Budget Committee recommendationsMemorandum: Budget Committee Recommendations Summary
Date: October 29, 2024
To: Board of County Commissioners (BOCC)
Subject: Summary of Budget Committee Recommendations
This memorandum summarizes the key recommendations made by the Budget Committee during the
meeting on October 28, 2024. Please note that this summary captures the overall recommendations but
is not exhaustive of all suggestions provided. Committee members present at the meeting included Bill
Serrahn, Usha Sahadeva-Brooks, Tim Wood and Jerry Villareal. Paul Crowner was unable to attend due to
a prior scheduled vacation. Pi F `` �'{ n `F` 4•.
Reporter: Becky Butler
1. FTE Reductions —Assessor and Treasurer::`�.
o Reinstate the FTE reductions initially planned for these offices due to the implementation
of the new tax and assessment system,, \ Z `'
o The committee advises a thorough post -implementation review to sa sess staffing needs
as efficiency is realized with the.cloud-based system.
2. Juvenile Position:
o Restore the Juvenile position, as'any reductions affecting employee or public safety
should be avoided._
o Opioid Settlement Funds: The comlmittee•recommends utilizing these funds, where
eligible, to o4set costs in this area. Funds for juvenile detention programs or staffing need
to align the initiative with the.state's opioid remediation strategies.
3. Correctional Officer Positions:'-,, =.t
o, `Reinstate three corrections officer positions to ensure staff and inmate safety within the
4. Detective Position — Sheriff's Department:
o Reinstate one detective `position to handle the department's investigative load and
maintain p blic safety.
5. District Court Position:
o Reinstate the District Court position to ensure service continuity.
Opioid Settlement Funds: As outlined under the Washington "One WA MOU," opioid
funds may be eligible to support probation services for individuals with substance use
disorders and co-occurring mental health issues
6. Senior Services Allocations:
o Review current senior program allocations and discuss budget constraints with the Lewis
County Seniors at the next meeting.
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7. Veterans Services Program Review:
o Evaluate the Veterans program to eliminate duplicate services and focus on acting as a
liaison to federal benefits where available. For example, if the federal government offers
funeral benefits assist with the proper documentation to Veterans Affairs before using
local funds.
8. WSU Extension Services:
o Explore further reductions in the WSU Extension Services program while maintaining the
4-H program.
9. Levy Recommendations: ,.
• Property Tax Levy: The committee recommends.the_B_ OCC adopt the full 1% allowable increase
in property tax, plus any banked capacity available:
• Levy Shift: If necessary, consider a shift from the Road Fund to the General Fund to sustain public
safety services. The committee understands this comes with,a cost of deferred road maintenance
and reductions in transportation projects.
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10. Public Safety Tax Ballot Measure:
o Encourage the Board of County°Commissioners (BOCC) to collaborate with the community
and stakeholders -to -propose a public safety tax. initiative".\
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11. Opioid Settlement Funds: Evaluate opportunities to use opioid settlement funds within eligible
public safety programs, includ_ing'behavioral health services, jail operations, and substance use
treatment initiatives.
The following are questions the Committee has submitted for the budget staff to review and respond to.
Questions were written and submitted by Tim Wood.
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Committee Questions:
1. During the Sheriff's Office discussion, there was a mention of minimum staffing levels - are these
established internal to LC, or are they established WA state/Federal requirements? If these cannot
be met, what are the possible consequences and/or required actions?
2. What are the anticipated ongoing costs associated with the'Randle substation?
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3. LC'Night by Night' Shelter is scheduled to o,pensoon. What are the anticipated ongoing operational
expenses associated? Are these costs new/additional to current budget expenses, or will they
simply consolidate current efforts into a single location? What are the anticipated capital costs of
'finishing out'/fixturing/equippingthe-shelter? I believe (please correct me if -I'm wrong) this effort
was required by WA state legislati4 action. Are'there cheaper alternatives which can be
effected which would meet these requirements?- Can we tourthis facility? If this is NOT mandated,
should LC consider delaying -activation of this facility 'to. help meetJorecasted budget shortfalls?
4. We've discussed a tour oft , heJuvenile Facility.- can this be arranged prior to the end of the budget
process. —
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5. There ywas a.mention in the Chronicle recently of a September 30 memo to the BOCC regarding the
budget, fo'recests & potential shortfalls -'can we get a copy of this please?
6. If the Committee agrees aftei discussion, would it be appropriate for the Budget Committee to
recommend that the BOCC consider proposing a new assessment to put to the voters for a Public
Safety levy, to fully fund the Sheriff's Department at levels determined to be appropriate by the
Commissioners in consultation with the Sheriff & any other LC employees/citizens as determined
by the BOCC?
PUBLIC HEALTH
alarm
7. The department provided 2023 numbers for the various sub departments during our initial
meeting. I would like to see historical numbers back a few years earlier if possible, as well as for
the 1st 3/4 of 2024 just completed. If possible and not terribly inconvenient, any thoughts the
department has on what the full year numbers might be for 2024.
8. Just to confirm, Public Health makes a strong effort to find, review, and apply for any and all
available grant funds?
1,
9. Can we please receive a full size copy (or an electronic version) of the PH PowerPoint used during
our meeting on 10/2? 1 am particularly interested in the Org Chart page.
10. What are the potential risks/downsides.of moving funding from fund 1520 to cover the anticipated
Animal Shelter shortfall of $32 000?` '-
11. Can we confirm that`all excess county properties have been evaluated as to their effectiveness to
serve as the'new' Animal'Shelter?
12. Please have Public Health'confirm,that all proposed fee increases cover 100% of the associated
costs. If not; what modifications should% be made?
13. Based upon the trailing 12months, what 'revenue' differential would have been experienced by
PH?
IT
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14. What is the term of all existing/under negotiation IT contracts? Any analysis available to evaluate
negative financial impacts of pending/anticipated changes?
FACILITIES
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15. Within the Facilities memo to the BOCC & other LC Departments which summarized all the
anticipated changes Facilities has suggested will/be required to be made to meet the
Commissioners' instructions, are there any additional changes they anticipate? Would it be too
much trouble to also receive a review of wh'a't.steps they took during 2024 to meet those
reductions, and whether these were successful or unsuccessful?- (NOTE: This might be valuable
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information for any department to provide -if it is not too onerous).
16. It was indicated that "Operational Technology" has, increased their workload - the 'sales pitch'
behind implementing additional tech`nology'is.supposed to.be a reduction in labor. Why are we
adding new'stuff'that increases our labor needs? --
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17. Why is Facilities`overseeing'lnsurance Premiums?\Wouldn't it make more sense for all insurance
related matters (with`the possible exception of health insurance) to be consolidated in Finance, or
Operations? \
18. Why did Facilities-'!.... ability; to' capture inflation costs of 2% in 2024- 2025" amounting to roughly
$81,000 (source: Facilities memo to BOCC & Departments 9/1/24) happen? Can this be avoided in
2025?
19. How many/where located are Facilities' customer facing positions? Can these be reduced by
reducing days and/or hours of operations?
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20. How often does Facilities review all service contracts within their purview, for the possibility of
reductions/eliminations/rebidding?
21. Does Facilities annually review whether, as LC employees salary levels increase within the labor
agreements, the use of outside vendors would be more fiscally conservative?
22. What is the UP Committee? Why does it exist? Who sits on it? What impact, if any, on the Facilities
Department expenses (or revenue?) does this entity_ha"ve?` - ,
23. What will the costs (savings?) of freezing Capital Projects
24. Office Moves/Surplus/Equipment Relocations -expenses
based upon MOU's? Presumably this',will be done at
markup. Is this another function which, night.be don
position? :1
ng restructured, and will now be
_cost offset amounts, without a
expensively using a Temp Labor
25. It was indicated that the Jail Support position(s?) will now be transferred to the Sheriff's Budget,
"through 10/1%funds". What are these -funds?
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26. IF Facilities stops providing the Jail with Biohazard & Blood Borne Pathogen cleaning services, what
will the increase cost to the Jail be? Would Facilities anticipate that this would involve hiring and/or
training a Sheriff's employee, or outside contract?
27. Regarding the Historical Museum, the Facilities proposal suggests that annual maintenance support
will be limited to the amount of the annual rent the Museum pays. What has been the actual
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expense associated with this building over the last few years? (Related: Should the Museum's rent
be increased?).
28. Facilities suggests they will no longer provide landscaping services to LC buildings - does Facilities
anticipate that this will reduce or increase the overall expense of this work to the county?
29.Facilities referenced 'Deferred Maintenance Issu
Estimated current expense? Cost to continue the_
30. In the Facilities handout they used a 'plug' number
experienced over the course of 2024 vs. the'sam
inflation figure was higher than`2%% should their`'i
actually experienced? How would tAis impact their
31. With the opening' -of the new jCommunity,Dev
experienced.a.reduction,ir'necessa_r`ytim_e spent by
demand for -their services?,- �g T
32. Facilities`has proposed theelimin
these services_Will still be req
cost to LC through the use of
;'-`in their 9/13 discussion what are these?
flays?
of 2% inflation. What.ywas the actual inflation
e period,of 2023? Assuming that the actual
iresentation be redrafted -to reflect what was
forecast 2025 Budget?
elopment Building, shouldn't Facilities have
moving to a newer, modern building? Reduced
ion of some internal services previously provided. However, if
isn't there a risk that this actually results in an overall increased
vendors? Please evaluate.
33. IF the above mentioned reductions are net positive to LC, do the forecast staff reductions fully
reflect 100% of these tasks?
34. Shouldn't the "Jail -dedicated Tech 2" expense already be reflected in the Jail Budget (isn't that the
purpose of the Interfund transfers)?
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35. 1 strongly support the creativity associated in testing the Pilot Vending Program - this type of
forward looking should be encouraged throughout all government departments. However, my
experience leads me to be cautious when evaluating the 'real' effectiveness of any new 'labor
saving/dollar saving' program for hidden costs, or unintended consequences. These could include
(but not be limited to) future price increases exceeding our current experience, future expenses for
rental, leasing, or maintenance associated with the equipment, long term vendor reliability, etc.
which could lead to future higher expenses than normal. . l
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COMMUNICATIONS
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36. Please confirm whether the Radio -.Services SupportRates truly reflect our, actual costs), and
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whether this is a new program. Ifthese-do NOT cover our actual costs, these should be redrafted
to reflect those actual costs, and this analysis'of actual costsshould be done annually and modified
accordingly.
37. Radio Support Services Rates are mention for the Sheriff's Office, Public Works, & the
Coroner._P_lease confirm these also_ezist for any/all other departments, not limited to Roads, Public
Health, etc. -(any/ 11'non-phone'related communications).
38. If we assume`the'911 Bond Measure fails, what is the forecasted impact to Communications in
2025? Similarly, 'is it possible to'forecast any positive impact of the 911 measure passing?
39. IF Communications is required to meet the stated budget objective of holding to 2024's Budget line
items, how would that impact Communications?
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40. Is it possible to consider some sort of internship or work-study program with area High Schools
and/or the college which could benefit the Comms Dept?
41. A notation was made regarding no Homeland Security grant is anticipated for 2025. How can LC
better make use of any/all possible grants for this department?
TREASURER )
s
42. The Treasurer's Office should be complimented on their ongoing efforts to gain a relatively high
return on Lewis County's funds, while keeping these funds safe. Jus1.t-a thought - can LC offer these
services to other adjacent counties for a small management fee?
43. Can we confirm that all charged services to the JunioPTaxing Districts have been increased to reflect
the associated costs LC experiences in providing these?This should include any forecasted labor
increases for 2025 associated with these.services.`-,_� "♦ `
44. The Treasurer's --Department; and-Lewis-.Couky"'in general, should be complimented on their
apparent-strong-commitment`to maximizing-1ewis County's (and the associated Junior Taxing
Districts) Investment Yields. Is..there any advantage to the Treasurer recommending similar
adjustments..to where/how the money,is 'stored', as the Treasurer's Department has undertaken
recently whi&should result in.even higher interest yields?
45. The department's report indicated that the State Auditor's Office conducted a 'lean management
audit' roughly 5 years ago. Once the 2025 Budget is in place and active, I would recommend
requesting an updated audit.
46. What are the risks, if any, of implementing the Treasurer's plan to add an incremental $127,000
through modification of our banking arrangements with Umpqua?
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ASSESSOR
47. Can revised assessments be paused for 2025? If so, what would the estimated cost of this be,
versus any potential savings.
48. Is it possible to receive, without undue stress, a historical' record (last 5 years?) of required
appraisals, plus any forecast for what 2025 will look like?_
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49. What is the department's experience with successful property tax appeals in, recent years?
50. Can the implementation of the software upgrade be delayed? Actual $costs of such a delay, as well
as 'opportunity' costs?
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AUDITOR
51. What isthe actual number (or average,number) of "off -site" audits annually?
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52. The department forecast a Supply line item reduction of $4600. What steps have already been
taken, and what new'ones will be taken, to achieve these savings? Shouldn't these be implemented
today?
53. What is the actual number (or average number) of "off -site" audits annually?
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54. The department forecast a Supply line item reduction of $4600. What steps have already been
taken, and what new ones will betaken, to achieve these savings? Shouldn't these be implemented
today?
COUNTY ADMINISTRATION
55. The handout reflected a discrepancy - the Description shows)an Expenditure Limit of $426,142,
however the Proposal Summary reflects $424,992. Which would be correct?
CLERKf'
56. How ar
what m
COMM
57. What i
project
58. The de
the rec
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BillM
59. Can an
with each? If not,
cts considered, or
and ask. What are
, would this reduce
60. What is the historical record for the number of HR employees versus the total LC staff?
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61. What are the job functions of the 'Casual Help'? Eliminating this expense would reduce the impact
of the suggested cuts in FT staffing.
PUBLIC WORKS
62. It was indicated that there were currently 10 open positions in Public Works. If any of these
positions have been open for over 12 months, should these be�eliminated?
63. My notes are unclear, but it may have been sugge`sted that\a fate
2025 are not covering actual costs. If so, why not? If this is the case,
be if these DID reflect actual costs?
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FF`
64. This may have been.a topic last year - but has LC irivestigatei
county in expanding the rental space available a` the 2 airpi
65. Are the historical useage riumbegs for LC airpo_rts.;available?
CAPITAL PROJECTS
revision recommendation for
.what would the benefit to LC
66. Can the Budget Committee get a copy of the presentation from 9/30?
67. Can we also request a quick review of what REET 1 & REET 2 are?
11-131MIT99
any financial benefit to the
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69. We need a revised/corrected handout.
70. Do all WA counties have a similar relationship with WSU?
71. There was some discussion/conversation regarding an MOU from Solid Waste- What/Why?
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GENERAL
72. Who negotiates labor agreements for CC &'the BOCC?
73.
Is there any citizen oversight of LC salary levels?/
74. Have all furniture/equipment purchases been frozen?
75. Wh
cou
What about 'discretionary' purchases?
in LC salaries (as a %, rather than actual $, as that number
)ositions/terminations).
76. Has LC ever considered/evaluated whether any efficiencies of scale could be had if LC were to take
on all road maintenance in the county, consolidating equipment & personnel (primarily from the 2
largest cities in the county), thus providing savings not only to LC, but also to the cities?
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77. What are the current capital cost projections of the night by night shelter? I'm sure it's been
considered (but just in case) - is there any opportunity for private investment to aid in funding this
project?
78. What is the historical out of pocket costs to LC for homeless housing, including YTD 2024, and
projections for 2025/
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79. Would it be possible to clarify the differing uses of.both the. (potential) bond issue as well as the
use of ARPA funds, for the 911 system? %
80. Has LC seriously considered a wider posting of open positions, particularly'those which could be
filled remotely, by advertising in regions with an overall lower cost of living (& therefore potentially
reducing labor costs)? Or would prevailingwage issues -prevent any cost savings?
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81. Are grants evaluated/applied for'lwithin each 'separate department?
savings by consolidating this function within a single department?
82. As the,slowing economy impacts jurisdictions across WA, the West
regions, is there any way to determine whether reductions elsewhere
for LC (capital -.equipment, even personnel).
Is there any potential for
in general, and even other
may provide opportunities
83. What would the near term/long term consequences be (& possible $ savings) of postponing the
scheduled vehicle & equipment purchases for all of 2025?
84. Not certain whether LC has a policy regarding limiting printing (and the large quantities of paper
generated during our Budget Meetings may well be an anomaly), but based on at least some of the
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documents we received, any existing policy should require double sided printing when at all
possible.
85. Can/should all LC grant writing be consolidated in a single department for consistency/maximizing
grant $? If not, can LC increase the number of successful grants it receives by holding an in house
training using those personnel who are most successful in receiving grants for their departments?
86. Please ask all departments to determine what impacts to public service, overall job performance,
& most importantly, revenue/expenses if LC were to mandate 6-hiring freeze.
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Lewis County
2025 - Proposed Prelim - Program
Download generated on 10/29/2024
Funds Filter GENERAL FUND
Expenses Filter OPERATING TRANSFERS
2022 Actual
TRANSFERS -PUBLIC HEALTH
621,000
TRANSFERS-COMM DEV
400,000
TRANSFERS-DEM
262,510
TRANSFERS-2015 DEBT SVC
253,441
TRANSFERS-2020 DEBT SVC
201,132
TRANSFERS-SWWF
111,835
TRANSFERS -SC AIRPORT
120,000
TRANSFERS -SOLID WASTE
147,600
TRANSFERS -FLOOD CONTROL
58,500
TRANSFERS -AS DONATION
261,590
TRANSFERS- PAC KWOOD AIRPORT
21,946
SHERIFF -TRAFFIC POLICING
73,319
JAIL -PRISONER CARE
36,660
TRANSFERS -LAW LIBRARY
7,000
TRANSFERS -DISPUTE RES
2,000
Total
2024
2025 Prelim
2023 Actual
2024 Actual
Estimated
2024 Budget
Budget9-30-
Year End
2024
784,000
0
713,511
649,385
482,243
355,000
0
400,000
400,000
250,000
220,935
0
372,626
372,626
343,275
253,843
251,393
251,393
251,393
0
198,504
200,226
200,226
200,226
0
108,986
0
217,971
217,971
217,971
169,344
0
184,332
184,332
184,332
147,600
0
147,600
147,600
147,600
62,000
0
65,000
65,000
65,000
0
0
0
0
0
33,576
0
66,424
66,424
66,424
0
0
0
0
0
0
0
0
0
0
7,000
0
7,000
7,000
7,000
2,000
0
2,000
2,000
2,000
2,578,532 2,342,788 451,619 2,628,083 2,563,957 1,765,845
IS