Budget Committee - Regular Meeting

And we're good in Monterey Room?

Yes. We are.

Okay. Perfect. We're gonna call to order our special meeting of the budget committee. It is Wednesday, 04/30/2025 at 2PM. We're live on Zoom. We are in person in the Monterey Room. I think we've got a little we've a little back there for how I'm not sure how that works, but thank you. We're live in the Monterey Room in Salinas at the Government Center. We're live in Greenfield at the district three supervisor's office, and we're live in Marina at the district four supervisor's office. We'll go ahead and ask if there are any additions or corrections to our agenda today.

There are none.

Alright. And is there anyone here who would like to share public comment for items that are within the purview of the committee but not on the agenda today? And I don't think hands raised. And we are on a webinar format at this time. So if you are with us on on the webinar, you'll have to hit the raise hand feature. Use the raise hand button so that we can call on you to speak. I'm not seeing any public comment, though, so we'll close public comment, move to approval of action minutes from March 17.

Good with me.

Good with you? Okay. Fantastic. Good with me. Any public comment on our minutes? Seeing no hands raised, we'll consider those approved by consensus and move on to our consent agenda. We have two items on the consent agenda, some standing and follow-up reports as well as the April 2025 California Department of Finance bulletin. Any public comment on our consent agenda? No public comment. Seeing no hands raised.

Move consent.

Okay. We'll second consent and approve consent. Calendar and move on to item number four, which is support authorizing the auditor controller to make the following amendments to our fiscal year twenty four twenty five adopted budget. We've got a whole list of amendments that we will pass the floor to. I don't have a list of who's presenting each item. So whoever is our presenter for item number four, we'll pass the floor to you.

Thank you.

Thank you,

Thanks, Jessica. I I've got the first three today, so that'll make it easier. So good afternoon, Chair

Chair Rude Askew and supervisor Lopez. I'm Jessica Martinez, finance manager three with Public Works facilities and parts. I'm here to present the first agenda item today regarding adjustments to several budgets for capital projects and facilities maintenance. So as we build the baseline budget every February, it's always a bit of a challenge to predict exactly which projects will be completed by year end. So between, you know, shipping delays or weather setbacks and and other miscellaneous factors, project timelines can definitely change.

That's why we're here today to request a budgetary true up to reflect those changes. So to summarize the long list of changes that we're bringing before you today, I'm gonna simplify it. We've got 16 approved fund four zero four capital projects totaling 13,700,000.0. Those are rolling over from fiscal year twenty four. Of those, there's three projects that are actually gonna get delayed until next fiscal year twenty twenty six, so we're not asking for those to roll into this year.

So that removes about 1,300,000.0 from the request. There's also eight general fund facility unscheduled maintenance projects that had begun in fiscal year twenty four, but continued into fiscal year twenty five, and they totaled $393,000. And then the Lake Naciemento Lodge renovation project had also begun and had been given money in fiscal year twenty four and transferred over into fiscal year twenty five for 504,000. So altogether, we're asking to carry over 13,300,000.0 from fund four seventy eight, which is our building improvement and replacement fund. These funds were already approved by the board last year, so this request does not increase the overall obligation.

It's simply an adjustment to keep everything in line with actual project timelines. In addition, we're requesting a shift for the Lake Naciemento Lodge renovation project. So instead of accounting for it in, fund four zero four capital projects, we'd like to move it to fund four fifty two, Lake Naciemento, which is an enterprise fund. So this change is purely administrative, as the largest part of the Lake Nacimiento enterprise, which can manage its own capital projects, so it doesn't need to be in that, separate capital project fund. There's no, impact on the overall budget or project scope.

It's just a cleaner way to track the project. And then finally, we're asking to roll over a 193,000 for the new modular building at the Sanaru Yard, which was delayed due to shipping issues. This project will be completed this fiscal year, and funds are coming from the road fund. So there's no impact to the general fund. In summary, these adjustments will not change the overall project budgets or require any additional funding from the general fund or building improvement replacement funds. This is just a budgetary true up, something we do every year to reflect the current status of our projects at this point. So this concludes my presentation, and I'm happy to take any questions you may have.

First question?

No questions.

Okay. I might just one question on the Nosu Manto transfer. So because Nosu Manto is a enterprise fund, and if we're moving funds from the the is it I got the numbers all mixed up. The $4.78 over into the enterprise fund, is that considered a transfer of general fund dollars into the enterprise fund? Do we track that as an overall transfer anywhere?

Yeah. We we do track it, but it was already set up. So the fund four seventy eight funds were already established to be moved to fund four zero four capital projects fund. So it's no different. It's just instead of it moving to fund four zero four capital projects, it's moving to Lake Naciemento Enterprise Fund four fifty two. So, yes, it's tracked, and, there's no change or increase in in that in that fashion. It's just merely an accounting change. Enterprise funds can handle their own capital assets. Other general funds can't, and that's why we have the capital projects fund to manage all capital projects for the whole county. But enterprise funds, of course, don't need to do that.

Okay. And I guess it's a question, like, in in regards to the enterprise fund, though, like, and we expect the enterprise fund to manage the idea being that it it balances out on its own without having ongoing general fund contributions coming into it. But it's not tracked in a way where you know, I know, like Laguna Seca, for instance, where we we've put significant general fund dollars into capital facilities maintenance at Laguna Seca. So, you know, that the the bottom line of that looking, I just how how how do we, on an ongoing basis, show sort of show what that balance is?

Yeah. Sure. So the fund four fifty two, like Naciemento fund, is a separate fund with its own cash. It's, you know, it's completely separate. So those capital like, when we have a capital project like the renovation, it's tracked. Like, we have project codes that we set up. It's all kinda boring accounting stuff. But, ultimately, what it means for you is that we're tracking all of the revenue that comes in for that project along with all the expenditures so that at the end, we can true them up to see where we are. So for instance, like, if we were to transfer over more than what we ended up needing, then that would go back to fund four seventy eight. I don't think that's gonna be the case with the large innovations.

I think Nocumento is gonna end up contributing some of their own unrestricted fund balance to the project. But if that was the case, yes, that's exactly how we have it set up. And we we work really closely with the CEO budget office to make sure that anything coming from fund four seventy eight is backed up by an actual expenditure. So they always don't need to know that there's an actual cost that happened before we move those funds.

And then once we begin generating revenue off of the the the the lodge, we'll be able to be able to track the return on investment in that way through that fund.

Yes. Exactly. Yep. We have it tracked individually. And in fact, our last presentation today is of Lake Nacimento Financials, so we'll hear about the the rental income and the lodges at that time.

Great. Alright. Cool. Thank you. Is there any public comment on item number four? Not seeing any hands raised.

No. No hands raised. No public comment in the moderator.

Alright. Great. It looks good to you, Chris. We can Move approval. Second approval. So with that, we can accept our item number four with support from budget committee moved along to

Item number five.

Item number five. Thank you.

Okay. So, again, Jessica Cordero Martinez with Public Works Facilities Parks. We're bringing forward another trip today, this time related to strategic reserve funding provided for winter storm projects from fiscal year twenty two, twenty three. Specifically, today, we're requesting your support to carry over 1,600,000.0 to finish the Pajaro Mansion emergency repair project. So the board originally allocated 3,200,000.0 from strategic reserves for this project.

Since then, we've completed debris removal, site remediation, design, permitting, bidding. But, of course, while a lot of the work has been done, the project isn't complete yet, and so it crossed over fiscal years. And at the close of fiscal year twenty four, we still have $1,600,000 remaining of of that 3,200,000.0, allocation. So that unspent portion, we're asking to be carried forward, so that we can finish the job. So just to be really clear, this won't increase the burden on the strategic reserve.

The funds have already been allocated for this project. We are simply coming to get the unused portion of those funds rolled into the current year. We also filed an insurance claim and received 918,000 or just shy of 918,000 actually so far. Those funds have gone directly back into reimbursing the strategic reserve fund. And, of course, any additional insurance proceeds or FEMA reimbursements, those will also go back to replenish, the funds as well that were given to us.

In addition to that, good news is we're, returning 596,000 of restrict of strategic reserves, for several projects that are now complete. Those include the Kent's Court apartments. That's 349,000 we're, we're able to get back, as well as 247,000 for four different completed county service area projects. So, there was debris removal completed at CSA 15, Cerro Village, Toro Park. So we're returning 204,000 on that one.

There were culvert repairs at CSA Number 34 Rancho Rio Vista Carmel Knolls, returning, almost eleven thousand for that. There's some, v gutter repairs at CSA 47 in Carmel Buttes, Mar Vista returning 6,400 for that. And then debris and fence repairs at CSA 50, which is real Railway Track Number 2 returning about just shy of 26,000 there. So we are continuing to work closely with FEMA, CALWEOS, and the county's department of emergency manage management to process the disaster reimbursement claims. In fact, Laura and and the team over at DEM along with Randy have worked hard to get FEMA and CalEOS staff over here to work directly with us on-site.

So they've been on-site for the last four weeks, working to, get claims filed. So we're all definitely focused on securing as much reimbursements as possible. And while we do accept expect some really substantial reimbursements, it is a lengthy process, and there could be multiple audits along the way. So it could take years to see the reimbursements, and the exact amounts really are unknown. But we are definitely working hard on our end, along with the rest of the teams to make this happen. So this concludes my report, and I'm happy to take any questions. Great.

Thank you, Jessica. Any questions, Chris?

Nope. I appreciate the money back.

Yeah. Let's keep fighting for for more to come from FEMA. That would be that would be appreciated as well. Is there any public comment on this item? Not seeing any hands raised. No. No hands raised, and no public comment in the moderator. Okay. Yep. I don't have any questions on this one. Thank you for continuing to get the work done and getting all the documentation done that goes along with those FEMA reimbursement projects. I know it's a lot, so we do appreciate it. And so if you're comfortable, supervisor Lopez, with the approving, and I'll second

that off.

And we will send that along for the next step and move on to item number six.

K. So I'm up, again. So we are requesting to amend the fiscal year twenty four twenty five adopted budget to address a projected shortfall in our utilities appropriation unit. So public works facilities and parks manages the utility cost for various multiuse county facilities. So these are facilities like the government center and Shelling Building here where I am, which house multiple multiple departments.

Part of our job is covering or paying for the cost of of these buildings, which includes expenses like gas and electricity, water, you know, water, garbage, and sewer. Basically, when we developed this year's budget, we had projected that our utility cost would exceed our available funding by about a $174,000. We submitted a request for additional funding during the budget process to cover the shortfall, but, unfortunately, we didn't receive the augmentation. So we've been really closely monitoring our utility expenses, and we did notice that PG and E rates were spiking. This was predicted.

They had shared that information with us, So they spiked in the first half of the year. And although it was expected, that there would be those increases, we actually found that they were much higher, by midyear than we had anticipated, and the projected overage had grown, to over 739,000. This is what we're doing the current year current year estimate and three year forecast. And we

did

this is you know, it was presented to to, of course, the board and and discussed with the CEO office CEO budget office as well. Fortunately, PGA indicated that rates were expected to decline for the county starting in January, and we've definitely been seeing that happen over the last couple of months. So as a result, we kinda pushed it off that coming to the budget committee and then, of course, to the board to see, you know, if those if that would fall any any further, and it did. So right now, our forecast is $534,000 in excess of the budget that we've been given for utilities. A portion of this cost is going to be funded by the state of California courts because we have, three county buildings under joint occupancy agreements.

Those are with the Monterey, Salinas, and Keating City courthouse. So they will be reimbursing their share of utilities. That's about 93,000. That will, drop that shortfall down to 441,000. So that's what we're here today requesting is 441,000 from the general fund contingencies. We did work with the CEO budget office. And as of the date the report was written, the contingency balance was 6,000,500 and almost 88,000. And if this request is approved, the balance would be reduced to 6,000,100 and, 47,000. So that concludes my report, and I'm happy to answer any questions. Great. Thank you. Supervisor Lopez?

I'm good with it. I I mean, I don't know how we go without paying our electricity bill. I know what happens if we don't. Lights get shut off, so I think we must proceed. But, yeah, you have my support.

Yeah. Thank you. And I think I I I agree. And I think this is I think one another one of those examples of why we do need to make sure we've got contingency balance available throughout the year. And I think there there's some other costs that are floating in the the recommended budget that we're we're looking at for this coming year. I'm not sure if it was utility bills or was that fully funded in the coming years? Yeah. I don't think it was. Can you Jessica, can can you remind me, like, what would the outstanding utility cost were in the 2526 budget?

I I'd have to. I don't have it on the top of my Okay. That's okay. Too many numbers in my head. A lot

of numbers floating around. But But

I actually can get that for you quickly.

Yeah. No. That that that's that's that's okay. But just to the point that, you know, I think as we as we go into the the budget cycle, you know, there are these costs that come up over the course of the year. And so to the point that we we have a contingency and, you know, some some years we've, I think, spent spent that down earlier in the year, but it is April, May.

And to be able to have contingency available to us for costs like this that we don't really have a choice but to say yes to paying our electricity bill is really one of the reasons why we have a contingency balance available to us and protect those dollars that they are available to us later in the year is important. So I'll second the motion from supervisor Lopez if that's what that was, and

let's get

our utility bills paid. And move

Just one more thing if I could, madam chair.

And that

is in the past, we did bring in Procure America who's a partner with CSAC, and they analyzed our electricity rates. And at the time, I think they saved us $2,000,000 a year just by looking at, right, changing their structures and rates and what we couldn't couldn't apply for, and they're experts in that field. So just given the fact that it's been about six years since we did that, I'm thinking it may be time to ask them back. And if they don't find any savings for us, we don't pay them anything. If they do, we pay them a portion of what they find. So just thinking, the significant amount that we're looking at now and rates having changed so much, it may be worth asking them to do one more analysis for us.

A great suggestion.

If I if I may, supervisor Root, ask you. I also wanna point out, you know, that there there are the solar projects going on, and so those you know, we're still kind of waiting to see what comes you know, what's happening. So we have solar here at the Schilling Building, but this is really new for us. So we're actually still working with PG and E to get the right reports to start filling figuring out, like, what is the true savings, you know, and working with the outside consultant too. So there is that as well. We just haven't seen it yet. So as soon as we do, of course, we'll report out. And then lastly, I was I was incorrect. We didn't ask for utilities. It's custodial and It's janitorial.

Right? Janitorial that we had to ask for out of the facility budget, we didn't ask for the utility. So I was wrong about that. It's the other two that are that are big important ones for us.

Right. Janitorial also very important. So Yeah. Right. Okay. Great. Thank you.

I have two on pro toilet paper. So yeah.

We'll we'll we'll move this one forward as well. Thank you. Actually, I'll ask for any public comment on this item number six, and then we'll move it move it forward. Alright. Thank you.

You did have somebody come off mute there. I don't know if Matt wants to speak.

Oh, Matt, do we got you?

No. Just getting ready for the next one.

Alright. Ready to go. Alright. Well, with that, we'll we'll I'm welcome, Matt. You Thank so much, Jessica, for the presentation and the staff reports and all the work that goes be goes a lot goes on behind the scenes to, keep all these things moving forward. We appreciate it. And, we'll have you up next, Matt, Friday number seven.

Perfect. And that's okay if I share a screen?

Yeah. Actually, Matt, for, before you jump in, I wanted to go ahead and give a little introduction, just so we can

Yeah.

Give a heads up. But thank you for being ready. John Syed, the administrative operations manager, with Public Works Facilities and Parks. Good afternoon. Chair Rudezcu, supervisor Lopez. I'm not asking for money today, but we do wanna share some information. I see the the clap there. But we do wanna share some information because we are hopeful that at some point, we the county will allocate money to this project. And, you know, as we as we talk about, allocating resources and, you know, typically when the budget committee sees me giving a presentation, it is related to the capital improvement program. And supervisor would ask you, I know that often you ask what scoring criteria or what, you know, systems we have used to develop our recommendations.

And we have always relied on staff's expertise. We have, over the years, attempted to develop various criteria. But any any plan, whether it's a facilities master plan, a strategic plan, a CIP plan, ultimately is based on data. Right? And your your plan is only as good as the data that you have.

And for a number of years now, public works facilities and park staff have been working on a project to implement a computerized maintenance management system. And I I know Matt will get into a little bit more detail here, but, essentially, a CMMS system is an integrated system for tracking preventative maintenance, service requests, work orders across our multi department county facilities so that we, as a department, have better data to make more informed decisions, recommendations, and the board ultimately has better data to make more informed decisions. Just by way of a quick review, some of the information that we provided in our staff report is that PWFP, facilities alone responds to close to 7,000 work order requests a year. When you average that out based on the actual building maintenance workers and maintenance supervisors we have in the field, that's something like fifth 50 requests, that are happening every day, just even in our facilities division. We man we manage thousands of miles of road over a 100 buildings, and all of these buildings have systems that have to be all that work has to be tracked.

And currently, we're using a mix of legacy quote systems, hard copy work orders, hard copy paperwork, whiteboard schedules, and a lot of manual data entry. And we would love to be able to automate and consolidate a lot of this work so that we can provide our staff, our team, our executives, the board with better data and a more efficient, work management program. So going back a couple years, the board did, provide some funding for us, and we've used some of our road fund money to, go out to request for proposals for a CMMS system. And we worked with a consultant to help us develop a very robust set of technical specifications and requirements for that system. We received 12 proposals to that RFP, and after a a very lengthy selection process, we've issued a tentative award to PSD citywide.

And so what we're providing to you today is just the first of what we hope will be an ongoing conversation of how we can improve our data collection, improve our our work order management and tracking systems, and hopefully lead to implementing that system. So all that information has been provided in the staffing report. It's it's a it's a lot, to go through, and so we didn't want to throw too much, in one presentation, but just to start that conversation and highlight the need, and then hopefully be able to move forward, as as the year comes with getting a solution in place. So I think with those initial comments, I'll open it up to Matt to share his his brief presentation. We recognize the the lot of items that are on the agenda today.

But if you have questions afterward, we would love to hear those questions and take that feedback from you. And if it's questions that come up later on, you know, we can absolutely continue this conversation as we move forward. So with Matt, I'll turn it over to you, and please go ahead.

Perfect. Thanks, John. Appreciate the the background and the the history there. Thank you, chair Rudascu and supervisor Lopez, for for taking a little bit of time on the agenda here to to hear hear our side of it. Part of what John has has asked me to just present is what we're seeing.

We work with about 500 local governments across North America with this type of program and just provide some of the what we're seeing as in terms of role of return on investment with the CMMS. In this case here for the the county public works facilities parks is really the the focus. John's already kinda given you an an outline here of what the CMMS, what that system looks like, service requests, work orders, preventative maintenance inspections, really dealing with your the day to day operations rather than whiteboards, pieces of paper. This is an automation tool that will allow bigger efficiency for folks out in the field as well as internally. Now you're you're tracking.

You can't report on paper, but you can report on things that are actually tracked in a in a solution. And then a big component of the the system is the enterprise asset management, which is really designed to help with that long term capital planning. So it becomes very decision based and quantified of we're replacing this versus this versus this because there's metrics behind it around risk, around condition, around this is the best activity to do because it's best return on investment. So that's sort of what we're we're looking at as a a system. I won't talk too too much about this.

Our platform itself is really a larger platform that is this is part of it. So it does give any one of our clients the opportunity to grow with that platform as their needs potentially change. The proposed solutions that we have in front of the county right now that we've intent tentatively awarded are the citywide assets and citywide maintenance programs. And, really, the key features outside of the work orders, service requests, preventative maintenance inspections where you're dealing with and setting all of that up, we part of the solution offers actually an online gateway or a citizen portal as well. So anyone in the within the community can start to submit any requests automatically through that, and we're seeing a big change in then the feedback that goes back to the citizen because it's just automated then rather than someone needs to send an email.

They need to pick up a phone. As soon as something gets completed, they get notified. For staff out in the field, we all carry one of these around and pretty used to using mobile apps out in the field. That's exactly what we've done for with ours. There's a mobile app to take pictures, take your notes, complete work in the field, follow a process that is then consistent across the board. Doesn't matter who's there. They have a checklist that they need to go through. So that becomes a huge time saver for a lot of staff. You're not taking pictures, coming back, maybe loading those up. With that mobile app, every client we've dealt with has an asset register data and everything that they own, but it's never perfect.

So the mobile app does allow you to continue to improve the data and information that you have available, as another piece of the the puzzle. I'm gonna add this asset. I'm gonna do a condition assessment on that asset. I'm gonna take a picture. I'm gonna capture some additional attribute information.

And then the capital planning, the CIP component is is a major piece. All the work and the stuff that's coming from the CMMS becomes just another data point to help make that informed decision on what we should be doing to to what assets. And then the automation and customization. So it really deals with automating triggers to notify this person. So if something comes in, this person gets notified, and it just reduces the amount of manual work that's there, and we can customize that based on on each client.

And the ROI, just some some things that we've tried to capture from our existing clients are I can prioritize in development capital plans now directly out of the system that are are supported. We're seeing about a 11% increase in the lifespan of assets because I'm starting to do things at the right time to the right assets. So it's starting to we didn't miss an opportunity to fix that, and now we have to completely replace it. Those things are scheduled and set in there. And we've also seen a decrease in downtime, about a 27% decrease sorry, sorry, 26% decrease in equipment and asset downtime just because we're preventive.

We're going out and we have PM activities that we're doing, and we're not missing certain things because we've scheduled pretty much everything across the board. And the other piece is productivity. So workers out in the field, being able to use a mobile app, it becomes easy. I'm you talk to text. I'm taking pictures.

I'm not having to write everything down. There's a huge efficiency gain that we're seeing from that that mobile app and then the citizen engagement. So not only are citizens able to respond or submit requests or issues through, the responsiveness is there, and it's automated. So something gets completed, an automated response goes back with comments and everything like that. So we're just seeing a a real change in the adaptation of the CMMS system and how it can really support any any organization.

A big piece of this as well is there's a CMMS system is part of an overarching asset management program. And industries, what we're starting to see is an asset management strategy, a policy. Where we'll we'll fit with the CMMS and the asset management is condition and data, risk frameworks, life cycles, levels of service. We're starting to check those off, and then part of this project does involve an asset management strategy and a policy. And so it's it's a journey for all of our clients.

It is a journey to build up the asset management program, but those that are further down this path are starting to really, really see the the impact that it can make and time savings, money, better prioritization, better long term planning, better financial strategies across the board. And this is sort of our view, but this is the American Public Works Association's asset management road map as well. And our road map lines up almost perfectly with this is an industry standard that is out there that is looking at, here's the road map and how you can continue to move down that journey of start here, end here, and then once everything is kind of where it needs to be, you have a a pretty robust asset management plan that's put in place or program that's put in place. This is a piece of the puzzle that will support a whole lot of those those pieces, and we're really looking forward to sort of partnering and working with the the county here. And that's kind of all I had for today.

I was excited if there are any any questions, I'm happy to to answer or field that. But, yeah, thank you for the time, and I really appreciate it.

Thank you, Matt. And then if I may, just in closing, we have referenced the CMMS in our, CIP, so it is an unfunded project. We've been updating that that funding unfunded numbers. We pencil out the soft cost for staff time to implement this for potential equipment purchases, so everyone has a cell phone, a tablet, etcetera, along with the proposal we've received from PSD citywide. And so that is in there for for the board's consideration, as part of the CIP process.

Regardless, staff is committed to continuing to move forward with trying to develop, good datasets that if and when in the future we are able to implement a CMMS system, we have the data to you know, good data to load into that and hopefully start developing those policies and practices. But the CMMS system functions as a a key component in being able to gather that data and make those informed decisions. So that'll conclude our presentations for today. Thank you again, Matt. Thank you, supervisors. Again, if we have any questions that we can answer, happy to do so.

Awesome. Thank you for the presentation. Thank you for being with us. Supervisor, Olive, has comments, questions?

Yeah. I guess, just big picture that, you know, it's a $725,000 start up cost for this particular project. And so looking at it as a year one is extremely difficult given the budget picture we're looking at. I get that the comments were clear about looking it out years and potentially continuing to move in a way that would position us to take advantage of a program like this when the time comes. I'm wondering, Matt, when you were talking, you spoke about being in a position where now they're starting to be savings with some of the other folks' clients you're working with.

What scale are those at, and do you have any clients who are at the same size, meaning 5,500 roughly employees for us to be able to look at mirrors of potential?

Yeah. Supervisor Lopez, thanks for the question. Yeah. We we definitely have other clients that are are similar in nature that have gone through this this process, so they're start to start to finish. As part of the RFP process, we we certainly provided several references, but we can we can also, get those to you as as required for if there is an opportunity you wanted to reach out. Yeah. We definitely have other references references that we can we can provide.

Okay. Thank you. That's all for

me. Great.

Thank you. And I guess just the other part of the question would be, I mean, so much of what we would be tracking and managing out of public works, parks and facilities would be unincorporated assets. So at the point in time when we have measure AA dollars up and running, Yeah. The this could be one of the pieces that fits into the the Measure AA asset management strategy. So for future years out, that is that is in my mind, you know, thoughts as we as we move forward, but not necessarily for for this moment right here.

So I really appreciate the presentation and and the the thinking about how we can better utilize the resources that we do have because they are limited. So thank you for joining us, Matt. Yep. Thank you for having us. Yeah. Is there any public comment with us today on this item, item number seven? Not seeing any hands raised. Okay. With that, I think we can move I guess we'll move right along to, item number eight, which is I think we've got Gina Martinez with us. I saw Yes. Pop up. There you are. Okay.

I am.

A request from elections department.

Thank you. Good afternoon, supervisor Rudascues. Gina Martinez, registrar of voters here to present on behalf of the elections department. To begin prior to each fiscal year, the department has to estimate the county share of election costs for the coming fiscal year based on certain assumptions, including the number of billable jurisdictions going to election and the number of ballot cards for each ballot type of the county. With that being said, the elections department is requesting an increase in appropriations in the amount of $306,000 financed by additional revenue received as a result of an increase in billable jurisdictions that placed measures on the ballot in the presidential general election.

The increase in revenue resulted in a reduction of the county share of election costs. Additionally, the department realized savings in printing and mailing expenditures as a result of the county opting out of additional ballot language pursuant to Assembly Bill fourteen sixteen. Now had we included that text, much of the county would have been on a three card ballot, and we likely would have seen additional costs or an overall increase in the cost of the county share for the election. The increase in appropriations will support the procurement of systems and technology to enhance election administration and security. This includes a replacement of the majority of the department's computers, many of which are end of support on Windows 10, as well as the addition of workstations to stay current with growth in the county.

The expansion of electronic poll books to replace our paper rosters is another expenditure that we plan to make with the increase in appropriations. These purchases were previously deferred due to budget constraints in fiscal year twenty three-twenty four where we saw a significant decrease in the number of billable jurisdictions and an increase in cost due to the number of contests and candidates in unbillable jurisdictions including party central committees. And that is our request. Thank you.

Great. Thank you. Supervisor Lopez, any questions or comments?

Just a comment that in a time when it seems that our democracy is being challenged, I can see no better investment than making sure that our elections are free and fair and accessible to all. And I appreciate all that you're doing, Gina, and would take this as an opportunity to once again lift up your department for the incredible work that they do, getting to our seniors, our students, our everyday working adults, and there is so much appreciation for what you do every day no matter the fact that you were under attack often. We appreciate you and want to see this investment happen, so you have my support today and always.

Thank you. Echo that. Any public comment on, this item, item number eight? Seeing no additional public comment, I'll second the motion from Supervisor Lopez, and we'll move this right along. Thank you so much, Gina. Again

Thank you, Gina. Everything.

Okay. Next up, we've got item number nine. This is Department of Child Services request for some contingency for space remodel conversion.

Good afternoon, chair Rudascu and supervisor Lopez. I'm Daryl McGowan, director of child support services. Also on the call is Patricia Rosales, our finance manager for the department. This is a request for 190,719 in general fund contingencies to complete our office build out and relocation to the Schilling Building from our current location at 752 LaGuardia Street here in Salinas. Our current lease expires 06/30/2025 with no option to extend beyond this date.

And so due to budget constraints, we do need to find another place to move and downsize. So I informed the county of this last year and was offered the space at 1441 Schilling Place, which was, I guess, previously occupied by the economic department workforce development board. So after we had several meetings with the public works facilities, projects, and parts, regarding what we needed, and an estimate was provided in November 2024 of the amount in the amount of $989,226, which covered cost for design, staff labor, construction management, construction contingency, and moving costs. So we presented that information to our state of California child support office for approval for special funding, and it was not approved due to lack of they wanted more detail on the construction cost. So, back so moving forward in February 2025, we received a more updated detailed summary proposal for 904,453 thousand dollars that included 533,579 thousand for interior construction work and 57,000 for exterior work.

And so we were, submitted this request back to the state, and we were approved for the full 904,450 for $904,453,000 dollars. This also included a request for special depreciation to claim the construction costs in the current year instead of depreciating it over the next ten years at 10% each. So, it's all good. Everything was fine. We thought until, beginning of this month, we were notified that they found an issue with the existing fire sprinkler system, which resulted in a supplemental proposal increasing the construction costs, leaving an unfunded need of $367,943.

So I notified the state child support office about that, and that was denied for extra funding because, essentially, they're saying that's that's a county building. That's a county building problem. So I know that, PWFP identified cost savings from another project of a 139,545 to apply to this project, which leaves us with our request for 190,719 in general fund contingencies to complete this project so that our 73 staff members have a place to call home. So I thank you for consideration for this request and available for questions.

Great. Thank you. Supervisor Lopez, any questions, comments?

The break the breakout for that amount, is that final paragraph there, is that still true with any moving parts since the printing of this report?

The $1.97 $1.09, that is what we need. We also have, currently, we have general fund unspent allocation of 37,679.

And the $1.39 from a completed project, that that was the one I was more interested in. Can somebody tell me what that project was?

I know that went before the board yesterday. That was

supervisor Lopez, if I may, Florence Cabotza Green, chief of facilities. That was for the, the board chamber's HVAC, repair project, that was recently completed and came in under budget. So we identified that as a a project cost savings that could be applied to this project, and we did separately go, before the budget committee, I'm I'm sorry, the board, to, I'd to, you know, use that amount for this project.

Okay. I I saw I thought the numbers are similar. I just want a confirmation because they were so vague, and they're just at a project identified, right, with the savings. So, yeah, I'm I'm supportive.

Great. Thank you. Thank you. Is there any public comment on this project on this item? Okay. I'm not seeing any. Just one one question in in regards to so contingencies is one option. We don't have any other facilities funding sources available. And I guess that'd be a question for the facilities team or budget team.

Supervisor Roost, ask you. Florence Green. We worked with the CAOs, and at at this time, that was the only source that was identified was the funding from that project, and that's that's what we were told with the at at the time.

Okay. Okay. I definitely think it's something we need to we need to make sure we we've got, the facility completed for, for child support services. And and I guess only the only question I would just ask, from from budget, and I I that they they showed up to us with a with a recommendation for where to find it from. But knowing what sort of what the options are or what what other what where where we where else if we had money in in the facilities fund or if there was other funding sources to to look at, it would have been, I think, helpful to to to know that as well. So just a a request for and I'm not sure who we have here for budget staff who's with us. Is that Debbie?

Yeah. I'm here. So I think what you're referring to is 478.

Get the numbers mixed up every time. 478. Thank you.

Yeah. Unfortunately, for this year, 478 has been exhausted. So with the next budget year, there'll be more money in April, but that'll come with the cost plan allocation that'll happen in July. So this as of this year, it is at it it doesn't have any money left in it.

Okay. And the timing of this project is that those funds are needed before June 30 in order to move this to have this completed?

I'm going back to facility That

is correct. That is correct. That is correct.

Yes. We have to be out of here by June 30.

Okay. Okay. In that case then, it seems like this is the best option. So great. Thank you.

Thank you.

Alright. And I guess maybe another example and reason why, you know, we've we've I think we we we've been expend fully expending all of the the the $478, but recognizing that we do have these ongoing things that come up and issues, you know, we had, I think, some some HVAC issues that came up over the course of the year and other facilities needs that do come up over the course of the year that I believe, you know, we have facility dollars that that that have that do have ongoing needs. And we really do need to think as maybe part of the budget committee, how we intend to make sure that we have funds available and how we're putting contingency dollars aside, not just, you know, for our, you know, emergency, the county strategic reserve, but where and how we intend to put policy in place that's going to have funds available for crisis disasters when we need to pull those out and for some of these other things that are coming at us. So just I think those are some policy questions that the budget committee would benefit from having time to discuss as an agenda item in the future.

So but for this item, Darrell, I can support the request that's in front of us if we've got a thumbs up from Chris as And it looks like yes. So appreciate it. Thank you for for all the work you got to get get get get everyone moved over. Look forward to coming over and taking a tour. And with that, we will move right along to end number 10. This looks like community action partnership, salary benefits.

Yes. I can I can take that? Good afternoon, chair Rudascu and supervisor Lopez. My name is Rocco Kacenzo. I'm a finance manager at the Department of Social Services. And today, we're looking for your support for an appropriation increase for Fund eight, Appropriations Unit seven. The unit name is community action partnership. The increase is for 50,000, dollars, and it's due to increased salary and benefit costs, within the unit. There is no cost to the county for this increase as all of this will be covered by the community service. So there's a block grant as part of their calendar 02/2025 award.

If you have any questions, I can I can fill those?

Alright. Any questions, supervisor Lopez?

No. No questions. Just the appreciation. I noticed that the funding was there within an item that was specifically set aside for this thing to block grants on supportive of this expenditure. Thank you.

Thank you.

Yep. I don't have any questions either. Is there any public comment on this item number 10? Seeing no hands raised, we will throw our support behind it and it looks like we might need to where we need to go next. We've got a thumbs up on that. Thank you so much for joining us today and, you've got our support. We'll move on to our, item number 11, quarterly reports. First up from Natividad.

Yes. Good afternoon, supervisors, committee members, and attendees. The follow-up report is for quarter number two of fiscal 2025, which includes the months of October, November, and December 2024. Patients that patients that needed to stay overnight for inpatient services were actually lower than what was forecast by two point two percent, meaning that fewer patient days, you know, were used to provide care to patients that came to our hospital for inpatient stay. In addition to that, volume throughout, you know, all service service lines, you know, were lower.

For example, number of deliveries, actuals as compared to the budget for the quarter were lower by 15%. Also, ER visits, patients that come that came through our ER department was lower than budget by 4%. The numbers also for surgeries were lower by 1.4%. One of the areas that actually improved or was better than budget was the number of trauma cases that came through the hospital was higher than budget by one point three percent. The other side also where this is on a outpatient basis was favorable against budget was on the outpatient side of our business, which was 3.6% higher than what was forecast.

So overall, revenues for the quarter, it was lower than expenses by $350,000, while on the budget, we expected for revenues to be higher than expenses by 400,000. So there was a shortfall against budget by $700,000 for the February 2025. In addition to that, one of the questions that what that was asked at the last quarter presentation was related to the accounts receivables. Over the past few months, we have worked, you know, with the team from behavioral health related to the short oil accounts receivable situation. And, basically, short oils are those individuals that qualify for short oil that receive mental health services on an inpatient basis here on the TVDA.

And just basically, without going through a lot of details, patients that come through our system and stay for mental health services in our psychiatric department, We take the bill and send it to the behavioral health department, and they subsequently bill to the state on our behalf, and we get reimbursed, you know, from behavioral health. The work groups that we had with them, and there were several of them, we identified several gaps, and we have decided to assist our behavioral health department in providing them all this all the necessary documentation for them to be able to be able to turn it around and quickly build those those accounts to the state of California. So at the next at the next, you know, quarterly presentation, you will see a significant or some improvement in the short going side. However, on the last quarter of this fiscal year, which we just, you know, enter in into, you will see significant in improvement regarding the short oil billing on our receivables. And that concludes the report for the second quarter.

Any questions?

Yeah. Thank you. Supervisor Lopez, any questions, comments?

More comments. Just appreciative, Daniel. I know we're seeing a lot of change in terms of communities' concerns about coming to public facilities for service. And so seeing such a small number, I know that the administration has been doing a lot of work to make sure that we're narrowing the gap. And I think given the dramatic shifts in, let's call it, the last hundred and one days, the numbers here are better than I I could have expected, I think, at this point.

So as we continue to adjust appropriately to serve community and make sure they know we're there to serve them regardless of any rhetoric or concerns at the federal and state level, I I just wanna share appreciation for what you do to help manage this budget and the work around the short bill. It's really appreciated. I know that's been a concern for me for a long time, so I appreciate you taking that action and, hopefully, getting us more of those dollars sooner so we can help fill this gap. But really appreciate the the narrowness on that budget piece there, and, hopefully, we can turn that around here in the next quarter, but appreciate the work. Thank you. Thank you.

Yeah. Thank you as well. And I I guess the the question, you know, it really comes back to sort of additionally, what are we what else can we do to make sure that the community knows and feels safe continuing to receive care, you know, both for their own for their own health needs and for their family's health needs at natividad. That can you speak I know that was your word. We're here for budget committee, but can you speak a little bit to the the strategies that Intevidade is using?

I mean, in addition to broadly, I think the county's commitment to communicate and ensure that we're all very clearly committed to the health and well-being of all residents. But from Natividad, I mean, Natividad has worked really hard to be viewed and trusted in the community. I know sort of in the spaces that I that I exist, you know, with moms families. Natividad does have a phenomenal reputation as somewhere that people feel safe, coming and bringing their children and bringing their their loved ones. But, is there an additional set of strategies that you're able to talk about or share with us here?

Yeah. I I think the the primary strategy that we took upon back in January, supervisor asked you, it's to, you know, calm the fears out in the community. And the way to do that, you know, we increase you know, we already had outreach, you know, programs, educational programs. And we increased the outreach, you know, educational programs out in the community, you know, just to make them, you know, feel that they're safe to come to Nativity and continue to access, you know, you know, services. You know, additional individuals, you know, that they have the appointments, you know, there's a, you know, follow-up with them.

And, obviously, you know, we cannot be all transparent about it, but we encourage them, you know, to to continue to come to Nativity and follow-up, you know, with their appointments. And so far, you know, has been successful. And I think what we believe also, supervisor, I ask you is that the county supervisors also, they have had a lot of, you know, community outreach, you know, education, you know, sessions. And I I think also that has, you know, helped a lot, not only just for their health care unit needs, but also just for the community to be out there and be confident, you know, that nothing can happen, you know you know, you know, to them. And I think that has, you know, that has helped, you know, a lot.

We have run information since January, just to kind of keep an eye of, keep an eye to see whether or not their analytics, you know, we can identify whether or not there is a it's an impact, you know, to quote, unquote, you know, this fear of the community coming to the TV that. And we have not so far seen over the past, you know, three months through the analytics. And, obviously, this is not exact, you know, numbers. But, you know, basically, on the numbers, especially individuals that have, you know, medical, you know, eligibility, we have not seen a significant drop, you know, related to that, you know, quote, unquote fear of, you know, something happening, you know, to them if they come to notate that. So so far, it's working.

And, you know, just to circle back to your question, it is through the you know, our continuing outreach education, you know, throughout the community. I believe, you know, that that has, you know, helped quite a bit.

Yeah. No. I mean, we're we're watching data as well through the Central California Alliance for Health, which is our, you know, Medi Cal managed care. So, you know, to make sure that people continue to be enrolled in the access to care. Mhmm. So I think it's, you know, multiple points of communication and multiple points of access. But yeah. Okay. Well, thank you

for that. Nobrien, if I may and and the last evidence of this too, you know, is after, you know, patients come through either the health department clinics or our clinics, know, we usually have, you know, coordinators that they call the patients, you know, for follow-up appointments. And usually, typically, you know, if, you know, they were concerned about coming back, they would, you know, not come to their appointments, and they are keeping those appointments. So it means, you know, that it's working.

And then the other question that I had was, Natividad is now, partnered, and participating in the Trio health plan, which is the commercial insurance program.

Right.

Can you just speak at all a little bit about the impact that that's having? That's a commercial program, but bringing commercial pay patients into into the Intevid family. Sure.

That that is that is really positive because, obviously, we welcome any commercial in all the commercial insurance, you know, here. And, actually, thanks to the county HR, you know, assistance, you know, we had a little problems with Blue Shield in getting, Nativity as part of the in network, you know, provided provider, you know, coordination. And so we reached out to h Connie HR, and they also help us to facilitate facilitate facilitate a call with Calipers, and Calipers to schedule a call, you know, according to a call with Blue Shield. So we were able to successfully have Blue Shield, include Nativity as part of the in network, you know, care. One of the things right now that we are working with Blue Shield is to include, you know, all the physicians as well.

In not to get into the details, you know, a lot of the details, the physician the Blue Shield trio physician part of it, the agreement is held by Montage. And we have had some difficulties with that, but we're going directly with Blue Shield at with the help of CalPERS in getting us that coverage. And so we're working, you know, rapidly on that to to have full comprehensive, you know, access, you know, to all the members, you know, to Nativity that both the physician side and the hospital side.

Great. And is there any sense of, like, what financial impact that like, is that something that we can expect to see showing up with the financial impact in next quarter?

At this point in time, you know, we we have not, you know, made some analysis on that. But once we start seeing, you know, some but this you know, some access of those members to to our services, we were able to better have a baseline establish a baseline and do some projections, supervisor.

Okay. Got it. So in the meantime, we can be making sure that all of our county family members know that Natividad is now participating in TRIO.

And

those of us who've chosen TRIO as our health care provider for for family's health care, that Ntipipad is an option there, and we can be supporting county hospital county hospital providers through our health care selection.

That is correct.

Yeah. Wonderful. Alright. Thank you so much. There any on our metivolumab update today? Right. Seeing no hands raised, there's no action requested here so we can receive the report and move on to item number 12 with the which is our Lake Nacamanta Resort Operations Enterprise Fund update. And

It's me again. There.

Great. Alright.

Jessica, again. You guys can see my slide? Sure can. Great. Great. Okay. One last time. Thank you, chair Root Askew and supervisor Lopez for letting us present today. Public works facilities and parks will be well, I'll actually be walking you through this, like, Nosumento financials for fiscal year '24 as well as our current year estimate for '25. Before we move on, I just wanna quickly highlight the photos on the slide.

They're all from Lake Naciemento, but especially these two, down at the the bottom here. These are from the the lake or the lodge renovations. So, I mean, they're looking really, really nice. We're we're super excited about it. Very appreciative of the board support, financial support in in getting those going.

So we are on track to have them all wrapped up, before Memorial Day. So Ty talked to to Nate Merkel, our Lakes administrative manage operations manager out there, and, yeah, we're looking forward to a ribbon cutting, whenever we can get that that arranged. So these are some great photos of what's going on out there. So before we get into the financials, I just wanna take a moment to explain the management agreement between the county and Explore US. So Explore Us was previously known as Vista Recreation.

It's the same staff, same operation. They just changed their name to Explore Us. So that's what you're gonna hear me refer to them as. Under this agreement, Explore Us handles the day to day operations of the resort. That includes everything from running the gate, for day use visitors to managing reservations, for camping and lodging, as well as operating the marina, the store, the fueling station, all of that good stuff.

So in return, the county pays them a monthly management fee. It's current currently about, 29,700 a month. And in years where the, resort turns a profit, they also are eligible for an incentive fee. So that's all under the management agreement, and that incentive fee is 10% of the adjusted net income. We receive monthly financial reports from Explorers. So we see all of their revenues, expenditures, their liabilities, receivables. We we review those. And, basically, the management agreement is really clear. It dictates, and it's pretty straightforward that if there's a profit, Explore US is sending the county that money. Right?

And if there's a loss, the county reimburses them. So that's how the agreement is set up. So moving on to this first slide, this is the fiscal year twenty four budget. Okay? The actuals for fiscal year twenty four and then the variance, which is the difference between the budget and actuals.

We started the year with a positive net position of 2,500,000 this year. Explorers had projected about 3,400,000.0 in revenues for the year, but the actuals came in quite a bit higher at 4.1. So we, realized a gain of $753,000 more than what we had expected. It came primarily from day use, camping, room rentals, and and fuel sales. A few things that drove that growth, well, first, we had higher water levels.

This always helps to to draw in those visitors. We also expanded what we had to offer out there. We added a dozen RV trailers that we brought over from San Lorenzo, and Explore US invested by buying 10 brand new boats. Those new boats were a big draw, and they helped us in a couple ways. One, the county earns 15% of the gross rental revenues from those boats.

And then two, we keep a 100% of the ancillary revenues that, you know, having boats brings in, like additional, you know, admissions revenue and people fueling up and camping and lodging. So, that's kinda twofold there. On the expenditure side, we had originally budded budgeted 3,700,000, but actuals came in higher at 4.2, an increase of 481,000, but still less than what our revenue went up. So that's a good thing. This wasn't unexpected since visitors', numbers were up.

With that increase, we saw higher cost for goods like fuel, store merchandise. Our staffing costs out there were up, as well as supplies and general maintenance just to keep up with the demand. Looking at this next line, this nonoperating revenue and expenses, we brought in about $19,000 more in interest earnings than we had budgeted. So that's what you're seeing here, that difference. We received a total of 934,000 in operating transfers in. Breaking that down, that's 519,000 from the general fund for the Waterworld settlement. That is the absolute last payment we're making. So that's like, yay. No more money coming from the general funds for the water mill Waterworld settlements. That's it.

We did expect that. That's why you see it here in the operating transfer bit and budget side. Right? But what we hadn't budgeted for was the $415,000 from building improvement and replacement fund for the lodge renovation. So that's what that difference is. The, 125,000 on the very next line, this is another positive thing we're reporting. This is actually Lake Nassi returning strategic reserves. So we had received strategic reserve money for some projects. We got those projects completed, and they came in under budget by this hundred twenty five o o eight, and that is being returned to replenish strategic reserves. All in all, we ended the year with a positive change to net position of just under $832,000 this year.

This was mainly from the operating transfers in that we just talked about, this 934,000 that really largely led to this, this net, positive ending balance. And, ultimately, our net ending net position grew to 3,300,000.0. K. Let's move on to the next slide. This one is our current year budget.

So this is current year fiscal year twenty five budget, our current year estimate, and the variance between the two. So we again, we began the year where we ended last year with 3,300,000.0 of net position. Explorer has budgeted 4,700,000.0 in revenue, but based on the current trends, we're actually down. We think we're only gonna bring in about 4,300,000.0. This is about a $466,000, less than what we had anticipated.

The shortfall is mostly tied to to timing assumptions. So when we made the budget when the budget was developed, we had expected the lodge renovations and the county owned boat repairs. We have three county owned boats that we needed repairing that needed repairs, and we had expected that they would be completed earlier in the year. So that would have allowed us to bring in more revenue from those amenities. Since those improvements aren't coming online, they're coming on later, basically, than planned, we're gonna have less time to benefit from the added, offerings.

So although it may seem low, it's actually still great. We're still going in the right direction with our revenues. Expenditures are budgeted at 4,300,000.0, came in at 4.2, so they're down a little bit, 81,000. Moving on to the nonoperating revenue and expenditures. This one looks very different this year. Basically, what you're seeing is a net current year asset of 3,700,000.0. This is 79,000 in interest earnings, and it's offset by 3,800,000.0 in capital asset expenditures for those projects that we're that, like the lake renovation. We had let's see. We had the lake renovation. That was 3,300,000.0.

We had 250,000 for trying to get my light back on really quick. There we go. My my room likes to go dark on me. Sorry about that. So let me go back. So we had the major projects that contributed were the lake renovations for 3,300,000.0, mobile homes funded by prop 50, 68. That was 250,000. Then we had the public laundry and housekeeping facility. That was about 208,000. And then the vessel repairs that I was talking about for 45,000.

So that's why you see that. They just weren't budgeted in the beginning of the year. We hadn't planned for them. We received a total of 37,000,000 in this operating transfer in. That was from the building improvement improvement and replacement fund to support most of those capital projects that I just mentioned.

The next line, capital asset expenditure, this is just an accounting adjustment. So since Nasumento operates as an enterprise fund, capital expenses aren't recorded as regular expenses in the year they're paid. Instead, they're capitalized and depreciated over their useful life, basically. So this adjustment is just reflecting that, and it's just a a a onetime, adjustment. So all of this brings us to the estimated ending that position, which is projected to grow to $7,200,000.

So from 3.3 to the 7 point almost 7.2. That increase is primarily due to the capital expenditures. So the renovations, the laundry facilities, all of those things, that's all adding to that. So, that and then along with, of course, the the operating transfer in to to pay for those things. And on this next slide, we see a pie chart. This is our net position. So this is where we're landing at the end of the year. Basically, what it's telling you is that we're going to have 7 point almost 7,200,000.0. We've got some money restricted for specific things. This is for insurance proceeds we received for the trailer fire back in 2018.

That'll sit there until we're able to use it, because it's restricted specifically for that purpose as well as the quagga muscles. Those also are restricted, for mitigation efforts. So that's that. This 2,100,000.0 is unrestricted. This can be used to reinvest in the lake, make improvements, or, of course, know, as a finance person, I'd say to hold some, for some unexpected, you know, needs in the future.

Right? But the largest majority is this huge 4,400,000.0, and that's net investment in capital assets. These are the things like your roads, your bridges, buildings, equipment, all of the capital projects that I just talked about. All of those are included in their net of depreciation. And, basically, that those assets are there to support the the lake, but they aren't liquid. Right? So they're not available, like, in cash to spend. Those are assets. So this is where we're landing. We're hoping to land with that 7,200,000.0 in net position, have 2.1, sitting there to spend for for future needs, and, and looking looking good.

So thank you for the opportunity to present, and I'm here along with Randy Ishi, Nate Merkel. And I don't know if Brian has joined us, but we also have Eden Braganza who who does all the finances for this fund as well. So we're all here to take questions if you have.

Great. Thank you. I don't know, Jessica. I think we should, like, come down to the legs to take questions and make sure we're seeing, you know, firsthand what the investments are looking like. I'm I'm pretty sure this requires a field trip. And I will say, I think Brian is on the participants list. I saw him sit over there. Don't if wanted to bring him up if there's any questions. But with that, I'll supervisor, I'll have any questions or comments.

Just leave Brian in the participants list.

That's good.

No. We're looking at potentially doing a ribbon cutting, so there will be an opportunity maybe around May 15 to come out and see those improvements and feel those. I think it's important that we let the community know they're available. I know that a lot of people are trying to stay closer to home, and this is a great opportunity for folks to come out and visit their parks or lakes and see these beautifully new renovated facilities. So just very excited about what we've been able to do to turn these facilities around both physically, but also in terms of, the financial outlook.

I think with these particular facilities being rebuilt, we're gonna see even more demand and folks coming in and willing to pay a little bit of a premium to stay in these beautiful new, facilities. So just excited, thankful to this staff who's been able to make a a lot out of very little. And I think at this point, we're hoping without those, payments coming out to, Waterworld anymore out of that litigation, we can really start to see some very returns and excitement about our parks and facilities. Part of that is also the stocking of the lakes, which we've been able to get done with, partnership with CDFW. So appreciate all that they're doing to make sure that, our families have access to trout, that they continue to plant in those particular water bodies that I know bring a lot of fishermen out from all over the Central Coast who like to chase those fish.

So all good things happening. Appreciate the update. Thank you, Jessica.

Great. Is there any public comment with us on this item? I'm not seeing any. And I guess the only other question I'll have is I know, Chris, at one point, you had some some big visions for what else you wanted to have done down at NACI. And so I guess, you know, with the idea of having the the enterprise fund set up with dedicated dollars that were able to be reinvested on an ongoing basis, I guess my just sort of follow-up question would be, you know, at what point do we then are we able like, is there is there a trigger point or is there a plan for where, when and how we start thinking about, you know, getting to a critical mass of dollars that allow us to to to phase out reinvestment planning and recreational facility programming.

Well, I think we're just about there. You're the we have the two funds separated, meaning San Antonio versus Nacimano. Nacimano are plants that remains in the enterprise fund while San Antonio does not. And so how we move forward from here with some of the remaining critical investment pieces needed, I think, is a question that we can tackle. Part of that may the answer may be, you know, considering putting them back under an enterprise fund together.

But I think right now, the way it's working is actually really fruitful for everybody and especially with the stand alone turnaround visible at Nassimena understanding the difference in the structure of the two parks when you when you treat them as one. It's hard to see how they operate differently, but they really do. But the great amount of money we now have flowing in from Nacimeno, I think, should be reinvested down there where one park or the other. And I think that's gonna pose a challenge to us about how those investments get made and reallocated as we move forward. But I think the opportunity windows in front of us given the fact that we've had some half decent rain years, and that means folks will continue to show up.

And as we continue to stock the fish and continue to show folks that this is a place you can come consistently year after year, I think we're gonna see that opportunity to have the conversation about what those investments look like, again, trying to understand the difference between Nacimano versus San Antonio. But they serve two different clienteles as well. And I think that's critically important to keep in mind when we talk about who those facilities are serving.

Yeah. And I guess to that to that point to that point, you know, the I I think I think one of the questions that we that I'd always had was as we talked about putting general fund dollars into making those investments was really sort of who we were serving and whether it was county residents or not county residents. And so if we now have revenue that's being generated outside of outside of the general fund and we're able to then think about serving, you know, I'd be interested in hearing, you know, is the population that's utilizing the parks, does it continue to has it changed over time? Have we been able to bring more county residents down to to to benefit from the resources that we've made the investments in? I think, you know, there's some really good questions to ask there.

And I would look forward to maybe, you know, I don't know if that's something that the Parks commission looks at or sort of who takes that on, who takes that conversation on as we move forward. But I

I do think a big part of that is Brian and me because we've been having that conversation around, like, as an example, the question of firings. Right? Firings rot out. They take a long time to to replace. And once you get them out there, they immediately start to depreciate in that sense as they disintegrate.

And so we wanna make sure that if we go to a policy that says, well, bring your own firing for a lot of low income families that come out, that's not an opportunity. So we're having a robust discussion about what that looks like and how do we make sure that we're looking at that question through the equity lens to make sure that no family feels left behind, left out, or lacking access to a critical part of that experience of visiting the lake so that they feel welcome and continue to come back. But I I do think that that's where we're at in terms of who we're serving. The big part for me has been a lot more local families, especially with the fishing. A lot more families out of Greenfield are going down and posting their pictures, and it just it brings a lot more joy to my heart to see those folks, right, enjoying San Antonio and and really feeling like the park is theirs.

And I wanna make sure that it's they go down that user experience is protected in the sense of them feeling welcome without feeling like the finances are a barrier for a family who may not have the means to put in a fire ring, or bring it and take it with them sort of a thing. But yeah.

Well, my chief of staff, Yuri, is out today. She took her son her sixth grader has taken a liking to fishing, so they're out on a mother daughter fishing date today. And I I don't know exactly where they are, but it was a one day trip. So they very well could be could be down down in your neck of the woods. So, anyway yeah.

No. It's it's good to have it's good to have the options that are local for families, and I wanna make sure that just the investments that we're putting putting dollars into are are available for our families and that we've got the the plan in place to have reinvestments happening. But also, we're communicating that back in sort of the bigger picture. So, anyway, just thanks for the indulging in the questions on this item. Is there any did we go to public comment on this?

I think we did, so I don't think any hands raised. We'll bring it back. I don't think there was any action requested on this, but I will say I do look forward to getting back down and checking out the renovated facilities. I was down there and stayed in the the cabins when I was pregnant with Quinn, my son, who's now 13. So it's been a minute since those buildings were usable and look forward to seeing how they've been fixed up.

But with that, I think we will adjourn our meeting today. Our next meeting is scheduled for just to move my paper. Our next meeting is scheduled for May 21 at 3PM on Zoom as well as in it looks like it's in person in the Schilling Place, Saffron Conference Room, as well as at the additional locations that will be noticed on the agenda. But thank you all for joining us and participating and for all of the great staff reports and work that goes into this. We'll also budget hearings, Chris, do you know the dates that the budget workshops, the budget hearings are coming to the board?

May 28, I believe, is the the first day. It's the Wednesday after a non Tuesday board meeting. So it's the twenty eighth with the potential holdover on the twenty ninth.

Okay. So so our budget meeting budget committee will be May 21, and then the following week, budget hearings. So more more to come. Alright. Thank you all for joining us.

Bye. Thank you. Bye.