Washoe County Board of County Commissioners Strategic Planning Workshop – April 21, 2026

The Washoe County Board of County Commissioners held a strategic planning workshop on April 21, 2026, from 9:01 a.m. to 12:15 p.m. The workshop focused on moving from reactive to proactive services and included four main topics: diversion of services, public education as a service diversion strategy, reimagining county hiring and recruitment, and financial strategy. The meeting was chaired by Clara Andriola; Vice Chair Mariluz Garcia was absent. County Manager Kate Thomas and other staff presented, and the board discussed data, outcomes, and future directions. No formal votes were taken; the workshop was for discussion and guidance.

Public Comments & Testimony

• Jill O'Leary (first public comment period) requested that the county manager require the controller to fully reconcile the budget with actual dollars and transparently report in compliance with GAAP and GASB requirements, emphasizing fiscal integrity for programs such as mental health and competency cases.
• Terry Brooks (final public comment) spoke against discrimination toward people with disabilities, urging the commission to appreciate everyone’s abilities and end discrimination.
• Susan Walls (final public comment) thanked the commission for transparency and communication, and urged using Washoe County Library resources to help residents access information about county services.

Diversion of Services (Preventative and Upstream Strategies)

County Manager Kate Thomas opened with a “net vs. upstream” metaphor, explaining the need to shift from reactive to preventative services to avoid a projected structural deficit around 2030. Dr. Laura Knight (Medical Examiner) presented drug-related death data for Washoe County: overall drug deaths peaked in 2023, with fentanyl as the major driver, but have since declined significantly. Methamphetamine remains a key concern, and stimulants (meth, cocaine) showed a rise in 2025. She recommended staying the course on existing programs. Assistant Sheriff Ryan Johnston discussed diversion programs: since 2018, investment in clinical teams reduced children in custody by 35%; a 94% reduction in hospitalization for children served by the mobile crisis team; 75% of juvenile referrals diverted from formal court processing. In housing, county case managers facilitated 827 exits to permanent housing in 2025, and the Sheriff’s Hope Team housed 177 additional individuals. The PSH program (50 units, 65 beds) on the CARES campus is 42 of 50 units filled. For seniors, the homemaker program increased capacity from 181 to 417 services over five years. The public guardian’s office diverted 60% of cases to family guardians and 40% to less restrictive alternatives. Assisted outpatient treatment resulted in a 47% decrease in legal hold petitions and a 42% decrease in criminal cases. The jail-based mental health unit saw a 40% reduction in days in custody for participants; medication-assisted treatment reduced recidivism by 36%. Assistant Sheriff Johnston also reported that the Mobile Outreach Safety Team (MOST) responded to 1,187 calls in the last year, with only 8% resulting in jail or ER transport. Chief Judge Egan Walker underscored that people (staff) are the key resource, and that existing nets need to be moved upstream with smaller apertures rather than building new things. Board members discussed gaps: not enough permanent supportive housing, foster care providers (53% lost post-COVID, only 5% recovered), homemaker waitlists, and need for more mental/behavioral health beds. The board affirmed “stay the course” and continue investing in diversion. Commissioner Hill requested specific outcome metrics to tell the story to constituents; staff agreed to develop better storytelling with data.

Public Education as a Service Diversion Strategy

Assistant County Manager Solero introduced the concept of educating citizens to empower self-sufficiency, aligned with the Envision Washoe 2040 master plan. Cheyenne Schull (Animal Services) reported that proactive programs (free microchips, self-serve scanning stations, tag engraver, lost-and-found reporting) have led to a 13.5% decline in animals entering the shelter over five years, saving an estimated $176,000. Since 2011, nearly 40,000 animals microchipped; in the last five years, 11,667 microchipped and 9,600 returned by chip. Nicole Klitzky (Public Administrator) noted that in 2025, of 340 referrals, only 52 had estate plans; in 2026, only 17 of 116 had plans. She advocated for public education on wills and trusts. Tracy Bowles (Public Guardian) explained that guardianship is often misunderstood; her office educates on least restrictive alternatives, resulting in fewer unnecessary guardianships. She shared an example of a family that chose less restrictive options instead of guardianship after education. The board discussed potential “Did You Know?” campaigns using CABs, newsletters, and videos to better communicate resources. Commissioner Herman praised the partnership between Veteran Service Officers and county programs, noting that in January–February 2026, over $300,000 in benefits were identified for veterans.

Reimagining County Hiring and Recruitment

HR Director Patricia Hurley and team presented recruitment changes since 2020: transition to an online system (NeoGov), computer-based testing, remote unproctored exams, soft skills testing, and a business partner model. The county receives an average of 11,500 applications per year; 32% come from governmentjobs.com, 27% from the county website, and 10% from employee referrals. Turnover is low; vacancy rate has declined. A new pilot with Clark County will use NeoGov to screen and rank candidates, with interviews serving as the exam. The county is also using AI (with caution about bias) and working on succession planning (13% of workforce eligible for retirement in five years). HR holds resume and interview skills trainings for internal and external candidates. The board discussed the need for accountability, performance management, and the importance of “power skills” (soft skills) in hiring. Commissioner Hill emphasized using AI thoughtfully to avoid bias. The board supported the direction of ongoing improvements.

Financial Strategy

CFO Abby Yacobin and Budget Director Lori Cook presented a financial framework focused on long-term resource management, revenue diversification, intentional risk management, and transparency. They highlighted the county’s 30+ year awards from GFOA for its comprehensive annual financial report (CAFR) and budget document. The framework includes deliberate budgeting based on strategic priorities, ongoing revenues supporting ongoing expenditures, and a fund balance policy of 10–17% for reserves. The five-year forecast shows a structural deficit around 2030 if nothing changes. The financial strategy is designed to equip the board to make decisions on when to expand, hold, or contract. The board was encouraged to stay disciplined and use data to guide resource allocation.

Key Outcomes

• Board consensus to “stay the course” on diversion services and continue investing in upstream prevention, housing, courts, treatment, and partnerships.
• Staff will develop better metrics and storytelling tools to quantify the outcomes of proactive programs for public communication.
• Animal Services, Public Administrator, and Public Guardian will explore a coordinated “Did You Know?” campaign using CABs, newsletters, and videos to educate the public on self-service options.
• HR will continue to refine recruitment processes, including a pilot program with Clark County, and will use AI cautiously while avoiding bias. Succession planning and performance management improvements are underway.
• The financial framework will be used to guide future decisions, with upcoming workshops on May 19 (growth, housing, infrastructure) and June 2 (county operations and risk).
• Public comments included a request for budget reconciliation transparency and calls for inclusivity and better use of library resources.
• No formal votes were taken; the workshop was for discussion and guidance.