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Board of Supervisors — 2022-04-14

Board of Supervisors — 2022-04-14April 14, 2022

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BodyBoard of Supervisors
MeetingRegular Meeting
Date📅 April 14, 2022

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Meeting Summary

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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

Policy and Executive Functional Group

  • Staff presented budget data showing the group accounts for 27% of General Fund Contributions and 6% of operating expenditures.
  • A new policy was proposed to establish a $3 million Disaster Recovery Reserve for infrastructure repairs when state or federal reimbursement is unavailable.
  • The Board of Supervisors budget was described as status quo, with no service level reductions or expansion requests.
  • The CEO’s Office budget includes a $100,000 expansion request for a waterfront infrastructure feasibility study.

Special Issue – Maintenance and Capital Projects

  • Staff reported that the deferred maintenance backlog growth has flattened, with 18% maintenance funding split among Public Works, General Services, and CSD Parks.
  • Unfunded Capital Improvement Projects (CIP) totaling over $680 million were reviewed, with specific recommendations for $2.4 million in priority projects.
  • The Board discussed the $305 million transportation infrastructure backlog and the cost differences between preventive maintenance and rehabilitation.
  • A motion was made to incorporate the conceptual budget items for maintenance and capital projects into the budget.

Special Issue – Digital Transformation Update

  • Staff outlined the recommendation to elevate IT to a standalone department and the recruitment of a Chief Information Officer.
  • The Microsoft 365 migration is 92% complete, and the new county website is scheduled to launch on April 26.
  • The Enterprise Resource Planning (ERP) project is on track to begin implementation, with a target go-live date for financials in July 2023.
  • The Board voted unanimously to pass the motion on the digital transformation update.

Special Issue – ARPA Funding Update

  • Staff presented the allocation of $17.6 million in discretionary ARPA funds to the Public Safety Radio Network Replacement Project.
  • Restricted ARPA funds of $20.7 million were allocated to General Fund backfill, infrastructure mandates, and Health and Human Services plan items.
  • Adjustments were made to prior projects, including a reduction in the IV Homeless Facility allocation due to HomeKey grant funding.
  • The Board voted to approve the ARPA allocation as presented.

Budget Workshop Summary and Expansion Requests

  • The Board directed staff to include specific items in the Recommended Budget, such as a veteran services officer and EV infrastructure funding.
  • Staff were directed to return with options for tightening the cannabis tax structure to close loopholes without increasing taxes for compliant operators.
  • The Board requested an evaluation of the Sheriff’s "overhire" strategy and options for a multi-jurisdictional narcotics team.
  • Funding for District Attorney and Public Defender backlog positions was discussed, with a preference for parity in resource allocation.

Closed Session

  • No closed session report was included in the provided meeting summary.

Full summary

Agenda Item: Policy and Executive Functional Group

  • General County Programs: Staff presented data indicating the group accounts for 27% of countywide General Fund Contributions (GFC), largely due to cannabis revenues, 18% maintenance funding, and Northern Branch Jail Operations funding. The group represents 6% of operating expenditures ($76 million) and 2% of full-time equivalents (109 FTEs). Staff noted that operating revenue spikes in the CEO’s office are attributed to the risk fund and ARPA revenues. Expenses generally mirror revenues, with transfers out to other departments not counted as operating expenses. FTEs have remained relatively flat, with increases in the CEO’s office for positions related to the cannabis program, risk, and other roles.
  • Budget Details: Staff presented the 2022-23 appropriation request of $3.17 million, including $1.4 million in debt service and funding for KPMG reviews, InnovateSBC, and LAFCO. Costs are offset by approximately $2.8 million in general fund contributions. Objectives include funding Northern Branch Jail operations, allocating 18% maintenance funding ($11.6 million), completing KPMG reviews, and continuing InnovateSBC training.
  • Fund Balances: Staff reported an estimated unadjusted balance of $142.4 million at June 30, 2022. Adjusted balances for allocation and earmarks are $58.2 million, of which $40.6 million is related to the strategic reserve (8% of general fund operating revenue).
  • Policy Proposal: Staff proposed a new policy for a Disaster Recovery Reserve to maintain a minimum reserve of $3 million in the general fund to repair county infrastructure damaged during disasters when no other state or federal reimbursement is available. Staff noted sufficient funds exist to meet this requirement.
  • Board of Supervisors: Staff discussed constituent growth, noting that District 1 has approximately 3,500 new constituents, District 5 has 8,000, District 2 has 27,000, District 4 has 46,000, and District 5 has 62,000. Board members discussed the resource implications of these new constituents, with some suggesting that Districts 4 and 5 may require additional resources to manage the transition.
  • Budget Details: The Board of Supervisors budget includes six budget programs (five districts and a board general program). The operating budget is $3.9 million, funded entirely by general fund contributions, supporting 19.62 FTE. The presentation described the budget as status quo, with no service level reductions, restoration requests, or expansion requests. Key challenges cited include long-term financial stability, water supply resiliency, climate impacts, and adapting to new district boundaries. Anticipated accomplishments include investments in homelessness services, housing studies, trail acquisition, the County Recreation Master Plan, and economic opportunities at Vandenberg Space Force Base.
  • CEO’s Office: Staff presented the budget for the CEO’s office, covering County Management, Emergency Management, and Risk Management. The operating budget is $57 million, with a general fund contribution of approximately $7.9 million, supporting 46 FTE. The presentation noted no service level reductions or restoration requests, but included a $100,000 expansion request for a waterfront infrastructure feasibility study through REACH to support offshore wind and commercial space development. Funding sources include risk management charges, intergovernmental pandemic-related revenues (ARPA, CARES), and general fund contributions. Staffing is projected to increase by a net 2 FTE due to new positions (Chief Information Officer, Compliance and Accountability Officer, two ARPA-funded Outreach Coordinators) offset by the transfer of two CSB TV positions to General Services. Goals include developing strategic initiatives, enhancing compliance and accountability, advancing diversity, equity, and inclusion, and implementing quarterly dashboards for risk control.
  • Specific Positions: Board members inquired about the Emergency Preparedness Outreach Coordinator and Equity Outreach Coordinator positions. Staff explained that the Emergency Preparedness role involves working with community-based organizations, including the Fire Safe Council, while the Equity Outreach role focuses on coordinating equity efforts across departments.
  • REACH Study: Board members discussed the REACH (Renewable Energy and Community Health) study, noting the need for infrastructure investment to support renewable energy goals. Staff confirmed that contributions from other jurisdictions for the REACH study are still being determined.
  • CIO Recruitment: Staff noted that the County is recruiting for a Chief Information Officer (CIO), who will serve as an Assistant CEO until the Board decides on the structure of an independent IT department.
  • Funding Cliffs: Staff discussed the challenge of funding ongoing programs with one-time ARPA funds, creating potential "funding cliffs" (e.g., $5 million for homeless programs). Staff recommended including ongoing costs in the five-year forecast and using limited-term positions where possible.
  • County Council: Staff provided an overview of the Office of County Council, noting it has 32 attorneys and 43 employees total. The office supports county departments by advising on legal requirements and litigates to protect the county treasury. Staff reported an operating budget of $11,648,600, with over $9.6 million from the General Fund. The office reported no service level reductions or expansion requests. Staff highlighted litigation successes, including a jury trial victory in a breach of contract case seeking over $2 million in damages, and an 83% resolution rate with no payout for personal injury and civil rights cases. Staff also noted a 98% retention rate and the completion of 100% of employee evaluations on time. Board members expressed appreciation for the breadth of legal support provided.

Agenda Item: Special Issue – Maintenance and Capital Projects

  • Maintenance Funding: Staff presented a comparison of 2014 projections for 18% maintenance funding versus actual accumulated amounts. While 18% funding has not grown as projected, additional revenues (SB1, ARPA) and one-time funding have exceeded the annual amount deemed necessary in 2014 to reduce the backlog in three of the past five years. Staff provided a breakdown of 2022-23 preliminary maintenance funding by department and source, noting that 18% dollars are split 50/35/15 between Public Works, General Services, and CSD Parks. The deferred maintenance backlog has shown a flattening in growth.
  • Update: An update was provided on deferred and preventive maintenance projects. The presentation highlighted a $500,000 baseline maintenance allocation and a 1.53% (18%) allocation for projects anticipated for completion in the current year. It was noted that approximately $5–6 million in grants passed through the department this year. For the upcoming fiscal year, the program focuses on countywide projects including paving, water efficiencies, and playground replacements, with an emphasis on equitable distribution across districts.
  • Unfunded Capital Improvement Projects (CIP): Staff presented a summary of unfunded CIP projects, totaling over $680 million countywide. Specific projects recommended for further funding consideration included:
  • Santa Maria Public Defender Office reconfiguration ($400,000).
  • Santa Barbara courthouse exterior lighting upgrades ($300,000).
  • North County communications shop retrofit ($250,000).
  • New Quiama Sheriff’s Substation reconfiguration ($150,000).
  • ADA Restroom Upgrade at Rincon Beach Park ($750,000).
  • Better Avia Campus Weatherization and Window Replacement ($525,000).
  • Total for these projects: $2.4 million.
  • Other Board and Department Priority Projects: Staff listed additional projects including:
  • Clark at Norris Roundabout improvements ($300,000).
  • Orcutt Library building acquisition match ($2.25 million).
  • Santa Barbara Courthouse roof replacement phase two ($2.95 million).
  • Modoc multi-use path phase two ($1 million).
  • Refugio Road Paths Phase 2 design ($400,000).
  • Mission Canyon Curve Safety Improvements ($450,000).
  • Total for these projects: $7.4 million.
  • HVAC Projects: Staff presented a list of unfunded HVAC projects throughout county facilities, totaling approximately $1.7 million, with estimated payback periods provided.
  • Funding Availability: Staff noted that available one-time funding for all department requests ranges from $4.1 million to $6.1 million, pending ARPA considerations.
  • Facilities Maintenance and Capital Projects Update: An update was provided on facilities maintenance and capital projects. In fiscal year 21-22, the department completed emergency and deferred maintenance projects, including water main breaks, sewer breaks, HVAC failures, and support for pallet house projects in Isla Vista and Lompoc. The department manages approximately 390 facilities and responds to roughly $1.5 million annually in emergency projects. For fiscal year 22-23, the department anticipates $6.9 million in work, continuing a programmatic approach to maintenance, deferred maintenance, and capital projects such as roof replacements, flooring, painting, accessibility, and energy efficiency.
  • Public Works Transportation: Infrastructure Backlog and Road Maintenance: Staff presented an overview of the county’s $305 million transportation infrastructure backlog, categorized into five asset classes: pavement, hardscape, urban forests, bridges, and drainage systems. The presentation detailed the 2021–2022 roadmap, funded by ARPA commitments, totaling $11.1 million ($7.4 million for rehabilitation and $3.7 million for preservation). Staff explained the cost differences between preventive maintenance ($20,000–$100,000 per lane mile) and rehabilitation ($250,000–$300,000 per lane mile), noting that preservation allows for more lane miles to be treated. Projects highlighted included road work in Montecito and Carpinteria funded by Edison funding, the Obern Trail Rehabilitation leveraging CSA3 and Measure A grants, and hardscape partnerships with the Bucket Brigade and UCSB. Staff outlined the 2022–2023 maintenance funding request of $11.3 million, derived from a 10-year spread of the $144 million pavement backlog. Questions addressed the balance between in-house crews and contracted work, citing state legislation limits (approximately 30% of work) and efficiency considerations regarding inflation and supply chain issues.
  • Discussion Points:
  • Energy Efficiency and Financing: Questions were raised regarding payback periods for lighting and HVAC projects. Staff indicated that lighting projects typically have a 12–15 year payback, while some HVAC projects have 10–12 year paybacks. Financing options discussed included state funding, CEC funding, on-bill financing, and potential debt issuance.
  • Facility Condition Monitoring: Staff explained that while a Facility Condition Index is not currently used due to cost and implementation time, the department uses a deferred maintenance list, asset management systems, and priority criteria analysis to rank projects. It was acknowledged that not all roofs can be addressed annually, and some deterioration may occur before repairs are made.
  • In-House vs. Contract Labor: Questions were raised about the threshold for using in-house crews versus contractors and the potential for expanding in-house capabilities to reduce costs.
  • Waterfront Infrastructure: Support was expressed for the $100,000 feasibility study to position the region for offshore wind and commercial space industries.
  • ARPA Funds: Discussion occurred regarding the remaining ARPA funds and their allocation, with some members expressing a preference for one-time expenditures given current budget constraints.
  • Electric Vehicles: Support was noted for the purchase of electric vehicles, with discussion on the cost savings in maintenance and the availability of charging infrastructure.
  • Cannabis Taxation: Discussion took place regarding the cannabis taxation system, with concerns raised about the fixed square-foot tax structure and its impact on compliance. Staff indicated a desire to avoid replicating state systems that have failed and suggested an assessment of whether the current system is effectively capturing revenue.
  • Sheriff’s Department Hiring: Discussion occurred regarding the Sheriff’s Department’s hiring challenges. Members suggested revisiting the "overhire" strategy previously used to reduce overtime, potentially funded by Prop 172 reserves, contingent on the Sheriff filling existing vacancies.
  • HVAC Funding: A motion was made to maintain funding for HVAC projects with strong payback periods rather than reallocating those funds to other positions.
  • District Attorney and Public Defender: The District Attorney’s Office stated that their request for additional positions was based on balancing general funds and addressing case backlogs, independent of specific one-time funding sources. They emphasized the need for data staff to manage discovery and expressed a preference for ongoing funding but accepted one-time funding if it was the only option available.
  • Emergency Preparedness: A position was discussed that focuses on emergency preparedness messaging and community outreach, aiming to engage cultural brokers and community organizations to improve resilience and preparedness beyond standard FEMA messaging.
  • Motion and Vote: A motion was made to incorporate the conceptual budget items, including items A, B, C, D, and E as presented, into the budget. The motion was seconded. The board voted on the motion.
  • Vote Outcome: Passed.

Agenda Item: Special Issue – Digital Transformation Update

  • IT Department Structure: Staff discussed the KPMG operational performance review recommendation to elevate IT and consider establishing ICT as a standalone independent department. Expected benefits include consolidating decentralized technology solutions, strengthening cybersecurity, achieving economies of scale, and addressing gaps in IT services. The County engaged Gartner Consulting to determine the future IT service delivery model and develop a future state job architecture framework. Next steps include onboarding a Chief Information Officer (CIO) with a recruitment period of April to September 2022, developing risk mitigation strategies, and creating a cost assessment and implementation budget.
  • Microsoft 365 (M365) Project: Staff reported that over 5,700 mailboxes (92% completion) have been migrated from on-premise servers to the cloud. Microsoft Teams adoption has increased, becoming the standard communication tool. 38 Teams training sessions have been offered. Modern SharePoint sites have been set up for internal communications. OneDrive adoption is growing, with over 3.3 million files stored and 25,400 files shared as of March. Departments are using Power BI for data visualization. Next steps include completing SharePoint migration, retiring legacy software/hardware, and continuing to develop solutions using the M365 suite.
  • Website Redesign: Staff reported that the new website for thecountyofsb.org is planned to launch on April 26. Over 3,000 pages have been migrated. Benefits include branding standardization, improved navigation (top destinations within three clicks), and increased reliability (99.7% uptime) and security. Next steps include transitioning the intranet site (County Connect) and standardizing third-party integrations.
  • Cybersecurity: Staff highlighted the completion of the policy and compliance phase of the Governance, Risk and Compliance (GRC) project, which will create yearly attestations for each department. The M365 investment for endpoint security is replacing McAfee with Windows Defender. Multi-factor authentication has been expanded. Next steps include finishing phases two and three of the GRC project (vulnerability and risk management) and installing sensors for 24/7/365 network monitoring.
  • Public Safety Radio Network: Staff reported that the county is in the detailed design review process with stakeholder departments. Formal applications have been submitted to the US Forest Service to acquire and develop two greenfield sites at Figueroa Mountain and Cuyama Peak. Work is ongoing on tower modifications and power. Next steps include receiving USFS approval, developing the two sites, completing tower modifications at Santa Ynez Peak, and finalizing the detailed system design.
  • Other Digital Projects: Staff mentioned projects including combining Acela instances to a single cloud instance, a criminal justice data sharing solution, and Enterprise GIS integration.
  • ERP Project Update: An update was provided on the Enterprise Resource Planning (ERP) project, described as a countywide initiative to unify finance, payroll, and human resources applications. The county currently uses 99 separate software applications; the ERP system is expected to eliminate 48 of them. The implementation is on track to begin in the next fiscal year, with a target go-live date for financials in July 2023, HR/payroll in March 2024, and budget development tools/reporting in October 2024. The project involves contracts with Accenture (implementation) and Workday (software platform). One-time implementation costs may exceed $12 million over two to three years, with annual subscription costs potentially exceeding $2 million per year. Four additional limited-term positions were added in the current fiscal year, with further staffing requests planned for the next fiscal year.
  • Technology and Digital Transformation Discussion: Discussion occurred regarding the county’s digital transformation objectives, focusing on improving work rates, safeguarding data, and enabling data analysis for operational decisions. Negotiations with Workday are ongoing, with the county seeking a 15-year agreement to ensure cost predictability and reduce risk, a term noted as unprecedented for the vendor.
  • Board Discussion: Board members inquired about the annual subscription costs for the ERP program and the negotiation of long-term costs. Staff addressed questions regarding the benefits of Microsoft Teams over other communication tools.
  • Motion and Vote: A motion was taken on the record.
  • Vote Outcome: Passed unanimously.

Agenda Item: Special Issue – ARPA Funding Update

  • ARPA Allocation: Staff presented the ARPA funding update. Board members discussed the allocation of $600,000 for a gaps analysis in senior nutrition services. Staff explained that the goal is to look beyond closing immediate gaps to identifying a better system or approach for long-term service delivery. Board members discussed the need for a deeper dive into how services are provided countywide and coordination among different agencies.
  • Funding Status: Total ARPA funds received are $86.7 million.
  • Discretionary (Lost Revenue): $26.6 million total. $8.8 million committed; $17.7 million remaining.
  • Restricted: $60.2 million total ($16.8 million Tranche 1, $43.4 million Tranche 2). $43.7 million committed; $16.5 million remaining.
  • Recent Changes: Final ARPA rules issued January 6, 2022, provided new guidance on IT infrastructure, data resources, court backlog, and rehiring public service staff.
  • General Fund Backfill Opportunities: Identified projects already in the budget that could be reimbursed by ARPA to free up general funds. These include court backlog costs, data discovery, technology infrastructure, and co-response teams. Total potential backfill over three years is $5.9 million.
  • Adjustments to Prior Projects:
  • 1. IV Homeless Facility: Original allocation of $7 million reduced by $5,575,957 because the department received HomeKey grant funding. Adjusted cost is $1,424,043. 2. IV Services: Increased by $1,448,176 due to a five-year service commitment for 400 shelter beds. 3. Comprehensive Economic Development Strategy (SEDS): Converted from restricted to discretionary funding based on final rule clarifications.
  • Updated Balances:
  • Discretionary: Adjusted remaining balance of $17.6 million.
  • Restricted: Adjusted remaining balance of $20.7 million.
  • Staff Recommendations:
  • Discretionary ($17.6 million): Allocate to the Public Safety Radio Network Replacement Project. This project has an estimated one-time cost of $30 million, with $12 million debt financing and $18 million required from general fund or alternative sources. Staff recommended using the ARPA discretionary funds to cover the general fund portion.
  • Restricted ($20.7 million): Allocate to:
  • $5.9 million for General Fund Backfill projects (court backlog, data discovery, IT infrastructure, co-response).
  • $6.7 million for Clean Water Act mandates and sewer/water infrastructure (including Ivy Community Center sewer replacement).
  • $400,000 for hearing room improvements with closed captioning.
  • Expansion requests for District Attorney and Public Defender court backlog positions.
  • Approximately $10.8 million for Health and Human Services (HHS) Plan items (organizational technology, community well-being, housing/homelessness, disaster resiliency).
  • Unfunded Eligible Projects: Staff noted that eligible projects exceed available funds, including Sheriff’s Office expansion requests, Parks projects ($34.7 million), Public Works priority projects ($52.6 million), and HVAC projects.
  • Motion and Vote: A motion was made to approve the ARPA allocation as presented. The motion was seconded. The Board voted on the motion.
  • Vote Outcome: Passed.

Agenda Item: Budget Workshop Summary and Expansion Requests

  • General Agreements: The Board discussed several items where general agreement was reached:
  • Veterans Services: At least one FTE ongoing in the General Fund.
  • REACH Study: One-time funding for a planner and consultant for long-range planning.
  • TOT Audit: One-time funding for an audit, with the expectation that it may generate revenue or find savings.
  • EV/Transportation Planning: Funding for an EV/transportation planning position.
  • Human Trafficking: One-time funding for a human trafficking position, noting it is currently on a grant.
  • Cannabis Taxation: Board members discussed the current cannabis taxation system, with some suggesting a review of how it is taxed to potentially generate more revenue or make the system fairer. Staff noted that a study had been done previously and that the Board could direct staff to look into this further.
  • Cannabis Tax Structure and Compliance: Discussion focused on the cannabis tax structure, with concerns raised about potential loopholes that allow some operators to avoid paying their fair share while complying with regulations. A motion was made to direct staff, including the CEO’s office, Treasurer-Tax Collector, and cannabis team, to return with options for tightening the tax structure to close loopholes without increasing taxes for compliant operators. Staff noted that any changes would require a ballot measure by November. The discussion included references to a grand jury report suggesting a square-foot tax and the need for a simple, fair system.
  • Sheriff’s Narcotics Team: Board members discussed the Sheriff’s opioid task force and the need for a law enforcement piece, noting that other jurisdictions are not stepping up.
  • Sheriff’s Department and Public Safety Staffing: Supervisors discussed staffing levels for the Sheriff’s Department, particularly regarding custody deputies and patrol positions. It was noted that the North County Jail recently began booking individuals, reducing the need for transport to South County. Concerns were raised about the sustainability of 12-hour shifts and the difficulty in recruiting and retaining staff. A motion was made to support the discretionary funding recommendation for the Public Safety Radio Network and the revised option for ARPA funding. Additionally, discussion included the need for a multi-jurisdictional narcotics unit to address opioid and fentanyl issues, with interest in providing seed funding or encouragement for such a unit.
  • Specific Project Requests: Board members raised specific project priorities:
  • South County: Increase funding for Santa Maria and Lompoc (currently $50,000) due to more serious problems.
  • Libraries: Support for the Orcutt Library building acquisition.
  • PEP Project: Supervisor Lavinino raised a PEP project.
  • Refugio Road: Supervisor Williams identified the Refugio right-of-way as a top priority for safety, suggesting $200,000 to $400,000.
  • Court Backlog and Legal Services: The board discussed funding for the public defender and district attorney offices to address case backlogs. Questions were raised about the scalability of co-response teams and the balance of resources between the public defender and district attorney to ensure equitable throughput. Supervisors expressed the need for a balanced approach to funding these positions to prevent bottlenecks in the legal process.
  • Parity in Court Backlog: Public Defender representative noted that the Public Defender did not include positions in the previous data discovery sizing but is now requesting them, and advocated for parity between DA and PD in data discovery and backlog funding.
  • Orchard Library and North County Community Resource Deputy: Supervisors discussed the need for a new Orchard Library, noting that the current facility is leased and undersized. Staff reported that $3 million in seed money has been secured through philanthropic support and AB1600, with a need for additional general fund support to leverage federal and state appropriations. A request was made for board support in securing property acquisition funds. Additionally, a request was made for a North County Community Resource Deputy to serve unincorporated areas, which are significantly larger than the Isla Vista area currently served by such a position.
  • Budget Principles and One-Time vs. Ongoing Funding: Supervisors debated the use of one-time ARPA funds for ongoing positions, such as the Orchard Community Resource Deputy. A proposal was made to use one-time funds to support ongoing positions for a three-year period, allowing time to secure grant funding or determine long-term viability. This approach was discussed as a way to avoid creating a funding cliff in the fourth year while testing the effectiveness of new programs.
  • Renewable Energy Projects and CCE: Questions were raised about unfunded renewable energy projects and the status of rebates from the Community Choice Energy (CCE) program. Supervisors inquired about project costs, payoff periods, and the potential for debt financing. Staff indicated that CCE rebates were part of the initial sales pitch for the program, and the board sought clarification on the timeline and eligibility for these funds.
  • Veteran Services and Senior Nutrition: Discussion included the need to expand Veteran Services offices, with a request for staff to return with options for stationing additional personnel. Additionally, a $600,000 allocation for senior nutrition assessment and gap funding was noted, with supervisors expressing support for addressing gaps in senior nutrition services.
  • Fleet Electrification: A one-time expenditure for electric vehicle charging infrastructure was discussed, with support for the allocation to support the transition to an electric fleet.
  • Pension Fund and Fiscal Outlook: Supervisors discussed the county’s pension fund, noting that pension costs have remained flat and that the unfunded liability is scheduled to be paid off by 2028. A study is expected to be presented in June, which could result in a significant fiscal windfall if investment returns meet projections. This potential reduction in pension costs could free up funds for other county priorities.
  • Expansion Requests and Budget Summary:
  • Staff Presentation: Reviewed expansion requests from various departments:
  • Community Services: Zero-emission transportation specialists, HCD accountants, cultural arts master plan implementation, parks pavement rehabilitation.
  • District Attorney: Post-conviction relief unit (1.5 FTE), cyber crimes unit investigator (1 FTE), deputy district attorneys for backlog (2 FTE).
  • Planning and Development: Long-range planning (consultant or ongoing FTE option).
  • Public Defender: Public defenders for backlog (3 FTE), data analyst (1 FTE), legal office professionals for discovery (3 FTE).
  • Public Works: PCI requests ($3.1 million) and general cost increases ($4.8 million).
  • Sheriff: Co-response expansion (7 FTE), narcotics team (5 FTE), human trafficking detective (1 FTE), cannabis compliance team (5 FTE), community resource deputies (2 FTE), NBJ service technicians (6 FTE), accounting supervisor (1 FTE), investigators (2 FTE).
  • Treasurer-Tax Collector: Veteran service representatives (3 FTE), TOT compliance position (1 FTE).
  • New Requests: County Executive Office (Waterfront Infrastructure Feasibility Study), General Services (EV infrastructure), Districts 3 & 5 (North County Youth Safety Programs).
  • Funding Availability:
  • Ongoing General Fund Contribution: $339,100.
  • One-Time Funds: Approximately $6.2 million, comprising $3.1 million cannabis tax revenue, $955,000 from prior ARPA HVAC backfill, and $2,178,868 from new ARPA-approved backfill projects (if approved).
  • Board Direction and Staff Recap:
  • Veterans Services: Board expressed support for adding at least one veteran services officer ($108,000) from ongoing revenue. Staff to continue working with Treasurer-Tax Collector on phasing and needs.
  • Waterfront Project: Board directed $100,000 one-time funding for the REACH project on the waterfront.
  • Planning and Development: Board directed staff to include Option 1 (using consultants) in the recommended budget.
  • Treasurer-Tax Collector Audit: Staff to work with the Auditor’s Office to fund a position, acknowledging Board intent.
  • EV Infrastructure: Board directed funding for the CSD EV position (one year, pending grant funding) and $400,000 one-time funding for General Services EV infrastructure first stage.
  • Human Trafficking Position: Board expressed interest in funding to some degree; staff to bring back options.
  • Cannabis Tax Structure: Board directed staff to bring back options for a structure ensuring fairness, consistency, and revenue from non-payers.
  • Sheriff’s Office: Board directed staff to bring back an evaluation of the overhire strategy and options for the narcotics team (contingent on other jurisdictions’ support) for June hearings.
  • Court Backlog: Board asked for a plan to reduce backlog in DA and PD offices if funding is provided. Staff presented two options for funding DA and PD backlog positions:
  • 1. Fund at different levels (as previously discussed). 2. Fund at equal levels (parity), which would leave approximately $444,600 in excess restricted ARPA funds for HVAC projects or other eligible projects.
  • ARPA Direction: Board requested direction on ARPA allocations. Staff reiterated the recommendation to allocate $17.6 million discretionary to the Public Safety Radio Network and $20.7 million restricted to the identified projects (backfill, infrastructure, HHS, etc.).
  • Budget Workshop Recommendations and Staff Direction: Staff summarized the board’s directives regarding the upcoming budget, noting a suggestion to allocate $50,000 each to Lompoc and Santa Maria for youth initiatives, totaling $200,000 over a two-year period. Staff also acknowledged the board’s interest in reviewing available revenue for the MODOC path, Orcutt Library, Mission Canyon Sewer, and Refugio Road paths, as well as the priority Capital Improvement Plan (CIP) lists. Staff stated they would incorporate these considerations into the recommended budget, which is scheduled for release in May for discussion in June.
  • CEO Office Budget Presentation:
  • CEO Presentation: Presented the CEO Office budget, emphasizing the execution of the Board’s vision, financial soundness, and organizational culture (Renew 22). Highlighted risk management, emergency response (OEM), and board support services.
  • Business Manager Presentation: Presented the CEO Office budget details.
  • ARPA Funding: Included funding for a Diversity, Equity, and Inclusion (DEI) coordinator to improve outreach and coordination among departments, particularly in Health and Human Services.
  • North County Youth Safety: Discussed the history of the South Coast Youth Safety Task Force contract and the Board’s previous allocation for a similar North County set-aside. Staff offered to add a similar one-time set-aside for North County to the list if the Board provides direction.
  • Deferred Maintenance: Discussed the Facility Condition Index (FCI) and Physical Condition Index (PCI) studies conducted previously, which informed the 18% maintenance funding allocation.
  • Budget Workshop Summary:
  • Fiscal Outlook: Stable; revenues expected to meet operational needs. Minimal ongoing revenues for service expansion compared to prior years, but no service level reductions.
  • Challenges: Volatility in cannabis tax revenue.
  • Next Steps: Staff to finalize numbers, incorporate Board direction, and release the Recommended Budget in late May. Final budget hearings scheduled for June 14-15.
  • Motions and Decisions:
  • Motion: To include specific items in the Recommended Budget based on Board direction:
  • Add at least one veteran services officer ($108,000) from ongoing revenue.
  • Allocate $100,000 one-time for the REACH project on the waterfront.
  • Include Option 1 (consultants) for Planning and Development long-range planning.
  • Fund the CSD EV position for one year.
  • Allocate $400,000 one-time for General Services EV infrastructure.
  • Bring back options for the cannabis tax structure, Sheriff’s overhire strategy, and narcotics team funding.
  • Provide direction on ARPA allocations (Public Safety Radio and restricted projects).
  • Decision: The Board directed staff to incorporate the specified items into the Recommended Budget and to bring back the requested options and evaluations for future consideration. The Board also directed staff to provide direction on ARPA funding allocations.
  • Vote Outcome: Passed.

Public Comment

  • Spencer Brandt (President, Isla Vista Community Services District Board of Directors): Spoke in support of the ARPA allocation for the Isla Vista Community Center. Noted that the district leases the building from the county and provides programming to youth, families, and young adults. Highlighted past improvements (roof, HVAC, structural) but noted outstanding issues including sewer line repairs, ADA compliance, lack of floor/baseboards, and soil slope issues causing water damage. Requested the Board consider this project to better serve Isla Vista residents.
  • Public Defender Representative: Spoke regarding the disparity in case volumes and responsibilities between the District Attorney’s Office and the Public Defender’s Office. Noted that Public Defender cases always involve a client, often with substance use or homelessness issues, requiring significant time and effort to locate and assist.
  • SEIU Local 620 Executive Director: Addressed the Board regarding the cost-of-living crisis affecting county employees. Cited an 8.5% increase in cost of living in the region from March 2021 to March 2022, compared to a 3% wage increase for represented employees in October 2021, resulting in a pay gap of over 5%. Requested that the Board evaluate the situation, consider the impact of inflation, and prioritize county employees in budget planning. Expressed support for internalizing labor (e.g., co-response teams) rather than contracting out, and requested that funding be directed toward frontline employees involved in mental health and well-being co-response teams.
  • Digital Transformation Update Comment: Two members of the public, Spencer Brandt and Daryl Sheck, provided comment via Zoom.
  • General Public Comment: No requests for public comment were received.
Passed 4–0 · unanimous

Clerk Announcements

  • The Clerk of the Board provided the following administrative announcements:
  • The special issue on maintenance and capital projects, previously continued from April 12, is included in today’s agenda.
  • Board meetings are interpreted and broadcast live in Spanish for Cox Cable (South County) and Comcast (North County) subscribers via Secondary Audio Programming (SAP).
  • Public participation guidelines are detailed on page 2 of the agenda. In-person attendance is permitted in Santa Barbara and Santa Maria hearing rooms without mandatory face coverings, though the Public Health Department encourages masking and social distancing.
  • Virtual public comment is available via Zoom upon advance registration. Speakers are limited to three minutes per person, at the chair’s discretion.
  • Requests for special accommodations should be directed to the Clerk’s office.