Meeting Summary
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At a glance
CEO’s Report and Preliminary Budget Overview
- The CEO presented the preliminary budget status, noting that workshops are the current phase before June hearings.
- Cannabis revenue is projected at $5.6 million, with approximately $2.1–$2.2 million available for board allocation after mandatory allocations.
- The budget addresses $438 million in deferred maintenance and includes funding for solar projects, a countywide website, and public safety communication systems.
- General fund operating revenues are projected to grow 3.7% to $448.8 million, with no proposed service level reductions.
First 5 Santa Barbara County Budget
- The Executive Director outlined a $3.4 million operating budget funded solely by Proposition 10 revenues.
- Staff levels have decreased from 10 to 8 FTEs due to attrition and resignations.
- The department reported distributing over $3.1 million to community-based organizations and is in the second year of a four-year strategic plan.
Department of Child Support Services Budget
- The department presented a $9.6 million self-sustaining operating budget with no General Fund contribution.
- Staffing has decreased to 69 FTEs, and the department collected a record $29 million in child support in Federal Fiscal Year 2018.
- Initiatives include implementing self-service kiosks, amending Family Code sections for case access, and replacing antiquated computer applications.
Fire Department Budget
- The Fire Chief presented an $84.9 million operating budget and a $5.775 million capital budget.
- Staffing is increasing from 200 to 270 FTEs, including new positions for firefighter paramedics and EMS educators.
- The budget includes $4 million for a new facility build-out and $2 million for the Fire Emergency Communication Center.
Department of Social Services (DSS) Budget
- The DSS Director presented a $174 million operating budget with a $9.5 million General Fund contribution.
- Key challenges include Continuum of Care Reform, a 12% increase in CalFresh caseloads, and migration to the CALSAS system.
- The department reported a 77% decrease in children in group homes and a 538% increase in home-based family care capacity.
Department of Health and Human Services Budget
- The Deputy Director presented a budget for six programs, highlighting a new "Community Health Programs" category.
- The department faces revenue challenges from city contracts and difficulties in recruiting qualified staff.
- Accomplishments include the grand opening of CARP Connect and the launch of the ACES pilot.
Department of Behavioral Wellness Budget
- The Director presented a $142.7 million operating budget with a $5.6 million General Fund allocation.
- Key challenges include increased costs for conserved clients and a $2.3 million state audit finding to be repaid over four years.
- The department reported improvements in audit approval rates and the implementation of a Crisis Services Hub at Guy Real.
Mental Health Diversion Efforts and Criminal Justice Collaboration
- The Sheriff’s Office updated the board on the Stepping Up initiative, including a co-response pilot and expanded crisis intervention training.
- Data indicates that 142 "high utilizers" accounted for 21% of expenditures in the first two quarters of 2015–16.
- The Public Safety Working Group is pursuing grants for a sobering center and pretrial felony mental health diversion.
Child Welfare and Social Worker Continuity
- The board discussed the impact of social worker turnover on children in the dependency system.
- Supervisor Hartman noted that tracking social worker changes could serve as a foundation for performance measures.
- The board indicated that data regarding the number of children affected by turnover could be provided in future discussions.
Full summary
Agenda Item: CEO’s Report and Preliminary Budget Overview
- The Chief Executive Officer (CEO) presented the status of the budget development process, noting that workshops are the current phase prior to formulating the recommended budget for June hearings. The presentation covered the following financial and operational points:
- Cannabis Revenue: Projected at $5.6 million for the next fiscal year, with an estimated $323,000 carryover, totaling approximately $5.9 million in available revenue. After accounting for enforcement, administration, and prior project allocations, approximately $2.1–$2.2 million remains available for board allocation. The CEO recommended these funds be used for one-time purposes due to revenue volatility.
- 18% Funding Policy: Data was presented on the gap between projected maintenance needs for roads and facilities (growing from $16.5 million to $18.7 million over five years) and actual funding, highlighting the impact of State SB1 funding for deferred maintenance.
- Fiscal Issues: The preliminary budget addresses several identified fiscal issues, including:
- Deferred Maintenance: Estimated at $438 million, funded with $2.3 million ongoing base, $6.4 million ongoing General Fund (GFC), and $7.2 million one-time capital funds.
- Solar Projects: $4.8 million cost funded via CEC loans, on-bill financing, and $1.6 million from the preliminary budget.
- Countywide Cloud-Based Website: $500,000 included in the preliminary budget.
- Technology Replacement Fund: Initiated for infrastructure upgrades and security.
- Main Jail Renovations: To be addressed via the Capital Outlay Program (COP).
- Public Safety Communication System: $48.7 million cost, with $2 million set aside in the preliminary budget for non-debt financeable portions.
- Other Needs: Jail control room consolidation ($1.35 million), data center replacement ($1.34 million), and Sheriff’s MDC replacement ($1.1 million) were identified as needs.
- Revenue Trends: General fund operating revenues are projected to grow 3.7% to $448.8 million. Discretionary general revenues are projected to grow 3.3% to $276.4 million. Property tax is projected to increase 4.4% to $140.6 million. Hotel Tax (TOT) is projected to increase from $11.2 million to $13.6 million. Sales tax is projected to increase approximately 2%.
- Strategic Reserve: The reserve fell below the 8% target due to borrowing for the Thomas Fire and debris flow response. The plan is to restore the reserve to full funding (approximately $34.1 million) by June 30 of the current fiscal year using FEMA reimbursements, and to add $2.6 million to the reserve in the next fiscal year budget.
- Pre-Workshop Adjustments: Five expansion requests were addressed prior to workshops, including doubling funding for warming centers ($30,000 to $60,000), adding two recruiter FTEs in Human Resources, adding a computer systems specialist for the Public Defender, and addressing increased workload in the Treasurer-Tax Collector’s conservatorship role.
- Departmental Requests: Nine departments have ongoing GFC requests totaling approximately $9.6–$9.7 million and one-time GFC requests of approximately $9 million.
- Historical Context: The CEO noted that next year marks 10 years since the Great Recession. The county has obligated $35 million annually of discretionary revenue to priorities such as the Northern Branch Jail, Fire District tax shift, and pension cost-sharing. The budget includes no proposed service level reductions, the first time since 2007.
Board Comments
- One Supervisor inquired about cannabis revenue projections regarding retail sales and requested data on revenue generated by the Miramar resort. They also raised the question of county proactivity in identifying locations for similar large-scale developments.
- Another Supervisor acknowledged the historical context of the 18% funding policy decisions.
- A Supervisor requested clarification on the strategic reserve balance and the plan to reach the target level by June.
Public Comment
- One public comment was received regarding the general overview.
Decision/Vote
- No formal motion or vote was taken on this item.
- ***
Agenda Item: First 5 Santa Barbara County Budget
- The Executive Director presented the First 5 budget, outlining a mission to prepare children for kindergarten and support families.
- Financials: Operating expenses of approximately $3.4 million, funded solely by Proposition 10 revenues. A planned use of $321,000 from reserves to cover a revenue gap was noted.
- Staffing: Staff levels decreased from 10 to 8 FTEs due to attrition and resignations.
- Strategic Goals: The department is in its second year of a four-year strategic plan. Objectives for 2019-20 include increasing community visibility, expanding partnerships, and strengthening data collection on program indicators.
- Performance: The department reported collecting and distributing over $3.1 million to community-based organizations.
- Future Initiatives: Plans include restructuring teams, increasing policy advocacy, and collaborating with the First 5 Association of California.
Board Comments
- A Supervisor commented on the engagement of the Executive Director.
Decision/Vote
- No formal motion or vote was taken on this item.
- ***
Agenda Item: Department of Child Support Services Budget
- Director Joni Maiden presented the budget for the Department of Child Support Services.
- Financials: Operating budget of $9.6 million, self-sustaining with no General Fund contribution. Funding is split between state (1/3) and federal (2/3) sources.
- Staffing: 69 FTEs, down from 75 in FY 2015-16, managed through attrition.
- Performance: In Federal Fiscal Year 2018, the department collected $29 million in child support, the highest amount in 20 years. $25 million was distributed directly to families.
- Challenges: The department has been flat-funded for 20 years. New state funding for under-parity counties (based on cases per employee ratio) is not expected to benefit Santa Barbara County, which has 171 cases per employee (below the 187 threshold).
- Initiatives:
- Completed mandatory criminal history screenings for all staff with access to federal tax information.
- Amended Family Code section 7643 to allow access to certain family law cases, expediting order establishment.
- Developing a self-service check-in kiosk and expanding payment kiosks.
- Collaborating with other agencies to create a comprehensive referral process for clients.
- Working with the state to replace four antiquated computer applications with a single system.
Board Comments
- A Supervisor commended the department for its use of technology and performance against other counties.
Public Comment
- Ed Kolaski spoke regarding a five-year dispute with the Board of Architectural Review (BAR) over a building project. He alleged that the BAR required a "donation" or "extortion payment" for approval, which he did not make, leading to the denial of his project. He stated that subsequent appeals to the Planning Commission and the Board of Supervisors were unsuccessful.
Decision/Vote
- No formal motion or vote was taken on this item.
- ***
Agenda Item: Fire Department Budget
- The Fire Chief presented the Fire District’s operating budget of $84.9 million and capital budget of $5.775 million.
- Key Challenges: Regional coordination for a fire rescue and EMS dispatch center, an EMS system evaluation, and updates to the departmental performance audit.
- Budget Details: The budget includes $4 million for the build-out of a new facility and $2 million from reserves for the Fire Emergency Communication Center.
- Staffing: Increasing from 200 to 270 FTEs, including the addition of a firefighter paramedic post, a battalion chief post, and two EMS educators.
- Goals: The district aims to meet the state target of containing 95% of wildfires to 10 acres or less, a goal met in the previous year. The district is also working on fuels reduction projects and strengthening the EMS program.
- Funding: The 17% property tax shift to the Fire District, expected to be reached in the current budget year, will lead to a sustainable future for the district.
Board Comments
- A Supervisor requested a detailed look at how the funding for the fire department has been utilized and matched against identified needs, noting this is the year the funding target was met. Another Supervisor asked questions regarding the budget details.
Decision/Vote
- No formal motion or vote was taken on this item.
- ***
Agenda Item: Department of Social Services (DSS) Budget
- The DSS Director presented the budget, covering three budget areas: Economic Assistance and Employment Services, Protective Services, and Administration/Support.
- Key Challenges:
- Continuum of Care Reform (CCR): Focus on minimizing group home placements in favor of family-based settings. Concerns were raised about insufficient capacity for Short-Term Residential Treatment Programs (STRTPs) and family placements for high-needs youth.
- CalFresh Expansion: Due to the reversal of the SSI "cash-out" policy (AB 1811), an estimated 2,500 new individuals will join the CalFresh caseload, increasing it by 12% (from 21,000 to 23,500 households).
- System Migration: Migration from the CalWIN system to the statewide CALSAS system is underway, with completion expected by the end of 2022.
- Realignment Revenues: Revenues are based on sales tax and vehicle license fees, which are susceptible to economic downturns.
- Financials: Operating expenditures are $174 million (a $1.8 million increase). General Fund contribution is $9.5 million (5.4% of the budget). The department is using $2.5 million of one-time fund balance for ongoing operations. There are no service level reductions, restoration requests, or expansion requests.
- Capital Projects: $500,000 for document imaging system replacement; $350,000 for backend hardware/software upgrades.
- Staffing: 748.5 FTEs budgeted. Staffing levels have declined from 898.8 FTEs in FY 16-17 to 741.8 FTEs in FY 17-18 due to program allocation decreases and salary increases.
- Accomplishments:
- Maintained quality services with 134 fewer filled staff positions than in December 2016.
- Serves over 142,000 residents (32% of county population) and 67,500 children (68% of county children) monthly.
- Maintained low-risk auditee status.
- Implemented call recording and telephonic signature features.
- Implemented CalWORKs 2.0, shifting to a holistic, goal-driven approach.
- Reduced children in group homes from 22 in 2018 to 4 currently (77% decrease).
- Increased home-based family care capacity from 13 homes in 2016 to 83 homes currently (538% increase).
- Objectives:
- Replace outdated document imaging system.
- Implement CalWORKs Outcomes Accountability Review (Cal-OR) starting July 2019.
- Continue CCR implementation.
- Finalize MOU with Behavioral Wellness, Probation, and partners for coordinated services (AB 2083).
- Begin Phase 2 of the Adverse Childhood Experiences (ACES) Connections Project.
- Renew 22 Actions:
- Implemented "Octopus" (Outbound Communication Tool Online Providing Uploaded Submissions), a secure online portal for client document submission and case inquiry. Over 6,500 submissions received in the first six months.
- Assessing cross-departmental referral processes for new clients.
- Redesigning workflows for efficiency and technology improvement.
- Performance Measures:
- 56% of Welfare to Work participants exit subsidized employment with unsubsidized jobs.
- Medi-Cal renewal processing is at 70% achievement against a 90% goal, attributed to insufficient staffing levels relative to the 100% caseload rise since the Affordable Care Act.
- Exceeds state targets for child welfare timely contact and monthly visits.
- Improved performance in Adult Protective Services (APS) risk assessments and performance evaluations.
Board Comments
- A Supervisor asked about the Medi-Cal renewal shortfall and the state’s funding levels relative to the Affordable Care Act expansion.
- A Supervisor inquired about the "Octopus" portal and its impact on client satisfaction.
- A Supervisor discussed the high number of children in social services and the importance of front-end resources and early intervention.
- A Supervisor noted that many Medi-Cal recipients are employed in low-paying or part-time jobs.
Public Comment
- No public comments were recorded for this specific item in the provided transcript segment.
Decision/Vote
- No formal motion or vote was taken on this item.
- ***
Agenda Item: Department of Health and Human Services Budget
- The Deputy Director presented the budget for six programs, highlighting a new category called "Community Health Programs" (replacing "Indigent Health Programs").
- Key Challenges: Anticipated revenue challenges from city contracts for animal services, pending state legislation impacting public health and clinical services, and difficulties in recruiting and retaining qualified staff.
- Financial Summary:
- Capital transfers to General Services are paused while assessing emerging issues.
- Use of one-time funds for ongoing operations is projected at 1.3%.
- Top revenue sources: Charges for services (60%) and intergovernmental revenues (22%).
- Expenses: 54% for operating five clinics and three healthcare-for-the-homeless programs; 15% for grant/fee-funded programs.
- Staffing: Proposal for 1.75 fewer FTEs than the current fiscal year due to state-driven changes in Child Health and Disease Prevention (CHDP) and California Children’s Services (CCS).
- General Fund Contribution: Approximately $100,000 less than the current fiscal year.
- Accomplishments: Grand opening of CARP Connect, remodeling of the healthcare center, launch of the ACES pilot, and improvements in animal services dog licensing.
- Objectives for Next Fiscal Year: Continued funding for health centers, addressing health impacts of cannabis use, educating the community on flavored tobacco bans, improving staffing structures for succession planning, and building the best possible EMS system.
- Renew 22 Framework: The department is incorporating this framework to achieve efficiencies, redesign the clinical lab, integrate the ACEs framework, and implement a learning management system.
- Performance Measures: Two out of five targets met (foodborne illness, lost time); close to two additional targets. The department plans to revise the list of realistic measures next year.
Board Comments
- A Supervisor asked about the welfare-to-work program eligibility and population numbers.
- A Supervisor inquired about the "Octopus" online portal for benefit applications and the call-back telephone system.
- A Supervisor raised concerns about the high percentage of children involved in social services and asked for discussion on how to address this.
- A Supervisor requested data on the number of Medi-Cal-only recipients to better understand the caseload inflation.
- Regarding the governor’s executive order on pharmaceutical purchases, the department noted that the 340B program allows local savings to be used for care expansion, and consolidation at the state level may impact this.
- Regarding flavored tobacco, the department is regrouping after staff retirement and will proceed with a work plan to approach cities.
Decision/Vote
- No formal motion or vote was taken on this item.
- ***
Agenda Item: Department of Behavioral Wellness Budget
- The Director presented the budget, noting this was the fifth time presenting a budget to the board.
- Key Challenges:
- Increase in the number of conserved clients and associated costs.
- Growth in costs for hospitalizing clients in state hospitals (IMD) and long-term care facilities.
- Increase in the use of unlocked long-term care settings for conserved clients.
- "No Place Like Home" initiative: The county will pay approximately $700,000 this year, with an ongoing $1.4 million reduction in MHSA revenues for about 20 years.
- IT infrastructure and electronic health records: The department is evaluating alternative systems but is cautious due to potential changes in billing mechanisms over the next 3–5 years.
- State audit finding: The state passed on $180 million in disallowed costs to counties; Santa Barbara County’s share is $2.3 million, to be paid back over four years through 1991 realignment.
- Budget Summary:
- Current operating budget: $142.7 million.
- No capital requests.
- General Fund allocation: $5.6 million.
- FTEs: 403.7.
- Use of one-time funds for operations: $0.8 million.
- No service level reductions, restoration requests, or expansion requests.
- Revenue sources: 37% state/intergovernmental, 4% General Fund, 44% charges for services.
- Expenditures: 59% mental health outpatient/community-based, 15% alcohol and drug programs, 9% administration, 12% inpatient services, 5% quality care management.
- Accomplishments:
- Implementation of an inpatient pharmacy at the PUF.
- Creation of a Crisis Services Hub at Guy Real, housing the majority of crisis services and the co-response pilot.
- Launch of the Organized Delivery System for drug Medi-Cal services.
- Implementation of residential treatment services funded by the county (approx. 100 individuals enrolled since December 2018).
- Staff training in disaster worker duties.
- Compliance with new state requirements for managed care and network adequacy.
- PUF audit approval rate improved to 78% (up from 42% five years ago).
- Planning Objectives:
- Apply for "No Place Like Home" funding.
- Identify a facility for new intensive beds for criminal justice-involved clients.
- Implement a locked mental health rehabilitation center.
- Open a crisis residential treatment facility in North County (totaling 22 in-county beds).
- Implement AB 1810 pretrial felony mental health diversion.
- Collaborate with hospitals on system of care improvements.
- Renew 22 Initiatives:
- Pilot co-response program (4 ten-hour shifts in South County; negotiations with Santa Barbara City Police).
- Paperless initiatives (DocuSign, ServiceNow, healthcare signature pads).
- Redesign of non-emergency medical transportation options.
- Development of a behavioral health center of care.
- Performance Measures:
- Significant progress in achieving metrics over the past five years.
- Difficulties remain with IST impacts on the inpatient system.
- Successful reduction in re-hospitalization.
- High client satisfaction.
- Crisis system successful in stabilizing individuals without higher levels of care.
- Alcohol and drug programs successful in engagement and completion.
Special Topic: Assisted Outpatient Treatment (AOT)
- The board funded a three-year feasibility pilot in 2016 (AB 1421) to serve approximately 10 persons.
- Total funding allocated: $882,000.
- Expected spend by end of current fiscal year: $673,000.
- Remaining funds: $209,000, expected to continue the program through the end of the next fiscal year (beyond the pilot end date of January 2020).
- Additional $100,000 available from Mental Health Set-Aside and County General Fund for 19-20 if needed.
- Results: ~100 referrals; 67 seen; 33 did not meet criteria or could not be located.
- Of the 67 seen: 48% closed (did not meet full criteria), 25% accepted voluntary treatment, 18% closed (unable to locate/moved), 7.5% court-ordered to treatment, 1.5% continued engagement attempts, 0% settlement agreements filed, 0% court petitions filed.
- The department noted that the co-response/CIT program may fill gaps left by AOT criteria, as it does not require the same specific criteria for enrollment.
Board Comments
- A Supervisor confirmed that AOT is fully funded for the current year and that the department will return to the board after the pilot concludes.
- A Supervisor discussed a $150,000 request related to a program previously discussed, noting uncertainty about the funding source but expressing commitment to moving it forward in the current fiscal year.
- A Supervisor thanked the department for its improvements in audit controls and service delivery.
- A Supervisor commented on the collaborative nature of the efforts involving the Sheriff’s Department, Public Defender, Probation, and District Attorney.
- A Supervisor expressed appreciation for the stakeholders and parents who attended the meeting.
Public Comment
- Mental Health & Behavioral Health:
- Dr. Catherine Horton (Board of Families Act) highlighted the issue of individuals with severe mental illness being housed in jails due to a lack of psychiatric hospital and residential treatment beds. She noted that 60% of the county jail population has a history of mental health or substance abuse treatment and requested the Board address the gap in psychiatric beds.
- Charles Richards shared a personal account of a family member released from jail due to a lack of treatment beds. He requested more treatment beds, ongoing funding for the Sheriff’s Behavioral Health Unit and co-response teams, and more unlocked residential treatment facilities.
- Kathy Ortiz requested funding for The Growing Grounds Farm in Santa Maria, a program employing over 50 people with disabilities. She argued that employment is critical for recovery and that losing the program would negatively impact participants' health and stability.
- Charles Huffines (Behavioral Wellness Commission) requested reinstatement of funding for the Growing Grounds Jobs Employment Farm Program. He cited data showing 25% of participants found other work after the program and emphasized the role of work in recovery.
- Jennifer McMurray (LEAD Project) advocated for funding the Growing Grounds Farm, noting it is the only such program in the county and that similar programs in neighboring counties are county-funded.
- Larry Sanders shared his personal recovery story, crediting the Growing Grounds Farm with helping him secure housing, employment, and financial stability after a period of severe depression and homelessness.
- Lynn Gibbs of NAMI spoke in support of the continuation of the Assisted Outpatient Treatment (AOT) program through June 2020. Gibbs stated that AOT reduces the need for higher levels of care and supports diversion from jail. Gibbs requested the appointment of an AOT advisory committee to review program outcomes, costs, and benefits, and noted that over 50% of the jail population has received mental health care from the Department of Behavioral Wellness. Gibbs emphasized that AOT supports housing retention and recovery.
- Jan Winter, a member of the Be Well Commission and NAMI, spoke in support of Laura’s Law (AOT), stating that the program addresses the needs of individuals with severe chronic mental health issues who are non-compliant with treatment. Winter highlighted the program’s focus on sustained outreach to build trust with individuals who lack the capacity to trust others.
- Lindsay Baker of the League of Women Voters spoke in support of fully funding the AOT program, citing its success in diverting individuals with mental illness from the criminal justice system. Baker noted that the program requires additional resources for affordable housing and that it has shown initial success in keeping individuals out of jail and hospitals.
- George Kaufman (NAMI Santa Barbara / Alliance for Treatment Care in Beds) stated that the coalition supports four priorities for adequate funding in the coming fiscal year: Assisted Outpatient Treatment (AOT), the mobile mental health co-response pilot program, the Sheriff’s Department’s behavioral science unit and crisis intervention team training, and increased bed capacity (acute inpatient and supported independent residential). Kaufman noted that these priorities align with the "Stepping Up" initiative and suggested measuring success by a reduction in administrative days at the Psychiatric Health Facility (PUF) and a decrease in holdups in moving clients to lower levels of care.
- Frank Riccieri (Vocational Services Director, Transitions Mental Health Association) reported that 14 out of 52 employees at the Growing Grounds Farm in Santa Maria found competitive employment in the community, and produce sales covered 33% of the operating budget. The organization requested a $150,000 contract from the Department of Behavioral Wellness to serve 50 people in the next fiscal year.
- Michael Kaplan (Community Engagement Director, Transitions Mental Health Association) stated that foundation support for the farm has diminished, with the Weingart Foundation ceasing funding in Santa Barbara County. He warned that without county funding, the farm may close by the end of the next fiscal year. He cited statistics: 71% of people with serious mental illness live at the federal poverty level, and 92% of adults with severe and persistent mental illness are unemployed statewide. The farm has served approximately 550 unique individuals over the last 11 years.
- Shauna (Behavioral Wellness Case Worker) shared a personal account of recovery through the Growing Grounds Farm, stating that the program helped her transition from a client to a peer, then a caseworker, and finally a full-time civil service employee.
- Jill Bolster-White (Executive Director, Transitions Mental Health Association) noted that Transitions Mental Health Association has provided services in Santa Maria since 1993 and requested the contract to allow philanthropic funds to be redirected to other community services, such as family services and AOT support.
- Julie Hess described her son’s experience with the criminal justice system, including arrest, finding of incompetence to stand trial, and release to a facility she deemed inappropriate, leading to a subsequent 5150 hold. She urged the board to stop the "revolving door" of jail and provide adequate treatment beds.
- Multiple other public comments were received, with speakers limited to two minutes due to the number of participants. Comments included personal stories of service users and stakeholders.
Decision/Vote
- No formal motion or vote was taken on this item.
- ***
Agenda Item: Mental Health Diversion Efforts and Criminal Justice Collaboration
- The board discussed mental health diversion efforts as a special issue.
- Stepping Up Initiative: A representative from the Sheriff’s Office provided an update on the Santa Barbara County Stepping Up work group, which aims to reduce the number of mentally ill persons in jails by diverting them into treatment. The work group, which includes partners such as Behavioral Wellness, local hospitals, and the DA’s office, has launched a co-response pilot program and expanded crisis intervention team training for sheriff’s deputies. All sheriff’s deputies have received eight-hour crisis intervention training, with 40-hour training in progress. The Sheriff’s Office is also exploring a jail-based medication-assisted treatment program for opioid addiction. The co-response team conducts proactive engagements with individuals in the community to build relationships and prevent future crises.
- CEO’s Office / Public Safety Working Group: A representative discussed the impact of mental illness on the criminal justice system, noting that law enforcement remains the primary first responder. Key data points included:
- In the first two quarters of 2015–16, 142 identified "high utilizers" accounted for 21% of expenditures and services; 29 of these individuals were under age 18.
- Calls for service related to mental health decreased by approximately 11% for adults in 2018 compared to 2017, while calls for youth (Safe Alternatives for Youth) increased by over 16%.
- The "Incompetent to Stand Trial" (IST) pipeline is clogged, with an estimated 800–1,000 individuals statewide waiting for state hospital placement, many of whom remain in county jails.
- The department is pursuing two grants: a Proposition 47 grant ($6 million over three years, pending) for a sobering center and co-response team, and an AB 1810 grant ($3.1 million over three years, awarded) for pretrial felony mental health diversion.
- The Public Safety Working Group, comprising Behavioral Wellness, Public Defender, Sheriff, District Attorney, Probation, and the CEO’s office, aims to formalize collaboration and develop policies to institutionalize these efforts.
- The co-response pilot (Memphis/San Jose model) has shown that of 115 calls for service, only four resulted in arrests, with the remainder referred to treatment or other services.
Board Comments
- A board member expressed support for the collaborative approach and suggested the need for a communication strategy to explain the complexity of the system to families and patients.
- Another board member inquired about the status of the "No Place Like Home" housing grant application, the impact of the AB 85 redirection ($2.1 million hit), the governor’s executive order on pharmaceutical purchases, and the status of efforts to ban flavored tobacco.
Decision/Vote
- No formal motion or vote was taken on this item.
- ***
Agenda Item: Child Welfare and Social Worker Continuity
- Discussion focused on the impact of social worker turnover on children in the dependency system.
- Board Discussion: Supervisor Hartman, speaking through the Chair, explained that the current system assigns different social workers for investigations, court reports, and ongoing case management, noting that changes in social workers can sometimes benefit parents during reunification. Hartman referenced a previous county model where single social workers handled all aspects of a case, which resulted in capacity challenges and administrative difficulties. Hartman stated that while staff turnover is often outside supervisor control, tracking changes in social workers over the life of a case could serve as a foundation for performance measures. Hartman emphasized that a primary goal for older children is connecting them with permanent, stable relationships outside the system, as social workers have no official role after children age out.
- Public Comment: Commenters raised concerns regarding the lack of continuity for foster youth. One commenter noted that frequent changes force children to repeatedly retell their stories, causing fatigue, and requested that continuity be translated into a performance measure. Another commenter, a CASA volunteer, supported the importance of stable adult relationships for children.
- Board Response: The Board indicated that data regarding the number of children affected by social worker turnover and the duration of their cases could be provided in future discussions.
Decision/Vote
- No formal motion or vote was taken on this item.
- ***
Agenda Item: General Public Comment (Budget and Policies)
- Andy Caldwell of CoLab provided multiple comments regarding the county budget.
- Pension Costs: Caldwell criticized the county’s pension costs, stating that the average cost per employee is $149,820 and that pension contributions ($143 million) significantly exceed the general fund contribution for other services ($35 million).
- Privatization: Caldwell argued that the county should privatize certain departments, such as Behavioral Wellness and Public Health, to reduce pension liabilities, citing SenCal as a model.
- Fund Allocation: Caldwell criticized the allocation of funds for community choice energy and climate action, suggesting these funds should be directed toward maintenance.
- Economic Impact: Caldwell discussed the economic impact of county policies on North County, arguing that the removal of industrial jobs has created a permanent underclass and that resource-based manual labor is the primary economic driver in the region.
- Policy Gaps: Caldwell commented on the lack of public policy regarding vaping as a smoking cessation tool and the need for better data on the long-term mental health impacts of marijuana.
- Child Support: Caldwell commented on the child support system, suggesting that California should require parents to complete a class before divorce finalization to prevent children from being used as leverage.
- State Relations: Caldwell criticized the state of California for not paying its bills and reducing commitments over time, and suggested that board members bring legislative representatives to the county to discuss these issues.
Board Comments
- Supervisor Hart (Unidentified Speaker 4) responded to public comments regarding mental health and budget metrics.
- Expressed concern about the time required to address deferred maintenance ($438 million) compared to the annual budget allocation ($18.7 million), noting it would take 23.4 years to catch up.
- Requested more granular data on client success and clinician effectiveness to better allocate resources, rather than relying solely on aggregate statistics.
- Stated a preference for maintaining current performance standards (e.g., 20 business days for plan checks) rather than extending timelines to 30 days, urging the department to improve efficiency instead.
- Acknowledged the value of programs like Growing Grounds but noted the difficulty in comparing their effectiveness to other programs without robust evaluation data.
Decision/Vote
- No formal motion or vote was taken on this item.
- ***
Adjournment
- The Chair adjourned the meeting until Wednesday, the 17th.