City Council - Special Meeting

Meeting. We are going to begin this morning with a flag salute. And mister Underwight, would you lead us in the flag salute today? Sorry. I didn't give him a notice.

Pledge allegiance to the flag of The United States Of America and to the republic for which it stands, one nation under God, indivisible, with liberty and justice

for all. Thank you. We will now move to our consent agenda. Is there anything anyone would like to pull off consent? And anyone in the public who would like to pull anything off of consent? Alright, I'll bring it back for action.

Madam Chair,

may I make a motion to approve the consent calendar?

And I'll second.

Moved by Gustafson, seconded by Jones. All those in favor? Aye. Any opposed?

Oh, it's fine. It doesn't recall.

There's no budget item.

There's no budget item.

We're good.

And no abstentions. We will now move to our 9AM timed item, fiscal year twenty six twenty seven department budget presentations.

Well, good morning, Board of Supervisors. I'm Daniel Vick, your county budget and fiscal officer. Joined again today by Barbara McAllister, your assistant county budget and fiscal officer, to open up the fiscal year twenty six-twenty seven department budget presentations. Before we get started today, we just wanted to extend our gratitude to all of our departments presenting over the next two days. We sincerely appreciate their hard work and commitment to our countywide budget process, and I know that our team's looking forward to their presentations.

Okay. So first, taking a quick look once again at the budget development process timeline. At this point, we're moving towards the end of our budget development process. At the beginning of the process, our team incorporate incorporated preliminary feedback received from your board at the budget workshop into the budget. That workshop was followed by the midyear update delivered to your board in March.

At that meeting, our team provided an update on the financial condition of the county and briefly provided an update on the fiscal year 2627 budget development process. Over the next two days, we're giving our departments the opportunity to discuss their submitted budgets with your board and cover some of their key issues and priorities at these department budget presentations. Following any feedback we receive today and tomorrow, our budget team will work to finalize the recommended budget over the next few weeks. And once complete, our team will be returning to your board for the public hearing of the recommended budget on June 9, with formal adoption of the budget taking place on June 30. At the budget workshop, our team presented our budget priorities as we rolled into budget development for fiscal year twenty six-twenty seven.

Overall, these priorities stayed consistent with previous budget cycles and included, first and foremost, to deliver a balanced budget, for your board's approval in June. For the second bullet, we prioritized funding our current service levels first in the budget before considering new requests. We evaluated new staffing requests throughout the fiscal year and periodically brought updated allocation ordinance ordinances to your board for approval. Those positions that have been previously approved by your board have been incorporated into the fiscal year twenty six-twenty seven budget and will be discussed in each department's budget presentations over the next two days. For the fourth bullet, we include funding to maintain the capital, facilities and equipment that the county currently owns, and finally, we continue to plan for and maintain reserve balances for new capital facility and equipment needs.

In order to accomplish our priorities for the upcoming budget cycle and for future periods, our office prepares long term forecast for many of the major funds of the county. This is the long term forecast for the general fund that was presented to your board on March 25 at the mid year fiscal update. As discussed during the mid year fiscal update, the General Fund is projected to be fiscally stable and continue to carry sufficient fund balances to meet all the Board's budget policies. This projection included planned use of fund balance over the next couple of budget cycles to fund major capital project contributions within the county, with the primary use of fund balance expected to be for the upfront contributions to the Placer Parkway project. Again, expected contributions to capital projects in this model were $63,000,000 over the next two upcoming budget cycles, and these contributions are expected to draw down a significant majority of capital reserves maintained in the General Fund.

This chart was also shown at the mid year update. Again, this chart excludes onetime capital contributions and just focuses on projected General Fund operating expenditures and revenues over the next several years. As the chart showed, General Fund estimated revenues are expected to be sufficient to cover our operating expenditures through fiscal year twenty seventwenty eight. Again, our hope is that our projections are a bit on the conservative side, but the main point that we illustrated is that the General Fund is likely stable moving forward. However, as we move into these department presentations, our office does expect limited capacity for program expansions, new debt service, or other items that may be considered by the Board in future periods without seeing an unexpected increase in revenues.

And now, to bring your Board back up to speed with budget development for fiscal year twenty sixtwenty seven. The fiscal year twenty six-twenty seven base budget, or the target budget, was delivered to county operating departments in January. The budgets were delivered to departments in balance at the fund level. For the General Fund, the budget assumed a $19,400,000 increase in estimated revenues and a $17,200,000 net increase in expenditures and transfers. The general fund budget was rolled out to departments, for budget preparation with a small, $245,000 surplus, and, as a note, the fiscal year twenty five-twenty six general fund budget was adopted with a $2,000,000 use of fund balance related to capital project contributions, so that makes up the delta that you see between revenues and expenditures there.

Following the development of our base budget, which, was released to departments in January, the departments had several weeks to review and adjust their budgets. Their adjustments represent the department requested budgets that you will be hearing about over the next two days. For fiscal year twenty six-twenty seven, departments overall made an amazing attempt to balance their budgets to those target budgets delivered by our office and were able to maintain that small surplus in the general fund. For the most part, expenditure increases experienced by departments were matched to expected revenue growth, representing a strong effort by our departments to realize our county's overall financial goals. Some of the items included in the Department submitted budgets are shown here, in this slide and include property tax growth assumptions set at 5% and updated revenue figures for other major sources like sales taxes based on up to date forecasted figures.

We've updated general fund contributions to other county operating funds and have included all approved positions through the quarter two allocation ordinance updated update previously approved by your board. And finally, we've updated assumptions for known drivers for personnel costs and other expenditures of the county for the continuance of county operations. Although it looks like we're in good shape to pass the balanced budget over the next few days, you'll hear about some department priorities that may require funding not currently available in this version of the budget, and following any feedback received by your board over the next two days, those priorities can be incorporated into the budget as available funding is identified. Over the next two days, again, departments will be discussing the funded positions included in their department submitted budgets. From the adoption of the fiscal year 'twenty five-'twenty six budget to the fiscal year 'twenty six-'twenty seven department submitted budget, funded position counts have increased from 2,938 positions up to 2,975 funded positions countywide, or an increase of 37 positions.

That represents about a 1.3% increase year over year in the funded count of positions, which has been consistent with the average growth in positions over the past several budget cycles. Overall, expenditures included in all budgetary funds of the county for the department submitted budgets have increased by about 111,300,000, over the current year adopted budget. Total expenditures in the department submitted budgets totaled about $1,700,000,000 across all funds, including operating funds, proprietary funds, county service areas, and special districts. The department's amended budget included an increase in expenditures for county operating funds of about $106,000,000 This includes an increase of about $26,400,000 in salaries and benefits across all operating funds. It also includes an increase of $33,500,000 in services and supplies, of which $23,000,000 is due to the Correctional Services Proprietary Fund closing and moving the expenses into the Public Safety Fund.

And also, there's a net increase of about $10,000,000 in contributions to other funds, and those are going to be primarily the General Fund contributions out to other county operating funds. Capital and Road Fund expenditures are up about by about $10,200,000 in the department submitted budgets. The net increase will be a mix of project expenditures going in and out, of the budget based on the timing of projects, but the largest difference will be for the planned, project expenditures for the Blosser Parkway project. There's a net decrease of about $5,900,000 in county proprietary funds. Again, the decrease is due to the Correctional Service Fund operations moving into the Public Safety Fund for fiscal year twenty six-twenty seven.

And the department submitted and in the department submitted budgets, there's also an increase of about $14,000,000 I'm sorry, 700,000 in County Service Area budgets. At this point, once again, the budget should be considered as a draft, and adjustments will be made to these figures as we move towards completing the CEO recommended budget for your review in June. Quick question before you move on.

Yep. I was writing some notes and I missed it. You'd said something about public safety funds and variance. What was that number?

Yeah, so for fiscal year twenty six-twenty seven, the Correctional Service Fund was a proprietary fund or an internal service fund. That fund was closed. It was deemed not to be appropriate to be classified as an internal service fund, and so the full operations moved into the public safety fund. So typically, when we talk about the operating budget of the county, proprietary funds aren't included in that figure because they're internal service funds. So you're gonna see a large jump in services and supplies due to that move of about, I think it was $23,500,000 but that's just moving operations from one fund to another with no no net impact to the county.

Okay. So there's about $23,000,000 in there?

$23,000,000, yep.

Okay. Thank you.

Dan, if I can correct that, that's that's not fund balance, correct? Those are the actual operating expenditures for correctional services like food services. Just extra, extra money.

So what is then the fund balance? The public safety fund balance?

The public safety fund balance due to

that transfer?

That transfer is net zero. The operating revenues go along with it, but this slide's only showing expenditure transfers.

Just checking Okay.

To see

how much money we have.

Madam Chair, I had a question too. If you could go back to slide five.

Slide five.

As we look at that gap, I mean we had a good surplus early on and now as we narrow that gap, those drivers are really important for our public to understand and our staff to understand. That often when we're looking more closely at expenditures, we've gone from that $40,000,000 number to six or seven. I didn't add it up. Seven. When you project forward, have you looked beyond '27, '28 at all?

We have. The operating gap obviously will close the further we move out with forecasted figures. Typically, we don't want to show that far out, because as the forecast moves out, it becomes less clear, and we get more conservative on the financials side of the house. So it's meant to not cause alarm, but just make the public aware that the gap is getting smaller in closing.

Right. And I spent yesterday down in Sacramento, where they're facing pretty significant cuts in everything, and forest health and many of the issues we've been talking about. And so I do get concerned that we keep an eye on this very closely. Obviously that's your job, but that, you know, we continue to educate our public on the need for some of the projects and programs we've been working so hard for and economic development and growth so that we don't have that.

Absolutely. You

know, too much narrow. And that trend is pretty clear when you look at that visual.

Yeah. Again, we hope that this is conservative. We tend to be more conservative on the financial side of the house. You know, do hear scrutiny out in the county that we always say it's gonna be tight, and it ends up being a larger surplus than we expect, but we do plan on the conservative side and hope that we're erring on the side of caution.

Well based on what the Senate and Assembly staffers were, their attitude yesterday, I'm very thankful that we budget conservatively and then can look at continuing our operations without dramatic cuts and shifts in what's going on.

Absolutely. That's our goal too.

I know it's your goal, and I just want to affirm that I appreciate it. I know all the board does that we're in that position because of those practices. Thanks.

Thank you.

Anything else before? Okay. With that, here is a look at what you can expect to see in each of the departments' presentations over the next two days. Departments will begin by providing an overview of how their budget is structured within their departments. This is based on how their financials are structured and not representative of their personnel reporting structure established in each of their respective department.

They'll then provide some background on their recent accomplishments and emerging issues that may impact budget submissions in future periods, followed by a review of select performance measures that provide some context to the overall story of their budget submission, and finally they'll provide an overview of the financial information and position information for their upcoming budget presentation. As you may have noticed, some of these charts have changed the way that they're being presented. This was to be kind of early adopters to meet the ADA accessibility requirements. So in the next few slides, I'll give you a few examples of how the charts are displayed now to prepare you all for the department budget presentations. And beginning first, the first slide you'll see for each department is a much simplified version of the department's budget structure.

This slide is intended to give the board some context of the department's budgetary financial structure and to illustrate, in some way their internal budget development process. The presentations, will include a pie chart that will break down the full department's expenditures and revenues. I wanted to use this slide in particular to highlight a nuance you might see in these department presentations this year. On occasions like this, departments may have a negative expenditure included in their budget that will be represented, as a slice of the pie chart. These negative expenditures are typically for contra expenditures, reimbursements, cost allocations, or for intra fund transfers, similar to what you see here in this pie chart.

But due to the nature of how pie charts display information, it might be a little unusual to have a negative number making up the chart, so we just thought we would highlight that here. It is important to include these figures, though, to get to the total expenditures and revenue figures, as displayed in the bottom left corner of these slides. Department budget presentations, like in previous years, will include a year over year look at revenue and expenditures for each significant budgetary fund of the department. These slides again will look slightly different from prior years to meet those accessibility requirements. Expenditures now will be represented with the blue bars with kind of a checkered pattern that's hard to see up on that screen there, and revenues will be represented by the solid green bars.

And with that, I'd be happy to answer any more questions before we get started with our first department, the Sheriff's Office. Okay.

Well, morning, Madam Chair, members of the board, CEO Chatney, County Counsel Cook. Pleasure to be here, your sheriff Wayne Wu, to talk about sheriff's office budget. I would have to note for the record though, so it's not held against me or my budget, that Daniel Vick took six of my minutes. So if I go over it, it's not my fault. Before I get started, I just want to say how much I appreciate the collaborative nature and the cooperation of our CEO and the budget team and our analysts, Amanda, working with our team to get this budget adopted.

I was unfortunately in Los Angeles last week at the State Sheriff's Annual Conference. But I want to say that life is always better when you have some context. And Talking to my peers down there and hearing what they're going through with their budgets and how their boards are helping to solve some of the shortfalls with some federal cuts and things like that just make me extremely appreciative of some of the conservative modeling that Placer County has always done, and more importantly, your board's priority to maintain public safety and keep public safety as a top priority in our county.

See.

So obviously, our budget structure. We have a fairly complex budget with three major funds. Our biggest fund is the Public Safety Fund, and then we also have the Inmate Welfare Fund and the DMV Special Collections Fund. The Public Safety Fund, there are seven cost centers. Those are our grants.

Tahoe, Protection Prevention, Administration, Support Services, the Auburn Jail and the South Placer Jail, and then below that are 52 programs. I think we moved straight into some of our accomplishments over the last fiscal year. Today is actually National Fentanyl Awareness Day, so we thought it would be appropriate to just talk about what's trending with fentanyl in Placer County, not just the sheriff's office, there's many other county partners that have been working hard on the fentanyl crisis. And you can see the trend line has steadily decreased with overdose deaths, a trend not unlike we're seeing in other places of the state and nationally. But we continue to attack this head on with not just enforcement, but also education.

We work very closely and collaboratively with the district attorney's office, with our dedicated opioid response team, detective, and they recently had another conviction on a fentanyl dealer. Great job by the district attorney's office and I think he was sentenced just on April 20 to fifteen years to life. That team also is still focusing on the education component. Last week, we held the Right Choice Program once again down in Loomis where we educated just under 700 middle school kids from over seven different schools in the lower part of the county on the dangers of fentanyl and drug use. We will continue that mission.

While you see that trend line going down, it is still definitely a concern of ours and a threat to our community. Just yesterday, we had three suspected fentanyl overdose deaths in our county in one day. That was just yesterday. So when you see 12 all of last year, the crisis is still very real. Moving on, I'm going to highlight a little bit of our cold case investigation team.

Really, it was stood up in 2023. We also partnered with our district attorney with this unit. We've had a lot of success. The Sheriff's Office has approximately, we say 80 cold cases. About 40 of them are unidentified John and Jane Does and about the other 40 are unsolved homicides.

Since standing up the unit, we have had eight unidentified remains, positively ID'd, and been able to bring closure to the family and bring those loved ones home for proper burial services. We have had one homicide that is actually supposed to be a conviction, which was sentencing was this week got postponed. That was from a 1992 case out of the Meadow Vista area. And then I think you've all heard me talk about the costs that come with doing a lot of the DNA testing. The DNA technology is evolving so rapidly, it almost changes weekly, if not monthly.

And unfortunately, what can happen in many of these cases is we can spend tens of thousands of dollars and not receive a hit, and the technology can evolve within twelve months, and we will need to spend that money again retesting some of that same evidence to try to get a hit and bring closure in some of these cases. Obviously this week, we had a major accomplishment. We created a video that we were going to send out to the public this week asking for help, trying to identify the suspect and help us locate him. We had him identified. But there was a big break in the case on Friday. We made an arrest, and I have the video here to show you today on the Cindy Warner case out of Granite Bay.

Say hi. Have a great day.

Cindy Warner was a married woman with two young children. She was kidnapped in the middle of a day in November 1991. She just disappeared from the face of the earth. She was found strangled to death and found in a very remote area.

Granite Bay is the kind of place where some still leave doors and blinds open.

Just something that didn't happen in Granite Bay. It was it was shocking.

After more than three decades, we believe we know who is responsible for the murder of Cindy Warner.

Cindy Warner had gone to her sister's house to clean her house and took her 11 old child with her. Around lunchtime, she had put her child in a high chair at a kitchen table. Cynthia's husband arrived at the house with her four year old daughter and found the 11 old. The baby was still here in the same seat, still crying with the Cheerios.

Cindy Wanner, devoted mother of two, has disappeared without a trace.

Leaving her shoes, her coat, and her car at the scene.

The search pattern is fanned out in all directions from this Granite Bay command post. So far, they haven't found a thing.

She was found three weeks later, 300 feet off the roadway in a wooded area.

Investigators say the killer made no attempt to hide the body. Up to now, no tracks or clues have been found.

Police hope samples taken from the body will show them something.

Over the years, a huge amount of work was done on this case.

We had submitted numerous items and just kept getting blanks and it was actually the last what we're get to get a of

this individual as James Lawhead Junior. He was a sex offender, spent some time in prison for some sex crimes.

In 1980, he broke into the home of a grandmother and beat her unconscious and sexually assaulted a young child.

Was sentenced to nineteen years in prison, was released after eleven years. This crime was committed ten months after he was released. In 2005, he was arrested for a weapons charge, told a acquaintance that he believed he was going to go back to prison for the rest of his life and that he was gonna disappear, and shortly after that, completely disappeared.

This man has been on the run for a long time. He has obviously taken great steps to avoid responsibility, to get away with the crimes he's committed. Cindy Warner and her family deserve answers. They've waited for thirty something years, and now it's time to bring this individual to justice and to hold him account for what he did to this family.

Detectives from the Placer County Sheriff's Office with the assistance of the Bullhead City Police Department in Arizona arrested the monster responsible for this crime. We hope that this arrest will help bring some justice to Cindy Warner's family, and we're keeping them all in our thoughts and prayers. I think that's just a spectacular accomplishment of the cold case team. Oh, thank you. I couldn't be more proud of the team, the collaboration with our district attorney's office, and the accomplishments that they made in this case.

And I'm confident there's going to be more to come. This case actually has made international news. I just found out this morning it was highlighted in the main newspaper in London today. So also established over this last fiscal year was the Placer County Cold Case Foundation. So I don't know of any real frontline law enforcement agencies that have dedicated funding for a cold case unit.

In 2023, when we started trying to allocate resources and any funding we could scrape by with and set aside to do some testing, we did. We started having some positive results. And as I would go around the community and speak to different service groups, I would tell the story about some of this testing, how much it costs, and some of the success we had. I'd had a generous member of the community donate a somewhat large sum of money to continue this work, and actually it was through his donations that solved that case and paid for the testing that you just saw. So hearing that, there were other leaders in our community that wanted to start this cold case foundation.

We've raised over 15,000 to date, and our first fundraiser is tomorrow night. So very excited about that, and I think with that funding, we'll be able to continue to do some phenomenal work. This is listed as an accomplishment. I think it's both. It's an accomplishment and a challenge.

And that's South American theft groups, often referred to as Chilean theft groups. These are organized crime groups that are coming out of South America, some of them illegally, some of them on tourist visas and then staying. They are very sophisticated. They do pre operational surveillance, sometimes for days, getting residents' patterns, behaviors. They use signal jamming devices to jam WiFi and other signals when they're on-site, so Ring cameras and things like that won't capture any surveillance video.

Many of them all have false identifications. They place hidden cameras to help with their pre operational surveillance to monitor when people come and go from their homes. In one of the cases we had this year, we located that hidden camera down there in those pictures on the bottom, placed in some bushes. So they study their victims. This group that we arrested in this case was responsible for 10 burglaries with an estimated loss of over half $1,000,000.

We arrested six and issued warrants for the other two. These groups started popping up all over the country, really in Southern California. 2020 is about when they made their way up and started showing up in Placer County. In our county, in the unincorporated area, we estimate we've had 48 burglaries that were responsible for groups like these. Over that time, we've made 17 arrests.

We've provided information out of those arrests to the FBI, and they were able to arrest 11 more subjects. But our losses within Placer County total over 2,000,000 from these groups. We had a major narcotics operation this fiscal year called Operation Meltdown. It was an electronic intercept case, very complex, Took a lot of man hours and manpower. Extremely proud of the work our detective unit did on this case.

We took the case down on March 12 in a coordinated multi agency enforcement operation throughout our entire region. We hit 25 locations simultaneously. 20 suspects were arrested and you can see some of the seizure amounts. Over 100 pounds of methamphetamine, 22 pounds of cocaine, 31 firearms and $245,000 in cash. And I highlight this case only because this group had ties to the cartels out of Mexico, direct ties.

They were also moving about 500 pounds of methamphetamine a month in the plaster in Sacramento Counties. And once this case, these arrests happened, over the next couple of months, our narcotics unit and task forces were hearing through informants that there was a major disruption in the supply chain issue to Placer County, and narcotics were really hard to find based off of not just this case, but the message it sent. There were drug dealers that would refuse to come to Placer County and deliver narcotics anymore, and I believe it just highlights yeah, thank you. I know it's something that I believe firmly in, and our quality of life and being next to a major metropolitan area like Sacramento really depends on being a county of consequence and a county of law and order. And I know I operate my office that way, and I know our district attorney operates his office that way.

So I think it's music to our ears to hear that you guys feel the same way and it's working. And we hear that not just in narcotics cases like in this since we've taken this case down, but you hear it in other criminal activity and retail theft. Word is out not to come to Placer County. So we thought that was a highly successful

Can ask a quick question on that? That $245,000 in cash, what happens to that cash? Can it go to the Cold Case Foundation?

Will be used it will go to asset seizure fund it will have to go through the process to be used as asset seizure money. And then there are certain expenditures that could be used on cold cases towards it. There are limitations on what you can and cannot spend asset seizure money on.

Got it.

But a portion of it will come back to law enforcement here in our county and the sheriff's office. Here are some photos from some of the search warrant scenes from that day. And with that, I'll move to some of our emerging issues, challenges and kind of priorities moving forward. I think I highlight this one every year and it's the Public Records Act request. You can see the trends going from July, September, over 1200 in 2025, and I can just say it's crushing us at the Sheriff's Office.

And these aren't just public records act requests for a report. I mean, it's hundreds of hours of video. It's thousands of hours of work for our staff. And we do not have a dedicated unit, any dedicated personnel. And so we're regularly having conversations with the county executive's office on how we're going handle this moving forward and whether we need some civilian staff that's just assigned to answer PRAs.

It's not slowing down, but I will say I wanted to highlight some legislation that's out right now proposed AB eighteen twenty one, which the State Sheriff's Association has endorsed. And it is maybe the first hopefully attempt to reform some of the PRA laws. It exempts traditional media, but other PRA requests, it will have a caveat that if it's going to take over two hours or you've created over ten hours in a month, then we can charge a fee and recoup our costs. So I would ask the board to maybe entertain supporting and getting behind that legislation as a county. One of the other challenges we're facing this year has to be implemented by the end of the year was something that was passed last year, and that's AB eleven oh eight.

It has to do with in custody death investigations, and the fact that the legislature doesn't feel that sheriff corners, any sheriff corner, can be trusted to do a pathology exam. And so they've required that if we have an in custody death, we have to have the pathology done by a county that has a medical examiner or a private company. I think you guys have heard us come up here enough times talking about the lack of I think there's only a little over 300 pathologists in the country. And if you look at who's in medical school to become pathologists, it's not going to get better it's only going to get worse over time. So it causes a real challenge of what we're going to do.

It is definitely a state mandate, and whether it was unfunded or funded, I just don't know how we're going to make it happen. We've sent requests. The only medical examiner's office near us is Sacramento County, and I think they're down to one or two pathologists because they can't hire any and they cannot take on any more work. We've sent a formal request in writing to enter into a contract so we can abide by AB eleven oh eight and be in compliance with the law when we have an in custody death and they cannot fulfill that request. So we're trying to find other private entities and pathology companies outside of the one that we contract with now, and it's yet to be determined what that cost is going to be.

So that will be a definite impact to our budget. And then I want to talk about the West Placer growth continues to be a challenge. The sheriff's office breaks up the entire county into 17 beats. That area kind of in the West Roseville area where a lot of the Supervisor Gore's main part of her district Where a lot of our growth is occurring is referred to as the Ocean Beat. In 2023, it was the fourth busiest beat out of 17.

In 2024, it moved up to third. In 2025, it moved up to second. And it had a year over year increase of 1,000 calls for service or just under 1,000 calls for service. Those aren't officer initiated, those are citizens calling 911, making other requests to file reports and calling into the sheriff's office. And we don't anticipate that slowing down anytime soon.

I do have to give a shout out to County Executive Officer Chatney. We've had a lot of conversations about urban levels of service. He is just as concerned about response times, growth rate and realizing that budget constraints are there and real and we might be in this awkward growth period. He's done a yeoman's job of working with me to make sure that we keep up with the service demand out there. And it's our goal in working with the CEO's office to add a full second deputy twenty four hour a day fixed post this fiscal year in that ocean beat to help accommodate these calls for service.

So very excited about that moving forward. And with that, I will turn it over to the guy who's better at numbers than I am.

Thank you, Chair. Good morning Chair, members of the Board, Mr. Chatney, Mr. Cook, Jerry Rogers here. So I'll be going through our fiscal year twenty six-twenty seven submitted budget.

And here we have a total expenditure of just under $225,000,000. This encompasses all 10 cost centers that the sheriff had mentioned earlier on in the in the presentation, seven of which are under the public safety fund, and then the other three are inmate welfare fund and the DMV special collection fund. So we have salaries and benefits of $144,800,000 That is about 64% of our entire budget, and that is to support the six eighteen funded allocations that we currently have at the Sheriff's Office. Then we have our capital expenditures is 1,700,000 That is primarily for vehicle replacement program and that's due to the reflection of the DSA MOU where we need to replace these vehicles once they mile out at 140,000 miles or if they've been in service for more than ten years, whichever comes first. And then if you see the services and supplies is $40,600,000 and then if you also look at the other charges at $12,500,000 when you add those two together, it roughly adds about $53,000,000 which is attributed to about 24% of the budget.

Of that 53,000,000, 40,000,000 of that is ISF and a 87 charges from from the county and supporting services and other departments. And then we have our interfund transfer fund is the $25,000,000 and as supervisor Dimate had mentioned earlier regarding the interfund transfer and looking at that number. So it's a it was a methodology change where previously those costs which was associated with corrections medical, food and billing expenditures, those were in separate general ledgers within the services and supplies category. And those have now been moved over into the interfund transfer. So that's where you're seeing that 25,300,000 And then over to our revenue.

Revenue shows here is just under $224,000,000. And for the other financing sources, 137,000,000 is about 61% of the overall budget, and a 135,800,000 is general fund contribution of which is 51% of the discretionary revenue that we share with probation and DA. And then these charges for services is 15,000,000, which accounts for seven percent of our budget. That is mainly for our contract services with cities like St. Louis, Colfax, UAIC, and also the coroner services.

And then also there's a little bit portion of the JBCT program in the correctional facility. And then we have the intergovernmental revenue, which is 71,000,000. That is about 32% of the budget, and that ties in with prop 72 one seventy two public safety sales tax and also state and federal aid programs. And here is the revenue expenditure comparison. This is strictly for the public safety funds, so the seven cost centers of grants, Tahoe, Patrol, Administration, Support Services, and the two jails.

And so for fiscal year twenty six, twenty seven submitted, we have an expenditure of 220,000,000 and revenue at 219. This was actually submitted a planned deficit of 1,100,000. This was mainly to account for the Axon contract that we have and we plan to cover that deficit with our reserve account. The Axon contract for the body worn camera and tasers and yeah, was a full big package that we had presented to the board earlier this fiscal year. And so for the primary driving factors for the expenditures from the prior year was about $5,100,000 increase in salaries and benefits and that was to support the new funded allocations as well as standard general wage increases.

And then about 2,200,000 increase in short term rents and leases and that was attributed to Axon contract for body worn cameras and TASERs. And then we have about $1,700,000 increase in A87 costs and $1,500,000 increase in medical, food, and building maintenance for the corrections division. And then for the revenue portion, other side of it, was about $7,900,000 increase in general fund contribution of which is the 51% of the discretionary revenue. And then we had about $1,400,000 increase in state aid programs, and that was primarily for the JBCT JBCT program from the Department of State Hospitals for the revenue there. And we also did about a $1,800,000 increase in state aid prop one seventy two revenue.

And then to round it out, was about $624,000 in law enforcement service increases. That was to account for increases in general wage services and also expenditures from just some CPI increases that for operational expenses. We just need to make sure that we're covering all of our costs. So those were the expenses that were increased for those contracts cities like Loomis and Colfax and UAAC. And then my last budget or last slide here is the funded positions.

From 2526 adopted, we had six zero eight allocations and to 2026, 2027 submitted, we have six eighteen. And a majority of those positions were to support the opening of the two housing units in the correction facility. And then lastly here, down at the bottom under the important notes, the number of vacancies as of April 17, that was about two weeks ago, we currently had about 62 vacancies which accounts for about 10% of our agency. This is a snapshot in time. It does change almost daily sometimes where people are going through the hiring process.

It does fluctuate constantly. And so as of yesterday, we are at 52 FTEs, and so that has decreased by 10 positions. And of the 52 that we currently have vacancies, 16 of them are currently in backgrounds right now going through the process. And with that, I believe that concludes our presentation and happy to answer any questions that

you may have.

Alright. Thank you. Questions from board member supervisor Dima Tei.

Yeah. Thank you, guys. You had mentioned the Axon contract and how much that cost, but can you give us a short detail of what it also saved us over time to have that contract with new equipment and better equipment?

Yeah, I think within the first week of the TASERs being deployed, within the first couple of days of them being trained, we have some phenomenal body cam footage of deployment that probably kept the deputy and the suspect from getting seriously injured where we were able to subdue a violent suspect who in body cam footage, they're just seeing they're having a conversation and then he just charges him. So I would say there's that prop savings. I know just the other night, was talking to a member of the bench who could not believe the technology in those things when they watched it used in the courtroom for the translation services that are through the body cam. More importantly, going back to the Axon suite of services that the county purchased, moving forward, we are working on the draft one report writing system which will save time and keep deputies out on patrol longer. But once we adopt that suite of services and get it fully rolled out, the video storage and digital evidence platform also has a redaction platform that's going to hopefully streamline the PRA process that I was just complaining about about ten minutes ago and save hundreds of man hours on that.

It has an AI program that will do the initial redaction and blur faces and things like that, where right now we're doing it all manually.

So a large savings Yes. With time and money. Yes, both.

And I would argue risk management and potential litigation as well.

Perfect. Thank you, guys.

Supervisor Gustafson.

Thank you. With the new Rock Creek Post Academy, do we expect that we'll get those vacancies down a bit?

Yeah. Right now, I believe we have around 10 already hired and waiting for August 17 is the start date. We have another over five to 10 in backgrounds and we're testing right now. They just had the round of interviews that will be going to the undersheriff and assistant sheriff's desk on those that pass to get pushed into backgrounds. I'm guessing we will have 15 to 20 deputy sheriffs in our academy.

The academy is pretty much full. We were trying to cap it at 50. We may go a little over, but if we go over it's because it's for us. We're probably going to have a minimum of 15. If we get closer to 20, we may go over that 50 student benchmark that we'd kind of artificially set for ourselves to get our own deputy sheriffs through.

But yes, it's going to help a lot. And what it will also do is the self sponsored recruits, it gives us an opportunity to not only see their performance and if they're a good candidate, we can kind of urge them and poach them and get them involved in the hiring process while they're putting themselves in the academy and often hire them and pay their way through the rest of the academy and start getting them a paycheck while they're going. That's what Sacramento Police Department and Sac County do at their academy with all the good self sponsored recruits.

Great. So that investment should pay off in helping address this. When you were at the Sheriff's Conference, did you hear other departments having similar vacancy rates? Is this a statewide issue or a localized issue?

Way worse. I'm actually sitting a lot better than most. Many of my sheriffs were asking if anybody would contract jail beds because they're closing housing units because they don't have the staff to keep their jail open, they don't want to release the inmates on the street. So they're asking other sheriffs if they had space in their jails to enter into a contract for services and house their inmates because they can't hire.

Great. Thanks for sharing that because I hate to hear of your vacancies, but we're making good progress. We're trying to make the investments you need. And it's important to us.

I would love to be fully staffed, but again, kind of like I mentioned in the beginning, context is everything. Every time I think I have it bad, I go to one of our meetings with my 57 other sheriffs and I realize we have it pretty darn good here in Placer County. I'm thankful to come home every time I go.

Thank you.

May I also add, we have definitely increased our recruitment processes in order to keep up with attrition and growth in West Roseville. The goal we originally had about, I believe we had recruitments twice a year and we've increased it to six times a year to keep up with that growth in attrition.

Thank you. Other questions? Supervisor DeMonte.

One other question. Thank you, guys. You had talked about DNA testing on slide 17. Will our new crime lab have that ability to help you guys keep up, or is that something that we still need to purchase equipment for that which would be different than what's already on the books?

I'm not sure. I think that would be a question for the I know eventually, yes. I'm not sure what is slated for Phase one. It might be a question better for Morgan to answer on. I would love to see us, if it's not, be included in phase one and we could realize some immediate savings from all this money we're spending on contract services. Okay.

Well I guess if we stopped high speed rail, we can fund our jails. Thank you.

Thank you. I don't see other questions. I did just wanna say thank you so much. I just my fan and I know we all appreciate you and the team and your team's work, and especially just being so innovative and forward thinking and thinking down the line of how we can protect our county long term. It's just very, very appreciated. So thank you. Thank you. Yeah, Supervisor Jones.

Oh, sorry.

Yeah, and I just want to thank you for my community, for Granite Bay. I'm sure I'll be hearing more from everyone about the cold case that you guys solved. That was amazing and wonderful. Thank you.

Thank you. Alright. I appreciate your time, and I appreciate your continued support. Thank you all. Good luck over the next few days. Wow.

Look at that. 09:54, one minute early for the deal.

And I started six minutes late.

I know.

Morgan will

take a look. Yeah. Take care.

We set the timer for Morgan.

I'm glad that are you wearing denim? I can't tell if

I'm I am wearing denim.

Nice.

Yes.

We're glad to see you representing.

It threw my children off this morning where I was going, because I don't wear denim at work typically. Okay. Good morning. Well, you were running a minute early, but now the lawyer gets to talk, so but good morning. Morgan Guyer, your district attorney, madam chair, board members, county council, CEO, clerk team, board budget team, thank you very much for the opportunity to present on the district attorney's office budget.

You will find a lot of similarities between office and the sheriff's office in terms of successes and challenges. I'm a little bit under the weather today. I have a pocket full of cough drops in case I have a coughing fit, and I have my wonderful administrative and fiscal officer, Kimi Yamanishi, here next to me in case I need to tap out early and let her take over, even before the numbers. We also have in attendance our Chief Deputy District Attorney, Dave Telman, and our Community Outreach Supervisor, Lisa Botwinick, here in the back as well. And obviously, none of the things we're going to talk about could be done without our fantastic team.

So let's talk about some of the things that we are doing at the district attorney's office. Compared to the sheriff's office, we are much smaller but mighty. Only one fund, one cost center, and six programs. Our accomplishments, we are busy. This has been an incredibly busy year both since January 1 and in this fiscal year.

Big cases, lots of big issues. You don't have to go far and tune into the news to find Placer County on the news for some of the things that are going on in criminal justice here in Placer County because of our wonderful law enforcement community and our DA team. We've had big cases that have concluded this year. We have many that are still in progress. Obviously, the one on top that was featured on Dateline most recently, the Serafini case, was a high profile nationwide, actually international case that was covered and is still getting requests for documentaries and things like that.

These cases require a lot of time, a lot of hours on our staff and are frankly quite expensive the bigger they get. I will talk a little bit about the SVP litigation that we have had. The sexually violent predator statute is a complicated, difficult statute that has dire consequences on our community when sexually violent predators are being released. You will hear a theme in some of our successes and some of our challenges. Most of them relate around sexually violent predators and sex offenders.

As the cold case that was recently solved and we are now prosecuting shows, sex offenders is going to be a big topic for us both locally and statewide for the next couple of years as we try and write some of the policy failures of the state through legislation and hopefully some ballot measures. But we successfully have kept Mr. Stevenson from being released into the community. Sheriff Wu, Supervisor Gustafson and myself hosted the town hall in Alta and informed the community of all of the issues going on. At this point, he has not yet been released.

That is still pending. We are dealing with litigation in the third district court of appeal as he seeks to challenge his denial of release. We have another sexually violent predator named Mr. Ding who is right behind Mr. Stevenson and is somewhat equally situated in a housing search. But we will continue to try and deal with these, but it does come

at the

cost of resources from our office. We have a dedicated prosecutor who does nothing solely except litigation post conviction, including sexually violent predators, and he's about maxed out with the amount of work. Each legislative cycle means more and more work. We have spent the year touting and talking about our retail theft program. Many of you have attended and had to suffer through me presenting to our chambers of commerce about the successes, and proactivity of our retail theft unit.

We have had a number of successes. We've participated, I believe the number is now up to seven multi county operations where we were sort of the lead and the quarterback with our crime analysts sort of identifying multi county offenders, sometimes even multi state offenders operating throughout the state, but ultimately at some point within the boundaries of Placer County, which gives us the hook. We have a dedicated prosecutor, a dedicated criminal investigator, as well as that crime analyst that has really solved six or seven very large scale cases. It is always complicated, particularly when other jurisdictions don't or won't prosecute, but prop 36 gives us the hook to be able to prosecute those offenders, across the state. As, Sheriff Wu pointed out today is National Fentanyl Awareness Day, which is appropriate, given that we recently this week excuse me, last week had our fourth murder conviction for a fentanyl related murder, a defendant named Mr.

Garner, who killed a local man selling lethal fentanyl. That brings the total to four. There have been seven total in the State of California. Four of those have been in Placer County. So as Sheriff Wu's numbers show, the fight is not over, but the fight has changed.

And as I'll talk about in our community outreach section, the fight has changed. The unwitting, not knowing, unsuspecting customer who is seeking something other than fentanyl, those have been nearly eliminated. And those are the ones that are at least preventable right at the outset. The fight against those who are struggling with addiction and keeping them from ingesting deadly fentanyl is a different fight, one that is equally important but is very different in how it looks. But we remain committed.

These cases, they change as sort of the facts change and the victims change and this trend changes. The legal aspects of our case will change as well, but we will continue with that fight with our dedicated prosecutors. And as is on the bottom, you had heard at a board meeting a presentation about human trafficking. I believe it was Human Trafficking Awareness Month. We are doubling down on our efforts on human trafficking.

It remains a low level in Placer County. We aim to keep it that way, if not eliminate it entirely. But there are some additional efforts we can do to sort of spread the word throughout all of our local agencies and be on an even more of a streamlined page to make sure that those crimes don't occur here and everyone has the tools and awareness to report it when it does occur. Our statewide issues in criminal justice, we have been very active on a number of fronts. Legislatively, as you will see in our challenges, one of the biggest challenges that we face both in terms of hours, money and complication is mental health diversion.

It was the statute you've heard me talk about it before it was the statute that was written in an attempt to provide mental health treatment to those who intersect with the criminal justice system and divert them out of the system. The problem was the net was way too wide, the standards are way too low, and what we are seeing statewide are very dangerous individuals being deferred out of the criminal justice system to repeat their criminal behavior and victimize more people. We have seen a number of those. We recently convicted someone of murder in Placer County who was released on mental health diversion only months before in Sacramento County and came into Placer County and committed a murder. Those stories are statewide.

There is the main bill sponsored by the California DAs Association. I testified on that bill about four weeks ago in the Assembly Public Safety Committee. It passed straight through excuse me, was the Senate Public Safety Committee. It was a two year bill and is hopefully sailing out. It is still alive. That tighten some of the mental health diversion standards that will allow us to find those that need that help that aren't that public safety risk. There are a number of other bills that we are participating in as well, including SB thirteen seventy three. It's a Shannon Grove bill. She called on our office to provide the expert testimony. One of our felony prosecutors testified on that bill.

It also strengthens the standards in mental health diversion. And so we are active in the legislative game. We have two of our own sponsored bills with Assembly Member Patterson, one to extend the monitoring time of misdemeanor sex registrants, so those who commit low level crimes like the peeping and exposing kinds of crimes that are oftentimes indicators of growing conduct and escalating conduct. Several years ago, the state of California unwisely decided to reduce the amount of time that we could supervise those individuals on probation. Misdemeanor sex offenders are only supervised for one year.

A misdemeanor sex offender treatment program lasts eighteen months to two years at a minimum. When you can only supervise that individual for a year and their treatment program is continuing beyond that, there goes the incentive to monitor them and there are no more consequences for those who drop out. Those are the ones that we need to make sure finish the treatment so that they don't become tomorrow's Mr. Funston or, Mr. Lawhead.

Those are the ones we are trying to get to and it is unsurprising how difficult it is to pass common sense legislation. I will say this one, we have compromised a bit to try and get it across the goal line, and it is now poised to pass. At least it's passed through the Assembly Public Safety, and we have high confidence it will pass through the Senate Public Safety and ultimately get signed by the governor. Similarly, with our elder parole, Mr. Funston was a big highlight to the failure of our elder parole system.

We are actively involved in trying to correct that. There are a number of legislative bills that we are in support of that will either raise that age. The idea of eliminating sex offenders from elder parole is not something the legislature in their supermajority is willing to entertain, but we are able to try and raise the limit back up to 65 years of age and more importantly, fix our sexually violent predator statute so that individuals who are designated as SVPs will then become when they commit those indeterminate life sentences like Mr. Funston and like some of the ones we've seen in the news, they can be detained in the Department of State Hospitals after their release date. It's a long process.

It requires a lot of time on our end, but it's the right thing to do and our community deserves nothing less. We talked about our organized retail theft and Prop 36 prosecutions. We still remain active in the environmental crime space. We have not only our dedicated environmental prosecutor here in Placer County, we recently refilled that spot with a former county employee that we are excited to see back, as well as our circuit prosecutor that we have working in the areas surrounding us whose crimes when you pollute, when you dump, when you cause harm to the environment, you don't oftentimes respect county borders and all of those crimes are somewhat interconnected. So we maintain our presence there.

Our public outreach campaigns, as important as our crime prosecution efforts and our enforcement efforts, are outreach and our prevention efforts. This is really, I think, what pays direct dividends into people being informed and less victimization in our community. We have expanded over the last year, our outreach campaigns. I will talk about the ones that you are familiar with, but some of the new ones, our Guard Against the Groom campaign as well as our AppSafe, have come from a number of very alarming cases, child sex assault cases that have highlighted dangers in gaming platforms and communications online that provides a new avenue for criminal offenders to get access to our children. You used to worry about the boogeyman hiding in the bushes.

Now there's a potential boogeyman in every cell device that a child has in their room, and that requires parents to be on top of it. We have launched these programs with enormous success In addition to some of our traditional ones that we are maintaining, our fentanyl public awareness campaign, we are continuing to be in the high schools. Lisa Botwinick continues to oversee all of those outreach campaigns and are still met with overwhelming success. And we have expanded those into our teen dating violence awareness campaign. We partnered with Assembly Member Hoover two years ago to introduce teen dating violence into the school curriculum, and we have partnered with some of our parents like the VanderSchut family that many of you are familiar with to get into schools and have had anecdotally some incredible success, particularly with individuals who really heard that message and reached out even at the assembly or immediately after.

I mean, very heartwarming stories of people who are of students who are listening. And our PROTECT program continues to set the standard statewide on our elder abuse task force. Our SHOP SAFE program, our investigative assistant Cassidy Paganucci is at our grocery stores teaching our elders how to shop in a way that reduces their potential for victimization, from where to keep your cards and your purses, to how to stay on top of your your online footprint. So we are we are continuing to, in my opinion, set the standard for DA's offices. It is not uncommon for us to get calls to say, What is a protect and how do I get one?

And to send our prosecutors or put them on calls with other DA's offices to try and spread sort of the word on what we are doing. I will also say this last year, within the last several months, we launched the Placer Promise. Many of you were at the event. The idea is that a healthy community has a foundation in strong public safety, that your parks, your schools, your businesses all require you to feel and actually be safe for you to thrive as a community. And the Placer promise was sort of a recommitment to all of our mechanisms in public safety that ensure that our county remains the place that everyone wants to live, shop, retire, raise children and grandchildren.

We continue to collaborate with our criminal justice partners. I'm very proud, and I appreciate the kind words Sheriff Wu said. We are proud partners with them as well as our other allied law enforcement agencies in Placer County. We have had to work together. Our probation department is stellar, and through our collaboration with the sheriff's office and the probation department, we have made Prop 36, while unfunded still currently by the state, an overwhelming success here in Placer County in maximizing the benefits.

I set my own alarm. We are so I got to speed up a little bit. I shortchanged myself just a little bit, though. And we are continuing to be good partners with our courts as well. I will say emerging issues, some of our challenges are space limitations.

As many of you know, we are continuing to grow as we should and need to adapt to our residents' needs, but we're out of space. We are working with CEO and facilities to expand the DA's office and expand our multidisciplinary interview center to make it a larger and more accessible space for our children who are coming in for forensic interviews, but also for our staff to be able to have more space to do the work that they do. Likewise, with the Sheriff's Office, we are hit with understaffing. We need more and it's difficult to find more. There are not as many people coming out of law school seeking to be prosecutors as there once was.

We still are doing better than just about anyone across the state, I will echo Sheriff Wu's words in that respect, but it is challenging. It's a difficult time to try and recruit, and the quality of the applicants have gone down simply because it's not being reinforced at the law school level, which is unfortunate. But we still maintain presence at all of our career fairs and try and hire the best and the brightest from around. Retention in our victim services unit, everyone is familiar with our victim advocates. I talk about them quite frequently.

They are the angels in our office that provide immediate assurance and assistance to our victims the moment a crime occurs. They are they are underpaid, and that translates into, turnover, and that is a job where you don't want turnover. It takes quite a while to master that job. There is a lot of secondary trauma that comes along with that job. And we are working with CEO and HR to try and redesign the spec so that we can make that a career position rather than someone who does that for a little while and goes to a different county job or honestly to Chick fil A where they can make more money doing that as opposed to providing that critical assistance.

We have a wonderful unit and these individuals wake up each and every day refreshed to do the job that is required of them and to provide that top notch care and service, but it's a it's a difficult ongoing process for us. And then as I mentioned, the legislative impacts to our office are are continuing to be challenges for us. I will continue to push back on the legislature when they make bad decisions. We'll try and stop the bad legislation and promote the good legislation and even draft the good stuff when we can, but it's a challenge. We are hoping to get some I think with the passage of Prop 36 last year, it showed that the average person in California is tired and is paying attention to some of the shortcomings of policy failures at the state level.

So I think this is a good opportunity this year for us to make some changes, albeit incrementally. Our significant cost increases, we have seen an increase in our forensic services. I gladly step up to the plate and hit the softball that you had thrown out earlier, supervisor Demetay. Listening to the forensic testing that's happening, on our cold cases, I would love, and we fully intended to be able to do those things at the Placer County Forensic Crime Lab. And in fact, with the announcement of the law head arrest even prior, I have had DNA analysts from all over the state reach out and say, when when is it time to make the DNA reality for the Placer Crime Lab, that dream a reality because, I'm ready and I've had four or five calls statewide.

So if we can get the equipment and we can get the space made, we can get it staffed and we can provide those services directly here for Placer County. And we hopefully won't have the delays or the expenses that we'll have in a lot of these cold cases that require a lot of extra time and money. Our sexual assault response team, I will say this is an increasing expense, but it is also, I will say, a success. While the expenses have gone up, that's because the number of tests have gone up in April alone. I just sent this out to our staff last week.

As of April 24, in the month of April, our sexual assault response team had conducted 23 sexual assault exams in Placer County, 23 out of twenty four days in April. And while that is, on the one hand, a frightening thought that there are 23 sexual assault exams, it means there are people who know that services exist, there are people that know that when that assault happens, there are resources and availability and treatment and a collection of evidence that will survive in court to hold offenders accountable. Those assaults will occur and they may go unreported if you don't create an environment where people understand that you can have a dignified and trauma informed assault exam that will not further cause harm to the victim. And I will just point out at the bottom, the number of our service requests with the advent of Axon and all of the additional tools that our law enforcement agencies countywide obtain, it means more work on our end. These service requests continue to jump.

That's the burden we place on our DA investigators to do that critical follow-up for our cases to get them trial ready. That continues to increase and puts demands on our investigative side of the house. Our performance measures, a lot of these are review. I'll go through these quickly since I've been talking too much already. We will continue to expand our outreach campaigns. We continue to do those. We are continuing to try and develop that space for our MDIC and continue to expand different prosecution units to meet the demands and needs of our community. We are making substantial progress on our crime lab. As most of you know, we have selected our design team. We had a meeting yesterday with that design team to lay out sort of all the different series of meetings as work continues.

We have expanded a lot of the programs in our victim services program, including our empowerment and resilience program. I mentioned our victim services program and our advocates, and it is nice to say I wanted to go back. What is not on here is the acquisition of our support dog because Toast is up and running, as you have seen, he's just about everywhere. But really the most important place he is is in our MDIC with our children, providing that much needed comfort and allowing those children to open up in a way that makes them feel safe and empowered, And Toast does an incredible job of helping them do that. So mission accomplished on that.

So maybe next year you might see the addition of a second victim support dog for the district attorney's office because he is a little lonely now and then. All right. Pie chart means it's my turn to turn it over to Kimi so that she can take us through on some of the

numbers. Thank

you, Morgan. Good morning, members of the Board. I'm Kimi Yamanishi, Admin and Fiscal Operations Manager for DA's office. And I'm happy to walk you through a brief overview of DA's budget. And here's our story.

So our operating budget is roughly $38,000,000 and it is distributed across four different categories. As you can see, the large portion goes to salary and benefits. This is about 84% of our budget. Services and supplies make up about $7,100,000 And as we talked about a little bit earlier, intra intra transfer reflect the contra expenses tied to our partnerships with HHS and other departments. So that's, in a way, it's revenue for us.

Okay. And finally, the small little portion, it says other charges, dollars 652,000. This is eight eighty seven charges, ISF charges. And moving on to revenue. At the time we submitted this budget, total revenue was about $37,000,000 Big chunk, about 69%, roughly $25,400,000 comes from other financing sources, which is, in this case, the general fund contribution.

Most of the remaining $11,300,000 comes from intergovernmental revenue, including public safety related funding and multiple different grants that we receive. Grant funding itself makes up about $5,000,000 excuse me, makes up about 5% of total revenue, just under $2,000,000. Finally, the little small portion, that is $18,500, comes from fines, forfeits, and penalties. And next, this graph shows revenue and expenditure trends over the past few years, comparing the twenty five-twenty six adapted budget to the twenty six-twenty seven submitted budget to focus on that, there are a couple of key variances that I can highlight. The first one, salary and benefits.

For salary and benefits, we are seeing an increase about $1,700,000 which is about 5% over the past year. That is mainly due to general wage increases, adjustments, along with the addition of five new positions in twenty five-twenty six that wasn't included in the submitted excuse me, adopted budget. Three of those were supported by grants or other funding sources outside the general fund. The second one is $8.87. That's the second biggest variances that we experienced.

$8.87, that is a cost point, the ISF we receive, increased by about $405,000 which is 163% of increase compared to last year. As you know, this is ISF charges from other departments. So with that, I will turn it back over to Morgan to walk through more details on the funded positions.

So as you can see, we have we have grown. We do have right now a need for a position that was just created, a digital communications specialist. One of the things that we have been lacking is the ability to take a lot of this digital information that we get from our law enforcement agencies and turn it into a presentable format or medium for our jurors. So we have sought to create a digital communication specialist, which will bring the total FTEs to one forty one for '26 to '27. We are working with HR to get that recruitment started so that we can utilize that position that is that is much needed.

We are still in need of of more lawyers and investigators. We are lower than most of the the counties that are similar in our population as well as those proportionally are doing more. Like I said, that is that is challenged by our ability to recruit. We've had a few retirements. We had a few old classic PERS members that decided they could retire and make more money elsewhere as well.

So those were some challenges this year. So filling those positions as well as trying to recruit for a few of our open positions has been a challenge, but that will be something that will be needed, particularly as the mental health diversion continues to be a burden on us. We have been trying to cover it without a dedicated attorney. We have slotted a position, an FTE, for that position, but it's hard to take someone out of the general rotation to put them into a specific assignment like that without there being impacts on the rest. So there were a few things that I neglected to mention earlier in my haste.

Some of the challenges with those increases of the expenses, and I think the sexual assault response team was up 158%. Our number of service requests were 106%. So as our law enforcement agencies invest in new technology and make their job more efficient, it puts a larger burden on us to be able to digest and present all of that information to our juries and just to simply try and determine whether or not charges can be filed. That will require us to adapt. So a lot of our positions are changing.

We are working with CEO and I will give a big shout out to Amanda Flo, our budget analyst, is incredibly nimble and incredibly understanding of our needs and helps us work within our parameters to be able to try and identify where we can change positions. For example, crime analysts, that is what's going to drive DA's offices. We already have one. In reality, we could use a team of about four of them. But when we identify a position that is being underutilized and we need to change it rapidly to adapt to what we need in the DA's office world, we get the support from the CEO and certainly from this board to do so, and that is much appreciated.

These are oftentimes quick decisions that need to be made to try and adjust to specific issues, either based on certain kinds of cases that we start to see or certain kinds of legislation that comes out. With regard to the the fines and fees that comprise a very small amount, statewide, the the amount of fines and fees and the ability to to collect those fees has been reduced substantially by the legislature. There was sort of a policy decision that fees were more punitive and perhaps targeting people in excess to what their criminal conduct deserved, so very little of those won't be expanding anytime soon, so we will not be relying nor can we rely on fines and fees for any significant portion of our budget. I will say on the outreach, only thing I left off, and then I'll conclude here, one of the things in our outreach that we did last year was our advocacy day where we partnered with a number of our bereaved families or people who had been affected by crime and literally took them to the Capitol and taught them how to be their own lobbyist for a day to go have meetings with our lawmakers and demand change on the issues that are important to them.

It was an incredible success. We partnered with the Sacramento DA's office. This year, we are partnering with even more, a number from Southern California. That'll be on May 14. It'll be an all day. We will meet at the Capitol and walk the halls with our victims and survivors to empower them to do that. And as many of you know and can see today is Denim Day in honor of Sexual Assault Awareness Month. Many of you are probably familiar. It's a 1992 case where an Italian judge overturned a rape conviction because the victim in the case, her jeans were so tight that the judge said she must have been complicit in the sexual activity because otherwise they would have been impossible. In response to that, each year we pick a day to wear denim.

Today at the DA's office at about noon, you will see along Justice Center Drive hosted by our sexual assault response team at Lainie Waters. Our SART coordinator will be hanging an installation of denim with inspiring and empowering messages written on them stretching Justice Center Drive. It's a very impactful and empowering art installation that will remain there, so please feel free to come by as people who come in and out of courts, both accused and victims, see that empowering reminder of the access to justice and the accountability that one can expect should you engage in criminal behavior in Placer County. I will just conclude by saying, as Sheriff Wu mentioned, we are proud partners with them. We collaborate quite well, and we see some big results.

That goes the same with our other fellow law enforcement agencies, our probation department, but that starts at the top. So none of this could be achievable without the support from our board. You have prioritized public safety. You have put it first. You continue to do that. That is appreciated and not taken for granted. I will echo sheriff Wu. I have the opportunity to travel to statewide meetings and see how other DA's offices excuse me. My voice is getting weak. Other DA's offices are dealing with the changing landscape in criminal justice, how they deal with their boards and their criminal justice partners, and it is always, as Sherif Hu said, a nice reminder when you come home.

It's always good to come home and be in your own bed, which is where all the real work gets done, and that's thanks to all of you. We are challenged, but we are finding ways to navigate through those challenges in the best way possible. Are presenting Sheriff Wu and I are presenting to the California DAs Association next week on the relationship between the sheriff and the DA because it is pretty unique in our county. There are some some counties where they won't sit in the same room together or they're not even on the same page, let alone working hand in hand, members of each teams working to solve cases and prosecute the bad guys. So again, that starts with all of you, so we appreciate your support and we appreciate all the things you do to prioritize public safety and allow us to do the good work that we do in our office.

So with that, I'll pause and happy to answer any questions you may have about our budget.

Great. Thank you. Supervisor DeMate.

Thank you guys for that. Getting back to the DNA testing machinery, how long does it take to get that and is it something that we can easily put in our West Oaks building as soon as possible to help both your team and Sheriff Wu's team to expedite problems that we have?

So the equipment purchase, I mean it's expensive, but that's relatively straightforward to buy the instruments that are needed. Training the staff, ideally what we would do is be building the lab and having the staff be validated their instruments at the same time so that by the time we open the doors of the Sac State lab, we are ready to go. That will require some sort of doing things at the same time. So ideally, if we could get it into the West Oaks lab and at least validate the equipment and then move it over to the new lab, would speed our time to be fully operational at the new site. Some equipment is easier than others.

DNA is a little bit more obviously of the extensive kind, so it's less easier to put in there and move. It's doable. But it is something that is probably worthwhile to continue to explore. I mean, are challenges because everything in this space is expensive. But the degree that would to which we could get those both done at the same time, the construction and the validation of the equipment would mean we are we are providing that service to our residents that much sooner.

Okay. Second, in Sheriff Wu's report, they had seized $265,000 in cash from that one sting. Is there ways that our board, along with you, can help write up legislation to help keep that money in Placer County and be divided between our public service agencies?

Short answer, yes, always happy to entertain that. The laws surrounding the use of asset forfeiture have been around for a while. I don't know that there is an appetite on the part of the state legislature to empower law enforcement to get more dollars. And I always worry that if you pull at that thread, they say, well, once you're opening this statutory scheme, let's just put the money towards other things. Right now, there's a formula by which our county receives a percentage of the money that is seized.

It goes through a court process. Our office has a person in our office who handles those legal proceedings. Literally, it's asset forfeiture court proceedings. We file a case to seize that money. So happy to explore it further and see, particularly if it's used for specific things like a crime lab or for cold case testing. If we can earmark that money specifically for those purposes, I think the legislature would have a hard time saying no and may even support it. So as long as we tailor it specifically, I think it's worth entertaining.

That would be my thought, to make sure that it's earmarked for those specific items so they would have less room to say no.

Absolutely, and it is ultimately fitting. I mean, for example, our fentanyl public safety announcement, Emmy award winning video was paid for by those asset forfeiture funds and not taxpayer dollars. It's only fitting that those who are profiting off the destruction of our community ultimately have to pay their profits towards empowering our community to know the dangers of it, and the same thing can be done for those who are committing other kinds of crimes, and it can translate into dollars for our lab.

That'd be great. Absolutely. Thank you.

Great. Thank you, Morgan.

Supervisor Gore. Thank you very much for the presentation and definitely all the hard work that you and your team are doing. It's really tremendous, and it's great that we are a model in the state of California. In regards to Supervisor DeMonte's question about the equipment and the West Oaks property, I'm certainly open to seeing, especially folks getting up to speed and learning how to utilize it. I understand the concerns are ventilation and drainage and TIs, and as we look at that, I just wanna be like, we have this opportunity to open up the building at the Placer 1 campus, at the Sac State campus, which is terrific.

And, you know, if we can utilize West Oaks in a way that doesn't cost us an arm and a leg for TIs, I'm certainly open to that, right, and that's the balance. And I know you were working with our CEO's team, the facilities team to figure out how to at least do some without it costing an arm and a leg. And, you know, we know that that's a challenge, but at the end of the day, we will have a great new facility, hopefully sooner than later, at the Sac State campus. So just I appreciate you working with our team to figure out how can we help you but not have it cost an arm and a leg.

I appreciate that comment. We're all on the same page. Facilities team and Daniel has been phenomenal in trying to make this work, agreed, if it's too expensive, we can't pay for two separate crime labs that are both going to take millions and millions of dollars and take several years apiece. But if we can do a pilot lab quickly and more cheaply than we currently think we can, which I'm still hopeful that we can find a path to do that and reduce the amount of time that we set empty at the Placer one lab, I still think there's a chance, but I absolutely agree. It has to be cost effective to be able to do that and we'll still work towards a way that we can try and make it work and if not, recognize that it can't be done and go full steam ahead on Placer one.

But I appreciate the comment, thank you.

Supervisor Gustafson. Thank you

and thanks. Appreciate the presentation and all the hard work. What I most appreciate is hearing all the public outreach programs that you've initiated and successfully implemented. Are other DA's offices doing that as extensively that you're aware of?

Well I will say after

I don't think so. Dave's shaking his head back there.

No although, continue, I'm sorry.

No, no. I just, I want to hear that from you because we sit in our silo of this county trying to work so hard day in and day out. I don't pay attention to what other DAs are doing. I only am paying attention to what you're doing, so I can't compare.

Well, will say generally no. I mean we are very proactive in our outreach and our awareness and our education because we all truly believe that the more we empower our residents to know the risk factors and those concerns that they can reduce being victimized, we can reach those who are on the cusp of going down a path of criminal behavior. We can stop that. And so the more we can do that, the more it pays dividends on the criminal case side. We are about as aggressive as it gets with our outreach, and I will say those that are doing things, there are a number of programs that I will say look very much like ours that came to fruition after they saw ours, which is great.

We would like the message spread far and wide, but particularly with our with our retail theft, it was quite interesting. We saw DAs from across the state holding signs, you know, this business is protected by insert county here retail theft initiative, And I saw elected DAs from our largest counties in California to some of our smallest, literally without even changing the font. Maybe the colors had changed. And while at first we say, oh, come on guys, that's our idea, ultimately the idea is to lower crime statewide because the people that are in other counties are the ones who are coming in here to commit their crimes. Most of the crime, especially retail theft, human trafficking, some of the big high newsworthy topics, most of those crimes are committed by people from outside of Placer County.

So the more our programs catch on in other counties, the more it benefits us directly and the more it benefits the state generally and ultimately means less people are victimized, which is why we're all doing this job in the first place. So I will take with an ounce of humility, will say we setting a trail or blazing a trail, I should say, and I will say most of that comes from the execution of Lisa Botwinick in the back who spends her days and nights and weekends going to events and drafting people in our office to be ambassadors of these programs. And honestly, the entire community participates and becomes empowered from it. So we We will take

certainly hear it from our constituents and we feel it ourselves. And your office is doing tremendous work in every aspect of what you touch. And we feel that, we see it, we hear it from our constituents, and we're so proud that your office is serving our communities and setting that mark for others to follow. So thank you.

Thank you very much.

Supervisor Jones?

Yes. I would like to add too that of course the cost the cost of doing all this stuff, the the cost of investigations and prosecuting crimes are commensurate, you know, with with the work that you do and everything. And of course, we would like to make sure that you have everything you need because you are prosecuting more things. I mean, you're you're the lead in in fentanyl prosecutions and stuff than anybody else in the state. And so we all watch you eagerly to see you make your accomplishments and your team, and would love to support you. And I'm gonna eagerly watch your prosecution of this new cold case that was just solved.

Thank you. We appreciate the support. I know we prosecute lots of big cases, and we prosecute lots of sort of low level quality of life crimes because I think Sheriff Wu said we're accounting of accountability. That doesn't mean everybody has to go to jail. If you're struggling and you need treatment, you need it, but you need accountability on the back end. And only through that carrot and stick approach do people find whatever measure of redemption that they are going to find, but ultimately that needs to mean not committing further crimes. And this one will be interesting. I was in high school when the WANO murder occurred. I remember my parents vividly talking about it. We lived not far away.

This one shook the community, and the idea that we can continue to solve these cases even after the rest of the world has moved on, everyone but this devastated family, is a measure of hope. So we will take it from here. As I was telling the sheriff, we get a brief moment of celebration on the arrest, but the hard part for us starts now. These cases are complicated and it's almost thirty five years old. But we're up to the task and we look forward to the process of holding him accountable for what he did.

In addition to that, how do we plug that hole on the drug program where we're letting our more heinous criminals go into that program and then they get sort of lost in the shuffle and are able to go out there and commit more crimes? How do we

Are you referring to the mental health diversion

Yes, diversion program.

It is an enormous weakness I think people have recognized. We have two competing things. We have mental health diversion, which siphon people off, and then we have these early releases, and the sex offenders have demonstrated that through elderly parole. The elder parole was nothing more than a simple policy to try and get people out of prison sooner. It has nothing to do with 50 being elderly and anything of that sort. So we're working on it. I what starts is that our population is fed up, and I think that's catching up with the lawmakers in Sacramento. They just operate in silence and in a vacuum. And so counties like ours that we're small, but we're loud. And we have constituents in our county.

We have people from all over the state saying thank you, Placer County, for putting a spotlight on this because we didn't know this was working. We'll continue to do that. And things like our advocacy day where we can get counties together and everyone be on the same page and demanding change, I think, is how we start. And we can close some of these loopholes, for lack of a better term, but these avenues that dangerous people are utilizing to get out of custody and commit more crimes, we can try and close those. If someone has earned a chance at redemption and release from prison, it needs to be earned and that needs to be demonstrated and there's a process for that. Unfortunately, we've sort of lost our way in that process to some degree.

Right, right. And in addition, I'd like to thank you for the support and the creation of Placer Protect in your office. It's become a huge program and so many people are benefiting from it.

It's a fantastic success. Thank you.

Okay. I will echo what everyone said and also what the sentiment that I shared with sheriff Wu, just the collaboration that you have between your two offices is, as you mentioned, incredibly unique and very much appreciated. And I think we're really, really blessed to have the two of you at the helm. And I think I've mentioned before, you're never allowed to retire. You must stay forever. And I also wanted to give a shout out to Stephanie Herrera and Lisa as well for their outreach efforts because it really has brought the DA's office to a whole other level in the community, especially with the amount of awareness that's out there. So thank you for that, and I don't think there's any additional questions.

Thank you all.

Thanks. You're only one minute over. Oh, no. Six minutes over. Sorry.

Yes. From before.

Ready to go? All right. Well, good morning, Chair Liannon, honorable members of the board, Mr. Chatney and Mr. Cook. I'm Brian Passenheim with your probation department. With me today is Jeff Thompson, our wonderful administrative fiscal operations manager. To start, I want to express our profound appreciation to your for your continued support over the past year. Thank you for constantly engaging our team members and participating in our events. It makes a big difference.

Your commitment to public safety and to the well-being of Placer County is second to none. I can't go without saying, like you've already heard today, that we're grateful for our partnerships, starting with the sheriff's office, the secretary's office, nice shirt, Health and Human Services, the courts, local law enforcement, Placer County Office of Education yeah, you have to see it. Alright. Thank you team watching this. I know now you're fired up and you're ready to go, so we are taking that championship home.

So thank you, thank you, and thank you. All right. Well, again, like I said, you've heard our theme today. Our partnerships are just absolutely incredible. And I had that same experience working with our other chiefs across the state and hearing some of their experiences, and sometimes we'll have breakout sessions and conversations about how they're communicating and collaborating with their partners throughout the county. Quite frankly, I don't have much to add to the conversation for them. I don't know how to help them because they're having challenges talking to each other or sharing resources. And for us, there is no problem. We're able to pick up that phone and call each other any time. I can speak specifically for the sheriff and the undersheriff and Morgan Geier and his leadership team.

I've been able to reach out to them any time and run something past them and ask them questions, and they're always there to be a support. And that's how they are for every member of this law enforcement community. Special shout out to our Health and Human Services team. A lot of the work that we do is not possible partnerships, without having practitioners on-site, working with our outreach teams and our AB one hundred nine teams. Got to thank Placer County Office of Education for their work in a juvenile institution and our juvenile field teams, the CEO's office for all your help with the budget, helping us as we changed a few things within our budget structure to make it flow better, to have better understanding across our leadership team and across the department.

As I move forward, every success you're going to hear today, every life changed, every family reunited, every improvement in community safety comes from extraordinary collaboration. And again, that goes thanks to all the partnerships. Our probation department resides in the public safety fund and is composed of a single cost center with now eight programs. Like I said, we readjusted this to break it up to create more clarity and more responsibility amongst how we're spending within each of programs. We have adult administration, adult field in court, adult pretrial, adult alternative sentencing, juvenile administration, juvenile field in court, juvenile detention facility and administrative leadership.

We currently have offices in Roseville, Rockland, Auburn and Tahoe, which allows us to serve all the communities throughout this vast county. Moving into accomplishments, and I have to have notes because I could talk forever. I'm so proud of what this team has done this past year. It's actually just unbelievable what they're all capable of doing. So I want to start off by recognizing our entire probation team. As many of you know, you've had the chance to meet them and engage with them. You know they're individuals who care deeply about our work, our mission, and the community we serve. Their why aligns with our purpose, with our mission. Whether they're in the office, out in the field, working side by side with our partner agencies, their dedication lights the path forward. And they're going to win the softball tournament.

Every day yeah, I'm sorry. I'll focus now. It sure got me off track. Every day, they deliver both accountability and opportunity. Those are two key things. They have to balance tough decision making every single day, every single one of them, and they do an amazing job at that. Their efforts make our community safer, healthier, and more hopeful. Their compassion, professionalism, and unwavering heart inspire me daily. I'm truly proud to stand with them and honored to share some of their many accomplishments with you this morning. Starting with juvenile services.

Over the past year, they've had significant progress made within their division. They worked closely with the reentry program to bring services to juveniles, creating life skill programming, and they also launched a new theft diversion class supporting the county's retail theft initiative, providing meaningful consequences while preventing deeper justice system involvement. Our partnership with Placer County Office of Education has expanded opportunities for students. Field trips now focus on vocational programs, community colleges and universities, offering hope and inspiration instead of fear based approaches like the old Skier Straight model, which have been proven not to work. We have strengthened programming through Council for Young Men and Girls Circle.

Our juvenile family treatment court was redesigned to celebrate progress through phases. We participate in professional gym workouts, equine therapy, and program sponsored prosocial activities that include both the youth and their families helping create reconnection. I'm proud to share since July 1 to today, we've had 97 youth successfully complete probation supervision, and another two twenty one youth successfully complete a diversionary program preventing deeper involvement with the juvenile justice system. That's over 300 youth. We also completed murals and a sensory room at the juvenile detention facility and held our first all JDF staff meeting, which is not easy to pull off.

Looking ahead, on our juvenile team, we will look to onboard CalAim, continue building the paved running track of the JDF, redesign the JDF library with county library services. As we all know, the ability to read and get connections to libraries is a very critical piece that a lot of these kids are missing. And we'll continue to collaborate with the work outlined in our five year multi agency juvenile justice plan. Moving on to collaborative courts. Our adult recovery court continues to be a place where transformation occurs.

Clients have graduated from fire academy, secured employment, pursued education, reunited with children, and rebuilt their lives. Officers led numerous pro social activities from hikes to running groups, helping participants develop healthy habits and connection. They introduced individualized participant binders and recovery capital worksheets to support each person's journey into areas like family, finances, medical needs, and housing, some of the most basic needs in life. Our Veterans Court continues to celebrate powerful success stories too. In March, we had five graduates and another two this month.

We've seen participants go from homelessness, in addiction to independent housing, stable employment, volunteer service, vocational achievements like graduating at the top of their HVAC program, earning a livable wage. One graduate's mother delivered a deeply emotional speech at a ceremony, sharing how the program and probation gave her back her son. Those moments remind us of why this work matters. Mental health court, they've also had many graduates. Each story reflects the incredible perseverance.

While many clients will continue to face lifelong mental health challenges, the support they receive through the collaboration is significant. Again, we saw clients transition from homelessness to stable housing, from crisis to community engagement, from repeated law enforcement contact to stability. As we know, many of those can be the largest amount of calls that law enforcement agencies group. Git git is certain group of people. So if we can work to reduce that, it plays an incredible role in our community.

In many cases, they had their charges diverted or dismissed. Our mental health court officer, Elaine Burney, continues to lead this effort through cross agency collaboration, partnerships with HHS, court collaboration, and she directly supports our officers and clients. Our professional standards diversion continues to strengthen our culture of innovation. We recently created a clear proposal process that empowers every staff member to bring forward new ideas. By giving people a voice and a pathway to action, we are fueling the next generation of solutions.

We also expanded our presence in the community with our newly developed Community Connections outreach team. They've already participated in multiple events, including special activities. Reminding our community that probation is more than supervision. It's a partnership, it's compassion, it's service, and it's education. We recently revamped our onboarding experience where we ensure new staff begin their careers supported, welcomed, and ready.

New team members receive letters from their manager and the professional standards team with their first day's information. We believe thoughtful coordination means people can focus on what matters from day one. With a new exit interview questionnaire, we now capture feedback that also helps us continuously improve the workplace experience for folks. And one of the biggest things we're proud of is on March 31, we proudly held our first department wide swearing in ceremony for new hires and promotions. It was an incredible event, the room was packed, and I look forward to the one next year.

Last but not least, I would really like to recognize our professional service team. They're kind of the unsung hero of the work that we do. For many years, they're just behind the scenes doing a lot of important tasks, humbly doing it and not asking for credit, but it's time that they get some credit. Our clerical team has achieved major progress this year. They improved Officer of the Day process, developed Prop 36 data capture procedures, strengthened juvenile sealant processes, streamlined traffic hearings, and partnered with IT to launch the new lobby check-in system that has significantly reduced wait times and improved interactions.

They also assisted with the vPray pretrial assessment validation study, and they are now preparing to assist with the new risk assessment implementation. Our fiscal unit managed payroll, grants, workday transactions, revenue tracking, year end projections, budgets, audits, and compliance That's a mouthful. While also onboarding their newest team member. Our information technology team has also been productive. They helped implement the check-in system with the clerical team.

They're responsible for TVs across the entire department that helps with internal communication. So some of you had a chance to see our TVs that we have up, provides the ability because we have offices in every location where staff don't get to see each other or talk to each other, where anybody can put a referral in to put something up there to help share with another team what's happening. If you work in the juvenile hall, you'll see what's happening in the field. If you're the field, you'll see what's happening in the juvenile hall. You're up in Tahoe, even more separated, you get to see what's going on in the rest of the offices.

And they do a good job making keeping that running. They refreshed the website. They launched AI and analytics partnership with our CMS vendor and deployed new mobile data computers for us to use in the field. They are now migrating cellular services to a new provider, finalizing inventory transactions into Workday, evaluating options for work crew scheduling to make us more efficient and get more jobs done, and enhancing data sharing with our partners. Our data analytics team produces daily, monthly, quarterly, and annual reporting for internal and external partners.

Major achievements include developing the Chiefs dashboard, improving visibility into department data, supporting statewide and community presentations, enhancing training data, supporting multiple grants, strengthening reporting, and streamlining Power BI systems for efficiency. Future plans include centralized BI libraries for all staff for full transparency and access to information, project tracking tools to make sure that we're being as efficient as possible, and expanded Power BI training for staff so they know how to use this information. Moving to emerging issues and priorities. Can't go without talking about proposition 36. As mentioned earlier, the the Plaster team did an incredible job doing what they could with with not a lot of resources, with no resources provided by the state.

They worked together quickly to be one of the first in the state, if not the first in the state, to develop a court protocol how to work with Prop 36, which reflects a strong coordination amongst the courts, district attorney, public defender, conflict counsel, health and human services, and our team. Referrals continue to grow. We've had our first graduate in March, which makes sense. If it rolled out in April, takes twelve to eighteen months to complete, so we had somebody go through and graduate that part. We continue to provide testing, transportation, GPS monitoring, coordination with parole, and supervision.

And our model was built around all Rise best practices. All this, like I mentioned, without additional state funding. Moving into this year, we'll have to develop a program handbook, and we will be evaluating staffing based on the increase in referrals. Work crew. Last year, 194 individuals completed one thousand one hundred and three days of work release across all five districts.

They help maintain parks, remove graffiti, support community events, clean up abandoned homeless camps, and improve county properties. Our chipper program had 261 participants, completing one thousand five hundred and three days of work totaling 4,057 tons of material. This program looks to increase the amount of jobs completed and to expand into fire mitigation work such as brush removal and preparation for prescribed burns, which we all know is a critical piece for community safety. CalAIM, we received $1,800,000 in grant funding from the Department of Health Care Services between 'twenty three and 'twenty five, an additional 300,000 this month. Currently, we're working closely with the Sheriff's Office and Health and Human Services on operational readiness.

Some upcoming milestones that we're looking for is a JDF readiness assessment, conditional approval for pre release services, staff training, data sharing agreements, and the launch of pre release services on October 1. Artificial intelligence. Our team is working with our case management system to responsibly integrate artificial intelligence into probation workflows. The goal is not isolated AI tools, but a practical AI assistant that helps officers work more efficiently while keeping professional judgment at the center of every decision. Simply put, AI assists officers.

It does not replace them. Here in Placer County, with this partnership, we are the ones that are gonna influence how AI will be responsibly used in probation agencies across the country. Again, the vision is to create an AI assistant that works alongside the officer, helping with those preparation and information management tasks so that the officer can spend more time on the parts of the job that require professional judgment and spend more time with those they supervise. Rather than building a series of disconnected AI tools, the goal is to embed this assistant directly into the workflow officers already use in the case management system. This makes the experience seamless and keeps everything within a normal supervision environment.

Today, we have completed our department AI policy, we began rolling out Copilot, for which I want to thank the county IT team for, and started testing a chatbot capable of searching our policies and procedures within the system. Future AI enhancements include MyCastleToday dashboard, unified alerts and notifications, and AI powered workflows to guide next steps in supervision. Moving on to staff training. We'll continue to elevate training and professional growth. This is a priority for us and will always be a priority for us.

This year, we've had already over ten thousand hours of training amongst our officers. They attended 83 different trainings. Some of those trainings included victim centered supervision, leadership development, core trainings, emotional intelligence, testifying in courtrooms, range, effective practices in community supervision, felony sentencing, and project management. Obviously, I'm leaving out 70 plus other ones. We are also launching the PACE team, the Professional Advancement Through Coaching and Education training team, where every department instructor will deliver consistent, high quality, mission aligned training.

This work ensures fairness, excellence, and opportunity. Alright. Moving to our performance measures. Our performance measures often correlate with crime and arrest rates, so it can be difficult to predict what's going to happen from year to year. We don't always know how people we're going to supervise or how that's going go up or down based on crimes that happen or legislation.

But for some context, in twenty four-twenty five, we supervised over 6,400 individuals throughout that year. We submitted over 19,000 reports to the court, and we completed more than 52,000 office and field contacts. And that's why, hopefully, you're seeing our probation Tahoes all throughout your communities. Our PrEP program served nearly 400 people. These numbers underscore the substantial scope of the responsibility our team carries. At the same time, this team remains committed to continually examining our processes to enhance efficiency and ensure we are delivering at the highest standard. My part ends here. I wanna just thank you again for your partnership, your commitment to public safety, and your commitment to our community that we serve. I'll turn it over to you, Jeff, now.

Thanks, Brian. Good morning, honorable board, mister Chatney, mister Cook. I'm Jeff Thompson, and I have the honor to be the administrative and fiscal operations manager for the department and work alongside a 165 of the most dedicated, best Placer County employees there is. I've never had more fun supporting a dynamic department as we have. Brian has just explained briefly.

He's got a lot more to say about that. This year, probation restructured the budget to more align with our business. And for fiscal year twenty six-twenty seven, we've actually refined it. I'd like to thank Laura White, who was our resident fiscal historian and accountant, for her work to get us to this point. It a big lift, she did a fantastic job.

So for our expenditures, our high level overview here, about 70% of our budget goes to salaries and benefits. We have $10,000,000 or so in service and supplies, which the highlights there would be our plaster reentry program, our GPS and alcohol monitoring contract, expenses for our juvenile detention facility, drug testing, and of course, the support that we put towards training, transportation, travel, of all that to educate our employees. Our revenue overview includes we do get some revenue from other counties that house their youth in juvenile detention facility. Our intergovernmental revenues include the prop $1.72 half cents half cent sales tax, some sales tax realignment standards and training for corrections, and our OTS grant. Other financing financing sources, is a majority of our revenue, includes county general fund and our juvenile and adult funding and grants.

The year over year expense comparison, the major expensing increases, as you've heard previous to our presentation, is salary and benefits have gone up to standard wage increases. We've had additional spending on training, education, travel, transportation and some additional professional and special services contract increases. Our revenue increases, the majority of that one is Calane funding that we've received that Brian described earlier. And for our funded positions for twenty six-twenty seven, our submitted is 155 total and we currently have a 2% vacancy rate and the candidates to fill those positions are actually in background currently. Lastly, I'd to thank all of our partners in the county, CEO, HR, County Council, Risk Management Procurement, Otter's Office.

They all know me by name because I call them quite often. And before we go change and put our denim on, we'd like to answer any questions we have. Alright,

Supervisor Gore.

Thank you very much. Really appreciate the hard work. I just want you to know that you had some fighting words when you said you were the most fun group of employees. The clerk recorder's office back there

was saw them.

We're making comments to one another, so it's sort of on between y'all, just so you know. Had to point that out.

Challenge accepted.

As long as we're not playing hockey, we're in good shape.

Yeah. Yeah. That's off the board.

Just wanted to give you guys a shout out that you mentioned about, you know, you having your workforce people go out and help clean our forests. We just came back from DC, and that was one of our topics is that, you know, look, we have crews that we can get in and go help, and your your team was mentioned. Well, at least I mentioned them in a couple of different meetings that say, look, we have the people. Just let me through the front door to help prevent this, but so thank you for your guys and your team. Thank you. And then, you know, all joking aside, I do encourage, you know, all the employees to come out on May 16 and and watch us all play and then, you know, cheer on your colleagues as we get to have a fun little battle playing softball, not hockey. We'd probably kill ourselves playing hockey. We're not Ryan Ronco.

Thank

you. Supervisor Gustafson.

Brian, I'm sorry to ask you to do this, but you rattled through some of the work crew numbers

Yeah.

Pretty quickly, and I couldn't write that fast. My shorthand is long past me. So would you mind going over those again? Because I think it's pretty remarkable, in addition to everything else you do, how those crews are out working with our community.

Absolutely. Thank you. So for the the shipper program, our partnership with RCD, we had two sixty one participants for fifteen oh three days, equaling 4,057 tons of material. And we're excited moving into the next year. We have big plans.

We have Aaron and Johnson from our shop working closely with them, and they've got some pretty exciting ideas coming forward to really increase that. And then for the work crew, there was 194 participants for eleven oh three total days. And if there's we're open to any kind of projects you guys have, so if there's anything that comes your way, please just reach out to us and we'll get a crew out there and we'll clean it up.

That's great. You know, we have a lot of seniors and folks in our community that aren't able to take care of their properties any as well as they'd like and ask to reach out to our office all the time. So we always rave about the work you're doing, and we get such great feedback from those who encounter some of the folks that are working on the crews and how professional they are for being who they are. They're not expecting the caliber of folks. So your supervision of them as well, and your encouragement for them to work in our community. Thank you for re sharing those numbers. Thanks for everything you're doing. Glad you are the most fun

until we hear from

the next most fun guy.

Thank for the next one, yeah.

Thanks.

Supervisor Gore. Thank you. I do have one question, Brian, and that is the difference in expenditure or expenditures and revenue is $5,000,000 from last year, or maybe that's for Jeff. Is that the grant that you received? What's that 5,000,000 comprised of?

You're speaking in terms of the revenues, you said?

Yeah, well, if I'm looking at the chart, let's see, chart number 49, slide 49. So from 2025 to 2026, the budget was at, or the expense revenues were 42,000,000 and now it's 47. So what's that 5,000,000 in difference?

Yes, so the expenses, it's about $2,400,000 in salaries and benefits. There are some assumed contract increases for JDF Medical expenses, additional training, education, travel, transportation expenses. We also had some other contract increases like our case management system for the AI piece. And then as far as revenues, we had a $2,700,000,000 increase, and that's our portion of that public safety funds, 51% contribution, and then almost $2,000,000 in CalAIM funding.

Great. Thank you. I really appreciate that.

Alright. I don't see any additional questions, so I will just say thank you so much. We, as with our other law enforcement partners, appreciate all the work that you and your team do. And Brian, it's been great to have you on board. We all love Marshall. And you've been you just really, I'm sure, made him proud in how you're running your team. So congrats on that.

Thank you. Thank you, everyone.

Thank you.

Maybe we have to applaud these

guys. Yes. All right, Mr. Fun.

Good morning.

Good morning.

How is everybody? Great.

Get ready

for some much smaller numbers. Good morning, Chair Landon and members of the board, CEO Chatney, Assistant Counsel Cook, Clerk of the Board team, Budget team. Two more days. That's right. Thanks for the opportunity to be able to present our budget to you today.

I'm Ryan Ronco, your clerk, recorder, registrar of voters. With me is Lisa Kramer, our assistant county clerk Stephen I, your assistant recorder, registrar Melissa G in the hot chair, our fiscal manager, and Sarah McCulloch, our accountant. We'd like to just shout out a thank you to Daniel Vick and Lisa Holloway in the CEO's office for their budget prep this year and a huge thank you to our hardworking team back at the office that we get the pleasure of leading at the Clerk Recorder Elections office. Let's go to the next slide. So we have a pretty straightforward budget structure, largely a general fund department under one cost center with four distinct programs.

That's clerk services, recording services, election services and no, not microfilm services, even though I'm proudly your microfilm supervisor. Our fourth program is our administrative services section, which manages the county form 700 program in addition to supporting my office. And if you'll indulge me before we get into the denser slides, I'd like to talk about some interesting statistics that don't come up in the budget numbers. We'll start with the recorder's side of the house. The recorder's office numbers are actually pretty flat.

We record around four fifty property documents a day, and those numbers have stayed mostly steady the last couple of years. Those property transactions brought in $6,600,000 to the county through transfer tax payments. We processed roughly 2,200 passport applications. However, our passport photo booth in its first full year of operation raked in over $3,000 of easy money. We're very excited about that.

In the clerk's side of my office last year, we filed just over 9,000 birth records, just over 5,200 death records, and just over 2,700 marriage license applications. We performed ten forty two in office weddings. And now for the number that you've all been waiting for, we sold 101 of sale wedding rings to those couples that came in to get married at the office. And then, of course, there's the elections office. Just under 300,000 registered voters in Placer County right now, probably by the time that we have our June election, that will be over 300,000 registered voters.

That makes us the eighteenth largest county in California in terms of voter registration. According to the California Secretary of State's 04/03/2026 report of registration, Our county has the highest percentage of eligible residents who are actually registered to vote in the state. So nearly 95.75% of our eligible voters are actually registered to vote in Placer County. It's a quite remarkable number for a growing county like ours. The statewide average is around 85%.

Placer County continues to enjoy very high voter turnout. The presidential general election, our turnout percentages are usually 83 to 88% turnout here in Placer County. And finally, because of our unique Science, Scan and Go program that was created by my office, our in person voter turnout is now usually highest in the state. For the November twenty twenty four presidential election, nearly 24% of our voters who voted did so in person at a vote center. For perspective, that number was around 5% of our voters in 2022.

Because of our high in person turnout, we had fewer ballots left to count after election day, which means we shaved about three and a half days of our post election processing. And good government groups and the legislature are looking for ways to copy our success statewide, actually. So We had a great number of accomplishments this fiscal year, so we'll move on to that accomplishments slide. You very much.

Can I just applaud you for that again?

Thank you.

I mean every time we hear from our elected officials and our department heads, we're breaking ground, and I thank you and your team for those efforts. That's amazing.

Yeah, thank you so much. I appreciate that. We will carry that back if they're not They probably are listening to But this presentation thank you so much. We have a great team. So first off, we began a 20 fourseven livestream feed of election activities in our office.

As you know, we love to be able to be a transparent office. We look to provide even greater opportunities for transparency all the time. For people who come to our office in person, we provide tours for people that stop by who want to see the operation up close. For those who want to spend a day or maybe several days in our office, we let them embed in our office and they can be able to see really up and close and personal what we do on a daily basis. However, for those people who are concerned about what might be happening after we close our doors, we have now installed cameras that livestream the most sensitive parts of our operation.

That includes the ballot counting room, the vote by mail processing room, and what we refer to as the cage, which is the area where we keep our programmable voting equipment. We'll always open our doors if we're in there working so that people can be able to be with us and see what we're doing. However, the livestream allows people to see for themselves when our doors are locked if we're back there handling ballots or working on the voting machines. Next, my office conducted the twenty twenty five statewide special election. That was a huge accomplishment.

Turnout for that election was 63%, which doesn't sound like anything to rave about. However, it was second highest turnout for counties above 150,000 registered voters and 13 percentage points above the state average, which was 50% on the dot. Thirdly, we continued our recorder fraud notification letter service at no cost to our residents. Homeowners are rightly concerned about being the victims of real estate fraud. Many will purchase protections from private companies to be alerted if a change occurs to the ownership of their property through a fraudulent document recorded.

Some counties in California also provide this service, but most raise their document recording fees to do so. In order to provide that service to our homeowners, my office sent out 14,716 letters last year without raising our document recording fees to alert people that something was recorded against their property and to take action if they did not record that document. And finally, my team implemented a new high speed ballot scanner and a new statement of economic interest or what we all refer to as the Form 700 filing system. While we were seeing the number of in person voters grow, most of our ballots are still being voted through the mail. And with that in mind, we invested in technology that allows us to count those vote by mail ballots faster than the scanners we previously used, but of course at no loss in counting accuracy.

And as all of you may have noticed this year, we are using a new vendor for our Form 700 responsibilities. While they are new to us in the Form 700 realm, they're the same vendor we've been using for years to manage our Form four sixty campaign finance disclosure reporting. We're going to move on now to the emerging issues and department priorities. Obviously, we're in the throes of the twenty twenty six direct primary election with just thirty four days as we sit here today until the election. However, the twenty twenty six gubernatorial general election is only one hundred and eighty eight shopping days from today, so most of the execution of that election will occur during the 'twenty six, 'twenty seven fiscal year.

Next, my recorder's office is moving 17,000 recorded maps to our new space saving archival map storage system. This entails moving each map from its old cabinet, carefully removing the adhesive that hangs the map in their Mylar sheets, placing the map in a new Mylar sleeve, checking in when necessary, updating our indexing information in our system for each map, and filing it away in the new storage hangars. We began this process last fiscal year but we encountered some problems. Unfortunately, most of the Mylar sleeves we received were defective. So the vendor has not only replaced all those bad sleeves, but they came on-site and brought their own team on to help us finish that project in an expedited manner, which we did appreciate.

But that's one of our emerging issues. And finally, in late twenty twenty five, Dominion Voting Systems sold their ballot tabulation system, the one that we use here in Placer County, to a company named Liberty Vote. While the product remains largely unchanged, Liberty Vote does have a product line of voter check-in stations or what are known as poll pads that we believe would help simplify the voter center setup process and speed up voter processing. Since we're scheduled to come back to you and talk to you on May 19 about that, consider this a priority preview. We will talk to you in a couple of weeks about that.

We were asked once again to prepare some objectives and performance measurements for you. All of our performance measurements fall under the innovative integrated county services critical success factor in the county's list of strategic plan priorities. I'm sure you've spent hours on this slide looking it over and getting accustomed to everything that is on there. So I'm not going rehash this much. As you can see, our objectives are to process recordings quickly, maintain a clean voter roll, and conduct elections accurately and with transparency.

Like some have said, it's kind of hard to create a sound bite, meaningful explanation of these. Obviously, factors can change this, but we're going to strive to do 100% accuracy all the time. This is our offices expenditure overview slide. We are anticipating total expenses of $15,800,000 As you can see, half of that is salaries and employee benefits. Roughly $5,500,000 is for services and supplies.

We have about $25,000 of interfund transfers. The remaining $2,600,000 is other charges, which are A87 costs and the money that we pay to the local service clubs or philanthropic organizations who host a vote center and staff that location with their volunteers. And instead of paying individuals, in that case, we provide a donation to the club for their service. Next up is our office submitted revenue overview projection. The revenue breaks down like this.

We are projecting total revenues to be $9,800,000 Part of that pie is labeled taxes. That really should say transfer taxes. As most of you know, transfer tax is a specific type of fee collected through the sale of property. I don't want you to think that that slide is telling you that we collected $6,300,000 on the sale of 101 wedding rings. That's not the tax.

Exactly, right? The next largest slice of the pie is charges for services. In a fiscal year that contains a general election, both the clerk recorder's office and the election side of my shop will have revenues coming in. We're anticipating $3,300,000 here. Dollars 2,300,000 will come through the clerk recorder's services. The additional $1,000,000 is anticipated revenue from conducting the November election, which I'll talk about in a moment. And then finally, there's miscellaneous revenues. This slide is mostly a percentage of revenues we get for collecting the state's SB2 tax. They call it a fee. I call it a tax.

It's a low income housing tax that we're required to collect via state law. And here's our revenue and expense comparison slide. First off, as you can see, my office brings in more revenue in fiscal years that begin with an even number like fiscal year twenty four-twenty five or the budget we're submitting today. Because those are the years that we have general elections, when we have general elections, many of our cities, our school districts and our special districts also have elections. When those entities have elections, my office can charge those districts for election services.

We don't bring in the same revenue in odd numbered fiscal years because those are the year with primary elections. Generally, the only entities having elections at that time are the county, the state, and the federal government. And we can't charge the state or the federal government for their elections, so the county bears the full cost of conducting those elections. So we have about $1,000,000 increase in revenue this fiscal year because the twenty twenty six general election is a billable election. However, we do believe that this will be partially offset by a more than $200,000 decrease in recording fees.

This is a trend that we've been seeing for the last three fiscal years, a decrease in that area. Now to drill down into expenses. As you can see, our expenses are up $900,000 from fiscal year twenty five-twenty six. We have a $400,000 rise in A87 costs. We have a $450,000 increase in salary and benefits.

Of that, $3.50 is employee salaries and benefits or $300,000 and reclassifying our vote center workers bumped up our extra help costs about $150,000 and we have a $50,000 increase in the cost of services and supplies. This is mostly due to increases in software support. And then finally, our funded positions slide. We're not asking for any new positions this year. We're only seeking to fill the six funded positions that are now currently vacant, and we are actively recruiting to fill those positions now.

As you can see, it's about 11% of our FTEs. But we're even in the throes of the election, interviewing for the clerk side and for the recorders or the election side. I think that's it. I probably am really close to time, and I don't want to steal from Matt Maynard. He is a Washington Capitals fan, but he's still a nice guy, so I do want to give him plenty of time to speak. But Lisa, Steve, Melissa, Sarah, and I are here to answer any questions you might have.

Great. Questions or comments from board members? Wow. No one wants to say anything to you. Supervisor Jones.

Will make comments on your new voting places that that you guys have established just a couple of years ago. Well, I think the last election.

Yeah. The the vote centers. Uh-huh.

And my community found out and they're going gangbusters to take their mail in ballots over there to have them scanned and counted immediately. I think it was an amazing concept and how many other counties are doing that?

So very few are doing what we do, which is why I think good government groups and some people in the legislature are looking to try to mimic it across the state. There are counties that will do a version of what we do, which is to allow voters to bring in their voted vote by mail ballot. They'll check the roster to make sure they haven't voted and then they have them open the envelope, but they just deposit that ballot in a box. They're not scanned in front

of

them. Essentially, it would be sign and go as opposed to sign, scan and go. The thing that I think that voters here in Placer County really appreciate is being able to see their ballot counted in front of them. They know when they walk away, they don't have to worry about when that ballot's going to be counted. They get to see it counted right there.

And that's why we're seeing this exponential growth in the number of in person voting and why we can be part of the solution of a problem that is largely a media problem, but it is a concern by many voters that think that post election ballot counting is somehow maybe flawed or rife with fraud. It has the same controls and protections, obviously, but none of us like to see a ton of ballots counted after Election Day. So for Placer County to be in the forefront of having a way to not only increase voter satisfaction by seeing their ballot count in front of them, but also reducing the number of ballots we have to count post election, I think is a really good thing, so thank you for that, Cheryl.

Yeah, that's a great feeling. We feel like we get to vote on election day but a few days earlier.

That's right, exactly. That's right. Or even the people that wait until election day. I mean, people are now encountering a little bit more of a line. I grew up in an era where if two people were in line, that was two people too many. But I'll tell you, people seem to really enjoy hanging out and talking with their neighbors don't mind waiting in a short line to be able to get their ballots counted on Election Day. We'd much rather they come a little bit early. They counter no line if they they show up in the days before election day, but we understand that voters like to wait until the last day for the last mailer, the last debate, the last whatever.

And I think your poll watchers that you put in place are part of that, the excitement for everybody because they're all very polite and pleasant people.

For sure,

yes, for sure.

Thank you.

Thank you.

Great, well thanks Ryan and thank you to you and your team, especially for your transparency that you provide to our community. I think it's it really speaks highly that there there was a period of time where there was a lot of concern and some angst in some groups in the community, and you really have done so much outreach and work to invite people to come in and see what you guys are doing. So you're like the transparency superhero, I guess.

Appreciate that.

So thank you for that.

Thank you so much. Alright. Thank you.

The most fun team.

What's that?

The second most fun team.

Oh yeah. Mean maybe even

the third most events if you

know sometimes Matt's coming up next. I think Matt's

team can be a lot of fun.

You can be tied. You can share it.

Yeah. I think that we should add to it that your staff, whenever we have to come into your office for anything, they're also pleasant. So that does make it a fun experience for all of us.

Yeah. Thank you. Thank your staff then.

I just had one announcement. I've been asked where this softball game is going to be played. It is at Regional Park in Auburn at thirty seven seventy Richardson Drive. It is a that's all I can say.

Regional Park.

Regional Park.

What time? I

believe first games are, like, 08:00.

Okay.

So BYOB. Bring your own bat.

Your own bat. Bring your own bat. Morning, mister Maynard.

Good morning. How are you?

We're great.

It's great to see you and everyone on the board, Clayton and Daniel. We are the assessor's office. Are you guys ready?

Yeah.

We're all buckled in and ready to go.

We are fun. We might not be that exciting, but we're a lot of fun. Before I start, I do want to thank Lisa Holloway and her team for helping us with this budget process this year. And with me today is Ashley Gabriel, my administrative fiscal officer and Karen Lewis, my chief deputy assessor. And Karen says that she'll answer all your questions if you have any.

Alright.

So much like the recorder's office, we are pretty straightforward. We're a general fund office and we have five programs that come out of that and it's appraisal, assessment, mapping, technology and administration. And some of the accomplishments that we did this year, we were always very happy when we have a timely completion of the property tax roll and we were able to do that for the twenty five-twenty six assessment roll totaling more than $117,000,000,000 So that was just under it was like 5.8% increase I believe from the year prior, which is a nice steady growth. That's not anything that's too alarming either too low or too high. So it looks like we are in a nice stable pattern which is always nice to see.

Of that, we did 14,000 transfers in completing that role and 6,500 new construction events for that year. And so I just want to point out that we did all this with 85 full time employees. We have 44 appraisers that are licensed in our office that do all this work. And so they really go above and beyond. They work really hard to get this done every year. So I just want to thank them so much.

Matt, could you just clarify? Did you say 1,600 new homes or parcels assessed? 6,500

new construction events.

6,500 new construction events. Thank you.

Yes.

Another accomplishment, have successfully redrawn over 140,000 parcels in our mapping project where we have been, it's a multi year project to remap every parcel and draw them from the ground up in Pasture County so that we can get our information up to date and have our maps as accurate as possible. And that's also part of us converting to a new GIS system which will be much more efficient and it's gonna offer a lot more applications for the public to use, that they'll have a lot more information at their fingertips that they can look through. Things are slowly evolving into more of a visual map type of way that people like to look at things, And so GIS is kind of becoming more popular with the public. So being able to offer these new things is going be great. This project is on schedule and it's supposed to be wrapping up next year as far as the remapping and then we'll begin training phase for our staff to move into a new GIS system.

And then we also we had redeveloped or we developed our own in house application for mobile work on a phone. So our appraisal staff could go out in the field and take a phone out with them when they're doing their inspections, take pictures, have access to information. We've continued to refine and improve that this year. And it really reduces labor hours because when they come back to the office with that information, it uploads into the computer system. They don't have to manually move it and type it over like they used to.

So that's been a really great success for us. All right, so emerging issues and priorities. The first one I have on here is one that's tough on our office. It's prop 19. You've heard me yell it from the mountaintops.

We are greatly impacted by that new legislation that went in 2021. I do have some numbers here because I knew that you were going to want to know the most recent. Yes, yes. So we only have totals for the twenty four-twenty five tax year because we are still working on events for the twenty five year. But in just the twenty four-twenty five year, the total monetary impact from Prop 19 was 956,800,000 was how much we left off the tax roll because of the Prop 19 exclusions.

And I think I'm sorry to interrupt you right there. That's $956,000,000 from county, special districts,

schools,

every agency that depends on a percentage of ad valorem. And I I keep sharing that number with our communities as we see demands going up and yet this is an unfunded mandate. I mean basically we were supposed to have some sort of way to get this money back.

And that is the difficulty is for us to administer this we have to actually track it. And we have to track them in perpetuity because if certain conditions are not met with the property then they lose their exclusion and we have to restore value back. But we have to track each one of these forever to make sure that that doesn't happen, and if it does happen, that we catch it. But the other thing is we have to report all this stuff to the state because they are supposed to be tracking this and they are supposed to be reimbursing counties for these losses, But to date there's been no money put in that fund in the state even though the law specifically says that it will.

So how much interest could we charge the state the back?

Well, and Cal like Fire was supposed to get a huge portion of that money as well. So there's just none there. So that was all part of the bill when it was passed.

So that was one year only and that year will continue plus grow as?

Well, so the total so far

Yes, I interrupted your presentation.

Since implementation because I know that's also we're looking at $2,450,000,000 as of the 'twenty four events. So 'twenty five, of course, will add to that. And we'll just keep tracking it and moving it along. But another thing that I know that you're interested in is kind of who is moving here. And so the top five counties that are transferring their property values to our County, Sacramento, Santa Clara, Alameda, Contra Costa and San Mateo.

And so people are selling their homes in those counties for very high prices and they're transferring their low base year values to Placer County when they buy their new home here and that represents the loss. We don't get to enroll market value when they purchase it. We have to enroll their transferred base year.

Do you mind if I ask a follow-up question, Matt? So how many properties, like how many homeowners? It's 2,450,000,000 in lost revenue, but numbers, raw numbers.

Total, I think we have 30 it looks like 3,700 homes.

3,700 people who have moved from other areas and used

Yeah, and that we have tracked as a Prop 19.

Thank you.

Some people have gotten a Prop 19 and then are no longer getting it. But this is the total.

Do they no longer get it because they've expanded their property added on or done some type of improvements? How do

they That's the other thing. When you use Prop 19 you actually have two years after you move into your new house to build anything that you would like. Only two years. As long as you have extra room in your base year value. So well, it's actually extra room in your market value. So if you downsized, you're going to have a lot of extra room from what you sold your previous house for to what your new house is. So we have to track that too because there's instances we get permits and we have to enroll the improvements and put them into our characteristics, but we don't get any money for that.

Got it. And then if they go above it, that's when it kicks them out of the Prop 19.

Yeah, or if it's no longer their primary residence. So if they transfer their homeowners exemption or they start renting out their property, then it's pretty obvious that it's not their primary residence.

Thank you, I appreciate that. I haven't actually asked you further questions about this so it's helpful.

And one other question. Do we know how many are transferring their property values out of Placer?

We do and it's not a lot. I think it was under 100 if I remember right. I don't have

that one.

So we are very impacted compared to many counties in the state.

Absolutely.

Those are real dollars

that we're missing. And everyone wants to live here and that's a little bit more affordable than the Bay Area and so they get more for their dollar up here.

So does that exemption go away if they transfer it to their kids or a kid or?

No. Their child makes it their primary residence. Right, okay.

That's what

I thought.

Thank you.

Yes. And each person can transfer their base year three times in their lifetime. So if you're married, as a married couple, you could do it six times. So yeah, I mean, yeah. That was was a good one.

So did you say that when someone does that, when they use that prop 19, do they lose their prop 13 protections?

No that's what comes. Their prop 13 gets to come with them.

Yeah I know how it's affecting our income

in

the county so thank you.

Then another emerging issue for us with all the growth we have continued increases on assessment activity in South Placer. I mean thousands of new homes are being constructed. We had 37 new subdivisions in the 2025 calendar year And so with our office, we have to value the large lot sale when somebody buys the large lot, then we then have to process the subdivision maps and create all new parcels. Then we have to start valuing the homes as they're being built and then we have to value the homes once they transfer. So we touch that many times for all these new subdivisions.

And I think that's going to continue to affect us and impact us is our ongoing mapping project. It is on time, but it does strain our resources and our staffing as we have to spend some time working on that project. Another priority for us in the upcoming year we hope is satellite office expansion to the South Placer area. We're going to increase our services to the public. Vast majority of people are moving to the South Placer area and we really need to have an office there that people can come into easily.

And workstation functionality. So we would like to replace our workstations because we have Herman Miller that was original to when we first moved in. I believe it's like 28 years old. They don't make it anymore. As pieces fall apart or break, we can't get replacement pieces. So it is time to address the situation. We've been making it work, but that's something that we're going to be looking to do. And then another one is maintenance and protection of historical maps. So we have some old books and old maps that have been pretty neglected over the years and have just been shoved in cabinets or under a desk or boxes. And some of them are in really bad shape, but they're very valuable.

And they're historical documents that we really need to preserve. So they're like mining claim maps. They're unrecorded Haley maps. And 1905 Platt book that the binding is really falling apart. So we'd like to work with a restoration company to get those preserved. The Platt map is really neat. I'll have to show you guys if you come by and see it sometime because it's got all the old owners in 1905, the owners names were written on all the parcels. It's really neat to see that history. Our performance measures simple and straightforward annual property tax will delivered accurately and timely. That's always going to be number one.

We've always been able to do that. I anticipate we will continue to do that because I quite frankly, demand it. So that's going to be done. The migration from CAD to ArcGIS Pro, we've talked about that briefly. Kind of telling you where we're at. Phase two is now complete. We're going to be complete by the end of the year, very close. And then we'll enter Phase three which is the training. And then for the first time this year we're going to publish an annual report. So I've asked my staff to start putting together all the numbers and information that we're going to need for our first annual report that we're planning to do each year.

And that report will go out to the County, course all to all of you, to our jurisdictions and to school districts so that they could see kind of where all the numbers are. All right, our expenses, the 80% of our expenses are salary and benefits. We really don't have a ton, we have services and supplies that cost 3.2, we do a lot of mailings, we do value notices each year that goes to every property owner in the county. So that's a big majority of our expenses. This one's pretty straightforward.

We're not a revenue ing agency. We do get revenue reimbursed for our administration of the supplemental tax roll. And that's the majority of that revenue that comes in. The $200 miscellaneous that comes from our historical aircraft filings, are $35 to register your aircraft historically and get an exemption. So I mean, we don't have a lot of revenues coming in, but I mean, a property tax roll is a pretty big revenue.

So I don't get to count that on here. The graph would look drastically different if I could do that. Here's our revenue and expense comparison over the years. Revenue is really close because the workload has been fairly constant in the last few years. And the main increases to our expenses are the salary and wages and the benefits going up.

And we said that 87 funded positions, 85 are filled. We do have two full time vacancies right now but we're kind of waiting to see exactly what we're gonna need and how we're gonna have to staff the Rockland office when it comes up. Yeah, we've been able to keep our staffing levels by really utilizing technology where we can and taking advantage of it. So that's allowed us to stay pretty stable. And I think that's it. Is there any questions?

Okay, Supervisor Demetay.

Sorry, thanks Matt. I was just thinking that you said we're leaving $956,000,000 almost on the table plus close to a couple billion. Is there a way to track? That's a lot of discretionary money that people are probably bringing in and that they're saving here. And I guess I've probably asked budget and is that money being spent still in Placer County where, like, we're having record sales at the malls and car sales here in in Rockland? I would just try to see if that money is really not leaving Placer County, but it's actually going to goods and services in Placer County.

I mean, I think that it would impact everything around as people move here. So, you know, and as the commercial centers are constructed to support that growth, I mean, they're gonna have a little bit more money to spend. Right. Yeah. So probably

not a net loss to the county, but maybe positive in the overrun of other businesses.

And I do think that just the sheer growth and people that aren't using Prop 19 is counteracting some of that.

Right. Thank you. Good job.

If I could follow-up on that though, really when we look at the continued generational wealth and the driving demands on housing, they can then afford a bigger house, right, because they're transferring this, and driving housing prices up too. So I mean this, everything has a if you have less taxes, can afford more in the house. And so they're counting on that and that is affecting housing prices. I'm sure as we've seen our continued median housing prices go up. So this is a real concern I think in general because even though they do, I agree, they probably do spend some of that money.

As we get older, we tend to have we spend less, we do participate as much as younger families do when they're spending almost every bit they have in discretionary income. So I just raised this concern that I think we should continue as the board to talk to the state about it. The bill said we would get refunded for this. We could designate it to housing where we have a shortage committee that you're working on back there or or whatever we need to designate it to. But I think it's important for us to fight for that money to be if it was in the bill that the voters passed, the state needs to reimburse us.

And then we can have that opportunity to offset some things for our county and for our school districts and our fire district and everybody who's losing revenue. People are moving here because of the tremendous investment we make in public safety and quality of life. They're benefiting from that and yet they're not helping us achieve that.

No, agree.

Yeah. They're gonna move somewhere, I guess, with that money. Many move to Nevada, many move to other tax states, so then they don't have that worry. We see that all the time too.

Unfortunately, think it's gonna take litigation. I think it's gonna take somebody suing the state and

Well there must be a group of us counties that could do a class action county council.

You wrote that down?

That proposition was passed a long time ago, so I think there may be concerns about statute limitations, but we can certainly look at it.

Well, we're just seeing the impacts now. So when it passed in 2019, was it? No.

It was 2020 and I think it went active 2021.

It went active 2021, but we're just seeing the compounding of these impacts now as one county that is a recipient of so I don't think they anticipated the full fallout of that. Anyway, something to think about for our board as we're in Sacramento.

Yeah, and I was thinking about that, Cindy, with being on the CSAC board. The challenge is that the counties that have benefited are the Bay Area counties, at least in our area, and and Los Angeles County. And so those counties continue to have a backfill when people move into their communities. And if we try to get a legislative fix, the challenge is we're not gonna get Bay Area and LA electeds to be willing to make a legislative fix.

Because it would have to come from those counties.

It has to

be They

have to make those members vote

for it.

So that it will be challenging.

But it's worth talking about, but that's unfortunately the political dynamic with it. I do have a question, Matt, and it always for me comes back to Bosch, and I know that they're just getting up and running. We're just now assessing their property and their personal property. And I think that's a question that I wanna work with you on is how does that increase? I know they've got some pushback on the personal property because they didn't anticipate the state of California's laws maybe, I don't know, but they are pushing back a little bit.

So I'd like to just have those conversations about how much additional revenue we are receiving from them in property tax, personal property tax, because it really is my intent not to just have it all go to the general fund and us think about how we utilize those dollars to mitigate effects in community for other purposes.

Okay, absolutely.

Yeah, thank you. Yeah,

Matt, my question on the Prop 19, how difficult is it to qualify for that? Because it looks like the state was specific as to what you have to be eligible to utilize Prop 19 or is it just anybody and everybody's being able to use it?

Essentially if you're 55, that's how you can transfer your base year between counties or in the And same then the other is just it's between parent and child and leaving property to them. So those are really kind of, there's very few besides the requirement of it being your primary residence. So that's, they were trying to get away people doing this with rental properties. And unfortunately, there was a real famous case with, it was the Bridges family, like the actor Jeff Bridges, and they had a home in Malibu that they had left to the children. The parents did, they left to the children.

The children had never lived there and they were renting it out for it was like 20,000 a month, but their base year taxes were based on 1978 base year. So that was kind of the one that people put up like this isn't fair, they're getting an advantage. What this has also done is that it really has eroded the main way for people to transfer generational wealth. So before under the prop 58, used to kind of be the exclusion that you could leave property to your children, you could also leave, it was any type of property. So if you had a small business or anything or a rental property, you could leave that.

So like we're seeing in Tahoe, not a lot of people like to live in Tahoe year round as their primary But if they don't, when they transfer it to their children, we have to value it at full market value. So they lose that.

So my concern with losing this kind of money in our revenues to the county, When we're talking about, you know, thinking of other ways to get revenue in for spending, maybe building affordable housing and stuff like this, what I see is we're growing the population, but we're not figuring out a way to grow our revenues for the services that we have to provide. Because you know, we keep growing and growing and growing, but we get less and less and less money to pay for all of the services that we need to provide all of our new residents. So I think we need to think of other ways to increase our revenue to provide the services also. Any ideas?

No, that's I will will leave that to mine's much greater than mine. Thank

you Matt, appreciate Absolutely, it thank you

and thanks to the team, what great work.

Thank you.

Yes, thank you very much. Thank you for being our friendly neighborhood assessor.

Sorry, Chair, can I? Oh yeah. Just, Matt, if you could, my understanding is that assessment appeals have decreased over your tenure as our assessor, and I think that that might be an important thing to note to the board, especially since we have partners at this table that assist with that process, but also just as a testament to your team for the good job that they do?

Yeah, thank you very much. They have gone down. We're holding pretty steady with our numbers each year. I don't know that we'll ever get below that just because it's just the nature of people. There are some people that just don't agree with how much they pay in taxes. I'm one of those people by the way. But we haven't the big thing that hurt us was the huge market crash in 2008. And we had, I mean, just thousands and thousands of people that were appealing. And so that took us a long time to dig out. But we've gotten pretty good, our appeals team.

We put a dedicated appeals team that's all they do is handle appeals. So they get used to working with the tax agents, working with the public, they know the system really well. It's helped streamline the process. So thank you.

And just one last thank you too for all the mapping that you're doing. It's amazing to me that you accomplished so much so quickly. That's a lot of work, isn't it?

Yeah, is. And we have wonderful partners that are helping us. We are not we're using a company that specializes in this to help us. But they've been wonderful.