BodyBoard of Supervisors
MeetingRegular Meeting
Date📅 February 25, 2020

UnGovr Transcript

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0:01 – 0:043 turns

UnidentifiedUnidentified speaker 1Proposed1:57 · ≈ 9:01 AM

Background music playing.

CommentDistrict AttorneyProposed · by introduction3:50 · ≈ 9:03 AM

I'll call to order the February 25, 2020 meeting of the Santa Barbara County Supervisors. Will the clerk please call the roll?

UnidentifiedUnidentified speaker 2Proposed3:58 · ≈ 9:03 AM

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

Pledge of Allegianceceremonial · click to expand
CommentDistrict AttorneyProposed · by introduction4:04 · ≈ 9:04 AM

Here At this time please stand and join the board in pledging allegiance to the flag Ready, begin.

I pledge allegiance to the flag of the United States of America and to the republic for which it stands one nation under God indivisible with liberty and justice for all.

0:04 – 0:1910 turns

CommentDistrict AttorneyProposed · by introduction4:31 · ≈ 9:04 AM

The next item of business is approval of the minutes of the February 11th 2020 meeting. Is there any discussion? Can I get a motion?

ElectedJoan HartmannSupervisorProposedvoiceprint 0.794:39 · ≈ 9:04 AM

Move approval.

CommentDistrict AttorneyProposed · by introduction4:40 · ≈ 9:04 AM

Motion's been made. Is there a second? Second. And seconded. All those in favor please say aye. Aye. Opposed and abstain. Matter carries unanimously. CEO Miyasato, is there a CEO report today?

UnidentifiedUnidentified speaker 3Proposed4:54 · ≈ 9:04 AM

No report this morning, Chair.

CommentDistrict AttorneyProposed · by introduction4:55 · ≈ 9:04 AM

Thank you. At this time I'd now like to invite Abe Powell, Executive Director of the Santa Barbara Bucket Brigade to make a brief presentation on disaster preparedness and response. This is the second in a year-long series highlighting community stakeholders, nonprofit agencies And others in the community who are devoted to emergency preparedness and response.

I invited Abe up to the San Marcos Foothills Preserve last week to show some of the burn area created by the cave fire, we had a great conversation about that. The things that I took away from seeing this scar area was how quickly the area is recovering And the second was how lucky we were. The fire came very close to the neighborhoods in that part of the community, and we've been through a lot as a community, as all of us know, and we all know this can happen again so being prepared for emergencies is a theme that I'd like to highlight during the chairmanship this year on the board. This is why I invited Abe to present to the board and our community today to learn more about the Santa Barbara Bucket Brigade's origination and the aftermath of the Thomas Fire and the 1-9 debris flow And to understand more about how the Bucket Brigade is working to protect our community from natural disasters and community crisis through training, coordination and deployment.

Abe thanks again for coming today.

UnidentifiedUnidentified speaker 4Proposed6:16 · ≈ 9:06 AM

Chair Hart, members of the board thank you so much for having me. I really appreciate this opportunity to talk about our resilience work here in Santa Barbara County. To begin with want to talk about you know this beautiful county they say it's sunny and 70 in Santa Barbara until it's not and when it's not it can get pretty interesting and we've seen that but so we have a long history of challenges with natural disaster in Santa Barbara County but the last four decades We've seen something a little bit new and different than what we've seen in the past. If you look at here, we see Santa Barbara County wildfires over the last four decades. You can see in terms of acres burned and structures damaged, a pretty big shift there.

And it turns out that this issue here is statewide. When we look at federally declared disasters in California over the last four decades, we're starting to see a little bit of a trend here in challenges that we're facing. And as it turns out across the United States, we've been seeing a similar phenomena and we've seen a billion-dollar disaster event doubling and doubling again over four decades in frequency and that's CPI adjusted dollars. So a significant issue, a challenge that we are facing here.

This is a trend we're facing. So if this is a trend, where's it going? We're seeing disasters happen more often and causing more damage here and around the country and around the globe. So honestly the question isn't you know if we're gonna have another disaster but when there will be another challenge and how bad will it be? That's what we're up against. You know, we experience disasters in a pattern and it repeats these things.

Those of us who have lived here over time have seen this over and over again and in Santa Barbara County that pattern looks like Fire and debris flow. This is something we've seen repeatedly whether we're talking about the Thomas fire and debris flow 2017-18, we're talking about the Sherpa fire and debris flow 2016, we're talking about the Coyote fire and debris flow 1964 subsequent debris laden flood 69 there are challenges that we face that are not unique in their repetitive in nature and there are lessons to be learned from the experience of living through these things And this pattern is important. We see a disaster pattern and we see the same needs and gaps in services show up every time we have one of these disasters. It starts with an event, the fire, the flood.

The first responders move in and they do a great job historically here in Santa Barbara. We have incredible first response system. Then we have short term long term recovery. That leads to an assessment usually at the end of the first year and then we start planning, rebuilding that takes us into prevention. And then what we think is one of the most important parts what we call the great forgetting. Somehow we all forget what happened to us and that creates vulnerability and exposes us to when that disaster comes back around and happens again.

The needs and gaps we see every time for immediate relief, for rebuilding to become more resilient and for remembering preventing and preparing disasters before they happen again. These are consistent gaps in our services in areas of opportunity for all of us to work together to address these gaps. When these needs aren't addressed, communities cannot be resilient. And so this is a really important thing to consider if we're going to build resilience. We need to address these gaps fundamentally and across all areas whether we're talking about the county where they're talking about neighborhoods were talking about individual families. All of us need to step up and be involved.

Unmet needs in disasters lead to repeated disaster and can slowly damage a community and that is the opposite of resilience. You see trauma go unaddressed, inadequate insurance, inadequate recovery of areas. Poor people tend to get hit the hardest and have the most challenges and become more vulnerable over time and when this pattern repeats that's a challenge for us.

So bottom line This is after the debris flow, Kevin Smith came out and said look we're failing as a nation to create a culture of preparedness. That was really significant statement he made in it and we took it really seriously in the bucket brigade How can we do a better job meeting these needs? How can we as citizens, how can we as community members do a better job and we can learn from a recent UN assessment on disaster risk reduction which tells us what we already know. The impacts of disaster are most intensely felt at the local level when it hits your neighborhood like the debris flow hit my neighborhood You feel it very intensely.

But also the most effective tools to reduce exposure and vulnerability are executed at the local level. So localization is a clue. How can we meet these needs? David Fukutomi, who many of you know came up here to help us with the recovery says local response capacity is the foundation of disaster relief. Local What does local response capacity look like? It can look like our first responders. It can look like our county public works doing such a great job and swift recovery in Montecito after the debris flow. It can look like neighbors helping neighbors recover on private property where the county can't necessarily come in and solve people's problems, and that we have to solve them ourselves. Neighbors helping neighbors. Neighbors cleaning up open spaces.

Helping their friends and people they don't even know. It looks like businesses coming together to help people respond and recover in partnership with neighborhoods. The county partnering with neighbors to help people recover in areas, in open spaces on public roads, in parks but resilience is more than just digging out. We saw that disaster cycle. There's four phases of disaster, there's prevention preparedness response and recovery and to become truly resilient you need to be capable on all four levels and so the bucket brigade was created to build capacity in those four areas not just respond but prevent prepare respond and also recover And we see tremendous opportunity in partnership with the county and with neighborhoods throughout Santa Barbara County to build on our success and our lessons from the Thomas fire and debris flow.

Our mission, to prepare for and respond to natural disasters through training coordination and deployment at the local level. We come from the WUI. Our wisdom comes from the WUI and we've lived here for generations and our elders have taught us a lot, and we've learned a lot in our experience. And our wisdom comes from the elders, from Mountain Drive, from Painted Cave, Mission Canyon, Eucalyptus Hill, the Riviera, Gaviota, East West Side. All of us who have lived through these various challenges have learned things and we are collecting that wisdom and now sharing it with everyone.

Our community wisdom tells us a caring cooperative organized community is the fundamental building block of resilience. Local knowledge empowers all resilience efforts making them more effective and efficient Swift, collaborative and just as importantly sustained action is required for recovery and resilience. So what can organized neighbors do to help each other?

Well we saw 3,500 people come out and help dig Montecito out after the debris flow but when we look at this and we look at the disaster cycle this is the opportunities short-term housing psychological support Long-term housing support, cleanup, insurance claims assistance, rebuilding for resilience education, CERT, listos prevention preparedness. There are so many opportunities out there it's almost overwhelming but if you just start with any of those You are on a path towards building resilience and that's where we've started. We're ready to start with neighborhoods, whatever their jam is, whatever they feel is most important to their neighborhood you can start building resilience around that by building your community learning how to cooperate with each other.

To turn the disaster cycle into a resilient cycle where we build community, we build confidence in each other and we learn how to rely on each other and trust each other Whatever challenges may come in the future. Our vision is that the community gets better for everyone no matter what comes next we don't know what's coming but our plan is to get ready to help each other and stick together and if that sounds like a good thing we ask any neighborhood, anyone, any community member Who's interested in joining us and building resilience in their neighborhood with the people around them or in their business to contact us. We're here to help you build that resilience and build community around you to make Santa Barbara better place. A lot of people talk about, you know, you want to change the world and what we like to say is if you want to change the world Change your neighborhood.

And if you've made your neighborhood a more resilient and better place, that will have changed your town. If you've changed your town, you've made your county a better place. If your county is a better place, California's a better place. And if California, the 10th largest economy in the world, is a better place then the world's a better place. So we want to make these changes that we want to see in the world. We start in our neighborhood. There's so much opportunity and we're ready to start right now.

CommentDistrict AttorneyProposed · by introduction16:28 · ≈ 9:16 AM

Thank you. Thank you, Abe. The Becca Brigade is such a brilliantly simple idea. Your neighbor's pitching in to help neighbors and it has become much more complicated and you're doing all kinds of new things. Could you talk briefly about the neighborhood resiliency effort that you're doing working directly with folks to prepare them better for the next future disaster?

UnidentifiedUnidentified speaker 4Proposed16:56 · ≈ 9:16 AM

Sure, for example we've partnered with Aware and Prepare in the city of Santa Barbara. Tonight we're doing a community disaster awareness training. Everyone's welcome it's a family friendly event you can come learn about the fundamentals of preparedness for disaster. We also have a neighborhood program where we will come and meet with neighbors and help them evaluate their neighborhood Build a small neighborhood resilience team and work together to create a safer environment for themselves and the people around them.

A really important example of that we've learned in some of these fires is evacuation. and neighbors can do so much even if we can just get people to help each other in an evacuation, we can radically change Santa Barbara County. And when you think about it people with access and functional needs are living throughout this community and sometimes in a rapid evacuation People that would normally come to help them can't get to them. But their neighbors can help them, can help them get out and should we think get involved and we see that as a huge opportunity if neighborhoods get to know each other you'll find out who might need help in a disaster and you might find out a way that you could help them.

And if you just did that it's transformative. In the T fire I'll tell one quick story. The first house is burned like less than 20 minutes after the start of the fire Some people panicked, but the neighborhood pulled together. They'd been planning this for years and they started calling each other and they started working together and one neighbor who was in one of the first houses that burned came running out of his house looked across the street saw an elderly woman's car in the driveway and he knew there was a problem And he said, she's still there. She's not getting out. He ran and knocked on the door. No answer. He opened the door. He called to her. She said help, help, help! He ran in. She was in her bathtub. She had panicked and she was there completely didn't know what to do.

Had frozen up. He scooped her up took her out put her in the car drove out ten minutes later her house was gone. You know, what can neighbors do for each other? We have no idea but we've seen what can happen and it is significant. And to know that we'll come for each other in a time of need is one of the single best ways to build community.

CommentDistrict AttorneyProposed · by introduction19:17 · ≈ 9:19 AM

Thank you. Are there any board members who have questions for Abe? Director Williams or Supervisor Williams?

UnidentifiedUnidentified speaker 5Proposed19:24 · ≈ 9:19 AM

Mainly just wanted to thank the Bucket Brigade. Please extend to your co-founders and to Jessica and Hazel and your board members the thanks from the county for the partnerships on debris removal, pedestrian improvements, and looking forward to the prevention work that you are already doing with other neighborhoods that I've already heard good feedback from so

0:19 – 0:235 turns

UnidentifiedUnidentified speaker 4Proposed19:51 · ≈ 9:19 AM

really appreciate that work. Well thank you and I'd say right back at you, as a community member who's experienced repeated disaster challenges and been very involved in recovery. I can say that Santa Barbara County whether we're talking about the T fire or the Thomas fire has been so incredibly responsive and collaborative You know, there are things the county can do and the things the county can't do. But when the community steps up to partner with the county we find we can fill the gaps in ways that we never imagined and do things that we didn't even think was possible. And I think That you can thank the people here from Public Works, Flood Control. I think after the Thomas Fire we saw one of the best organized most successful recoveries to the most complicated natural disaster cleanup we've ever seen and a lot of people from FEMA have ever seen so I mean we have a lot to be proud of here in Santa Barbara County.

Thank You Supervisor Hartman

ElectedJoan HartmannSupervisorProposedvoiceprint 0.7920:50 · ≈ 9:20 AM

Yes I had a couple of points I'd like to make. First, thank you to you Chair Hart because this really frames and focuses our attention on a critical issue that is how we are prepared going forward and gives us different ideas and I can't think of a better way to frame the overall context than The PowerPoint you gave today, Abe, I hope you'll make it available to everyone.

The second thing I'd like to say is that I serve with Abe on the Fire Safe Council Board. That is a non-profit organization that is designed to work with communities and the fire department and others on preparedness for making our communities more fire safe, particularly community wildfire protection plans. The second thing I'd like, or third thing I'd like to mention is that you're not just South County. The Bucket Brigade and Abe have come up to the San Ynez Valley and is working with a community there to make us more, to build social capacity. We're starting with a small project to reclaim rights of way so that people can get in and But it takes a lot of skill to build the kind of social capacity that you're helping and leading us in the Valley to do.

And I'm really appreciative of that. You've often talked about how emergency preparedness is not catch-and-release, but it's catch-and-keep. It's building relationships with each other And that really is the silver lining to all of this because you get to know your neighbors in a different way and you feel responsible for them in a different way. And I think that goes to something to the heart of what we are as people so I thank you for all your work because you've broadened this, it's not just a technical thing it's really building our communities from a social as well as a technical aspect. So thank you so much. Thank you, I really appreciate it.

CommentDistrict AttorneyProposed · by introduction22:41 · ≈ 9:22 AM

Thank you again for coming today. We learned a lot and appreciate helping you fill in the gaps about all the different community organizations that are working together collaboratively to protect our community, so thanks for coming.

UnidentifiedUnidentified speaker 4Proposed22:53 · ≈ 9:22 AM

Thank you so much and thank you, the board, and your administration here in Santa Barbara County for doing such an exemplary job and being such a wonderful partner over the years and we really look forward to working with you in the future. Thanks Mr. Pro.

CommentDistrict AttorneyProposed · by introduction23:07 · ≈ 9:23 AM

Madam Clerk are there any announcements or changes to our agenda today? Yeah thank you.

0:23 – 0:252 turns

UnidentifiedUnidentified speaker 2Proposed23:18 · ≈ 9:23 AM

Yes, Chair Hart and members of the board. I have three announcements this morning We post in an addendum on Friday amending our closed session first with conference with legal council anticipation litigation paragraph 2 of subdivision D of government code section 549 56.9 Significant exposure to civil litigation from one case to two cases And we add in an additional a closed session agenda item conference with legal counsel existing litigation Paragraph 1 of subdivision D of government code section 54956.9 in the matter of the grievance concerning Mary Jornelis, Engineering Technician Specialist Department of Public Works in the County of Santa Barbara California State Mediation and Conciliation Service case number ARB 18-0159 this addendum was posted online distributed to the board and was also posted on our bulletin boards and is available in the back of the room My second announcement this morning, we received a request to change the order of our presented resolutions and we will be taking administrative item number two first followed by administrative item number one and then number three.

And my last announcement this morning is we received a memorandum from the department regarding Administrative item number 34 from planning and development. This is a set hearing to consider recommendations regarding the appeal, case number 19 APL 36 filed by Scott Rudolph of the County Planning Commission December 4th 2019 denial of the Santa Barbara West Coast Farms Cannabis Cultivation Project case number 19 LUP 64 In the third district and the department is requesting to change the date of the hearing that is previously set for March 10th, 2020 to March 24th, 2020. And this memo was also distributed at the board posted online and it's available in the back of the room.

CommentDistrict AttorneyProposed · by introduction25:08 · ≈ 9:25 AM

Thank you Madam Clerk. We'll now go to our resolutions to be presented. Can I get a motion to approve items A1 through A3? So moved, motion has been made and seconded. All those in favor say aye. Aye. That occurs unanimously and we'll start with item A2. Will the clerk please read item A 2 into the record?

0:25 – 0:313 turns

UnidentifiedUnidentified speaker 2Proposed25:28 · ≈ 9:25 AM

Chair Hart and members of the board, Administrative Item number two is sponsored by Supervisor Lavinino. It is to adopt a resolution of accommodation honoring supervising Deputy District Attorney Brandon Jebbins for his outstanding and distinguished service to the citizens of Santa Barbara County. And if I can have our district attorney Joyce Dudley, Adriana Jebbins, Brandon's wife, and Brandon's daughters Nova and Alaska Jebbins to the podium?

And I'll go ahead and read the resolution. Whereas, Brandon Jebbins joined the County of Santa Barbara District Attorney's Office as a Deputy District Attorney in 2006. Prosecuting the most serious felonies and eventually being promoted to Supervising Deputy District Attorney. And whereas Brandon's co-workers remember him as a strong individual who was humble yet extremely organized and thorough in his review of cases. And a caring mentor for new attorneys and a trusted partner and advisor to law enforcement throughout the county. And whereas Brandon exhibited moral courage and decency in all his duties and personal interactions, and demonstrated an uncanny ability to handle adversity with grace and care for others more than himself.

And whereas Brandon brilliantly, passionately sought justice for the most vulnerable victims in our community. And his strong belief in fundamental fairness in our criminal justice system exhibited itself in his high ethical character and professionalism, while his kind heart helped him connect with victims suffering in their darkest hours. And whereas Brandon will forever be in our hearts and he will be foundly missed by his wife Adriana and his daughters Alaska and Nova. And his extended family, friends, colleagues and community. Now therefore it is hereby ordered and resolved that this Board of Supervisors posthumously recognizes Brandon Jebbins for his outstanding distinguished service to the citizens of Santa Barbara County passed and adopted today.

CommentDistrict AttorneyProposed · by introduction27:55 · ≈ 9:27 AM

District Attorney Dudley, welcome and thank you for being here with the Jevons family as well.

UnidentifiedUnidentified speaker 6Proposed28:00 · ≈ 9:28 AM

Chair Hart, Supervisors and members of the Santa Barbara County District Attorney's Office in Santa Barbara, Santa Maria and Lompoc. Let me start off by asking the members of our office both former and present be it here or Santa Maria or Lompoc or even at your desks if you're live streaming to please stand up because we are in this together. Thank you. There's no question about it, Brandon was a winner.

He won the most difficult prosecutions. He won over our most vulnerable distrusting victims by gently knowingly speaking to them in both Spanish and English. and his biggest win of all, he won the heart of Adriana which brought him endless joy and these two amazing daughters Alaska and Nova. Because of his winning spirit, his absolute love for his family, his devotion to our office and the people of this county, Brandon lived and worked harder and happier than any of his Stanford doctors could ever have imagined.

From the moment Brandon was diagnosed, his home family and his work family began to merge because we were in this together. Be it resources, gifts, transportation or even decorating his home for the holidays. The line between work and home blurred and then it disappeared because we were all in this fight together and together we won because we had Brandon very engaged in our lives longer And we brought more smiles upon his very handsome face.

This honor is about Brandon, but it's for Adriana. Adriana is a remarkable, remarkable woman who even found the will and the courage to reach out to all of us when she was hurting the most. A few weeks ago, the DSA had a barbecue and Adriana showed up to help. She is still very much a part of our public safety and justice family. That is who she is. On a personal note, Brandon was a friend. He was my friend.

And when my husband and he were both going through cancer treatments we formed an everlasting bond. I'll never forget him showing up and hiking at John's service Even as he had his medical equipment attached to him, he hiked up the hill. When I thanked him for coming, he said he hadn't even considered not showing up. That's just who Brandon was. He was a winner who never even considered not showing up for his families and his community.

And so today, I thank all of you for standing up and showing up for him and his amazing remarkable families. And now another close friend and former colleague of Brandon's family, Mai True came down from Sacramento to say a few words.

0:31 – 0:357 turns

UnidentifiedUnidentified speaker 7Proposed31:50 · ≈ 9:31 AM

Good morning, Chair Hart and Board. Thank you all for recognizing Brandon and his family in this resolution today. I just wanted to say that as someone who knew Brandon both in a personal way As well as a prosecutor, many people in this county know him as a great prosecutor who prosecuted some of the hardest and most important cases our county has had. But more so it's his impact as a human being on this county both as colleagues, as victims of crime that he has protected and as people who know him in the community.

Brandon is the type of person you would define as a good human being, as kind-hearted. The job was hard and the job was important but he lived his life beyond the job. He lived his life for his family, for those he loved, for those he cared for and he found that balance that so many of us seek to find in our lives. And the thing I will always remember most about Brandon and for those of you who know him and hope that you can remember is it was important to him to live his life to the best of your abilities every each and every day. To challenge yourself, to be a good person, to be strong, to

UnidentifiedUnidentified speaker 8Proposed33:21 · ≈ 9:33 AM

Good morning Chair and the Board. I just want to thank you for such an honor for my husband, this is a testament to my kids of how what a good person he was. He was a gift in my life and I think he was a gift for the community and I want them to know and continue his legacy to work for the community I, this is not going to stop here. I am part of this beautiful family and I am ready to serve and to help in any way that they need me.

Thank you very much for all your support and your generosity. Thank you.

CommentDistrict AttorneyProposed · by introduction34:11 · ≈ 9:34 AM

Thank

UnidentifiedUnidentified speaker 8Proposed34:11 · ≈ 9:34 AM

you.

CommentDistrict AttorneyProposed · by introduction34:12 · ≈ 9:34 AM

I know you feel the support and love from the county family. We appreciate your husband's service to our community and thank you for being here today.

ElectedSteve LavagninoSupervisorProposedvoiceprint 0.8834:21 · ≈ 9:34 AM

I also want to thank our District Attorney for the organization today as well and the coordination of efforts. In this time of a tragedy, I can't think of a leader better equipped to deal with what's happening in your department than Joyce. And even though I didn't know Brandon personally, I mean, I knew of him, I didn't interact with him but I was very honored to attend his funeral.

There were a couple things that were so moving was one, I think everybody that left there realized you need to go home and hug your family a little closer because you never know. Young man that was so dedicated to fitness and taken from his family at such a young age. But I was also very impressed by commitment to his profession, and I gained a deeper appreciation for county employees that His job wasn't nine to five, Monday through Friday. He lived it.

It was part of his life. His co-workers were his family as well and I just hope you understand that you are a part of the family of this county and that you have our support and our commitment that if there's ever anything you need, you come to us. Thank you.

CommentDistrict AttorneyProposed · by introduction35:51 · ≈ 9:35 AM

Thank you very much. Thank you again. Will the clerk please read item A1 into the record?

0:36 – 0:445 turns

UnidentifiedUnidentified speaker 2Proposed36:00 · ≈ 9:36 AM

Chair Hart and members of the board, administrative item number one is sponsored by Supervisor Williams. It is to adopt a resolution of accommodation honoring Deborah Beach upon her retirement from the Human Resources Department after over 36 years of faithful and distinguished service to the citizens of Santa Barbara County. And if I can have Deborah Beach to the podium.

And anyone else like to join with you? I'll go ahead and read the resolution. Whereas, Deborah A Beach also known as Deb was first hired as a clerk typist 2 beginning on October 24th 1983 and has recently announced her retirement from county service effective March 21st 2020 after over 36 years of dedicated civil service. And whereas Deb has exemplified integrity dedication innovation Organization, creativity, kindness, good humor and optimism throughout her many years of honorable service. And whereas Deb has been involved in a wide variety of technology and process innovations and was instrumental in transitioning human resources from manual to automated processes Including making County of Santa Barbara the first of California's 58 counties to implement an online application process in December of 1999.

And whereas Deb kept a fish tank at work and recruited her children to help clean it on the weekends, and is now looking forward to recruiting her grandchildren to help care for her pets at home. And whereas, Deb has been a kind and generous colleague and friend to countless fellow county employees who will miss her dearly when she leaves county service. Now therefore it is hereby ordered and resolved that this Board of Supervisors commend Senior Innovation Analyst Deborah A Beach for her faithful and distinguished service to the County of Santa Barbara, congratulates her on her retirement, and wishes her many happy years to come passed and adopted today.

UnidentifiedUnidentified speaker 9Proposed38:11 · ≈ 9:38 AM

Chair Hart and Board of Supervisors, I want to thank you for the honor that you're bestowing this morning to our very own Deb. So we've given her 36 yellow roses here. I thought

CommentDistrict AttorneyProposed · by introduction38:27 · ≈ 9:38 AM

that was a lot.

UnidentifiedUnidentified speaker 9Proposed38:29 · ≈ 9:38 AM

It is a lot. One rose to represent every year that she has formed friendships, as you know or might know the yellow roses symbolizes friendship and I thought that was appropriate because in those 36 years Deb has formed many long lasting friendships Of course, one of the big things that is in the resolution which we had to document is she helped put Santa Barbara County on the map by being one of the first county with online applications.

And then she continues to leave her legacy because our webpages are the new webpages and it was all of her hard work work in getting us there to where we currently are and I know she still has visions for how it should be better because that's who she is. She also, I thought I would let you know that she is a hard worker for us and for all the county departments but Deb is much more than that. She is a loving mother. One of her sons is here She's also a doting and I'm sure spoiling grandmother, but she's also a dutiful daughter and has cared for her mother in these last several years while she continues to dedicate herself to us. And that just speaks to her big heart. She's also adorned several county employees because She also loves making jewelry and beauty, and she's a fine artisan.

And many of us have purchased her works. And I know that you'll continue to do that. So we, I want to thank you Deb. I'm glad I got to know you. So this last year we've worked closely together and you've helped shape the vision that I've had so thank you so very much. And I know you have a few words.

UnidentifiedUnidentified speaker 10Proposed40:29 · ≈ 9:40 AM

Just a few. Thank you so much. Actually, it's amazing 36 years how fast it's gone. It really has for me. It's not been slow motion at all and one of the things that really changed is technology. When I started thinking about 36 years ago when it first came, we just had a wang and that was it. And then all of the sudden here comes the computers and process improvements. So it's real joy to actually learn about myself and what I can do to contribute to the county and our first online application system It was a team, it wasn't just me. There were other members that were part of that as well and then being the department and going through changes so it was wonderful.

During part of my career being in the technology world I want to give credit to the ICT staff because they were, they helped, they inspired. Some of them are still around some have moved to other departments some have gone on to other things or retired but I certainly feel that they are a great resource for me and I really appreciate it. During the last 13 years, I was a recruiter.

So I worked with every department, did almost not all 800 different job classes but I actually learned a lot about different positions and you really get to know what people go through as they're actually doing the job. All our county employees are dedicated, they work hard. Some have to put their families second and Their jobs first, some work 24 hours on call. So I want to actually take this opportunity to thank all the employees that we have in the county and all their hard work that they do. Sometimes they're not seen or heard but they're behind and they're making things happen. So I do want to appreciate them.

I also want to thank Maria Elena for giving me the opportunity to come back and do some of the stuff I used to do and at least get us going, that vision and whoever takes over will continue to make it even better so I certainly appreciate that. So just a couple quotes about retirement that were kind of fun and neat and I wanted to share with you. So there's a whole new kind of life ahead full of experiences just waiting to happen. Some call it retirement, I call it bliss.

Retirement is just not about finding ourselves or losing ourselves in electronic distraction, but about creating a new life of ourselves and those around us. My formula for a treasured retirement is simple plan design and enjoy so the resolution that they presented are beads around there so because I do make jewelry and one of the reasons why did that is my son was doing missionary work and so what I would do is I would sell my jewelry and give like 60 Sometimes more percent to the mission. So some of our local like Teen Challenge, the Women See Pregnancy Center so I hope to continue to do some of that and give back to the community. So I will continue care for my mom work on my house. I have lots of hobbies and do some traveling and certainly enjoy my grandchildren and the ones to come.

So thank you so much

0:44 – 0:489 turns

UnidentifiedUnidentified speaker 9Proposed44:13 · ≈ 9:44 AM

We have a celebration for Deb upstairs if anyone wants to join us afterwards. Thank you.

CommentDistrict AttorneyProposed · by introduction44:20 · ≈ 9:44 AM

Thank you Maria Lynn and thank you Ms. Beach for your amazing career, your story describes transformation through technology but your commitment shines through regardless of the tools used and enjoy your new life. Will the clerk please read item A3 into the record?

UnidentifiedUnidentified speaker 2Proposed44:38 · ≈ 9:44 AM

Chair Hart, members of the board. Administrative item number three is sponsored by Supervisor Lavinino. It is to adopt a resolution proclaiming March 7th 2020 as Arbor Day in Santa Barbara County and if I can have Udi Loza from Public Works and Lloyd Henning from Parks and anyone else you'd like to join with you? I'll go ahead and read the resolution Whereas Santa Barbara County has a long and prosperous agricultural history of growing annual and perennial plants.

CommentDistrict AttorneyProposed · by introduction45:09 · ≈ 9:45 AM

Just a second, Madam Clerk. Could the folks please be a little quieter as you exit? Thank you. Here we go. Let's start again.

UnidentifiedUnidentified speaker 2Proposed45:20 · ≈ 9:45 AM

Whereas, Santa Barbara County has a long and prosperous agricultural history of growing annual and perennial plants for products as well as landscape benefits. And whereas the residents of Santa Barbara County treasure the valuable landscape trees provided on both public and private lands and consider them to be essential living features that contribute to their quality-of-life experience. And whereas the natural beauty of our urban forests and county landscapes, as well as the enhanced beauty of the planted and developed landscape environments add to the many qualities that draw visitors and new residents to one of California's most beautiful counties. And whereas four of the largest incorporated cities in Santa Barbara County have for many years been proud and active participants in the Tree City USA program sponsored by the National Arbor Day Foundation.

And whereas, as governing stewards responsible for the planting and care of all trees growing on county public lands. As well as promoting and encouraging conservation of valuable trees growing on private lands. Now therefore be it hereby ordered and resolved that this Board of Supervisors of the County of Santa Barbara together with the Public Works and Community Services Departments proclaim Saturday March 7, 2020 as Arbor Day throughout the county and encourage all citizens to recognize the multitude of benefits our community derives from the conscious acts of planting and properly maintaining landscape trees. I request that all institutions of primary and secondary education throughout the county seek ways to observe this important day and to teach students the value of trees in our lives passed and adopted today.

UnidentifiedUnidentified speaker 11Proposed46:58 · ≈ 9:46 AM

Chair Hart, members of the board. I want to thank you for this resolution. I would just like to add that the level of professionalism and quality of service whether it's a county street tree or trees in our parks throughout the county from District 1 through District 5 has just been awesome. I couldn't be more proud of the quality of work and the dedication and commitment of our in-house crews and the private contractors that work with us throughout our communities.

Just as important, what I'm really proud of watching the trends on our claims through risk management over the last few years continue to go down Thank you Mr. Loza. Trees look good.

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CommentDistrict AttorneyProposed · by introduction48:05 · ≈ 9:48 AM

Next item is approval of the administrative agenda. Do any board members request to pull any items on the agenda? I know we had a request for A17 and I'd also add A6 as well. And are there any members of the public who requests to pull any items?

UnidentifiedUnidentified speaker 2Proposed48:22 · ≈ 9:48 AM

Chair Hart, Members of the Board, I have one request on Administrative Item Number 6 and one request on Administrative Item Number 17.

CommentDistrict AttorneyProposed · by introduction48:28 · ≈ 9:48 AM

Okay will the clerk please read Item 6 into the record.

0:48 – 0:527 turns

UnidentifiedUnidentified speaker 2Proposed48:32 · ≈ 9:48 AM

Chair Hart and members of the board, administrative item number six is from behavioral wellness. It is to consider recommendations regarding the adoption of a resolution in support of a state waiver from the Institutions of Mental Disease IMD exclusion. And our request is here in Santa Barbara and that is Jan Winter.

CommentDistrict AttorneyProposed · by introduction49:03 · ≈ 9:49 AM

Welcome Ms. Winter and thank you for your service on the Behavioral Wellness Commission.

CommentJan WinterProposedself-stated49:07 · ≈ 9:49 AM

Thank you Supervisor Hart and Supervisors, I am Jan Winter and I'm a member of the Behavioral Wellness Commission and also NAMI who all unanimously support this resolution. The commission expressed their support in an earlier letter to you. Gaining Medi-Cal reimbursement for treatment in IMD facilities, which is currently denied. Which would bring urgently needed revenue for the treatment of folks who need inpatient care for their acute mental illness. Currently our county is supporting 159 individuals in state facilities at upwards of $1,000 a day in county funds.

The relief would be particularly significant now. Our 16-bed PUF has the physical capacity to expand to 24 beds immediately, and very importantly two new facilities I am so happy to know about in the county are now on the works. The Lompoc Valley Medical Center is planning to open a medical health rehabilitation center at the Champion Center site And a donation in Santa Maria of the former Valley Community Hospital will also lead to the establishment thereof an acute mental health treatment option.

Clearly, access to Medi-Cal funding for treatment Will allow us to allow these facilities to operate in a much more cost effective way. And the bonus is that we can bring these individuals who are at state facilities back to the county where their families can help in their recovery and help aid faster recovery. So, we ask you to vote in support of this resolution.

Thank you very much.

CommentDistrict AttorneyProposed · by introduction51:10 · ≈ 9:51 AM

Thank you Ms. Winter and thank you to the Commission for urging us to adopt this resolution. Any other comments on this item?

UnidentifiedUnidentified speaker 5Proposed51:18 · ≈ 9:51 AM

Supervisor Williams. I just want to thank Jan and NAMI for their advocacy and just say that as a backup for why this would be of use My understanding is we did go over the 16 at the Puff in the aftermath of the fire and it went well. It was not over capacity, it provided better treatment closer to home for these individuals and it saved the county money As well so you know this is something that would be very valuable both from the patient care perspective and from the fiscal bottom line perspective.

And I you know of course we have many challenges in mental health this year both legislatively and in terms of on the street. So we appreciate the partnership that NAMI provides

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CommentDistrict AttorneyProposed · by introduction52:22 · ≈ 9:52 AM

I agree. I think it's very important that the state seeks this waiver from the federal government and the federal government grant it, but we need to add our voice to that effort and this is an important step in doing so. So thank you for being here today.

The next item is Item A-17. Would the clerk please read this item into the roll?

0:52 – 1:0110 turns

UnidentifiedUnidentified speaker 2Proposed52:40 · ≈ 9:52 AM

Chair Hart, members of the board. Administrative item number 17 is from Public Works Board of Directors Flood Control and Water Conservation District. It is to consider recommendations regarding Cold Springs Debris Basin expansion project in the first district.

CommentDistrict AttorneyProposed · by introduction52:54 · ≈ 9:52 AM

Supervisor Williams?

UnidentifiedUnidentified speaker 5Proposed52:57 · ≈ 9:52 AM

I thought this is important and does reflect that can-do spirit that I love to see in county departments of coming out with a project around the corner in a couple months, and I wanted to ask staff to just take the opportunity to tell the public what's going on. And what that will lead to both maybe the order of things at Cold Springs because obviously Thank you Mr. Chair, Supervisor Williams. This item I think is important to note because it

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UnidentifiedUnidentified speaker 12Proposed53:46 · ≈ 9:53 AM

It clears the way for the first of many structural improvements that we'll be making in Montecito. This project will go first because it's the easiest to deliver, it's on our existing property. We have permits, we have the construction funding included in our budget which you'll be considering later this year. And so there's really no impediments to doing that. Clearly also working to level out, there's going to be a lot of work in Montecito that we'll see over the next couple years between transportation and water resources and so we're trying to manage that activity as well because as Supervisor Williams mentioned Randall Road were anticipating to be constructed in the summer of 2021 and that will be a lot of truck work on the road. So we don't want to pile all these projects together.

But I also want to note that Curtis Skeen is here representing his non-profit, Renewed SB and I believe he'll be speaking on this. They've been our partners on this project and all the other projects. And I thought it was interesting also as Mr. Powell noted in his presentation about the communities coming together. The Randall Road project was Mr. Skeen's community effort. He got his community together, developed a project and then approached us and said are you interested? It's exactly what Mr. Powell was talking about what's needed is when projects come from the community then everybody can be supportive of it.

I see this as over the last two years we've been on the defense, cleaning out after even last winter and in 2018 now we're on offense. And this will be the first of many projects. Randall Rogue are planning in 2021 the three other debris basins modifying their outlet structures to make them more operationally effective will be between 2021 and 2022 and so there'll be a lot of work coming towards us. So I'm delighted You're approving the project, you're authorizing us to go out to bid. We're going to do that. We're going to come back with a construction project and we're gonna get this project done and then we'll build from that. I want to thank Supervisor Williams for your support and encouragement through all of this and this is number one.

You'll see more to come.

CommentDistrict AttorneyProposed · by introduction55:55 · ≈ 9:55 AM

Supervisor Williams.

UnidentifiedUnidentified speaker 5Proposed55:56 · ≈ 9:55 AM

And I don't know if Curtis wants to say something because I will tell you that it really has helped and this is, I guess more germane to item A18 but it's not just unique to A18 because Curtis has been a great cheerleader for our efforts and more than that he has created sort of the, a lot of the goodwill from the neighborhoods, a lot of the commitment to the neighborhood to participate both in allowing us to acquire their land and participate, in some cases financially, in the solutions.

So I just want to thank Curtis for his work on Randall Road and on looking at the watershed as a whole and their analysis If you ever want to take a look at it, there's a big poster in my office of kind of the gradients of some of these areas. Made it really obvious why Randall Road was just exactly the most efficient spot for detaining more floodwaters in the case of a further flood.

Mr. Scheme did you

CommentDistrict AttorneyProposed · by introduction57:05 · ≈ 9:57 AM

want to come

UnidentifiedUnidentified speaker 5Proposed57:05 · ≈ 9:57 AM

up?

UnidentifiedUnidentified speaker 13Proposed57:11 · ≈ 9:57 AM

Thank you. I appreciate the opportunity to say a few words. I've been so busy working on this that I haven't even had a chance to come in and meet most of you other than Supervisor Williams. I'm a lucky man. I got out that morning by the skin of my teeth. Twenty-three of my community did not, including four of my nearest neighbors. When I got out that morning, I determined that I was going to try and do something.

I had no idea what that could be but I heard this gentleman over here, Tom Fairham stand up in a community event and after I listened to him speak, I said to myself, this is a man I can work with He's animated, I couldn't understand why he was animated. When I went to see him he gave me Debris Basin 101 together with John Fry and I went back to my community.

I was doing what Abe so correctly talked about. I was local response. I was working with my neighbors, including my neighbors on Randall Road. And when I looked at things and I talked to some of my neighbors they effectively said we're not coming back. When I did a little research I found that these events have, as Abe talks about, happened repeatedly in the past especially on Randall Road.

As a young man growing up in Montecito, I witnessed the 1969 event. I can tell you there is no difference between what happened in 1969 and what happened in 2018 except the severity of the event. What came down my road on 1918 was about 20 feet high and in 1969 it was about 3 feet high. But these things are happening, they happen repeatedly. I am here primarily today to thank all of you beginning with flood control.

And DOS for your leadership. We would not be here today having this meeting if it wasn't for all of your support. When I got out, I worked closely with Tom. I thought we...Tom said you know look we haven't got the money in the bank to do this so I went to my community and set up a non-profit and I thought we were going to have to raise money for the Randleburg project As it turned out, Tom and I worked feverishly with all of our elected officials in Sacramento and Washington.

We got on an airplane we went to see FEMA and we came back with a commitment at least verbally from FEMA for $15 million dollars and with the county's matching funds the project will be built I thought I was done. I thought that was it. I thought I was going to get on with my insurance and taking down my house, and by the way while I was working on all of this it was the bucket brigade who was digging out my home for me.

But some members of the community said you can do more. What about Montecito Creek? What about the rest of the watersheds in Montecito? So we determined to pivot, take the non-profit that we had set up and take almost half a million dollars that we've raised. And we've now spent doing a watershed study which we will be telling you more about as we go forward. That's going to be about a three or four million dollar endeavor, probably a four or five year effort but we're gonna be working very closely with flood control on that. So I'm here really to thank you all for everything that you're doing to make this possible. Thank you Chairman Morris everybody.

CommentDistrict AttorneyProposed · by introduction1:01:32 · ≈ 10:01 AM

Thank you for coming and sharing, that's a really inspiring story it all fits together this morning what everybody is talking about thank you. And we have one more speaker still up on item A18.

1:01 – 1:043 turns

UnidentifiedUnidentified speaker 2Proposed1:01:44 · ≈ 10:01 AM

Yes Chair Hart and members of the Board, we had an additional request on Administrative Item 18. This is from Public Works, Board of Directors, Flood Control and Water Conservation District. It is to consider recommendations regarding Randall Road Debris Basin San Ysidro-Romero Cold Springs Debris Basins Modification Projects and this is in the First District and our speaker is Abe Powell.

UnidentifiedUnidentified speaker 4Proposed1:02:14 · ≈ 10:02 AM

I just couldn't sit there and watch such a great example of the way, you know, the opportunities for county leaders to partner with public agencies and private citizens to make real public-private partnership. Over the last 25 years in Resilience Building, I've heard so many times people say public-private partnership and it meant nothing. You know, it was like vaporware. It was this mysterious thing that was out there. What is this public-private partnership thing? Maybe it was like a virus and you could catch it or something but here, this is such a great example of a really responsive flood control agency, a responsive Board of Supervisors and a district supervisor And a neighborhood saying, look we've got a problem. We understand we have a problem and we need to step up neighbors.

Curtis Keene said I'm going to organize my neighbors and we want to do something about this problem for the future to protect people down the road. And County Flood Control said yeah man we want to work with you let's do this right? And we don't know how we're going to get this money, where we're going to go. But let's just work and try and stick together and keep trying. And when you do that and you pull together good things happen. And we've seen this good thing happen where FEMA said hey this is amazing! This is a real public-private partnership it's a miracle.

How about we'll give you some money? We can resource that. That's real local resilience capacity at work so awesome you guys. This is so cool and this is something we're trying to say. This is momentum building in a community that's facing repeated challenge and the challenge has come up to here and we're rising up to meet it, and this is one of the ways that we're doing that. And I just want to acknowledge this, the partnership, the collaboration, and the opportunity to rise up and meet this challenge in new

CommentDistrict AttorneyProposed · by introduction1:04:06 · ≈ 10:04 AM

and cool ways. Thank you. Thank you Mr. Powell. Can I get a motion to approve the balance of administrative agenda? So moved made and seconded all those in favor say aye Opposed and abstain matter carries unanimously now is the time for members of the public to speak on items that are not on the agenda Madam clerk, are there any requests to speak on items? Not on the agenda

1:04 – 1:116 turns

UnidentifiedUnidentified speaker 2Proposed1:04:28 · ≈ 10:04 AM

chair Hart members of the board Yes We have three requests to speak and we're going to begin in Santa Maria with Todd Wilson And then we will return to Santa Barbara with Ed Kolaski Todd I

PresenterTodd Wilsonfriends of Keyside 18 in Orkut and you have an open session agenda item for negoProposedself-stated1:04:49 · ≈ 10:04 AM

Mr. Chairman, members of the board my name is Todd Wilson and I'm representing friends of Keyside 18 in Orkut and you have an open session agenda item for negotiation of price and terms with Oasis Inc You have in your packet a letter from Mark Sciatillo, an attorney who represents Friends of Keysight 18 that's dated January 10th and I'm seeing that it is in your agenda packet today.

Friends of Keyside 18 met on Saturday. It's a neighborhood and community group who is in opposition of the Oasis development proposal, and we are in full support of what Attorney Shatillo has recommended to you And I will give you several bits of information. It's my opinion that Attorney Shatillo has given you the wisest counsel and support, and I hope you would pay attention to his letter.

After the January 14th agenda item, I stopped by the Assessor's Office and I reconfirmed that one of the APNs that is in your negotiation actually belongs to the HOA at South Point Estates. And those development rights are not owned by the County of Santa Barbara Further research of that parcel 68, one of my findings the applicant Oasis is requesting development rights sales acquisition and they received their two APN lot as a gift.

The individual who gifted that lot to OASIS actually acquired each of these parcels in your development rights discussion today through an adverse possession. The OASIS representative indicated That the grounds for that taking was property taxes and maintenance fees. I looked at the property tax rolls, there were no values, no taxable values on the roll. There was only an $8.37 special assessment annually per parcel. In addition, the maintenance obligations are the HOA as mitigation measures for the tract approval and under Ordinance 3106.

CommentDistrict AttorneyProposed · by introduction1:07:50 · ≈ 10:07 AM

Mr. Wilson, I'm sorry your time is up. Thank you for your comments.

PresenterTodd Wilsonfriends of Keyside 18 in Orkut and you have an open session agenda item for negoProposedself-stated1:07:53 · ≈ 10:07 AM

Okay there is more story and I'll be sharing more about this. There's quite a bit that's untold in the public. Thanks very much. Thank you Mr. Wilson.

UnidentifiedUnidentified speaker 2Proposed1:08:03 · ≈ 10:08 AM

And we are going to return to Santa Barbara with Ed Kolaski to be followed by Ren Strong. Ed?

UnidentifiedUnidentified speaker 14Proposed1:08:16 · ≈ 10:08 AM

Thank you. Good morning. It's a little hard to figure out how to present this. It's been five and a half years to get my project approved, thanks to Chairman Hart here I believe was responsible for that. Five and a half years the same drawing. Alex had ruled that that's solely over the garage, therefore in violation of guideline 4.7 clearly it is not solely over the garage.

He kicked us out of the meeting at 15 seconds. We were not allowed to speak. We weren't allowed to say anything. We didn't get an approval. He wouldn't even let us show the drawings to the other six members. He ruled that its solely over the garage and get out of here. Yes! You need a requirement to remodel your house? Go see Alex Peugeot. Or you can appeal it, which was worthless because they just read the report back to us claiming that that's solely over the garage. Alex has had so much fun with me. I mean, I'm only allowed to speak two minutes down there even though the Brown Act says that I should have three unless there is a line of people talking.

He's done things like At the end of one discussion or presentation on my public comment down there, in tradition with all his little antics he has something squawk like a bird or something here and you can hear him laughing in the background. I hope this works. Isn't that beautiful? This is our Board of Architectural Review. Do whatever you want, Alex is in charge it's not a problem. No the other guys don't need to see your drawing.

You know and then one time I'm sitting there trying to read my book and listen to what's going on. A guard comes up to me he says I have to leave this is a public meeting I said, why? Somebody doesn't want you here. Oh, I didn't know in a democracy this is the way things are done. Why is Alex Pizzo still down there? The guard kindly stepped around behind me and started pulling out his nightstick to slacken me across the back of my head.

This even horrified the other six members of the board. It got me a meeting with Dr. Russell Of course everything that was discussed with Dr. Russell about how we can get approval, just submit anything and they'll approve it. That all got denied by Ann Almey who said no none of that's true. The only thing we'll accept is the one thing you didn't want. Take your second story and put it over in the living room so you can see our neighbors backyards.

Why? Why has things run this way? There is some change coming. Thank you for your time. I'm hoping more change will come.

1:11 – 1:155 turns

UnidentifiedUnidentified speaker 2Proposed1:11:32 · ≈ 10:11 AM

And our final speaker is Ren Strong. Ren?

CommentRen StrongProposedself-stated1:11:39 · ≈ 10:11 AM

Chair and council, constituents, people who don't pay tax anymore because they don't have to if they don't want to, personal ones at least. My name is Ren Strong 26th time 27th time I got to speak later at 2 o'clock in Mayor Council but you guys know about 5G you know about Climate geoengineering, everybody. Everybody is staying quiet though about this stuff. This military microwave radiation, millimeter microwave radiation technology that they're going to be speaking at the Mayor Council meeting. You guys should be speaking it out of here if Verizon's trying to push on but they're already putting the 5G microcells and the lights They're already pushing this weaponry.

Why did the Wu-Tang virus, coronavirus go on? Activated? Where did we create it here in America? Yeah, land of the free, huh? And by the way, the sickness of your, we need to be talking about the political sickness is like Marianne Williamson talked about. So talking about the houseless yeah I'm a houseless but I have a car thank goodness. But I don't have friends who works at the Nopus Corridor. You know everybody is staying quiet about this 5G technology so good old my buddy that's, I was his best man at his wedding here in San Luis Obispo but yeah no, I don t get a call from him Nothing.

So when the people don't come down, and again thank you for the retired FBI agent because in News Hawk they actually go back on the 22nd and look if you're subscribing that he's talking about things but he's kind of not really getting down to it. Che Guevara talked in front of the UN. He was actually talked about how if people came together and we grew food locally like Abe of the Bucket Brigade is doing, and the others that are supporting him, and I'm excited about got to give them a nice little quick spill as quick as my spills get looking forward to doing land restoration transform National Guard armories Canon Perdido To be super community centers for we the people, not owned by Rothschild Santa Barbara High School.

And why is, by the way since we're talking about Santa Barbara High School, why is the history high school teacher and the basketball coach talking to their kids about 5G military microwave radiation? And you know when the young man goes, yeah I know about the military. I go well what does your teacher say and why isn't he speaking up and why aren't you guys speaking up? He goes oh he doesn't care.

Well Billy Baldwin your son's on the team had cancers gone through stuff I'm reading all about this stuff so we need to be speaking up about this and say no stop! The house is on fire! Thank you. And no, I am running for President of the United States or Governor. So hey, you know if we can get this out to the Operation Mockingbird fake media, I need to get some

CommentDistrict AttorneyProposed · by introduction1:14:49 · ≈ 10:14 AM

recalibrating and healing. Thank you very much. Thank you for your time. Appreciate it. And that was our

UnidentifiedUnidentified speaker 2Proposed1:14:55 · ≈ 10:14 AM

final speaker.

CommentDistrict AttorneyProposed · by introduction1:14:55 · ≈ 10:14 AM

Thank you. Next item is Department Item 1. Will the clerk please read the record, the item into the record?

1:15 – 1:3014 turns

UnidentifiedUnidentified speaker 2Proposed1:15:01 · ≈ 10:15 AM

Chair Hart and members of the board, departmental item number one is from general services. It is a hearing to consider recommendations regarding an electric vehicle progress update and request for funding. And there is a four-fifths vote on this item.

CommentDistrict AttorneyProposed · by introduction1:15:24 · ≈ 10:15 AM

Good

PresenterKPMG NextProposed · by introduction1:15:25 · ≈ 10:15 AM

morning, Chair Hart and members of the Board. Today I'm joined by Assistant Director Skip Gray to report back to your board on our findings on how to replace combustion engines with electric vehicles. This particular board action requests several steps be approved by the Board of Supervisors as we begin moving to electric vehicles in our fleet. Mr. Gray will walk you through the recommendations as identified by General Services.

UnidentifiedUnidentified speaker 15Proposed1:15:58 · ≈ 10:15 AM

Thank you. Chair Hart, members of the board today we would like to give you an update on the county's electric vehicle project when we were last here in March of 2019 the board directed that the purchase of all new non-public safety sedans in the light duty fleet be electric vehicles and you asked us to look for ways to incentivize county employees to utilize Those electric vehicles and their own. And you asked us to return to the board in 12 months with a report and so we're here today, we've been moving forward on as many fronts as possible to keep the project moving.

Let me just go over because it's a confusing board letter what we'd like to accomplish today. We'll begin by giving you an update on where we are on the purchase of the cars. And then we'll ask you to authorize the purchase of the equipment to charge the EVs and to authorize the use of the board's general fund contingencies to fund the installation of those charging stations We'll also ask you to authorize the board's general fund contingencies to fund a grant match for the purchase of additional chargers and the installation of those chargers up in Lompoc. And I'll walk through each of those recommendations in a minute, but first I'd like to just remind you of the makeup of our county fleet.

We've got approximately 1,450 or so pieces of equipment. About 965 of those are what we call light duty and that includes our pickups in our sedans. 240 of those 965 are non-public safety gasoline powered sedan vehicles and 124 of those almost half are gas powered vehicles that will reach their 100,000 mile threshold in the next five years and therefore will be eligible for replacement.

So 56 of those 124 will be replaced later this spring or summer. And this slide shows the five-year projection for those 124 vehicles, the gas powered sedans that will be replaced by EV's over the next five years. So let me start by giving you an update on where we are on the vehicle purchases. We issued a competitive bid for EVs that was opened mid-January. The successful bidder was Rio Vista Chevrolet, a local vendor out of Buellton.

The price per vehicle came in, we asked for prices on the Chevy Bolts and we were very happy with the price that came in and surprised. After the average rebate it looks like it's going to be $27,200. The rebate we used the Clean Vehicles Rebate Project and that average rebate is around $2,300 and I'll have a slide that shows that in a minute. We intend to purchase 50 motor pool vehicles And six department assigned vehicles, and this is our total of 56 vehicles that I mentioned earlier.

For the six assigned vehicles departments to whom they are assigned will absorb the additional cost of the EVs over what they have paid into the fleet replacement fund for the replacement of their gas vehicle. That amount ends up being about $37,000 for all 6 vehicles combined and again I'll break this down on a slide in a minute For the 50 motor pool vehicles, the higher cost EVs will be funded proportionally by an initial capital infusion from departments that utilize those pool vehicles. That total is about $310,000. I'd also like to mention that we're working with the dealer to offer possibly a County of Santa Barbara employee discount.

So this next slide shows basically the breakdown of the departments and this first column here is the number of vehicles that we were talking about, 50 vehicles for the pools and then 6 assigned vehicles so a total of 56. The total cost, the bid price was $29,500 before the rebate so the total cost is about 1.6 million The next column over is the reserve replacement fund dollars that departments have been paying into over the years for their gas vehicles. And of course, that comes up a little short because the bolts are more expensive so we take the rebate number which is $2300 a vehicle And we get a credit of about $128,000 so that the departments will be contributing a total of almost $350,000. Again $310,000 is for the pool vehicles.

So next I'd like to walk you through each of the four, actually there's five. The last one is the CEQA recommendations that we're making today starting with recommendation A this is for the purchase of the equipment that is needed to charge the new bolts. We issued an RFP for charging equipment and the related software and services and the successful respondent was a company called Power Flex Systems they are headquartered in Los Altos California PowerFlex has agreed to provide 68 level 2 chargers and 3 DC fast chargers, and all the software and controllers and ongoing services associated with those.

In return they're going to take ownership of the county's low carbon fuel credits that are generated from the usage of those 71 chargers for a period of five years This is basically in lieu of the county paying cash for the equipment. There is a market and a monetary value for those credits that PowerFlex will be entitled to, the price of the credits fluctuates and basically we've transferred that market risk and return to PowerFlex in return for the charging equipment.

PowerFlex will also warrant and maintain the equipment for the five year period And we are estimating the value of this transaction around a half million dollars for the chargers and all parts and services. And once it's installed, regardless of the value of those credits, we own that 100% of that charging equipment from day one. So recommendation B then is to, for the installation of that charging equipment. We've got the equipment now we need to get it in the ground and in our parking lots The engineering design is almost complete and the estimate for that design and installation of the 71 PowerFlex chargers is $698,000 which is the amount we're requesting you allocate from general fund contingencies today.

Locations for those chargers include the admin parking lot right here in Santa Barbara and the public health and social services parking lots at the Cal UREL campus. At all the locations, charging priority will be given to the 56 county electric vehicles. But wherever possible, the chargers are going to be placed so that employees and the public have access to charge their personal vehicles.

Installation will be bid as soon as the design is complete. So in addition to the 71 charging stations, in the PowerFlex transaction I just described, recommendations C and D address a Lompoc EV Charging Equipment Grant from APCD. We thought we'd come in and kill two birds with one stone here. The county has applied for a $148,000 electric vehicle charging station infrastructure program grant from the Santa Barbara County Air Pollution Control District This grant in part will fund the purchase and installation of 16 EV chargers at the county's Lompoc campus.

The total project costs for this project up in Lompoc, including the software and installation and the hardware is $200,000. And we're requesting then approval from an allocation from the general fund contingencies for a grant match of $52,808. And if it's approved, we'd ask that you authorize the chair to execute that grant agreement with APCD. So assuming you approve all our recommendations today, our next steps will be to finalize our Charger installation design and generate construction documents for bid We'll finalize the parking policy and rate structure for the public and employees.

And we'll return to the board for discussion approval on those rates. We'll place our order with our local vendor for the Chevy Bolts, and will continue to work to develop an EV education plan for employees developing educational webpages working with The Clean Coalition arranging ride-and-drive events and letting people know where these new charging stations are located Upcoming in the future as we complete the VeterAvia solar project, we'll be adding charger installations up there. I think I've talked to you about that in the past. Possibly as many as 30.

And as always, we'll continue to seek grant funding for that both with APCD and we're working with the County Sustainability Division to explore a possibility of a future state funding grant from the Cal E-VIP South Central Coast Project. It's about a $27 million pot of money that we're going to try and get in line for. As mentioned earlier, we will be gearing up to replace the 20 gasoline vehicles that are reaching their end of life with EVs next year.

So just to reiterate, our recommended actions are to approve the contract with PowerFlex for the charging equipment. Approve the allocation of funding in the amount of $698,000 from general fund contingencies for the installation of those chargers. Approve the allocation of funding in the amount of $52,808 from general fund contingencies for the APCD grant for the 16 charges in Lompoc and then approve the chair to execute the grant agreement and find the project is exempt from CEQA. I'd be happy to answer any questions.

CommentDistrict AttorneyProposed · by introduction1:26:52 · ≈ 10:26 AM

Thank you, Mr. Gray. Questions from the board? Supervisor Lavinino.

ElectedSteve LavagninoSupervisorProposedvoiceprint 0.881:26:56 · ≈ 10:26 AM

Thank you, Mr Chair. I'm curious about the public... How do we do the priority charging? You know like county employees have a priority. I am interested in the public benefit as well but how do we monitor that and would there be a charge for folks that wanted to come and use our infrastructure?

UnidentifiedUnidentified speaker 15Proposed1:27:17 · ≈ 10:27 AM

Again, there's two classes of non-fleet vehicles that will use it as you mentioned. One is the county employees and one is the general public. I don't think we've gotten to the point yet where we've decided what the rate structure will be for either of those. It's The other thing that we're looking at is a rate structure, and again we're still exploring this, where the vehicle can charge for four hours but then they need to move because right now they don't move. They stay there so there may be some sort of a parking fee. I don't know yet. That's what we're exploring.

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ElectedSteve LavagninoSupervisorProposedvoiceprint 0.881:28:09 · ≈ 10:28 AM

Now that four hour, was that the fast charger or the slow charger?

UnidentifiedUnidentified speaker 15Proposed1:28:12 · ≈ 10:28 AM

That's the slow charger. You can get about 100 miles on the 68 slow chargers that we're getting if you want to call them level 2 chargers. The fast chargers, sorry let me go back, 100 miles in about 4 hours charge with the fast chargers it's about a 1 hour charge for 100 miles.

ElectedSteve LavagninoSupervisorProposedvoiceprint 0.881:28:31 · ≈ 10:28 AM

The other question I have, and I don't think it's for you but maybe the CEO's office is funding was talked about coming out of the contingency. Is there any other places that we might be able to explore or why did we come to that decision?

UnidentifiedUnidentified speaker 3Proposed1:28:46 · ≈ 10:28 AM

Chair Lavagnino and Supervisors. If you want to look at different available pots of funding, we do budget a contingency pot every year for unexpected items that come up to your board. This has been in discussion with your board since General Services came to you asking whether you wanted us to go on this route. We brought it up in December with the budget priorities and forecast.

My recommendation is to take it from our contingency fund. You have $3.7 million in there now, and again we budget that just for unexpected items. You could also look at next year's budget but the department is asking for this approval today so that we can actually work with our departments.

ElectedSteve LavagninoSupervisorProposedvoiceprint 0.881:29:31 · ≈ 10:29 AM

Okay thank you. And I just want to commend the department too. for really being responsive to the policy direction and implementing best as you could what the wishes were. So thank you for being so responsive. Supervisor Hartman, then Supervisor Williams.

ElectedJoan HartmannSupervisorProposedvoiceprint 0.791:29:50 · ≈ 10:29 AM

Thank you. Just a couple of questions. The range for a bolt is about 250 miles, is that correct?

UnidentifiedUnidentified speaker 15Proposed1:29:57 · ≈ 10:29 AM

I believe it's yeah, 259 I think is what the latest 2020 is. Great

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ElectedJoan HartmannSupervisorProposedvoiceprint 0.791:30:02 · ≈ 10:30 AM

and you've given us the purchase price but the operation and maintenance at least for the electric car I own there's hardly any maintenance so there's cost savings there. I don't know if that has factored into your analysis?

UnidentifiedUnidentified speaker 15Proposed1:30:19 · ≈ 10:30 AM

We anticipate that, yes. There are something like 2,500 moving parts in a gasoline engine and I think there's less than 30 in an electric vehicle so we do anticipate that and any savings will be passed along to the departments and the ISF rates as we identify those. Again don't have a history really of that yet but we'll be passing those along to the departments.

Supervisor Williams?

UnidentifiedUnidentified speaker 5Proposed1:30:45 · ≈ 10:30 AM

Just wanted to ask if you are building into the purchasing order a certain amount with high-speed charging ports. The high speed charging ports cost a little bit more.

UnidentifiedUnidentified speaker 15Proposed1:30:54 · ≈ 10:30 AM

I believe they all

UnidentifiedUnidentified speaker 5Proposed1:30:56 · ≈ 10:30 AM

have that. Yes,

UnidentifiedUnidentified speaker 15Proposed1:30:58 · ≈ 10:30 AM

they all. We made sure that was the case.

UnidentifiedUnidentified speaker 5Proposed1:30:59 · ≈ 10:30 AM

Great. And of course, as someone who drives a Chevy Bolt, I'm a big fan of those cars. One of the questions I did ask the department is You know, why not having some lower range cars that are also cheaper in the initial purchase? But the department felt strongly and I support them in this. That they want to have first a large enough fleet of cars with large enough range to get people over range anxiety. And I do think the Chevy Bolt is an excellent car for getting people over range anxiety.

Both my chief of staff and I will drive all the way to Koyama in one, and back. And so it's a great car for doing that, and obviously Santa Maria in back. So it will make sure people know that they can get around and not worry about range. They're also union made in America which is awesome.

ElectedSteve LavagninoSupervisorProposedvoiceprint 0.881:32:08 · ≈ 10:32 AM

I just wanted to piggyback on Supervisor Hartman's question, brought a question to my mind about our maintenance folks and what additional training might have to be done or go from the gas power to electric?

UnidentifiedUnidentified speaker 15Proposed1:32:21 · ≈ 10:32 AM

Yes we've already actually started that training, in fact we hired employee from the Chevy dealer that has worked on Bolt. So we're gearing up for that and we're ready for that.

CommentDistrict AttorneyProposed · by introduction1:32:36 · ≈ 10:32 AM

It would be great to track that information and report back to the board the annual operating expenses so we can see the total cost of purchase with the equipment, and then the savings to represent the whole story. I know that will change over time but getting periodic updates on that would be really helpful.

UnidentifiedUnidentified speaker 15Proposed1:32:53 · ≈ 10:32 AM

You bet.

CommentDistrict AttorneyProposed · by introduction1:32:53 · ≈ 10:32 AM

We'll develop metrics for that

UnidentifiedUnidentified speaker 15Proposed1:32:55 · ≈ 10:32 AM

absolutely.

CommentDistrict AttorneyProposed · by introduction1:32:56 · ≈ 10:32 AM

And then what is the employee discount that you mentioned?

UnidentifiedUnidentified speaker 15Proposed1:32:59 · ≈ 10:32 AM

We don't know yet, but we're working on that. And I know HR already has a program with one of the dealers and I don't know the details of that either, but we'll bring that back to the board and let you guys know. Great.

CommentDistrict AttorneyProposed · by introduction1:33:11 · ≈ 10:33 AM

And then when do you imagine that the rate structure for charging in the department for public employees is going to return to the board?

UnidentifiedUnidentified speaker 15Proposed1:33:17 · ≈ 10:33 AM

Well we better do it before July-ish because we're going to have them installed by then so at some point before that. Any other questions for staff? Supervisor Hartman?

ElectedJoan HartmannSupervisorProposedvoiceprint 0.791:33:26 · ≈ 10:33 AM

Just one warning, because you don't go to gas stations you don t get your windshield cleaned and so you've got to make sure to do that.

CommentDistrict AttorneyProposed · by introduction1:33:34 · ≈ 10:33 AM

All these insights we have from some of our

PresenterKPMG NextProposed · by introduction1:33:36 · ≈ 10:33 AM

colleagues. If I might Chair Hart, I just want to thank the team that put this presentation together. This, Skip did a fantastic job in making it look really simple. It was very complicated and very complex. It took Skip Gray, Eric Barker, Roy Hateman, Jarrell who is our Civic Spark help fellow And financial team, CEO's office, auditor. There were a lot of people involved and to take a very complex situation and make it appear so simple was a work of art. So I want to thank my team

CommentDistrict AttorneyProposed · by introduction1:34:16 · ≈ 10:34 AM

Thank you Ms. Bellin, thank you for making that comment and please pass our thanks to all those staff who worked really hard on this. This is great work and as Supervisor Lavanino said really responsive to our policy direction in a quick way. Thank you. Next item is departmental item number two. Do we need a public comment or a motion? I skipped two steps. Is there any public comment on this item?

UnidentifiedUnidentified speaker 2Proposed1:34:38 · ≈ 10:34 AM

Chair Hart, members of the board. I do have two requests to speak on this item. We're going to begin in Santa Maria with Andy Caldwell and then we're going to return to Santa Barbara with Ren Strong. Andy?

PresenterAndy CaldwellCoLabProposedself-stated1:34:49 · ≈ 10:34 AM

Chair Hart, members of the board. I'm Andy Caldwell representing CoLab. As many of you know, you have a pension crisis or road deficit plus a whole lot of other problems. And one has to ask the hard question here what is the urgency of this push to replace these vehicles? and the cost value of it compared to your other issues. As Supervisor Adam points out time and time again, the longer you defer road maintenance, the more money it costs because you're no longer repairing roads, you're having to replace them And so you're doing this in a vacuum. It's pretty much virtue signaling for the most part, I can't call it anything else.

You know in the real world people that have big bills to pay they don't buy new vehicles to begin with With the leased vehicle phenomenon in America, a lot of people you can save 20 to 30% on a vehicle by buying one on lease return. Secondly I don't know of anybody in this day and age that turns in their vehicles at 100,000 miles so the green vehicle thing aside, the way you purchase vehicles and get rid of them while they're still fairly new my car has 243,000 miles on it The other thing is you're not dealing with the real economy here. You're talking about getting money from this, getting rebates, getting credits, swapping the equipment for these credits.

None of that's part of a real economy because all of that money came out of taxing industry and or utility rate payers So you're all up there thinking, wow look it isn't this great. But you're not looking at where did you get the money to do this? Secondly, if you talk about this being green, you don't talk about where does the raw materials from that battery come from. It's strip mined in the Congo. You're not talking about the fact that those batteries become hazardous waste or they go into the Tahegawas landfill. I've asked this question a dozen times will you take Batteries from cars to the Tejigawas landfill when you're done with them.

And then of course, the big question, plugging a car into a charger means diddly squat in terms of whether it's green or not because electricity is a secondary power source. We're not getting 100% of California electricity from green sources. We're nowhere near that. You think you are with community choice? But that's a mirage because California is still importing over 30% of its electricity from other states. So if you're plugging that car in and it's being powered by natural gas, coal, nuclear, large hydroelectric according to California standards you can't claim its green. It's just a $1 million boondoggle. Thank you.

CommentDistrict AttorneyProposed · by introduction1:37:56 · ≈ 10:37 AM

And

UnidentifiedUnidentified speaker 2Proposed1:37:58 · ≈ 10:37 AM

we are going to return to Santa Barbara with Ren Strong.

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CommentRen StrongProposedself-stated1:38:07 · ≈ 10:38 AM

Chair Council, Mr. Andy Cardwell thank you very much. If I pronounce your last name forgive me on that. Thank you you called it. Greenwashing! It's called green washing folks. It's called you know… I'm grateful I got to meet Mr. John Thomas who wrote down on his Toyota MR water cell and this I got at the I'm What is real renewable energy? What is true energy like what we are?

You guys know the Matrix movie. If you don't know it, it's about we're energy. We're a life source just like the tree, like the earth that creates the ozone layer. You know and keeps us all safe, you know what I mean? And there's different layers besides our skys being sprayed. But stand on course, sorry, I'm dyslexic so I throw things around and sometimes I have society threat syndrome so I just throw stuff out there because it needs to be heard and hopefully you're hearing it and you can replay it.

Why aren't people watching Born in the Light documentary by Nikola Tesla? This is where this 5G technology comes from, all the stuff. He actually talks about UFO technology. You guys I actually said... I said the taboo word UFO technology, troidal field energy, magnetic propulsion. That is actually if you look at why don't we talk about spaceships? Let's talk about real renewable. Let's bring everybody out Because this is we are being greenwashed by the water car.

I love that it's water but if you look at all the components that come into it again, it's big Rothschild electric and you know this is all about you guys are all part of the machine. You think it's funny? You think this 5G technology is funny? You're smiling like this is no big deal. I asked General Peter Pace on Donald Trump, you know, where are you guys?

I asked my mom who's a paralegal to the biggest law firm in Hawaii, Oahu. Where, you know, police, Johnny Imani and the law firm that have commercial online. Where are you guys at about protecting the land and the water and where are you to suing? Where is, where's the attorneys? Where's my brother-in-law Michael John Moiso up in Portland Oregon? You know, we have a lot of people that can be helping. My dad who showed where to bomb in Vietnam, why aren't we talking about this stuff?

Again, troidal field energy, we can actually talk about real energy and earth energy, mycorrhizal fungi in the trees, that actually has energy and if you call me, we'll make some major deals and help the healing of the Earth and we the people. Okay?

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CommentDistrict AttorneyProposed · by introduction1:41:14 · ≈ 10:41 AM

Thank you Mr. Strong. Do we have any other speakers?

UnidentifiedUnidentified speaker 2Proposed1:41:19 · ≈ 10:41 AM

And that was our final speaker.

UnidentifiedUnidentified speaker 5Proposed1:41:21 · ≈ 10:41 AM

Thank you Supervisor Williams. Well I was just going to, though I feel like he could be more constructive, I wanted to agree with one of Andy Caldwell's points which is that the secondary lease market is some place we should be looking at for future purchases. They're ridiculously cheap and they only usually have 15 or 30,000 miles on them and that of course doesn't just go for the county but for consumers out there it really is one of the Most wonderful way to buy an almost used electric vehicle that has a lot of life left on it is the secondary post-lease market and they're very, very affordable.

Thank you very much.

CommentDistrict AttorneyProposed · by introduction1:42:13 · ≈ 10:42 AM

And I'll move staff recommendation. Seconded. Any discussion? All those in favor say aye. Okay abstention is Supervisor Adam and no nos.

UnidentifiedUnidentified speaker 5Proposed1:42:26 · ≈ 10:42 AM

Oh wait, I have one question. Can we get a custom paint job on them of like a unicorn and a rainbow? Is that possible? Would that change in these votes?

Commentis Bill CizikProposedself-stated1:42:37 · ≈ 10:42 AM

Would that get a fifth vote here?

ElectedSteve LavagninoSupervisorProposedvoiceprint 0.881:42:41 · ≈ 10:42 AM

You're probably going to get a no vote then. So you've got to learn when you won.

CommentDistrict AttorneyProposed · by introduction1:42:45 · ≈ 10:42 AM

I think we should stop when we're ahead.

UnidentifiedUnidentified speaker 16Proposed1:42:48 · ≈ 10:42 AM

If you take it as a separate item, I would definitely vote yes on that. Well, I think it's time for a 5

CommentDistrict AttorneyProposed · by introduction1:42:54 · ≈ 10:42 AM

or 10 minute break here. We'll be back at 10 till, I guess. We'll split the difference.

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CommentRen StrongProposed · by introduction1:44:00 · ≈ 10:44 AM

Yeah. Hello. Thank you. Music Music

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CommentDistrict AttorneyProposed · by introduction1:57:26 · ≈ 10:57 AM

We'll reconvene the Board of Supervisors meeting and

the next item is departmental item number two. Will the clerk please read the item into the record?

UnidentifiedUnidentified speaker 2Proposed1:57:33 · ≈ 10:57 AM

Chair Hart and members of the board, departmental item number 2 is from the County Executive Office. It is a hearing to consider recommendations regarding a Renew 22 update.

UnidentifiedUnidentified speaker 3Proposed1:57:44 · ≈ 10:57 AM

Good morning chair Hart and supervisors I'm going to kick this off and I was really glad that Abe Powell spoke to the board in the community this morning because he talked about community resilience And similarly, that's what we are doing with this initiative and it's to create organizational resilience. We probably should have called it resilience come to think of it.

And that's because we face really complex challenges, really difficult problems that your board is trying to tackle every day And to address the policies and the programs that you've created and want to create, to help address these issues. We know that it relies on your department heads, your departments, your employees delivering on that promise. And so that's what this initiative is about. So before I hand it over to Terry, I do want to say a few thank yous and that is firstly to your board for supporting this over the last two or three years, recognizing its importance and how we as an organization need to continually change and improve To all our department directors and you see many of them here today. They have all engaged in participated and have made this come alive, so it's not just a flavor of the month or some crazy idea the CEO's office on the board but they really have taken it to heart.

Then to all the different groups that Terry will describe, they've been involved in this initiative. And lastly, to the individuals, Terry Nisich who's been leading this, Lynn Dybel and Jeanette Pell from General Services, Maria Elena De Guevara, AJ Kinobeva and all the CEO executive staff. So without further ado handing it over to Terry.

UnidentifiedUnidentified speaker 17Proposed1:59:24 · ≈ 10:59 AM

Okay thank you very much. Good morning Chair Hart and members of the board, it's my pleasure to provide you with an overview of Renew 2022 I'd like to quickly review where we have been and how Renew 2022 came to be and then we'll specifically discuss what we've been working on over the course of the 2019 calendar year So in 2017 as a county organization, we recognize that to successfully serve our communities and manage the fiscal and operational challenges of today and in the future. We needed to transform how we needed to do business not just change as our CEO mentioned But we needed to do so with everybody on board. And we needed to do so in a coordinated fashion and interconnected as an organization, building on the strengths of our individual departments and the talent skills and abilities of our amazing staff.

As indicated, we recognize that the challenges facing California counties and our county specifically will not abate without some form of transformative action. Not just changes around the edges. When we look at recruiting and retaining highly skilled in a nimble workforce, proactively securing technology and meeting the expectations of our internals and external clients, and creating sustainable revenue sources to deliver the services that are much desired by our residents And we work towards addressing homelessness, the mentally ill in our jails, greenhouse emissions as discussed earlier. These are all big challenges and we needed to find a way to comprehensively address them.

Renew 2022 challenges all of our organizational processes and procedures and challenges us to improve our methods of delivering those services we've talked about. And redesign how we do our work to make not just better systems, but our systems in their entirety better. The transformation isn't limited to a re-evaluation or retooling. It seeks to really empower our workforce, improve our operations, develop those sustainable revenue strategies we talked about and prepare our next generation of leaders. And refocus on customer service all focusing on the priorities set by you as our board.

So Renew 2022 also seeks to build the county's capacity for innovation. And that's a very important word that you're going to hear a lot about as we discuss Renew 2022 is innovation, doing things a little bit differently. It also focuses on continuous process improvement and it has five core areas and I'll just remind folks that might be watching of what those are because these really are the baseline or foundation of Renew.

It involves revisioning the organization or understanding and creating a future, not just reacting to what faces us. It involves rebalancing our resources and ensuring those sustainable and diverse and resilient resources are available to us. Redesigning how we do our work and focusing on continuous improvement of our processes and systems. Responding to our residents asking them what they need And how we can effectively respond to those needs. And then retaining our high performing employees and preparing for our next generation. These core areas are the framework for renewal.

This next slide is a tool that we've been using over the course of this summer to really describe where we've been with Renew and how it came to be. Because people enter the organization at different times, and they might experience Renew in different ways. So we wanted to be able to tell the story in a comprehensive way. So that's why we've been using this timeline.

Renew builds on prior initiatives. As you see here, we began with our organizational strategic plan back in 2015 and that plan specifically identified a variety of action items that were needed to improve the foundation of our IT systems, human resource systems, our facilities and communications. Those action items later morphed for lack of a better word into many of the initiatives you see within Renew 2022.

Perhaps the most important component of the organizational strategic plan was a relook at our mission and vision and values, and we've shared these with the board in the past. But during the strategic plan, we surveyed our employee population, and we received an over 60% response rate to a survey when we asked them what they thought our mission, vision, and most importantly, organizational value should be.

We've carried those mission, vision and values throughout Renew 2022. And we also added a few aspects to them in 2019. In 2016, facing a number of challenges around pension and other potential fiscal issues we initiated the Rebalance Initiative. And that was done again to proactively look at some of the financial challenges presenting to us in the future and create strategies to address them a bit more proactively.

Here again many of the action items from the Rebalance Initiative have been carried through to the Renew 2022 initiatives. So while these efforts were having an effect, in 2017 we took a deeper look at these initiatives and determined that there was really a need for a transformation just not change. And we needed to look at how we change things in an integrative comprehensive way as I mentioned so thus Renew. That's how Renew came to be looking at the foundation of all of our systems and what was currently underway and bringing them together in a coordinated cohesive fashion One of the things we also note on this slide is the 1-9 debris flow, and that was mentioned earlier today. And I thought that was very interesting that that was actually mentioned in the context of this as well.

This was a sentinel event for our organization and it reminded all of us that there was a need to ensure that we as an organization remain nimble and resilient so that we, as an organization could not only respond to this critical challenge But also continue the day-to-day work and be responsive to our residents throughout the county. What we're going to focus on today, go back real quick is 2019 and a strategic pause that we conducted to take the next step in driving Renew 22 forward all focused on our vision of One County One Future So let's go to the next slide.

So in 2019, in the summer of 2019, the Renew 2022 executive team which is comprised of our CEO, the assistant CEOs, director of general services, director of HR as well as our project manager Lynn Dybel and AJ Canavera who oversees Cascade conducted a strategic pause along with our department head leadership To evaluate progress not only on the initiatives, but to ask questions about if course corrections were needed in order to drive 2022 forward.

The strategic pause process provided the opportunity to not only look at these initiatives but also determine what organizational impact and culture change envisioned with 2022 was in fact occurring. The strategic pause revealed that there were real three priority focus areas or course corrections that were needed for Renew 2022 to thrive. They included systemic change, or defining success and providing a clear direction to the organization on expectations for the initiatives as well as other items Culture change or focusing broadly on the need for transformation in our organizational culture and behaviors broadly.

And also it was determined that we really needed a framework or an organizational structure to continue to drive the effort forward. So in regards to systemic change, that's hard to say. We knew we needed to define success and provide clear direction to the organization and the departments regarding expectations. So in order to fundamentally change systems, we needed to set definable measurable results throughout the organization. So we developed a comprehensive set of shared countywide big picture goals.

The big picture goals were developed by the renewed 2022 executive team that I described, and later defined by all of our department directors. Deputy directors and assistants from across the county then came together following the development of these goals to develop clear implementation plans in the form of a milestone map to continue to drive each of these goals forward.

The goals are uniquely designed to do several things, focus on specific results align with the renewed 2022 components as you can see here document progress and success, and be measured and tracked using key metrics and target dates. So as you can see here we have several goals that we've identified as our big picture goals, and they're within each of the renewed component areas.

As an example in the area of rebalancing, so enhancing financial resiliency, Is clear beginning June 2021 and each year following each department will enhance their financial resiliency which we have defined as efficient use of staff. New revenue, cost avoidance, cost reductions or other efficiencies in an amount of annually with a goal of 1% of their total base budget. So each of our departments has been given this goal and they are working towards enhancing their financial resiliency and we've developed key milestones to help them achieve this goal. You'll be hearing more about this goal and all of the goals and where the departments are moving as part of the budget process, as well.

I won't go through each of the big picture goals but I did want to make sure that I at least highlighted that one for you as we continue to move through the process. They're also outlined in the report. Next, we talked about the need for organizational culture change and the need for transformative behaviors Given the transformational nature of Renew 2022, the executive team determined that in addition to the core values established in 2017 a critical set of skills abilities or behaviors were needed to help the organization navigate the culture change needed to produce the results envisioned with Renew 2022.

These behaviors are designed to ensure that individuals build the skills necessary to enhance the organizational's capacities, to proactively address issues and that the transformation envisioned in Renew 22 is sustainable. So the transformational behaviors are or transformative behaviors are collaborative problem solving, developing innovative and better solutions to difficult problems and focusing on outcomes with shared accountability and ownership Reaching solutions by pooling knowledge, skills and efforts and collaborating to achieve desired outcomes.

Alignment with vision. Each individual's work effort aligns with the department mission and countywide organizational vision so there is a deep understanding how everyone contributes to the whole. Data for decision making. Developing, collecting, sharing and acting on data to make decisions in the best interest of the county and to improve operations. Risk taking, trying new things. Taking reasonable risks with the best information available. Questioning the status quo. Having a bias for action. Weighing relative risks and being able to learn and fail learning and acting upon items.

And then finally strategic thinking. Demonstrating an orientation of the future. Understanding the what ifs And the uncertainties and developing and maintaining an aggressively pursuing implementation of long-term plans and constantly measuring progress. We determined if we could in fact establish these key behaviors within our organization, we had that much better ability of success.

As I mentioned previously, we had developed the organizational values. But we also knew that we needed to roll out in a comprehensive and integrated way for the organization something that include not only our mission, our vision, our values but also our behaviors. So what is up here today is a philosophy statement that comprehensively I wanted to make sure that it was before you today.

We value innovation, accountability, customer focus and trust in ethics. These were the original values developed as part of our organizational strategic plan and reaffirmed with Renew. How we work or what are our behaviors? We work collaboratively to solve problems in alignment with our vision. We work strategically. We work by taking reasonable risks and we work by using data to drive decision making. And then finally or next, our mission. We deliver exceptional services so Santa Barbara County's communities can enjoy a safe, healthy and prosperous life. And we end with our vision, one county with one future. Again this will be rolled out throughout the organization and you'll be seeing it quite a lot. So I wanted to make sure we represented it to you today.

Another aspect of the strategic pause was another look at the organizational framework. So as transformation progresses from defining strategies and initiatives to setting goals and milestones for implementation, all levels of the organization are affected. Strong change efforts really include plans to identify leaders from throughout the organization and distribute responsibility so that it cascades throughout all aspects of the organization.

There's a need to have alignment with our mission and vision values, which we were working to achieve with what I just showed you a moment ago. And that all are motivated to make sure that the transformation happens. Since the introduction of Renew 2022, the executive team has been in place and it sets the strategic direction provides overall leadership and breaks down barriers to implementation.

The new organizational framework established in 2019 as part of the strategic clause also includes the following additions or enhancements, I should say. There's a new Renew 22 executive sponsor and that's me so an assistant CEO has been designated to lead the countywide effort and responsible for ensuring that the change processes are coordinated throughout the organization supported well designed and implemented successfully We also have enhanced engagement of our department heads and as seen today, many have joined us as part of the Renew 2022 presentation. So Renew 22 is now reviewed monthly at all of our department head meetings and quarterly at our Department Operational Review Meetings to track progress on initiatives.

We've also engaged our deputy directors and our assistants. We have quarterly meetings with our deputy directors, and those will be occurring quarterly I should say to monitor progress and recommend any changes and also to help us with developing key metrics and measurements as we continue to move through renew. We've also established a transformation task force and this is frankly one of my favorite parts of Renew.

This group is an amazing group of individuals from across many departments, there's about 20 of them and many of them are here today if you all could stand So these are the go-getters. This is an amazing group of folks and what they are tasked with doing, we've been meeting... Okay you guys can sit down. They are tasked with meeting every several weeks now over the course of the last several months and they are uniquely tasked with finding innovative approaches to driving the transformative behaviors throughout the organization.

So what they've been currently working on are strategies to encourage collaborative problem solving throughout the organization and developing teams that can actually work to do that. The other thing they're doing, which is a bit more complex, is addressing data for decision making and how we're going to work with our IT systems I'm In addition, in the past you've heard in the prior presentation about our ambassadors that are throughout the organization.

And those folks are tasked with communicating throughout the organization the various items that are occurring whether it's our mission vision values, whether it's our engagement events, those folks come together on a frequent basis to continue to communicate about Renew. In terms of integration of Renew into county operations, the departments will continue to report on their goals and strategies completed or already underway. They'll continue to report on their big picture goals as part of the budget development process and they'll continue to work on new ideas and strategies and we'll continue to engage employees at all levels.

In terms of employee engagement, I wanted to give you a real quick update on what's been occurring there over the course of 2019. I mentioned the ambassadors in the past which is a group of selected employees from a number of different departments and they distribute information about the department initiatives. We've also been focusing quite a bit on communication and outreach this year.

Gino DiPinto, our communication manager has really been spearheading a lot of that. Over the course of the winter and spring we had several outreach events. This year we changed it up just a bit in our spring event we also had individuals do renew commitments. We asked them what they could do personally to take a larger part in Renew and how they could commit to the mission and vision and values And we placed those throughout the organization, we had them all work on commitment boards just to remind them on a consistent basis that Renew is part of our ongoing culture.

Next. In terms of communication and outreach, we've also done presentations to more than 1,000 employees through face-to-face presentations either through our office, the assistant CEOs have been out meeting with a number of different departments This year what we've done is we actually surveyed each of the departments after the presentations to see if there were any questions, if they understood what we were saying, what they thought about Renew. And that gave us the opportunity to adjust our presentations accordingly and making sure we were hitting the key aspects.

In addition, we are continuing to track progress. We're doing quarterly reporting on initiatives and strategies is underway to improve tracking of the enterprise-wide goals and initiative our office trained on Cascade and deployed Cascade to all departments in just September of 2019 so not too long ago And Cascade offers the county the opportunity to create alignment with the broader goals such as the big picture goals, as well as the department initiatives. It allows departments to manage plans and various goals and tasks at a very finite level and it's really up to them how intricately they want to track their various initiatives. And it also allows to track and report on progress. What we have up here, you can't see this as well as I had hoped but we do show some of the basic dashboards that departments can use.

What this is is a listing of the various initiatives and then it also, you have a mechanism to show progress towards completion and also put in a narrative comment on completion as well It all rolls up to dashboards where departments can track their individual initiatives, they can track their initiatives across the department and they also as I mentioned can track their big picture goals.

In terms of the highlights of the initiatives of 2019, we have 107 supporting initiatives which comprise Renew. 27 have been completed to date and 62% are progressing as planned or have been completed or ongoing so a lot of items are underway, a lot of moving pieces. Many involve the redesign of the interdepartmental and cross-departmental processes to improve efficiencies, reduce costs, and optimize service delivery.

So in terms of the featured initiatives, we have a number of initiatives mentioned in your report but I was going to highlight a couple of them as part of the PowerPoint presentation. The first is revisioning and we don't talk a lot about revisioning so I did want to spotlight a couple of our departments and acknowledge their efforts over the last year. The first is the Agricultural Commissioner's Strategic Plan This department has readily tied all aspects of their operation and their departmental strategic plan into Renew, so it's readily aligned with its mission, vision and values. And they've also synced all of their various programs under the Renew 2022 components.

Public Works, in addition, has rolled out Vision 5.0 and it is their implementation plan for Renew 2022 and 5. 0 is designed to align with the Renew 22 values specifically. An assessment of the department goals occurred over the next five year or the department goals planned for the next five years is underway and the division and section goals are also aligning which each with each of them to renew 2022 initiatives In the next area, some of the other items that have been completed and will also be ongoing include the Leadership Certificate Pilot Program. The pilot was completed this year with a 12-person cohort I believe it was and now we're going to be rolling into the next two cohorts over the next year.

Peak also occurred, which is a continuous process improvement program. The first 20 individuals were trained in peak and the next year we will be training additional individuals in this continuous process improvement program. The Leaders in Action Program, which is part of Department of Social Services, is also completed and continues, and that is part of their ongoing effort to train multiple managers throughout their department annually.

In redesign, again this is where the bulk of our initiatives are housed. This year the Drug Medi-Cal Organized Delivery System was rolled out countywide which expanded services countywide in the substance abuse area. We DSS implemented a new HR tracking system as our largest department with over 600 individuals they brought in a new cloud based HR system to track all of their HR needs trainings et cetera In addition, there was a HR and county council completed their efforts to delegate joint limited settlement authority on some of the cases so we could move through those processes more expeditiously. An online application approval system was developed by the Department of Social Services to better link children with families that were interested in adoptions.

General Services also established a call center. We initiated an IT workforce training program to link individual needs with specific training. We modified the vendor preference policy and as the board has heard on numerous occasions, we piloted our first co-response team as a partnership between Behavioral Wellness and the Sheriff's Department In terms of budget, $815,000 was allocated in both 18 and 19 and 1920 to support the implementation of the countywide initiatives associated with Renew. The majority of the funding was targeted toward the KPMG departmental reviews which you will hear one following this presentation.

The several key initiatives that were funded were again KPMGs The Leadership Certificate Program at $60,000, PEAK at $71,000. Consulting Services at $50,000 and Cascade at $27,000 Just to speak really quick about KPMG the budget was to address the first nine departments as part of that effort So that is a very quick, I think overview of everything that's been happening over the course of 2019 and what got us to where we are today with Renew. So our recommended actions are to receive this update, to provide us with any direction as appropriate and of course there is the CEQA recommendation as well so that concludes my presentation.

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2:25 – 2:307 turns

CommentDistrict AttorneyProposed · by introduction2:25:26 · ≈ 11:25 AM

Thank you Ms. Knauss. That was very comprehensive and thank you all for being here Participating in this effort. It's a lot of work and it's showing big dividends It's impressive when you step back and look at all the things that are underway supervisor Hartman

ElectedJoan HartmannSupervisorProposedvoiceprint 0.792:25:41 · ≈ 11:25 AM

I had a question about The AG and Public Works why they were called out in particular, and will we see others following in their wake?

UnidentifiedUnidentified speaker 17Proposed2:25:53 · ≈ 11:25 AM

Thank you for asking that question Through the chair, I did call out both Public Works and Ag because they completed that work this year. I should acknowledge that both General Services and Human Resources did similar work last year because General Services and HR are so involved in many of the aspects of Renew, they have readily aligned their strategic plans with the Renew components.

And yes, I would anticipate that numerous departments would be doing the same. I know that several such as public health are currently underway and there are others but I might not be readily aware of them.

ElectedJoan HartmannSupervisorProposedvoiceprint 0.792:26:38 · ≈ 11:26 AM

I just had an additional comment. As I'm out talking to people and explaining Renew 2022, I explain it often as a craftsman if you have dull rusty tools you really can't do the work and often we have new things like sustainability trails like homeless, that it cuts across lots of different areas. Emergency preparedness and so how do we you know unless you've got a tool that's able to handle it you really can't get the work done and that's why people get so frustrated with bureaucracy So I know it sounds, people think about organizational structure and communications and many of these terms.

People may glaze over but I believe in this. I think it is absolutely yielding results, and I think we've seen it especially with the criminal justice and behavioral wellness and defense and probation. I mean, I believe that money has come because of the kind of coordination in the bold interactions that we have. And so I just want to know what more I can do, what more the board can do to be supportive of this? And I guess we'll find out in the budget.

I think

UnidentifiedUnidentified speaker 17Proposed2:28:00 · ≈ 11:28 AM

Chair Hart, Supervisor Hartman yes you'll definitely be hearing more from the individual departments through the budget process as I mentioned. They'll be talking about their progress on each of the goals but one of the key reasons why we wanted to show you that the We Are campaign I'll call it that Is so that you can see all of the different components that we're rolling out to our employees. And Renew 2022 really is about having a common language and referring to items very consistently throughout, so there's a shared understanding throughout the organization of where we're going and why we're doing it.

The very successful initiatives that you're seeing today from criminal justice and mental health and other areas in the organization. Those are really strategic collaborations that we're working on replicating throughout the organization, and they are certainly attributed to much of the work that the departments are doing with Renew.

CommentDistrict AttorneyProposed · by introduction2:28:59 · ≈ 11:28 AM

Supervisor Williams, did you want to say something? Supervisor

UnidentifiedUnidentified speaker 5Proposed2:29:03 · ≈ 11:29 AM

Williams. Well I think you're really on to something in talking about risk-taking. I mean I would say that this is if I could point out the most fundamental challenge that Renew 22 has on our institution it's changing around our The institutional I think like any large organization, the county in the past has been very risk averse. And so a thought to consider Is in somehow systematizing either how much we prize success and coming through for our constituents versus how much we are fearful of failure.

Or even maybe more substantive would be not only assessing the risk For taking an action but the risk of not coming through for our constituents, right? As a sort of almost something to always mirror and consider. Because I for one would be enthusiastic about occasional embarrassments and failures if we were continued to perform at a real exemplary level The people that we serve.

And so, I think that might be something to consider is how do we always put that into our thought processes as an institution?

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2:30 – 2:358 turns

CommentDistrict AttorneyProposed · by introduction2:30:54 · ≈ 11:30 AM

Supervisor Lavenino.

ElectedSteve LavagninoSupervisorProposedvoiceprint 0.882:30:55 · ≈ 11:30 AM

Thank you Mr. Chair. Well, I just want to also give the giant pat on the back that I think this is all moving in the right direction. I might have been a little skeptical at the beginning because I'm really not I don't know, the esoteric. You go to so many meetings and they want to come up with a thought plan and all these things. I'm like well let's just do it but there is a lot of benefit to kind of figuring out where you're going and aiming before you pull the trigger. So I'm really starting to get converted on a lot of this.

I also really want to continue to encourage the employee engagement because I have run into a few employees that were totally confused And we're kind of blaming Renew 22 for something they perceived as, you know. They looked at it kind of as a negative and I was like that has nothing to do with what you're talking about. So I know we've talked to 1,000 employees.

That's 25% of the workforce and I would encourage us to continue. I know we've got people out, employees talking to employees but I've been to presentations that Mona's made to employees, and you're really good at it. So they get that and they get connected. And I think hearing it from the top level is very productive because a lot of these things we're doing, it's so much easier to get change done in an organization when the ground is bought into it.

And so we got to make sure that we don't feel like it's top down, but that it's kind of bottom up and meet in the middle somewhere.

CommentDistrict AttorneyProposed · by introduction2:32:39 · ≈ 11:32 AM

Yeah, I think what's really impressive to me is the skills development that we're doing and the training and the leadership development. And engaging the employees as Supervisor Lavinino added. And having independent eyes looking at what we're doing too. The KPMG audits held really helpful all these things are fitting together and leveraging each thing against itself.

And having the departments doing strategic plans all feeds into that as well, too. So there's a lot of change going on and it's really important so I want to thank Ms. Miyasato for her leadership in this effort and all of the people who are working really hard to make this happen and committing to a long-term culture change and investing in staying to that course. That's not easy to do for big organization like the county.

It's really important, necessary as you heard from all of the colleagues here. And being committed to that and staying on track with that will only get more challenging as we get deeper and deeper into this process but I'm super impressed already with the results so thank you.

UnidentifiedUnidentified speaker 3Proposed2:33:41 · ≈ 11:33 AM

And board members, so we appreciate it. If you could just continue to be cheerleaders with the employees that you meet and see and thank you to all our department heads. I said the good thing is that 600 of our employers are in Daniel Nielsen's shop and he's been doing a great job. So that's a large book of our employees. And to get to the systemic change, two things. We are measuring and that's difficult for some organizations that haven't had a culture of that but that is what we are going to be doing. Measuring to track our progress. Tracy Makuga said to me once no data, no change so you need the data. The second thing is that it takes a long time and so this organization like many has gone through the recession. Things were cut and we're Always still struggling to get back where we need to be.

This is one way to do it, and so it's a long-term process as Chair Hart said. So another way you could support the initiative is just keeping that in mind. It's a long term process but that investment needs to continue to be made. Thank you. Thank you.

CommentDistrict AttorneyProposed · by introduction2:34:41 · ≈ 11:34 AM

Are there any public comments or requests to speak on this item?

UnidentifiedUnidentified speaker 2Proposed2:34:45 · ≈ 11:34 AM

Chair Hart, members of the board I have no

CommentDistrict AttorneyProposed · by introduction2:34:46 · ≈ 11:34 AM

request. Can we get a motion? So moved. Second. Motion has been made and seconded, any discussion? All those in favor say aye. Opposed and abstain. That occurs unanimously thank you. Thank you all for coming for that item.

The next item is Department Item 3 will the clerk please read the item into the record.

2:35 – 2:364 turns

UnidentifiedUnidentified speaker 2Proposed2:35:13 · ≈ 11:35 AM

Chair Hart and members of the board, departmental item number three is from the County Executive Office and General Services. It is a hearing to consider recommendations regarding KPMG's operational and performance review of the general services department.

UnidentifiedUnidentified speaker 3Proposed2:35:27 · ≈ 11:35 AM

Supervisors chair Hart and supervisors I'm just going to kick this off to do the introductory slides then I'll hand it over to KPMG so as we get those going Okay, so this... I don't think these are our slides. Are these the right slides? I'm sorry and since I've gone paperless, I don't have the presentation in front of me! And I can't get it on Granicus. Darn you KPMG, you're the ones that told me I should go paperless. So as you know we've started this process, as Terry said, we'll be doing nine departments this fiscal year and the idea is to do all our departments and have a review by KPMG.

They're pulling it up now.

UnidentifiedUnidentified speaker 16Proposed2:36:25 · ≈ 11:36 AM

We'll wait, it's okay.

CommentDistrict AttorneyProposed · by introduction2:36:45 · ≈ 11:36 AM

We could take a five minute break and let the technology catch up to the moment.

2:41 – 2:587 turns

CommentRen StrongProposed · by introduction2:41:06 · ≈ 11:41 AM

Music

CommentDistrict AttorneyProposed · by introduction2:44:05 · ≈ 11:44 AM

We'll reconvene the Board of Supervisors meeting. We're on departmental item number three, would the clerk please read the item into the record?

UnidentifiedUnidentified speaker 2Proposed2:44:14 · ≈ 11:44 AM

Chair Hart and members of the board just as a refresher this is departmental item number three from the County Executive Office in General Services It is a hearing to consider recommendations regarding KPMG's operational and performance review of the general services department

UnidentifiedUnidentified speaker 3Proposed2:44:28 · ≈ 11:44 AM

Good afternoon Chair Hart and board members. So as we did in the previous presentation with the CEO's office, this is a review of KPMG's organizational... I'm not sure what that is. Sorry. It was like ghosting

CommentDistrict AttorneyProposed · by introduction2:44:47 · ≈ 11:44 AM

audio thing somewhere.

UnidentifiedUnidentified speaker 3Proposed2:44:49 · ≈ 11:44 AM

I think it might be the deputy's radio. We'll fix that. All right. We'll just keep going. There you go. Thank you. So I'm gonna kick it off and hand it over to KPMG Next slide. So the context, as you know, we have KPMG looking at all our departments with the intent of doing reviews for every department within a four-year period. They looked at nine departments this first year and they've completed the reviews for the County Executive Office Human Resources and General Services. Human resources will be coming to you in March. They're nearing completion on public health and planning development and they're starting our Public Safety Departments.

Next slide. So the scope as we talked about before to make recommendations on best practices, looking at areas where there could be improvements. It is not a financial audit, it is not a budget cutting exercise but what we've said is if we implement their recommendations there should definitely be savings or efficiencies. The consultants have worked with our departments to look at specific areas of focus In concert with the department head, and a lot of that relies on the data. They did interviews and they'll talk about their process in providing the recommendations.

And so in general, Ms. Pell can also speak to this but this is the General Services Department. As you know there's 118 FTE of the $52.5 million budget and they're organized into four divisions or program areas. And now I'm going to hand it over to KPMG.

Commentis Bill CizikProposedself-stated2:46:21 · ≈ 11:46 AM

Welcome back. Thank you, good morning Chair Hart and members of the board. It's a pleasure to be here once again today representing KPMG and we'll provide you with an overview of general services. My name for the record is Bill Cizik, Managing Director at KPME Engagement Leader. With me is Kiva Thornton our KPME Engagement Director who you know. And as mentioned in our previous remarks to the board, our process is designed to be a challenging one but a constructive one with departments.

And does require great deal of engagement from department staff and leadership which we're very appreciative of to help us really understand and empathize with some of the day-to-day struggles as well as some of the change initiatives that they have in place. Undertake a very close review process with them midstream through each department and review the themes that are starting to emerge. Seek further direction on levels of detail that we need to go into from both the department head as well as the CEO's office.

And then in the final report phase, we go through multiple rounds of red line edits with the department to make sure that everything looks accurate, feels accurate and takes full account of the efforts that they have taken. To make sure that our recommendations are building upon strengths that they bring to the table In terms of our timeline, I'm sorry. Back up one, thank you.

So general services actually began last July concluded in November of 2019 and we are finalizing reports at present with planning and development as well as public health. And we have commenced the Public Safety Group with Sheriff and Public Defender and then District Attorney and Probation will be scheduled to start in April ideally to be complete at the end of June or early July.

And as we roll through the timeline, we do expect to build upon a lot of the recommendations were making now previously with the CEO's office. In a cumulative fashion and so in many cases we may come back to you with further insights or applications of concepts that we've shared in The four-pronged approach that we use begins with, in this case over 45 interviews with department staff as well as focus groups at the manager and line staff levels.

We obtained and analyzed a large variety of operational data from the systems that the department utilizes. We deployed a customer survey. And looked at benchmarks of the eight benchmark counties that the board utilizes in its budget book every year, as well as other leading practices that we are aware of or that NACO or CSAC associations of counties at the national and state level are able to share.

In terms of commendations, which we'd like to start with for each review is first the department's efforts to realign its initiatives and its work efforts to the county's Renew 22 strategy, which you heard a presentation earlier about this. And with its ongoing strategic planning efforts, we think it's a great first step and hopefully can incorporate the spirit and direction of a lot of the recommendations that we are bringing to the table.

There are other initiatives such as the Executive Information Technology Committee and the modernization electrification of the fleet that was presented on today, that are also in line with the county's overall vision. So we commend that. Secondly is the conscious effort to identify where data resides in the organization so that this information can be more easily extracted and used to drive actual performance and better decision making.

There are a variety of robust systems that the department has invested in, in recent years. And so you'll see recommendations in our report about using those systems to the full extent and making effective use of the data that comes out of that which we did see in a variety of the divisions and we hope to build upon. Third in the development of the capital improvement plan process, a very important first step in documenting the needs of this county.

We will build upon that in our recommendations when we talk about the prioritization models and the life cycle costing models you use to decide where to go first. What is the highest and best use of the capital funds that you can appropriate? And understanding that not just at the broad facility level but at the building systems level which drives the majority of the cost and issues usually.

In fleet, we recommend the strong focus that we observed in the robust policies and procedures that we saw operationally. And the use of data and analytics in the maintenance and refresh cycles of the county's fleet. And finally to highlight the department's consistent focus on its customer feedback survey which is done annually and We looked at the past year's responses, there were 539.

And 92% of those reported a level of service of being satisfied, very satisfied or outstanding. So that's very strong and we hope to help build upon those strengths in these recommendations. For each department, we use what we call an operating model framework. And what this really is designed to do is to say when you look at some of the core elements of any organization from the way the model of service is structured, the people process technology data and reporting in governance and control where's the department today which you see depicted in gold? And where do our recommendations aim to get the general services department?

And we not only want this to be a guideline for where the departments that we've issued now can get you, but also beyond that. So where can you evolve beyond that? Especially in the areas of consolidation and consistency of service. Including the geographical footprint of the department, I know is a big consideration. Standardization of processes, exploiting the use of technology and again integrating that data into day-to-day operations. Those are probably the biggest steps in maturity that we see need to be taken on our recommendations target That brings us to the department level, or as we're calling the enterprise recommendations. There are five recommendations that we've identified within the report you will see examples and applications to each of the divisions appropriate within general services.

The first, number one focuses on better alignment of the department's budgetary plans and operational plans at division level. We note that there have been some past spending overages in some divisions and while those have been managed and balanced at the department level we recommend that the admin and finance division of the department enhance its budgetary performance tracking and helping to ensure that resources are allocated in line with annual priorities for that fiscal period.

And also have to be aligned to the in progress strategic plan effort once that is complete. We also see this alignment process impacting some of the physical location and the needs of the department as it determines the best physical platform to deliver its services and co-locate its people. And also, we'll have a ramification on the ISF Internal Service Fund process as well and driving consistency in the way that rate methodologies are constructed. And again, the strategic and operational priorities of the department are reflected in that rate setting process.

Second is a need for more specific policy and procedure guidance across several functions of general service. And we'll talk in the next slides about where we see the board playing a role in that, but especially in the areas of countywide purchasing protocols The EITC has gotten off the ground but there will be a lot of work to do into the future. And even down to facilities maintenance, the way requests are handled and prioritized and scheduled. So we make a variety of recommendations not only on what needs to be in those policies and procedures but also how those then get Policed and testing adherence to those policies on an ongoing basis, either to determine where we in compliance. Where are we not? Or where do we need to change or modify our policy or procedural guidance knowing that you don't always get it right the first time when you codify it Third is the need to better assess workload across the divisions.

There's a diversity of functions that are done in the department, and when you talk about staffing as one of the largest operational budget drivers, as well as the realization and the need to mitigate the loss of skills and experience. And in some cases, you have very specific teams such as your radio repair team and the facilities maintenance division where there's really only a few people that have that skill set. And so how are we making sure that we are either cross-training or retaining, or recruiting the appropriate skills to make sure that we're not in a position where we don't have the ability to repair in an inappropriate time frame. Also you have potentially high volume and high risk areas such as capital projects. We have a relatively small bench of capital project managers and support staff.

And knowing this county's backlog of capital needs, that is an area that needs to be ready to hit the ground full steam as the bandwidth of capital projects may increase into the future at your board's discretion. Fourth is the setting of service level expectations for internal customers. And really, the biggest one that we see in counties and cities across the country is the time to respond to my request as well as the time to resolve.

And really then measuring and acting upon those variances in expected performance. And typically you think of the help desk call center and IT, but really all of the functions of general service in many internal support departments are very sensitive. Customer feedback is very sensitive to the resolution time and just the response acknowledgement that I hear your problem, here's the priority, here's what we're going to do to fix it.

We also recommend that performance be measured more broadly than just turnaround time. So in terms of total volume, quality or accuracy as well as cost and of course satisfaction is the department already measures to show a more balanced picture of overall value and help to troubleshoot where performance gaps may lie And fifth is ensuring that the underlying technology platforms are fully and accurately utilized to allow for better visibility into divisional performance workload staffing needs.

The existing systems to leveraging existing systems to reduce paper. I realize that could be a loaded comment at this juncture, but reducing paper within the transactional processes of the department and manual workflows for instance in purchasing. Which today you still have quite often physical binders of information that has to be walked in multiple copies to various places to drive that process. Similarly, you have through your maintenance connection system field based mobile entry of your work order data which may or may not always be utilized to full effect. And that will help in terms of timely entry of that data, what it took to complete and allow again for monitoring of workload. Not only for annual staffing plan but also the day-to-day how do we shift the supply to meet the various needs, the dynamic needs of our departments in the field?

And so those are all key opportunities that we think apply to all divisions. And I'll turn it to Kiva, to talk a little bit about the key focus areas within the divisions that we see the board's involvement to be most critical.

2:58 – 3:052 turns

UnidentifiedUnidentified speaker 18Proposed2:58:41 · ≈ 11:58 AM

Thank you and good morning. So while we made many recommendations at the division level, we're going to talk through these recommendations today that we believe are priority items for the board and may require further action from the board with regards to decisions or policies in the future. Just a point to note that Recommendations 7 and 9 have been merged as the recommendations for the Energy Division was to integrate that into the Capital Projects Division, so they are presented together today.

Starting with capital projects, talking through the highlighted purple boxes. While we commend that the efforts for a capital improvement plan have been ongoing and that process has been enhanced over the last year there is more work to be done with regards to a consistently applied framework and transparency with regards to how capital improvement projects are selected and formally adopting a process to identify those priorities by the board The current five-year CIP total sits at around $620 million. There is no clear prioritization or funding identified for these specific projects.

According to our benchmarking information, this is approximately 150 million more than other benchmark counties' five-year totals. So a clear policy to define what qualifies as a CIP project, how to prioritize those projects based on alignment to strategy, risk of failure, criticality of the asset based on information that would come from the facility's recommendations. We'll speak about in a moment and a governance structure to monitor that decision making and update priorities as required so that there is a strategy to tackle all the capital improvement projects that are in the pipeline at the moment.

Moving on to ICT, there's a series of recommendations that we made through ICT and the recommendations were made intentionally in this way as they are to be sequenced. And they're a step-by-step process. Currently there is a relatively decentralized model for ICT across the county. This may introduce risk and inconsistency across the departments. And under efforts to standardize and provide a consistent quality of service, we have made recommendations firstly to assess the readiness Staff and infrastructure to be able to undertake some core infrastructure upgrades that are planned over the next number of years. This includes the Active Directory Reconciliation, the Microsoft 365 update and the Business Applications Needs Assessment. They are foundational pieces that will impact all departments countywide so it's important that the current ICT infrastructure and staff were in place and ready to be successful with those upgrades.

The second step then is looking at how ICT services are delivered across the county. As we mentioned, it's a decentralized model at the moment to provide consistency and standardization of technology across the county. It's recommended that the service delivery model be reviewed and potentially move towards a hybrid model. It's really important that this is developed as a joint strategy with all the departments and ensuring that the right balance is found between what should be owned and supported from county ICT versus what should be locally supported by departments for applications that are specific to those departments.

This will be a process to be undertaken, but from the customer survey that we developed 40% of respondents felt that services are duplicated between ICT and what they provide in their departments The third step, and this would maybe be a period of three to five years from now, would be to establish ICT as a stand-alone department. At the moment within, as a division within General Services it is not given the platform and the focus that it needs to be a key foundational element to the Renew 22 policies and the transformation in the county. is trying to undertake. General Services currently has a large span of control and based on the information from the benchmarking all but seven, so all of seven of the eight had ICT as a standalone department rather than a division within another department.

So to be able to elevate ICT as a leader within the county and position itself as a core foundational to the future strategy of the county we think that establishing a standalone department would be recommended.

Commentis Bill CizikProposedself-stated3:03:16 · ≈ 12:03 PM

If I could add one, just from experience with other counties and cities that have undertaken this. Many have tried what I would call iron fist centralization and that almost always fails. And usually never delivers on the anticipated cost savings that get projected. And where we have seen success and where we recommend in our roadmap is more of this hybrid model done in consultation. Really underscore that, done in consultation with departments as they identify what their needs are over the next three to five years. And in many cases some skills that they have people that have built and know every inch of some of the technology that has been customized and that they're utilizing will be retiring in the next three to five years or exiting in some other way as an example.

And where can central ICT help them through that transitional state. That is usually the more successful way to go, and I would offer that instead of looking at this as An opportunity to drive cost savings. It's more about are we getting value out of IT? The systems that we're using, the service that is supporting the departments, is that what we need to do our jobs in the field every day as a percentage of our total budget? And from a benchmarking perspective right now even if you include Central IT and The staff that is known in the outlying departments, you're less than 5% of your total enterprise FTEs. And typically the benchmark average in the government space between five and 7%.

So even all-in not just central but all-in, you are under that benchmark percentage so there's a conversation around are we getting value out of what we're spending? In some cases do we need to spend less maybe and in other cases do you need to invest more to get more value for

3:05 – 3:115 turns

UnidentifiedUnidentified speaker 18Proposed3:05:19 · ≈ 12:05 PM

Moving on to the facilities recommendations, again these are intentionally sequenced in terms of a step-by-step process to be undertaken. The first really is a model to be able to determine based on the asset criteria what assets should be prioritized for maintenance or investment which will form the basis of the capital improvement plan I spoke about earlier The latest figures show a deferred maintenance liability of £91 million.

However, based on this figure there's no clear insight into what is still a deferred maintenance project and what may be a capital project sitting within that £91 million. So our first recommendation would be a prioritization of asset maintenance, looking at the type of asset, the type of maintenance required. Is it run to failure? Is it time-based? Looking at maintenance planning based on the maintenance schedule and maintenance execution as to how that updates would be made.

The second step would be to develop a model that will help with those prioritization decisions. So the model would provide a scoring based on the building system level, so in terms of elevators, HVAC, roofing issues and the scoring should be based on the criticality of that asset, the value of replacement versus maintenance, the value add to the county and also the risk or consequences of not investing or updating that asset And the third step would be a plan of action to prioritize preventative maintenance requests. Our analysis showed that about 22% of maintenance requests are preventative at the moment, but they do get deprioritized in the balance between customer service and reacting to reactive requests versus being able to prioritize and set aside time for those preventative maintenance requests.

Preventative maintenance is important so that the deferred liability, maintenance liability doesn't increase in the future. So we've recommended a five priority buckets which determine the nature of the request and the appropriate timeline for resolution to make sure that there is time built-in for preventative requests

Commentis Bill CizikProposedself-stated3:07:28 · ≈ 12:07 PM

Just to clarify, that prioritization matrix that we're recommending is about the 80%, right? It's about the corrective maintenance. And in some cases you have to triage and slow certain things down so that you maintain capacity to do some of the more preventative issues. And typically, it's pretty well documented that when you can prevent the cost is far less than when you're in the position of correcting. But day to day it's very difficult when you have stakeholders and customers calling you and saying my roof is leaking or my window was broken or some other core failure of a building.

It's very difficult to work your way out of that. And so this also gets back to setting expectations of the departments, that certain types of issues are going to get a three-day response. Others are going to get a one hour response and there's a lot in between. Unless you do that, you'll never have capacity and I would offer sometimes at any staffing level if you don't manage it that way, you sometimes never find the capacity to do the preventive maintenance work.

swamped by the tyranny of the urgent.

UnidentifiedUnidentified speaker 18Proposed3:08:39 · ≈ 12:08 PM

That went down well.

UnidentifiedUnidentified speaker 16Proposed3:08:47 · ≈ 12:08 PM

That's why you get the big bucks man, that's that's turn of phrase right there. I think there

UnidentifiedUnidentified speaker 18Proposed3:08:52 · ≈ 12:08 PM

you go I Think he just likes to steal my thunder For fleet and the priority recommendation is the implementation of telematics across the the fleet especially as the move towards electrifying electrifying the fleet Kelmatics is an industry standard technology. It essentially allows an exchange of information between the vehicle and the fleet managers. It will allow for better management of fuel costs, vehicle utilization, understanding of routine and preventative and proactive maintenance, and overall more effective management on a day-to-day basis.

With regards to purchasing, this was mentioned at the start of the presentation. But the core focus while there is already established board policies and procedures regarding purchasing through our analysis we saw that there was inconsistency in terms of how those policies were applied and more with regards to the understanding of when and how to engage purchasing by departments countywide. So, the focus for purchasing should be a standardization of county-wide policies and a focus on being center led so that all departments know when and how and who do engage within purchasing to help A, reduce your risk of violation of any of the local or state procurement laws But also provide efficiencies in how work is routed to purchasing and how they can then automate that process.

The bigger focus should be on the higher level opportunities for purchasing, to reduce costs through consolidation and provide better purchasing power for the county and get better value of money rather than being transactional. On the last point with regards to real property, a focus around a strategy for asset management and land ownership. The analysis found that 20% of owned land is currently classified as vacant. While that may be appropriate having a clear understanding the choices and decisions that are available for the board to make.

Included in that is a strategy regarding owned versus leased office space across the county, making sure that there is better value for money and opportunities to consolidate where appropriate but also opportunities where the board could monetize some of their current assets and make sure those choices are available and decisions are made backed by data

3:11 – 3:2611 turns

Commentis Bill CizikProposedself-stated3:11:34 · ≈ 12:11 PM

As part of that, we recognize that real estate is very expensive in some parts of this county such as where we sit today. Some other governments have looked at mixed use of some of their facilities including their central administration facilities either through the use of pop-up retail or actually more long term retail and Look at some of those case studies and and consider that spectrum of Sometimes mixed-use opportunities to generate some revenue and offset some of the cost where you can't sort of outright You know dispose of particular assets that could have either high overheads or in a very valuable location That there's an opportunity. That could be captured

UnidentifiedUnidentified speaker 18Proposed3:12:22 · ≈ 12:12 PM

Are there any questions so far

CommentDistrict AttorneyProposed · by introduction3:12:27 · ≈ 12:12 PM

I Don't see anything

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UnidentifiedUnidentified speaker 18Proposed3:12:29 · ≈ 12:12 PM

Okay.

UnidentifiedUnidentified speaker 5Proposed3:12:30 · ≈ 12:12 PM

Supervisor Williams? So, one of the things I was interested in and definitely touched off by the report was what's the kind of right relationship and incentive system in how energy and facilities should be working You know it is kind of interesting. Changes of temperature policies or through HVAC retrofits, or boiler retrofits might accomplish more of the mission than another division. But it's not as incentivized in it as the other division, right?

So I'm kind of interested in how is that supposed to work together?

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Commentis Bill CizikProposedself-stated3:13:43 · ≈ 12:13 PM

Supervisor, through the Chair I would offer that there is a recognition and acknowledgement that these functions have different core missions. That said typically facilities maintenance organizations in our experience they're delivering to a certain level of service or standard and it's important to make sure that that level of service and standard clearly reflects the broader mission of the county and that way each Division is true to and represents its core mission. It's just that the criteria that it's managing to have to be properly reflective of that broader mission, but I would pass it to Jeanette in terms of how you see that working in terms of this particular case.

PresenterKPMG NextProposed · by introduction3:14:30 · ≈ 12:14 PM

Supervisor Williams through the chair so this report really helped us in We realize we have to do a better job prioritizing, and we have put in place policies especially And I think you're going to see a better more focus on alignment in those 3 areas.

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UnidentifiedUnidentified speaker 3Proposed3:15:22 · ≈ 12:15 PM

Supervisors, we still have three more slides. So if you wouldn't mind letting Ms. Pell get through them and then maybe there's more questions.

PresenterKPMG NextProposed · by introduction3:15:29 · ≈ 12:15 PM

Thank you.

CommentDistrict AttorneyProposed · by introduction3:15:30 · ≈ 12:15 PM

Ms. Pell?

PresenterKPMG NextProposed · by introduction3:15:31 · ≈ 12:15 PM

Thank you. Good afternoon. I wanted to start because I sort of ended my previous presentation with a thank-you I want to thank the board for allowing KPMG to actually come in and do this management review. It was enlightening, they were very professional, they gave us really good examples when we were a little bit confused, they were more than willing to come back and explain maybe where we were missing The thought process behind the recommendations and so and I also want to thank my executive team. We took this report we read it Over and over. I mean, I was actually quoting page numbers and you know that maybe I've been reading a little bit too much.

But we really took great care in putting our attachment for together and what how do we want to get there? And what steps are we going to take? And so I just wanted to say that up front. What our plan is and I'm only going to highlight probably those things that will be coming back to the board because there are many, many things that we need And hopefully coming from what departments are saying about our service and so on. So with that, I'm going to go through the enterprise recommendations. The first one about aligning our budget with the department mission and vision. So these are our divisions really need to make sure that they're in alignment with our overall Our our mission and vision, and we also need to make sure that we're aligned in with our budget.

And so we are we are going to begin doing our budgeting as a department using similar methodology. So we haven't done that with every single division. And so that's our priority And we will be ready to move forward when we begin development of fiscal year 21-22 budget. So that's, we're going to be starting to set rates for our ISFs and all that will begin at the end of the summer so it's right around the corner.

There was mention of the fact that we have been discussing consolidating general services into one location. That's not all of General Services, we've got you know fleet operations and maintenance operations that are off-site but downtown we have multiple divisions in multiple areas so we have people in the old courthouse We have people in the basement, the first floor and third floor. And it's you know as though we're all downtown it's difficult to communicate and coordinate especially in the financial areas so so we're looking at that hopefully will have a proposal back to the board before the beginning of next fiscal year.

Develop countywide policies and procedures completely in alignment with that work were already underway And we hope to have all, you know, as many as we can identify in place before July 1st 2022. Define future workforce skill gaps where so we're estimating complete that in July of 2022 to identify those things where we may have people leaving. One step at a time, we'll identify what areas we think are most suspect to attrition and that gap. And then we will prioritize it and work it that way.

Again there was mentions not really on the bullet but performance measures. We need to do a better job of measuring how we're doing and reporting back. And we'll be working with the CEO's office on that. The development of service level agreements completely agree with this. We really need to set expectations between general services and our departments because that's, we aren't, you know, our job is to support other county departments so that alignment is very important.

We hope to have that done by July 1st 2021. And then number five leverage current technology systems As was identified by KPMG, we do have a lot of systems in place. What we need to do is make sure that we're utilizing them to the fullest extent and that where there are gaps, that we identify those and either put in additional functionality or additional reporting.

Are there any questions on the enterprise level? Okay, move on. So again, this report was. Divided by the divisions within general services are administration and finance. The recommendations are underway. Basically they said finance needs to take the lead and be responsible and responsive to questions from our customers. 7 again there were multiple items identified The life cycle asset model that Bill touched on. We're going to get help to create a model, but I want it to be very simple so that it's not so complex that we can't adequately prioritize what projects we work on from a capital and a deferred maintenance perspective.

So we will be working on that and we hope to complete that by July 21st As Kiva mentioned in the information and communications area, we are working on a workload analysis right now. We've got a bunch of projects. We're trying to figure out do we have enough people to actually complete the work that's already been identified? We're going to do a skills assessment. This will go hand-in-hand with the IT comp and class That HR is working on right now.

So we want to make sure that we're in alignment there. We need to work with departments to figure out what services the department should be providing and what services ICT should be providing, and I can see that being not just the technicians but department heads and assistant department heads working together to try to figure out what that balance is I agree with Bill that you don't just.

Go ahead or percent centralized. It's really not the best model, but you can figure out what what that mix is What's the you know? A federated model who does what and I want to work with other county departments to actually come up with that And then as Kiva mentioned the whole future discussion of making ICT its own department I've been in government for a long time and I've been in an organization that was They've done it both ways. And so I just think this one is really important and the board really needs to understand what the value will be and what the cost will be.

This was tried here a few years ago before I got here, and I don't think it was adequately rolled out. So those are just some of the things that I bring, I think forward. So energy and the KPMG report they combined energy with capital that is again like you said all under one assistant director we are serious about implementing our net zero energy policy that has been approved by the board for several years and we need to make sure that we're adhering to that policy And then ongoing, we need to manage projects to ensure that we're adhering to those policies.

And so that component will be very essential to capital and maintenance. Facility maintenance, we want to populate the asset management database. So we have a maintenance connection. We have a really good system. information from the Jorgensen report and We're trying to we're actually able to run reports. We're trying it this year as we prepare for the budget on what? particular Equipment that might fail this Upcoming fiscal year, so we're going to start trying to write run reports We want to continue to populate the database so they have really good data again data-driven decision making I already talked about the asset life cycle model, and we hope to have that complete by July 1st.

And then we want to create a facility condition index taking on what you know moving forward from what Jorgensen did and continuing to improve on that and reassess it's got to be part of our process. So my team will be working towards that. So the one that will likely come back to the board for discussion will be the telematics again. This is we already have this somewhat in our pool cars, but it's going to be needed to be expanded and The union you know will need to meet and confer and so I think it does have some visibility for the Board of Supervisors Under purchasing, adopting board policies and roles and responsibilities. Kiva laid that out very nicely we don't necessarily adhere to you know people don't understand when they should be getting purchasing involved.

We really need to document that and adhere to those policies so that we're making really good purchasing decisions for the county. And then finally real estate Again, what I'd like to do is put together some strategies for the board to consider. Do we want a lot of, do we want to be property rich? Do we want more open space? What does our portfolio, what should it look like? Do we want to do more private public partnerships? So again, um, I envisioned us putting together some options and then having that discussion with the board in the future.

And that concludes my comments.

3:26 – 3:3614 turns

CommentDistrict AttorneyProposed · by introduction3:26:48 · ≈ 12:26 PM

Thank you, Ms. Bell. Any questions for staff or the folks from KPMG? Supervisor Williams.

UnidentifiedUnidentified speaker 5Proposed3:26:57 · ≈ 12:26 PM

Do you anticipate controversy in the adding of telemetrics on... Am I pronouncing that right? Telematics.

PresenterKPMG NextProposed · by introduction3:27:12 · ≈ 12:27 PM

I think if we prepare the data correctly, it's not about following an employee. It's about following the asset and so I think it's how it's presented. I would imagine it would get some discussion but it's not highly unusual and especially with us going more electric vehicles, it is going to be necessary.

CommentDistrict AttorneyProposed · by introduction3:27:41 · ≈ 12:27 PM

Other comments, Supervisor?

ElectedSteve LavagninoSupervisorProposedvoiceprint 0.883:27:44 · ≈ 12:27 PM

Thank you Mr. Chair I just want to touch on that for a second too and I don't know maybe because my district's inside the city but I do get a number of phone calls from interested taxpayers that are asking me why this car is in a certain place 95% of the time that we track it down it is somebody I think this could be used actually as protection for employees as well in the future. So a lot of times they're I just remember one that came up that an employee was seen at a late hour and we did an investigation. It turned out that there was a crisis, somebody was getting ready, was talking about committing suicide so this person was transporting. So I think if we look at it that way with all the new fleet we have coming on, I think that's going to be a positive for our employees.

I also think it is very important One of the first departments, the general services because you touch or should be touching. There's times when people don't come to you and they probably should but that you do touch everybody. And so I think this is a really good exercise to go through.

CommentDistrict AttorneyProposed · by introduction3:29:04 · ≈ 12:29 PM

Supervisor Adam then supervisor Hartman.

UnidentifiedUnidentified speaker 16Proposed3:29:07 · ≈ 12:29 PM

Are we still on questions here? Yeah. Okay. I'm going to hold my comments.

CommentDistrict AttorneyProposed · by introduction3:29:13 · ≈ 12:29 PM

Okay, supervisor Harbin

ElectedJoan HartmannSupervisorProposedvoiceprint 0.793:29:15 · ≈ 12:29 PM

Well, mine is a comment. This is hard. I mean you come in and you've got a huge very complex department to manage with all kinds of assets all over the place with the jail and community center and many things to keep an eye on I think it is good that this was the first department because you've assimilated these recommendations with a lot of grace. Your whole staff, I mean I think you come in and have to fly the airplane and then it's nice to have somebody be able to come in and suggest that these are ways that maybe you can do it better cause you just don't To do that on your own and so I just commend you for. I mean some people could hunker down and be defensive, and some people could say well yeah be open minded in the new things that we were hearing about with 2022 You exemplify that in your staff does since I'm really appreciative

CommentDistrict AttorneyProposed · by introduction3:30:20 · ≈ 12:30 PM

Supervisor Adam

UnidentifiedUnidentified speaker 16Proposed3:30:22 · ≈ 12:30 PM

Well to Supervisor Hartman's point. I'm going to suggest you're even a little bit more open-minded This is one of the best Exercises, I think that I've seen this county undertake and I would I would commend CEO for bringing the strength of the professional ability to walk in here and quickly identify We've got a lot of things that are going well and things that are needing improvement.

And I think this is like to take you guys home to my farm because I think that you guys would be really help us out a lot. This is this is really good work I'm not going to get into all the details for the whole gamut. But I think that as you go through all the rest of the departments and that brings me to kind of my observation here and my comment for you to keep in mind in the future. So, I just want to talk about these specific division recommendations 7.1 balances Deliver core system upgrades.

And 10.1 establish an asset management strategy to address the deferred maintenance liability and the problem here is not that there was no strategy And the problem here is not that nobody wanted to deliver the core system upgrades or balance needs within budgets and stuff like that. The problem, and I know you guys don't want to deliver the bad news But you know, this is where the problem typically lies is up here on the dais because we didn't give them all the ammunition that they needed to go out and fight the war that we sent them to fight.

And so, and this is a chronic problem. You really have to keep that in mind when you get the parks and public works because you're going to hear when you go out and talk to people that we don't do this and we don' tdo that. Well there's a reason and that is because they do not have adequate funding. That all happens in June at the budget and it happens up here.

So I think that you have to be careful. And I guess, I'm standing up for staff here. You don't want to blame them for stuff that's beyond their control. But it's hard to come in this organization. If you came to my farm, you could come to me and say because I hired you As the manager of the company and said tell me what's wrong here. And then you come to me and say, well, you know, you're you're the problem.

You know, this is a little bit different dynamic here and it makes it more difficult to deliver the bad news Necessarily to the people who who have control over it. You know, I'm not going to say cause it I'm gonna say have control over it because each budget cycle Is a new opportunity? To do more of the right stuff and so I get one more, one more opportunity to participate and I hope we do more of the right stuff. So thank you.

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CommentDistrict AttorneyProposed · by introduction3:34:25 · ≈ 12:34 PM

Well, and to your point, I think this process is going to make that more precise because it's going to be more informed and there'll be more data and they'll be more precision To your instinctive and researched view that we're not making enough investment in capital infrastructure. But, you know, that's hard to do because there are competing interests and needs. There's a million we're going to hear from all the different departments when that budget process comes along.

And from my view, I think this will be helpful because it will more precisely refine the shortage of revenue in the equation. And how could we make more capital investments as if we had more resources? And having more precision to the conversation with the public about this is, you know, we've looked at this really, really carefully. We've had experts come in from outside the organization and we've refined this. We have the technology that tracks it that we can tell you exactly what we need and You know there is going to be a conversation with the public, I think ultimately that we have a good strong case to make that we need more revenue to make those investments. And well we could tangent here for a really long time so I'll just stop there and anybody want to add anything?

Again thank you so much folks from KPMG for the great report as Supervisor Hartman said I think you have an amazingly great style of communication that helps people hear sometimes difficult information and you're doing a wonderful job for it And to Jeanette for listening carefully and being a change agent, embracing and taking that information and acting on it in all your teams. So thank you. This has been a really good presentation.

Do we have any public speakers on this item?

UnidentifiedUnidentified speaker 2Proposed3:36:01 · ≈ 12:36 PM

Chair Hart, members of the board we have no request to speak.

CommentDistrict AttorneyProposed · by introduction3:36:04 · ≈ 12:36 PM

Okay do we have a motion? Staff recommendation's been made. Seconded. Any discussion? All those in favor say aye. Aye. Oppose and abstain the matter carries unanimously We're gonna reclute recess to closed session, but I believe we have a public speaker request for prior to closed session

3:36 – 3:4117 turns

UnidentifiedUnidentified speaker 19Proposed3:36:28 · ≈ 12:36 PM

Recommend first reading in the closed session agenda and then taking any public comment on that agenda so today in closed sessions supervisors the board is agendized to consider two matters of Existing litigation, Sopani Group versus County of Santa Barbara as well as County of Santa Barbara versus Rossler International. Also two matters of anticipated litigation, one matter of deciding whether to initiate litigation.

One conference with real property negotiators earning a series of parcels near 775 East Clark Avenue in Orkut and then two Items involving labor relations. The first is employee organizations Deputy District Attorney's Association Engineers and Technicians Association and Santa Barbara County Deputy Sheriff's Association And related to one of those is a matter that we added on Friday Conference with legal counsel concerning existing litigation and that is an arbitration decision in the matter of the grievance concerning Mary Hornell as of engineering and engineering technician specialist And my estimate is about an hour and a half to two hours for closed session. And now I would recommend receiving any public comment on the closed session.

CommentDistrict AttorneyProposed · by introduction3:37:46 · ≈ 12:37 PM

Thank you, Mr. Ghazani.

UnidentifiedUnidentified speaker 2Proposed3:37:49 · ≈ 12:37 PM

Chair Hart, members of the board, we have one request to speak on closed session, and that is Brooke Storm. Brooke?

CommentDistrict AttorneyProposed · by introduction3:38:04 · ≈ 12:38 PM

Oops, excuse me. Is this the podium mic? I'm sorry, there we go.

PresenterBrooke Stormlaw offices of Henry Bon Jovi and we are the labor representatives for the EnginProposedself-stated3:38:07 · ≈ 12:38 PM

Good afternoon. Thank you. My name is Brooke Storm. I am an attorney with the law offices of Henry Bon Jovi and we are the labor representatives for the Engineer Technicians Association. I am here today as a labor representative for Mary Hornalis, a ETA member and County of Santa Barbara employee. We are here today to request a continuance of an item that is going to be in your closed session meeting. We are requesting that that be continued to your next meeting, which I believe is March 10th.

To give you some general background information on this issue, Ms. Hornalis filed a grievance with the County of Santa Barbara in early 2018. It related to the county's interpretation and implementation of the vacation reciprocity provision in the MOU. The parties mediated this matter in September of 2018. Fortunately, we were not able to resolve the issue and so it moved on to arbitration pursuant to the grievance procedure in the MOU.

It was arbitrated in November of 2019 with County Council Tuttle representing the county. Mr. Joe Pisano was the

UnidentifiedUnidentified speaker 16Proposed3:39:36 · ≈ 12:39 PM

Could

CommentDistrict AttorneyProposed · by introduction3:39:36 · ≈ 12:39 PM

I just pause the time just for a second? Supervisor Adam has a

UnidentifiedUnidentified speaker 16Proposed3:39:40 · ≈ 12:39 PM

comment. Could I just help maybe and make a motion that we postpone this until March 10th? I can't envision that anybody is going to have a problem, so maybe... Okay.

CommentDistrict AttorneyProposed · by introduction3:39:51 · ≈ 12:39 PM

Motion's been made. I

UnidentifiedUnidentified speaker 19Proposed3:39:53 · ≈ 12:39 PM

would ask that before the board acts on that motion, maybe they could just fill in some context on this.

CommentDistrict AttorneyProposed · by introduction3:39:59 · ≈ 12:39 PM

Mr. Guzzani?

UnidentifiedUnidentified speaker 19Proposed3:40:02 · ≈ 12:40 PM

So the matter that Ms. Storm is commenting about, is that the board is scheduled to consider the arbitration decision following a grievance by county employee Mary Hornalis. I think she was about to get to that the arbitrator's decision ruled in favor of the county. Under the after that arbitration was completed. We believe that the labor memorandum of agreement between the county and the Engineers and Technicians Association does not give Ms. Hornalis the right to a further hearing before the Board of Supervisors, but there's no significant legal risk to continuing the matter to close session on March 10th so that Ms. Hornalis could have more time to provide either further public comment or writing to the board.

CommentDistrict AttorneyProposed · by introduction3:40:49 · ≈ 12:40 PM

Thank you, I think you've made your decision. Seconded and a half. The motion's been made and seconded all those in favor say aye. Aye. That carries unanimously

UnidentifiedUnidentified speaker 19Proposed3:40:56 · ≈ 12:40 PM

thank you. I would just ask the board as part of that and I discussed this offline with Ms. Storm right before coming in here that there is a 40 day clock And I would ask that the board state that the county would continue that clock until March 10th. So that Miss Hornell's would not be disadvantaged by continuing it till March 10.

CommentDistrict AttorneyProposed · by introduction3:41:16 · ≈ 12:41 PM

Do we need a motion to that? I think they'll be clear. Okay, this is a motion to motions been made and is seconded who would like to second the motion? I guess a William second on the motion all those in favor say aye. Aye opposed abstain Thank you again for coming.

PresenterBrooke Stormlaw offices of Henry Bon Jovi and we are the labor representatives for the EnginProposedself-stated3:41:32 · ≈ 12:41 PM

Thank you appreciate it

CommentDistrict AttorneyProposed · by introduction3:41:36 · ≈ 12:41 PM

We are now recessed to closed session.

3:42 – 4:041 turns

CommentRen StrongProposed · by introduction3:42:24 · ≈ 12:42 PM

Hello. Yeah. Yeah. Hi. Music playing you the board. Hello, everyone. Yeah. Yeah. Music The Yeah.

4:10 – 4:202 turns

UnidentifiedUnidentified speaker 1Proposed4:10:59 · ≈ 1:10 PM

you Hi, everyone.

CommentRen StrongProposed · by introduction4:15:45 · ≈ 1:15 PM

Hello. Yeah. Music playing

4:27 – 4:321 turns

UnidentifiedUnidentified speaker 1Proposed4:27:44 · ≈ 1:27 PM

you Hi. Hello.

4:33 – 4:541 turns

CommentRen StrongProposed · by introduction4:33:15 · ≈ 1:33 PM

Yeah. Yeah. Music Hi. Hello, everyone. Yeah. Yeah. Yeah. you Yeah.

5:01 – 5:302 turns

UnidentifiedUnidentified speaker 1Proposed5:01:05 · ≈ 2:01 PM

you Welcome.

CommentRen StrongProposed · by introduction5:05:47 · ≈ 2:05 PM

Hello, everyone. You. you you Hi. Hello. Yeah. Thank you for joining us. You.

5:34 – 5:353 turns

CommentDistrict AttorneyProposed · by introduction5:34:46 · ≈ 2:34 PM

February 25th, 2020. Will County Council report out from closed session?

UnidentifiedUnidentified speaker 19Proposed5:34:51 · ≈ 2:34 PM

Chair and Supervisors today in closed session the board considered two matters of existing litigation in closed session. Sobani Group versus County of Santa Barbara as well as County of Santa Barbara versus Rosser International. The board in closed session also considered two cases of anticipated litigation one matter of deciding whether to initiate civil litigation A real property negotiation concerning parcels near 775 East Clark Street in Orkut.

Conference with labor negotiators concerning Deputy District Attorneys Association, Engineers and Technicians Association and Santa Barbara County Deputy Sheriff's Association. The board was agendized also in closed session to consider another matter of existing litigation in the matter of the arbitrated grievance concerning Mary Hornalis and the board through open session action continued that matter until March 10th. There are no reportable items.

CommentDistrict AttorneyProposed · by introduction5:35:44 · ≈ 2:35 PM

Thank you, we're adjourned to Tuesday March 10th 2020 in Santa Barbara