Board of Supervisors — 2019-06-11

you And when are we doing that?

All right. Hi, good

morning everybody. I'd like to welcome you to this meeting of the County Santa Barbara Board of Supervisors budget hearing and can I get a roll call?

Mr. Williams? Here. Mr. Hart? Here Ms. Hartman? Here Mr. Adam? Here Mr. Lavinino?

All right, I am going to go a little bit out of order this morning so that we can get public comment taken care of. So this is for items that are not on today's agenda. Madam Clerk?

Chair Lavinino and members of the board, we have one request to speak on general public comment today and that's Ed Kolaski.

Although it's not official, the board may have said that our second story is not located solely over the garage. At least there was no mention of it in the last meeting. As you can clearly see here, the second story is located over the garage, the kitchen, the dining room, laundry room and part of the living room. Now they want me to do setbacks, and back in 2014 they voted 7-0 that we did not need to do setbacks. This was after my architect gave a great speech.

So why didn't they put this drawing or at least the one with the architectural view there in their 64 page report? It is clearly not located solely over the garage. For the last five years, I have lived with the fact that it's solely over the garage and nobody can explain what the heck they're talking about. And you talk to an architect who doesn't know what's going on, they say they have to hold herself back from laughing at it.

So at any rate, the irony of the whole situation is you can't really see it in this drawing but in the second floor John Verdiak decided to request that we push the second floor forward one and a half feet. And we did that and that was done early. But now he's turned around. Not only doesn't claim that he didn't do it, but plus he is stating that he wants an eight foot setback which is ridiculous at least the three of the other members only suggested a The house on the left is just plain ugly. It's a blue one there.

Ryan said that Cooksey, who is a staff member said ugly or is not a contention for refusal. And then these other two down here the one on the left has all these push outs so we didn't want to do anything like that because there was no in fact that Cecilia Brown and others did not like that house because it's the only house probably in the whole Santa Barbara County that's like that It was built the same time that I was applying to do our construction. The one on the right is really boxy, I should have had a better view of it but it looks very boxy. But it was going up at the same time we were playing for And I'm looking at those 2, I said well we can easily do a better job than those two.

It wasn't without question yet we got rejected because as they said we were located solely over the garage when we weren't located solely over the garage. So in trying to figure out what the heck is going on, it just seemed to me that they wanted some money under the table and I presume that's why we got rejected. We did not make a little donation. Thank you. Thank you.

Are there any more

public comments?

Chair Lavinino, members of the board, that was our only request to speak. Okay

very good. Well I will kick it over to our CEO Mona Miyasato for the budget overview.

Good morning, Chair Lavinino and board members. Thank you everyone for being here this morning we are beginning today this is our hearing to adopt our fiscal year 2019-20 budget and before I begin I do want to say thank you to all the department heads their staff in particular particularly all their fiscal officers assistant directors deputy directors who've helped Work throughout the year to put the budget together and who do an outstanding job for the residents of our county.

And also I would like to thank our Auditor Controller's office. Behind me is Auditor Controller Betsy Schaefer, her assistant Auditor Controller Ed Price and their staff led by Kyle Slattery and Robert Geis. And I also want to thank my budget and research team Paul Clemente, Richard Morgantini, A.J. Kinovaeva, Rachel Lipman, Wes Welch, Stephen Yee all of whom are led by our Budget Director and Assistant CEO Jeff Rathwell.

Today we're going to have a quick overview by myself, giving some context. Jeff Frapwell our budget director will provide a summary of what's in the recommended budget. If the board would like any updates from any of the departments, we are gonna go by functional group and you can ask any department to come up For more information to respond to questions and departments also have an opportunity to provide more information if they would like to Then the board will deliberate and make some funding decisions and then hopefully adopt the budget with the recommended actions So Just a little bit of context setting.

When we talk about the budget, we often discuss one project versus another. Departments talk about their strategies for the year. One department's desires over the other. Desires of all the needs in the county. A few community members' requests. And this is appropriate because this is the time. These are when we make funding decisions. But it's also a reminder that our budget is our operational plan for the entire year, for the entire county. Representing decisions we've made regarding our finite resources of money and staff time within the context of even our many state and federal mandates and requirements.

It also reflects the years of commitment that your board, and previous boards have made to focus on the big picture and make choices about our future. So our cover this year is showing a variety of different projects that the board has committed to in the past and in the future. We'll be committing in the future, similar projects just to be a reminder to all of us about the many things that county does. The first is a northern branch jail as you know it's been a discussion for decades and the board has been planning for this for many years.

This has consumed the time of the Sheriff's Office and our General Services Department for several years. And as you know, it's scheduled to be completed this fiscal year. Goleta Beach Parks replacement bridge was actually completed by Public Works last year with an improved bike path and walkway. And again just one project that demonstrates the board's commitment to improve access and safety to our beaches in our parks.

The Koyama Solar Array is a 327-acre private project that was approved by the board in 2014. It generates 40 megawatts of electricity, enough to power 16,000 homes and it again conveys the commitment to looking at other energy sources and also that the utility grade ordinance is in planning's long range work plan. Santa Maria Levy was again approved by the board in 2014. It was a project completed by Public Works and because of that levy improvement, it protects 20,000 parcels and 17,000 structures from risk of flooding. The city of Santa Maria operates a multi-use path and a trail on a portion of that and again represents our partnerships with cities and work to have additional recreational opportunities but also to protect agriculture and our residents.

And the last photos from first five. Again, in the end all that we're doing is a commitment to improve the lives of our families and children in the County Santa Barbara to ensure their health and safety. So here's our budget timeline. We've been starting this process like we do every year back in November with our fiscal issues and forecast through budget development guidelines that we go to the board in December, we did our April workshops for a week, in May we released the recommended budget and here we are today with the budget adoption hearings.

The recommended budget, as we've talked about at the workshops, have no service level reductions proposed for the first time in many years and revenue growth that allows some moderate and modest expansions. Our total operating budget is $1.14 billion and same with our expenditures and net increase to reserves. We've been talking about this year as a milestone year and indeed it is. Again, no service level reductions were required. This is the first time since 2009 I believe.

Again it reflects your board and prior boards prioritization and commitment to certain key projects and programs. We're continuing to improve how we do business with Renew22 And again, ensuring fiscal practices are responsible as good stewards of the public dollar and looking to ensure that we have a buffer for a potential recession and addressing long-standing fiscal issues.

We've talked about this quite a bit in our April workshops but again the Northern Branch Jail is coming to fruition The fire tax shift will reach its target in the 19-20 fiscal year. The Taheqo Resource Recovery Project, which had its... not groundbreaking, what was it called? Groundbreaking. Not a ribbon count groundbreaking. Thank you was just held a couple of weeks ago and as many of you know, that's been under Can just start under construction but it's been underway for several years and then we said because of the board's pension cost sharing plans and Negotiations with our unions. This is the first year. We have a slight reduction in our actual or pension costs compared to last year We also have major capital projects that are continuing, and we are looking at a combination of debt financing and one-time revenues of the general fund to support those.

Maintenance funding is continued to be supported by the 18% formula. That plus money for some deferred maintenance projects that are capital projects means that we are going to be exceeding the target identified in 2014. And again, cannabis enforcement funding has allowed us to staff additional positions primarily for enforcement I'm just showing these briefly because we talk about the operating budget. The departments when they came up in April did talk about their capital projects and their capital investment, but I just wanted to remind everyone the county is doing quite a bit. We have IT improvements across the county in different departments and you see some of those and this is general fund and non-general fund.

We continue to work on lower emission creek flooding and Laguna San upgrade This year you saw in FIRE's budget money for capital projects for two projects, Halama Beach Affordable Accommodations, improvements to the Royal Borough Ranger Station and the general fund projects that we've been talking about as first on the list for COPs although we have now are able to fund it through cash. And those are long-standing projects we haven't been able to get doing quite awhile.

Key challenges remain, we have a tight labor market which impedes our recruitment ability and retention. We are always facing mandates and regulations from the state and federal government although we've seen a better state budget this year. And some of the potential takeaways didn't come to fruition in public health department. We're continuing to try to keep up with technology improvements and infrastructure so that we can do more innovative things.

We're continuing to work on the criminal justice system and diverting mentally ill, and putting them in areas that are more appropriate for their needs, and addressing homelessness with a consolidated work plan from our safety net departments. As I said, we're always keeping an eye to the future as well and looking for ways to protect us and buffer us in case there is another recession. Economists say there will be one, it's just not known when it will be. And these are some of the ways we are ensuring that we continue fiscally responsible practices. And that is one time uses, one time funds for one time uses. For cannabis revenue because we're still not sure what the market will do.

Using it primarily for enforcement and after that one time uses. We're fully funding the strategic reserve, and again making investments that have ongoing returns continuing efficiencies looking for opportunities in applying for grants and partnering with other agencies. Renew 22 will be in its third year next year. And again, the primary objective of Renew 22 is to make us a more resilient organization should there be an economic downturn or natural emergency and that means just not our finances but our processes, our systems, our staffing to retain the best and brightest and responsiveness to our customers.

And with that I'm going to hand it over to Jeff Rapwell

Good morning Mr. Chair and board members, as we walk through the fiscal part of the presentation this morning I want to just highlight a few things for you. Through the balance of the budget hearings will go over these six kind of bullet points I want to talk really about budget hearing materials that are in front of you and available on the county's website As well, we'll talk about the recommended budget summary.

Some expansion requests that have been funded both pre-workshops since workshop and then the ones that are remaining for your board's consideration today. We'll talk about functional group summaries and department presentations again this would be a time for your board to have departments make presentations to you or answer questions should you have any. We'll move into board deliberations and finally recommend actions today.

And looking at the budget materials in the binders that you have in front of you, these are the tabs. So tab 1 through 32 and it includes all the board letter and hearing schedules, your budget inquiry forms that your board has provided our office and we've provided responses to. The adjustment requests that are adopted as part of the budget, A1 and A2. Any restoration expansion requests that are deferred to hearings today's hearings as well as the other items you see here on the chart.

As our CEO mentioned, our budget for the upcoming year is recommended at $1.141 billion dollars and it is balanced as we are required to without service reductions We have staffing increases of about 78 positions. You can see they're going from 4,170 to 4,248. That represents about a 1.9% increase in total FDEs and the majority of those are within sheriff as it relates to the opening of the Northern Branch Jail that's 23 of those 78 positions This detail for all those, both FTE and the budget is in section C's pages 23-22.

As we look at the operating revenues by fund, you can see here that the general fund makes up 39%. Social services 14. Behavioral wellness 11 are our three highest, three greatest funds. And you look specifically with a general fund, the amount of discretionary versus other revenues. Discretionary as the name implies are really those revenues which your board has the greatest discretion or how to allocate those and spend those We'll talk about that in the next slide as to how that breaks down.

Here you'll see the primary sources of your board's discretionary dollars. You can see within property taxes that totals about $227.9 million, and that truly does not have strings attached to how you allocate those. But interestingly a lot of that is actually required that you use as match to bring down the federal and state dollars so even though it's discretionary quote unquote there really are some pulls on that limit Total flexibility. You'll see the cost allocation services $11.1 million, local sales taxes about $11 million, TOT is going up to $13.2 million, our cannabis tax revenues which we'll talk about momentarily $5.6 million and all other revenues $7.2 for a total discretionary revenue of $276 million.

That's about an $8.5 million growth from the prior fiscal year and about 3.2% overall growth in your board's discretion. As we look at the operating expenses by fund, you can see here again General Fund being 35%, Social Services 15%, and Behavioral Wellness round out the top three at 12%. Our staffing trend, you can see here over time. The increase is again going from 4,170 in the current fiscal year to projected 4,248 next year. Again large 1.9% increase largely driven by sheriff at 23 positions behavioral wellness 16 and fire 9 and then several other departments have minor increases Looking at the county's portion of retirement contribution, as we mentioned both during workshops and a moment ago this morning, our contribution is largely flat.

And this is the county's portion and the reason it's flat is really reflection of a couple items. We haven't had changes in the assumption rates by SB CSRS. We've had, importantly we are implementing MOU changes with our employees to change the cost share of retirement costs between employer and employee. And so it's been able to stabilize our retirement contribution.

Let's talk about cannabis tax revenues. You can see here as we move into fiscal year 19-20 and move into our second year of revenue from this category, and here is the allocation that your board approved in 18-19. You can see that in the left column of numbers allocated about, in the enforcement, about $1,690,000 between those departments listed here on the screen.

We're estimated to spend about $2,089,000 on enforcement and recommended next year of $2.8 million toward enforcement. You can see how that breaks down between departments. Some departments are relatively flat in this area of enforcement and you can see there is also a significant increase in commitment on enforcement into the Sheriff's Department included in the recommended budget.

Rounding out the balance of the use of cannabis tax revenue, you'll see here in the Tax Collection and Program Administration costs. If you look at the first line, the County Executive Office, this $200,000 that was spent or estimated to spend in the current year is really related to the implementation of a new software for cannabis tracking. And licensing, and that was a one-time cost. Plus we have security costs associated with enhanced security here in the facility related to tax receipt times.

You'll see in the fiscal year 1920 that number goes down really to cover basically security and just the ongoing licensing fee for that software. You'll see that the recommended budget includes an increased allocation to the Treasurer Tax Attorney's Office, about $165,000 to cover staffing costs and support costs from again from the CEO's office on staff in this effort.

Looking at the other budgeted one-time uses of the cannabis tax revenue, you can see the board adopted in 18-19 the current fiscal year movement of funds to maintenance for public works, general services and parks. Increased state reserve, planned development long-range plan projects. HCD clean energy roadmap as well as one time dollars to the libraries to support the efforts that CSD is doing with library funding.

And in the recommended budget, you'll see that we're moving the $405,000 unspent in long-range planning forward into fiscal year 19-20 and augmenting that to reflect updated cost estimates from the department to accomplish those projects. In addition, the recommended budget includes the allocation of about $1.3 million from cannabis money to support the replacement of the in-car video replacement for the sheriff.

Finally, you can see down there in the very bottom is a summary. Estimated revenues in the current fiscal year $5,450,000. We had projected there was going to be a $517,000 carryover. In reality if you look at the middle column of numbers we think there's a $323,000 carry over from current year into next year and that you can see rolling forward on the far right column And so as you get down to the very bottom line, there's about $889,600 available for your board to allocate today should you so desire.

As we look at the area of maintenance funding This is largely driven by your board's 18% policy. But it does, this slide also reflects both the ongoing baseline funding which we have for those departments about $2.3 million dollars. The second line there being 18% formula monies that are allocated to your board and finally some one-time moneys as our CEO mentioned for projects that were paying on a cash basis had otherwise been considered to be debt financed. So that brings our maintenance funding to about $16 million, and you can see there as it breaks down other funding that is available to address the county's deferred maintenance, specifically SB1 dollars and some of the grant dollars that are received by Public Works.

So as you look across, we're pleased to say that the recommended budget includes about $23.2 million to fund deferred maintenance projects in the county. I guess I should say that's a deferred maintenance as well as regular maintenance so some of the baseline funding does not address deferred, it addresses ongoing maintenance. As we look again at your board's discretion and the allocation of key discretionary fund balances, I want to walk through this slide a little bit for you. There are a lot of numbers on it. I won't go through all of them obviously but as you can see that the board is or the recommended budget sets funds aside for specific purposes and meet both your board's priorities and previous policies but as well as position the county for uncertainties.

Behavioral wellness, $4.8 million is the projected fund balance. Again this is there to address unexpected and higher need for IMD beds, other special needs within behavioral wellness in order to address audit findings or other funding return of other federal state funding should that become necessary. The cannabis tax revenue I talked about a moment ago, that's the $889,000 that is available for your board's reallocation today.

The technology replacement fund we discussed during the workshop, this is really expected to spend that this year but won't do so until we have proposals from the departments vetted by the EITC, the Executive IT Council and then brought to your board for consideration mid-year Our city's reserve is fully funded at your board's policy of 8%, $36.3 million, 36.4 million roughly.

Litigation reserve in consultation with council we believe this is appropriate 6.5 million dollars there. Disaster recovery roughly 3 million dollars available. Program stabilization 171 800 these again this is money that we're going to identify later and the presentation is available for your boards reallocation Finally, we do maintain half a million dollars in facility maintenance for emergency repairs should those become necessary for general services or CSD.

Assessment appeals, this is there to address significant cases should that become necessary either for outside counsel Are in key increased staff time associated with supporting those assessment appeals. Finally new jail operations, it has gone to $12.9 million. This is again consistent with your board's funding policy and plan that your board adopted. Emergency issue 24-7. This is available 24,700 Is available for your boards that reallocation today and finally contingencies at just over four million dollars So that brings projected fund balance of about seventy one point eight million dollars To put this in context I think it's important to It looks like a big number but to put this in context If you look at the Government Finance Office Association's recommendation on available fund balances within a county or government general fund, they recommend an amount roughly equal to two months of operating expense.

For us that number would be about $67 million dollars. Before we get too excited that 67 is less than the 71 showing here, from this 71 you'll have to back out the $12.9 million. That is already identified a use of that and so if you back out that there's about 58 million dollars in kind of discretionary fund balances. So if you compare the 58 that we are projecting here in the recommended budget We subtract the million that we're going to discuss later in the presentation. You really get down to $57.8 million and that the GFOA would recommend that we have. So, we're about nine million dollars shy of what GFOA recommends that we maintain but we do think uh... that it is prudent and look we can continue to work on that should your board desire as we think forward I know we're in fiscal year 19-20 as you look forward at the following fiscal year should your board desire and we may recommend during the Development guidelines for the following fiscal year perhaps addressing the strategic reserve to 10% instead of the 8 So we look at budget expansions We certainly have Needs that have been expressed by departments, and we've addressed many of those.

We addressed some of those in three tranches. First tranche was those expansion requests that we handled pre-budget workshops and we discussed those with you and built those into the recommended budget. Post-workshop, based on input from your board and the public and departments we've addressed some of those expansions. And that leaves the last kind of section that is here for your board's consideration today.

Here are the pre-workshop. I won't go through all these. We've talked about those. The recommended expansions that are incorporated in the recommended budget, I will talk more about those. We have the CEO's office management intern we've used some one-time dollars to set money aside for two years to support this effort. We discussed that at workshop. Community services and regional climate action planning $324,000.

General services, although this is non-general fund but general services fiscal security specialist $174,000. Planning and development the farm stays project $115,000 probation $36,000 for their pretrial assessment. This is the transition of pretrial from court special services to probation midyear and this is the incremental general fund cost associated with that transfer.

For then public defender Additional misdemeanor attorney staffing of one FTE, as well as some extra help FSA social worker program funding. Within sheriff the, as your board discussed during workshop and it was clear it was a priority, was the behavior science unit manager, as well as the COBAM MDC replacement. This brings us to the last section of expansion requests. These are the ones outstanding from departments that have not been funded as part of the recommended budget that are here for your board's consideration.

If we look at those by department, Community Services has three. There is additional library funding requested by the Department of Ongoing GFC of $135,000. I will skip to the chase at the end The recommended budget does allocate all of the county's ongoing dollars, but there are some one-time dollars for your board's consideration. But as we're going through this list of ongoing versus one time if you keep that in the back your mind that'd be appreciated CCE Startup Capital Balance, the department's request an additional $750,000.

This augments their existing 650 they have in fund balance for this purpose. We have the request for a countywide recreational master plan. This is really kind of part two. They funded part one in the current fiscal year. That request was for $350,000 General Services has a remaining request to add a real property agent for 126,000 Human Services has two remaining requests, although several have been funded. One for Department of Business Specialists for recruiting 125,000 and one for an FOP for their administration of 675.

Public Works has requests identified that are still outstanding. Local share of the 2019 storm related cost 1.3 million dollars this gets spread across their various funds maintenance funding to maintain current PCI of 57 at 5.5 million dollars and a local share of the Thomas fire debris flow costs across their different funds 1.1 million dollars Sheriff gets a whole slide to themselves So there are eight expansion requests that are still outstanding at this point in the budget.

Main jail room consolidation, although I will tell you that this is something that we plan on doing and incorporating into the remodel of the main jail when that takes place. And so we will address this control room consolidation as part of that larger project. Although it still shows an expansion request, we do have a plan to address that. Custody deputies 1318 FTE.

Our plan on that is to, as we discussed during the workshop, to re-engage CGL. CGL is the firm that performed an assessment on the county's behalf with respect to a number of things but specifically related to the need for custody deputies within the jail system. We'd like to re-engage those. There's a number of factors that have changed since that report was first put together and we think it's worthy of a refresh on that review.

This department also has a request for a data systems analyst, $141,000. Records Management Replacement System replacement $582,000. Dispatch Governance Group funding of $100,000 request for Chief Deputy Sheriff for $352,00 A F1FT to manage the body-worn cameras and computer systems, as well as expand their body-worn camera program. You can see that's $133,400 for the staff person and the $514,000 was for the expansion of the cameras.

And then finally a data center replacement of one time cost of 1.3 million and ongoing cost of 133.5. In addition, we've had some things that have come to our attention post workshops. There are four and you can see two of them are grayed out I'll talk about those your board considered a report from CSD with respect to Encouraging how do we encourage or change our plans?

To encourage greater green commute alternative human options for our employees and although Your board referred that back to HR for consideration We do think it's prudent if your board would consider earmarking some dollars today for ultimately that program once that comes back to your board for approval. We think that would be prudent for you to do. Also, as we talked about during workshops actually The need to do additional compliance audits, ongoing compliance audits within the cannabis industry to ensure that the taxes received by the county are appropriate and complete.

We think there's an effort work effort there that values about $175,000. We also got the next two kind of requests, and it turns out that they really aren't needed to be discussed today necessarily. Although I feel compelled to talk about them because they were in our board letter was the request from South Coast Workforce Home Borrow Program. It turns out that the non-profits are actually already working with our HR department on this effort so there isn't a need for additional budgetary resources today.

And then there was a request, an identified need for the Veterans Memorial Building there on the beach to make some emergency repairs associated with water damage. And so General Services has agreed to prioritize this project as part of their 18% funding and will address that in the upcoming year. So no additional dollars or resources are needed today. So with that board that kind of is our opening summary and be happy to answer your questions and pause at this time before we move into the functional group summaries.

OK

thank you very much. Do we have any questions from board members on the opening? OK I'm going to open it up to public comment at this point for any members of the public they would wish to speak just on the opening remarks in the summary

Chair Lavinino, members of the board we have one request to speak on general budget overview and that's Andy Caldwell.

Chairman Lavinino, members of the board, Andy Caldwell representing CoLab. I'm going to spare you today because I spoke so much during April and there's not a heck of a lot of new information in this. So I am not going to be speaking more than likely for the rest of the day unless I can't stand it.

Can we get a second on that? Yes.

I'm just gonna give you a bird's-eye perspective of what we see in this budget. It's extremely troubling and I think Mona Miyasato does a phenomenal job, her staff does a phenomenal job But you know they're basically if you were going to take an Elks Rodeo scenario They're riding hoping that the bell rings well the bell doesn't ring in this contest that we're in And the bottom line that top The chart there talks about staff levels and costs. They continue to rise, and then below that regular salaries and benefits continue to rise.

When we first started monitoring the budget, staff costs were in the 40% of the whole budget. Now they're 60%, or probably a little over 60%. That, one of your favorite words, unsustainable. And we'll go to the next page and tell you why. What's lost? Because so much of your budget comes from the state and feds, what's lost on you is the connection to the local economy in our opinion that government should reflect in the health and well-being of the local economy. And we know that this chart breaks down, the top part breaks down distribution of household income And now it lumps together the big cap, the big one in the middle lumps together $50,000-$99,000. We know that from the census that the average household income in this county is between $60,000 to $75,000 a year.

What does that mean? That's two people working in a house earning about $75k a year. That means it takes four of them, it takes four people or two households To pay for one county employee. Four people in the private sector to employ one county worker and the problem here is, the news is really worse than that because the overwhelming majority of the people you look at the chart on the bottom families below the poverty level Santa Maria 16%, Lompoc 16.9%, Guadalupe 13.1, Solvang can't figure that one out for the life of me but the bottom line here is the chart next to it you've got 41,000 people in the North County again that split between north-south mid county is fallacious, it shouldn't be there. It's north and south we have no such thing as mid county It's 41,000 people to 21,000 in the South.

I eat twice the poverty rate in the North County. So here's the deal. The stock market has been about as high as it's ever been. Unemployment has been as low as its ever been and along in decades. And yet you still have 60% of the kids in this county on some form of welfare or government aid, 60%. My message to you is things aren't gonna get any better. The stock market's high, unemployment's low and you've got a permanent urban underclass living in abject poverty.

The solution to that is not more government. The solution to that is better paying jobs. Colab was created because those best paying jobs are being destroyed by regulations, taxes and other overwrought considerations from government. That's why we were formed 28 years ago. And I'm here to tell you we only have one sector left. We only have one sector left in this county that will lift those people out of poverty And give you the tax revenue that you need to pay your bills, and that's the oil industry.

People with a high school education can make $100,000 a year. You have too many people in the North County that don't speak English or Spanish. They're not gonna get a job in high tech. They may have an eighth grade education, if that. They need to be able to work with their hands in manufacturing and industry. We have one sector left, and the virtue signaling we're hearing is you want to shut it down which would make all of those stats worse and your own bottom line worse.

That's our message. We would ask that you would start looking at the stats. When Mike Brown was CEO he used to have this thing called a scan The scan was that page ad infinitum. It was dozens of pages with stats, including for instance and I'll wrap up with this. The number of Hispanic males in this county taking STEM classes was 6%. When you guys think about what shoe you want to put on this county in terms of economic wherewithal and living, the shoe you're trying to fit us for doesn't work. It may work here in the South County. South County as Joni Gray used to say is an entirely different world than the North.

Thank you. Thank

you. Are there any other requests to speak?

Tara Lavinino, members of the board that was our only request to speak.

Okay, so that takes us to our first functional group. How we want to do this Mr. Frapwell or Mona? Do you want us to, so it's Health and Human Services.

Go ahead

take it away.

Mr. Chair, members of the board. So the items that we're going to talk about these functional groups and they're out there indicated here on the summary slide. We'll talk about public safety, community resources and public facilities as well as these others that are policy general government health and human services in general county programs. And you can see the percentage of the total budget that each one represents Our first group is Health and Human Services. Health and Human Services is comprised of five departments, social services, behavioral wellness, public health, child support services in the first five.

The chart that you have in front of you shows their total operating revenues and then the portion there are revenues that come from the general fund contribution. For instance, for social services the general fund contribution makes up about 5% of their total budget. Behavioral wellness about 4% of the total budget. Public health 10%. And child support and first five solely rely on their own operating revenues and do not rely on discretionary general fund dollars.

So with that we can pause if your board has questions specifically about any of these departments department heads are here for questions that your board might have

Okay. Are there any questions? Would anybody like to speak with any of the department heads from our first functional group supervisor Williams?

Well, just a question that was about a couple million dollars in doubt and the state budget for public health. And then there was some that could be affected by the IHSS program questions and social services maybe just Take the opportunity to go. Problem solved or what's the status at this

point? Why don't we just start at the top and go through each one of them, so let's start off with social safety.

And I don't need super detailed, I just want to kind of know the latest. Here comes- And we got Dan, the man, to tell us.

So Supervisor Williams to the Chair, I understand your questions about IHSS. Um, so far everything still looks good as we had had looked at back in April in terms of the projection of the governor's budget containing the state general funds and Kind of reversing the prior action from a couple years ago related to IHSS. We're still waiting to hear the outcome of the IHSS MOE issue in terms of whether everybody's gonna be at 4% or some counties are going to be at 7% versus 4%, depending upon whether or not they have active MOUs with their labor unions and whether or not they're above the minimum wage, but that's the only issue I can see that's currently still in flux, uh, that I anticipate hearing on sometime this week in terms of how that ended up being resolved.

Um, but we're um looking good. No changes since the April budget workshop. Thank you.

Chair LaVenue and Supervisors, we also had money set aside from a prior year to assist with that and that's still set aside.

Okay. And then your other question was with public health and update Dr. Renoso.

Good morning Chair Williams through the board, through the chair. So you had a question about AB 85. We were successful in our defense of that realignment dollars so we do have the $2.1 million set aside for the core public health services. So that's a great win for us.

That's huge for public health. Yes. Thank you.

Okay, Mr. Frappo, are there any other questions of that functional group? We're all good? Okay.

Mr. Chair and members of the board,

so public safety is comprised of six- Oh I'm sorry. I have public comment for Functional Group Health and Human Services. Are there any requests to speak from the public?

Chair Leveny, no. Members of the board we have no requests to speak.

Very good, sorry about that. No problem.

So six departments represented in this functional group, Sheriff, Fire, Probation, District Attorney, Court of Special Services and Public Defender. And again you can see on the slide the amount of their operations that are covered by their operating revenues versus the general fund contribution of discretionary dollars. Has the largest percentage of this group that's funded by the general fund discretionary dollars, 57%. Fire, of course is self-sustaining within the district funds.

Probation 47% funded by the general fund. DA 56, court special services about 64%, and finally public defender at 67%. And so with that I'd be happy to answer any questions or discussion on public safety departments.

Supervisor Williams.

Well, I'd love from the Sheriff's Department and from the budget director's perspective if this if there is a real need for staffing in the jail correctional officers and we want to make a dent in that but obviously with a million dollars were not even going So what I've discussed with the CEO, how else we could take care of that and you guys had a good proposal better than my initial one. So you want to tell me about explain how that works?