
something
certainly
that
was,
and
it's
still
being
used.
D
E
E
E
E
E
E
And
you
know,
I
think,
to
some
degree:
it's
it's
a
little
hard
for
me
to
answer
that
completely
and
here's
why
you
know
one
is,
as
I
mentioned,
the
document
you
know
the
the
case
management
system
that
we're
talking
about.
If
the
state
you
know
jumps
in
and
and
basically
says,
hey
we're
going
to
develop
something
we're
going
to
pay
for
it.
100
we're
going
to
take
care
of
it.
Oakland
county,
just
jump
on
board
with
our
system
won't
cost
you
anything.
E
Then
I
think
you
know
we
go
one
way
if
it
goes
the
other
way
where
we
have
to
develop
it
ourselves
and
it's
on
our
dime,
then
obviously
those
are
two
very
different
situations.
So
I
think
there's
a
few
things
like
that
could
really
change.
You
know
our
role,
our
involvement,
our
cost
at
the
end
of
the
day
that,
as
I
sit
here
today,
I
honestly
can't
answer,
but
I
would
say
that
you
know.
Certainly
in
terms
of
technology,
I
mean
we
do
things
to
try
to
save
money.
A
good
example.
E
We
need
computers.
You
know
we
don't
just
sort
of
run
out
and
buy
a
few
ourselves.
We,
you
know,
we
work
through
the
executive's
office
sort
of
economies
of
scale.
If
you
know
the
county's
buying
a
lot
of
computers
and
we
can
add
our
order
in
with
that,
if
you
buy
a
whole
bunch,
you
typically
save
money
as
opposed
to
buying
a
couple
you
know,
so
we
do
things
like
that
to
try
to
save
money
at
the
end
of
the
day
and
and
be
more
cost
efficient
because
we
get
it
our.
E
These
are
taxpayer
dollars
and
we
have
an
obligation
to
spend
wisely,
and
you
know
appropriately,
but
technology's,
something
we're
sort
of
assessing.
You
know
the
you
know,
there's
just
a
sort
of
a
lot
of
moving
parts.
The
other
thing
is
with
the
sheriff's
office
to
the
extent
that
we're
doing
video
of
proceedings
of
people
in
custody.
You
know
they
have
a
role
in
that.
I
know
I've
been
communicating
with
the
folks
at
the
jail
about
that
and
just
trying
to
get
a
better
sense
of
you
know
what
what
enhancements
do
we
want
to
do?
E
K
E
E
E
F
K
C
If
there's
nobody
else
from
the
commission,
that
has
any
more
questions
from
the
committee,
then
I
guess
I
just
want
to
reinforce
the
the
whole
case
management
system.
I
had
it
mentioned
to
me
by
a
couple
of
judges
that
what
we're
doing
is
kind
of
outdated
and
not
the
same
as
what
other
counties
are
doing
in
the
state
and
yeah.
Let's
do
what
we
need
to
do
to
make
sure
we
get
you
what
you
need.
Yes,.
K
E
Much-
and
I
should
say
after
we're
done
today
and
before
your
full
board
votes,
if
you,
if
anyone
has
any
other
questions,
certainly
you
know
feel
free
to
reach
out
to
you,
know
kevin
our
court
administrator
and
we'll
get
you
an
answer.
I
know
sometimes
after
the
committee
is
over.
I
know
when
I
was
a
commissioner.
I
can
remember
a
few
times.
E
People
say
I
wish
I'd
asked
this
and
I
forgot,
or
you
know
something
comes
up
just
let
us
know
at
the
end
of
the
day,
we
want
to
make
sure
that
you
have
the
information
you
need,
so
you
feel
you
can
make
an
informed
vote.
However,
you
want,
but
that
you
have
the
information
so
we're
happy
to
provide
that.
E
Nobody
else
has
anything
else
and
if
I
could
just
clarify
one
last
thing
I
misspeak
earlier.
Obviously
we
have
pam
monville
down
at
the
end
chris
bujak.
At
the
other
end,
chris,
is
the
one
who's
gonna
be
replacing
john,
so
my
apologies
earlier,
but
the
entire
team
is
valuable.
Everyone's
great
and
thank
you
all
for
being
here.
C
C
M
Thank
you
good
afternoon,
commissioners.
We
appreciate
having
a
little
time
in
front
of
you
today,
I'm
tom
hardesty,
the
director
of
the
emergency
management
homeland
security
department,
which
you
might
recall,
was
actually
a
new
department
from
in
2021
within
that
is
two
divisions.
One
is
emergency
management
which
rob
sealy
on
my
left.
Your
right
is
the
chief
of
that
division
and
he'll
cover
that
budget
and
then
building
safety
division
mike
crum
is
the
chief
of
that
division.
M
One
unique
feature
with
our
department
is:
our
budget
is
actually
split
in
two
different
things,
so
emergency
management
division
has
its
budget
building.
Safety
is
still
part
of
facilities
and
maintenance
budget
because
it's
part
of
an
enterprise
fund.
So
we
we
work
within
those
two
and
work
closely
with
the
facilities
group
through
that
budget.
So
we'll
cover
some
highlights
here
today
and
then
I
know
they
have
their
whole
budget
book
tomorrow.
M
M
These
are
the
highlights
and
then
the
next
one,
some
of
our
service
level
kpis
this
on
emergency
management,
side,
service
level.
These
are
kind
of
the
things
we
do
when
we're
not
dealing
with
emergencies,
how
we're
helping
both
communities
and
county
government
and
people
get
ready
for
emergencies
and
prepare
for
them
in
between
and
then
the
next
slide
is
the
safety
divisions
service
level
kpis.
M
To
give
you
some
insight
into
the
kinds
of
things
that
they're
tracking
and
one
of
the
things
we've
learned
is
we're
we're
doing
a
much
better
job
now
of
tracking,
we
may
have
been
doing
work
but
weren't,
always
great
at
tracking,
and
to
do
that
so
now
we're
doing
a
better
job
of
tracking
one
thing.
The
next
slide
I
did
want
to
touch
on
briefly
is
fema
expenses
with
the
pandemic
to
at
least
give
you
an
overview
aware
of
that
of
that.
M
So
since
march
of
2020
so
way
back
to
the
very
beginning
of
the
pandemic,
we've
had
about
13
a
little
over
13.3
million
dollars
in
expenses
that
we
either
have
or
will
be
seeking
reimbursement
from
fema.
For
so
far,
fema
has
approved
a
little
over
eight
million
of
those
one
and
a
half
million
was
ruled
not
eligible
by
fema.
A
large
chunk
of
this
was
very
early
in
the
pandemic.
M
With
return
to
business
kits
some
things
for
private
doctor
offices,
those
kind
of
things
fema
would
not
cover
so
that
stuff
was
put
under
the
cares
act.
So
the
important
point
there
is
the
general
fund
was
made
whole
with
that,
so
that
that
1.507
was
put
in
under
the
cares
act
for
fiscal
year.
This
year
the
board
had
approved
a
little
over
7
million
appropriated
funds
for
what
could
be
pandemic
expenses
this
year.
Fortunately,
as
the
year
went
on,
the
numbers
decreased
greatly,
so
the
pandemic
committee
would
review
approvals.
M
First,
they
had
approved
a
little
over
3.6
million
and
our
actual
expenditures,
as
of
the
end
of
july,
are
2.8
million.
So
we
expect
to
be
well
well
under
that
7
million.
We
may
do
some
carryover
for
minor
expenses
early
in
the
year,
but
hopefully
these
numbers
continue
to
decline
and
we
won't
see
the
need
for
that.
I
did
want
to
make
a
note
as
of
july
after
july
1st
this
year,
fema
had
been
reimbursing
at
100
percent.
M
They
will
reimburse
at
90
percent
for
expenses
after
july.
First,
however,
we
are
allowed
to
use
things
like
donations
to
count
towards
that
ten
percent
and
the
donations
don't
have
to
come
after
july.
First,
these
are
donations
going
all
the
way
back
to
march,
so
the
warehouse
base
that
penske
donated
all
those
things,
so
I
don't
expect
that
we
will
ever
have
to
actually
pay
any
county
funds
toward
these
matching
requirements
because
we'll
have
that
covered
in
the
value
of
donations.
N
Good
morning,
so
the
emergency
management
division
is
a
total
of
13
people
that
includes
the
director
and
his
admin
staff.
We
have
one
of
our
emergency
management
specialists
that
is
funded
by
arpa
for
two
years.
We
have
two
grant
funded
solution
area
planners
those
are
from
urban
area
strategic
initiative
grants.
N
We
have
a
warehouse
supervisor
and
two
warehouse
employees
that
are
ntec
employees
that
are
covered
under
fema.
Currently
I'll
talk
about
them
in
a
second
and
then
one
warehouse
worker
that
is
actually
a
ptne.
We
have
no
employees
that
have
taken
the
visa,
our
workforce
reductions.
We
have
reduced
one
ptne
in
order
to
add
a
full-time
financial
support
technician.
N
We
combined
that
with
an
emergency
salaries,
position
that
we
had.
That
was
also
pt
e
and
then
that
will
currently
our
person
that
handles
finance.
He
is
a
specialist
as
well.
He
used
to
do
about
20
of
his
daily
work
was
in
finance
and
the
rest
of
it
was
an
emergency
management
type
duties
with
the
addition
of
building
safety.
His
current
workload
is
about
80
to
85
finance
and
only
about
15
emergency
management
duties.
This
person
will
alleviate
that
responsibility
from
him.
N
A
little
bit,
he'll
still
be
involved
in
finance,
but
he'll
be
able
to
actually
do
the
emerging
management
specialty
items
that
he's
supposed
to
be
doing
under
new
investments.
We
have
160
000
a
year,
I'll
talk
about
that
in
a
minute
to
cover
failing
siren
cabinets
in
the
county
and
then
we're
shifting
a
major
funding
shift.
N
We
have
is
we're
shifting
finance
from
the
warehouse
which
currently
is
general
funded
and
then
with
fema
reimbursement
on
the
back
end
of
it
to
a
health
department,
grant
that
they've
received
in
order
to
cover
those
warehouse,
expenses
and
workers.
So
in
the
next
fiscal
year
those
won't
be
coming
out
of
the
general
fund,
they'll
be
coming
out
of
that
grant
and
the
next
slide
under
budget
initiatives.
We
are
currently
going
to
be
upgrading
our
sirens
and
siren
cabinets.
N
We
have
a
lot
of
sirens
that
were
installed
in
the
70s
and
80s
that
had
steel
cabinets
that
are
failing.
Those
cabinets
are
being
replaced
by
aluminum
cabinets
but
they're,
very
costly
and
there's
a
supply
chain
issue.
So
we
we're
asking
for
a
hundred
and
sixty
thousand
dollars
for
over
five
years
for
five
years
in
order
to
replace
those
cabinets
so
that
the
entire
county
can
once
again
again
be
covered
under
those
sirens.
N
Yeah
there's
cabinets
and
circuitry
and
all
kinds
of
stuff
in
there
and
then
we're
going
to
be
also
refurbishing.
We
have
four
hazmat
vehicles
that
were
purchased
by
the
county
under
a
grant
in
2003.
They
are
in
the
community
actually
working
to
to
respond
to
hazmat
incidents
within
the
county.
Those
vehicles
are
19
years
old
now
and
I'm
in
need
of
refurbishment
one
is
being
refurbished
this
year,
we're
not
asking
for
more
money.
That's
in
our
current
current
budget
for
repair
of
those
vehicles,
we're
using
that
repair
money.
N
However,
to
refurbish
those
four
vehicles
to
hopefully
well,
not,
hopefully
we
are
going
to
get
10
more
years
of
service
out
of
those
vehicles
by
doing
the
refurbishment
now,
so
we're
going
to
do
that
over
the
next
four
years.
One
a
year
challenges
is
the
those
siren
and
hazmat
projects
because
of
supply
chain
issues.
N
We
may
be
asking
for
a
budget
carryover
for
this
year's
budget
going
into
the
next
year,
because
it's
hard
to
get
those
parts
we've
been
replacing
the
siren
cabinets
in
the
last
couple
years
been
been
doing
one
or
two
a
year
under
a
normal
maintenance
budget,
but
we're
not
able
to
keep
up
with
the
rate
of
decline
of
those
cabinets.
So
that's
why
we've
got
we're
asking
for
the
the
additional
funding,
but
for
this
year
we
are
unable
to
get
them.
N
N
For
that
and
then
for
anticipated
I.t
projects,
we've
been
working
closely
with
it
to
do
cyber
training
and
cyber
exercises
over
the
last
few
years
this
year,
we're
going
to
continue
doing
that
in
conjunction
with
it.
We
are
working
on
a
cyber
exercise,
actually,
two
of
them
one
for
august
and
one
for
september.
O
So,
let's
start
with
building
safety
and
our
our
numbers.
Here
we
have
29
total
employees
for
pte's.
We
are
24
7
operations,
so
we
have
to
to
keep
a
dispatcher
in
the
seat
or
individuals.
Inside
of
this
building
24
hours
a
day.
We
do
that
with
the
the
numbers.
You
see,
there's
zero
for
the
vsat
program,
for
us
and
and
on
ours.
The
the
big
project
we're
working
on
this
year
out
of
the
capital
improvement
plan,
is
the
access
control
upgrade.
O
So
if
you've
been
around
complex,
you
have
your
card
and
on
your
card,
you
have
the
magnetic
strip
on
the
back
and
then
it
also
has
the
contactless
proximity
card.
So
you
can
beep
into
some
and
you
need
to
slide
into
others.
We
want
to
convert
that
into
one
system
and
once
we
do
that,
it's
the
encryption's
higher
and
we
can
redesign
the
card
so
that
maybe
we'll
we'll
change-
and
I
see
some
islands.
Maybe
you
can
help
me
do
that,
but
we'll
redesign
the
card
and
we'll
get
some.
O
Some
additional
software
too,
with
this
upgrade
so
we'll
have
more
things
we
can
do
with
with
the
cards,
but
we
have
two
different
systems
on
complex
right
now
and
it's
very
difficult
to
make
any
upgrades
when
you
have
two
different
and
depending
on
what
building
you
go
into
you've.
Seen
that
the
all
the
equipment
is
end
of
life,
it's
been
around
since
late
80s,
early
90s
and
we're
there's
many
options.
K
M
Sometime
here
in
the
near
future
that
will
drop
down
to
75,
which
is
the
norm
for
fema.
Again,
we'll
still
have
enough
donations
that
we
won't
physically
have
to
pay
for
that
75
percent.
I
do
expect
you
know
unless
numbers
go
drastically
worse.
I
would
expect
that
75
that
change
will
come
this
year
and
then
the
emergency
in
general
will
will
end
at
some
point
in
this
fiscal
year.
That's
just
my
guess,
but
I
do
expect
at
some
point.
It's
going
to
end.
Okay,.
K
And
then,
according
to
the
county
executive
recommended
budget,
only
14
of
the
department's
budget
is
allocated
to
operating
expenses,
with
your
budget
being
so
limited
in
scope
for
operational
expenses.
How
do
you
propose
to
try
to
increase
public
notification
and
alerting
basically
based
on
your
goals
that
you
provided
for
us.
M
M
M
If
we
partner
with
troy,
we
could
give
them
access
to
the
same
features.
We
only
allow
them
to
use
it
for
people
that
are
registered
for
troy
and
we
could
probably
give
it
to
them
at
about
a
third
of
the
cost,
and
then
we
also
get
access
to
their
set
of
people
for
in
case
of
a
a
large-scale
broad
emergency.
So
it
would
then
in
turn,
actually
help
fund
ours
a
little
bit
and
save
troy
money
at
the
same
time
and
increase
the
number
of
people
in
the
public
that
we
would
reach.
K
B
B
All
right.
I
guess
I
guess
it's
a
general
question
is
that
what
percentage
I
mean?
Obviously,
ballpark
of
the
revenue
of
this
department
essentially
fed
federal,
pass
through
stuff
like
a
lot,
because
I'm
looking,
you
know,
for
instance,
in
actual
like
in
220
22,
you've
got
your
adopted
and
amended
is
up.
You
know
by
nine
billion
yeah
you're.
Basically,
a
federal
pastor,
right.
M
B
Grants
by
grants
for
talking
like
al
all
money
from
you
know
wherever,
yes,
sir
derived
great
so
now
I
got
this
is
just
one
sort
of
in
the
kind
of
down
I'm
looking
at
this
is
on
in
the
big
book.
Let's
go
this
way,
it
would
be
on
the
internal
services.
You've
got
building
space
cost
allocation,
and
I'm
looking
at
this
you've
got
it.
For
instance,
in
fiscal
year,
2021
it's
91
thousand
91,
and
then
it
goes
up
to
at
the
end
of
the
period
it's
up
to
121.73.
B
M
So
right
now,
safety
is
housed
in
a
different
building
than
emergency
management,
so
we've
been
working
on
a
plan
with
them
to
move
safety
over
into
our
building
right
now,
there's
a
space
that
used
to
be
held
by
u.s
commerce
in
the
front
half
of
our
building,
and
so
we
would
then
be
in
the
same
space.
So
what
you're
seeing
right
now
is
you're
not
seeing
safety's
cost
in
there.
Their
cost
is,
is
rolled
into
facilities
and
maintenance.
M
B
M
Well,
it's
it
doesn't
mean
we
won't
keep
a
separate
space
that
we
can't
have
absolutely,
but
the
advantage
it
does
give
us.
For
example,
when
last
year
we
had
seven
activations
tornadoes.
So
when
that
happens,
safety
is
busy
they're
answering
the
phones
for
water
resources.
Commission
they're,
also
answering
our
phone
calls
we're
checking
with
them.
This
would
bring.
M
We
also
one
of
the
proposals
last
year
when
we
put
a
position
in
there
that
could
be
shared
between
the
two
doing
ids
helping
manage
our
front
desk,
helping
doing
sarah
title
iii
plans
the
the
the
reason
that
we
said
we
could
split
that
between
the
two
departments
is
because
we
would
eventually
be
in
a
shared
space
and
they
would
be
able
to
help
cover
duties
from
both
so
we're
trying
to
gain
some
efficiencies
there
as
well.
Yeah.
B
M
So
the
safety
side
had
significant
cuts
with,
as
they
were,
kind
of
part
of
facilities
and
maintenance
and
positions
were
caught.
I
will
say
we
were
fortunate
that
that
kyle
we
were,
we
were
significantly
over
in
many
line
items
last
year
with
the
pandemic,
so
they
did
not
force
us
into
a
cut
because
they
were
in
turn
reallocating
another
seven
million
dollars
into
our
budget
for
the
pandemic,
so
safety
side.
Yes,
emergency
management.
M
C
D
M
M
So
that's
a
that's
an
outdoor.
We
always
make
a
point
to
say
an
outdoor
warning
siren,
that's
designed
for
people
that
aren't
in
a
location
where
they
have
access
to
news.
So
that's
a
that's
a
warning
to
tell
you
to
go
inside,
seek
shelter
and
seek
more
information,
which
means
turn
on
the
news
turn
on.
You
know
if
you
have
a
weather,
app
turn
on
those
things
and
get
more
information,
we're
a
large
large
county
and
the
last
time
we
activated
the
sirens.
M
C
Was
my
I
did
have
a
question
about
that
because
the
last
one
you
activated
was
it
like
five
minutes
to
midnight.
I
think
yes
and
it
was
for
something
in
fenton
and
fenton
and
holly
right
and
I
happened
to
live
on
the
south
end
of
the
county,
and
so
all
my
friends,
the
next
day
were
like
what
was
that
all
about?
M
M
C
D
C
C
F
F
Oh,
they
moved
into
their
land.
I'm
sorry
so
anyway,
there's
multiple
programs
that
each
of
them
are
coming
individually.
So
today's
primary
focus
for
this
would
be
environmental
sustainability
or,
if
there's
any
other
general
questions
about
the
executive,
but
where
the
outlier
for
today
is
would
be
environmental
sustainability.
The
rest
are
coming
as.
F
Yeah,
they
all
have
their
own
program.
It's
called
a
program
budget,
so
they'll
go
over
all
of
those
individually.
Okay,
that's
okay,
but
if
we
have
kyle
here
as
well,
if
there's
any
general
questions
about
the
executive's
budget
that
we
can
answer
that
maybe
not
fit
in
one
of
those
buckets
if
that
makes
sense.
Okay,
so
with
that,
I'm
going
to
turn
that
over
to
erin
quitell,
who
is
our
chief
environmental
sustainability
officer
and
she's,
going
to
go
over
all
of
the
new
items
in
the
budget
for
the
environmental
sustainability.
H
Great,
thank
you
so,
since
this
is
new-
and
this
is
a
you
know-
new
budget
allocations
and
everything
like
that,
I
thought
I'd
just
quickly
go
over
what
sustainability
is
again.
This
is
how
I
think
of
sustainability.
As
its
foundation.
It
is
the
social
which
is
a
social
variables,
economic
and
environmental,
and
how
all
of
those
intersect.
So
thinking
about
the
built-in
natural
environment,
the
sustainable
economic
development
and
then
our
equitable
social
environment.
H
I
know
I
haven't
presented
formally
on
our
sustainability
plan,
we're
still
in
the
drafting
process,
but
I
wanted
to
just
quickly
show
you
again
those
buckets
which
the
sustainability
plan
is
organized.
Sustainable
governance,
health
and
wellness
facility
and
fleet
decarbonization,
high
performance
buildings
and
open
space,
ecosystems
and
connectivity
and
you'll
see
that
this
connects
to
the
rest
of
the
strategic
framework
as
well
as
some
of
the
other
things
proposed
for
our
headline
kpis.
I
just
wanted
to
briefly
go
over
that
again.
Those
are
the
key
performance
indicators.
H
H
H
The
line-
that's
kind
of
moving
upward
in
a
line
is
the
work
from
home,
which
is
blue,
and
then
the
orange
line
that
is
kind
of
in
the
middle
is
the
taxi
motorcycle,
bicycle
and
all
their
modes
of
transportation
as
a
baseline,
and
this
is
something
that
a
lot
of
folks
haven't
seen.
Quite
yet,
we
did
just
completed
our
greenhouse
gas
emission
inventory,
and
this
is
our.
H
The
surface
level
kpis,
which
are
kind
of
that
step
down
from
the
headline
kpis,
are
the
following.
So
looking
at
alternative
fuel
vehicles
for
our
county
fleet,
the
reduction
of
greenhouse
gas
emissions
of
our
county
campus,
specifically
percent
material
diverted
from
the
landfill.
So
how
much
are
we
recycling
a
number
of
transit
routes
connected
specifically
to
oakland
county
properties?
So
that's
that
connection
to
alternative
transportation
opportunities
and
then
percent
procured
material
with
sustainability
or
dei
and
or
dei
certification.
H
So
really
thinking
about
how
we're
spending
our
money
and
making
sure
that
we're
considering
sustainability
in
dei
the
three
main
budget
goals
for
sustainability
as
outlined
for
this
next
year,
is
to
expand
the
office
of
sustainability
to
include
more
staffing
and
support.
As
you
all
know,
I'm
still
in
office
of
one.
H
Additional
new
investments
is
that
oakland
university,
formal
partnership
which
has
already
been
approved,
but
that's
not
to
exceed
100
000
and
then
some
community
engagement,
support
and
I'll
go
into
each
of
these.
I
think
a
little
bit
in
more
detail
further.
So,
like
I
mentioned
that
oakland
university
partnership
has
already
been
approved,
but
it
is
to
advance
sustainability
throughout
oakland
county,
to
leverage
those
educational
resources
and
think
about
the
community,
education
and
research
think
about
mutual
areas
of
interest
for
sustainability
and
research
opportunities
and
then
strengthen
the
partnership
with
our
local
higher
education
institution.
H
The
community
engagement
support
is
to
help
with
some
future
grant
writing
opportunities.
Certainly
the
city's
village
and
townships
sustainability,
engagement,
regional
partnership
collaboration
also
collaboration
with
the
nonprofit
and
foundation
stakeholders,
as
well
as
economic
development
and
businesses.
H
This
is
just
an
overview.
I
won't
go
through
all
of
these,
but
just
kind
of
some
highlights
of
things
that
are
either
new
and
ongoing
kind
of
what's
for
the
future
and
and
what
that
might
look
like.
So
some
examples
of
what's
going
on
right
now
is
finalizing
the
sustainability
plan
and
putting
that
plan
into
action.
H
I
don't
have
anything,
but
I
didn't
want
to
say
that
I
didn't
have
anything
I
suppose
was
looking
at
potential
contracts
again
for
grant
writers
or
other
support
for
future
federal
funding.
There's
a
lot
coming
through,
as
you
all
know,
through
the
infrastructure
bill,
as
well
as
some
other
potential
funding
and
then
any
foundation
support
as
well
as
potential
contracting,
with
any
subject,
experts
to
advance
that
climate
action
planning
things
like
electric
vehicles,
air
quality,
renewable
energy
and
so
forth.
H
F
Want
to
add
one
more
thing
for
clarity
so
because
of
some
of
the
goals
that
we
have
this
year
and
some
of
the
things
that
we'll
be
working
on,
we
made
a
decision
to
put
her
extra
staff
request
in
actually
the
facilities
budget
they'll
have
its
own
program
under
there.
But
we
just
wanted
to
have
a
full-on
conversation
here,
because
facilities
is
going
to
take
up
the
entire
45
minutes
next
week
or
tomorrow,
but
that's
where
it
will
be
housed
which
will
allow
us
to
do
some
cost.
F
K
On
page
58.
in
our
book
here
it
says
that
a
decrease
of
50
000
to
special
projects,
which
was
transferred
to
hr
administration
division
for
dei
special
event
supplies
one.
I
want
to
understand.
Why
are
we
even
entertaining
that
position
be
moved
under
hr?
Because
I
think
that
all
this
time
and
some
of
the
commissioners
can
agree,
we
thought
that
that
would
be
a
separate
entity
or
program
which
runs
itself
and
for
over
a
year
or
two.
K
However
long
robin
was
here,
she
had
been
trying
to
get
budgetary
amounts
so
that
she
can
have
a
staff
and
it
never
was
granted.
So
I
want
to
understand.
Why
are
we
moving
that
under
hr?
Because
I
don't
think
that's
a
good
place
for
it?
I
think
it
needs
to
be
somewhere
else,
but
I
want
to
understand
where
you
are
mind
frame
was
with
that
move
and
just.
Why
did
that
happen?
F
Sure
so
I
can
give
a
little
bit
more
information.
We
have
di
scheduled
to
discuss
during
the
hr
budget,
but
we're
actually
keeping
robin's
position
in
many
of
that
position
and
some
of
her
current
costs
still
in
the
executive's
budget.
But
we
moved
the
request
for
a
few
of
the
extra
like.
I
think
there
was
an
extra
position
and
a
few
of
those
special
events
for
dei
in
the
hr
budget,
just
because
there's
so
much
going
on
internally
as
well.
So
that's
probably
like
phase
one
of
some
of
the
support
that
she'll
need.
K
K
H
That's
a
really
good
question,
so
climate
action
plans
are
plans
to
really
look
critically
at
our
greenhouse
gases,
our
natural
resources,
our
community
members,
kind
of
referring
back
to
that
first
slide.
Sustainability
includes
our
social,
our
environmental
and
our
economic,
and
so
what
a
climate
action
plan
does
is
it
looks
at
a
lot
of
data,
it's
very
data-heavy
and
then
it
starts
to
put
plans
and
processes
in
place
to
help
with
that.
So,
for
example,
it
could
have
actions
that
look
like
stormwater
mitigation
strategies,
green
infrastructure,
maybe
some
additional
tree
plantings
and
things
like
that.
H
How
do
we
make
sure
that
air
quality
is
present
and
water
quality
is
present,
and
so
it's
a
comprehensive
plan
similar
to
other
planning
efforts,
but
it
takes
a
very
science-based
and
focus
on
climate
and
other
data
sets
like
that.
So
outcomes
of
that
you
know
certainly
to
reduce
our
greenhouse
gas
emissions,
but
also
improve
our
environment,
improve
our
social
environment
and
to
help
start
to
really
integrate
sustainability
into
our
business
and
economic
development.
Here
in
oakland,
county,
okay,.
D
H
Yeah
good
question
yeah,
so
fugitive
emissions
are,
you
know,
just
like
you
would
lose
energy,
for
example,
from
like
your
actual
power
plant
to
it
coming
to
your
home.
That's
what
it
looks
at.
So
if
you
have
your
gas
line,
for
example,
you
can't
always
detect
leaks
or
things
like
that.
There's
always
going
to
be
some
sort
of
leak
so
that
fugitive
emission
would
just
be
like
emissions
that
are
occurring
from
ancillary.
Thank
you.
Yeah.
H
B
H
Oh
man,
how
much
time
do
we
have
to
talk
about
equity?
I
think
yeah.
So
there's
I
mean
it
just.
It
really
depends.
It
depends
on
the
community.
It
depends
on
the
disparities,
it
depends
on
the
historic
and
you
know
privilege
that
we
have
as
a
society
in
westernized
culture.
I
mean
there's,
there's
it's
a
packed
topic.
H
Outcomes
or
I
yeah
you
know
equity.
I
would
say
that
it's
definitely
giving
everybody
the
opportunity
and
and
to
april's
point
it
does-
might
require
additional
resources
for
other
populations
versus
others,
but
that
is
also
based
on
a
lot
of
the
historic
disparities
that
have
impacted
our
community
members
disproportionately.
H
H
B
J
B
H
B
H
No,
I
agree
it's
coming
it's
outside
of
the
budget,
but
there
are
a
few
things
that
we're
working
on
at
the
county
partnering
with
the
economic
development
team.
They
have
a
whole
entire
mobility
group
and,
as
I
mentioned
earlier,
where
oakland
county
is
partnering
with
the
detroit
regional
partnership
for
a
regional
ev
study,
that's
ongoing
that
just
started
about
a
month
ago.
J
C
D
D
D
So
to
your
point
about
things
not
really
moving,
so
I
just
want
to
say
that
I'm
aware-
and
I
think
our
community
is
aware
and
they're
like.
Oh,
they
hired
a
sustainability
officer,
but
they
didn't
give
her
any
any
help.
So
I
think
that's
something
we
got
to
do.
Otherwise.
It's
just
lipstick
on
a
pig
I
think
is
the
same.
He.
Q
Now
go
do
more.
Well,
I'm
sorry,
I'm
going
to
jump
in
there,
because
I
just
think
the
notion
that
we
haven't
done
anything
even
with
one
person.
Aaron
has
already
implemented
the
campus-wide
rfp
in
terms
of
that
proposal,
and
I
don't
think
we
should
be
blamed
for
the
lack
of
effort
by
the
previous
administration
in
terms
of
charging
stations.
As
she
said,
we
have
plans
to
do
the
charging
stations
on
the
campus
and
we're
engaged
in
what
is
a
really
large
effort,
regionally
to
figure
out
a
mapping
of
ev
charging
stations.
Q
So
I
don't
think
it
would
be
accurate
for
this
committee
to
say
that
we
haven't
done
a
lot
in
the
environmental
sustainability
space,
even
in
the
short
tenure
that
that
that
erin
has
been
with
us.
We
certainly
want
to
add
to
her
support,
but
we
have
implemented
this
as
a
priority
for
the
administration.
D
Madam
chair,
you
still
have
the
flirt,
yes,
sir,
so
just
so
it's
clear
for
our
listening
listening
body.
I
think
the
chair,
the
commissioner,
said
that
they
were
disappointed
in
the
outputs
and
I'm
only
reflecting
what
I'm
hearing
from
our
actual
residents.
So
we've
got
to
do
more
or
at
least
make
it
seem
like
we're
doing
something.
C
H
Yeah,
so
we're
in
the
final
processes
of
the
draft
review
coming
soon
is
going
to
be
a
more
digestible
draft.
It
was
almost
150
pages,
so
we're
working
on
a
story
map
that
is
going
to
be
made
public
to
be
a
little
bit
more
interactive
and
talk
a
little
bit
about
more
about
that
and
that
should
be
coming
by
the
end
of
the
month.
H
So
I'd
say
external
review
within
the
next
couple
months:
they're
slotted
to
wrap
up
everything
up
planning
on
giving
a
presentation
to
the
internal
executive
staff
about
the
greenhouse
gas
emission
inventory,
which
I
expect
will
then
come
to
the
commission
as
well.
That
was
just
finalized
about
two
weeks
ago.
C
As
I
drive
around
the
campus,
there
is
a
lot
of
impervious
pavement
everywhere
that
we're
no
longer
going
to
put
4
000
cars
in
so
I
don't
know
if
there
are
plans-
and
maybe
it's
a
discussion
for
facilities,
but
you
know:
can
we
convert
some
of
this
back
to
usable
green
space
or
as
we're
looking
at
other
facilities
that
other
organizations
are
looking
at?
You
know
than
you,
you
know:
where
can
we
put
this
thing
or
that
building
or
whatever?
C
I
would
hope
that
all
of
this
is
being
integrated
together,
so
that
we're
looking
at
reducing
our
carbon
footprint
and
we're
looking
at
our
emissions
and
things
like
being
ready
for
the
electric
vehicle
wave
that's
going
to
wash
over
us,
I
mean
20
30
to
be
50
percent
electric
vehicles.
That
sounds
like
a
long
way
away,
but
it's
really
not.
I
don't
I'm
not
having
a
hard
time
visualizing
that
you
know
being
prepared
for
that.
So.
C
Anyway,
that's
on
the
sustainability
study.
The
other
is
the
whole
question
of
grant.
Writing,
and
maybe
this
is
more
a
question
for
hillary,
or
you
know
the
leadership
in
general,
but
as
we're
watching
the
infrastructure
bill
come
down
and
we're
watching
now
we're
gonna
see
the
hopefully
the
you
know:
what's
it
called
the
ira
bill
and
we've
seen
arpa,
there
are
many
many
matching
requirements
that
are
required
to
draw
down
this
money,
which
requires
grant
writers.
C
Knowing
what
they're
doing-
and
we
talked
about
this
a
year
ago
wanting
to
put
we
talked
about-
maybe
putting
a
grant
right
around
the
board
of
commissioners
staff,
but
we
decided
not
to
do
that
that
you
know
we'd
take
a
look
at
the
administration,
but
I
just
think
that
if
we
don't
address
this
now,
you
know
staffing
grant
writing
as
an
entity
we're
going
to
be
behind
the
eight
ball.
You
know
place.
We
don't
want
to
be
that's
my
sense
of
it.
H
H
Thank
you.
It's
really
one
the
biggest
reason
why
I
put
some
funding
towards
that
and
propose
that
is
so
that
I
could
have
some
support
for
that
grant
rating,
especially
in
sustainability,
but
to
the
point
of
the
entire
county.
I
talked
with
other
colleagues
and
it's
a
lot
I
mean
we
want
to
be
competitive.
We
want
to
apply
for
those
grants
and
there's
just
not
enough
hours
in
the
day,
sometimes
with
everything
else
that
we're
doing.
I
know
the
courts.
C
Have
grants
they'd
like
to
apply
for,
but
they
don't
have
this,
they
tell
us,
they
don't
have
the
staffing
to
you
know
really,
and
I
can
just
see
it
with
some
of
the
other
stuff
through
semcog
and
the
transportation
and
just
everything
that's
going
to
come
rolling
down
we're
going
to
need
to
be
staffed
to
do
that.
So
I
don't
know
where
that
fits
exactly
hillary,
but
you.
H
L
C
C
D
C
C
Q
Excellent
well,
thank
you
very
much.
We
were
when
we
were
preparing
for
this
presentation.
We
realized
that
we're
actually
at
our
one
year
anniversary.
It
was
about
two
days
ago
that
the
board
of
commissioners
voted
to
create
the
department
of
public
communications.
So
we
thought
that
was
kind
of
a
good
timing
for
us
to
be
before
you
today.
The
budget
that
we're
going
to
talk
about
later
in
the
presentation
is
very
much
status
quo.
Since
you
created
the
department
just
last
year,
we're
not
making
any
new.
You
know
major
requests.
Q
We
just
really
had
eight
months
of
operation,
and
so
you
know
we
don't
really
have
enough
history
to
know
whether
we
need
to
make
additional
requests.
So
our
our
budget
requests
and
our
budget
is
pretty
status
quo,
but
we
do
have
that
later
in
the
presentation.
But
what
we
wanted
to
do
is
tell
you
a
little
bit
about
the
previous
last
year
that
we've
had
and
also
remind
you
a
little
bit
of
how
dpc
is
structured,
how
it
was
envisioned
and
just
how
the
stand-up
is
going
so
before
us.
Q
You
have
all
of
the
senior
leaders
of
the
department
of
communications
and
kathy's
going
to
kind
of
explain.
Maybe
you
can
introduce
folks
as
you
go.
The
different
divisions
within
dpc
charlotte
fisher
left
the
county
employment
in
the
late
spring,
so
we're
without
a
director.
At
this
point
we
are
looking
for
a
new
director,
but
in
the
interim
I
think
you
will
agree
that
this
leadership
team
that
is
before
you
today
is
really
extremely
competent
and
talented.
Q
P
We
ensure
that
our
internal
and
external
communications
are
consistent,
effective
reach
the
intended
audiences
and
align
with
the
county's
brand
and
policies.
The
dpc
consists
of
five
different
divisions.
First,
we've
got
community
engagement,
led
by
manager,
ashley
mcbride
braswell,
the
team.
This
team
builds
relationships
with
cities,
villages
and
townships,
non-profit
organizations,
schools,
faith-based
institutions,
community
service
organizations
to
connect
them
with
county
services
and
resources,
and
so
we
can
learn
how
we
can
better
serve
them.
P
The
team
also
provides
incredible
support
to
departments
across
oakland,
county
marketing
communications
led
by
officer
caitlin
keeler,
who
coordinates
the
digital
teams
and
county
departments
for
social
media
messaging
and
campaigns,
as
well
as
working
with
departments,
to
ensure
consistent
and
effective
content
on
the
county's
website.
Oakgov.Com
media
relations-
I'm
sure
you
all
know
our
public
information
officer
bill
mullen
who
builds
relationships
and
is
the
daily
communication
and
is
in
daily
communications
with
the
media.
P
L
L
L
Lastly,
we
also
did
the
covet
19
tribute
and
tribute
walk,
which
was
a
collaborative
effort
that
we
worked
in
partnership
with
parks,
I.t
and
the
board
to
honor
those
that
we
lost
during
the
pandemic.
That
event
was
real
or
really
well
received
by
the
residents,
and
it
was
truly
touching
if
you
got
a
chance
to
to
witness
it,
and
so
here
we
just
have
a
couple
of
those
events
and
we're
just
going
to
move
on
to
our
major
events
and
outreach.
L
The
social
media
response
was
well
received
on
facebook
and
twitter,
the
post
reached
over
19
000
people
and
made
over
137
000
impressions.
We
later
returned
to
an
in-person,
2022
state
of
the
county
that
event,
if
you
all
were,
there
was
standing
room
only
and
it
was
a
live
broadcast
on
tv
and
social
media.
L
L
Also,
and
lastly,
community
engagement
hosted
several
telephone
town
halls,
quarterly
meetings
with
cvt
state
and
federal
elected
officials,
and
we
had
over
300
touch
points
in
the
community,
ranging
from
us
to
attending
community
events,
town
halls
meeting
with
local
elected
officials
residents,
commissioners,
non-profit
faith-based,
you
name
it.
We
were
out
there
in
the
community.
L
I
want
to
move
on
to
special
programming,
and
here
we
have
just
highlighted
a
few
of
our
kind
of
branding
events
and
campaign
and
special
things
that
we've
done.
You
have
right
here,
the
strategic
framework
launch
and
our
clearpoint
dashboard,
which
is
in
current
development.
The
clearpoor
dashboard
is
where
you
would
see
our
seven
strategic
goals,
our
key
community
indicators
and
is
an
ongoing
development
and
I'm
sure,
you've
seen
posts
from
that
from
other
departments.
L
L
Lastly,
we
have
community
engagement,
let
the
relaunching
of
our
oakland
together
40,
under
40,
with
the
new
application,
a
more
streamlined
process,
a
return
to
an
in-person
reception
at
the
state
of
the
county,
which
was
well
received
and
row
attended
and
award
receptions.
Last
year
we
had
124
submissions
and
actually,
lastly,
was
our
shop
local,
small
business
saturday.
L
We
really
had
to
coordinate
this
event
and
push
you
know
to
to
for
small
business
to
shop
safely
and
small
during
this
holiday
season,
so
dpc
coordinated
a
news
conference
at
viktrine
the
train
in
downtown
berkeley
to
kick
off
the
season,
including
live
social
media
blog
and
produce
videos
from
the
event,
and
we
got
a
lot
of
great
news
coverage
from
there.
So,
as
you
can
see,
dpc
has
been
working
this
last
year
and
next
caitlin
will
finish
up
with
this
section
of
the
the
powerpoint.
R
Thanks
ashley
good
afternoon
commissioners,
so
one
of
the
main
functions
of
the
public
communications
department
is
public
education
and
one
of
the
ways
we
do,
that
is
by
publishing
and
promoting
content.
We
work
with
content
creators
with
on
our
teams
and
across
the
county
to
get
sure
content
is
consistent
and
effective
and
is
about
our
government.
Our
services
programs
in
the
community.
R
Our
media
relations
team,
for
example,
has
issued
143
news
releases
or
media
advisories
conducted
more
than
12
news
conferences
and
answers
daily
media
calls
and
interviews.
Our
creative
operations
team
has
fulfilled
over
600
projects.
Anything
from
billboards
to
videos,
flyers
reports
and
graphics.
Requests
in
between
dpc
is
also
responsible
for
maintaining
the
oakgov.com
website,
where
we
also
work
again
with
county
wide
content
creators,
and
we
have
over
22
500
web
pages
with
3.6
million
visitors
annually.
R
All
right
so
then
our
social
media,
we,
the
county,
has
a
robust
social
media
presence
over
120
accounts
across
all
departments,
elected
officials.
Our
dbc
team
is
responsible
for
the
oak
gov
parent
brand
accounts,
facebook,
twitter,
linkedin
instagram
and
the
executive
office,
facebook
and
twitter,
as
well
as
the
oakland
county
blog
together
over
the
last
year,
the
teams
posted
over
7
800
posts
on
those
two
brand
accounts,
including
48
blogs,
making
almost
6
million
impressions.
R
We
also
send
out
email,
newsletters
and
sms
or
text
messages.
Also
we
partner
with
it
to
administer
that
gov
delivery
product
that
a
lot
of
the
departments
elected
officials
use,
but
we're
responsible
for
the
always
moving
forward
newsletter.
That's
sent
out
by
bi-monthly
every
other
week
we've
sent
about
25
newsletters
in
the
past
year
to
37
144
subscribers.
R
In
addition
to
publishing
and
promoting
content,
we
also
strive
to
provide
excellent
customer
service,
whether
that's
counting
us
through
the
help
hotline
phone
or
email,
the
contact
us
form
on
the
website
or
through
social
media
messages.
We
want
to
respond
to
them
fast
and
friendly
connect
them
to
whatever
department
or
service
they
need
or
community
member.
Not
only
that
we
take
what
we
learn
from
them,
whether
they
frequently
ask
questions
and
the
trends
and
try
and
be
proactive,
get
that
information
out
to
them.
R
Escalation,
so
that's
just
a
phone
call
or
an
email
where
it
comes
from
my
team
who
saw
it
the
first
people
that
saw
it
on
social
media
to
either.
You
know
bill
if
it's
public
information,
emergency
or
the
sheriff's
office
has
an
innovation
technology
team.
So
just
working
with
those
partners,
we
even
escalated
to
out-of-state
police
departments
for
a
potential
suicide
watch.
B
G
One
of
those
tools
that
we
use
that
I'm
sure
land
in
your
own
inboxes
is
the
bi-weekly
telegraph
newsletter
and
in
those
emails
that
you
receive,
you
receive
information
about
updated
policy,
information
or
information
that
you
need
to
be
able
to
do
your
job.
Well,
we
also
have
a
section
called
employee
spotlight
where
we're
able
to
connect
employees
with
their
co-workers
on
a
more
personal
level.
G
So,
for
instance,
we've
recently
done
a
spotlight
on
an
employee
who
ran
the
boston
marathon
or
a
group
of
employees
over
at
the
courts,
who
pulled
some
money
together
to
send
one
of
their
co-workers
back
to
see
her
family
in
albania.
So
we're
able
to
tell
stories
about
employees
on
a
personal
level
to
increase
morale
and
let
us
get
to
know
our
co-workers
a
little
bit
better.
G
Those
employee
spotlight
stories
are
actually
located
on
the
telegraph
intranet
website
and
this
past
year
we
worked
together
with
hr
and
it
to
give
the
telegraph
a
new
look
and
feel
so.
If
you
visit
the
website,
you'll
see
that
it's
a
little
bit
easier
to
navigate
and
some
of
the
information
is
front
and
center
on
the
website
that
in
the
past,
you
might
have
had
to
look
a
little
bit
deeper
for.
G
The
equity
council,
we
do
serve
a
leadership
role
on
the
equity
council
in
the
form
of
evaluating
the
communication
across
the
entire
county
to
make
sure
that
what
we're
producing
and
getting
out
to
employees
as
well
as
the
residents
is
accessible,
inclusive
and
equitable.
Across
all
of
the
avenues
of
communication
that
we
have
in
the
county.
G
The
final
thing
that
I
want
to
talk
about
is
employee
recognition
and
employee
events
that
we
host
throughout
the
year,
in
collaboration
with
other
departments,
for
instance
this
past
spring.
We
helped
the
oak
fit
program
put
together.
A
mental
health
awareness,
walk
called
stamp
out
stigma
using
the
sidewalks
that
are
already
here
on
campus
to
bring
employees
together
with
their
leaders
to
just
have
a
leisurely
walk
around
the
campus
to
promote
mental
health
awareness.
G
A
First,
let's
talk
about
the
current
act
of
response
to
the
hex
chrome
spill.
We
are
collaborating
with
the
michigan
department
of
environment,
great
lakes
and
energy,
as
well
as
the
michigan
department
of
health
and
human
services
and
local
partners
to
shape
daily
messaging
to
the
media
and
public.
About
that
spill.
A
We
published
a
frequently
asked
questions
page
on
the
county
website
so
that
our
concerned
residents
have
a
place
to
find
the
most
up-to-date
information
on
a
daily
basis,
and
we
are
coordinating
all
of
these
efforts
with
our
local
pio
partners
to
ensure
all
stakeholders
are
staying,
informed
and
and
have
their
questions
answered
next.
The
14
mile
road
water
main
break
is
an
example
of
how
the
dpc
collaborates
with
our
regional
colleagues
during
emergencies.
A
However,
so
they
could
focus
on
their
messaging,
as
well
as
their
expertise.
We
took
over
the
technical
aspects
of
their
emergency
communications,
so,
for
instance,
we
did
the
lifting
and
the
of
of
creating
and
hosting
the
daily
pio
calls
on
which
gliw
would
update
the
various
communities,
the
hospitals
and
the
other
impacted
organizations.
A
We
also
served
as
a
conduit
for
gleewa
whenever
they
had
to
communicate
to
the
various
stakeholders
who
were
affected
by
the
water
main
break.
They
just
took
care
of
their
expertise.
In
writing.
We
took
care
of
making
sure
everyone
else
got
the
message
within
that
group
and
we
also
launched
our
own
landing
page
to
help
our
residents
understand
the
timeline
for
the
repair
and
a
place
they
could
check
in
and
understand.
A
Finally,
the
white
lake
tornado
response
is
worth
mentioning
because
it
occurred
during
the
weekend
and,
interestingly
enough,
I
was
out
of
state
on
vacation
and
everyone
else
was
dispersed
across
the
state
whether
they
were
at
weddings.
What
have
you,
but
by
the
miracle
of
modern
technology,
the
dpc
was
able
to
pause
their
days,
get
a
press
release
out
and
get
some
vital
information
onto
social
media
that
the
residents
needed
to
know.
A
So
these
incidents
really
demonstrate
the
breadth
and
flexibility.
The
dbc
has
to
deliver
critical
information
in
a
timely
manner
to
the
public
and
other
stakeholders
during
an
emergency.
One
final
note:
several
members
of
the
dpc
team.
You
should
now
have
training
from
the
federal
emergency
management
agency
and
have
participated
in
emergency
exercise,
exercises
to
help
improve
our
emergency
communications
response,
and
I
think
the
results
of
that
training
is
evident
and
the
work
we've
done
this
year
with
these
emergencies.
A
R
Thank
you
bill.
Our
work
with
that
emergency
operations
center
is
a
really
great
example
of
our
collaborations,
across
county
departments
and
elected
officials
as
we're
a
service-oriented
department,
and
we
work
across
these
department's
elected
officials
and
we've
already
managed
to
collaborate
with
almost
every
single
one
of
them
in
the
past
year.
Not
only
do
we
support
them,
but
we
collaborate
and
partner
with
them,
so
we
work
with
them
in
their
communications
and
outreach
goals
and
make
sure
they're
effective,
reaching
the
intended
audience
on
brand
and
are
accessible.
R
So
now
I've
got
three
slides
here,
which
I'm
only
going
to
highlight
a
few
things
on
each,
but
I
really
encourage
you
to
take
the
time
in
your
leisure
to
look
over
them.
It
represents
a
tremendous
amount
of
work
from
this
team.
Our
team
back
in
the
office
working
with
the
talented
communicators
across
the
other
departments
and
elected
officials
as
well.
R
On
this
first
slide,
I
wanted
to
highlight
the
animal
control,
animal
shelter
and
pet
adoption
center.
We've
worked
with
them
on
everything
from
press
conferences,
news
releases,
graphics,
photos,
videos
and
the
dog
license
campaign
and
ways
to
increase
adoption
with
a
really
cute.
Video
is
going
to
be
debuting
what
today,
tomorrow,
coming
soon
so
keep
an
eye
out
for
that.
R
Next,
we've
worked
with
all
three
of
the
airports,
a
lot
on
their
website
and
social
media
content.
Technical
support
and,
more
recently
with
the
oakland
county
international
airport
for
the
air,
show
this
weekend
doing
a
lot
of
work
with
our
graphics,
their
flyers,
their
social
and
video
promotion
and
we'll
have
a
team
there
on
the
ground
for
news,
media
coverage
and
live
social
media
coverage
as
well.
R
On
the
next
slide,
you
might
be
surprised
to
see
facilities
management.
We
actually
do
a
lot
of
work
with
them
in
collaboration
from
all
the
signs
you
see
to
the
updated
banners
across
campus,
the
digital
displays
in
public
and
employee
entrances,
as
well
as
lighting
up
the
courthouse
and
observance
in
support
of
ukraine.
R
Additionally,
bill
also
talked
extensively
about
our
work
with
the
emergency
operations
center,
such
as
the
press
conference
with
the
prosecutor,
the
sheriff
and
executive
coulter
in
this
photo.
Another
example
of
our
collaboration
is
with
the
environmental
sustainability
office.
So
not
only
do
we
partner
with
that
team,
but
the
earth
day
tree
planning
is
a
great
example
how
we
also
had
the
board
of
commissioners.
R
R
Lastly,
our
last
example
of
a
collaboration
is
actually
one
of
our
first
requests
we
received
after
we
became
a
department
last
year
the
sheriff's
office
reached
out
with
help
for
their
annual
report.
Creative
operations
did
a
massive
project
with
them
to
source
the
photos
and
design
of
their
2020
annual
report,
so
much
so
that
they
just
finished
their
2021
report.
R
So
taking
collaboration
to
the
next
steps
is
really
coordination
among
the
different
communicators
across
the
county
and
that's
where
the
county-wide
digital
editorial
team
comes
in.
This
started
as
a
small
internal
team
in
it
before
covid
and
when
covert
hit,
it
quickly
expanded
to
a
daily
meeting
with
executive
office,
public
health,
I.t
and
emergency
management.
R
Now
it
looks
something
like
more
like
a
weekly
meeting,
expanded
to
economic
development
veterans,
workforce
parks,
border
commissioners,
water
resources,
and
we
all
have
similar
audiences
and
great
initiatives
that
we
work
to
cross,
promote,
coordinate
the
timing
of
our
newsletters
and
social
media.
For
example,
we
had
a
robust
black
history
month
campaign
where
we
were
really
able
to
uncover
all
the
different
services
things
to
do
in
events
that
every
department
elected
official
office
was
doing
for
black
history
for
women's
history
month.
R
We
feature
the
women
in
leadership
positions
and
we
also
work
for
you
know
observances
throughout
the
year,
ensuring
there's
consistent
graphics,
where
offices
closed
or
any
observance.
We
helped
cross,
promote
things
like
emergency
information
and
oak
alert
and
a
significant
win
that
we
worked
with
the
water
for
the
water
resources.
Commissioner,
was
their
annual
art
contest
for
their
calendars
and
they
actually,
when
we
all
came
together
and
cross-promoted
it,
they
had
their
most
submissions
ever
you
know.
R
Through
these
meetings,
they've
been
able
to
form
a
relationship
and
a
bond
where
parks
has
worked
with
them
to
supply
buses
for
transportation,
for
vets
that
need
it
to
their
resource
fairs,
tents
and
then
most
recently,
parks
has
been
attending
their
resource
fairs
to
help
distribute
their
free
vehicle
passes
to
veterans.
So
just
a
great
example
of
how
we're
all
coordinating
and
collaborating
with
our
partners
across
the
county
and
next
kathy's
going
to
go
into
more
detail
on
our
arp
support.
P
So
while
kovitt
was
an
incredibly
difficult
challenge
for
all
of
us
to
navigate,
it
also
presented
the
dpc
with
some
opportunities.
It's
pretty
incredible.
To
have
a
such
a
significant
infusion
of
federal
funding
come
into
the
county
to
help
with
response
to
covet
19
pandemic
and
during
21
2021
and
2022.
P
We
got
the
second
tranche
of
money
from
the
feds
244
million
from
the
federal
government,
and
it
was
up
to
the
dpc
to
provide
the
transparency
and
assurances
to
the
general
public
that
the
money
was
being
spent
wisely
and
effectively
with
approval
from
the
board
the
money
that
was
designated
for
one-time
projects.
That
could
provide
transformational
change
for
our
residents.
P
The
dpc
was
involved
in
making
sure
the
public
knew
about
how
the
money
was
being
spent
and
what
kind
of
additional
services
and
programming
could
become
available
to
them.
We
held
press
conferences
and
roundtables,
sent
out
press
releases
and
newsletters
produced
videos
and
daily
social
media
messaging
and
wrote
dozens
of
blogs
for
the
website
about
those
new
initiatives,
including
the
27
million
into
expanded
and
improved
access
to
mental
health
services
for
our
residents
and
students,
including
some
additional
resources
for
the
extended
oxford
family
and
students.
P
Clinics
through
executive
coulter's
newsletter
has
many
speeches
around
the
county
and
graphic
elements
that
have
been
used
by
many
oakland
county
departments.
The
dpc
has
been
involved
in
spreading
the
word
on
housing,
repair
grants,
affordable
housing
initiatives
like
the
land
bank
and
the
housing,
trust
fund,
project
diamond
and
the
environmental
sustainability
initiatives
that
we've
taken
on
we've
been
recognized
for
the
work
that
we've
done
by
both
the
private
and
the
public
sector.
Organizations
and
bill
will
tell
you
a
little
bit
more
about
some
of
those
awards
that
we've
received.
A
One
award
in
particular
stands
out
and
I'm
sure
I'm
going
to
make
caitlyn
blush,
but
katelyn
keeler
is
the
2022
social
media
professional
of
the
year,
and
the
awards
name
sounds
innocuous.
That
is
until
you
hear
just
how
and
why
she
received
this
award
first.
This
is
not
an
award
for
which
you
apply.
A
A
More
than
512
000
oakland
county
residents
have
received
booster
doses,
a
marketing
campaign
to
move
the
needle
forward
on
getting
vaccinated
which
allow
businesses
to
ramp
up
their
production
students
to
return
to
the
classroom
and
loved
ones
to
gather
for
special
events
again.
That
is
what
makes
this
recognition
and
our
hard
work
behind
it.
So
incredibly
gratifying.
Q
Excellent,
thank
you.
Thank
you
all.
I
think
you
can
see
why
I'm
so
proud
of
this
team
and
thank
you
for
your
patience
and
letting
us
lead
you
through
the
the
year
in
review,
but
we're
not
resting
on
our
laurels,
because
there's
a
lot
of
priorities
that
we
have
going
forward.
I
think
a
lot
of
the
work
that
we
have
done
illustrates
the
gaps
that
we
see
so
on
this
chart.
Q
We
saw
that
in
the
equity
audit
that
we
want
to
make
sure
that
someone
that
comes
in
at
health
knows
how
to
access
food
or
knows
how
to
access
housing.
You
know
that
we
have
a
more
seamless
kind
of
system
and
what
has
been
frustrating
to
us
is
we
don't
have
any
unified
data
system,
so
every
different
department
and
division
they
have
their
own
way
of
tracking
individuals.
Q
The
other
thing
that
fits
into
that
that
is
another
priority
for
us,
and
these
are
not
budget
requests,
but
we
have
to
do
a
better
job
in
terms
of
our
phone
tree
and
our
automated
system
to
make
sure
that
actually,
people
who
need
to
speak
to
someone
can
and
can,
can
reach
someone,
and
so
we're
working
with
it
again
to
try
to
improve
that
experience.
That
user
experience
again
part
of
our
equity
audit
people
tested
the
system,
and
I
don't
know
if
you've
ever
done
it,
but
it's
not
as
perfect
as
you
would
like.
Q
You
know
you
press
one.
You
go
to
three,
you
go
to
four,
then
you
get
a
voicemail,
you
know
or
then
you
press
zero
and
you
actually
go
to
a
switchboard
operator.
That's
housed
in
I.t,
not
in
community
engagement
or
in
the
evening.
You
go
to
building
safety
and
we
need
to
make
sure
that
all
those
pockets
of
people
have
the
right
information
so
that
we're
referring
people
so
that
is
kind
of
it.
That's
a
major
priority
for
us
to
try
to
figure
out.
Q
I
don't
have
a
solution
for
it
yet,
but
it's
something
that
we're
very
much
working
on
another
major
overhaul
that
we're
very
excited
about,
and
it's
been
kind
of
a
county-wide
process
to
date
and
going
forward
is
we're
really
changing
the
framework
you
guys
maybe
call
it.
The
skin
there's
different
terms
that
they
use
for
the
website
in
terms
of
like
what
its
foundation
is
and
we're
making
a
complete
transformation
over
of
how
it's
housed
now
to
where
it's
going
to
be
housed,
and
this
really
started.
Q
You
know
about
six
or
eight
months
ago,
where
we
got
everybody
from
all
county
departments
together
who
access
the
website
and
use
the
website
to
see
what
their
needs
were.
People
want
to
be
able
to
do
better
things
on
their
web
pages.
You
know
like
have
different
different
technology
capabilities,
different
pages
different
way
to
engage
with
people,
and
so
we
got
them
all
together.
We
learned
what
their
needs
were.
We
issued
an
rfp
people
throughout
the
county,
participated
in
the
interview
process.
Q
Q
They
did
like
this
heat
map
to
see
where
people
go
on
our
website.
We
surveyed
residents
about
what
you
want
to
see
on
our
website,
and
people
want
to
be
able
to
search
more.
They
want
to
be
able
to
find
what
they're
looking
for
more
quickly
so
you'll
see
our
website
will
be
will
be
very
different.
Looking
also
what
we're
finding
caitlyn
mentioned.
This
is
how
many
people
are
doing
it
on
their
phone.
Q
You
know
they're
not
doing
it
on
their
desktop
anymore,
which
makes
it
different
and
what
they're
doing
is
they're
scrolling,
and
so
it
won't
be
a
static
one
page,
and
then
you
go
to
another
page.
It
will
be
the
home
page
will
allow
you
to
kind
of
get
a
lot
of
information
through
the
scrolling
thing.
So
it's
really
exciting
it's
a
process.
You
know
it
is
a.
It
is
a
process
of
really
changing.
You
mention
all
the
pages,
the
content
over
and
going
live,
but
it's
going
to
be
by
the
by
by
next
february
march.
Q
You
know
you'll,
I
think
you'll
be
much
much
more
happy
with
our
website.
So
that's
a
key
thing.
You'll
see
now
I'm
getting
to
a
budget
impact
you'll
see
we
have
proposing
an
older
adult
service
chief.
So
this
will
be
someone
an
initial
step
to
coordinate
and
to
evaluate
all
those
services
that
we
provide
to
senior
citizens,
knowing
how
important
that
is
to
the
county
executive
and
also
to
the
board
of
commissioners.
So
that's
in
our
budget
and
then
finally,
I
want
to
mention
the
key
performance
indicators.
I
think
under
kyle's
leadership.
Q
Every
one
of
our
departments
is
coming
to
you
first
describing
their
kpis
that
they
are
developing.
You
know
from
the
state
of
the
county.
Not
only
do
we
have
the
seven
goals
with
community
indicators,
but
each
of
our
departments
are
presenting
what
we
call
five
department
level
kpis,
the
departments
have
done
it
in
two
phases.
There
was
an
initial
set
of
five
or
six
departments
that
started
last
fall.
This
team
just
got
started
a
few
months
ago,
so
these
are
still
in
formation.
These
are
the
this
is
a
these.
C
G
A
lot
of
this
has
already
been
covered,
so
I
won't
dwell
too
much
on
this.
As
hillary
mentioned,
our
budget
is
basically
status
quo.
The
only
increase
that
you'll
see
in
our
operational
budget
side
is
9
500
for
operational
needs
associated
with
the
news,
the
new
position
for
the
older
adult
services
chief
and
otherwise
our
budget
remains
the
same
so
that
we
have
another
year
to
be
able
to
evaluate
our
actual
expenditures
to
decide
what
to
do
for
fiscal
year.
24.
K
So
great
to
close
out
on
that,
because
I've
got
a
question:
what
is
the
plan
or
what
are
your
thinking
to
eventually
find
funding
for
those
four
positions?
So
I
just
I
just
want
to
know
because
I
will
say
I
do
depend
on
ashley
a
whole
lot
and
I
do
like
what
I'm
seeing
at
least
is
coming
out
of
this
department.
Q
K
Q
Q
You
know
it's
our
full
intention
to
make
sure
that
those
positions
are
covered
in
the
general
fund
when
arp
sunsets,
we
did
think
it
was
appropriate,
given
the
amount
of
interaction
that
we're
doing
and
that
you
saw
promoting
and
explaining
arp
dollars
to
to
utilize
those
resources,
but
we
definitely
intend
on
keeping
the
physicians.
Okay.
Thank
you.
Q
Q
Was
just
highlighting
the
the
support
services
also
in
the
budget
which
this
individual
utilized,
which
we
did
not
fully
utilize
in
this
last
year?
Is
you
know,
resources
to
do
the
more
assets
in
terms
of
brochures,
mailings,
telephone
town
halls?
You
know
I
mean
like
the,
but
the
general
budget
for
dpc
contains
all
those
kind
of
things
that
this
person
will
need
to
tap
into
in
order
to
communicate
better
to
residents
about
the
services
that
we
provide.
Older
americans.
M
Q
Just
we
didn't
need
to
ask
for
more
money,
because
we
have
enough
money
in
our
budget
to
cover
those
types
of
things.
It
was
always
our
intention
to
do
those
types
of
activities
like
a
county-wide
senior
mailing,
a
senior
fest.
You
know
those
kind
of
things
are
still
in
our
planning,
and
this
person
will
help
coordinate
that.
Q
I
think
we'll
have
to
wait
and
see
you
know
like
we
saw
with
aaron
like
we've
seen
with
other
cases,
I
mean
it's
going
to
start
within
the
community
engagement
team
and
then
and
then
we'll
go,
see
going
forward
and
work
that
out
with
you
all
in
terms
of
you
know,
is
it
a?
Is
it
a
matter
of
someone
who
coordinates
the
services
that
are
going
on
or
do
we
need
to
provide
more
access
to?
You
know
more
more
resources
to
that
area.
J
Q
Yeah,
so
we
did
cover
this
at
the
very
very
beginning
of
the
presentation.
We
went
over
all
of
the
areas
of
dpc,
but
you
all
created
a
department
of
public
communications,
so
the
powerpoint
that
you
have
access
to
will
illustrate
the
breadth
of
work
that
they
do.
But
dpc
is
envisioned
of
supporting
the
entire
county's
communications
efforts,
so
we
went
over
the
collaborations.
Q
So
what
generally
happens
is
we
take
in
requests
from
other
departments
whether
they
are
within
the
executive
office
or
not
to
do
to
help
them
with
so
whether
it's
the
sheriff's
annual
report
or
whether
it's
the
treasurer
who
wants
help
updating?
You
know
the
logos
that
they're
using
so
we
take
in
those
requests
and
then
this
team
ferrets
it
out
to
their
support
staff,
their
teams?
Okay,.
J
Q
Has
been
has
been
completed
already
gone
out
to
our
employees,
no,
this
this
team.
You
know
they
because
this
team
is
engaged
around
employee
communications
when
it
comes
to
you
know,
beginning
to
roll
the
results
of
that
and
changes
that
the
administration
is
making
as
a
result
of
that
to
employees.
Q
This
team
might
be
engaged
in
the
implementation
of
those
communications.
Kathy
might
write,
something
pam
might
do
a
graphic.
Caitlyn
might
help
with
an
email,
but
it's
really
the
leadership
team.
You
know
the
dei
officer,
the
deputy
county
executives,
the
county
executives,
who
are
meeting
and
working
with
mts
on
the
recommendations
of
that
cultural
assessment
and
rolling
that
out
to
our
employees.
Q
J
Q
Q
Q
Q
K
L
Yes,
please:
well,
you
know
from
community
engagement
standpoint,
we
interact
with
the
residents
all
the
time.
Commissioner
you'll
send
me
a
text
and
say:
actually
I
need
you
to
do
x,
y
and
z.
So
yes,
so
for
as
community
engagement
or,
for
instance,
with
the
webster
community
center
project,
they
got
brownfield
dollars
from
our
oakland
county
economic
development
department.
This
team
helped
with
their
press
release
and
their
news,
their
news
conference,
so
things
like
that,
we
will
definitely
help
with
when
it's
a
project
that
you
know
oakland
county
is
supporting.
L
We've
spent
dollars
behind
it
also
to
residents,
can
come
and
say.
Actually
I
need
help
finding
stage
or
or
I
need
help
with
this
input
or
you
know
to
get
in
contact
with
the
shares
to
staff
this
and
that
then
I'll
help
connect
them
with
those
at
the
sheriff's
office
or
connect
them
with
parks
and
recs
to
help
with
staffing
and
staging
or
things
of
that
nature.
So
residents
can
definitely
come
a
lot
of
times.
L
Q
The
same
coordination
that
that
caitlyn
has
started
with
the
social
media
people
throughout
the
county,
because
you
got
to
remember
every
department
has
their
own
social
media
people
so
she's,
coordinating
that
and
then
ashley's
doing
the
same
as
it
relates
to
anybody.
That's
doing
public
outreach
so
she
gets.
She
has
a
regular
meeting,
whether
you're
in
economic
development
or
housing
or
veterans,
so
that
all
the
people
who
are
interacting
with
the
public
kind
of
know
what
each
other
are
doing
and
can
support
each
other
as
well.
K
Well,
I
just
want
to
advise
my
commissioners,
I
utilize
ashley
a
lot
for
constituent
services
help
and
I
refer
her
a
lot
of
people
and
she
does
take
care
of
our
people,
so
I'm
just
letting
y'all
know
that
so
I'm
big
on
constituent
services.
Sorry,
that's
what
I
did
under
tim
gramma.
So
I'm
very
and
I
just
want
to
say,
she's
doing
a
phenomenal
job
and
I
mean
she
they
do
not
call
me
back
so
I
know
she's
another
job.
So
thank
you
very
much
ashley
and
her
team.
Thank
you
yes
and.
L
I'm
here
for
any
of
the
commissioners,
we
do
have
it
broken
up,
but
if
you
don't
know
who
your
representative
is
yeah,
I'm
actually
in
the
process
of
hiring
right
now.
But
if
you
don't
know
who
your
representative
is,
you
can
always
come
over
to
me
and
I'll
figure
out
how
to
how
to
help
that
your
resident
with
whatever
they
need.
C
J
J
I
P
And
I
can
address
the
second
one
we
work
really
closely
with
both
aaron
cattell
and
and
when
robin
was
here
with
robin
to
make
sure
that
our
messaging
on
on
both
the
environment
and
on
dei
issues.
You
know
that
we're
that
you're
we're
using
an
appropriate
language
and
that
that
the
messaging
is
on
point.
So
you
know
we're
all
on
the
same
floor,
so
we
work
we
work
very
closely
with
both
of
them.
Okay,.
Q
C
Thank
you.
If
there's
nothing
else,
thanks
so
much
for
all
your
preparation
and
it
was
very
informative.
I
really
enjoy
sitting
through
these
because
we
learn
what's
going
on
and
where
the
highlights
are
and
congratulations
on
your
award
and
to
all
of
you
really.
I
mean
I
do
think
we
I've
seen
the
communication
increase
since
I've
been
here
and
I
some
of
it
I
attribute
to
kovid.
You
know,
because
we
had
to
do
more
communicating
and
you
got
creative
and
all
of
that,
but
I
think
it's
all
good.
C
C
C
I
Afternoon,
kyle
jenn
director
management
budget,
unlike
usually
I'm
not
here,
to
talk
about
the
billion
dollar
county
budget,
I'm
here
to
talk
about
the
25
million
dollar
department
of
management
and
budget
budget,
so
I
will
try
to
only
talk
for
two
and
a
half
percent
of
the
time.
I
normally
do.
I'm
joined
here
by
the
managers
of
our
of
our
three
divisions
in
the
department
who,
I
think
you
know,
but
you
know
just
on
board
with
the
county
for
a
month
plus
now
is
michael
lomeyer,
who
manages
the
equalization
division.
I
Cheryl
johnson
is
now
fully
into
the
role
of
manager
of
the
fiscal
services,
fiscal
services,
division
and
the
incomparable
scott
guzy
manages
the
purchasing
division.
So
I'm
going
to
start
with
our
key
performance
indicators.
I
would
just
you
know
highlight
here
that
one
of
our
community
performance
indicators,
so
the
highest
level
of
performance
indicators,
is
the
the
is,
is
maintaining
and
continuing
to
earn
the
aaa
bond
rating.
So
that's
why
you
don't
see
it
here,
but
a
key.
I
I
I
Observation
and
analysis
as
to
you
know
to
ensure
that
we're
following
all
appropriate
accounting
principles
and
federal
rules,
so
we
want
to
keep
those
audit
findings
to
a
minimum.
Third,
you
know
at
the
very
other
end
of
approving
the
budget
is
when
we,
you
know,
actually
pay
vendors
for
the
services
they
provide
to
us.
We
want
to
be
a
good
business
partner,
so
we're
going
to
start
measuring.
You
know
what
percentage
of
the
invoices
we
receive
are
paid
within
30
days
and
try
to
get
that
as
close
as
possible
to
100
percent.
I
Fourth,
you
know
feeding
again,
a
a
county-wide
community
level
indicator
is
trying
to
expand
our
vendor
pool
to
include
more
businesses
from
from
traditionally
underrepresented
groups
like
minorities,
women
and
veterans.
We
want
to
make
sure
they're,
they're
receiving
outreach
and
education.
They
need
to
be
able
to
submit
bids
on
county
contracts
and
then
fifth,
you
know
in
the
equalization
space
michael
could
probably
do
an
hour
presentation
on
the
math
behind
this.
I
But
you
know
there
is
actually
a
mathematical
way
to
to
calculate
and
ensure
that
you're
providing
equal
and
equitable
assessments
across
all
local
units
of
government
and
within
all
the
property
classes
within
each
local
unit
of
government.
So
that's
that's
something.
That's
already
being
tracked
that
we're
going
to
make
sure
we're
also
publicizing.
C
Going
to
stop
you
right
there
because
and
just
digress
a
minute.
We
have
people
come
virtually
every
meeting
and
say
we
are
raising
their
taxes
because
of
the
way
the
system
works,
and
we
just
heard
five
minutes
ago
we
have
this
great
communications
department
at
the
county.
I
would
like
to
tell
that
story
in
a
very
understandable
way,
so
that
people
know.
C
C
I
Do
have
a
very
nice
brochure,
I'm
not
sure
if
you've
seen
that
it
goes
out,
you
know
to
all
taxpayers
in
the
communities
that
we
performing.
We
perform
the
assessing
services
and
we
have
worked
with
the
public
communications
team
over
the
last
couple
of
years
to
make
that
more
user-friendly.
It's
it's
still
complicated
because
we're
trying
to
explain
proposal
a
right
and
the.
I
T
Well,
we've
been,
we
were
sitting
here
talking
because
that's
one
of
the
things
I
was
going
to
bring
up
when
kyle's
done
is
we
we
are
going
to
be
getting
more
public
relations
concentrated
as
I
did
in
novi
as
I
did
in
auburn
hills.
If
you
recall,
we
did
a
lot
of
magazine
articles
for
michigan,
realtor
association.
T
You
can
go
on
youtube.
We
did
a
lot
of
video
presentations,
we
explained
assessment
notices.
We
explained
how
proposed
leg
worked.
We
have
a
colorful
brochure
on
the
no
my
website
we're
going
to
be
getting
together.
We
were
just
talking
about
working
with
this
team,
we're
going
to
be
doing
a
lot
more
public
relations,
media
exchange
not
just
from
oakland
county,
but
also
working
with
our
communities,
to
explain
the
whole
process
so
that
the
residents
will
understand
it.
T
The
business
owner
community
will
understand
it
not
just
proposed
lay,
but
I'm
going
to
talk
a
little
bit
more
with
kyle's
done
about
some
other
things
that
we
have
in
mind
to
work
on,
because
we're
going
to
be
a
lot
more
over
communicated
with
our
our
residents
and
business
owners.
But
I'm
I'm
going
to
talk
a
little
bit
more
about
what
you're
talking.
K
Answer,
commissioner,
it's
almost
like
when
you
think
of
that
presentation,
can
we
think
of
talking
to
elementary
people
and
make
it
so
like
you
know
what
I
mean
a
little
animated
and
I
think
that'll
help
to
elementary
level.
So
then
we
know
everybody
should
majority
of
us
understand
if
you
go
that
long.
I
know
I
need
that
for
my
community
and
I
ain't
trying
to
make
money,
it
is
worth
it.
We
all
need
it.
I
You
know
on
the
topic
of
the
key
performance
indicators,
we're
also
diving
down
to
all
the
services
that
the
department
provides
under
fiscal
services.
Obviously,
when
we're
here
we're
usually
talking
about
the
budget,
but
there's
lots
of
other
things
that
cheryl's
team
provides
that
you
can
see
listed
there,
the
purchasing
function,
and
then
you
know
within
michael's
division,
both
the
assessing
side
and
the
equal
equalization
side.
So
to
date,
we've
identified
39
key
poor
key
performance
indicators
to
measure
performance
and
progress
on
those
services.
I
So
in
terms
of
key
changes
in
our
budget
from
22
to
23.,
not
a
lot
going
on
here,
we
did
meet
our
reduction
target
last
year.
You
know
so
there
are
no
no
further
reductions.
This
year,
the
the
the
single
new
investment
were
we're
requesting
as
a
chief
position
in
the
purchasing
division.
That's
really
to
you
know,
help
lead
those
outreach
efforts
to
diversify
our
vendor
pool,
there's
some
work.
I
That
needs
to
be
done
to
update
our
purchasing
policies
and
account
for
things
like
you
know
that
that
aaron
talked
about
in
terms
of
environmental
sustainability
and
other
best
practices.
And
then
the
thing
that's
not
listed
here
is
you
know:
we've
also
been
working
to
expand
our
cooperative
purchasing
agreements
with
local
units
of
government.
I
So
that's
a
win-win
in
terms
of
of
local
units
being
able
to
access
competitively
bid
contracts
that
we
have
and
not
have
to
do
that
legwork
themselves,
and
then
there's
there's
actually
a
one
and
a
half
percent
fee
that
the
vendor
pays,
not
the
local
unit
pays
and
that
helps
support
the
program
and
helps
support
the
operations
of
the
purchasing
division.
So
that's
a
key
thing
that
this
chief
position
would
also
be
involved
in
and
then
and
then.
I
Lastly,
the
fourth
thing
would
help
meet
my
strategic
goal
of
trying
to
get
scott
to
take
a
vacation.
There
is
one
funding
shift
I
wanted
to
highlight.
You
know
we
looked
at
the
equalization
budget
as
michael's
coming
on
board.
Michael,
you
know,
has
a
passion
for
training
and
education
has
been
involved
in
lots
of
of
of
education
and
training
things
that
he's
led
and
wants
to
make
sure
that
the
staff
and
the
division
are
getting
the
best
possible
opportunities.
D
D
That's
probably
going
to
be
officially
live.
I
would
say,
january
february
and
included
in
that
we
are
also
rolling
out
a
reporting
piece
that
will
help
us
with
our
act,
for
which
is
the
annual
comprehensive
financial
financial
report.
And
so
these
reports
will
build
on
what
we
have
in
work
day
and
it's
going
to
make
it
a
lot
more
seamless
and
hopefully
easier
for
departments
to
pull
the
information
that
they
need
to
make
decisions
that
they've
got
coming
up.
S
S
S
We
we
lost
a
person
and
then,
when
we
broke
away
from
compliance,
then
we
went
down
again
so
right
now,
our
I
guess
paperwork
is
down,
but
our
other
type
of
research
stuff
is
needed
more
and
that's
why
we
need
the
position
to
really
help
out
to
go
out
on
you
know
for
the
local
suppliers.
This
kpi
development
is
a
lot
of
work.
There's
a
it,
isn't
just
press
a
button
and
you
get
all
the
data
you
need.
You
have
to
go
out
and
pull
it
from
this
place
and
call
people
and
things
like
that.
S
You
also.
We
also
need
to
to
work
on
our
training,
for
not
only
us,
but
for
all
across
the
county
with
workday,
everybody
actually
could
buy
they're
all
requesters
as
we
call
them
and
afp
cards
and
things
like
that,
and
we
also
have
over
1100
contracts
within
the
county,
and
we
have
contract
administrators
and
we
would
like
to
start
a
training
program
for
them
so
that
they
can.
S
They
understand
the
development
of
the
contract
and
then,
when
it's
running,
how
to
look
for
problems-
and
you
know
if
we
do
that
correctly-
that
helps
cheryl
out,
because
there's
always
issues
and
that's
one
big
thing
and
the
other
one
is
our
cooperative
contracts.
We've
had
cooperative
contracts
since
I've
been
here
since
1998.,
we
usually
had
about
20
right
now
we're
almost
at
75..
S
We
have
a
lot
of
local
entities,
we
have
and
other
entities
across
the
state
and
across
state
lines
that
are
using
them.
So
we're
trying
to
promote
that
and
that
takes
a
little
bit
of
marketing
on
our
side.
We
work
with
the
vendors
they
market
them,
but
at
the
same
time
we
have
to
so
this
position
will
help.
S
S
We
have
to
update
our
purchasing
policies
to
meet
that
that
call
right
now
we
still
have
things
about
we're,
going
to
open
up
a
bid
at
a
certain
time
and
do
these
things
so
we're
opening
up
bids
on
zoom
and
people
are
watching
and
we
have
to
write
all
that
down.
We
have
to
make
it
so
it's
more
black
and
white
right
now,
it's
just
a
little
gray
at
times,
so
we
have
to
work
on
that.
T
Oh,
thank
you
and
I
I
want
to
thank
you
for
for
asking
the
question
you
did
because
that's
a
nice
natural
segue
into
what
I
was
going
to
offer
to
you
all
for
whatever
what
what
I'm
going
to
be
focusing
on
for
part
of
my
responsibilities
over
the
next
few
months.
I'm
glad
you
brought
up
about
keeping
the
what
we
communicate
outward
as
simple
as
possible,
because
I
raised
two
girls
as
a
single
dad
and
when
I
took
over
that
responsibility,
they
were
very
young
and
they
started
taking
appraisal
and
property
tax
classes.
T
I
think
they
were
12,
12
and
16,
and
my
daughter
hannah
got
her
certification
in
assessing
and
she
works
for
a
huge
apartment.
Portfolio
company
now
still
still
well,
not
that
young,
but
they
they
start
taking
appraisals
to
classes
and
state
tax
commission
classes.
They
don't
want
to
be
an
assessor,
but.
T
So
to
explain
a
few
things
we
do
have
in
store
is
one
of
the
things
kyle
and
I
have
talked
about
is
getting
the
information
out,
because
there
is
some
very
important
things
coming
up
like
the
personal
property
tax
exemption
next
year.
It
goes
from
from
80
000
to
cash
value,
to
180
000,
so
any
business
that
has
in
a
jurisdiction
a
true
cash
value
of
180
000
as
long
as
they
file
properly
and
timely
will
be
exempt
going
forward
for
that
personal
property,
that's
something
we
want
to
get
out
there.
T
The
assessment
information
like
I
have
for
years
gotten
out
there.
So
people
can
understand
the
assessment
notice.
People
can
come
in
and
come
to
the
march
board
review
people
know
the
difference
between
assessed
value
and
taxable
value.
People
understand
what
proposal
a
means
understands.
What
that
consumer
price
index
inflation
rate
is
that
we
don't
create
the
border
review,
doesn't
control,
but
it's
established
by
the
state
tax
commission,
based
on
the
bureau
of
statistics
and
labor
adjustments
and
it's
attributed
throughout
the
state.
T
We
want
to
get
that
information
out
there
in
a
public
relations
forum,
so
we
can
help
educate
our
residents
and
our
business
owners
so
that
we
can
help
them
understand
it
better.
So
if
they
do
believe
that
they
have
something
they
can
communicate
to
us,
but
we
also
want
to
make
sure
our
records
are
accurate.
So
we
want
to
make
sure
they
have
access
to
the
information
so
that
we
can
make
sure
that
if
it
needs
to
be
corrected,
they
can.
T
But
we
also
talked
about
principal
residence
exemptions
and
disabled
veterans
exemptions,
all
of
the
different
exemptions
that
they
have
an
opportunity
for
that
we
get
that
information
out
to
them
in
a
very
simplified
manner,
so
that
they
can
understand
it
not
just
this
year
but
continuously
throughout
the
the
year,
which
is
where
the
website
you
know.
New
design
comes
in.
So
we've
talked
about
that.
T
The
other
thing
that
we
have
that's
going
on
right
now
is:
I
have
scheduled
meetings
with
all
of
the
communities
we
do
contract
assessing,
for
I'm
going
to
be
personally
going
out
to
every
single
community
starting
next
week
to
meet
with
the
local
leadership.
So
all
of
the
jurisdictions
that
you're
commissioner
for
I'll
be
meeting.
We've
we've
sent
the
invitation
out
there.
My
supervisors
have
some
of
them
wanted
and
we've
addressed
it
to
their
leadership
at
their
convenience.
T
So
maybe
a
supervisor
responded
and
said
this
would
be
convenient
for
me
and
maybe
a
treasurer
came
back
and
said:
could
you
do
it
a
different
day
I'll
go
out
there,
two
or
three
times?
If
I
have
to
it's
for
their
convenience,
I
want
to
know
that
leadership.
I
want
to
build
that
relationship
and
it
won't
be
just
a
one-and-done
thing.
I
plan
on
doing
this
at
least
annually
going
out,
because
in
some
communities
that
leadership,
that
leadership
will
change.
T
So
we
I
am
starting
that
next
week,
it's
taken
time
to
get
those
dates
on
the
calendar,
because
they've
had
other
things
going
on
like
summer
tax
billing
and
collections,
so
it's
they
they've
had
other
other
things
to
do,
but
starting
next
week
I
will
be
going
out
to
all
those
communities.
So
again,
we've
sent
it
to
the
local
leadership
if
other
people
want
to
join
in
those
meetings.
That's
that's
fine,
but
I
will
be
going
to
all
those
local
meetings.
Commissioner,.
C
T
K
T
Yeah
yeah
I
haven't,
I
haven't,
had
anything
expressed
to
me
that
there's
been
any
issue.
Everybody's
been
pretty
welcoming,
okay,
so
the
other
thing
I'm
doing
is
not
just
the
the
communities
we
contract
with,
but
I
also
have
already
scheduled
a
meeting
in
september
to
meet
with
the
assessors
of
all
the
non-contract
units,
because
again
we
want
to
have
a
strong
relationship
with
them.
T
The
other
thing
that
kyle
spoke
to
is
the
training
we
have
already
scheduled.
I've
already
been
meeting
with
the
staff
on
a
regular
basis,
our
leadership
team,
but
we
also
have
a
leadership
education
program,
scheduled
in
early
october,
with
my
leadership
team,
as
well
as
all
of
the
staff
in
our
department,
which
is
about
86
people,
and
there
was
a
new
class
developed
by
the
appraisal
foundation,
which
creates
the
standard
of
ethics
for
all
appraisers
around
the
country.
T
We
have
brought
that
in-house
and
we
are
going
to
be
having
all
of
our
staff
take
that
training
on
october,
6th
and
7th
our
clerical.
Our
appraisers
are
our
mtt
people
and
we're
bringing
in
a
former
president
the
the
appraisal
institute
to
teach
that
class
who
is
certified
by
the
appraisal
foundation.
T
So
that's
something
that
we're
going
to
be
having
in
our
our
office,
not
because
we
recognize
any
problems.
It's
because
I
taught
that
class,
and
I
had
the
chair
of
the
state
tax
commission
in
in
my
audience
and
chairman
peg
pagnoldi
thought
it
was
a
great
class
and
she
thought
all
the
assessors
should
take
it.
So
we're
going
to
do
it
for
our
staff
and
all
of
our
staff
is
pretty
excited
about.
T
So
so
we
we
become
a
sponsor
of
that
class
and
we're
doing
it
in-house
every
single
member
of
our
staff
is
doing
it.
So
we've
taken
that
initiative
as
part
of
our
educational
process
and
it's
been
approved
by
the
state
tax
commission
for
for
our
own
continuing
yet
for
the
staff
members
that
are
certified.
T
So
that's
that's
one
of
the
things
I'm
I'm
pretty
proud
of
doing,
but
those
those
are
just
a
few
of
the
things
that
are
are
getting
our
pendulum
swinging.
I
think
in
a
really
great
direction
as
we
move
towards
the
end
of
the
year,
we've
got
a
lot
of
other
things
heading
that
way,
but
that's
just
a
few
of
the
things
I
wanted
to
bring
up
because
of
the
question
that
you
asked.
B
Question
is
an
observation.
I
noticed
that
when
I,
the
line
item
for
training
is
like
growing,
I
would
say
exponentially,
but
certainly
very
very
greatly.
I
mean
what's
four
point:
oh
I'm
on
page
sorry,
206
management
and
budget
under
operating
expenses,
a
second
to
the
last
line
item
and
it's
just
dovetails
of
what
you're
talking
about
training.
It's
a
very,
very
large,
large
increase.
And,
frankly,
I
think
that's
a
that's
a
great
one.
By
the
way.
B
K
I
There
will
not
all
all
components
of
the
system
and
all
planned
project
expenditures
were
included
in
that
last
resolution
that
we
brought
to
you.
The
last
piece
you
know
that
we
have
to
do
as
as
cheryl
mentioned
is
build
the
budget
component,
so
we
can
produce
a
budget
next
year
for
you,
so
we
will,
we
will
manage
within,
what's
been
appropriated
and
will
not
be
back.
There
are
some
ongoing
maintenance
costs.
Those
are
all
you
know
baked
into
the
budget
as
it
stands.
K
I
C
I
K
This
may
be
redundant,
but
these
are
questions
I
just
I
kind
of
asked
them
out
of
order,
but
it's
a
recent
item
submitted
to
the
board
for
approval
suggests
that
the
department
is
still
developing
process
improvements
for
the
financial
and
human
capital
management
system.
Can
you
confirm
that
this
budget
does
not
have
any
further
findings
set
aside
to
address
for
the
one-time
implementation
implementation
cost
for
the
erp
replacement
project,
not
pertaining
to
any
reoccurring
maintenance
costs.
I
I
can
confirm
that
so
cheryl's
team
and
scott's
team
and
and
the
other
other
departments
involved
in
the
workday
project
are
working
hard
to
make
sure
that
the
system
works
as
well
as
possible
and
as
efficiently
as
possible,
but
they're
doing
that
with
their
own
time
and
resources
that
we're
already
paying
for.
Thank.
D
D
I
I
J
I
J
I
J
S
Now
we
have
the
opportunity
to
train,
we
call
them,
suppliers,
not
vendors
anymore,
and
to
to
bring
them
on
board,
and
the
biggest
thing
that
we
find
out
is
a
lot
of
the
smaller
vendors
are,
just
I
don't
know,
they're
hesitant
to
to
respond
to
an
rfp
or
a
bid.
I
I
don't
have
the
insurance
or
I
don't
have
this,
and
I'm
really
not
sure.
S
So
it
is
training
you
know
and
once
they
do
one
or
two,
then
they
feel
comfortable
and
yes,
they
may
not
obtain
the
award
the
first
or
second
time,
but
they
also,
you
know,
everything
is
transparent,
so
they
find
out
what
other
people
are
charging
or
whatever,
and
then
they
have
the
opportunity
to
look
into
that.
So
it's
a
it's
a
slow
process.
S
You
know,
after
cover
there's,
you
know,
there's
been
a
lot
of
these
smaller
firms
that
have
disappeared
off
the
face
of
the
earth
and
then
there's
new
ones,
and
you
know
it's
we're
really
sort
of
starting
over
we've
had
a
vendor
pull
probably
of
I
don't
know,
5
500
for
the
past
15
years.
You
know
and
it
goes
down
and
it
goes
up,
and
you
know
what
we
do
right
now.
We
can
look
and
see
who's
been
active,
and
you
know
it
hasn't
changed
much
in
oakland
county
that
that
poll.
J
S
S
We've
found
different
areas
where
we
can
sense
stuff
out
and
it
just
and
just
through
word
of
mouth
a
lot
of
time,
the
the
requesters
as
we
call
them
the
worker
bees
within
the
county,
come
to
us
and
say
hey.
I
know
this
guy
down
here
and
he
may
be
interested
so
we'll
electronically
send
them
an
invitation,
usually
there's
some
questions
back
and
forth,
and
then
we
get
them
on
board.
S
J
J
I
I
You
know,
but
that's
front
of
mind
as
we're
working
through
that
within
the
county
executive
office,
with
the
goal
of
of
starting
to
bring
you,
you
know
what
are
those
first
first
steps
in
terms
of
addressing
the
things
we
have
to
address
with
our
current
footprint
and
what
are
the
options
to
you
know
to
to
work
to
start
to
reduce
our
footprint
long
term?
So
I
don't
have
anything
specific
I
can
offer
up
today,
but
I
can
assure
you
it's
it's
front
of
mind.
I
C
J
I
You
know
the
budget
a
couple
years
ago
only
had
three
million
dollars
per
year.
For
you
know
for
maintenance
projects.
We
are
ramping
that
up
by
a
million
dollars
per
year
as
a
first
step,
we
know
that's
not
going
to
fix
everything,
but
we
got
to
start
to
get.
On
top
of
you
know,
roofs
and
and
and
smaller.
You
know
tight
projects
to
to
to
prevent
things
from
from
deteriorating
further.