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iHow this transcript is madeUnGovr transcribes the official recording with automated speech-to-text, separates speakers by voice, and matches voices to the seated roster. Names and attributions are AI estimates and may contain errors.Verify any quote yourself: click anywhere in the transcript and the official video jumps to that exact moment, so you can check any quote against the recording.0:03 – 0:088 turns
Good morning. I call to order this June 28, 2022 meeting of the Santa Barbara County Board of Supervisors here in the Santa Maria Hearing Room. Madam Clerk, will you please call the roll?
Roll call, called by Clerk of the Board
Show transcript
And
the next item of business are the minutes from June 14th and June 15th. The June 14th was our budget hearing, and June 15th was a regular meeting. May I have a motion to approve the minutes?
So moved.
And a second? Second. And is there any further discussion? All in favor, say aye. Aye. Any opposed? Passes unanimously. CEO Miyasato do you have a report today?
I do have a report good morning board members. A bit of good news recognizing some of our departments the first is regarding general services and they recently won the 21-22 employer of the year award for companies with more than 20 employees for the International Right-of-Way Association. The General Services Real Property Services Team was presented with the award and it recognizes associate companies which actively support their employees in right of way issues. Each company demonstrates strong employee support and commitment, and the recognition comes after years of continued involvement with the chapter. Susan Freeborn, real property agent three, Alana Chumney, real property agent are also both involved as well as Connie Smith so congratulations to them.
Also this morning, your board knows that Public Works celebrated a substantial completion of the Laguna Sanitation District Recycled Water Distribution Project with a ribbon cutting at Waller Park. This is the county's first significant recycled water project and it delivers recycled water over a 3.5 mile pipeline from the Wastewater Reclamation Facility to 1 million gallon tank at Wallard Park. Connecting recycled water to the park will save water and money by reducing groundwater use from its wells. Laguna Sanitation processes 1.8 million gallons of wastewater daily for 35,000 residents in Santa Maria and Orcutt including new Northern Branch Jail so congratulations to Public Works for this huge accomplishment Lastly, I want to recognize the Community Services Department and particularly the Office of Arts and Culture.
The Office of Arts and Culture was recently recognized with the Art State Partnership by receiving the highest possible ranking in a competitive grant process for county-designated art agencies. The criteria for the grant process includes reach and depth of engagement across the entire county, programs and services that support cultural diversity and traditional arts from the entire county, responsiveness to community needs, values, and priorities I've asked Mr. Chapchin to come up and say a few words about this recognition.
Thank you, CEO Miyasato. Good morning Chair Hartman and members of the board. It's a pleasure for me to come up here and really brag about Sarah. You've all worked with Sarah. I have to tell you as a department head she is a star among... We've got some stars in our department but she is outstanding. She has, you know before DEI was even an issue Sarah came to me and said you know we do need to do some outreach in North County. We don't have enough art in North County the ethnic communities out there Guadalupe and she went above and beyond her own time weekends she's not getting paid for this And she's just excellent at what she does. It's a pleasure, real pleasure for me to work with such a professional as Sarah and I think hopefully she'll be around for a long, long time with the county.
What else can I say? She's wonderful so thank you for recognizing her.
We were just at Waller Park and saw one of the art installations there. It looked great! That concludes my report, Chair. Thank you CEO Miyasato. Madam Clerk?
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Chair Harmon and members of the Board I do have a couple quick announcements this morning First, I'd like to announce that we posted an addendum to today's agenda on Friday June 24th amending the closed session agenda as well as amending administrative agenda item number 44. The closed session agenda was amended to add two additional closed session agenda items first with conference with labor negotiators employee organizations all bargaining units unrepresented employees managers and executives agency designated representatives county executive officer Mona Miyasato and human resources director Maria Elena de Guevara Second, conference with legal counsel anticipated litigation significant exposure to civil litigation. One case based on these facts and circumstances Jean Broussard of AMG and Associates LLC alleges the county is in violation of government code section 65913.4 And other state laws.
If the county does not grant its application for a 60 unit affordable housing project at 1331 East Foster Road Santa Maria 93455 8pm 107-240-040 by July 4, 2022. Additionally, we amended the recommended actions for administrative item number 44. Administrative item number 44 is from the district attorney's office. It is to consider recommendations regarding a first amendment to the agreement for services with child abuse listening and mediation calm for sexual assault response team for fiscal year 2021 through 2022. The recommended actions were amended to reflect that recommended action A should be read as follows.
Approve and authorize the chair to execute the first amendment to the agreement for services with POM for the period of July 1st, 2021 through June 30th, 2022. For a new adding the word total contract amount not to exceed $177,635 in deleting recommendation B from the agenda which updates recommendation C to now reflect recommendation B Lastly, I would like to remind the public who are participating in our meeting today of the board's updated methods of public participation. For the Board of Supervisors' methods of public participation and to provide general public comment or an item on the board's agenda please see page 2 of the agenda. Members of the public can attend meetings in person both in the Santa Barbara Board Hearing Room Chambers as well as the Santa Maria Board Hearing Room Chambers.
Please note the board is following all local and state guidelines and are no longer requiring face coverings indoors. If you attend the board meeting in person, you will no longer be required to wear a face covering but please be advised that the Public Health Department is still strongly encouraging all county staff and members of the public to mask and socially distance themselves in crowded areas.
I would also like to remind the public that if you require any special accommodations please contact the Clerk of the Board to make that request preferably on the Friday prior to the board meeting. Individuals that would like to provide verbal public comment virtually may do so via Zoom by registering in advance via the link available on page two. After registering, you will receive a confirmation email containing important information about joining the virtual meeting.
Once the chair has announced the item you want to comment on, please join the meeting with information provided in the registration confirmation email. You'll be placed on mute until it is your turn to speak. The clerk will call you by name and when removed from mute, you will hear a notification that your line has been unmuted. If you're using a touchtone phone, you may need to press star six to unmute yourself And each person may address the board for up to three minutes and this is at the discretion of the chair.
If you have any questions, please contact the clerk of the board's office at area code 805-568-2240 again that's 805 568 2240 And in addition, Chair Hartman and members of the board I would like to know when we do get to the administration agenda.
So we are turning now to the administrative agenda. I understand that this is the most items ever, uh, that we've had on an administrative agenda. It's the end of the year and so lots of contracts and items need to be completed before July one.
Agenda Discussionitems moved / continued / pulled, click to expand
So what I have in terms of board pulling items A29, A52, A53 and A80, are there any other items board members would like to see pulled? Seeing none, what I have from the public is A30 and A75.
And Chair Hartman, members of the board. After we do present the resolution administration item number 102, we do have a request to speak on that item as well.
Okay and what I'd like to do then is start with A52 and ask our County Council to step out of the room so we've got somebody else to ask for advice if there are any issues with this item. Madam Clerk would you read that into the record please?
Chair Hartman and members of the board. Administrative item number 52 is from the Human Resources Department. It is to consider recommendations regarding a performance-based salary adjustment for County Council, and prior to the Board acting on this item in accordance with Government Code Section 54953 Subdivision C3, County Council's salary information shall be summarized verbally, and I will do so now.
County Human Resources recommends that the Board of Supervisors approve a 2.5% performance-based salary adjustment for County Council effective July 11, 2022 based on the performance review of County Council completed by the Board of Supervisors on May 10th, 2022. By adopting this recommendation, the Board of Supervisors will approve an annual salary of approximately $257,406 for County Council. That concludes my announcement on this item.
All right why don't we have a motion in a second and take care of this item separately.
So moved. Second.
Any further discussion?
Yeah, let me just jump in for a minute if you would Chair Hartman. I know that the public often sees large salaries from a department head like this but Ms. Dunn-Mullen actually runs the largest law firm in our county and she does a great job keeping us out of trouble and this is a well deserved merit race so
yeah Madam Chair I would add to that that the money she has saved the county Thank God she doesn't take a percentage of that because we have the amount of money. And I know it does sound high to some people, but we also have to remember the job that she is doing what she could. It's interesting county council these folks could go out into the private sector and make considerably more money. Yes. So she is deserves every penny we give her.
And I would just like to add that she is the head of a tremendous team of attorneys. I think she'd be the first to say that, but she's not here so I'll say that instead. Supervisor Williams did you have anything to add?
Just that we also very much appreciate the department and how they've been practicing in recent years, a lot more communication with the public. You know you can't always do that because you know if there's legal proceedings but where it's possible I think that's really been valuable and really appreciate Rachel's leadership in doing that.
So we have a motion that a second, we've discussed it all in favor say aye. Aye. Any opposed? Motion passes unanimously and Ms. Van Molen can return to the room. Madam Clerk would you need A29 into the record?
Chairman and members of the board administrative item number 29 is from the county executive office. It is to consider recommendations regarding further analysis related to the 2021 grand jury report, jail diversion in Santa Barbara County Recommendations three and four.
And I believe Supervisor Nelson pulled this
Thank you Chairman, yes I did. I pulled this in part because of recommendation number four and it is in regard to the co-response teams and recommendation from the grand jury to move forward with a 24 seven approach countywide. Now I agree with the concept that we may not need it overnight but I still don't think we have some gaps on the day up in the North County that I brought up during the budget hearings so I wasn't comfortable With saying that it's not reasonable, I still think there's a reasonable ability to increase the amount of co-response countywide. I know we're gonna have the discussion in September but you know this was on the agenda just fresh after our discussion at the board and so I wasn't comfortable with moving forward.
Would you like a separate vote on this item?
I
would.
May I have a motion?
I'll move staff recommendation. Second.
And would you do a roll call vote, Madam Clerk?
Motion passes three to one.
And the next item is A30 pulled by a member of the public. Would you read that into the record please?
Chair Hartman and members of the board. Administrative item number 30 is from the county executive office, it is to consider recommendations regarding an American Rescue Plan Act ARPA subrecipient agreement with the Food Bank of Santa Barbara County also known as food bank. And we do have one request to speak from the public on this item and that is Eric Talkin on Zoom and we will go to Eric now.
In Santa Barbara?
On
Zoom I'm sorry thank you.
Hello?
Eric, we can hear you.
Hi, yes and I did not have a request to speak. I merely had to register so that I could be here to answer any questions that might come up but thank you very much to the county from the community for this award.
Well thank you and thank you for the great work your organization does for our community. That brings us then to item A53
Chair Hartman and members of the board, administrative item number 53 is from the human resources department. It is to consider recommendations regarding changes to compensation for unrepresented managers and executives and elected department heads. And I do have a brief announcement on this item prior to the board acting on this item in accordance with government code section 54953 subdivision C3 county council salary information shall be summarized verbally Oh, I'm sorry not County Council. A number of department heads elected department head should be summarized verbally excuse me for the county auditor controller county human resources recommends that the Board of Supervisors adopt and ratify by resolution a 2.5% wage increase For the auditor controller effective June 27 2022 pay period 15 dash 2022, which result in a change in the annual salary for this position from 229,528 to approximately 235,266 for the county clerk recorder assessor.
County Human Resources recommends that the Board of Supervisors adopt and ratify by resolution a 2.5 percent wage increase for the clerk recorder assessor effective June 27, 2022 pay period 15-2022 which result in a change in the annual salary from 227 162 to approximately 232 841 For the County District Attorney, County Human Resources recommends that the County Board of Supervisors adopt and ratify by resolution a 2.5% wage increase for the district attorney effective June 27th 2022 pay period 15-2022 which would result in a change to the annual salary from $247,936 to approximately $254,134 For the County Sheriff Coroner, County Human Resources recommends that the Board of Supervisors adopt and ratify by resolution a 2.5% wage increase for the Sheriff-Coroner effective June 27th 2022 pay period 15-2022 which would result in a change in the annual salary for this position from $242,866 to approximately $248,938.
And last but certainly not least for the county treasurer tax collector, County Human Resources recommends that the Board of Supervisors adopt and ratify by resolution a 2.5% wage increase for the treasurer tax collector effective June 27th 2022 pay period 15-2022 which would result in a change in annual salary from 227 162 to approximately 232 841. That concludes my announcement on this item
Thank you Madam Clerk. CEO Miyasato, I pulled this item there's a request just to have this read into the record and if i understand correctly this is a cost of living?
Chair Hartman and board members. Yes, HR is recommending some changes to the management comp plan for the undersheriff and also some other changes that weren't made in December. And it also includes a two-and-a-half percent COLA increase for our elected department heads because they were taken out of the management comp plan. So this would give them the COLA. I think that we have heard requests from some of our elected department heads they would rather The board pulled the item and not take action today because they want to have further discussion with HR about salary increases that are more aligned
Roll-call vote Passed 3–1 move staff recommendation. Second. And would you do a roll call
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to our appointed department heads, which was about 5% this past year. And Mr. Pisano do you have anything to add to that?
Chair Hartman, members of the board. Yes I think it's best to pull this item. I want to make a distinction though there's a separate recommendation for the undersheriff which would align that position Sally with the Sheriff's Managers Association and then another recommendation was affecting the elected department heads. I do think there's additional work that should be done with the elected department heads By way of brief background, County HR recognizes that the elected department heads like their appointed department head counterparts manage complex operations and we think they should be compensated appropriately.
When the December changes to the management compensation and salary plan took effect for appointed department heads it included a two-and-a-half percent general wage increase sometimes referred to as a COLA And a 2.5% EPR, successfully EPR based increase for performance. So the recommended action on today's agenda would address the general wage increase but there is nothing equivalent to what the appointees are getting as a merit increase. So human resources could look further at that and consider what that might look like, and then return to the board at another time with that item. We would like to go forward with the change to the management compensation salary plan to align the undersheriff with the sheriff's managers.
And I'd be happy to answer any
questions. So you're recommending just the undersheriff be approved today or the COLA for all?
Just the undersheriffs again, there's two separate recommendations. So if we could begin there are two different resolutions that govern compensation. So for all managers included in appointed department heads, there is a management compensation and salary plan that was amended in December. One thing that was not included in the December amendment was to align the undersheriff with the sheriff's manager's compensation And then separately, there's a different resolution that governs wage increases for elected department heads. Although there is a recommendation before the board today, that's the item that Human Resources thinks or I think should be pulled for further consideration.
Supervisor for clarification on your board letter, the recommended action A is Mr. Pisano is requesting B can be adopted today are voted on and C the CEQA but not B. Is that correct? Mr. Pisano?
That is correct.
And then do we have to continue B?
I would not continue it because it may come back in a different form and so I would just, sounds like Human Resources is withdrawing recommended item B and return to the board.
OK, may I have a motion
to that? I have a question. Sure. Yeah. Thank you. So I'm curious why so. But if we did that then they wouldn't get the COLA at this point at all.
That is correct. We would come back to the board with them, I guess, a potentially more comprehensive recommendation for both the cost of living or general wage increase as well as perhaps some other component of pay that would be equitable with the merit increase that's based on successful EPRs for the department heads who are appointed
I'm curious, though, that if I was the employee and be like, I'll take my colon now and let's continue negotiating my EPR. Why? Why wouldn't we be able to go ahead and grant the two and a half percent now? And then we all think it sounds like HR is in agreement as well as you are that this is something we need to discuss and we could then kind of put that on the back table, you know, move that forward.
Supervisor Lavinier through the chair. The initial recommendation was exactly along those lines, we thought well since the compensation for a general wage increase for elected departments was tied to a wage pool that doesn't exist anymore because it was eliminated in December, we should take that forward now but no thought was really given to a more you know overall comprehensive component so there's some thought that we should not do this piecemeal and should come back with one you know recommendation that the board can consider in its totality OK,
well. Who was it? Wimpy that said I'd rather pay you for a hamburger today, but if it was me, I'd rather have my money now. But
OK, I think we're trying to honor the request of at least three of the elected officials who contacted me yesterday and they understand that they would not be getting a CPI adjustment at this time. And they requested that it come back in a more quote unquote comprehensive package to the board.
OK. Well, in that case, I'll make the motion that we move A and C. And I guess that's all we need to say. And
may have a second?
Second.
All in favor say aye. Aye. Any opposed? Motion passes. Madam Clerk number 75A75
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Chair Hartman and members of the board, administrative item number 75 is from the Public Works Department. It is to consider recommendations regarding parcel map number 14,844 Williams 19 TPM5 and public utility easement dedications per said map and this is in the first district and we do have one request from the public on this item and we are going to Zoom with Alec Perez. Alec?
Hello, Madam Chair Hartley and members of the board. Alec Perez here with SEPS. Apologies if I incorrectly registered. I'm actually representing the applicant and monitoring this hearing to make sure your board approves this item and wanted to be present in the event that any questions came up. So again, apologies there. I have no comment.
Thank you very much for letting us know you're here. So I don't think we, I don't see any lights. I don' believe any board members have any questions about this item so it'll be included with the balance of the agenda. Madam Clerk, Administrative Item number 80.
Chair Hartman and members of the board, administrative item number 80 is from the Public Works Department. It is to consider recommendations regarding an edible food recovery memorandum of understanding MOU with the cities of Buellton, Carpinteria, Goleta, Lompoc, Santa Barbara and Solvang.
And Supervisor Nelson?
Thank you, Chairman. I just had a couple questions for staff. Thank you, Ms. Wells. I had a question about, you know, obviously that six of our eight cities are going to participate in this program. I noticed that the cities of Guadalupe and Santa Maria were left off and I was just curious if they're gonna be having their own program or if there was outreach done to them?
What's the rationale there?
Sure, so Supervisor Nelson through the Chair. We have a task force that meets quarterly and it has representatives from all jurisdictions including Vandenberg. And we talk about trash and we talk about all good things waste related. So when SB 1383 came on our radar food recovery is one of the components And we had worked regionally to come up with an RFP for a contractor to assist us with that.
The amount of money that came back, all of the jurisdictions felt was much too high. So the county volunteered to offer a regional program and so I believe the cost is under $100,000 a year. It's spread by population of folks in the jurisdictions. Cities of Guadalupe and Santa Maria chose to not participate
And this is a program that they will have to participate in by state law, but they're not gonna be participating in the regional program.
That's correct. The benefits that we saw is many of the food recovery organizations, for example the Food Bank or smaller organizations like churches they don't recognize jurisdictional boundaries. We wanted to have consistent messaging for them the same forms that they complete so that's why we chose to pursue a more regional approach.
I just wanted to compliment you on what it looks like to be a very cost-effective program that you guys have put together to comply with the state law and the state requirements I hope the cities of Santa Maria and Guadalupe can match such a more efficient program or hopefully take advantage of joining that group at a future date. Great, thank you. Thank you.
So that was just a question. Okay
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sure all right then we can Turn to the balance of the agenda. May I have a motion to approve? And that motion should reflect that 844, the changes to recommendation A.
So it's a motion right
into the record
for the recommended changes to. A44, but also to approve a 53. Is that right? A and C did not be so I'll go ahead and make that motion with the changes to a 44 second.
All in favor say aye. Aye. Any opposed? So the administrative agenda, the largest ever is approved. Madam Clerk turning to this celebration part of our agenda today item number 102.
Chair Hartman and members of the board, yes. Administrative item number 102 is sponsored by Supervisor Hartman. It is to adopt a resolution of accommodation honoring County Veterans Services Officer Rhonda Murphy and joining us in person today we have Rhonda Murphy and Harry Hagan. And I'll go ahead and read the resolution into the record Whereas Rhonda Murphy, a veteran of the US Navy began her career with the County of Santa Barbara in 1997. And whereas Rhonda is one of the two longest serving veterans service officers in the state of California and whereas Rhonda was elected as president of the California Association of County Veterans Service Officers this past January and is the first woman president of the association in its 77 year history which is quite a significant achievement and a point of pride for our county And whereas the Veterans Services Program serves veterans in applying for, obtaining and maintaining all available benefits and entitlements to which they may be eligible.
Applying for veteran's benefits is a very complicated process and without professional assistance many veterans lose benefits that they have earned with their service often thousands of dollars a year. And whereas calculating benefits for veterans depends on a wide variety of factors, when and where one served. If service was in combat or during a congressional congressionally approved wartime period, the cause and severity of a disability and other individual factors. Additionally, Congress, federal courts and the Veterans Administration are constantly changing what benefits and services those who served in the military are eligible to receive. That is why county veteran service officers play such an important role in their lives as veterans.
And whereas studies show that veterans receive more benefits when they come to a professional for help, veteran service officers do their jobs well. In fact in California they turned 42 million in county and state funding into more than 402 million in earned benefits for California veterans in the 2020 through 2021 fiscal year. And whereas there are more than 20,000 military veterans living in Santa Barbara County and Rhonda and her small team including Joseph Fletcher and Kerry Garrison served them with dignity respect and professionalism. In 2020 through 2021 they handled more than 3 000 in-person visits from county veterans and nearly 30 000 phone calls and email requests for service Through more than 1,300 new claims they were able to secure more than 10 million in benefits for our veterans which is an average of more than 7,300 per veteran.
Almost double the state average and whereas now therefore be it hereby ordered and resolved that this Board of Supervisors recognizes that Rhonda Murphy exemplifies the best of county employees and we congratulate her and her post as president of the California Association of County Veterans Service Officers passed and adopted today.
Mr. Hagan.
Chair Hartman, members of the board I'm honored to be able to introduce Rhonda Murphy today. Many people in this audience know Rhonda having gone to her for services and I had the pleasure of meeting her when she started at the county in 97 and she's been in our office since 2000 first as a veteran service rep and then as a stellar veteran service officer that was one of the easiest decisions I ever made was making her that It's an amazing accomplishment for Rhonda to be the first woman to be the president of the State Association.
Just it's tremendous and the association has recognized what I've seen for a long time in her, and I'm just really proud of her and what she's done. One of the things that you mentioned was the amounts of money she brings into the area. I think it was about 10 million last year and you have to remember during the pandemic, you know she came up with unique ways of meeting with people and still putting claims in and you know you look at some of the metrics when you say she brought in her team brought in $10 million last year If you look at studies that those dollars when they come into the area, they turn over seven times. So that 10 million turns into $70 million of economic stimulus to the county residents. So it's not just for the beneficiaries that she's helping but she's actually helping the community at large too.
I can't say enough nice things and I'm not here so I'm not gonna steal the spotlight. So I'm gonna step back.
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Thank you Madam Chair and Board of Supervisors. I wanted to thank you for the opportunity Keep continuing to support the veterans of this community. I also want to thank Harry for his support for our offices, and I want to thank for the new two people that are going to come and help me next year. That'll just be able to bring more benefits to the veterans in this community with a new pact act that's coming through the federal legislation we're gonna have a lot of new Presumptives and new conditions that are coming down the pike for all of our veterans from all the wars. So that's going to bring a continued increase of people coming through our offices, and we will continue to serve them the best we can. Thank you so much.
Thank you. And before we come to the board, Madam Clerk, we had a public commenter
Yes, thank you Chair Hartman and members of the board. We do have one request to speak on this resolution to be presented and that is here in Santa Maria we are going to Alvin Salgi.
Good morning. Good morning, supervisors. We the Santa Barbara County Veterans Advisory Commission thank the Board of Supervisors for honoring Veterans Service Officer Rhonda Murphy with this much deserved resolution. We have been aware of Rhonda's longstanding support of county veterans by educating, guiding and helping them get the federal state and county benefits that they deserve.
Rhonda, in her tireless efforts to assist veterans has inspired us to successfully get her additional veteran service representatives to expand our veterans outreach. As we say in the military when a medal is awarded for outstanding service Santa Barbara County Veteran Service Officer Rhonda Murphy distinguished herself In her dedication and devotion to duty for 25 years, providing outstanding service to Santa Barbara County veterans to obtain their deserved benefits that improve their health, education, living and well-being.
She reflects great credit on herself. Santa Barbara County, the state of California and United States of America. Thank you, Rhonda. Congratulations.
Thank you Madam Chair. Well, it takes a special type of person to do the job that Rhonda does. Rhonda's office for a few years was across the hall from mine and a lot of times her clients would spill out into my office and so I got to have a few conversations Because of the fact, unfortunately that the system is so complicated, which it shouldn't be. These are for folks that have served our country and we should be making the path as easy as possible. Unfortunately, it's such a labyrinth of regulations and codes that takes like somebody like Rana to be able to unlock all of those things but Many of the ones that I saw were beyond frustrated. They finally got to the point where they had been trying to do this themselves and had to go to a professional.
Rhonda was, you know she knew how to handle each one. Sometimes it was a gentle approach but more often than not Rhonda has that ability to have that toughness and that comes from her Navy background of being able to tell somebody a hard truth many times they don't want to hear either they're not doing something properly or they're going to need to go to a different appointment Sometimes the benefit didn't get approved. So I'm proud of the work that she's done for our veterans. She has been a great resource for us and also appreciate all the great work that you've done with Stand Down, how you've worked to make that successful. So, I feel like she's retiring today when she
isn't!
And we're very...I think we're all excited about giving you some help. It's much needed and we appreciate all the work that you do.
Supervisor Nielsen. Yes, thank you Chair Hartman. You know, veteran service officer that's not just somebody sitting behind the desk you know and I think that there is probably veteran services officers out there in within the state in the country that all they're doing is processing paperwork. Rhonda is so much more than that she's a veteran advocate and you know I got it I've got a chance even though I'm not a veteran to spend a lot of time with some veterans groups here in the Santa Maria Valley and to see Rhonda through their eyes is really It really changes your perspective on the service that she provides our community. She's out there, you know at Veteran Service Court, she's out there at stand down, she's out there playing softball with the Vanna Brothers and other groups.
You know if veterans are in our community Rhonda is there and every time one of them see her They embrace her, they come to her. And so it's just a great example of the county to that community and so thank you Rhonda for being that point person for us and again I'm also ecstatic too as a board to approve those extra positions. So get you guys some more services
And I just wanted to add that I can't tell you how many veterans come through my office and sing your praises, and say you do the work of three. But it's time to get you some help. And I'm just thrilled as a woman that you've reached the height of your field in this state in the first woman. That's really an extraordinary accomplishment. And thank you for everything you do to help us in the county keep faith with our veterans. It's more appreciated than we can ever say, thank you.
All right and turning then to item number 103, Madam Clerk.
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Chair Hartman and members of the board. Administrative item number 103 is sponsored by Supervisor Hartman, it is to adopt a resolution of accommodation honoring Shannon Barcelona of the Public Works Department as the June 2022 Employee of the Month for Santa Barbara County and joining us in person today we have Shannon Barcelona and Scott McAulpin our Public Works Department Director and I will go ahead and read the resolution into the record Whereas Shannon Barcelona is a dedicated and meticulous safety, risk and disability manager in the Santa Barbara County Public Works Department. She's committed to staff safety at all times and is the departmental expert on family and medical leave.
And whereas Shannon has been on the front lines of the COVID-19 pandemic Barbara County Board of Supervisors meeting. Her efforts allowed Public Works to continue providing essential public services to all the communities we serve. And whereas Shannon uses her intellect and her critical eye to identify potentially unsafe situations and correct them so that our staff are working in the safest environment possible, she uses open communication is a dependable team player and provides mutual respect to all that she works with She is loyal and committed to her work and is always willing to go above and beyond the call of duty at all times. And whereas Shannon demonstrates the Public Works leadership commitments of communication, seek opportunities for all employees to understand their importance to the organization, development, empower decision-making through the organization, and culture model the way by bringing enthusiasm energy and passion every day.
And whereas Shannon is strongly committed to her family and spends much of her non-working hours with her husband, children, parents and her dogs. She is also dedicated to helping family and friends whenever a need arises. Now therefore be it hereby ordered and resolved that this Board of Supervisors recognizes Shannon Barcelona as the Employee of the Month for June 2022.
Madam Chair and Board Members, thank you for providing this distinguished honor for the month of June to Shannon Barcelona. As you can tell from Shannon's facial expression she hates this. She's an invaluable asset to our public works team. She's extremely knowledgeable in her job duties as our department safety officer and our lead manager, she's wonderful.
She's also very dedicated hardworking and really a dedicated part of the team You know, it doesn't matter what time of day you call Shannon or what day of the week you call Shannon. She picks up her phone right? She understands her responsibility and she's committed to our team and we can't thank her enough for that. She's been instrumental through the whole COVID pandemic You know, from day one working with our office staff and our field staff so we can continue providing essential services to the public. And you know I'm proud to say because of the work that she did We never had a workplace transmission of COVID in our department and over 70% of our people came to work every day To fill potholes, to collect trash, to clean flood control basins To do the work that people expect from Public Works.
And as the resolution mentioned, she was constantly scouring CDC guidelines, OSHA guidelines, local and state public health guidelines just to make sure that we had the best information available. We didn't like a lot of the information but we lived by it and she kept us safe throughout so... Her outstanding leadership and customer service during the pandemic was just phenomenal. So we have an employee of a quarter program, and she was an employee of all quarters, COVID quarters for public works which was I think like six quarters or something like that?
She's amazing. The one thing I really appreciate about Shannon is her wise counsel on just about every item in public works, even when I don't ask for it. So I can't thank her enough for that and their tireless efforts so she's awesome we just love her.
I don't like public speaking, so thank you. And thanks to Cotton Dooley because they gave me an opportunity to just go with it. They trusted me and thanks for giving me an opportunity. Thanks.
0:48 – 0:524 turns
Thank you, Shannon. We have the after action report on the EEOC post-COVID and it talks about how the county workers really rose. And Shannon, you're the example of that, how throughout our county organization, county employees are emergency workers and so you rose to the challenge and thank you so much. All right, Madam Clerk turning to general public comment. Do we have any members of the public who would like to speak today on matters not on today's agenda?
Chair Herman and members of the board, we do have one request to speak on general public comment and that is here in Santa Maria with Beverly Taylor. Beverly?
Good morning, Chair Hartman, members of the board. And first I want to apologize, Chair Hartman, I think in my memo that I sent on June 24th, I listed Doss Williams as a chair and so I apologize. I don't know how I shipped every year. It's hard to keep track. Well, good morning Chair Hartman and members of the board. My name is Beverly Taylor and I'm here this morning to request that you as a body or as individual members would oppose California Assembly Bill 2223.
Assembly Bill 2223 would add a new code to the Health and Safety Code which reads notwithstanding any other law A person shall not be subject to civil or criminal liability or penalty, or otherwise deprived of their rights under this article based on their actions or omissions with respect to their pregnancy or actual potential or alleged pregnancy outcomes including miscarriage stillbirth or abortion or perinatal death due to causes that occurred in utero.
This bill also deletes the requirement for a coroner to inquire into the circumstances of all deaths related to known or suspected self-induced or criminal abortion. Strong opposition has been made against the use of the language perinatal death, as it includes deaths of infants up to 28 days after birth with no inquiry related to the infant's death based on this new proposed bill.
Amendments made have failed to correct the threat this bill poses to children born in California, and it also undermines existing laws that value and protect life. The legal analysis by the Chief Counsel for the Committee on Judiciary addressed some of these concerns early on stating The perinatal death language included in the original bill could lead to an unintended and undesirable conclusion that the bill could be interpreted to immunize a pregnant person from all criminal penalties for all pregnancy outcomes, including the death of a newborn for any reason during the perinatal period after birth. Including a death which is not attributed to pregnancy complications. And that's the end of his analysis.
So without an amendment to delete perinatal language altogether, which doesn't appear to be the direction. This current bill with this language could effectively legalize infanticide for up to 28 days after the baby is born for any reason. So I urge you to oppose this bill, either as a group or individual. I don't believe we need it. The law is clear in California that ending or losing pregnancy is not a crime.
We currently have laws that protect the pregnant individual. What I'm asking is that we protect the child. I want to thank you for your time. Thank you.
And that concludes general public comments.
0:52 – 0:5710 turns
Turning to departmental item number one, Madam Clerk.
Chair Hartman and members of the board, departmental item number one is from the Public Health Department. It is a hearing to consider recommendations regarding a water well permitting fee resolution related to the drought emergency and governor's executive order.
And
Dr. Del Reynoso?
Yes, good morning Chair Hartman and members of the board. With me this morning is Lars Seifert, Environmental Health Services Director. We are here this morning to request your consideration of a water well permit fee resolution that was continued from your May 24th hearing to allow for additional public noticing. While there have been no substantive changes proposed to what was included in the May 24th agenda packet, we do have a brief presentation prepared for you this morning to refresh you on the item. We will also be available for any questions you may have at the end of our presentation. Lars?
Good morning, Chair Hartman and members of the board. Is this working all right? Yeah okay perfect. On March 28th due to extreme and expanding drought conditions in the state the governor issued a statewide executive order dealing with the drought emergency requiring additional findings to be made by the county and GSA's prior to the issuance of a water well permit To locally implement these well permit process changes, your board adopted an urgency ordinance on May 24th to align our local water well permitting process with the requirements of the governor's order.
The fee resolution for your consideration today will allow Environmental Health Services or EHS to recover its costs for implementing this ordinance. As a quick recap, prior to the issuance of a well permit Part 9B of the Governor's Executive Order does require the county to determine that proposed wells are not likely to interfere with the production and functioning of nearby wells and not likely to adversely impact or damage nearby infrastructure due to subsidence.
Since adoption of the urgency ordinance on May 24th, we have been successfully able to make these findings and we've issued 13 water well permits to date without further review or delay. Two were domestic wells, nine were new irrigation wells that were at least 1,000 feet from nearby wells and two were permitted as replacement wells. There are four additional permit applications that are pending GSA consultation and written verifications at this time that would be subject to the Part 9A prior to us approving the well permits.
In accordance with current processes, EHS has considered the application and applicability of CEQA for each of its well-permitting decisions including whether a ministerial exemption or other CEQA categorical exemption may apply or be applicable to that permitting decision. In preparation of the urgency ordinance, Environmental Health Services also evaluated its board approved fees to ensure full cost recovery would be maintained No changes are proposed to the hourly rate or water well construction fee as previously approved by your board on April 2nd, 2019.
For projects that do take additional time to review data submitted by a qualified professional such as a hydrogeologist or professional geologists, EHS is proposing to assess its current hourly rate of $161 an hour if the review time exceeds two hours This hourly fee may also be assessed to an applicant for technical review of the data relied upon by a GSA in making its written determination within high priority basins, as directed by your board at the May 24th hearing.
A pass-through CEQA filing fee of $50 will also be requested where applicable so that it can be collected as a single application payment up front as a customer convenience. The proposed changes to our well-permitting fees were presented as part of the outreach efforts that we conducted to state interested stakeholders in May of 2022, and we also included this information near board presentation on May 24th as well.
Today, we are requesting the board adopt a resolution amending fees for environmental health services related to water well permitting and determine that the approval of the fee resolution is exempt from CEQA and direct staff to file a notice of exemption on that basis. So with that, we do thank you for your time today and we're available for any questions you may have.
Supervisor Nielsen.
Yes,
thank you Chair Hartman. So this resolution, this new fee ordinance would this also expire at the end of the emergency just like the end of the governor's executive order as well?
Supervisor Nelson, through the Chair. The fee resolution would not expire with the rescission of the Governor's Executive Order however we believe that because there would be no additional technical review required that these fees would essentially be non-applicable in those cases okay however you know with your direction we could return to the board and change that fee resolution at that time if if we felt it was necessary
0:57 – 1:0316 turns
Would there be any other circumstance where it would go above the set fee that we have for water well permits post executive order?
At this time, Supervisor Nelson, we don't anticipate that scenario would occur. We've not currently utilized that fee with any of our water well construction permits prior to this governor's executive order so we would anticipate that that would remain the same after.
Okay, and you know something came up during the discussion we had this ordinance first came before the board was that some of that's going to hire a consultant to do water well. They would be well served by having a lot of this work done in advance before they hand over to environmental health so there won't require the extra hours is
Am I understanding that correctly? Yes, Supervisor Nielsen. We always encourage an applicant to work with their consultant and do a lot of that work if necessary or applicable in that water well permit situation prior to filing the application so that it reduces the review time on our part. Okay. All right, I think we'll carry now.
Madam Clerk, do you have a public comment on this item?
Chair Hartman and members of the board, yes we have one request to speak on this item and we are going to zoom with Andy Caldwell.
Madam Chair, members of the board, Andy Caldwell representing CoLab. I just sent all of you a screenshot from the web page of the Natural Resources Agency in the state of California and what I simply did to get this screenshot, I googled is Executive Order N722 exempt from CEQA? And this is what came up. On March 28, 2022 the Governor issued Executive Order N722 to bolster regional water conservation efforts. The executive order suspends public resource code division 13, commencing with section 21,000 also known as the California Environmental Quality Act or CEQA and regulations adopted pursuant to that division under specified circumstances.
Specifically projects may operate under that suspension where the secretary determines a proposed activities are eligible to be conducted under this suspension And so we'd like clarification. As far as we know, I've looked at several different jurisdictions and none of them are referencing or triggering CEQA. And we felt like County Council the last time you heard this was very adamant that the groundwater groups, the SGMA groundwater groups are the authority in this And if they determine that these wells will not impact others, that it's a ministerial permit for the county. I don't think they could have been more clear on that.
So I'm not a lawyer so maybe I'm not reading this right but all what I know is I've looked at several other jurisdictions there's no reference to CEQA and some of them specifically said this project is exempt from CEQA And so I would love to have a clarification on behalf of our members. Again, we're not opposed to the fee per se but we do want to know why there's a CEQA fee and secondly while the original staff report said there would be CEQAs review as you know that opens up the band doors box up to including an EIR. So if you were to respond to our members we would greatly appreciate it thank you
Thank you, Mr. Caldwell.
And that concludes public comment on this item.
Okay well um Mr. Siefert do you have would you care to comment or should we ask County Council about the CEQA status?
I will go ahead and comment first, but basically with our well-permitting decisions we review a lot of our permitting actions with their applicability to CEQA. Many of them are defined as ministerial actions because of how we process our permits and in that case we find that they're exempt from CEQAs. In other projects it may be because we're making these findings we also have to consider CEQA But at this point in time, many of our actions have been exempt from CEQA.
We do have the CEQA filing notice of exemption that we file with the clerk or the board because that reduces the statutory time in which it may be subject to challenge for an applicant and on behalf of an applicant as the county. That reduces the challenge time from basically 180 days to 35 days so that does protect both the county in its action and as well as the applicant as well.
So even when there's an exemption, you have to do some review and therefore the $50 fee. Is that correct?
The $50 feature Harmon is the filing fee for that to be recorded by the clerk of the board. And so we would accept where applicable collect this fee from an applicant up front so that we could do that timely filing with the clerk of the board. It'd be a pass through fee.
Okay are there any other questions? May I have a motion? A and B in our staff report.
So moved. Second.
All in favor say aye. Aye. Any opposed? Motion passes unanimously. Madam Clerk, departmental item number two
1:03 – 1:0718 turns
Chair Hartman and members of the board, departmental item number two is from the planning and development department. It is a hearing to consider recommendations regarding a proposed amendment case number 22 ORD2 to the planning and development fee ordinance for commercial telecommunication facilities tier 2A small cell wireless facilities.
Mr. Wilson.
Good morning chair members of the board I'll be presenting or giving a summary today. And I just want to recognize we do have two staff members available on Zoom, Supervising Planner Joe Dargle and Senior Planner Ray Harmon. As a brief recap of the item today, the department is seeking the Board's approval to amend our fee ordinance to reduce the fixed fee that was established in 2020 at $3,000 for Tier 2A or the small wire facilities.
Thank you, Mr. Chair and members of the public. And then in 2020, the board had amended our fee ordinance to establish a cap of $3,000. To continue to align our fee structure with this declaratory order as I stated earlier we're seeking to amend our fee ordinance to $1,750. I was doing so good.
$1750.
You were doing
great don't worry.
I'm out of practice. A little dusty. So just as a summary, then the department is currently reviewing our permitting process. We're looking at other jurisdictions as far as what they're doing. There's other options of how we can further align our permitting structure and we're anticipating bringing an item second quarter of next year hopefully to continue to streamline our permitting process. And at that time if we need to adjust our fees, we will do that as well. So the action today is just to amend the fee ordinance to $1,750.
Any questions? I do have a question. Does that cover our costs or we're simply doing it because it's required by the court?
Madam Chair, members of the board there will be a shortfall. It will not totally cover our costs and so the cap will reduce it and a portion of that will go to the planning services and a portion will go to building and safety.
And can you estimate about how much on each one were basically subsidizing
Probably 75% based on our current fee and our permitting path requires a director level development plan. So that process, we would probably only capture about 25% of the total cost but depending on the number of projects that are coming in, we will be able to determine what that shortfall is.
Okay, we have no choice. Madam Clerk any public comment on this item?
Chair Hartman and members of the board, we have no request to speak on this item.
Okay, I need a motion for A through C.
Chair Hartman, I
make that
motion.
Okay thank you. All in favor say aye. Aye. Any opposed? Passes unanimously. Madam Clerk number three
1:07 – 1:1415 turns
Chair Hartman and members of the board, departmental item number three is from the Public Works Department Board of Directors Flood Control and Water Conservation District. It is a hearing to consider recommendations regarding the flood control benefit assessment program for fiscal year 2022 through 2023. Director McAuliffen?
Good morning, Chair Harmon and fellow members of the board. I'm Walter Ubukava with the Water Resources Division. And today we're here to provide an update on the Benefit Assessment Program. Before we get started, as a reminder this voter approved assessment began in 1980. It was in response to the nearly 60% reduction in revenues due to Proposition 13. In 1996, we returned to the voters requesting an additional increase and that increase was only approved in the South County.
Next slide please. So again, this is a voter approved assessment. Both the 1980 and the 1996 assessment allow for the annual consumer price index increase and those adjustments are made to try to help preserve funding in the district. And for this year it's proposed to be at 8.5% and that's for fiscal year 22-23 which is right in line with the current inflation.
So this table here, although it's a little hard to read the shows the proposed rates for fiscal year 22-23. That group C that you see there that's highlighted those are for the residential homes that are 0.3 acres or less. The reason that is highlighted is that is the basis of all other rates So all the other categories or groups, they are either factored up or down based on land type and the acreage of the property.
So what does that 8.5% amount to? Although it's hard to see down at the Santa Maria area, that's an amount shown as 1643. That is an increase of $1.29 per year for the residents of Santa Maria and if you drop down to the south coast, that 2886 I believe that is, that's an increase of $2.26 per year. Next slide please. So the request today is that the board approve action items A through D. If they are approved, we'll return to your board on July 12th for the second reading and the final adoption. And with that, that concludes our presentation and available for any questions.
Any questions? Supervisor Williams.
Well I just want to make sure that I ask for the benefit of public how these are determined From my understanding, they do not represent the level of need. Meaning the level of need is much higher than this and so that underscores kind of the question how does your department tend to grapple with that?
Yeah, so Supervisor Williams through the chair. The Benefit Assessment Program was designed to capture about 80% of the lost revenues again Proposition 13 was about 60% reduction and the benefit assessment is designed to capture by 80%. We do apply for federal state grants to try and supplement those funds and over the last few years especially since the Thomas fire we've been very successful in doing that And we're constantly talking about controlling measures. That's how we make up that 20% difference.
And so essentially, your strategy is to use this to leverage other sources of funding to be able to complete the projects to increase public safety?
Supervisor Williams to the chair, that is correct.
I'll support the staff recommendation.
Do we have any public comment on this?
Chair Hartman and members of the board, we have no request to speak on this item.
Okay Supervisor Williams you making the motion A through D?
I will make the motion A through D. Well I'll second but i do have a couple comments about the benefit assessment. Sure
okay motion second and discussion
Thank you. Thank you, Chair Hartman. You know the eight and a half percent sounds like a big number to people especially when we're seeing other costs go up. We're seeing our trash go up, we're seeing food go up fuel go up and I know that a lot of my constituents are fixed incomes. A lot of my colleagues constituents are fixed incomes or also just experiencing the pressures that are coming with inflationary I just want to reiterate for Santa Maria it's $1.29 per household increase, so less than 11 cents a month to be able to maintain the integrity of Being able to do the maintenance. In the past in the county we've deferred these types of raises and inflationary raises, and then we've gotten to a place where we had to make big jumps because our facilities have fallen apart.
So this is really about maintaining and protecting the integrity of the investment that we've already made As a county. I know there was a couple other numbers that were pulled up on, you know large acreage properties I think 500 acres of irrigated land was about $160 increase so that's again it's rather small number spread across the large amount of acres, the non irrigated with $16.
So we just for people out there that might be concerned with such a large increase. It really is. A reasonable and modest increase by a dollar figure. But when that's pulled together countywide, I think we're looking at $3.8 million. And again, that's to protect the investment that taxpayers have already made in our flood control system. So thank you Mr. Rubalcaba for your excellent presentation and thoughtfulness in this increase.
Thank you for clarifying that for me. We have a motion and a second, all in favor say aye. Aye. Any opposed? Passes unanimously. Madam Clerk, number four.
1:14 – 1:177 turns
Chair Hartman and members of the board, departmental item number four is from the Public Works Department. It is a hearing to consider recommendations regarding solid waste tipping fees and parcel fees for fiscal year 2022 through 2023. Director McAulpin or Ms. Wells?
Good morning Chair Hartman, members of the board. I'm Leslie Wells, Deputy Director for the Resource Recovery and Waste Management Division of the Public Works Department. So today I'm providing a brief PowerPoint on proposed solid waste fees for fiscal year 22-23. So these rates are in three categories. The first category are facility tipping fees that we charge at county owned and operated facilities. The second category are parcel fees that we charge in the New Kiyama Valley And the third is the per ton processing rate that we pay to our contractor to operate the material recovery facility and anaerobic digester.
So, the first category, the facility tipping fees sets the rates charged for different material types at our transfer stations, the Resource Center and the Tahecus Landfill. Probably the largest Where most of the material comes through our facilities is what we would consider a franchise trash and recyclable tip fee. This will be increasing 3 1⁄2% from $164 to $170 per ton at all county facilities. This tip fee covers the cost of finance and operate the resource center, which allows our region to be in compliance with state waste related requirements.
The increase is also in line With provisions that we have in our agreements with our partner cities. So all of our other tip fees, for example for green waste metal construction debris those tip fees are increasing by 3%. So the second category are the Cuyama Valley parcel fees. These are assessed annually on property tax, probably the most predominant is a $77 per single family dwelling fee. The revenues from these fees support both our new Cuyama and Benicopa transfer stations and staff is recommending no change to the current parcel fees.
So lastly, the per ton processing rate. We have an agreement with the contractor MSB and that requires us to increase the rate by CPI as well as in this second year there's an increase in the repair and maintenance budget which resulted in an increase of $3.44. So to summarize, we're recommending to your board to adopt resolution and fee schedule for county facilities.
The resolution impartial parcel fee schedule for Kiyama Valley to approve the per ton processing rate and to find the proposed actions are exempt from CEQA. And that concludes the presentation.
Any questions for Ms. Wells? Madam Clerk any public comment
Chair Harmon and members of the board we have no request to speak on this item.
Okay a motion once again, A through D?
So moved. Second.
All in favor say aye. Aye. Any opposed? Passes unanimously. Madam Clerk number five
1:17 – 1:243 turns
Chair Hartman and members of the board, departmental item number five is from the Santa Barbara County Employees Retirement System. It is a hearing to receive and file report from the Santa Barbara County Employees Retirement System also known as SB CSRS.
Mr. Levin? Yes, thank you. Welcome.
There we go. Thank you, Chair Hartman and members of the Board of Supervisors. My name is Greg Levin and I'm Chief Executive Officer at Santa Barbara County Employees Retirement System. And I just want to start by thanking you for taking the time to hear this item today. I'm incredibly blessed and lucky that I am one of the department directors that get to come up here every once in a while and just reflect with you and talk to you about how things are going on. I'm not asking for anything today, but we're really just doing some, I think, strategic planning, some discussion, and really kind of building on this partnership. And that's a really important thing. And I wanted to acknowledge that and thank you for the time that you're spending today because I know it's a commodity and a precious thing that you guys have.
The next three slides are, you know, I start every presentation that I do in the community and when I'm talking to the members about the three things of who we are, what we're doing and how we deal with it. But rather than go through the next three slides, I thought if you'll indulge me, I'd share with you a little bit of an anecdote about something that happened recently that really I think expresses who we are and talks about the value of the benefit that you're providing your employees and our members and to our community really.
A couple months ago, maybe a month and a half ago actually I came into work and every Monday morning we have our leadership team meeting. We get on a call Monday morning and I have two of my leadership team members with me Rebecca Valdez and Crystal. Rebecca runs the investment portfolio and Crystal is our Deputy General Counsel and works with us on legal matters Crystal was, I think, breaking down what had happened last Friday at the leadership team meeting with Rebecca Bardotka. She's a member of the member services director and then we were talking about how we lost a member of our extended county family about a month and a half ago this was a public works employee that Worked for the department for 27 years. As Scott mentioned earlier today, he was someone who spent his whole career filling potholes fixing equipment doing things like that a real salt of the earth person that does actual work not somebody sits at a desk like I do and he had gone to the doctor a couple days before and he found out received a terminal diagnosis And for those of you guys who have lost loved ones, you know that those moments are filled with a lot of anxiety about what's going to happen to the people that you leave behind.
People get to the point of acceptance about themselves really quickly but then it turns to who's gonna take care of the people that I love and make a difference in their lives? And you know, the answer to that question is when like a lot of county employees are teaming up with us before. You know when you come across a family in crisis, your operational tempo goes up, your timelines compress and you step into action and you do what you need to do to make it right by that family.
And so within two to three day period what we were able to do, what normally takes two months. And we were part of a team and it wasn't just SB Service. This was County HR, public works staff actually Ms. Barcelona who you guys honored today was part of this. She's the safety officer. She had an employee in need that she wanted to take care of. She immediately got on the horn with my team and she put the wheels in motion. Then we were able to get this person through a process that normally takes one to two months and two days And we were able to get their documents signed. We were able to get them retired before they passed away, and why that's important is that that dramatically affects the benefit that the person that they leave behind gets.
So back to that anxiety about solving that anxiety and helping a family in crisis. That's what we're doing. That's what we do at SB Surge. And it was just a great thing and I came into this conversation, I was not involved in any of this. All of this happened without me being involved. I didn't have to you know tell staff to man the battle stations and get this done they just stepped in they leaned in and they did it and they did it in partnership with Katie and HR and Shannon and Public Works You know, we're just also blessed that when the process works it really works and that's what happened. But it's also a reminder to me you know I started working for the county in 2002. I've been here a long time and the people that I retire today are the people who taught me how to be a county employee and the value of being a county employee so It's my opportunity now to return that favor and work with the next generation Just really important to me to explain to people when I talk about what we do at SB Service, that's what we do.
We're going to talk a lot about finances and bottom line and numbers today and performance but what we really do is take care of people. And this is a benefit that We should really appreciate as county employees, and we should cherish because it's a really important benefit when we all get older. And I think as we get closer to retirement and as things happen in our lives, as we lose less than once, we can appreciate that we have this benefit. And it really is also because we're a community and we're a family and it doesn't work unless All three departments are working together. So that's, thank you for indulging me I just want to it's very important it's why I love my job and that's why I love working for the members. You guys are my members and all of the county employees are my members so just remember that when you learn about it when we think about SB Service Place So I'm going to skip through the slides and, you know, this is where I normally brag about all the things that we do and operational focus.
And I think it's very consistent with what you guys are doing over here on your side with one county one future. But let's get to the results. Right now, we're three days away from the end of the fiscal year. This is the 2021 plan results here. We finished the year June 30th, 2021 with a position of just under $4 billion that was on the back of a 25.2% investment return. I'll talk about what's happened in the last 12 months towards the end of the presentation but as of our last actuarial valuation, we ended up with an 89.5% funded ratio
1:24 – 1:455 turns
Supervisor Nelson has a question right here.
Yeah, thank you I usually don't ask it during the presentation but I think it's a good time to ask this question. 89.5% funding ratio is pretty impressive number how does that compared to what's going on at the state level like PERS or STRS? I know those are two kind of comparable programs that a lot of our other municipalities are participating in so where they have in funding compared to San Barbara
County? So I looked last night CalPERS is at 80%, right around 80% and CalSTRS is right around 70%. So we're doing well, I think. Well, I'll talk a little bit about how we got to that 89.5%. But relative to our peers, we've done very well over the last 10 years. It's one of the things that I'm proud of.
Yeah and I want to make sure I ask that this time so that could get seen. Thanks. Thank you.
So I mentioned $4 billion of assets. We have a $4.46 billion liability as of June 30, 2021 and that means we have an unfunded liability of $470 million. To sort of explain to you the magnitude, that number was over a billion dollars the year before. That's the impact that a 25% return can have. On your funded ratio. And so just an astounding investment year that we closed out June 30 2021 with it was, I think one that all well hopefully I won't only see it once in my career but it's the first time that I've seen it and my career and I've been doing this for a while.
And a little bit more about here, so that's the top line numbers who we are demographically. We have 4,321 members and that's just under $90,000 is their average annual pensionable pay. We have 4,287 retired members, so we're just turning the corner and we were soon to have more retired members than we do active members likely. The average age of a retiree is 58.8 years, that's reflective because that's combined age of both safety and general members and safety members tend to retire at a younger age because they have very a lot of physical requirements on their jobs.
This may surprise people the average benefits 40 just under $45,000 a year so not what you often read about in the newspapers it's a lot less than that and 45 thousand dollars a year is a tough thing to make it on in Santa Barbara County And so, especially with inflation like we have right now. But that's the benefit. We have a number of deferred members just well under 2,000 deferred members and those are people who used to work for Santa Barbara County and have gone out and worked for other agencies but have left their money in the system and maintain the ability to come back and get benefits at a later date.
And then sort of tying it back to the anecdote I showed with you at the beginning in the presentation, we have 619 beneficiaries on the bill as well getting an average benefit of $25,000. Those are those are the left ones and the surviving spouses of our county family members that have passed. And so that's 10,921 total members and beneficiaries that we represent at SB Service and the people that we take care of.
So let's talk a little bit about financial trends and net investment performance. It's tough to see, but this chart if you pull it up online you'll see across the board we have each individual fiscal year shown across the top. But on average as at the end of March 31 quarter We were 8.42% since inception, that's since 1987. The 7.77 is our 10-year number and it works all the way down to 10.79% over the last three years. It's higher over the shorter time periods because of that significant investment return we had at the end of June 2021 And then, you know I get this question often. This is how this is one of the ways that we compare ourselves so we talked about absolute performance just what the total return numbers are one of the ways we evaluate how we're doing and as we sort of we compare ourselves to other systems And I took over the system in 2015, well 2014 late 2014 beginning of fiscal year 2015 and I don't think that laser thing on this works.
But you can see right in the middle of the chart with those green and blue. I'm going to go ahead and open it up for questions. Consistently better than average because if you consistently better than average on an average basis over the long term, you will outperform everybody and that's what we're trying to do. We've put a lot of effort into building an all-weather portfolio for you guys in Santa Barbara County and I'm really proud. The star on the screen there highlights the end of the March 2020 Quarter, so that's the height of the losses from the pandemic and you can see that our portfolio outperformed almost all of our peers during that down market cycle.
And if you look over to the right, you can see that in up cycles we tend to underperform a little bit but we still stay right around the average maybe slightly below median. But in the down cycles is where we really shine so we're trying to be really consistent with our ideology and our methods here. We're trying to not be the tail that whacks the dog. We want to be a low volatility portfolio. We want to give you guys a long runway And kind of an understanding of how your pension system is going to affect the county finances, that's our goal.
So that's relative performance on an absolute basis as we compare to our peers. The numbers that I'm really proud of is what we call risk-adjusted performance. This is when we factor in the volatility, like I just mentioned. We don't want to be the tail of our livestock. We want to be steady and consistent. We want to provide you with easily anticipated and consistent results that you can expect. What you can see here As all the dots at the top of the screen here in the highlight, we are a top quartile on risk-adjusted returns. So we're actually in the most recent quarter ended March 31 which is where this chart is from I think we're in the top 10 percent or top decile of our pure plants for risk-adjusted return. And what that means is that every unit of risk that we're taking, we're earning more and so it's an efficiency measure.
It says how much money are you earning? You can earn a lot more money if we're willing to put a lot more money at risk but if we can be more efficient over the long term, that's also going to help our goals. That's going to achieve our goals that we're trying to achieve for you And so what does that all come together with? And here's a chart that shows the funded ratio of the plan. And Bob, you asked, Supervisor Nielsen is not here and I apologize. I'm overly familiar sometimes but he asked about our funded ratio and it's improved quite substantially but you can see 2016 went down a little bit turning into 2016. That was the last time we lowered the discount rate to 7%.
Since then it's increased slightly And it's improved and we're now up to 90%, but it's increased gradually, and that's actually a measure we want to see. It dipped a little bit in 2020 and that was the back of a 0% investment return year. We'll talk about what that looks like in a couple slides for this year as well. Similarly another way of looking at it is just the amount that the system charges the county through contributions every year. And so currently right now, based on the June 2021 valuation, you're paying 39.07% of pay. So for every dollar you pay one of your employees, you're contributing $0.39 to the pension.
That is high if we look back at the trend back to 2008. You've been Making steady workman-like progress towards paying off those liabilities that were created during the great financial crisis in 2008. And that's a big part of the reason why the rates are as high as they are right now. We'll show you some projections about what that looks like, but they've stayed fairly consistent since 2014, right at range bound between 36 and 40% billing. And we're hopeful that will continue to stay kind of in that range until we complete and pay off those liabilities from 2008.
What's also notable about this chart though is it also shows the extent to which your employees have been stepping up to the plate to solve what, you know if you go back to 2009 this was a generational problem that was I think expressed in a way that can be solved and I think what we've now shown over the last 15 years is that we're well on our way to solving this problem. But the employees have stepped up and they've increased their contributions from on average about 7.5% to 9.3%. That might not sound a lot, but that's a 30% of on average increase over the basis of contributions that they were making over that time period.
And I think given the current economic climate and inflation, I can tell you it matters 2%, 3% of pay matters. It makes a difference in people's lives. You know, it's felt on Christmas and birthdays and medical appointments and all the things that we deal with in our regular lives. So them making that contribution is also meaningful and it shows the partnership that's gone towards solving this generational challenge.
So your covered payroll, similar trend coming out of the great financial crisis in 2008. You guys stayed flat for a number of years. 2012-2013 things returned to a normal trend and you've been averaging around 2.75% per year. The size of your employee base has not been increasing And you've been doing a good job of managing your covered payroll. So it's been right in line with our growth estimates, but you're obviously I think and I think you know this we've had 8% inflation over the last year and so now we're entering a more competitive environment and it'll be interesting to see what payroll growth looks like over the current period.
So the outlook where do we think the future is going to take us? Being a little bit dated here because we're about to go into a new actuarial cycle. But if you just were looking at our June 30, 2021 contribution projections from last year based on that 25.2% concern what you'd see is a steady decline in your contribution rates from 2021 to 2030. And then, excuse me to 2029 and then between 2029 and 2030 you see a significant drop off. So that cliff, that contribution cliff, that is the final amortization payment that you're making on those liabilities that were accrued out of the great financial crisis. Now I'm going to use some fancy animation here and I'm going to show you this is what you look like at the end of June 30 2020 So this gives you an idea of the magnitude of the change that 25% investment return brought.
Your contribution rates this year went down 2-3%, over the next 4 or 5 years they're going to be almost a full 15% lower than they would have been. It's a pretty astounding result. And like I said, it's only happened once in my career. I hope that happens again but that's not what we plan for. We plan for kind of more average results and this year honestly if you've been following the markets recently we're getting a more average result this year. That's a positive way of looking at it right now.
So what I think you're gonna see in practice and what I've always said is This line is going to continue to slow down. It's just gonna smooth out and based on what happens over the next eight years, that contribution cliff is gonna go down but we still think you're gonna end up roughly in the same place at the end of 2020-21, 2040 in that time frame. You should be entering a period where your employer contribution rates are more in line than 10% to 15% of pay range and that reflects of disciplined implementation of a plan that was 20, 30 years in the making and you're about a little over halfway through it right now. And so I think it's just important to remember that things are never as good as we think they're gonna be and things are never as bad as we think they're gonna be and through discipline and hard work and consistent focus, generally you can navigate and get to where you wanna go at the end of the day which is a sustainable cost affordable pension plan This chart, I talked a little bit about those amortization layers and you can see the contribution clip is sort of expressed in that red line which is our total UAAL payment.
That's the payment that we make on the unfunded viability and that red line is the net of the bars below the axis and the bars above the axis What you're seeing here with those green bars on the top, that's the amortization payment. Those big thick green bars that are right above the axis, that is the amortization payment From the 2008 great financial crisis, and you can see it ends in the year 2030. That's the last time you have to pay that amortization layer. Why this charts mean is it shows in comparison to that layer shows the effect of that 25.2% investment return that you had last year? Those are the purple bars that are running below the access and you see because it just happened last year we're phasing them the recognition And then we're amortizing that gain over a period of 20 years total.
And you can see how that gain offsets so much of those losses from the great financial crisis, and that's a big part of the reason why your rates are the way they are today and why you've seen declining rates. So let's fast forward to June 30. We closed the fiscal year on Thursday, so it's June 30th is the day we mark the value of the portfolio and just to give you a little indication of what the current market climate is. We're still positive as at the end of May proud of that. We were seeing top quartile performance in the second quarter In the quarter ending March 31 and we're optimistic that we're going to be look really good on a relative basis through at the end of the second quarter on June 30, 2022.
As I've been writing up this portfolio of this report which I put together around June 16th, yes 60-40 stock bond portfolio which is a much simpler allocation than what we use at SPService was negative 4.18% for the month of June. After I put together this presentation, things got substantially worse for about a week and then things got substantially better for a couple of days and currently I checked this morning. I think that 6040 is down about 4 1⁄2% through the month still as of yesterday's market close. And today it seems that markets are just kind of trading neutral but we're watching it very closely as we close because we're now two to three days away And so, let's assume for a second and this is not a promise or guarantee I can't predict what's going to happen.
And, and I want to be clear that we'll our evaluation process will get some preliminary numbers at the end of June, the end of July takes about three weeks to close things up at the end of the year but then The reason for that is we have a substantial amount of private assets in the portfolio. But let's assume for a second we have another 0% here. Well, we just had one of those so we can really kind of understand the impact of that and it's tough to see on the projection screen I think you can see it a little bit better on the TV but if you look at you can see there's, I don't know what color that is maybe ochre bars and there was a call out right next to $30 million $30 million was the annual payment of that 7% loss.
That was caused by that 0% return in 2020, so it's the best example I can give you right now. It's just using the past illustrates you what the future might look like and again it could change substantially between now and the end Also those valuations that we get are informed by what happens after the fiscal year as private investment managers price those assets.
But best we can tell, we're looking at a pretty similar experience to what happened in 2020 and I think at the result of 2020 what happened was your rates went up slightly about 2% of pay per year. So, one of the other things that's going on is every three years and why this is a particularly timely presentation. Now you guys are hearing is every three years by law we require to do an experience study of the system and what that is as we look at our investment assumptions and look at all of the things that go into creating the value of that liability that we're paying off This chart shows our funded ratio, a cross-reference to the return assumptions used by the 20 California County Investment Plans. We are the orange dot in the middle of the chart right above 7%.
That's our current investment assumption. And the investment assumption really is the biggest assumption that has an impact on what your contribution rates end up being. I like to tell people we're in the middle of the peloton and if it looks like a bike race, you've got the leader out front and then you've got us kind of in the middle of the pack and that's right where we want to be.
But what I can tell you is that the general trend is all those dots at 7% are moving to the left now, they're trying to catch up to the leader there. And they're moving to the left and we've seen several plants in recent months lower their assumption rate down to 6.75%. By the way, when we last lowered to 7%, we would have been all the way at the front of the pack. We would have been out in front of the peloton so now over this last six years, we've kind of returned to the middle of the peloton which is where we want to stay. So I think it's important to tell you that we're going through this process right now. It started in April and May. The board looked at its capital market assumptions. That's The tool that it uses to estimate how much portfolio is going to generate based on each individual asset class's expected return and correlation.
Right now, June-July time frame that we're working on what we call our Asset Liability Analysis. That's when we look at the plan's liquidity, what we think our cash flows are gonna be. We're looking at things like retirement trends, how many people are leaving? What the new benefits look like compared to the old benefits? What the new employees are paying? We're looking at asset allocation to determine if there's any changes we can make there to offset the cost.
And we're looking at other economic assumptions like inflation and that all culminates at the end of fall, November-December when we get these actuarial valuations experience studies and audits all completed and up in front of the Board of Retirement. The Board of Retirement has to decide what assumptions it wants to use to value the liability. So I think speak for all of us involved that our goal is a stable contribution, right? Some long-term plan sustainability. That's our guiding star. That's what we're trying to achieve. I think that's what we've done a very good job of achieving over the last decade.
And so we wanted to make you aware of that process and I think that concludes my presentation. I'd just like to say thank you for hearing me out listening and I would be pleased to answer any questions that you have
1:45 – 1:546 turns
Supervisor Robonino, who represents the board on SB Service Board.
Thank you. Greg I just wondered if you could update the board for just a second? I don't remember us bringing an update at all about Robin Hill Road. I'm not sure our board knows about
what's going on. In 2019, the Board of Retirement decided to buy a building. We purchased a building in Coleta, California. It's a 30,000 square foot building. Real estate investing, what we call it's a value-add project. It was a building that was pretty much fully depreciated and needed to be recapitalized. We had many reasons for buying the building. One was we were at the end of our lease. We're out of market on our current lease space.
We ran a financial analysis and determined that given that we were gonna be around for hopefully hundreds of years That the buy versus lease decision becomes pretty easy over a longer term horizon. It's always more efficient and costs less to own than it does to lease because of the effect of CPI and inflation So we purchased this building and we've been in the process of recapitalizing it for a couple years now. We're almost complete with the project, we are going to for the first time have space that's custom built for providing services to our membership so it's going to be a much safer space. It's going to provide for clean environments and we're no longer going to be an itinerant board at the Board of Retirement so we'll have a boardroom And we'll have a place to meet, and we'll also have a place to have member events.
And hopefully, we'll have a place to host training opportunities for your employees too. We're very cognizant of sharing that resource that we're building out there. Then the other aspect of it is this is a chance to take some of this pension money and invest it back in the local community. So we're accomplishing all of those things, and we're really excited about it.
Every time I put a date on it, it's back. That's how construction projects go. We're hopeful that we are going to be open within the next couple of months. Staff will certainly be back and working in the facility but whether or not we're open for board meetings and public events is still out.
Yeah, I think it's going to be great for our members. It's interesting that as board members we're here and somebody retires and they leave and for us that's it you know it's like thank you we appreciate it you did your 30 years and that's it but for the Board of Retirement that's just the beginning right people transition from active status To now retirement status and all kinds of things happen in your life, whether some are good. You get married or something happens and you get divorced or there's a death in the family. All those things really can change kind of your benefits and how things happen and to be able for someone to go into a physical location and contact some of our outreach members.
Is going to be a really added bonus for them. So I just wanted to take a quick second. I don't know how long I've been on the Board of Retirement, maybe four or five years. But before I got on, I took a much more simplistic view of our investments. I thought of the county investing as kind of like what we all do in our personal life. You're tied to index funds and I think most people out there understand the S&P 500 and NASDAQ. And you're like okay, I've got all my money tied up in these index funds. And I was curious why I could achieve higher returns than are, you know, these experts hired by SB serves. And once I got on the board, I realized there's a big difference between what you're doing with your personal money as what you do with institutional investing.
Our goal on the Board of Retirement is to provide that benefit for the rest of the life And so you've got to be looking not just at what happens this month or next month. And it's interesting when Greg was talking about, well shoot the month of June did this and the last couple days did this and that's because we're closing um the year out but We're not looking at next month's returns and it's nice that we got a 25.2% return last year which Greg said I would hope that we would do that again someday but That's not really what we're looking at. You know, yeah this year we're gonna get a zero last time we had a 25 but we have a very data-driven diversified mix that's designed to look out over a 10 15 20 30 year pathway that landing zone and so you know a lot of times I got questions whether or not is this plan sustainable?
And it really comes down to if you can achieve the return rate of return that we've planned for, it is sustainable. And I think those numbers that Greg put up since inception all the way back to inception a little bit over eight percent and there isn't one segment where there's three year, five year, seven year or ten year that's under what we have planned for. So it is absolutely sustainable.
But it does take That disciplined approach of not chasing returns. If you looked up there, different counties do things differently and a lot of them are more heavily invested in equities and in the good years they'll see this huge run-up. And everybody high fives and everything's great. But when you hit the downtime, all of a sudden you're in panic mode and it's what do we do? So I really endorse the strategy, the investment strategy that we're employing.
I wouldn't recommend anybody watching our meetings because it can be a little bit dry, but they are for us. I just think it's a real eye opener and for any employee that wants to look at how their money is being invested show up you know watch on zoom see something you're going to understand that this isn't just a dartboard approach to things lot of data And a lot of careful thought. We are thinking about the employee, the widow that is looking out over the next 20 years. How am I gonna survive? What am I gonna do? Making sure that person gets to go to bed at night with a clear vision of they're gonna be taken care of so.
It's my pleasure to serve on that board. I will tell you that there are hours and hours and hours of training that are actually required for members to take so there is a lot of There's a lot unfortunately, there's a lot of travel that's associated with it need to go to conferences in these things but it is It's very interesting and I really enjoy it. And like I said, I can't promise a 25% return every year but I think we followed it up with one that's a little bit more realistic unfortunately. So for our employees out there, I want them to know that this is not some sort of Ponzi scheme. This is not some sort of... We didn't put everything in crypto or we're not betting on the Padres to win the World Series this year.
Which although would be a very good bet by the way if you are doing that This is math defined through data and following the models that are set is going to get us to where we need to be. And, you know, you can argue I know there's folks on both sides that argue whether or not people, you know, public employees should receive a pension or not receive a pension. But whether or not this plan is sustainable, I think is actually beyond an argument at this point that as long as we continue on the plan we've set forth it is absolutely sustainable.
Thank you and thank you for taking all those trainings and doing all that traveling. Other comments or questions? Supervisor Nelson?
Yeah, thank you Chair Harmon. You know I'm somebody that's been critical of the pension system for a long time but it really does show the evidence that you've given us today that the austerity measures that this board put in place some years ago have really paid off You know, the decision to increase benefits and maybe assume a higher return rate than it was reasonable was done by maybe a past generation of boards. And we've been paying for it ever since. It really has come at the expense of requiring more money to do less in this county.
According to the plan, as we see it today. It looks like that in the future and it's not that distant future anymore that we're going to be in a place where we're gonna have some that's more reasonable more comparable to the private sector. and sustainable. And so again, my appreciation to past boards that have bit the bullet in CEOs as well as our representatives on the pension board.
I think they've done an excellent job now we can't celebrate yet. I think the person I saw most intensely looking at this was Nancy Anderson because she knows that the budget coming forward and what this is all gonna mean to us cause we are codependent on each other and making sure that we're a healthy organization Thank you.
1:54 – 2:0123 turns
I just like to echo a lot of people asked me four or five years ago, you know what are you going to do about this huge liability. And I think at that time we had the plan in place and by 2030 we're going to be in much better shape but now we really see the evidence that that's happening. Could you talk a little more, Mr. Levin though about we got to move from seven to six five and a little more about what's behind that when that'll come what the implications are?
Certainly, I don't know that a 6-5 is going to be the ultimate answer or the next step even. I don't want to get out in front of my board on that but I will tell you that every three years we go through this process and we use actuaries and our fiduciary council on investment consultants to come in and provide us with data and then the board has a judgment decision it needs to make.
Create that 7% assumption that we have now is based on estimates of what inflation is going to be and what the return is going to be. And what wage growth is gonna be, we call this the building block approach. So we analyze each of those things separately. But overall I can tell you as an industry professional there is a gradual trend down to points likely lower, and I don't wanna mislead anyone, likely lower than 6.5%. It's not a question of how How low we go so much as how fast we go lower, and it's taking into account things like the impact on the community that are some of the more softer judgments that the board has to make.
And also the reasonableness of the outcomes and reliability of the models that we're using So we're committed, I think to something that's gradual. We're committed to contribution rate stability but I think as an advisor to the Board of Retirement and I share this with you all but yes it is a long-term plan to go lower in a slow and gradual fashion so that we're achieving these goals and we're making that 2030 moment a reality So, I'm not sure what else I can add to that discussion. It's gonna all happen in public. It's gonna take place over two or three meetings this fall. We notice these meetings on our agenda. Since the pandemic we've gotten real good about putting our meetings online for people to watch and making it easy for them to attend.
And we'll consider all opinions and information that we can collect.
Thank you. Madam Clerk any public comment?
Chair Hartman and members of the board, we have no request to speak on this item.
Okay I guess when things are going well we don't hear a lot so we made a motion to receive and file this report.
I'll move that we receive and file and I still have one more comment okay
and i did too i will second that my comment was i just wanted to Praise Greg for the great job that he's doing and his staff, just really quality people in that department. And we really appreciate all the great work that they do.
Supervisor Nielsen. Yes,
thank you Chairman I just wanted to follow up on that question you had about lowering the rate because i think some people in public don't understand what that means for a system like this and it means de-risking it right is making sure that we're at a level where we don't need to chase you know such speculative investments when we have a lower interest rate The mix of investments that we can make are something much more reliable, and that's what we want from our government. We want something that's reliable, that we can count on, that it's not volatile, that we can be the backbone of the fiscal budget that we have here in the county. So I just wanna make sure that was connected for people out there that may be watching, that that's gonna be a really important part of our fiscal future.
Thank you. So we have a motion in a second to receive and file all in favor say aye. Aye. Any opposed? Passes unanimously. So now I need a little help with agenda management.
The next item is an hour and a half, we could take a break and come back and do that or the next item seven is just a half hour. We could do that before lunch.
Chair Hartman and members of the board, I believe departmental item number seven is also indicated for an hour.
Okay. It's 1130.
So Chair Hartman, members of the board if we do pursue either departmental item number six or seven I do recommend that we take a 10 perhaps even 15 minute break. We will need to let departments know as we've indicated to all departments and the public that that will be taken later in the afternoon.
10 minutes? Okay.
I have a question about if we've let the public know that it's gonna be in the afternoon was there a time certain or were people interested
Chair Hartman and members of the board, that is a good question. Supervisor Lavanino we do not have time certains on our items when we indicate time estimates. We do stress that those are time estimates and they can change based on our agenda throughout the day but we did indicate to the public that would be this afternoon.
Okay were more people interested in which one? So I mean if we were going to do one before lunch
Currently chair Hartman and members of the board, we have no request for either of the items. I believe it's, it would just be members of the public who would
be.
In response to that question, I would think because we have the fire chief here as well, who's waiting around. I think this second item on alerting is probably more public interest.
And it's
shorter so let's 10 minute break come back and do seven
2:13 – 2:359 turns
After a short break, we're reconvening the June 28th 2022 Santa Barbara County Board of Supervisors meeting here in the Santa Maria hearing room. And we still have items six and seven in our agenda. We're going to take seven first and then go to closed session. So Madam Clerk, would you read number seven into the record please?
Chair Hartman and members of the board, departmental item number seven is from the county executive office. It is a hearing to consider recommendations regarding the Santa Barbara County emergency alert and warning systems. Ms. Hubbard welcome.
Good morning chair and supervisors. There we go. Good morning chair and supervisors. Yeah, it's been a while since I've been in person as well so apologies considering the time of year and we're getting into fire season and or are in fire season is thought it would be a good opportunity to update the board and the public on our various communication systems that we use for emergencies. So this is Give a little bit of an overview on alerting, what it is its purpose. What are our tools here in our county?
A recap of some of the alerts that went out during the bridge fire I know there's some community questions regarding that and then some of the challenges and paths forward on how we're continuing to try to improve our processes and improve community alerting. So first and foremost alert and warning objectives Really at the top there is the right information to the right people, at the right time.
And that is what we keep in mind every time we're putting together an alert. So goal to protect lives and property often alerts are directly associated with a protective action that the community is looking to take. Time is of the essence I'll talk through all the processes that go through to make those happen. Communicating protective actions, what is it? What do they need to do in that moment?
And then the use of multiple communication pathways. This is a best practice not only a best practice because of lessons learned here in our community but across the nation and the world that we know that using multiple communication pathways is the best way to ensure our community members take the actions that we would like them to take when necessary and quickly So just to walk through this, and this is a little bit of a chart just talking through some of the timeline. When we talk about alert and warning or protective actions getting those to the community there's multiple steps. And so in that process time frame now that yellow timeframe, we learn about a fire, an earthquake something of that nature. It takes time for first responders to get on scene it takes time to size up the event To come to agreement on what protective actions might be needed and what those actions are to communicate back to County Sheriff's Dispatch or Office of Emergency Management.
Then we have to write those messages, develop those messages bilingually And fill in that information into our alerting system, draw maps actually push send. Have it go through the various types of equipment and technology that help us push out our messaging and then the community to actually receive that message process it and determine how they're going to respond to that information so there's a lot of time frame in there.
Wanted to point out that we have a lot of guidelines and regulations that help guide Office of Emergency Management as well as Sheriff's Dispatch in this process. Both local policies and procedures, as well as state alert and warning guidelines and various federal regulations. So who alerts and when? Authorities with the public safety agency who is determining protective actions prudent most often this is a collaboration, often in our county when we talk about fires. Even floods we work in a collaborative manner where this is the sheriff's office and our fire agency or fire authorities working together to determine I'm going to talk a little bit about what those protective actions are.
So then who does the alerting once that determination is made? If it is a new or imminent threat, for instance of fire law enforcement activity, then that is often sheriff's dispatch. Sheriff's dispatch works to put together those messages and send duty officer is activated, at which point then the Sheriff's Department dispatch works with the OEM duty officer saying hey are you ready? Are your systems up and going? Can you take over this responsibility?
And so in those new and imminent threats that's where that responsibility will lie until OEM emergency managers can take that on. In a pre-notification event, so those are concepts like storms rain PSPS event public safety power shutoffs. Then it is the office of emergency management duty officer and they will take responsibility for those notifications. I did want to point out there's some notifiers that are outside of our county.
An imminent natural event, National Weather Service or NOAA and the USGS such as flash flood tornado tsunami earthquake they may also issue alerts they typically will only use WEA wireless emergency alerts or EAS that's the ticker tape along the bottom of your screen concept And then an incident of national significance can be issued or initiated through the Office of the President as well. So just for awareness, oh I missed one on this. As I just want to point out because CHP California Highway Patrol can do AMBER Alerts which sometimes get those are alerts that come through through the same system and so although it's not a protective action concept you may receive alerting through CHP as well for AMBER Alerts Oh, you know what? I wanted to address one question that came up about pre-notification concepts.
Storm rain flood kind of concepts National Weather Service often issues those Office of Emergency Management duty officer will often reiterate that message through our ready SBC registered alerts or concepts If it is impacting a fire scar area that may have an enhanced debris flow consideration or concern, then we also have a set of protocols related to each of those burn scars.
Right now the recommendation is associated in a first year burn scar .95 inches per hour. We take the general recommendations from National Weather Service on expected level of rain Bring that back to our storm consideration group, which includes the sheriff fire department public works various partner agencies. The CEO's office OEM and ultimately the Sheriff and Fire Department make a recommendation on our alerting or emergency protective actions in those instances we do try because storms we often have prior notification. We do try to get those notifications out 24-48 hours in advance based on National Weather Service's timing of predictive measurements.
So our priority when we do notifications, fast moving events. Sometimes we may only get to one and two and that's why I want to point this out. So our first priority is immediate protective action where there's an immediate life safety consideration such as evacuation order or a shelter in place. Often that's your smaller dot your smaller population. Second is our readiness for protective action. So evacuation warning, be prepared to leave.
If you have if it takes you longer to leave if you have animals large animals or other considerations you may evacuate at this point but evacuation warning so readiness And then the third, which sometimes in these fast moving events we don't have time to get to is awareness. We may alert a general larger population for awareness purposes, traffic impacts, smelling smokes, maybe smelling smoke, it might be highly visible to other community members that aren't actually impacted and so that third priority is something that we work to try to get to but sometimes we can't and often Letting them know, please don't call 911. This is the area impacted and these are the
actions
we're taking. So elements of an alert talking about what goes into an alert. These are actually part of a statewide alert warning guidelines. They are requirements within the wireless emergency alerts for the federal system so we are to identify who's the source of the alert? Who is it coming from? What is the hazard? What is the location impacted? What is the protective action and what is the time frame associated immediately soon until further notice. So typically we try to provide a timeframe associated with this protective action.
I have another slide that will demonstrate a little bit of the limitations of our various types of notification systems. But you'll see it's, it gets difficult to get all five of these into some of these systems when you talk about limitations of
character count So,
oh, I skipped one. There we go. Alerting and information tools. So these are all the various tools that we use associated with alert and warning. And I know this can be a little small. I also have a handout that has been provided to the Board of Supervisors and some takeaway materials that they can provide to their constituents regarding these that outlines them in a larger format easier to read.
But field notification, this is where. Immediately Sheriff, law enforcement field responders will start to do an immediate notification door-to-door knocking using sirens or alarms or PA systems. The sheriff's department is in process of installing evacuation sirens into their deputy vehicles and that's expected to be completed in the next year. And so additional ways to notify out in the field then we talk about wireless emergency alerts This is a federal based program where we go to cell phones.
I have a little bit more information on this in the next couple of slides that I'll get into ready SPC alerts really want to emphasize this with our community members. This is the best way to get information and be registered to receive information because you can indicate cell phone, landline email text, phone call all of those components Moving along, we have our emergency alert system. Again that's your ticker tape or beep beep beep on the radio.
And then Nixle, that's a zip code based text to register concept. Honestly it's not our favorite because if there is just a small portion of a zip code impacted if I use zip code I have to notify that whole zip code. It's good for awareness information type messaging not necessarily direct you are the ones impacted messaging So that top row, I want to point out is our alerting tools. These are the ones that directly reach back to individuals who have registered or have cell phones in the area. The bottom row is our additional ways that we get information out. So alerting pushing the message to the community member versus the community member having to go to these methods of receiving information along the bottom. And so along the bottom we have our social media and ReadySVC.org, 2-1-1 traditional media radio ready and our county call center when activated but again that bottom row requires the community member to be aware of an incident and to be monitoring or going to those sources to receive that information whereas the top ones allow us to push information
out. There's a delay, sorry. Here's an example
of one of our pre-scripted messages and I just wanted to point this out. One, Office Emergency Management with Sheriff's Dispatch we've worked on and collaborated on pre-scripting as many messaging concepts as we can identify and pre-translating them with fill in the blanks making it easier to get these out in English and Spanish This also demonstrates a lot of the character limit concepts that we have. When I talked about getting five concepts of who is sending the message, what is the incident? Who needs to... What area's impacted? When you look at the WEA, the English Wireless Emergency Alert and 90 characters, I gotta get five concepts into that. If you have a long name or a long street address or something of that nature, it gets more difficult.
And so these are pre-scripted just to give you an idea of some of the ones that we have. These are loaded into the system so that Sheriff's Dispatch and OEM can pull these up and use them quicker and easier but just gives you an idea of kind of the complexity. So some of our translation tools speaking on the bilingual component We lean on Sheriff's Dispatch and OEM bilingual staff.
It's our highest quality and fastest turnaround, however not always available. A couple years ago staff in the county did it and with partner agencies did a wonderful collaboration to create this message alert generator. It's basically an Excel spreadsheet where someone can put in the words that they're trying to translate in English and get some very basic translated Spanish language to use in alerting.
And then we have our Spanish Alert Translation Team, which are members of our county and community partners who we can contact. It takes a little bit longer and sometimes we're working through what emergency verbiage might be on a Spanish translation. So WEA is probably the one that generates the most community questions and frankly confusion So I wanted to spend a little bit more time on that.
The blue boxes indicate the component of the county staff's part in putting together this message. So emergency notification requested from the Public Safety Agency, Sheriff's Dispatch or OEM draft and translate and finalize the message we load it into Everbridge which is our system we used for sending it and we hit send Then we have to rely on the wireless providers to take that into their system and send it back out through the cell towers, through their various systems. We also rely on the community members' cell phones to receive those messages. So if you think about dead spots within your community or even in your house, I know there's certain parts of my house. I get better reception than others. Those factors play into whether the general public receive that WEA message Additionally, newer technology, newer cell phones have better technology in them for receiving those messages and ensuring that you're receiving the one that is associated with where you physically are at based on geo-targeted concepts.
That is not an older technology phone. So that is a little bit when we talk about those orange boxes, that's where we're relying on the cell companies and their infrastructure to push the messages out on our behalf. And then the yellow, the phone receiving so that's the recipient's phone actually receiving it and then the person being able to see it. Wanted to also point this concept out.
So this is where some of the complexity gets in, where we hear from residents I did or didn't receive this message. When we if you look at the red box let's assume that's our evacuation area. Some of our cell phone providers will use variation one some will use variation two. Variation one shows that it is only broadcasted to towers within my box. So you see, my box maybe touches and I do have so my box may be touches on the in the variation one this right side cell tower But it doesn't actually get the cell tower.
So some cell phone companies will not actually send that message out via that cell phone tower. Variation two, and I apologize these come up a little light in here. Variation two, these cell phone companies will if your box even touches the area that that cell phone tower covers they won't use that cell phone tower to push the message out. So these are some of the variations that the Office of Emergency Management and local government does not have control over. The other additional consideration is Verizon is one of our cell phone carriers who has decided that they will enhance our notification area by 10 miles.
This is due to extreme fire conditions that occurred in previous years in some rural areas where there were no cell phone towers in the area being notified, which resulted in no WEA going out. And so Verizon has made a national policy that they push out their, our notification box 10 miles, which is significant past our box that we draw. So again, a concept that we don't have control over. AT&T and T-Mobile to our knowledge did not do this. Those are our three primary in our county but this just gives you some additional variations of why sometimes the wireless emergency alert coverage Is different based on what the user may have as a provider, whether they have a newer or older phone.
Um, whether they sit in an area with good cell reception all of these come into play. So then I'll speak a little bit about the bridge fire. Some of the statistics on the notifications that went out, there were door knocks. We did the wireless emergency alerts and we used ReadySVC, our registrations. These are our alerting not information protocols so it was also on social media or websites and various other methods including our local media partners who probably got the information out very quickly but Looking at those who were in our actual notification area, we did not receive any concerns or complaints that anyone in the area that needed to be notified did not receive it.
So we think we had very good connectivity and connection and receipt of the message within our notification area. We did receive some complaints outside of that area We believe this is without looking at an individual's phone because sometimes it's hard to tell what they're seeing, right? But without looking we believe this is largely associated with the wireless emergency alerts. Verizon pushing notifications out farther than what we are indicating and then newer and older phones residents may have said I received it my neighbor didn't This could be a cell phone carrier variation. This could be a newer technology in a cell phone. This could be that there's a dead spot in the house or an area where that individual was when that message reached their phone.
So again, we get those concerns or complaints often everyone who called us. We do verify whether they are registered and ready SBC. Their information is current work through and update anything that we might help them with to help them understand those considerations. So looking forward, some of the challenges I've talked through a lot of these with wireless emergency alerts is technology cell phone towers older phones.
Also and this isn't actually just we have challenges I apologize this is also ready SVC. Some of the challenges in our ready SVC data is missing addresses, typos, old information. A resident may not be registered for multiple methods maybe they didn't register for a text message versus a phone call so it's really important that our residents recognize that they need to go into and we recommend them going back to ReadySVC to update and add as many alerting methods as possible
2:35 – 2:434 turns
into the system So we
know based on the technology and the variance in registrations, population, technology that no one tool will reach our target audience. That is why we have multiple, multiple tools in our toolbox and we will use as many as possible especially when we are looking at immediate threat to life safety. We know that there's potential for equipment failure maybe being impacted by the hazard Telecommunication policies as I mentioned has impacted how those notifications go out.
And then the complexities of character count limits and can we explain our message adequately in some of those character count limits? I will say the technology now with newer phones on the wireless emergency alerts, we can now do 360 character count So when we, when staff go into the system they are actually entering a 90 character count and a 360 character count. And the system can send the 90 character count to the older technology and the 360 count to the newer technology. It allows us to get a little bit more information into the messaging.
Some of the staff and training challenges, just for your awareness. This does require extensive and continuous training and exercise. We continue to work with staff Office of Emergency Management and Sheriff's Dispatch work regularly together as well as with our partner agencies. It's a high pressure environment especially for the dispatch office where they're working on continuing to receive 911 calls and other emergency response action simultaneously.
And understanding the information needed for messaging. Sometimes we're having to clarify to make sure where we're hearing information from the field correctly, do we understand that? We mean from this road over did we get the right road? Do we have the right intent and sometimes that takes some additional coordination. Accessibility and whole community challenges. This is one that I want to give you in our communities in our office credit on that she continues to work on consistently, we have language barriers literacy challenges people with sensory disabilities. We know that alert and warning tools are not great for those who are hard of hearing or maybe deaf. We are working with various Tool providers, you know bed shakers for at night for those who are deaf.
So how do we continue to improve our systems to communicate with these populations? Geographic and rural communities will always will continue to have a problem if we do not have good self coverage in those areas. How do we get ahold of commuters, travelers and transient populations in our homeless populations when they're coming through town again? Wireless emergency alerts are best tool for that, but they're also the one Less control over on how we can get that messaging out.
The path forward, Office of Emergency Management and the Sheriff's Dispatch Office work together on this routinely. On the public and private cross-sector coordination I wanted to point out some of these partners were working with our local response partners other dispatch agencies Other response agencies in our cities, California Public Utilities Commission, Cal OES and FEMA, the telecommunications industry. I'm pointing all this out because there's new and emerging technologies that we have to stay in coordination on and ensure that as those technologies continue to change that our alert warning systems are improving with those. So if you think about the EAS message, that's a ticker tape along the bottom of your screen. How does that work when people are Doing when they have smart TVs and they're just logging into their Netflix account.
That doesn't our system currently does not allow for that, that is next generation technology that is being developed now and so we're continuing to work through that work with all these partners to ensure that this improvement in technologies are all lining up with our learning capabilities. We're exploring new methods. We have not traditionally used a NOAA weather radio. If you live in the Midwest or if you've visited the Midwest, you're familiar with your weather radio going off when there is a tornado or a hurricane. We can use this same system for fires. It hasn't traditionally been used that way so how do we implement that and move that forward? Radio ready AM stations.
Office of Emergency Services has used a grant to get An FCC license to have an AM radio station to provide direct emergency information, kind of like your highway information station. And so we're still working to implement that program But that's an up and coming concept. Continuous review and improvement processes after each incident, we are working with the Sheriff's Department with the fire department on what went well, what didn't go well? And how do we continue to improve? That includes collaborative hot washes with sheriff's dispatch who are specifically doing those
notifications and OEM So lastly, I wanna touch on what
the public can do today. We know that science and research shows that the public will look for no less than three resources to confirm their action. So just OEM sending a message telling them that evacuation warning is being issued or evacuation order, they will look to two to three other sources to confirm that whether that is a family member, a neighbor, social media, traditional media Maybe their own experience is another informed portion of that. So we need the community to really look to and understand who's alerting, how they get to them. What is ReadySBC? Register and update your contact information. Know which social media accounts are being used by our local emergency responders and the County and Office of Emergency Management. I'm going to go ahead and turn it over to you.
Thank you so much. term is still in trend. That was my daughter, she would walk herself to school in the morning and walk herself home right? And so I had a neighbor who knew that and would take and would watch out for her. So do that for your neighbors and be part of that community effort. Also, I wanted to point out my staff did a quick estimate of numbers this morning on Everbridge registration. So that's the ready SVC registrations are estimated population 448,000 total countywide opt-in registration rate is about 14%.
South County if we isolate South County is about 39% These averages, unfortunately are very common across California and the country. But again it just emphasizes that our registrations are not inclusive of our entire community and that's why we use so many different notification tools and processes. One item that I forgot at the beginning that I want to point out is this is the process for unincorporated county or areas served by county, by the sheriff's department as the alerting authorizer for evacuations. So our cities who have their own law enforcement and fire departments, they have their own responsibility for identifying what their protective actions are. They can request and we encourage them to request support from Office of Emergency Management or Sheriff's Dispatch since we have the most comprehensive notification tools in terms of some of the technological tools that we have for alerting and warning but it does require them to request support from us So with that, I know the fire chief is here and the sheriff is also online.
And so I think did you want to go? Sheriff, did you have some comments that you wanted to add?
2:43 – 2:531 turns
Sure. Thank you, Kelly. Good afternoon chair Hartman and members of the board. A few items I'd just like to bring up some of these will reinforce some of the things that Kelly just mentioned to you. Openly commending OEM Director Kelly Hubbard and her staff in particular, Emergency Manager Yanaris Munoz for their work in this area of emergency alerting and warning.
They're working very closely and collaboratively with our staff. And as a result of that I think that we have a great system that is in place and is getting better all the time as a result of the collective efforts I just wanted to recap for you and for members of the public, some of the workings of what will happen in the event of a major emergency that will require this type of alerting and warning.
During a major event such as a large vegetation fire or flooding or debris flow, the Fire Department and the Sheriff's Office will form a unified command On the spot, what the best type of protective action is necessary. The fire department will make recommendations based on their knowledge of fire behavior and other conditions and the sheriff's office will take that information develop a plan and the sheriff's office has the authority to issue immediate evacuation orders and warnings if necessary.
They may be done in a variety of different ways evacuation orders and warnings can be done door-to-door with face-to face contact They can be done via loudspeaker from patrol cars. As Kelly Hubbard mentioned, we're in the process of having our entire fleet retrofitted with a new type of siren which has a high low tone very similar to kind of the European siren tones that many of you have heard before and that is being adopted universally in California as An alert warning to the public that there needs to be some kind of an immediate warning about a major emergency. And we're in the process of making sure that all of our vehicles will have that. In addition to that, notifications could come through loudspeaker via our helicopters.
They could come through the emergency alert systems Just briefed you on or a combination of all of these methods. And when going door to door, we typically will utilize our search and rescue team to come to respond and come out to an event and to help making those notifications to the public. It can take quite a bit of time to get an alert out to an entire area. There are many different moving parts that are involved, and initially all of this is being done by the same people in the same dispatch center that are answering the 911 lines and who were dispatching the emergency first responders to the location as well.
In this collective approach to putting out this messaging through these various platforms, the list of things that are done depend on what Clarifying what message needs to go out, what protective action needs to be taken. The translation of a partially prescripted but the rest of it has to be put together messaging that gets put together. The drawing of an electronic map to determine the extent of the notification. The sending of the WEA alert then the rest of the notifications that have to go out Including recording verbal phone messages in both English and in Spanish.
So even with the very best approach to this, it can take anywhere from 15 to 20 minutes or so to get this kind of messaging all put together. It's important to understand that when these messages come out we do not want people to call back 911. If they receive an alert, unless they have an immediate emergency that needs a response. Other avenues for them to obtain information would be to call 211 or the non-emergency line to our dispatch center for any questions they may have and perhaps the best way to get the information is to go to the county's website www.readysbc.org for more detailed instructions updates. And as Kelly mentioned, it's important that people pre-register through the ReadySBC program and the Sheriff's Office website has a link to the emergency notification sign up page for those alerts.
It can be found at www.sbsheriff.org. And there is a link to that emergency notification signup It's important to remember that if at any time someone in an area in which there is a threat as a result of a fire or flooding, if someone feels that they are not safe it is time for them to evacuate regardless of whether a official evacuation order has been given at that point.
It's important to do that pre-registration as I mentioned to ensure that information is received through a variety of different sources The Public Safety Dispatch Center will send out emergency alerts with a variety of terminology that is standard for California and with the standard statewide evacuation terminology. I'd like to just go over some of those terms real quickly.
First of all, there's an evacuation order. That means that there is an immediate threat to life That is a lawful order to leave now, and the area is lawfully closed to the public at that point. There's also an evacuation warning which is issued when there's a potential threat to life and property in a particular area. Those who require additional time to evacuate if they have livestock for example or if they have large pets or people that are immobile or non-ambulatory Those folks want to consider evacuating at the time of the evacuation warning.
There is the term shelter in place. Shelter in place means to go indoors, to shut and lock windows and the doors, and prepare to self-sustain within the structure until further notice or until contacted by emergency personnel for additional direction. And then lastly there is the notification that the evacuation order has been lifted That's the formal announcement that the lifting of evacuations in the area that we're currently under evacuation has occurred. There are also three terms that are less commonly seen, but may be seen on websites and just for clarification edification on those one term is what we call a hard closure of its particular area. That means that the area will be closed to all traffic except for fire and law enforcement response.
terminology called a soft closure. That means that the area is closed to all traffic except for fire, law enforcement and other critical incident resources that could be utility companies, Caltrans, city road crews, county road crews, et cetera. And then there's also a resident only closure that can occur in an area. That's a soft closure that also allows residents that have valid identification And local government agencies that are assisting with recovery to respond into that area as well. The Sheriff's Office is committed to sending out emergency alerts that are accurate, brief and concise with the five mandatory elements in them. And as Kelly mentioned this can sometimes be tricky trying to get them into the short messages that we are sometimes limited too.
But basically what we will try to get out is messaging that has information about number one, the affected area. Number two, the issuing agency. Number three, the reason for the notification. And before the type of protective action to take and number five, the timing of the event when known all messages are sent in English and in Spanish and the messaging may include evacuation routes And temporary evacuation points when they are known and when space in the messaging allows.
In order to maintain proficiency with the emergency notification system, all of our dispatchers send a practice message with a second party check biweekly and all alerts either live or practice are reviewed for quality assurance and to provide additional training as necessary. And lastly, as mentioned, although we have this process to put all of this emergency alerting into place, we also have the old fashioned ability for emergency personnel who are on the scene to conduct immediate notifications and evacuations if the situation so dictates it.
And with that I'm gonna turn it over to my colleague Fire Chief Mark Hartwig Round out this presentation.
2:54 – 3:0116 turns
I think the chief indicated that he's available for any questions, but no further comment. Thank you
OK, thank you Sheriff Brown so it's back to the board with any questions. Supervisor Lavinia
I don't have any questions, but I did take the opportunity while the sheriff was speaking. Although I wasn't listening intently Sheriff Brown to sign up at ReadySBC.org so there's 14,001 now.
Thank you
and I think this is something it's probably I'm sure you guys are doing it. It's something I really honestly I haven't pushed much in my public speaking but I will in the future. It' s very easy. I just went in and even I was able to do it in less than two minutes. So it's not hard at all And obviously, I think we're going to get higher turnout in South County because of the fact you guys have considerably more instances. But still, we do have brush fires and we have other things that we need to alert people about.
And so yeah, it's something that I will take from this and start pushing it out in the public so Can get the best information. I think what you said right at the beginning is that is the what we're all shooting for, is the right message to the right person at the right time and appreciate the presentation.
Sure. And OEM does have some materials that we can provide to the board members if you'd like to use it for public outreach.
Supervisor Williams?
Yeah, just I would like to understand a little bit the efficacy of reverse 911. Are people answering the calls less and less often as we go through? As people change their mode of communication or is it still an efficacious method?
No, I think reverse 9-1-1 is generally what we consider our gold standard. What we think is the best way to notify So I think when we talk about reverse 9-1-1, because that can include text message, a cell phone call, a home phone call and an email. What we don't have a lot of data on is which one are they paying attention to the most? And honestly, I want to always use all of them because for some people Text is going to be the best for some, a phone call will be the best. We hear from community members. I've had community members call our office and say I don't have a computer or an email address. How do I register? And we create a username for them and it does require an email address. We create a fake email address that we can use that essentially comes back to OEM but we can register their cell phone or their home phone and so those it's still one of our most effective methods for communication.
I had a couple of questions. The first is with ReadySBC, how do we identify the geographic area? I mean for the WEA it's the cell towers and most often over alerts and then we get confusion so could you talk about ReadySBC?
Absolutely, Chair. So ReadySBC uses the exact same concept of drawing so whether it's Sheriff's Dispatch or OEM we draw a box it's based on the Everbridge is basically Google Map We're in there, we're drawing the box based on the box that the fire department has determined as an area of impact. The Sheriff's Department has looked at and agreed and said these are the protective actions that are being recommended, that collaborative approach to what protective actions are needed where?
And then we take that and we draw a box in Everbridge. WEA uses what cell phone towers. ReadySBC goes by what addresses or properties are within our box And so because those are registered to addresses. And so one of the things we work on is for instance, um, on the bridge fire that was north of Foothill. We need to draw our box to only include the homes on the north side of Foothill homes and businesses not the south side. So those are some of the complications that the staff worked through is do we want both sides of the street or only one side of the street? But it's literally based on the homes or addresses within that box So we're not redrawing it and maybe differentiating, but it is based on that concept.
So it's more targeted to exactly what we need. We really want people to do that. Senator Hannah Beth Jackson in 2018 passed a bill that would allow the county or local government to go to the utilities. I assume that's phone, or maybe it's just electric. I'm not sure exactly what their definition was. And also to Department of Social Services or Be Well or Public Health so that we could get information about the address and at least as current, it would be more current because they're billing monthly.
But there wasn't really an apparatus in place. Although for the county, for people who are say not ambulatory we could get a list I suppose or perhaps PSPS we could get a list. So have we done anything with regard to Hannah Beth Jackson's bill? Or should we? Or did it not have a good way to operationalize it?
So Chair Hartman and Supervisors, it is one that Office of Emergency Management is continuing to work on. It is complex because there was not a good mechanism for obtaining and there was Some caveats, for lack of a better term within the Senate bill on allowing for someone to say that they don't want to be part of the system but then who are they notifying and so we're still working through some of those complexities. We've worked it out with the PSPS incident specifically with electric We're still working through that memorandum of understanding to share that information and.
And the mechanisms of how that works. There's just a lot of complexities and how their data is stored, and then some of the complexities of opting out in those types of things so it's worked on being worked on. I'm hopeful that we'll have it soon.
That's, excuse me exciting to hear because we are her home county and it would be nice if we could be the first to actually implement. And
I do not know of a county who has accomplished this yet it's still many of us are working together to move it forward.
And then I have one final question and that may be for Chief Hartwig. When we have the consolidated coordinated dispatch, will we still have separate noticing for the cities like say Lompoc that has its own fire and own police?
3:01 – 5:1111 turns
Madam Chair, our goal in the Consolidated Dispatch Center and it's something that I'll take back to the committee. We have a Joint Executive Committee and a Joint Operations Committee at this meeting now that the goal is to consolidate and to streamline as many communications as possible where it's gonna be a little tricky is if you have a city dispatch for police and then you have a regional fire dispatch center. That might be a little bit tricky but Minimizing those interactions back and forth, I think is our goal certainly. And then anything we can do to continue to keep the relationship between Sheriff OEM and fire and then streamline everybody else, I think would be ideal.
Great, thank you very much. Madam Chair, Madam Clerk, do we have any members of the public who'd like to speak on this matter?
Chair Hartman and members of the board, we have no requests to speak on this item.
Okay, back to the board. Final call for any questions and if none then a motion to receive and file?
I'll make that motion receiving and file this report.
Second. And all in favor say aye. Aye. Any opposed? Passes unanimously.
Chair Hartman my apologies for interrupting but that does include recommendations B and C although there was no further direction provided but that includes
C as well. It was B and
All right, I think now is time for lunch or closed session. So County Council what are we going to do in closed session?
Thank you Madam Chair, members of the board. In closed session today we have existing litigation, Bolthouse Land Company LLC versus All Persons Claiming a Right to Extract and Store Groundwater in the Kiama Valley groundwater basin. That's a Los Angeles County Superior Court case. We also have public employee appointment under Government Code Section 54957 for Interim Director of Public Health.
Conference with labor negotiators, under Government Code 54957.6 employee organization all bargaining units and represent employees managers and executives, the agency representatives are CEO monomia Sato and human resources director Maria Elena de Guevara. We also have one case of anticipated litigation, significant exposure to civil litigation, one case based on facts and circumstances. Those facts and circumstances are contained in the agenda but it's alleging a violation of government code section 54913.4.
And I believe the time estimate is an hour.
So we'll be back about 1 30 This is the eighth meeting of the Santa Barbara County Board of Supervisors here in the Santa Maria Hearing Room. And we just came back a little later than we expected from closed session. County Council, would you report out please?
5:11 – 5:337 turns
Thank you Madam Chair and members of the board. The board met in closed session. One item of existing litigation, Boathouse Land Company versus all persons claiming a right to extract or store groundwater at Nikuma Valley Groundwater Basin. One item of public employee appointment for Interim Director of Public Health Conference with labor negotiators involving all bargaining units on representative employees, managers and executives.
And one case of anticipated litigation significant exposure to civil litigation one case based on facts and circumstances listed in the agenda. The board took no reportable action.
Thank you, and so we've taken our agenda a little out of order. We've already had number seven, so our final item today will be number six. Madam Clerk, will you read that into the record please?
Chair Hartman and members of the board, departmental item number six is from the county executive office. It is a hearing to consider recommendations regarding a Santa Barbara County operational area COVID-19 after action report and improvement plan.
A CEO Mosnisch?
Thank you. Good afternoon, Chair and members of the board. It's a pleasure to be here today to present the Santa Barbara County Operational Area COVID-19 After Action Report and Improvement Plan. Well, an after action report is required when a county proclaims a local emergency and the governor correspondingly proclaims a state of emergency. This process is also welcomed by the organization as it provides us the opportunity to look at our strengths in our response, as well as get some much needed feedback in terms of areas from improvement and utilize those areas for improvement to look forward to future response for that benefit.
You are going to be receiving a report today from our consultant Katie Friedman with Hagerty as well as some information from our OEM director Kelly Hubbard. But before they jump into the details of the report, I just want to highlight a couple key items. Over 2200 employees from every department within the county participated in the response to COVID-19. These included very large public efforts such as our communications efforts, our outreach to homeless, as well as the rise guide efforts. As well as internal efforts such as what you heard this morning which were geared to protecting the overall health and safety of our organization so that we could continue to provide services to our constituencies.
I want to truly thank each and every one of the employees that participated in the response. Every one of their actions mattered and made a difference, so a sincere thank you. I also would like to thank CEO Miyasato and our board for your leadership, your guidance, and your support over the last two years. This has been an unprecedented time and with an extraordinary event. And your thoughtful engagement has allowed us to mount an effective and sustained response, and of course begin those critical recovery efforts. So again thank you very much to our CEO and our board.
At this point I'll turn it over to our Director of the Office of Emergency Management Kelly Hubbard who will provide you some more context of the report and then turn it over to our consultant. Go ahead Kelly.
Good afternoon Chair and Supervisors. This after action report, it's important to note that this reflects only the county's Emergency Operations Center support and coordination with public health in response to a unique and ongoing incident period. That includes the various leadership structures that reflected collaborative concepts between the CEO's office, Office of Emergency Management, Public Health, Sheriff, Fire, County Council, and many other departments.
Many of the leadership structures that we use throughout this incident, a very significantly long incident are reflected on page 37 of the after action report and goes into some of those details. But this was a collaborative approach to help support public health's response to the community and their public health outreach and engagement. It also includes the county's efforts to ensure continuity of governance and services while protecting staff and the public, public information and community recovery efforts.
Again, Public Health is working on a separate after action report that is in collaboration with the counties of San Luis Obispo and Ventura to have a standardized after action report format for the public health agencies in our three counties. There is an estimated timeline of starting that process in July and potentially bringing that forth towards the end of October late fall.
The County Engaged Taggarty Consulting way back in May of 2021, we knew that we were close to wrapping up the response within the Emergency Operations Center which was 442 days of continuous activation. And so and we also knew this was a very significant and long incident. And so we wanted to bring in a partner to help us do an independent evaluation and look at what we did document that, bring back recommendations as well as to note those significant achievements we had. And so you're probably familiar with Katie Freeman. She's done previous after actions for this county including the refugio oil spill and the Thomas Fire 1-9 event And so she's with Hagerty Consulting and we engaged them back in May. So I'm going to turn it over to Katie, and she will talk through some of the details of this, and then I'll have some closing comments, and we have some other departments available for questions as well.
Katie? Thank you Chair Hartman, members of the board good afternoon, and I want to thank you for having me here today I know we've got a large amount of time budgeted for this. I'm going to go through quickly so we have the opportunity to save as much of that time for any questions. I beg your pardon, any questions you may have. If we go on to the next slide, again, Katie Freeman, director of operations at Hagerty Consulting.
≫ Thank you, Mr. Chair and members of the Board of Supervisors. I want to welcome all of you both in this process and previous after action reporting processes. It is always an honor to have the opportunity to work with the county and I echo the sentiments that were said earlier regarding the efforts of the county and the availability of county personnel to be able to collaborate with my team and I through I'm going to spend the bulk of my time speaking about the two primary sections within this presentation. Successes and enhancements in primary areas for improvement. Again, I will also make myself available for any questions that you may have. Going into critical considerations, I think we've covered most of these in I would like to start by saying that the report is a requirement of California code, specifically that the report is completed within 90 days of the close of the incident period.
And then next, that the focus areas of the report really are on the county's response within the context of the emergency operations center and we are looking at From a process perspective, my team and I beginning when we were engaged through the fall spent time working to understand the incident. That included and not necessarily just the incident but specifically the county's response to the incident. That included the review of relevant documentation such as situation status reports, execution of interviews both from a focus group perspective for specific areas of analysis, as well as one-on-one interviews and discussions with response and executive leadership. The interviews that were executed informed the development and execution of two surveys, one focused on the Emergency Operations Center response, the other focused on continuity of operations.
And the inputs from those interviews from the discussions that we had as a group As well as the documentation review informed the development of the after action report. The after action report is also undergone review by the Office of Emergency Management and the County Executive Office. Organizationally, the after action report has two primary areas that we'll be discussing today.
Findings and analysis, and then the After Action Report and Improvement Plan. The findings and analysis are largely organized by those I'm going to talk about the focus groups that were executed. So folks that were engaged in the emergency operations center or potentially focused on a specific area such as public information. The overall section of the action report provides those areas and findings that were crosscutting.
Specifically, it applies The timeline of events, I don't want to spend too much time focused on the timeline of events section of this presentation. I think there are a couple things that are notable and I want to put myself on camera mute. I apologize for that. First, the after action report The county's activities in focusing on this, understanding the incident itself predated the activation of the Emergency Operations Center to include that continuity of operations, continuity of governance planning as well as essentially situational analysis and situational awareness beginning to organize for a potential response.
The other thing that's notable during this period that I'd like to make note of is that early focus of recovery I want to start by saying thank you to all of the board members for your hard work in establishing the reopening and safe environment task force and engaging stakeholders to provide resources to facilitate economic recovery and business recovery. Next, as we are getting into the extended period of response in 2020, I think again really As the vaccine was becoming available in the first doses, excuse me prior to the first doses being available in the state of California.
And then finally looking at the timeline as we're into 2021 obviously there were so much of the focus during this period that was in those vaccination efforts notably Here, I think that the call center activation is phenomenally notable. We'll talk about this a little bit more later but reactivating that infrastructure to support the vaccination operation, to focus on the vaccination operation including answering questions and supporting the registration process for those that needed assistance. As we go through the deactivation of the Emergency Operations Center and the Call Center it's also important to note that there were no cases of COVID The numbers really do speak to a whole of county effort in the massive effort that was required to support response.
I want to start by saying thank you so much for the opportunity to be here today. It's been an honor and a privilege to be able to provide the community with the information that they needed to protect themselves as well as even just the number of individuals If you were to look at the ongoing efforts for boosters, for the continued efforts of the Department of Public Health. You would see that continued engagement and particularly the investments of the county in the response grow and expand.
As we get into successes and enhancements structurally the way that for those have been a part of my previous reports You'll know that even when we're talking about strengths, there are always opportunities to continue to enhance those. So this section presents really the strengths of the response, the primary strength of the response as well as those opportunities for continued growth.
First staffing, we have to talk about that 500,000 plus hours from county personnel that were provided for support to this incident. I compare this and contrast this on the right-hand side of the slide with the Thomas fire incident. For those who were a part of my presentation for this incident, you probably heard me use the word unprecedented for that report and we've really kind of gone above that 43 days forces 442 days of activation I want to start by saying that this is a really significant investment for the county. Here, as we are contemplating and focusing on strengths, first, that human resources liaison position in the emergency operations center really did provide an opportunity ≫ Thank you. I would like to start with the emergency operations center to identify the personnel, knowledge skills and capabilities to be able to continue to support the response.
And I think that's particularly notable when you continue the number of personnel that were engaged in the requirements associated with that. The disaster service worker portal also a critical I'm going to talk a little bit about how we are working with the county to understand those and pull those into the response as necessary. The enhancement here, first and foremost specifically looking at different ways the county can expand available resources to address employee burnout and mental health during incident activations.
It is an opportunity for the county to continue to expand and introduce new resources both in the EOC environment and in the non-EOC environment after those activations. The next specifically focuses on strengthening volunteer management capabilities I think the thing that I reflect on most here is that the county has very effectively taken the lessons learned from previous activations, both those that I have been a part of and other fire incidents, public safety power shutoffs. And incorporated those lessons learned in both the joint information center environment and throughout the public information environment.
The recommendations here As you can see, we are continuing to build and enhance those functions including personnel and technological capabilities. And then deepening the communications capabilities of the county for all populations. To go on to the next slide, you will see a little bit more information associated with the call center that we previously discussed Next slide, please. So this is the EOC operations. On the next slide here you will see a little bit of additional detail on the volume and how the volume of those calls really did translate between those two periods of time.
It's also important to note that this data is for the EOC call center The county very early focused on cost recovery. Again, taking lessons learned from previous incidents and incorporating those lessons learned into early activation, establishing new work groups and partnerships to be able to address cost recovery including the evolving funding streams that were coming from state and federal partners associated with the incident And then here, the recommendations really do focus on planning and memorializing those processes to continue those functions and limit future risk.
Within the primary areas of improvement first is command and control. I will say that the county has consistently very effectively used multi-agency coordination structures and concepts I want to start by saying thank you to all of the board members who have been working tirelessly to support response. And there is really reinforced through this incident if you review the timeline that is on page 37, you will see how those structures evolved in early 2020 with the combination of the joint decision-making authority and what we're focusing on is really memorializing those concepts and formalizing those concepts so they can be trained upon and used in future planning efforts.
Next, and related as it's associated with the Santa Barbara County Code of Ordinances here I think as we're considering the recommendations, it's not that the county did not use the structures or have the approvals for the different policymaking groups that existed. The structures were used, the approvals existed but they were not used strictly as memorialized in county code.
Here, the recommendations are to review and revisit I would like to remind everyone that this is a county code including roles, responsibilities and requirements for activation in order to make sure the counties appropriately aligned. Next, specifically as it applies to disaster service workers, you know, I think the size, scale, scope, geography of I want to start by saying that we are continuing to meet staffing requirements while also continuing the county steady state operations.
Here, the recommendations really do focus on expanding the understanding of and providing training to deepen the disaster service worker bench including depth First, the county really did a fantastic job of coordinating across operational area partners. Establishing the liaison position to support that coordination and again providing tools to support the business community and business recovery. And really thinking about those things early and carrying the resources through into where we are now long-term recovery.
So with that, I'm going to go ahead and pass it back over to Director Hubbard for some closing comments. And then we'll open ourselves for questions.
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Thank you, Katie. This after action report and improvement plan does represent a very significant long-term event, which did result in quite a few improvement plan recommendations and a significant list of concepts for us to go back and look at and consider for continued development. Office of Emergency Management is developing a work plan to include previous after action items and to integrate that with our previous incidents and after action reports Some of these concepts are already in process and that OEM development of a work plan will include coordination with many other county departments and partner agencies as well.
Just to reiterate the public health department process is still ongoing for their after action report and plan. But that is this quick summary I know we did a pretty big overview of a very large document, but wanted to be able to give time and opportunity for questions that the board may have. I mentioned we have several department heads and departments available just for your awareness, including Public Health Department Community Services Sheriff Fire HR and a few others. So just depending on the question, I can help guide that to an appropriate person to help answer those questions in case available as well.
So my colleagues on the board questions? Supervisor Nielsen, did you have any questions? I guess I just had a general question. Overall my impression is that this was an extraordinary effort on behalf of the county and then there are a number of things about the command structure Employees understanding their role as emergency workers. And so my question is, how do you prioritize among these many and software? That struck me too that we need software for managing this. So what are your priorities or how do we establish priorities out of these many things that have been suggested as improvements over time?
Sure, Chair Hartman. There's so the prioritization of these improvement recommendations there's a couple different factors that will help guide that I think one factor is the fact that we still have some improvement opportunities from previous after action reports and so combining those creating an overall view of what those concepts are And then prioritizing both based on concepts such as ARPA funding, whether there's some funding to help support some of those concepts moving forward. We do have several of these implementation concepts such as the incident software, some funding to work on the code and operational area agreement. Some of those concepts will move forward because we have some funding available to help support those efforts But also, basically I'll be looking to put together a recommendation to the CEO's office for how we move those forward.
Some of them will be some of the influences outside of funding will be availability of staff specific types of expertise that may be needed. Many of these include quite a bit of collaboration and coordination with other departments And agencies and so also taking into account those departments and agencies ability and capacity to coordinate. We also just one last factor that I want to point out is the state is starting its after action report process, and so I think there's also going to be an opportunity from the state after action report that may present collaborative regional and statewide initiatives that we may be able to tap into to help us through some of our initiatives. And so I think that's another component to for us to keep on our monitor.
That may help us prioritize as well as to balance that workload.
And could you remind me, this is just the EOC so public health. It's the EOC and the rest of the county and public health is separate or what more is coming?
So this included the Emergency Operations Center it does have a little bit of public health just strictly from the perspective of how the EEOC coordinated with Public Health and how we supported their efforts It includes the continuity of operations for county governance, so there will be some concepts right now staff are already working on continuity planning for County.
We have a contractor actually Hagerty happens to be the contractor who won that proposal and so they're working on continuity plans. Um, but what will be coming forth is public health look working on an after action report and I think Vaughn is on the line if she'd like to address that further as to what components or concepts that they'll be addressing through that.
Sure that would help me just keep it straighter in my head.
Sure, I'm glad to. Good afternoon. So public health we are finalizing our statement of work with a local contractor and we are starting the process this July. So in a few days essentially And we are going to be using a format that is in concert, in alignment with what San Luis Obispo and Ventura will be using. So the three counties will be running our AAR together so that we can compare our individual reports and hopefully do some regional thinking based upon our findings.
Thank you, that helps. That was another question why the three together but that does make sense. At some point it just seems like it wants a spreadsheet with a list of things that come together from the different
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Yes, we are. When I talk about bringing together all of the implementation concepts from the various after that is exactly what we are working on is a big spreadsheet of all of these concepts who would be engaged potential timelines work flowing that out so that we're not overburdening anyone concept so that we give ourselves a schedule and a work plan to move it forward.
And would the board have any role in that, CEO Miyasato?
Supervisors I think that once we look at what's overlapping and just want to, I can't emphasize enough. Thank you to Hagerty because in all their reports they do an implementation plan at the end it's one of the appendices that we have and it talks about short term long term medium term so that helps guide our focus and direction as well And because we've had so many constant emergencies, as Ms. Nish knows that every time as we start delving into one of the longer term implementation plans were appended by another emergency. But the board's role really is once we get all of that, Ms. Hubbard I'm sure will be bringing forward to our office and if there are funding implications, we would ask the board to look at those or just coordination among departments although I have to say Ms.
Hubbard and Ms. Nisich have been doing a phenomenal job in this whole emergency, in just coordinating the county's response so I do want to thank them. And it takes a lot of coordination and collaboration with our departments and they've done an extremely heroic job in just doing that to get us to where we are today. So thank you.
Thank you. So Supervisor Labanino?
Actually my question or comment was already taken care of so thank you
Supervisor Nielsen.
Yes, thank you. I just wanted to highlight the work that was done by the RISE group and how important that was. You know at the county level we're trying to operationalize this and set forth guidelines and it was really the public working in conjunction with Nancy Anderson and others They really put together a plan that allowed for self-certification. There's no way that we have the staff to be able to go out there and check every single location, and so how could you do that in a dynamic way? And I think they found some solutions there that I think should be a model for other parts of government where they really were able to collaborate, understand the boundaries necessary, and then able to self certify. And I think By the amount of compliance and.
The success of that is definitely something to be celebrated, and I was glad that was in here because I think that was a real true success story during the pandemic.
And I can't find where the quote is, but I mean it was really in this report commended EOC and department heads across the board and said that it was just an extraordinary effort, a whole county effort. And that when I first thought about this office, I thought about Katrina. We have relatives there. The one thing you don't want to do is what happened there, a failure of local government. So this is a huge responsibility for all of us and I think what they're saying about when we onboard new employees that everybody understand that we have a special responsibility But what I take away from this report is that we met that and exceeded that. And I think we're all very proud of that effort, and it goes to you Kelly, and it goes to all the department heads in our CEO and Terry who I can't imagine how many hours, and County Council let all these health orders and things that were coming through.
If we learn a lot from each of these, we should be one of the best positioned counties in California.
And I'll let know if I just want to say also thank you to someone who's not here with us anymore. And that's Mike Gazzone and that we were meeting with him every single day in person or virtually during the, I don't know, the first year of the pandemic. So he was successfully replaced by Ms. Van der Molen but Mike was really integral most first days of the pandemic.
Okay Madam Clerk do we have any public comment?
Chair Hartman and members of the board, we have no request to speak on this item.
Well thank you again and I think that brings us to the end of our agenda today. And when do we meet again Madam
Clerk? Chairwoman? Oh yes! I'll go ahead and make the motion to receive and file A B C and D on this item
All in favor say aye. Aye. Any opposed? And now we are adjourned until July 12th, the new fiscal year
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and that's it.