Memorandum
Date: March 10, 2026
To: The Honorable Brad Rasmussen, Chair, Lake County Board of Supervisors
From: Lake County Board of Supervisors Ad-Hoc Committee for Public Works
Subject: Consideration of Consolidation of Public Services and Public Works Departments
Summary
On January 13, 2026, the Board of Supervisors granted conceptual approval to consolidate the Public Services Department and the Public Works Department, and directed staff to return with additional details about the fiscal and staffing impacts of the proposed consolidation for the Board’s further consideration.
This item responds to the Board’s direction and is intended to support the following recommended actions by the Board:
1. Approve the consolidation of the Public Works Department and the Public Services Department through adoption of the attached resolution; and
2. Direct staff to implement actions necessary to effectuate the consolidation, including final organizational structure, classification actions, budget preparation, and other administrative activities.
Discussion
In the summer of 2025, the Board implemented an interim leadership structure for the Public Works Department, appointing the Public Services Director to serve concurrently as Interim Public Works Director. This approach ensured continuity of operations while allowing the County to evaluate longer-term needs.
In October 2025, the Board established an ad-hoc committee consisting of two Board members, the County Administrative Officer, and the Public Services Director / Interim Public Works Director. The committee was tasked with evaluating organizational structure, leadership capacity, and opportunities to improve coordination and service delivery.
Based on the committee’s evaluation, consolidation of Public Works and Public Services was identified as the preferred long-term organizational model. Consequently, on January 13, 2026, the Public Services Director / Interim Public Works Director presented the committee’s recommendation to the Board, and the Board provided conceptual approval for the consolidation, pending this follow-up analysis and formal action.
Department Summaries
The Public Works Department is responsible for the planning, construction, and maintenance of County transportation and aviation infrastructure; fleet and heavy equipment services; and engineering, surveying, and capital project delivery primarily related to roads, bridges, and airport facilities. The Department is currently allocated 61 Full-Time Equivalent (FTE) positions with an annual budget in the range of $40-45 million.
The Public Services Department oversees County facilities, parks, and landfill infrastructure; recreation and museum operations; integrated solid waste management; and associated capital project delivery. The Department is currently allocated 51 FTE positions and operates with an annual budget in the range of $30-35 million.
Proposed Staffing and Fiscal Impacts
Staffing
In evaluating long-term consolidation, staff analyzed multiple organizational models with the goal of identifying a structure that strengthens leadership capacity, improves service coordination, and ensures long-term fiscal sustainability. The evaluation focused on the following objectives:
• Maintain clear operational lines of authority;
• Improve span of control;
• Align related functions;
• Strengthen administrative coordination;
• Support field operations; and
• Maximize reinvestment of cost savings into core infrastructure and maintenance activities.
Through the evaluation process, four key organizational concepts came to the surface. It is important to note that the proposed structure focuses on organizational effectiveness, not wholesale reorganization of field operations:
• Unified leadership under a single department director;
• Deputy-level oversight aligned by functional area (maintenance, operations, capital projects & engineering, and administration & community services);
• Integrated capital project delivery, allowing consistent standards, shared technical expertise, and coordinated project prioritization; and
• Consolidated administrative support, including fiscal services, HR coordination, and customer service functions.
Staff developed a proposed consolidated organizational structure based on the objectives identified above and informed by operational analysis, span-of-control considerations, and benchmarking of similarly sized counties. The draft organizational chart is designed to enhance clarity of leadership, improve coordination across related functions, and maintain continuity of core field operations. The proposed structure reflects a realignment of programs rather than a wholesale restructuring of existing service delivery divisions. Field crews, maintenance operations, and enterprise activities will largely remain intact, while leadership and administrative functions are streamlined to improve efficiency and oversight.
The proposed structure is envisioned to result in the following staffing changes:
• Combined department of 110 total allocated positions
• Elimination of two (2) vacant positions
• Reclassification/recruitment of nine (9) positions
Fiscal Impacts
To accurately determine the fiscal impact of the proposed reorganization, any recommended positional changes would typically go through the County’s classification/compensation process. Because it is premature at this stage to complete that process, department staff prepared estimates of fiscal impacts associated with the positions recommended for adjustment. Based on those estimates, and a comparison with operating the departments separately under their current organizational structures, consolidation is anticipated to result in annual, ongoing salary and benefits cost savings of $253,000. That total reflects approximately $104,000 in increased costs associated with anticipated classification adjustments, offset by approximately $357,000 in savings from the elimination of the two vacant positions. The changes are grouped as follows:
• Director (1) & Deputy Directors (4): $166,000 net cost savings
• Administration (10): $97,000 net cost savings
• Engineering & Capital Projects (10): $10,000 net cost increase
No one-time implementation costs are anticipated beyond existing staff time, and any minor transitional costs will be absorbed within existing departmental budgets. Additionally, all restricted, enterprise, and special revenue funds (such as road and solid waste funds) will continue to be tracked and managed separately, in compliance with applicable legal and accounting requirements.
Next Steps and Implementation
If the Board adopts the resolution approving consolidating the two departments, staff will proceed with a phased implementation designed to minimize disruption and align with the County’s annual budget cycle.
Key implementation actions include:
1. Development and Board approval of a permanent job classification and compensation package for the consolidated department director;
2. Reclassification/recruitment of new positions;
3. Alignment of administrative functions and integration of capital project and engineering teams;
4. Evaluation of facility and workspace needs;
5. Preparation of the Fiscal Year 2026-27 budget based on a consolidated department.
The goal is to complete primary organizational, classification, and budget actions by July 1, 2026, coinciding with the start of FY 2026-27. Staff will return to the Board with additional actions as needed to ensure transparency, fiscal accountability, and successful implementation.
If not budgeted, fill in the blanks below only:
Estimated Cost: __________ Amount Budgeted: ______ Additional Requested: ________ Future Annual Cost: ________
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☒ Fully Article X.- and/or Consultant Selection Policy-Compliant (describe process undertaken in “Executive Summary”)
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☒ Well-being of Residents ☒ Public Safety ☒ Disaster Preparedness, Prevention, Recovery
☒ Economic Development ☒ Infrastructure ☒ County Workforce
☒ Community Collaboration ☒ Business Process Efficiency ☐ Clear Lake
Recommended Action: Adopt the Resolution approving consolidation of the Public Services Department and the Public Works Department