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On the verge of budget hearings set to begin Sept. 28, the San Benito County Board of Supervisors on Sept. 15 received a presentation from financial consultant Leanne Link that included 20 recommendations for the county’s budget and financial policies and practices.
Link, a consultant with 30 years of experience in government and an instructor with the California State Association of Counties, delivered a range of nearly two dozen recommendations, which were divided into three areas: supervisors policies, budget process and financial operations.
The county adopted an interim budget in June and is slated to consider a final budget for the 2026-27 fiscal year ahead of the Oct. 2 state deadline. This is the second straight year the board has adopted an interim budget before a final spending plan amid concerns about county finances and fiscal practices.
During discussions with the supervisors about the recommendations, Link stressed that her role as a consultant is not to criticize, but to look at what can be done differently.
It was not clear when Link began her work with the county, her pay rate or how long her work with the county will continue.
According to Supervisor Angela Curro after the meeting, the board had identified shortfalls in the budget and hiring a consultant became a priority. The board, she said, was seeking direction on how to get a handle on the county’s budget and fiscal status.
She said the county has been without a budget officer for some time and has not yet found a candidate to take the position.
Curro also said it was not the intent of the county to hire a consultant to complete the budget. Link’s review, she said, was a temporary evaluation to be done before a budget officer is hired, to give that person a roadmap for moving forward.
County Executive Officer Esperanza Colio Warren received consultant recommendations from the board, including the California State Association of Counties and another company, MRG, which consists of retired county employees who help counties address specific issues.
“Responsible public finance is a two-way street,” Link said in regard to the connection between the supervisors and county departments.
During her research, Link said she observed several strengths and challenges the county has.
Strengths included the county’s budget reserves, willing staff and participatory department heads. Another strength, she said, is stable property tax funding, though she did say the tax “is not enough.” That funding source, she noted, is 10 cents per dollar, due in part to a “triple flip” system that was enacted in the early 2000s by then-governor Arnold Schwarzenegger. Link said the state, facing financial troubles at the time, created the “triple flip” as a budget mechanism used to repay $15 billion in Economic Recovery Bonds without shortchanging local governments.
Link’s Board of Supervisors recommendations include a budget and financial management policy which she said is good practice throughout the state; a debt management policy; reassignment of reserves; and a five-year capital improvement plan (CIP).
The CIP “engages department heads,” Link said.
The reserve account can be used to fund future projects, which drew questions from Curro and board chairman Dom Zanger.
In response to comments from Zanger about the reserves being recently changed, Link said having a specific allocation for future projects and emergencies will “put a wall” around those funds.
“It is considered a best practice,” she said.
Curro, who said she was in favor of a CIP, asked how to ensure there is awareness of funds being set aside for projects. Link said the supervisors can choose to commit funding to specific projects.
Budget process recommendations include an annual budget calendar and a “budget kickoff” that would include department heads and key staff.
“We do budget with you, not to you,” Link said, adding that engaging department heads and staff early on helps form a good budget request from departments.
The financial operations category has several training-related initiatives. “Those small tweaks can sometimes make a huge amount of difference in how stable your financing is,” she said, referring to the county’s financial operations.
The policy area included recommendations to hire and retain experienced staff in department finance roles, diversify budget-related roles in the office of Colio Warren and reinstate quarterly financial updates from departments.
“It just has to happen,” Kosmicki said regarding more frequent updates.
Curro acknowledged there is a lot of information to consider, but it’s almost fluid in how the recommendations need to be “rolled out” within the county.
“I want to say yes, absolutely, absolutely” to many of the recommendations, she said, adding that she didn’t see how to do so without a plan and rollout process.
“I’m really excited to dive into this” and move forward with the recommendations, Supervisor Mindy Sotelo said.
Kosmicki also said he liked the recommendations.
“The budget is the first priority,” he said, adding the county needs to employ a budget officer and that person will need to be paid appropriately. Without the budget, he said, everything else does not fall into place and even one miscalculation can cause a ripple effect.
He praised Colio Warren for her work, but noted, “We need more information” on county financials moving forward.
There was no direction offered following the presentation.
Budget discussions will begin on Sept. 28 at 9 a.m. or soon thereafter during a special board meeting. All meetings of the county board are held at the supervisors chambers in the County Administration Building.
The BenitoLink Internship Program is a paid, skill-building program that prepares local youth for a professional career. This program is supported by Monterey Peninsula Foundation AT&T Golf Tour and Taylor Farms.
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