UnGovr Transcript
iHow this transcript is madeUnGovr transcribes the official recording with automated speech-to-text, separates speakers by voice, and matches voices to the seated roster. Names and attributions are AI estimates and may contain errors.Verify any quote yourself: click anywhere in the transcript and the official video jumps to that exact moment, so you can check any quote against the recording.0:00 – 0:0513 turns
Okay, good morning everybody. I will call to order the May 5th, 2026 regular meeting of the Santa Barbara County Board of Supervisors. Madam Clerk, please call the roll this morning.
Roll call — called by Bob Nelson · 3 under review
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today. Okay, at this time please
join us in pledging allegiance to the flag. Okay, let's get rolling here and approve the minutes from our last meeting. Actually, there's quite a few meetings to approve, as many of you were here with us. We have to approve the minutes from the meeting of the April 13th, 15th, and 17th budget workshops, as well as the April 21st regular meeting, the April 21st special meeting, the April 23rd special meeting, and the April 27th special meeting. Lots of meetings. May I have a motion, please? So moved. Second. All those in favor, please say aye. Aye. Motion carries.
Okay, Madam CEO, please,
if you have a report. Good morning, Supervisors. A couple of announcements. One is a recognition of one of our departments, General Services. Facilities division has been recognized by the California Counties Facilities Service Association with an award of excellence in maintaining in facilities management in 2025. This is for demonstrating strong performance in customer communication, data-driven operations, and internal project execution. So congratulations to the facilities team for this recognition and their tireless efforts at maintaining our over 400 county facilities.
And next this morning, I'm pleased to share another video from the county's video series, Your County, Your Services. The videos air on Channel 20 throughout the week and are featured in our monthly county newsletter on CSB TV's YouTube page and across county's social media channels in both English and Spanish. This latest video focuses on how the County of Santa Barbara is advancing technology to better serve our community. So let's take a look.
Welcome to Santa Barbara County. Let's explore what the county does for you. Your county, your services. For this county services video, we are walking through advancements in county technology, highlighting three recent enhancements.
In July of 2023, the board approved Central IT becoming its own department. And so Information Technology Department, or ITD, is now our name. And one of the reasons why we created its own department is to really say to the rest of the county, technology is critically important. So we need to make sure that we are meeting the citizens where they expect us to, right? And so technology can help us do a better job of serving our community.
We picked three different areas that are pretty significant in terms of the effort we're putting in and the impact to our community. So the first is the modernizing the public safety radio network.
The public safety radio network is crucial to the County of Santa Barbara. It's what allows the dispatchers, both sheriff dispatch and fire dispatch, to communicate with the fire and sheriff deputies that are in the field. It allows them to relay crucial information they need before they arrive on scene and also provide crucial information for them while they're on scene.
It was time for the county to upgrade to modern technology. We're moving away from old telephone-based technology to IP Ethernet technology.
By putting up new towers, putting up new equipment, it's going to allow us to be able to respond quicker, to have a much more effective system, and so that will benefit the entire community.
Overall, it'll help save lives.
Acela is the software that we use that allows us to do permitting and planning in certain areas that we serve our constituents.
With Acela and the rollout of Citizens Access and our online portal to submit applications, now everything is digital from our application forms to plans, submittals, but also we have an online portal where applicants can create an account and upload all of their materials online. and go through a permit process completely digitally.
In the last couple years, we've gone from a 95 to 99 percent paper submittals now to online, almost 100 percent. So no more bringing in copies of plans, no more waiting in line, no more making appointments. So it's very convenient for both the applicant and for our staff. And we've saved over a thousand hours of staff time since then.
On-demand permits are great because it allows an applicant to submit an application through our system for simple, small projects where they can submit and they will get an automatically issued permit and you can get it right away.
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GIS has become really prevalent in a lot of different areas. GIS stands for Geographic Information Systems. Basically what it is, it's taking maps and digitizing maps.
GIS is essentially the science of where. It allows us to connect our data to a place and time and space and make better decisions for our constituents. GIS can be used to build maps, applications, and databases that allow us to see and analyze things like roads, parcels, zoning areas, hazards, utilities, wildfire risk, flood zones, and more.
Maps are so common in so many different departments now in regards to tracking data and being able to locate things. And so we've come a long way in terms of using that software to really create an overall and better solution when it comes to GIS and mapping and everything that goes with it.
It's all information that impacts our constituents. in really significant ways, whether it's a life-saving scenario, things like wildfire risk, flood zones, and life or death situations. It's all really important and really vital.
We picked these three initiatives just because they have such a wide-ranging impact, but we probably have somewhere in the neighborhood of 50 to 60 initiatives that we're working on currently right now across all the departments, and so we're making significant progress. My vision within the next two to three years is to be really a leader when it comes to technology, how we're using it within the county environment.
So, a big thank you to our Chief Information Officer, Chris Sherguin, and his whole ITD staff for their continued work advancing technology. And, of course, thank you once again to Kelsey Batita for putting these excellent videos together. Thank you, Kelsey. And that concludes my report here.
I just want to add my thanks. These videos are so helpful to really explain what government's doing, and I just really appreciate the work, and I know that it takes staff time, but also I always learn from them, so thank you very much. Okay, Madam Clerk, are there any announcements or changes to our agenda today?
Chair Capps and members of the board, just one quick announcement this morning regarding public participation. For information on the Board of Supervisors methods of public participation and instructions on how to provide public comment on items listed on today's agenda or during general public comment, please refer to page 2 of the agenda. Individuals who wish to provide verbal public comment may do so via Zoom by registering in advance using the link provided on page 2. Please note that Zoom is available solely for the purpose of providing verbal public comment and is not intended for viewing the meeting. Alternative viewing options are listed on page 2 of the agenda. If you have any questions, please contact the Clerk of the Board's Office at area code 805-568-2240.
Again, that number is 805-568-2240. That concludes my announcements for today.
Oops, thank you. Next item in business is our administrative agenda. First to my fellow board members up here. Would any board members like to pull any items from the admin agenda?
A-12 for me.
Okay, A-12. I think that's it. And Madam Clerk, I see we have a couple from the public. Would you mind listing them?
Yes, Chair Capps and members of the board, we have requests to speak from the public on administrative item number 2 and 19, and I would also like to note administrative items number 17, 27, and 28 require four-fifths votes, so I will request those to be continued to the May 12th meeting.
Okay great, so now I will entertain a motion to approve the balance of the administrative agenda except for A2, A12, 17, A19, A27, and A28 for the reasons stated.
So moved. Second.
Okay. All those in favor, please say aye. Aye. Motion carries. Next up is our resolutions to be presented. So that would be resolution number one. Madam Clerk, please read it into the record.
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Chair Capps and members of the board, administrative item number one is sponsored by Supervisor Capps. It is to adopt a resolution of accommodation honoring Sabina Baraja upon her retirement from the Clerk Recorder Assessor Department after over 11 years of faithful and distinguished service to the citizens of Santa Barbara County. And joining us in person today, we have Sabina Baraja and Michael Daly.
Whereas Sabina Baraha has served the County of Santa Barbara Clerk Recorder Assessor Department for over 11 years, retiring from the position of Senior Software Engineer. And whereas prior to joining the county, Sabina gained valuable experience working at the University of California, Santa Barbara, and throughout her career has maintained a strong passion for software development and problem solving. And whereas shortly after joining the county, Sabina was tasked with revamping the business property statement e-filing web application, taking responsibility for correcting problems, and thoroughly retesting the system to ensure its successful release in early 2016. And whereas Sabina was a key contributor to the development and continued advancement of the new assessor property system, which became her primary responsibility in one of the most significant and complex projects undertaken by the department's technology team.
And whereas the development and evolution of the new APS system proved to be one of the most challenging and rewarding projects of her career, requiring close collaboration with colleagues from diverse professional backgrounds, and the ability to navigate the complexities of secured property tax systems. And whereas through her dedication and collaborative spirit, Sabina helped develop tools that support staff in managing the highly complex processes associated with property assessment, contributing to the efficiency and effectiveness of the Assessor's Office. And whereas Sabina's commitment to excellence, problem-solving, and collaboration has left a meaningful impact on the department and the colleagues who had the privilege of working alongside her.
And now therefore be it hereby ordered and resolved that this Board of Supervisors of the County of Santa Barbara does hereby acknowledge Sabina Baraja for her years of dedicated service to the citizens of Santa Barbara County and congratulates her upon her retirement passed and adopted today.
Good morning, Chair and members of the Board, Michael Daly, Chief Deputy Assessor with the Assessor's Office, and on behalf of Joe Holland and our entire department, I just want to congratulate Sabina. Sabina was, I have to say, past tense now, was a huge asset to our department, instrumental in, as you heard in the commendation, the technological developments we've done over the last decade, and one other little I want to point out that I always remember election nights, Sabina was instrumental in doing the election reporting. So all the reports, the results that people rely upon at 802, a lot of that was Sabina's hard work. She made sure that that got through accurately. So she works well under pressure.
And we all have really fond memories of Sabina, and we're going to miss her. And congratulate her on this commendation and in her retirement. So I'll let Sabina take the floor.
All right. Thank you to everyone. Thanks to all the colleagues, all my former colleagues who showed up today. I really appreciate that. I was fortunate that, you know, as an introvert, I could just, you know, sit at my desk and, you know, program and not have to face the taxpayers that would come into the assessor's office. And so I would, I'd really like to, you know, commend them for being able to do that.
I had no idea how complicated property tax is until I started working in the assessor's office. It's really amazing that they can explain it in such a patient way because nobody really wants to hear why they have to pay more property tax. I'm really grateful to them for that, and to the programmers that I worked with on my team. When I announced that I was retiring, they all stepped up. For months, we were going over all my projects and tasks.
They were tireless, and so by the time I left, I felt like I had nothing left, you know? I'd explained everything that I could possibly explain. And yeah, I'm just really grateful. I learned a lot working for the county, and I appreciate that opportunity very much. Thank you very much.
Thank you, and I just wanted to... Sabina, I just wanted to add my thanks to you. It's just nice to be able to look somebody in the eyes like you who has such detail-oriented attributes to our county. So many people like you who have made sure that our taxes get assessed, but also the work that you did to make sure that elections after elections have gone well. We're going to be talking about that later today. Thank you for your diligence in making sure that things were done properly. It matters so much. Thank you.
Okay, Madam Clerk, administrative item number two.
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Chair Capps and members of the board, administrative item number two is sponsored by Supervisor Capps and Supervisor Nelson. It is to adopt a resolution of accommodation honoring United Way of Santa Barbara County for administering the Emergency Rental Assistance Program. And joining us today from the United Way of Santa Barbara County is Steve Ortiz, Raquel Sanchez, and Rose Levy. And if you can please make your way to the podium.
Whereas the Emergency Rental Assistance Program, ERAP, was established by Congress in response to the unprecedented economic impacts of the COVID-19 pandemic, providing critical financial assistance to help low-income families remain safely housed. And whereas stable housing is foundational to the health, safety, and well-being of families and was especially vital during the public health and economic crisis brought on by the pandemic. And whereas United Way of Santa Barbara County played an essential and trusted role in administering ERAP funds locally, ensuring that assistance was delivered efficiently and with compassion to those most in need. And whereas through this partnership, nearly 5,000 low-income households across Santa Barbara County received direct financial assistance with an average of 10,000 per household, helping residents remain housed and avoid displacement.
And whereas the success of the program reflects the power of strong community partnerships and the dedication of organizations like United Way to serving vulnerable populations with dignity and care. Now, therefore, be it hereby ordered and resolved that this Board of Supervisors of the County of Santa Barbara does hereby commend and thank United Way for its leadership and unwavering commitment to helping thousands of families remain safely housed and in strengthening the resilience of the Santa Barbara County community, passed and adopted today.
We just
offer public comment on that item. This is Carlos Jimenez and I'm with CSD. So the COVID-19 pandemic required entities of all levels of the public and private sectors to adapt to rapidly changing social and economic conditions. In this context, the U.S. Treasury established the Emergency Rental Assistance Program, otherwise known as ERAP. ERAP allocated funding to state and local governments for financial assistance to renters.
Partnerships between local government and networks of nonprofits were tasked with managing and administering and implementing effective programming and strategies to address this. United Way stepped up and agreed to take this on, doing so responsibly, thoughtfully, and with all due diligence. Its response to the pandemic under ERAP was commendable and especially appreciated in a time of great need.
And represented a shining example of how partnerships operate at their best in support of our communities. Thank you.
Madam Chair and members of the board, just a quick thank you for the partnership. It's kind of incredible. It's been six years ago that we first launched this program that helped so many people around Santa Barbara County. More than 4,000, 5,000 households received support, but more than 7,000 applied for support. So it was really a big undertaking by many in our community and our partners, including the Family Service Agency who partnered with us.
But more than 12,000 in total in those households received support through the COVID-19 response effort. So thank you for the partnership. Thank you for the trust. We don't look forward to doing this again, but we're ready here to support again in time of need. So thank you for your partnership.
And Chair Capps and members of the board, if we can please get a motion to adopt A2 for today.
Absolutely. Let's get a motion.
I'll make a motion to approve A2. I'll second.
Okay, all those in favor, please say aye.
Aye.
Motion carries. And thank you. We'll move on to
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administrative item number three. Chair Capps and members of the board, administrative item number three is sponsored by Supervisor Capps. It is to adopt a resolution proclaiming May 9th, 2026 as Stronger Starts Day of Action for Children in Santa Barbara County. And joining us in person today, we have Michelle Robertson, Deputy Director of First 5 of Santa Barbara County.
Whereas the early years from prenatal through age 5 are critical to a child's healthy development, with approximately 90% of brain development occurring during this period and forming the foundation of lifelong health, learning, and success. And whereas adverse childhood experiences, ACEs, and toxic stress response can negatively impact a child's physical and mental health, development, and long-term well-being, Contributing to increased risks of chronic disease, developmental delays, and behavioral challenges.
And whereas nearly 2 million children in California have experienced ACEs, underscoring the importance of building upon family strengths and expanding access to early supports that promote resilience, health, and well-being. And whereas safe, stable, and nurturing relationships and environments are proven to prevent and mitigate the effects of ACEs and toxic stress, strengthening family resilience, and promoting positive outcomes for children and communities.
And whereas First 5 Santa Barbara County, in partnership with First 5 California, works to advance initiatives such as Stronger Starts to raise awareness of ACEs and toxic stress, equip parents and caregivers with tools and resources, and support systems of care that promote the healthy development and well-being of young children and families across Santa Barbara County. Now, therefore, be it hereby ordered and resolved that this Board of Supervisors of Santa Barbara County does declare May 9, 2026 is Stronger Starts Day of Action for Children and encourages residents and organizations and community partners to support efforts that promote early childhood development, strengthen families, and advance the health and well-being of young children throughout the county.
Passed and adopted today. Thank you.
Good morning. I am Assistant Director Michelle Robertson with First 5 Children and Families Commission, and today I have with me Brianna Dunn, who is our Communication and Policy Manager, and Lexi Brenner, who is our Community Engagement Specialist, both of which, their behind-the-scenes work often goes unnoticed except for all the great things like this that we do in the community.
So I'd like to thank Supervisor Capps for sponsoring this resolution as we launch locally for the first time, the Stronger Starts Day of Action, which recognizes and calls attention to the effects of adverse childhood experiences on brain development, school success, and health outcomes, which all support a child's ability to thrive and succeed. I also want to recognize and thank our two community partners who will be promoting our messaging, Children's Resource and Referral Discovery Museum in North County and the Moxie Museum in South County.
On Saturday, May 9th, both organizations will be hosting events for children at their respective locations, educating families on the Stronger Starts initiative. Research around the long-term effects of ACEs has been public for a while. However, the list of adversities young children and their caregivers experience continues to grow. Now more than ever, it is imperative that we concentrate on the current and future conditions of young children.
Recent statistics were just released that the federal investments in babies, has seen a dramatic decrease, and as of today, only 1.6% of the 2025 federal budget supports our children age birth to three. This is down roughly 20% from the 2021 investments, which was still remarkably low, even though children ages 0 to 3 make up about 3.26% of the U.S. population. To put a number on that, for every $100 the federal government spent, only $1.60 was We went to supporting babies at the very moment in life when investments matter the most.
Yet we spend more than 25% of government spending on incarceration, which the Bureau of Justice Statistics reports an average of $31,286 per inmate per year. Because our circle of influence is most powerful locally, Today, I challenge the County of Santa Barbara to lead the way on flipping that narrative. Let's invest early so as not to need remediation later.
So on May 9th, the official day of action, let's actively commit to identifying how we can reduce the number of adverse childhood experiences that children in this community accumulate, and at the very least, support those positive childhood experiences that are proven to offset the negative toxic stress responses that lead to a continuous cycle of barriers and challenges later on.
I ask everyone listening to me today to advocate for our youngest children so that they have the best possible start in life. Thank you again for all you do for Santa Barbara County and those of us that live here. We really appreciate you stepping up. Thank you.
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Thank you so much. Well now we'll move on to item A4. I see the Sheriff has joined us for an important resolution. Madam Clerk.
Chair Capps and members of the Board, Administrative Item number four is sponsored by Supervisor Capps. It is to adopt a resolution proclaiming the week of May 3rd, 2026 through May 9th, 2026 as National Correctional Officers Week in Santa Barbara County. And joining us in person today, we have Sheriff Brown, Chief Custody Deputy Sullivan under Sheriff Brad Welch, Commander Marking, Commander Calmetta, and Commander Callahan. And I'll go ahead and read the resolution.
Whereas the week of May 3rd, 2026 through May 9th, 2026 represents a period where correctional officers across the United States are recognized for their dedication and heroism to their local communities. And whereas the Santa Barbara County Sheriff's Office Custody Branch, consisting of the South County Main Jail Operations, Northern Branch Jail Operations, Resources Bureau, Health Services Bureau, Transportation Bureau, Inmate Programs, Classification Unit, and the Special Operations Response Team, SORT, are highly regarded professionals working in conjunction with other local criminal justice and public safety entities.
And whereas 53 years ago, the Sheriff's Office and this Board identified the need to establish a rank structure for Sheriff's correction officers who later become custody deputies. The structure aims to effectively support the responsibilities of custody deputies who are specifically trained to address the unique needs of detention facilities. These facilities are tasked with the housing, security, and transportation of all inmates incarcerated in Santa Barbara County.
And whereas custody staff serving in a 24-7 facility encounter the challenges posed by a complex jail system, coupled with the heightened demands resulting from medical and mental health concerns. They work tirelessly to uphold order, deliver essential resources and education, and ensure security while safeguarding the care, custody, and dignity of the individuals entrusted to their supervision.
And whereas the citizens of Santa Barbara County can be confident that these men and women are committed to their service, they perform their duties with professionalism and ethics, demonstrating integrity, courage, and fairness. This dedication ensures the safety of the community, their fellow officers, and incarcerated individuals. Now, therefore, be it hereby ordered and resolved that this Board of Supervisors of the County of Santa Barbara does hereby acknowledge the week of May 3rd, 2026 through May 9th, 2026 As National Correctional Officers Week, we take this opportunity to express our gratitude to the men and women of Santa Barbara County Sheriff's Office who have chosen a career in corrections and dedicated their service to our community, passed and adopted today.
Well, thank you, Chair Capps and members of the board. It is a pleasure to be with you this day as we honor National Correctional Officers Week, that time of year that we thank all of our hardworking custody deputies and the support staff that guide them and help them as they do their dangerous and incredibly important work. They walk the toughest beat in the county, and the men and women who support them are Always there for them as well.
Corrections is a difficult profession. Our custody staff deal with some rough customers who at times can be dishonest, defiant, disrespectful, and on some occasions even physically aggressive. I am proud to say that this behavior is consistently met. with self-discipline, compassion, patience, understanding, and courage on the part of our custody staff. They continue to give those who are incarcerated the opportunity to change their lives for the better, and many of them do.
During their incarceration, inmates will spend more time with custody staff than they spend with their friends, educators, counselors, therapists, lawyers, even their families. The professional demeanor and the behavior that our custody staff members consistently model to inmates often has a profoundly positive and even inspirational impact on them. Our county and our society are better off as a result of this remarkable care and service.
In addition to our custody staff, let's not forget about the correctional counselors, the sheriff's service technicians, the records and administrative staff, the cooks, The utility workers and our well-path contracted medical and mental health care providers. All of them deserve to be recognized and thanked for the important work that they do in our jails and this is the week that we do that.
On behalf of all of the Sheriff's Office, I want to thank you for this distinct honor and for recognizing our custody staff members for their consistent professionalism and dedication to duty. Thank you for showing them that you appreciate all that they do to help make Santa Barbara County a safer and a better place. Thank you.
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Thank you, Sheriff. And I just wanted to say thanks. I do enjoy this honor every year to especially when you all can join us or some of you can. And as the sheriff said, it is the toughest beat. And I know how much this board acknowledges that and the hard work that goes into keeping our whole community safe. So thank you for being here and thank you for choosing this tough job that you do every day. Thank you.
Okay, we will move on to the next administrative item. Thank you, Madam Clerk.
Chair Capps and members of the board, administrative item number five is sponsored by Supervisor Lavagnino. It is to adopt a resolution proclaiming the week of May 3rd, 2026 through May 9th, 2026 as Compost Awareness Week in Santa Barbara County. And joining us in person today, we have Bob Engel. And as he's making his way to the podium, I'll go ahead and read the resolution. Whereas compost improves soil structure, reduces runoff, and enables amended soils to use less water, and whereas using sustainable soil enriching compost helps prevent erosion of topsoil without depleting valuable wildlife habitats, and whereas Excuse me. And whereas returning composted organic resources to the soil is a method of decreasing dependence on chemical fertilizers and non-point pollution.
And whereas community sustainability is enhanced by composting green waste, biosolids, and other organic materials. And whereas organic materials suitable for composting represents up to 70% of materials that could be landfilled each year. And whereas the County of Santa Barbara has initiated green waste collection programs with their franchise haulers to aid in the efforts of environmental sustainability. And whereas Angle and Gray's Regional Composting Facility in Santa Maria has been successfully composting organic material for sustainable agricultural practices since 1993.
Now therefore, be it hereby ordered and resolved that this Board of Supervisors proclaims the week of May 3rd through May 9th, 2026 as Compost Awareness Week in Santa Barbara County, passed and adopted today.
Supervisors and public, very much thank you for recognizing International Compost Awareness Week. This year we have a lot of different milestones. We've been composting England Graze Regional Composting Facility for 33 years in North County. We've been getting, recognizing International Compost Awareness Week since 20, so for the last 26 years. Since the year 2000, I should say, not 20, the year 2000. And Engel and Gray ourselves are celebrating our 80th year in business this year. And so I gave you our Harvest Plain compost hats with the patch on the back that recognizes our 80th year in business.
We have such a strong history in the Santa Maria Valley. Steve's dad used to come over to watch the World Series because we were the only place in town that had the games on in the 1950s. I wasn't even born yet. I'm so young. But International Compost Awareness Week is recognized all over the world and it's Trying to give the benefits of what compost brings with erosion control, better retention of water in the soils, making soils healthy for plants to grow. Caltrans is one of our biggest customers because they realize that by improving their roadsides with compost, they can get plants to grow, they control water pollution, and everything thrives in it. We are also on Saturday, this Saturday we're having an event at our yard on Better Avia Road in Santa Maria where we will have a garden and compost fair.
We give out complimentary compost to anybody that comes. You can get up to a yard of free compost. We're going to give out transplants. Excuse me. We're going to give out transplants that kids can put in a potting soil. We teach kids how to make a potting soil by utilizing different scoops of compost, soil, and sand. And it's just a real fun time. So anybody, 10 o'clock to 1 o'clock on Saturday, if you're out and about in Santa Maria, come on by and bring the whole family because it's a real good time. Anyway, thank you very much for recognizing the benefits of compost and thank you.
Excellent. Thank you. Thanks for the plants. Okay.
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Administrative item number six. Chair Capps and members of the board, administrative item number six is sponsored by Supervisor Capps and Supervisor Nelson. It is to adopt a resolution proclaiming the month of May 2026 as Mental Health Month in Santa Barbara County. And joining us in person today, we have Suzanne Grimacy and Maria Valencia. And anyone else you'd like to join with you?
Whereas May 2026 is recognized as Mental Health Month in Santa Barbara County and across the nation, enhancing public awareness and working to dispel the stigma surrounding mental health. And whereas the 2026 Mental Health Month theme, More Good Days Together, reflects our mission to support people in having more good days by meeting them where they are, honoring that good is defined by individual experiences and goals, and affirming that while paths differ, everyone deserves more good days together. And whereas having more good days isn't a solo mission, checking in with others and offering support helps lighten the load. We're not meant to do this alone. And whereas when communities prioritize mental health, we expand access to care, strengthen connection, and make more good days possible for everyone.
And whereas mental health is personal, what works for one person may not work for another, but everyone deserves the support they need to have more good days. Now, therefore, be it hereby ordered and resolved that this Board of Supervisors of the County of Santa Barbara does hereby acknowledge May as Mental Health Month, passed and adopted today.
Chair Capps, members of the Board, thank you so much for recognizing May as Mental Health Awareness Month. We have come an extremely long way in combating mental health stigma or stigma surrounding mental health, but we still have a long ways to go. We all have an important role in making this happen through conversations, through raising awareness, through providing and paying attention to others who might need it, even if it's just a moment's time or waiting in a grocery store line.
Together, we can raise awareness and help to connect people to the right resources at the right time and create more good days together. A good example of this was on May 1st when we launched this month and we had our ribbon-cutting of our new Behavioral Wellness Child and Family Service Center on Haley Street and huge thanks to Supervisors Lee and Capps for making that a really important and a really special day for everyone.
Lastly, one of our big campaigns for May is Mental Health Month is our Light Up Green campaign. There are 200 buildings throughout the nation that are lighting up green, and 150 of those buildings, actually way more than that, but registered, are here in Santa Barbara County. So really encourage you and everyone here to get out in the evening time when they're illuminated green and see those buildings. We also are seeing them by day all over the place in banks and businesses as recent as this morning.
Got an update from Hollister, Hollister Store is what it's called on State Street, all wearing their green ribbons. We all have a lot of things to do in our days. We get to spend those extra moments to create more good days together. So thank you so much and I will turn it over to Maria.
Good morning. Good morning, honorable supervisors. My name is Maria Valencia. I'm chair of the Behavioral Wellness Commission. I'm honored to be here to recognize the 2026 Mental Health Month and the theme, More Good Days Together. But we really should strive to increase our awareness and advocacy on mental health every day. The Behavioral Wellness Commission helps turn the idea that we all have a role into action. It brings together communities, workplaces, and organizations to make sure people can get the support they need.
By improving access to care and creating supportive environments, the Commission helps more people have more good days. The goal of More Good Days Together is what this work is all about. When the Commission supports collaboration and invests in mental health services, it helps build a system where people feel supported in their everyday lives, not just during a crisis.
This makes well-being more possible for everyone. Having more good days isn't a solo mission. Communities thrive when they prioritize mental health. When we take action together, such as the Behavioral Wellness Commission, we can expand access to the care, community, and connection that make more good days possible for everyone in our community. Prioritizing mental health encourages talking about mental health, which reduces stigma and allows more to get the help they need.
The role of the Santa Barbara County Behavioral Wellness Commission advises the Board of Supervisors and the Department of Behavioral Wellness on matters related to mental health and substance use treatment services. In part, we review behavioral health policies, programs, and outcomes by conducting annual site reviews at county mental health care programs to learn about what is being done countywide and looking at how mental health and substance use services are provided at a continuum of care perspective. We invite community partners and stakeholders to conduct presentations and we hold monthly meetings where there is opportunity for public input.
To encourage connection and trusting environments and have more good days for people, we support transparency and accountability in behavioral wellness systems that seeks to be fair and equitable. Thank you for this opportunity to shine a light on such an important topic.
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Thank you for being here and again it was an incredible groundbreaking or ribbon-cutting I should say and just such a good family center right in the heart of everything on Haley Street so that we can bring services to where people are already at. That's the whole goal. So thank you so much. Okay, Madam Clerk, we'll move on to the next resolution.
Chair Capps and members of the board, administrative item number seven is sponsored by Supervisor Hartmann and will be presented today by Chair Capps. It is to adopt a resolution proclaiming the month of May, 2026 as National Stroke Awareness Month in Santa Barbara County. And joining us in person today, we have Katie Gort, Vice President and Director of Nursing from Santa Ana's Valley Cottage Hospital. If you can please make your way to the podium, I'll go ahead and read the resolution.
Whereas the month of May is recognized nationally as Stroke Awareness Month, dedicated to increasing public understanding of stroke prevention, recognition, and treatment. And whereas stroke is a time-sensitive medical emergency in which rapid identification diagnosis And treatment by qualified healthcare professionals can significantly improve survival and reduce long-term disability. And organized systems of care help ensure patients receive the right treatment at the right time and at the right facility. And whereas every 40 seconds someone in the United States experiences a stroke, and stroke remains a leading cause of serious long-term disability and the fifth leading cause of death in the nation. Resulting in more than 160,000 deaths each year, while nearly one-half of adults in the United States have high blood pressure, one of the most significant and controllable risk factors for stroke.
And whereas public awareness of the BEFAST warning signs of stroke Balance, loss, eyesight changes, face drooping, arm weakness, speech difficulty, and time to call 911 can help save lives by encouraging immediate emergency response. And whereas the San Ynez Valley Cottage Hospital Foundation Board raised private funds to provide San Ynez Valley Cottage Hospital with a modern CT scanner and rapid AI perfusion technology, enhancing the hospital's ability to quickly diagnose stroke and transient ischemic attacks and improving emergency care for residents of Santa Ana's Valley. Now therefore be it hereby ordered and resolved that this Board of Supervisors of the County of Santa Barbara does hereby proclaim the month of May as Stroke Awareness Month in Santa Barbara County, encourages all residents to learn the warning signs of stroke and take preventative measures to reduce risk, recognizes the importance of coordinated systems of care and in approving outcomes and expresses its appreciation to the San Ynez Valley Cottage Hospital Foundation Board for its leadership and generosity in strengthening emergency stroke care in San Ynez Valley community.
Passed and adopted today.
Good morning, Chair and Supervisors. On behalf of Santa Ynez Valley Cottage Hospital, I want to sincerely thank you for this resolution and for your recognition of the work our foundation and hospital teams have done to strengthen stroke care in our community. Stroke is one of those conditions where minutes truly matter. The difference between recovery and lifelong disability can come down to how quickly a patient receives the right care. For a rural community like ours, that reality carries even more weight. Access, readiness, and coordination are not luxuries, they are necessities. This recognition reflects a collective effort. Our foundation's commitment has allowed us to invest in the tools, training, and technology required to build and sustain a strong, stroke-ready program.
But just as important, it represents the dedication of our physicians, nurses, our EMS partners, and staff who show up every day prepared to act with urgency and precision when it matters most. We are proud of the progress we've made, but we also know this work is ongoing. Maintaining a high-quality stroke program requires continuous education, collaboration, and investment.
Your support and acknowledgement today reinforce that this effort matters. Not just to our hospital, but to the entire community we serve. On a personal note, as a nurse and as a leader, I've seen firsthand how impactful it is when a community comes together around patient care. This resolution is more than recognition. It's a shared commitment to ensuring that when someone in the San Yanez Valley experiences a stroke, they receive timely High-quality care close to home. So thank you again for your partnership, your support, and your belief in the importance of accessible, life-saving care in our region.
Thank you.
Thank you. Thank you so much. Okay, I think we're at the end of these resolutions. Oh yeah, I know, but A8, the final one. Madam Clerk.
0:48 – 0:542 turns
Chair Capps and members of the Board, Administrative Item Number 8 is sponsored by Supervisor Hartmann and will be presented by Chair Capps today. It is to adopt a resolution proclaiming the month of May 2026 as Wildfire Community Preparedness Month in Santa Barbara County and joining us in person today we have Fred Tan, Division Chief and our Fire Marshal. Go ahead and read the resolution.
Whereas May has been declared Wildfire Community Preparedness Month in Santa Barbara County and whereas Santa Barbara County has a well-documented history of wildfire I'm here to report that California's wildfire risk and the threat of wildfire continues to grow increasingly prevalent and dangerous and currently poses a year-round risk to both people and property locally and statewide. And whereas in 2025, including the Gifford Fire in northern Santa Barbara County and the Madre Fire in our neighboring San Luis Obispo County, California experienced 8,036 fires, Thank you all for joining us today.
implementing home-hardening strategies and participating in collaborative efforts, including FireWise Communities, which contribute to a safer, more resilient Fire Adaptive County. And whereas the Santa Barbara County Fire Department works in close collaboration with operational area partners to respond to wildfires, mitigate associated hazards, and reduce overall wildfire risk. And whereas it is important for residents, visitors, and travelers to take personal responsibility to prevent unintentional ignitions, such as ensuring trailer safety chains are not dragging, fully extinguishing campfires, and avoiding high-risk activities that can spark fires in dry conditions. Now, therefore, be it hereby ordered and resolved that this Board of Supervisors proclaims May 2026 as Wildfire Community Preparedness Month and encourages everyone to participate in fire prevention and preparedness activities at home, work, school, and all locations, marking the beginning of a year-long effort to improve wildfire awareness and safety passed and adopted today.
Thank you, Chair Capps and members of the board. This morning, we have a collateral event next to Cabrillo High School. Chief Huff is meeting with CAL FIRE and the Forest Service. They are celebrating Wildfire Prevention Week, Preparedness Week, and doing a tour of one of our grant-funded projects in the Lompoc Valley. And as I say that, I'm looking at your new plants and checking to make sure you guys have defensible space around your spots.
So, May as a wildfire community preparedness month, it comes as no coincidence. I have, I've always said in my community meetings, Santa Barbara County citizens have a very high IQ when it comes to wildfires. Next month marks the 36-year anniversary of the Painted Cape Fire, a fire that burned 660 homes and traveled two miles in two hours, very destructive to the front country community. Later this year, we're gonna not celebrate, but recognize a 10-year anniversary of the Thomas Fire, and shortly thereafter, the debris flow, which took 23 lives from county citizens.
Those are just a few of the fires that I've experienced here in 21 years. This county is littered with fires throughout its history. We have 813,000 acres that the County Fire Department protects with CAL FIRE. We have 16 fire stations, hand crews, fire crews, fuel crews, construction. We are an ASU unit that go and battle wildfires, and we're successful at keeping our 80 fires a year under 10 acres or less, 95% of those at 10 acres or less.
With that being said, as a community, we still need to continue to learn to live with wildfire. And we're doing that well as a county, but we need to keep improving. We cannot get complacent. And community preparedness is a team effort. The county fire department, part of my staff, we develop and build homes in conjunction with planning and development in the built environment, and we're building resilient communities in that way from individual homes up to new communities that are getting built in the county.
In the north and the central and the south counties, our fire and fuels crews and construction sections, we are working daily to make sure that roadside maintenance is done, reducing fuels around communities, creating fuel breaks, and then later in the year we have prescribed fire projects. We continue to be a leader in In the state, with our fuel reduction efforts and are really successful obtaining grants to help us with these efforts. To date, we have $15.1 million in grants. The County Fire Department has received from CAL FIRE and the California Climate Investment Initiative to ensure that we staff stations as we're conducting all of these fuel reduction efforts.
We work in conjunction with other local fire agencies with their fuel reduction efforts, with the U.S. Forest Service, Cal Fire's resources in Ventura County, Public Works, and the Fire Safe Council, who's also been a major recipient from these Cal Fire grants and been an equal partner in education and reducing fuels in the counties. I urge everyone to continue to work on their defensible space and over time to harden their homes. To also sign up for readysbc.org so we can communicate with the county as soon as fires happen.
And also to visit sbcfire.com and the Santa Barbara County Fire Safe Council's website for more information on home hardening and defensible space. All right, thank you.
0:54 – 0:5925 turns
Thank you to our fire marshal. I really enjoyed being at the fire graduation promotion ceremony and to see everybody moving up in the ranks and just to honor the hard work that goes into being part of the team. I know we have such a high fire hazard in this in this county. I think FEMA ranks us at Number one in the state and number two nationally. I mean, it's just such an important part of the work that we all have to do. So thank you for being here and thank you for this resolution. I really appreciate
the
work. OK, that wraps up our resolutions for this week. All very good topics, wide ranging. So we will move now to the items in our administrative agenda that have been pulled. Madam Clerk.
Chair Capps and members of the board, we will begin with administrative item number 12 from the Auditor-Controller's Office. It is to consider recommendations regarding single audit reports for fiscal year ended June 30th, 2025.
Thank you. So I pulled this item. So single audits, I know we do different Auditing functions on federal and state programs. This one's a little bit different than one I was anticipating. So I'm just kind of curious. Somebody gets credit, and I'm trying to find out, Betsy, who it is. Like, we got a bunch of clean decisions here, which is great, but I'm trying to figure out where the credit goes here.
Yeah, thank you, Supervisor Lavagnino, Chair Capps. Basically, it's a county award. All of the county departments that receive federal funding get reported in this report and Brown Armstrong, who is our external auditors, they audit all of the disbursements and make sure that they are in conformance with the grant requirements such as FEMA and other federal programs.
I want to say that our team does a good job at sort of compiling all of that and really preparing for the audit. If you would let me, I'd like to introduce our team here. This is Danny Forner again. He was at Budget Workshops. He's our Division Chief over there. And then Arielle Beltram, she's our Accountant Auditor, who works closely with the departments to gather that information.
But also the departments that are listed in here, for example, Social Services, I think Public Works is identified as well. So these are, you're going in, Preparing them for the audit, Brown Armstrong comes in, makes sure that the controls are in place, that we're meeting the requirements of the federal grants that we have, and all these different departments are also struggling to come up and make sure that they're
following the
rules.
There's a little bit of history, you know, how the single audit came into play. It used to be that all these federal programs had to have individual audits that were done, and so They created this omnibus act that said, okay, let's do one big audit and to, you know, save taxpayer money and just make sure that controls at an entity level are good.
Well congratulations to your team, the different departments. I know just from dealing with County Council and the requirements of a lot of these federal grants are very onerous and so for folks to be able to make sure that we're following all the rules and in each different department and on each different grant We got unmodified positions, which is a clean opinion. So
good
job.
And thank you so much for presenting that. And it really is the department's doing that
great work.
Social Services, Be Well, Public Works. Yeah.
All right.
Appreciate it. I'm sure I'm missing. We have 20 departments.
Yes.
Most of them get federal grants.
Yes. That's great. All right. Thanks.
Thank you, Supervisor Lavagnino. Okay. Let's take a motion on this one.
I'll move 812. Second.
All those in favor, please say aye. Aye. Motion carries. Okay, we will move to A19, since we already took care of A2. Am I correct? Yes. I believe so, unless you want to clarify. Madam
Clerk, the floor is yours. Chair Capps and members of the board, we are now going to administrative item number 17. Administrative item number 17 is from the County Executive Office. It is to approve budget revision requests numbers 11048 and budget revision requests 11029, 11030, 11033, 11043, 11050, and 11051. And we are requesting to continue this item to the May 12th board meeting.
0:59 – 1:0417 turns
I'll make a motion to continue those items until May 12th.
Second.
All those in favor, please say aye.
Aye.
Motion carries. And we'll get to A19 in one minute.
Chair Capps and members of the board, Administrative Item Number 19 is from the Fire Department. It is to consider recommendations regarding revisions to the rules and regulations of the Santa Barbara County Fire Department's Board of Appeals and appointment of candidates onto the Board of Appeals. And we have two requests to speak from the public on this item. We are going to remain here in Santa Barbara and begin with Yana Zimmer to be followed by Richard Solomon. Yana?
Good morning Supervisors, thank you for hearing me. Irony is the word that comes to mind because it was 40 years ago this month that I came to work for the county as a Deputy County Counsel advising the Planning Commission and the Board of Supervisors on land use items. And here I am, 40 years later, I want to start by pleading for my own case in terms of my desire to build a house so that I can be cared for and end my life at home, if at all possible.
The reason I'm here today is that the rules that are being proposed to you for changes of the fire board operation are extremely problematic, especially when The existing rules, and I think they actually should be rules for all your Planning Commission items for housing to make sure that the housing proposals get considered. I've done this little chart that explains to you how these rules effectively eliminate due process and eliminate proper consideration of housing goals in the individual case. So if I may, I'll just quickly go through those.
The first issue is that even under the revised rules, there's no mention of same practical effect. Same practical effect is a standard or concept that the planning and the fire departments have used when you can't meet a specific rule to the letter. And they'll take into account other considerations, maybe do a substitute measure. This concept was not in the old rules, and it's not in the new rules either, except that now this board is going to be effectively the only board that considers whether you met same practical effect or not.
It affects my case. Under the existing rules, and this is extremely important to me, well, it shouldn't be just to me, there's an appeal to the Board of Supervisors, and that's the premise on which I've been going through this process, that ultimately, I would finally get to plead my case to this board after three years in the process. No appeal to the Board of Supervisors going forward. I think that when you're dealing with potential conflicts between needing to build housing I would like to make it clear that if you are a fire department and needing to fulfill the technical requirements of a fire rule, you need to have an appeal. You, the Board of Supervisors, need to have the final say so you can consider it. That's not a consideration.
It's not something that's being granted to me in my case. There are other due process protections in the existing rules that are going to be eliminated. That's really important because you've been hearing only, only the views of the fire marshal in this case. In prior, I've never had an appeal to you, but you've discussed it in closed session. So I've never been granted an appeal.
Pre-hearing conferences on issues of law. In my case, there are a couple of very important issues of law.
Thank you, Yana. That is your time. You can, you can finish your point, but that is your time. If you want to just finish your
final point. May I please? He's going to be very short.
If you could just finish your final point, that would be great.
I'm going to just go through a couple other final points. This is my final point. The rules that are in front of you represent a complete denial of due process, and they will prejudice your consideration of housing projects if you approve them. Thank you very much.
Thank you so much. We will now go to our final speaker, Richard Solomon.
May I ask a question? I had a video that was going to be in public comment. Could we show it when he concludes and then we can get out of here and not bother you anymore?
Public comment is next, so that would be...
Good morning. I think
Leah
has it.
1:04 – 1:1119 turns
Yeah, it's a photograph. It's a photo
image.
Yes, it relates to this item. Yes.
Okay, please proceed.
Okay. Good morning.
Good
morning. The proposal before you has serious due process problems. It folds together two different issues which should be separated. The first issue is fire enforcement orders. It's perfectly appropriate to have a board to hear an appeal of fire enforcement orders, which are technical. You want firefighters with fire prevention, firefighting expertise to resolve the appropriateness of a fire enforcement order. That part of the proposal is really, to me, not controversial and is perfectly okay going forward.
It folds into that, however, and this is its fatal flaw, it folds into that, however, same practical effect appeals. I'm going to focus just on one due process problem. You are constantly, let me just imagine Zimmer's case before a board, this board if you approve it, of other fire marshals from sister jurisdictions in the county. There are five members, four of them are proposed to be fire marshals. They work closely with Mr. Tan on a regular basis, as they have to. We're gonna have to convince them, these colleagues of Mr. Tan, that Tan abused his discretion in denying us the same practical effect finding, namely that fire trucks eight feet wide could safely come down a road that's 12 feet wide. And we have an image that'll show, there it is, the truck is leaving, that's the fire truck last Saturday.
Leaving our lane, having come there to rescue a cat, of all things, by just happenstance. That truck can get by there. Mr. Tan found that there's no, I can't make the same practical effect finding. We're going to have to convince Again, a majority of those fire marshals that he's wrong in concluding that in denying a same practical effect finding. What are the odds of us being able to do that under these rules? I would say there's zero because you are obligated to ask yourself a simple basic human question in deciding whether we have an impartial panel, whether this proposed panel can be impartial. Which, of course, they constitutionally must be. And that is whether, considering normal human psychology and normal human biases, there's a risk of actual bias.
Not actual bias, a risk of actual bias. And if there is, it's not a fair hearing. So to me, the risk is so glaring. of having these trying to, the impossibility of convincing these colleagues of Mr. Tan's that he's wrong, dead wrong on not finding same practical effect. It renders this process as applied to same practical effect, fatally flawed. So if you want, now the simple solution here is simply carve out Zimmer's case. We have, you have a set of rules now in effect.
Thank you, Richard.
We can live with that. Send this case to the existing rules and then just go forward with whatever you decide is best for the county. Thank you very much.
Thanks to you both. And that concludes public comment on administrative item number 19.
Okay, any other comments on A19? Did you have a question, Supervisor Lavagnino, or comment?
So is this four-fifths or is this not? No? So we can, we're voting on this one today. Okay.
Chair Capps and members of the board, there is not a four-fifths vote on this item today.
I'm going to move staff recommendation and just in response to the comment is I mean using that logic for me it would be any Planning Commission decision that was made that would come before our Board of Supervisors before an appeal. I appointed that person to hear that case. So it seems like under that argument every case that I would hear You know, I think you would feel that there would be a bias. The person that I appointed to make that decision, now you're appealing it to me. I think it's kind of in the same case. So I have no problem having the professionals hear this and I'd be willing to move E19.
Thank you.
I just want to say I'm supportive of your motion. The people that we appoint, we trust them because they are the experts and that I believe they will be impartial and fair to all parties. So I'm going to second your motion.
Okay.
And can I just say also that the photo, I think, also demonstrated the difficulty. I mean, in looking at that, just that was the evidence that it's easy to do and we I saw that as very problematic for that fire engine. I mean, it's super tight and I know that there's a lot of rules and regulations that I'm sure are Fire Department could go through about turnarounds and such, but yeah, I didn't think that that was a very compelling picture. In fact, I thought it made it seem very difficult. So,
anyway. Yeah, and I just want to note we're not discussing this case here. I know that it's been a challenging one, a challenging situation, and I hear the frustration, but this is about a board, and so I'm happy to support staff recommendation as well. So all those in favor, please say aye. Aye. Aye. Motion carries.
1:11 – 1:3114 turns
Chair Capps and members of the board, thank you. I just wanted further clarification on our final two items to continue to the May 12th item. Administrative item number 27 is from the Public Works Department. It is to consider recommendations regarding a Public Works Director's Report on emergency response actions from impacts on flooding and storms and continuation of emergency actions for the Transportation Division. And I did have a conversation with County Council on this item, and we would actually like to trail this item to right before the closed session agenda, if possible. As Supervisor Nelson will be joining us remotely for closed session, so perhaps we can trail that item to right before closed session, and we will take that in the open session.
And so we will not need to continue that item to May 12th. And then administrative item number 28 is from the Sheriff Coroner's Office. It is to consider recommendations regarding a first amendment to the agreement with California Health and Recovery Solutions PCCHRS for Early Access Stabilization Services EASS and this item can be continued to May 12th.
Okay, can you just repeat which one we are not trailing?
We will we will trail A27. Okay. So I just need a motion to trail. We do not need a motion to trail A27, but a motion to continue A28 to May 12th.
Motion to move 828 to May 12th. Great.
Second.
Okay. All those in favor, please say aye. Aye. Excellent. Okay. So now it is time. We've concluded this portion of the administrative agenda. And now it's time for members of the public to speak on items that are not on the agenda today. Even though we've covered quite a range of topics. What isn't? Madam Clerk, are there any requests to speak
from the public? Chair Capson, members of the board, yes, we have four requests to speak from the public. We are going to remain here in Santa Barbara to begin with Yana Zimmer to be followed by Sean Sullivan. Yana?
And
with
that I'm going to close public comment and also just give a little heads up that we'll take a quick break after public comment.
It appears Yana might have left so we will go to Sean Sullivan, then we will go to Zoom with Alex Castro. Sean?
Good morning. I'm Shawn Sullivan. I am with Above All Aviation, one of the flight schools at Santa Barbara Airport. For the past 10 years or so, we have been trying to get non-permitted operators to comply with the rules and regulations. And this applies to Santa Ynez Airport. So you guys have a Chapter 4 Code of the County. Santa Barbara expressly prohibits any person from engaging in any business or commercial activity of any nature whatsoever on the airport unless that person has obtained a written lease from the Board of Supervisors or has obtained a commercial use license from the airport manager. The Chapter of the County Code also provides that violations of any vision of Chapter 4 is a misdemeanor.
In addition, Santa Ynez Valley 30 December 20th lease and management agreement with the county expressly obligates the airport authority to comply with Chapter 4 of the county code and with the FAA Order 5196B, which expressly limits commercial activities using flying club aircraft. On March 13th, 2025, our lawyers submitted a public records request to San Ynez Valley Airport. Within that request, we sought the airport's records relating to leases, permits, permissions, or licenses granted by the San Ynez Valley Authority. to Flying Club's independent operators and persons providing or seeking to provide flight training or specialized, sorry, specialized commercial services at KIZA. We also sought copies of correspondence with various certified flight instructors and information relating to KIZA's compliance with Chapter 4 of the county.
The authority did not provide and still has not provided despite four requests for those. However, we're certain the commercial activity in the form of commercial flight instruction and specialized flight training is happening routinely at KIZA. So I'm going back. So their argument is that they're not a public entity. Well, they took $455,000 last year in FAA monies.
So, under the California Public Records Act, a nominally private non-profit entity is treated as a public agency subject to disclosure per CPRA and thus a proper defendant under California Code 7923 when its relationship with government demonstrates functional equivalence to a public body. The airport lease and management agreement makes clear that the airport authority is functionally equivalent to a public body because the county has delegated government functions to the airport authority while maintaining oversight authority and imposing accountability obligations. In addition, KIZA, or Santa Ynez Airport, has received federal funding, which expressly obligates it to comply with the FAA orders. So last Friday we put in yet another one for them to give us a PREA request, and they still have not complied with that.
So we're coming to you in hopes that that can finally happen. Thank you. Thank you.
And our two public members who were joining us via Zoom have logged off, so that concludes general public comment for today.
Okay, so Madam Clerk, we will just take a quick break before we head into the departmental items. Let's say 10 minutes. Thank you. Okay, we are back and we are ready for departmental item number one. Madam Clerk, will you please read it into the record?
1:31 – 1:4610 turns
Chair Capps and members of the board, departmental item number one is from the County Executive Office. It is a hearing to consider recommendations regarding a report on elections information.
Supervisors, you requested that staff return to the board. We facilitated the board letter, but I, and the report was continued, was included in your packet, and I believe staff from elections are online to answer any of your questions.
Okay, great. So we're not, we're, are we having presentation or we're just going straight into conversation? Okay, well I will kick things off as having co-sponsored this item with Supervisor Lee and pleased that it was unanimously supported by this board. Just really wanted to raise a ton of awareness around the fact that our elections are run by our county and we've had We've done so very well internally and just really wanted to shine a light on the elections division and I believe they're here.
Is that? Oh, they're on the line. Is that what you said? Great. Oh, he's here by Zoom. Okay. Yes. Well, I'd love to give you the opportunity to speak about how elections work. I appreciated your board presentation or your letter rather. And then I think we'll leave it to the board to ask some questions. But again, I'll just restate our goal. My goal is that there's been a lot of questions from the community, especially this year in particular. about the fact that will their ballots be safe? Will their ballots be counted? Is it safe to put their ballots in the mail?
Is it safe to go to a polling place? Will federal agents be at a polling place? These are the questions, legitimate questions that have been posed to me in my office in the last several months. And that's really the genesis of why we wanted to have this conversation because I believe as Local elected officials, we have the responsibility to not just do the work correctly, but use our voice, our office, to reassure that the work is being done correctly. And so with that, if you could just summarize the information that was provided to the board, I'd appreciate it.
Certainly, Chair Capps. I'm Martin Cobos. I'm the Chief Deputy Registrar for the County of Santa Barbara, and I'd like to thank you all for the opportunity to be able to discuss what we do here at elections. I want to start off by making a couple of very important points just to be aware of is that yesterday we sent out over 250,000 ballots to each and every registered voter in the county.
Within that, hopefully everybody prior to that received Thank you, everyone. drop boxes located throughout the county that are available for voters when they decide to cast their ballot to make it very convenient. They can drop it in any one of those 18 that are located throughout the county. In addition, and I'll get into the United States Postal Service in a minute, but in addition, you can also drop your ballot off in any mailbox.
We are going to have 61 polling places available for the public on Election Day. And any member of the public can vote at those, any registered voter can vote at those polling places. Now, the thing that makes this election unique is there are 61 candidates for governor. 61, obviously, is a lot of candidates. In addition, we have 16 candidates for lieutenant governor.
So what we're urging voters to do is Once they make up their mind on who they're going to vote, vote early, whether it's putting in the United States Post Office, whether it's dropping it in one of our 18 drop boxes, or whether it's going to a poll on Election Day. Please decide who you're going to vote for and vote early, as early as possible. I want to get to the concerns with the United States Postal Service and where we stand as a division.
The rules have not changed at this point. As long as your ballot is postmarked by Election Day and received by the Elections Division within seven days of Election Day, your ballot will count. It's very important, though, that because of the postal processing changes, if you're going to vote on election day by using the U.S. mail, we strongly urge you to go into the post office and ask that your ballot be hand stamped, hand postmarked.
A lot of the system that used to be in place, where people were used to their ballots being postmarked on the day they dropped them in to the mailbox, has changed. So if you're going to wait that long, please get it postmarked and make sure your ballot counts. Additionally, if you wait until Election Day, Because of the number of items on the ballot, the number of choices for governor, lieutenant governor, which take up the entire front portion of the ballot, do not be surprised if you have to wait.
And that's the value in making up your mind early. If you get into a polling place and you have not decided on which one of those 61 people to vote for, it may take some time. Those are things that you should be aware of as voters. We directly interface with all 250,000 registered voters with our voter information guide, which should have been received in the last week, and the ballots that you're going to receive in the coming days.
Within each one of those is valuable information about polling places, about drop boxes, and about the rules with the United States Postal Service, in addition to clearly information about candidates. I'd like to touch on something very briefly also, and I know that Supervisor Lavagnino's time at the Board of Supervisors is coming to a close. I just want to illustrate, at the time that he was first elected in 2010, I believe, and correct me if I'm wrong, we had estimated about 65% of our ballots were received through vote by mail.
Currently, in this time, we're receiving over 90%. In 2010, when Supervisor was elected, we had approximately 192,000 registered voters. We now have 250,000 registered voters. So you can see that that's a 30% growth from 2010. Something that we do here at the Elections Division is We evolve. As legislation changes, as voters change their preferences and the way they want to vote, we continually adapt to that.
And Supervisor Capps mentioned something earlier about her concerns with federal agents and things of that nature. Those are also things that we adapt to. We're very fortunate that Sheriff Brown coordinates extremely well and has been doing so, his office, quite frankly, for decades. We're very, very proud of that partnership that we have with our local Sheriff's Department.
We also regularly speak with other agencies, such as the FBI, Department of Justice, Secretary of State. So we are aware of all the things that may change and continue to change. And that's why we think it's important that voters understand the facts.
Thank you, Dr. Cobos. I had a couple of questions, but would you like to? Sure. Okay. Thank you for being here. It's really important to hear directly from those who are administering our elections because, again, there's been so much in the news that is different this year than in previous years. So I'm going to ask you about fraud because the current White House is amplifying claims that elections are riddled with fraud.
You oversee it, and I've been there. I've seen the voting machines. I've seen how hard Your staff works, I've seen how airtight it is, but not everybody has seen it, although they're able to see it. Could you please speak to the steps that go into making sure that fraud does not exist in our system, and also the opportunities that exist for people should they have questions?
Absolutely. I'm glad you asked that question. It's become a talking point recently, and I'll start off a little bit with my experience as an election official. In the almost 20 years that I've administered elections and the over 50 elections that I have been a part of and sometimes responsible for, I have not seen an instance of voter fraud. There have been several that have been investigated by various agencies, but I have not seen an instance that I can say there was voter fraud. And a lot of this is due for a lot of reasons.
As I've said, most of our ballots are received by vote by mail now. Each one of those ballots is scanned through a high-speed scanning system, That literally takes a photograph of the signature of the voter. That signature is compared to the records that we have on file from Secretary of State through voter registration, through the Department of Motor Vehicles.
through various agencies to ensure that the registered voter is the person that signed that ballot. If for some reason that does not match, and we train staff, I don't want it to seem as if we just We train staff in protocols for checking signatures, and we look at every single signature that comes into this office. And you can see that when you have over 100,000 voters, that's a tall order.
But it's something we do, and it's something we're very proud of. If for some reason that signature does not exactly match, we will contact the voter multiple times. We will contact them via a letter, via email, and oftentimes call them on the telephone. That is something we do to ensure that every vote counts. Now that process, where we get to that point, where we compare those signatures, we ensure that they're registered voters. We work with a state database to ensure that a voter in L.A. County doesn't decide to take a trip to Santa Barbara and vote in Santa Barbara County. The state of California has given us very robust tools in our VoteCal system where it's real time.
Once a voter votes, it is triggered throughout the state of California, and we're able to see that John Doe voted in Santa Barbara County. Therefore, he's not going to be allowed to vote in any other county. That is something we do. We clean the voter rolls regularly in terms of receiving information on when somebody moves, when somebody passes away, when somebody reaches the age of 18. The Department of Voter Vehicles has been a great partner in assuring that our rolls are as clean as they can possibly be in terms of accuracy. And that also aids our ability to fight voter fraud.
So, it's not a chief concern, and that's partially due to the community, too. Our community in Santa Barbara takes elections very seriously, and we're very proud of the interaction that we have with them. And it's a good community. We don't see any fraud here. I'm not saying someday it may not happen, but in all my years, I haven't seen any indication. And that's due in no small part to our efforts.
I agree. Do you have a question on fraud?
I've heard people that have said, okay, I voted by mail, but now, I mean, these are not folks that are saying they're going to do that, but they're saying, how do you stop this from happening? Somebody votes by mail, sends in a ballot, but then shows up at a polling place. How do you deal with that?
Well, that system that I just mentioned is a real-time system. And if we get a competing ballot, and this happens from time to time in a perfectly innocent way, but it could also happen in a way that was nefarious. Oftentimes we get voters who say, I think I voted, I think it was in the mail, or I think somebody who lives in my household put it in the mail, but I can't be sure because they're away, they're in Hawaii or something.
So in order to be really sure, I go to the polling place. and try to vote there. And again, this could go to the voter fraud scenario or it can go just to, you know, an innocent mistake. That real-time system allows us to see whether that voter has voted already. If they insist they have voted, they have not voted, we allow them to vote provisionally. And then we do some research into whether that vote counted or not. Now, the state of California allows first vote in. So if a mistake was made and they actually, their spouse or somebody else put that ballot in the mail, that ballot will count and any other subsequent ballot will not count. It's a very robust system that we have in terms of being able to defend that.
Thank you. One other question on that too is, so you talked about voting provisionally and I'm sure that when people come to a polling place and their name's not listed, they're not in that, and can you just kind of explain that process because I think some people don't understand that we still allow that person to vote provisionally and then do your homework after. Can you just kind of explain how that process works?
1:46 – 1:5315 turns
I'm glad you asked that question because recently, and I'm going to date myself, when I say recently, it's probably been within the past five to seven years, but California now allows same-day voter registration. So, for example, if you move to Santa Barbara County from Ventura County or San Luis Obispo County, and you just quite, you know, let's say it was within days, and you need to register in the County of Santa Barbara, it is allowed that you go into that polling place and say, you're not going to see me on those rolls, but I now live at an address within the County of Santa Barbara and I'm entitled to vote, at that point we will same day register you and get you the ballot. If for some reason there is a disruption and we don't have you on the rolls and you choose to vote provisionally, we always allow voters to vote provisionally, which means that they will get a different envelope.
With a lot of information, and we will process that not as a regular vote-by-mail ballot or not as a regular ballot, but a ballot that must be researched to verify they are indeed eligible to vote. Something very, very important for the voters to realize is you will never be turned away from a polling place and not allowed to vote. Every voter has an opportunity to vote as to whether, for the elections division, it's an easy vote to process or not. That's irrelevant. You will be able to vote. And I thank you for asking that question.
Right. So I just want to clarify that, too, though. You'll be able to vote, but a research is going to be done on that ballot. Your vote may not count at that point because you could have voted illegally or by mistake in some other
That's correct. And that's one of the safeguards that we do have in place for that. It's there for a very specific reason.
Great. Thank you, Mark.
So if I could, I'm just going to ask about, again, a lot has been swirling from the federal government, from the White House about, unfortunately, about folks in your position being partisan, being not neutral. Can you please speak to your role? And as a result, poll workers, hopefully not in this county, have been targets of harassment. Can you please just assure us about neutrality, what goes into the work that you all do?
Well, thank you, Supervisor Capps, for the opportunity to address that. First and foremost, the Elections Division and the Registrar of Voters is not a political post. We are objective. If you ask anybody who works in this division, even up to at any level, We are not partisan. We count the votes, we report the vote. If somebody were to say, I want to be a poll worker, but I'm very strongly partisan for one candidate or another, they are told that despite, and everybody has feelings about how they lean politically, that that has no place in the elections division.
I can assure the voters of Santa Barbara County that every vote counts and there is absolutely Unequivocally, no partisanship. We count the votes as we get them. With respect to the issues swirling around the federal government, we obey the law. At this point, we don't have anything of any seismic change for this election. But as we go, we continue to address those things. Poll workers are also trained very well on nonpartisanship, on being objective, and that we serve every one of those 250,000 voters we get equally.
Thank you. And I know there's a lot of concern out there, which might translate in people wanting to be poll workers this year. I've heard a lot of interest. How does somebody become a poll worker?
If you could give even
a website, that would be helpful.
Yeah, certainly. SantaBarbaraVote.org is the opportunity to get information from our website and it is filled with information. We've been very fortunate this year and in past couple elections in that we have got, and it's through the partnership with the community, we have got a large And we're very happy with that. And that's why you may not, we still encourage people to participate as being a poll worker, but we're fortunate right now that at this point, we have each poll stocked up with staff, but we can always use more.
Well, that's great, and I hope that we keep things as peaceful as possible as they have been in the past. And so, you said that, I just want to hear you say it to assure people who, you know, when we hear talk of federal takeover, et cetera, that you're not hearing anything like that, you have your ear to the ground, that our elections are county elections and only county elections.
Yeah, they are. We're in contact with the other 57 counties throughout the state. And I have to say, although we're prepared for any eventuality, that is not a concern that any other of the counties, including the County of Santa Barbara, have. If something were to happen that disrupts the polls, law enforcement, including Sheriff Brown's office, as well as those other agencies, are there to assist and to give us information.
To that end, we've also told our poll workers on things to be aware of as far as any kind of disruption, possible disruption. But that is not unique to this election. That is something we do in every election. So by saying we're prepared for it, I feel very confident.
Well, I want to get into that. I know it's against the law for federal agents to be at polling places, but Supervisor Lee, do you have a question first?
I do. So your messaging, do you plan, do you have a plan to let people know, whether it's in newspapers or social media, about your plans in addition to today?
We try to, we feel sometimes we have something a little better than social media. And as I mentioned, These books go out to every registered voter, the Voter Information Guide, which is chock full of information, including election observer rights, polling place information, and not to be overly redundant about it, but Folks will be getting their ballots in the mail that also contains valuable information. When they go to a polling place, they're going to see voter bill of rights, things of that nature that pertain to the vote. We have a strong presence as far as our website.
We will discuss in a post-election meeting, as we always do, opportunities to engage with the public in a different way, but we feel very strongly that Thank you.
1:54 – 2:0310 turns
Thank you very much. I want to start by saying thank you to Sheriff Brown and I appreciate that he is here because there is a lot of concerns that came directly from the community and particularly the immigrant community. Of course, you have to be a U.S. citizen to vote and we all understand that. But a lot of immigrants who are U.S. citizens are fearful of potentially going to the polling place. We've heard that directly.
Questions or confusion about voting by mail this year given the Supreme Court case and other confusion about the timing of voting by mail. Can you just speak to what might happen in the unforeseen I would like to ask you about the circumstance of ICE or federal agents at a polling place or any kind of intimidation, if you could really walk us through. I'm going to start with a question that I know is going to intimidate folks at the polling place, but what would that look like if you could please walk us through what should somebody do if there appears to be somebody who shouldn't be there, either plainclothes or in a uniform that is potentially a federal agent?
What's the first thing they should do if you could sort of walk through the scenario and at some point if it makes sense for the sheriff to weigh in with a response. But it's really important and it's not a theoretical question, just again, given that there is the presence of federal agents in places that we would never deem imaginable previously in our life here.
Well, Supervisor Capps, I want to make it clear that although there may be some concern amongst the immigrant community as to if there's an issue with the polling place, I have to say that here at the Elections Division, I can't recall us receiving one bit of a concern or inquiry regarding that. However, I understand it's quite possible that it may be out there.
Once again, our poll workers are trained to watch for anything that looks unusual or out of place. Now, having said that, you mentioned plainclothes. I also have to make everybody aware and clear that everybody is allowed to observe an election, a polling place, ballot counting. And there are folks who regularly, and that's part of our partnership with the community, stand and watch the process. It's part of what makes it really great.
So the first action out of anybody who's concerned, including our poll workers, is to contact our division. And the phone number is, it's available on our website. It's available from our voter information guide. It's available from the ballots. So, we are easy to contact. You can ask any one of those members of the polling place to contact our office. Once our office is contacted, that's when we partner with our tremendous law enforcement families, first off, being the Sheriff's Department, and allow them to do what they're good at.
Our job is to count ballots. Our job is to ensure transparency in the process and to have integrity in the system. In terms of a law enforcement perspective, I would have to, uh, I would have to refer to Sheriff Brown.
And we have printed out Know Your Rights information that does, again, make it very clear that federal officers, it is illegal for them to be at polling places. It is illegal to carry an open, to carry a firearm at polling sites. And again, walks through sort of what intimidation looks like. But perhaps Sheriff Brown would like to speak to if, in fact, things were to get rowdy, if, in fact, there were to be federal agents conducting immigration enforcement.
Thank you, Chair Capps and members of the board. The assistant registrar was correct in what he said. I just want to lay the groundwork here. First of all, for the last several weeks, members of my office have been working very closely with members of the elections office, as we do every year before the elections, to coordinate and to synchronize our efforts as to how we are going to ensure the safety And the security of the process of voting.
And we have met, I have talked several times with Joe Holland, myself. We've had a commander, a lieutenant, a sergeant that have been very instrumental in speaking with members of the election staff to assure that this election will, like past elections, be very smooth and very fluid, and that that safety will be there. There is, I think it needs clarification that there is a federal law which does prohibit any kind of intimidation, does prohibit any kind of, with some very limited exceptions, even the presence of federal law enforcement or the U.S. military at Thank you very much. I want to make a couple of points about polling places. Some of the exceptions to that would be obviously federal agents themselves have a right to vote. If they want to come to the polling place and vote, they are allowed to do that.
In terms of if there was to be some absolute calamity or emergency and they were called for mutual aid, then they would be allowed to come and do that. It's not only the law, it's also the policy of the federal agencies to make sure that they are not at the polling place identifiable to anyone because they Thank you very much. Although I know that some people are talking about the possible presence of ice, and I know that there have been some kind of rash statements that have been made by some people in the past about that's what should happen. The reality is we don't anticipate that that is going to happen.
We will have a lieutenant that will be in the Elections Command Center with the elections officials throughout the day. We have a number of deputies who are specifically assigned to provide escort for the ballots once the polls close. They will escort those ballots and make sure that they arrive at the Central Elections Office for counting. And if there's any disturbance of any kind, we will respond to that. We will address it as quickly as possible, and then we will be gone. But again, we have really not had any significant problems or issues in the past, and we really don't anticipate that we will this time as well.
Well, that's good to hear. So can I interpret that that any, I mean, given where we are in our community and the last year and a half, roughly, I would imagine that even just the mere presence would be deemed as intimidation. Would that be your interpretation as well?
I think that that is probably a fair assessment, and I think that we have been assured that that will not happen.
And so then you all would
step in? Well, I know that we've been assured that that won't happen, and I don't think it will happen.
Okay. So people should report that, is what you're saying, particularly if it's causing disruption.
Any disruption, if there's any electioneering or any kind of intimidation or what have you, there's a process to deal with that. The local officials at the site would attempt probably to resolve it first, and if that couldn't be done, then they would notify the command center. The command center would figure out what the best way to resolve it was, and if it required a I appreciate that the board unanimously supported this item for this conversation because we do support free and fair elections.
2:03 – 2:1826 turns
So basic that it's odd to even have to state it, but that's what this county stands for. That's what this Board of Supervisors stands for. And that's why we are having this conversation. And Mr. Cobos, for you to explain all of this stuff again, it's probably very rote to you, but it is very reassuring to hear it and to hear it in detail. And for you to be here and to participate really does help us. So I do have some more questions, more about outreach, but do either of you have any questions about enforcement? Okay, so or anything.
You can go
next. I think we're
okay for now, Sheriff. Thank you very much.
Yeah, for Martin, first off, I just want to thank you and Joe and the team for reinstating the Guadalupe Dropbox. I think it was very important that we have that out there. And I just wanted to note that the Dropbox slide Thank you, Supervisor Capps.
Shall we put it up?
Yeah, that'd be cool. So, I know folks in North County are going to say, hey, we're not getting fair representation, we don't have as many drop boxes. Well, get out and vote, okay? Because that's what's driving this. We're voting at a much lower rate than South County. There's plenty of drop boxes to be able to do this, so I just want to thank the department for putting that one in Guadalupe again.
Martin, what I'd like you to do is, one of the questions I always get is, people see on election night, if you could just kind of run through election night, the logistics of it, because I see a lot of time people see returns come in. And they don't understand how all of a sudden it could flip a completely different way. Can you just kind of talk about how geography votes show up from different areas at different times?
Sure. I appreciate the question, Supervisor. On election night, there is a report that's put up on our website, and it's the first count of votes. And that occurs usually right after 8 o'clock, generally by 8.15. That first tally of votes is all the vote-by-mail ballots that have been received up until 8 o'clock that election night. And when I've mentioned before about voting early, That gives you an opportunity to be part of that number.
After that number is presented, returns come in from the polls, and those are the people who elected to vote at the polls, which is perfectly reasonable. Those ballots are brought in and processed as we receive them. Geographically, we have one location, one secure location, as Sheriff Brown mentioned here at the Command Center. where we count ballots exclusively. So it's just a matter of geography sometimes. If we get ballots in from South County, which is closer to our office, those are reported in real time.
The North County ballots, just because of the geography, take time to get here. So you may see some contests that kind of don't make sense to you or don't really give you a true representation of what the electorate is doing until the end of the night. And that's when we receive all the ballots from all 61 polling places and we do a final tally on election night.
Those ballots that are received post, and we post that, those ballots that are received post-election night are processed as quickly as possible. And I have to tell you, we're making great efforts in ensuring that we do it quick. Weekends, holidays, we're here to do our job so that the voters can get a sense towards the end of the election as to what the outcome is.
It's, yeah, it's the geography of it. And that's why you might see something. I thank you for pointing that out.
Okay, and then I just want to clarify when you said, and then ballots that show up after election day, I just want to remind you, the people out there, that these are ones that have been stamped by the post office by election day.
Correct, that's very good.
Okay, so yeah, I want to let folks know too, don't delay Thank you. And I think we pay attention to elections a little bit more than most people, but the quicker the results come in, the better. And then the last question, a concern I get, as a lot of people always are asking me, well, why is the election department calling the election, or why is the county calling the election? Can you just kind of go through that of how we, you know, who does that, and whose responsibility, or not responsibility it is, but how does that happen?
Well, I want to correct any kind of misconception there may be. The Elections Department does not call elections. We report on the status of the election and the vote. We in no way prognosticate who's going to win. We don't say when it's going to be over. That is not our job. We report the numbers. We report the facts. It's for others to make that, and we don't do that.
It's
not over until it's over.
That is so true. And those are all my questions and concerns. From somebody that's been involved in it for the last 30 years, I've always felt very confident that the Elections Division is providing us with accurate information. I know just when you're on the ballot, you're overly concerned about possible fraud and those types of things. And if I saw any of that, I'd be the first one to be raising my hand and saying that we have a problem.
And I've never seen anything that even got close to questionable. The questions I get from the public are 99% of the time are driven out of Thank you very much. I appreciate all the kind of clarification you've given, because there's still going to be people out there that are I firmly believe that it's all fixed, but I appreciate you shedding some light on some of the kind of crazier things that we hear, so thanks.
I agree and I'm, thank you, Mr. Kokobos, I'm going to double down on the vote by mail questions because I have two examples of folks in senior homes that are really worried about it. They vote by mail every time and they are worried about it. They read a news talk that in 2025, 2600 ballots that vote by mail weren't counted. Can you please clear that up? And second, can you just tell people plainly if they're voting by mail, when does it need to be dropped off in the mail?
Happy to do that, Supervisor. With respect to the ballots that weren't counted, because they arrived too late. It's not a matter of somehow they weren't counted because of any other reason. They were not postmarked by Election Day. There is no rhyme or reason to it. We found that through up and down the state of California. The special election was somewhat of an anomaly in terms of what time the voters showed up to vote or what time they mailed their ballots in. Those of you that observed election day in 2025, probably noticed, as we did in the elections division and up and down the state, for some reason, and it's really difficult to explain voter behavior, that's why we don't predict. We don't predict what the turnout's going to be, because you never know.
It's driven by voters. They chose to vote close to 8 o'clock that night, and that's why up and down the state there were lines of people, which, quite honestly, when there are lines of people, that means people care. They're there to vote, and we do our best to support that. I don't know why we received so many without a postmark or that were mailed late. It was up and down the state, and it's hard to explain. And that's why we're urging voters to get their ballots out early.
The sooner you mail it in, the sooner we receive it, and the sooner it goes out in the results. Now, with respect to nursing homes, Anything like that, jails, or wherever people are unable to leave their situation, we send packets out routinely on voting to nursing homes, to jails, to anywhere people are unable to vote. And again, it's the same thing. The sooner they can vote, the better. We have staff, and most nursing homes have staff that provides ballots.
to those that wish to vote. And they're certainly counted.
Thank you. This is new information. What do you mean you send packets out? Does that mean somebody takes them back or?
Yeah, they're informational packets that go out to each facility, convalescent home, whatever it may be.
OK, but in that situation, they still need to mail them or have some Can you have somebody drop it off for you at a drop box?
You can absolutely
do that. Okay, so if we could put that drop box screen back up. We did this little graphic based off your information because to me not every county has drop boxes. Your division has invested in these drop boxes. I know they're not everywhere but they are really helpful. Rather than dropping it off in a mailbox, this is like dropping it off at an elections office. It's the equivalent. So there's 18 of them. We could list some of them. Supervisor Lee, one is at the Carpinteria City Hall.
One is at the Gleada Valley Community Center. One is right outside here at our administration building. So these are very centrally located and there's no delay. You can do that up until 8 p.m. Is that correct, Mr. Cobos?
That's correct. Up until Election Day at 8 p.m. Somebody mentioned the logistics that go into that. When you have 18 drop boxes and we have a secure system, each one of those drop boxes is manned by staff from the elections division, and not just one, it's at least two, at 8 p.m., solid 8 p.m., not 8.05 and not 7.55, at 8 p.m. to lock that box and collect the ballots. Voters have up until that time to deposit it.
Okay, well again just to report, so I just want to finish here with our questions and then we'll go to public comment because outreach is so important. I know we touched on it a bit but and your office does some but I as we've discussed I think we can be doing a lot more and I think our offices can be a part of it. I know that Our county's public information officer, Kelsey Boudreaux, has done a ton in the last little bit. If you could just speak, I wanted to find out what you've done in the last week or so, two weeks, to really amp up the game, to make sure people understand, again, given the heightened concerns that exist uniquely to 2026, what have you been up to?
Good morning, members.
Mr. Cobos, I'm just asking this of Kelsey at this point.
Good morning members of the board. So since we got the board direction two weeks ago, we've had a comprehensive outreach campaign. So two press releases have gone out. The first press release that went out really summarized and gave that plain speak of the board's direction and it introduced the voting rights flyer to the media as well as to the public. So that went out to the media as well as was posted on our website. Now in addition to those two press releases, we did a text campaign. So that text Introduced 54,449 households to our voting rights flyer. And that really goes through the components that were put together by District 2's Office of Voting Rights and what you should know. And again, that went out to 54,449 households. We also put county social media posts out that's been posted on CSB TV.
You saw some of those slides running this morning. And then we have printed flyers. Those printed flyers are posted in offices throughout the county. So the social services offices, they're out in those offices. They also, social services has been a great partner in this. They have it posted on their welcome TVs as well. But in addition to that, we're trying to really reach as many communicators throughout the county as possible. So for our county public information officers, they all received an email and were encouraged to amplify this know your voting rights flyer. And then it was sent out to our emergency public information communicators group. And that goes by short for EPIC. And that group consists of county information officers, but city information officers, nonprofits, all throughout the County of Santa Barbara.
And that was sent out to those 120 members and they were encouraged to really amplify this messaging and Share this flyer, the Know Your Voting Rights flyer, and this is really just the beginning of this outreach campaign. We're just two weeks into it. So it's going to be continuing all the way as we go into the June primary election and then again as we get into November. So looking ahead, we're going to be having more press opportunities, more press releases, more social media. We're going to continue pushing this flyer out and Really asking our county departments to put it out in those touch points, send it out to those community-based organizations that they work with, share it with their clients. And then one of the big things that we see gets a lot of attention is putting together those multimedia videos.
So putting together a video component. So it'd be my goal to partner with the County Elections Division to put together one of our Your County, Your Services videos. Really focusing on elections and giving the public that may not be able to get in there and be an observer and sign up for that, giving them that behind-the-scenes look, what it looks like to actually have those ballots come in and that verification process and really provides that transparency that I think a good amount of the public is looking for right now.
2:18 – 2:258 turns
Well, thank you. A ton of work has happened in the last two weeks. Mr. Cobos, anything you'd like to add? And what do you think about a video similar to what Kelsey has done on so many other good aspects of our work?
Well, first of all, I think Kelsey's been a great partner, as most of the media in the County of Santa Barbara have been, too, and we really appreciate her efforts. I recently just discussed that possibility with Mr. Holland, and we're open to it. We would love to get a little bit more information out to the public in terms of what happens to your ballot in very Thank you all for joining us today. It's been a very easy to understand process, so sometimes it becomes a little bit more available.
We would be certainly open to doing that for November. We continue to discuss that. One of the things that we do in the Elections Division is after each election, we hold a meeting, a post-election meeting, and we discuss better ways of doing things. And I know that certainly is on tap for our post-election meeting. Now, I can say that our message to the voters is, please vote. As you've all pointed out, vote. That is the most important thing that you can do.
You want your vote to count early and ensure that it counts, please Make your choice. And I keep referring to the governor's race. But there are other races on the back of that ballot, local races. There are local measures. There are things that voters need to pay attention to. Get those materials. We've mailed a voter information guide to each one of the 250,000 registered voters.
Ballots will begin going out at the end of this week. They're already in the mail chain. Please don't leave it on the kitchen counter, as sometimes we're all guilty of. Sit down, make your choice, place that ballot either in one of our 18 drop boxes, any of the U.S. postal mailboxes, or simply at any polling place on Election Day. But the most important message is to vote. Your voice counts, and I can assure you that your ballot will be safe, secure, and counted if it's a valid ballot.
And I appreciate it.
Yeah, I agree. The proactive message is good, and we're all hearing it in here for almost an hour here, but I think allowing Kelsey to do a video for this election would be great, so hopefully Mr. Holland will agree to that. And also, too, I just want to, I know other counties actually pay media, Thank you. Thank you so much. Thank you. Because I really see this in the same vein, that democracy is under threat here, the same way that we activate when we have an emergency here in our county, that we need to be thinking along the same lines. Right now we're sort of preparing for a storm, if you might.
And so similarly, if something goes wrong, are we prepared to or could we be prepared to activate Twitter, activate our social media channels the way that, you know, if a road is closed, people are sharing information. I know that in previous elections when there's been long lines in Isla Vista, my texts start blowing up and I don't really know what to do that with that information very quickly or effectively yet.
Thank you very much. Both Director Cobos and you as well. What do people do? Where do they go if there is an incident, if something unforeseen does happen and people need to share information and have their confusion explained?
So the Know Your Voting Rights flyer that went out and is still being sent out, that has a list of numbers and information on there. So there are several numbers. One of the best resources is calling our County Elections Office so that that messaging can be clear. And they're able to communicate with myself, and then we will be updating our social media with information as well as the night goes on. And we're, you know, about a month exactly out from election day, but we're being really proactive to really encourage our registered voters, or if you're not a registered voter, to register to vote now so that you can get your ballot taken care of so you're not encountering maybe that last-minute line. But of course, If there is an emergency or anything like that, we are constantly monitoring our social media channels and then we have those direct numbers on the voting rights flyer and they're posted throughout the county.
Okay, so that would be our main county social media channels.
Correct, which is at countyofsb, our main county social media channels. You can find it, you know, on X, as well as Instagram and Facebook. And in addition to that, we have a county newsletter that goes out to about 50,000 of our residents. Please sign up for that. All that information is proactively going out to the community, but at countyofsb is our social media channels.
Okay. That's great. Okay well I certainly have asked a ton of questions. Let's go to the public now and see if the public comment and then we'll circle it back to the board if there's any remaining comments or questions. Thank you so much.
Chair Capps and members of the board, yes we have three requests to speak from the public on this item. We are going to remain here in Santa Barbara to begin with Larry Barrett, then we will go to Santa Maria with Ken Westall. Larry.
2:25 – 2:306 turns
Good morning Chair Capps, members of the board. I am Larry Barrett with Indivisible Santa Barbara and I approach the podium more concerned about election security than I was when I entered the room two hours ago. Director Cobo says he's heard no concern from the public about the possible presence of ICE at polling places. I can assure him there's tremendous concern.
On that very issue, we have a poll last year showing that two-thirds of Latino voters in California are concerned about this. So that was last year. In response to what I've heard that the Elections Office intends to conduct this election as they've conducted elections in the past, I recommend to you a recent report by the Brennan Center in finding that election officials around the country are worried about election security, attacks on the integrity of elections, threats to election workers, and political interference with the process.
Our County Clerk does not appear to be among these election officials, which is unfortunate. In response to your direction to describe his plan to meet the threat to this year's elections, he simply described prior year practices without any assessment that these practices are adequate to meet the current threat. So the report before you falls well short of what we have a right to expect.
Yesterday's Orange County Register reported on how other county election offices recognized the threat and are responding to it without being prodded to do so by their supervisors, and I recommend this article to you. But probably most disturbing is the county clerk's repeated assertion, and let me find it in the report. Looking at the wrong report here. He will do nothing in the face of law enforcement activity at the polling place.
This flies in the face of last month's guidance from the State Attorney General, which makes it clear, as you have made it clear today, that even law enforcement is constrained by state and federal law on voter intimidation. So we ask that you instruct the county clerk to strictly follow the guidance from the Attorney General, which is a lot better. The report that he laid before you.
So over the coming weeks, our group at Indivisible will be acting with other community groups to educate voters, assess threats, and work to make certain that all votes count and election reports, election results are protected and respected. Based on the clerk's report, we don't expect a lot of help from him, but we do hope to do this work in partnership with this board. Thank you so much.
Thank you. We will now go to Santa Maria with Ken Westall and that will be our final speaker as our member on Zoom is no longer with us. And I'll close public comment.
Can you hear me?
Yes, we can. Please proceed.
Thank you for the time. This issue of election integrity, I think really you have to go to the root of the problem. The root of the problem is this. When I was a kid, my elementary school, the voter rolls for that precinct were all on the walls in the cafeteria. I remember this very, very clearly. And in recent years, about half the states will not make voter rolls open to the public.
Okay? I went to look on the Utah voter site. Every registered voter is on that voter roll. I don't know how you can hold a Democratic election unless these voter rolls are open for inspection. My mom died in 1994. She remained up till 2020 on the voter rolls in Santa Clara County. And I've got all the documentation. There was an election that was held several years ago in Compton. It was a close election. It came down to less than 10 votes.
When the candidates was able to get the data, found out that four of the voters had moved out of the precinct or out of the state, the candidates had to switch seats. So, again, if there's nothing to hide, if there's no problem, just make the voter rolls open. The rest of this debate and discussion will go away. That's clearly, clearly the root of this problem, is there's no other country where there aren't open voter rolls and you can't see where things are. When I was on the city council in Guadalupe, We would get a list of all the voters in town and we'd go door-to-door. I went with Tom Urbanski. We'd ask people to vote.
I asked people to vote for me and Tom, I remember going with him. He got people to vote for him going door-to-door. We need to go back to that system and that would solve the problem. You might ask your election official why we're not doing that. Thank you for the time.
And that concludes public comment on this item.
2:30 – 2:343 turns
Thank you. I just had one additional comment on outreach to Mr. Cobos if he's still with us. I know in the report you said that you do outreach. I think you said a handful of different groups. Have you all worked, done outreach with immigrant groups or anyone's particularly with the Latino community?
I would have to check with our polling place and check with their outreach. We don't necessarily target a specific community. We have within those groups, I can say that there are members from all aspects of the community. As to whether we go out and seek out one section of the community, I'd have to check.
Okay. Okay. Well, we had a really good conversation here. Other questions or comments? Well I again I really this is what I was I was hoping to just have almost kind of a workshop here and that's somewhat what it came to be amongst the board here and I would say that this is something we shouldn't do because there's almost an emergency upon us with with so much in the national dialogue, but rather more regularly.
I do think we learned a lot. I hope that this is translated somewhat and hopefully has has relayed some concerns. I do want to express some disappointment that the election division was fairly reluctant to even participate in this conversation. It shouldn't be that. This should be a division that wants to meet the moment and not have their head in the sand about the fact that there is even a moment in which The electorate, the people that we all serve are really concerned.
Polling was expressed about fears that people have but we also just know it being out and about and we are, we serve the people and this is a time in our history when a huge portion of our community is afraid to go to the grocery store, afraid to go to church, afraid to go to school and we cannot Just do business as usual if people are afraid to vote. It's so fundamental to who we are as a country.
And those of us who are charged with civic life need to be doing as much as we can. I don't have all the answers, that is for certain, but I just feel a strong urgency that we need to be doing as much as we possibly can in June, in November, again in our next election. to up our game, to find the tools, to be creative, to meet people where they are, to find the resources, to assure them, to adopt creative ideas from different counties who are figuring out ways in which we can reach people to assure them that it is safe to vote because it is literally, it's not hyperbolic to say that our democracy hangs in the balance. And if people are confused, they don't vote.
We know that. And so I appreciate Mr. Cobos. I appreciate all the answers that you provided. And I just hope that going forward, we can really partner together, all of us, to make sure that people understand that our county and only our county Thank you very much. Thank you. Thank you. Thank you.
2:34 – 2:404 turns
Chair Capps and members of the board, departmental item number two is from the Public Works Department. It is a hearing to consider recommendations regarding the introduction, first reading of an ordinance amending speed limits specified in County Code Sections 23-15.4, 23-15.5, 23-15.6, and 23-15.9. And this is in the 1st and 4th districts.
Okay. Good morning Chair Capps and members of the Board. My name is Mustafa Sergi and I'm the Deputy Director for Transportation Division, Public Works, and I'm joined by Gary Smart, our Traffic Engineer, and Director Sneddon here for any questions that you might have. Today we are going to present some speed limit changes and updates across the county on a few locations, and with that I'll pass it over to our Traffic Engineer, Gary.
Thank you Chair Capps, members of the board. We're presenting the speed limit update for you today. I'll give you a little background on the process for setting speed limits. Speed limits expire every seven years or 14 years if nothing's changed and we need to review the speed zones for the ETSs. We perform that in the field, collecting data. I have another slide that I'll go over what an ETS is.
We'll bring those changes to the board for changes to the county code. And then documentations presented to the CHP and the courts with any kind of updates. And the appropriate signage will be installed in the fields 30 days after the approval from your board. And then the zones would be enforceable at the new speed limits. An ETS is the Engineering Traffic Survey that's performed. We look at the speeds on the roadways, the characteristics of the roads.
We look at daily volumes, collision history, and we use all this to follow the state procedures for setting speed zones in the county. All counties and cities have to follow this procedure by the state to establish speed zones. And it's basically... Based on the 85th percentile speeds of the actual traffic on the roadways, and we have very little discretion on these speed zones setting it, but there has been some changes that have proved that for the local counties, give us a little more discretion.
These we're presenting today, a couple of them are because of those changes. The first zone we're looking at is in the Carpinteria areas, Santa Claus Lane. And currently the speed limit in front of the south portion is a business district 25 miles per hour. It doesn't need an ETS. It's a prima facie speed limit. But the northern part does need a speed zone. It has no fronting residents. It's pretty much beach access right there.
And we have a project currently going on. Phase one has been completed of the Santa Claus Lane improvements, establishing parking, and we have two additional phases coming in later, but we've come in with a speed survey to see what kind of speeds we can get a speed limit for out there. And we're proposing a 30 mile per hour speed zone. The 85th percentile was 35 miles per hour. So we did reduce it because of the pedestrian activity and the increased bicycle activity. Another parallel project to this is a multi-use path that has been established from Carpinteria over to Santa Claus Lane. We've seen a lot of additional bicycle traffic going through this area. So we are proposing to reduce it down to 30 miles per hour, which would be the lowest speed limit that we can legally set.
Our next zone is San Antonio Creek. This is in the parallel to 154. area and then kind of the Nolita section between Goleta and Santa Barbara City. It was set at 40 miles per hour. We've been working with the community out there, make some changes, added some markings to the roadway, edge line striping, some additional signage, warning people of conditions not readily apparent and requesting them to slow down. We do have a lot of pedestrian activity out here. There's no sidewalk, so a lot of times the pedestrians are required to walk in the roadway.
And we've done a recent ETS for this section, and we found the 85th percentile was lowered down to 40 miles an hour, which allows us to lower an additional 5 miles per hour. Because of the pedestrian, the bicycle activity out here, the hidden driveways and other characteristics that aren't readily apparent to the motorists. So we're proposing a 35 miles per hour zone for this section of roadway.
And our last one is California. This is in the Orcutt area. And this is one that came to the board a couple of years ago. We create a safety zone for it. And now we're coming back and we're just going to classify it as a residential meets the residential density. Assembly Bill 43 changed the laws that allow us not to consider if it's a local road or not in establishing residential density and residential districts. And so this now qualifies for a 25 mile per hour prima facie. So we're asking to remove it from the county code and then we'll post it 25 miles per hour and we won't have to come back to the And here's a summary of those recommendations and then here's the recommendations which I can read to you if you wish. Otherwise I can answer any other questions for you.
Good. I think we're good. Any questions from the board?
2:40 – 2:4326 turns
Thank you.
Madam Clerk, any public comment?
Chair Capps and members of the Board, we have no request to speak from the public on this item.
I guess everyone is good with speed limits.
I'm not, but that's okay. I will drive a lot slower along there. I didn't even know that was 30 on California. It's like 40 just to keep up with everybody, but I'll do 25. Yeah,
it was 35 a few years ago.
I'm happy with it.
Yes, slow everybody down. Yes. All right. I'll make a motion to approve items A, B, C, including I and little I. I'll second
it. All those in favor, please say aye.
Aye.
Motion carries. Thank you, gentlemen. And with that, we are going to, oh, Madam Clerk, what did I forget?
Chair Capps and members of the board, I believe Supervisor Nelson has just joined us and we were going to return back to administrative item number Item 27 to be approved from the Public Works Department. It is to consider recommendations regarding a Public Works Director's Report on Emergency Response Actions from Impacts on Flooding and Storms and Continuation of Emergency Actions in the Transportation Division. Since there is a four-fifths vote required on this item, and this item is required to be approved by your board every two weeks, so cannot wait till next week. So if we can take that item up and get approval by your board.
Great and Director Snedden is still here if there's any questions. Are we are we good? Any questions from the board? Welcome Chair Nelson. Is he on the? We're good?
I'm on. I have a quick I have a quick announcement I need to make before. Okay.
Supervisor Nelson.
Yes, thank you. I'm participating remotely under the Just Cause exemption because I'm traveling on official business of our legislative body or another state or local agency. There are no individuals over the age of 18 in the room with me. And that's all I got to announce for transparency purposes.
Sounds good.
That seemed a little weird, but all right. We believe you, Bob.
It's required by state law. I didn't make it up.
All
right. We believe you. Yes. It's nice to see you.
I'll move items A through D.
Okay, all those in favor, please. Oh, roll call vote because we have one who's, oh, do we need public comment
on this?
Ask.
Roll-call vote Passed 4–0
Show transcript
Okay, motion carries. Thank you so much. With that, County Council, please read us out for closed session.
2:43 – 3:059 turns
Thank you, Madam Chair, members of the board. In closed session today, the board is scheduled for two items, conference with labor negotiators, which for county executive officer candidate with the agency designated representative as board chair Nelson, and public employee appointment for county executive officer. And
what is our estimate time?
Probably between 30 and 45 minutes.
Okay, let's say 45 minutes. So we'll come back if that clock is accurate around 1245. Thanks. Okay, we are back from closed session. County Council, will you please give us a report?
Thank you, Madam Chair and members of the board. The board met in closed session on two items, conference with labor negotiators for county executive officer candidate and public employee appointment for county executive officer and the board took no reportable action.
Okay, we are pretty much on schedule here for anyone who's tracking and we'll move to item number three.
Chair Capps and members of the board, departmental item number three is from the Human Resources Department. It is a hearing to consider recommendations regarding annual county workforce vacancies recruitment and retention report and public hearing.
Thank you. Good afternoon Chair Capps and the board. We're before you here today to present our annual vacancy hearing required by AB 2561. The hearing will review the county's vacancies in positions across the county focusing on calendar year 2025. I have with me today to assist me Natalie Alvarado who is our Talent Acquisition and Development Division Chief and will be assisted by Raquel Martinez who is our Talent Acquisition Manager.
As we discuss vacancies, I do like to set the stage for the discussion a little bit. The premise behind AB2561, which passed in 2024 and was championed by state-level employee unions, is that vacancies are a problem, and specifically that vacancies are a problem that should be solved with pay and benefit increases. And while that can sometimes be the case, it isn't necessarily so.
First, some turnover is normal and expected due to changing family situations, promotional opportunities, retirements, performance issues, etc. In fact, most of our departments actually budget and build in vacancy assumptions in those budgets. Many of our vacancies are in active recruitment because we're going through those normal cycles. In addition, vacancies are sometimes held vacant for a period of time as a management tool to balance budgets and address unanticipated priorities that may occur throughout the year in our departments.
Some vacancies are in new positions where we just haven't had a chance to fill them. We may be recruiting for the first time for those. For departments that hire in a cohort or an academy training structure, we may carry vacancies on the books until the next cohort or academy begins and we can put those folks through training together. Examples of that would be in the auditor-controller office, the sheriff, and fire.
Other factors that can create recruitment challenges include an overall tight labor market, education shortages in certain professions, public perceptions in certain professions, perceived workloads, preferences toward contract employees, And trends of valuing salary over benefits more common in the public sector like retirement. So those are not salary related, but they can affect our ability to attract and retain.
Though the bulk of today's presentation will follow AB 2561 format focusing on last year, at the end I'll share a slide showing our current vacancies by department. These are of course a big focus as these present opportunities to work with employees who would otherwise be facing layoff or displacement in June due to budget cuts to help them find other employment within the county.
So with that I will turn the presentation over to Natalie Alvarado, our Talent Acquisition and Development Division Chief, and I will come back at the end and wrap it up.
Thank you Director Schmidt, Chair Capps, and members of the board. As part of our efforts to meet the obligations of AB 2561, today we will be covering the countywide information for calendar year 2025. What we'll be looking at is data as of December 31st, 2025. This will cover recruitment, retention, and vacancy efforts. As Director Schmidt mentioned, at the end of my review of calendar year 2025 information, we will go over or she will cover the current fiscal constraints, specifically what our current vacancies are and Maybe how that's driven a little bit by current fiscal constraints. Once we've reviewed the county's information, we will turn it over to our unions who have notified us that they will be presenting today as part of the hearing.
Thank you. So just a quick recap on what the requirements are of AB 2561. This went into effect on January 1st, 2025 and it requires public agencies to hold at least one public hearing per fiscal year prior to the adoption of our budget. We are required to present information on our overall vacancies and funded positions and our recruitment and retention efforts for the past year.
Any recognized employee organization from a bargaining unit, or a union in this case, is entitled to make a presentation to the board addressing their unit's vacancies and recruitment and retention efforts. And then if the vacancy rate in that bargaining unit exceeds 20%, the union can request that the county present certain additional information at the hearing, such as the number of vacancies in that bargaining unit, the amount of applications we received, average hiring times. And so on. We did get a request from the bargaining unit 10, and I will go into a little bit further detail further on in my report, that they have requested that we provide additional information on their vacancy rate that exceeded 20%.
So just to recap of the workforce information, our total budgeted authorized full-time positions as of December 31st was 4,732.45 FTE. And this number takes into account positions that were added throughout the fiscal year outside of the annual budgeting cycle. along with positions that were unfunded in social services in November of 2025 as part of an effort to mitigate layoffs. So we've done work to reconcile our data so that it only includes budgeted funded positions as of the end of calendar year 2025.
Our county provides services to the public through 23 different departments that support, as you can see above, our administrative and civic services, public safety and legal services, health and human services, housing, community, and environmental services. This is a snapshot of our recruitment lifecycle. We have a process that we are required to follow because we are a merit-based civil service agency.
Vacancies at the county are created for a variety of reasons, whether that be through internal movements such as promotions, demotions, transfers. It could also be that we have newly positions being added to the budget. And so when a vacancy occurs, the department will submit a requisition for the position to be filled in our applicant tracking system. We will then begin the process of working to fill that vacancy. We'll look to see if there's already an existing eligible list of qualified candidates that we can provide to the department to consider for interviews. If there are, they can continue their hiring process.
If there is no qualified eligible list, we will then work with the hiring managers to develop the job posting, screen for minimum qualifications, take someone through the testing process before we place them on the list and then provide that to the hiring department. The department then receives the top 10 names to review and invite to interviews, and they'll continue the hiring process of their interviews, conditional offer, a background check, reference checks, et cetera.
So as you can imagine, this takes some time and can make it a little bit challenging for us to compete with the private sector hiring timelines, just because we do want to follow a merit-based process when we are selecting our candidates. So this chart up above outlines our vacancy information for calendar year 2025. As you can see, there's vacancy information for each month and what were the vacancies at the end of that month. Vacancy percentages that are at the bottom line of that chart were calculated by taking the number of remaining vacancies for that month and dividing it by the total funded FTE at the end of that month.
As I mentioned previously, vacancies at the end of each month were created through internal movement, promotions, demotions, maybe an employee leaving the county or retiring, and newly budgeted positions. Our average vacancy rate across the year for the entire county was 9%, and this reflects a 2.51% decrease in the average vacancy rate from the previous year. That's in part due to more accurate tracking of our vacant unfunded positions, along with in November and December seeing a drop in funded vacancies because of board direction to unfund positions in social services that were slated to be unfunded for cost reduction efforts in lieu of layoffs.
Our highest vacancy rate was 9.6% in January, and then our lowest vacancy rate was 8.1% in November. And you'll just see that there's some trends of dips and spikes throughout the year of vacancies. In February, we had a spike in vacancies filled. That was the highest. We filled 92 vacancies that month. And then you'll see kind of March through May that we had a higher range of vacancies. And that's typically just because we see retirements start to take effect in March and go through the following months until we start looking at hiring those positions.
So this slide is intended to satisfy our obligations to talk about our recruitment efforts for the past year. As you can see, we filled 650 vacancies over calendar year 2025 and had over 15,400 applications in that year. While those are great efforts and we had different types of recruitments, those varied from continuous recruitments where we filled 185 vacancies.
And continuous recruitments are typically run for hard to fill positions that will be open for a long time. So the hiring timeline for continuous recruitments can look a little extended. We then also had new external recruitments, and we filled 372 positions through new external recruitments. Just the difference between external recruitments and internal recruitments are that external recruitments are open to the public, but current county employees can also apply to those recruitments and be hired through those. And then internal-only recruitments are for promotional opportunities, such as a departmental promo or countywide promo.
So while we have done a great job filling some of these vacancies, I will talk a little bit about how it has been challenging to fill some of our hard-to-fill positions and what might be driving some of those factors. And this is a recap of our retention efforts. You'll see that we have employees leaving positions for a variety of reasons from retirements to voluntary separations to involuntary separations and internal movement that's captured through promotions, transfers, and demotions.
Our annual turnover rates, it's at about 8.88% which is fairly standard and it's captured through the total number of separations and that's including retirements and voluntary separations and voluntary separations divided by the number of budgeted FTE. Okay, so what are our actual vacancies as of December 31st? The chart outlines the vacancy rate for each bargaining unit, and you can see that as of December 31st, 2025, our vacancy rate for each bargaining unit was under 20% with the exception of bargaining unit 10, which is physicians and psychiatrists non-supervisory. They had a vacancy rate of 38.23% and I will present more data on what's driving that. All of the unions were notified if they had any bargaining units with a 20% or higher vacancy rate and their right to request additional information at this hearing.
County HR did receive a request from Bargaining Unit 10 to go into more detail on what's driving their vacancy rates. So I will go into that in a couple slides. So here are additional represented bargaining units and their associated vacancy rates. You can see that none of these bargaining units have an over 20% vacancy rate as of December 31st. And I'm not going to go into each specific bargaining unit. And then we have our unrepresented group. We have grouped together all of our unrepresented managers, attorneys, confidential employees, department heads, assistant department heads, to show you that the vacancy rate for those groups are 9.46%.
And as they have no union representation, there will be no one speaking on that behalf. So the statute does require us to identify what are necessary changes to the policies, procedures, and recruitment activities that have led to hiring obstacles. And what are those hiring processes or what are those obstacles? So one of the things that we did want to just mention, it's the first bullet point up there, was this past year one of the challenges or just realities is that departments have been holding vacancies vacant for a bit and that's just because of the anticipation for budget reductions.
Departments have been intentional in not wanting to hire someone and then have to potentially cut that position later. So that has been driving some of our vacancy rates for a longer period of time. Additional challenges that continue to be challenges from previous years are just the cost of living and housing in Santa Barbara. It can be hard to attract Qualified applicants to this area given the cost of living and housing.
As I mentioned earlier and kind of walked you through the process, our civil service recruitment requirements and the recruiting process can be time-intensive and make it challenging to compete with the private sector. Additionally, just finding a qualified applicant pool in this area, while we use different avenues for advertising, such as NeoGov, our website, social media, LinkedIn, Indeed, we still have challenges in certain positions in finding qualified applicant pools.
And then we do have class specifications that are outdated, and I know we're working diligently to start to update some of those and come to you with a classification plan, but that still poses a challenge. And then the last thing is just family health benefits. That continues to be something I think that the board has made major progress on, but we do hear from time to time family health benefits can make it challenging for us to be competitive.
So what are our opportunities? We've been exploring the following opportunities to address these applicants or these obstacles. One is how do we expand the employee referral program? We know that there are departments who are interested in trying to expand that employee referral program. Right now we have it for the custody deputy positions and it has been fairly successful in increasing our custody deputy referrals and then also filling those vacancies.
Additionally, working with departments to look at profession-specific marketing strategies. How do we look at hiring or placing ads on specific medical boards or specific areas where we know qualified applicants are? County HR is also currently working on creating a classification specification update plan. We're hoping to bring that to the board, I think, in the future, just what's our process for managing our classifications.
And then we also have a committee that's been working to revise our civil service recruitment rules. There's a lot of work done on that this past year to try and streamline our hiring process and maybe cut some of the tape that can delay our recruiting processes. And then lastly, identifying and developing an internal talent pool. Given that we anticipate layoffs, one of the things we are doing is we will be working to do some internal job matching. So when we know that an employee might be scheduled to Change of position or potentially be laid off. Our goal is to offer career counseling and see where there's opportunities to have that employee land in another department in lieu of a layoff. So that is something that we will be focused on in this upcoming, in these upcoming months.
As I mentioned earlier, Bargaining Unit 10 did ask for a further breakdown of what's driving their high vacancy rate. So, as you can see above, one of the challenges is that the psychiatrist classification has been particularly challenging to fill vacancies. We have eight filled positions as of December 31st and 10.9 vacancies. So that's driving the overall bargaining units high vacancy rate.
We do still have challenges though with hiring staff physicians. One of the things that we do offer for these positions is a $90,000 new hire incentive to try and increase applicant pools. But as you'll see in my next slide, we have challenges finding qualified applicants. So what's been the recruitment information for the past year? Both of these positions have been posted. These positions we recruit continuous, so they're open year-round because we know how challenging it is to fill these positions. For the psychiatrists, in calendar year 2025, we just received seven applications. Of those, six were qualified, and then two were hired off of the qualified list. And then for staff position, we received 16 qualified applications and we hired seven.
So our applicant pool is fairly, our qualified applicant pool is fairly small for the calendar year. One of the things that we are required to talk about is just our average number of days to complete the hiring process, from when the position is posted to when there's an offer response. So total, because these are run continuous, it is 236 days from when we first opened it to when we actually get an offer. One of the things we did want to distinguish though is that from when we actually receive an application, so when someone submits an application online, to when we get them a response, an offer response, it's 71 days. And those 71 days include us reviewing the application, taking someone through the testing process, interviewing them, doing reference checks, and then getting an offer.
So we are trying to be very responsive from when we receive the application to when we make an offer. However, we have a very small applicant pool, so that has been one of the challenges. So one of the things that we were asked to do is just what are some opportunities for improvement for Bargaining Unit 10. We would like to look at evaluating the compensation structure for these classifications, assess the base salary and total compensation against existing public sector market.
One of the challenges is potentially competing with the private sector, but we are a public sector agency and so we are looking or wanting to look at what's the base salary and total compensation. How does that stack against other relative public sector agencies? Also looking at increasing or exploring the possibility for flexibility in some of the offers or types of positions, whether that's a part-time role or alternative work schedules to improve recruitment and retention efforts.
And then just some other things that we're looking to do on the recruitment side of things is strengthen our recruitment pipeline and retention efforts, looking at how do we create training programs or evaluate our long-term reliance on locum tenens. And specifically marketing, how can we make sure that we're posting ads in specialty journals and then highlighting some of the benefits from working in public sector, which is really our pension and other public sector benefits and how that might draw someone who is working in the private sector but wants a long-term pension and the value of that.
So those are things that we'll be looking to explore more with Bargaining Unit 10. With that, I'm going to turn it over to Director Schmidt to give an update on our current vacancies.
3:05 – 3:123 turns
Great, so we did want to show you sort of this is by department a snapshot of our current vacancies and as you can see at the bottom after controlling for 106 positions that are slated for elimination next fiscal year and holding 61 vacant positions for us to absorb some of the folks coming out of those eliminated positions. We end up with 366 current vacancies countywide.
Beginning next week when employees will receive notices if their position is being eliminated, we'll start working aggressively to help employees apply for vacancies they may be qualified for and interested in throughout the county. Now, not all employees are going to be qualified for all of those vacancies or interested in them, but we will be attempting to work with those folks individually to find the ones that do fit.
We have two job fairs planned for these employees in the next two months and have invited not only our internal recruiters but also recruiters from external employers who have the types of jobs our displaced employees may be interested in to come to those I have a great support package that we have prepared for anybody who is facing a displacement. Right in there, we have the employee job fairs listed as well as a QR code where they can find out how to participate in those.
internal and external recruitment efforts that we'll be offering displaced employees and I know that that's a that's a focus of all of us including our departments and I want to thank B-Well has been particularly good about thinking about their vacancies and who from other departments might be qualified to take over some of those vacancies and we're really appreciative of their kind of focus on that as we move over in the next couple of months.
And
that. Okay, so that concludes our portion of the presentation. We are going to turn it over to the unions who have requested to present today. We're going to start with the Union of American Physicians and Dentists, which represents Bargaining Unit 10, I believe. Are they online, maybe? Do we know? Glenis. Okay, we're gonna move forward to the local 721, SEIU 721, and Carson Acosta, I believe, is here to present.
Give us one second to get their presentation up.
Thank you Supervisors. My name is Carson Acosta, Regional Director for SEIU Local 721. Today we'll be presenting on our vacancies for our bargaining units 21 and 22. So I think this is probably the most important slide. Looking at our first bargaining unit, Bargaining Unit 21, non-supervisory, both social work and eligibility, we are down to 10% in vacancies, a rate of 2.2%. Supervisors, we have no vacant positions.
But I think that really only tells half the story. Last fall, we came together and through the collective action of both our members and the county, took extraordinary steps to reduce every vacant funded position in an attempt to eliminate the need for layoffs that would have devastated the Department of Social Services. This year, we're again facing another budget crisis, admittedly not of the county's making, but that the county is forced to deal with.
As the county decides how to move forward, our members cannot afford even one more cut, particularly our social workers. Our social workers are caring for the most vulnerable members of our community and are a key component of the public safety system within this county. Eliminating even one more social worker will result in children falling through the cracks and more children not having a social worker assigned to their case.
As we approach final budget adoption, we're again asking you to fully fund Department of Social Services so that we can again have a zero layoff budget. Looking at the remainder of the slides, our positions, again, mostly in the Department of Social Services, the overwhelming majority, very low vacancy rate because of the action that we took collectively last fall to eliminate the vacant positions.
But again, the work did not stop. The caseloads have not gone down, and our members are being asked to do more with less. Looking at the vacancy rate by classification, again, telling the same story. Very low vacancy rates, again, but not reflective of the amount of work that our members are being asked to do. And when we're looking at why members are leaving, members are retiring, members are leaving voluntarily more than anything else. And I think that also speaks to the feeling of uncertainty within the department. Will the position be here tomorrow or the next fiscal year? And is this a place, a county that I can work for long term and plan my life and my career around?
So as we continue to look into the future, into the budget cycle that we're coming to in June, again asking you to consider that as part of a zero layoff budget and to protect our social services. That concludes our presentation. We're happy to answer any questions. Thank you.
3:12 – 3:213 turns
Thank you. We're going to move forward to Local 620's presentation. I believe Laura Robinson will be presenting. We're just going to get her presentation set up.
Sounds good.
Good afternoon, Chair Capps and members of the Board. Thank you for the opportunity to present today. I'm excited to have more than three minutes. My name is Laura Robinson, Executive Director of SEIU Local 620. Representing bargaining units 20, 23, 24, 25, 26, and 27. And with me today, I have County Field Representative, Leo DeCasaus, and members, Sheriff Civilian, Criminal Records, Christina Rubio. At County Health, we have Veronica Pulido, who is a pharmacy technician. And at Social Services, we have Francisco Hernandez, who is IT support.
So this vacancy report is not just a procedural requirement. It is a reflection of the county's operational health and a warning about the consequences of continued staffing vacancies and reductions, including the eliminations and layoffs currently being proposed. Today, I want to connect the data in this report to the real-world impacts on county services, employees, and the public.
So, who is Local 620? Local 620 represents employees in every single department at the county, the workers who make this county function every day and who are the first line of contact for your constituents. They include public health professionals, behavioral wellness staff, sheriff's non-sworn personnel, administrative and fiscal staff, road crews, election workers, public defenders, animal control planners, and many others who keep the county safe, accessible, and accountable.
The highest vacancies and deepest proposed cuts fall on social services, public health, and the sheriff's office, the departments that provide the most essential, high-impact services to our most vulnerable residents. These employees support children, seniors, people with disabilities, survivors of violence, individuals experiencing homelessness, and families in crisis.
Their work is not optional and the service they provide cannot be delayed or absorbed without real harm to real people. That is why today's vacancy report matters. It shows a workforce already stretched thin and now facing the possibility of losing even more of the people who hold the safety net together. The vacancy numbers provided by HR reflect a single point in time. Vacancies as December 31st, 2025. Now, although that snapshot is useful, it does not reflect what employees experience throughout the year.
Our numbers here represent the average vacancy rate across the entire 2025 calendar year. A far more accurate picture of sustained understaffing. Departments have been operating below minimum staffing levels, relying on overtime, and stretching employees to cover multiple roles. Employees have raised concerns, the union has raised concerns, and the public has felt the consequences.
The vacancy report confirms what workers have been saying. The system is strained and is nearing a breaking point. Local 620 members are the frontline employees, the people who answer the calls, process the cases, respond to crisis, and keep the system moving. And we all know that when positions are eliminated but the workload stays the same or increases, as departments heads have indicated will be the case this time, the work does not fall up, it falls down. Down to the lowest paid workers with the least control over staffing decisions and the greatest responsibility for keeping services running.
Eliminating positions compounds the burden of long-standing vacancies. It increases stress, burnout, and the risk of service failures. Not because employees aren't dedicated, but because they are being asked to do the impossible with fewer and fewer resources. The county is now proposing to eliminate additional positions and conduct layoffs on top of the long-standing vacancies. This means fewer people doing more work, higher burnout, longer delays for the public, and greater risk of service failures.
And here's the key point for this hearing. When the county eliminates a position, the vacancy disappears on paper only, but the workload does not. The public need does not disappear. The risk does not disappear. Next year's vacancy report will show fewer vacancies, not because the county solved the problem, but because it removed the positions entirely. That creates the illusion of progress while the workforce shrinks.
This is why vacancies and layoffs cannot be separated. The vacancy report is directly shaped by the county's decision to eliminate these positions. In addition, for years, the county has increasingly relied on extra help employees, a cost-saving strategy that fills ongoing work with temporary labor who receive no retirement, no health insurance, no paid leave, and no job security. Vacancies are also being used as justification to contract out bargaining unit work. The logic goes, well, we can't fill the position, so we need to outsource the work. But the reality is the work still exists, the needs still exist, and the public still depends on these services. Instead of investing in recruitment, retention, and competitive compensation for permanent staff, the county is shifting essential public services to temporary workers or private contractors, both of which cost the workforce stability, institutional knowledge, and long-term service quality.
This is not a staffing strategy. It is the slow erosion of the permanent workforce. And now with proposed layoffs layered on top of long-standing vacancies and increased extra help usage, the county is moving even further away from a stable, experienced, permanent workforce and toward a model that relies on the lowest paid, least protected workers to carry the load.
Our members are already carrying the workload of vacant positions, covering caseloads once shared by two or three people, training new hires, and absorbing duties from positions that have quietly disappeared. If layoffs proceed, these same employees will be asked to absorb even more. Employees report increased stress, exhaustion, difficulty maintaining service levels, fear about safety and liability, and deep concern for the public they serve.
This is not sustainable, it is not responsible, and it is not aligned with the county's stated values. So three principles should guide the county's decisions. First, fund positions don't eliminate them. Eliminating positions may balance a spreadsheet, but it does not balance the workload or the needs of the community. Second, report vacancies accurately. A single end-of-year snapshot hides the sustained understaffing employees face. The vacancy report underscores the contradiction at the heart of the proposed layoffs. The county is simultaneously acknowledging chronic understaffing while proposing to further reduce the workforce that keeps essential services functioning.
Finally, protect employee well-being. Stable staffing leads to better outcomes, fewer errors, lower turnover, and stronger public trust. These principles are the foundation of the workforce that can meet the needs of this community, and they are entirely within the board's control. And in true county fashion, I want to end with a quote by a former U.S. Secretary of Labor, Robert Reich. When public institutions are weakened, inequality widens. This is not just a quote, it is a diagnostic, a diagnosis of the moment we are in. When vacancies persist, when positions are eliminated, when layoffs are proposed, it is not the well-resourced or the well-connected who feel it first. It is the communities who rely most heavily on county services, and it is the workers with the lowest wages, the least job security, and the highest exposure to risk who bear the brunt of these decisions.
These workers stand to lose health care, income stability, retirement security, and the ability to support their families, and the people they serve stand to lose even more. This is the moment before you today, a choice between weakening the public institutions that hold this community together or strengthening them by protecting the workforce that makes those institutions real.
That is my presentation. However, I do want to hand it off to my members who are feeling the impacts and to speak to them directly, starting with Christina.
3:21 – 3:273 turns
Hello. I have worked as an AOP with the Sheriff's Office since 2018. And in that time, I have worked shifts at several of our stations, including both jails. I share this because I am hoping you will understand that what I'm about to say comes from experience and years of seeing how our civilian staff interacts with the communities that we support. Vacancies in civilian positions have a deeper impact than many people realize.
At IV Foot Patrol, when a sexual assault victim is not ready to speak to a deputy and is not ready to talk with UCSB resources, they may walk into the foot patrol station where she can talk to a civilian employee, most likely a criminal records AOP. This is someone who does not know her name and someone who is not in a position of authority, but it is somebody who can provide her reliable information and reassurance.
At our Lompoc Station, a student can come to us because his ride did not show up to pick him up from school and his phone is dead. It is a criminal records AOP who will call his mom, charge his phone, and provide him with a safe place to wait. In Buelton, a senior citizen might arrive frantic because they've just received a phone call from their nephew saying that he has been arrested in Northern California and he needs bail money.
Again, it is a criminal records AOP who will calm her, verify the situation, and ultimately save her from losing $10,000 in the scam. These are just a few examples, but they highlight one thing clearly. Civilian staff are not just support. We are continuity, stability, and often the first point of contact for the public. When civilian positions are defunded, those quiet but critical services disappear, and it is the community that will feel that impact immediately.
Thank you.
Good afternoon to all. My name is Veronica Pulido. I've worked for the Public Health Pharmacy for over 25 years now. And thank you for taking the time and listening to us. I just, I have a couple questions. One of the questions I have is, do you want a county program that generates revenue? Year-to-date, the pharmacy, as of yesterday, the pharmacy program has generated over 1.4 million dollars, yet the pharmacies are still in the chopping block. The proposal is to cut the one in Santa Maria and in Santa Barbara.
If we are already staffed to minimal with 11 employees, two unfilled positions, and with two-thirds of the staff being cut, that will leave us with only four employees. Meaning that we have to absorb all of the extra work from the other two pharmacies, and that will leave overwork, stress, burnout, not to mention increase in potential pharmacy errors for medications, which will put our patients at risk, and not to mention the burnout.
We do patient assistance programs for the uninsured and the underinsured. I'll give you a brief example. We had a patient in ICU at Cottage Hospital for over two weeks after he was discharged. He was given a prescription for Trilicity, which is very expensive, with multiple other prescriptions. He went to an outside pharmacy, even with a GoodRx coupon, the Trilicity would have cost over $1,100. He was referred to our pharmacy.
He qualified for a patient assistance program and he got it for free for the whole year. And the other prescriptions, he got a 90-day prescriptions with a sliding fee discount that we offer. He was able to get them very, very affordable. Outside pharmacies do not do any of this service to them. Even if they go to Walgreens, which we have a contract with, they don't help the underinsured or the uninsured. So when you make that consideration, think about all those uninsured patients. They have nowhere to go.
Thank you for your time.
Good afternoon, Chair and members of the Board. My name is Francisco Hernandez and I work in IT within the Department of Social Services. I'm here today because many of us on the technical side feel that we've been overlooked during this process. And while we may not always be visible, we are responsible for maintaining the systems that staff depend on to do their jobs and that the public relies on to access essential services.
From case management systems to internal infrastructure, our work supports the entire operations, and without it, those systems can't function effectively. Despite that, our positions now feel especially vulnerable, with the vacancies causing some of us to do the work of multiple people. There's a growing sense among the IT staff that we've been left behind in the discussions, and that uncertainty has created a lot of stress, not just professionally, but personally as well.
On a personal level, this situation has been difficult. I relocated here from another city hours away just to work for the county because I believe in the stability and the purpose of public service. I made that decision with the long-term commitment in mind, and since then I've put down roots here in this community. I purchased a home, and my family just welcomed a new baby.
This is where we plan to build our future. Now, with the risks of layoffs, I'm facing the very real possibility of losing that stability, and it's hard not to feel like I've been penalized for making the responsible decision. Thank you for committing to this job and this community and my family's future. And I know I'm not alone. There are others in similar positions who are quietly dealing with the same uncertainty and fear.
I respectfully ask the board to ensure all staff and IT staff are fully considered in protecting our decisions moving forward because the systems we maintain are essential to serving the community and we're already running on fumes. Investing in and supporting the people behind those systems is critical to maintaining the services our residents depend on. Thank you for your time and consideration.
3:27 – 3:3413 turns
That is our presentation and we're happy to answer any questions if you have any. Thank you. Any questions at this time?
Actually, Ms. Robinson, I had a question just on your slide, point number two of the recommendations. You don't have to, you can raise it if you'd like, but the request was for more transparency in the data and I just want to make sure I understand, I understand that it was a snapshot from December, but what exactly are you hoping for, for better transparency and more data?
I have the transparency. HR provided me with the information. I'm saying what's being presented publicly. It's a snapshot in time that doesn't reflect the reality of the year, of what employees experience throughout the year. With one of the units, we had over 20% vacancy on average for the year. I see. And that's not reflected in the snapshot in time.
I see. So the point is that The times have been very tough and I appreciate the experiences and the stories and thank you for being here. But so to see a vacancy rate, it might not reflect the experiences of the department because things might have been better on that point in time. Is that what you're conveying?
Right. And also, you know, with the eliminated positions is actually the reality of most of the year. It was even worse than that because the last few months, those numbers weren't even included. So it was probably even more than 20%.
Okay, okay. Well, thanks for explaining that. Appreciate it.
I have a question.
Yep.
And this is probably a loaded one you just can't wait for. This is like a softball floating over the middle. So, I think only one person mentioned that this is in response to federal and state cuts in fund rec. Okay. So, you all laid out a scenario that we just dealt with and tried to tackle during the budget. And I know that we restored over $5 million, 5.3 into social services, which has never been done before. So question is, we all know what we're dealing with.
How do you get there? Like how, what's your scenario where we would just say, okay, there are no cuts. How do we get to what you're saying? I mean, what decision am I making that could help you? Outside of, I know one of them is, you want me to raise taxes, but what's the other one? What else is there that I could say, okay, this at the county level is something we shouldn't be doing, we should get rid of it, and we should move it over here?
Well, I've been saying throughout this process that immediate funds for immediate needs. We have a large pot of money that we're setting aside for a project that won't be starting for two to three years. And yes, it will save long-term interest costs, but we also plan to experience a windfall of retirement funds. Immediate funds for immediate needs. That is my stance and I think we have the capacity to do that.
We also have a voluntary employee separation incentive program that we could be utilizing to help some individuals that may be looking to retire but aren't quite there. Opening up some positions for employees who are currently slated to be laid off. I have lots of suggestions that I will likely be talking to you guys individually about in the very near future, but I think those are the two immediate funds for immediate needs and look at the VSIP program.
Okay. I think one of the reasons why that we've not had people walk out the door in the 15 years that I've been here is because we have looked at I think it's served the county and its employees well in that we haven't had layoffs. The only thing that's actually causing layoffs isn't because anything that was done at the budget level or the county level or the Board of Supervisors level, it's the fact that we're getting hit by the federal and state government.
So I appreciate the employees. You guys have always been really good about coming and being open and honest. But I think the message has to get, I mean, I think everybody up here is super sympathetic in trying to do, trying to make chicken salad at a, Something else we've been given, and I appreciate what you're saying about immediate, but those things aren't always sustainable either. I know a lot of people look at our strategic reserve and say, man, it would be really nice just to go in there and take care of this problem that we have today, but the problem is going to be here next year, and then you don't have the reserves for next year and the year after.
It's a balancing act. It's not anything that I would wish trying to make these decisions on anybody else. But I also understand that they have real, real, real world consequences. And I don't want the employees to think for a second. That the people up here making these decisions aren't thinking about you and the impact it's going to have on somebody's life. That's why I think we've made some tough decisions this year of trying to backfill areas that we haven't normally done it because we see the bloodbath that's going to happen to our safety net. So appreciate all the input and let's keep an open dialogue as we move forward and because you guys always have really good ideas. So appreciate it.
Thank you. Actually, I'm going to keep going. I just, I'm going to get to the vacancy questions for HR, but I, it does bother me to see the numbers, and I appreciate that our HR director has given some rationales for them, and those are ones I need to understand a little bit more. But from an employee perspective, if there's a vacancy in your department, in your area, I can only understand, that must be really frustrating.
If it's impacting your work, is there a clear line of who do you go to? Is that your manager? If you could just give me a real life examples so that I can have a better sense of what it's like if there's an immediate vacancy right in your workplace. I appreciate what you said, that it flows down, the work flows down. That certainly sounds true.
Any good examples?
3:34 – 3:4423 turns
I could speak for the pharmacy side. We have an unfilled pharmacy technician since probably six, seven months ago, and it was never filled because of the budget crisis, I'm assuming. I don't know the exact reason for it, but her duties got sent to the other ones that were there. And I picked up the duties from the non-workflow technician, and we've been dealing with that for over six months. And now that the other pharmacies are going to be closing down, I'm going to get more job duties from the other two that are going to close down, and it's just bundling on top of
everybody else.
And the patients are going to suffer, not just the employees, it's the patients that are going to suffer.
With longer wait times and...
Longer wait times and like I said, increase for making a medication mistake is going to increase which puts the patients at risk because we are super loaded as it is and then we still have to figure out how are we going to get all those medications to North County and South County. That's going to be a struggle. We have a lot of patient assistance programs that get free medications and how are we going to take them to CARP Franklin, Santa Barbara, and now Santa Maria. We haven't figured that out yet.
So we're struggling with that.
Thank you.
I can say that the best example I can give you will be from work in the jails just because that's the easiest one to explain clearly and quickly. So vacancies and custody records have been a real problem. We've really addressed it with this most recent MOU negotiations. We're hoping to have some relief there until this happened and now we're going to vacate some of the positions that aren't filled or we're going to defund some of the vacated positions, vacant positions.
Thank you all for joining us today. public agencies calling. There is nobody else to go to. It's you. It is you and your squad. And whatever you don't get done passes on to the next squad that's there for 12 hours. And then you come back the next shift and you've got that workload that maybe they couldn't get finished. At its worst, I have seen court remands, which are the minute orders that come back from the court for our inmates, that have taken us a week to get through all of them because we were so short-staffed. And so those are the ones where we have to go through them. We pull out the immediate ones. We pull out the releases. We pull out the sentences. We pull out the ones that have new bookings because they went to court and the judge brought another case to add to their incarceration.
And you just are prioritizing what you can. But there's nobody else to go to. There's no supervisor that you can call that can help you and alleviate the situation because there's no one else to call. It's just you and your squad.
Frustrating. Did you want to share? Thank you.
Yeah. So on my side, we handle all the data and stuff. So I'm actually in a position where my lead, when I got hired, got hired for the actual county of Santa Barbara. So we're Department of Social Services or whatever. So he got hired by the county IT. So I'm technically doing the work of two people. So I inherited all his projects. We handle all the CalSOLS data, easy pay stuff, school lunches. So all the data behind the scenes that these workers are dealing with, we handle.
And on top of the fact that we technically saved the county some money because before our team was put together, they would outsource our internal apps or applications, whatever it is that you needed to do on a computer was outsourced to different contractors to $300,000 a year. That pays for three of our salaries, four of our salaries, it really depends. And that's why our team is pretty important to the whole grand scheme of things.
On top of the fact that, I mean, my team is small. The entirety of IT, OTS specifically, they're pretty swarmed. OTS is the people that go and fix computers in person. We do software, they do actual hardware. They're swarmed by bunch of bunch of tickets every single day. I mean, you're lucky you didn't get one of my co-workers Blair up here because he would be rambling right now.
But yeah, that's that's our stance.
Okay, thanks for sharing. Thank you. Okay. So now let me see where we are in this item. I believe it's time for board deliberations. Any questions back to our Human Resources staff? Oh, Madam Clerk?
Chair Capps and members of the board, I just wanted to note for the record that we had no requests to
speak. Okay, thanks. So any, any comments between us? I did have just one other question for our Director of Human Resources. Because I, again, this is only looking at one aspect of vacancies. But when I saw this whole chart, and thank you for explaining the whole system, it was enlightening to see all that goes into recruitment and interviews and vetting. And I can only imagine how busy it is and how much that process needs to be so well organized. And thank you again for explaining it.
Where my mind went was Does someone who, is there one person who knows it's their responsibility to fill that job? Does that make sense? Because you see the impact. I know I've worked in offices where if there's a vacant position, you feel it. You feel it every day if you're the person, if you're the boss, if you're not the boss, I've been in that position too.
And so I just, I'm hoping that the system isn't so, complex that it kind of is shared so much that the burden is shared so much in a way because the system is complex that positions don't get filled because it's no one's person's job to make sure that that position gets filled. Does that make sense? And I know you can't speak for every department.
Yeah, every department has its own internal procedures. Generally, it will be the supervisor, the direct supervisor with the position who's sort of responsible at the front line for getting that position filled. But there are levels of approval within the organization that folks have to go through to get them approved. And in times that are more difficult for budget, there's maybe another level of scrutiny on those.
But for the most part, I think, what is our metric on turnaround on vacancies? Is it?
Yeah,
time to hire. Thank you.
Yes. So in terms of our time to hire average, let me just pull it for you. And this legislation does track a little different than how we report to you all annually. So how we report to you all annually is between when we receive a requisition or a request from the department And then we give them a certified list of the top 10 and typically that averages around 46 business days. However, this legislation does ask from when we post the job to when there's an offer made. So it does take into account the pieces that the department manages such as interviews, offers, background check, pieces like that. So that average 96 days.
Okay. And generally, are the direct supervisors generally evaluated on that time to hire rate?
I do not believe that they are. I think that's more of it. We do track that countywide, but I don't believe that the departments are specifically evaluated on how quickly they fill positions.
Okay. Okay. Well, something to consider. Anyway. I think that's it. We just really are taking this report as it's required by state law, and I'm glad it is. And thank you to our union representative. I guess we didn't get our third union ever showed. Is that correct? Okay. All right. With that, I'll entertain a motion. I believe it's for just A and
B. I'll move A and B. I'll second.
Okay. All those in favor, please say aye.
Aye.
Motion carries. Thank you to everybody. Madam Clerk, when you're ready, we will move to item number four, which is amending Chapter 15 of the County Code.
3:44 – 4:053 turns
Chair Capps and members of the Board, departmental item number four is from the Fire Department. It is a hearing to consider recommendations regarding the first reading for amending Chapter 15 of the Santa Barbara County Code with ordinance and fees updates.
Okay we'll be hearing from our fire marshal again when when he's ready.
Chair Capps, members of the board, thank you for having us again here this afternoon, presenting our amendments to Chapter 15, including our 2026 Fee Study Update. To my left, let me introduce myself again, Fire Marshal Fred Tan, Division Chief for the Santa Barbara County Fire Department. Next to me is Pat Bide, Deputy Fire Chief for the Santa Barbara County Fire Department. And Jenny Brunick, our Chief Financial Officer.
And Brad Burgess, who I think I pronounced that correctly. Brad Burgess, he worked for government consulting partners and helped us, his agency helped us with this fee study. The presentation is going to entail The Chapter 15 amendments, a couple of simple ones, I should say, and then the larger fee study that's embedded into it, the framework, the background, how the study was conducted, the methodology, and how the schedule was derived.
And finally, we'll go over the recommendations the Fire Department is making for the study and the adoption of Chapter 15. The amendments to Chapter 15 is the second one the Board is hearing over the last 12 months. In late 2025, we brought California Fire Code amendments for Chapter 15. Thank you. I would like to introduce the California fire code amendments.
So that we could synchronize the changes for Appendix A for the Board of Appeals with the item that you heard earlier today and with administrative items, a minor amendment to Section 105, the permit section, and then Article 5 where the fee schedule lives. The Appendix A Board of Appeals item, In recent history, I know we discussed this or Chief Byard discussed this on April 17th, it hasn't convened in recent documented history so it required a major update.
Amendments to Appendix A and the rules of regulations were required so we brought that before the board today and that was approved and then And then we are bringing Chapter 15 amendments for Appendix A here so that we can synchronize those changes. One of the changes for the rules and regulations allows for a broader fire code review for those choosing to appeal an item.
Previously, you could only appeal an enforcement action, but now we can appeal everything that the fire department does, but in terms of development and land use and fire code, those items can be appealable to the board. It also lined out that the Board of Appeals is going to be a Brown Act. We'll follow Brown Act rules. Earlier it was stated that we didn't have a process for what we call a variance request or alternate means and methods, but that it's a little bit of definition and semantics. The Board of Appeals will hear those appeals for the same practical effect, which we call alternate means and methods or variance or modification requests.
Section 105 permits, we previously had all three of those categories subset into three additional categories. Prevention staff kind of noted that it didn't really I'd like to start by saying that we did not make a change in our, it didn't really make a change in how we inspected things. There were large events that required a lot of time, large-scale concerts, weekend festivals. At that time I think we were only charging $299 and we might be reviewing it, including myself, We might be reviewing something for six to eight weeks and then on-site and it didn't really reflect the time we were spending on those activities.
There are going to be some activities like maybe an event at a park with some pop-up tents, no cooking, no issues with access, no issues with any fire code items that we'll be writing ministerial permits for and not charging fees on. So we are changing the way we are going to issue these permits. There's a legal framework when it comes to fees. So in California, we're required to conform to California Constitution Prop 218.
and the California Code of Regulations, including Government Code 66,000. By law, user fees may not exceed the estimated reasonable cost of providing the services for which they're levied, but the public funds which are derived from these fees also have to be used for what they're intended. And we'll go over some of the ways that we are capturing some of these fees, but are spending some of the fire district fees that we're not recouping at this time.
And then Prop 218 ensures user fees are fair, transparent, and directly connected to the actual cost of the service provided. A little background on the Fire Prevention Division, which I oversee. It's unique, it has two, a lot of the fire prevention divisions, it has four distinct sections. Inspection services, so when we get a new business that is opened up and it requires a permit and it has a certificate of occupancy from the building department, My staff will go in, and whether it's on a one, two, or three-year cycle, we'll inspect those properties. There's state-mandated inspections as well, some schools, churches, the jails.
These were previously conducted by the engine companies and relatively recently, in 2015, a new section within fire prevention was created. There's a new captain in that section. They conduct oil and gas inspection, oil and gas facility inspections. And all of these inspections for businesses, assemblies, churches, schools, industrial occupancies that engine companies are much busier today and unable to do.
Since Chief Byden and I have come on to the fire department, We are approximately running 100% more calls than we did 20 plus years ago. Our investigation section, which also kind of known for enforcement action, they are involved with cannabis licensing, but that works under Chapter 15. They also conduct film permit reviews, fireworks permit applications, and then they conduct enforcement for operational permits.
The heavy recipient of this fee schedule update is going to be our planning and engineering section. There's different categories of land use planning and building permit related fees. These were last reviewed between 2006 and then another point in 2016. Since then, we've had a lot of housing element and builder's remedy projects come into the county, and we have spent, my staff and myself, we've spent a lot of time on a lot of these projects, and we haven't had an avenue to charge for review, site plans, site visits with the developers.
The fire district has essentially been subsidizing reviews, which is outside of Prop 218 mandates, to help these projects along. Our fees also are currently significantly under market rates, and they do not currently account for the fire department-related activities and requests conducted throughout the county when it comes to development and building permit-related items.
And the last section I manage is the vegetation management section. As I stated earlier, we have 813,000 acres of state responsibility area that we manage, maintain fuels on, conduct defensible space, and my planning and engineering section. also conducts land use and building permit review for those areas. Fees related to that section haven't been updated since 2010. There's an update to our burn permit, residential backyard burn permits, hazard reduction permits, a little bit more significant increase to agricultural burn permits. There are a lot of our burn permits in with the agricultural industry. There's significant burning, significant amounts of material, multiple site visits that are required, at times enforcement action, at times having people on staff, and we had charged $50 for those permits, and those are getting an upgrade.
We believe our study meets the county fee policy, which departments shall ensure appropriate maximum reimbursement of user fees at fully offset user costs, and also departments are responsible for ensuring that all legally allowed fees and charges are presented to the board for adoption and for reviewing and adjusting as appropriate. The goals and objectives of this study.
We're aligning fees to the cost of the services being provided. Also identify fees that should be added to the fee schedule that we previously are conducting activities that we haven't been able to charge for. Analyze all costs and determine whether they are being appropriately recovered. Follow industry standards and enhance fee transparency. The Fire Department contracted with government consulting partners. They defined the fees to be analyzed, time spent on the fee-related service, developed fully burdened hourly rate for the Fire Department, which we'll see in the next couple of pages, compared the total cost to the current fee schedule, and then they made annual revenue projections.
Based off the fees and activities that government consulting partners studied, this was the projection of the recovery. The increase would be $547,191. New fees are proposed to help recover these costs, and most fees are increasing to cover costs to deliver services. The fee schedule approach and hourly rates, we determined the direct and indirect costs, examined the actual project volumes and the time spent, calculated the hourly rates, determined fee changes based on code or process changes, and they are changing almost annually, and recommend fee types fixed or actual costs.
Based off the work done by government consulting partners, our fully burdened hourly rate for fire prevention related activities is $192 per hour. You know, we've been told that that is on the low end of the spectrum as far as fire agencies conducting inspection related services. So we think it's a fair rate to charge for the things that we do within the fire prevention section.
Here's just an example of the previous versus the proposed fee schedule. In the past, and the Fire Protection Certificate is our building permit related application process, we've charged $536 for that. Typically that comes with a $40 charge for an address fee. We are proposing a minor update to two categories. So properties or structures that are under 575, or sorry, under 3,600 square feet, we're going to charge $575 for that fire protection certificate application. Then anything over 3,600 square feet, which is really a, becomes almost a commercial type structure, could require an upgraded sprinkler system with upgraded reviews of water systems. Those are getting assessed a fee of $1,151.
We are rolling in the addressing application fee, and that's one of the reasons we're going to do that, is it speeds up the process, so it's not a separate application that has to come in and get reviewed. We can do it all at once. You'll notice a fairly large increase in the sprinkler plan check. Residential, so a single-family dwelling that's going to have a sprinkler installed.
It roughly takes us about four and a half hours to conduct the entire plan check and the site visits. Roughly an hour to intake it into our system, make sure that finance collects the fees. An hour to plan check and then we are accounting for two site visits or required site visits by our inspectors, including drive time. And that's how we get to the $815,000.
For tent inspections, a little bit of a change there. So we typically have events with multiple tents. So if we have a tent that we need to go out, drive to, and inspect, we were charging $137. With drive time, we are charging $192, 30 minutes to drive, 30 minutes to inspect. If you have multiple tents, at the event, we are going to charge $48 per tent. We are already there on site. It will take us about 15 to 20 minutes.
If the activity doesn't require any more inspections. Conditional use permits are going up to account for our time spent. Development plans, we are, you know, some of the large developments and more complex developments, that is going up almost 100%. Tentative map parcels, which we do quite a few of, that is actually going down in time due to some of the administrative efficiencies we're finding there. Land use permitting, this is one of the areas that we aren't able to charge for, and my fire captain, and now we have two in there, we can discuss that a little bit.
But now we're able to charge $384 for that fee, and if it becomes more complex, we're gonna, we'll instate an hourly rate on that. And then for the fire safety film standby, we didn't previously have a rate for that, but I would have my enforcement investigation staff, because they are certified to do this activity, they would go and if requested, To meet fire code requirements, they would go conduct these activities and we didn't necessarily have a way to charge back for the private filming.
Here's a peer agency fee comparison. It's just a handful. So places of assembly, like a church, we previously charged $99 for the permit. That fee is going to $384. The peer average is $620 for these types of permits. Hot work operations is when anyone has a welder, cutting, welding, anything hazardous of that effect, that fee's going to $288. The peer average is $365.
NFPA 13D, so that type of sprinkler system is ones that we apply for residential, single family dwelling, and ADUs that apply, that are required to sprinkler. That fee is going up to $815,000. You'll see the peer average is $714,000 on that. You know, one of the reasons I think ours is a little bit higher is because of our drive time. L.A. County has a number of offices, maybe a half dozen offices, with prevention staff throughout the county.
Ventura County is more centralized and has more staff. We are, you know, we are driving to these sites and places are getting a little bit further away. So like I said, we have two inspections required of each of these permit types. And we discussed the fire protection certificates. So we are going from 536 to 575 with a peer average going up. The peer average is 913.
So we're still a little bit lower there, but that includes some site visits that are required so that we can make sure that a road or hydrant water systems are in place before we issue any of our conditions. I'll add that, you know, There's probably concerns about fire service, fire prevention, delivery in terms of land use planning and building permit review.
We have, to address this last year, we temporarily added a fire captain to help with the planning and development side. When it comes to land use and land use permits, conditional use permits, that has helped us work through our backlog on that. We brought an extra help inspector on board as well. We brought a couple of extra help AOPs on board to help us process paperwork. And we have a third party service that is helping us with some smaller and minor permits. So that is helping us get to a point where we are We're starting to catch up on timelines.
We're starting to catch up on timelines, but those are costs that are not embedded in the hourly rate, the $192 hourly rate. So the fire district is still investing some cost to make sure that we're meeting timelines, but we're still essentially a little bit in the red when it comes to this part of the fire department. Our recommendations at this time are to approve the introduction, the first reading of an ordinance amending Chapter 15 of the Santa Barbara County Code to adopt amendments and the recommendations of the Santa Barbara County Fire Department User Fee Study dated April 10th, 2026. Do we do that? Okay, good. All right.
4:05 – 4:1217 turns
How often do you increase these fees?
We're building in to the Chapter 15 amendment an index. We're going to have a review of how these fees are doing after six months. Government consulting partners will come in and review how we're doing. If we are collecting fees appropriately, if the amounts are appropriate, and then we'll get on a regular schedule of updating fees. The last time that we did a fee study was in 2019. Chief Huff conducted that study. But COVID occurred when we were starting to bring it up to the board for adoption, and we felt at the time it wouldn't be the right time to have that impact, financial impact.
But we are going to be, you know, we are attaching an index so we don't get further behind. So we'll be bringing an item to you every year based off the index, and then probably every few years we'll have these fees reviewed.
So if approved today, when does it go into
effect? Fees are 60 days after the second reading, so July 13th.
Go ahead, Supervisor Lavagnino.
Thank you, and Fred, thank you for reaching out earlier because you answered a lot of questions before I ever got to them, and that was one of them, how often, you know, when's the last time we did this was 10 years ago, and then including also our peer counties in there really helps me explain to people. Nobody likes when their fees go up, of course, but when you, you know, tell people it's been 10 years, here's what other counties are doing, We're trying to just basically make it so that, you know, we're recovering our costs associated with it. So I appreciate the early dialogue, so we don't
have to
beat the dead horse. So thank you. Appreciate it.
Yeah, thank you so much. I know a lot of new development is coming to my district, coming to the Eastern Goleta Valley, and as we were talking to so many neighbors and continue to do that, as you well know, the number one fear is fire. So just break it down a little bit. If neighbors are concerned with the big development that's right in their backyard, How does this fee increase cover the work that you do, the developer, the development that's coming in? They're worried about their kids going to school.
Egress and, you know, all of the traffic that's going to be impacting their neighborhood that isn't there currently. Just walk me through a little bit more about how this will cover some of the work that you all do on behalf of County Fire.
Sure. So the most difficult topics, you know, I handle when it comes to planning and engineering and planning and development. I typically get engaged once it becomes more difficult or we need an alternate means or methods or a variance request. But the most difficult things for us to ensure are appropriate water supplies, hydrants, that roads are wide enough.
And then from there, the application of Zone 0 to make sure there's that ember-resistant zone in the fire hazard. In the high fire hazard areas, very high fire hazard areas in the SRA. So one of the new fees, because it is more difficult and it takes more time, so within the state responsibility area, within areas that are very high fire hazard LRA, there's a fee attached to that.
We are reviewing landscape plans to make sure they're less fire-resistive. It's not that we don't take a hard look at everything, but it takes us longer to get those places. We take a deeper dive into those areas to make sure defensible spaces are required, to make sure we're working with our partners and the building officials, that they're getting the high fire hazard construction standards. And even now there's IBHS Plus, so there are some Some projects that are proposing that standard, which is even a higher standard than Chapter 5 and the new WUE code.
So we're working across the way with Public Works. We're working within the county, so you know, in the South Patterson development. You know, I wouldn't really call that a place where I'd worry about high fire hazards, you know, through wildland fire. And especially since you're taking all the vegetation out of there, and you're going to have the highest, you know, you're going to have the highest ratings, fire-resistive ratings on all those structures.
The hard part, you know, they have worked with us to ensure that we have the roads that are required so fire agencies can get in. There's widths to go in while vehicles can get out. In some places that's 26 feet. We've held firm. We held, you know, enough members. I think I've made it pretty well known as a fire marshal because it's I had a heart attack five years ago, 2020, right before the COVID shutdown. If the firefighters hadn't gotten to me within five minutes, I probably wouldn't be here today.
So we've worked with all the developers to make sure there's interconnectivity between the developments so we didn't have to drive a significant distance if there was a call next door, just 100 feet away. So we are working through all those, but there are challenges with traffic studies and that type of thing that we have to, we're working within fire code to make sure that we can get in as people are getting out, that we can get out as people are coming in, that there's enough fire protection built in and early detection. Thank you very much.
I continue to work with county staff on the safety element, on the general plan, on a lot of other elements to make sure that it all makes it cohesive to make the county as safe as possible.
Well, thank you. Very important work. Madam Clerk, any public comment on this item?
Chair Capps and members of the board, we have no request to speak from the public on this item.
Okay. That'll entertain a motion.
I'll move items A through D. Second.
Okay all those in favor please say aye. Aye. Motion carries.
Thank you.
Thank you. Okay we have two more items here. We'll move to item number five.
4:13 – 4:275 turns
Chair Capps and members of the board, departmental item number five is from the Community Services Department. It is a hearing to consider recommendations regarding a workforce housing development at 117 East Carrillo Street, APN 029211025, and this is in the first district.
Welcome to our housing team.
Chair Nelson, pardon me, Chair Capps, and members of the Board, pleasure to be here this afternoon on this important occasion. A few introductory remarks and then I'll invite the staff to make some additional presentations. Governmental institutions are often criticized for devoting an inordinate amount of time to studying an issue and preparing plans and an insufficient amount of time to actually take action.
This afternoon we come before the board to challenge this perspective and to say we are past the research and study phase and ready to act. Specifically, today we seek the board's authorization to embark on negotiations that we trust will ultimately lead to the construction of an affordable workforce housing development in downtown Santa Barbara. Working in concert with our colleagues in the planning and development We launched the process to identify a private sector development team with whom the county could partner to construct a cost-effective, attractive housing development at 117 East Carrillo.
We believe we have identified such a partner. To start, I would now like to invite Joe Dasvanek, Assistant Director, to introduce our team and begin the presentation. And I'll offer some closing remarks at the end of the presentation.
Good afternoon, Chair Capps, members of the Board. Again, I am Joe Dasvanek, Assistant Director for the Housing and Community Development Division in our Community Services Department. With me today also is Lucille Boss, the County Housing Programs Manager, and behind me here in the light pink shirt there is Al Grazioli from our consulting partner, Brailsford & Dunlavey.
Our presentation today represents numerous hours of research, analysis, planning, interviews, and deliberation that ultimately led us, as staff, to the recommendation we are making here today. Specifically, this recommendation is for the board to consider with which development group we should begin negotiations toward the design and construction of a workforce housing project located in the heart of downtown Santa Barbara on county land.
Understanding that the availability of affordable living accommodations being located in close proximity to the occupational sites of our workforce is now not only more important now than ever, but it's also more out of reach than ever. In our multi-step approach in helping to ensure our working community has a more plentiful and higher quality selection of affordable housing options, the repurposing of the current county probation building parcel to this end is a major first step.
The time has come for us to demonstrate our concern for the workforce with more than just words, but with real results that actually make a difference, because as the quote from Eleanor Roosevelt shown here indicates, the workforce is our most valuable asset. Ladies and gentlemen, here is today's agenda. First, we will remind everyone as to how we got here today by presenting the reasons we conducted this analysis and the processes that led to our recommendation here.
We will then present our recommendation and look for direction regarding our next steps on the project. In early 2024, your board authorized funding for delivery of a strategic plan for workforce housing development and preservation. The study was completed in late 2024 and presented to the board in late 2025. The study included a number of tasks, one of which was to analyze county-owned sites for feasibility of conversion to housing or new housing construction.
Following a feasibility analysis, staff recommended and your board authorized a request for proposals, or RFP, for a lower to moderate income workforce housing development at the current site of the county probation building. Which is located at 117 East Carrillo Street in the heart of downtown Santa Barbara. That RFP was published in early 2026. Through this RFP, the county sought a development partner capable of delivering high quality, financially feasible housing that aligns with county priorities and community values.
The county's primary objectives include expanding affordable housing options that serve a range of income levels, Thank you, Mr. Chairman. Supporting recruitment and retention of employees, county employees, and the local workforce, including the potential to offer a preference or leasing priority. And finally, creating a replicable model for future county partnerships that balance public goals with private sector innovation and capital investment.
The county envisioned the project as a public-private partnership, or a P3. The County is not offering to sell the land, but to contribute the land to the development plan under a long-term ground lease, with the developer providing the planning, financing, design, construction, maintenance, and ongoing operation of the housing development. And for a deeper look into the analysis and processes leading to our recommendation here today, I turn it over to our County Housing Programs Manager, Lucille Boss.
Thank you, Joe. This project is intended to expand affordable housing options that serve a range of income levels, including predominantly low and moderate or 50 to 120 percent area median income, with an opportunity to include some above moderate income households. For context, I'll highlight a few public sector jobs and where they fall. Park rangers, eligibility workers, and administrative office professionals may fall under the low income category.
Some firefighters and public health nurses may fall under the moderate income level. And some civil or plan check engineers and child support attorneys may fall under the above moderate income category. As detailed in the request for proposals presented to you in December, the county's evaluation focused on the quality of proposed development and qualifications of that proposed development team that demonstrate the ability to work collaboratively and effectively, deliver a feasible and community-aligned development, and advance the county's regional goals for affordable housing. The criteria are shown on the slide.
First, team organization and key personnel, meaning qualifications and track record of the lead developer and its key personnel, clarity of organizational structure, and demonstrated ability to assemble and manage design, construction, and financial partners on prior projects. Second, relevant experience and past performance. A record of successfully delivering comparable projects, such as public-private partnerships, affordable workforce or mixed income housing, quality of design and construction, collaboration with public agencies, and demonstrated ability to meet schedules and budgets.
Third, design approach with a demonstrated ability to provide quantity of units alongside safe, secure, and sustainable quality of construction and design. Land use approvals, design review, environmental compliance, and building permits will be processed through county procedures. The site is located in the City's El Pueblo Viejo District, which has a set of design guidelines, particularly in scale, materials, and streetscape integration.
The County is committed to advancing this project with respect for the surrounding community context and the architectural character of downtown Santa Barbara. The developer may have flexibility and parameters such as height, parking, and density, enabling the development team to propose creative and financially feasible concepts that align with the county's broader goals for attainable and workforce housing.
Fourth, financial approach, specifically demonstrated financial strength and access to capital, ability to secure financing for projects of similar scale, experience layering funding sources, and overall financial strategy and understanding of risk allocation in public-private transactions. Fifth, an understanding of project and county objectives, especially a depth of understanding of the site, county priorities, and community context. Insight into potential challenges and strategies to address them, and alignment with county goals, particularly with regard to affordability.
And finally, project schedule and delivery, that is consistency and dependability of the delivery process, and a clear project schedule and commitment to meet critical path milestones. Following due diligence, review of proposals, and in-person interviews, a team of representatives from Community Services, General Services, Planning and Development, and Brailsford and Dunleavy recommend pursuing an exclusive negotiating agreement, ENA, or comparable pre-development agreement with the highest scoring development team, which is Solar Impact.
SOLA emerged as the highest scoring development team, although the top three firms were separated by just four points, between 84.5 and 88.6, based on a scale of 100 points. All five proposals received are part of the agenda packet and public posting today, including follow-up email exchanges with respondents. A summary outlining components of each proposal in terms of parking, estimated project costs and schedule, roles and responsibilities, and past experiences also included.
While design and other details, such as unit size and building scale, are conceptual at this point, a summary of the top three is provided on the slide. SOLA proposes using modular units to construct a building with an option of either four or five stories, up to 104 units, with a weighted average of 82% area median income, a project completion date of February 2029, and a total project cost of $47 million, or $450,000 per unit.
Pacific Companies AMG Land Development and County Housing Authority proposes traditional construction of up to four stories, up to 99 units with a weighted average option from 63% to 72% area median income. Two scenarios for AMI unit mix were proposed. A project completion date of February 2030 and a total project cost of $60.4 million, $610,000 per unit. And National Core Renaissance and City Housing Authority also proposed traditional construction of four stories up to 72 units with a weighted average of 63% area median income, a project completion date of April 2030, and a total project cost of $57.8 million or $803,000 per unit.
As was made clear in the request for proposals or RFP and today's board packet materials, the final scope of work will be negotiated in the executed ground lease agreement and the selected developer will be responsible for performing the scope of work in collaboration with county staff and its representatives. The county has sought a partner that can combine financial strength, technical expertise, and community sensitivity to bring forward a project that demonstrates how public land can be used to advance local housing goals while maintaining fiscal responsibility.
The selected development team will be responsible for leading all aspects of project delivery from initial concept through financing, design, construction, management, maintenance, and operations. Your recommendation today is another milestone in a thoughtful and comprehensive process. The county anticipates that redevelopment of the site will require attention to construction permits and inspections, parking and mobility, sustainability and resilience, urban design and compatibility, Community Engagement, Infrastructure Utilities, and Construction Timing and Sequencing.
Following today's direction, county staff will pursue an exclusive negotiating agreement with board approval and execution of pre-development agreement at a future date. Later this year, staff will commence developer negotiations as to the terms of a future lease, the terms of the development, and other appropriate pre-development matters. Again, to be followed by board approval and execution of joint occupancy, long-term lease, and development contract.
The recommended development team proposes construction to begin in summer 2027 and is projected to be complete by February 2029. The recommended actions before you today are on the slide with one update. Community Services would like to defer action on Recommendation A. We plan to bring the surplus property exemption back at a future date. I'll now turn it over to Director Armas for additional actions and questions.
4:27 – 4:3317 turns
As Ms. Boss indicated, we are seeking your board's authorization to embark on discussions with the selected developer to optimistically bring forward an ENA to you in the near term. An exclusive negotiating agreement is simply a mechanism by which the parties agree to engage in negotiations exclusively with one another. There's a fair amount of work involved with that process and you want to make sure that you're not being inefficient in that process or wasting valuable resources.
It's the first step. It's not the final step. And I want to underscore that it's the first step. Once we bring that E&A back to the board and assuming the board approves that, we will then embark on business terms and other related real estate terms to develop a ground lease that will also be brought back to the board for final action. So there will be multiple opportunities for the board to review the work that's been done and to be satisfied that it's responsive not only to county direction, but any issues that may emerge from the community as we dive more deeply into the design of a project.
I would note that I would like to mention that both Martin Amoto and Jason Yap from SOLA and Bob Heilichack and Alexis Gavorgian are in the audience. The first is from SOLA, the second is from the AMG Pacific Companies County Housing Authority. And so, pardon me. Pardon me, I've been advised that the City Housing Authority is also here. I didn't see them. My apologies, gentlemen. They're both here and also available to answer questions. With that, staff is ready to respond to any concerns or questions the board may have.
Thank you. Questions from the board. Supervisor Lee.
Yes. So how many South County employees are under the 50% AMI?
Supervisor Lee, through the chair, we took a look at some data that was provided to us from county HR, actually last fall when we were looking at this. We have about 1,100 county employees that are 80% or less. A subset of that, of course, is the 50%, and those are relatively few in number, about 20 or so. Of the 1,100 that are 80% or less, roughly half are in the South County and half are in the North County.
Good. So I understand why staff value cost and delivery, but if you remove the cost of construction, how would these rank? Meaning the county is a funded project, so if we take that away, would it be a different kind of ranking or would it remain the same?
I'm not sure how we can exclude such a vital component as construction costs, because that obviously drives the final product. But we think that on balance, looking at the proposals as a whole, without itemizing and giving one component more weight than the others, we think that SOLA is the best at this stage in the process for us to negotiate with.
Good. So you recommend SOLA, but Does Solar Impact, the proposal, conform to the Santa Barbara City's building and architectural standards?
We have the benefit of SOLA partnering with a very good architectural team from Santa Barbara who understands the downtown design guidelines. And as Ms. Boss mentioned, there are guidelines that SOLA will ultimately be expected to adhere to. There are elements in its conceptual renderings that reflect some of those patterns, but we will dive more deeply into that when we get more detailed design work from the firm.
We think it's moving in the right direction.
Good, I just want to know more about SOLA. Have they done similar projects in beach communities throughout any other areas?
I would invite the SOLA representatives to answer that question at the appropriate time.
Okay, and just the last question. Have you reached out to the Senate of our city, any discussions with them about this?
At the staff level, we've had some preliminary conversations and a prism of our process. We anticipate that we will coordinate a fair amount with the city, given its location and its prominence in the heart of the downtown. And we will also make sure that the downtown design guidelines are being at least the spirit, if not the actual letter, are properly followed.
Thank you.
Okay. Well, thank you. Thank you, Supervisor Lee, for your first question because I think it does very much orient us towards why we're doing what we're doing, which is that it is simply too expensive to live here and the county needs to have skin in the game, finally. So we are, this is something to be celebrated, even though we're at a difficult decision and a lot of very talented Proposals have been put forward and it was very close and probably a very tough decision to recommend just one.
But this is something to be celebrated. We've moved at a rapid clip to get this far this fast on housing. It usually takes a long time. And again, that's another benefit to doing this ourselves, right, on our land. Our permits, et cetera. So to reframe Supervisor Lee's question, do you know, Director Armas, how many of our employees total are closer around the poverty line?
I don't know the poverty line.
Or any statistics you have? I usually be able to rattle them off. I do know that a third of our employees do not live in the county because it's too expensive.
One way to take a look at it is in this way. About a fourth of our employees are at 80% or less in income. And that is the category that is a focal point of many of these types of developments. So you have a pretty substantial portion that is relying on it. And of course, a fair number of that figure I just provided I'm going to start with you.
4:34 – 4:4420 turns
The City of Santa Barbara, which this is sitting in, which is county land, so it's really remarkable that our first project would actually be downtown in your district, but in the City of Santa Barbara, so I know that adds a lot of complexity, is, I saw the statistic, the most expensive city in America to rent a one-bedroom apartment. So, again, very remarkable to have these kind of numbers before us.
I did want to ask about that because I'm astute, I'm very, I'm keen on AMI. Are these numbers set in stone or could that be a negotiation? Because, of course, the recommendation you put forward, I'm seeing some head nods behind you, so that's encouraging. The negotiation you put forward caught me a little bit that the one, you know, was slightly higher of 82% AMI. I'm always going to be pushing for the lowest AMI possible. That is what you're going to get out of this supervisor.
The, just to clarify, the AMI amount is determined by HUD and then massaged by the state before it's provided to us. But within those parameters, the firm that we're recommending is proposing 83 out of approximately 100 units to be in the 80% or less. So we are looking at the workforce that needs the most assistance. Given the living environment that you just described, or economic environment you just described.
Okay. But they're by and large roughly the same with the other proposals, but slightly higher.
I think they're, yes, slightly higher, but I think that's something, again, as we dive into the details, there's flexibility in how we ask that the ultimate package be organized.
Okay. And on that, we love our nonprofit partners locally who actually administer the low-income part of these wonderful housing projects. What would the plan be, and could we require in the negotiations going forward that there be a local nonprofit that would administer, if I'm using the correct terminology, the clients that would qualify for this kind of housing.
Obviously subject to a variety of factors, including the willingness of the local entity to want to be a partner. But on the assumption that there is willingness on both sides, that's something we're going to encourage very strongly in the course of our discussions. And again, you may want to get some commentary from the SOLA representative on that very point.
I would because it's important to me. It's a priority. We did that when we went through our housing element. We did make that a preference that everybody who came forward who wanted a rezone, all the developers come forward with a non-profit partner, a local one. And everyone did. And that, I think, is producing some good developments as a result. Habitat, or I don't need to name them all, but some of them are here. So that's high on my list as well.
And just speak to the, you know, modular. I've been reading about modular. I know other countries are more advanced. You can certainly build faster, less cost, which I think is something that California needs to be doing. And I see here that that's reflective in the differences in the proposal, which for me is also a selling point, that this proposal that you're recommending would be done a full year ahead of the other ones.
Is that due to the fact that it's modular?
There are a variety of factors, but we believe that that's a significant factor. If I may just expand on your point, the terminology seems to be factory built. Right. And so what occurs is the The developer can control the pace at which units are essentially organized and the elements that are more vulnerable to external factors, weather and the like, ground conditions and the like, don't come into play if you're able to, almost on a production line basis, develop units in a very efficient, cost-effective manner and simply assemble them on site. Now, I would note that factory built housing is not the only method or indeed suitable at every location. There may be locations where it's not advisable.
We do know that there are a couple of examples that a factory built housing, the County Housing Authority, for example, deployed that method for the Patterson Point development. And there are some others that are also being explored. We think it saves time, potentially saves money because of the efficiencies and the scheduling, and that's what we're hearing from the development community.
Okay, but people I'm sure, you know, hear the word factory built and that doesn't seem to align with what you think about with downtown Santa Barbara. So, yet you have the architect, Colonel Collective, who has a very good reputation in town, so can you just speak to how the aesthetics would be upheld and certainly would have to meet all the design standards?
Sure, I think that's that's critical and we've heard some comments from some community members about that. Sure. That it seems to be not adequately respecting the Pueblo Viejo design guidelines and first of all having an architect of the caliber that's associated with SOLA is critical and we received a communication this this afternoon indicating that Thank you very much.
The key will be in the finish, the exterior that's attached to the modular or factory built units, and also obviously roof material, windows, relationship to the pedestrian experience, and also making sure that it's not so imposing that it detracts from the livability aspect.
Okay yeah I mean I just again so what the action today is just to really allow you to begin the negotiation so if something were to break down on Any of these topics that the public has raised that there's there's definitely room for recourse here, is that
correct? Absolutely right. And we are recommending that you, if you're so inclined, to authorize us to embark on those negotiations with SOLA, but in the off chance that those prove to be unsuccessful, that we also be authorized to embark in negotiations with the County Housing Authority, Pacific Companies and the AMG Land Group.
Because, you know, as much as I wish that we had 100 units a year ago for our employees that are struggling and driving an hour and 15 minutes from Arroyo Grande or wherever they might be coming, we also do need to get this right. And we need to make sure it's of the aesthetic that Santa Barbara deserves. And so I don't want to make any sacrifices at all. So I just want to make that clear.
And you can hold HCD accountable for the ultimate design. We will not bring forward a recommendation that doesn't fit in the downtown design orientation.
Okay, those are my questions for now. Supervisor Lavagnino.
Thank you. I will, I think we had one done in the city of Santa Maria where it was a factory built. Let's go to the good news. At the end, when it was done, everybody was like, wow, this looked awesome. You know, because you can really kind of match the outside to what the surrounding architecture is. During the process, we were all like, what in the hell is going on? Yeah, it was different construction. But once you got to the end, it really fit in.
I'm just curious about what's the value? Have we looked at what the value of that property is? Not in a lease, but like if we wanted to go out in the open market and sell it.
We will be collecting that information and bringing it to you as part of any ground lease.
Got it. And then the other thing is what's the status of the other two? Don't we have two more kind of projects, the engineering building and garden maybe, or those trailing farther behind or where are we on that?
Well thank you for asking that question because I know that Chair Capps would have asked us why aren't we bringing that forward today as well. You'll recall that when we brought forward the recommendation to concentrate on probation we wanted to make sure that we had good proof of concept and that we had a good system in place and so that's what prompted us to recommend separating the two. There are also some financial constraints on the land. There are some covenants that we have to work through. And so we haven't paid as close attention to that just yet. That will be a year or two down the line.
One elephant at a time. Okay, got it. Last thing is, so is this restricted to only our employees?
4:44 – 4:5013 turns
The intention is to have it available for anybody who works downtown with a priority for county employees.
Okay. I mean, my understanding is that we still need to work out how that would comport with fair housing laws, but my preference is that it's for county employees
or public sector. I can't argue this one today, but that just seems, it feels like company store all over again. Well,
Cottage Hospital's done it, universities do it every day.
They're not using taxpayer funds. Just
to clarify Supervisor Lavagnino, the project would be owned by a private entity. They would be responsible for managing it. And so that separation, I think, minimizes the company-owned housing perspective. Okay.
Okay. All right. I listen to public comment.
Madam Chair, let's go to public comment. I mean, sorry, Madam Clerk.
Chair Capps and members of the board, yes, we have two requests to speak on this item. We're going to remain here in Santa Barbara and begin with Linda Honickman, to be followed by Rob Fredericks. Linda?
Hello, Supervisors. I'm Linda Honickman, sharing comments from Strongtown, Santa Barbara. We want to express our thanks to past and current supervisors for funding a workforce housing study in 2021 and for identifying county-owned land that could be used for housing during the housing element process. These actions laid the groundwork for what we see today, a promising opportunity to deliver meaningful affordable housing in the urban core.
We also want to thank Lucille Boss and staff for proactively using the availability of the probation site to identify model housing programs, financing strategies, and partnership opportunities. The request for proposals reflects a strong set of objectives. expanding housing across a range of incomes, leveraging public land without burdening the general fund, promoting long-term community benefit, and creating a replicable model for future sites.
The proposals demonstrate a high level of effort and creativity with innovative financing structures and cost-saving construction such as modular systems. We also appreciate the top recommendation does not rely on low-income housing tax credits, which are becoming harder to get. Each of the top proposals offers significant affordability and meaningful trade-offs in cost, unit count, project timeline, and size of units. The one bedrooms from Sola, 419 square feet, are smaller than the other proposals.
But you need to get input from downtown workers and employers about whether that is a fair trade-off in order to accommodate more residents. We like the three-bedroom that the City's Housing Authority included, and it is worth adding their five-story option to future possibilities. There is no single perfect project, but rather a range of viable approaches that should be pursued across multiple sites.
And that leads to our central recommendation that this should not be a one-off project. We strongly encourage the county and the city, in partnership with public and private entities, to identify additional publicly owned or underutilized sites, including service parking lots, and to continue engaging both selected and unselected development teams, especially those with local partnerships. Thank you.
And we will now go to Rob Fredericks, who is our final speaker on this item. Rob?
Good afternoon, Supervisors. I am Rob Fredericks, the Executive Director of the Housing Authority of the City of Santa Barbara. I do not typically speak at county hearings, as I try to stay in my lane, but affordable housing in the heart of downtown, in the El Pueblo, Vallejo District, is my lane. And because of that, I feel an obligation to speak today. This is a rare opportunity on a highly visible site. It deserves a project grounded in reality, not just one that looks good on paper for the evaluation committee.
Respectfully, I have real concerns. The top-ranked proposal pushes too much density with the units that are simply too small, resulting in compromised livability. That's not housing people thrive in. That's housing that people tolerate. The financing structure is incomplete. It relies on a 501c3 partner that hasn't been identified. There's also refinance risk in their financing model that requires refinancing in seven years. And the assumptions on rents and interest rates don't reflect what we're actually seeing in today's markets.
We had an opportunity to tell a story in our proposal as well, but we chose not to. We chose to be honest about what this site can support and what future residents and the community deserves. Because this isn't about having a winning proposal, it's about getting the development done right. If you get this wrong, you don't get a do-over at this site. This building will be here long after we're all gone.
Make it something that the community is proud of, not something it has to live with. I would advocate that whichever proposal you select, you require a minimum of two courtesy reviews by the City's Historic Landmarks Commission, who are a group of local architects steeped in making sure the design and livability fits with the beauty and poetry of the El Pueblo Viejo District. Thank you very much for your time.
And that concludes public comment on this item.
4:50 – 5:0532 turns
Okay, thank you so much. Does staff have any comments? Dr. Armas.
I just wanted to clarify if Supervisor Lee would like a question, an answer to his question about whether SOLA has developed in beach communities and if you would, may I ask Arden to speak to that?
Got that portion wrong. Good afternoon, thank you for the opportunity and thank you for the staff and the Community Services Department. I think it was a very rigorous process that they put all of us through and really pleased to partner with the city and the county to move forward this project. We have, I'm the CEO of Solar Impact, we've completed 24 ground up projects for affordable and workforce housing across Los Angeles and San Diego over the last three and a half years. Primarily using private capital to do so without relying on low-income housing tax credits and other types of financing.
Because of that structure, it gives us a tremendous amount of flexibility on AMI. It gives us a tremendous amount of accountability on cost. And so we have proposed On this site, something that would fit within the local community. Very much looking forward to negotiating through the envelope, but with the help of Colonel Collective and Christine, we really want to do something that is dignified and honors the Santa Barbara tradition and uniqueness, and we are really prepared to put that into the final works. Ultimately, this is a project that is being done for a price point which is under $500,000 a door that gives you tremendous flexibility and really can bring down rents for whomever occupies them, county workers, city workers, local residents, essential workers, and so we've done that.
I think one of the things I'd like to address is that we have left the 501c Three slot open because we would prefer to partner with a local non-profit whether that is the City of Santa Barbara, the County of Santa Barbara or some other entity and we will certainly take the guidance of the Decisioning Committee as we move forward with that. Thank you.
Supervisor Lee was interested in whether you've developed in beach communities.
We've developed in San Diego and Los Angeles, not specifically in, you know, the traditional definition of beach communities, but, you know, in close proximity.
Can I ask
a question?
Of course. So do you feel like you know Santa Barbara and what they expect from you?
I think we know construction, we know development, and we've partnered with, you know, local architects to make sure that the project that we're proposing fits into the El Pueblo community architectural timeframe, sorry, architectural guidelines. So, yes, we believe that we understand it. I'm a resident of the Pacific Palisades in Manhattan Beach. Very different communities, but coastal communities and very much mindful of that in our development proposal.
Good. And you factor in the recent State Street Mesa plan into your development as well?
Yes we have and again I think that we acknowledge that the plan has been phase one. We expect it to continue to evolve and we continue to get feedback from the Community Services Department to ensure that you know our original proposal was 120 units they asked us to cut it back to 104. We have done so and so we expect to continue to work within the parameters that they have outlined provided it makes you know sense and we I think as As Jesus suggested, this is a negotiation to make sure that what we build is cost-effective and fits within the architectural guidelines.
Good. What I do encourage you is to work with the city and have them have a seat at the table because their voice is important too. So thank you for your answer.
We're very willing to do so. Thank you for the opportunity.
Yeah, thank you. So I guess my question is just a process question because this, all of the proposals, or the three that rose to the top, were just kind of made public when this agenda was made public. And so then we heard these concerns just as of Thursday, Friday, Saturday. So I would hope that the concerns can be then incorporated into the next steps. Is that?
Right on target, Chair Capps. That's what we want to do. We also, just as a refresher, in the RFP, when we solicited proposals, we made clear to the parties that expressed interest that there would need to be some kind of community engagement process so that the stakeholders in the area would have an opportunity, whether they're neighbors or institutions or other stakeholders, would have an opportunity to participate.
Yeah I appreciate that because I certainly have a lot of sympathy, I'm sympathetic to the arguments put forward by Mr. Fredericks and we but I also want to be clear that this isn't signing this in stone and you know and I understand you just got the proposal you know late I mean not late because it's just put forward in the agenda but that this process is slightly different because we are doing this through county land and so it's not the traditional Planning Commission, etc., etc. So I'm prepared to support staff recommendation, but it's very much couched in the fact that this is really just giving the green light for you all to work out these concerns, to take in your concerns, Mr. Federicks, to take in the folks that really know Santa Barbara housing and I know that your proposal wasn't chosen, but I hope that the concerns and potentially even your partnership could be a result of what comes next.
And for sure, what I'd be looking for at the next iteration of what might come back to the board is a non-profit partner that is local. That is a non-starter for me. So that's where I'm at in terms of supporting staff recommendation. I know how much the department cares about this project. And I give a lot of respect for that. And so I want to respect where you are in the process. And I also, again, just also appreciate the fact that this timeline is the fastest. And that says a lot to me. But it cannot sacrifice quality.
That's where I am. Supervisor Lavagnino.
Thank you. And I'm curious about who's going to be doing all the due diligence on the company itself. I mean, I got this on Thursday. You know, you start doing your keyboard.
900 pages.
Yeah. Keyboard warrior, you know, just start trying to figure out who everybody is, who are the players. And look, if you Google my name, You're going to see a lot of stuff that I'm not going to agree with, right? So who on our team is really looking at that and saying, okay, is this somebody we want to partner with if it's a newcomer?
Thank you for the question, Supervisor Lavagnino, through the chair. The kinds of issues that have been raised, the due diligence that this process requires is more than simply a staff effort. We have had a consultant on board, Brailsford & Dunleavy, leading us to the point of this action today. We will be bringing a future item for your consideration to enable us to retain them, continue to use them to do a deep dive on the financial assumptions going into this, as well as the viability of the developer The last thing we want to do, as one of the speakers indicated, is take a wrong step on the very first project. We're not going to let that happen.
Okay. Well, it's one of those things where, you know, like, I hope this is super successful and I hope this goes The way it's envisioned by others. I haven't supported this in the past. I think for me, it's leveraging the property for sale and building it in different areas. But like I said, I hope this is successful. And I think you've moved the ball a long way down the field in a short amount of time.
When we start talking about it, we want to look at the one that's the fastest, but we also want it to be the most high quality. There's always that sign you see when you go in the barbershop, and it's like, we can either do it fast, good, or cheap. It's like, pick which one you want. So hopefully, so optimism. I love optimistic attitude. I'm just not going to be able to support it. And it's not because of the developer or who's opposed to it.
I'm just kind of, maybe I'll change my mind in the future, but I just think us being in the business of building homes and places to live for our employees is not, I just think it's out of my lane of what I should be doing, so.
Okay.
I won't support it.
County Council. Does that present a problem? So, Madam Chair and members of the board, in light of Super... Oh, shoot. Supervisor Levin's indication of his vote, the board can only take action with a minimum of three on anything. So, your options would be... So, you could consider that as part of your vote, but you could do have the option to continue it to a future meeting where you would have more More supervisors present.
I don't want to be, okay, I think I made it really clear where personally I am, but I don't want to put the county behind the eight ball. So I'll move it so that there's future conversation. It doesn't make a lot of sense to redo this hearing. Nobody in my district cares what's going to happen at 117. It's pretty, I promise you. And so, yeah, let's move it and I will support it.
I'll probably be voting against it if we have four people here in the future, but for right now, I'll keep it moving. Now Roy, you better vote for her or you're gonna, no,
I'm
sorry. Or you put me in a bad
spot.
So as my colleagues know that I care about our cities. I oftentimes communicate with our city reps on many of the board items, but this is one of the most important instances that I've seen. I want to respect the city as much as we can. We are building something in the middle of downtown Santa Barbara, one of the most desirable zip codes in our county. I complain all the time about what the state forces on us, and I don't want to do the same to our cities.
The Santa Barbara community have worked for decades to protect the look and feel of the Santa Barbara, and I want to respect that. So with that said, my top choice is Housing Authority of the City of Santa Barbara. They have done such an incredible job gaining support for affordable housing in a place where that is not easy. The Housing Authority has pretty much a perfect approval rating, and I believe they will definitely deliver a project that the community can be happy with.
Now, I spent a lot of time on this, and I've talked to many people, but I'm willing to be proven wrong. I've always said that I'm here to work with you, not against you. So, I know Supervisor Capps has been a leader on this issue, building affordable housing on county land, and I'm willing to support her and staff recommendation. This is something Supervisor Capps has been working very hard on, and I'll continue to be a good partner on this. So this project has a great local architect, Brian Cornell.
Cornell has done projects in Santa Barbara County City that are beautiful and livable, and know that they have a good track record. That's what got me over to support this. And I believe that they can deliver a project that will match the Pueblo de Ovejo standards of Santa Barbara. So this could be a proof of concept as something really good. I still have a lot of concerns and reservations.
But knowing Director Armas and our CSD department, which has done such a great job on this, I know they can come back with something great in the next steps of this project. But I do want to see that we direct SOLA to work with local nonprofits on this. I think that's key for me. But I'm being optimistic, but I'm going to support it.
Thank you, Supervisor Lee, and I do believe we can make high quality and make it faster for housing in Santa Barbara and in California, and that's what we need to do for the people that we serve. Affordable housing is our biggest challenge, and we haven't been doing it as well as we could be, and people are suffering as a result, so this is a good step forward.
And I'm with Supervisor Lee, the fact that we have the architect that we do, Brian Kernow, on this one is just a testament that It will be done the Santa Barbara way, especially with a local nonprofit. They define who we are in Santa Barbara, so I think you're hearing a lot of that. I'm looking at our developers from Los Angeles. I think you're getting a sense of how strongly we feel about our local housing nonprofits here and how strongly we feel about the aesthetic of Santa Barbara being upheld and how much we support the low-income families who, when you say that, it's everybody. I mean, it's You cannot find an issue where affordable housing doesn't touch, isn't at the heart of every challenge that we face in this city, in this county. So with that, I think we have a motion on the table.
I can't recall if I actually made it, but I'm happy to make the motion to accept staff recommendation.
And I'll second that with the addition of working with nonprofits.
Oh yeah, we'll add that. We will add the, so I'll restate it. I will move staff recommendation with the addition of directing staff to negotiate a local nonprofit partner.
5:05 – 5:1114 turns
Clarification, Chair Capps, we understand your motion to encompass items B, C, and D, as we are deferring item A to a future date.
Yes. Is that clear enough?
Yes.
Madam Clerk, County Council, we're good?
In conferring with the clerk, it sounds like Supervisor Lavagnino previously made the motion. I don't know if he wants to make the motion. So let's just have this be a replacement motion. We'll start with that and second Supervisor
Lavagnino.
I'll make the motion
as stated.
I'll
second. Okay. All those in favor, please say aye. Aye. Motion carries. Thank you. Thanks everybody. Okay. Final Yeah, let's take just a five minute break before the final one because we've been going for a little while. Thanks. All right, we are back from a quick break for our next departmental item. Madam Clerk.
Chair Caps and members of the board, departmental item number six is from the Planning and Development Department. It is a hearing to consider recommendations regarding an ordinance adding chapter 52 to the Santa Barbara County Code entitled Local Housing Marketing Program, case number 26083, which affects portions of the 1st, 2nd, and 3rd districts. And again, this is a first reading.
Okay, Director Plowman. Madam Chair, members of the Board, we're returning today with some modifications that the Board requested to this program. This was initially going to be our second reading, but in working with Council, we decided just to be safe, we would have a departmental item on it. So we do have some changes that we wanted to just reflect back to the Board per your direction.
I have Lila Spring, Who will be presenting today, Kathy King, our supervisor, and Alex Tuttle, our deputy director, if you have any questions. So with that, I'm going to turn it over to Ms. Spring.
Thank you, Lisa. Good afternoon, Chair Capps and members of the Board. As Lisa said, we are here to present the revisions to the Local Housing Marketing Program. As you will recall, this program introduces a new chapter to Santa Barbara County Code, Chapter 52, titled Local Housing Marketing Program, which includes marketing requirements for the initial sale or rental of new housing developments with five or more primary dwelling units.
This chapter does not apply to deed-restricted affordable units. Those units are covered by the county's inclusionary housing ordinance. At the hearing on April 21st for this item, the board directed the expansion of Chapter 52 to apply to the Santa Ynez housing market area in addition to the South Coast housing market area or HMA. These are shown on this slide with the green stars, the two out of the five housing market areas that cover the county.
The board also directed lengthening marketing periods. So the time frame during which the local marketing plan will be implemented prior to marketing for general audiences was extended from 21 days to 12 weeks. In addition, the time period for newspaper advertisements and social media posts were extended from six weeks to 12 weeks each. Section 52-7 of the code includes the content requirements for local marketing materials. And in this section, a change was made for rent or for sale prices to instead read price ranges.
The addition of the Santa Ynez HMA to applicability of the code meant that there were some targeted changes to Section 52.6 to expand applicability to include jurisdictions and organizations in the Santa Ynez HMA. And finally, there were some minor numbering changes to correct a section numbering error. With these changes incorporated, staff recommend that the board take the actions listed in the staff report and, pardon me, the board letter and summarized on this slide. That concludes our presentation. Thank you.
Thank you so much. Any questions from the board? Okay, I had a question. Director Plowman or anybody here, in terms of what the marketing plans are, how public are they ahead of time? Will they be submitting them to your office and will you all be sharing them with the board or could you be sharing them with the board?
5:11 – 5:1719 turns
Madam Chair, members of the board, it would be submitted to the department as part of the permit application process for a project and so as part of that it would be public available to the public to review and we can certainly be happy to share it with members of the board if interested.
Okay, great. Just, I mean, mostly just to share best practices. I'm curious, you know, if they're sharing amongst themselves or with the, I know with the chamber consortium, sharing amongst employers, just sharing in general is good about getting the word out, etc. But they're public documents is the point.
The marketing plans would be public documents.
Okay. And then along those lines, once the project is partially full, could the developer give the board a report of who's occupying their units?
So Madam Chair, members of the board, yes, that is possible. And actually, it's not a bad idea. Perhaps at 90% occupancy, they do have targets. We could get data about how many of the tenants are from a local source, essentially. And so that's good information for the county to understand What is happening with these housing projects and who is living in those units and can help guide us in any future endeavors that the county may pursue with respect to local preference if the laws change.
Yeah, I appreciate that because we don't really know now. I know that came up in our last conversation. I don't, you know, we don't really know, we don't track who's local, who is coming from where, who is buying as a second home, a vacation home, etc. But we could ask them to track that information and provide it to the board. That's correct. And when I say board, I mean public.
Yeah, yes, that's correct, and we have a slide that we could share with the board that would address this issue because we got a question from the BIA about it, Building Industry Association. Great. And so if, Ms. Spring, if you could bring that up, we could share that with the board and see if they can support that.
Madam Chair, members of the board, so yeah, based on the feedback or the comment that was provided, we did come up with some language that could be incorporated into the ordinance if your board was interested in providing some of that monitoring or reporting requirement. And so this would just be another section, section 52-9, that could be added to the ordinance.
Thank you very much.
Yeah, I certainly am interested in this. I think the more information is better. It's obviously not personal information that we're asking for, but I think that this adds a extra layer of incentive for the developers to really make their marketing plans real and to put some real effort into what we all want, is we want people who are local, who work here, to be able to live here. And so I'm happy that you've done some work on this in anticipation, and so I would be Madam Chair,
just something to share with the board members. Historically, they have been willing to give us some of that data, so I don't perceive this as being a problem. They have indicated to my staff that their goal is to try and get local residents or employees into these units because they stay longer. So I think it will work as part of this program and I think it's a good addition.
Okay, well that would be my interest if I had support from the other board members to add this to this item. Okay, well to move us along is their public comment.
Chair Capps and members of the board, I just wanted to note that we have no request to speak from the public
on this item. No request to speak, okay. So I will make the motion to, let me just have it in front of me, I don't have it in front of me, to accept staff recommendation with the addition of that Reporting requirement at 90 days. Do I need to clarify that further? Let me see.
Yeah, just to clarify for the record, it's a reporting requirement at 90% occupancy.
I'm sorry, at 90% occupancy and that would be recommended actions A through D with the addition of the reporting requirement at 90% occupancy. I make that motion.
I'll second.
Okay, Supervisor Lee. All those in favor, please say aye.
Aye.
Thank you so much. Appreciate it. And now we are adjourned until Tuesday, May 12th in Santa Maria. Thanks.
