In the March 5 presidential primary election, the race for Plumas County District 4 supervisor pits incumbent Greg Hagwood against challenger Mimi Hall. The Plumas Sun asked both candidates the following questions. Their responses are in alphabetical order.
Greg Hagwood
Introduction:
Starting in 1988 as a sheriff’s deputy, I spent 31 years in law enforcement retiring as a three-times elected sheriff. Elected to the board of supervisors in 2020, I enter my fourth year on the board with experience and an understanding of where we have been, where we stand now, and where we need to go to further success and prosperity for our community and county. I have a proven record of dedication, leadership and accomplishment that uniquely qualifies me to continue serving our community and county.
1. What is the role of a county supervisor?
A supervisor is a member of a larger board ( five members), which has legislative oversight of county government. The board is responsible for the creation of regulations and ordinances, and the delivery of essential services over which we have jurisdiction. The board is responsible for creating a balanced budget utilizing financial resources originating locally, from the state and federal government. The board sets policy and priorities to best serve the needs of our communities and supervises the conduct of county officials. We address the needs of our communities and staff as requested, and represent the interests of our constituents.
2. What do you see are the biggest challenges Plumas County faces today?
In a post-Dixie fire environment we face a number of challenges – within our county family and in our communities. Affordable housing and insurance, along with growing our local economies, rank high on our list of challenges. Retaining and recruiting capable staff within our departments has proven to be equally challenging. Dedicated leadership with a clear vision in partnership with private industry, state and federal partners will create opportunities to overcome these challenges.
3. Describe your experience working with state and federal governments?
During decades of experience at the sheriff’s office and the board of supervisors, I have extensive experience working with state and federal agencies. As the former director of the Plumas County Office of Emergency Services and as sheriff, I have collaborated on countless occasions under a variety of circumstances to ensure timely delivery of aid, services and assistance to the citizens of Plumas County.
4. Describe the budget process in Plumas County? What experience do you have working on the county budget process?
The budget process is a daily effort of constant evaluation, monitoring, anticipating and assessment of county needs, financial resources and the identification of funding streams and liabilities. Budgeting is a collaborative effort involving the public, department heads, staff, the CAO and the board. As sheriff and board member I have been through 15 budget cycles delivering a balanced budget every time.
5. The Chief Administrative Officer is one of the top employees that report to the board of supervisors. What is your vision of a successful and efficient CAO? How should supervisors interact with the CAO?
The board has created our CAO position with greater authority and responsibility than in previous appointments. The board must provide clear instruction and guidance to the CAO and staff. Clear lines of communication must be followed and trust afforded to avoid micromanagement. Personality conflicts cannot distract from achieving success. A focus on mission success must prevail over conflict of personalities across the board. Communication, objectivity and a focus on success has to be our collective goal.
6. Plumas County is 70% federal forest land, and an Origin of Water county. Describe your experience working with natural resource management entities?
As a sheriff, director of the office of emergency services, and board member, I have worked with nearly every local, state and federal agency involved in resource management, including the U.S.Forest Service, Environmental Protection Agency, fish and game and air resources. I have testified in congressional subcommittees on resource management and will continue to defend our county interests.
7. Disaster preparation is important in our county, as a whole town and various communities have recently burned down. We also just went through a world-wide pandemic. Explain your experience with disaster preparation.
As a member of the board of supervisors and as the former director of the office of emergency services, I have a strong background in disaster preparedness, training, deployment and response. I have prepared for and responded to fire, flood, earthquake and every manner of natural or man made disaster. As a county we must maintain a state of readiness and ability to safeguard our neighborhoods and communities. Supporting our first responders and always striving for improvement has to be a top priority.
8. When morale among county workers is low, how do you plan to change that and solve disagreements with other elected officials and department heads?
The culture within any organization starts at the top. Creating an environment of appreciation, recognition and support starts with paying attention, listening and responding to concerns and complaints with sincerity and honesty. Staff has to be heard and meaningful responses have to be timely and effective. If valid conflict exists, corrective action must be implemented. Grievances that lack merit should be clearly explained. Conflict between department heads or elected officials must be mediated and resolved in furtherance of our common goals. Differences will occur but a commitment to our shared goals must be a priority. Put your personal agenda aside and be part of a solution.
Mimi Hall
Introduction:
I am a dedicated public servant, wife and mother of three, who has tackled some of the toughest health, safety, economic and human issues facing Plumas County and California. I moved here from Hawaii to marry Quincy native Thom Hall, beginning a career with Plumas County Public Health Agency from 1999 to 2017, serving ten years as director. I then served Yolo and Santa Cruz counties, retiring as a health services agency director who oversaw a $200 million agency with staff of 600. My current role as a statewide policy executive requires relationships with state officials and legislative offices, positioning me as a strong advocate for Plumas County. I believe Plumas County should be a place where anyone can support a family, grow a business, afford to retire and live a good life. With my background, I know how to transform Plumas County into the vibrant community we all envision and deserve.
1. What is the role of a county supervisor?
A county supervisor is a steward of the county, whether in chambers, out in the community or behind closed doors. They must create a climate of trust, transparency and excellence in the county organization to foster productive working relationships with county departments, staff and the community, never forgetting they serve the people. The board is responsible for setting and monitoring the direction of the county. It provides direction to staff related to policy, budget and finance, human resources, collective bargaining, facilities and legislative advocacy. I am the only candidate with deep, hands-on experience in each of the areas, learning best practices from larger counties, who can raise the level of expertise and collaboration on the board that we haven’t seen in the last few years. I will see to it that the board adheres not only to the letter of the law, but the spirit of it as well.
2. What do you see are the biggest challenges Plumas County faces today?
Plumas County faces serious economic, infrastructure, health, environmental, public safety and housing issues. The real question is whether the county is positioned to effectively address today’s challenges, while prioritizing and valuing the workforce that keeps our county safe, healthy and economically strong. Plumas County currently struggles with adhering to rules of basic governance and complying with the California Budget Act, both in letter and spirit. One of my top priorities is to turn the county into a well-managed, financially stable and resilient organization. Only when the county rules the routine of its essential functions will it be able to be an innovative partner in solving the community’s biggest challenges. We are a long way from the excellence and creativity needed to address the serious challenges facing us today, but I have the proven experience to get us there in a way that engages and respects the entire community.
3. Describe your experience working with state and federal governments?
I have worked in state and federally funded programs for over 30 years, having had responsibility for contracting, programs, budgets and cost reporting for more than 40 state and federal programs across health, social services, criminal justice, seniors, veterans services and housing. Throughout the years, I advocated successfully to state departments for equitable funding for rural counties. I was on the executive committee of the Local Government Agency Consortium and president of the County Health Executives Association of California, working with a broad coalition to secure a record $600 million from the legislature for public health. My work with members of the California Senate and Assembly have resulted in legislation that has benefited rural counties and all of California. I served as long-time faculty to the California State Association of Counties New Supervisors Institute, teaching newly elected county board of supervisors about their new roles, reviewing government mandates, finance and ethics.
4. Describe the budget process in Plumas County? What experience do you have working on the county budget process?
Ideally, a strategic plan establishes priorities to be reflected in the county budget. Although not yet the practice in Plumas County, a budget process is year-round. In January, CAOs send uniform budget instructions to departments, based on county mandates and priorities. By April, CAOs review department budget requests and boards convene public budget workshops to refine priorities for the recommended budget. By June, boards hold public hearings and adopt a recommended budget. CAOs may prepare an updated budget, taking into account year end-fund balances, updates, revenue projections or changes in state/federal policy for boards to revise and adopt final budgets by Oct. 2. After budget adoption, CAOs should provide regular revenue and expenditure updates and look ahead to plan for the coming fiscal year. My knowledge of the state Budget Act and budget process comes from developing department budgets for 15 years and teaching county budgeting for county professionals.
5. The Chief Administrative Officer is one of the top employees that report to the board of supervisors. What is your vision of a successful and efficient CAO? How should supervisors interact with the CAO?
A successful CAO is a visionary and engaged leader committed to, and invested in, serving the future needs of a county and its residents. To lead effectively, a CAO must demonstrate transparency and truthfulness to gain the confidence of the Board and earn the respect of both elected and appointed department heads. Without this level of credibility and trust, a CAO will fail to get results or gain the alignment with department heads and staff needed to get things done and move the county organization forward. A successful CAO will keep all the board members equally well informed through frequent formal updates and regular check-ins with each board member and their unique district priorities. Principled CAOs understand their primary role is not to serve the needs of individual board members, but to assist the board as a governing entity in setting and achieving the county’s goals in service to the community.
6. Plumas County is 70% federal forest land, and an Origin of Water county. Describe your experience working with natural resource management entities?
Plumas County’s abundant natural resources, such as federal forest land and our status as a water rights “area of origin,” highlight the importance of natural resources to the county’s quality of life and economy. Through my county work, including environmental health and emergency preparedness and response, I have familiarity with departments and conservancies under the California Natural Resources Agency, and worked with Senator John Laird, former secretary of the California Natural Resources Agency. Plumas County and its board of supervisors must leverage partnerships to advocate for local priorities. When it comes to our status as one of the state’s key watershed sources, we need to protect this asset. We will need to pay attention to how the intersection of “area of origin” water rights and individual water rights will continue to play out in California’s courts and future, and ensure our existing water rights will be recognized and protected.
7. Disaster preparation is important in our county, as a whole town and various communities have recently burned down in Plumas. We also just went through a world-wide pandemic. Explain your experience with disaster preparation.
I was Plumas County’s first bioterrorism preparedness and response coordinator post 9/11. I developed plans and partnerships around hospital preparedness, and pandemic influenza with county departments, businesses, education, childcare, the faith community and more. With grant funding, I helped establish the emergency operations center at courthouse annex and provided access to training for all Plumas County first responders and partners by hosting an annual emergency preparedness summit. My own training includes Standardized Emergency Management System/National Incident Management System and FEMA Incident Command System, through advanced training for command staff. As a public health official and disaster service worker, I have responded to numerous events from H1N1 and Ebola to wildfires, floods and the COVID-19 pandemic. I have served in incident commander, section chief, public information officer and liaison roles during numerous emergencies over the years, most recently the CZU Lightning Complex fire, debris flows and the COVID-19 pandemic.
8. When morale among county workers is low, how do you plan to change that and solve disagreements with other elected officials and department heads?
Addressing morale starts with a board of supervisors that values the county workforce and shows it by 1) offering competitive compensation and benefit packages;, 2) prioritizing retention of existing staff above consultants, contractors and new positions; 3) having the county take greater share of future retirement and health premium increases so employees don’t continue working more, but taking home less. I will prioritize the county workforce and optimize funds currently going unspent or returned to the state because of lack of administrative capacity or will. As for disagreements with elected officials and department heads, the way to solve problems with good people who have served the county dutifully for years is not through force, threat or surprise. The Brown Act does not prohibit a committee of two board members and the CAO to work with department heads to solve problems and bring collaborative solutions as recommendations to the full board.
