UnGovr Words

Board of Supervisors — 2022-04-11

Board of Supervisors — 2022-04-11April 11, 2022

Switch meeting
BodyBoard of Supervisors
MeetingRegular Meeting
Date📅 April 11, 2022

Click any transcript line to jump the video there.

Meeting Summary

  1. PendingQueued for transcription.
  2. AIYou are hereAuto-transcribed and summarized; not yet human-verified.
  3. VerifiedReviewed and corrected by a person.

Present: 5-Lavagnino, Williams, 4-Nelson, 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

Budget Workshop Overview: CEO Report

  • The CEO presented the "Reset, Reimagine, and Reconnect" theme, emphasizing a post-pandemic shift rather than a return to pre-2019 operations.
  • Economic context includes strong GDP growth, continued inflation, and a stable county financial outlook with a fully funded General Fund strategic reserve.
  • Key challenges identified include staff retention, state mandates, and deferred maintenance, alongside commitments to homelessness and climate adaptation.

Budget Workshop Overview: Assistant CEO Report

  • Countywide operating revenues are projected to increase by 3.6% to $1.4 billion, with property tax and transient occupancy tax showing significant growth.
  • Operating expenditures are expected to rise by 3.6% to $1.37 billion, driven primarily by a $27.3 million increase in salary and benefit costs.
  • The preliminary budget includes 4,442 FTEs, with a new policy proposed to maintain a $3 million minimum reserve for disaster recovery.
  • The five-year forecast assumes status quo operations and shows deficits in two of the five years, with limited one-time resources available for allocation.

Board Discussion and Questions

  • Supervisors inquired about property tax growth timing, HVAC project payback periods, and the sensitivity of the five-year forecast to a potential recession.
  • Questions addressed the impact of federal infrastructure and ARPA funding, as well as the county's participation in the GFOA Budget Criteria Award program.
  • Staff confirmed that detailed HVAC breakdowns would be provided in the Capital Improvement Plan presentation and that ARPA funds are expected to be fully allocated in FY 22-23.

Health and Human Services Functional Group Summary

  • The functional group comprises 8% of the General Fund contribution, 35% of operating expenditures, and 41% of total county FTEs.
  • Significant growth in FY 22-23 is driven by state and federal funding, with FTE increases primarily in Behavioral Wellness and the Department of Social Services.

Department of Social Services Budget Presentation

  • Operating expenditures are projected at $201 million, with a General Fund contribution of $10.7 million and a staffing increase of 27 FTEs.
  • Key initiatives include the migration to the CALSAS system, implementation of the Family First Preservation Services Act, and expansion of multi-program intake units.
  • The department reported serving over 175,000 residents monthly and distributing $53 million in emergency food assistance during the previous year.
  • Staff retention strategies include tuition reimbursement and flexible schedules, with a reported year-over-year staff loss rate of approximately 7%.

Behavioral Wellness (B-Well) Budget Presentation

  • The operating budget is just under $164 million, with FTEs increasing from 410 to 445.5, largely funded by federal and state grants.
  • Key initiatives include preparation for CalAIM payment reforms, collaboration with the justice system, and the implementation of a new Electronic Health Record system.
  • Capital projects include remodeling a building into a 12-bed boarding care facility and expanding outreach teams for homeless services.
  • The department reported 100% compliance with DMC-ODS standards and noted that service penetration rates for ADP programs are twice the statewide average.

Public Health Budget Presentation

  • The operating budget is $102.6 million, with key challenges including staff retention and advancing health equity and racial justice.
  • Goals for FY 22-23 include partnering for CalAIM implementation, adopting health equity trainings, and launching a Community Health Needs Assessment.
  • The department reported meeting or exceeding most Renew 22 goals, including a 50% increase in behavioral health visits and completion of public health lab projects.
  • Staff noted a net staffing change of -0.5 FTE due to state workload reductions, offset by new positions funded by Health Equity and Workforce Development funds.

Child Support Services Budget Presentation

  • The department received over $800,000 in state and federal budget increases, funding 11 promotions and seven new child support officers.
  • Operating budget exceeds $10 million, funded entirely by intergovernmental revenue with no General Fund contribution.
  • The department distributed over $30 million in collections, with 25% going to South County and 37% to North County.
  • Goals include implementing an action plan based on customer survey data and ensuring all staff receive diversity and inclusion training.

First 5 Santa Barbara County Budget Presentation

  • The budget reflects a 1.2% increase in expenditures due to salary, benefits, and county allocated costs, with no service level reductions.
  • Key challenges include managing the decline in Proposition 10 revenue and integrating new vaping tax revenue.
  • Investments focus on school readiness, including early learning plans with five school districts and plans to add five more.
  • The department reported meeting all Renew 22 goals and maintaining administrative costs at 10% of operating revenue.

First Five Commission / Early Childhood Education Continuation

  • Countywide kindergarten readiness has stalled between 35% and 43%, with a goal of 70% readiness accounting for special needs.
  • Staff described the "Help Me Grow" pilot model, which involves screening for adverse childhood experiences and developmental needs in pediatric settings.
  • Multilingual learners are still behind peers in readiness metrics, and the child care survey is ready for presentation to the Board in May.

General Government and Support Services Overview

  • The functional group receives 12% of the total General Fund Contribution at $42 million and comprises 8% of countywide FTEs.
  • General Services has seen the largest expenditure growth, driven by IT and maintenance costs.
  • The Northern Branch Jail construction fund is expected to close in 2022–23.

Treasurer-Tax Collector Presentation

  • The department faces a structural deficit, receiving only half of approved salary increases from the General Fund.
  • Staff requested full funding for cannabis-related software and overhead, noting that current allocations do not cover costs.
  • Four positions were unfunded to balance the budget, with warnings of potential service reductions next year if trends continue.
  • Requests included funding for Transient Occupancy Tax audits and additional resources for the Veterans Services office.

Clerk-Recorder-Assessor Presentation

  • The budget is $21.1 million, with approximately 55% funded by the General Fund and the Clerk-Recorder division entirely fee-driven.
  • The department is preparing for the transition to all vote-by-mail elections and the Voters Choice Act in 2023–24.
  • Staffing for the Assessor has decreased by six FTEs, while the Clerk-Recorder division requires four additional FTEs due to increased demand.
  • Ongoing projects include digitizing deeds, map storage, and redistricting for Supervisorial Districts.

Auditor-Controller Departmental Presentation

  • The budget is approximately $10 million, with 84% funded by the General Fund and 92% of the budget being staffing-related.
  • Key challenges include information systems infrastructure, specifically the countywide ERP project, and compliance with complex accounting rules.
  • The department clarified that assessed values are based on historical data, with a timing lag of 90 to 180 days for supplemental tax revenue recognition.
  • Anticipated accomplishments include leading the ERP project, improving audit procedures, and completing payroll system modifications.

Human Resources Departmental Presentation

  • The HR operating budget is $9.2 million, with 61% of county separations in the previous year being voluntary.
  • The department reported that 80% of recruitments are now continuous, a strategy described as labor-intensive and potentially unsustainable.
  • Recent accomplishments include implementing a new COVID testing protocol, reaching agreements with seven unions, and launching a student loan relief program.
  • The department is in the final stages of the meet-and-confer process regarding a countywide hybrid work policy.

General Services Department Budget Request

  • The operating budget is approximately $70 million, with a consistent 20-22% vacancy rate over the last few years.
  • Key projects include the migration to Microsoft 365, the transition to full operation of the Northern Branch Jail, and the Santa Barbara courthouse roof replacement.
  • The department expanded its EV policy to include non-public safety light-duty vehicles, with infrastructure costs estimated at $1.5 million.
  • Performance measures show a decrease in miles driven by assigned vehicles and an increase in the percentage of county power from renewables.

Full summary

Meeting Call to Order and Announcements

  • The April 11, 2022, meeting of the Santa Barbara County Board of Supervisors and budget workshops for fiscal year 2022–23 was called to order. The Clerk announced that meetings are interpreted and broadcast live in Spanish via secondary audio programming (SAP) for Cox and Comcast Cable subscribers. The Clerk outlined updated methods for public participation, noting that face coverings are no longer required indoors, though the Public Health Department encourages masking and social distancing. Virtual public comment is available via Zoom with advance registration, with each participant limited to three minutes.

Budget Workshop Overview: CEO Report

  • CEO Miyasato presented the theme for the fiscal year 2022–23 budget: "Reset, Reimagine, and Reconnect." The CEO emphasized that the county is at an inflection point post-pandemic and should incorporate learned changes rather than simply returning to pre-2019 operations. The CEO outlined the week’s agenda, including presentations from Health and Human Services and General Government Support Services on Monday, Public Safety, Community Resources, and Public Facilities on Tuesday, and Policy and Executive departments on Thursday. Special issues scheduled include maintenance and capital projects, digital transformation, and an update on American Rescue Plan Act (ARPA) funding.
  • The CEO provided context on the economic outlook, citing the Anderson Forecast at UCLA. Key points included:
  • The economic impact of the pandemic has abated, with strong GDP growth in 2021 and a shift in consumption toward services.
  • Inflation is expected to continue through 2023, and the Federal Reserve has increased interest rates.
  • California’s economy is strong, with unemployment expected to decrease, though the hospitality sector is impacted by work-from-home trends.
  • County secured roll value (property tax base) has shown steady year-over-year increases, with a 4% increase in fiscal year 2021–22.
  • The county’s financial outlook is stable, with the General Fund strategic reserve fully funded at 8% ($40.6 million).
  • Challenges include recruiting and retaining staff, post-pandemic staff fatigue, state legislative mandates, tightening insurance markets, and deferred maintenance costs.
  • Board commitments include over $53 million allocated for homelessness and rental assistance, progress on recreation and capital improvements, climate change adaptation, and criminal justice improvements.

Budget Workshop Overview: Assistant CEO Report

  • Assistant CEO Nancy Anderson provided a preliminary budget summary for fiscal year 2022–23. Key financial details included:
  • Revenue: Countywide operating revenues increased by 3.6% to $1.4 billion. General Fund operating revenues increased by 1.7% to $535 million. Discretionary revenues (property tax, transient occupancy tax, sales tax, cannabis) increased by 3.9% to $340 million.
  • Property tax revenue is projected to grow by 4.6% ($8.2 million).
  • Transient Occupancy Tax (TOT) revenue is projected to increase by 23% to $14.9 million.
  • Sales tax revenue is projected to increase by 13.6% ($1.7 million).
  • Cannabis revenue is estimated at $16.3 million, a 14.5% decrease from the adopted budget due to market oversupply, but a $3.8 million increase from current year expectations.
  • Expenditures: Countywide operating expenditures are projected to increase by 3.6% ($50 million) to $1.37 billion. Salary and benefit costs are expected to rise by $27.3 million to $727.9 million, comprising 53.2% of total operating expenditures.
  • Staffing: The preliminary budget includes 4,442 Full-Time Equivalents (FTEs), an increase of approximately 93 FTEs over the prior year, primarily in Behavioral Wellness and Department of Social Services (DSS).
  • Cannabis Fund: The fund has $25.5 million in available sources. Recommended uses include enforcement, administration, one-time commitments, and a prudent reserve of $4.7 million.
  • Reserves and One-Time Resources: The estimated balance for key General Fund reserve accounts is $142 million, with an adjusted available balance of approximately $58.2 million. Limited one-time resources available for allocation total approximately $4 million, including cannabis fund balance and ARPA-converted HVAC project funds.
  • ARPA Funding: The county will be allocated $86.7 million in ARPA funds. A special issue on ARPA funding is scheduled for Thursday.
  • Disaster Recovery Reserve: Staff proposed a new budget development policy to maintain a minimum reserve of $3 million in the Disaster Recovery Fund balance for repairing county infrastructure damaged during disasters when no other reimbursement is available. Sufficient funds are already earmarked for this purpose.
  • Five-Year Forecast: The forecast assumes status quo operational levels and no expansion requests. It shows deficits in two of the five years, with a minimal surplus of $241,000 in the final year, anticipating the use of previously approved set-asides for known increases.
  • Department Requests: Departments submitted requests for $12.7 million in ongoing funding and $7 million in one-time funds, including 52.5 FTEs. No pre-workshop expansions were recommended due to limited resources. Specific requests were listed for Community Services, District Attorney, Planning and Development, Public Defender, Public Works, Sheriff, and Treasurer-Tax Collector. Two late requests were noted: a Waterfront Infrastructure Feasibility Study ($100,000 one-time) and EV infrastructure costs ($1.5 million total, $400,000 for FY 22-23).

Board Discussion and Questions

  • Supervisors asked questions regarding:
  • Property Tax Growth: Supervisor Lavagnino inquired about the timing of higher property tax growth rates given rising housing prices. Assistant CEO Anderson noted that the 4.5% growth assumption is based on assessor expertise and that out-year estimates indicate a slight decline in growth rates.
  • HVAC Projects: Supervisor Williams requested a detailed breakdown of HVAC projects by payback period to prioritize spending one-time funds on projects that reduce ongoing expenses. CEO Miyasato confirmed that this detail would be provided in the Capital Improvement Plan (CIP) presentation on Tuesday.
  • Disaster Recovery Fund: Supervisor Hart asked for clarification on the new Disaster Recovery Reserve policy. Assistant CEO Anderson explained that sufficient funds are already available, and the policy aims to clearly define the intention of the remaining balance for disaster recovery.
  • Recession Sensitivity: Supervisor Hart asked about the sensitivity of the five-year forecast to a potential recession. Assistant CEO Anderson stated that the forecast does not include a recession but that property tax revenues are more resistant to recession than sales tax and TOT. CEO Miyasato added that while the county has more stability than cities due to property tax reliance, service reductions could still occur if revenues decline.
  • Federal Funding: Chair Hartmann asked about the impact of the federal infrastructure bill and ARPA funding. Assistant CEO Anderson noted that the county is exploring opportunities under both, with ARPA funding ($86.7 million) expected to be fully allocated in FY 22-23, though reallocations may occur over the three-year spending period.
  • GFOA Award: Chair Hartmann asked about the third bullet point regarding federal spending opportunities. Assistant CEO Anderson explained that the county is participating in the Government Finance Officers Association (GFOA) Budget Criteria Award program, which requires alignment of county-wide strategic initiatives with departmental budgets and performance measures. CEO Miyasato noted that this aligns with the "Renew 22" strategic planning effort.

Functional Group Summary: Health and Human Services

  • Paul Clemente provided a brief walkthrough of the Health and Human Services functional group. Key points included:
  • This group comprises 8% of the county’s General Fund contribution ($26 million), 35% of operating expenditures, and 41% of total FTEs (over 1,800).
  • Three of the county’s four largest departments by FTE are in this group.
  • Operating revenues and expenditures show significant growth in FY 21-22 and FY 22-23, driven by state and federal funding.
  • FTE growth in FY 22-23 is primarily in Behavioral Wellness and DSS, adding about 63 FTEs, which is over two-thirds of the countywide FTE increase.

Department Presentation: Department of Social Services

  • Daniel Neal, Senior Department Head for the Department of Social Services, introduced his team, including Chief Fiscal Officer A.J. Kinovaeva, Deputy Directors Rachel Lippmann, Amy Krueger, and Maria Gardner, and Executive Director of the Workforce Development Board Ray McDonald.

Department of Social Services (DSS) Budget Presentation and Q&A

  • Daniel Neal, DSS Director, presented the FY 2022-23 budget and operational updates. Key points included:
  • Budget Overview: Operating expenditures are $201 million, a $9.6 million increase from the FY 2021-22 adopted budget. The General Fund contribution is $10.7 million (5.3% of the total budget). The department has budgeted for 785 FTEs, an increase of 27 FTEs over the prior year.
  • System Migration: The department will migrate from the CalWIN eligibility system to the California Statewide Automated Welfare System (CALSAS) in April 2023. Staffing resources are dedicated to this implementation and a new document imaging system.
  • Program Initiatives:
  • Implementation of the Family First Preservation Services Act (FFPSA) for child welfare prevention services.
  • Participation in the CalWORKs Outcomes and Accountability Review (CALOR), a five-year continuous quality improvement cycle.
  • Expansion of the multi-program intake unit to Santa Maria district offices, following a successful pilot in Lompoc and Santa Barbara. This allows staff to process CalWORKs, CalFresh, and Medi-Cal applications across program areas.
  • Workforce Development Board initiatives, including two U.S. Department of Labor grants totaling $5 million for formerly incarcerated individuals and those unemployed due to COVID-19.
  • Performance and Accomplishments:
  • DSS serves over 175,000 county residents monthly.
  • Implementation of eSCARS, a web-based application for cross-reporting suspected child abuse between law enforcement and child welfare.
  • Expansion of Adult Protective Services eligibility to age 60 per AB 135.
  • Reduction of eligibility worker induction training from six months to four months.
  • Distribution of $53 million in emergency food assistance to 28,000 CalFresh households and $1.5 million in emergency cash assistance to 2,300 CalWORKs households during July 2021–June 2022.
  • Provision of $500,000 in housing assistance to 221 families and placement of 22 additional families in housing via the Emergency Housing Voucher Program.
  • Telework expansion: Approximately 274 staff performed some work remotely in the last year, up from 170 at the start of the pandemic.
  • Retention and Staffing: The department reported a year-over-year staff loss rate of approximately 7%. Factors cited include the young demographic of the workforce, life stage changes (e.g., starting families), and relocation. Retention strategies include tuition reimbursement and flexible schedules.

Questions and Responses

  • Supervisor Hartmann asked for details on the multi-program intake unit in Santa Maria. Deputy Director Maria Gardner explained that the unit allows any worker to process applications to conclusion, improving efficiency compared to the previous handoff model.
  • Supervisor Lavagnino inquired about retention drivers and telework infrastructure. Director Neal and Deputy Director Gardner explained that telework was expanded by compartmentalizing eligibility work (front-end vs. back-end) to accommodate system limitations. They noted that further telework opportunities will be assessed after the CALSAS implementation.
  • Supervisor Nelson asked about the increase in General Fund contribution. Chief Fiscal Officer AJ Kinovaeva stated that an additional $807,000 in General Fund contribution was required to replace a state local match waiver that expired in FY 2022-23. This allows the county to maximize state allocations for CalFresh administrative costs.
  • Supervisor Williams asked about the Family First Prevention Services Act and IHSS placement targets. Deputy Director Krueger noted that the department is in the beginning stages of FFPSA implementation, awaiting state plan approval. Director Neal explained that the IHSS target for long-term care placements was set based on anticipated outcomes, noting that actuals have been lower than the target due to various factors, including pandemic-related restrictions on nursing home admissions.
  • Supervisor Hartmann asked about leadership development and WIOA employment outcomes. Director Neal described a long-standing leadership program for managers involving monthly training and mock board presentations. Mr. McDonald, from the Workforce Development Board, explained that high employment outcomes are attributed to the program structure, including initial counseling, career assessment, and training aligned with local workforce needs.
  • Supervisor Lavagnino asked about the absence of a quote in the budget presentation. Director Neal stated that he does not typically include quotes in his budget presentations.

Behavioral Wellness (B-Well) Budget Presentation and Q&A

  • Ms. Navarro, B-Well Director, presented the FY 2022-23 budget and operational updates. Key points included:
  • Budget Overview: Operating budget is just under $164 million. The General Fund contribution is $5,874,000, representing a slight increase of less than 1.5%. The capital budget is $936,000. FTEs increase from 410 to 445.5, with approximately two-thirds of the new positions funded by federal/state grants and block grants.
  • Staffing: The department experienced a staffing deficit of 29% upon the director’s arrival, which decreased to 24% by January, with 20 positions currently onboarding.
  • Key Initiatives and Challenges:
  • CalAIM: Preparation for California’s Advancing and Innovating Medi-Cal initiative, which includes behavioral health payment reforms phased in from 2022 to 2027.
  • Justice System Collaboration: Increased legislative focus on partnering with the justice system to serve individuals with severe and persistent mental illness who are chronically homeless.
  • Funding: Use of CURES and ARPA funding, as well as enhanced Mental Health and Substance Use Block Grants.
  • Community Assessment: Conducted a community mental health assessment connecting with 5,000 residents to understand COVID-19 impacts.
  • Capital Projects:
  • Casa Omega: Remodeling a county-owned building into a 12-bed boarding care facility for medically fragile older adults.
  • Electronic Health Record (EHR): Selection and implementation of a new EHR to meet CalAIM requirements and improve care documentation and data access.
  • Program Highlights:
  • Housing Team: An MHSA innovation grant project targeting individuals with severe and persistent mental illness to prevent housing loss.
  • Homeless Services: Expansion of outreach teams, particularly in West and North County where point-in-time counts showed increases.
  • Peer Recovery and AOT: Addition of peer recovery assistance to adult outpatient services and two positions to Assisted Outpatient Treatment (AOT) teams under Laura’s Law.
  • Performance and Compliance:
  • Collaboration with Public Health to improve whole-person care and coordinate electronic health records.
  • Implementation of SB 317, which eliminates "incompetent to stand trial" determinations for misdemeanors, promoting mental health diversion and reducing administrative days in the psychiatric health facility.
  • Audits: The department underwent three audits (Psychiatric Health Facility, DMC-ODS, and Mental Health Programs). Preliminary results for the Psychiatric Health Facility and Mental Health Programs were positive. The DMC-ODS final report indicated 100% compliance with standards for timeliness, access, and quality of care. The report noted that Santa Barbara County’s ADP programs had twice the service penetration rate for residents compared to the statewide average, with particular recognition for reaching racial and ethnic minorities. The state identified the department’s cultural competence plan as a strength.

Questions and Responses

  • Supervisor Williams asked for clarification on "recovery residence beds." Ms. Navarro confirmed these are part of the drug and alcohol side of the program.

Agenda Item: Health and Human Services – Behavioral Health (Be Well) Budget Presentation (Continuation)

  • The department presented its budget summary, highlighting the rollout of evidence-based practices for first-episode psychosis among transition-age youth, currently piloted in North County with plans for countywide expansion by the end of the fiscal year. The presentation covered the expansion of recovery residency beds for individuals with co-occurring disorders and primary substance abuse issues. Department goals for FY 22-23 included analyzing data from the countywide community mental health assessment (approximately 5,000 respondents) to align the three-year Mental Health Services Act plan with identified community needs.
  • The department reported that its Behavioral Health Quality Improvement Plan (BQIP), a component of CalAIM, was accepted by the state with full compliance, resulting in funding of up to $750,000 for staffing and implementation. Other goals included improving outpatient documentation standards to meet CalAIM’s 72-hour requirement and launching a state-funded contingency management pilot for stimulant use disorder.
  • Regarding Renew 22 countywide goals, the department reported meeting targets for financial resiliency, telehealth utilization, employee training, consumer surveys, and leadership development. The department noted it did not meet the target for retaining 80% of new employees over five years, with current retention at 65%, citing industry-wide challenges and the difficulty of serving populations with severe mental illness and homelessness.
  • Performance measures indicated a decrease in Psychiatric Health Facility (PUF) admissions due to staff illnesses and COVID-19, while outpatient client stabilization and improvement goals were met. The department noted an increase in the number of clients in the adult system of care, attributing this to earlier engagement in services. The presentation concluded with a discussion on workforce shortages, potential legislative funding increases, and collaboration with law enforcement and justice partners regarding co-response teams and sobering centers.

Q&A

  • Supervisor Hartmann inquired about the timeline for a board presentation on CalAIM financial implications, specifically regarding co-response and sobering centers. Staff indicated that a presentation is planned once funding certainty is established.
  • Supervisor Hartmann asked about community education for early psychosis signs. Staff explained that the program includes community-wide presentations for schools and parent resource centers.
  • Supervisor Hartmann asked about strategies for addressing the fentanyl epidemic. Staff noted ongoing media campaigns, a youth opioid response team grant, and collaboration with the Sheriff’s Project Opioid Initiative.
  • Supervisor Williams and Assistant CEO Anderson offered comments regarding the department’s leadership and cultural competency programs.

Decision/Vote

  • No motions were made, seconded, or voted upon during this segment.

Agenda Item: Public Health Budget Presentation

  • The Public Health Department presented its FY 22-23 budget, identifying key challenges as recruiting and retaining qualified staff, maintaining operations while responding to state funding changes, and advancing health equity and racial justice. The department noted significant staffing struggles during the Delta and Omicron surges and the transition of the Latinx and Indigenous migrant COVID-19 response task force into a "Health Equity Alliance."
  • The operating budget is $102.6 million, with a capital budget of $2.1 million primarily for federally funded renovations at the Lompoc, Santa Barbara, and Santa Maria Health Centers. The department reported a net staffing change of -0.5 FTE due to state workload reductions, offset by six new positions funded by Health Equity and Workforce Development funds.
  • Anticipated accomplishments for FY 21-22 included the adoption of a departmental health equity plan, a 50% increase in behavioral health visits at healthcare centers, and completion of three public health lab projects. Goals for FY 22-23 include partnering with Central Health for CalAIM implementation, adopting routinized health equity trainings, launching a Community Health Needs Assessment in partnership with Cottage Hospital, and optimizing medical quality payments through the SenCal Quality Care Incentive Program.
  • The department reported meeting or exceeding Renew 22 goals for financial resiliency, online service migration, employee training, customer service surveys, and leadership development. It did not meet the 80% target for retaining new employees, attributing this to pandemic-related intensity. Performance measures showed goals met or exceeded in four of five areas, including linking new HIV diagnoses to care, infant breastfeeding rates, diabetic patient A1C levels, and medical home selection. The department noted a 94% achievement rate for rabies vaccination goals.

Q&A

  • Supervisor Williams requested future transparency regarding progress on in-person services and spay/neuter opportunities in Animal Services.
  • Assistant CEO Anderson and Supervisor Hartmann commented on the department’s equity work and community partnerships.
  • Supervisor Hartmann asked for details on the Community Health Needs Assessment methodology. Staff explained that Cottage Hospital is leading the effort, using BRFSS data, university partnerships, and community surveys to create a common strategic plan.
  • Supervisor Hartmann inquired about the integration of social determinants of health. Staff confirmed that the Health Equity Alliance is focusing on upstream socioeconomic factors.
  • Supervisor Lavagnino commented on the low general fund contribution to public health compared to other departments.

Decision/Vote

  • No motions were made, seconded, or voted upon during this segment.

Agenda Item: Child Support Services Budget Presentation

  • The Department of Child Support Services presented its FY 22-23 budget, noting a mission to establish parentage and enforce support orders. The department reported receiving over $800,000 in state and federal budget increases for the current fiscal year, the first increase in approximately 20 years, which funded 11 internal promotions and the hiring of seven child support officers. An additional $300,000 is anticipated for the next fiscal year.
  • The department highlighted its adaptation to virtual services during the pandemic, noting a 60% increase in text-based communication. The operating budget is over $10 million, funded entirely by intergovernmental revenue (33% state, 66% federal), with no general fund contribution. Staffing stands at 68 FTEs.
  • Accomplishments included distributing over $30 million in collections, with $26.6 million going directly to families. The department reported that 25% of distributed funds went to South County, 19% to Central County, 37% to North County, and 19% to families outside the county. A parenting program is on hold due to court backlogs from pandemic-related postponements.
  • Goals for the upcoming year include implementing an action plan based on customer survey data (9,400 participants surveyed, 15% response rate) to improve accessibility and communication methods, and ensuring all staff receive diversity, inclusion, and unconscious bias training. The department reported meeting or exceeding all Renew 22 targets and federal performance measures, exceeding statewide averages.

Q&A

  • Supervisor Hartmann commented on the department’s consistent performance and the significance of the recent funding increase and staff additions.

Decision/Vote

  • No motions were made, seconded, or voted upon during this segment.

Agenda Item: First 5 Santa Barbara County Budget Presentation

  • First 5 Santa Barbara County presented its FY 22-23 budget, marking the second year of its four-year strategic plan focused on school readiness. Key challenges included managing the inherent decline in Proposition 10 revenue (mitigated by a backfill mechanism), integrating new vaping tax revenue, and preparing for a potential flavored tobacco ban. The department noted staff retirements and the onboarding of new team members.
  • The budget reflects a 1.2% increase in expenditures due to salary, benefits, and county allocated costs, along with a 0.5 FTE staffing increase to maintain continuity during transitions. The department reported no service level reductions. Administrative costs are maintained at 10% of operating revenue, below the 15% policy limit.
  • Anticipated accomplishments included the implementation of the first year of the strategic plan, maintaining fiscal accountability, and integrating social and racial equity commitments into contract language. The department reported meeting all Renew 22 goals.
  • The presentation highlighted investments in school readiness, including early learning plans with five school districts (Guadalupe, Lompoc, Santa Barbara, Santa Maria, and Bonita) and plans to add five more (Buellton, Quiama, Orchid, Goleta, and Carpinteria). The department emphasized its partnership with the county as its fiscal and organizational host.

Q&A

  • Supervisor Nelson asked about the impact of universal pre-K on the department. Staff explained that universal transitional kindergarten is mandated for all four-year-olds by the 2025-26 academic year, allowing First 5 to shift focus to birth-through-three services.
  • Supervisor Hartmann asked about the current percentage of kindergarten-ready children relative to the 70% goal. Staff indicated that the 70% target represents typical development, with the remaining 30% accounting for special needs and adverse childhood experiences, and noted ongoing collaboration with UCSB for kindergarten entry assessments.

Decision/Vote

  • No motions were made, seconded, or voted upon during this segment.

Agenda Item: First Five Commission / Early Childhood Education (Continuation)

  • Staff presented data on kindergarten readiness in Santa Barbara County, noting that countywide readiness has stalled between 35% and 43%. Staff explained that readiness is measured by 13 indicators (six cognitive, seven social-emotional) and that the goal is 70% readiness, accounting for the 10–15% of the population requiring special education services. Staff highlighted that Carpinteria’s readiness increased from 15% to 48% over a decade but noted multilingual learners are still behind peers. Staff described the "Help Me Grow" model, a pilot for the 2022–23 year, which involves screening for adverse childhood experiences (ACEs) and developmental needs in pediatric settings and reporting results to school districts upon kindergarten enrollment.
  • Q&A: Supervisors inquired about the identification timeline for special education needs (typically around 3rd grade) and the status of the child care survey. Staff confirmed the child care survey is ready for presentation to the Board in May. Supervisors discussed the impact of home routines on readiness metrics and the challenges families face in providing literacy opportunities.
  • Public Comment: No public comments were received for this functional group.

Agenda Item: General Government and Support Services – Budget Workshop

  • Staff provided an overview of the General Government and Support Services functional group, which receives 12% of the total county General Fund Contribution (GFC) at $42 million. The group comprises 9% of countywide operating expenditures and 8% of FTEs (375). Staff noted that General Services has seen the largest expenditure growth, driven by IT and maintenance costs. The Northern Branch Jail construction fund is expected to close in 2022–23.

Agenda Item: Treasurer-Tax Collector Presentation

  • The Treasurer-Tax Collector presented a budget characterized by a structural deficit. Key issues cited included:
  • Funding Gaps: The department receives only half of approved salary and benefit increases from the GFC, requiring internal absorption of the remainder.
  • Cannabis Revenue: Over four years, the department received $40,000 for cannabis licensing, collections, banking, and auditing, which staff stated did not cover software costs (e.g., $16,000/year for collection software) or overhead.
  • Staffing: The department unfunded four positions (Veterans, Treasury/Tax, IT, and Public Administrator/Guardian) to balance the budget. Staff stated no service level reductions are planned for the current year but warned of potential reductions next year if trends continue.
  • Expansions: Requests included funding for TOT (Transient Occupancy Tax) audits to proactively identify non-compliant short-term rentals and additional resources for the Veterans Services office.

Q&A

  • Supervisors asked for clarification on the department’s request for full funding of cannabis operations versus additional staffing. Staff requested full funding for cannabis-related software and overhead to identify budget "leaks."
  • Supervisors inquired about the coordination between the Treasurer-Tax Collector and Planning & Development regarding short-term rental compliance. Staff confirmed close coordination and data sharing.
  • Supervisors discussed the status of Veterans Service Representative (VSR) positions. Staff noted that while positions were funded in previous years, they have remained vacant or unfilled for several fiscal years due to budget constraints. Staff indicated that state metrics suggest the county needs 5–6 VSRs, and the current office space in Santa Barbara lacks privacy for confidential meetings.
  • Staff clarified that the department’s Internal Cost Recovery Pool (ICRP) rate increased by approximately 17%, adding roughly $200,000 in revenue, but this fluctuates year-to-year.
  • Staff explained that the county’s practice of not allocating cannabis revenue to departments with positive Net Fund Income (NFI) will change at the end of the current fiscal year to allocate all billed amounts.

Public Comment

  • Alvin Salgee (Chair, Santa Barbara County Veterans Advisory Commission): Requested approval of the budget item to add three VSRs for the 2022–23 fiscal year, citing delays in veteran benefits processing and the need for backup personnel. Noted that the state would partially offset costs.
  • Alejandra Sanchez (Veteran): Testified regarding significant delays in receiving VA services and benefits, attributing the delays to staff shortages. Requested full funding for three additional VSRs to ensure each office has backup personnel and to improve access to services.
  • Decision/Next Steps: No motion was taken. Staff indicated a meeting is planned to resolve budget allocation discrepancies with the Treasurer-Tax Collector before the final budget. Supervisors expressed support for the need of VSRs but requested further analysis on placement and funding levels prior to the final budget.

Agenda Item: Clerk-Recorder-Assessor Presentation

  • The Clerk-Recorder-Assessor presented a budget of $21.1 million, with approximately 55% funded by GFC. Key points included:
  • Assessor: Staffing has decreased by six FTEs over recent years. The department is working on digitizing paper-based property files and upgrading the property system (valuation models, unsecured module).
  • Elections: The department is preparing for the transition to all vote-by-mail elections (AB 37) and the Voters Choice Act (25 vote centers) in 2023–24. For the June 7th election, the department is short 200 poll workers.
  • Clerk-Recorder: This division is entirely fee-driven (no GFC). Staff noted increased demand requiring four additional FTEs.
  • Performance: The department reported an 86–90% employee retention rate and record voter turnout (87% of registered voters) in the 2020 presidential election.
  • Projects: Ongoing projects include digitizing deeds, map storage, and redistricting for Supervisorial Districts.
  • Q&A: A Supervisor inquired about property tax growth trends, noting that despite rising housing prices and sales, tax growth has remained around 4% without a significant spike. The transcript ends before the staff response to this question.

Agenda Item: Auditor-Controller Departmental Presentation

  • The Auditor-Controller addressed questions regarding property tax revenue, clarifying the distinction between market value and assessed value. It was noted that assessed values are based on historical data, with approximately 90% of properties retaining their historical assessed values. A timing lag of 90 to 180 days exists between property sales and the recognition of supplemental tax revenue. The department presented its budget, which is approximately $10 million, with 84% funded by the General Fund. Key challenges identified include information systems and technology infrastructure (specifically the countywide ERP project), staffing continuity, and compliance with complex accounting rules (including GASB 87 lease accounting and federal/state grant reporting). The department reported that 92% of its budget is staffing-related. Anticipated accomplishments through June 30, 2022, include leading the ERP project, improving audit procedures, and completing payroll system modifications for COVID-related rules.
  • Motions/Decisions: No motions were made or decisions recorded in this segment. Vote Outcome: N/A

Agenda Item: Human Resources Departmental Presentation

  • The HR Director presented on workforce challenges, including the "Great resignation," a shrinking talent pool, and a candidate-driven market. Data indicated that 61% of county separations in the previous year were voluntary, the highest in a five-year period. Applicant numbers for key positions (e.g., AOP, Eligibility Worker, Deputy) have decreased significantly year-over-year. The department reported that 80% of recruitments are now continuous, a strategy described as labor-intensive and potentially unsustainable. The HR operating budget is $9.2 million, with $6.5 million from the General Fund. The department has 33 FTEs for FY 22-23, with no expansion requests. Recent accomplishments include implementing a new COVID testing protocol, reaching agreements with seven unions, and launching a student loan relief program that has saved employees approximately $2.2 million in loan costs. Future goals include revitalizing employee benefits, improving the applicant/employee experience, modernizing job classifications, supporting mental health, integrating technology, and advancing equity and inclusion efforts. The department reported that 35% of the workforce utilized hybrid or remote work in the last calendar year.

Questions and Responses

  • Turnover Rate: The department stated that turnover has trended between 7% and 8% for the last several years.
  • Hybrid Work Policy: The department is in the final stages of the meet-and-confer process with unions regarding a countywide hybrid work policy, with a goal to finalize it before the end of the fiscal year.
  • Budget Funding: It was explained that while HR serves all departments, special revenue funds contribute to the cost allocation plan for overhead, which is reflected in the General Fund portion of the HR budget.
  • Retention and Exit Interviews: The department utilizes an automated exit survey. Strategies for retention focus on career growth, internal mobility, and showcasing the breadth of opportunities within the county.
  • Employee Benefits: "Revitalizing employee benefits" involves exploring comprehensive options including wages, healthcare, housing assistance, and time off, informed by an upcoming employee engagement survey.
  • Motions/Decisions: No motions were made or decisions recorded in this segment. Vote Outcome: N/A

Agenda Item: General Services (Opening)

  • The meeting reconvened for the final session of the first day of budget workshops. The General Services presentation was introduced, and the presenter was acknowledged.
  • Motions/Decisions: No motions were made or decisions recorded in this segment. Vote Outcome: N/A

General Services Department Fiscal Year 2022-23 Budget Request Presentation

  • The General Services Department presented its FY 2022-23 budget request, highlighting key challenges and emerging issues. Topics included the public safety radio network site development, the analysis of costs and benefits for establishing a standalone IT department, and the preparation for a federated IT model. The department reported a consistent 20-22% vacancy rate over the last few years and ongoing efforts to right-size workspace for hybrid remote work, including the implementation of hoteling at the Casa Nueva campus.
  • Operational Updates: The department detailed the implementation of remote request and fulfillment processes, enhancements to the logistics online portal, and the recovery of $1.9 million in CARES Act funds for IT initiatives. Assistance was provided to the Sheriff’s Department in accelerating the opening of the Northern Branch Jail to decompress the Santa Barbara Jail.
  • Budget and Staffing: The operating budget is approximately $70 million. Funding sources primarily include charges for services. Staffing additions include two positions for the CSB TV program, a customer support program person, and an IT project manager for the ERP implementation. Operating revenue is projected to increase by $970,000 over the prior year, driven by additional security guards, the CSB TV program transfer, a cost analyst position, and CPI growth.
  • Anticipated Accomplishments and Projects: The department outlined ongoing projects including the migration to Microsoft 365, website replacement, and the completion of the move to the Casa Nueva worksite. Other projects include the transition to full operation of the Northern Branch Jail, the Cali Real Campus Master Plan, the Santa Barbara Regional Fire Dispatch Facility, new probation headquarters conceptual design, main jail renovation planning, and the Santa Barbara courthouse roof replacement (bid to be brought to the board in May).
  • Electric Vehicle (EV) Policy Expansion: Based on board direction, the department expanded its EV policy to include electrifying non-public safety light-duty vans and pickup trucks, in addition to sedans. Approximately 100 gasoline light-duty vehicles are expected to reach end-of-life over the next two to three years. Infrastructure costs for charging equipment are estimated at $1.5 million, with $400,000 needed in the coming fiscal year and $1.1 million in subsequent years. The department noted that implementation depends on vehicle availability and plans to seek grants and rebates.
  • Performance Measures and Sustainability: The department reported that miles driven by assigned vehicles decreased by nearly 8% from pre-COVID levels, and pool car trips decreased by 42%. No gasoline sedans were purchased during the period. The percentage of county power from renewables is estimated at 37% for the current year, with an expected increase to 61% next year due to solar arrays and participation in community choice energy programs. The county aims for 100% renewable energy by 2030.
  • Q&A Session: A board member inquired about the specific allocation of the $400,000 EV infrastructure budget and whether reduced vehicle usage trends were temporary or permanent. The presenter stated that further research is needed to determine the long-term impact of hybrid work on vehicle utilization and charger placement.
  • Adjournment: The Chair acknowledged the presentation. No public commenters were present for the General Services Department budget. The board adjourned until the next day, April 12, at 9:00 AM.