Meeting Summary
Present: 3-Hartmann, 2-Capps, 4-Nelson, 5-Lavagnino
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At a glance
Budget Workshop: Fiscal Year 2023-2024 Overview
- The CEO outlined a budget workshop schedule focused on information gathering, emphasizing caution due to economic uncertainty and potential state revenue declines.
- The Budget Director reported a stable fiscal position with a $100 million increase in countywide operating revenues, driven primarily by property tax growth and charges for services.
- Expenditures are projected to grow by $86 million, largely due to $50 million in salary and benefit increases and a 25% rise in insurance costs.
- Departments submitted requests for 31 new positions totaling $7.2 million in ongoing funding, with no pre-workshop expansions granted.
Health and Human Services Functional Group Overview
- The functional group receives the majority of its funding from state and federal sources, with only 7% of the county’s General Fund Contribution allocated to it.
- The group accounts for 35% of overall county operating expenditures and 41% of total county FTEs, with significant growth attributed to state and federal funding.
- FTE growth is concentrated in Behavioral Wellness and Social Services, which together are adding approximately 65 FTEs in FY 2023-24.
Department of Social Services (DSS) Budget and Operations Presentation
- DSS is migrating from the CalWIN eligibility system to CALSAS and resuming annual redeterminations for Medi-Cal cases following the end of the public health emergency.
- The FY 2023-24 operating budget is $223 million, with staffing increasing by 48.5 FTEs to 833.5 FTEs, funded primarily by federal and state revenues.
- The department serves over 188,000 residents monthly and is focusing on stabilizing operations post-CALSAS implementation and enhancing data analytics.
- Recent accomplishments include processing 1,129 disaster CalFresh applications and being awarded an $833,000 grant for a Farmworker Resource Center.
Department of Behavioral Wellness (Be Well) Budget and Operations Presentation
- Be Well is implementing CalAIM mandates, including payment reform, a new electronic health record, and a mobile crisis benefit required by January 2024.
- The department has reduced vacancies from 120 to 80 and is allocating $9.9 million in state bridge housing funds for transitional housing options.
- The operating budget represents a 9% increase in total funds, with 89% of revenue coming from state allocations and Medi-Cal reimbursements.
- Key goals include expanding housing options, enhancing crisis services, and addressing fentanyl use through prevention and early intervention.
Public Health Department Budget Overview
- The department reported an operating budget of approximately $103 million and a vacancy rate near 20%, with nearly half of funding coming from service charges.
- Key challenges include talent retention, integrating programs while maintaining grant reporting structures, and transitioning from emergency to normalized operations.
- Future goals include expanding the street medicine pilot, implementing enhanced care management across all regions, and establishing an online document search portal.
- The department is collaborating with other agencies to distribute Narcan and educate the public regarding fentanyl overdoses.
Child Support Services Budget Overview
- The department operates with a budget of over $11 million and 75 FTEs, funded entirely by state and federal sources with no county general funds.
- Challenges include variable program funding and adapting to legal changes such as full pass-through of child support payments.
- The department distributed nearly $29 million in child support, with 64% of caseworkers being bilingual.
- Performance measures are in alignment with pre-pandemic levels and exceed statewide averages.
First 5 Santa Barbara County Budget Overview
- The organization is funded primarily by Proposition 10 revenue, with the tobacco flavor ban significantly impacting revenue and requiring the use of fund balance.
- The strategic intent is to have 70% of children in the county ready for kindergarten by 2030, with administrative costs kept below 15% of the total.
- The organization is conducting surveys to understand declining kindergarten enrollment rates, which may be due to stress, relocation, or home-based support.
- Accomplishments include hiring a new evaluation manager and investing in anchor and community agencies.
Community Resources and Public Facilities Functional Group – Overview
- The functional group receives approximately 6% of the county’s General Fund Contribution, with the majority of revenue coming from charges for services and state/federal sources.
- Operating expenditures account for about 28% of the countywide total, with Public Works receiving about two-thirds of the group’s overall funding.
- CSD FTE increases are driven by housing and homelessness positions, while Planning and Development increases are related to long-range planning and cannabis administration.
Public Works Department – FY 23-24 Budget Presentation
- The operating budget is $170.9 million, including $68 million in roads capital projects, with no service level reductions or restoration requests.
- The budget does not include $41 million in transportation disaster-related costs from winter storms, with a potential local match of up to $5 million.
- Capital projects include $10 million for road rehab, the Foothill Bridge Project, and the Mission Creek flood control project.
- The department is seeking to add back permanent transportation maintenance positions and is working with FEMA and Cal OES to restore the Guadalupe Dunes river channel.
Agriculture, Weights and Measures – FY 23-24 Budget Presentation
- The recommended operating budget is just under $8 million, sustaining 37 FTEs with no service level reductions or expansion requests.
- Funding sources include 52% state and federal aid, 26% county General Fund, and 11% charges for services.
- Accomplishments include resuming in-person training, assisting Emergency Management with flood disaster data collection, and inspecting over 7,200 commercial weighing devices.
- Goals include integrating a new detector dog into the pest detection program and creating pesticide safety education for Mixteco-speaking workers.
Planning and Development Department Budget Presentation
- The department is transitioning to a hybrid submittal model and addressing processing delays through staffing changes and the implementation of the Acela enterprise system.
- The proposed operating budget is $29.8 million with 114.5 FTEs, funded primarily by permitting revenue and the General Fund.
- The vacancy rate has decreased from approximately 26% to 7% due to recruiting efforts, and permit volumes have increased by 25% in Building and Safety.
- Work is ongoing on the Housing Element, Safety Element, Climate Adaptation Plan, and Environmental Justice Element.
Community Services Department Budget Presentation
- The recommended operating budget is approximately $72.7 million, representing a $5.1 million decrease primarily due to the end of the Federal Emergency Rental Assistance Program.
- CSD has administered over $30 million in rental assistance, with 2,500 people waiting for housing vouchers and 1,500 on waiting lists for housing authority projects.
- Expansion requests include funding for climate goals, addressing deficits at warming centers, and covering increased rent for the Orcutt Library.
- The department is planning capital projects such as rebuilding tennis courts at Manning and renovating the Goleta Beach lawn.
Fire Department Budget Presentation and Discussion
- The operating budget is just over $120 million, with the integration of the Office of Emergency Management into the Fire Department.
- The department is finalizing a capital needs assessment and preparing for the groundbreaking of the Regional Fire Communication Center scheduled for April 25.
- The budget proposes approximately 323 FTEs, with increases attributed to the dispatch center and increased Cal Fire funding for hand crews.
- Key focus areas include support for the Regional Fire Communication Center, completion of the enhanced capital improvement program, and enhancement of departmental diversity.
Closed Session
- No closed session items were reported in the provided summary.
Full summary
Administrative Agenda
- The Clerk of the Board provided announcements regarding public comment procedures, noting that verbal public comment for specific agenda items would occur at the conclusion of each functional group presentation, while general public comment would occur at the end of the budget workshop schedule. The Clerk noted no requests from the public to pull items from the administrative agenda. Supervisor Lavagnino moved to approve the administrative agenda, and Supervisor Hartman seconded the motion. The motion passed unanimously.
Budget Workshop: Fiscal Year 2023-2024 Overview
- County CEO Mona Miyasato outlined the budget workshop schedule, emphasizing that the workshops are for information gathering and feedback rather than final action. She highlighted a theme of caution due to economic uncertainty, citing warnings from the California Legislative Analyst’s Office regarding potential recession and state revenue declines. She noted the county has a stable fiscal outlook with five years without service level reductions, but challenges include rising labor and liability costs, litigation, and deferred maintenance. No ongoing general fund expansions are recommended for the current year. Key strategic initiatives listed included Northern Branch Jail funding, fire tax shifts, the Workday ERP system, CalAIM implementation, and the broadband strategic plan.
- Budget Director Paul Clemente presented the preliminary budget overview. The county is entering FY 2023-24 in a stable position, with an additional $2.3 million in General Fund Contribution (GFC) and $3.7 million in Prop 172 funds used to cover salary and benefit increases. Countywide operating revenues are projected to increase by $100 million (6.9%), with General Fund operating revenues up $43 million (8.3%) driven by property tax growth and charges for services. Sales tax and Transient Occupancy Tax are projected to remain flat, while cannabis tax revenue is projected to decrease by nearly $9 million. Total countywide operating expenditures are projected to grow by $86 million (6.2%), primarily due to salary and benefit increases ($50 million). Total FTEs are increasing by 162 to 4,629. General liability and workers' compensation insurance costs are increasing by over $10 million (25%) combined. Prop 172 revenue is estimated to grow by $5.8 million. One-time funding available for allocation totals approximately $14 million, including ARPA funds. The Strategic Reserve is fully funded at $44 million, and a $14 million earmark is set aside in the disaster recovery reserve for storm recovery cash flow needs. No pre-workshop expansions were granted; departments have submitted requests for 31 new positions totaling $7.2 million in ongoing funding and $6.7 million in one-time funding. Key challenges include rising insurance costs, SB 184 penalties for incompetent-to-stand-trial individuals, CalAIM implementation, state budget uncertainty, and ongoing storm recovery costs.
- During the Q&A, Supervisor Nelson asked about strategies to control rising insurance costs; CEO staff responded that they are adjusting claim thresholds and working with the insurance pool, noting increases are industry-wide. Supervisor Nelson expressed concern about using General Fund dollars for SB 184 penalties, suggesting reallocation of Mental Health Services Act funds; CEO staff advised caution regarding funding stream limitations. Supervisor Capps asked for elaboration on the economic vitality strategy; CEO staff explained it aims to access EDA grants for workforce development in sectors like space and agriculture. Supervisor Capps noted affordable housing was not explicitly listed in the CEO’s initial priority list; CEO staff acknowledged this as an oversight and confirmed it remains a top priority. Supervisor Capps requested an update on internal DEI efforts and the Racial Equity Fund; CEO staff indicated they could provide updates during departmental presentations. Supervisor Hartman stated the board’s concern for low-cost and employer workforce housing, noting Planning and Development is working with employers to ensure housing benefits local workers. The meeting was briefly paused to set up a satellite location in the Planning Commission room due to an elevator malfunction.
Health and Human Services Functional Group Overview
- Director Maria Gardner presented an overview of the Health and Human Services functional group. The group receives the majority of its funding from state and federal sources ($478 million), with only 7% of the county’s General Fund Contribution ($27 million) allocated to it. The group accounts for 35% of overall county operating expenditures and 41% of total county FTEs (over 1,900). Social Services comprises 43% of the group’s total funding, while Behavioral Wellness and Public Health comprise 35% and 19%, respectively. Significant growth in operating revenue and expenditures from FY 2021-22 through FY 2023-24 is attributed to state and federal funding. FTE growth is concentrated in Behavioral Wellness and Social Services, which together are adding approximately 65 FTEs in FY 2023-24, representing 40% of the countywide FTE increase. No motions were made or votes taken during this segment.
Department of Social Services (DSS) Budget and Operations Presentation
- Director Daniel Nielsen presented the DSS budget and operational status for Fiscal Year 2023-24. The department is addressing staffing challenges through new recruitment strategies and expanded new employee orientation to include trauma-informed care and diversity, equity, and inclusion training. The county is migrating from the CalWIN eligibility system to the California Statewide Automated Welfare System (CALSAS). With the conclusion of the public health emergency, DSS is resuming annual redeterminations for Medi-Cal cases and has created a specialized unit to handle the increased workload. The FY 2023-24 operating budget is $223 million, including $5.8 million in one-time funds, $1.6 million for capital improvements, and a $10.8 million General Fund contribution. Federal and state revenues constitute 90% of total financing sources. Budgeted staffing is 833.5 FTE, an increase of 48.5 FTE from the previous year. DSS serves over 188,000 residents monthly. Key program expenditures include $8.8 million monthly in CalFresh benefits, $7 million monthly in In-Home Supportive Services payments, $2.2 million monthly in CalWORKs cash assistance, and $1.3 million monthly in Adoptions Assistance. Recent accomplishments include responding to the 2023 winter storm event, processing 1,129 disaster CalFresh applications, implementing the Home Safe Program, completing the county self-assessment for child welfare, and being awarded an $833,000 grant for a Farmworker Resource Center. Future goals include stabilizing operations post-CALSAS implementation, enhancing data analytics, implementing a mobile Farmworker Resource Center, launching an evidence-based prevention program for families at risk of foster care entry, and allocating $570,000 in grant funding for technology access for older adults and adults with disabilities. The department is meeting targets for CalFresh application processing, child welfare timely contact, Adult Protective Services risk assessments, and Workforce Innovation and Opportunity Act employment outcomes.
- During the Q&A, Supervisor Lavagnino asked about hybrid work policies; Director Nielsen explained that DSS has a telework policy allowing intermittent remote work, with staff required to be in the office two days a week for ongoing scheduled telework. The department plans to revisit telework policies after CALSAS is fully implemented. Supervisor Capps asked about the importance of application timeliness and the impact of reduced CalFresh benefits; Director Nielsen and Deputy Director Maria Gardner stated that timeliness reflects the department's ability to provide concrete help quickly, and noted the loss of emergency CalFresh allotments is a significant impact on the community. Supervisor Capps highlighted the importance of Earned Income Tax Credit outreach, noting DSS has reached approximately 38,000 individuals last year with a goal to reach 2,000 more. Supervisor Capps asked what percentage of staff interact directly with clients; Director Nielsen stated that 85% of DSS staff interact with clients daily or weekly, while 15% work in administrative services. Supervisor Hartmann raised concerns about declining life expectancy in the U.S. and the need for more integrated approaches among DSS, Public Health, and other departments to address behavioral wellness and preventable deaths; Director Nielsen acknowledged the concern and stated that the Health and Human Service Agency departments plan to hold further conversations on coordinating efforts. Chair Williams asked about changes in Medi-Cal enrollment since the pandemic; Deputy Director Gardner noted that Medi-Cal cases have increased by approximately 20,000 since the start of the pandemic, and Director Nielsen added that while some individuals may lose eligibility during redeterminations, new eligibility expansions during the pandemic mean the total number will not return to pre-pandemic levels.
Department of Behavioral Wellness (Be Well) Budget and Operations Presentation
- Director Tony Navarro presented the Be Well budget and operational status for Fiscal Year 2023-24. The department is undergoing significant changes due to CalAIM mandates, including payment reform (launching July 1), a new electronic health record (launching July 1), and the implementation of a mobile crisis benefit (required by January 1, 2024). Be Well started FY 2022-23 with 120 vacancies and has reduced this to 80. The department has hired a new recruiter and achieved a hiring-to-separation ratio of approximately 2.5 to 1. The department is allocating $9.9 million in state bridge housing funds for transitional housing options. The operating budget represents a 9% increase in total funds and a 4% increase in staffing over the current year. There is no request for additional County General Fund. 89% of revenue comes from state allocations (MHSA and realignment) and Medi-Cal reimbursements. The department is adding approximately 17 full-time employees, with 11 positions related to CalAIM administrative and quality care management requirements. Be Well successfully launched CalAIM documentation reforms, prepared for the new electronic health record, created the Certified Peer Support Specialist role, and relicensed its Crisis Stabilization Unit as a locked facility. Goals and initiatives include implementing payment reform and the new electronic health record, expanding housing options, enhancing crisis and outpatient services, expanding treatment for stimulant use disorder, addressing fentanyl use through prevention and early intervention services, and promoting naloxone access. Performance measures include an average length of stay in the Psychiatric Health Facility of 12-13 days (target 7 days), staff utilization for Medi-Cal reimbursement currently at 36% (target 50%), and Medi-Cal reimbursable services for substance use disorder launched in January with anticipated coverage increasing from 25% to 60% of program costs. Be Well is conducting a comprehensive needs assessment, implementing a Behavioral Health Quality Improvement Plan, and strengthening partnerships with criminal justice agencies.
- During the Q&A, Supervisor Nelson asked how the department equitably distributes its workforce across the county given staffing gaps; Director Navarro explained that Be Well is hiring fresh graduates through "extra help" positions and that leadership is stepping in to fill service gaps, particularly in North County. Supervisor Hartmann asked about the impact of proposed MHSA modernization; Director Navarro stated that preliminary discussions suggest 30-35% of MHSA funds may be redirected to housing support, which would result in a $27-32 million reduction in Be Well's budget. Supervisor Capps asked about the number of beds and how the conversion of the CSU to a locked facility translates into capacity; Director Navarro explained that the CSU is currently staffed for four beds but can be increased to eight, and noted that the need for acute beds is influenced by the effectiveness of care management and the number of LPS conservatees requiring long-term care.
Public Health Department Budget Overview
- Mohannad Hammami, Director of the Public Health Department, presented the department’s budget overview, noting an operating budget of approximately $103 million, a capital projects budget of $2 million, and a general fund allocation of over $9.5 million. The department reported a vacancy rate near 20% and identified key challenges including talent retention, integrating programs while maintaining specific grant reporting structures, and transitioning from emergency operations to normalized operations while remaining prepared for emerging health threats. Nearly half of the funding comes from service charges (primarily Medi-Cal and Medicare), with the remainder from grants and the general fund. The presentation covered staffing changes, noting a net increase of 4.3 FTEs, and outlined accomplishments such as partnerships with CINCAL for care management, implementation of two-way texting for patient communication, and the completion of the 2022 Community Health Needs Assessment. Future goals include expanding the street medicine pilot, implementing enhanced care management across all regions, and establishing an online document search portal for environmental health inspections.
- During the Q&A, Supervisor Laura Capps asked about plans to distribute Narcan and educate the public regarding fentanyl overdoses; Director Hammami stated that the department is collaborating with other agencies, including the Sheriff’s Office and EMS, to distribute Narcan in public spaces and educate first responders. Chair Williams acknowledged Suzanne Jacobson, Deputy Director and CFO, for her experience in preparing budgets. No motion was recorded in this section.
Child Support Services Budget Overview
- Joni Maiden, Director of the Department of Child Support Services, presented the budget overview, noting an operating budget of over $11 million and 75 FTEs. The department is funded entirely by state and federal sources, with no county general funds. Maiden highlighted challenges including variable program funding, scaling operations to spend increased allocations, and adapting to legal changes such as full pass-through of child support payments and new legislation affecting foster care cases and uncollectible arrearages. The presentation noted that 40 caseworkers manage 11,000 cases, with 64% of caseworkers being bilingual. The department reported distributing nearly $29 million in child support, with the majority going directly to families. Accomplishments included the implementation of a self-calendaring appointment system, right-sizing office space in Santa Maria to save $100,000 annually, and training 12 new child support officers. Goals for the upcoming year include expanding outreach to underserved communities, optimizing office space in Santa Barbara, and continuing diversity, equity, and inclusion training. Performance measures were reported to be in alignment with pre-pandemic levels and exceeding statewide averages. Chair Williams thanked the department for its work. No motion was recorded in this section.
First 5 Santa Barbara County Budget Overview
- Wendy Sims Moten, representing First 5 Santa Barbara County, presented the fiscal year 23-24 budget. The organization is funded primarily by Proposition 10 revenue from tobacco sales. Moten noted that the tobacco flavor ban has significantly impacted revenue, requiring the use of fund balance to maintain operations. The strategic intent is to have 70% of children in the county ready for kindergarten by 2030. The presentation outlined the budget structure, noting that administrative and support costs are kept below 15% of the total. Staffing levels are adjusted based on revenue fluctuations. Accomplishments included hiring a new evaluation manager and investing in anchor and community agencies. The organization highlighted its commitment to racial equity and justice, including specific commitments made by the commission in June 2021. A video featuring the mascot "Roar the Dinosaur" was shown to illustrate social-emotional learning for young children.
- During the Q&A, Supervisor Joan Hartmann asked how the availability of pre-K affects First 5’s focus; Moten responded that early intervention and prevention remain the primary focus. Supervisor Laura Capps expressed support for the organization’s goals. Supervisor Nielsen asked about declining kindergarten enrollment rates; Moten stated that the organization is conducting surveys to understand the reasons for declining enrollment, which may include stress, relocation, or home-based support. No motion was recorded in this section.
Public Comment – Behavioral Wellness Functional Group
- The Clerk of the Board noted 26 requests to speak. Several speakers addressed the shortage of inpatient mental health beds and the use of jails for individuals with serious mental illness. Mike Glick advocated for increased funding for mental health treatment, particularly inpatient care. George Kaufman requested support for addressing the shortage of inpatient mental health beds to reduce incarceration. Suzanne Worden requested the adoption of four measures: creating additional in-county acute care beds, utilizing state funding to establish a multi-level longer-term treatment center, adopting the IMD Exclusion Waiver to allow Medi-Cal reimbursement for inpatient treatment, and expanding outpatient supports. Susan Horn expressed support for the "beds not jail cells" initiative. Debra Allen shared a personal story regarding her nephew, who was incarcerated for two and a half years while awaiting competency restoration. Oonga Brown read a statement on behalf of a mother whose son with schizoaffective disorder has faced homelessness and incarceration. Lynn Gibbs cited a Los Angeles County resolution to add secured treatment beds to depopulate jails. Rose Van Schaik shared a story about her son, who spent seven months in an isolation cell while awaiting a state hospital bed. Tom Franklin shared a story about a family member who was arrested multiple times and spent over a year in jail due to a lack of treatment beds. Michael Heyman expressed gratitude for county services provided to his daughter and requested the expansion of mental wellness beds and services. Marion MacKenzie shared a story about her son, who seeks refuge in parked cars due to hearing voices.
- Steve Lavagnino responded to previous comments, noting that the behavioral wellness operating budget has increased from $69 million to $175 million over the past decade, with 194 additional employees added to the department. He stated that the county is spending $515 million on behavioral wellness, public health, and social services. An unidentified speaker noted a perceived lack of forward momentum in expanding the continuum of care and beds. Suzanne Worden read a statement on behalf of Isabel Nava. Rory Moore requested a long-term commitment to mental health infrastructure. Chuck Richards described his stepson’s 12-year involvement with the court system due to delusional issues and requested the implementation of a mental health diversion program. Mrs. Ramona Winner described the lack of inpatient beds for her son with schizophrenia. Julie Hess spoke on behalf of her son, emphasizing that jail is not an appropriate treatment for mental illness. Monica Nunes spoke on behalf of her son, Joel Campos, who was falsely accused of murder, spent four years in jail, and was later exonerated. Tricia Thompson advocated for outreach services for severely mentally ill individuals. Leonard Marcus, representing NAMI and Families Act, stated that his son with paranoid schizophrenia is living at home and argued that the Assertive Outreach program lacks effectiveness without sufficient beds and judicial enforcement mechanisms. An unidentified speaker described his son’s dual diagnosis of bipolar disorder and Asperger’s, noting he is currently in jail awaiting a treatment bed at CATA. Sherry Runge, a NAMI board member, read a statement from Donald Casebolt regarding his daughter’s experience with schizophrenia, jail incarceration due to lack of beds, and subsequent homelessness. Elizabeth Boyd, a NAMI board member, read a statement from Julia Marvin regarding her daughter’s eight-month isolation in a jail cell while awaiting a state hospital bed. Pam Flint-Tambeau, representing the League of Women Voters and CLU, urged the board to provide social services, housing, and care beds to reduce the number of individuals with behavioral wellness issues in jail. E-Planet Thunderstriker Insanity discussed his personal legal claims and advocated for innovative action research analysis as part of the budget agreement.
- An unidentified board member acknowledged the personal impact of the issues discussed, referencing a family member’s experience with addiction and schizophrenia. They noted that momentum in opening facilities like Champions and CSU stalled during the pandemic and emphasized the need to redouble efforts to create a complete continuum of care. They stated that funding is difficult to allocate to lower-acuity levels if resources are concentrated on higher-acuity levels. They identified staffing the CSU and the Tecolote House as a good start but noted much work remains. The board took a 15- to 25-minute break.
Community Resources and Public Facilities Functional Group – Overview
- Director Maria Gardner presented an overview of the functional group, which receives approximately 6% of the county’s General Fund Contribution (GFC) at $24 million. The majority of revenue comes from charges for services, state, and federal sources. Operating expenditures account for about 28% of the countywide total ($282 million). FTEs comprise 12% of overall county FTEs (550 positions). The Community Services Department receives the largest share of GFC (approx. 55% or $13 million). The Public Works Department receives about two-thirds of the functional group’s overall funding ($182 million) due to high-dollar projects. GFC has remained largely flat relative to operating revenues. CSD saw increases in FY 21-22 due to pandemic relief funding, which is expiring. Public Works saw increases in roads, infrastructure, and waste management. Operating expenditures trended upward from FY 19-20 to 22-23 but are holding flat in FY 23-24, with CSD seeing a decrease due to the expiration of one-time pandemic funding. The Ag Commissioner’s FTEs have been static for five years. CSD FTE increases are driven by housing and homelessness positions. Planning and Development increases are related to long-range planning and cannabis program administration. Public Works FTEs have been relatively flat with some additions planned.
Public Works Department – FY 23-24 Budget Presentation
- Director McGulpin presented the Public Works budget, noting it was his 16th and final budget presentation. The operating budget is $170.9 million, including $68 million in roads capital projects. The capital budget for other divisions is $52.4 million. The General Fund Contribution for operations is $4.6 million. The proposed budget includes 298.3 FTEs. There are no service level reductions or restoration requests. Expansion requests total $5.7 million. The budget does not include transportation disaster-related costs from winter storms, estimated at $41 million, with a potential local match of up to $5 million. Reimbursement is expected to take 3–5 years. Capital projects include $10 million for road rehab, the Foothill Bridge Project, and a multi-agency project on Santa Claus Lane. Water Resources has a $23 million budget, including the Mission Creek flood control project. Resource Recovery has a $26 million budget, including the Laguna Sanitation plant upgrade and $15 million for Taheqa’s landfill and transfer station improvements. The department has reduced staffing by 59 positions over the last 10–15 years and is seeking to add back permanent transportation maintenance positions, a financial systems analyst, two engineering positions for flood control asset management, and an accountant for Resource Recovery. A net increase of $3.3 million in revenue is projected from FY 22-23 to FY 23-24. Accomplishments include completing the Randall Road debris basin and anticipated completion of ARPA-funded deferred maintenance and $10 million in road projects. Goals include updating database systems to Acela, completing high-cost bridge projects, delivering MODOC Phase 2 to construction, completing the Santa Maria levee trail survey, and completing the Bradley Channel reconstruction design. Resource Recovery plans to repair the biofilter, award new solid waste contracts, and commence full operations at the Resource Center. Expansion requests include $726,900 for pavement preservation and financial support for the local match for state and federal disaster funding related to winter storms.
- During the Q&A, Laura Capps requested an update on the MODOC bike path; Deputy Director Sneddon stated the project was approved by the California Transportation Committee in late March to move to detailed design. Capps also raised the issue of street lighting in Isla Vista as a safety concern. Steve Lavagnino asked about funding sources for Guadalupe Dunes Road damage; Director McGulpin explained that the river channel has shifted, depositing silt and debris, and the plan involves working with FEMA, Cal OES, and the Army Corps of Engineers to restore the river channel. Lavagnino noted that residents feel the process is moving slowly and he would work with the CEO to prioritize the funding. An unidentified board member asked about Measure A reserves; Director McGulpin stated they are taking a higher share of Measure A reserves for transportation operations. An unidentified board member asked about the sensitivity of the local match estimate; Director McGulpin stated $5 million is the worst-case scenario. Suzanne Worden clarified that the county is setting aside $14 million in the disaster recovery fund to assist Public Works with match or cash flow needs for storm damage. Ted Tabor explained that the $14 million is needed for cash flow because FEMA reimbursement is lengthy, and the local match is not reimbursed.
Agriculture, Weights and Measures – FY 23-24 Budget Presentation
- Jose Chang, Ag Commissioner, presented the budget, noting it was his first budget workshop. The recommended operating budget is just under $8 million, including approximately $2.1 million from the county General Fund. It sustains 37 FTEs. There are no service level reductions, restoration, or expansion requests. Funding sources include 52% state and federal aid, 26% county General Fund, 11% charges for services, and 10% fees for licenses and permits. Allocation is 81% to the Agricultural Division, 13% to Weights & Measures, and 6% to administration and support. Net operating revenue increased by $772,000 compared to the current year. Accomplishments include resuming in-person training/workshops, continued website development, assisting Emergency Management with flood disaster data collection, expanded remote services, staffed disaster recovery centers, reduced spread of invasive shot hole borer, inspected over 7,200 commercial weighing/measuring devices, and conducted over 400 pesticide safety monitoring inspections. Goals include integrating a new detector dog into the pest detection program, creating pesticide safety education for Mixteco-speaking workers, and initiating online credit card payments for Weights & Measures permits, pest control businesses, and farmers markets. Performance measures are on target for retaining one employee hire from FY 19-20, on target for outreach communications, close to target for staff training, on target for 100% inspection of registered commercial devices, 80% compliance rate for price accuracy inspections, 95% compliance rate for gas pumps, and on target for 400+ pesticide safety inspections. An unidentified board member congratulated Director Chang on his first budget hearing and expressed confidence in his long-term service to the community. Another unidentified board member welcomed Director Chang and expressed high hopes for his tenure.
Planning and Development Department Budget Presentation
- Lisa Plowman, representing the Planning and Development Department, presented the department’s budget and operational status. The department is transitioning from post-COVID electronic submittals to a hybrid model. Processing delays in the Building and Safety division are being addressed through staffing changes and the implementation of the Acela enterprise system, with Phase 1 expected to be available to the public by June. Permit volumes in Building and Safety have increased by 25% over the last two years, and in Development Review by 14%. The department is shifting focus from permitting to compliance and enforcement regarding cannabis. The vacancy rate has decreased from approximately 26% at the start of the fiscal year to 7% due to recruiting efforts. Two new Building Permit Technician positions are being added, funded by permitting revenue and overtime reductions. The proposed operating budget is $29.8 million, with a capital budget of $40,000 for equipment upgrades. The General Fund contribution is $3.8 million. The department proposes 114.5 Full-Time Equivalents. Funding sources include 53% from permitting, 13% from the General Fund, and 14% from charges for services. Work is ongoing on the Housing Element, Safety Element, Climate Adaptation Plan, and Environmental Justice Element. The department is also working on the Ag Enterprise Ordinance and Farmstays. The department highlighted a 100% success rate in conducting building inspections within one day (23,795 inspections) and noted improvements in cost estimate accuracy for planning permits, currently at 75.7% against a 90% goal. The department is implementing KPMG recommendations to move toward electronic services, including Acela integration and increasing over-the-counter land use permitting to reduce review cycle times.
- During the Q&A, Supervisor Nelson inquired about the "permitting feedback" performance measure; Plowman clarified this refers to smaller, ministerial permits where the department aims to provide status updates within 10 days of application submission. Nelson expressed concern about plan check delays impacting economic development and hoped for improvements through hiring and Acela implementation. Chair Williams noted the need for additional staffing or reduced workload in Long-Range Planning to address bottlenecks caused by state-mandated policy changes. No motion was made or vote taken in this section.
Community Services Department Budget Presentation
- George Chapjun, Director of Community Services Department (CSD), presented the department’s budget. CSD comprises five divisions: Administration, Parks and Open Space, Housing and Community Development, Community Support, and Sustainability. The recommended FY22-23 operating budget is approximately $72.7 million with 99.75 FTEs. This represents a $5.1 million decrease, primarily due to the end of the Federal Emergency Rental Assistance Program. The reduction was partially offset by a $4.75 million Cal Creative Corps grant for Arts & Culture. CSD relies heavily on external funding. Of the $13 million General Fund contribution, $5.5 million is passed through to libraries and human services. The department receives $7.6 million in direct General Fund support. Planned capital projects include rebuilding tennis courts at Manning, renovating the Goleta Beach lawn, modernizing the Kachuma Fireside Amphitheater, and rebuilding the Rincon Beach restroom. Expansion requests include $20,000 to cover increased rent for the Orcutt Library, $20,000 to cover half of a $40,000 annual shortfall for the Black Gold Cooperative pension obligation, funding for several positions to meet climate goals, funds to address deficits at Good Sam Path and Freedom Warming Centers, and continued use of fund balance from the County Arts Trust Fund to cover shortfalls. CSD has administered over $30 million in rental assistance. There are 2,500 people waiting for housing vouchers and 1,500 on waiting lists for housing authority projects. Barriers to housing include first/last month’s rent and utility arrears.
- During the Q&A, Supervisor Nelson expressed support for the library rent increase, noting it brought costs back to market rate after a decade of discounted rates. He emphasized the need for a permanent, county-owned library facility. Supervisor Capps asked about immediate relief options for low-income renters facing security deposit barriers; Chapjun suggested assistance with first/last month’s rent, utility arrears, and increasing the number of housing vouchers. Supervisor Lavagnino emphasized the importance of the sustainability staffing requests, noting that achieving climate goals requires specific staff capacity.
- Nine members of the public provided comments regarding the Community Services functional group. E-Planet Thunderstriker Insanity complained about unnecessary debris removal by parks staff and lack of enforcement of leash laws. Melanie Backer urged the Board to increase the Parks Department budget for staffing. Otis Califf commended the Parks Department and supported their budget request. Alicia Navarro urged the inclusion of Guadalupe Dunes Preserve in park planning. Kathleen Rosenthal supported parks budget requests and the hiring of planning and capital projects staff. Keith Sarlos requested $75,000 per year for five years to assist with the cost of public restrooms in Los Olivos. Pam Flint-Tambo urged the Board to provide adequate funding for affordable housing. No motion was made or vote taken in this section.
Fire Department Budget Presentation and Discussion
- The Fire Department Chief presented the department’s budget, introducing staff members including Deputy Chief of Administration Rob Heckman, CFO and Deputy Director Shauna Jorgensen, OEM Director Kelly Hubbard, and Finance Manager Diane Sauer. The presentation outlined the department’s three primary budget programs: Administration and Support, Fire Prevention, and Emergency Operations. It noted the integration of the Office of Emergency Management into the Fire Department. Key operational updates included the groundbreaking for the Regional Fire Communication Center scheduled for April 25, with a $14.8 million construction cost. The department is finalizing a department-wide capital needs assessment and long-term funding plans. Partnerships with the County to improve EMS service delivery and the operationalization of real-time incident coordination through OEM are ongoing. The department is preparing for significant turnover in key leadership positions and developing a response plan for the Diablo nuclear power plant. A program is underway to promote organizational and cultural shifts supporting diversity within the department. The department continues to lobby the state for ongoing funding to offset air support costs and has secured an additional $5.5 million in ongoing commitment for hand crew costs. The operating budget is just over $120 million. Capital equipment is approximately $18 million, including $3.1 million for dispatch project equipment and 35 defibrillators. Primary funding sources include property taxes ($71.4 million), the Cal Fire contract, incident reimbursements, ambulance billing, and contracts with UCSB and Chumash. The budget proposes approximately 323 full-time equivalent employees. Increases are attributed to the dispatch center and increased Cal Fire funding for hand crews. OEM staffing accounts for six positions. The department proposes no service level reductions and no one-time use of funds for ongoing operations. The department reported a 55% compliance rate for assembly occupancy inspections and approximately 50% for business inspections. The department is at approximately 50% compliance with the 30-day goal for fire protection certificates and plan checks. The department expects to complete capital planning projects, create an asset management program, and implement more transparent cost-sharing for the air partnership with the Sheriff’s Department within the current budget year. Key focus areas include support for the Regional Fire Communication Center, completion of the enhanced capital improvement program, enhancement of departmental diversity, and continued partnership with County EMS and public health to improve emergency medical services and community paramedic programs.
- During the Q&A, Supervisor Hartman inquired about the status of co-response protocols with social services and B-Well; the Chief responded that staff from both agencies are working on implementation protocols and team composition, with a concrete project expected soon. Supervisor Capps asked about training and Narcan availability in response to the fentanyl epidemic; the Chief stated that while Narcan is effective, the department supports broader access for law enforcement, schools, and community centers to address overdoses in the community. Supervisor Nelson commented on the department’s expanded role in emergency services and acknowledged the challenges with plan check timelines; the Chief confirmed that budget adjustments may occur in June based on ongoing discussions with Public Health and the CEO’s office regarding EMS movements.
- E-Planet Thunderstriker provided public comment regarding the fire department’s response to fentanyl use among teenagers, suggesting that alternative transport methods could be considered for non-emergency transports to addiction or wellness centers. The speaker also expressed general support for firefighters. E-Planet Thunderstriker subsequently provided general public comment unrelated to the fire department budget, discussing personal experiences in the music industry, allegations of corruption in the music industry, and unrelated political and social issues.
Adjournment
- The Chair adjourned the session, noting that the next session would convene the following morning at 9:00 AM. No motions were moved, seconded, or voted upon during this segment.