Legislative Meeting - Regular Meeting

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Oh my god, that hotel. Okay, good morning everyone. It is April 27th, 2026. Uh let the record reflect that we have four commissioners are present. Commissioner Jordan is online and Commissioner Karns and Waldorf and Brooks are in the conference room. Um we will go ahead and get started. It's our nine o'clock strategic planning meeting. We've been off um back in DC for a week. So um we got lots to talk about it sounds like. So we'll go ahead and get started. So we'll start with Vicki. I guess Vicki and Ashley and Sean. She's all on you, Vicki.

Tessa and Tessa. So, yes. So, we have So, Ashley will be taking the lead in doing a quick little explanation. So, thank you all for having us here again as we talk about the resources that are needed to really get best out of workday.

So, we are back. Um, Commissioner Brooks, you had asked for um information and a presentation on the governance side of how um we made an ask a couple weeks ago um requesting um to be utilizing guide house for a bucket of hours moving forward for this year and then also to um partner with workday and purchase their workday success profiles. Um and so we had talked through that a couple weeks ago and then uh we had uh been requested to come back and provide additional clarity around how we would be um kind of using this service but a different lens really talking about how we're going to be ensuring that we're using these things appropriately. We're communicating with the staff getting feedback. Um what does that structure look like to support the ask that we requested? So we're here to chat about that today. Um and so from a framework perspective, um recognizing that when we continue to move forward and support the new product that we're working through, um we do need a strategic team model. And so you'll see in the coming slides that we have roles and breakouts. There's a dual uh vendor model approach that we'll be looking at. Um and a team size has been defined for each of the different roles and teams that we're looking at. Um we focus this around the operational processes that are going to be critical to ensure that we are um doing the things that we need to do within the system for payroll, HR, IT, finance, right? That we're really making sure that the operational processes are supported and we're choosing the right things to move forward to optimize and to work through. Um and so we'll go through the intake workflow, um the tiered support model that we have and then the rolling adoption process that we would recommend. Um, obviously there's going to need to be governance engagement. Um, and so we'll chat about what that looks like from a workflow. Again, more support and then adoption. And then last

but not least, um, obviously we need to make sure that there is value in what we're doing. And so the projects, the optimization projects are able to be adopted. Um, and that we're understanding what staff needs, but also what the system can do and how we're able to roll these things out to be more valuable to the county. Next slide, please. So what you'll see here um is really showing how we're going to be able to track the success of a dual vendor governance model. And when I say dual govern or dual vendor governance, it's because right now we're talking about continuing to utilize workday for a period of time as well as bringing in the WSP domain product. And so we really will have two vendors helping us continue through optimization and finding solutions. And so we really needed to make sure that we are looking at um what do we need strategically and what's the health of the platform against the tactical day-to-day guide. So we'll really be using guide house for tactical day-to-day fixes initially and um workday will be more of the strategic healthy optimization projects. Um we have an intake flow that you can hear. Um so you actually can see the process build for the flow. Um and so as we get information in um we get new issues or requests or people can't log into workday um people will be submitting workday help tickets um from there if it can be resolved by the case that first box is where we we don't need to move it forward. If there are things that do need additional review that are going to need system changes that's where it moves forward to the ERP admin and governance team which is that internal support team and we'll talk about what those groups are on the next slide. Um but those people will then be looking at the issues being brought forward from our employees from our users and then saying how do we need to tackle this? Do we need to tackle this through guide house with the hour support or do we need to actually be working with WSP and

moving it through and ask an expert potentially utilizing optimization projects. So there is a flow so that we can ensure that as these requests come in they're being tracked. We have visibility to them. the right decisions are being made by a team of people who understand what the ask is and then we are finding solution in the appropriate way.

While Ashley takes a breath there, um I just want to reiterate um that workday help is a module within workday that all um users of this system have access to and they can log a case. Um there are multiple case types. There are finance case types, HR case types, payroll case types, IT specific ones. um ones for enhancement requests, things like that. So, um we have kind of a wide breadth of help case options that people can start um to put in requests if they have um concerns about system functionality questions, are running into challenges. Um there's one for the payroll stabilization team. So, if people find um payroll related things, we've seen a lot of people automatically utilizing that tool. Um it was actually really great when we first um started payroll in workday. We had a number of folks in detention that probably had never been formally trained on how to log a case had found the guide on how to do it and logged their own case. Um so we were seeing we're seeing good utilization of it and we definitely are going to continue to drive users there as our primary input um for generating this workflow um for decision- making and how do we best optimize the system. Um but that's definitely our first focal point for engagement for all users. And to Tessa's point, uh, we've been doing a Friday newsletter that goes out to all county and I want to say it was almost four weeks ago, we put out the help desk information. Here's how you log it step by step. Here's the pictures on how to get there. So, um, that has been sent out to employees. It's also a user guide that's out on our workday help site on SharePoint, but step by step walks people through it. And to Tessa's point, we've seen a lot of engagement with it. So, it's been really successful on getting user feedback in a way that doesn't get lost in someone's inbox, right? Because that's a fear. We don't want that someone's randomly emailing us

because that's a quick way to lose an in email. And so we have directed people to be using this and we've been getting a lot of really good feedback from our line level users. Next slide. So this slide, there we go. Explains the different tiers that we believe are appropriate for governance. Um and I'm going to start at the bottom and work our way up. Um so for quick decisions that we're getting in through health um there's a core team of support members of subject matter experts workday consultants guide health consultants change leads and IT management who will be meeting weekly to review things that are coming up that can't be resolved quickly that someone in the system isn't able to just quickly resolve through a health ticket ticket. Those people will also meet ad hoc if needed if something really large comes up that obviously um needs to be addressed quickly. Um but this purpose is for standardization and quality to make sure that we have consistency with our configurations and our processes. Um they're reviewing impact analysis, change control and reporting. So this will be a weekly standing meeting um with employees who are at the line level of working in this space. Um and the people that have been really focused on this um that are not often not department heads and directors, they are our subject matter experts that are actually in there doing the work and have been doing that work. For approvals, um the governance committee would be that next layer. And so for large things that are going to or even midsize things that will require an actual approval, um we have recommended a governance committee that's strate strategic and tactical. Um those people are finance leads, our HR leads, our business partners, um project managers, change leads, IT leads. Um and there will be standing bi-weekly meetings. Um there already have been weekly meetings actually right now. We've been meeting

weekly for a few couple years now actually. Um eventually our goal is to move those to bi-weekly. Um but we will continue and then at a point that we feel that we're comfortable, which is likely at least a year from now potentially moving those to a monthly meeting. But we obviously have maintained weekly for a couple of years because we haven't felt ready to move to uh bimonthly yet. But when we feel that we're ready, we'll start moving to that space. Um this is really to make sure that we are using our hours appropriately for guide house. So approving hours and what they're being used for, ensuring that we're staying on a joint road map so that we're using both systems, both groups appropriately. um we're planning for resources and making sure that we are not um overutilizing the different options that we have and we're planning for what should we be using those resources for as well as prioritization um providing direction and decision um and then just organizational communications and so we would continue to follow the model that we've been doing um that has a user. Um the next group up is this top level changes and that's periodic oversight. So this is the executive committee. Um and what you see in other entities when we went out and we asked what others are doing, what others have done is this executive committee is consistent of executive members and sponsors. Um and they really are there to provide strategic direction and changes if we need additional funding to evaluate whether or not that recommendation is appropriate or the scope is appropriate to then bring to this team to this board and request. um really looking at at it from a much higher level lens and making sure that we are um continuing to move in the right direction for what's best for the county resources. Next slide, please. And so what you'll see here is just a deeper dive into a division of responsibilities between Guide House and Workday. And so um really looking at whether it's tier one support, strategic

guidance, um educating us, meaning continuing to train our staff to be successful in our FE in our system moving forward. Um adoption of new initiatives or optimization projects and then just the system health in general. You can see that we have very clearly defined two different buckets whether it's guide house but what we we would be using them for support on versus workday what we would use them for support on during this continued transition where we are requesting to have guide house to work with us and then eventually full-time move to WSP. Next slide please. Um, additionally, we know that it's going to be important to measure the value that we're getting on these things, especially through workday as this is a five-year contract and there, uh, we want to make sure that we are getting basically all of our bang for our buck, right? Um, and so through here, we want to ensure that we are focusing on what operational improvements we need to be doing in order to boost morale and our user experience. Um, what upskilling we can be doing with our internal team. um as we are reducing dependency on the external comp uh consultants over the years. Um and then additionally, workday includes 15 plus services that you'd have to purchase in each individual bucket if we didn't use the WSP um component. So making sure that we are understanding and using all of those components. Next slide please. Um, additionally, this slide really talks through um, again just different optimization that we see coming at us and what success is going to look like. We want to make sure as we're walking into this that we have detailed information on how we could measure success to make sure that we aren't out products that we're not actually utilizing and don't have a goal in mind for what we need. Um so for this WSP would help us realize faster and higher goals um than if we were to not utilize

them. Um as you can see here um our current optimization configuration we have different orders one two three and four that we would like to have target adoption and priorities so that we can better utilize our staff efficiency and then avoid additional costing that could potentially come at us if we don't have the right pieces in place. Um what we found from other users with workday who are doing WSP is by year two customers have hit a 70% value realization and about a 50% without. So if they don't have this continued support um by year five it's actually 125% value realization versus 100%. So we do feel that by um making this investment now it helps us to get to a better place in five years where our system is running in a way that supports the county our needs and all of our employees are trained and able to a be successful continuing to upkeep this movement. Next slide please. So our next steps um are to finalize the agreements and the routing rules that I showed you um and just working with the governance team to ensure that we've crossed all our tees and dotted all our eyes um to we have already activated the intake of uh workday help and so uh and we did publish guidance so we have done that but just continuing to push that message out to our employ we can continue to get their feedback. Um, we do have the governance meeting that's meeting currently, but we do need to set the cadence of those other two groups that I talked about and actually get those on the calendar. And then, um, through governments, we also want to launch some reporting program visibility tools. Um, I'd love to call them dashboards, but I just don't know yet if we're going to have dashboards in the traditional sense that we all think about dashboards. And so, we're really looking at how are we going to have regular reporting and visibility to the

work that this team is doing. Um, we also talked about um how do we continue to seek out employees information in the future and we've talked about things like potential surveys or lunch and learns or things like that. Um, but that'll be for these governments uh tiers to really talk about as we start getting past just the getting the system up and running and working um and being able to actually have some breathing room to be more strategic on what other ways than just help can we pull some of that information out for our users. And the next slide is just any questions that you guys have for us. Say thank you because I think this gives me more assurance that that there's a process, you know, um except I heard you said Texas and your group, you know, if we don't have the trust of the employees that are working at it, it's going to make continue to make a difference. I know lost some of that with what's what's happened. So it's like so we needed to make sure we gain that back and make make people you know not everything can be fixed as we know but if we don't know what the issues are and we don't have the mechanism to understand and get them support that's where we can push down from the top all we want and if we don't have the support of people putting them into the system it's going to make it really future. So this gives me confidence, you know, seeing it laid out like this that that we have kind of a measure, a way of of getting that information and and listing and making changes and a way of looking at those contracts and making sure that we're maximizing those contracts and using those hours to the

best. So looks much better. Let me give a shout out. So this is Frank and Josh are are our two project manager admins that put this PowerPoint together. So I'm here presenting it, but they did the work on this and they have spent a lot of time and energy working through this. And so um while we are here giving this presentation, I want to ensure people recognize like the team is really invested in doing this the right way and in measuring this. And we have two really key people who have done phenomenal with this. And so um there really are a lot of eyes on this more than just us as department heads. The people living and breathing this that are responsible for workday really puts energy into making sure that they can manage this moving forward.

Thanks because that's yeah it's key. Thank you for putting this together and everybody who worked on it. So I was looking at the cost avoidance piece. So the so we the guide house we know that they have like a hourly rate for basically um fixing or helping us fix problems. So that's how we're going to track by by uh using all these other systems and and going with the workday success plan success plan then we can track that we wouldn't have to pay the guide house hourly rate

um guide house we will end up using all the hours from guide house there's quite a few topics and situations that need to be addressed well that we've already committed to yeah so that I think it talks about like maybe future cost avoidance, right? Yeah. Hopefully being done with guide house at the end of the six months. And by the way, the dashboard is a sample. Those those are not numbers that have been agreed upon by anybody. They're just at this point they're just placeholders to give you an idea of what it got. Okay. Don't hold anybody to those exact numbers. It's just a sample. It's what suit

but I think it's good to have you know set some goals and to track you know how we're doing in each quarter and each year. So um when you talk about overall adoption increases, the overall adoption increases, what what does that mean? Like getting or parts of our organization that haven't adopted workday to adopt workday or what does that mean?

We have a lot of uh groups still using spreadsheets, still using things, other systems, right? And then they're kind of using workday how they should be, right? So from an adoption perspective, it would be that we're seeing like Q2 that 10% less right of that spreadsheet utilization that we're seeing in the field or we're able hopefully in the future to turn off maybe some of our other systems that we're still using that we won't have to in the future once we have workday configured in a way that um is easier for the users to use. Like a good example, I forget what it's called on the FIN side, but like the electronic reader, uh the OCR reader for invoicing.

Yeah, like right now we're still getting paper invoices in. We have departments that are scanning and then hand keying, right? There is an optimization in the future we could look at that would substantially minimize the amount of work that goes in on the front end of that. That's a workday optimization. It's not something we can do and we would very clearly be able to see a percentage of once that's rolled out and adopted of a shift away from the manual paper process handy to a system being able to be doing that work and being adopted fully in that space. Um, so is the contract on today's agenda? I apologize.

So have signing authority or um and um Ashley both via this contract. It was one master contract Heather reviewed um for the senior director of HR or senior director of finance and administration are able to um sign any change orders on both the workday contract and the guide house contract which is what these are both being presented as um both we want to obviously. Yeah. So if we have your hand we can get those signed.

That's good. How much are they again? The additional 130. Yeah, the guide house contract is a 130 and as I understand it, there's about a $120,000 pocket left. So that's going to be kind of wash. And then the workday success plan, which is a five-year commitment, is I remember 212 something. Yeah.

Yeah. 212. And again that that includes the additional tenant which uh will be a stable tenant. It won't be refreshed every week um like our sandboxes where we go play. Um, and that additional spending is absolutely critical because we have changes and builds that need to be done that can take weeks to work our way through and we can't continue to rebuild the test every single week.

Um, I think it's one of those things we got to figure out how we how we pay for it, but as additional funding as we keep saying maybe less funding. This would be fund balance. That's the that's the location of funds for this year for the current year and then we would um put it into the budget the it model for the next so it would be a couple hundred,000 220 give maybe 230 extra delta on the guide house correct. is an annual charge, right? It's an annual charge for five years. Yeah. The 212 is not not the one,

right? We talked last time about trying to the ID budget as best as possible. Correct. Okay. That is our primary initiative. Magic aud house and 21177 for Yep. I remember that. There we go.

Okay. Well, I'm I'm much more comfortable that we have, I think, a better plan how we're going to use those dollars and how we're going to use those resources. So, and and build the trust of of the users. I'm okay with it. TM head nods to go forward. Thank you. We appreciate your support. Thank you. Thankfully for all the hard work.

Okay. So then we got here, right? Good morning. Good morning.

We go next slide.

Oh, good morning. Uh, follow discussion from I think two weeks ago about work crew. So, we came back with a little more information. Hopefully we have everything we need. Um so including the budget uh for work crew staff operational costs we include both just for the fair as well as what do we take for the rest of the year. U potential issues we have we've really looked into it since our last meeting is eligible inmates going to be an issue. So as of last day and time last week when we made this we had 10 inmates in custody that were eligible to go out. So, it's going to be more of an issue than have been in the past. Not a deal breaker. Tends a reasonable number, but um just mention that. So, and then the other is we included after talking more with Jason as well as with the work crew sergeant uh ramp up time. If we went and did the fair, I guess maybe we cover that later on, but if we go and do the fair, we'd want a couple weeks of ramp up time before we bring them into a kind of a more uh more visible area like the uh work crew. They haven't been out since last December, December 21. They're back in custody since then. So, just as a side note, we talked a lot about uh housing the inmates. As of today, of our capacity at Geiger's 178, we have 174 out there. That doesn't include the crews. So, if we brought the inmate the work crews back, we want to put them in a separate building. I think we discussed that quite a bit last week uh to keep because of the contraband issues and that building's not open and those officers went back to other work spots. So, and we couldn't really fit them in anywhere else right now because we are full on. So, just questions about that side. I think we break it down a little more future slides. Okay, next slide really just looks at number of eligible inmates. A lot of the

things working against it and I talked about it last week was that um or two weeks ago uh a lot of the inmates are still on detox protocol before they go even get out to Geer. So that is limiting our numbers. Um and then just the other things that keep them from going out there. Um, so Jason, Lieutenant Robinson keeps them out on site for 72 hours to make sure they're they do well out there in different uh living environment out there versus downtown jail for 72 hours before they go out. And just a lot of them are released before they leave. So what was is it what's the size of a typical crew again? five or six or how does that go in terms of you have two crews?

It's based upon the total number it makes we have available. So we try to do number five to seven number you're seeing a downward trend there too because since December we haven't been filling work growth so we haven't been aggressively screening the population. So that's part of that down for trend you're seeing on on the graph there is this since December we haven't been screening to fill groups so we haven't finding the population is address so there could be more the there could be more than 10 it's just that you haven't been screening to

the snapshot of of prior to December kind of gives us a baseline okay but again it's that again We're forecast in the future too if we're going to just do the fair that would be September. So we don't really know what our population Okay.

might look likely next year or four months either. Um next slide. So basically this breaks down the budget needed. Uh staffing is 433,000 about 9,000 a week. Uh a building to open that. That takes the four officers to bring back u about about 392 about 8,000 a week. So about 17,000 a week to learn work and that's using those officers right now are filling basically filling overtime positions and it's overtime noticeably down almost inventory right now.

Question about that. So on the opening of a building when we chatted we were looking at numbers and it was only the top number. We didn't have a discussion about the 392. So when I was thinking about the revenue and the potential to bring in more revenue, I was really thinking about that higher numbers. is news to me and I'm just wondering is there are there any other possibilities there or is that what you feel is absolutely necessary?

Well, directors I'm sorry, directors Farber mentioned that and Jason and I have talked a lot since been since our first meetings with you and and communicating those inmates separate. I mean, we're really pretty adamant about keeping those inmates out in the community. We had a work crew overdose last year and we were able to u provide first aid to them and it was turned out okay but uh keep mixing that group with general population. We think it's a bad idea. So not put them in a separate building and then then geer's full right now. So if the population was down maybe 20 or 30 and then we could use we think we could use B building B1. But right now B1's full as of this morning B1 like we said before being full. So potentially if they took a week in time or a month in time maybe but over long term I don't think we can and keep them separate. That's I guess that's our challenge. Is that accurate? Yeah. And we've always kept them separate. Um directors mentioned that well years ago they were down this was plus 30 years ago. Um they were in a tank downtown. We currently use that tank for keeping DOC amates separate. still kind of related to the fenol epidemic. So, um we use that DOC offenders off the street to keep them. So, it's a bigger challenge than maybe it's ever been before. It's just really important to keep them separate because they are out in the community and bringing things back in.

And the piece on the piece on the budget side, so that line there that opened Geer is in our housing cost center. So, it's outside of the work crew cost center because it's just housing our general population. So if you're looking at just the work crew cost center, those costs aren't there because they live find the customer website. And I think it was in our presentation. I don't think we got that far. I think we ran out of time whatever two weeks ago. Do any of those co assuming there was a reopening of a building just for work crew? Do a portion of those costs get allocated out to jurisdictions? If it's

100% of all of our costs get allocated out. whatever's left over gets allocated out to our advisory agencies. And I think a slide a little later we break it down for just the uh uh did it for fair if we as well as just doing it for the rest of the year and it includes the cost allocation. Nick C can I ask the the 9,000 the average budget needed per week um how many weeks tradition like we go back a couple of years how many weeks was the work crew out? Were they out 52 weeks a year?

Correct. Taking into account their vacation time and sick time and whatnot. We had enough schedule that was pretty consistently entire year by design. We built this whole schedule to keep our crews occupied the entire year. So, and I think the slide actually gets cut off. I think right there we we uh budget this for 46 weeks assuming their time off. Oh, okay. Yeah, I think it's just cut off. It's just doesn't show on the screen a little bit, but at the very bottom that's for 46 weeks, assuming that they're pretty senior officers, so they have a lot of leads. In a normal week, is the work crew out there five days a week? We we run four days a week. So, it's four days a week, four times. Okay. So, there's there's an hour on each side to get through and get to their location. So, that equates to eight hours on site doing work. So,

okay. Um, and I don't know if you remember last time we met, we we gave you kind of the synopsis. This is pretty much draws out the kind of a I tried to date it kind of give date ranges but between our our our groups and we have we have unmet demand also that we just you know haven't been able to meet because we only have two crews now. We used to have seven crews and we were able to keep that schedule full also. So we've just had to be in a position where we kind of prioritize and cherrypick just because of these and we've added revenue, right? Am I right? Did we add revenue? Yes. On this Yeah. sweet bedroom. You want to hand those out?

That was the same slide I I presented last year, but I last meeting, but I had

and just to be clear, that's a two week or I'm sorry, a twoyear block. Well, I knew that's two year block. So, the numbers are maybe double expected. We have a total for what's the revenue bill announcements to

total revenue we have uh we 130 for last year for 2025 we brought in 128 total of the silver amount that would that would be only for That's a short 25. I think they 25. Yeah, that's a short on average we're about 130 to an average about 35 a year for work revenue on the revenue side. Okay.

Well, yeah. And Jason included two years just kind of a bigger snapshot of what we've been doing. So based upon 24 to 25 I taking most there's a few oneoffs I didn't exclude there because they weren't they weren't applicable but 313,69 years so it does average 13140

so you have you have bill defense Um, lately don't have paid amounts. Is everybody that's been build paid? Right. And are there different hourly rates for different events or is it the same rate? This is the same rate. We we have a different rate for our litter pickup based on the gra slightly more because it's based upon a loaded salary versus the rate. see if they could have taken that out as a oneoff. We did a lot of liquid pickup. We had a premium rate for nights and weekends as well.

Correct. So like we did a weekend over the 385. It's actually on on this. So, if I if I'm a a nonprofit or a community event and I'm hiring a work crew for one day, am I getting 10 individuals, eight individuals, five individuals? It depends on the scope of the job. Some jobs you don't want to have 10 people. You don't need 10 people. You just need a small crew. Okay?

It kind of depended like with like with Hoost Warehouse, we typically wouldn't bring 10 guys. We most likely bring a small crew because we're just more effective and it works better in that environment. So it it varies under picking litter picking a six day crew is a is a good number of people to manage on the side of the road. So it kind of varies. So the rate was not dependent upon the number of individuals we brought based upon the the set rate for for having access to and and the set rate looks like it's just over 400 bucks a day. 385 385. Okay. I mean that that seems like a smoking deal. like maybe we should charge more. And this slide I think this slide gives us some mechanics. Yeah,

we've got some examples. I mean that many abledbodied individuals coming to do work. Yeah. You know, I mean that we're not charging enough. And here's some examples. So, uh those are the rates on the lefth hand side. We include the 450 for the premium rate. On the right hand side, uh we gave some examples some of the uh like the fair. I think the proposal at the fair would be about $700 a day because that basically the budget they have and we cover that in a later slide as well. But that talks about the revenue come in if we build at these different rates. If it total cost including housing, it would be about 1980.

So that so that piece does not pick up the house and that is just the work crew cost center. So approximately $2,000 per day per crew to be fully covering cost of the program cost itself. And I know Lieutenant Robinson talked about this maybe last time that the the appetite for rate increases. I don't think these agencies really had an appetite for it, but I'll let him kind of speak to that because he's had the direct conversations with them.

Well, it's always the rate was set a while a while back based upon what the market was. market changed a lot last POC was one of our primary competition work services they charge nothing so it was hard it's hard to keep that they subsidize your program at the state level so we've always been able to advocate for our program that quantity quality is a good thing

so help So with your previous slide you said that the total cost of the program uh is about $400 something,000 right slide. So the so I'll speak to that one if we want to go back one. So the 433 Oh okay 825. So that 433 on line one was the budget reduction that we took during our 2026 budget uh cuts which would be the

officers and the sergeant going back to custody as the reduction in overtime. So our total cost projection was 731 for the program for 2026. When we moved those uh staff members back to custody, they reduced $433,000 of overtime. And then there was some operational costs too that we wouldn't have had to have miscellaneous like equipment purchases, cell phone plans for the worker officer. So that's all the component of that 433. So what I read on this sheet is about $700 and something,000 of revenue to the program. Is this two years?

Yeah, that's two. So it's a little confusion that that that part that was two years. That was 24 and 25. Uh okay. rather than that it's different perspectives. Okay. So Bryce on the um work crew cost of 433 on that slide and then the work crew cost of 731 there's if I recall correctly there are components when when the u uh our correction officers moved back into uh facility it was able to reduce some overtime

uh with and that was that was the net of the 433 cost reduction that we needed. But if we move correction officers into work crew and our overtime needed to cover shifts goes up, is that essentially the delta between the 7:30 and the 433? Correct. Okay. Is that also reflected anywhere in your 392,000 for the reopening of Geer A? So that's so taking in folks

that is all the overtime. So our original um budget reduction in 20 for 2026 was double well not double that because that is 46 of the amount right so it was a like a $500 some thousand budget reduction to put those six staff members back into custody out of a building and back into other custody positions to fill overtime. So those two are all the overtime that's going to come back if you have to take those officers out of what they're filling to fill positions and is the there been any changes in terms of global hiring that whether that's an accurate overtime

I would say we're keeping up with retirements right now. Like I think when we went through a budget process, maybe at the end of the year, that's about where we were at. We're really just trying to keep up with retirements. We're trying to do more than that, but we're having about maybe six or eight retentments a year right now as well as what people need. So we're think we're about 17 to 19 what we making decisions. I know Bill has been pulled from a lot, but um we're not we're not making much forward progress, but we're not back. We were at 35 three years ago. 35 or 36 vacancies. So, how many are you at today? I'm sorry. How many vacancies are you at today?

I I think it's 17 to 19 in that range. I know a lot of them the funding was pulled from the budget or from the uh workday process. So, so in workday right now, if you look at what's out there and what's filled, I think there may only be one or two open positions, but that was the not carrying 20 plus employees forward into workday that or sorry, authorized positions into workday that were vacant. So, workday artificially looks like we're only a few staff down, but really really what we had authorized before was 20 plus. But we're we're not saying they can't do fill those positions. Are we saying

the way it was would be if they got back 100% full budget authorized said they would give some capacity back. Yeah. At this point, you guys can talk about it. I we're not slowing down hiring of corrections officers because we're down to just a few. They're not the our training department still going forward. Just wanted to make sure because that was one of the concerns with work and how budget was doing that and and I get you know because we don't want to have this slush fund of unfilled positions that becomes this slush fund during the budget.

Yeah. So, so we want to make sure we're trying to be timely, but if if you know for you know there's certain ones that you know it's we know that overtimes cost us more than if the employees on so make sure you know we can add more beyond the

Yeah. So, what I'm hearing from uh the team here is we're pretty well close to u our budgeted uh uh employees in terms of filling them. And if we had some wild success and were able to fill more positions to get back to what you would consider full capacity and staffing is about 17 to 19 more at which point in time the board would have to uh make a decision to uh approve additional funding for it. capturing that right? Yep. Okay.

We talked a lot because Scott and I specifically talked a lot during the event. Did we project that we'd fill all 19 vacancies? We never did because we're I'm going to say we're hiring 25 a year and we're losing 20. So, we're chipping away at it. And that's about what we've been doing for the last five or six years. But the bottom line is we aren't it's been a challenge to fill the the positions enough that we wouldn't have to pay overtime for these work crew positions.

It is they're they went back into custody positions and they are making a difference on overtime. They are filling. So, Lieutenant Robinson, we put an extra relief on each of his four shifts being night shift and dayshift just to cover for sick leave and vacations and all those things. And that's our biggest need is just the short term um really trying to eliminate the mandatory overtime which gets quite expensive as probably everybody knows after three they get double time. So, and it just the impact on staff. So we're putting relief on extra shifts on all four shifts being both sides of day shift and both sides of night shift and that's where we're putting the extra volumes not specifically those officers but and it's making a real difference on management which is

so you've seen your overtime in the first quarter of this year reduced by the amount that you had anticipated with the with this budget change. It's reduced and it's reduced by the full amount. I'm not positive about that yet. We're still Bryce is still working on some reports from workday. So get you a better figure for that. It is reduced. It's noticeably reduced. That's usually where our so our overtime budget usually was supplemented with those the vacancy budget to where we had you know always kind of said our expected overtime is this level. If we have all these vacancies, we know our overtime is going to go over our overtime budget, but we always use the vacant budget to kind of make up for that sense. That was kind of our slush to cover anything that was above what we expected.

So, the question I have um is if they're providing work crews, are they still providing work crews? They're they're suffering from some of the same issues that we are contraband issues accessible families. They're they're pretty much and again I'm not an expert in their operation. I can just give you a piece of information that I know uh they're they're kind of at their capacity right now. We were told during this process maybe when we first started the budget process was they would they were going out for $25 a day was their build rate. That's what we were being told. So they basically subsidizing it just the state was subsidizing it,

right? I guess I didn't realize that they were even out there in the community doing it. So I don't know what Yeah. Would any of these people be able to go to them, but they're already at their capacity. I It's like I don't know which organizations are using them.

I know that some of these organizations have tried using them. I don't know that they're still used. I I think Commissioner Jordan and I well I don't how many others have been already contacted by a number of the nonprofits saying yeah we're not gonna we're not going to be able to uh function this year without the help of cruise. So, I don't know whether that's real or hyperbole, but certainly got my share of calls. I'm sure everybody else has too.

And Jason met with Aaron from the fair a couple weeks ago. So, we have some more information on a on a slide coming up about that as well. So, that seemed to be a lot of the focus was on the fair specifically and then we got some numbers to get us through the rest of the year as well. So we want the fair in this perspective whether what their needs were looking at for the spring, the summer or the fall or just specifically the fair. So we met with them a couple weeks ago. They're really focused on the fair. So they outline uh deferred from August 24th to September 4th allow book ends of the fair which would be the several weeks going in 10 days of the fair and then a week after clean you want to move two slides forward. So that that turns into 25 days per group of 50 days for that fiveweek period for the two groups. Uh Erin's budget capacity was $700. So that put us at the uh available budget for her for those for those uh for $35,000.

Can I pause you on that? So historically, what rate was the fair charge? 385. 385. Okay. Almost doubled. And then is that available budget what they were planning to spend to hire a private company or where does that come? That's what I thought. That's why I asked the question. Yeah.

Yeah. I think that was the number that uh Erin provided to Jason. Erin provided her budget numbers just for that purposes, not for what she has looked at for other options. And I don't know that that was also the I think some of her budget options was just the 10 days of the fair solely versus the lead in the down times. There's a lot of as you can imagine there's a lot of lead in work that has to be done. So that's that's kind of it's like the example that lead up time what makes successful sort of down time. That's what this this five weeks right here encapsulates.

So, do we know what they were planning to spend or are planning if this doesn't work out significantly higher which is kind of the point the the problem was like they didn't know for their budget that the work crew was going to weigh

because we didn't make that decision till the very end of our budget. So all these organizations had no idea that life was going to change. Um so I think Erin, you know, plugged in what she had in the past probably, you know, and didn't anticipate that either or outside. No one even knew until I hear first of this year, you know, any of the organizations that this was going away. That's why calls from people once they were figuring it out.

Yeah. And I might just reach out to her because I'm sure that as she prepares for the fair, she's been researching other options, right, for private companies. And I think to Commissioner Kern's point, we're undercharging for the value of this service. And it'd be good information for us to know kind of what is out there on the market doing or providing similar services that we could use as a kind of benchmark or comparison if we wanted to look at trying to raise that revenues. Yeah. I just don't know. I talked to her initially I think when you guys were talking to her but um when I just don't remember the numbers specifically. I'll ask.

Yeah. But it was it was significant. and it was going to add like $300,000 to her budget. So I when we did it I projected at the minimum wage for 2025 at that point in time and I think it was going to be around 180,000 if I remember what that slide was and that was at about $20 an hour for the numbering wage as well as just a minimum wage and yeah but you're going to have supervisors that can pay more and you know different just a quick estimate for what we thought it might be and again if they're going out for somewhere else that's charging more than minimum wage then obviously that goes up which is why I think my my fair appointee told me the same number you just mentioned. Yeah.

Yeah. because I think it's you're hiring another organization today organizational structure that has to be put into you know plus what are we can decide what we want our crews do and we can have them at the fair that be the only our only um contract for the whole year if that's what we wanted as a whole you know so offset you know especially when you're looking at maybe 300,000 that offsets a lot of expensive work rather than going bidding other projects and focus on just county projects I mean that that seemed like that was the biggest focus from last time was the fair was nothing once

and it just it's it's that hard thing is we like as commissioners I mean this is you know it's it's all within our family so it's like hard to yeah to you know it's like we're we feel it sometimes I I feel I'm supposed to speak for myself that we're taking from one to support the other and vice versa and instead of looking at it what's what's the best for the county because the taxpayers are the ones that are actually paying all of this. So, you know, what's what's the best for our taxpayers is what I think we're trying to all think about. You know, to me, yeah. and and she was using some examples of other, you know, people that come to the fair and use the fairgrounds and also use like the Junior Livestock Show, you know, that if it's not you, then it becomes another organization that may not know like how how to do it like you guys do. I mean, Jason, we've said, you know, all along how how much historical knowledge you have and you guys understand it. So, it makes it easy. Well, when we're there, we take care of the supervision components. We train them. The risk manager trains when they're on the forest. So, we're able to use that function, which a lot activity. So, we take on those responsibilities, but they are are difficult to assign to.

Yeah. So, it puts more I mean, so even that puts more effort on the staff of the fair grants than what what's happening. So, so I think You know, I look at the fair as fair grounds as kind of the whole complete package versus just the fair itself because I think otherwise we're putting more burden on their staff to supervise and do things. So I I don't know what that means, but I you know that's because I think that there's something around. Um so I don't know. It's just I I'm trying to think of as our citizens and our taxpayers, what what are we really trying to accomplish?

So, I'm just kind of brainstorming here, but for the major activities, it it may not be possible to continue to keep a open and move officers over to supervise every day of the year, right, the way we were doing it before. Would it be possible to take portions of the year like all the events that are in the spring here, you know, P and Q, Hoopfest, well, I guess festive in the summer, but it's kind of like between March and July and then you have the fair and there's a lot of activities at the fairgrounds. I'm just wondering is it is it possible to to have kind of a dormant period where we aren't using work crew but then have a six to six month period that we are six to nine months. I don't know.

It's definitely possible. It's absolutely possible. I think we'd have to double the rate like we're talking about and yes there would be overtime impacts because you have to separate people and have the work crew supervisors but I'm just wondering if that could be like is that possible or is moving in and out of age just not a good situation? Well, you we looked at some of those components. So, pretty much if you ran ran from basically March, April, May, June, July, August, because that's all that's all precare into September because you've got the fair. Yeah.

So, then you're almost eight to eight months and they have enough capacity to fill the rest of the four months, too. So, it's it's kind of a judgment call. There's a lot of winter activity. And the other company you talked about that's Spokane centric or Spokane County is the litter pickup. So we're pretty much the prim we have always been primary component for litter pickup like the ecology crews will do the I9 I90 395 and highway 2. But anything outside of that is either the community groups or uh solid waste. But they're they solid waste has a smaller crew out there trying to make a big dent. And what we used to be able to do with larger crews and stay on top of litter thing the thing with litter is you take your eye off of it for a few minutes. It compounds itself and then it's harder to actually address when you do decide to address it. So speaking to to one of the the things you liked about the fairgrounds being that county taxpayer centric litter is a litter is a big component. So then the the the if you look at if you look at our our palace just with two crews over the last few years just through the college we used to do a lot of litter for the city a lot of litter for the valley and litter has no boundaries. I'm sure you guys heard say that before because it's everybody's problem and it moves around and it's kind of transient. Uh so I think in what you're talking about we could do you know eight eight months but there is capacity out there if you're going to do it eight months 12 months there's that much work

I get that I was just saying I mean if we had to make a choice and we cut it like almost in half but then doubled the rate which still less than the market rate. I'm just wondering if that if we could ramp it up. I think that the only thing we include here is we need a couple weeks to ramp it up and get crews and the observation spots, but we can ramp it up for seven weeks. I mean, I think that's even a cost to the budget. We got to look at what that would be and get us through the end of summer or whatever it is, but we costed it out just really for just for the fair and just for the rest of the year. But I think the Bryce has it down to what it costs for as well.

Sure. Yeah, I was I was just piggy back off that. I don't know because we haven't done all the market research and kind of reached out to every one of these groups, but I would assume that most of the larger events that might be able to absorb some of that increased rate would probably be in that kind of March to September time. Lieutenant Rosin reached out to a number of those are the big the big ones on there and a lot of them can. Yeah, a lot of them can. Then like he mentions some of the smaller nonprofits maybe not able to.

So hit the next slide and actually kind of show you what seven weeks looks like.

U so based on that average uh weekly cost for seven weeks would be 119,000. Again, we just plugged in the revenues or the the fairs budget into that number. And then the twoe ramp up that Lieutenant Robinson was talking about would be filled with various other uh agencies doing work trying to get them acclimated to what they're going to be doing. So, we just kind of came up with a number about what what would what we would expect for two week potentially two weeks worth of work outside. Uh, and that would result in about a $73,000 net loss, which then gets allocated out like like we've talked about before, allocated out to the advisory agencies with 58,000 remaining with the county based on ADV usage percentages.

So, advisory agencies. So cities uh city valley airway chini deer park liberty lake medical link. That's what it would look like for seven weeks. Your next slide is an assumption of if we were to do it starting June one just pick the date and it's all prorated based on those same numbers. the weekly number time for the remainder of the year starting June one would be 7 $373,000 net loss and we plugged in a $700 a day per crew again using the fair's what the fair's budget is again that's kind of up in the air where does it fall obviously goes higher then that number the revenue number goes higher

right but if we're allocating out to the advisory agencies I mean should I to me Again, we've got to be looking at covering our cost. So, what what is that real cost?

So, that from that slide before, if we were to do for the year, it would be that $2,000 per day per crew is the fully recovered cost of the work crew program. And again, these are prorated out. So, if we put $2,000 in, we would come down to a zero. I think that that number gets so big and correct me if I'm wrong, Bryce. It covers up the portion of the warehouse we use for work crew, the the lease on that building, the electricity for that building. I mean, so we try to get as close as we can. Then we've moved all those expenses over to the Hussy side with no work crew going. But if we're total cost recoup, that's why that 19 almost $2,000 a day because it's, you know, 40% of the warehouse or 33% of the 33 we did to 33 to 55. So it was 33% of the warehouse etc. So to

so following up on that uh given so today the status quo as work crew is not happening but all those M costs are still being covered by the county correct so for the for purposes of this presentation you're you're moving those back into work group and taking it into the 433 right so one way to look at it to lower the the cost is to take out those M things and keep it elsewhere in the budget because that's what we're doing today. So the actual additional cost of bringing back work crew could be thought of as smaller if we don't if we take out the costs that are going to be covered by the county anyway regardless of whether work groups happen. That is that a possible way to shrink the 433

possible. But on the accounting side we want to keep the true costs of the program what is actually allocated to those programs where they belong. Right. So the lease like so right now we're they're splitting the the lease of that warehouse building between fleet and kitchen who uses it for food storage. So it's 5050 between those cost centers. If the work crew comes back then we would say it's about a third each. Right. So just a little odd we have the warehouse. We're using the warehouse being paid for today.

Correct. But on the accounting sense we want to allocate those things appropriately. Right. We don't want to artificially say, well, this program isn't using the warehouse today, which they aren't, but tomorrow they might, right? So, we want to keep those things allocated as close to actuals as we possibly can.

And I don't think it'd be enough. It's it's probably not that much that's going to make that much of a difference. It's the staff about it was about 100,000ish. Um, and again, so think of it this way. So those those costs are living in custody or in kitchen or or wherever they fell. Now based on these new allocations, all of those costs are being allocated out just like these. At the end of the day, those aren't getting covered by any revenues other than when we do our final settle and adjust and allocate them out. So that 100,000 is going to get allocated out to the advisory agencies in the county regardless of what cost center. I guess my question is so we don't need to come up with extra money though relative to the budget now to pay for that if it's already being

correct and that that would that remained that that 100,000 remained in our budget. It just shifted off to different cost centers. So really if we're thinking about like where do we come up with additional money to cover an an additional cost. It's not actually 433 that's new cost.

The 433 is the new cost. That doesn't include the $100,000 that went somewhere else. So what Scott was saying, that's the delta, right? So our cost was $730,000, 731. We're bringing back on the work crew component was 433, which was the budget reduction you took because that was the overtime that we're going to fill. So the officer salaries and benefits, the lease, utilities, and other things that were going to be costs that we were that were that we have no matter what, whether the program's running or not, those costs still stayed in our budget. They just shipped it off to a different cost center. So the the four go back to that number say okay it's 433 433 is just the overtime component that we took out of our budget because those staff members were going to be working overtime in it's very

it's not direct cost to the so 433 does not include the amount correct okay so let me take that back 433 is overtime with a small component of so like cell phone for the work crew officers that just went away. We didn't have to have cell phones for those. So there's there's some M components to that, but it's not a minor piece of that for

it was a big shell game when we were moving those costs around when work crew went away because it wasn't really a direct staffing reduction because the staff remained they just moved somewhere else. Allocation Okay. So, uh, so back to this one. This is the same slide as it was before, just with an assumption June one forward with potentially something to change, you know, right? So that if the hour or the daily rate is different, the revenue number goes up.

It takes seven. The previous slide was seven weeks to that's the cost to get it up was the five of the previous one was seven weeks five of the fair with two of two weeks for the rain club. So that was just looking at the fair just that fiveweek period that requested So, okay. So, if I look at that one, I mean total exposure that

seven weeks ramp up and fair. Um, yes. That's I'm I'm confused because I thought it was more cost to the fair. Well, because right now it just says estimated work crew revenue fair $35,000. And we plugged in their budget number. That's all we used there at this point. But if but if their alternative is 300, if we're if we don't do this, I think they should at least pick up the other 58 and they'd still be saving a you know, yeah, over $200,000.

And I think they're happy with the product as well. So that was just the number they gave us that they had $35,000 to spend.

Yeah. I mean, in in my mind, the most important to to me, the most important thing with the work crews is the Spokane County Fair, those 10 days of operation, which I know for a work crew, it's more than the 10 days, but I mean, making sure those 10 days go off without a hitch, if that takes us weeks on each end of it to make to make those 10 days a success. I mean, to me, that's that's my main focus when it comes to the works. So, um, you know, I and if we're not able to do work crews, I mean, several of us have heard the number 300,000 thrown around. If we can knock that down to below a h 100,000, I mean, that's a huge savings for for the fair. And I think that's what we need to look at. So, I think we need to ask a little more from the fair than the 35. Um, and we're going to have a great fair. So, that's that that's where I'm at because expanding it to the end of the year, uh, I don't think we have the money to do it. I mean, I I'll I'll look to to Jeff here. I mean, our our budget guy, I mean, we'd be going backwards.

We can't afford this. And all we heard before we adopted the 26 budget was the 27 budget is going to be worse. And so, yeah, I mean, we're we're going in the wrong direction doing this. I'd love to do this. I'd love to be able to help out all these other community events, but quite frankly, I think they need to find a way to operate without relying on local government to to get them across the finish line and make their ends meet. I mean, I I'm sorry to say that. I mean, it's it's terrible. in better times, it's great that we are able to help them. But right now, we're in a budget situation where I just don't think fiscally we can.

Yeah, that's just me. That's just my That's just me.

I mean, that's kind of I think some of my thoughts. It's like I mean we would have to increase our cost to to cover our costs, you know, which I think as we're seeing with the fair, I think to those other agencies and nonprofits, it's still going to be cheaper to use our services than to pay remember the name of the group that Erin was telling me. like but you know it's just hard to get people to come and be the ones that are you know consistent with setup take down letter pickup you know all of that. So, I mean, if we were to expand it to be open year round, we would have to have those organizations, you know, cover the costs, you know, which is a lot more money. And I I think again the the issue is I think they would probably be willing to do it, but they we they didn't know, again, we didn't know until we got to the end of the year, so they didn't know for their budgets for the next year. um because then they didn't build any of that into their fees for what they were doing. But I I guess that's like for hoopest what would it cost them if they hired all done outside? I mean asking just like we're asking cost because I I think we can't calculate what that cost is. So, you know, what are the the big events that you know, and Bloom's Day is going to be a perfect example of what is what did it cost you before? When did it cost you this year? What would it cost you? Just we're doing a cost recovery because I think we're going to be less than what they're probably going to pay. So therefore, we need to know those

numbers to say we're we're willing to to do this and reinstitute this because I think it's good for everybody, but we've got to be covering costs on it, you know. And I and I with Josh, you know, on the fair, yeah, they're going to have to increase our cost from 35 to the adding another, you know, 58 to it, you know. Um but I think they're still going to be better off, you know, than where we were. And but it's going to mean it might even be adjusting prices which I need to do but it's like we've still got to be realistic as to what these costs are you know and some of these organizations are going to have to adjust their fees again but I think it's cheaper than that but would you prepare is somebody else going to reach out would you like us to reach So that's that's what they gave us was the 35,000 when Jason

Well, that's because I think that's what they had budgeted for it. So um Chris, are you talking to Erin here? Yeah, I emailed her if I can call her.

Yeah. And I'm I'm happy to talk to her, but I probably like that point. Yeah, I was just going to say I do agree that doing it for the fair makes sense. Um I'm interested in taking it broader if we can find a reasonable way to do that. Food fest was 69 days of work last year, right? With 28 or 20 is that over two years. So it's 30 something a year. So I guess with with large events like that, I guess my question would be if we asked them if this was the rate is would you accept that? Maybe it's triple for hoopfest, right? Uh that would be good information because there may be a way to uh raise the rates in way that drive that county responsibility way down. So maybe there's a maybe there's a six-month pilot where we reopen it from now until the end of the fair and try and get as much as we can out of those rates uh and limit that county responsibility and it could be thought of as a pilot as a one-time attempt to try to use a different business model. We could revisit it after the fair and see what the bottom line was. Um, so I'd be interested doing something like that with one-time funds if there's a delta to see if we can do Hoopfest in a different way because that's kind of the biggest event and it's still to come on the calendar. I don't know if they if it's too late or not to engage them in that conversation, but um, so that's that's where I'm at is yeah, think about opening the a building for the year. It's clearly not sustainable under the current business model, but definitely should do it for the fair. And then if we could expand it wider and increase

the rates, we might be able to keep it quite reasonable. I I want to make sure just like that's a fair. We're saying we're going to make sure the fair covers all the costs. I would want that to be for anyone.

Yeah. I don't want any account. So, I mean, that's where I'd say it's like it's it's talking to those agencies and saying infest what would it cost you? You know, what are you looking at it's going to cost you right now versus if we could come in and do it? Again, I want to make sure we're going to cover our costs because I'm not going to have our fair cover the costs and not have everybody else cover the cost. I don't want to be because otherwise then we're benefiting nonprofits. Well, we've been covering it for the whole and we've been subsidizing it for years,

right? Which is a benefit to the community. But yeah, I get what you're saying. I'd still rather try it if it could be full cost recovery. Maybe that doesn't work. Maybe it does. We just don't really know.

What would you like for us? We have the last slide. We just have some ideas. So let's look at it very the next step because that's why we picked the June one date because even to get ready we want some sort of idea get get going because I think this can then get right into the fair time pretty quick. So is just focus on the fair and somebody else is going to get kind of a budget from the fair. Assuming Don is have the contacts for entities who we've provided work.

Okay. So a suggestion uh for the board to consider is for Don and team to send a a standard letter out to all these entities saying um the board is considering stating work crew. Um but in doing in doing so we we have to ensure full cost recovery and that would look like X dollars which is I think the 1986 uh per day through. um please let us know in the next you know week or two whether this is something that you would be interested in and you could you could take a gauge of that back and see is it is it two entities 20 entities um they have to do the the work on their side to see what the what the alternative cost would be versus this cost and and at least have that informed on whether there is a path to move forward with uh reinitting work crew at some level. So that would at least get some litmus tests back for the

Jason did some of that informally from one of our early maybe budget meetings last time and reach out to some of them. Yeah. And I think a more formal process because it was very informal we found but and nobody was getting close to that $1,900 but we were much higher than Yeah. So that's that's a suggestion I would I would offer up. Yeah. and and we need to do it as quickly as possible because of of the um if we try to get it reserted by June. Um now one question I have like Spokan Winterglow uses a lot of days but did that didn't that go away? Think

no they changed their all these all these winter events have kind of changed their names quite a bit. I don't know there's still there's there's two there's winter glow and then there's what's that? Nerf winter fab. Yeah, it's two two different Yeah, one of them I think is at the fairgrounds, one of them isn't. One moved to Kendall Yards, didn't they? Did we do work in candle? Oh, yeah. They had Are either of them at the fairgrounds anymore then? Did they move? Did they? I don't know because that they've both been at the fairgrounds at different times. I actually don't know if we still have one there or not. I think they I don't know. the light. It takes a lot of time to set up those.

Yeah. Remember watching them set those up over here. Yeah. And that was us on top of the rooms in Kend. Yeah. We can send out an informal survey. The informal conversation these are all our stakeholders. So these are all conversations we have on the phone. Well, for all is that the 19th00 is everybody had a everybody had a different rain based on the circumstances. So, you say they weren't even close to the 19.

They were higher or lower? Significant. for for what they're budgeting or again it it was lots of entities so I can't remember that scenario I remember one offered $1,100 that was the highest that we heard from a phone and it was just late was only phone conversation from Jason and I think they were surprised that you've been paying 385 what would you pay now so I think a little bit maybe it isn't a shock this was right after the budget decision or driven

I think I think all these entities have been have had really two common issues. They they have the access to general labor is really limited in the community, good general labor, not much like reliable general labor and the cost of that labor since CO has gone up significant. So those two factors are things that they're not used to dealing with and are having to adapt to figure out what that looks like at their levels.

Yeah. I mean, I think I think when you probably contacted an additional, you know, again, they hadn't budgeted for any of this, they didn't understand cost um like the, you know, I don't know, Amber, if you know somebody at the Q, but to talk to I reached out, my office reached out. I left a message and tried to get a hold of someone last week or the week before. I think they had a big volleyball event this weekend that they were probably involved with. So, I haven't heard back, but Okay. Yeah.

The regionals were Yeah. And I'm going to see current with the PFD here. So, I can ask her what her thoughts are because again, I think I think these are things that this the shock now is starting to blur off and the reality is setting in. So, I think we could get a better reality check. Um, and I think that's where Erin's coming from is that now that this isn't going to happen in her mind. Yes, she was she was budgeting for what what it would have been and now she's got to budget for the reality which is I think that $300,000 number. So if we can pull it back to$100,000 that's going to be a much better number than than the other. So,

and I think you're you're just about right on because that $2,000 rate, give or take, and I think they were about 5,000 hours. Historically, they've been around 5,000 hours for fairs. So, that would put you almost right in Yeah. I'm just checking though that that that 1,900 a day would still be accurate if you're only running from June 1 to September 30. You're not keeping building A open the whole year. So 731 doesn't include the housing component at all. Okay.

That's just for the costs of the mostly the salaries. Okay. So then so then are we really at total cost recovery? So CPA going up. Yeah, I get it. So yes, I mean the housing component lives in the housing cost center. So that's always we have to house them no matter whether they're on work or not. So that doesn't live within the work center. Okay. But we have to open building a back

potentially, right? Yeah. So that's if that if it goes, we would have to move them in. The A building could be open for if we run over our population. Also, would you say it was fast one ft deep and we're within a handful of people to where building they have to be unless there's some reorganization of national population. I don't know. That's outside my world. Yeah.

Okay. So, then we go back to that last flight. What what you're looking for. I think we got to get a little bit more information before we make that decision

from the fair. How much they can afford maybe and they can offset. But I think the reality is like how much it's going to cost them not having you versus now knowing having you is going to be $100,000. Like the $35,000 number is again that was a budget number that they projected based on what they knew at the time. What we know now at the time is it's potentially $300,000 which mean we know we can bring that down to a hundred,000 if we reinstate and you guys back you know so so we know for the fair that's probably the realistic number is 100,000 so I would hope they think that's viable um you know and seeing There's other agencies that would be willing to

get a formal letter out to maybe give everybody two or three weeks to respond.

I would just give them a couple of weeks because you want and I would try to get an email out as ASAP because because if we do want to open it up for June, I mean we're not very far away. So you if we're if we want to try to be up and ready for hoopfest say that would be the one if they're willing to again look at they're probably looking at what additional cost is and then what our cost would be to cover our costs. So, I don't know. I guess you guys would keep yourselves busy is what I'm hearing. If if we open it up by June, you could keep yourselves busy.

Fair through through the fair. For sure. Yes. It really comes down to based upon what we set our rate at. we made some of our current previous customer may not come back just based on that but but if we look at you know the big ones you know like I don't know city of Spokan Valley and the maintenance because I think they've already contracted that out right so would that come back uh I can't speak for them directly but my assumption Okay. At a fair rate. Okay.

So, question. Do we do we know whether poopest is even going to occur this year or not? It is.

Well, that it's not. pig out in the park is not going to exist anymore and it's because of all the additional charges and Bill is at the point of being retired and everything and so you know and I know some of the other uh activities and stuff have been hit hard by uh city costs for police and fire and everything else. So I don't know what other events are going to be uh eliminated because of finances and stuff and so you know we could be beating this horse trying to you know reduce our cost when in fact the events are just not going to occur anymore because of other uh extraneous events that we're not in control of. So that's that's what I was trying to get at is do we know that of this list that has historically occurred, how many of them are going to continue to occur because the city is trying to recur recoup a lot of cost and it's basically pricing some of these groups out of business.

It's at least this year hoopfest is happening. They got their countdown registration. You can sign up. Okay. Well, I know a pig out is not correct. And so, so I just wonder what other events are not going to occur that might be on this list. The question is what I do. Okay. Well, I guess at this point we'll get our letters out and maybe we'll wait to hear about uh potential fair increases for Yeah. Thank you.

Going to be an ongoing discussion for a little while here. Well, we supposed to be done at 9:30 with all of that. So, here we are now. An hour behind ahead. Ben, welcome.

Morning. Yep. Time's up. Good morning. Uh here today to talk about the West PL the proposed West Plains offer protection area and there's last week um was a resolution to put it on the ballot and now we're just kind of cleaning up the last couple things. We got two items to discuss today related to this just um the first one is uh appointing the for and against committee. Um, so as part of the the ballot measure, we send this information in to elections by the end of this week and we would appoint as part of it is to appoint a group of three that are for this ballot measure and then uh also three that are against that and we submit those names. So we have what we have tomorrow resolution proposed to you for your uh review and approval tomorrow uh to nominate three people on the four and then one on the against. If you go to the next slide on we talked about this last week the the four committee has changed a bit. We reached out to one member who we had proposed they would be honoring and she declined. So we had proposed four um to be narrowed to three and so that's where we are now on the four committee. On the against side we reached out to nine residents including some of the people that had submitted written comments and we reached out to nine uh discussed with Brie and then Mr. Montgomery is agreeable as the a single um person for the against committee and so we recommend approval of these the three in the for committee and then one in the against committee and then we would submit those to the auditor office as part and then the auditor's office since we don't have three on that would just do it

correct I've got another name for you that um is probably also going to be opposed to it. Okay. So, I'll get that to you. Okay. Sheller, I don't Okay, I'll get it to you. Okay. What are we going to walk? I don't know. But he's been pretty historically against any kind of tax, any kind of proposal in the in the West Plain. So on guesses he'd be against this too. Okay. But but we need to know by when like what's your deadline Ben? Well time today.

Well so ideally we'd have it on the the agenda that you would approve tomorrow and so we I can call in today. I mean, and the the other piece that happens is we we have these names that are on the be on the agenda that then the auditor's office since there's not three once they get the information from us would do a we do some kind of advertisement for ask seeking other two other members.

Yes. the auditor would be able to post on their elections website and do any other kind of solicitation that that would find at their discretion. So he could get added to it. Yeah. So we yeah we could offer that to prove the resolution tomorrow and then offer them to reach out and give the contact information to the office to the auditor's office to have it be added be an alternative way. Did you u contact uh Miss Horn, Terry Horn? I believe we reached out or tried to reach out.

I want to hear back another one that I think would be opposed to it. I've got a phone number for her. Look, I know. So, so I think that I'm I'm happy at least there's somebody on the no committee and then we'll let the auditor's office go through their process and try to add it and encouraged others if you to put their name into the auditor's office. Okay.

Thank you. Then there's one other item is is after the approval last week, we determined that that one of the precincts was divided in early March unbeknownsted to us as we put the the documents together. It doesn't change there's a figure here. It doesn't change the outline of the aqua of the proposed aquifer protection area. But what it is is it's precinct 6016 is there in both blue shades was split into two precincts and now it's there's a dark blue and a light blue. So now there's two precincts and that was approved as part of the elections process. As the more population moved in the precincts needed to be divided, right? That was approved in March. We didn't know that as we sent this forward. There's a resolution to add uh 665 as a precinct to to be given West Plains next and that's a resolution on your schedule.

Thanks for learning. Okay, Mark Lou. Yes. Well, good morning. You do you need a moment to stand up and stretch or anything? No, let's just go.

Okay. All right. Uh, what you should have what you're going to be receiving is a copy of current social media policy which is in the human resources policy and procedures manual. and behind it is the updated one that we're recommending for approval. Now, the current one dates back to October 2012. And as you know, the social media landscape has changed dramatically since then. Actually, Jimatio came to me with some questions about it. I realized we needed to do something to pull this into more of a current social media environment. So, our social media maven Sharesa and working with Paul Alexander, civil attorney, uh this is what they have come up with. Now, Jeff had requested a red line and when I sent it to him, I realiz for your packets and when I sent it to him, I realized it kind of looked like Kuster's last stand because we've basically removed the current policy and we are presenting this in its place. So, I'm going to turn this over to Sharissa and to Paul.

Morning, commissioners.

Good morning. Um, so like Martha Loop said, we have been working together to update the policy. It's actually the two policies originally 446 and 447, which were both the county uh social media policy and the personal uh social media policy. So we've combined both of them into this new policy and we've also added a section for ADA. I know we've been before you quite a bit about that. Uh so with this some of the updates we've made we've just updated the definitions bind the two and essentially we didn't take anything away. We've clarified and added and brought it up to current date. Um as said it was fairly archaic with the 20 uh 2012. So

um I'll I'll hand it over to you if you I think Commissioner French has a question. Are you looking for feedback on this or we just gonna you're just going to brief us on it? Today was to be just a first pass forward. You know, none of you have really been brought along with this process. Yeah, they've been working on it. So, yeah, just want to make sure the current one. So, this is the current one. This is the one they're changing it to. So, this is the one. You can see the different dates on the top of the page. The one that looks more official is the one that we are presenting to you today. So this is when you want to make each other. Thank you.

I'll hand over to you.

So but yeah, we've been working on this for a couple of months now. I'm not trying to regurgitate uh Teresa here. She's been excellent to work with on this. Um, couple of the biggest things is that ADA compliance. So, everyone is aware, the DOJ has paused implementation of the 15 rules to I believe it's April 26 of next year. So, we don't necessarily have to um go forward with those today. However, it would be best to maintain the momentum that Miss Su has already made in getting everyone up to speed in the forthcoming changes and she is ready to begin training the various departments on what is necessary to um comply with those regs. One um rub that came about while drafting this was what do we do with our contractors that want to um speak off social media about the project they're doing? Um recognizing that the regulations do put affirmative duties on the county. So um those that may be blind, heart of hearing, etc. can still access. Um the the middle ground that we were able to devise is basically having the contractor put a disclaimer on top of any commercial speech that they may want to engage in per project. Commercial speech is um covered by a four element test legally. First is the communication not misleading or not related to unlawful activity. Yes, that means the first amendment obviously attaches. Second, does the state have a substantial interest? Yes, to ensure compliance with DOJ regulations once

they come into effect. Third, would the regulation directly advance the state interest? Yes, visa v the disclaimer. And then finally, is the regulation more extensive than necessary? No, it is not more extensive because the contractor still able to exercise free speech by talking about the commercial project on social media while the disclaimer allows for it to be clear to the public that this is not county speech does requirements of the uh pendent regulations. Um

it's just ask I'm just going to jump in here real quick. That addition um it just protects us. It's just saying that the contractors are able to self-promote and use their own language and it protects us from any sort if they are not ADA compliant. It just adds an extra layer of protection for the county. So because a lot of times in social media as we tag each other and u collaborate on a lot of these posts that addition is just going to give us a little extra layer of protection so we can still participate while giving them the freedom to say and promote as they wish. So, it's a clear line of distinction between this is them and this is us.

Um, and then the only other again I just wanted to elaborate on the ADA. Um, that's the only addition that is basically brought in from scratch. It's based similarly on um what we did for the website. Um, it's just going to add all tags and making sure the captions are turned on on the videos. There's a couple other small details to it, but it shouldn't look like anything new to the managers. Um, and then again, I'll be continuing the training on that.

We'll need to put this through um labor, make sure we're not any contractual um issues. So, we'll want to run it through Ashley if possible on that front. We want to make sure you guys are even aware that this was happening a lot by the ADH.

Any questions? This was a briefing summarize what the big changes are for.

Well, ADA definitely else um that's going to be a major change. Uh we also rather than combining the two we the reason we combined the two is we thought that as folks want to come and reference a policy it would be easier for them to find collectively versus trying to figure out which one that they apply apply to them in that specific instance. So that's going to be the biggest change along with ADA. Um we also did a a couple definition changes. So bud is spoken.gov instead of spoken.org. So bringing that up. Um in addition we've also changed the approval of the social media sites and we changed uh we just clarified the process of responsibility.

Yeah. And the chain of responsibility. So going through the department head and then going through we've implemented a form that we've had folks who want to create a new social media account um have them fill out. So we've just implemented that into this policy as well. So does this policy apply to electeds? It does. Yes. Um and how does that say that? Uh the definition of department and then when appropriate um let me find the insight for you. That's two number five. Okay, there it is. Thank you.

And then you might also be interested in paragraph 3.4. the four it hadn't changed. That's the same as the old policy. It should be the same as the old policy. Uh we just tried to make it a little bit more straightforward. It's just saying that it needs to go through an approval process. But departments of elected officials are authorized to share or link content.

Yes. for instance of the city of Spokane or the city of the valley or other agencies as long as it's non it's allowed for by state law. Yes, that's correct. Got it. But other departments are not allowed to do that unless they check with the web master. They normally are. Yeah. And and in just in general practice, most folks who are posting on their own department social medias are coming through us like already. Um, sort of where do

you do you have a policy that speaks specifically about uh the use of social media for the county uh uh with your elected websites? if you're running for office, if you've got a a website for a campaign or anything like that, it's my understanding that if if there's a photograph that's taken by her, that's part of her job, an elected official cannot use that on their campaign site because then you're using government resources to promote your campaign. Mhm.

Is there any kind of language in here that talks specifically about the prohibition or any other use of county resources for elected activities? Um to that extent no there is not but we can add it. Thank you add it. Yeah thank you.

State of Washington they had a nominal fee like five bucks you could buy. I know when a certain person ran for Congress in 2004, I bought some photos. Um, so then the campaign could use them. I believe the policy at King County was you go through the public disclosure process. Um, I think that is a good point you're bringing up, but should be addressed one way or the other. what the county policy would be when it comes particularly photos because when it comes to campaign election season, there's usually some photos on the official side that different candidates would like to use. Um, and there are legal ways to make that happen. At least historically there were unless they last changed.

Yeah. We the the legislature still does have a portal that you can log into and purchase purchase photographs that were t taken by um house or senate staff or they they they have an official the house has an official photographer. So does the senate. Those pictures get put into sort of one main repository. You can go on and purchase those. I still think it is $5 even to this day. It's $5 to purchase and then you can use it for however you want. I don't know necess I mean unless we want to create a process like that but um I think mainly that would be governed by the public disclosure commission on if you're kind of violating those rules. I

and that's what I was going to add. We're not going to put in our policy the public disclosure rules that apply to the people running for office. But if there's an interest here for a similar portal where people who are running want to get county resources or media to use and we can explore that for sure but it would be county created media and who here creates that? I mean well Sheresa does which takes photos I would think. Oh videos. Yes. Yeah. I have some folders that we can do that. Another idea is I think that Dr. content library. Pictures of meth.

Another idea that we can discuss further is if you look down here on under 12c by there's a list of the following policies from Spokane County policy and procedures manual. We might be able to direct us there without putting in a whole new set of or repeating it here. We can explore that as a problem. Well, and I mean, you know, that we've got, you know, a city council member in one of our jurisdictions that's got himself sideways with his legislative body about his Facebook postings and stuff and and just trying to avoid getting into that quagmire that that they're fighting.

But once a photo is out like in the public like published the spokesman or in the inlander, I mean, that's fair game. very linked to it. Well, you would have to buy those photos. Yeah. The spokesman or No, if it was taken by this county but then published in save it from our social media. I'm just throwing out, you know, different things that might I mean photos get out there in different domains. So, I'm not sure what's considered a county photo versus a public photo. I don't know. So yeah, we might be able to do that because like anyone can share our posts and we can't moderate that at all. So So any of us could link to things that are done at the camp we

Yeah. Right. That's an interesting I didn't know that the legislature Mr. Current I didn't know about that process. So it's interesting that the legisle has I think we can add a a reference to the disclaimer and then also just maybe make it clarify that once it's public that it's out of and when that is t when that is drafted we will submit that to you for uh review. Can I ask did you um look and see if there were was guidance from like MRSC about this type of stuff?

Yes. And okay, to be completely honest, Commissioner Kap County was a large source of inspiration.

Great. Okay. Okay. And the only reason I I mean, so I'm reminded that there was a legislator from the west side. This was probably 10 years ago. And so like in the legislature, they make these legislative update video, little quick three minute YouTube videos. Here's what I worked on. What she would do is that would then be posted on the legislature the legislaturator's YouTube channel and then shared on her her official state representative Facebook page. Then she would share those to her personal Facebook page, but she also would share campaign stuff to her personal Facebook page. and the legislature popped her for that and said, "You can't do that because you're mixing official and campaign." And her argument was, "Well, no, as soon as that's posted on YouTube, that's fair game for anybody to" and uh she actually fought that all the way to losing in court and she was fined for. I I don't know if there's been clarity in the law. Again, this was like this was a little over a decade ago, but I just just because something is put out there, I think there are still restrictions if you are a candidate or if you are the elected official trying to Yes. Someone,

you know, citizen on the street can share whatever they want. But it does I just my advice would be to all of us in this room around this be careful because there some people have gotten gotten uh sideways by doing stuff like that and it and I mean it's some gray area and part of it would be because I mean she pushed back and said no I won't delete it and it could have just been someone saw she did it and didn't see this other rep did it. So, I mean, it just Well, that's how that's how all of this got started is that someone at a 2 o'clock meeting wanted to raise the question of what the sheriff Yeah. was doing in opposing

the, you know, the bill that then has become law. And so Jim called me about that and we hashed that out for about an hour and a half. So um but seeing that the current policy dated back to 2012 high time for an update. So we will take care of that and submit it to you for your review.

So if you um you know a popular activity for elected right now is doing town hall meetings. Well, if you're going to have a town hall meeting as an elected and you run it on your campaign page, have you violated PC PCs or have you violated our standards and stuff? And so those kind of overlaps and stuff, if you don't provide clarity, they become the problem and stuff. So that's what I'm trying to articulate. Maybe not all that gracefully, but just trying to keep just totally I understand the concern. And I'm not sure how far our office can lead giving PDC advice.

We can definitely give advice on how to comply with our own county code. If you leave a hole, I will find a way to get through it.

Thank you. By the way, Commissioner Karns, Northwest Winterfest was at the fair and expo center the last time of 2014. what they have had face and they're different than glow vest. Is that what that's called? That was the Chinese lanterns. Yes. Festivals and that's what was at the fair and expo center last time in 24. And uh Glow Fest and Winterfest two different things. Yes. I think at at different times in history they've both been at the fairgrounds. Are either of them still at the fairgrounds, I guess, is the question.

I don't know. They don't have the fair and expo center. I checked uh while sitting here. They don't have anything on their December calendar. Okay. Right now, not even the Christmas bureau. Okay. So, and I mean both of those groups could have found other because I think one of them went to Marabbo Park. One of them at least did one year I think at Riverfront Park and I think there's something for him fest that was the Chinese lanterns at Riverfront Park. Yeah. So they've shifted. So Okay. Okay. And I was I was referencing Spokane Winterflow which is the holiday light display scene at Kemell Yards.

It used to be in Liberty Lake. Okay. So, so I just there's there's lots of things that I don't know if they're still going or not or any of that. So, thank you. Yeah. Thank you. Okay. While you're still there, we've got two proclamations tomorrow. Uh, no, you have one one. Okay. For behavioral health. Okay. And it's behavioral health month. uh you were going to have one for the therapeutic courts but it has now been changed by superior court to being drug court week and that will be on May 5th. Okay, thank you. So that will be May 5th not tomorrow.

Yes. Okay. Perfect. Yes. Thank you. Okay, so that takes us to the end of our agenda that we're we waiting for. Um but do we have we have one executive session item today if you're ready for that? Are there any other miscellaneous items?

Uh I have one quick miscellaneous um hoping in the next uh week or two. Um we could get this on a consent agenda. got a request from the Northeast Public Development Authority asking if we would send a letter of support in their application for a WAT regional mobility grant. Uh they're seeking funding improvements for East Hillyard, particularly to advance improvements to Myrtle Road. If there's no opposition to that, if we I'll work on getting a letter D. They sent a template. It's got a lot of, you know, fill-in project too. So, but just so not not the most detailed uh template, but

just I'll I will get I will work to get a a completed template and submit it if if there's no opposition to that, I'll continue with that and we can get that on a future consent agenda. They they're requesting that we have it back to them by June 5th. So, we got over a month. So, but if there's no opposition to that, sounds good. That sounds good. Okay. All right. I'll circle back with everyone. Okay. Okay. Any other misleading items?

Just um just want to get you guys mentally prepared. We'll do our first budget um in a significant way next week. I believe we are on all of your calendars this week to get some feedback um going into that presentation, but we will be starting the we'll be here today where we are in 26 plus starting the 27 next Thursday we have a meeting with all department heads and all of their financial teams invited. Chair Brooks is going to be there. is going to be um letting them know what the board is looking at, working through some things on workday. Jason in our office has put together some reports so you can show how people can pull and use and really encourage people to be using workday getting feedback from them things we need to improve. So another big budget related meeting that will be next next Thursday.

Can't wait. Yes, that was I think as I said last time um the attempt to to make sure as they talked about everyone doing all these separate spreadsheets and all of that that workday is our book of record and so that is what we'll be using. Um I think as you guys all hear sometimes different departments are like well the budget office is doing this and we do this and it's like no the like the commissioners need to get the real information. So so we got to figure out how the two are coming together so it's so everyone you know again can have trust in those numbers. So that's what

Thursday's about. Everyone's welcome to come if you like. Go get a chair. Chair seems like it would fall under the chairs. Um, sorry. I guess that's it's all happening. So, well, what is that again? Thursday morning. I believe it's 8:30 from this Thursday. A week from Thursday. just trying to get as everyone's coming into the office, you know, get them meeting over at the public works.

We've decided to move it to the um the hearing room. We're not at this point. The plan, we have a conversation later today. The plan was to have it in person only, but to record it if somebody wanted to watch it after. Okay.

And the recording equipment is so much better. and I would like it reported um so that we can then put it into our LMS, our learning management system, so that anybody that's not there can access it, but also um for people that join us in the future, new leaders, new department heads, it would be really helpful for us to be able to assign that to them to watch within their first 30 days. So at least they have a general idea of how we do things and why they do things. And with workday, we have capacity to do that a lot more. So I would like to record it for that reason also so that we have it for new leaders as they're on boarding with us.

Okay, very good. Thank you. Super excited. Okay. Um Matt,

one executive session item today. It's pending and potential litigation. Approximately 20 minutes. No action. Scott Simmons, Jeff McMorris, Matt Olsome, Deathon Cura, Dan Gad, Lauren Williams, Tory Peterson, Nathan Mccoral, and Ashley. Okay, anyone on Zoom? Okay, we're going to go into executive session for the item just stated for approximately 20 minutes. At the end of that 20 minutes, we will adjourn tomorrow morning perfect for day and we'll see everybody back tomorrow at 9 o'clock.