Memorandum
Date: January 13, 2026
To: Lake County Board of Supervisors
From: Lake County Board of Supervisors Ad-Hoc Committee for Public Works
Subject: Consideration of Consolidation of Public Works and Public Services Departments
Executive Summary
Staff recommend that the Board of Supervisors consider and approve an organizational consolidation of the Public Works Department and the Public Services Department into a single, integrated department.
As a related action, staff recommend appointing the current Public Services Director and Interim Public Works Director, Lars Ewing, as Interim Director of the consolidated department, pending establishment and Board approval of the permanent job classification and compensation package.
Staff further request Board direction to move forward with the administrative, budgetary, and organizational actions necessary to implement the consolidation, with the intent of preparing the Fiscal Year 2026-27 budget under a unified departmental structure.
Discussion
In mid-2025, the Board of Supervisors implemented an interim leadership structure for the Public Works Department in response to executive-level transitions, ultimately appointing Public Services Director Lars Ewing as Interim Public Works Director. This interim arrangement was intended to maintain operational stability while longer-term organizational needs were evaluated.
In October 2025, the Board established an ad-hoc committee comprised of two Board members, the County Administrative Officer, Assistant County Administrative Officer, and the Interim Public Works Director. The committee was tasked with evaluating the organization structure of Public Works, identifying opportunities for improvement, and assessing long-term leadership and operational needs.
Through the review process, the ad-hoc committee identified consolidation of Public Works and Public Services as the preferred long-term organizational model.
Departments and Functions
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 60 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.
Under the proposed consolidation, the combined department would include approximately 110 FTE positions and a total annual operating budget in the range of $70-80 million.
Anticipated Benefits of Consolidation
In evaluating consolidation as a long-term strategy, staff considered operational effectiveness, service delivery outcomes, administrative coordination, and employee feedback. Several key benefit areas were identified.
Organizational Alignment and Service Delivery
Maintenance responsibilities for County-owned infrastructure are currently managed by various divisions in both departments. Consolidation provides an opportunity to evaluate leadership alignment and operations across roads, facilities, and parks maintenance, with the goal of improving responsiveness, consistency, and long-term asset management.
Similarly, both departments currently deliver capital projects. Public Works focuses on transportation and aviation projects, while Public Services manages facilities, parks, and landfill capital projects. A consolidated structure would support a more integrated capital project delivery model, allowing for consistent standards, shared expertise, and coordinated capital planning across both department’s infrastructure portfolio.
Administrative Coordination
Both departments maintain separate administrative support functions, including fiscal services, payroll coordination, human resources support, and customer service functions. Consolidation is expected to improve coordination, reduce duplication where feasible, and strengthen administrative support through economies of scale and clear lines of communication.
Fiscal and Staffing Considerations
While specific cost savings are yet to be quantified, savings are anticipated with leadership and administrative consolidation. Staff anticipates the consolidated structure will allow for the elimination of at least one currently vacant position through realignment of duties and responsibilities, resulting in a reduction in allocated staffing levels without layoffs. Additional efficiencies may be identified as the consolidation goes into effect; however, staff believe it is important to ensure the organizational structure provides effective service delivery before taking formal action to eliminate any vacant positions. While the primary objective of consolidation is organizational effectiveness rather than short-term cost reduction, staff expect that the combined effect of leadership consolidation, position realignment, and operational efficiencies will result in a net cost savings to the County.
Both departments rely on distinct and, in some cases, restricted funding sources, including road maintenance funding and solid waste enterprise funds. Preservation of fund integrity and compliance with applicable restrictions will be a guiding principle throughout implementation.
Comparable County Structures
Staff reviewed organizational structures in other California counties that have roads, airport, facilities, parks, and related infrastructure functions within a single department, as well as operational responsibilities such as integrated solid waste management, fleet and equipment service, and recreation programming. While no single model is directly comparable, several counties demonstrate functional similarities to the proposed structure:
• Shasta County Public Works Department: road and facilities infrastructure maintenance and integrated solid waste management
• Monterey County Public Works, Facilities, and Parks Department: road, facilities, and parks maintenance and capital project delivery
• Sonoma County Public Infrastructure Department: road and facilities infrastructure maintenance, engineering and capital project delivery, fleet operations, and integrated solid waste management
Among these examples, Sonoma County provides a particularly relevant reference. In 2022, the Sonoma County Board of Supervisors consolidated its Transportation and Public Works Department and General Services Department into a single Public Infrastructure Department. The impetus for the consolidation was a leadership transition, and has provided valuable lessons related to organizational integration and operational alignment. Lake County staff have engaged with Sonoma County counterparts to understand lessons learned and best practices during their transition.
Next Steps and Implementation
If the Board approves the consolidation, staff will initiate a series of administrative and organizational actions involving multiple County departments. Initial priorities will include finalizing the consolidated organizational structure, aligning administrative functions, merging the capital project and engineering teams, where appropriate, and preparing for budget development under a single department framework.
Implementation activities will also include the development of a permanent job classification and associated compensation for the consolidated department director position, as well as new or revised classifications and associated compensation for other key positions. Based on the consolidated organizational structure, there may be existing vacant positions identified that can be eliminated; however, it is important to note that only vacant positions will be affected, meaning no layoffs are anticipated as part of this effort. Facility planning will also be a key component in determining appropriate workspace locations.
Staff propose a phased implementation, with the goal of the staffing and budget process being complete by July 1, 2026, coinciding with the start of Fiscal Year 2026-27. Staff will return to the Board with future actions as needed to support implementation and oversight.
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☒ Well-being of Residents ☒ Public Safety ☒ Disaster Preparedness, Prevention, Recovery
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Recommended Action: A) Approve the consolidation of the Public Services Department and the Public Works Department; B) Appoint Lars Ewing as Interim Director of the consolidated department, pending establishment and Board approval of the permanent job classification and compensation package; C) Direct staff to initiate the actions necessary to implement the consolidation