Board of Supervisors — 2017-04-21

Agriculture and Weights and Measures Budget

• The department presented a $5.2 million operating budget sustaining 33 FTEs with no service level reductions.
• Revenue is derived primarily from state and federal aid, general fund contributions, and licensing fees.
• The board received the presentation for informational purposes without taking formal action.

Child Support Services Budget

• The department outlined a $9.5 million budget with 71.5 FTEs, noting flat funding and staffing decreases managed through attrition.
• Performance metrics exceed state averages, including a 3:1 return on investment and over $27 million in distributed support.
• Future plans include implementing technology tools like TurboCourt and expanding electronic filing options.

First 5 Santa Barbara County Budget

• The organization presented a $4.2 million expenditure budget while reducing staff from 11 to 10 FTEs.
• A 17% unanticipated revenue drop due to Proposition 56 will be offset by using reserves.
• Key outcomes include supporting over 1,200 children and increasing the rate of nationally accredited childcare centers.

Office of County Counsel Budget

• County Counsel requested an $89,000 restoration for 0.5 FTE to address high litigation workloads.
• The office manages significant legal matters, including $7 billion in disputed property tax appeals and water rights litigation.
• Staff emphasized that legal support cannot scale down during budget cuts and that current workloads are unsustainable.

Human Resources Budget

• The department highlighted challenges such as a shrinking talent pool and restrictive civil service rules that consume significant recruiter time.
• Accomplishments include implementing a new salary control point and creating a three-year Employee University strategic plan.
• Objectives focus on reforming civil service rules and identifying fairer employee-employer cost-sharing opportunities for retirement and health premiums.

CEO’s Office Budget

• The office presented a $36 million operating budget with service level reductions of approximately $260,000 due to unfunded vacancies.
• Capital projects include a $125,000 allocation for a new communication site on Santa Cruz Island funded by a federal grant.
• The board discussed the impact of eliminating the Emergency Manager position and the need for North County communication infrastructure improvements.

Board of Supervisors Budget

• The draft budget includes $3.1 million in operating expenses and 20.3 FTEs, representing a $70,000 increase from the current year.
• Key objectives for the coming year include finalizing cannabis regulations, implementing water sustainability policies, and resolving long-term budget issues.
• The board discussed staffing levels for the Third District and the potential reduction of miscellaneous expense accounts.

General County Programs and Fund Balances

• Staff recommended maintaining a $1 million reserve for behavioral wellness contingencies and increasing litigation funds by $2.2 million.
• Approximately $4 million is allocated for the phased hiring of custody deputies in preparation for the Northern Branch Jail opening.
• The strategic reserve is recommended to remain at approximately $30.9 million per previous board direction.

Long-Term Budget Rebalancing

• An executive steering committee identified seven broad theme areas for improvement, including business process optimization and workforce planning.
• Specific actions underway include strategic review of position fills and full cost recovery for contracts and service fees.
• The committee proposed creating a revenue review team and analyzing economic development options to address long-term deficits.

Budget Workshop Summary and Priorities

• The CEO presented a financial context where expenditures outpace revenues, with continued shortfalls expected in public safety and behavioral wellness.
• Supervisors provided individual priorities for restoration and expansion, focusing on areas such as libraries, homeless services, and public safety.
• The board discussed the strategic reserve level and the need to balance social safety net support with infrastructure and capital needs.

Conclusion of Budget Workshops

• The board engaged in final deliberations regarding the balance between social services expenditures and other county priorities.
• A motion was made and passed to adopt the recommended actions to complete the workshops.
• The board concluded the 2017 budget workshops, noting that formal budget hearings would follow in June.

Meeting Context

• The Santa Barbara County Board of Supervisors convened for the final day of its three-day budget workshop series on Friday, April 21. The roll call was taken, and the CEO’s office reported no updates.

Public Comment (Non-Agenda Items)

• Two members of the public addressed the board regarding matters not on the agenda:
• Transportation and Infrastructure: A speaker representing a local business group raised concerns regarding infrastructure deficits, citing a $25 million gap in repairs over the last 15 years. The speaker criticized Caltrans regarding engineering delays on Highway 246 and the implementation of a roundabout at La Parisma, alleging it contributed to a fatal accident. The speaker also opposed the planned Hot Springs Roundabout, citing ADA compliance and accessibility issues, and urged the board to prioritize basic infrastructure.
• Mental Health and Forensic Beds: A speaker from Clergy and Laity United for Economic Justice (CLU) discussed the "Stepping Up" initiative to reduce jail populations for individuals with mental illness. The speaker noted that sufficient forensic beds are required to achieve this goal and requested that the board identify funding for a forensic bed proposal, suggesting a $1 million pilot program to achieve measurable jail reduction outcomes by 2018–19.

Board Response to Public Comment

• Supervisor Adam stated that the board lacks the revenue to fund additional beds without addressing broader revenue and expenditure issues and noted that the board has not engaged with the mental health community on revenue projects.
• Supervisor Williams clarified that the department is proposing a $1.1 million pilot for a crisis residential program, which aligns with the speaker’s suggestion, but acknowledged the challenge of securing funds.
• Supervisor Wolf thanked the speaker for their advocacy.

Departmental Workshop: Agriculture and Weights and Measures

• Presentation: Agricultural Commissioner Kathy Fisher presented the FY 2017–18 operating budget of approximately $5.2 million, including $1.6 million from the general fund, sustaining 33 FTEs. The department will implement new regulations for pesticide enforcement, cannabis licensing, and inspections of commercial weighing devices and transportation vehicles. The budget includes no service level reductions. Revenue sources include state/federal aid (52%), general fund (30%), fees (8%), and licenses (9%). The department reported meeting or exceeding pesticide inspection goals and noted the placement of the county’s first hydrogen fueling dispenser.
• Board Discussion: Supervisors Lavagnino, Adam, and Wolf expressed appreciation for the department’s leadership in statewide cannabis regulation and its effective management of agricultural and weights/measures programs. Supervisor Wolf noted that the department’s Employee Performance Reviews (EPRs) were 100% complete.
• Action: No motions were made; the item was for informational purposes.

Departmental Workshop: Child Support Services

• Presentation: Interim Director Joni Maiden presented the FY 2017–18 budget of approximately $9.5 million. The department has 71.5 FTEs and faces flat funding with staffing decreases managed through attrition. The budget includes a $50,000 general fund contribution, which enables a $100,000 federal match. The department reported distributing over $27 million in support, with $23 million going directly to families. Performance measures exceed state averages, including a 3:1 return on investment. Future plans include implementing technology tools like TurboCourt and DocuSign, and expanding electronic filing and payment options.
• Board Discussion: Supervisor Lavagnino asked for clarification on a performance measure showing over 100% paternity establishment, which the director explained was a calculation artifact. Supervisors Hartmann and others commended the department’s efficiency and high return on investment.
• Action: No motions were made; the item was for informational purposes.

Departmental Workshop: First 5 Santa Barbara County

• Presentation: Executive Director Ben Romo presented the FY 2017–18 budget of $4.2 million in expenditures. The organization is reducing staff from 11 to 10 FTEs by shifting management functions to outside partners. A 17% unanticipated revenue drop is expected due to the passage of Proposition 56 (tobacco tax), which will be offset by using reserves. Key outcomes include supporting 1,230 children and 1,000 parents, and increasing the rate of nationally accredited childcare centers to 45%. The organization is moving to a new strategic plan emphasizing direct services and leveraging funding with other partners.
• Board Discussion: Chair Hartmann and Supervisor Wolf discussed the importance of early childhood development for long-term public policy outcomes. Supervisor Wolf noted the community’s strong commitment to childcare partnerships. Supervisor Williams expressed personal benefit from the organization’s work.
• Action: No motions were made; the item was for informational purposes.

Departmental Workshop: Office of County Counsel

• Presentation: County Counsel Mike Gazzone presented the FY 2017–18 budget, requesting an $89,000 restoration for 0.5 FTE to address litigation workload. The office handles civil litigation, legal advice, and high-stakes cases, including $7 billion in disputed property tax appeals. The office reported a successful opposition to ERG’s bankruptcy motion in Texas, keeping the valuation dispute in California. Other significant work includes the Northern Branch Jail project, Medi-Cal audits, and water rights litigation. The office reported a 66% dismissal rate for civil rights and tort cases. Gazzone emphasized that legal support does not scale down during budget cuts and that current weekend workloads are unsustainable.
• Board Discussion: Supervisor Wolf asked for clarification on the ERG bankruptcy case and Veneco’s recent Chapter 11 filing. Gazzone confirmed ERG’s valuation is part of the $7 billion dispute and noted Veneco’s taxes are pre-petition obligations not dischargeable in bankruptcy. CEO Miyasato provided context on Veneco’s property tax contributions. Supervisors Adam, Wolf, and Williams expressed appreciation for the office’s work in saving county funds and managing high-risk litigation.
• Action: No motions were made; the item was for informational purposes.

Public Comment on Tax Assessment Appeals

• Discussion: A public speaker representing Colab commented on the county’s litigation regarding tax assessment appeals. The speaker argued that high taxes and regulatory pressure drive businesses out of the state and questioned why county taxpayers are funding litigation costs when school districts receive a significant portion of the property tax revenue.
• Response: The County Counsel clarified that the Assessor has a separate legal duty to collect full taxable value and that the county represents the Assessor in these cases. The County Counsel stated that school districts do not have an active role in the litigation, though they monitor the cases. The County Counsel noted that the county’s portfolio of appeals ($7 billion) consists primarily of larger corporate cases that were not resolved informally by Assessor staff.
• Board Comments: Supervisors expressed appreciation for the County Counsel’s and Assessor’s diligence in defending the county’s interests. One Supervisor noted that the county’s responsibility to defend its position is distinct from the interests of special districts. Another Supervisor emphasized that the county acts at the direction of the Board of Supervisors.

Human Resources Budget Presentation

• Presentation: The Human Resources Director presented the department’s budget, highlighting key challenges, accomplishments, and objectives.
• Challenges: The presentation identified demographic shifts, including the retirement of Baby Boomers (42% of general fund employees eligible to retire within 3–5 years) and a "double bubble" phenomenon where employees with 20+ years and those with 2–5 years of service are leaving. It also cited a shrinking talent pool, disinterest in government work among younger generations, and restrictive civil service rules dating back to 1971, which consume 80% of recruiter time.
• Accomplishments: The department reported hiring new staff for Employee Relations, EEO, and the Employee University. It implemented a new salary control point for hires and promotions, aligning starting salaries with market averages, which is projected to save $89,000 annually. Other accomplishments included creating a three-year Employee University strategic plan, developing a countywide new employee orientation program, implementing a new Employee Assistance Program (saving ~$30,000 annually), and completing negotiations with eight bargaining units.
• Objectives: Key objectives include reforming civil service rules to create operational flexibility and identifying fairer employee-employer cost-sharing opportunities. The presentation noted that the county pays approximately seven times more than employees toward retirement costs and that 41% of employees pay $0 toward health premiums, costing the county $14 million annually. The department proposed that even a small shift in employee contributions could save nearly $1 million.
• Staffing: The department reported an operating budget of $8.6 million (4.8 million from the General Fund) and 29 employees serving 4,000 county employees. The HR-to-employee ratio is 1:150, compared to ratios of 1:58 in Marin County and 1:63 in Santa Cruz County. The department stated it is understaffed and lacks administrative support, which impacts its ability to manage leave administration, compensation, and organizational change.
• Board Comments: Supervisors discussed the importance of recruiting younger generations and the potential for the Employee University to generate revenue by serving other counties. One Supervisor noted that the movement away from leadership bands in management compensation was a significant achievement. Another Supervisor expressed concern about the perception of government work among younger generations and suggested increased outreach to local universities. The Human Resources Director confirmed that the department is consulting with an external consultant to review civil service rules and is working with the Civil Service Commission and the Board to implement changes.

CEO’s Office Budget Presentation

• Presentation: The Assistant CEO presented the County Executive Office budget, which includes County Management, Clerk of the Board, Legislative Advocacy, Public Information, Emergency Management, and Risk Management.
• Budget Overview: The operating budget is approximately $36 million, with the bulk allocated to Risk Management. The General Fund portion is over $5 million. The department has 33 FTEs.
• Capital Projects: Two capital projects were proposed: a $125,000 allocation (total project cost $877,000) for a new communication site on Santa Cruz Island to improve public safety radio communications in the southern coastal region, funded by a Department of Homeland Security grant; and equipment upgrades for CSB TV within the Clerk of the Board.
• Service Level Reductions: The budget includes service level reductions of approximately $260,000, resulting from the unfunding of two vacant positions: an Emergency Manager and a Department Business Specialist.
• Accomplishments: The office reported coordinating public safety realignment funding, supporting cannabis regulation efforts, and completing the first phase of the strategic planning process. Emergency Management supported four proclaimed emergencies (drought, Sherpa Fire, winter storms, Ray Fire) and finalized the first Santa Barbara County Threat Assessment Hazard Identification (THIRA). Risk Management implemented an enterprise-wide emergency notification system and developed workers' compensation dashboards.
• Objectives: Objectives include developing budget rebalancing efforts, protecting essential services, completing the North Branch Jail transition, managing cannabis coordination, reducing the mentally ill population in jails, and improving dispatch services. Emergency Management aims to complete its strategic plan and implement the after-action report for the 2015 Refugio oil spill. Risk Management plans to develop a property loss recovery program and an indoor environmental quality plan.
• Efficiencies: The office plans to launch an online assessment appeal filing system, streamline administrative processes, reclassify an administrative professional to save $42,000 annually, and enhance the onboarding process.
• Board Comments:
• Emergency Management: A Supervisor inquired about the Valley Peak communication site project, noting it was previously considered for a different location. The Assistant CEO explained that the project is funded by a Department of Homeland Security grant and will improve radio reception for response agencies along the south coast. The Supervisor asked about the impact of eliminating the Emergency Manager position. The Assistant CEO stated that the department is taking a conservative approach to revenue projections and must operate within its means. The Supervisor expressed concern about the essential nature of emergency management services. The Assistant CEO noted that the department has focused on training existing staff to build depth and readiness.
• North County Communications: The Chair asked about communication infrastructure in North County. A representative from General Services stated that the county is working with Fire and Sheriff’s offices to assess existing towers and will hire a consultant to present options for replacing antiquated equipment and improving coverage.
• Refugio Oil Spill: A Supervisor requested that PIMSA and the State Fire Marshal be present for the closeout of the Refugio oil spill, noting that PIMSA’s proposed operational changes are relevant to preventing future incidents.
• General Comments: Supervisors expressed appreciation for the professionalism and morale of the county staff and the CEO’s leadership during challenging budget times. The CEO acknowledged the support of department heads and staff in maintaining morale and focusing on the "One County, One Future" vision.
• Public Comment: One public comment was requested regarding the CEO’s budget.

Public Comment: PEG Funding for North County

• Jeannie Sparks of the Santa Maria Community Television Board of Directors requested that the Board of Supervisors allocate Public, Educational, and Governmental (PEG) access funds collected from Comcast subscribers in the North County to support Santa Maria Community Television (SMC-TV). Sparks noted that while the South County has received nearly $2 million in such funds since 2003, the North County has received none. She requested that county staff work with the City of Santa Maria to distribute these funds, either through the budget process or the outside agency funding process. Supervisor Steve Lavagnino responded that the outside agency funding request process has been eliminated for the current year. He stated that staff would meet with Sparks to review the history of fund distribution and determine how to allocate the anticipated $80,000 in PEG revenue before the final budget is adopted in June.

Board of Supervisors Budget Presentation

• Dennis Bozanich, Deputy CEO, presented the draft budget for the Board of Supervisors for fiscal year 2017-18. The budget includes $3.1 million in operating expenses, no capital expenditures, and 20.3 full-time equivalents (FTEs). The general fund contribution is just over $3.1 million, representing a $70,000 increase from the current year. The presentation highlighted a 0.25 FTE increase in the Third District, which is cost-neutral due to savings from other positions. Key objectives for the coming year include finalizing cannabis regulations, reaching an agreement with the Chumash tribe, implementing water sustainability policies, addressing climate change, and resolving long-term budget issues.

Public Comment: Board Budget and Staffing

• Andy Caldwell of COLAB questioned why the Board of Supervisors did not take a 5% pay cut, noting a $200,000 annual budget disparity between the Third and Fifth Districts. He suggested creating more compact districts during redistricting to reduce staff needs. Supervisor Joan Hartmann responded that the Third District is the largest coastal district, covering 1,000 square miles with numerous unincorporated communities that rely on the supervisor as their local government, necessitating the current staff levels. Supervisor Steve Lavagnino and Supervisor Lori Gentles expressed support for reducing the Board’s 990 accounts (miscellaneous expenses) to "share the pain." Supervisor Adam Adams agreed that the 990s should be cut. The CEO’s office noted that the decision to avoid a 5% cut was partly due to the need to staff two new supervisors, but indicated willingness to reduce 990 funds based on the Board’s direction. Mike Gazzone clarified that this workshop is for gathering information and general guidance, with formal budget actions to occur in June.

General County Programs and Fund Balances

• Mr. Frapwell presented the budget for general county programs, which includes support for other governments (e.g., Human Services Commission, LAFCO), reserved/committed funds, and ancillary services. Operating expenditures are approximately $1.6 million, with no capital expenses. The presentation detailed various fund balances and recommended adjustments:
• Behavioral Wellness: A $1 million reserve is maintained for mid-year unexpected expenses (e.g., additional beds). Staff recommended retaining this for contingencies rather than using it for upfront restoration requests.
• 18% Deferred Maintenance: The formula-based funding increases by $500,000, raising the total to $3 million.
• Capital/Debt Service: A $1.4 million increase is recommended for potential debt service if the county issues bonds for high-priority capital projects.
• Roads: A $500,000 annual commitment continues.
• Strategic Reserve: No increases or decreases are recommended, maintaining a balance of approximately $30.9 million, per previous Board direction.
• Litigation: A $2.2 million increase is recommended to cover anticipated liabilities and settlements.
• Program Stabilization: A $1.25 million increase is recommended to buffer against potential future pension or benefit cost increases. Supervisor Adam Adams expressed concern that identifying funds for raises could lead to their immediate use by bargaining groups, arguing that such funds should not be earmarked for other purposes if intended for compensation.
• New Jail Operations: Approximately $4 million is allocated for the phased hiring of custody deputies in preparation for the Northern Branch Jail opening.
• Emerging Issues/One-Time Funding: Includes $2 million for Social Services maintenance of effort, $300,000 for the District Attorney, and other smaller allocations.
• Contingencies: The current balance is low ($48,791 after allocated projects). Staff recommended restoring the fund to a minimum of $1.5 million.
• Unassigned Fund Balance: Approximately $660,000 in one-time funds is available for Board allocation toward restoration or expansion requests.

Public Comment: Rebalancing and Economic Policy

• Andy Caldwell of COLAB asked for the county’s plan regarding a predicted economic recession, the meaning of Williamson Act enforcement, and the distinction between outsourcing and privatization. He suggested revising land use policies to increase property tax revenue, privatizing state/federal functions like social services to reduce pension liabilities, and implementing a policy where raises are accompanied by layoffs.

Special Issue: Long-Term Budget Rebalancing

• An executive steering committee, including Undersheriff Barney Melechian, Public Defender Tracy Scott, and other staff, presented on the long-term budget rebalancing effort. The process involved five focus groups, six employee dialogue sessions, and an electronic suggestion box, yielding nearly 200 suggestions. Seven broad theme areas were identified: 1. Business Process Improvement: Including outsourcing and increased technology use. 2. Program Improvements: Reviewing core missions and internal audits. 3. Organizational Improvement: Centralizing services (e.g., IT) and consolidating departments. 4. Budget Development Process: Strategic approach and revenue source review. 5. Workforce Improvements: Reviewing pension practices and planning for a smaller workforce. 6. Capital Improvements: Dual-use facilities and office space optimization. 7. Interagency Relationships: Reducing sales tax leakage and interjurisdictional agreements.
• Specific actions currently underway include strategic review of position fills, notification to outside agencies that no funding is available in the current cycle, full cost recovery for contracts and service fees, and inventorying mandatory vs. discretionary programs. The committee also proposed creating a revenue review team, conducting functional audits, analyzing economic development options, increasing diversion programs to reduce jail inmates, analyzing retirement cost reduction options, and exploring public-private partnerships.
• Supervisor Lori Gentles cautioned against simplistic categorization of mandatory vs. discretionary programs, noting that Board policy direction (e.g., regarding the Cannabis Control Enforcement program) complicates this distinction. She also advised caution regarding outsourcing/privatization, citing a previous study on the public defender’s office that found negligible savings. She emphasized the need for defined timelines and results to avoid prolonged meetings. The presentation concluded by stating that policy guidance and direction from the Board of Supervisors will be required as the committee continues to analyze options and report back in the summer and fall.

Public Comment and Board Deliberations on Rebalancing Initiative and Budget Priorities

Discussion

• The meeting continued with public comment and board deliberations regarding the county’s financial challenges, specifically focusing on the "rebalancing initiative" and the 2017-2018 budget.
• Public Comment: A member of the public (United Launch Alliance) shared personal business experiences regarding financial volatility and advised the board to encourage staff to identify operational inefficiencies and communicate realistic constraints. Another speaker (Steve Lavagnino) expressed disappointment that the rebalancing suggestions were not received more positively, emphasizing the need to distinguish between mandated and discretionary spending and to rely on employee-generated ideas for efficiency. A third speaker (Unidentified speaker 7) argued for the value of operational reflection and entrepreneurship, while disagreeing with the notion that mindset alone determines outcomes. Chair Hartmann noted that creativity often arises from cross-departmental collaboration and encouraged continued engagement with frontline employees.
• Williamson Act Clarification: Supervisor Lavagnino asked for clarification on a previous question regarding the Williamson Act. The CEO explained that a brainstorming idea involved creating enforcement teams to verify compliance with Williamson Act contracts, potentially leading to non-compliance or non-renewal of contracts, which could recoup property tax revenue due to strict zoning ordinances.

Budget Workshop Summary Presentation

• CEO Mia Sato presented the budget workshop summary, outlining the following key points:
• Financial Context: Revenues are growing, but expenditures are outpacing them. Employee costs, particularly pension costs, are rising. New discretionary revenue has been committed to other priorities, such as the jail.
• Deficits: Continued budget shortfalls are expected, primarily in public safety (General Fund) and behavioral wellness/social services (Special Revenue Funds). These two departments account for about two-thirds of service level reductions.
• Funding Sources: The CEO listed potential funding sources for reallocation, including $7.4 million in withheld discretionary general revenue, $600,000 in available fund balance (partially needed for a cannabis EIR), $2.8 million from SB1 changes, $172,000 from fire district reallocation, $1 million from tobacco settlement funds, and potential additional property tax revenues.
• Strategic Reserve: The CEO recommended maintaining the strategic reserve at no lower than 7% (approximately $2.7 million), acknowledging the five-year horizon of pension increases.
• Mandates and Obligations: The baseline budget already funds new jail medical contracts, PREA compliance (four new juvenile institution officers), and court/CalFresh MOEs. The CEO noted a $2 million IHSS MOE funding that might be revised by the Governor, and an unaddressed $450,000 increase in IHSS labor costs.
• Technology and Efficiency: A request by the District Attorney for a new case management system ($400,000) was noted, with support from the Public Defender and Courts.
• Service Reductions: The CEO highlighted the need to minimize impacts on the social safety net, particularly mental health inpatient beds (IMD beds), adult protective services, child welfare, and foster care. She also noted recurring issues with Sheriff’s Department lost time and the need for public safety risk reduction.
• Consensus Items: The CEO identified areas of board consensus for restoration or expansion, including libraries, homeless service pass-throughs, and the second phase of the Community Choice Energy program.
• Future Outlook: The CEO presented a five-year forecast, indicating that if the $7.4 million in 2017-2018 is spent on ongoing costs, a deficit of $3 million is projected for 2018-2019. A "hybrid approach" of limiting ongoing restorations and allowing one-time restorations for phasing down programs was proposed to avoid deficits in 2018-2019. Special revenue funds are projected to have a negative balance of $13.8 million in 2018-2019, primarily due to social services and behavioral wellness.

Board Deliberations and Priorities

• The board members provided their individual priorities and feedback on the budget items:
• Supervisor Adam (United Launch Alliance):
• Stated that continuing board prior commitments is unrealistic.
• Supported an 8% strategic reserve level.
• Advocated for technology investments that save jobs or increase productivity.
• Expressed skepticism about maintaining the social safety net at current revenue levels, noting a 2-5 year lag time for new revenue sources.
• Opposed Community Choice Aggregation, calling it unnecessary and not a county responsibility.
• Listed priorities: Sheriff’s Department (Santa Maria Branch Jail), Public Works (PCI 58, storm damage repair, 5-year MOE, road operations), County Council (0.5 FTE restoration), General Services (maintenance funding, IV center), Community Services (Orchid Community Park, dead tree removal, parks deferred maintenance), and Fire (division chief for dispatch, civilian inspector).
• Supervisor Williams (Unidentified speaker 7):
• Noted that his tab 3 list totals $6.6 million ongoing and $6.9 million one-time (mostly capital).
• Supported County Council restoration and District Attorney expansion (gang murder case, case management system) as one-time expenses.
• Supported probation restoration for Prop 36 caseloads and a one-time bathroom remodel.
• Prioritized adding Sheriff’s deputies to mitigate lost time ($642,000 first year).
• Emphasized the importance of funding for Isla Vista.
• Argued that custody deputy expenses should be funded from jail money to avoid double-counting.
• Supported Community Choice Aggregation, library items, homeless shelters/warming centers, Chamber of Commerce, and Ivy Community Center.
• Supported behavioral wellness IMD beds, noting implementation challenges due to court orders.
• Supported social services restorations for matching funds (CalFresh) and foster care administration.
• Suggested using one-time expenditures for the $3 million deferred maintenance to avoid competing with public safety/social service restorations.
• Calculated that his priorities would require using reserves slightly higher than the CEO’s recommendation (3.8%).
• Supervisor Wolf (Unidentified speaker 8):
• Suggested allocating $700,000 for capital and using the remaining $700,000 for departmental safety measures.
• Emphasized the importance of the social safety net and collaboration among departments.
• Cited a BIF showing social services caseloads are high (comparable to a PCI of 20).
• Noted that the county’s general fund contribution to state/federal programs is low compared to other counties.
• Supported County Council ($89,000), District Attorney expansion ($80,000 for translation/transcription), and Public Defender computer system specialist.
• Supported probation restorations for Prop 36, juvenile field supervision, and probation assistant.
• Supported Sheriff’s Department for Isla Vista foot patrol station ($1 million) and courtroom bailiffs ($1 million), contingent on resolving hiring issues.
• Supported Community Services for Orcutt Community Park maintenance, Community Choice Energy, libraries, homeless shelter pass-through, Chamber of Commerce, and Isla Vista center.
• Supported Fire Department expansion requests.
• Supported all behavioral wellness restorations (beds) and new crisis residential.
• Supported social services restorations for matching funds (CalFresh, child welfare) and foster care/adult protective services.
• Suggested looking at federal/state audit measurements for social services to ensure compliance.
• Supervisor Lavagnino (Steve Lavagnino):
• Focused on long-term sustainability (4-5 years) and the $90 million increase in pension costs.
• Questioned the impact of salary increases on the unfunded liability, suggesting the primary issue was low investment returns (0.8%).
• Expressed skepticism about spending more on social services without changing operations, noting the county already spends over $1 billion every four years on social services and mental health.
• Supported behavioral wellness IMD beds.
• Supported County Council ($112,000) and Public Defender assessment.
• Deferred the decision on the Santa Maria Jail to the Sheriff.
• Prioritized infrastructure (buildings, roads) and the 18% deferred maintenance plan.
• Requested a report on the impact of property taxes from pipeline issues (Exxon, Veneco bankruptcy) over the next 3-5 years.
• Suggested exploring the redirection of funds for school resource officers if other districts contribute.
• Chair Hartmann (Joan Hartmann):
• Highlighted themes of process improvements through technology and leveraging funds.
• Prioritized social services restorations (1 and 2), behavioral wellness beds, and public works emergency repairs due to their leverage of other funds.
• Supported maintaining library per capita funding.
• Suggested exploring UCPD services for the Sheriff and Ivy in the schools, and looking at contributions from other cities for school resource officers.
• Expressed gratitude for the consistent framework provided by the CEO.
• Supervisor Williams (Closing Remarks):
• Emphasized the moral dimension of the budget, stating that society is judged by how it treats the poor, foster kids, and immigrants.

Decisions and Votes

• No formal motions were moved, seconded, or voted upon during this segment of the transcript. The board engaged in deliberation and provided feedback to the CEO for the finalization of the recommended budget. The CEO stated that the recommended actions for the board were to provide further direction, receive and file information, and adopt the CEQA exemptions. The meeting then broke for lunch.

2017 Budget Workshops – Final Comments and Motion to Conclude

Discussion

• Members provided final remarks regarding the balance between social services expenditures and other county priorities. One member argued that previous boards had spent excessive funds on social services without sufficient results, citing high welfare dependency rates, and advocated for a focus on workforce development and self-sufficiency rather than direct aid. Another member responded by noting the increase in Social Services Department staffing was driven by eligibility requirements for the Affordable Care Act and other benefits, and stated that their proposed budget included a balanced approach with limited restorations to social services while also addressing capital and maintenance needs. A third member emphasized the need to manage within current financial limits while making necessary investments in infrastructure and the future, acknowledging the board’s diverse perspectives and the CEO’s role in synthesizing them.

Motion and Vote

• The CEO requested a motion for the recommended actions to complete the workshops. A motion was made to adopt the recommended actions. The motion was seconded. A voice vote was taken, with members responding "aye." The motion passed.

Decision

• The board concluded the 2017 budget workshops. It was noted that budget hearings would follow in June. The meeting was adjourned, with the next meeting scheduled for Tuesday, May 2nd.