My Budget Strategy

Top concerns in the community include fears of a potential fire like Paradise, a lack of deputies on the streets and poor road conditions.

With costs rising faster than revenues, it has been extremely challenging to make meaningful improvements in these areas. However, with the influx of ARP funds from COVID relief, our board made impactful decisions, utilizing those funds alongside grants to enhance fire and law enforcement services. We’ve established more fire stations and acquired more and newer equipment than ever before. Our sheriff has filled 17 deputy positions, which now cover the Highway 108 and 120 corridors. Our narcotics unit is back up and running, and we’re working toward adding school resource officers.

Have you noticed increased accountability among the homeless? While the county is striving to provide services for those willing to seek help, the Sheriff’s Office is actively engaging with incorrigible troublemakers to effect change.

Regarding Pinecrest overcrowding, as the popularity of this beautiful lake has become unmanageable, we’re having productive discussions about addressing illegal parking and enforcement on the beaches, with plans in the works—all thanks to the Sheriff’s Office finally having the resources.

When it comes to road improvements, we’re focused on acquiring more equipment to increase our asphalt paving output as much as the public contract code allows.

Even if Measure Z passes, changes in the budget will still need to be made, as there will still be problems funding fire, sheriff, and roads into the future.

I understand the aversion to taxes. When I present our budget at the state capitol and receive comments like, “Where is Tuolumne County?” and “Why don’t you propose a tax measure instead of seeking more funds from us?” it becomes clear that we are a rural area in need of local solutions. I will continue to advocate for fire services, law enforcement, roads, and home fire insurance, but we must also recognize that financial support will largely need to come from local sources if we want to sustain essential services. While Measure Z only reduces some major budget cuts, we must also work on the revenue side by encouraging smart development to grow our tax base (which our board has done and continues to do) while protecting our primary industry—tourism.

My economic development plan is straightforward: don’t burn down.

Below is my proposed budget strategy which has yet to be reviewed by the rest of the board, staff or county counsel. I have been diving into the details for some time, but what I am sharing right now is high level to avoid unnecessary alarm for those whose jobs may be impacted by my proposed cuts. Additionally, many of these changes would require negotiation with our unions. I also want to make it clear that my proposed budget does not include cuts to the library, recreation, or animal control. However, as I have always said, I would make cuts in those areas to keep a deputy on the street if it came down to that being the only option.

And what about the 4th floor? I hear complaints about the 4th floor salaries. While I agree many salaries are high, welcome to executive pay in government. Look at almost any “4th” floor in county government in California and you will see similar salaries and benefits, often at a higher level. The only way to stop this and still be able to retain and recruit would be to have all counties stop paying high executive wages and benefits… and I don’t see that happening any time soon.

“The protection of the public safety is the first responsibility of local government and local officials have an obligation to give priority to the provision of adequate public safety services.” – Constitution of California Art XIII section 35.a.2.

This blog serves as my public declaration of where I stand. I refuse to allow our basic constitutional obligations for public safety to suffer from a “death by a thousand cuts” during my tenure. I am committed to challenging the bureaucratic mindset that thinks otherwise and will not hesitate to advocate for changes in leadership if necessary.

If Measure Z passes, I will advocate for the implementation of two distinct budgets: a baseline budget that ensures all essential services, including fire and the Sheriff’s department, are fully funded, and a separate budget or line item specifically for Measure Z funds. This additional budget would provide supplementary funding for fire, sheriff, and roads, beyond the baseline budget. The Citizens Advisory Committee (Measure A) would play a key role in ensuring accountability for these funds.

As for my future, I recently announced that I am a realtor. Many have asked if this will be my last term as a supervisor. My answer is no; I intend to see this budget and these changes through, which I believe will require another term.

It’s election season. If you haven’t received your ballot, please call the elections office at 209-533-5570 to request a new one. Remember to sign the back and send it in early. For more information on my views regarding candidates and measures, please visit my personal website at www.anaiahkirk.com.

Back to the General Fund: $10,323,693

Proposed cuts are marked in red, dependent modifications are highlighted in yellow, and increased revenue is indicated in green.

• Fire Consolidation – With consolidation to appropriate locations, our fire resources can meet recent standards for emergency response times. Further savings are dependent on MOUs to provide coverage in two locations.
• Cut 21 General Fund Positions – Eliminate 21 general fund positions and reorganize within departments.
• Pinecrest Parking Fee – Implement a $10 per day parking fee between June and August to fund law enforcement patrols year-round along the 108 corridor.
• Restructure Payroll Contributions – Restructure county contributions to health benefits for cost savings.
• CDD Fee Study – Increase rates to cover costs associated with providing State Code compliance and reviews.
• Resilience Centers to Break Even – Achieve break-even cost for resilience centers within twelve months to eliminate the $228K draw on the General Fund. Tie to CAO and department head performance evaluations.
• Contract/Employee Benefits – Implement cuts to current contracts and employee benefits.
• Stop Paying Courthouse Maintenance – Stop paying the court system maintenance fees on the new courthouse and redirect funds towards the fire contract.
• Standard Park Fees Increase – Increase usage fees to reduce the draw on the General Fund.
• Merge County Departments – Merge two county departments.
• Airport Fee Increase – Raise user rates to reduce the draw on the General Fund.
• Salary Compaction – Analyze compaction issues within departments for potential cost savings.
• Executive Confidential Benefits – Review Executive Confidential benefits for cost savings.
• PERS Reform – Study retirement benefits for cost savings. Advocate to the state for restructuring the formula, and explore cash-out options for retirees.

Future budgetary items to address:

• Feasibility study to off-load the Jamestown mine.
• Continue to move staff from rental space to county-owned facilities.

Recommended Grant Policy:

1. Only apply for grants that align with the department’s core services.
2. Grant-funded employees will not receive benefits beyond those of similar positions; executive confidential perks are excluded.
3. Except for MSA positions, no grant-funded role should extend beyond five years to avoid incurring PERS fixed costs, unless approved by the Board twelve months before the expiration of the grant.
4. All grant applications that would impact the General Fund must receive Board approval.