Board of Supervisors — 2019-04-17

. . . .

Thank you. Thank you. Good morning. I'd like to call this meeting of the To order of the Santa Barbara County Board of Supervisors, second day of our budget workshops. Madam Clerk can I get a roll call please?

Ms. Hartman? Here. Mr. Adam?

Here.

Mr Williams? Here Mr Hart?

Here

Mr Lavinino?

All right, this is our time set aside for public comment. These are for comments that aren't not on subjects that are not on today's agenda. Madam Clerk do we have any requests to speak?

Chair Lavinino and members of the board we have two requests to speak on general public comment today and we're going to begin with Andy Caldwell to be followed by Ed Kolaski.

And we have a third up here from Renee O'Neill Okay,

thank you. Chairman Lavinino, members of the board, Andy Caldwell representing CoLab. CEO Mia Sato took a look back in the budget and inspired us to do the same. And as I mentioned the other day, CoLab has been around for 28 years now and back in 1992 was the first budget hearings we went to And back then, the average county employee was making roughly the same as the average private sector worker.

When you fast forward to today, the average county employee is now making as much as the average two parent working family in the county. In fact they're making more. And I wanted to just highlight a little bit about what happened. Back in 92, the county budget was $344 million a year. As you now know it's 1.1 billion. The average county salary is around $25,000. The population back then was 369,000 people.

So roughly 70,000 more people between then and now. 70,000 more people. Back then the budget for mental health was $11 million. Today it's $142 million. More than a 10-time increase. Sheriff was $19.4 million. Today it's $154 million. County Fire was $16 million. Today it's 85 million. Public health had a budget of $25 million. The budget today is 94. So you're seeing percentages increase of 400, 500 or 600% when the population growth was more like 25%.

And what happened in the private sector and here's the key point? Back then in 92 the median family income was $50,000. Today the average household income is 67,000 so while county government went up 300 400 and 500 percent The income of the people paying the bills Went up 30% And I believe our elected officials have lost perspective over that time frame of what has happened with the private sector incomes versus the cost of government. There's inordinate growth in the size of government relative to the population and relative to the ability of the people to pay for it based on their own income, thank you.

Our next speaker is Ed Kolaski, and then we will go to Santa Maria for Rene O'Neill.

Before you go ahead, I'm just gonna make a rare editorial comment because I always love that Andy brings up some important issues. And

this

is why

we

got done at three o'clock? Yeah. Okay,

all right as opposed to...

Go ahead. I think those stats are pretty important but to me the most important is that Median household income between 1992 and 2018 only rose 30% I mean the economy in the state has grown commensurate with The county budget. That's why the county budget is what it is to some extent but Even in household income has not. People are struggling and to me the real problem is that, but thank you for bringing up those stats.

Supervisor Hartman?

Well, I got to join in. And I read your column this morning as I always do and so I was ready for it. I think part of the problem isn't that the county budget has grown but that the income of people families has not So at the Fortune 500 companies, the executives make 300 times the median salary. At average American companies it's 70 times the average median salary and so private sector companies are no longer paying the benefits in insurance and so then that spills over to the public-at-large i.e., government. So maybe the problems are deeper than county government. Maybe it goes to our economy as a whole

Okay we'll go to our next public speaker, Mr. Klaski.

Thank you and I enjoyed his talk very good which will bring up a comment right now I call this the I bear the scars of the troika of corruption that is with Janet Wolfe and Alex Pujo and Anne Almy. Now Janet Wolfe and Anne Almy have retired so I'm left with Alex Pujo You know, I go through so many things with him between laughing at me when I show up there and limiting my talks to two minutes instead of three minutes, turning off the microphone saying that's okay. And the most thing in the past which has really irritated me for the last five years Is that he kicked us out of the meeting in 15 seconds, wouldn't even let us show our drawings. We went through four meetings and he said do this, do that, we did this, do that. Fifth meeting all of a sudden they want the second story not located solely over the garage.

So fine, we moved it. We expanded it just like they wanted. And you know it's a hardship when you've got to consider you're taking a small project and almost doubling it. Adding 300 square feet to 400 square foot project. So we paused, had extra time to present our case. We come in and Alex won't even let us show the drawings. Apparently he showed the old drawings to the other six members.

I mean, you talk about there's seven members down there and somebody should be able to vote for you or do something. Well if you can't show your drawing what good is it? You can have 50 members. It doesn't really matter. And there was one meeting where after I gave my talk I'm sitting back on one of the end seats and a guard comes up to me and I didn't even realize that I was looking down at the time He says, you have to leave.

I said why? Because somebody doesn't want you here and he proceeded to start getting his nightstick out and I'm over there trying to get my books and papers together as fast as I can for fear that I come just am I gonna hit fear they you know I'm waiting for the hit on the back of my head well at least that got everybody upset that was there or at least most people And we got a meeting out of that. That was great.

Go into a special meeting and basically say, Ed, do whatever you want, change something and we'll approve it. Wow! That sounds great. And then I go to Ann Almey afterwards and she said no that isn't true. The only thing we'll accept is if you take your second story and put it solely over the living room, in which case you'll have a view of your neighbor's yards on both sides. And I told her from day one, we did not want our second story located solely over the living room looking at our neighbors' yards.

She said, Ed, don't worry after awhile you'll stop looking at your neighbors' yards. Yeah Ann, but will my neighbors know that? Thank you. There's 15 reasons why Alex should have been prosecuted.

And our final speaker, we will go to Santa Maria for Renee O'Neill

Good morning, my friends. Chair Lavinino, supervisors, it's always good to be up here before you. I had wanted to participate in these budget hearings the whole entire time but have other things that have popped up and may have to leave early today as well. But I did want to just on my cannabis issue, Not having heard what's happening with the sheriffs and things like that today. I'm just speaking to encourage the board in regard to the behavioral health or wellness meeting I attended, and anything having to do with The sheriff's in support of programs, staff.

Hiring the number of people that we need during this crisis with the out-of-control cannabis issue. Supervisor Hartman, the other day you mentioned that 86% of the growers in our county are illegal. It was a, I believe it was at the hoops meeting you mentioned that. And if that's the case, it speaks to the importance of not only getting the staff in place that we need to process these applications properly, the affidavits, the growers that claim legal non-conforming that are truly not. I believe if I'm correct, Person at Planning and Development that oversees the entire application process, and is expected to review and verify the applicant's information as being true or not. So that's I believe the biggest Area we need to staff immediately, that empowers the county and the sheriffs therefore to once P&D reviews applications can identify more quickly who is a legitimate player and who is not.

With the behavioral wellness meeting I attended and the issues that are now cropping up, no pun intended regarding cannabis and health issues. And psychosomatic issues and other things because of the high concentration of THC which has tripled in toxicity since I was a kid in the 60's 70's. We don't know enough about this because it's been a federally regulated drug, class one drug. And so there hasn't been the funding to really research this issue and there's going to be more demand on our behavioral health system in regard to the numbers of people that are going to be putting demands on that. Thank you so much for putting up with me always.

And that was our final speaker.

Supervisor Hartman?

Thank you, I don't remember saying any statistic about the percentage of unlawful grows in our county. I don't think anyone knows that number and I'd just like to correct the record if there is something we went back and couldn't find a statement to that effect so just wanted to make sure I corrected that.

Okay all right so I think do we have any other requests to speak from the public?

Chair Lavagnino, members of the board that was our final speaker.

Okay we will now move into our departmental budgets and we'll lead off with the Office of the Sheriff

Well, good morning Chair Lavendino, members of the board. It really truly is a pleasure to be in front of you to present a budget that for the first time in a long time doesn't have any anticipated service level reductions. We have developed and we are presenting to you today a budget with no cuts to positions or service level reductions but which nevertheless is very tight and which leaves little to no room for unanticipated expenses.

And as has been said before, there really is no stretch left in our budget rubber band. No cushion left to soften the blow of unexpected fiscal obligations. Our staffing remains at minimum levels in patrol, criminal and narcotic investigations, dispatch, administration and most support positions. We have a temporary overstaffing situation in our main jail as a result of the hiring and training of extra staff Who will be needed to open the Northern Branch Jail later this year.

But that will come to an end with the opening of that facility, and our key challenges and emerging issues are still some that have been with us in the past and some which are new. We're still struggling with staffing. Our staffing is inadequate in several different areas as I mentioned. Despite this, we have reduced overtime. We have budgeted what we need to operate in a manner that still provides excellent public safety service and I'm very proud of the service delivery that has been provided to the community in spite of the fact Very limited human resources in certain areas.

Concerns moving forward, particularly as a result of the impact of the Northern Branch Jail, not the jail itself which will be adequately staffed but in terms of the impact that it will have on main jail operations once the staff from the main jail move to the Northern Branch Jail is a major concern. As you're aware we have A study going on in place by Vanner to look at the refurbishing and remodeling of the main jail.

And along with that, we need to really take a look at the staffing study which was conducted by CGL. It really needs to be freshened up and I would submit that that's something this board should consider authorizing. The CEO to do. But it is a problem that is going to have to be addressed we were short staffed in the jail and that problem has been temporarily solved now as a result of the Northern Branch Jail anticipated hiring and staffing people but it is is going to present itself once again when the new jail opens speaking of the Northern Branch Jail This project, which is the largest public works construction project in the county's history remains a challenge in some ways. But we are getting there and contractors have projected substantial completion by October 13th.

We are anticipating about a 90 day period of shakedown and training and preparation and getting that jail ready to open and are anticipating that we will actually have The opening of that facility early in the new year. We are excited about this long anticipated and long needed asset that's about to become an operational reality, and there is a buzz about that in the sheriff's office, and we're very appreciative of it.

As I mentioned, it is going to have impacts on our main jail. In addition to the pending staffing challenges, there's a need for significant refurbishment and repurposing of that facility. The facility is 50 plus years old and the design is antiquated and it is inefficient. And one of our expansion requests is to consolidate the four existing control rooms that just sort of developed as a result of the expansions over the years in that facility into one central control center.

That would provide better security for the main jail, but it would also reduce our staffing needs in terms of staffing those control centers. This is just one element of the renovation that's required for the main jail. Plans are also in development for other required modifications, including Americans with Disability Act modifications, seismic upgrades, the creation of a centralized medical and mental health clinic.

And housing unit and to make security upgrades to modify housing units, to address classroom and program space needs. And to make necessary repairs that are required because of the facility's age. The plans in the cost estimates are still under development and from a budget standpoint this item is currently under review. Challenges in the area of mental health.

As you are aware and as you heard on Monday, we're making some very good progress in this arena in collaboration with behavioral wellness and with a variety of other stakeholders that include county agencies and nonprofit organizations that advocate for and represent mentally ill people. We have started in the sheriff's office, the behavioral science unit. We've hired Dr. Sherilyn Lee, our psychologist that is doing a terrific job.

Coordinating our response to mental health issues. We have developed in conjunction with behavioral wellness and are participating in the co-response pilot project, which you're aware of and which is doing just a superb job out in the community and as well received. The training that we have given to our sworn staff, all of our sworn staff in crisis intervention training has been superb and is continuing and is in the process of expanding.

We have worked with the Department of State Hospitals and are currently engaged in discussions with them about developing a jail-based competency Treatment program in our jail under a contract with the state hospitals and in conjunction with our service providers. We are involved in and I've taken the lead in the stepping up initiative to bring together A variety of stakeholders in our county to have a cohesive approach to keeping mentally ill people out of the criminal justice system, to the extent that we can and to providing better care and treatment for those who must stay in our system.

We are about to begin a formal program of medication assisted treatment in our jail facility. And we are seeking multiple grants to assist us in this and other areas. And then lastly, it's still my pleasure to serve on the Mental Health Services Oversight and Accountability Commission as a commissioner representing our state's sheriffs to keep mental health clients out of the criminal justice system.

Another challenge area that we have is staying current with technology. We have a strong need for improvements in evolving technology. Our records management system is 14 years old, it was last upgraded eight years ago. It is obsolete and it's no longer supported by the manufacturer. It's becoming more and more difficult to remain federal criminal justice information system and Department of Justice compliant.

And that is something that needs an upgrade. Our ability to extract and analyze data is still hampered. In addition to technology shortcomings, we continue to struggle with an inadequate staff to manage our considerable data that is generated as a result of Sheriff's Office contacts, as a result of the jail, requirements that we have in terms of keeping and managing our data. The problem is exasperated by an increasing number of Public Records Act requests which are very, very difficult to handle and very time consuming.

And also a number of legislative mandates such as the implementation of the RIPA, the Racial Identity Profiling Act of 2015 that will impact us beginning in 2022 and will require us Capture and report, analyze and report additional data. So once again in this budget we're asking you as a expansion for a data analyst position that is critically needed. Another challenge that we have dealt with is the entire issue of cannabis, legalized cannabis. We've had a sea change in this area as a result of changes in the law.

And related policies that have been adopted by the board. Our role is to assist in the regulation of legalized cannabis businesses and to suppress the illicit market so that the legal market can succeed. Our Cannabis Compliance Team has already done a terrific job in this area, and I am confident that they will continue to do so in the future. Another challenge that we face, and we're not alone in facing is the opioid crisis. This is a national epidemic that has continued to impact our county in a very sad and very tragic way.

From 2013 to 2017, we had 307 opioid related deaths in our county. And that number has been increasing over the last several years. In response to this insidious program, we have trained and equipped our deputies to administer naloxone in the field and in the jail prior to the arrival of emergency medical services in cases of opioid overdoses. And since we began this program in 2017, we have documented 18 lives that were saved as a result of the administration of naloxone.

We are developing a medication-assisted treatment program, as I mentioned in the jail. And we will continue to provide the Sheriff's Treatment Program for inmates who struggle with the scourge of addiction and substance abuse. Another challenge that we had to deal with in the last year, as all county departments did was the debris flow. And we continue to be affected by that terrible event It has resulted however in some very good things.

The refinement of our evacuation protocols and procedures, we had three actual evacuations in advance of major storms this year alone and all of them went very smoothly and the response from the community was very positive. We also developed and implemented security plans for the evacuated areas This year alone, we provided 2906 hours of non-reimbursed overtime that were related to the evacuations.

We also expended considerable staff time gathering data in response to the Southern California Edison lawsuit and the countersuit. So that gives you a tee up of some of the challenges and issues that we're facing. And now I would like to turn it over to our under Sheriff Saul Lindver and our Chief Financial Officer, Hope Vasquez who will take you through some of the nuts and bolts of our budget.

And then I will return to wrap things up and be available for any questions you might have. Thank you

Good morning, Chair Lavendino and Supervisors. I'm Chief Financial Officer Hope Baskets and I'm going to go over a few summary slides that give a general overview for the Sheriff's budget. This slide summarizes our proposed budget for fiscal year 19-20. It documents an increase of about $9 million in operating costs from the prior year. A majority of that increases in regards to the opening of the North Branch Jail.

This slide is a representation of what is included in our capital projects. These include equipment for the North Branch Jail, air support rescue equipment, annual expenses for replacement of copiers and servers as well as items for the jail and the Santa Maria improvements. The final item is in the last phase of our live scan fingerprint mobile ID project which is funded with state funding.

For a source of funds from last year, the largest variance is in the decrease of fund balance which is also attributed to the opening of the North Branch Jail and operations. This slide provides a visual of the operations in the Sheriff's Office and documents that the sheriff is evenly split between law and custody at this point these percentages have not changed from 18-19 And I will now pass the next section on to Under Sheriff Saul Linver.

Good morning, Chair Lavagnino and Supervisors. I'm Under Sheriff Saul Linver. In looking at this staffing summary slide, I would like to bring your attention to the 19-20 recommended column. The orange color or the bar farthest on the right reflects our agency without the North Branch Jail hires. The standard non-north branch jail position increase is due to the addition of seven cannabis positions and the decrease of two alternative sentencing positions previously funded by the Community Corrections Partnership.

Last year, the Board of Supervisors approved a fund balance to be set aside for the additional hiring of LE deputies should we achieve below 3% vacancy for these deputies. This was done to help address the loss of over 50 general fund positions during the recession mentioned by CEO Miyasato in her opening statement. We have hit this mark twice and slipped back. We are currently at the 3% mark.

As we have proven with adequate staffing, we can substantially reduce overtime costs. We ask the Board of Supervisors to continue this approval as we will need the positions and we feel that we will reach into this fund if not by the end of this budget year during the next fiscal year.

So we have a question from Supervisor Williams? Yes. So these are budgeted positions? Yes Do you have an actual?

We have currently, I can tell you. I can get you an actual. Yeah, I'd

love to have this slide in actual because I think that's the most important thing for us to understand.

We currently have, I have our current vacancies. We currently have eight LE deputy vacancies, 17 CUSSE deputy vacancies but that's due to a tranche we just received, a tranche of 13. We have four dispatcher vacancies. We are hiring two dispatchers on Monday. We currently have, well we've hired eight SSTs and we're hiring two more on Monday and we have three vacancies for the ECC's or

the call takers Yeah, I mean it would just be useful to pick a point in space in April of every year and just give me the numbers of actuals in a slide like this.

Okay.

Mr. Chair?

Supervisor Adam?

Mr. Lindberg, if you come back again next year, if you just put that in the report because it's been an issue every year since I've been here and I'd love it if it was just a standard part of the report instead of making us ask for it.

Okay, CEO Miyasato?

Supervisors this is our standard so I don't want to blame the sheriff. It's not that they're hiding anything we didn't ask for as part of the standard but we will do so in the future thank you

Thank

you. I'll just say that- Well, I do want to back up Supervisor Adam. We do ask for this

numbers every year and I'll have to say that I think it's probably the lowest That I've ever heard so far in the fact that you're You know, you just got 13 more requests. We only have 17 openings vacancies That used to not be the case. So I appreciate that and the fact that we only have two dispatchers positions open is also a move in the right direction, so.

Also what we've been finding is the SST positions and the call taker positions have been actually promoting within the year and becoming dispatchers or deputy sheriffs or custody deputies. Awesome. We're probably running about a 5% vacancy.

Very good okay so as long as we have that slide probably be helpful if we just get into June budget hearings

okay

all right

Our operating revenue, much of the increase to our revenue is due to Prop 172 and realignment. The remaining increase is from grants and contracts. In our GFC five-year summary, while the graph portrays an overall increase in general fund annually for the Sheriff's Office, the percentage of annual total general fund has decreased from 34.99% in fiscal year 15-16 to 32.10% in recommended 19-20. This decrease is total percentage amounts approximately 5.6 million, a decrease in our GFC and as reflective of the recession we've been facing.

The increase in 2016-17 was an adjustment for salary and benefit increases. The 2017-18 budget, as well as the 18-19 budget is the approved increase for jail medical costs and also the increase to salary and benefits. Anticipated accomplishments we've changed multiple agency supervision and management positions from sworn to professional staff We have issued 215 new portable radios to our field deputies.

We've issued body cameras for our foot patrol deputies out in Isla Vista and also our community resource deputies and school resource deputies along with this body worn camera project, we've increased our data sharing capability by including a cloud storage that will allow us to share images with the district attorney's office We've started our Blue Courage and Valor employee wellness classes to trainers and supervisors.

We've taken several measures to cut overtime. We are beginning and moving forward with the National Commission on Correctional Health Care pre-accreditation, and scheduling a final audit. And as you've heard, we've done some work in crisis intervention training through the Sheriff's Behavioral Sciences Unit.

So I'll just second on this slide if we can go back. I'm just curious on the body cameras and the sheriff had talked about the increase demand for public records requests. I could see this being just about every case so explain to me how when you said you could share that with the DA's office and I'm assuming public defender would probably also like access to that as well.

How does that work and how do you see that demand for body camera footage? I would imagine anybody who gets arrested now is going to want this. Is it available or how does that happen?

Well, there's a lot. So first of all regarding PRAs we actually had to purchase software to do some redaction for our body-worn camera footage because there are certain aspects or there are certain things that may be on the footage that is not privy to be released to whoever requests it so that's on the PRAs and with SB 1421 that has put a significant strain on our records people and also on our tech people because we have to go in and do redaction these videos Going back to the sharing aspect of it with the DA's Office and Public Defender, previously what we were doing, we were either burning a DVD or somehow getting in tune with her email but if it was too large for an email. So basically we're burning a DVD and bringing it to them. With this cloud storage, we currently save body-worn camera footage for three years.

Is

that an industry standard? Or how did we come up with that?

It's what County Council told us we should do.

All right. Thank you for asking them! Things that will be helpful to know five years from now, right? Okay. We all follow the Mike Gazzone rule.

And what we've built into our system, we have a large library that'll hold the first year of videos then the library will automatically send your two and three to the cloud When a video reaches three years in a day, the cloud automatically deletes it. So what we can do is if there's a case where we're saving video that's going to be going to the DA's office, the DA will send us a discovery request form saying hey, we'd like to see this footage. Instead of burning the DVD, drag, drop, put it in their partition and they can go ahead and get it out.

Very

cool.

OK.

Thanks. Thank you. Onto our objectives, finish and open the North Branch Jail. Continue full cost recovery agreements for law enforcement services. We want to review our fleet costs for any cost savings. Hire and assign new sheriff service technician staff to control room post and consolidate the control room operations through a security system upgrade. You've heard the sheriff mention I will talk again in expansions. And obtain funding to address mental health illness and diversion.

On to our Renew 22, I'm not going to read all of these. You have heard some of them and you will hear others. I do want to mention that we are continuing to identify Renew22 opportunities. As an example in redesign in 2017, we launched a pilot of software for online reporting. This software allows citizens to complete and submit incident and crime reports via our website.

We decided to keep and grow the reports that could be handled by the system. To date, the system has handled 3,317 reports with an estimated staff savings of $138,418. The initial cost of the system was $22,500, and the annual cost is 16,537. So we're obviously seeing a return on investment on this. Under retain, we're going to be adding our employee wellness through programs such as Blue Courage and Valor.

We're working on an agency Wellness Center and thanks to Risk Management and the Sheriff's Posse for assisting us with this funding. We have training additions to help mentor not only new employees but those promoted into new positions. As an example, we brought back the supervisor workshops for our supervisors. Okay next I'm not going to go through in detail on our performance measures.

Here are three of them, the first one being EMD, the second one being in progress calls and the third one being our UCR reports. Next. Our next set of performance measures, I do want to make mention that the second performance measure is a new one that we created. This measure is to track medical grievances in the jail. I want to mention on the third performance measure here, I'd like to point out the extremely low rate of our downtime for what I feel is the most important computer system in our agency. That being the computer-aided dispatch system.

Our amazing systems and technology staff have been able to reduce the downtime to the extent that the vendor company is consulting with us. Service level reductions. I would like to pause on this slide for a few minutes

Wait for the cheer to go up?

Unfortunately, we could not add graphics to these slides or I would have had fireworks going off in the background. This is the first time in at least 10 years that the word none has appeared on this slide for the Sheriff's Office. Okay onto our restorations. The sheriff will have a quote at the end of the presentation but I heard a statement from Chair Lavagnino on Monday that fits quite well with our expansion requests.

These expansion items are need to do versus like to do. None of these are like to do with that said we do understand your position and the need to prioritize between departments and the funds you have available. So with that, the Jail Room Consolidation. This was a Renew 22 initiative. Currently we have four control rooms staffed 24 hours a day by custody deputies and soon to be sheriff service technicians.

The Sheriff Service Technician Switch will save the county over $250,000 due to staffing costs and this was a Renew 22 initiative. The 10 SST's can cover two posts. To further this savings, we are recommending control room consolidation which will decrease the four staff positions to two. Hence releasing two posts of custody deputies to address vacancies. Upon implementation of the single control room, we expect a return on investment to take less than 18 months.

Custody deputies. As you know, in 2015 consultants reported the need to increase the custody deputies in the main jail by 17 positions. With the additional staffing added for the North Branch Jail these positions were deferred. The North Branch Jail will be opening this fiscal year and there is still the need for added positions in the main jail. We request a fund balance be set aside as we've done for the LE deputies.

When we reach 3% vacancies for custody deputies, we would then be able to hire to the new staffing level. Behavioral Science Unit Manager. Last year the Board of Supervisors saw fit to fund this position for one year as a pilot. The benefits of this position to the Sheriff's Office and the citizens of Santa Barbara County have been proven time and again. Our BSU manager has been able to coordinate and conduct eight-hour crisis intervention training for all sheriff law enforcement deputies, all dispatchers, and 30% of custody deputies.

We've also been able to train approximately 2% of the agency on the advanced 40 hour CIT course. You have also heard the success of the pilot co-response team Data Analyst. Currently, our agency does not have someone on staff who can mine data from our various systems to provide statistics to our agency and the various entities we work with. With this position will enable us to gain a better understanding of the capabilities of reporting from our systems as well as expedite data retrieval.

Co-Ban MDC Replacement MDCs are mobile data computers. These are the computers in the patrol vehicles used to provide information to the field units. Our in-car MDCs are 7 and 8 years old, and use 3G technology which could become non-supported at any time by AT&T. Our MDCs have been unsupported for 5 years. Records Management System Upgrade This is the oldest system of our three primary systems.

The records management system houses all of our data from the automated reporting system, as well as field contacts and citations. This is our primary system used for reporting crime statistics to various agencies. The Sheriff's Office went paperless reporting some time ago to address the over 14,000 multiple page crime and incident reports taken annually. The Automated Reporting System, or ARS, houses all investigative and incident reports written by both field and custody staff as well as the records of contacts by field units. The automated reporting system is a module of the records management system.

Dispatch Governance Group. The dispatch governance group is composed of stakeholders of the dispatch center at times there are items or services discovered by the group that would benefit all stakeholders however they do not have any funds to move such projects forward this request would give them these funds Chief Deputy Sheriff. During the recession of 2008, we found the need to unfund several management positions in order to maintain line-level staffing.

One of these positions was a chief deputy sheriff that oversaw the administrative services, financial services and operation support divisions. These divisions now report directly to the undersheriff. Body-worn cameras. As mentioned, we have outfitted 30 of our field staff with body-worn cameras. This request would outfit the remaining field deputies with body-worn cameras and require adding one computer system specialist to manager the cameras in the system.

Data center replacement and redundancy. The current hardware in our data center is about seven years old. The life expectancy of these items is routinely five years. This expansion item is twofold, first the replacement of the current aged data center and second, the creation of redundant data center in the North County. I will now turn over our presentation back to Sheriff Brown.

I have a question first. Yes. On the MDC replacement Yes, Chair Levine. Why? Like on an equipment replacement like you know you're going to replace your vehicles at a certain point and I'm sure you have a fund that you fund and then when you get to it five year, at the end of the five years you have enough in there to buy more vehicles. On something like those computers, you know you're going to replace them. Are we setting aside money every year so that we know at the end of the seven-year or eight-year cycle we've got the money set aside to do it?

We have not been. It is something we are starting to do with many of our

larger, yes.

Okay. All right. Um, great job Saul and hope I do just want to make one correction where the undersheriff, uh, misspoke on one thing and that is the CIT training for our custody staff other than brand new people. 100% of our custody staff have also received the CIT training. In closing, let me reaffirm that we are committed to renew 2022. We recognize and understand the tremendous fiscal challenges that the county has faced over the last decade or so and the prospective potential problems that are on the horizon. So we're committed to providing better and more effective service at less cost whenever that is possible.

We still do have ongoing challenges though in three areas that I want to emphasize as I close. One with regards to staffing, although we've made significant headway and filling our positions there is still a structural staffing gap. And while the Sheriff's Office has had many hiring successes, we continue to be faced with just as many challenges. Number two, as you've heard mental illness continues to be a growing challenge within our county which affects many departments. We are collaborating with many other county and departments and community stakeholders to address this issue. And some exciting things are happening that I want to reemphasize. One is the co-response pilot that has had great results but is not currently funded.

We are seeking grant funding for its continuance. But if we are not successful in obtaining it, you can expect to see a collective presentation back here later seeking appropriate funding to continue this very valuable program. The behavioral science unit has been established and ingrained within our organization. In partnership with others, we continue to seek grants for a variety of mental health-related endeavors including medication assisted treatment, CIT, crisis intervention training, community based and jail based restoration to competency programs, adolescent mental health services and law enforcement assisted diversion.