UnGovr Words

Board of Supervisors — 2018-04-16

Board of Supervisors — 2018-04-16April 16, 2018

Switch meeting
BodyBoard of Supervisors
MeetingRegular Meeting
Date📅 April 16, 2018

Click any transcript line to jump the video there.

Meeting Summary

  1. PendingQueued for transcription.
  2. AIYou are hereAuto-transcribed and summarized; not yet human-verified.
  3. VerifiedReviewed and corrected by a person.

This summary was AI-generated to save you time. It may miss or misstate details, so verify against the official recording and the transcript.

At a glance

Recovery Learning Centers Funding

  • Community members requested a 20% budget increase to support operations at Lompoc and Santa Maria centers.
  • Speakers noted that funding has remained static for eight years while operational costs have risen.
  • No motion was made or vote taken on the request.

General Budget Overview and Initiatives

  • The Board discussed the bifurcated budget process, prioritizing methodical review and public input before final decisions.
  • Supervisors debated tax strategies, with some opposing general-purpose taxes in favor of specific expenditure-linked measures.
  • Discussions included centralizing Human Resources, consolidating IT governance, and allocating funds for management audits.
  • Concerns were raised regarding deferred maintenance liabilities and the timing of the fire tax shift.

Behavioral Health Services

  • Staff explained the distinction between mandatory and discretionary mental health services based on eligibility and state contracts.
  • The Board requested data on gang crime reductions and referrals under the LORS law.
  • A Board Inquiry Form was requested to discuss pilot programs with law enforcement and crisis stabilization usage.

County Counsel Budget and Legal Support

  • County Counsel reported a 20% increase in legal support workload for long-term disaster recovery.
  • The department requested additional staffing or assistance in triaging priorities to reduce unsustainable overtime.
  • The Board indicated direction to revisit the delegation of $50,000 in litigation settlement authority in closed session.

Countywide Initiatives

  • Staff proposed a paperless routing system for board letters and contracts to streamline processes.
  • A resident satisfaction survey was proposed to benchmark against other communities and identify priorities.
  • Staff reported on the evaluation of 41 county boards, finding no immediate need for elimination but noting potential cost reductions.

Behavioral Wellness Commission Update

  • The Commission Chair highlighted the department's response to the Thomas Fire and mudslides, including patient evacuations.
  • The speaker noted that the general fund contribution is lower than comparable counties like Ventura and San Luis Obispo.
  • A sales tax initiative was suggested to fund increased demand for crisis services and alternatives to incarceration.

Budget Development Overview and Fiscal Challenges

  • Staff outlined the budget timeline, noting final adoption hearings are scheduled for June.
  • Key fiscal challenges include disaster recovery costs, workforce retention, and deferred maintenance.
  • The initial $24 million potential gap was reduced through efficiency measures and improved state/federal revenues.
  • Revenue projections show general fund growth of approximately 3% to $419 million.

Renew 22 Project Update

  • Staff assessed initiatives based on effort and fiscal return, categorizing them by policy alignment and impact.
  • An option was proposed to realign the fire tax shift timeline to reduce transfers by approximately $489,000.
  • Staff presented options for a general purpose sales tax, with a decision deadline of July 17 for the November ballot.
  • Proposals included establishing an IT executive council and coordinating a countywide GIS system.

Departmental Presentations and Public Comment

  • Behavioral Wellness staff discussed the cost difference between in-county and out-of-county beds for conservatorship clients.
  • The District Attorney expressed confidence in department competence and encouraged collaboration with the Public Defender.
  • The Public Defender raised concerns about potential service caps without new revenue sources.
  • The Sheriff’s Department was thanked for recidivism work and disaster response efforts.

General Services Department Budget

  • The department presented a $48 million operating budget with staffing remaining flat at 115.5 FTEs.
  • Key challenges include facility maintenance, cybersecurity, and public safety radio upgrades.
  • Accomplishments included completing Phase 1 of the Isla Vista Community Center and reducing data centers from three to two.
  • Expansion requests included two ICT positions for cloud and Microsoft engineering.

District Attorney’s Office Budget

  • The office faced an initial $700,000 shortfall, offset by cost reductions and reserve usage.
  • Key challenges include structural budget imbalance, electronic discovery volume, and recruitment difficulties.
  • The DA proposed eliminating one Deputy District Attorney position in South County Collaborative Courts.
  • Restoration requests included positions for Collaborative Courts and additional investigators.

Behavioral Wellness Department Budget

  • The department reported a $4 million general operating budget with approximately 385 FTEs.
  • Proposed service level reductions would result in a lack of 22 beds for conserved individuals.
  • A restoration request was made to support 22 conserved clients and restore acute psychiatric beds.
  • Objectives include implementing a locked Mental Health Rehabilitation Center in-county.

Board Discussion and Comments

  • The District Attorney clarified that gang crime statistics showed a 39% decrease in the City of Santa Barbara.
  • The Behavioral Wellness Director explained rising costs for conserved individuals due to federal reimbursement changes.
  • Board members discussed the need for cost reduction, revenue generation, and centralizing HR and GIS initiatives.
  • Inquiries were raised regarding the purpose of special taxes and their alignment with other departments.

Public Defender’s Office Presentation

  • The office highlighted the adoption of a holistic defense model and challenges with excessive continuances.
  • The cost to house an inmate was noted at approximately $42,000 per year.
  • The office requested one additional investigator and funding for expert evaluations to meet legal mandates.
  • Discussions covered digital discovery solutions, continuance work groups, and video arraignment effectiveness.

Human Resources Centralization

  • The HR Director reported efforts to centralize services to improve efficiency and reduce liability.
  • A fiscal model was developed, but changes for Fiscal Year 18-19 were not implemented.
  • A consultant was engaged to develop an employee manual as part of civil service reform.
  • A specialized firm was recommended to conduct a study on HR organizational structure and staffing models.

Behavioral Wellness Support

  • A commissioner spoke in support of the department, highlighting its role in disaster response.
  • The commissioner noted the department's liaison work with the Sheriff’s Department regarding inmate mental health needs.
  • No motion was made or vote taken on the support statement.

Probation Department Budget

  • The department presented a balanced budget of approximately $57 million without service level reductions.
  • Key challenges include leadership vacancies and the impact of recent legislation such as Proposition 63.
  • Expansion requests included positions for firearm investigations and reducing sex offender caseload ratios.
  • The department highlighted accomplishments such as a data mining review and a SAMHSA grant for Veterans Treatment Court.

Preliminary Budget Overview and Fiscal Context

  • The County Executive Office noted that no final funding decisions would be made during the budget workshops.
  • Financial impacts of the Thomas Fire and debris flow were described as complex and multi-year.
  • The Strategic Reserve is currently at $23 million, below the policy target of $33 million.
  • An expansion request was discussed for four annual management audits by outside consultants.

Departmental Presentations and Specific Requests

  • The District Attorney discussed the obligation to regularize an Investigative Assistant position.
  • The Probation Department expressed interest in shifting toward intervention over incarceration.
  • General Services discussed the unfunding of a Parks Planner position and the management of CSA 3 funds.
  • The Fire Department discussed funding for Station 21 via debt issuance and staffing levels.

Community Services Department Presentation

  • The department presented a $29 million operating budget with 82 FTEs.
  • Challenges included deferred maintenance in parks and increased complexity of homeless programs.
  • Expansion requests included funding for homeless point-in-time counts and tree maintenance.
  • Staff indicated plans to take an active role in implementing Prop 68 projects.

Public Comment

  • A member of the public alleged issues with a rejected design approval by the Board of Architectural Review.
  • Another commenter requested additional funding for Regional Living Centers due to increased client volume.
  • No motion was made or vote taken on the public comments.

Fire Department Budget Presentation

  • The Fire Department presented a $78 million operating budget with 259 FTEs.
  • Key priorities include dispatch improvements and Station 41 in New Cuyama.
  • An expansion request was made to convert two extra help positions to regular squad leaders.
  • The department is exploring different EMS delivery service models as the current contract expires in 2020.

Public Works Budget Presentation

  • The department presented a $123.3 million operating budget with 281.25 FTEs.
  • Key challenges include disaster recovery from the Thomas Debris Flow and infrastructure funding.
  • A proposal was made to shift sidewalk maintenance responsibility to property owners.
  • The deferred maintenance backlog increased to a projected $315 million for FY 2018-19.

Closed Session

  • The Board indicated conceptual direction to bring back the item regarding the delegation of litigation settlement authority for final action.

Full summary

Agenda Item: Public Comment on Recovery Learning Centers

  • Discussion: Robert Gutierrez and Kathy Ortiz spoke in support of a budget increase for the Lompoc and Santa Maria Recovery Learning Centers. They stated that these centers provide employment and support for individuals with mental illness, reducing reliance on emergency services and hospitalization. They noted that funding has not increased in eight years while minimum wage costs have risen, threatening the centers' ability to operate. They requested a 20% budget increase from the Behavioral Wellness Budget.
  • Action: No motion was made or vote taken.

Agenda Item: General Budget Overview and Initiatives

  • Discussion: The Board discussed various budget initiatives and financial projections.
  • Process: Supervisor Adam expressed support for the bifurcated budget process, allowing for methodical review and public input before final decisions in June.
  • Boards and Commissions: Supervisor Adam suggested an exercise to prioritize and potentially eliminate three boards, commissions, or committees.
  • HR and IT: Supervisor Adam supported centralizing Human Resources and consolidating IT governance and GIS locations.
  • Taxes: Supervisor Adam opposed a general-purpose tax, preferring specific taxes tied to designated expenditures. Supervisor Lavagnino also opposed a general-purpose tax, citing past voter trust issues regarding revenue usage.
  • Audits: Supervisor Adam supported allocating $600,000 for management audits.
  • Maintenance: Supervisor Hartman expressed concern over the accumulation of deferred maintenance liabilities. Supervisor Lavagnino argued for prioritizing maintenance of existing assets over new initiatives.
  • Fire Tax Shift: Supervisor Lavagnino supported continuing the fire tax shift ahead of schedule, arguing that delaying it risks future funding shortfalls.
  • Revenue and Development: Supervisor Hartman argued that the county’s cash flow issues stem from restricting development and suggested approving more projects to increase property tax revenue.
  • Data Requests: Supervisor Adam requested a "JAWS chart" (projected income vs. revenues) and a breakdown of the 18-19 budget column by funding source and priority grid.
  • Action: No formal motions or votes were recorded.

Agenda Item: Behavioral Health Services

  • Discussion:
  • LORS Law: Supervisor Adam inquired about referrals to the court system under the LORS law.
  • Gang Crime: Supervisor Adam asked for data on gang crime reductions in Lompoc and Santa Maria.
  • Service Levels: A staff member explained the distinction between mandatory and discretionary mental health services using a two-by-two grid based on Medi-Cal eligibility and state contract requirements.
  • Recovery Learning Centers: Supervisor Lavagnino noted that Recovery Learning Centers were not explicitly detailed in the presentation and requested a Board Inquiry Form to discuss pilot programs with law enforcement and crisis stabilization unit usage rates.
  • Action: No formal motions or votes were recorded.

Agenda Item: County Counsel Budget and Legal Support

  • Discussion: County Counsel Mike Gazzone presented the budget and operational status.
  • Achievements: Reported on the resolution of United Launch Alliance property tax appeals, yielding approximately $6.3 million to the county. Also reported on the urgency ordinance for federal disaster assistance and the negotiation of an agreement with the Santa Ynez Band.
  • Workload: Stated that legal support for long-term disaster recovery has increased by 20% and is expected to continue for at least 18 months. Noted that the department has been relying on unsustainable overtime and seven-day work weeks.
  • Requests: Requested either the addition of one attorney and one paralegal or the Board’s assistance in triaging other priorities to reduce workload. Also requested a limited delegation of $50,000 in litigation settlement authority to improve agility in case management.
  • Future Litigation: Mentioned pending property tax appeals involving ERG Operating Company and Exxon Corporation, and capital project support for the Tejiguas and Northern Branch Jail projects.
  • Action: The Board indicated conceptual direction to bring back the item regarding the delegation of litigation settlement authority for final action in closed session. No vote was taken on the staffing requests.

Agenda Item: Countywide Initiatives (Paperless Routing, Surveys, Customer Service, Boards)

  • Discussion:
  • Paperless Routing: Staff proposed a paperless routing and review system for board letters and contracts to streamline processes and reduce costs. Clarified this would not eliminate paper binders for Board members unless voluntarily chosen. Noted that electronic signatures remain a legal challenge.
  • Resident Survey: Staff proposed conducting a resident satisfaction survey, noting the last one was in 2006. The goal is to benchmark against other communities and identify resident priorities.
  • Customer Service: Staff proposed standardizing customer service practices, including training and desk guides, to ensure consistent service levels.
  • Boards and Commissions: Staff reported on the evaluation of 41 county boards, commissions, and committees. Found no immediate need for elimination but noted potential for reducing staff costs. Expressed caution regarding the impact on public participation and policy development.
  • Action: No formal motions or votes were recorded.

Agenda Item: Public Comment on General Overview

  • Discussion: Andy Caldwell spoke regarding the budget process.
  • Critique: Expressed dissatisfaction with the bifurcated budget process, stating it lacks comprehensive information.
  • Data Request: Requested a "JAWS chart" showing projected income versus revenues over time.
  • Salaries and Costs: Noted that 60% of the $1 billion budget is allocated to salaries, benefits, and pension losses. Argued that without cutting personnel or privatizing, significant cost reductions are unlikely.
  • Consultants: Questioned the practice of hiring consultants for major issues while department heads are highly compensated.
  • Action: No formal motions or votes were recorded.

Agenda Item: Behavioral Wellness Commission Update

  • Discussion: The Chair of the Behavioral Wellness Commission provided an update on the Request for Proposal (RFP) process, noting that awards were granted to entities with high performance capabilities. The speaker highlighted the department’s response to the Thomas Fire and subsequent mudslides, including the evacuation of Vista Del Mar patients and the presence of behavioral wellness staff at recovery centers.
  • Financial Context: The speaker noted that the general fund contribution to behavioral wellness is $5.5 million, comparing this to higher contributions in Ventura County ($11.9 million) and San Luis Obispo County ($11.6 million).
  • Revenue Proposal: The speaker suggested exploring a sales tax initiative to fund increased demand for crisis services, additional beds, and alternatives to incarceration.
  • Action: No motion was made or voted upon.

Agenda Item: Budget Development Overview and Fiscal Challenges

  • Timeline and Process: Staff outlined the budget preparation timeline, noting that departmental budgets were submitted in February, followed by workshops, a recommended budget release in May, and final adoption hearings in June.
  • Key Challenges: Staff identified key fiscal challenges including cannabis legalization impacts, disaster recovery costs, workforce recruitment and retention, state/federal mandates, technology investments, mental health services, jail commitments, and deferred maintenance.
  • Deferred Maintenance: Staff presented data on the 18% maintenance funding policy adopted in 2014. For Fiscal Year 2017-18, the county met the projected $6.4 million contribution. For Fiscal Year 2018-19, the preliminary budget includes $4 million in ongoing discretionary revenue growth toward the $8.9 million projection, with potential for additional one-time funds.
  • Fiscal Impact Report Recap: Staff reviewed seven pending fiscal impacts:
  • 1. Deferred Maintenance: Partially addressed in the preliminary budget. 2. IHSS Mandated County Share: Resolved for 2018-19 due to improved state/federal funding. 3. Sheriff’s In-Car Video/Computer Systems: Deferred to the next fiscal year. 4. Inpatient System of Care/IMD Costs: Initial $4 million impact reduced to approximately $2.4 million through revenue restructuring. 5. Portable Radio Replacement: Second year of funding included in the current budget. 6. Solar Projects: Under review; a presentation from General Services is expected. 7. Vintage Ranch Bridge Project: Cost estimate increased from $400,000–$500,000 to approximately $700,000 due to escalation and redesign. This item falls under the general fund as it was not included in the impact fee project list.
  • Disaster Recovery Impacts:
  • Costs: Estimated total disaster impact on county departments is approximately $55 million. The county’s share is estimated at a minimum of $6.3 million, with a total local share impact of approximately $12.3 million.
  • Revenue Losses: Projected revenue losses are approximately $2.9 million for the current year and $3.6 million for the next year. The next year’s loss includes approximately $3.1 million in reduced property tax revenues and $500,000 in lost TOT taxes.
  • Funding Strategy: The board previously approved a $6.25 million transfer from the county strategic reserve to cover current year costs. Staff emphasized the need to set aside funds for next year’s permanent work and cash flow needs pending federal/state reimbursement.
  • Governor’s Budget: Staff are monitoring the governor’s budget for potential backfill of property tax losses in the May revision.
  • Gap Closing Strategies: Staff reported that the initial $24 million potential gap for the upcoming fiscal year has been reduced through lower pension costs (for public safety), improved state/federal revenues, efficiency measures, service level reductions, and renewed 22 proposals.
  • Revenue Projections:
  • General Fund: Projected to grow by approximately 3% to $419 million.
  • Discretionary Revenues: Projected to grow by 2.5% to $256 million.
  • Property Taxes: Projected to grow by 2.4%. Staff noted that without disaster impacts, growth would have been approximately 4.9%.
  • TOT Taxes: Projected to decrease by approximately 21% from the budgeted amount, though staff noted a slight growth from actual current-year figures.
  • Prop 172: Projected to grow by 3%.
  • SB 1 Revenues: Projected to grow by over 100%.
  • Service Level Impacts: Seven departments identified service level impacts totaling $5.2 million and approximately 11 FTEs.
  • Restoration/Expansion Requests:
  • Public Defender: $325,000 recommended to fund three FTEs to eliminate a structural deficit.
  • Clerk/Recorder/Assessor: $340,000 set aside for increased voter registration costs due to state legislation linking registration to DMV renewals.
  • Sheriff: Five FTEs for dispatch call takers and ten FTEs for service technicians in the main jail to address conditions of confinement.
  • General County Programs: $6.25 million for disaster recovery and $1 million for behavioral wellness contingency (IMD/beds).
  • Total Outstanding Requests: $27.3 million and approximately 44 FTEs.
  • Future Risks: Staff cited ongoing risks from future disasters (vegetation regrowth), potential economic recession, and the need for vigilance.
  • Action: No motion was made or voted upon.

Agenda Item: Renew 22 Project Update

  • Overview: Staff presented the status of the Renew 22 initiative, aimed at transforming county operations by 2022 to be more resilient and responsive. Key areas include sustainable revenue strategies, operational efficiency, customer service, and leadership development.
  • Categorization of Ideas: Ideas were categorized into four groups: (1) actions already underway, (2) proposals consistent with board policy, (3) ideas requiring board policy changes, and (4) initiatives with significant multi-departmental impact.
  • Effort vs. Return Assessment: Staff assessed initiatives based on effort (staff time) and fiscal return (low: <$500k, medium: $500k–$1M, high: >$1M).
  • Specific Initiatives Discussed:
  • Slowing Property Tax Shift: The board previously adopted a policy to shift 25% of annual general fund property tax growth to the Fire District until it reaches a 70% funding level. Due to higher-than-projected tax growth, the threshold will be reached two years earlier than forecast. Staff proposed an option to realign the timeline by shifting 15% of growth instead, which would reduce the transfer by approximately $489,000.
  • General Purpose Sales Tax: Staff presented an option to levy a general purpose sales tax on the unincorporated area. The current rate is 7.75%. A 0.25% increase would generate approximately $1.89 million; a 0.5% increase would generate approximately $3.78 million. If pursued, the board would need to decide by July 17 to place it on the November 2018 ballot.
  • IT Governance: Staff proposed establishing an IT executive council and developing countywide IT standards to reduce costs, improve security, and streamline purchasing.
  • Coordinated GIS System: Five departments (Assessor, Public Works, Fire, Sheriff, Planning) are jointly funding a countywide GIS solution to replace individual semi-annual purchases.
  • Office Consolidation: Staff proposed exploring the reduction of office locations and sharing space (e.g., partnering with the Ag Commissioner in Carpinteria) to reduce overhead.
  • Future Initiatives: Staff listed initiatives for future fiscal years, including dedicating future property tax shifts, consolidating business/accounting functions, optimizing facility maintenance, reviewing retirement models, streamlining organization, and centralizing IT services.
  • Action: No motion was made or voted upon.

Agenda Item: Departmental Presentations and Public Comment

  • Behavioral Wellness:
  • Discussion: Staff presented performance objectives and budget details. Supervisors discussed the high cost of out-of-county beds for conservatorship clients compared to in-county options. Supervisor Adam noted that Santa Barbara County has a higher rate of conservatorships per capita than Ventura County. Supervisor Wolf emphasized the choice between funding in-county beds (lower cost per individual, potentially better outcomes) or continuing to fund out-of-county placements.
  • Public Comment: Ana Campbell advocated for a locked residential mental health treatment center in the county to save money and improve outcomes. She also requested funding for one CIT (Crisis Intervention Team) position to accompany law enforcement and noted the importance of referring Laura’s Law clients to the court system to achieve savings.
  • Action: No motion was made or voted upon.
  • District Attorney:
  • Discussion: Staff presented budget and performance data. Supervisor Hartman expressed confidence in the department’s competence and encouraged collaboration with the Public Defender to resolve delays and continuances.
  • Action: No motion was made or voted upon.
  • Public Defender:
  • Discussion: Staff presented budget and performance data. Supervisor Adam expressed concern that without new revenue sources, the board may not have sufficient funds to restore requested positions, potentially leading to a de facto cap on services.
  • Action: No motion was made or voted upon.
  • Sheriff:
  • Discussion: Staff presented budget and performance data. Supervisor Wolk thanked the department for their work on recidivism rates and disaster response.
  • Action: No motion was made or voted upon.
  • County Counsel:
  • Discussion: Staff presented budget and performance data. Supervisor Hartman suggested bringing settlement authority issues to the board as soon as possible.
  • Action: No motion was made or voted upon.
  • Probation:
  • Discussion: Staff presented budget and performance data. Supervisor Adam noted that the department’s "optional" budget cuts included federally or state-mandated items, which he discouraged.
  • Action: No motion was made or voted upon.
  • Public Works:
  • Discussion: Staff presented budget and performance data. Supervisor Adam advocated for allowing staff to research public support for a dedicated road repair tax. Supervisor Wolf thanked the staff for their work on debris basin excavation during the debris flow.
  • Action: No motion was made or voted upon.
  • Fire:
  • Discussion: Staff presented budget and performance data. Supervisor Hartman inquired about the timeline for station renovations at UCSB, with staff indicating work would begin in June. Supervisor Hartman thanked the department for their response to recent fires and debris flows.
  • Action: No motion was made or voted upon.

Meeting Adjournment

  • Action: The meeting was adjourned to reconvene on Wednesday at 9:00 AM.

Agenda Item: General Services Department Budget Presentation

  • Discussion: Jeanette Pell, General Services Director, presented the department’s budget and operational status.
  • Department Structure: The department comprises six budget programs: Administration and Finance, Capital Projects, Facilities and Real Estate Management, Fleet, Information and Communications Technology (ICT), and Purchasing, Surplus, and Mail.
  • Financials: The operating budget is $48 million, with a general fund contribution of $8.6 million. Staffing remains flat at 115.5 FTEs. The largest revenue source is charges for service (ISF rates) at $35 million (53%).
  • Key Challenges: Facility maintenance, cybersecurity (including the recent board approval for a Chief Information Security Officer position), public safety radio upgrades, solar/energy efficiency, and the Northern Branch Jail construction.
  • Accomplishments: Completion of Phase 1 of the Isla Vista Community Center; upgrades to public safety radio coverage in Tanglewood, White Hills, PRISMA, Vic Trace, and San Antonio Peak; vehicle insurance deductible reduction from $20,000 to $10,000; installation of a property management system; launch of an internal call center; reduction of data centers from three to two; and completion of over $4 million in deferred maintenance.
  • Objectives for Next Year: Completion of the Northern Branch Jail (estimated spring 2019); implementation of an energy commissioning program; update of the IT strategic plan; update of the public safety radio strategic plan; streamlining of mail/surplus processes; and implementation of procurement process recommendations from the Renew 22 analysis.
  • Renew 22 Initiatives: Pilot valet service for administrative parking; county-wide procurement analysis; capital improvement plan transition; coordinated GIS; centralization of technology standards; cloud migration; evaluation of local vendor preference revisions; and consideration of an Enterprise Resource Planning (ERP) system.
  • Expansion Requests: Two ICT positions for Cloud and Microsoft Engineering ($150,000 for ADA transition plan; $400,000 for workplace security improvements; $100,000 for water savings projects).
  • Action: No motion was made or voted upon.

Agenda Item: District Attorney’s Office Budget Presentation

  • Discussion: The District Attorney presented the department’s budget and operational status.
  • Key Challenges: Structural budget imbalance requiring use of reserves; increasing volume of electronic discovery; recruitment and retention difficulties; strain on the Bureau of Investigations due to high-profile cases (multiple victim murders, largest gang case in county history); and anticipated impacts from cannabis legalization.
  • Financials: The office faced an initial $700,000 shortfall, offset by strategic cost reductions and reserve usage. The general fund budget is $13.8 million. Staffing is 128.5 FTEs, a reduction of five positions over two years.
  • Revenue: Revenue growth is primarily driven by restricted grant funding (13 grants totaling $2.5 million annually) rather than unrestricted general funds.
  • Accomplishments: Prosecution of the Refugio oil spill case; 39% decrease in gang crime in the City of Santa Barbara; launch of a Human Trafficking Task Force; development of a felony pre-filing diversion program; response to the Thomas Fire and debris flow (1,400 staff hours); and reduction of truancy rates below the state average.
  • Service Level Reduction: Proposed elimination of one Deputy District Attorney position in the South County Collaborative Courts. The DA argued this would hinder restorative justice, increase jail beds, and increase recidivism.
  • Restoration/Expansion Requests:
  • 1. Restoration of the Deputy District Attorney for Collaborative Courts. 2. Expansion for one District Attorney Investigator (unfunded last year). 3. Expansion for one District Attorney Investigator Assistant (subpoena server, unfunded last year).
  • Action: No motion was made or voted upon.

Agenda Item: Behavioral Wellness Department Budget Presentation

  • Discussion: The Behavioral Wellness Director presented the department’s budget and operational status.
  • Key Challenges: Increased federal/state regulations under the Affordable Care Act; redirection of 1991 realignment funds to In-Home Supportive Services (reducing available funds for mental health by $500,000 this year and an additional $500,000 next year); and rising costs for conserved individuals and out-of-county acute psychiatric care.
  • Financials: General operating budget is $4 million; general fund support is $5.5 million. The department has approximately 385 FTEs. The budget includes $2.35 million in service level reductions and a corresponding restoration request.
  • Service Level Reductions: Proposed reductions would result in a lack of 22 beds for conserved individuals (IMD) and a reduction of acute out-of-county psychiatric beds to 4.5 per day.
  • Restoration Request: Funds to support 22 conserved clients and restore 2.5 acute psychiatric beds.
  • Accomplishments: Approval of the Drug Medi-Cal Organized Delivery System (ODS) plan; state readiness survey completed; launch of residential treatment programs; integration of mobile crisis and triage teams into a centralized hub; reduction of Incompetent to Stand Trial (IST) bed days by over 50%; and implementation of an inpatient pharmacy at the Psychiatric Health Facility (PUF).
  • Objectives for Next Year: Implementation of the Drug Medi-Cal ODS; integration of mental health and alcohol/drug services; pursuit of a locked Mental Health Rehabilitation Center (MHRC) in-county; and identification of resources for new PUF beds.
  • Renew 22 Initiatives: Co-response with law enforcement; development of a locked MHRC; non-emergency MediCal transportation options; paperless initiatives; and cross-departmental client linkage.
  • Action: No motion was made or voted upon.

Agenda Item: Board Discussion and Comments

  • District Attorney Statistics: The District Attorney clarified that gang crime statistics for the City of Santa Barbara showed a 39% decrease in crimes committed for the benefit of a gang, citing a police chief’s report.
  • Extra Help Positions: The District Attorney explained that the Investigator Assistant position is difficult to fill with "extra help" staff due to safety risks (door-to-door service) and the need for bilingual capabilities.
  • Collaborative Courts Funding: The District Attorney noted that the North County Collaborative Court position is funded by the Community Corrections Partnership (CCP), while the South County position is funded by the General Fund.
  • Behavioral Wellness – Conserved Individuals: The Director explained that rising costs for conserved individuals are driven by federal reimbursement changes, increased statewide demand, and pending legislation that may broaden conservatorship eligibility.
  • Behavioral Wellness – MHRC: The Director discussed the goal of implementing a locked MHRC in-county, noting that the CCP is also seeking intensive beds for criminal justice-involved clients, with potential for integration or separation of these services.
  • Behavioral Wellness – Co-Response: The Director described a limited pilot program for co-response with law enforcement, currently involving coordinated responses rather than shared vehicles.
  • Board Member Comments:
  • One board member emphasized the need for cost reduction and revenue generation, supported centralizing human resources and GIS initiatives, and expressed interest in evaluating a sales tax measure comparable to other cities.
  • Another board member inquired about the purpose of a special tax and its alignment with other departments like General Services and Public Works.
  • Action: No motion was made or voted upon.

Agenda Item: Public Defender’s Office Presentation and Discussion

  • Discussion: The Public Defender presented an overview of the office, highlighting the adoption of a holistic defense model and identifying key challenges including excessive continuances, mental health issues among clients, and the management of large volumes of digital discovery. The presentation noted that the cost to house an inmate is approximately $42,000 per year and that five of the oldest cases in the department have incurred an estimated $740,000 in housing costs. The Public Defender discussed the impact of recent legal decisions, including Franklin and Miller, which mandate extensive social and psychological investigations for young adult clients. The office requested one additional investigator and funding for expert evaluations to meet these mandates. The presentation also covered the office’s pursuit of external grants, including an NLADA VISTA grant and a partnership with a Silicon Valley group for automated court appearance notifications, as well as efforts to become paperless by 2019.
  • Q&A: Supervisor Hartmann asked questions regarding the path forward for assimilating digital discovery data, the potential for an outside auditor to study continuances and inter-departmental cooperation, court start times, and video arraignment. The Public Defender responded that a global solution for digital discovery is needed, suggesting collaboration with the District Attorney’s case management system and exploring cloud-based services. Regarding continuances, the Public Defender suggested forming a work group to address low-hanging fruit in the process rather than an immediate audit. On court start times, the Public Defender noted that while most courts start at 8:30 AM, there is significant wasted time due to scheduling and case calling procedures. Regarding video arraignment, the Public Defender cited experiences in other counties where it reduced costs and improved safety, noting that a tour of the San Diego jail demonstrated its effectiveness. The Public Defender confirmed that the office is building systems to track continuances and case age.
  • Action: No motion was made or voted upon.

Agenda Item: Human Resources Centralization

  • Discussion: The Human Resources Director reported on efforts to centralize HR services in high-need departments to improve efficiency, reduce liability, and establish consistent policies. The Director noted that the county currently lacks a comprehensive HR manual and that decentralized HR models have not yielded the desired economies of scale. A fiscal model was developed with the CEO’s Office and Auditor-Controller, but changes for Fiscal Year 18-19 were not implemented; outstationed HR managers will remain in line department budgets but report to central HR. The Director stated that a consultant was engaged to develop an employee manual as part of civil service reform. The Director recommended commissioning a specialized firm to conduct a study on HR organizational structure and staffing models to identify opportunities for restructuring and cost reduction, noting that the current ratio of central HR employees to the county workforce is 1:172, which is lower than comparable counties.
  • Action: No motion was made or voted upon.

Agenda Item: Behavioral Wellness Support

  • Discussion: A commissioner for Behavioral Wellness District 3 spoke in support of the department, highlighting its role in disaster response and its liaison work with the Sheriff’s Department to address mental health and substance abuse needs among inmates.
  • Action: No motion was made or voted upon.

Agenda Item: Probation Department Budget Presentation

  • Discussion: Chief Probation Officer Tanya Heitman presented the proposed Fiscal Year 18-19 budget, which totals approximately $57 million, including $27 million from the General Fund. The department reported that it is submitting a balanced budget without service level reductions or restoration requests, despite previous concerns about a $2.4 million gap. The budget includes a net increase of four FTEs. Key challenges cited include leadership vacancies, the impact of recent legislation such as Proposition 63 (firearm investigations) and Continuum of Care Reform, and the need to replace retiring managers.
  • Projects: The presentation detailed three capital projects managed by General Services: barrier installation at Santa Maria Juvenile Hall (delayed due to manufacturing issues), a latrine remodel at Los Prados Boys Camp to address inspection findings, and a remodel of the Santa Barbara Probation Report and Resource Center.
  • Financials: The department reported that state and federal revenues now exceed the General Fund contribution. Charges for services have grown from $1 million to $2 million, though juvenile fee collections are expected to decrease due to legislative changes.
  • Accomplishments: The department highlighted recent accomplishments, including a data mining review of juvenile cases, the implementation of a supervised pretrial release program (for which the CCP approved two additional compliance officer positions), and the receipt of a $975,000 SAMHSA grant for the Veterans Treatment Court.
  • Future Initiatives: Future initiatives include implementing a risk and needs assessment tool for juveniles, increasing high school graduation rates for youth in camp, and improving coordination for residential treatment beds for realigned adult offenders.
  • Expansion Requests: The department submitted two expansion requests totaling approximately $241,000: one deputy probation officer to handle Proposition 63 firearm investigations (estimated 550 investigations in the first three months) and one probation officer to reduce the caseload ratio for sex offenders from 53:1 to 40:1.
  • Action: No motion was made or voted upon.

Agenda Item: Preliminary Budget Overview and Fiscal Context

  • Discussion: The County Executive Office presented the context for the week’s budget workshops, noting that no final funding decisions would be made during this period. Final approval is scheduled for June. The presentation highlighted the financial impacts of the Thomas Fire and the January 9 debris flow, describing the recovery as complex and multi-year. It was noted that property taxes from the Montecito area constitute 17% of the property tax base and 62% of the General Fund’s Tax on Total (TOT). The Strategic Reserve is currently at $23 million, approximately $10 million below the policy target of $33 million.
  • Key Financial Commitments:
  • Northern Branch Jail: $10.9 million in ongoing General Fund funding is being set aside for operations, with construction completion expected in the coming year.
  • Maintenance: The 18% discretionary revenue policy for maintenance continues, though amounts are lower than previously projected due to reduced General Fund revenues.
  • Cannabis Tax: A potential revenue measure is on the June 2018 ballot, estimated at $5–$25 million. The preliminary budget does not include this potential revenue. A $1.9 million staffing plan for enforcement was previously presented.
  • Renew 22: The organizational efficiency initiative continues, with a focus on resilience and cost-effectiveness.
  • Expansion Requests: An expansion request was discussed for four annual management audits conducted by outside consultants to assess departmental best practices, organizational design, and resource management. This request is not currently funded in the preliminary budget.
  • Questions and Clarifications:
  • Vintage Ranch Bridge: A discrepancy was noted between an expansion request of $700,000 and a projected cost of $4–$5 million. Staff clarified the difference and noted the project is related to development conditions.
  • Disaster Recovery Funds: A $6.25 million allocation was discussed. Staff explained that while categorized as ongoing revenue, it is intended as a one-time use for disaster recovery costs. A suggestion was made to return these funds to the Strategic Reserve for flexibility, but staff maintained the current categorization based on the known purpose.
  • Sales Tax vs. Prop 172: A question was raised regarding the discrepancy in growth projections between Prop 172 (3% increase) and sales tax (0.9% increase).
  • Renew 22 Funding: A $875,000 expansion request for Renew 22 initiatives was detailed, including $600,000 for consultant-led audits, $45,000 for leadership certificates, and $25,000 for public records software. Staff confirmed that if the board does not approve related ballot measures (e.g., sales tax), the associated funds would return to the General Fund.
  • Behavioral Wellness: A $2 million allocation from the General Discretionary Fund Balance was identified for Behavioral Wellness, with staff indicating it is anticipated for bed capacity but could potentially be used for other needs.
  • Action: No motion was made or voted upon.

Agenda Item: Departmental Presentations and Specific Requests

  • District Attorney:
  • Investigative Assistant: An expansion request was discussed for a full-time Investigative Assistant position. Staff noted that the position is currently filled by "extra help" personnel, which has time limits under Civil Service Commission rules. The board discussed the obligation to regularize the position if the work is vital.
  • Collaborative Justice Program (CCP): A restoration request for a Deputy DA position was discussed. Staff clarified that this is an additional position, distinct from a previously funded combined North County position.
  • Probation Department:
  • Juvenile Justice: The board expressed interest in the department’s shift toward intervention over incarceration and the growth of the pretrial release program.
  • Staffing: An increase in Deputy Probation Officer positions was noted, attributed to an increase in sex offenders.
  • General Services / Parks and Community Services:
  • $50,000 Agreement: A discussion occurred regarding a $50,000 agreement that does not require board approval. A board member suggested moving forward with the agreement and keeping the board informed of such items.
  • Homeless Services: Data was presented indicating 17 providers reporting on 1,118 homeless service beds.
  • Parks Planner Position: The unfunding of a 0.7 FTE Parks Planner/County Trails position was discussed. Staff stated this was the only cut that would not significantly affect the park system overall, noting the position holder is retiring. Staff proposed spreading the workload and using consultants for developer impact fee assessments at a lower cost.
  • Sustainability Division: A suggestion was made to move the Sustainability Division under General Services due to its energy management functions, though the presenting director noted the division was formed in 2015 and handles Climate Action Plan reporting.
  • Water/Wells: The completion of the Henry’s Beach well replacement was noted.
  • CSA 3 Funds: The department’s management of CSA 3 funds for projects in District 2 parks (e.g., Thunderbird, Blueberry Hill) was highlighted.
  • Community Input Process: A board member suggested that the department seek board policy direction before soliciting community input on a specific project, citing potential community opposition.
  • 18% Maintenance Policy: A board member clarified that the 18% allocation is a projection rather than an absolute guarantee.
  • Fire Department:
  • Fire Station 21 (Cuyama): Funding via debt issuance was discussed. Staff confirmed this is part of the county’s Capital Outlay Program (COP).
  • Staffing: A staffing jump from 2014 to the present was attributed to the addition of Hotshot crews.
  • Fire Attack Shift: A board member expressed support for maintaining the current trajectory toward a 17% staffing level, opposing interruptions to the plan.
  • Community Services Department (Detailed Presentation):
  • Overview: The department comprises five divisions: Admin/Support, Parks and Open Space, Housing and Community Development (HCD), Community Support (Arts/Libraries), and Sustainability.
  • Challenges:
  • Parks: Deferred maintenance backlog, increased user fees, and doubled insurance rates due to recent claims.
  • HCD: Increased complexity of homeless programs and federal requirements.
  • Libraries: Funding strain leading to potential reduced hours.
  • Sustainability: Pursuit of new funding sources (e.g., Cap and Trade) to meet climate goals.
  • Budget: Operating budget is $29 million with 82 FTEs. General Fund support is $10 million, of which $4 million is pass-through for libraries and shelters.
  • Projects:
  • Halama: Construction of five new cabins and restroom renovations.
  • Kachuma Lake: Modernization of facilities and water line improvements; exploration of public-private partnerships for "glamping."
  • Housing: Leveraging federal funds for senior housing in Santa Maria and affordable housing in New Cuyama.
  • Arts: 36th annual contract with the City of Santa Barbara and State of California.
  • Service Level Reductions:
  • Unfunding of 0.7 FTE Parks Planner.
  • Elimination of three trout plants at Kachuma (trout derby remains funded by Fish and Wildlife).
  • Expansion/Restoration Requests:
  • Homeless Point-in-Time Count & Fair Housing Report: Required by HUD to maintain federal funding.
  • Tree Maintenance: Request for continued funding to mitigate risks from dead/dying trees.
  • Sustainability Grant Manager: Request for a 50% cost-share position to secure state Cap and Trade funds (over $1 billion available annually).
  • Waller Park Well: Replacement of a failing 50-year-old well that is the sole water source for the park’s irrigation.
  • Prop 68: Staff indicated the department plans to take an active role in implementing Prop 68, including trails and disadvantaged community projects.
  • Action: No motion was made or voted upon.

Agenda Item: Public Comment

  • Comment 1: A member of the public addressed the board regarding a rejected design approval by the Board of Architectural Review. The commenter alleged that the board retracted a 7-0 approval after the commenter was threatened by a guard, and that setbacks were subsequently required despite prior approval. The commenter also alleged corruption, erasure of recordings, and issues with microphone usage during previous meetings. The board member acknowledged the comment and indicated the matter would be continued to the next meeting.
  • Comment 2: A member of the public, representing the Behavioral Wellness Commission and the OU project, requested additional funding for Regional Living Centers (RLCs). The commenter noted that the closure of the Telecare drop-in center in Santa Maria has shifted clients to RLCs, increasing costs. The commenter suggested reallocating a portion of the "Peers and Technology" budget to support RLCs in serving these additional clients.
  • Action: No motion was made or voted upon.

Agenda Item: Fire Department Budget Presentation (FY 2018-19)

  • Discussion: Fire Chief Eric Peterson presented the Fire Department’s budget and operational status.
  • Dispatch: The department is studying options to improve the dispatching environment, with a presentation of options scheduled for early June. The goal is to create a regionalized system with 100% emergency medical dispatching county-wide.
  • Operations: The department responded to major fires in Sonoma and Ventura counties and managed the aftermath of the Thomas Fire debris flow. The local Type 3 Incident Management Team was activated 11 times in the past three years.
  • EMS Contract: The current ambulance transport contract with American Medical Response (AMR) expires in 2020. The department is exploring different EMS delivery service models in collaboration with other fire departments.
  • Recruitment and Retention: Challenges exist in hiring and retaining paramedic firefighters. The department is exploring sending current firefighters to medic school.
  • Capital Projects: Priorities include dispatch improvements and Station 41 in New Cuyama. A building in Solvang was recently approved for purchase to house fire prevention and support services, which may reduce the scope of the planned Bilton Operations and Administration Center.
  • Budget Figures: The operating budget is $78 million. Capital equipment is budgeted at $2.7 million, including $2 million for new breathing apparatuses and $600,000 for a new bulldozer. There is no general fund contribution requested.
  • Staffing: The requested budget includes 259 full-time equivalent (FTE) employees.
  • Expansion Request: The department requested to convert two extra help fire crew squad bosses to regular squad leader positions at a net cost of approximately $116,000. This is intended to improve succession planning and provide year-round availability for flood control and defensible space inspections. A $2.4 million greenhouse gas reduction grant application has been submitted to CAL FIRE to help offset costs.
  • Renew 2022: The department is implementing efficiencies, including a streamlined workers' compensation process and paperless initiatives. Changes to EMS contracting models or the joint air support unit configuration would require board action.
  • Q&A:
  • Clarified that the Station 41 project is on hold pending dispatch decisions and cost-effectiveness reviews.
  • Confirmed staffing changes include the addition of a division chief, a CFO, and a firefighter provided by the Chumash tribe.
  • Noted that negotiations with UCSB for fire protection and paramedic services are nearing completion.
  • Stated that the challenge is balancing capital improvements (one-time costs) with staffing (ongoing costs) in line with CityGate recommendations.
  • Action: No motion was made or voted upon.

Agenda Item: Public Works Budget Presentation (FY 2018-19)

  • Discussion: The Public Works Director presented the department’s budget and operational status.
  • Key Challenges: The primary challenges are disaster recovery from the Thomas Debris Flow and long-term county-wide infrastructure funding.
  • Disaster Recovery: Public Works cleared 11 debris basins prior to the rains, assisted Search and Rescue by opening roadways, and removed approximately 500,000 cubic yards of material in the first 60 days. The department is working to maximize cost reimbursement from FEMA, FHWA, and the state. They are developing debris staging plans and repairing damaged basins and spillways.
  • Budget Figures: The operating budget is $123.3 million, which includes $26.4 million in roads capital projects. Major capital projects for resource recovery and water resources/flood control total approximately $29.4 million. General fund contributions are about $3 million.
  • Staffing: The proposed budget includes 281.25 FTEs, which is no change from the previous year.
  • Revenue: SB 1 funding is expected to double from $3 million to $6 million. The department received approximately $3.2 million from the 18% maintenance funding plan in the previous year.
  • Renew 2022 Proposals:
  • Sidewalks: A proposal to shift maintenance responsibility for adjacent sidewalks to property owners, which could reduce county costs by an estimated $200,000–$400,000 annually and reduce the hardscape backlog. Next steps include public meetings and seeking policy direction from the board.
  • Forest Service Roads: A proposal to meet with the Forest Service to discuss potential partnerships or cost-sharing for maintaining high-cost forest service roads currently maintained by the county.
  • Restoration and Expansion Requests:
  • Road Maintenance: A request of approximately $8.6 million to maintain the current Pavement Condition Index (PCI) of 56.
  • Storm-Related Adjustments: Requests for emergency opening and permanent restoration work related to the 2017 storm and the Thomas Fire Debris Flow.
  • Deferred Maintenance: The deferred maintenance backlog increased from $284 million in FY 2017-18 to a projected $315 million for FY 2018-19.
  • Q&A:
  • Clarified that SB 1 funding is based on gallons sold and inflation, with an estimated additional $9–10 million over four to five years.
  • Confirmed the Pavement Condition Index (PCI) dropped two points from the previous year to 56.
  • Noted that the department is ready to work with the board on the sidewalk maintenance proposal.
  • Action: No motion was made or voted upon.