Meeting Summary
Present: 4-Nelson, 5-Lavagnino, Williams, 3-Hartmann
This summary was AI-generated to save you time. It may miss or misstate details, so verify against the official recording and the transcript.
At a glance
Health and Human Services Functional Group Overview
- The functional group accounts for 36% of county operating expenditures and 41% of total FTEs, with 8% of funding from the General Fund.
- Revenue increases were noted for Behavioral Wellness and Social Services, while Public Health saw a net increase due to pandemic response funds offsetting 340B pharmacy losses.
- Expenditure growth is attributed to professional services, grant-funded special services, and COVID-19 response costs.
- FTE changes were minimal, with specific additions in Behavioral Wellness and Public Health, while other departments utilize contract services.
Child Support Services
- The department operates with a $9 million budget funded entirely by state and federal sources, employing 64 staff members.
- It collected a record $32.4 million in child support payments in Federal Fiscal Year 2020, achieving a cost-effectiveness ratio of $3.43 per dollar spent.
- Future initiatives include restructuring supervisory roles, exploring shared staff opportunities, and implementing a parenting court model.
- Technology updates resulted in over 10,000 customer texts, nearly 1,600 virtual court appearances, and 6,083 electronically filed legal documents.
First 5 Santa Barbara County
- The $3.8 million operating budget is funded by state disbursements and external grants, with no General Fund contribution.
- An 18-month strategic planning process for fiscal years 2021–2025 is currently underway.
- The department received a $557,000 allocation for a Dual Language Learning pilot project and consistently receives clean audits.
- The goal to reach 50% of children aged zero to five was not met in the previous year due to pandemic-related closures.
Department of Social Services (DSS)
- Operating expenditures are projected at $191 million, a $12 million increase, with a General Fund contribution of $9.8 million.
- The department anticipates a significant increase in client population as pandemic-related assistance expansions expire, with speculated increases in Medi-Cal and CalFresh cases.
- DSS is required to migrate from the CalWIN system to the statewide CALSAS system within two years.
- Between July 2020 and June 2021, the department issued approximately $35.2 million in CalFresh emergency benefits and $1.7 million in CalWORKs emergency cash assistance.
Behavioral Wellness
- The requested operating budget is $148.45 million, including a General Fund contribution of approximately $5.8 million and the use of $991,000 in one-time funds.
- The capital budget includes $2.619 million for an electronic health record system and a Navigation Center in South County.
- Service delivery shifted from less than 2% telehealth pre-COVID to over 80% during the pandemic.
- The department secured over $10 million in grants for various mental health and opioid response initiatives.
Public Health
- The operating budget is $100.7 million, with a General Fund contribution of $9.4 million and zero service level reductions.
- The department coordinated contact tracing for 33,736 cases and administered 262,399 vaccine doses.
- A key fiscal challenge is the projected loss of approximately $4.2 million in 340B program savings due to state consolidation of pharmaceutical purchases.
- Capital projects include $760,000 for boiler and air conditioning upgrades at the main building and $150,000 to connect buildings at the Lompoc Health Care Center.
Community Resources and Public Facilities Functional Group Overview
- The functional group receives 7% of the county’s total General Fund Contribution ($21 million) and comprises 12% of total county FTEs.
- Operating expenditures are approximately $250 million, with salaries and benefits constituting only one-third of these costs.
- A $20 million increase in Community Services operating revenues is driven by state and federal grants for housing and homelessness.
- An $8 million increase in Public Works is driven by state transportation funding and waste management charges.
Agricultural Commissioner and Weights & Measures
- The recommended FY 21-22 operating budget is approximately $6.8 million, including $1.7 million in General Fund support and 37 FTEs.
- Key challenges include regulating the cannabis industry and implementing the state-mandated electric vehicle charging station program.
- The department distributed over 700,000 pieces of PPE to agricultural businesses and removed infested trees related to the shockle bore infestation.
- Goals include achieving 100% staff classification into combined inspector positions by June 2022 and migrating 100% of department services online.
Community Services
- The recommended FY 21-22 operating budget is approximately $60.5 million with 93.75 FTEs, funded primarily by outside sources and generated revenues.
- The department administered $14 million in Emergency Rental Assistance and CDBG funds and implemented Project Roomkey with a 58% exit rate to permanent housing.
- It is leading the Creative Communities Arts and Cultural Master Plan and the 2030 Climate Action Plan, aiming for a 50% reduction in greenhouse gas emissions by 2030.
- Capital projects include ADA access improvements at Kachuma Lake and Rincon Beach, and repaving at Arroyo Burro Beach.
Planning and Development
- The department reported a $2.1 million budget for planning and development, with a general fund contribution of $3.6 million and 106 full-time employees.
- Building permits increased 14% and planning permits increased 25% year-over-year for the last four months.
- Director Hartmann requested an expansion to create an Enterprise Leader or Division Manager position for the Administration Division to support digital service models.
- The board discussed a potential amendment to address the concentration of cannabis cultivation in the Santa Rita Hills area, with no formal motion made during this segment.
Public Works
- The FY 2021-22 budget totals approximately $225 million, including a $147 million operating budget and a $76 million capital budget.
- The department reported a structural deficit in the road fund driven by cost increases in labor, materials, and equipment that outpace revenue growth.
- Expansion requests include local match funding for the Florida Avenue Bridge and a $4.3 million unfunded gap for pavement maintenance.
- The Materials Recovery Facility is on schedule for completion by July, aiming to increase the waste diversion rate to over 85%.
Closed Session
- No closed session report was provided in the meeting summary.
Full summary
Meeting Opening and Announcements
- The Santa Barbara County Board of Supervisors convened for the April 14, 2021, budget workshop for fiscal year 2021–2022. Supervisor Joan Hartmann served as chair in the absence of Chair Nelson. The roll call was taken, and all supervisors were present. The Clerk of the Board announced that meetings are interpreted and broadcast live in Spanish via secondary audio programming on Cox and Comcast cable. Procedures for public participation via Zoom and telephone were reviewed. No report was provided by the CEO.
Health and Human Services Functional Group Overview
- The Budget Director presented a functional group summary for Health and Human Services, covering Behavioral Wellness, Child Support Services, First 5, Santa Barbara County Public Health, and the Social Services Department. The group comprises 36% of the county’s operating expenditures and 41% of total Full-Time Equivalents (FTEs), with 8% of funding from the General Fund ($25 million). Child Support and First 5 are fully funded through intergovernmental revenues. Revenue increases were noted for Behavioral Wellness ($19 million) and Department of Social Services ($18 million). Public Health saw an $8 million increase in state and federal revenues for pandemic response, offset by a $4 million loss in 340B pharmacy program revenues. Expenditure increases were attributed to professional services, grant-funded special services, COVID-19 response costs, and cash assistance payments. FTE changes were minimal, with exceptions for Behavioral Wellness (40 positions added over five years) and Public Health (one epidemiologist added). Questions regarding staffing levels versus expenditure increases were addressed by clarifying that departments utilize contract services recorded in service supplies rather than salaries.
Child Support Services
- The Director of Child Support Services presented the department’s budget and performance report. The operating budget is approximately $9 million with no General Fund contribution, funded one-third by the state and two-thirds by federal sources. Staff count is 64. In Federal Fiscal Year 2020, the department collected and distributed a record $32.4 million in child support payments, with a cost-effectiveness ratio of $3.43 collected for every dollar spent. 80% of staff transitioned to telecommuting. Future initiatives include restructuring supervisory roles, exploring shared staff opportunities, and implementing a parenting court model. Technology updates included sending over 10,000 texts to customers, conducting nearly 1,600 virtual court appearances, and electronically filing 6,083 legal documents. Questions were raised regarding remote work productivity and hypotheses for statewide caseload decreases, with the Director citing pandemic-related reluctance to seek services and generational preferences for digital services.
First 5 Santa Barbara County
- The Executive Director of First 5 presented the budget and strategic updates. The operating budget is $3.8 million, funded by state disbursements and external grants, with no General Fund contribution. Staffing includes six current members and one open position. An 18-month strategic planning process for fiscal years 2021–2025 is underway. First 5 received a $557,000 allocation for a Dual Language Learning pilot project. The department consistently receives clean audits and works with UC Santa Barbara for outcome measurement. The goal to reach 50% of children aged zero to five was not met in the previous year due to pandemic-related closures. Efforts to align with Renew22 include rebalancing the budget and redesigning processes. The department expressed interest in collaborating with criminal justice departments for data sharing and early intervention. Questions were raised regarding tracking of new preschools or Head Start programs and the gap between childcare demand and supply.
Department of Social Services (DSS)
- The DSS presented its fiscal year 2021-22 budget and performance updates. Operating expenditures are projected at $191 million, a $12 million increase from the current fiscal year, with a General Fund contribution of $9.8 million. The department budgeted for 758 FTEs and reported no service level reductions. Capital projects include allocations for server storage, hardware replacement, copiers, and wall repairs. DSS expressed concern over a potential significant increase in client population as pandemic-related assistance expansions expire, with speculated increases of 6,500 cases in Medi-Cal and 6,000 in CalFresh. The department is required to migrate from the CalWIN system to the statewide CALSAS system within two years. DSS serves over 164,000 county residents and 64,000 children. Teleworking increased from 3% of staff in March 2020 to 24% in March 2021. Between July 2020 and June 2021, DSS issued approximately $35.2 million in CalFresh emergency benefits and $1.7 million in CalWORKs emergency cash assistance. The In-Home Supportive Services (IHSS) Public Authority implemented the REVA online self-service system for provider enrollment. DSS reported meeting state targets for timely investigations and visits in child welfare. Future objectives include expanding text messaging and email reminders, implementing Nexus for IHSS matching, expanding the Octopus online submission platform, developing on-demand video training, and implementing a family urgent response system. Questions were raised regarding communication strategies, timeliness metrics, child welfare trends, resource family availability, and employee engagement.
Behavioral Wellness
- The Behavioral Wellness department presented its fiscal year 2021-22 budget and performance updates. The requested operating budget is $148,451,000, with a General Fund contribution of approximately $5.8 million. The department requested the use of $991,000 in one-time funds due to the loss of projected sales tax base. The capital budget is $2.619 million, including $200,000 for an electronic health record system and up to $2.4 million for a Navigation Center in South County. FTEs are 410.7, with no service level reductions. The department emphasized commitments to cultural competency, social justice, equity, whole-person care, and data-driven decision-making. It highlighted efforts to reduce overdose deaths, noting over 1,100 lives saved since 2016 through naloxone distribution and training. The Champions Healing Center in Lompoc opened with 34 beds, with expansion to over 80 beds in process. The department converted its Lompoc outpatient clinic into 14 units of permanent supportive housing. From 2015 to 2020, the department added 118 residential beds. The department secured over $10 million in grants, including funds for student mental health assistance, early psychosis intervention, a youth opioid response center, jail discharge support, and diversion projects. Service delivery shifted from less than 2% telehealth pre-COVID to over 80% during the pandemic. Implementation of Tableau for data visualization contributed to a 12% increase in staff productivity. The Ethnic Services Manager detailed efforts to address the psychological impact of COVID-19 on communities of color. Renew 22 goals include integrating acute PUF services with the step-down process, continuing telehealth services, training new employees, conducting customer service surveys, and retaining new hires. Questions were raised regarding forensic mental health, data and technology, sustainability of grant-funded programs, co-response and mobile crisis, telehealth feedback, homeless outreach funding, AOT program waitlists, and continuum of care capacity.
Public Health
- The Public Health Department reported on its response to the COVID-19 pandemic, including contact tracing, testing, isolation, quarantine, and vaccination efforts. It noted that 7,215,300 hours and $19.5 million in expenses were coded to Project COVID, with anticipated reimbursement from state and federal sources. The department highlighted its efforts to address health inequities in communities of color and underserved populations. The operating budget is $100.7 million, with $4.3 million in one-time funds for ongoing operations and a capital budget of $910,000. The general fund contribution is $9.4 million. The department reported zero service level reductions or expansions. Capital projects include $760,000 for boiler and air conditioning upgrades at the main building and $150,000 to connect two buildings at the Lompoc Health Care Center. Key challenges include the fiscal impact of the governor’s executive order to consolidate pharmaceutical purchases, projected to result in a loss of approximately $4.2 million in 340B program savings, and the impact of decreased revenues on health care center operations. Accomplishments include the coordination of contact tracing for 33,736 cases, support for over 600 people in isolation and quarantine, and the administration of 262,399 vaccine doses. The department added a pediatric practice at the Santa Maria Healthcare Center and initiated the Healthy Families of America home visiting program. Goals for fiscal year 2021-22 include promoting wellness and advancing health equity, developing strategic partnerships, and improving public health infrastructure.
Public Comment – Health and Human Services (Behavioral Wellness)
- Five requests to speak were logged, with three currently active.
- Suzanne Reardon (FAMILIES ACT) advocated for the creation of a map of services and interactive navigation tools to help individuals access care. She expressed concern that the "least restrictive level of care" policy can have negative consequences when appropriate care is not available in a timely manner and stated that reducing out-of-county acute inpatient psychiatric beds is not necessarily positive given the demand for services.
- Andy Caldwell (CoLab) stated that the county should focus on data sharing and coordination between Social Services, Alcohol/Drug/Mental Health, Probation, the District Attorney, and the Sheriff’s Office to address root causes of incarceration. He argued that the county spends approximately $500 million annually on these social service departments and that issues should be addressed at the "front end" rather than by expanding jail capacity. He opposed defunding public safety and questioned the board's approach to elected officials regarding financial constraints.
- Linda Honickman supported recommendations from the NAMI Public Policy Committee. She emphasized the need for affordable housing and shelter as a foundation for addressing mental health, criminal justice, and homelessness issues. She cited instances where individuals required out-of-county beds for mental health episodes and noted that the new sanctuary center in downtown Santa Barbara includes housing added as a community benefit.
- A representative for the Santa Maria-Lompoc Branch of NAACP commended the work of FIRST 5, the Department of Social Services, the Behavioral Wellness Cultural Competency Committee, and the Public Health Department. The speaker expressed strong support for the efforts of these departments, particularly regarding health equity, adverse childhood experiences, and culturally appropriate services.
- Sharon Byrne described the progress made by Behavioral Wellness since a previous crisis, citing the opening of the Champion Center for crisis beds, housing conversions, and field-based homeless outreach teams. She noted improvements in co-response and linkages with other departments such as the Public Defender and Sheriff’s Office. She supported funding for additional crisis beds and emphasized the critical need for affordable housing.
Community Resources and Public Facilities Functional Group Overview
- The Clerk of the Board presented the budget overview for the Community Resources and Public Facilities functional group, which includes the Agricultural Commissioner, Weights & Measures, Community Services, Planning and Development, and Public Works. The group receives 7% of the county’s total General Fund Contribution ($21 million). Operating expenditures are approximately $250 million, representing about one-fifth of the countywide total. Salaries and benefits constitute only one-third of these expenditures. A $20 million increase in Community Services operating revenues is driven by state and federal grants for housing and homelessness. An $8 million increase in Public Works is driven by state transportation funding and waste management charges. The group comprises 12% of total county FTEs (just over 500). FTEs have remained static in Agricultural Commissioner and Public Works. Increases in Community Services are driven by housing program administration. Planning and Development staffing fluctuates with permit volume; recent additions were funded by cannabis tax revenue.
Agricultural Commissioner and Weights & Measures
- Director Kathy Fisher presented the recommended FY 21-22 operating budget of approximately $6.8 million, including $1.7 million in General Fund support, sustaining 37 FTEs. No service level reductions or one-time funding uses are proposed. Key challenges include regulating the cannabis industry, implementing the state-mandated electric vehicle charging station program, retaining high-performing employees, and continuing essential services during the pandemic. Accomplishments include distributing over 700,000 pieces of PPE to agricultural businesses, removing infested trees related to the shockle bore infestation, and reclassifying 75% of staff into combined agricultural/weights and measures inspector positions. Goals include continuing virtual education/outreach, achieving 100% staff classification into combined inspector positions by June 2022, migrating 100% of department services online by FY 21-22, and completing employee performance evaluations and Innovate SBC training. The Weights & Measures division is responsible for testing and certifying EV charging stations to ensure accurate energy delivery. The department plans to acquire specialized testing equipment to register and annually test these devices countywide. The combined inspector role allows staff to hold multiple state licenses, enabling them to work across agricultural and weights/measures programs. Board comments included inquiries about the EV charging station role and the combined inspector classification.
Community Services
- Director George Chepchyan presented the recommended FY 21-22 operating budget of approximately $60.5 million with 93.75 FTEs. Only $7 million is from the General Fund; the majority is from outside funding sources and generated revenues. Divisions include Admin & Support, Parks & Open Space, Housing & Community Development, Community Support (Arts, Libraries, Commissions, Shelters), and Sustainability. Parks welcome approximately 7 million visitors annually. Campground occupancy has increased significantly. Revenues increased by 30% ($1.9 million) between 2015 and 2021. The department administered $14 million in Emergency Rental Assistance and CDBG funds. It implemented Project Roomkey (15,000 shelter bed nights, 58% exit rate to permanent housing) and acquired real property for formerly homeless persons. The department is leading the Creative Communities Arts and Cultural Master Plan and the 2030 Climate Action Plan, aiming for a 50% reduction in greenhouse gas emissions by 2030. It joined Central Coast Community Energy. Capital projects include ADA access improvements at Kachuma Lake and Rincon Beach, repaving at Arroyo Burro Beach, water treatment plant relocation at Kachuma Lake, and Halama Coastal Trail access. The Parks reservation system is 90% online, and Kachuma Lake occupancy is at record levels. No service level reductions were reported. Board comments included questions about fee structures for locals versus visitors, the timeline for the RFP for the restaurant at Colita Beach Park, and the department’s leadership in homelessness services and innovation in sustainability, arts, and library systems.
Planning and Development
- Director Joan Hartmann presented the department’s status, highlighting key challenges including fiscal and operational impacts from COVID-19, cannabis permitting enforcement, staffing and succession planning, and technology infrastructure updates. The department reported a $2.1 million budget for planning and development, with a general fund contribution of $3.6 million and 106 full-time employees. Key accomplishments include processing over 1,000 zoning permits and roughly 3,500 building permits. Building permits increased 14% and planning permits increased 25% year-over-year for the last four months. The department completed 99% of requested inspections within one day, conducting 30,000 inspections during the pandemic. It initiated a three-year strategic plan, completed two cannabis ordinance amendments, and implemented online credit card fee payments. It secured $655,000 in grants supporting ADU ordinance amendments and housing element work. Renew 22 goals were met or exceeded, including achieving $275,000 in savings and sending four staff members through leadership training. Employee retention reached 86%. The department did not meet its goal of 95% for CEQA-exempt projects reaching hearing within four months, citing project complexity, applicant changes, and staff turnover. Building and Safety improved first plan check completion for large projects from 58.1% to 82.1%.
- Director Hartmann requested an expansion to create an Enterprise Leader or Division Manager position for the Administration Division. This role would oversee budget, fiscal responsibilities, hearing support, IT, HR, and training. The position is intended to support the transition to a digital service model via the Acela Enterprise System (cloud-based), facilitate inter-departmental coordination, and implement KPMG recommendations. The department offset part of the cost by not replacing a Financial Office Professional position and allocating revenue to the new role.
- Supervisors discussed the expansion request in the context of the department’s capacity to handle long-range planning projects. Supervisor Williams expressed concern that the department is understaffed and that board priorities often languish due to resource constraints. Supervisor Hart agreed that if the board expects additional work, it must fund the necessary personnel. Supervisor Lavagnino stated he was not prepared to support the expansion at that time, suggesting the board should not assign specific resources to specific projects without a broader context. Supervisor Nelson commended the department for seeking savings to offset the request and expressed interest in executing KPMG initiatives. He suggested involving a third party for customer surveys to ensure candid feedback. Director Hartmann explained that adding individual planners would not materially increase the number of programs completed; a full team is required to move additional multi-year projects through the three-year work program. She noted that state-mandated projects have fixed timelines and associated risks if delayed.
- The board discussed a potential amendment to address the concentration of cannabis cultivation in the Santa Rita Hills area, referencing previous board minutes directing staff to return with options regarding hemp regulation, concentration, and the cap. Supervisor Williams supported adding an acreage limitation per project in the Santa Rita Hills to the work program, arguing it would be a minor ordinance change. Supervisor Hart clarified that the previous board direction included broader issues and that the concentration issue is complex. Supervisor Lavagnino stated he did not support moving forward with an ordinance change without a prior study and broader context. Supervisor Nelson indicated he needed to see the specific proposal and impact analysis before agreeing to devote resources. Director Hartmann clarified that the cap is an internal policy/business license issue, hemp is being handled by the Ag Commissioner, and the concentration issue would likely involve a conditional use permit threshold. She confirmed that resources for this amendment would be siphoned from other projects, potentially slowing their progress. CEO Miyasato noted that a conceptual discussion to define the scope of the Santa Rita Hills issue could occur after the budget adoption in June, allowing the board to decide whether to reshuffle resources in the long-range planning program.
- No formal motion was made or voted upon regarding the expansion request or the cannabis ordinance amendment during this segment. The board agreed to continue the discussion, with the CEO suggesting a conceptual review of the Santa Rita Hills issue after the budget adoption to determine resource allocation.
Public Works
- The Public Works Director presented the FY 2021-22 budget, totaling approximately $225 million. This includes a $147 million operating budget (containing ~$38 million in road capital projects), a $76 million capital budget (primarily resource recovery, flood control, and equipment), and a $3.2 million General Fund contribution. The department reported a structural deficit in the road fund, driven by cost increases in labor, materials, and equipment that outpace revenue growth. COVID-19 impacts resulted in approximately $3.4 million in lost revenue over the last two fiscal years, primarily from state gas tax and tip fee reductions. The department reported zero service level reductions and zero restoration requests. Expansion requests total approximately $8.2 million.
- Expansion requests include:
- Florida Avenue Bridge: Request for local match funding (approx. $1 million) to leverage a $21 million project. The board has already approved a $1.7 million operating transfer; an additional ~$5 million need is anticipated before June 30. Staff noted that using General Fund loans would reduce budget flexibility, so alternative financing options are being explored.
- Road Maintenance: A $4.3 million unfunded gap remains for pavement maintenance after accounting for available funds. This gap is categorized by street type (residential, collector, and arterial).
- Capital projects and accomplishments include:
- Flood Control: Work is ongoing on the Mission Creek flood control project ($80 million total cost) and debris basin improvements (Santa Monica, Romero, San Ysidro). The department is working with FEMA and USBR for funding and modifications.
- Resource Recovery: The Materials Recovery Facility is on schedule for completion by July, with the anaerobic digester expected to be complete by August/September. This is part of a $150 million capital project aimed at increasing the waste diversion rate from ~72-73% to over 85%.
- Debris Flow Recovery: Most road and bridge recovery work in Montecito is complete, funded in part by $10 million in SCE settlement funds. Remaining work includes culvert repairs and potential additional FEMA funding.
- Other Projects: The Laguna Sanitation District plant upgrade (Phase 1) is underway. The County Surveyor’s Office completed right-of-way surveys in debris flow-affected areas and is providing GIS support for county redistricting.
- Supervisors discussed the structural deficit, the impact of lost revenue on deferred maintenance (PCI levels), and the potential use of ARPA funds to address lost revenue. Questions were raised regarding the status of debris flow recovery, debris basin upgrades, and the financing strategy for upcoming bridge replacements. Staff confirmed that the Florida Avenue Bridge funding gap is being addressed through various financing options to avoid excessive General Fund reliance.
Public Comment: Functional Group (Housing)
- A member of the public addressed the board regarding affordable housing priorities. They urged the county to prioritize housing for local residents and workers, fund low/moderate-income units, and utilize new state mandates and ADU laws to increase housing supply. They suggested the county seek grants for climate resilience and neighborhood improvements. The Chair acknowledged the comments and noted that SBCAG will be holding workshops. A Supervisor indicated that the CEO’s budget process would include a proposal for a county housing study.
General Public Comment
- A member of the public spoke regarding the "Live Oak Multi-Use Trail Project" at Lake Cachuma. They argued that the current pilot project violates the 2012 Cachuma Resource Management Plan (CRMP) and threatens bald eagle habitat. They requested that the board table the pilot project to allow equestrian groups to develop a proposal aligned with Alternative 2 of the CRMP, citing the trail's historical use and recent community engagement efforts. The comment was received. No immediate motion or vote was taken on the trail project during this segment.
Meeting Adjournment
- The board concluded the second day of workshops, with the next session scheduled for Friday the 17th.