Del Norte supervisors authorize midyear budget moves, approve new crisis-unit positions and kick off strategic-plan process

Del Norte County leaders used the meeting to advance operational and planning work for the remainder of the fiscal year.

The board received a midyear budget update from county finance staff. The auditor and budget team reviewed FY23–24 revenues and expenditures and reported conservative revenue assumptions but generally on-track performance; notable midyear changes included grant receipts for nuisance abatement and CalAIM funds and some sheriff’s office asset-forfeiture and COPS grant activity.

The board approved two budget transfers: (1) Transfer O205, a carryforward of $111,000 for the Hospital Preparedness Program, and (2) Transfer O206, $70,058 from general-fund contingency to the Public Defender budget to cover investigator and expert services. Public comment urged using existing departmental services-and-supplies funds where possible rather than contingency; staff said transfers from contingency are common midyear practice but offered to return with an in-department reallocation if the board preferred.

The board also approved a new classification — Certified Peer Support Specialist — and authorized new positions required to staff the state-mandated mobile crisis unit in behavioral health. Supervisor Borges moved the combined personnel action; the board approved it unanimously. These additions are part of the county’s broader mental-health response and will be integrated with recruitment and budget monitoring.

Separately, the board welcomed consultant Don Ashton of Municipal Resources Group (MRG) and staff described a strategic-planning kickoff using the ClearPlans platform. The facilitator outlined a schedule of one-on-one supervisor interviews, department-lead sessions and a public workshop, with the intent to present draft strategic options before the April budget adoption so the final strategic goals can inform the budget.

Board members emphasized that the strategic plan should capture institutional knowledge from long-tenured staff and asked for broad employee and public engagement during the process.