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HomeMy WebLinkAboutM060482June 4, 1982 8 2-- d 9'42 943 RECONVENE: The Board reconvened at 8:00 a.m. pursuant to recess. Present: Supervisors Fulton, Moseley, Saraceni and Chairman Wheeler. Mike Pyeatt, interim administrative officer; Jim Johansen, auditor; and Eleanor M. Becker, county clerk, by Nancy Wilson, deputy clerk. Supervisor Dolan absent. ADDITIONAL ITEMS BY BOARD MEMBERS Charrman Wheeler advised a closed session would be held on June 8, 1982 at 8:00 a.m. BUDGET REVIEW FOR PROPOSED BUDGET FOR 1982-83 The budget review for proposell budgets for 1982-83 was held as continued. PUBLIC HEALTH BUDGET: GENERAL SERVICES, 540-001; COUNTY MEDICAL SERVICES, 540-002;ENVIRONMENTAL HEALTH, 540-003; DCRC, 540-004; and MENTAL HEALTH BUDGET: GENERAL SERVICES 541-001 and DETOXIFICATION 541-002 Mike Pyeatt, interim administrative officer, commented on the comparisions requested by Supervisor Dolan relative to original and revised Public Health Department budgets. They would be discussing organization, legality of research done on reorganization, review of the budget and effects on programs in relation to other matters, In the revised proposal, the additional positions progosed for reduction are two Public Health Nurses, which are currently vacant, a Public Health Lab Aid, a half-time Health Education Assistant, and the ten gercent pay reduction for the department head are under account ll. Additional items not in the original proposal are account 12, extra help, $3,910, account 30, maintenance of equipment, $1,000, account 32, reduction from $1,000 to $5,100, account 41, reduction from $1,000 to $2,000, and on transportation and travel this is a new item altogether. Basically everything else in those accounts are the same as the original proposal on the Public Health side. The elimination of the Paradise Health Office and the Gridley Health Department Office are substantially the same as the original proposal. Everything from the middle of page 2 on the revised proposal to the bottom is substantially new. Some of this information has been included in prior comments and documents that their office=does have. We would be able to comment on them as far as the reduction and service in relation to information that has been .submitted to the State in prior years on public health plans. SUPERVISOR DOLAN PRESENT AT'THIS TIME Gerald Lively, deputy administrative officer, set out the organization and review of the Public Health Department. They did not initially start out by looking at the Mental Health Department as well. The purpose of looking at the Health Department was to see whether the organization or review would indicate efficiencies and economies. They did not aim the study for this budget session, but when the study was completed, they were going to submit it to the Board with recommendations. They reviewed their findings with Dr. Svihus periodically to see whether they were erroneous in some of their findings or not. As far as they had proceeded, there are some indications of opportunity for economies and efficiencies through organization review, particularly when they began to look at this as a package considering Mental Health Department. They saw no legal requirements to have a medical doctor as a department head for either organization. They did discover there was a unique place in public health organizations for a public health officer or a county health officer, who is in charge of the professional staff .of the public health department, has to sign certain documents, does certain medical things, in certain circumstances, which are all described in various statutes. On the Mental Health side, there is a similar situation although the requirements are Page 85 June 4, 1982 82 a June 4 1982 o..m a .- a e ~ ~ s e o o ~ s s ~ ors - a ~ e s o ~ ~ ~ ~ ~ ~ ~ = = ° _ - ~ore general in that the professional staff is to be headed by a Director of Mental Health that does not have to be the department head, but can be. The Public Health Officer and the Director of Mental Health have a peer relationship. If they looked at an agency concept, there would be a Public Health Officer and Mental Health Director in charge of professional staff. Each department would have an administrative unit, which handle the day to day operation of the department and are headed by administrative services officers. They handle the grants, the revenue generating activities, and the budget requirements of the Board. With-this concept they would intergrate the two administrative services units in tact from the two departments. There is no reason coordination of activities cannot be headed by a department head who is an administrator and some of the resources within each department could become common, such as the clerical support. Mental Health receives Short-Doyle funds which is 90 percent state funded. Last year Public Health was 100 percent funded and is roughly 50 percent. A combined administrative services would be 75 percent funded by some type of state funds. The salary for a lay administrator, who would head the combined functions, would be roughly 75 percent funding by the state. In his judgment, there was a potential for another $100,000 to $150,000 of discretionary local monies that could be reduced. The county had such an agency in the past except the department head was a doctor. This organizational study is essentially the same thing except there would not be medical doctors doing administrative work. There are six medical doctors of which two are part time in Mental Health. There are several ways this can be approached. There is not much impact on the county funds because Short-Doyle funds are involved. The Public Health Officer would head the professional staff with the ability to contract for additional medical services as the need arises in the amount of $10,000 to $20,000. That money can be achieved or aquired through the savings of this organizational review. The salaries for two doctor department heads are a total of $77,000 each. The salary for Public Health is 50 percent state funded. The savings would be approximately one-half the $77,000. They were proposing a salary range of 32.5 for a lay administrator. This is the same salary range as the Welfare Director.. The reasons for the salary range are because there are 81 positions in Public Health and 61 positions in Mental Health and as complex an organization as the Welfare Department. There are too many problems involved to include Welfare and Probation Departments within the agency concept. The agency concept for the health departments is sound in terms of efficiencies, coordination and the ability to use resources. The Health Education Unit, now in the Public Health Department, is recommended to become a part of the administrative services in~this new agency. Whatever public relations effort there needs to be for Mental Health can be provided by this group and the costs could be charged to Short--Doyle funds. There are other organizational problems they encountered in Public Health which are minor. He could not say the same thing in Mental Health, because they did not go that far in the organization. The nursing division has some very classic kinds of organizational problems because the administrator is a trained medical person and not a trained administrator. This proposal amounts to $240,000 in immediate savings, through an organizational change and not reducing services. The proposal presented by Dr. Svihus does address reductions in service. He recommended the Board consider the organizational change, which would have one department head, and be an agency concept like the county had several years ago. Supervisor Dolan was not sure which way she wanted to proceed. She had not had the opportunity to review the previous Board discussions when the agency was established and did not know how long the agency lasted. She would like an opportunity to review the study done to separate the departments. Page 86 ,Tune 4, 1982 8 2- a;„» _ _ _ June 4 1982 i Q ~S- C-~ 3 C6 J 3 ~3 ~. ~~ ~ ~• 3 S 3 S 9 J :1 J 7 C S "J 2 2 2~ 3 S Mr. Lively stated the agency concept was an outgrowth of the closure of the County hospital: The proposal by the Administrative Office would be a reduction of dollars. There would be a reduction in staff due to closure of the Paradise Office. Paradise is a unique situation. The County is in a situation where there will be vacant building space available. The County now leases facilities for the clinics which is furnished with a great deal of equipment for public health uses. If the County building space is used for both Paradise and Gridley equipment would have to be taken to those areas. • Dr. Svihus, public health director, spoke regarding the reorganization prop as al. This proposal seems to be based on three premises. These are that a lay administrator would head two departments, there would be cost savings to the .county and that it works elsewhere. The Board has received letters of support for continuing the present program-of having a medical director for the Public Health Department. A staff position could not just be given the title-.of Health Officer to receive certain grants and government funding. Ttie office of health officer is a statutory county office established in the same chapter of the Government Code that establishes the office of District Attorney, Sheriff, Auditor, and the Board of Supervisors. The duties of the Health Officer are set out in the Health and Safety Code, which are substantial, so the office is not just a casual assignment so that the county may receive grants. The staff of the Public Health Department can actually carry put the statutory duties of the Health Officer, under his professional direction as a physician, and he is responsible for their work just as the Sheriff is for his deputies. The employees are really deputies of the Health Officer. Because of the increasing use of hazardous materials in industry and the increasing risk of toxic spill, he had provided extensive training in this area for the Environmental Health staff. If he had not done so, and injuries were to have resulted from a toxic accident that may not have been handled properly because of lack of staff training, he could be held personally liable for failure to perform the duties of his office. He would not like to see someone assume the liability without having the ability to provide professional direction. They function under the Business and Professions Code as well as under the Health and Safety Code. The nurses receive their direction from the Health Officer as a physician. They try to have the nurses trained in CPR and advanced CPR so that they can conduct clinics without a physician having to be there. In many cases the nurses are afraid to start a clinic until a physician arrives. The role of the Health Officer is giving preventative medicine direction and providing proper medical leadership to the professional technical staff. They are handling disease situations, the carrying out of local and state directives in policies, and establishing policies procedures of standing orders for the professional staff so that they can carry out their duties as independently as possible based on law, regulations and basic public health guidelines. The Health Officer is responsible-for investigating reports of disease outbreaks occurrence of dangerous diseases and implementing control and isolation measures pessary. This cannot be done if the Health Officer is providing jail services, baby clinics, and family planning clinics. Several of the letters from hospitals speak to these concerns. The achool nurses are in copstant contact with him to prevent the spread of disease in schools. A lay administrator could not be addressing medical staffs of hospitals op disease subjects including rabies. It was claimed there would be a savings by elimination of the two directors positions with a salary reduction for each of the two (positions. The cost for each position would be $56,254 with fringe benefits bringing the total to $70,000. Ten percent fo the Mental Health Director's salary and 30 percent of the Public Health Director's salary are paid by the county while the other is~~paed for by state funding. g 87 June 4, 1982 June 4, 1982 s~ ~a a a a n m a a a. o a a a a a= a a m a a a e e s z a a a ~ a a= a a a. The county share for the two positions is $28,000 compared to the proposed salary of $36,400 with fringe benefits for a total amount of $47,000 for a lay administrator. The state may or may not fund a portion of the costs for an administrator nor would they be required to fund the position through Short-Doyle or ABS funding since the administrator would be neither the Health Officer nor the Mental Health Director. It is very unlikely that the state would fund the position. If the state does not fund the position, it would come from the county general fund along with funding for the part time clinic physician. The cost for a part time physician would be approximately $10,000 to $20,000. This proposal would result in an increase to the county budget of $19,500. At the same time, the valuable services of two trained physicians would be lost. There could be problems with jail services with the use of apart time physician. The Administrative Office named three counties where there were similar arrangements, Humboldt, Merced and Sonoma Counties. Mr. Pyeatt advised those three counties dealth with Mental Health. He felt Dr. Svihus should address Santa Cruz County. Shasta County ,has lay administrators. . Dr. Svihus addressed Santa Cruz County procedures at this time, He was the Director of Mental Health and Director of Public Health in that county several years ago. The two combined departments were called an agency. When the County hospital was closed, a very elaborate medical care program was established. Butte County for some reason did not do that and now there is a problem with medical care for MIAs and no clinical setup to handle these things. He set the program up and the total budget was approximately $8-1/2 million. When he left Santa Cruz County, the Assistant Administrator was assigned as agency director. The deputy for Public Health was the Health Officer and the deputy for Mental Health was the Mental Health Director. There was nothing but turmoil during the time there was a lay administrator. That county is discussing dismantling the agency so they could save money by not having an administrator. Shasta County is unique. The Public Health and Mental Health programs are under the umbrella of the county hospital. There are not many counties. without a county hospital who have an agency similar to Santa Cruz County. The trend is to eliminate lay administrator and have an agency similar to Santa Cruz County with a physician director. He contacted Humboldt, Merced and Sonoma Counties and was told there was no agency and they had organization structures like Butte County has. Mr. Pyeatt advised that the Board could look at the salary ',survey for the nine other counties, Sonoma, Humboldt and Mexced Counties have lay administrators for their Mental Health Departments. Santa Cruz and Shasta Counties have lay administrators for their Public Health ~IDepartments. He knew of a couple of other counties with lay administrators. Dr. Svihus stated the state had great big monsterous agencies. The state can save over $1 million a year by abolishing agency secretaries. In 1973 the State Health Department was combined and they are in the process of dismantling the department: He.uiiderstood there was a bill being drafted to separate the Public Health and Medical sections. The large counties have big massive departments. The Public Health Officer is still in charge of the public health functions of these organizations and there is usually a county hospital. He set out how the agency was organized when he came to Butte County. There was an Agency Director and a Mental Health Director, who was made more independent. Page gg June 4, 1982 8 2- a. June 4 1982 i er ~a s x n s~~ a m~ ~~ ~~ n she e a~ a a= gy m ~ a ~. m e e e a c s~~ He was not the department head of Mental Health but the Mental Health Director was the department head. This made him responsible and. accountable for the Mental Health Director but with no authority. This created problems and the Board established two separate departments. There was a faulty structure in.the agency. Mr. Pyeatt stated there were many hospital administrators who were lay administrators. They have a staff of physicians with a medical director who is a physician. He did not see any reason why the state would not fund this position especially when the county has the option of having a lay administrator for Mental Health. He felt if the state would allow cost for administrative services personnel there should be no groblem. He could check with the state on this matter. Dr. David Oberlin, representing Butte-Glenn Medical Society, spoke regarding their position on this matter. They had sent a letter to the Board on this. This is of vital concern to the medical community and they should have been contacted. He asked that information on this matter be made available to the society. He asked that the Board go slowly in making a decision. He was concerned with having a lay administrator in medical care. They are all concerned with preventative medicine. They have outstanding emergency medical services in the county including the Northern California Emergency Medical Care Council. He felt this would continue to require expert .medical knowledge. He believed there would be future crisises involving Medical and indigent care in the county that would require medical insight.- He did not feel this position was the same as a hospital administrator. This position is sitting standards of medical care. Mr. Pyeatt stated they were not proposing the County Health Officer be a lay person.:. There is a physician and the structure of the department now. They are proposing to supplement some of those physician services with contract services. Dr. Oberlin was not arguing that lay people should not do iay work. There are preventative. medicine emergency services, and medical care of indigents which are not lay problems but medical problems. If a survey had been done, he would like the medical community to have a chance to review the study. Mr. Lively stated they were proposing that administration of the department be done by lay people and were-not proposing changes in the Public Health Office function. The administrator would deal with budget communication problems, application to the state for funds, and personnel problems. They saw no need to try an identify every constituent group in the private sector to review their grogosal because they are not talking about changes in the Public Health Officer function. Dr. Oberlin stated that still did not answer his question of why the society was not given an opportunity for inpert into this matter. He did not feel that exchanging information with the society was the same as just asking anyone for input. He felt the society should be included in present and future actions of this type. Chairman Wheeler thought what staff was saying was that possibly the reason the society was not contacted because the Board is not dealing with medical changes but with administrative and structural policy changes. Dr. Svihus stated a hospital administrator was specifically trained in graduate studies for two years in the management of a hospital. The administrator is not involved in the professional affairs of the Page 89 June ~S, 1982 ,Tune 4, 1982 organization. The professional services have a president of the medical staff who functions similar to-the Director of Public Health. He has never run into administrative problems he could-not solve because he had had administrative training in his Master of Public Health degree. He still did not think of his position as a primarily administrative role. The worst administrative problem he has faced since he has been with the county was with the strange structure of the agency, which was set up by administrators. Dr. Raitt, director of mental health, felt that the proposal effected Public Health to a more significant degree thah it did Mental Health. The mental health program has had more experience using lay administrators. He understood public health programs tended to be directed by physicians. He could be most helpful with this proposal by offering his knowledge in various county programs and as a member of the view teams that have looked at county programs. There is a need to look at the role a lay administrator could play in the .Mental Health program which might be significantly different than the role it might play legally or in terms of what is happening on the to cal level in Public Health. ' RECESS: 9:17 a.m. RECOI~VEI~E: 9:34 a.m. Mr. Lively set out the proposed organizational chart at this time. There would be an administrative section, Public Health Officer and Mental Health Director. The units under the Public Health Officer and Mental Health Director would be the professional staff. The admin- istrative services unit represents 75 percent state funding now so there is no reason there would not be state funding under the proposal. There should be increased service levels under this proposal. Supervisor Dolan questioned how the proposal would answer the concerns raised by Dr. Svihus that there be administrative accountability and responsibility. Mr. Lively responded that the professional units would commu- nicate to the department head what their needs were. The Public Health Officer would have clear independent functions during a disaster as set forth by law. What the proposal shows is an administrative service provider with a clearly separate function. The difference in salary between the current Public Health Director and the lay administrator would be $34,000. There is a great deal more involved in the cost savings. it is not a reduction in services but would be an enhancement in services by allowing the doctor more-time to attend to medical purposes. Supervisor Pulton questioned who would be responsible for the hiring and fixing of personnel. He felt there would have to be some responsibility at the department head level. Mr. Lively responded that the administration and personnel functions would be handled in the administrative services unit. The responsibility is very limited because the county has a Personnel Department, salary ordinance and merit system. The Board would appoint the Mental Health Director and Public Health Officer. These are not three department heads. Supervisor Dolan felt there were three department heads, not in terms of administration, but in terms of direction and policy. Page 90 Sune 4, 1982 June 4, 1982 ~* 8: a Dr. Svihus stated this type of structure was applied in Sonoma County sometime ago. Humboldt County-also instituted this type of structure but abandoned it as too cumbersome. There is no need for that amount of admin- istration and there is too. much interacting to get things accomplished. His position is designated primarily as an administrator but he felt he did little administration. He primarily provided actual professional direction to staff. When there is a crisis or emergency, he has full authority to take needed action and is responsible. Under the proposed structure, there is no one who is really in charge or has the authority to take the necessary action.. Chairman wheeler felt the Board had sufficient information and should be ready to make a decision on this matter. Supervisor Dolan thought that looking at a proposal for an agency concept had merits. She did not feel it should be considered at this time. She wanted to investigate the matter further. She received two different budget presentations with the same dollar savings, one of which eliminated an administrator position and one which eliminated many services. She wondered if the Board could compare the two budget proposals. She was very uncomfortable about accepting the agency concept at this time. She felt Dr. Oberlin was right in that some consultation should occur. She felt it should occur also with the Mental Health side with program reorganization as part of the matters to be laoked at. It was not entirely clear to her what-the agency concept in service deliveries and cost analysis would lie. The question that has been raised about whether the administrative aspect of this would would be reimburseable by Short-Doyle funding. Supervisor Saraceni stated they have been working in every department to see how they could save services and how they could combine and make efforts work with what funds there are available. He felt there had been a thorough analysis done on how they could maintain or provide seri~ices with the funding available. He felt there were also good points presented by Dr. Svihus. Supervisor Fulton felt the proposal-had a great deal of merit and there are potential savings. He hoped they might approve the budget as presented by Dr. Svihus and then set up a two person committee to work with the Administrative Office staff to obtain some of the details from the state and to do a rather defined research project into what the other counties are doing. It was moved by Supervisor Dolan, seconded by Supervisor Fulton that the Board direct that the Public Health proposed budget be developed as outlined on the matter dated May 12, 1982, so~they,do proceed with the closing of Paradise and Cridley Health Offices, eliminating dry runs and transfer reimbursements. of 5150s; to appoint two Board members to investigate the combining of the Public Health and Mental Health Departments into the agency by analysis of cost savings, service impact, and review and research of what other counties are doing. Vote on motion: AYES: Supervisors Dolan, Fulton, Moseley, Saraceni and Chairman Wheeler NOES: None Motion carried. Chairman Wheeler appointed Supervisors Dolan and Fulton as the Board members to investigate the combining of the Public Health and Mental Health Departments. Page 91. June 4, 1982 8: b June 4, 1982. RECESS: 10:05 a.m. RECONVENE: 1b: 20 a.m. Mr. Lively advised that Mental Health Department was one of the budgets which. was dependent upon what the State of California does. Last year, there was no local match involved and the Board has adopted a resolution requesting a hardship waiver of the match for this year.' That is still pending. This is a very difficult budget in order to identify specific dollar reductions. It might attack discretionary funding. Dr. Raitt, director of mental health, stated he had responded to the Auditor's request to effect a savings of $11,300. They responded by indicating a number of areas they could cut back. Two of those areas are in the package with a net savings to the county? of $52,450. The two major areas of reduction are in the reduction of the county match for those patients who are admitted to the in-patient facility and whose care is paid for by Medical. They have been in negotiations with the State Department of Mental Health in Sacramento and have received their agreement to their interpretation that the current Medical reimbursement system is a 100 percent state responsibility. The county TS ten percent match is not required for that category and they were able to effect a $40,000 savings in their budget. The Statham monies are to be used for the alcohol program services for those people who experience problems with alcoholism and can be used in lieu of county general fund money. By using those funds they were able to effect a savings of $12,450. He requested adoption of their proposed budget as it was submitted. On motion of Supervisor Dolan, seconded by Supervisor Fulton and unanimously carried, the Mental Health Department proposed budget as proposed was accepted. PLANNTNG DEPARTMENT BUDGET: PLANNING COMMISSION, 480-001; BUTTE COTJNTY ASSOCTATTON OF GOVERNMENTS, 480-003; LOCAL AGENCY FORMATION COMMISSION, 480-004; AND ENVIRONMENTAL REVIEW 480-005 Bettye Kircher, planning director, stated they were not able to come up .to the black line by about $6,500. The reduction she proposed as stated in the original decision package severely restricted the advanced planning capabilities of the department. This could have long-term implications for the county. The General Plan needs some major revisions, which is the number one listing on their priority. It will have to be done as time is available. She felt they could have a zoning compliance procedure even with the elimination of the zoning investigator. They could deputize someone in the department to act as zoning investigator and modify the zoning code to provide for investigation by either County Counsel's Office,- the District Attorney's Office or on contract. The .reason there are two account numbers listed is because the overhead for the vehicle is in one account and the salary is in another account. There is no fine procedure within the county that would mean a reduction in revenue for the county. The overhead for travel-reduction for the zoning investigator would be $1,000 and maintenance of vehicle would be $1,500. She was asking for planning 'technicians for the mapping capability since she would be losing three (planners. The county is charged with maintaing the official maps and the 'base maps that go with the zoning maps. The technicians would also be able to work the public counter for zoning questions and answer the phone calls thereby releasing the professional personnel for the environmental review processing initial studies, fieldwork on applications and the advanced planning work. Supervisor Saraceni questioned whether they could eliminate some of the processing on the maps that are not necessarily something that has to be done. Page 92. June 4, 1982 8 2-- b'', - --_____-- ==June=41 1982_ _ _ _ _ _____________ Ms. Kircher advised there was one form they could eliminate. Past Boards had directed that when people came in wanting to divide their property, that before the actual application was in the applicant was to be assured that they were not going to have a problem with. the zoning or General Plan. This step is taken before any money is paid for an application. They initiated a review as to how this property conforms to the General Plan and zoning. This is the same form the Board is faced with at appeal hearings. They have said on tfie form the applicant is to conform with the General Plan. After they get into an in depth study, they sometimes find they have to contradict themselves. This initial study does not allow them much time to make a final judgment .and does take staff time. This step is not mandated by state law. She could not think of anything else she could reduce or it would have been reduced from the budget. All their department does is administers the Board's policy statements out of the General Plan. Subdivision law requires that a report be done on every tentative map application that comes up for approval. Supervisor Saraceni questioned the requirements for CEQA relative to parcel maps. He was concerned with the protection of animals that are grazing in habitat and did not know if that was a policy~of the Planning Department relative to looking at the habitat situation. He wondered if that was something the Board should determine or if the Planning Department should make that determination. Ms. Kircher stated that in the environmental program they are charged by whoever adminsters the CEQA program. CEQA and the Subdivision law are planning tools. There are charges that have to be looked at whether or not it relates to the ranges of impacts. She felt he was addressing some of the concerns that come out of the General Plan. The Department of Fish and Game has brought forward to the Board how areas of habitat should be handled. The, county is required to respond to the concerns raised by the Department of k'ish and Game under the CEQA guidelines. They have been able to achieve a spped up in the turnaround process on CEQA in the last nine months. Development in the foothills is particularly critical in some locations and causes a great deal of staff time. Ms. Kircher responded to Supervisor Saraceni's question about the possibility of combining Pulilic Works and Planning Departments. A road is designed from one point to another. For a planner there is more concern for the long term as to whether they are destroying the qualities of an area over a period of time. She would not resist the combining of the departments. Planning is very critical to the eastern part of the state and is a long term tool to provide legislative bodies with adequate information direction and policy statements for the long term fiscal responsibilities and development of areas. :~.The~planning.function is not affected by whether or not there is a building permit issued. With the proposed consolidation of the offices, they would-have to get into microfilming. She would like to have money ,included in this budget for microfilming. Mr. Pyeatt advised that there would be a need-for a budget transfer form for microfilming. The microfilming function was eliminated from the Central Services budget and they would have to come back to the Board on this matter for several of the departments. Ms. Kircher had quite a bit of money left in office supplies that was to be used for the General Plan amendment in Chico and possibly Concow. if the Board is under the opinion the zoning investigator should be left in the budget, they would also have to place back into the budget the travel time and car maintenance. She was also proposing replacing the current vehicle since it is in the shop more than it is out of the shop. Page 93. June 4, 1982 82- a June 4, 1982 Ihere would be three planners eliminated which would leave three professionals and herself, but she was planning to hire two planning technicians for the napping capability. On motion of Supervisor Dolan, seconded by Supervisor Moseley and unanimously carried, the Planning Department proposed budget except for the elimination of the zoning investigator was accepted. DATA PROCESSING BUDGET, 704-001 Jim Mattingly, data processing, requested that the Board consider the Data Processing budget on page2l and 22 of the yellow book. He requested that the Board institute reductions called for in paragraphs A through E. They would be talking about paragraph F next fiscal year. The annual computer center plan that was presented to the Board is being referred to the executive committee. Before any of the changes in paragraph F take place, the users are going to have to know what the impacts are and there are going to have to be. some priorities. They could bring back anything to subparagraph F during the final budget hearing process. The director is in E1 Dorado County looking at their on-line property system. They are looking at some ability to transfer this system to Butte County. The center will feel the effect of the items listed in A through E. Most of those items are estimated each year in terms of usage which includes paper stock and tape cleaner. They have a contract with Univac Corporation for maintenance of the computer in a 9- hour time frame from 8:00 a.m. to 5:00 p.m. There.is no additional charge for any repair to the hardware other than during prime time when they call Univac for repairs, there is an extra amount of cost. The center is operating a computer 24-hours a day which makes them vulnerable to not having that money if it would be needed. They try to devote most of the hardware to the computer far the on-line users during the day and the word batch processing to the night. Chairman Wheeler stated there was another underlying issue with the center. The Board gave direction to look very seriously for a financial management system. The software program has a market value of approximately $90,000 and they might be able to do some kind of exchange for that program in order to have it available to the Auditor and staff. Supervisor Dolan questioned whether the executive committee could be asked to focus their discussion on the total reduction and the cost of the contract rather than asking them~to consider only items in subparagraph F. Mr. Pyeatt advised the executive committee was in place as fax as recommending enhancements to programs and studying of priorities and utilization of manpower. Mr. Mattingly-stated about two years ago a comprehensive study was done as to the user community needs. If every item that was requested for computerization was addressed, the staffing requirements and technical staff for possibly three years would be 40 or 50 people the county could not afford. The annual plan in this community would identify some of the cost savings but definitely does not identify all the things that have been requested. The executive committee was formed to help in this. On motion of Supervisor Moseley, seconded by Supervisor Fulton and unanimously carried, the proposal from administrative staff was accepted. APPROPRIATION FOR CONTINGENCIES BUDGET The appropriation for contingencies to be considered during final budget hearings. ADDITIONAL BUDGET CONSIDERATIONS On motion of Supervisor Fulton, seconded by Supervisor Moseley and unanimously carried, a transfer,. of $130,000 from revenue sharing and rebudgeted to major maintenance-fed the jail was approved. Page 94. June 4, 1982 8 2= ~', 944 945 June 4, 19.82 _______ ___~T____ On motion of Supervisor Moseley, seconded by Supervisor Saraceni and unanimously carried, the Biggs Library to remain open. GO ON RECORD OPPOSING PROP05_ITTON 9, WATER ISSUE On motion of Supervisor T'ulton, seconded by Supervisor Wheeler and unanimously carried, the Board went on record opposing Proposition 9, the water issue. BUDGET REVIEW FOR PROPOSED BUDGET FOR 19$2-83 The budget review for proposed budgets-for 1982-83 was held as continued. ADDITIONAL BUDGET CONSIDERATIONS Mr. Pyeatt advised the Board had received several communications items from Mr. Sands with regard to items that are in the employee relations field. ADJOURNMENT There being nothing further before .the Board at this time, the meeting was adjourned at 11:15 a.m. to reconvene on Tuesday, June 8, 1982 at 8:00 a.m. ATTEST: ETEANOR M. BECKER, COUNTY CLERK- . RECORDER AND ex-officio Clerk of the Board of Supervisors air, Board of Supervisors Page 95. June 4,1982