Meeting Summary
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At a glance
Sheriff’s Office Budget Proposal
- The Sheriff’s Office presented a budget proposal addressing staffing shortages, disaster response costs, and the Northern Branch Jail timeline.
- A three-year plan was proposed to eliminate $4.7 million in annual overtime overages by adding 14 law enforcement deputy lines and reducing the sworn vacancy rate to 3%.
- The office detailed a pilot program in Santa Maria that reduced station overtime by 73% and workers' compensation cases by 49%.
- Additional requests include eight deputies for Montecito debris recovery, computer-aided dispatch support, and restoration of the Isla Vista foot patrol.
Crime Statistics and Mental Health
- 2017 crime statistics showed a 5% decrease in overall Part One crime, with violent crime increasing by 6% and property crime decreasing by 7%.
- The Sheriff’s Office emphasized the need for community-based treatment facilities to reduce jail incarceration for mental health crises.
- The ability to perform 5150 holds was identified as a component of a larger strategy to divert mentally ill individuals from the criminal justice system.
- A report from the Mental Health Services Oversight and Accountability Commission was described as a roadmap for addressing mentally ill individuals in the justice system.
Court Security Funding
- The Sheriff’s Office identified court security funding as a chronic statewide issue where state funding is inadequate for staffing needs.
- The office stated it is no longer in a position to subsidize court security beyond state funding levels.
- This position has been communicated to the Governor and the courts regarding the need for adequate resources.
Northern Branch Jail Presentation
- The facility is expected to reach substantial completion in April 2019, with full occupancy by August or September 2019.
- The jail will add 344 rated beds, implement a case management system, and eliminate bookings from North County.
- Goals include reducing the Average Daily Population to 900, expanding electronic monitoring, and implementing video arraignment.
- The Sheriff’s Office requested to push back hiring tranches to ensure staff are fully onboarded before full occupancy.
Superior Court of California, County of Santa Barbara
- The Executive Officer explained that the Superior Court is an independent branch of government with approximately $15 million in expenditures.
- Of the total expenditures, $10 million is a mandatory "maintenance of effort" payment to the state under the Trial Court Funding Act.
- The court is enhancing its supervised pretrial release program and implementing electronic filing to reduce data entry redundancies.
- Negotiations with the Sheriff’s Department regarding courtroom security staffing and the Memorandum of Understanding are ongoing.
Human Resources
- The HR Director presented data on employee turnover, highlighting a "double bubble" phenomenon among early-tenure and long-tenure employees.
- The HR department currently has a ratio of 1:172, which is lower than the optimal ratio of 1:100.
- Policy changes include revamping civil service rules, implementing a unit cash conversion to base pay, and approving ten voluntary early separations.
- A proposal was made to delegate settlement authority to the HR Director for pre-litigation personnel complaints to reduce costs and time.
County Executive Office Presentation and Budget Discussion
- The office reported a 600% increase in complex assessment appeals and a rise in emergency management preparedness sign-ups to 47,000.
- A five-year forecast shows a cumulative gap in major funds, with a projected $5.2 million gap for the 2018-19 fiscal year.
- Available resources include approximately $790,000 in unallocated ongoing revenues and $419,000 in prior year residual fund balances.
- The board discussed the necessity of increasing reserves and the impact of disaster costs on the strategic reserve balance.
Budget Discussion and Closing Remarks
- Supervisors discussed the county’s role in providing high-level services and the need for revenue growth through agriculture and cannabis.
- Specific funding requests included a sustainability FTE, IV and safety initiatives, and full-time crisis intervention positions.
- The board debated the allocation for the 18% growth policy (SB 1) and the long-term sustainability of road maintenance funding.
- Concerns were raised about the potential for impassable roads within 20 years if current funding levels are not adjusted.
Full summary
Meeting Opening and Roll Call
- The Chair called the meeting to order and conducted roll call. The Pledge of Allegiance was recited.
CEO’s Report
- The CEO’s office reported that there was no report for this session.
Public Comment (Items Not on the Agenda)
- Two speakers were recognized for public comment regarding items not on the agenda. 1. Eddie Taylor (United Way): Taylor addressed the transition of the C3H initiative to the "Home for Good" program, led by United Way. He stated that this transition is dependent on maintaining stable funding from the county and cities. He outlined four components of the new initiative: the Funders Collaborative, the Business Leaders Task Force, the Faith Community Collaborative, and a Social Impact Fund. Taylor noted that United Way accepted responsibility as the lead agency for the coordinated entry system in January, partnering with Housing Community Development (HCD) and the Continuum of Care (COC). He clarified that C3H did not serve as the lead agency for the COC, a role now held by HCD. Taylor emphasized the need for continued financial partnership to stabilize the effort and leverage additional funding. 2. Mr. Kolaski: A slip was submitted for Mr. Kolaski, but he was not present in the room to speak. Public comment concluded.
Sheriff’s Office Budget Proposal and Presentation
- The Sheriff’s Office presented its budget proposal, with remarks delivered by Under Sheriff Malekian and Chief Deputy Wasilewski on behalf of Sheriff Brown, who was delayed due to a traffic collision.
Key Issues and Challenges Discussed
- Staffing Shortages: The office reported 468 total sworn positions with a five-year average vacancy of 28 (16 in law enforcement, 12 in custody).
- Disaster Response: Expenditures for the Thomas Fire and debris flow response exceeded $7 million, including 92,965 hours of time and $3.5 million in overtime.
- Northern Branch Jail: The jail is expected to have a soft opening in April 2019 and full occupancy by summer 2019, representing a five-month delay.
- Other Issues: The presentation covered the impact of legalized recreational marijuana licensing, equipment replacement, opioid abuse (34 confirmed deaths last year), and mental health response.
Overtime Reduction and Staffing Plan
- Santa Maria Experiment: The office detailed a pilot program where eight deputies were reassigned to the Santa Maria station. Results included a 73% reduction in station overtime (excluding debris flow response), a 49% reduction in workers' compensation cases, and a 56% reduction in lost time.
- Three-Year Plan: The office proposed a plan to eliminate the $4.7 million annual overtime overage, lower budgeted overtime to $750,000, and reduce the sworn vacancy rate to 3%.
- Expansion Request: The budget request includes lowering the overtime budget by $900,000 and adding 14 law enforcement deputy lines. The office stated that funds for these positions would not be advanced until existing vacancies are filled, aiming to save the county approximately $3.4 million over three years.
- Other Requests: The request includes eight additional deputies for Montecito debris recovery, computer-aided dispatch support, restoration of the Isla Vista foot patrol, scheduling software, radio tower maintenance, and a workers' compensation carve-out program.
Board Questions and Discussion
- Supervisor Wolf: Inquired about the status of the CFMG contract annual report and potential added costs for the Northern Branch Jail. The office stated the report is docketed for May and that jail cost negotiations have just begun.
- Chair Williams: Asked for a breakdown of the disaster response fund and questioned why previous allocations for hiring did not result in higher staffing levels. The office explained that positions added to mitigate overtime were offset by positions removed from other areas (e.g., courts, Isla Vista) to balance the budget. The Chair expressed support for the plan to replace unbudgeted overtime with funded staffing positions.
- Supervisor Hartmann: Asked about the basis for the plan’s confidence, citing the Santa Maria experiment. The office explained that the experiment demonstrated that adequate staffing eliminates the need for backfill overtime and provides surge capacity.
- Supervisor Lavagnino: Questioned recruitment strategies and attrition rates. The office described efforts to create a 20-person recruitment team, streamline testing processes, and outsource background checks. The office noted that recruitment has barely kept pace with retirements.
- Supervisor Lavagnino: Asked about the work schedule for custody deputies, noting mandatory overtime. The office confirmed 12-hour shifts and mandatory overtime sign-ups, which have decreased from 11-12 shifts to 5 shifts per four-month period due to recent hiring.
- Supervisor Lavagnino: Asked about the Sheriff’s position on 5150 holds for mental health evaluations. The office stated it would be beneficial for capacity and operational reasons. The County Counsel noted that the statute provides authority to peace officers or facility heads, and changes would require legislative action.
- Supervisor Wolf: Inquired about the status of the MOU with the courts. The office confirmed the MOU has not been updated, with the last one dating to 2008. The County Counsel explained that the 2008 MOU remains in effect until a new one is signed.
- Chair Williams: Commented on the allocation of resources between court security and street patrol, expressing concern about the disparity in safety needs.
- Supervisor Hartmann: Asked about attrition rates and reasons for premature departures. The office stated it would provide data but did not believe non-retirement departures were excessive.
- Supervisor Adam: Asked about the use of retired rehired personnel. The office stated that outside of the courts, extra help is used for specialized functions, such as developing the contract law bureau.
- Supervisor Wolf: Expressed appreciation for the Sheriff’s Department’s work in the unincorporated area and requested crime statistics to inform future resource allocation.
- Supervisor Hartmann: Asked about the status of the Isla Vista foot patrol and collaboration with UCSB. The office stated that Isla Vista is the only adequately staffed station and that discussions with the university are ongoing regarding staffing levels and needs assessment.
Crime Statistics and Mental Health
- The Sheriff’s Office presented 2017 crime statistics, noting that overall crime (Part One) decreased by 5% from 2016 to 2017, with total crimes dropping from 2,933 to 2,774. Violent crime increased by 6%, while property crime decreased by 7%. The presentation highlighted that Goleta and Carpinteria were listed among the top 100 safest cities in California.
- Discussion regarding mental health focused on the 5150 hold process and the broader mental health plan. The Sheriff’s Office stated that the ability to perform 5150 holds is a component of a larger strategy to divert mentally ill individuals from the criminal justice system. A report from the Mental Health Services Oversight and Accountability Commission, scheduled for presentation on May 1, was described as a roadmap for addressing mentally ill individuals in the justice system. The Sheriff’s Office emphasized the need for community-based treatment facilities to reduce jail incarceration for mental health crises.
Court Security Funding
- The Sheriff’s Office identified court security funding as a chronic statewide issue. It was stated that state funding is inadequate for providing security in court systems, leading to staffing challenges. The Sheriff’s Office indicated it is no longer in a position to subsidize court security beyond state funding levels and has made this position known to the Governor and the courts.
Strategic Plan and Staffing
- The presentation outlined a multi-year strategic approach to address staffing and budget issues, including:
- Strategic reduction of overtime in law enforcement and custody operations.
- Implementation of a recruitment plan.
- Review of deputy compensation relative to the market and other county agencies.
- Addressing pension and cost-of-living adjustment issues affecting retirement decisions.
- Anticipated benefits from the opening of the Northern Branch Jail, including reduced overcrowding and improved work and custody environments.
- Supervisors discussed the budget constraints, noting that there are approximately $28 million in restoration and expansion requests against a available funding pool of $900,000. The Chair noted that the marijuana tax measure on the June ballot and potential pension savings from collective bargaining negotiations are the primary factors that could alter this financial landscape.
Northern Branch Jail Presentation
- A presentation on the Northern Branch Jail detailed the following:
- Timeline: Substantial completion (key handover) is expected in April 2019, with occupancy beginning in July 2019 and full occupancy by August or September 2019.
- Capacity: The facility will add 344 rated beds to the system.
- Operations: The jail will implement a case management system for inmate housing, increase programming opportunities, and eliminate bookings from North County.
- Recidivism Reduction: Goals include reducing the Average Daily Population (ADP) to 900 system-wide, expanding the STP program, using electronic tablets for programming, and increasing electronic monitoring from an average of 70 to 200 inmates. Milestone credits for successful program completion will be added.
- Pre-trial Improvements: Implementation of video arraignment and jail-based competency treatment to reduce time in custody and expedite adjudication.
- Main Jail Improvements: Deferred maintenance on the main jail (plumbing, electrical, HVAC, fire/life safety, ADA compliance) is planned. Space will be converted for inmates with specific medical or mental health needs, and isolation areas will be redesigned to provide more out-of-cell time and socialization opportunities.
- Housing and Programming: The Northern Branch Jail will house primarily minimum and medium security inmates, with a preference for North County residents or those answering charges in North County. It will include 46 specialty beds (30 for behavioral health, 14 for healthcare). Programming will include existing sheriff’s treatment programs, family reunification, a rescued dog program with the Santa Maria Valley Humane Society, pre-apprenticeship certifications, educational opportunities with Allan Hancock College, and wellness classes.
- Staffing: The Sheriff’s Office committed to reducing the vacancy rate to 3%. To align with the jail’s opening, the Sheriff’s Office requested to push back hiring tranches (currently scheduled for August 2018 and March 2019) to ensure staff are fully onboarded before full occupancy.
Public Comment (Sheriff’s Office)
- Fifteen members of the public provided comments. Key themes included:
- Crisis Intervention Training (CIT): Multiple speakers, including representatives from FAMILIES Act, NAMI, and Equity for Santa Barbara, urged the Board to fund a full-time CIT coordinator position (estimated at $130,000). Speakers cited the importance of CIT in de-escalating mental health crises, preventing unnecessary jail incarceration, and reducing use-of-force incidents. Personal accounts were shared regarding negative outcomes for individuals with mental illness during police interactions.
- Isla Vista Foot Patrol: Representatives from the Isla Vista Community Services District, UCSB, and community members requested the restoration of funding for the Isla Vista Foot Patrol, specifically the Community Resource Deputy and Detective positions. Speakers emphasized the importance of community policing, relationship building, and public safety in the area.
- Recruitment and Retention: The President of the Deputy Sheriff’s Association discussed the challenges of recruitment and retention due to high cost of living in Santa Barbara County and competitive pay in other regions. The association supported the Sheriff’s position on staffing levels and highlighted the impact of mandatory overtime on deputies and dispatchers.
Board Response (Sheriff’s Office)
- The Sheriff’s Office responded to questions regarding the CIT program, stating that it has been running for over a year with 8-hour training for all sworn members and 40-hour training for a cadre of officers. The program was funded by shifting funds from unfilled positions and volunteer assistance. The Sheriff’s Office expressed commitment to the program but noted the financial constraints. The Undersheriff indicated that the cost for a full-time CIT coordinator is approximately $130,000.
- Supervisors discussed the allocation of public safety resources, with the Chair noting that resources are allocated based on need rather than tax revenue. The Chair also addressed the financial context of the requests, reiterating the $28 million in requests versus $900,000 in available funds.
UCSB/Isla Vista, Mental Health, and Budget Constraints
- UCSB and Isla Vista: Supervisor Hartmann discussed the relationship between UCSB, the City of Santa Barbara, and the County, noting UCSB as the county’s largest employer. She requested that UCSB, the City of Santa Barbara, and the County Sheriff’s Department collaborate to assess current needs and update the long-range development plan and related agreements.
- Mental Health and Law Enforcement: Supervisor Hartmann expressed support for finding alternatives to incarceration for individuals with mental health issues, noting that resources must be reallocated. She acknowledged the challenges faced by deputies and the need for adequate resources.
- Budget Prioritization: Supervisor Lavagnino discussed the tension between competing funding needs (e.g., mental health, homelessness, affordable housing) and limited revenue. He suggested that the solution may involve reprioritizing existing funds and changing operational methods rather than solely seeking new funding, referencing the "Renew 22" initiative.
- Revenue Sources: Supervisor Fox clarified her position regarding UCSB, stating she wants the university to advocate for revenue generation as well as expenditure.
- Budget Reality: The Chair noted that significant budget restoration requests rely heavily on marijuana revenue (Measure T) and that one-time funds are insufficient for systemic issues requiring ongoing funding. The Chair emphasized the difficulty of the budget situation while acknowledging the pressing needs raised by public speakers.
Superior Court of California, County of Santa Barbara
- Darrell Parker, Executive Officer, presented on the court’s structure and funding.
- Court Structure and Funding: Parker explained that the Superior Court is an independent branch of government, not a county department, though it cooperates with the county. He detailed the county’s financial obligations, noting that of approximately $15 million in expenditures, $10 million is a mandatory "maintenance of effort" payment to the state under the Trial Court Funding Act. The remaining $5 million covers county-funded court-administered functions, including alternative dispute resolution, pretrial services, collection of court-ordered debt, conflict defense, and the grand jury.
- Challenges and Revenue: Parker identified key challenges, including the expanded use of supervised pretrial release (influenced by the Humphreys appellate decision), increased costs for high-profile cases, and reduced revenue from fines due to a legislative elimination of driver’s license suspensions for non-payment. He noted a 15% decline in felony filings year-over-year.
- Pretrial Release and Efficiency: The court is enhancing its supervised pretrial release program, including hiring pretrial compliance officers and implementing electronic filing to reduce data entry redundancies across the criminal justice system. Parker stated that 96.4% of felony cases filed in 2017 were resolved within 12 months, placing the court in the top ten statewide for this metric.
- Courtroom Staffing and Security: The Chair noted ongoing negotiations with the Sheriff’s Department regarding courtroom security staffing, which began nearly a year ago. Parker stated the court is working to understand how the $7.4 million allocated for security is spent to identify potential operational savings. The court does not believe the county should supplement this funding and is working with the Sheriff to resolve the MOU.
- Case Management: In response to questions about "failure to appear" rates for site releases, Parker explained that the District Attorney is responsible for preparing affidavits and issuing warrants when defendants fail to appear. He noted that the court is implementing text messaging reminders to improve appearance rates.
- Board Comments: Supervisors expressed appreciation for the court’s collaboration and data transparency. Supervisor Fox suggested analyzing case duration to identify which cases can be resolved faster to reduce jail costs. Supervisor Lavagnino asked for data on failure-to-appear rates, which Parker indicated is currently tracked by the DA.
Human Resources
- Lori Gentles, HR Director, presented on recruitment, retention, and policy changes.
- Recruitment and Retention: Gentles presented data on employee turnover, noting a "double bubble" phenomenon where turnover is highest among employees with less than five years of service and those with more than 20 years. She emphasized the need for better early engagement, flexible work schedules, and competitive compensation to retain early-tenure employees.
- Staffing Levels: Gentles noted that the HR department currently has 25 employees serving 4,300 county employees, a ratio of 1:172, which she described as low compared to the optimal ratio of 1:100. She stated that while HR is not requesting additional budget in this cycle, addressing staffing levels will be necessary to maintain service levels.
- Policy and Structural Changes:
- Civil Service Rules: HR began revamping outdated 1970s civil service rules to improve recruitment efficiency.
- Compensation: The county implemented a unit cash conversion to base pay to improve market competitiveness and reduce equity adjustments. The county also increased contributions to the high-deductible health plan, enrolling 191 new employees.
- Voluntary Early Separation Incentive Program (VESIP): Ten employees were approved for voluntary separation, resulting in estimated first-year savings of $785,000 and five-year savings of $1.9 million.
- Management Compensation: A new core tile system for management compensation was implemented, resulting in an estimated annual ongoing savings of $240,000 by hiring at lower control points.
- Early Personnel Resolution: Gentles proposed delegating settlement authority to the HR Director for pre-litigation personnel complaints and to County Counsel for active litigation. This "early resolution" process aims to resolve disputes before they escalate to litigation, reducing costs and time. She requested the Board direct HR to develop a written protocol for this process in collaboration with other departments and bring it back to open session for approval.
- Board Comments: Supervisors expressed appreciation for HR’s professionalization and structural improvements. Supervisor Fox suggested centralizing HR functions across departments to ensure uniformity and efficiency. Supervisor Wolf highlighted the improved parental leave policy that allows both parents to take leave. The Chair noted ongoing discussions with HR regarding flexible work schedules and commute reduction.
County Executive Office Presentation and Budget Discussion
- The County Executive Office presented an overview of departmental performance and budgetary challenges.
- Assessment Appeals: Complex cases in the Clerk of the Board increased by 600% (from 6 to 41 hearing days) in the previous year.
- Emergency Management (OEM): Sign-ups for preparedness increased from 9,000 to 47,000. The office identified a funding issue where one-time funds were used for ongoing OEM operations due to previous audit restrictions on grant usage. The office is exploring funding options with the Fire District and noted that merging OEM with the Fire Department is a future consideration under "Renew 22," though not planned for the immediate next year to allow for stabilization.
- Service Expansions: Two requests were noted: $150,000 in one-time funds to keep the Montecito disaster center open for six to seven months, and an ADA transition plan.
- General County Programs: The budget unit reported that the general fund contribution was held flat through salary savings. There were no service level reductions or restoration requests for this unit. Objectives include funding the Northern Branch Jail, the 18% maintenance funding policy, and capital infrastructure projects.
- Fund Balances and Reserves: A detailed review of fund balances was provided, including:
- Behavioral Wellness: A recommendation to add $2 million (from tobacco settlement and general fund discretionary revenues) to address IMD and conserved beds.
- Strategic Reserve: Current estimated balance of $23.6 million, below the $33 million target, due to transfers for disaster response. No further degradation or increase is recommended at this time.
- Contingencies and Litigation: Funds are set aside for unanticipated expenses and litigation risks. The office explained that contingencies are used for operational shocks (e.g., disaster revenue losses, unexpected costs) rather than planned capital projects.
- Revenue and Projections: The office presented a five-year forecast showing a cumulative gap in major funds. For the 2018-19 fiscal year, a $5.2 million gap is projected, which would be addressed through service level reductions. The office noted that expenditure growth is outpacing revenue growth, driven by pension costs and public safety demands.
- Available Resources: Approximately $790,000 in unallocated ongoing revenues and $419,000 in prior year residual fund balances are available. Additionally, up to $1.4 million in debt service funds for a potential Certificate of Participation (COP) could be reallocated if the debt structure allows. The office cautioned that property tax revenues are uncertain due to disaster impacts, and cannabis revenue timing/amounts are undetermined.
Board Comments (CEO Office)
- Supervisor Wolf: Expressed concern over high balances in litigation, program stabilization, and contingency funds. Proposed a list of priority funding needs totaling approximately $2 million, including items for Probation, Fair Housing, Tree Maintenance, Library per capita funding, District Attorney, Sheriff, CEO (ADA plan), Public Defender, General Services, Public Health, and Fire Department.
- Chair Williams: Questioned the necessity of increasing reserves by $10 million given the current fiscal stress and disaster costs. Asked for clarification on what specific risks justify the increased contingency levels.
- Supervisor Fox: Stated she could not support the budget as proposed due to insufficient maintenance funding. Cited a decline in the Pavement Condition Index (PCI) from 58 to 56 and $58 million in deferred road maintenance over two years. Proposed three strategies: revenue enhancement (repealing short-term rental bans, welcoming business), scope reduction (focusing on essential services), and cost savings (challenging inefficiencies, reviewing real estate, stopping automatic pay increases). Requested a direction for the CEO to make cuts to fully fund maintenance and asked board members to prioritize departments for general fund dollars.
- Supervisor Lavagnino: Supported the need for revenue growth and expressed hope for the passage of the cannabis tax measure. Noted that the county’s general fund contribution to maintenance has remained flat while the state’s contribution has decreased.
- Chair Williams (Correction): Clarified that the board did not reduce general fund maintenance funding in the previous year; in fact, maintenance funding was increased.
Motion and Vote (CEO Office)
- The Chair presented a recommended action to: 1. Hold budget workshops and receive department presentations. 2. Provide direction on items to be addressed in the CEO’s recommended budget. 3. Provide direction on special issues heard during workshops. 4. Determine that pursuant to CEQA guidelines, these actions are not a project subject to CEQA review.
- Outcome: The motion was passed.
Budget Discussion and Closing Remarks
- Revenue and Economic Drivers: A supervisor discussed the county’s role in providing high-level services while noting that urbanized areas have captured many revenue-generating opportunities. The supervisor identified agriculture as the primary economic driver in the unincorporated area and cited cannabis as one method for generating revenue. The supervisor also mentioned the CEO’s office exploring other revenue options, such as public banks or high-tech companies suitable for the agricultural sector, and noted that recent disaster response efforts had diverted attention from these initiatives. The supervisor emphasized the need to maintain reserves due to the risk of debris flows from mountains during storms, noting that FEMA funding may not be available for all disaster types.
- Specific Funding Requests: The supervisor expressed interest in funding a sustainability FTE (half of $75,000) to secure grant money, as well as funding for IV and safety initiatives, including a community resource deputy. The supervisor highlighted the complexity of coordinating multiple entities in safety and criminal justice, specifically regarding continuances, delays, and court date notifications, and suggested the formation of a working group. The supervisor also advocated for making crisis intervention positions full-time.
- Process Feedback: The supervisor thanked department heads and staff for improving the budget process, noting that the previous timeline in June did not allow sufficient time for inquiry and analysis. The supervisor expressed hope for more information following the May revision and after June 5.
- Road Funding (SB 1): A supervisor questioned whether the allocation for the 18% growth policy (SB 1) had decreased by $2.4 million compared to the previous fiscal year, referencing Tab 7, page 15. A staff member clarified that the dark blue column represented ongoing general discretionary revenues allocated under the policy, while the light blue column represented one-time additional funds. The staff member stated that the allocation would be reviewed for potential augmentation between the current period and the development of the recommended budget.
- Infrastructure and Fiscal Responsibility: The chair responded to the question about road funding, stating that funding had not decreased but had increased alongside other funds. The chair noted that the goal was to fulfill the yearly 18% growth target established by a predecessor. Another supervisor argued that voters should have faith in the county’s actions to improve SB 1 outcomes.
- Long-term Infrastructure Concerns: A supervisor expressed concern that current funding levels would result in impassable roads within 20 years, arguing that the magnitude of the problem would become unmanageable if left unaddressed. Another supervisor countered that previous decisions not to backfill social services when state funding was withdrawn also carried costs. The first supervisor acknowledged this point but maintained that good roads are necessary and that the current trajectory is unsustainable.
- Future Scenarios: The chair outlined two potential outcomes of perpetual underfunding: a steady decrease in commerce due to lack of infrastructure, or a correction involving the sacrifice of maintaining roads that benefit fewer people. The chair noted that Santa Barbara County maintains an enormous road base relative to its size. Another supervisor compared the county’s road maintenance efforts to St. Louis County, noting that St. Louis County has fewer residents but more road miles and proportionally greater effort in road maintenance.
Adjournment
- The meeting was adjourned until May 1st.