Get Full Government Meeting Transcripts, Videos, & Alerts Forever!
Get email alerts on the Legal Enforcement topic
No spam. Unsubscribe anytime.
County Attorney details revenue wins and seeks new staff to handle growing caseloads
Summary
Interim County Attorney leadership outlined revenue and collections gains — including delinquent tax and toll enforcement brought in‑house — and requested staff and system investments to support litigation, complex environmental work, and a contract lifecycle management rollout.
Get email alerts on the Legal Enforcement topic
No spam. Unsubscribe anytime.
The County Attorney's Office told the court it has been generating county revenue while expanding legal services that protect county interests and support departments.
Anna Brewster, interim chief operating officer for the County Attorney’s Office, noted recent civil‑enforcement recoveries and savings: the office supported FMO on civil penalties close to $1,000,000, saved nearly $3,800,000 on construction litigation, and reported $2,200,000 in environmental civil judgments and penalties in the past year. The office also reported revenue from internalized delinquent tax and toll collections, noting that moving collections in‑house eliminated fees and saved residents an estimated $8,800,000 annually.
Brewster said CAO submitted service‑enhancement requests for 20 positions totaling roughly $2,570,000 to meet increasing demands, improve systems and reduce future outside counsel costs by bringing defensive litigation work in‑house. She described projects to improve contract lifecycle management with a vendor and Universal Services; CAO expects an initial phase‑1 implementation later this year and seeks additional investments to reduce defensive litigation outsourcing and create in‑house expertise on technology and privacy law.
CAO also described environmental‑division work tied to federal/state rule changes and ongoing litigation, saying some rollbacks have increased workload and that the office is litigating to protect federal standards where appropriate.
Next steps: Commissioners asked for more specifics on cost savings from bringing work in‑house and on timeline for contract life‑cycle implementation; CAO agreed to follow up with detailed cost and staffing plans.
